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HomeMy WebLinkAboutCAO-016-19Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: Council Date of Meeting: December 9, 2019 Reviewed By: Andrew C. Allison, CAO File Number: Report Subject: Organizational Structure Review Recommendations: 1. That Report CAO -016-19 be received; Report Number: CAO -016-19 Resolution#: By-law Number: 2. That the Organizational Structure Review prepared by Grant Thornton LLP dated December 4, 2019, Attachment 1 to Report CAO -016-19, be received; 3. That the CAO report back at the February 18, 2020 General Government Committee meeting with a proposed implementation plan; and 4. That the Clarington Board of Trade and Office of Economic Development be advised R iiii R❑❑ ❑ Municipality of Clarington Report CAO -016-19 Report Overview Page 2 On July 2, 2019, Council directed staff to apply to the Provincial Audit and Accountability Fund for an Organizational Structure Review. Our application was successful. Grant Thornton LLP was retained to conduct the review. This report presents Grant TlR ❑ RFIM report and recommends that staff provide a proposed implementation plan to the General Government Committee on February 18, 2020 1. Background Organizational Structure Review Process 1.1. Through Report FND-021-19, staff were directed to undertake an organizational E111FUEEF114-11HE 1SLPLLGHG1111❑Q❑J [it] DE11f-FI-LHG❑ 1DC3-i=H3 RELFHIET$ ❑QEDEG❑ Accountability Fund. Due to time constrains, Council directed staff to sole source the FR-I❑DFEILL=: Im❑❑G= HEHEDE Dll G_E7❑HL ❑❑IFLSDD_-EI_I_DSS(IFDJR❑IE[] D=FFHEII ❑CL]❑ the amount of $150,000. Grant Thornton LLP was engaged to undertake the review. 1.2. In accordance with the funding agreement with the Province, a draft of Grant 7 ER1111 UFT2 J DFM1RFM E11EF1111CHr5 HE1H11 EEI Dm1WE lFM❑CT H-0 10 ❑❑LFLSDG Affairs and Housing on November 29, 2019. Attached to this report (Attachment 1) is a copy of their final report dated December 4, 2019. As required by the Province, a copy of this report has been posted on our website. 1.3. In order to inform their recommendations, Grant Thornton prepared a Current State Assessment (Attachment 2). The Assessment provided an overview of the current FM[H[RI [FH -0 r --MDQ -I- R J D DI CR- DCS [[EFNF -DFFF P SDI D LHDEDO -"RC❑ benchmarking with six comparable municipalities, feedback on perspectives of departmental performance, and perceived areas of improvement from staff and Council. 1.4. Once the Current State Assessment was complete, Grant Thornton performed an analysis based on six specific areas of impact (cost savings) and what they termed a 4P analysis (Purpose and Strategy, People and Culture, Process and Finances, and Performance and Measurement). This resulted in 30 recommendations with a high level implementation outline. 2. Going Forward r ��� nr, ■-■ - .- � � - n■- -- - esu- - - � � �-■��r� restructuring. It identified the potential for estimated cost savings and efficiency improvements valued at between $2.5 and $4.2 million. Municipality of Clarington Report CAO -016-19 Page 3 2.2 Not all of the identified cost savings and efficiencies will be realized immediately as some synergies and efficiencies will take time to attain. It is also important to note that there may be costs associated with the implementation of some of the recommendations. 2.3 There is considerable information in the report that staff will need time to review in order to provide Council with a recommended implementation plan. For example, for each of the 30 recommendations, staff will need to consider financial implications (i.e. impact on the municipal budget, possible sources of future funding to assist with the implementation), human resource issues (e.g. collective agreement implications, pay equity), physical space requirements, functional analyses of impacted positions, realistic timeframes for implementation and, most importantly, input from impacted staff. 2.4 It is important to note that having a detailed plan for implementation will be key to our success in realizing the potential efficiencies from the recommendations. It will allow us to ensure that the rollout is done efficiently and respectfully of all involved, and work to limit potential challenges down the road. Research shows that this type of detailed planning is vital regardless of the size or scope of changes proposed. 2.5 As we move forward toward implementation, staff will explore potential funding assistance through the additional monies made available in the Audit and Accountability Fund. Staff will provide clarity around our potential eligibility at the February 18 GGC meeting. 3. Conclusion It is respectfully recommended that Council receive the Organizational Structure Report prepared by Grant Thornton LLP dated December 4, 2019 and direct that the CAO report back at the February 18, 2020 General Government Committee meeting with a proposed implantation plan. Staff Contact: Andrew Allison, Chief Administrative Officer, 905-623-3379 ext 2002 or aalliston@clarington.net. Attachments: Attachment 1 ❑ Organizational Structure Review, Grant Thornton LLP, December 4, 2019 Attachment 2 ❑ Current State Assessment, Grant Thornton LLP, November 13, 2019 The following interested party wilCEHEER1111-IGIRI[t11R❑❑ F Clarington Board of Trade and Office of Economic Development $WWDFKPHQWWR5HSRUW&$ ja GrantThornton An instinct for growth' t t ,' t1i. �� ■ Recommendations and Implementation Final Report December 4, 2019 Contents Executive summary 2 1.0 Report Overview 4 1.1 Authorship 4 1.2 Document Purpose 4 1.3 Background 4 1.4 Objectives 4 1.5 Scope 5 1.6 Approach 5 2.0 Recommendations 7 2.1 Restructuring 10 2.1.1 Executive Services 10 2.1.2 Corporate Services 11 2.1.3 Financial Services 12 2.1.4 Public Works 13 2.1.5 Planning and Development Services 15 2.1.6 Community Services 16 2.1.7 Emergency and Fire Services 17 2.2 Human Capital Management 18 2.3 Productivity & Process Improvement 19 2.4 Customer Service 21 2.5 Economic Development 22 3.0 Cost Savings 24 4.0 Implementation 28 4.1 Proposed Organizational Chart 28 4.2 Phased Implementation 29 4.3 Phased Cost Savings 30 4.4 Strategic Execution 31 5.0 Appendices 32 Municipality of Clarington Organizational Structure Review 1 ■■ �.�,111■ \AL1' ' �. �l■ In August 2019, Grant Thornton was retained by the Municipality of Clarington to provide an organizational structure review. As per the Provincial Audit and Accountability funding guidelines, the draft report submission is to be presented to the provincial government on or before November 30, 2019, by the Municipality of Clarington. The purpose of this engagement was to perform an Organizational Structural review and to make recommendations that may re -align overall and/or department level structures in an effort to achieve savings as a result of efficiency gains from improved collaboration, effective change management, employee engagement and the implementation of key performance indicators. During the August 2019 to November 2019 timeframe, Grant Thornton followed a structured review process. This included the following components: 1) Formal departmental, council and union stakeholder interviews 2) An Ontario based municipality written benchmarking exercise (6 respondents) 3) A Municipality of Clarington all staff on-line survey (128 respondents) 4) Budget review 5) Existing Departmental Structure review 6) Strategic Initiative report/s review As a result of gathering and analyzing the above information, in October 2019, Grant Thornton provided an interim report (attached as an appendix to this final report), detailing the current state assessment of the Municipality of Clarington's Organizational Structure and a summary of the benchmarking. This interim report also included departmental feedback on perspectives of departmental performance and perceived areas of improvement from staff and council. This final report includes 30 recommendations and the rational supporting each recommendation. The goal of the recommendations is to achieve quantifiable cost savings, where productivity, attrition and overtime data was made available, sourced and identified. Productivity gains and resulting cost savings have been expressed as a range at the recommendation level where applicable. Maintaining existing constituent and primary departmental services was considered mandatory in the recommendation evaluation process. All recommendations were made with this principle top of mind. Many operational structural re -alignment recommendations identified productivity gains and cost savings. The gains were a result of different factors, including collaboration, staff engagement and workflow alignment, all of which have a positive impact on productivity and resulting cost savings. Within the 30 recommendations, indirect gains and cost savings opportunities have been identified that stem from leveraging existing Municipality of Clarington initiatives and best practices found effective within other Municipalities and industry knowledge in general. This is further illustrated within this report including benefits from performance management, workflow automation, human capital management and the introduction Municipality of Clarington Organizational Structure Review 2 of Key Performance Indicators - productivity level metrics at the departmental and staff levels. Given the nature of this engagement and the opportunity to present organizational structure re -alignment recommendations, effective change management and departmental management best practices are required in an effort to realize the maximum potential savings over time. This report has been written to deliver clear and logical recommendations with associated quantifiable financial benefits. It is not the intent of this report to observe realized cost savings by implementing all recommendations at once. As a result, this final report includes a phased approach to implementing the recommendations over time. Municipality of Clarington Organizational Structure Review 3 1.0 Report Overview 1.1 Authorship This Final Report is prepared by Grant Thornton LLP (Grant Thornton) for the Municipality of & 000J VRQV 2 U DC L DOGM 6UF "[] 5 HYLA Q 1[[] 7 KIS/❑ LIHSRUV LVL EDM -KE RC -I LCA RLP DQG documentation that was made available to Grant Thornton prior to the time of drafting the report. Much of the information was gathered from interviews with and documents provided by the Municipality of Clarington and members of its staff. As such, Grant Thornton assumes no responsibility and makes no representations with respect to the accuracy or completeness of any information provided to us. We are not guarantors of the information that we have relied upon in preparing our report, and except as stated, we have not attempted to verify any of the underlying information or data contained in this report. It is understood and agreed that all decisions in connection with the information as presented in this report shall be the responsibility of, and be made by, the Municipality of Clarington. 1.2 Document Purpose The purpose of this document is to present our organization structure review findings and recommendations to the Municipality of Clarington. Moreover, this report will also be shared with the Government of Ontario and posted publically, as is required by the Provincial Audit and Accountability Fund. This report is not to be used for any other purpose, and we specifically disclaim any responsibility for losses or damages incurred through use of this report for a purpose other than as described. Grant Thornton does not assume responsibility for, or provide any guarantee of achieving, any dollar estimates of cost savings. 1.3 Background The Municipality last underwent an organizational structure review in 2000. After almost 20 years, in an effort to be in line with best practices, and as a result of the availability of the Audit and Accountability Fund, there is opportunity to identify areas to improve efficiency and effectiveness. 6 LC FHAf4H1FMLZ EK1:E❑L LVHL0 XC 1FLSDWV-SRSX _KD" U;E C RYHLJ_❑❑❑ ❑7 XUIDJ IOLV-W HD the Municipality has experienced senior level retirement and internal turnover, creating the opportunity for a complete and independent review. With a 2011 ❑ 2016 growth rate of 8.8%1, the Municipality of Clarington is experiencing significant urban growth. The Municipality of Clarington has received funding for this review from the Provincial Audit and Accountability Fund. The Province of Ontario is providing financial support to municipalities willing to engage a third party to find cost savings in the delivery and structure of municipal programs. 1.4 Objectives This organizational structure review is intended to improve the internal and external understanding of the organizational structure of the Municipality. The organizational structure review recommendations will include opportunities for improving efficiency through modifications to the organizational structure while maintaining existing services and staffing levels. The Municipality should be prepared to maintain service levels despite growing demands. In order to provide sustainable recommendations that position the Municipality well in the future, 1 https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/index.cfm?Lang= E Municipality of Clarington Organizational Structure Review 4 this review will look at the organizational design structurally, independent of personalities and individual strengths. The outcome of this review is to ensure that the Municipality of ClaringVRQV-RLJ1DCL-D\0= structure supports effective and efficient service delivery, administrative performance and sustainability, today and into the future. 1.5 Scope 7 KHA/FRSHIR AM/-I-MHZ "_DP LC--IIAINH-0 XQIFLSDOWR C& QDIU VUViI_RU DCLDfiMCMWWre and 'provide specific and actionable recommendations for cost savings and improved efficiencies❑(quoting from the Audit and Accountability Fund Program Guidelines). This review therefore focuses on making implementable and sustainable recommendations to maximize efficiencies, improve service delivery and drive administrative savings as a result of improved collaboration, effective change management, employee engagement and the implementation of key performance indicators. Out of Scope The following areas are outside of the scope of this review, but have ties to and interdependencies with some aspects of our recommendations: ❑ Department level organization ❑ Individual level roles and responsibilities ❑ Process mapping of functions ❑ Service delivery of Economic Development IF1 Outside boards, agencies or other organizations 1.6 Approach Mobilization Assessment Benchmarking Recommendations Current State External Analysis & Final Report r ns Having a clearly set methodology provides both transparency in our report and objectivity in our analysis, stakeholder engagement, and layers of control to build in redundant re-evaluation of options by a cross -functional team. A FXUkCVAAM -D\&H\AP HQhRI -PQH-0 XCIFLSDOTPo C&(mUIDJ VRQV- RU DCS was conducted to understand and assess each deSDLW H SIX . This included consultations with key stakeholders, an online survey for all Municipal staff and a review of background documentation. A comparative analysis of the organizational structures of similar municipalities was also completed. The comparative analysis included a benchmark survey of peer municipalities to gather insight into Municipal organizational structure and departmental budgets. The peer municipalities that were benchmarked are: Pickering, Chatham Kent, Whitby, Milton, Burlington and Kitchener. Municipality of Clarington Organizational Structure Review 5 The current state assessment and benchmarking summary (see appendix B) provide a summary R EPXANH:O XCIFLSDOUVERU E=EFRP SDLLfU_R AAUT1DQL1H❑ and budget to six peer municipalities. Services for further analysis and benchmarking were selected based on indicators such as functional ownership and task accountability, duplication of efforts, clarity of roles and responsibilities, opportunities for process efficiencies, history of departmental consolidation, service level considerations and departmental expenditure as a percentage of the overall Municipal budget. The collated current state data was analyzed in a performance framework, which included areas for improvement from the 4P framework (Purpose, People, Processes and Performance). The 4P analysis used the following perspectives to categorize opportunities for improvement: Purpose and strategy: defines the relationship between the desired outcomes and practices SHIZAaQJ VRViH10 XCESDOAVYCRIJI (P1). People and culture: opportunities pertaining to the 0 XCLFL.SDW"organizational structure, roles and responsibilities, culture dynamics, and communication procedures (P2). Processes and finances: includes opportunities as they relate to approaches and processes to provide services and programs, including responses to bottlenecks, inconsistences, cost reductions, and identification of areas that work well (P3). Performance and measurement: includes pragmatic data and statistics to gauge services and support continuous performance improvement (P4). Recommendations (see section 2.0) were formulated based on the following criteria: Following best practices based on the literature, available case studies, industry knowledge and the benchmarking of peer municipalities. ❑ Balancing the size and responsibilities of each department. ❑ Aligning functions, departmental priorities and departmental expertise to create a structure that will streamline process and promote productivity. ❑ Creating structural opportunities for improved communication and collaboration. ❑ Benefits and challenges of hierarchical versus flat organizational structures. Opportunities and challenges from centralized and decentralized approaches to functional alignment. Outsourcing considerations for non-core competencies and specialized functions to find efficiencies. Reviewing current budgets. Cost savings (see section 3.0) were calculated, where possible, based on the available data, and are grouped into five areas of impact: Restructuring ❑ cost savings where vacant positions do not need to be filled Municipality of Clarington Organizational Structure Review 6 ❑ Productivity ❑ cost savings from improved productivity, implementation of Key Performance Indicators (KPI) Collaboration and Communication ❑ cost savings from increased workforce engagement Human Capital Management and Performance Management -]cost savings from implementation of formal leadership coaching, training, performance management evaluation (all staff) Workflow Automation ❑ cost savings from use of tools and software to automate certain functions and processes Outsourcing ❑ cost savings achieved by outsourcing of specialized services 2.0 Recommendations Table 1.0 provides a listing of our recommendations, indicating the departments directly impacted, the type of recommendation, area of cost savings and 4P analysis categorization. Table 1.0: List of recommendations Legend of Area of Impact (cost savings): O = Outsourcing R = Restructuring Legend of 4P Analysis: P = Productivity P1 = Purpose and Strategy C & C = Collaboration and P2 = People and Culture Communication P3 = Processes and Finances HCM & PM = Human Capital P4 = Performance and Measurement Management and Performance Management WA = Workflow Automation Area of Recommendation Impacted Recommendation 1 Combine Office of the CAO, Mayor Restructuring R, HCM & P3 CAO with Mayor and and Council PM Council administrative support to form Executive Services 2 Move Tourism from CAO, Restructuring P, C & C P3 CAO to Community Community Services Services 3 Move Climate Change CAO, Planning Restructuring P, C & C P3 from CAO to Planning and and Development Development Municipality of Clarington Organizational Structure Review 7 Municipality of Clarington Organizational Structure Review 8 Area of Recommendation Impacted Recommendation (cost Analysis savings) 4 Add Legal to Corporate Legal, Restructuring P, C & C P3 Services department Corporate Services 5 Add Clerk to Corporate Clerk, Restructuring P, C & C, P3 Services department Corporate HCM & Services PM 6 Move Accessibility Clerk, Restructuring P, C & C P3 Coordinator from Clerk Corporate to Community Services Services 7 Move oversight of Community Restructuring P, C & C P3 Volunteers from Services, Community Services to Corporate Human Resources Services 8 Outsource Animal Clerk Restructuring O P3 Services 9 Move Purchasing from Corporate Restructuring P, C & C, P3 Corporate to Finance Services, WA Finance 10 Create centralized Corporate Restructuring WA P3 Customer Service 11 Create a Public Works Engineering Restructuring R, P, C & P3 department and C, HCM & Operations PM 12 Move all Facility & Park Public Works, Restructuring Included P3 Design, Construction Community in R12 and Maintenance to Services savings Public Works 13 Move Crossing Guards Planning, Restructuring P, C & C P3 from Planning to Public Public Works Works 14 Move field booking from Operations, Restructuring P, C & C P3 Operations to Community Community Services Services Municipality of Clarington Organizational Structure Review 8 Municipality of Clarington Organizational Structure Review 9 Area of Recommendation Impacted Recommendation (cost "jAnallysis savings) 15 Move Building Services Engineering, Restructuring P, C & C P3 (CBO) from Engineering Planning and to Planning and Development Development 16 Move Development Engineering, Restructuring P, C & C, P3 Approvals from Planning and WA Engineering to Planning Development and Development 17 Possibility to Outsource Operations Other N/A P1, P3 Forestry 18 Review of Snow Operations Other N/A P1, P3 Removal 19 Create a Planning and Planning, Restructuring Divided Development Engineering into R15 department and R16 20 Create formal Economic Planning and Restructuring N/A P1, P3 Development Development communication link between Planning and Clarington Board of Trade 21 Move Cemetery Clerk, Restructuring P, C & C P3 administration from Community Clerk's to Community Services Services 22 External review of Emergency Other N/A P1 Emergency and Fire and Fire Services Services 23 Formalize process for All, Corporate Human Capital HCM & P1, P2, Performance Evaluation Services Management PM P4 24 Create role for in-house All, Corporate Human Capital HCM & P1, P2, training Services Management PM P4 25 Formal Human Capital All, Corporate Human Capital HCM & P1, P2 Management Services Management PM (leadership training, Municipality of Clarington Organizational Structure Review 9 2.1 Restructuring 2.1.1 Executive Services Recommendations Combine Office of the CAO with Mayor and Council administrative support to form Executive Services (R1) Move Tourism from CAO to Community Services (R2) Move Climate Change from CAO to Planning and Development (R3) Recommended Corporate Agenda The Executive Services Department will provide administrative support for the Mayor, Council and the Chief Administrative Officer (CAO). The Mayor and