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HomeMy WebLinkAboutCD-x-81 (Report #10) Report #10 TOWN OF NEWCASTLE Mayor Rickard and Members of Council: In compliance with Resolution #C-80-1508, I append memorandums on basic departmental philosophies from the following Department Heads: Mr. Mr. Mr. Mr. Mr. Mr. D. J. T. J. K. J. N. Smith, Director of Planning Dunham, Director of Public Works A. Fanning, Director of Community Services M. McIlroy, Town Clerk Degroot, Treasurer Hayman, Area Fire Chief Respectfully submitted, Joseph M. McIlroy, A.M.C.T. Town Clerk u January 21 1981 C I~' ~p~ ~~~!q f „~i.~{ R" Fd.. RECEIVED JA9Y f~ il~i~ M E M O R A N D U M T0: A. C. Guiler, Town Manager FROM: D. N. Smith, M.C.I.P., Director of Planning DATE: January 5, 1481 SUBJECT: Council Resolution ~~C-129-80 Draft Departmental Philosophies Your Memorandum of December 22, 1980 Our File: Administration 1 - General Further to the above, could you please advise me of the date of the next Department Heads meeting. There is some • confusion in your Memorandum. I have briefly drafted the attached page, which I believe meets the spirit of the resolution. I have interpreted "departmental philosophy" to mean "guiding principles" or what might be termed "departmental objectives". The list is not exhaustive nor does it imply any ranking or priority. I trust that if same is acceptable to you that you will countersign. i DNS:lb Encl. D RE~EI'UE R A ,SAN 61981 F T DEPARTMENT OF PLANNING AND DEVELOPMENT - JANUARY, 1981 STATEMENT OF DEPARTMENTAL PHILOSOPHY (Departmental Objectives) • To provide elected representatives with objective advice on planning and development matters affecting the Town of Newcastle in accordance with "sound planning principle". • To facilitate and promote the balanced growth of the Town of Newcastle in accordance with sound planning principle and to initiate ways and means of achieving same. • To provide the residents of the Town of Newcastle with the opportunity of participating in the planning and development of their municipality. • To effectively manage the limited resources of the department to facilitate the efficient undertaking of the Department's responsibilities. • To encourage the development of Planning and Development staff in terms of gaining new expertise and experience and in realizing the employment potential of staff with the Town. ~~ ,~ ~~L ~;~cS~.Rd`1~ rti.. , ' M E M O R A N D U M T0: A.C. Guiler, Town Manager. FROM: J. Dunham, Director of Public Works. SUBJECT: Resolution ,'I C-80-1508. DATE: January 5, 1981. Further to your memorandum of December 22, 1980, and Council • Resolution l1 C-80-1508, I would initially say that I have some difficulty in addressing same. In accordance with Council's request, you ask that a statement of "basic departmental philosophies" be prepared; this, I find, is somewhat confusing in that "phylosophy" is defined, variously, as: - A search for a general understanding of values and reality by chiefly speculative rather than observational means, - An analysis of the grounds of, and concepts expressing fundemental beliefs, - All learning exclusive of technical precepts • and practical arts, etc. If one is to summarize the basic aims and intentions of this Department, as opposed to the "phylosophy" thereof, I would say that we make every effort to achieve operational efficiency with the resources and manpower available. On a frequent and regular basis, Staff Meetings are held and any areas of concern are discussed and resolved to the best of our ability. These meetings include all aspects of the Public Works function, and we are continually improving and updating methods in order to provide the best possible service within the limit- ations of equipment, personnel and finances. I trust the foregoing satisfactorily addresses Resolution C-80- 1508, and will be of interest and assistance to you in the pre- paration of your statement to Council on January 19, 1981. >' M E M O R A N D U M T0: A. C. Guiler, Town Manager FROPt: Thomas A. Fanning, R. D. M. R. Director, Department of Community Services DATE: January 2nd, 1981 SUS';IF.CT: Resolution #C-129-80 Resolution #C-80-1508 • iNith reference to your h1emorandum of December 22nd, 1980 regarding "Departmental Philosphies". As a registered member of the Society of Directors of Municipal Recreation of Ontario the philosophy of a Department i5 put forth by the Director through the Policies and Procedures Afanual of the Society of Directors of Dlunicpal Recreation of Ontario. In taking the oath as a member in October 1954, it is my responsibility to fulfill the policies • laid down in the "Crud" and "Concept of Ethics". Furthermore, it is my responsibility to put forth good leadership for staff and the Community. Please find attached, 5. D. M, R. 0. Creed and Concept of Ethics. Gt / J - ~_ n~ ,,,.