HomeMy WebLinkAboutPD-44-93 °fki ®I~~~RTI~1 ~ `TFI~ ~'w STS.
DN: ECON-DEV
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General Purpose and Administration Committee
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Meeting: Fiie <~~>~~<~ t ~ ~ ~ E:=.
Monday, March 1, 1993 Rey. # ~~~~-~t~~~ ~ I i7~->-
Date:
PD-44-93 ~y-c.a~
Repent Fife
Subject: ECONOMIC DEVELOPMENT
Recor~rner~titior~r
It is respectfully recommended that the General Purpose and Administration
Committee recommend to Council the following:
1. THAT Report PD-44-93 be received;
2. THAT the staff recommendations contained in Report PD-44-93 be APPROVED;
3. THAT a copy of this Report be forwarded to Members of the Mayor Task Force;
and
4. THAT Council thank the Members of the Task Force for their contribution.
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1. IN't'xODUCTION:
1.1 In January 1992, Council approved two initiatives to address the issue of economic
development. The first initiative resulted in the hiring of Stephen Chait Consultant
Ltd. to prepare an economic development strategy and a long term economic
development plan for the municipality. The second initiative saw the formation of
the Mayor Task Force on economic development with the intent to solicit some
short term and specific action plan from local businesses.
1.2 On September 28,1992, S. Chait Consultants presented the Economic Development
Strategy Stage 2 Report to Council. The said report provides a blueprint for an
overall economic development strategy for the Town. In addition, it details an
industrial/ commercial marketing plan and a tourism marketing plan with cost
estimate for each program. Council received the presentation and the Report and
resolved to refer the matter to staff for review and to report back to the Committee.
1.3 While staff was reviewing the Chait's Report, it becomes apparent that the
recommendations from the Mayor's Task Force will be forthcoming soon. It was
therefore prudent to delay reporting on the Chait's Report so that the Task Force's
recommendations could be addressed at the same time. Indeed, on December 14,
1992, the Task Force presented it's report to Council which referred the matter to
the Chief Administrative Officer to arrange a meeting with a representative of the
Task Force and Council members. Council also directed a report be prepared to
the General Purpose and Administration Committee following the said meeting.
2. REPORT ORGANIZATION:
This staff report is organized in three (3) parts for ease of referencing. Cross
referencing is made wherever possible and staff recommendations are highlighted
throughout this report.
Main elements of the Staff Report that follow are presented as follows.
Part 1: Chait's Report on Economic Development StrateQv
1. Synopsis of the Chait's Report
2. Staff comments and recommendations on:
2.1 Corporate strategy to create a positive, pro-active and
supportive local government;
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2.2 Commercial/industrial marketing plans; and
2.3 Tourism marketing plan
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Part 2: Mavor's Task Force Report
1. Introduction
2. General Comments
3. Staff comments on the specific recommendations of the Task
Force's Report
Part 3: Implementation StrateQv
1. Options discussion
2. The preferred option
2.1 The First Phase
2.2 The Second Phase
3. P-ersonnel Requirements -- - --
4. Budget Requirements and Funding
5. Reorganization
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PART 1 - S. CHAIT'S REPORT ON ECONOMIC DEVELOPMENT STRATEGY
1. SYNOPSIS OF t~tlr: CHAIT'S REPORT
Since the Chait's Report was made available to Members of Council back in
September, 1992, staff respectfully request members of Council to revisit the said
report prior to consideration of this staff report. In any event, the Economic
Development Strategy as recommended by S. Chait can be grouped into three major
categories:
a) recommendations pertaining to creating a positive, pro-active and supportive
local government;
b) recommendations on very specific marketing plans for commercial/industrial
sectors; and
c) recommendations for the tourism sector.
Each of the Chait's Report recommendation was examined, reviewed, and
commented on briefly. For ease of reading, the Chait's Report recommendations
are printed in Italic and staff recommendations are highlighted.
2.1 RECONIlVIENDATIONS PERTAINING TO CREATING A POS1~1~1VE PRO-
ACTIVE AND SUPPORTIVE LOCAL GOVERNMENT
2.1.1 Create an economic vision by adopting a corporate mission statement and approve an
organization strategy.
2.1.2 Commit itself to deliver a competitive superior service by adopting "customer service
objective".
The above two points are addressed as follows:
Staff agree that a corporate mission statement is needed to create that positive pro-
active and supportive municipal environment for businesses. Although not officially
adopted, senior management staff have, in the past, initiated several in-house staff
training sessions along the theme of "excellence in service". This implies both in the
areas of quality service and customer satisfaction. Senior management staff have
long recognized the need to emphasize this aspect of staff training to enable the
municipality to compete in the 90's. However, adopting a corporate mission
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statement in advance of complete staff training in this area may be premature. It
is therefore recommended:
Recommendation No. 1
That the Chief Administrative Officer be directed to develop a program of
staff training in customer service and to report back including suggestion of
a corporate mission statement.
On the recommendation of approving an organization strategy (see Attachment No.
1), staff will deal with the issue of staffing under Part 3 of this Report.
2.1.3 Provide technical training and innovations including:
• development of public information tool
• set target date for building permit
• fast track development and permit applications
• computerize information systems
S. Chait suggested the Town should produce a comprehensive pamphlet or booklet
setting out the application process, the various requirements, guidelines and
standards of the Town. Staff agree with this recommendation in that the various
sources of information throughout the various departments should be consolidated.