Council provide oversight to the Municipality. The CAO is responsible for the administration of the corporation, including strategic planning, corporate policies, and communication. Impact Aligning the administrative support resources of the Mayor and Council with the Office of the CAO will achieve some efficiencies while providing the Office of the CAO with some support. There is a strong link between successful administration (of the organization) and communications (to the organization). Keeping a strong link between Executive Services and the Communications Team will ensure alignment and support effective execution of strategic Municipality of Clarington Organizational Structure Review 10 Area of Recommendation Impacted Recommendation savings) performance management) process 26 Implement Key All, Corporate Productivity P, HC & P1, P4 Performance Indicators Services Improvement PM 27 Formalize All, Executive Productivity C & C P1, P2, support/processes for Services Improvement P4 departmental and team level communication 28 Review of department All Productivity R, P, C & P1, P2 level structure Improvement C 29 Process improvement All Process P, WA P4 initiatives (lean Improvement methodology) 30 Workflow automation All, Corporate Process WA P1 Services Improvement 2.1 Restructuring 2.1.1 Executive Services Recommendations Combine Office of the CAO with Mayor and Council administrative support to form Executive Services (R1) Move Tourism from CAO to Community Services (R2) Move Climate Change from CAO to Planning and Development (R3) Recommended Corporate Agenda The Executive Services Department will provide administrative support for the Mayor, Council and the Chief Administrative Officer (CAO). The Mayor and Council provide oversight to the Municipality. The CAO is responsible for the administration of the corporation, including strategic planning, corporate policies, and communication. Impact Aligning the administrative support resources of the Mayor and Council with the Office of the CAO will achieve some efficiencies while providing the Office of the CAO with some support. There is a strong link between successful administration (of the organization) and communications (to the organization). Keeping a strong link between Executive Services and the Communications Team will ensure alignment and support effective execution of strategic Municipality of Clarington Organizational Structure Review 10 initiatives. Streamlining this department will help create capacity for communications to support change management and interdepartmental communication structures. The placement of Tourism will be clarified in the Community Services section (see section 2.1.6). In an effort to align functions and expertise, the Climate Change Coordinator will be moved to Planning and Development (see section 2.1.5 for further explanation). The Corporate Policy Analyst position will stay under the CAO to ensure alignment and responsiveness to the overall corporate needs. Depending on future decisions regarding the permanence of this position, future consideration should be given to the breadth and scope of its functions, with the potential to support specific departmental policy needs. Timeline The creation of an Executive Services Division and subsequent internal reorganization can all happen immediately. Moving the Tourism team over to Community Services and the Climate Change Coordinator to Planning and Development can occur within the next year, dependent upon the preparation of these two departments. 2.1.2 Corporate Services Recommendations Add Legal to Corporate Services department (R4) Add Clerk to Corporate Services department (R5) Move Accessibility Coordinator from Clerk to Community Services (R6) Move oversight of Volunteers from Community Services to Human Resources (R7) Outsource Animal Services (R8) Move Purchasing from Corporate Services to Finance (R9) Create centralized Customer Service (R10) Recommended Corporate Agenda The Corporate Services department will provide internal support services (Human Resources, Information Technology, Legal, Clerk) to the Municipality, as well as provide oversight for a centralized external Customer Service division. The Human Resources portfolio will include performance management, training and corporate education, payroll and volunteer oversight and administration. The addition of a formal performance management process will support the implementation and management of key performance indicators including productivity and service level metrics. The move to support in-house training will achieve efficiencies and long term cost savings while contributing to overall performance and staff engagement. Although specific training areas must be coordinated with each department, having HR oversight will help create alignment and reduce duplication between departments. The Information Technology portfolio underwent a strategic planning initiative in 2017 that set out a number of IT projects and investments for 2017 L 2022. Within the current and planned FDSDEL POJ-IFOi XCIFLSDWVCD RIP D RQAWKC R((B.J -FU lMiCF1DQlIHI IaPO-W-P DELEHJ;SURO/ R Municipality of Clarington Organizational Structure Review 11 streamline processes (i.e. fewer POS stations) or bolster functions (i.e. full use of current Great Plains modules and additional modules) to support business development. As organizational structure changes are made, our recommendation is to examine all affected business procedures for opportunities to automate workloads and streamline process. For example, the adoption of an e -requisition option to work with Great Plains, or even just to scan to pdf for ease of approval/sign off on Purchase Orders and Invoices. (Please see section 2.3 for further discussion and considerations.) Purchasing as a function relies on clear communication and collaboration between corporate, legal, finance and the department requesting the purchase or procurement. Further explanation of the recommendation to move the Purchasing portfolio to Finance is described below in section 2.1.3. Moving the Legal department (solicitor and law clerk) to Corporate Services will improve working relationships with cross -functional areas and facilitate further legal oversight for projects. & G -EH -U LYFCIVIRA' i6 R(EFUaAkU;M RYI L J KV4U FRQAbcts and the contracting process with the potential to assume some responsibility for this portfolio. Moving the Clerks department to Corporate Services will allow for shared management, oversight, and future realignment of functions. Once the Corporate Services department is realigned, there may be opportunities at the portfolio level (i.e. Clerks, Legal, HR, IT) to realign functions to further streamline. Our recommendation is that animal services be outsourced to a provider within the region. The Municipality of Clarington is currently providing a high quality animal control service; however, there may be opportunities to focus or streamline service offerings and animal services could be efficiently and effectively delivered by an external provider. Based on our findings from the current state assessment and peer benchmarking, we recommend a centralized approach to customer service. Please see section 2.4 for further explanation of this recommendation. The Corporate Services recommendations will require significant coordination and organization between all portfolios and should be phased incrementally. 2.1.3 Financial Services Recommendations Move Purchasing from Corporate to Finance (R9) Kecommenaed Corporate Agenaa The Finance Department will be responsible for all financial activities of the Municipality, including Accounting Services, Budget, Taxes, Capital Asset Management, Long Term Planning/Purchasing and oversight of Internal Audit. Municipality of Clarington Organizational Structure Review 12 Impact Adding the Purchasing function to this department is recommended so that efficiencies may be achieved through streamlining processes and the number of process owners. Purchasing is an area that requires strong collaboration and timely completion of activities. The Finance department will be responsible for this process and its link to creating/completing purchase orders but will work with all departments where needed. There are likely synergies in terms of process improvements that can be realized through both the overall purchasing and purchase order processes; a number of efficiencies will exist through workflow automation in the purchasing process. Department -level structural reorganization is out of scope for this project, however, consideration should be given to the structure of this department, with a focus on aligning roles/titles to the areas of focus: i) long term planning and capital asset management, ii) accounting, tax and budget, iii) purchasing and iv) internal audit. The adoption of the right technology should lead to some streamlining of current process and create capacity for formal long term planning, budgeting and policy analysis. Future consideration can be given in terms of the composition of these teams, with a potential opportunity for training and development of staff members to increase expertise in the area of long term planning. Internal Audit is an important function within the Municipality. It is recommended that the Finance department be responsible to provide support, data and some oversight. From an internal audit best practice and controls perspective, the Finance department will report up to an audit committee or board which will include external representation providing an objective unbiased review and oversight function. R9 can be implemented in Year 1, dependent on the physical space and technology needs of moving the Purchasing team into the Finance department. Regardless of the physical location of this team, all future purchasing process changes should be made in accordance with this new reporting structure. MVIT16MV. Recommendations Create a Public Works department (R11) Move all Facility and Park Design, Construction and Maintenance to Public Works (R12) Move Crossing Guards from Planning to Public Works (R13) Move field booking from Operations to Community Services (R14) Move Building Services (CBO) from Engineering to Planning and Development (R15) Move Development Approvals from Engineering to Planning and Development (R16) Possible Outsourcing of Forestry (R17) Review of Snow Removal (R18) Recommended Corporate Agenda Public Works will oversee all engineering and operations functions. Municipality of Clarington Organizational Structure Review 13 Impact Bringing together the Engineering and Operations Departments is an important step to streamline design, construction and maintenance procedures and functions. As a single department with one budget, Engineering and Operations will be able to make more effective decisions about maintenance work, appropriately deploy the required resources and have full control of the criteria for and schedule of construction and maintenance work. This will result in cost savings as priorities can be aligned to optimally manage and maintain infrastructures while efficiently deploying resources. The Municipality has initiated a project to build a new recreation facility in south Bowmanville. The Community Services department has invested a significant amount of time and effort into the design and planning for this new recreation facility. Community Services has overseen all past recreation facility construction. If the grant funding is successful and the project advances, this construction project would need to be factored into the implementation plan for the organization restructuring. Within the Public Works department, functions should be realigned between the engineering and operations managers to streamline the decision making and functional processes. Based on functional roles and expertise, our recommendation is that all of the design and construction is owned by engineering and all maintenance and labour be owned by operations. All urban and rural road maintenance and design will fall under Public Works; Engineering and Operations will need to work together closely to ensure alignment on the design (engineering) and maintenance (operations) functions. Traffic, inclusive of crossing guards, should be the responsibility of the operations portfolio. Snow removal and fleet maintenance will be the responsibility of operations. The booking of fields and outdoor spaces will become the responsibility of the Community Services department (see section 2.1.6 for further explanation). Building Services (Chief Building Official) and Development Reviews (Development Manager and Park Development Manager) will move to the Planning and Development department. By grouping all planning, development approval and review functions, the strengths of each team can be leveraged by their respective counterparts through awareness and functional alignment. Knowledge sharing would then improve the understanding of functional relationships and opportunities for further process improvement can be realized. Additional opportunity to outsource specialized services may exist within the Public Works department. Potential functions that were identified during our review were Forestry and Snow Removal. There is currently an external review underway to review Forestry Services. From an organizational structure perspective, the Municipality of Clarington should consider outsourcing Forestry Services. There is currently some Forestry expertise within the Engineering department, however, this function should fall under Operations and may be required to scale to meet experience and service level expectations. In order to scale Forestry operations efficiently while maintaining service levels across other areas, outsourcing should be a consideration. An internal review of the Snow Removal portfolio was underway during our current state assessment to determine if new equipment is required to maintain service levels in response to Municipality of Clarington Organizational Structure Review 14 the growing road network. The Municipality currently provides timely and quality snow removal services (some non -road areas such as sidewalks are contracted out), however, with a growing road network further investments or outsourcing may be required to maintain service levels. We recommend that a review be completed to determine what the optimal mix of internal versus contracted services is for the Municipality. This should include all Snow Removal services (roads, parking lots, sidewalks). Timeline The creation of a Public Works department should be a priority for the Municipality. Given recent retirements, the immediate restructuring of Engineering and Operations will ensure continuity of management, quality services and staff engagement. Moving Building Services (CBO) and development approvals to Planning and Development will create Engineering department capacity. This re -alignment component will afford a more seamless merger between Engineering and Operations. The timing on this will be dependent on the implementation of R20 (creating a Planning and Development department). Following complete reviews of Foresting and Snow Removal services, a decision should be made by Year 2 as to whether these services, or components of these services should be outsourced. 2.1.5 Planning and Development Services Recommendations Create a Planning and Development department (R19) Move Climate Change from CAO to Planning and Development (R3) Move Crossing Guards from Planning to Public Works (R13) Move Building Services (CBO) from Engineering to Planning and Development (R15) Move development approvals from Engineering to Planning and Development (R16) Create a formal Economic Development communication link between Planning and the Clarington Board of Trade (R20) Recommended Corporate Hgenaa The Planning and Development department will oversee all planning and development functions. This will include all planning projects, Building Services (CBO), development approvals, special projects (inclusive of climate change). The creation of a Planning and Development department (expansion of roles and responsibilities of the current Planning department) will align all planning, building services and development approval functions with the goal of eliminating time and energy spent on following applications through various departments and to various stakeholders. Once this has been completed, a number of these processes may benefit from a process improvement review (see section 2.3 for further explanation). Some functions may be more appropriately placed in a different portfolio; consideration should be given to all non-core services that support the overall Planning and Development processes for the Municipality. Examples include recommended ownership of the annual growth trends review by the Building Services portfolio and the inclusion of Realty services as a formal responsibility of the department. Municipality of Clarington Organizational Structure Review 15 The Planning department has a strong understanding and knowledge of current and future development projects within the Municipality. Our findings highlighted a need for a formal communication channel between the Clarington Board of Trade (CBOT) and the Municipality to share knowledge and ensure alignment. Our recommendation is that a formal communication link (formal meeting, working group or advisory committee) is created between Planning and Development and CBOT. The Special Projects team is comprised of individuals who leverage knowledge and resources across the organization to move unique opportunities forward. There is strong alignment with the planning project methodology, and keeping these teams together allows them to leverage experience and expertise. Moving the Climate Change Coordinator to the Planning and Development department will allow more knowledge/methodology sharing, alignment on initiatives and alignment on functions. There are distinct links and need for information sharing between the Planning and Development G-ISDLW HCWDQG-AWL& QX)J UI0_0/FCLGuR1 ❑7 IDG+LZ KR__& UfvSFCMEULI RU -\N -I 0 XCLRSDDVVLi economic development. Our recommendation is that a formal communication process between this Municipality and CBOT be created via the Planning and Development department so that priorities and projects can be aligned and information shared on regular basis. Please see section 2.6 for further discussion on this recommendation. Timeline The creation of a Planning and Development department will be dependent on the appointment of a Director for the department; the Development department is currently overseen by an Acting Director. Realignment of the Crossing Guards, Climate Change Coordinator and Development Managers to Planning and Development can occur in Year 1, or immediately following the GHSDLW HWFLFD RYLQJ W+1XMI C6 HLXFW 1 & 0/2 -IbfbDP [LUiSW+VF QVLD[Q U HWFIDQJ HI personnel and may require more logistical planning; as such this may be a Year 2 implementation. The creation of a formal communication process with CBOT should commence in Year 1, in a flexible modality that allows individuals from other departments to be added to the group where needed. 2.1.6 Community Services Recommendations Move Tourism from CAO to Community Services (R2) Move Accessibility Coordinator from Clerk to Community Services (R6) Move all Facility and Park Design, Construction and Maintenance to Public Works (R12) Move field booking from Operations to Community Services (R14) Move Cemetery administration from Clerk's to Community Services (R21) Recommended Corporate Aqenda The Community Services department will be responsible for the delivery of community facing services, including indoor and outdoor recreational programs and services, tourism and cemetery services. Municipality of Clarington Organizational Structure Review 16 All facility and park design, maintenance and construction will be under the Public Works department, and all field, park and facility booking (including cemetery services) will be owned by Community Services. Realigning these operational and administrative functions will allow more focus within each department and achieve efficiencies by way of role specialization and reduction of duplications. The Municipality has initiated a project to build a new recreation facility in south Bowmanville. The Community Services department has invested a significant amount of time and effort into the design and planning for this new recreation facility. Community Services has overseen all past recreation facility construction. If the grant funding is successful and the project advances, this construction project would need to be factored into the implementation plan for the organization restructuring. Community Services has a strong customer service team who has strong relationships with external partners and residents. Moving the role and position of Cemetery administration to Community Services will further align like roles and allow synergies between processes and best practices. This will also present opportunities for shared tasks between roles as needed to respond to demand and/or cover leaves. Moving the Tourism team will present an opportunity for alignment with and leveraging of the community facing services that the Municipality delivers. This will also provide the Tourism team with a larger support within the Municipality. Accessibility has an important role within the Community Services department, including compliance, training and being an advocate for. In an effort to align roles and responsibilities with functional structures (i.e. practical application of), consideration should be given to placing this role within the Community Services department. As these functions are realigned, there will be opportunities to further align and automate aspects of the booking processes, as further described in section 2.4. These are all recommendations that could occur within the next year, however, as they involve the movement of roles and the people who perform them, timing will depend on the availability of space and overall capacity for change (dependent on implementation of other recommendations) in each department. 2.1.7 Emergency and Fire Services Recommendations External review of Emergency and Fire Services (R22) The fire department provides fire prevention, suppression and education to the Municipality. The service delivery model, composition and management of this department is outside of the scope of this review. Based on our findings, our recommendation is that an external review of the fire Municipality of Clarington Organizational Structure Review 17 suppression service delivery model (i.e. number and composition of staffing, number of firefighters per truck on calls) be completed. 