~ - ~~ ~ ~~ ,~ n P C~a~ T>,°~~~ ~~r pSGi-'~` ~- if~'s c~fri ~oaetr~ ~ f o8ireetors of ~uhkrpa!„~ereatioti a/ C6lytario CREED • believe that recreation is an important facet of our culture because: Happiness and continual personal growth are the right of every individual and society should develop a type of environment in which both of these are possible for all. I further believe that the spiritual welfare and good mental health of people is dependent upon the choices they make in the employment of their leisure time. ~1s it is incumbent on any recreation authority to ensure that there is opportunity for individuals to make choices • which aze opportune to their particular ages and inter- ests and to seek and pursue these achievements to their fulfillment; [further believe that 1 should dedicate my professional time and effort to the attainment of the type of society in which these things can be placed with- in the reach of all persons, regardless of race, creed, colour or economic level. A - 1 - 79 CONCEPT OF ET N.ICS The professional concept implies a mature and enlightened viewpoint, influenced by constant study of the needs of society and a diligent search for truth. There is an obligation by each individual to contribute their experience and _earninq, thereby enriching the body of knowledge of the procession. Zt is an avowed belief that respect be accorded the dignity, individuality and democratic right of every person. Performance is guided by a code of ethics, which is universally respected, accepted and practised. The ethical code is fourfold. Zt is self-evident that the code be upheld and respected through thought, deed and action by all those professing. • SERVICES SHALL BE RENDERED TO SOCIETY *RITHOUT PREJUDICE TO RACE, CREED, COLOUR, AGE, SER OR TO ECONOMIC OR SOCIAL LEVELS. COUNCIL SHALL REFLECT LOGIC BASED ON ESTABLISHED RECREATION PRINCIPLES, PRECEDENTS, AND PROCEDURES. PRACTISE SHALL ADHERE TO THE TENENTS OF PERTSNENT LEGISLATION AFFECTING PROGRADSMES, FACILITIES, ADMINISTRATION, PUBLIC SAFETY AiVD HEALTH. COMPORTMENT SHALL AT ALL TIMES DEMONSTRATE • THE HIGHEST PERSONAL STANDARDS OF INTEGRITY, SINCERITY, AND HONESTY, MANIFESTING AN ATTITUDE OF OBJECTIVITY AND HUMILITY WORTHY OF EMULATION. A - 2 - -9 CODE OF ETHICS A) As a member of the S.D.M.R.O „ I expect to live up to the following standards: 1. I will recognize m}' obligations to my employing authority and will work to make possible the positive use of leisure by members of the community and will, at all times, respect the worth and individual dignity of each member of the community. 2. I will aim at agreement with recreation authorities on conditions of work for staff and self such as probationary leave, tenure, vacations, leaves of absence, educational leave, on-the-job training anal professional association activities; and I will consider, when leaving a position, the interests of the municipality and my successor. 3. I will recognize my obligation to 3o everything in my power to improve the status of the recreation department among other municipal departments. 4. I will accept, for myself and others, the principle of appointment and promotion according to merit with due respect to seniority systems as established by my employing auchori ty, and I will co-operate in selecting appropriate, and using satisfactory methods of appraisaland evaluation. 5. I will maintain good relationships by scrupulously protecting all confidential matters and not repeating hearsay or evaluate comments from others. 6. I will not accept gifts or incumberances, title or property from firms • or ird ividuals which might raise a question of favouring the donor when purchasing or making other decisions in the course of my work. I will not have any interest or title in any enterprise related to recreation without the complete awareness of my employer. 7. I will not provide professional services for fees outside of my regular amp loyment without the consent of my employer. 8. I will consider my personal behaviour carefully with reference to the standards expected of me by my community, recognizing that certain liberties which T could claim as an individual cannot be exercised under all circumstances without harm. Should I find it necessary, as a matter of principle, personal privilege or for any other reason to depart frem the normally accepted 1eve 1. of conduct, i will seek advice f rcm the S.D.?7.R,0. Executive. 9. I will use avert' oopo rtunicy of improving .ry general ar.d special education and will supcort others in doing so, recognizirg that the e.