Staff also agree that target dates should be set for various types of standard building
t,ermit applicato~~~. It is therefore recommended:
Recommendation No. 2
THAT the Director of Planning and Development proceed to co-ordinate
among all Departments and to prepare a booklet on Development Process,
requirements, guidelines and standards;
Recommendation No. 3
THAT the Director of Planning and Development proceed to set target dates
for various types of standard building permit applications.
With respect to fast track development applications, there are several inherent
problems associated with this suggestion. Firstly, the planning process in the review
and approval of any development application is dictated by the Planning Act and
involves many other government agencies which the Town has no control. Staff, of
course, can expedite that part of the process involving only the Town. However,
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Town staff have to deal with many applications and the speed of internal processing
very much depends on the volume of work and available staff resources. Municipal
government should not keep hiring staff solely for the purpose of expediting
development applications unless the development industries are prepared to pay a
large development application fee. The logical solution is to prioritize works. The
current practice of dealing with standard commercial and industrial application on
a priority basis seems to work well and should be practiced continuously. It is
therefore recommended:
Recommendation No. 4
THAT all Department Heads and all staff deal with commercial and
industrial applications as top priority.
Computerized information base would not only provide proper maintenance and
record keeping. Most important of all, it would allow staff easy and quick access to
information required by the general public. Currently, the Town used a
combination of computerized information and paper file for information
management. Recognizing such deficiency, a staff working group was formed
recently to investigate the Town's need for a comprehensive geographical
information system (G.I.S.) Many municipalities have such a system in place and
have been proven to be effective and efficient in managing municipal information
for quick, accurate and timely customer service.
Review existing zoning by-laws to allow for greater differentiation among industrial-lands
therefore avoiding conflicting property standards
Create new opportunities for locating prestige o~ce park and high performance
industrial developments along Highway 401
The two recommendations above are related and therefore grouped together for
comments. These recommendations are policy initiatives of a planning nature and
should be dealt with within the context of the Official Plan Review exercise. Once
the official plan is completed, a new comprehensive zoning by-law will be introduced
to promote and facilitate higher standard development in our industrial parks.
2.1.5 Strengthen and promote growth of the commercial sector
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This recommendation is currently being addressed through the central area study
and the commercial hierarchy study, both of which are part of the major
components of the official plan review exercise.
2.1.6 Adopt and implement design standards for gateway locations along highway and arterial
frontages of major employment areas
Staff agree that the physical appearance of an area and first impressions are critical
factors in creating and supporting a reputation for a community. Matters such as
information signage, ease of access, good property standards, and landscaping are
all elements that could contribute to creating the right impression to attract new
businesses. In order to create some immediate results, it is therefore recommended.
Recommendation No. 5
THAT the By-law Enforcement Officers to take the necessary steps to enforce
the Town's Property Standard By-law and other applicable by-laws with the
objective of improving the visual appearance of all industrial areas;
In addition to the above recommendation, entrance signage to various industrial
parks will be installed including cost-sharing with local businesses for billboard
advertising or directional signage. Furthermore, landscaping works to improve the
401 entrance at Liberty Street are proposed. (see Item 16, Table 1 and Item 15,
Table 2)
2.1.7 Encourage and plan for the development of high speed, high capacity inter-urban transit
and highway corridors including Highway 407, 407-401 link, passenger rail and Go train
Proximity and access to high speed, inter-urban transportation system is an essential
infra-structure requirement for businesses both for purpose of movement of goods
and for employee commuting between live and work places. Although the actual
construction of Highway 407 and the 407-401 connecting link will be many years
away, the benefit of supporting such provincial transportation planning initiative at
this time would reinforce in the mind of the businesses that Newcastle is indeed pro-
active and has the vision for the long term economic development interest for the
municipality. It is therefore recommended:
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Recommendation No. 6
THAT Council reconsider it's previous position with respect to Highway 407
and to endorse the technical preferred routes for both Highway 407 and the
connecting link and advise all concerned parties accordingly.
Council members should note prior to approving the above recommendation, a
reconsideration motion with 2/3 majority of votes is required.
2.1.8 Identify potential solutions for reducing current and future tax demand on businesses
Municipal finances and tax structures are fairly complex. A thorough review is
.necessary to determine whether or not it's feasible to reduce tax on business. In
addition, legal implication must be fully understood. For example, municipality is
prohibited by Provincial laws to give property tax incentive to business. In any
event, it is recommended:
Recommendation No. 7
THAT the Treasurer liaise with the Regional Assessment Office to investigate
the possibility of adjustment, if any, to the provincially governed assessment
process.
2.1.9 Promote, plan and lobby for provision of business service infrastructure including sewer
and water capacity, waste disposal, toll
free telephone, etc.
Both senior staff and regional councillors from the Town have been lobbying the
Region on the issue of providing sewer and water services to the South Courtice
Industrial park. In fact, the commencement of the preparation of a Secondary Plan
for the South Courtice Employment Area is a major step in this direction. As far
as the other type of business services, staff will definitely work with local businesses
on a united front to lobby for the type of services that the business community
identify.
2.1.10 Develop and promote awareness of local labour force capabilities
S. Chait pointed out that there is an information gap regarding the quality and other
_ pertinent statistical information of the resident labour force in Newcastle. Staff
agree that such labour force information is particularly important to new businesses
and should be incorporated into the Community Profile. Staff currently receive
lglirn,r £orrP ;n~~~inn fry C",a~~. ployment Office on a monthly basis.