2.2 Human Capital Management Recommendations Formalize process for Performance Evaluation (R23) Create role for training in house (R24) Formal HCM (leadership training, performance management) process (R25) There is a positive correlation between morale and productivity when effective staff development programs are implemented. A formal position description and staff review process should be implemented. Staff that clearly understand their role and responsibilities have a greater sense of purpose and understanding of their respective work effort and contribution to their departmental performance. Where effectively implemented, higher levels of staff engagement are realized and overall individual and departmental performance improves. Where roles, responsibilities and REMF M-" %2 V� Management By Objectives) are defined, space is created to have objective conversations regarding performance. A formal review process including one on one staff coaching where the practice of positive reinforcement, areas of development and performance against goals/metrics should be implemented. When formally deployed with a defined and consistent frequency, the success rate of desired habits and behaviors are being adopted improves significantly and results in higher engagement scores and improved work effort performance. Effective training for all management is recommended in the areas of leadership, coaching, performance management and organizing/implementing a consistent staff review process. In addition to on-going informal coaching, in order to maximize performance improvement and desired change, the staff review process should be based on a formalized schedule including ongoing cadence. Overall, this initiative will improve management (Managers/Directors) productivity levels and enable management to be more effective in supporting and mentoring respective staff which in turn will lead to improvements in front line efficiency and performance. In addition to leadership, coaching and performance improvement skills development, it is recommended that management be trained on how to on -board a new hire. There should be a formal on -boarding and training program for all employees. The on -boarding and training program should be customized by department and function. For new hires, performance acceleration and engagement levels are realized much more rapidly when defined on -boarding procedures, agendas and training programs are implemented. 1 imeiine The HCM related recommendations will take time to fully implement. However, there are items that can be implemented in part in conjunction with the restructuring. The overall HCM strategies outlined above should be formalized and introduced by the HR function within the Municipality. All departmental Directors and Senior Management will have the responsibility to then customize the program to satisfy the needs of each respective department (within formal parameters Municipality of Clarington Organizational Structure Review 18 outlined by HR), launch the program and ensure the programs and format are monitored and adhered to. 2.3 Productivity & Process Improvement Recommendations Implement Key Performance Indicators (R26) Formalize support/processes for departmental and team level communication (R27) Review of department level structures (R28) Process improvement initiatives (lean methodology) (R29) Workflow automation (R30) Impact It is recommended that departmental key performance indicators be introduced to the Municipality, including productivity level metrics at all staff levels and service level metrics at staff levels where applicable. Where key performance indicators are implemented and measured accurately, an increase in functional, departmental or overall organizational performance is realized. Service level and productivity level metrics are typically included within Key Performance Indicators. Service level metrics typically speak to performance, (turnaround time/response time, accuracy) while productivity level metrics speak to efficiencies and cost savings opportunities (# of units processed per FTE/shift). In an effort to maintain service level performance for the constituents of the Municipality of Clarington with the objective of achieving efficiencies and resulting cost savings, it is important to measure both service and productivity level performance. This introduction of Key Performance Indicators (KPIs) should begin with the Human Capital Management function. As per our recommendations reported in section 2.2, KPIs should be included as part of the on -boarding and training process. This sets behavioral and performance expectations of the respective role. Clearly defined and documented KPIs act as a reference point during performance evaluation events and on-going coaching. It is recoP P HQa-IC1AMM 3,V-MJLFUD dLup to management, director and department levels. 0 DC DJ HP HC P - EUfvSRCMJ-zMN RAHSRIYNRQ-VQHJ 3, y_DFI4MM❑ 3, LW Jl MSI ZM P DC II Hu departmental performance accordingly and within HR guidelines. Based on industry experience and best practices across multiple public and private sector verticals, where key performance indicators are implemented, service level improvements and efficiencies/cost savings are realized. In alignment with the proposed organizational structural changes, it is recommended that a base set of KPIs are implemented at the departmental and staff levels. This will work to establish a baseline to measure performance as a result of the structural changes, provide visibility into staff/functional/departmental performance and identify opportunities for improvement over time. It is recommended that a formal top down and bottom up reporting and communication structure is implemented. Bottom up reporting, on a weekly and eventual daily basis, would include the Municipality of Clarington Organizational Structure Review 19 capture of KPIs and justification for performance (what worked well and areas to improve). From a top down reporting and communication perspective, in addition to structural, HCM and strategic changes occurring within the department and/or at the overall Organizational level, considered appropriate to be shared that are intended to be shared with staff members, it is our recommendation that the top down reporting and communication patter occur on a monthly basis at minimum and should include recent departmental KPI performance, targets and recognition. Through KPI performance visibility, the recommended structural changes, including reporting structures, titles and functional alignments can be further adjusted based on quantifiable justification and measured performance. Through the structural realignment, the elimination of functional duplication will be realized, resulting in short term productivity gains. Areas of potential short term cost savings will be through attrition and reduction of overtime hours (see appendix A). Idea that measuring the effect of current versus future scheduling (hours) could be examined and altered to allow flex hours to accommodate evening activities/events. In addition to potential short term gaLC ME 3, VZ LCA I-CXQIHLPQI -H I F FVR RSVP L_HGtCWbI A-ISDLV HQBG communication where the structural recommendations are implemented. While technology and automation introduce the opportunity for improved governance and controls, there are measured productivity gains realized by departmental functions impacted by workflow automation. Further, through visibility of information (managing resources, work orders, service performance), management becomes much more efficient and can make confident and timely management decisions based on accurately reported data. The Municipality should take a close look at approaches to centralizing and storing data to create efficiencies, data insights and transparency. Potential quick wins can be identified (for example with data entry, scanning and shared access to documents and data) to larger, strategic initiatives (for example around electronic processes or a central repository of data). In conjunction with looking at technology, training in best practice process methodologies is recommended. There are currently a number of staff at the Municipality who are certified or are undergoing the training for certification in lean methodologies. There is a clear opportunity to formalize process improvement across the organization and to leverage this newly trained expertise as it will help to identify, lead and support process improvement initiatives. Our findings identified a number of procedures that may likely benefit from a formal process improvement discipline where streamlining workflow and responsibilities will optimize performance, including: ❑ Land and property development approval procedures ❑ Purchase Order and Invoice approval workflows ❑ Responding to constituent inquires Contracts Timeline At a high level, these are strategic recommendations that will be implemented over several years. There are quick wins identified and there are longer term gains which will be dependent up effective change management execution including leadership, effective communication, training Municipality of Clarington Organizational Structure Review 20 and staff development and adoption. We outline below a phased approach to deliver the results over time. 2.4 Customer Service Recommendations Create centralized Customer Service (R10) A centralized approach to a Customer Service division will create a single point of contact for constituent inquiries. Customer service representatives will have a repository of answers to frequently asked questions, guides for common request and set processes for directing questions and/or gathering information (i.e. from departments). Aligning the customer service functions will help to reduce the confusion caused by the differences in resident -facing processes between departments and the lack of clarity around roles and responsibilities pertaining to points of contact and provision of services to residents and external organizations. This model will leverage the skill and expertise of a dedicated customer service team so that all departments benefit from the support and processes this team will provide. Additionally, where possible and practical, the Municipality should consider options for electronic submissions, bookings and payments. For example, the Community Services department will have oversight for both indoor/recreational program bookings and outdoor fields/spaces. We encourage that these processes are consolidated and that the Active Net system currently used for indoor/recreational programs be fully leveraged. Benefits of a centralized approach to customer service include: Single location and point of contact for inquiries Standardization of processes and responses to inquiries FAQ and guides for common concerns/inquires (resulting in a potential reduction of inquires) Centralized payment model for municipal services (i.e. taxes, permits) Although specific transactional services such as booking spaces and paying taxes will still be managed by the individual departments, residents will have a single location to come for assistance with processes, answers to frequently asked questions and options to make payments. Customer service representatives ideally would be able to assist with most processes and general inquires; where required, they would be responsible for either making an inquiry with a department and providing the information to the resident or connecting the resident to the appropriate departmental contact. Timeline The creation of a centralized Customer Service division will be a strategic initiative that involves dedicated planning, investment of time and resources and change management. An analysis of infrastructural and technology requirements is needed to fully scope out the timeline and cost. It is not expected that this work would be started until year 2; cost savings from increased Municipality of Clarington Organizational Structure Review 21 productivity will not be realized until the centralized customer service model is fully implemented and active. 2.5 Economic Development Recommendations Formalize communication process between Clarington and CBOT (R20) context Local economic development services can be provided by an internal (municipal model) or an external (not-for-profit Corporation) model. Key attributes of each model are listed below in table 2.0. The majority of peer Municipalities manage Economic Development internally. Based on the stakeholder consultations, the external Economic Development service delivery model (CBOT) used in Clarington there is an opportunity to improve communication with the Municipality. This would promote alignment on projects and priorities and knowledge/information sharing, especially in terms of land and demographic data. The goal of both internal and external economic development offices is to provide strategic direction and support for economic development and a link to the private sector. This often involves commercial development, downtown renewal, tourism and community development. Functions of the economic development office may vary depending on the size and characteristics of the municipality, but typically include: Strategic economic planning Forecasting infrastructure/development Retaining/Growing local business Supporting small businesses/investors Attracting new investors and entrepreneurs (both local and foreign) Supporting public relations for the community Participating in downtown revitalization Enhancing trade opportunities for local entrepreneurs Advocacy Although the reporting structures are different, common to both internal and external models is the presence of an advisory committee. The economic development office should have ties to both the business community and municipal council or administration. Municipality of Clarington Organizational Structure Review 22 Table 2.0: Key Attributes of Internal and External Economic Development Service Delivery Models234 2 Thompson, S. (2010). Delivery models of local economic development: An analysis of internal and external models in Ontario. Papers in Canadian Economic Development, Vol. 12. 3 Blais, P. & Redden, A. (2009). Investing in economic development: Important key indicators municipalities should assess. Municipal World. 4 Government of Ontario. (2012). Economic Development Case Study Handbook. http://www.ontla.on.ca/library/repository/mon/26008/313532.pdf Municipality of Clarington Organizational Structure Review 23 Internal Service Delivery od External Service Delivery Modt—"r� Structure ❑ Municipal department/staff ❑ Not-for-profit corporation that is members that report through the governed by a board of administration to municipal directors council ❑ Autonomy provides the ability ❑ Stand-alone department or may to operate with a minimum of be integrated with another bureaucracy department (such as a planning department) Focus ❑ Economic development ❑ More closely aligned with strategic plans can be more business and industry directly integrated with other L Can be a competitive advocate municipal strategic plans on behalf of an ❑ Increased collaboration between investors/developers to ensure departments and economic the municipal functions such as development staff planning and engineering are ❑ Greater involvement in being proactive and responsive communications and marketing ❑ Representation of a number of groups or interests Administration ❑ Provides efficiencies in ❑ One step removed from the and Policy administration through municipal administration integration with council E Working practices are more meetings, singe set of closely aligned with the private books/accounting sector than those of the public ❑ Policy and direction are sector streamlined and municipal F- Hours of work can be adjusted protocols can be adopted to match those of the private regarding committees and sector appointments ❑ May be held more accountable E Ability to carry forward surplus than external organizations or deficits from year to year Funding ❑ Funded by municipality ❑ The board of directors is ❑ Potential for more sustainable accountable to obtain funding; wages, benefits, and pensions most of this funding is can help attract and retain generally from the municipality skilled staff 2 Thompson, S. (2010). Delivery models of local economic development: An analysis of internal and external models in Ontario. Papers in Canadian Economic Development, Vol. 12. 3 Blais, P. & Redden, A. (2009). Investing in economic development: Important key indicators municipalities should assess. Municipal World. 4 Government of Ontario. (2012). Economic Development Case Study Handbook. http://www.ontla.on.ca/library/repository/mon/26008/313532.pdf Municipality of Clarington Organizational Structure Review 23 3.0 Cost Savings The restructuring cost savings are calculated based on the salary costs of any vacant positions that will be removed. These are either vacant positions that were created by a combination of recent retirements and structural reorganization (i.e. Operations and Engineering coming together under a single director). The low and high values are an estimated cost savings based on the salary range of the position. The asterisked (*) values are low estimates for positions whose salaries/wages are not listed on the 0 XCIFLSDMLR A0LIIDJ\RCW LIG/) RLL 11AAID\5U_L The cost savings for i) Productivity and Key Performance Indicators (KPI), ii) Collaboration and Communication and iii) Human Capital and Performance Management were calculated based on a percentage of the salary/wages (FT and PT) of the staff who would be impacted by these changes, exclusive of senior management (directors or director -level and managers). These values are from the salary, wages and associated costs included in the 2019 departmental budgets. The cost savings ranges for each area are explained below. We assume productivity to be equivalent to cost savings (i.e., doing more with less cost). Cost savings ranging from 5% to 10% are possible through productivity improvements and the implementation of KPIs. This is a conservative calculation based on industry knowledge, case studies and published reports. Productivity gains can be achieved through a number of improvements, including: streamlining processes, clarifying roles and responsibilities, increasing engagement and improving communication. The implementation of KPIs is known to promote productivity, accountability, communication and focus. Studies show that municipalities who have implemented KPIs have realized productivity gains, stimulated creativity and engagement and improved budget processes (insight into expected and delivered service levels, realistic costs and benefits).5 ii. Cost savings ranging from 4% to 10% are achievable through further collaboration and enhanced communications. Quality and engagement of human resources is a key contributor to organizational growth and sustainability. According to a Gallup 2016 study6, 5 Government Finance Officers Association. Performance Management: Using Performance Measurement for Decision Making, Approved 2007. http://www.gfoa.org/downloads/budgetperfmanagement.pdf 6 Gallup (2016). The Relationship Between Engagement at Work and Organizational Outcomes. 2016 Q12 Meta -Analysis: Ninth Edition Municipality of Clarington Organizational Structure Review 24 Internal Service Delivery Model External Service Delivery Model L Access to some funding sources (i.e. grants) that may not be available to municipalities Access to n Direct access to established C Increased presence of outside Expertise & municipal services including expertise Information human resources, finance, Stakeholders may be more geographic information systems likely to get involved and assist F Access to municipal land and an external economic demographic data development 3.0 Cost Savings The restructuring cost savings are calculated based on the salary costs of any vacant positions that will be removed. These are either vacant positions that were created by a combination of recent retirements and structural reorganization (i.e. Operations and Engineering coming together under a single director). The low and high values are an estimated cost savings based on the salary range of the position. The asterisked (*) values are low estimates for positions whose salaries/wages are not listed on the 0 XCIFLSDMLR A0LIIDJ\RCW LIG/) RLL 11AAID\5U_L The cost savings for i) Productivity and Key Performance Indicators (KPI), ii) Collaboration and Communication and iii) Human Capital and Performance Management were calculated based on a percentage of the salary/wages (FT and PT) of the staff who would be impacted by these changes, exclusive of senior management (directors or director -level and managers). These values are from the salary, wages and associated costs included in the 2019 departmental budgets. The cost savings ranges for each area are explained below. We assume productivity to be equivalent to cost savings (i.e., doing more with less cost). Cost savings ranging from 5% to 10% are possible through productivity improvements and the implementation of KPIs. This is a conservative calculation based on industry knowledge, case studies and published reports. Productivity gains can be achieved through a number of improvements, including: streamlining processes, clarifying roles and responsibilities, increasing engagement and improving communication. The implementation of KPIs is known to promote productivity, accountability, communication and focus. Studies show that municipalities who have implemented KPIs have realized productivity gains, stimulated creativity and engagement and improved budget processes (insight into expected and delivered service levels, realistic costs and benefits).5 ii. Cost savings ranging from 4% to 10% are achievable through further collaboration and enhanced communications. Quality and engagement of human resources is a key contributor to organizational growth and sustainability. According to a Gallup 2016 study6, 5 Government Finance Officers Association. Performance Management: Using Performance Measurement for Decision Making, Approved 2007. http://www.gfoa.org/downloads/budgetperfmanagement.pdf 6 Gallup (2016). The Relationship Between Engagement at Work and Organizational Outcomes. 