^.tire profession benefits from t^e respect that its members ho13. A - 3 - i9 10. I accept my obligations as a member of the recreation profession in Ontario by attending meetings of the S.D.M.R.O. and when asked, give serious consideratior, to serving on various Committees. B) As a member in good standing of the S.D.M.R.O., I expect from that body of beers: i. Co-operation and assistance in the defining of the role of public recreation and the opportunities of sharing of concepts, methods of serving the public, guidance in education requirements for self-improvement. 2. Liaison with other associations and organizations and in recreation as approved by the membership. ~~ 3. Registration as designed by the Legislature of Ontario and the Recreation Directors Act (Bill 30, 1958 Statutes of Ontario). 4. Co-operation and liaison with government authorities on municipal, provincial, and national levels, while guarding against any undue paternalism or interference. 5. Maintenance of a high standard of membership so that participation in the S.D.M.R.O. will have value. 6. The opportunity to participate in the fo rnulation and execution of policy and organization of the S.D.M.R.O. itself. 7, To be kept informed of developments in recreation administration, education, ~. facility management, property acquisition, techniques and methods of providing a professional service to the clients and recipients in communities in Ontario. 8. Provision of research and the results of research on problems and concerns of imnortan ce to recreation. 9. To provide a board of reference complete with power to gather evidence and accept testimony and to rule on the codes of the S.D.M.R.O. brought before the appropriate committees and executive. 10. To speak out on issues of public concern to ensure the continued growth and dignity of the recreation profession in Cntario. A - 4 - i9 TOWN OF NEWCASTLE Mr. A. C. Guiler, Town Manager: I refer to your memo dated December 22 1980 regarding Resolution #C-129-80 (stttm~arized statements of basic department philosophies). Section 215 (11) of the Municipal Act defines the duties of the Clerk as follows: (a) to truly record in a book, without note or cormient, all resolutions, decisions and other proceedings of the council; (b) if required by any member present, to record the name and vote of every member voting on any matter or question; (c) to keep the books, records and accounts of the council; (d) to preserve and file all accounts acted upon by the council; (e) to keep in his office or in the place appointed for that purpose the originals of all by-laws and of all minutes of the proceedings of the council; (f) to perform such other duties as may be assigned to him by council. This section does not, however, mention the other duties assigned to the Clerk by this and many other acts such as Assessment, Drainage, Education, Environmental Assessment, Fluoridation, Elections, Plans of Subdivisions, Line Fences, Liquor Licences, Local Improvement, Marriage Act, Ontario Municipal Board Hearings, Ontario Heritage Act, Planning Act (processing of Zoning By-laws), Pounds Act, Power Corporation Act, Shoreline Property Assistance Act, Vital Statistics, Tile Drainage, Warble Fly Control. • Regardless of what other officers are appointed by council, the Clerk is the person, in nest cases, which the public will contact if they have a problem, grievance or are looking for information. If the matter is relocated to another department, I generally refer the person to the head of that department. If I feel that. there is no policy laid down for the particular problem, I advise the person to document his or her concerns for transmission to council and to appear in person if considered advisable. My philosophy is to carry out these day to day duties as efficiently and quietly as possible, protecting the public on one side and the council on the other. In other words, if I have the answer - get the job done - if not, refer it to council for consideration. I am glad to say that a very small percentage of the problems ever get as far as council, and this fact confonxes with mY basic philosophy. I do not know to what extent council would like to discuss this, but I should, of course, be glad to answer any questions on the working of my department and, of course, welcome any constructive criticise. ..2 Mr. A.C. Guiler /2 As far as the sub-departments of By-law Enforcement, Animal Control, and Parking Enforcement are concerned, the philosophy is to enforce the by-laws, which, of course, s~netimes result in confrontation with the public. However, we try to hire people with the necessary tact to handle the