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However, to understand the labour force composition of the Town, a comprehensive
survey of local residents will be required. The 1991 Census on labour force may
provide some general information. In any event, staff will attempt to gather as
much information as possible from all sources and incorporate such information in
the Town's Community Profile which is updated at least once a year.
2.1.11 Promote integration of Newcastle within the G. T.A. and Durham Region
This idea is to build on the international recognition of a Toronto's business
address. In this regard, the Town has already undertaken and participated in many
G.T.A. economic development activities. For example, the Mayor is a member of
the G.T.A. Mayor Committee on Economic Development. This Committee
worked closely with the Premier's Ofhce and the Ministry of Economic
Development and Trade to promote economic development for the G.T.A.
In addition, the Mayor's Committee at the Region is currently re-examining
it's role of economic development with the G.T.A.
2.2 STAFF RECOMMENDATIONS PERTAINING TO MARKETING PLAN FOR
CONIlVl1~RCIAL/INDUSTRIAL DEVELOPMENT
The marketing plan for commercial/industrial development from the Chait's Report
is reproduced in Attachment 2 to this Report and brief comment for each
recommendation is provided as follows.
2.2.1 Implement one stop shopping
In order to implement this recommendation, abusiness or economic development
office must be established. This includes finding the necessary physical space within
the Town Administrative Centre, providing office furniture and equipments, and
hiring staff. Most important of all, the staff must be properly trained and
empowered to assist business from enquiry stage to the final delivery of building
permit in order to implement the one stop shopping concept. In this regard, a cost
of $35,000. has been included as a one time cost in the proposed 1993 budget to
create the physical space for an Economic Development Officer. Therefore, it is
recommended:
Recommendation No. 8
THAT the Chief Administrative Officer shall take all necessary actions to
establish the physical space for an economic development office within the
Town Administrative Centre.
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2.2.2 New brochure materials
With the change of the Town's name in the not too distant future and a new
commitment to economic development, a new "lure brochure" is required. The
estimated one time cost for this brochure is about $30,000 and is included in the
proposed budget discussed in Part 3.
2.2.3 Develop and distribute video
S. Chait recommends a 5-7 minute video be produced to communicate the Town's
competitive attributes as a business location, and then dubbed in other languages
if necessary. Staff agree that a promotional video is a very effective tool to
introduce the Town to potential new business prospect. Accordingly, the necessary
fund is included in the proposed budget.
2.2.4 Support public private sector efforts
S. Chait suggests the Town staff should recruit a marketing team from the private
sector to assist in economic development activities. Staff agree that economic
development should be a j oint effort between government and business and will
continue to work in this direction. Staff have established a network with local
businesses including public and private training agencies such as Durham College
and will draw on their assistance and experience whenever circumstances require.
2.2.5 Produce semi-annual newsletter
A semi-annual newsletter is an excellent communication tool with local businesses.
Cost for this activity includes design layout and printing, and is built into the
proposed budget.
2.2.6 Promote infrastructure improvements
Similar comments and recommendations are contained in paragraphs 2.1.7 and 2.1.9
cited earlier.
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2.2.7 Conduct target calling program
S. Chait suggests extensive contact and networking be established with local
businesses, senior government agencies involved in economic development and in
addition, to target about five (5) businesses a month, preferably in the Scarborough
area. This task is considered part of the workload of the economic development
officer and will be carried out on a regular basis.
2.2.8 Conduct annual survey and update data base
Updating of the Town's Community Profile has been carried out on a regular basis.
Any survey such as labour force survey or business survey will be carried out in 1994
with approximate cost be allocated in the 1994 budget. (see Table 1 in Part 3)
2.2.9 Develop labour markets data base and promote labour supply development
Economic development staff will continue to participate and network with local and
area training agencies such as Durham College, Canada Manpower Centre, Durham
Region Action Committee for Training etc. to be kept current of local labour
conditions in order to advise local and new business from time to time and seek to
increase the quality and variety of labour training.
2.2.10 Host b=annual seminar or conferences
Although this type of economic development initiative is practiced in several larger
municipalities as a mean of advertising or creating an image, ,staff is concerned that
the Town may not have the staff and financial resources to organize these types of
event certainly not in the next few years. The best approach is not to endorse this
initiative until such time the economic development office is well established.
2.2.11 Initiate development billboard co-op
Please refer to comments and recommendations contained in Paragraph 2.1.6.
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2.2.12 Congratulatory ad campaignlpromotion of new municipal name
The Town could seize the opportunity of a new municipal name to embark on a
promotional campaign. This will be in addition to the regular advertising the Town
used in trade j ournals and magazines. Cost for this item is included in the proposed
budget.
2.2.13 Breakfast with Mayor and Council event
This recommendation will be followed up by economic development staff and event
such as this and other special occasion hosted by the town will be planned as often
as need be.
2.2.14 Annual Report
An annual report on economic development activities is essential to keep Members
of Council and the businesses informed. In addition to an annual report, Staff will
be reporting to Council on economic activities as often as need be.
2.3 STAFF COMMENTS AND RECOMMENDATIONS ON THOSE
RECOlVIlVIENDATIONS PERTAINING TO THE MARKETING PLAN FOR
TOURISM
The marketing plan for tourism as recommended by the Chait's Report is contained
in Attachment No. 3. Staff will address each marketing task as follows:
2.3.1 Promote Tourism Awareness
2.3.2 Support public private sector initiatives
2.3.3 Develop tourism theme and visitor packages
2.3.4 Promote Investmentldevelopment opportunities
In essence, the main thrust of these initiatives is to encourage the Town to take a
lead role in tourism development and promotion. This includes working closely with
local tourism operators including the B.I.A.s for co-op advertising, development of
joint marketing plan, public relation activities, promotion of special project or event,
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develop tourism themes, produce visitor packages etc. Some local tourist operators
have already approached the Town staff for joint promotional effort. In order to
carry out the various tasks, adequate funding must be provided and are included in
the proposed budget.