2016 Q12 Meta -Analysis: Ninth Edition Municipality of Clarington Organizational Structure Review 24 organizations can achieve up to 17% increased productivity from improved employee engagement and communication (from a bottom quartile engagement ranking to a top quartile ranking, 5.6% improvement per quartile). Based on the feedback collected from internal stakeholders and the observations of our assessment, the Municipality would be placed at a middle level of engagement (high second quartile or low third quartile) and could consequently realize up to 11.3% improvement. A that a lack of engagement in the workforce cost organizations 5-6% productivity. iii. Cost savings ranging from 8% to 10% are achievable through formal Human Capital Management (HCM) and Performance Management processes. A second Gallup study' found an 8% to 18% improvement in performance (including productivity and sales data) when performance evaluations, formal feedback processes and developmental coaching were implemented. The implementation of workflow automation software and tools has been shown to reduce cycle times, streamline processes and ultimately reduce overall workflow costs by up to 30%8. Moreover, a recent automation report (2020 In(Sight) Report9) found that 53% of employees surveyed could save up to 2 hours a day through automation and that 78% of business leaders could free up to 3 hours a day. Of note, on top of the estimated 15% - 25% will be savings associated with the increase in accuracy, accountability and job satisfaction that is normally experienced through automation. Specialized services that require specific knowledge and expertise may be more appropriately delivered by an external provider. Outsourcing of specialized services will achieve cost savings by way of the efficiencies that a specialized service provider can achieve, the reduced need for training and/or certification to deliver these services and the ability to focus these efforts elsewhere. Based on industry experience, cost savings of at least 25% are generally achieved. Table 3.0 includes the figures that we could estimate cost savings for. Additional savings will occur through implementation of overarching recommendations. Note: Grant Thornton does not assume responsibility for, or provide any guarantee of achieving, any dollar estimates of cost savings. 7 Gallup (2017). Re -Engineering Performance Management 8 Integrify (2019). Business Process Management Software. https://www.integrify.com/business-process-management/ 9 WorkMarket (2019). 2020 In(Sight) Report. http://images.adpinfo.com/Web/ADPEmployerServices/%7B085dfeb6-e471-4e88-b8fb- dcOb2b9b2b07%7D 2020-In(Sight)-Report.pdf Municipality of Clarington Organizational Structure Review 25 Table 3.0: Cost Savings Municipality of Clarington Organizational Structure Review 26 ImpactAreas of Recommendation.• ital Collaboration and & Performance Workflow Outsour Restructuring Productivity Communication Management Automation cing Total Total • • . Combine Office of the CAO with Mayor and 1 Council administrative $100,000 $120,000 $49,911 $62,389 149,911 182,389 support to form Executive Services 2 Move Tourism from CAO $10,635 $21,269 $8,508 $21,269 19,142 42,538 to Community Services Move Climate Change 3 from CAO to Planning $2,500* $5,000* $2,000* $5,000* 4,500 10,000 and Development 4 Add Legal to Corporate $17,166 $34,331 $13,732 $34,331 30,898 68,662 Services department 5 Add Clerk to Corporate $53,702 $107,404 $42,961 $107,404 $85,923 $107,404 182,586 322,211 Services department Move Accessibility 6 Coordinator from Clerk to $3,950 $7,900 $3,160 $7,900 7,110 15,800 Community Services Move volunteer oversight 7 from Community Services $2,500 $5,000 $2,000 $5,000 4,500 10,000 to HR 8 Outsource Animal $159,190 159,190 159,190 Services Move Purchasing from 9 Corporate Services to $24,900 $49,800 $19,920 $49,800 $74,700 $124,500 119,520 224,100 Finance Municipality of Clarington Organizational Structure Review 26 *Where applicable, dollar values expressed above do not include employee benefits Municipality of Clarington Organizational Structure Review 27 Areas of •. Recommendation HumaCapital and & Performance Workflow Outsour Restructuring Productivity Communication Management Automation cing TotalCollaboration • • 1 1 1 • 10 Create centralized $45,000 $75,000 45,000 75,000 Customer Service 11 Create a Public Works $360,000 $440,000 $360,625 $721,250 $288,500 $721,250 $577,000 $721,250 1,586,125 2,603,751 department Move Crossing Guards 13 from Planning to Public $21,896 $43,792 $17,517 $43,792 39,413 87,584 Works Move field booking from 14 Operations to Community $7,500 $15,000 $6,000 $15,000 13,500 30,000 Services Move Building Services 15 (CBO) from Engineering $57,559 $115,118 $46,047 $115,118 103,606 230,235 to Planning and Development Move development 16 approvals from $14,300 $28,600 $11,440 $28,600 $42,900 $71,500 68,640 128,700 Engineering to Planning and Development Move Cemetery 21 administration from $2,500* $5,000* $2,000* $5,000* 4,500 10,000 Clerk's to Community ' Services Totals ($)460,000 560,000 579,732 1,159,464 463,785 1,159,464 712,834 891,043 162,600 271,000 159,190 2,538,141 4,200,160 *Where applicable, dollar values expressed above do not include employee benefits Municipality of Clarington Organizational Structure Review 27 4.0 Implementation 4.1 Proposed Organizational Chart Figure 2.0 provides an overview of the proposed organizational chart for the Municipality of Clarington based on the recommendations outlined in section 2.0 of this report. Note: ) 7( V-SHJ- department are not included as total count of employees per role/team is unknown. Figure 2.0: Proposed Municipality of Clarington Organizational Chart Corporate Services HR Payroll Clerk Records, By - Law, Administration, Customer Service Legal Information Technology Financial Services Tax Accounting Budget Capital Asset Management Long Term Planning Purchasing Internal Audit Public Works Engineering (all design and construction) Operations (all maintenance) Facility & Park Design, Maintenance and Construction Traffic Executive Services I Council I CAO Communications Corporate Policv Planning and Development Planning projects Development Approvals Building Services (CBO) Realty Special Projects Climate Change Administration: Office Co-ordinators Assistant Accessibility Emergency Planning Cemetery Municipality of Clarington Organizational Structure Review 28 Emergency Community and Fire Services Services Administration of Emergency Indoor and Response & Outdoor Suppression Recreational Facilities Recreational Prevention Programs Tourism Education Accessibility Emergency Planning Cemetery Municipality of Clarington Organizational Structure Review 28 4.2 Phased Implementation Table 4.0: High Level Phasing of Implementation Municipality of Clarington Organizational Structure Review 29 Phased Implementation Recommendation 1 Combine Office of the CAO with Mayor and Council m administrative support to form Executive Services 2 Move Tourism from CAO to Community Services m 3 Move Climate Change from CAO to Planning and LE Development 4 Add Legal to Corporate Services department LE 5 Add Clerk to Corporate Services department m 6 Move Accessibility Coordinator from Clerk to Community m Services 7 Move oversight of Volunteers from Community Services to m Human Resources 8 Outsource Animal Services m 1-1 9 Move Purchasing from Corporate Services to Finance m 10 Create centralized Customer Service m m 11 Create a Public Works department LE 12 Move all Facility and Park Design, Maintenance and LE Construction to Public Works 13 Move Crossing Guards from Planning to Public Works m 14 Move field booking from Operations to Community Services m 15 Move Building Services (CBO) from Engineering to LE ❑ Planning and Development 16 Move Development Approvals from Engineering to Planning LE ❑ and Development 17 Possible Outsourcing of Forestry m 18 Review of Snow Removal m ❑ 19 Create a Planning and Development department LE 20 Create formal Economic Development communication link m between Planning and Clarington Board of Trade 21 Move Cemetery administration from Clerk's to Community m Services 22 External review of Emergency and Fire Services m 23 Formalize/create process for performance evaluation m m 24 Create role for training in house LE m 25 Formal Human Capital Management (leadership training, m m m performance management) process 26 Implement Key Performance Indicators m m m 27 Formalize support/processes for departmental and team m m m level communication 28 Review of department level structure LE LE 29 Process improvement initiatives (lean methodology) LE LE 30 Workflow automation m m m Municipality of Clarington Organizational Structure Review 29 4.3 Phased Cost Savings Table 5.0 presents an estimated timeline for when cost savings will be realized. Please note that there may be different timelines for the implementation and when cost savings will be realized. Table 5.0: Estimated Cost Saving According to Phased Implementation Municipality of Clarington Organizational Structure Review 30 ecommandatio Year 1 Year 2-3 Year 4-5 1 Combine Office of the CAO with Mayor and Council $100,000 administrative support to form Executive Services 2 Move Tourism from CAO to Community Services $6,380 $12,760 3 Move Climate Change from CAO to Planning and $4,500 Development 4 Add Legal to Corporate Services department $15,449 $15,449 5 Add Clerk to Corporate Services department $19,333 $81,626 $81,626 6 Move Accessibility Coordinator from Clerk to $7,110 Community Services 7 Move volunteer oversight from Community Services $4,500 to HR 8 Outsource Animal Services $159,190 9 Move Purchasing from Corporate Services to $39,840 $79,680 Finance 10 Create centralized Customer Service $45,000 11 Create a Public Works department (including R12, $360,000 $613,062 $613,062 realignment between operations and engineering) 13 Move Crossing Guards from Planning to Public $39,413 Works 14 Move field booking from Operations to Community $13,500 Services 15 Move Building Services (CBO) from Engineering to $103,606 Planning and Development 16 Move Development Approvals from Engineering to $68,640 Planning and Development 21 Move Cemetery administration from Clerk's to $4,500 Community Services 24 Create capacity/role for training in house There will be cost savings 25 Formal Human Capital Management (leadership training, performance management) process associated with these, but depending on the scale of implementation, ranges are difficult 26 Implement Key Performance Indicators 27 Formalize support/processes for departmental and team level communication to estimate. Some of these cost savings for specific processes are captured above. 28 Review of department level structure 29 Process improvement initiatives (lean methodology) 30 Workflow automation Total $548,053 $1,185,036 $755,137 Municipality of Clarington Organizational Structure Review 30 4.4 Strategic Execution The success of this review will be in the implementation and strategic execution of these recommendations. The measure of success will be in the amount of productivity and engagement that is gained, reflected in total cost savings achieved. There are many skills, tools and processes that connect strategy with successful strategic execution. Three areas that together lead to successful strategic execution are formal process for: Change management ❑ Central to the change will be championship from senior leadership. In addition, the creation of a steering committee to support and guide a project/change manager, properly resourced and with clearly defined authority and responsibility for outcomes will contribute significantly to success. Project management ❑ The Municipality should consider assigning a designated project manager tasked with facilitating effective strategic execution across all areas of the Municipality. This will allow for focus and management of the processes, tools, and activities needed to complete a project change activities. Moreover, departments can be held accountable for processes leading to more effective communication and control. iii. Controls ❑ Controls can include initiatives such as managing timelines, quality and budget. These inputs that manage the risk of failing on a project like budget or timeline for success (that include staying the course long enough and staying within projected completion timelines), decision process to change scope/timelines/budgets for projects that tie to vision/goals/intents. Figure 2.0: Moving Vision to Value Realization Aligning the vision Taking control Am Driving the process Engaging people 01 Capturing value ��df11� Finally, the most effective control in any change management undertaking is an excellent communication protocol. This protocol is driven by the stakeholder map and the milestones established by the steering committee. Defining what needs to be communicated and to whom, how frequently to seek feedback, and the communication periods and milestones, drive accountability and buy -in, and reduce implementation risk. Municipality of Clarington Organizational Structure Review 31 5.0 Appendices Appendix A: Overtime Wages Paid by Year and Department10 $400,000 $350,000 $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $0 — GPO I _ Gjo c G Department ■ 2017 2018 ■ 2019 Appendix B: Current State Assessment and Benchmarking Summary Separate document attached. 'o Based on figures provided by the Municipality of Clarington Municipality of Clarington Organizational Structure Review 32 * GrantThornton An instinct for growtW Municipality of Clarington Organizational Structure Review Current State Assessment November 13, 2019 Contents 1 .0 Report Overview 2 1.1 Authorship 2 1.2 Purpose 2 1.3 Background 2 1.4 Objectives 2 1.5 Approach 3 1.5.1 Consultations 3 1.5.2 Historical Reports, Budgets, Organizational Charts and Analysis 5 1.5.3 Benchmarking Survey 5 1.6 List of Themes for Further Analysis 6 2.0 Observations 7 2.1 Geography 7 2.2 Organizational Effectiveness & Structure 7 2.3 Technology 9 2.4 Quality and Process Management 10 2.5 Service Delivery 10 2.6 Communication 11 3.0 Benchmarking 17 3.1 Overall Survey Observations 17 3.2 Comparative Analysis 18 3.2.1 Survey responses 18 3.2.2 Organizational Structure 22 3.2.3 Service Delivery 30 3.2.4 High Level Budget Analysis 33 4.0 Appendices 37 Municipality of Clarington Organizational Structure Review 1 Current State Assessment and Benchmarking 1.0 Report Overview 1.1 Authorship This current state assessment is prepared by Grant Thornton LLP (Grant Thornton) for the Municipality of Clarington's Organizational Structure Review project team. This report is based on information and documentation that was made available to Grant Thornton prior to the time of drafting the report. Much of the information was gathered from interviews with and documents provided by the Municipality of Clarington and members of its staff (see sections 1.5.1 and 1.5.2 for lists of interviews and documents). As such, Grant Thornton assumes no responsibility and makes no representations with respect to the accuracy or completeness of any information provided to us. We are not guarantors of the information that we have relied upon in preparing our report, and except as stated, we have not attempted to verify any of the underlying information or data contained in this report. It is understood and agreed that all decisions in connection with the information as presented in this report shall be the responsibility of, and be made by the Municipality of Clarington. 1.2 Purpose The purpose of this document is to provide a current state and benchmarking summary of the Municipality of Clarington's Organizational Structure Review. A key purpose is to validate our understanding of the information gathered to date. Recommendations, including opportunities for improvement, are not highlighted in this document; these will follow subsequently in the final report stage of this project. This report is not to be used for any other purpose, and we specifically disclaim any responsibility for losses or damages incurred through use of this report for a purpose other than as described. 1.3 Background The Municipality last underwent an organizational structure review in 2000. After almost 20 years, in an effort to be in line with best practices, and as a result of the availability of the Audit and Accountability Fund, there is opportunity to identify areas to improve efficiency and effectiveness. Since the review in 2000, the Municipality's population has grown over 35%. During this time, the Municipality has experienced senior level retirement and internal turnover, creating the opportunity for a complete and independent review. The Municipality of Clarington has received funding for this review from the Provincial Audit and Accountability Fund. The Province of Ontario is providing financial support to municipalities willing to engage a third party to find cost savings in the delivery and structure of municipal programs. 1.4 Objectives The organizational structure review is intended to improve the internal and external understanding of the organizational structure of the Municipality. The organizational structure review recommendations will include opportunities for improving efficiency Municipality of Clarington Organizational Structure Review 2 Current State Assessment and Benchmarking through modifications to the organizational structure while maintaining existing services and staffing levels. The outcome of this review is to ensure that the Municipality of Clarington's organizational structure supports effective and efficient service delivery, administrative performance and sustainability, today and into the future. 1.5 Approach Grant Thornton conducted a current state assessment of the Municipality of Clarington's organizational structure to understand and asses each department's internal functional structure in addition to a comparative analysis of the organizational structures of similar municipalities. The internal analysis was comprised of consultations with key stakeholders, including: x Interviews with senior administration, Council and other stakeholders x Online survey for all Municipal staff x Review of background documentation x Preliminary overview of all departments to identify which functions merited further analysis (see table 1.0) Criteria that triggered further analysis have been categorized into themes (see section 1.6) and include indicators such as: x Functional ownership and task accountability x Duplication of efforts x Clarity of roles and responsibilities x Opportunities for process efficiencies x History of departmental consolidation x Service level considerations x Departmental expenditure as a percentage of the overall Municipal budget The comparative analysis included a benchmark survey of peer municipalities (see criteria in section 1.5.3) to gather insight into Municipal organizational structure and departmental budgets. The peer municipalities that were benchmarked are: Pickering, Chatham Kent, Whitby, Milton, Burlington and Kitchener. 1.5.1 Consultations Interviews were conducted with Municipality of Clarington employees, elected officials and the unions representing Municipal employees (internal and external) to gain an understanding of: x Intra -departmental functions and roles within each Municipal department and service. x Areas of particular value and opportunities for improvement. Municipality of Clarington Organizational Structure Review 3 Current State Assessment and Benchmarking x Inter -departmental procedures, effective working relationships and clarity of roles. x Performance measurements and alignment with defined roles and responsibilities. In collaboration with the Municipality of Clarington's project team, a tailored interview guide was created for each stakeholder group (see appendix A). List of interviewees 1. Chief Administrative Officer 2. Acting Director of Community Services 3. Director of Finance 4. Manager of Internal Audit 5. Fire Chief 6. Director of Engineering 7. Assistant Director of Engineering (now Acting Director) 8. Development Manager (Engineering) 9. Director of Corporate Services 10. Director of Operations 11. Manager of Operations 12. Acting Director of Planning 13. Development Review Manager (Planning) 14. Solicitor 15. Municipal Clerk 16. CUPE President 17. Local 3139 President 18. Mayor 19. Ward 1 Councillor 20. Ward 2 Councillor 21. Ward 3 Councillor 22. Ward 4 Councillor 23. Ward 3 & 4 Regional Councillor 24. Executive Director of CBOT Municipality of Clarington Organizational Structure Review 4 Current State Assessment and Benchmarking Online survey of Municipality of Clarington staff The survey consisted of nine questions, including six open ended questions (see appendix B for survey questions). There were 128 confidential responses received over a three week period with representation from each department (the findings from these responses are incorporated into the observations in section 2.0). 1.5.2 Historical Reports, Budgets, Organizational Charts and Analysis The following documents were provided by the Municipality of Clarington and reviewed by our team: x 2019 Municipality of Clarington Organizational Charts x 2019 Municipality of Clarington Departmental Budgets x 2018-2020 Grids for Distribution x 2018 Performance Management Review Template and Report on Exceptional Compensation Policy B8 Update x 2014 Report on Organizational Changes to Realize Cost Savings x 2000 Report on Organization Restructure x 2001 Report on New Organizational Structure Implementation and Related Personnel Matters x 2018 Report on Service Review of Animal Shelter Services x 2017 Report on Information Technology Strategic Plan (2017 — 2022) x 2018 Report on Tourism Service Delivery Review x 2015 Report on Tourism Service Delivery Consideration x Joint EcDev Team (JET) Proposed Terms of Reference (2016 Draft) x 2011 Report on Process Improvement Team Status x 2017 Report on Process Enhancement Project Progress Update x 2016 Clarington Board of Trade Contract Renewal Performance Measures (Addendum to Report) 1.5.3 Benchmarking Survey We conducted a municipal benchmarking survey (see appendix C) of six peer municipalities (Pickering, Chatham Kent, Whitby, Milton, Burlington and Kitchener) regarding their: x Organizational structure x Past organizational reviews and enhancements x Customer services models x Change management procedures Municipality of Clarington Organizational Structure Review 5 Current State Assessment and Benchmarking In collaboration with the Municipality of Clarington project team, peer municipalities were chosen based on objective criteria such as: population size, demographics, geography (size and characteristics) and growth rate. 1.6 List of Themes for Further Analysis Although this review is specific to the effectiveness of the organizational structure, the list of themes have been derived to categorize and assess the functional performance within the current state structure and will become critical factors contributing to the recommendations: x Functional alignment x Levels of management and their span of control x Service delivery for constituents x Clarity around roles and accountability x On boarding, training, performance and development x Succession planning and professional development x Long-term planning (financial, asset maintenance, planning/development) x Productivity and service level metrics x Communication (internal and external) x Resource utilization (Full time vs Part time) x Technology utilization Municipality of Clarington Organizational Structure Review 6 Current State Assessment and Benchmarking 2.0 Observations The sections below summarize our observations of the Municipality of Clarington's organizational structure, based on our stakeholder consultations (interview and survey) and review of historical reports as outlined in section 1.5.2. Note: any observations made below may be expanded upon in our final report recommendations. 