many difficult situations which arise. i -~___--~ '-- i ~_ ~. ~ - i Joseph M. McIlroy, A.M.C.T. ,~ Town Clerk • January 5 1981 i n,tr?nrtnRermrma Tp: A.C. Guiler, A.M.C.T., Town Manager FROM: Klaas Degroot, C.G.A., Treasurer DATE: January 15, 1981 S[TBJECP: Departmental Philosophy - Resolution C-80-1508 . Tt is rm3' view that the Treasury Department does not have purpose on its own, but rather is a necessary support activity to the various primary activities that the Town of Newcastle is engaged in. In this regard we aim to provide the highest level of advice and information to Council, Camrittees, other Departments and the general public in financial terns on those activities of the Municipality and to perform this function as efficiently as possible with the limited resources available. l 1 K. Ilegroot. MEMORANDUM TO: A.C. Guiler, Town Manager FRAM: J. Hayman, Fire Chief DATE: January 5, 1981 SUBJECT: Basic Departmental Philosophies - Resolution #C-129-80 and #C-80-1508 On checking the meaning of the work philosophy-phies in three dictionaries I find there are several definitions. . 1) The study and knowledge of the principals that cause, control or explain facts and events, serenity and practical wisdom that come from knowledge of general laws and principals. 2) The inquiry into the most ccanprehensive principles of reality in general as human knowledge or human values. General laws that furnish the rational explanation of anything (ie. The philosophy of banking). 3) An older dictionary - What, How and Why of existence. Resolution #C-80-1508 Fire Department - Basic Departmental Philosophies • Public fire protection is a function of the local area municipality. The first duty of a fire department is to prevent outbreaks of fire which would endanger public safety and impose a burden upon the community. (Fire Prevention Section). The secouul duty is fire fighting which includes saving life, suppressing fire with a m;n;rmm, of loss, prompt extinguishment provides effective means of saving lives and property damage. Special services are also provided in the way of emergency rescue service, extrication equipment, water rescue, flooding assistance, environmental hazards, public safety information, urnutual aid assistance in order to safe guard life and avoid a fire or possible explosion. Some of the functions necessary in fire department operations are: Headquarters - administration staff, including budget control, selection of personnel, records, clerical staff, planning and public relations. Maintenance - including care and repair of apparatus, hose, supplies andand equ>_pment. i l2) Training - in all operations. Communications - receipt and transmission of alarms and routine communications, telephones, radios, fire alarm services, etc. Fire Prevention - including inspection services, enforcement of fire laws, codes and ordinances. Fire Investigation - including determination of causes of fires, suppression of arson and study of fire experience. How: A fire fighting organization is to a large extent built around the apparatus and equipment used in suppressing fire. The efficiency of its operation is dependent upon the nature and adequacy of this apparatus. Fire departments are organized under the "Municipal Act" Chapter 284 and it is the responsibility of the local m~uzicipal officials in maintaining and operating the department to a degree of efficiency and reliability. Training of firefighters is carried out with the use of developed training programs, training manuals, sepcial transparencies, film projec- tor, advisory personnel and use of in service equipment. An evaluation of public fire protection needs must take into account a number of factors, such as types of buildings there are to protect, life hazard that exists, fire frequency, area to be protected, response time, apparatus available and manpower available for satisfactory operation. A fire department must have good morale, unity and the ability to evaluate and improve itself at all times. Records and reports are the means by which the fire department can be analyzed and are required in every phase of departmental activity, covering pertinent information as to fire losses, monthly and annual reports, fire marshal reports, budget and fiscal reports, personnel records, organization and operations, equipment and maintenance, fire prevention and other administrative records, they also are for public record of comparison in previous years. Fire departmtent buildings include administrative offices, stations housing the apparatus and equipment, fire alarm and communications centers, fire training facilities and maintenance and supply facilities. J. Hayman, Fire Chief.