2.3.5 Plan and promote in-Town and waterfront event
2.3.6 Promote awareness of Waterfront opportunities
Once the waterfront plan is in place and tourism/recreational opportunities
identified, the staff will embark on developing a marketing program and promotion
of these opportunities along the waterfront.
2.3.7 Conduct annual survey
2.3.8 Maintain data base and information service
This task includes survey of summer visitors and sample survey of visitors to special
events. Information gathered will be used to help plan future promotional efforts
as well as to attract potential sponsors of special events. In addition, an annual
survey will be undertaken to gather information such as annual attendance,
restaurant receipts, tourist industry employment etc. Surveys of this nature will
consume fair amount of staff time and it is suggested this task be delayed unti11994.
2.3.9 Promote development of signage and "gateways"
This includes the possibility of designating scenic route, walking trail, signage for
tourism gateway featuring historical or event theme etc. Further works are required
to define these projects and these will be the ongoing work of the staff.
2.3.10 Attend trade and travel market place
This includes active participation in major trade and travel show in Durham Region,
Metro Toronto and Eastern Ontario. Joint effort with local tourism operator will
be sought. Cost for this task must be accounted for in the annual budget which will
be addressed later on in this report.
2.3.11 Annual Report and Conference
_ Rather than preparing an annual report on tourism along, staff will be preparing
one annual report on economic development including a section on tourism.
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PART TWO - REPORT OF rtt~ MAYOR'S TASK FORCE ON ECONOMIC
DEVELOPMENT
1. IN`t't~ODUCTION:
Members of the Mayor's Task Force have put in many hours of hard works in
producing a report containing over 40 very specific recommendations. Their
volunteer contribution and efforts are to be congratulated.
In reviewing their recommendations, staff are cognizance of the fact that these are
recommendations made by the private sectors and therefore they may not be aware
that several recommendations may be problematic to implement within the context
of municipal government. There are also several recommendations that are unclear
and certain statements made that need response or clarification from the Town.
The report that follows will therefore first deal with those issues requiring
clarification and then specific comment will be provided to each of the Task Force's
recommendations.
2. GENERAL COMMENTS:
2.1 Out of the 40 plus recommendations, the Task Force placed very heavy onus on the
Local government to carry -the flag of economic development --Although-there-are
two or three recommendations pertaining to future efforts by the private sector, staff
believe that the role of the private sector has not been fully explored. For example,
through its suppliers and networking with out-of--town industries, there is
tremendous opportunity for local businesses to play a major role to entice these
"linked" industries and services to the Town.
2.2 The Task Force Report recommends tourism promotion be left with the private
sector, yet there are four very specific recommendations that appear to involve the
Town.
2.3 The Task Force Report claims its members have interviewed the Town's senior
_ management staff. For clarification, it should be noted that except for the Chief
Administrative Officer, none of the Department Heads have been interviewed.
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2.4 The Report also claims that the Town management structure is too vertical and
statement was made that "managers reporting to managers reporting to managers".
Council is aware of the organization chart for each Department and the fact does
not support the statement made by the Task Force.
2.5 The Task Force Report appears to be critical of the 18 to 19% staff growth within
a 3 year period by citing a 20.73% population growth for the same period. Staff
cannot comprehend the seemingly difficulty.
2.6 The Report claims the average income of Town's employee rose 23.66% from 1989
to 1992 as compared to 11.84% for the average Canadian. Staff feel that
comparison of this nature is inappropriate and highly questionable. Such
comparison can only be made if the cross-section of Town's employee i.e. proportion
of skilled workers versus unskilled workers, is identical to that of the cross-section
of the Canadian Labour Force. Secondly, there is no mention in the Report that
the increase of Town's employees was in part, due to Provincial legislative
requirement for pay equity, although two members of the Task Force were given
such information in their meeting with the Chief Administrative Offfcer and the
Mayor.
2.7 As stated in previous paragraph, the Task Force report claims that there is a staff
salary increase of 23.66% over 3 years. Staff cannot ascertain how the 23.66% was
determined. In any event, our statistical information tabulated from the same three
(3) year budget figures reveal that the salary increase for Town's full time and
permanent part-time employees at 14.98% for the same period.
2.8 The Task Force Report made reference to the need for "zero-based" budgeting
approach. Staff would like to point out that this in fact, is the case for the last two
(2) years budgeting process and resulted in only 1.4% mill rate increase in 1992.
2.9 In addressing the cost of local government, the Task Force produced a chart with
various figures. The Treasurer has examined these figures and is concerned with
their accuracy. rather than dealing with each individual figure, the Treasurer has
produced a similar chart with the Town's figures. Both the Task Force's chart and
the Treasurer's chart are attached to this Report as Attachments No. 4 and No. 5
respectively.
2.10 There are several minor points made in the Task Force Report that are
questionable. However, the purpose of this report is not to provide a critique but
rather to clarify some key information for the benefits of all concerned.