2.1 Geography The Municipality of Clarington is located along the eastern boundary of the Greater Toronto Area (GTA) and is one of eight Municipalities located in the Durham Region. The Municipality of Clarington covers approximately 612 km2 and has a road network of over 900 km, with close proximity to the 401 and 407. With four urban centers (Courtice, Bowmanville, Village of Newcastle and Orono) and 15 hamlets, the Municipality of Clarington is comprised of a mix of urban and rural communities. The resulting 8.8% growth rate (2011 — 2016) has demonstrated attraction and relocation efforts by commercial, industrial and residential. Observations: The Municipality of Clarington has experienced significant growth in the past 5 years. With an influx in large organizations relocating, or planning to relocate, to the area, sizable workforce and infrastructure demands will be placed on the Municipality. As a result, there is sensitivity among stakeholders to ensure that the Municipality is prepared to scale and afford the provision of quality services. 2. Rural areas that present opportunities for development are constrained by not being on municipal water and/or sewer (i.e. Orono). 3. Land for urban development is limited. 4. Given the length and breadth of the road network (900km), there are challenges to drive operational efficiencies with respect to road maintenance, repair and surface cleaning. 2.2 Organizational Effectiveness & Structure There are approximately 900 employees at the Municipality of Clarington, including 243 unionized employees (CUPE and Local 3139). There are several upper level management staff who have been with the Municipality for over 20 years. However, a number of retirements are expected among the senior management over the next 3-5 years on top of several recent retirements. Currently, the senior management team is comprised of the CAO, 6 directors (Corporate Services, Operations, Treasurer, Solicitor, Fire Chief and Municipal Clerk) and 3 acting directors (Planning, Engineering and Community Services). Municipality of Clarington Organizational Structure Review 7 Current State Assessment and Benchmarking Observations: 1. Based on stakeholder consultations, the staff complement at the Municipality is considered to be a strength of the organization, both at management and frontline levels. 2. Perception of staff alignment challenges and potential understaffing. 3. There is an initiative underway to have staff trained and certified in lean methodologies. 4. There is significant experience and institutional knowledge within the departmental leadership. 5. As a result of the recent and upcoming retirements, there is potential opportunity for new leadership within senior management. 6. Both Municipal staff (all levels - based on stakeholder interviews and survey respondents) and Council members have indicated the importance of succession planning. Motivating factors include the benefits of capturing current state processes, knowledge transfer, effective leadership development and transition. 7. There is a global interest for formalized training and additional cross -training. 8. Consistent sentiment that staffing levels may not have kept up with population growth. 9. Perception of a high voluntary turnover of part time staff (community services and volunteer firefighters). 10. General sense that staff work well within their own respective departmental teams (see graph 1.0). 11. There are opportunities for improvement in the coordination and communication between departments. 12. General feeling is that the organizational management team is supportive of council and the constituents. 13. Internal and external feedback identified that the overall organization lacks clarity regarding roles and responsibilities, chain of command and accountability on issue resolution. 14. The Municipality currently has a flat organizational structure with a wide span of control. Within the departmental reporting structures, there are inconsistencies with respect to direct reporting ratios throughout the organization (Director, Treasurer, Municipal Clerk, Deputy, Manager, Supervisor, Coordinator, Lead Hands, Frontline Staff). As a result, there appears to be varying degrees of ownership and accountability at each respective level. 15. Historically, a number of functional roles were re -aligned to maintain the advantage of previous leadership strengths and effective working relationships. 16. Recently there has been some work at the departmental level in terms of organizational structure, but this has not yet occurred across or between departments. Municipality of Clarington Organizational Structure Review 8 Current State Assessment and Benchmarking 17. There is a belief that many departments have gone through some form of positive structural change. It has also been identified that performance metrics and objectives were not implemented during each transition, preventing the ability to capture measurable results and drive continuous improvement. 18. Currently, overtime expenditures equal close to 0.99% of departmental budgets. Graph 1.0: Staff opinion on effectiveness of departmental organizational structure Effectiveness of departmenal organizational structure 60% 50% U) vi 40% 0 m 30% 20% U) 10% 0% _ Extremely Very effective Somewhat Not so effective effective effective Effectiveness 2.3 Technology Not at all effective The Information Technology team at the Municipality of Clarington is staffed by 11 employees (including one GIS staff but not all GIS staff). Previous reports indicate that legacy applications, work-arounds, spreadsheet and paper-based manual processes no longer meet the needs of the Municipality. Increased demand for constituent services (as a result of population growth) and advancements in technologies (new and existing) create the opportunity to drive efficiencies in service delivery. Observations: 1. Staff indicated that they would benefit from new technology in the following ways: x Process automation — procurement, invoice approval and payment remittance x Work force automation — data entry/data capture x Process governance and controls x Central repository of data across all functional departments x Ability to track data and establish performance metrics Municipality of Clarington Organizational Structure Review 9 Current State Assessment and Benchmarking x Shifts in technology have been seen by some as a positive change and as an enabler for delivering quality service, for example the use of Active Net for booking recreational programs. 2. The Municipal Business System (MBS) project is currently underway and will be replacing the existing Land Development Office (LDO) software used by by-law enforcement. The new system will have added functionality for by-law and fire code enforcement (i.e. building permits and planning applications). Note: A technology assessment is not within the scope of this review. Observations are of the qualitative information stakeholders shared, and not the specific technology products, services or software used. 2.4 Quality and Process Management Note: The Municipality of Clarington does not utilize key performance indicators at the field level or management level, such as productivity and service level metrics. Observations: 1. There is a general interest in how to do things more efficiently. 2. Stakeholder input indicates quality services are being provided, however, they could be performed in a more efficient way. There is apparent duplication between departments, functions and procedures. 3. There is internal and external confusion as it relates to functional accountability over process ownership and uncertainty around roles and responsibilities. 4. Lack of documented roles and responsibilities and functional procedures. 5. There are no apparent productivity or service level metrics used to measure performance and assess workflow capacity and forecasted workforce growth, although there is interest at the departmental level to measure and track these indicators. 6. Solutions and improvements are often sought by individual departments without consultation for, or awareness of, similar needs in other departments. 2.5 Service Delivery The Municipality of Clarington currently uses a decentralized customer service model. Constituent inquiries are directed towards individual departments and payments (i.e. permits, fees, tickets, taxes) are processed within each individual department (mostly in person vs online). In order to book Municipal facilities, constituents are currently required to book on premise or, in some circumstances, over the phone. Observations: 1. The majority of employees believe that the Municipality delivers value to its residents (see graph 2.0). Municipality of Clarington Organizational Structure Review 10 Current State Assessment and Benchmarking 2. Constituent engagement by the Municipality is considered responsive and effective once the appropriate department is sourced. 3. Differences in resident -facing processes cause confusion. There are inconsistencies in points of contact and provision of services to residents and external organizations. There is a lack of clarity around roles and responsibilities as they pertain to cross departmental questions and concerns. Councillors often receive complaints from residents about not being able to get answers or not being able to speak to/find the correct departmental contact for questions. 4. There are service delivery challenges as a result of the number, spread and uniqueness of communities (four urban centres, numerous rural communities). 5. Each resident is considered a single tax payer, however, support services are not structured with this in mind and residents must direct questions to multiple points of contact. 6. Overtime, the number of volunteers supporting community/recreational programs has decreased. As a result, the Municipality is faced with the additional pressure of providing these services by taking on the displaced volunteer workload. Graph 2.0: Staff Opinion — Value of Municipal Services 60% 50% 0 c 40% 0 0- 30% 20% U) 10% ■0% - Excellent value Fair value Some value, Little value No value but requires improvement Value 2.6 Communication The Municipality of Clarington has a centralized communication model. The communications team reports up to the CAO. The Communications and Tourism Manager has accountability for both portfolios and leads a communications team of six full time employees. This team supports corporate wide communication internally and is responsible for external communication. External communication includes press releases and public services announcements, meetings and notices posted to the Municipality of Clarington website and social media. This team manages the Municipality's social media presence with Facebook and Twitter for both the Municipality Municipality of Clarington Organizational Structure Review 11 Current State Assessment and Benchmarking of Clarington and Tourism Clarington. The Municipality of Clarington also has a YouTube channel (used occasionally). Observations: 1. Frequent requests for formal inter and intra departmental communication processes and support were made throughout our consultations. 2. Within the capacity of the team, external communications (press releases and public service announcements) are considered timely and meaningful. 3. Staff feel that response content to constituents and the media could be improved. 4. Given the current and upcoming organizational changes, staff have identified a need for formal communication support. 5. Perceived gap in communication between the Municipality and both the Clarington Board of Trade' and community organizations. Table 1.0: Municipality of Clarington Current State Departmental Structure and Functions Department I Functions Staff & Management Positions (2019 org chart) Inter - Departmental Functional Reliance Functional Realignment Considerations CAO x CAO duties x Communications and Tourism x Climate change x Corporate policy 12 (1 PT, 4 union) 1 manager, 1 specialist, 4 coordinators x Climate x Climate change Change (working with Special Projects) x Tourism (with CBOT/ externally) Clerks x Council/Committee 29 (6PT, 16 x Fire Services — x By-law Support union) open air fire x Animal x Municipal Elections 1 director, 1 by-law services x Animal Services deputy, 1 x Planning and x Cemetery x Municipal Law manager, 1 engineering — administration Enforcement supervisor, 2 permits x Parking coordinators x Legal: by laws Enforcement x Operations — cemetery services ' Although this observation adds value and alludes to a communication gap between CBOT and the Municipality, detailed observations and recommendations regarding the viability of the economic development service delivery model are not in scope of this review. Municipality of Clarington Organizational Structure Review 12 Current State Assessment and Benchmarking Department Functions Staff & Management Positions (2019 org chart) x Records & Information Management x Licensing x Vital Statistics x Accessibility x Marriage Ceremonies x Cemetery Administration Community x Administration Services x Aquatic Facility Operations (programs and facility maintenance) x Arena Facility Operations (programs and facility maintenance) x Municipal Programs (recreation, programs and services for all ages) x Community Development x Municipal Construction (recreation facilities) x Community Grants (to support events and day-to-day operations of clubs/groups) x Older Adult Programs x Youth Liaison x Indoor Soccer Operations x Volunteer Management 412 (364 PT, 29 union) 1 acting director, 3 managers, 4 supervisors, 6 coordinators, 4 recreation programmers, 4 lead hands PT includes students Inter - Departmental Functional Reliance x Admin functions between community services and operations x Operations — facility maintenance, admin functions i.e. booking, construction x Corporate — Purchasing division x Planning, engineering — construction x Clerks — accessibility x Libraries and other external organizations — community programs Functional Realignment Considerations x Facility maintenance x Municipal construction Municipality of Clarington Organizational Structure Review 13 Current State Assessment and Benchmarking Department Functions Staff & Inter- Functional Management Departmental Realignment Positions Functional Considerations (2019 org Reliance chart) x Includes aspects of inclusion and accessibility Corporate x Human Resources 25 (10 union) x Finance x Purchasing Services x Payroll & Benefit 1 director, 3 department — x Payroll Administration managers, 1 purchasing x IT x Tenders/ ass. Manager, x Community Purchasing 4 supervisors, services — x Information 1 coordinator volunteers, Technology onboarding of x Corporate Health & part time staff Safety x All departments — IT projects, HR (training, negotiation) Fire and x Emergency 195 (125 are x Engineering — Emergency Response volunteer FF) site plans and x Emergency 1 director fire codes Planning (chief), 2 x HR — training x Fire Prevent. Public deputies, 4 and Education platoon chiefs, grievances/ x Fire Suppression 8 captains negotiations x Communications x CAO — x Training grievances/ negotiations Engineering x Right of Way 32 (22 union) x Operations — x Building Management 1 acting/ sidewalks, Services x Capital Budgeting & assistant crack sealing, (CBO) Forecasting director, 3 catch basin, x Development x Design and manager, 1 storm water approvals Construction CBO and pond x Traffic x Park Development maintenance, x Construction x Development 3 vacant — road x Park Review/Municipal director, traffic maintenance maintenance Servicing technician, x Planning — x Subdivision construction development p Construction coordinator approvals, Inspection zoning x Transportation and x Clerks — By Traffic laws and permits Municipality of Clarington Organizational Structure Review 14 Current State Assessment and Benchmarking Department Functions x Pavement Management x Building Permit and Inspection (CBO) x Insurance x Risk Management x Investments and Banking x Financial Studies x Accounting x Tax billing and collections x Budget x Financial Reporting x Performance Measures x Internal Audit x Asset Manaaement Legal x Solicitor duties x Risk assessment x Contract review Operations x Road Maintenance x Fleet Maintenance (snow, fire and grass) x Parks Maintenance x Winter Snow Clearing Program x Parking Meter Maintenance Staff & Management Positions (2019 org chart) 23 (16 union) 1 director (treasurer), 1 deputy, 4 managers 1 vacant — policy analyst oil 1 solicitor 1 law clerk 108 (5 PT, 32 students, 62 union) 1 director, 1 manager, 6 supervisors 6 vacant Inter - Departmental Functional Reliance x CAO — Internal audit x Corporate services — purchasing x Clerks — By laws x Purchasing (procurement) x Engineering and planning — contracts, realty series x Corporate, finance, planning — Pre - consultation, purchasing x Clerks — cemetery x Community services — booking spaces, maintenance around facilities Functional Realignment Considerations x Internal audit x Booking/ administration of space x Road design, maintenance and construction x Park maintenance Municipality of Clarington Organizational Structure Review 15 Current State Assessment and Benchmarking Department Functions Staff & nter- Functional Management I Departmental Realignment Positions Functional Considerations (2019 org Reliance chart) x Sidewalk Maintenance Contract x Municipal Bldgs/Physical Plant x Streetlight Maintenance x Cemetery Operation x Municipal Construction Planning x Planning policy x Development Approval x Community Development Initiatives x Geomatic Services x Real Estate x Environmental Assessments x Stewardship 66 (40 PT, 18 union) 1 acting director, 3 managers (1 acting), 2 principal planners PT are all crossing guards 1 vacant x Engineering — Winter snow road clearing maintenance x Engineering — development approvals x Clerks — By law x Operations — construction x CBOT (external) — Economic development x x x x Crossing guards GIS Real estate Special Projects Municipality of Clarington Organizational Structure Review 16 Current State Assessment and Benchmarking 3.0 Benchmarking 3.1 Overall Survey Observations Six municipalities participated in the benchmarking survey. These municipalities were selected based on their demographics, known history of structural reorganization and location within Ontario in relation to the Greater Toronto Area (GTA). Key characteristics of the Municipality of Clarington were used to determine the grouping of benchmark cities. Key indicators included growth rate, size of road network and number of urban centres. The grouping of selected cities range in population from 96,000 to 230,000 with a geographic size (in km2) of 137 km to 2,458 km. Table 2.0 provides a summary of the characteristics for each municipality. Table 2.0: Overview of Municipalities Growth rate, multiple city centers, urban, rural and lakeshore, east GTA, Durham region Similar geographic (urban/rural), Durham region, similar population Multiple city centers, urban and rural, similar population, but larger aeoaraohv. Sinale Tier Similar geographic, Durham region and suggested as having some good practices 2 https://townfolio.co/ 3 https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/index.cfm?Lang=E Municipality of Clarington Organizational Structure Review 17 Current State Assessment and Benchmarking Burlington 183,314 44.7 100,780 4.3% 186 km2 Near the GTA, significantly larger, comparison for how to organize items such as maintenance on a larger scale Kitchener 233,222 39.2 76,394 6.4% 137 km2 Works closely with neighboring cities, recently reviewed organizational structure 3.2 Comparative Analysis The benchmarking exercise compared the Municipality of Clarington's organizational structure and budget to six peer organizations: Pickering, Chatham Kent, Milton, Whitby, Burlington and Kitchener. Although Clarington has the smallest relative population, they are statistically average in terms of geographic size, growth rate and median household income. 