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3. STAFF COMMENTS ON stir: SPECIFIC RECOMMENDATIONS FROM 1rI~
TASK FORCE REPORT
3.1 Town to offer facilities to host akick-off reception for a Town of Newcastle Chamber
of Commerce and to allow Tourist Information Centre to be a phone answering service
for the Chamber on a temporary basis until the Chamber can fanance its own staff
Staff have no difficulty with this recommendation, and will work closely with such
Chamber of Commerce. However, there must be willingness on the part of the local
businesses to volunteer their time to start up such organization; after all, its a
businesses' organization and not a Town's organization. It is therefore
recommended:
Recommendation No. 9
TIIAT the Town sponsor aone-time kick-off reception for a Town of
Newcastle Chamber of Commerce and allow the Tourist Information Centre
be used as a phone answering service for the Chamber for the period of up
to one year.
3.2 Municipal staff to invite local business person to go on calls to prospective business
investors
Staff agree with this recommendation, however, in the absence of an organized local
business organization except for the B.I.A.'s, Staff will contact individual business
for the time being until a list of volunteers is submitted by the yet to be formed
Chamber of Commerce.
3.3 Town to accentuate a facilitating attitude amongst staff including literature, forms and
help information to be given in a positive manner to show people what the Town can
do rather than what they cannot do
Staff will continue to deliver and improve on customer service and help business
people to understand the process and government regulations. Recommendation
No. 2 cited earlier will address the issue of providing helpful information to
businesses.
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3.8 Tourism promotion left to private sector
This is contrary to the Chait's Report recommeand the Town mu
t take a lead
component of community econonuc developm
role in this regard. Therefore, this recommendation is not recommended for
adoption.
3.9 Develop a long term (5 years) operating plan at the department level. Annual budget
process should be zero based
The issue of zero based budgeting has been dealt with previously within this Report.
Regarding a 5 year operating plan, it is recommended:
Recommendation No. 11.
THAT the Chief Administrative Officer refine the 5 year operating plan and
capital program as part of the annual budgeting exercise.
3.10 Programs such as TQ~VI (Total Quality Management) should be looked at
The concept of total quality management has been explored and used to a certain
extent by different levels of government. In our municipality, the quality
management concept has been oriented towards service delivery at reasonable cost.
This -has involved a shift in traditional---thinking -that -has-been oriented towards
service delivery at reasonable cost. The more recent concept of TQM stresses the
following:
• monitor quality levels so they can be managed
• focus on continually adjusting service levels to satisfy needs
• utilize skills and knowledge at all levels within the organization
• provide for ongoing training and skills development to deliver services most
economically and efficiently (keep current)
• think long term, act short term.
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It should be emphasized that such an approach is an ongoing exercise and requires
considerable time, .effort and commitment at all levels. The process has been
initiated for several recent years and has focused its attention on providing an
excellent service to the public. The Town's efforts have resulted in various
enhancements as a result of the shift away from traditional approaches as have been
reflected in the various services the Town now provides. This has been achieved
while adhering at the same time to strict budgetary guidelines.
This direction has been endorsed by the present and previous Councils as desirable
and necessary. It is recognized, however, that this approach is a long term process
requiring major time and financial commitments. The Town would welcome any
resource details that the Task Force may wish to provide which would enhance the
Town's efforts in this regard.
3.11 Manpower cost-control be extended beyond hiring freezes and include a freeze on
attrition replacement
Reasonable cost reduction targets at S% per annum over S years
To immediately reduce cost, a decrease of one hour employment per day for all Town's
personnel
The main thrust of the above recommendations is cost control in municipal
government. The Town is cognizance of the need for financial restraint particularly
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in the current econorruc conditions and nas taken several
measures-including-a 1.4 0
municipal tax increase in 1992 and maintaining a new staff hiring freeze for the last
two years. Although there is no freeze on attrition replacement, it should be
understood that such is virtually not feasible when considering the significant
population growth in the Town in the -last few years and the need to provide and
maintain a level of services to meet the need of the residents. Any recommendation ,
from staff at this time on this issue and on cost reduction would be premature until
Council has the opportunity to deliberate the 1993 Budget.
3.12 Privatization of all Departments not connected to Town administration, including Public
Works, Fire Department, and Community Services Department
Sub-contracting of all non-strategic services; e.g. in Planning Department, all technical
_ activity should be left to private sector
The issue of privatization is an extremely complex one. There are very few
municipalities, if any, which have privatized the entire Department operations. In
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the absence of any detail cost benefit analysis and a full understanding of the legal
implications, staff have identified several potential problems with privatization.
Firstly, we must recognize that private company is primarily interested in making
profit. Therefore it may not be responsive to the citizen's request or complaint and
is generally less accountable for its action as compared to municipal employees.
Secondly, once privatized, the municipality would be at the mercy of the private
company. This is especially true in the case of specialized services where there is
no second company available to compete for the contract services in order to get the
best possible price and the best possible services.
Thirdly, privatization would not eliminate the administrative staff who still have to
administer the privatization contract .
Fourthly, the existing union contracts prohibit the municipality to contract out or
privatizing if it costs the loss of employment of union members.
Fifthly, there is the whole question of liability. The Municipal Act and various
statutes charge the municipal government with certain responsibilities. Legal
implications must be clearly understood. For example, the Occupational Health and
Safety Act would still hold the municipality liable for contracted workers yet the
municipality has no direct control on working conditions and safety standards. Staff
are of the opinion that privatization of various Departments is laden with some
major potential problems that this Task Force recommendation should not be
attempted.
Staff does, however, agree that contracting out of certain functions are quite
feasible. In fact, many of the current Town's services are contracted out including
garbage collection, road construction, specialized planning studies. Staff will
continue to examine this aspect and will make recommendations to Council from
time to time.
3.13 A Council member should be a working part of negotiating team. Member of Task
Force to sit on an Advisory Committee to assist Council in negotiations
This suggestion is a topic that has caused considerable discussion over the recent
past. More specifically, it would appear that the intent of the Task Force's
suggestion related to what level of involvement the Council should take in the
process related to union negotiations.
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Previously, the practice of the Town has been such that face to face negotiations
with union representatives have been undertaken by the admynistration following
review of various requirements with the Mayor as Chairman of Administration and
all Department Heads. Furthermore, liaison would take place, where necessary,
with the members of Council on an as required basis. Ultimately the Council would
consider all issues related to the contract.
It should be emphasized that during the evolution of the above process, the Town's
approach to bargaining has always focused on establishing the most reasonable
settlement within the parameters established by Council for any current year
through the budget process. In addition, the Town has been cognizant of similar
processes in the surrounding municipalities and aspects related to inflationary
indices in the general area which are taken into account.
Recently, the Council requested staff to review the formulation of appropriate
guidelines to serve as parameters relative to Council's participation in the Collective
Bargaining process.
3.14 Delegate economic development to a full-time employee
Staff agree but it should be noted that one person cannot possibly do the works
required to implement the recommendations of the Chait's Report and the Task
Force Report. This matter will be dealt with in detail in Part 3 of this Report.
3.15 Establish a "one-stop" information service to business
Use the area MPP to lobby for a Business Self-Help Centre
Please refer to comments contained in Paragraph 2.2.1 of Part. One of this Report.
3.16 Official Plan information display be set up permanently at Town Hall
Due to limited space in the Town Administrative Centre, the entire display will not
be shown. However, staff will provide display of key issues for the future phases of
the Official Plan work.
3.17 Propose a facilitating process rather than regulatory process and take the approach "I'll
help you do what needs to be done"
f
~ ~
21
This recommendation will be implemented as part of the customer service training
to be provided to all Town's staff.
3.18 Change Planning Department to 'Approval Planning"
"Approval Planning" will give the incorrect impression that anything and everything
submitted will be approved. Staff cannot recommend to Council to endorse this
recommendation.
3.19 Use exclusive wordings rather than inclusive wording in by-law
This matter will be examined in detail after the Town Offfcial Plan is completed and
no further action is recommended at this time.
3.20 Planning Department to establish amunicipal/building industry Advisory Committee to
implement above recommendations
Planning Department will continue to liaise and communicate with the development
and building industries. For example, the development charge review process
undertaken in 1992 is an example of Town staff working closely with the private
sector.
3.21 Multi-department teams formed to expedite industrial/commercial projects
This is the current practice and will be continued in the future. Recommendation
No. 4 has addressed this.
3.22 Set target date for building permit and customer complaints
This matter is dealt with under Recommendation No. 3.
3.23 Develop a single central source of educational and human resource information for new
business
The Department currently has various types of information that could assist new
business. Will continue to update our information base.
22~~~~
~ w
3.30 Establish small business program through agreement with Ministry of Industry, Trade
and Technology through Section III of the Municipal Act
Although the Municipal Act contains such a provision, the Ministry recently advised
that it cannot entertain any agreement due to lack of funds. Nevertheless staff will
continue to monitor the situation.
3.31 Support agricultural businesses by attracting new agricultural/food products industry
Staff agree with this recommendation and will identify the types of agricultural
related industries for targeting in the future.
3.32 Request Council to re-enter talks with the Province on Highway 407
The Task Force has repeatedly stressed the significance of Highway 407. Staff
comment and recommendation on this matter are contained in Part One, Paragraph
2.1.7 of this Report.
3.33 Promotional programs be coordinated with the introduction of new Town's name
We agree.
3.34 Install signage on tower at Flying Dutchman Hotel to improve the visibility of the Tourist
and General Information Centre
Staff agree and will discuss this matter with the property owner and Ministry of
Transportation for implementation.
3.35 Host an annual "Breakfast with the Mayor" event when senior staff will present an
annual report on Economic Development
Similar comments are contained in Part One, Paragraph 2.2.13 of this Report.
24
PART 1ntcEE - IMPLEMENTATION STRATEGY
1. OPTIONS
1.1 Status Ouo
The status quo scenario is not a do-nothing scenario. It merely suggests that the
Town will continue to perform those economic development tasks that were carried
out in previous years. These tasks include:
• maintaining and update of certain information such as community profile,
inventory of vacant industrial lands and building, and business directory
• network with agencies such as the Durham College, Durham Manufacturing
Association, Ministry of Economic Development and Trade, Durham Region
Economic Development Department, G.T.A. Committee on economic
development etc.
• participate in Trade Shows in Toronto area
• handle enquiries
• fast-track industrial/commercial site plan applications
• miscellaneous tasks
This scenario will see the Director of Planning and Development will continue his
role for the additional responsibility of economic development. Assisted by a
planner, both individuals will deal with economic development tasks generally on an
as-time-permits basis. The cost of this scenario for 1992 budget is $42,000. excluding
salary. Estimate for 1993 would be approximately the same.
Council should note that this scenario is at the expense of the planning functions
since some man-hours in planning works have been diverted to economic
development.
1.2 Full Imtilementation of Chait's Report recommendations and the Mav_ or's Task
Force recommendations
Although staff have provided comments and recommendations in Parts One and
Two of this Report to explain how and why the recommendations from the Chait's
_ _ 25
i
Report and the Task Force's Report should or should not be implemented, Council
could choose to implement all the recommendations from these two reports.