3.2.1 Survey responses Municipalities completed an 11 question survey (see appendix C). The written responses to the open-ended questions are summarized below (see table 3.0). Overall, the municipalities were supportive of this review and were available for follow- up questions. Municipalities who had current organizational structure diagrams (i.e. not currently undergoing reorganization) provided them (see appendix D). All organizations have recently undergone, or are currently undergoing, an organizational structure review. Key Observations: x The majority of municipalities have moved to consolidated models (with five to six departments) with the exception of Burlington (who has gone to a 13 department model). x Consistent across all municipalities is an explicit effort to ensure clarity of roles and departmental functions. Municipality of Clarington Organizational Structure Review 18 Current State Assessment and Benchmarking Table 3.0: Benchmark Survey Responses 8 Departments Ongoing, with 7 consistently Directors/1 reviewing to CAO, 6 streamline Division staff. Heads, and 16 managers Payments are 5 departments 12016 Larger operations department (2016) HR separated from CAO (2018) Enhanced building services (city development) (2018) "One call to city N/A hall" Centralized customer care section located at City Hall. They log and track all issues until New security completion, section in coordinate community services between (2019) residents and IT added 5 staff. positions to grow tech abilities Payments are made directly to finance. Consolidated Online or in functions (based on one of the 7 2016 review). Municipal offices Some structures were done to support professional development and succession planning Service Ontario Several theatres Confer- ence/ exhibition centre Short line rail Mitel phone system - includes instant messaging system SAP and Success Factors (new HRIS 2020) Updated Pickering website (more interactive and easy to find info) Active Net New website to support community engagement Need to enhance high speed fiber optics before further IT developments Change process in place, but not following a specific change methodology. Org changes are submitted through HR and approved by the CAO. Have a process, but not a single methodology. Communication is key, help team to understand the reasons for change Municipality of Clarington Organizational Structure Review 19 Current State Assessment and Benchmarking 5 Department, Last year, Title changes from Cashiers for Milton each headed no action Director to tax and parking Innovation by a taken to Commissioner and tickets Centre Commissioner date. Last some Managers to services (including CAO). This will with 2 to 3 change Directors. We are Facilities for Mattamy Directors was 5 currently customer National below years ago undergoing a service for Cycling phased service programs Centre delivery review. Ideally 4 or 5 Currently Awaiting Provincial Currently in the undergoing review, but in the process of midst of shifting to centralizing. a model with fewer departments. Customer service will fall Community under services will cover legislative all forward facing services (under services (including CAO). This will most operations include all and fire). customer service, Engineering will including move into planning recreational and development. services Facilities into corporate services Marina, senior and youth program- ing, sustainab- ility division, downtown division No response Currently very outdated. Recent IT strategic plan identified 5 years of investments/ technology. Budgeting for new ERP (multiyear project) No response Also work in progress Municipality of Clarington Organizational Structure Review 20 Current State Assessment and Benchmarking 13 Recently, Currently reviewing Centralized, N/A Departments ongoing leaf collection, fleet service management, Burlington winter control and model. pro -building permit development When needed approval process CSR work via A&A fund directly with departments to resolve queries 5 departments 2017 2017 review Corporate N/A with 5-6 resulted in change Customer divisions each from 4 departments services of 6-9 divisions plus oversees a large Office of the contact centre CAO to 5 for in -bound departments of 5 inquiries divisions Revenue Each department division in was designed with Finance a clear corporate receives bill agenda. payments No response x Working towards formalized Prosci Change Management program. x Business Process Management methodology for process improvement reviews. x Design Thinking methodologies (Innovation in a Box tools) for supporting Innovation/ Continuous Improvement. x LED Informal approach streetlights (effective) x Associate staffing models (generalist staff) x Lean methodology to improve before technology Municipality of Clarington Organizational Structure Review 21 Current State Assessment and Benchmarking 3.2.2 Organizational Structure Table 4.0 provides a benchmark summary of the Municipal organizational structures and the functional roles of their departments. This table highlights the structure of the core services that each Municipality provides. Primary departmental functions that do not align with the listed departmental structure are indicated in italics. Note: Whitby is not included in this table as they are currently undergoing an organizational structure reorganization. Key observation: x The majority of the Municipalities have implemented an organizational structure where indirect services such as Clerks, Finance, Human Resources, Legal and Technology are reporting into another department. Table 4.0: Comparison of Municipal Organizational Structures and Departmental Functions Chief Administrative Office x Administration of the Corporation x Strategy Development x Communication and Tourism x Climate Change x Corporate Policy Office of the CAO x Customer Care x Economic Development x Public Affairs x Communication Office of the CAO x Corporate Communication s x Partnership Development x Project Management Office x Strategic Planning Executive Services x Offices of the Mayor and CAO x Corporate Communicati ons and Marketing x Economic Development City Manager x Corporate Leadership x Management of the Corporation x Stewardship of the Municipality In Corporate Services Municipality of Clarington Organizational Structure Review 22 Current State Assessment and Benchmarking Corporate Services x Human Resources x Payroll & Benefits x Administration x Tenders/Purch asing x Information Technology x Corporate Health & Safety Legal Services x Legal Advice and x Support x Risk Assessment x Contract Review In corporate services Corporate Services Department x By-law x Enforcement Services (and animal services) x Information Technology x Legal Services x Legislative Services Corporate Services x Human Resources and Organizational Development x Municipal Governance/ Clerk x Customer Services In Corporate In Community Services Development Human Resources Department x Human Resources x Employee Services Corporate Services x Finance and Accounting x Human Resources x Information Technology x Purchasing and Risk x Taxation and Assessment x Town Clerk N/A In Corporate In Corporate Services Services Divided into departments below Legal x Preparing Contracts x Negotiating Development and Subdivision Agreements x Representation at Municipal Board and Courts Human Resources x Attraction and Retention x Staff/Labour Relations x Employee Benefits Corporate Services Department x Corporate Communications & Marketing x Human Resources x Legal x Legislated Services x Technology & Innovation Services x Office of Mayor & Council In corporate services In Corporate Services I Municipality of Clarington Organizational Structure Review 23 Current State Assessment and Benchmarking Clerk's 'In Corporate x Council/Commi Services ttee Support (legislative) x Municipal Elections x Animal Services x Municipal Bylaw Enforcement x Parking Enforcement x Records & Information x Management x Licensing x Vital Statistics x Accessibility x Marriage Ceremonies x Cemetery Administration In Corporate 'In Corporate Services Services x Health and Safety x Pay Research x Staff Training and Development Clerks x Support for Council and Committees x Issuing Marriage x Licenses x Registering Deaths x Conducting Municipal Elections x Maintaining Corporate Records x Assessment Rolls and Bylaws x Commissioner of Oath x Community Relations Services In Corporate Services Finance Finance Finance In Corporate Finance Financial Services x Insurance Department Budgeting and IT Services x Financial and Department x Risk x Taxation Accounting x Accounting Management x Accounting Municipality of Clarington Organizational Structure Review 24 Current State Assessment and Benchmarking x Investments, Banking x Financial Studies x Accounting x Tax Billing, Collections x Budget x Financial Reporting x Performance Measures x Internal Audit x Asset Management In corporate services x Internal Audit x Payroll X Supply & Services In Corporate Services x Budget and Performance Management x Financial Services x Information Technology In Finance In Corporate Services Management (and budgets) x Financial Reporting x Tenders and Purchasing x Collection of Taxes and other Revenues x Tax Certificates x Assessment review x Asset Management x Financial Planning x Revenue x Supply Services x SAP Business Solutions Information In Corporate Technology Services x Hardware & Software Support x Business Application Management and Support x Security, Training and general Consulting x City Data Centres, Network, Internet Access, Email and Telephone Systems Municipality of Clarington Organizational Structure Review 25 Current State Assessment and Benchmarking Operations In Community In Infrastructure In Engineering Capital works Infrastructure x Road Services and Engineering Services x Environmental Services Maintenance Issues Department x Fleet x Policy x Facilities Maintenance Development Management x Parks x Green City x Fleet Maintenance Initiatives x Kitchener Utilities x Winter Snow x Design and x Operations — Clearing Construction of all Environmental Program Roads, x Operations - x Parking Meter Sidewalks, Parks, Roads &Traffic Maintenance Open Spaces, x Sidewalk Bridges and Maintenance Sewers (contract) x Geomatics x Municipal x Infrastructure Bldgs/ Physical Management Plant x Engineering x Streetlight Reviews for Maintenance Subdivisions, Site x Cemetery Plans and Re - Operation zonings Planning In City In Community In Planning In Development x Planning policy Development Development and Parks and Services x Development Development Recreation Approval x Recreation and x Community Culture Services Development x Parks Initiatives x Facilities x Geomatic x Special Events Services x Recreation x Real Estate Centres Municipality of Clarington Organizational Structure Review 26 Current State Assessment and Benchmarking x Environmental x Recreational Assessments Programs x Stewardship (social and City Building - economic) Planning, Building and Culture x Permits (building, In Engineering City Community Planning and plumbing, Development Development Development heating, Department x Legal Services x Policy swimming pool, x Building x Fire and Planning septic system, Services (and Paramedic x Population and signs) permits) x Building Forecasting x Arts and Culture x Film Pickering Development and Growth x By law x Planning and Services Projections Enforcement Design x Planning x Heritage x Building x Sustainability Services Planning Inspection x Economic x Urban x Building Codes Development Design x Business and x Zoning By- Lottery Licensing law x Plan/Planning x Development policy Applications x Rezoning, x Building Subdivision, Services and Condominium and Chief Site Plan Building Applications Official (inspections, Roads, Parks and zoning, Forestry plans, x Maintenance of permits) Streets, Development Services Department x Building x Economic Development x Engineering x Planning x Transportation Services Municipality of Clarington Organizational Structure Review 27 Current State Assessment and Benchmarking Community services x Aquatic Facility Operations x Arena Facility Operations x Municipal Programs x Community Development x Municipal Construction x Community Grants x Older Adult Programs x Youth Liaison x Indoor Soccer Operations x Volunteer Management tngineering x Right of Way Management x Capital Budgeting & Forecasting Community Services x Cultural Services Facility Programs x Operations (facilities and public works) x Recreation Engineering Services Department x Capital Projects & Infrastructure x Transportation and Traffic Community Human Services x Public Library x Community Attraction and Leisure Services x Employment and Social Services (and child care) x Housing Services x Public Health (and LTC) x Senior Services Infrastructure and Engineering x Public Works (facilities including social housing assets, Community services department x Arts and Culture x Community Programs x Facility Services (scheduling outdoor spaces, indoor maintenance managing/de veloping civic buildings/pro perties) x Parks and Open Space (park development x Recreation Services Engineering Services x Roads/Infras tructure Management x Traffic (data, lights, Sidewalks, Parks, Playgrounds, Storm Sewers, and Creeks Snow Clearing x Forestry x Cemetery operations x City Sign Production x Fleet Services Transportation Services x Traffic Signal System x Traffic Services x Transportation Planning x Parking By-law Enforcement x Downtown Parking Burlington Transit: x Scheduling, Operations and Maintenance of Transit Vehicles Community Services Department x By-law Enforcement x Corporate Customer Service x Fire x Neighbourhood Programs and Services x Sport In Development Services Municipality of Clarington Organizational Structure Review 28 Current State Assessment and Benchmarking x Design and Construction x Park Development x Development Review/ x Municipal Servicing Subdivision x Construction Inspection x Transportation and Traffic x Pavement Management x Building Permit and Inspection (CBO) Fire and Emergency Services x Emergency Response x Emergency Planning x Fire Prevention x Public Education x Fire Suppression x Communication s x Training x Water Resources & x Development Services (and Development Approvals) Fire Services Department x Fire Prevention, Suppression and Education cemeteries and horticulture) x Drainage, Waste and Asset Management (all physical assets here) x Engineering and Transportation Services In Community Development regulations, on street parking, crossing guards) Roads and Parks Maintenance and Operations Development Engineering Roadway Corridor Permits Transit This sits under Executive Services Milton Fire Department x Fire Prevention, Suppression and Education Fire Department x Fire Prevention and Suppression x Emergency and Rescue Services x Fire Prevention Education x Fire Safety Inspections In Community Services Municipality of Clarington Organizational Structure Review 29 Current State Assessment and Benchmarking 3.2.3 Service Delivery Table 5.0 provides a summary of the departments responsible for specific services. For comparison purposes, this list of services was created based on our stakeholder consultations, review of background documentation and analysis of functional considerations at the Municipality of Clarington (see table 1.0). Key observations: x Three of the six peer municipalities manage Park Design, Construction and Maintenance under one department. x Clarington is only Municipality that requires the involvement of two separate departments to manage Park Construction. x Road Design, Construction and Maintenance functions are often consolidated under one department (Burlington and Clarington are the exception while Milton contracts out Road Construction). x Clarington is only Municipality that requires the involvement of two separate departments to manage Road Construction (urban and rural). x Procurement services are typically aligned the Finance department (Whitby and Clarington are the exception). x Economic Development and Tourism are predominantly managed internally by peer Municipalities (Burlington is the exception). Table 5.0: Comparison of the Departments Responsible for Delivery of Identified Services Engineering Community I Infrastructure Community Community Capital Services Works Community ' Capital Services Works Public Works—1 Roads, Parks & Forestry Infrastructure Services Infrastructure Services / External Infrastructure Services Municipality of Clarington Organizational Structure Review 30 Services and Engineering Services Engineering Community Infrastructure Community Services and Services _Engineering Operations Community Infrastructure Engineering (maintenanc Services and Services — e and Enaineerina i Operations Community Capital Services Works Community ' Capital Services Works Public Works—1 Roads, Parks & Forestry Infrastructure Services Infrastructure Services / External Infrastructure Services Municipality of Clarington Organizational Structure Review 30 Current State Assessment and Benchmarking refurbishmen Clerks/ Operations Engineering Engineering Operations Engineering Engineering N/A Infrastructure ' Engineering and Services - Engineering Operations Community Services Community Services Community Services Engineering Services Engineering Services Engineering City Development Infrastructure No response and Legal and Engineering Services/ Infrastructure Project and Managed - Engineering Contracted out Infrastructure Engineering and Services - Engineerin Infrastructure_ Infrastructure I Engineering and Services — Engineering Operations Infrastructure and Engineering and Community Development Community Development Engineering Services — Infrastructure External - Roads, Parks Groveside & Forestry Cemetery Board Public Works Capital Works Public Works Capital Works Public Works Roads, Parks & Forestry Public Works Transportatio n Planning Community (CBO) Planning Engineering Public Works Building & Services - By-law Development Clerks Community Corporate Planning & Legal and Building & Services/ Services Development Enforcement By-law Infrastructure Services Infrastructure Services / External Infrastructure Services / External Infrastructure Services Infrastructure Services and Development Services Development Services Development Services Corporate services Municipality of Clarington Organizational Structure Review 31 Current State Assessment and Benchmarking Corporate Finance Services Services Clerks Corporate Community Services Development Corporate Human Corporate Services Resources Services Corporate Finance Corporate Services Services Corporate Finance Finance, Services budgeting and IT _ Services Community Office of the Office of the CAO - CAO Human Communicati Services ons could move to Ec dev External - Office of the Community CBOT CAO Development Clerks Corporate External - services PAW Corporate Services Corporate Services — Legislative & Legal Services Corporate Services — HR Corporate Services — Finance Corporate Services — Purchasing Legal and Building & Enforcement By-law CAO Human Resources f.T:i Corporate Services N/A (Durham) t—Ex—ecutive CAO Services Town Clerk Legal (under Services Corporate) 4 Added based on external research by Grant Thornton after benchmark survey Finance Finance Separate Board - Tourism Separate Board — Burlington Economic Development Comoration Clerks Community Services Corporate Services Financial Services Financial Services External Development Services External Municipality of Clarington Organizational Structure Review 32 Current State Assessment and Benchmarking 3.2.4 High Level Budget Analysis A high level Municipal budget comparative analysis was completed to examine expenditure in relation to population size, geographic size (km2) and number of employees. Dollar values were taken from publically posted budget documents (see appendix E for reference list). Note: The illustrations below are meant for reference purposes only as there are inconsistent approaches to defining full time equivalent (FTE) staffing numbers (inclusion or exclusion of Part Time employees) and the allocation of expenditures (to departments vs levies or other). Key Observations: x Overall, Clarington has the smallest population (approx. 92,000 constituents in 2016) but second largest geographic area (611 km2) (see graph 3.0). x Looking at budgets normalized by population density (number of constituents per km2), the Municipality of Clarington spends approximately $907 per person/km2 (see graph 4.0), placing it on par with the average of these peer Municipalities (see points below). x Of the seven Municipalities (including Clarington), the budget per population density ranges between $640 per person/ km2 and $1630 per person/ km2. Chatham Kent skews the average, as it represents the highest value at $1630 per person/ km2. x Of the remaining five Municipalities (excluding Clarington and Chatham Kent) the average budget per population density is $908 per person/ km2. For reference purposes, a comparison of Municipal budget per km2, constituent and FTE and are included below (see graph 5.0 for km2, graph 6.0 for constituent and graph 7.0 for FTE on page 25). Note: Chatham Kent is a single tier municipality; their budget includes additional core services that are not included in lower tier municipal budgets. Municipality of Clarington Organizational Structure Review 33 Current State Assessment and Benchmarking Graph 3.0: Municipal Budgets5 $200,000,000 101,647 Consituents 2,458 km2 $160,000,000 $120,000,000 $40,000,000 $0 Clarington Pickering Chatham Kent 183,314 Consituents 186 km2 110,128 128,377 Consituents Consituents 363 km2 147 km2 233,222 Consituents 137 km2 Milton Whitby Burlington Kitchener Municipality ■ Budget 5 2019 budgets, except for Chatham Kent (2018 budget) Municipality of Clarington Organizational Structure Review 34 a) 92,013 91,771 Consituents Consituents m 611 km2 232 km2 $80,000,000 $40,000,000 $0 Clarington Pickering Chatham Kent 183,314 Consituents 186 km2 110,128 128,377 Consituents Consituents 363 km2 147 km2 233,222 Consituents 137 km2 Milton Whitby Burlington Kitchener Municipality ■ Budget 5 2019 budgets, except for Chatham Kent (2018 budget) Municipality of Clarington Organizational Structure Review 34 Current State Assessment and Benchmarking Graph 4.0: Municipal Budgets by Population Density (constituent/km2) 1800 1600 1400 1200 c 0 1000 0 800 a 600 400 m 200 0 Clarington Pickering Chatham Milton Whitby Burlington Kitchener Kent Municipality ■ Budget per consituent per km squared Graph 5.0: Municipal Budgets per km2 $1,200,000 $1,000,000 ITl W $600,000 m $400,000 $200,000 $0 ■ Clarington Pickering Chatham Milton Kent Municipality ■ Budget per km squared 5 2019 budgets, except for Chatham Kent (2018 budget) Whitby Burlington Kitchener Municipality of Clarington Organizational Structure Review 35 Current State Assessment and Benchmarking Graph 6.0: Municipal Budgets per Constituent $1,800 $1,600 $1,400 $1,200 aD $1,000 $800 m $600 $400 $200 $0 Clarington Pickering Chatham Milton Kent Municipality ■ Budget per consituent Graph 7.0: Municipal Budgets per FTE $250,000 $200,000 $150,000 a� m $100,000 $50,000 $0 Clarington Pickering Chatham Milton Kent Municipality ■ Budget per FTE Whitby Burlington Kitchener 5 2019 budgets, except for Chatham Kent (2018 budget) Whitby Burlington Kitchener Municipality of Clarington Organizational Structure Review 36 Current State Assessment and Benchmarking 4.0 Appendices Appendix A: Stakeholder interview questions Appendix B: Staff survey questions Appendix C: Benchmarking survey questions Appendix D: Benchmarking organizational Charts i. Pickering ii. Chatham Kent iii. Milton iv. Kitchener Appendix E: List of resources used in comparative analysis (benchmarking) Municipality of Clarington Organizational Structure Review 37 GrantThornton An instinct for growthM © 2019 Grant Thornton International Ltd. All rights reserved. Https://www.grantthornton.ca/ GrantThornton An instinct for growth - Appendix A: Stakeholder interview questions 0 GrantThornton An instinct for growth" Municipality of Clarington — Organizational Structure Review Interview Guide Organizational Structure Review What is the purpose of the interviews? The Municipality of Clarington has engaged Grant Thornton LLP to conduct a review of the organizational structure of departments and services. The purpose of the review is to improve the understanding of the organizational structure, and provide information for council and administration to make informed strategic choices regarding that structure. The review process will identify and recommend opportunities for improvements to the Municipality of Clarington, and recommend service delivery efficiencies that maintain existing levels and quality of services to the community. The purpose of the interviews in this context is to: x Use dialogue to establish trust with stakeholders in the review process; x Understand the functions of and roles within each municipal department and service; x Draw upon the insight and experience of internal stakeholders to illuminate areas of particular value, opportunities for improvement, and areas of particular sensitivity in the review; x Draw upon the insight and experience of internal stakeholders, to enrich, and provide alternative perspectives on, our external and benchmarking scans; and, x Draw upon the technical insights and familiarity with the operational realities of the Municipality's departments and services, to ensure our insights and recommendations are realistic and actionable. Who will participate in the interviews? Municipality of Clarington employees, stakeholders, including the unions representing municipal employees, and elected officials. Other stakeholders may also be included at the discretion of the project team. Times and Location: to be determined. Please contact Tyler Merkley (email address below) or contact the Municipality, for more information. Individual interviews may last from 20 to 60 minutes. Group interviews (up to 6 people), if any, may last from 60 to 90 minutes. Confidentiality Grant Thornton LLP takes confidentiality and privacy seriously. It is also our experience the information provided by stakeholders is more reliable where people can speak in full confidence. All responses from participants, and all notes taken from interviews are retained by Grant 0 GrantThornton An instinct for growth" Thornton LLP for the period of the engagement, and are then destroyed. All responses are recorded anonymously and aggregated. We make every effort to ensure individual responses cannot be traced back to the people who made them. Further questions and feedback can be communicated in confidence to the Grant Thornton team by writing to the Project Manager, Tyler Merkley at tyler.merkleyCaD_ca.gt.com. Questions — Senior Administration 1. What departments and services can you speak to from personal experience where you have or have had a formal role? o Please describe the function and structure of the department/service and the function of your role. o Are there other departments/services that you interact with in your role? o Are there any functions that you feel are duplicated elsewhere? 