Staff do not recommend this scenario for the many reasons stated previously.
2. ~t~tt~ PREFERRED OPTION
The preferred option takes the approach of a phase implementation strategy. In
essence, the first phase will take place in the first two years (1993 and 1994) while
the second phase will be from (1995 to 1997). Essentially, the first phase is a short
term two year plan including the implementation of some of the tasks and initiatives
for economic development. The second phase is similar to a 5 year plan when all
the tasks are to be accomplished.
A phasing plan is preferred for the following reasons:
• to lessen the financial impact of the municipality for the first two years
• to allow staff the time to be trained and develop the necessary experience and
networking
• to ensure the municipality does not undertake too many tasks that it cannot
handle
• to-allow a-new and-major function of-the...municipality _to___grow__and_.mature
gradually
2.1 The First Phase (to December. 19941
For the first two years, staff propose the tasks contained in Table 1 to be
undertaken. Assumption is made that there will be only one full-time Economic
Development Officer with part time clerical assistance both will be reporting to the
Director of Planning and Development. These tasks have been discussed in detail
earlier in Part One and Two of this Report and will not be further discussed.
However, cost estimates for these tasks were identified. The cost estimates have
been taken from the S. Chait's Report with some downward adjustments where staff
feel the Chait's Report may have over estimated the cost.
Recommendation No. 12
THAT the Phase 1 Implementation Program contained in Table 1 be
approved.
z 26
TABLE 1
Phase One (1993-94) Implementation Program
COST
Department/ ONE TIME COST I ANNUAL COST
Account Origin of
Task Number Recommendation 1993 1994 1993 1994
1. Customer Service C.A.O. Chait's Report & $ 5,000 $ 5,000
training Task Force Report
2. Develop corporate C.A.O. Chait's Report & No Cost
nussion statement Task Force Report
3. Prepare booklet for Planning Chait's Report $ 5,000
development
application
4. Set target date for Planning Chait's Report and No Cost
building permit Task Force Report
5. Treat industrial) All Chait's Report and No Cost
commercial projects Departments Task Force Report
as top priority with
multi-department
team approach
6. Enforce Property Plamiing Chait's Report No Cost
Standard By-law in
industrial area
7. Install signage at 7710-X-520 Chait's Report and $ 20,000
entrance-of - Task Force Report
industrial park and
entrances to Town
8. Examine feasibility Treasury Chait's Report and No Cost
of reducing Task Force Report
business tax
9. Participate in GTA Economic Chait's Report and No Cost
Economic Development Task Force Report
Development
initiatives
10. Establish an C.A.O. Chait's Report $ 30,000
Economic
Development office
11. Furniture and 7710-X-0506 Staff $ 20,000
equipment for new
office
12. Hiring an 7710-X-0001 Chait's Report and $ 25,000 $ 45,000
Economic Task Force Report
Development
umcer
COST
Department/ ONE TIME COST ANNUAL COST
Account Origin of
Task Number Recommendation 1993 I 1994 I 1993 I 1994
13. Prepare new 7710-X-0205 Chait's Report $ 30,000
brochure
14. Develop 7710-X-0209 Chait's Report $ 20,000
promotion video
15. Produce semi- 7710-X-0205 $ 2,000 $ 2,000
annual newsletter
16. Improve 401/ Community Staff $ 30,000
Liberty Street Services
entrance 7603-1-516
17. Conduct target 7710-X-0232 Chait's Report and $ 2,000 $ 2,000
calling Task Force Report
18. Update data base 7710-X-0205 Chait's Report and $ 2,500 $ 2,500
Task Force Report
19. Ad campaign and 7710-X-0209 Chait's Report and $ 20,000 $ 10,000 $ 10,000
promotion of new Task Force Report
municipal name
20. Hold breakfast 7710-X-0164 Chait's Report and $ 3,000 $ 3,000
meetings with Task Force Report
businesses
21. Prepare Annual 7710-X-0205 Chait's Report $ 2,000 $ 2,000 "
Report
22. Tourism _ 7710-X-0209 Chait's_ Report. _ $ 20,000
promotion
including joint
public/private
initiatives, theme
days, visitor
packages etc.
23. Conduct survey 7710-X-0205 Chait's Report $ 4,000
and update data
base for tourism
24. Develop signage 7710-X-0520 Chait's Deport $ 4,000
for tourism
28 ~I~~~
i
COST
Department/ ONE TIME COST ANNUAL COST
Account Origin of
Task Numbers Recommendation 1993 1994 1993 1994
25. Attend Trade 7710-X-0164 Chait's Report $ 8,000 $ 8,000
Shows
26. Host kick off 7710-X-0164 Task Force Report $ 2,000
reception for
Chamber of
Commerce
27. Use Tourist Economic Task Force Report No Cost
Information Centre
for phone
answering service
for Chamber
28. Prepare 5 year C.A.O. Task Force Report No Cost
municipal
operating plan
29. Examine TQM C.A.O. Task Force Report No Cost
Concept
30. Prepare welcome 7710-X-0205 Task Force Report $ 10,000
wagon Type
package for new
business
31. Target agricultural Economic Task Force Report No Cost
related business
32. Install signage on 7710-X-0520 Task Force Report $ 3,000
tower at Tourist
Information Centre
33. Enquiry and Staff -- -- -- --
Follow-up
TOTAL $132,000 $ 82,000 $ 59,500 $ 83,500
2.2 The Second Phase (1995 - 1997 Inclusive
The second phase will commence from January, 1995 to December, 1997. At the outset
of this phase, a Senior Economic Development Officer and afull-time clerical staff will be
required to implement the balance of the tasks identified in Table 2 as well to perform the
regular workload identified in the first phase.