2. From a value -add perspective, what are the strengths within your department or within the administration related to services, structure and process? o What in your estimation makes any of the above effective? 3. From your perspective, are there inefficiencies within your department or within the administration? o Looking at each of these in turn, are you able to articulate where/how costs could be reduced? o Are any of these programs, services, or processes redundant/duplicated (partially or completely)? o Is there an optimal way to achieve a more efficient use of resources? 4. In your experience, are there any gaps in the services the Municipality provides, or in the resources to deliver existing services? If so, which ones? Do you have insight into why those gaps might exist? 5. Are you aware of any innovative programs or alternate delivery models in other municipalities that we should look at? 6. Are you aware of any lack of clarity or uncertainty between departments about their work? o Are there any areas/processes within the Municipality that you find unclear? 7. Are there any individuals or groups we should engage, of whom we may not be aware, but who would give us valuable insight into a municipal service or process? 8. From your perspective, how can Clarington best support economic development? 41�► GrantThornton An instinct for grow6 Questions — Clarington Board of Trade and Office of Economic Development 1. Please describe the value and benefits of the services that CBOT provides. o What are the efficiencies/benefits of this program versus internal models that peer municipalities use? 2. What challenges and/or opportunities for improvement exist between CBOT and the Municipality? 3. Can you please describe the KPI's that CBOT has with the Municipality? o At what frequency are these shared with the Municipality? 0 GrantThornton An instinct for growth" Questions — Unions 1. What is your sense of the communication and collaboration between the union and the Municipality? Are there opportunities for improvement? 2. From a value -add perspective, where are the greatest strengths within the corporation? o What in your estimation, makes these services or processes effective? 3. From your perspective, are there inefficiencies within the corporation? o Looking at each of these in turn, are you able to articulate where/how costs could be reduced or value increased for the same costs? o Are any of these programs, services, or processes redundant/duplicated (partially or completely)? o Is there an optimal way to achieve a more efficient use of resources? 4. In your experience, are there any gaps in the services the Municipality provides, or in the resources to deliver existing services? If so, which ones? Do you have insight into why those gaps might exist? 5. Are you aware of any innovative programs or alternate delivery models in other municipalities that we should look at? 6. Are there any individuals or groups we should engage, of whom we may not be aware, but who would give us valuable insight into a Municipal service or process? 7. From your perspective, how can Clarington best support economic development? 0 GrantThornton An instinct for growth" Questions — Councillors 1. What wards do you cover, or have you previously covered? o What success have you had during your time as a councillor? How has the organization been able to support these successes? o What are some of the challenges that you have faced within your ward or as a councillor? How has the organization contributed to/or worked with you/the ward to bring resolution to these challenges? 2. From a value -add perspective, what are the strengths within senior administration? 3. From your perspective, are there inefficiencies within the administration or within individual departments? a. Are any programs, services, or processes redundant/duplicated (partially or completely)? b. Is there an optimal way to achieve a more efficient use of resources? 4. In your experience, are there any gaps in the services the Municipality provides, or in the resources to deliver existing services? If so, which ones? Do you have insight into why those gaps might exist? 5. From your perspective, how can Clarington best support economic development? 6. Are you aware of any innovative programs or alternate delivery models in other municipalities that we should look at? 7. Are there any individuals or groups we should engage, of whom we may not be aware, but who would give us valuable insight into a Municipality service or process? 8. Are there any areas/processes within the Municipality that you find unclear? GrantThornton An instinct for growtW Appendix B: Staff survey questions Note to staff to introduce survey Hello all, I want to share some information about an exciting project that the Municipality is undertaking. We are working with an independent consultant (Grant Thornton LLP) to conduct a comprehensive review of the structure of our organization and how we deliver services. The Municipality last adjusted its corporate structure in 2000 when Gmail, Facebook and even the iPhone did not exist. Since then, our population has nearly doubled, and the nature and extent of the services offered by the Municipality has changed. Earlier this year, the Province announced that it would provide funding to municipalities willing to hire an independent expert to conduct a review to find cost savings in the delivery and structure of municipal programs and services. Clarington applied for the funding, and we were approved. Along with the grant, the Province has issued a list of guidelines. These guidelines make it clear that the review is intended to help municipalities "become more efficient and modernize service delivery while protecting front-line jobs", and that the review cannot result in a reduction of front-line services. A key part of the consultants work will be interviewing the Mayor and Council as well as senior management. They are also very interested in hearing your thoughts on our internal structure and services - what works, what doesn't and where we can improve. Please take the time to provide your input into this review by responding to a short survey (LINK). Please note that your responses will be confidential — only representatives from Grant Thornton LLP will read and consider them. The survey will only be open until October 10, 2019 because of the very short time period the Province has given us to complete the review. Once all the feedback is gathered, the consultants will prepare a report for Council's consideration. It will contain data on best practices and include comparisons to other municipalities. The report will be a public document that will be accessible to everyone. Please feel free to contact me if you have any questions. Andy Survey questions: 1. Which department do you work in? [Select from list] x CAD's office x Clerk's x Community Services x Corporate Services x Emergency and Fire Services x Engineering Services x Finance x Legal x Mayor's Office x Operations 2. In your opinion, how effective is the organizational structure of your department? x Extremely effective x Very Effective x Somewhat effective x Not so effective x Not at all effective Please explain your answer. 3. Please describe your department's strengths. 4. Where can your department improve? 5. In your opinion, does the municipality deliver value to our residents in terms of the services offered? x Excellent value x Fair value x Some value, but requires improvement x Little value x No value Please explain your answer. 6. In terms of our organizational structure, how can we provide our services more efficiently? 7. Please describe where interactions with other departments work well. 8. Please describe where interactions with other departments need improvement. 9. Do you have any other comments or observations that you believe will provide value to the report? GrantThornton An instinct for growth - Appendix C: Benchmarking survey questions 0 GrantThornton Municipality of Clarington Organizational Structure Review Benchmarking Questionnaire Prepared by Grant Thornton on behalf of the Municipality of Clarington. Name: Organization: Background Grant Thornton LLP has been engaged by the Municipality of Clarington to undertake a comprehensive review of the organizational structure of departments and services. This engagement is driven by the Municipality's interest in ensuring their organizational structure supports effective and efficient service delivery, administrative performance and sustainability, and in part, the availability of the Audit and Accountability Fund initiative of the Ontario government. The Municipality has requested a benchmark survey of municipalities regarding their organizational structure, processes and best practices pertaining to departmental roles and functions and change management. We would greatly appreciate your participation in this benchmarking questionnaire. In return for your participation, we are happy to provide you with a document containing the summarized, anonymous themes collected during this benchmarking process. We anticipate that the benchmarking process will require approximately 1 hour, depending on the availability of information within your organization. Included in this document are questions for your consideration. If you are able to participate in this benchmarking exercise please complete this form and return it to Grant Thornton, or let us know that you would prefer we schedule a telephone call with you to provide your responses. For our work, responses are required by October 15, 2019. We will be in contact with you shortly to confirm the successful delivery of the questionnaire and answer any questions you may have. *0 GrantThornton If you have any questions please do not hesitate to contact Beth Farnell at Grant Thornton at 416-360-2813 (Beth. Farnell(aD-ca.gt.com) or Catherine Carr at the Municipality of Clarington at 905-623-3379 ext. 2606 (ccarr(a-clarington.net) OGrantThornton Introduction 1. Please describe your organizational structure by department. i.e., "5 departments with 20 managers." If possible, please attach a copy of your organizational structure for reference. 2. Please describe the supervisory roles within each department and their respective responsibilities. 3. When did your organization last perform a review of your organizational structure? 4. Please describe any significant changes to organizational or departmental structures and/or procedures that have improved service delivery and efficiencies over the past 5 years? 10 GrantThornton Services 5. Please complete the table below based on your organizational structure, departmental functions and reporting relationships. Where needed, please make note of any adjustments to the service label and/or description to accurately reflect your organization. Please indicate if any of these services are split between departments, or are managed externally. Park design Park construction Park maintenance Cemetery services Road design Road construction Road maintenance Traffic coordination Development approvals "(w GrantThornton 0 GrantThornton 6. How is your municipal office customer service model devised? (ie. where/how do residents pay bills, submit inquiries, gather information) 7. Does your organization operate services that may not traditionally be seen as within the scope of municipal or civic services? If so, how does your organization manage them? Modernization/Technology 8. Please outline the most impactful ways your organization has incorporated technology (or a more modern approach) to internal process or administrative activities and the benefits you have seen from it. Type of technology/modernization I Benefits Change management 9. Does your organization have a formal approach to implementing change internally? [Y/N] 0 GrantThornton 10. If yes, please elaborate on what approach your organization uses and if there are best practices you have seen for implementing change within your organization? Other Comments 11. Do you have any other questions or comments? GrantThornton An instinct for growth T" Appendix D: Benchmarking organizational Charts i. Pickering ii. Chatham Kent iii. Milton iv. Kitchener Cd9 4 PICKERING The Corporation of the City of Pickering Organization Structure Office of the Chief Administrative Officer (Chart No. Mayor Members of Council Chief Administrative Officer City of Pickering Employee Complement 95 Non -Union Full -Time (NUFT) 6 Non -Union Part -Time (NUPT) 316 Union Full -Time (UFT) 61 Union Part -Time (UPT) 46 Union Full -Time Term (UFTT) 251 Union Part -Time Term (UPTT) City Development Community Services F ate Services Engineering Services Finance Fire Services l iuman Resources Department Department partment Department Department Department Department (Chart No. 3) (Chart No. d)(Chart No. 5) (chart No. 6) (Chart No. 7} (Chart No. 8) (Chart No. 9) Authorized by: Chief Administrative Officer January 1, 2019 Chart No. 1 DICKERING The Corporation of the City of Pickering City Council Office ❑f the Mayor Councillors' Office Executive Assistant, Mayor Authorized by: 69di Chief Administrative Officer January 1, 2019 Executive Assistant, Council (2) DICKERING Manager, Economic Development & Strategic Projects (1-NUFT) Authorized by: Chief Administrative Officer The Corporation of the City of Pickering Office of the Chief Administrative Officer Chief Administrative Officer Manager, Public Affairs & Corporate Communications (1-N U FT) Coordinator, Corporate Communications & Community Engagement (o -NU FT) Website Coordinator (1-N U FT) Employee Complement 12 Non -Union Full -Time (NUFT) 0 Non -Union Part -Time (NUPT) 1 Union Full -Time (UFT) I Union Park -Time (UPT) Supervisor, Administrative Services (1-NUFT) Manager, Customer Care (t-NUFT) Customer Gare Representative II (2 -NUM January 1, 2015 Customer Care Representative Ii-UrT1 Executive Assistant, Mayor (1-NUFT) Executive Assistant, Council (2-NUFT) Administrative Assistant, Office of the GAO (9-NUFT) Chart No. 2 PIC ERI G Planning Division The Corporation of the City of Pickering City Development Department Director, City Development & CBO (1-NUFT) Supervisor, City Development Administration (1-NUFT) Administrative Assistant, City Development (1-NUFT) Clerk, Support Services (2 -UFT) (Chart No. 3a) Director's Office Employee Complement 3 Non -Union FT 0 Non -Union PT 2 Union FT 0 Union PT Authorized by: Chief Administrative Officer Building Services (Chart No. 3b) Planning division Employee Complement 10 Non -Union FT 0 Non -Union PT 10 Union FT 0 Union PT January 1, 2019 Building Services Employee Complement 4 Non -Union FT 0 Non -Union PT 15 Union FT 0 Union PT Employee Complement 22 Non -Union Full -Time (NUFT) D Non --Union Part -Time (NUPT) 32 Union Full -Time (UFT) d Union Part -Time (UPT) Strategic Initiatives & Sustainability (Chart No. 3c) Strategic Initiatives & Sustainability Employee Complement 2 Non -Union FT 0 Non -Union PT 3 Union FT 0 Union PT Chart No. 3 The Corporation of the City of Pickering City Development Department P I C i C pI� I G Planning Division i C Director, City Development & CBO Manager. Development Review & Urban Design (1-NUFT) Principal Planner - Development Review 12 -NUM Principal Planner, Site Planning (I-NUFT) Senior Planner (1 -UFT) Planner 11, Heritage (1 -UFT) Planner 11 -Site Planning (1 -UFT) Planner it (1 -UFT) Planner I (3 U FT) Authorized fay: amw Chief Administrative Officer Chief Planner (1-NUFT) Manager, Policy & Geomatics (1-N UFT) Principal Planner -Policy (2 -NU FT) Coordinator, Geomatics t1 -Um Senior Geornatics Analyst (1 -UFT) Geomatics Analyst (1 -UFT) January 1, 2019 Principal Planner, Strategic Initiatives (1-NUF F) Senior Coordinator, Development Liaison (1-NUFT) Employee Complement 10 Nan -Union Full -Time (NUFT) 0 Non -Union Pali -Time (NUPT) 10 Union Fuil-Time (UFT) D Union Part -Time (UPT) Chart No. 3 (a) The Corporation of the City of Pickering C4 a City Development Department PICKERING Building Services Director, City Development & CBO Manager. Building Services & deputy CBO (1 -Num Supervisor, Building Inspections (1-NUFT) Inspector II, Building Services (3-U FT) Inspector I, Building Servici:s (2 -UFT) Clerk, Building Servioes (3 UFT) Authorized by: "4d Chief Administrative Officer Supervisor, Building Permits (1-NUFT) Senior Examiner/Inspector (3-UFTj Examinerflnspector (1 -UFT) Zoning Examiner (2 -UFT} Building Information & Compliance Officer (I -UFT} Coordinator, Building Permits July 10, 2019 (1 -UFT) Employee Complement 4 Non -Union Full -Time (NUFT) a Non -Union Part -Time (NUPT) 15 Union Full -Time (UFT) 0 Union Part -Time (UPT) Principal Code Advisor Unfunded (1-NUFT) Chart No. 3 (b) The Corporation of the City of Pickering Employee Complement ozz lxCity Development Department 2 Non -Union Full-Time (NUFT) � � � Strategic Initiatives & Sustainability 0 Non -Union Part-Time (NUPT) 3 Union Full-Time UFT 0 Union Part-Time (UPT) Authorized by: Chief Administrative Officer Director, City Development & CBO Manager, Strategic Initiatives & Sustainability (1 -TUFT) Supervisor, Sustainability (1-NUFTj Senior Planner, Sustainability (1 -UFT) Energy Conservation Engineer (1 -UFT) Coordinator, Environmental Engagement (1 -UFT) Coordinator, Sustainability (unWnded) January 1, 2019 Chart No. 3 (c) CGa �(, DICKERING Cultural Services Director's Office Employee Complement 2 Nan -Union FT 0 Nan -Union PT 1 Union FT 0 Union PT (Chart No. 4a) The Corporation of the City of Pickering Community Services Department Director, Community Services (1-NUFT) Administrative Assistant,Clerk Typist Community Services {i (1-Mu FT) Cultural Services Employee Complement 2 Non -Union FT 4 Non -Union PT 7 Union FT 1 Union PT 0 Union FT Term 41 Union PT Term Note: 66 Speciality Course Instructors Authorized bw Chief Administrative Officer Operations (Chart No. 4b & 4G) Facilities Operations Employee Complement 5 Non -Union FT 0 Non -Union PT 32 Union FT 15 Union PT 0 Union FT Term 15 Union PT Term Facility Programs Public Works Employee Complement 6 Nan -Union FT 0 Non -Union PT 65 Union FT 4 Union PT 45 Union FT Term 0 Union PT Term Employee Complement 18 Non -Union Full -Time (NUFT) 0 Non -Union Part -Time (NUPT) 124 Union Full -Time (UFT) 56 Union Part -Time (UPT) 45 Union Full -Time Term (UFTT) 248 Union Part -Time Term (UPTT) (Chart No. 4d) Recreation Services Facility Programs Employee Complement 2 Non -Union FT 0 Non -Union PT 14 Union FT 26 Union PT 0 Union FT Term 84 Union PT Term (Chart No. 4e) Recreation Services Employee Complement I Non -Union FT 0 Non -Union PT 5 Union FT 10 Union PT 0 Union FT Term 108 Union PT Term Chart No. 4 DICKERING Supervisor, Cultural Services The Corporation of the City of Pickering Community Services Department Cultural Services Section (1-NUFT) Event Staff Coordinator, Cultural Services {za-llPTTj (1 -UFT) Event Cnarcfi I-UPT Coordinator, (1-UP;r Community Partnerships (1 -UFT) Communications Coordinator, Cultural Services (1 -UFT) Authorized by: Chief Administrative Officer Director, Community Services Employee Complement 2 Non -Union Full -Time (NUFT) 0 Non -Union Part -Time (NUPT) 7 Union Full -Time (UFT) 1 Union Part -Time (UPT) 0 Union Full -Time Term (UFTT) 41 Union Part -Time Term (UPTT) Supervisor, Museum Services (I-NUFT) Coordinator, Museum Interpreters Museum Operations t14 -UPS (1-uFTj It Museum BookingSeasonal Museum Coordinator Receptionist (i-UFTj (I-UPTT) Conservator (1 -UFT) H f Costumer (1-UPT) Heritage ProgrammerSeasonal Museum Guides (1-UFT)(4-aPTT) Volunteer Coordinator (1 -aPTT) January 1, 2019 Chart No. 4(a) �a °6 PICKERING The Corporation of the City of Pickering Community Services Department Facilities Operations Section Director, Community Services Division Head, Operations Administrative Assistant,Supervisor, Facilities Operations Facilities Operations (1-NUFT){2-NUF r) Coordinator, Facilities Operations (1 -UFT) Lead Hand, Facility Maintenance (3 -UFT) Facility Maintenance Person (5-UF77 Facility Maintenance, Museum Site (1-u�7 Museum Facilities Assistant (1 -UFT) Facility Custodian �iu Facility Attendant (3-uFT) (11-UPT) (15-UPTT) Youth Leaders (s-uPTT) Authorized by: qZ40 Chief Administrative Officer (I -Num Employee Complement 6 Non -Union Full -Time (NUFT) 0 Non -Union Part -Time (NUPT) 34 Union Full -Time (UFT) 99 Union Part -Time (UPT) 0 Union Full -Time Term (UFTT) 22 Union Part -Time Term (UPTT) Manager, Corporate Security Facilities Capital Projects Specialist (1 NUF7)1 (1-NUF Q Foreperson, Mechanical Systems &j Coordinator, Facilities Operations J Facilities Capital Assets (1-UFT)(1-L Chief Operator, Ice Arena (2 -UFT) Coordinator, Facilities Capital Projects Maintenance Mechanic, Facilities (1 -UFT} (1 -UFT) Maintenance Worker, Ice Arena (11 -UFT) Swimming Pool Maintenance Person (a -UFT) Maintenance Mechanic, Operations Centre (1 -UFT) Facility Maintenance Worker, Ice Arena (19-U FTT) .duly 23, 2019 Facility Security Guard (7-U PT+ 1-UPTT) Chart No. 4(b) The Corporation of the City of Pickering C4 ° Community Services Department PICKERING Public Works Section Director, Community Services Supervisor, Parks & Property OperaUuns Foreperson, Parks & Lead Hand, Parks & Property Properly { i -UFT} {1 -UFT) Cowdinator, Parks, Infrastructure (1 -UFT) Inspector, Parks Operations (1-U FT) Horticulturalist (2 -UFT) Lead Hand, Paris Turf Operations {i -um Maintenance, Worker Parks & Property (12 -UFT) Labourers Parks & Properly (2-U PT) Labourer, Parks & Property (Terns) (11-U FTT) Siudenl Labourer, Parks & Property f23-UFTT} Authorized by: 0Z)a Chief Administrative Officer Division Head, Operatinns Manager, Public Warks {1 -NW -T; Administrative Asslsllant, Public Warks (1 -NUM Employee Complement 6 Non -Union Full --Time (NUFT) 67 Union Full -Time (UFT) 4 Union Pari: -Time (UPT) 46 Union Full -Time Term (UFTT) 0 Union Part -Time Term (UPTT) Supervisor, Roads Qpm ions (i-NUFT} Coordinator, Speeal Projects Coordinator. Central Stores & Support Supervisor, Municipal Garage Operations (1 UF Services ri-hfUFT1 (1 -UFT) Foreperson, Roads Municipal Maintenance ructure E C€erk, Operation(t-UFT)(1-UFT) (1-UPT) Clerk, Public Warks Foreperson, Municipal Garage f 1 -UFT} (1-U Heavy Equipment s Operator I (15-U Fi) FTj Student Clerk, Operations Centre Customer Gare Clerk, Stares Clerk t 7Hand, (1-UFTf) Representative Municipal Building Heavy Equipment ds Operations Centre Garage Attendant Operator 11 (1UFT) (1-UFr) (1-U{2-UFT}FT) Heavy Equipment Maintenance Operator III Worker, Roads (2 -UFT) (1 i --UFT) Labourer, Roads Labourer, Roads Truck Automotive Service Person, Repairperson, Small Mechanic, Equupmen# (term] (1 -UFT} Apprentice Mechanic Pp Municipal g=arage Municipal Garage Ulm I&UFTT) (1-UFTj (1 -UFT) Student Labourer, Municipal Infrastructure (1 UFTT) Student Labower, Roads JLIIy 4, 2019 Chart No. 4(c) GGA o� PICKERING Coordinator, Aquatic Programs (1-UFTj Aquatic Programmer (1 -UFT) Aquatic Program Assistant (4-uPT) Aquatic Staff (7o -u PTT) Authorized by: Chief Administrative Officer The Corporation of the City of Pickering Community Services Department Facility Programs Section Director, Community Services Manager, Facility Programs & Administration (9-HUFT) Coordinator, Facility (a-UPT) Child Care Worker (i-UPT+d -U PTT} Child Supervision Leader (1-upT) Coordinator, Program Registration (i -UFT) Asst. Coordinator, Program Registration (1-uFT) Coordinator, Facility Bookings (1 -UFT} Clerk, Program Registration (z -aPTT) Asst. Coordinator, Parks & Facility Bookings (a-uFT) Employee Complement 2 Non -Union Full -Time (NUFT) 6 Non -Union Part -Time (NUPT) 14 Union Full -Time (UFT) 26 Union Part -Time (UPT) 0 Union Full -Time Term (UFTT) 84 Union Part -Time Term (UPTT) Health & Fitness Specialist (1 -NUS Coordinator, Fitness Services (3 -UFT} Coordinator, Fitness Rooms (1-uPT) Fitness Instructors (9-ugT, a UPT7) Coordinator, Recreation Software Administrator (1 -UM Clerk -Typist (Complex) (1 -UFT) Clerk, Recreation Complex (s-UPT) Clerk, Recreation Complex Memberships (1 -UFT) Shift Leader, Recreation Complex (1 -UM January 1, 2019 Chart No. 4(d) G4 .4 DICKERING Coordinator, Recreation Programs (rt -UFT) Recreation Programmer, George Ashe library & Community Centre Assistant Recreation Programmer The Corporation of the City of Pickering Community Services department Recreation Services Section Director, Community Services Manager, Recreation Services (1-NLlFr) Employee Complement 1 Non -Union Full -Time {NUFT) 0 Non -Union Part -Time (NUPT) 5 Union Full -Time (UFT) 3 Union Part -Time (U PT) 4 Union Full -Time Term (UFTT) 107 Union Part -Time Term (UPTT) Coordinator, Community Coordinator, Camp & Recreation Programs Arena Programs f1 -UFT) I (1-U FTj Accessibility Coordinator (1-wn (1 -UFT] Program Staff (4-UPT ) Youth Staff (as.UPTry ------ Camp Staff (6a -up -m (2-UPT) Authorized by: A�4e Chief Administrative Officer Coordinator, Marketing Recreation Services (1 -UFT) Nate: 66 Speciality Course Instructors not included C4 41� PICKERING Information Technology (Section) (Chart No. 5a) Information Technology {Section} Employee Complement 4 Non -Union FT 0 Nan -Union PT 8 Union FT 0 Union PT 0 Union FT Term 0 Union PT Term Authorized by: 4m, W Chief Administrative Officer The Corporation of the City of Pickering Corporate Services Department Director, Corporate Services & City Solicitor (1-NUFT) Legal Services (Section) (Chart No. 5b) Legal services (Section) Employee Complement 2 Non -Union FT 0 Non -Union PT 2 Union FT 0 Union PT 0 U n ion FT Term 0 Union PT Term Jure 1, 2019 Employee Complement 13 Non -Union Full -Time (NUFT) 24 Union Full -Time (UFT) 4 Union Part -Time (UPT) 0 Union Full -Time Term (UFTT) 3 Union Part -Time Term (UPTT) Legislative Services Division (Chart No_ ac) Legislative Services Division Employee Complement 4 Non -Union FT 0 Non -Union PT 4 Union FT 0 Union PT 0 Union FT Term 0 Union PT Term Municipal Law Enforcement (Chart No. 5d) Municipal Law Enforcement Employee Complement 2 Non -Union FT 0 Non -Union PT 10 Union FT 4 Union PT 0 Union FT Term 3 Union PT Term Chart No. 5 The Corporation of the City of Pickering PICKERING Corporate Services Department Information Technology Section Supervisor, Application Development & Support (I-NUFT) Application & Database Administrator EIRP Business Analyst & IT Project Lead Authorized by: 1 Chief Administrative Officer Web/Database Developer {I -UFT} Director, Corporate Services & City Solicitor Manager, Information Technology (1-HUFT, Employee Complement 4 Non -Union Full -Time (NUFT) 0 Non -Union Part -Time (NUPT) 8 Union Full -Time (UFT) Supervisor, Network Network Security Support Administrator (1-NUFT) {1 -NUS Network Analyst Telecommunications & Network Support Analyst (I -UFT) (1 -UFT) Helpdesk Analyst June, 2019 Systems Administrator (1 -UFT) Network Administrator f1 -um Chart No. 5 (a) G� 4 PICKERING The Corporation of the City of Pickering Corporate Services Department Legal Services Section Director, Corporate Services & City Solicitor Legal & Legislative Services Assistant (1-NUF Authorized by: a, Chief Administrative Officer Law Clerk Assistant Solicitor (1 -OFT) June, 2019 Employee Complement 2 Nan -Union Full -Time (NUFT) 2 Union Full -Time (UFT) Law Clerk (vacant) (1 -UFT) Chart No. 5 (b) DICKERING _6-� 4 - The Corporation of the City of Pickering Corporate Services Department Legislative Services Division Director, Corporate Services & City Solicitor Committee Coordinator (i-NLJFT) Authorized by: 4 Chief Administrative Officer City Clerk (1-NUFT) May 1, 2019 Deputy Cleric Employee Complement 4 Non -Union Full -Time (NUFT) 0 Nan -Union Park -Time (NUFT) 3 Union Full -Time (UFT) 0 Union Part -Time (UPT) (1-!NUFT) Coordinator, Records & Elections (1-NUFT) Clerk, Administration Vital Stats & Lottery Licensing (1 -UFT) Clerk, PMtroom Clerk, Mailroom Chart No. 5 (c) DICKERING Parking Control Officer (3 -UFT) First Attendance Facilitator (1-UPT) Administration Clerk II (1 -UF n Clerk, Administration Business Licensing (1 -UFT) Authorized by: 6aw4v Chief Administrative Officer The Corporation of the City of Pickering Corporate Services Department Municipal Law Enforcement Director, Corporate Services & City Solicitor Manager, By-law Enforcement Services Municipal Law Enforcement Officer II Animal Services Officer By-law Enforcement Officer 0-U .Animal Services Field Student (1-UPTT) May 1, 2019 (i-NuFT) Employee Complement 2 Non -Union Full -Time (NUFT) 4 Non -Union Part -Time (NUPT) 11 Union Full-Time(UFT) 4 Union Part -Time (UPT) 3 Union Part -Time Term (UPTT) Supervisor, Animal Services 0 -NU Animal Shelter Attendant Animal Shelter Summer Student Chart No. 5 (d) Cdy 4 The Corporation of the City of Pickering PICKERINGEngineering Services Department Director, Employee Complement Engineering Services g Ikon -Union Full -Time (NUFT) (t-NUFT) 0 Ikon -Union Part -Time (NUPT) 22 Unian Full -Time (LIFT) 0 Union Part -Time (UPT) Administrative Assistant, 1 Union Full -Time Term (UFTT) Engineering Services 0 Union Part -Time Term {UPTT) :(1-N]Clerk, Engineering Services & Information Technology (i -UFT) Capital Projects & Water Resources & Infrastructure (Chart No. 6a) Development Services (Chart No. 6b) Director's Office Employee Complement 2 Non -Union FT 0 Non -Union PT 1 Union FT 0 Union PT Authorized by: Chief Administrative Officer Capital Projects & Infrastructure Employee Complement 1 Non-union FT 0 Non -Union PT 12 Union FT 0 Union PT I Union FTTerm Water Resources & Development Services Employee Complement 5 Non -Union FT 0 Nan -Union PT S Union FT 4 Union PT May 21, 2019 Chart No. 6 DICKERING The Corporation of the City of Pickering Engineering Services Department Capital Projects & Infrastructure Section Director, Engineering Services Manager, Capital Projects & Infrastructure (i-NUFT) Senior Coordinator, Capital Coordinator, Infrastructure Projects I HDesign {1 -UFT} (1 -UFT} Inspector, Capital Projects (I -UFT) logist, Design & TConstruGtion (2-UFT) Coordinator, Infrastructure Maintenance Contracts (1 -UFT) GIS Technician, Asset Technician, Infrastructure Management Maintenance Contracts (1 -UFT) f1-uFT) Student Labourer (1 -um) Authorized by: r ce Chief Administrative Officer May 21, 2919 Employee Complement 1 Non -Union Full -Time (NUFT) 0 Non -Union Part -Time (NUPT) 12 Union Full -Time (UFT) 0 Union Part -Time (UPT) 1 Union Full -Time Term (UFTT) 4 Union Part -Time Term (UPTT) Senior Coordinator, Landscape & Parks Development (1 -UFT) Coordinator, Forestry Management (1 -UFT) Transportation Engineer (1 -UFT) Coordinator, Traffic Operations (1 -UFT) Chart No. 6 (a) The Corporation of the City of Pickering Engineering Services Deparkment PICKERINGHater Resources & Development Services Division Director, Engineering Services Division Heart, Water Resources & Development Services (I-NUFT) Senior Water Resources Engineer (1-NUFT) Employee Complement 5 Non -Union Full -Time (NUFT) 0 Non -Union Part -Time (NUPT) 9 Union Full -Time (UFT) 0 Union Part -Time (UPT) 0 Union Full -Time Term (UFTT� 0 Union Part -Time Term (U PTT) Administrative Assistant, Water Resources & Development Services (1-NUFT) Manager, Development Services (1-NUFT) Coordinator, Water Resources Project Manager, Development (I-LIFT)Project (1-NUFT) Senior Coordinator, Development Approvals (1 -UFT) Coordinator, Development Approvals (2 -UFT) Technician, Development Approvals (1 -UFT) Authorized by: Chief Administrative Officer January 1, 2019 Senior Coordinator, Development Services (1 -UFT) Inspector, Development Services (3 -UFS Chart No. 6 (b) PICKERING I Supervisor, Taxation {1-NUFT} The Corporation of the City of Pickering Finance Department Chief Administrative Officer Director, Finance & Treasurer (1-NUFT) Administrative Assistant. Finance N-Nl Employee Complement 11 Nan -Union Full -Time (NUFT) 0 Nan -Union Part -Time (NUPT) 15 Union Full -Time (UFT) Manager, Budgets Sr. Financial Analystanager, Accounting Services & infernal Audit (1-NUPT) M (1-NUFT) {1-NUFT) Sr. Financial Analyst, Coordinator, Taxation capital & [Debt Mgmt. Services Tax Analyst (1-NUFT, Supervisor, Accounting f1-UF71 (1 -Unfunded) services Sr. Accounting Analyst, {1-NUFT} Internal Audile Tax Clerk I Accounting Clerk (1-NUFT) Acco Clerk unts Payable (2 -UFT) (1 -UFT? {3 -UFT) Tax Clerk I1 Financial Analyst (1 -UFT} Accounting Clerk II (i -UFT) {i -UFT. Acceuntirlgf5pecial Projects Support Clerk (i -UFT) Authorized by: Chief Administrative Officer January 1, 2019 I Manager. Supply & Services (1-NUF-O Supervisor, Payroll (1 -NUI Payroll Administrator (1-LfFT') Sr, Purchasing Analyst (1 -UFT) Buyer (1 -UFT) Buyer— Capital Projects (1 -UFT; Chart 7 The Corporation of the City of Pickering ca o Fire Services Department PICKERING Employee Complement Fire Chief 5 Non -Union Full -Time (NUFT) (1 -NUS 0 Non -Union Part -Time (NUPT) 104 Union Full -Time (UFT) 0 Union Part -Time (UPT) Administrative Assistant, Administrative Assistant, Fire & Fire Services Emergency Management {i-NUFT) (1-NUFT) Deputy Fire Chief Deputy Fire Chief (1-NUFT) (1-NUFT) Chief Training Officer Chief Fire Prevention Officer (1 -UFT) (1 -UFT} Training Officer Fire Prevention Officer (2 -UFT} (1 -UFT) Authorized by: Chief Administrative Officer Platoon Chief Fire Inspector (MFTJ (2 -UFT) u Platoon Chief Captain (240T) (8 -UFT} Captain (8 -UFT) Firefighter Fire Firefighter (36 -UFT} (36-UFT) January 1, 2019 Chart No. S +� o The Corporation of the City of Pickering Human Resources Department Employee Complement PICKERING i 6 {Von -Union Full -Time (NUFT) Human Resources Associate (1-N UFT) Authorized by: Chief Administrative Officer Chief Administrative Officer Director, Human Resources (1-NUFT) Human Resources Assistant (1-NUF ) Coordinator, Human Resources (I -Nu Fr) Coordinator, Compensation & Benefits (1-NUFT) January 1, 2019 Recruitment Speciafist {1-NUFr) Chart No. 9 4W MILTON Director, Recreation & Facilities Community Services Department The Corporation of the Town of Milton Commissioner, Community Services Administrative Assistant Director, Culture & Community Investment Manager, Recreation Manager, Parks & Programs Manager, Parks/ Facility Planning Facilities Design & F Manager, Cultural Construction Manager, Facility Corporate Services Operations Sponsorship Supervisor, Supervisor, Manager Community Recreation Facility Parks Planner g Development Services Administration Support Clerk Supervisor, Supervisor, Supervisor, Supervisor, Project Manager, P P P Technical Recreation Recreation Recreation Parks & Facilities Programs Programs Programs (3 Full-time) Operations Community Supervisor, Facility Development Theatre Technician P y Maintenance Supervisor, Facility Coordinator, Facility Supervisor, Facility P Y Advisor Facilities Logistics Facility Lead Hand (MNCC, Tonelli, Maintenance 1- - - - - - - - Maintenance Administration Coordinator, Coordinator, Coordinator (Civic) Rotary Park & Indoor MSC 1 Part -Time Staff 2 1 (Aquatics) Coordinator, (MLC, ACM, MSAC (MSC) (MLC, MSAC, MSC, MNCC) ( ) Coordinator, Track, Cycling & Facility Turf) I & Casual Staff 17 1 Coordinator, Recreation Recreation & Memorial) (4 Full-time) ( ) Recreation 2 Full-time Events Scheduling 1 _ _ _ _ _ _ _ _ I 2 Full-time (2 Full-time) ( ) Community ( ) I - -.- - - - - - 1 Development 1 Project Manager, 1 Facility Operator Facility Operator Facility Operator Facility Operator Y P Advisor (PPT) Supervisor, Front o Parks &Facilities 1 Y P (4 Full-time) 10 Full-time I- - - - - - - - I I- r - -Staff- - - - 2 Full-time (8 Full-time) ( ) Part -Time Staff House & Part -Time s . � I (2 Part-time) 1 ( ) I (10) 1 1 Part -Time 1 - - - - - - - - _ - - - (50) - Programming -& Volunteers -Staff (9) - - - - , , I 1 Children & I 1 - I I Part -Time Facility I (Aquatics) 1 ( (Older l r I r (Sport) I Part Time Facility 1 1 Part -Time Facility 1 I Y 1 1 Part -Time Facility 1 Recreation Software 1 Part -Time Staff (10), 1 11 Youth 11 1 1 (Fitness) 1 (p ) I I Maintenance I 1 Maintenance 1 Maintenance 1 1 Part -Time ) Adults) 1 1 Part -Time 1 I Maintenance 1 Administrator Seasonal Staff (30) 1 I 1Part-TimeI Part Time I 1 (3) 1 O 1--- 9- 1 ) I &Volunteers 1 Staff (170) 1 ), 1 Part -Time 1 Staff (40) 1 1 Staff (30) 1 - - - 20 1 _ _ _ I - - -(25- - - 1 1 1 Staff 45, 1-------- 1 Volunteers Seasonal Staffl Volunteers 1 1 1 & 1 IVolu teersl 142 & 1 1 I Volunteers 1 Coordinator, ( ) 1- ----- - - - - 1 Volunteers 1 1 1 1_ _ _ _ i Concessions i Coordinator, Box Office & Events 1--------1 (----- 1 Part -Time Staff 1 I Part -Time Staff 1 I (30) I 1-- - -- 1 Human Resources Cultural Development Advisor Coordinator, Programming & Outreach June 2019 1 Part -Time Staff (14), 1 1 Seasonal Staff (8) 1 & Volunteers 1 C�/) MILTON Director, Legislative & Legal Service/Deputy Clerk Information r I Election Manager, Tax and Assessment Deputy Clerk Governance & Coordinator Enforcement Accounts Records Manager I I Receivable Clerk Technolog enior Network I— — — — — — Coop Student Accounts Payable Supervisor, Financial I (3) Pro ert Tax p Y Admin Analyst Assessment Base Technology Support _ _ _ _ I Analyst (2 Full-time) Management Law Clerk Administrator Support Technician Tax Clerk (2 Full-time) Web Developer Assessment (1 Part-time) (2 Part-time) Help Desk Analyst Legislative Technician Coordinator Enterprise Business Developer Systems Analyst Hardware Revenue Clerk Technician Tax Adjustment (2 Full -Time) Clerk Corporate Receptionist Tax Project (2 Part-time) Specialist Licensing & Enforcement Cl (3 Full-time) Supervisor, Licensing & Enforcement Municipal Law Enforcement Officer (7 Full-time) (1 Part-time) r Services icerll-time) Parking Control Offi cer (1 Full-time) (1 Part-time) Human Resources Corporate Services Department Corporation of the Town of Milton Commissioner, Corporate Services/Town Clerk Administrative Assistant Chief Financial Officer/ Treasurer Manager, Purchasing Manager, Financial Risk Management Planning & Policy Manager, Accounting & Payroll Manager, Supervisor, Development Senior Advisor, Financial Planning Finance & Financial Risk & Insurance Supervisor, ConsuIti Accounting Financial Manager, Licensing & & Planning Analyst Enforcement Accounts Licensing & Enforcement Cl (3 Full-time) Supervisor, Licensing & Enforcement Municipal Law Enforcement Officer (7 Full-time) (1 Part-time) r Services icerll-time) Parking Control Offi cer (1 Full-time) (1 Part-time) Human Resources Corporate Services Department Corporation of the Town of Milton Commissioner, Corporate Services/Town Clerk Administrative Assistant Chief Financial Officer/ Treasurer Manager, Purchasing Manager, Financial Risk Management Planning & Policy Manager, Accounting & Payroll Manager, Supervisor, Development Senior Advisor, Financial Planning Finance & Financial Risk & Insurance Supervisor, ConsuIti Accounting Accounting Analyst (1) Payroll Advisor Payroll Administrator Supervisor, Development Purchasing & Finance Risk Law Clerk Development Administrator Senior Financial Analyst (1 Full-time) (1 Part-time) Supervisor, Purchasing & Supply Chain Management Purchasing Analyst Buyer Director, Information Technology & CIO iwanager, Technology Financial Architecture & Planning Analyst Project Manager, Securit Accounts (4 Full-time) Receivable Clerk Technolog enior Network Accounts Payable Supervisor, Financial Clerk Database Admin Analyst Accounting Analyst (1) Payroll Advisor Payroll Administrator Supervisor, Development Purchasing & Finance Risk Law Clerk Development Administrator Senior Financial Analyst (1 Full-time) (1 Part-time) Supervisor, Purchasing & Supply Chain Management Purchasing Analyst Buyer Director, Information Technology & CIO iwanager, Technology Manager, Business Architecture & Systems & GIS Project Manager, Securit Information Technolog enior Network Analyst Supervisor, Supervisor, Client Database Services & Architecture Technology Support Network Analyst (2 Full-time) Database Administrator Support Technician Web Developer Senior Enterprise (1 Part-time) Business Systems Help Desk Analyst Technician SharePoint Enterprise Business Developer Systems Analyst Hardware (3 Full-time) Technician GIS Technician GIS Analyst June 2019 Director, Human Resources Human Resources Business Partner (3 Full-time) Human Resources & Organizational Development Consultant Human Resources Associate C4() MILTON Director, Infrastructure Manager, Traffic Transportation Coordinator, Planning Lossing Guards Technolo ist Crossing Guards I Traffic 1 (43 Part-time) 1 Technician I Coop Student 1 1 (2) I L- - - - - - J Engineering Services Department The Corporation of the Town of Milton Commissioner, Engineering Services Director, Development Engineering Manager, Transit Manager, Stormwater Manager, Develop Transit Manager Engineering Infrastructure & Right Administrator Project Manager, I I Right -of -Way Infrastnacture Technician (3 Full-time) Development Engineering Technologist (3 Full-time) Development Engineering Inspector (2 Full-time) Coordinator, Engineering Administration Administrative Support Clerk (1 Full-time) (1 Part-time Contract) Director, Operations Manager, Forestry & Manager, Road Manager, Park Manager, Development Horticulture Operations Operations Engineering (2 FT) T Supervisor, Operations & Forestry Supervisor, Operations Development Roads & Parks Engineering Technologist 1 (3 Full-time) I 1 I I I � I I Development IBEW Hourly Engineering Student Workers Seasonal Inspector (33 Part-time) (38 Full-time) (19) (1 Full-time) H Development Engineering Technician Manager, Fleet Fleet Mechanic (3 Full-time) Operations Services Coordinator Operations Administrative Administrative Support Clerk, Clerk Operations Human Resources June 2019 C�t) MILTON Executive Services Department The Corporation of the Town of Milton Human Resources September 2019 C�t) MILTON Supervisor, Administration - Fire Administrative Assistant, Fire F — — — — — — — i Customer Service Representative, Fire___ Support Services Coordinator (MPFFA) Communication Technician (4 Full-time) (MPFFA) Support Services Technician (MPFFA) r Communication — � I Technicians I -- — — — — — — — — I Fire Department The Corporation of the Town of Milton Fire Chief Deputy Fire Chief Deputy Fire Chief Firefighter/ Emergency Vehicle Technician (MPFFA) Human Resources June 2019 FT Suppression District Chief I Training Coordinato Captain Fire Prevention (MPFFA) I I I (MPFFA) (MPFFA) (36 Full-time) — — — — — — — — FT Captain PT Captain I Training Technician Fire Prevention (MPFFA) I (2 Full-time) Inspector (2 Full-time) (9 Full-time) — — — — — — — —I (MPFFA) (MPFFA) r — — — — — — — I PT Suppression I I I I I Firefighter/ Emergency Vehicle Technician (MPFFA) Human Resources June 2019 C�/) MILTON Director, Planning Policy & Urban Design Senior Planner, Policy (2 Full-time) Planner, Policy (2 Full-time) Planner, Heritage Human Resources Planning & Development Department The Corporation of the Town of Milton Commissioner, Planning & Development Director, Development Review Administrative Assistant Director, Building Services & Chief Building Official Administrative Assistant, Building Senior Planner, Development Manager, Zoning & Property Manager, Plans & Permits Review Manager, Inspections Information (2 Full-time) Planner, Plans Examiner II Development Building Inspector III Zoning Officer (4 Full-time) Review (5 Full-time) (3 Full-time) (2 Full-time) Plans Examiner I Building Inspector II Planning (8 Full-time) Property Information (4 Full-time) Administrator Offi cer Plans Examiner Tech Building Inspector 1 (2 Full-time) Planner, Site Plans (3 Full-time) Planning Services (2 Full-time) Representative (2 Part-time) Building Permit Administrator (3 Full-time) June 2019 Note: Whitby is currently undergoing an organizational reorganization and choose not to share a copy of their organizational chart with their benchmarking submission. Note: Burlington did not provide a copy of their organizational chart with their benchmarking submission. GrantThornton An instinct for growthrM Appendix E: List of resources used in comparative analysis (benchmarking) 41�► GrantThornton An instinct for grow6 Appendix E: Resources used in comparative analysis 1. Pickering 2019 Current Budget https://www.pickering.ca/en/city-hall/resources/2019ApprovedCurrentBudget. Pdf 2. Chatham Kent 2018 Budget Overview https://www.pickering.ca/en/city-hall/resources/2019ApprovedCurrentBudget. Pdf 3. Milton 2019 Approved Capital and Operating Budget https://www.miIton.ca/en/townhall/resources/Budget20l 9/2019 -Approved -Capital -and - Operating -Budget -Book. pdf 4. Whitby 2019 Budget Summary https://www.milton.ca/en/townhall/resourcesIBudget20l 9/2019 -Approved -Capital -and - Operating -Budget -Book. pdf s. Burlington 2019 Approved Budget https://www. burl ington.ca/en/your-city/resources/Budget/201 9-Budget/201 9-Budget- Book-Combined-WEB.Ddf 6. Kitchener 2019 Consolidated Budget Information https://www.kitchener.ca/en/resourcesGeneral/Documents/FIN FP 2019 Consolidated Budget Info.pdf