Recommendation No. 13
THAT the Phases 2 Implementation Program contained in Table 2 be endorsed in
principle.
~ 29
TABLE 2
Phase 2 (1995-97) Implementation Program
i
Department/ Origin of
Task Account No. Recommendation 1995 1996 ~ 1997
1. Customer Service training Chait's Report $ 3,000 $ 3,000 $ 3,000
2. a) Hire a Senior Economic 7710-X-0001 Chait's Report $ 55,000 $ 57,000 $ 62,000
Development Officer
b) Retain Economic Development $ 48,000 $ 50,000 $ 53,000
Officer
3. Hire a full time Clerical Staff 7710-X-0001 Chait's Report $ 25,000 $ 26,000 $ 28,000
4. Produce semi-annual Newsletter 7710-X-0205 Chait's Report $ 2,000 $ 2,000 $ 2,000
5. Conduct target calling 7710-X-0232 Chait's Report $ 2,000 $ 2,000 $ 2,000
6. Conduct annual survey 7710-X-0205 Chait's Report $ 3,000 $ 3,000 $ 3,000
7. Update data base 7710-X-0205 Chait's Report $ 2,500 $ 3,000 $ 3,000
8. Develop billboard co-op advertising 7710-X-0520 Chait's Report $ 10,000
9. Hold Breakfast Meetings with 7710-X-0164 Chait's Report $ 3,000 $ 3,000 $ 3,500
businesses and Task Force !i
Report ~
10. Prepare Annual Report 7710-X-0205 Chait's Report $ 2,000 $ 2,500 $ 2,500
111. Tourism promotion 7710-X-0209 Chait's Report $ 10,000 $ 15,000 $ 15,000
12. Plan and promote Waterfront events 7710-X-0209 Chait's Report $ 5,000 $ 5,000 $ 5,000
13. Conduct survey and update data base 7710-X-0205 Chait's Report $ 4,000 $ 4,000 $ 4,000
14. Attend Trade-Shows 7710-X-0164... Chait's Report $ 8,000_. $ 10,000 $ 10,000
15. Landscaping/floral gardens at C. Services Task Force $ 80,000 $ 80,000
selected locations along Highway 401 7603-1-516 Report
16. Estimate a business self-help Centre 7710-X-0101 Task Force $ 5,000
Report
17. Examine feasibility of exclusionary Plamung Task Force No Cost
zoning Report
18. Develop a single source of 7710-X-0205 Task Force $ 5,000
educational and human resource Report
information for business
19. Enquiry and Follow-up Staff -- "- --
TOTAL _ _ i $ 267,500 $ 190,500 $ 276,000
30 ~ ~5~
3. PERSONNEL REQUIREMENTS
3.1 The phasing proposal above attempts to prioritize the tasks and distribute them throughout
a 5 year period. This is essential to ensure the tasks can be realistically implemented
based on the proposed staffing recommended as follows:
Recommendation No. 14
THAT for 1993, Council approve:
a) immediate hiring of an Economic Development Officer; and
b) Director of Planning to spend about 25% of his time in Economic
Development tasks.
3.2 The above recommendation is consistent with the Chait's Report recommendations (see
Attachment No. 1) except that staff suggest the delay of the hiring of the Senior Economic
Development Officer and the clerical staff until 1995. This is necessary to lessen the
financial impact since there are several one-time cost initiatives required to be
implemented in the first two years.
3.3 Clerical assistance for the Economic Development office will be obtained from the existing
staff complement of the Planning and Development Department for 1993 and 1994. Due
to this requirement, it is essential that the Economic Development office be established
on the 2nd Floor to allow share of clerical resources.
4. BUDGET REQUIREMENTS AND FUNDING
4.1 In order to present a complete picture of budgetary requirements, staff have drafted a
proposed budget for 1993 and a four year forecast for Council's consideration. The cost
information was extracted from the previous two tables with adjustment to include various
miscellaneous operation costs of the Economic Development office.
31 i ~JJ
~ '
i
TABLE 3
Budgetary Requirements for Economic Development
1993 - 1997
Description 1993 1994 1995 1996 1997
Cost related to works to be performed by the C.A.O. office 35,000 5,000
Cost related to works to be performed by C. Services Dept. 1 30,000 80,000 80,000
Cost related to works to be performed by Planning Dept. 5,000
Economic and Tourism Budget
Account No. ( Description ~
7710-X-0001 Salary Benefit 25,000 50,000 138,000 146,000 154,000
i'
7710-X-0101 Office Supplies 2,000 2,000 2,500 2,500 2,500
Film Photos 1,000 1,000 1,000 1,200 1,200
7710-X-0110 ,
7710-X-0164 Trade Shows, Events ~ 13,000 11,000 11,000 13,000 13,500
7710-X-0203 Postage ~ 3,000 4,000 4,000 5,000 5,000
7710-X-0205 Printing, Reproduction 36,500 16,500 18,500 14,500 14,500
7710-X-0209 Advertising and Promotion 30,000 50,000 15,000 20,000 20,000
~ 7710-X-0230 Membership 500 500 1,000 1,000 1,000
7710-X-0231 Conference -- -- -- -- --
7710-X-0232 Travel Expense 2,000 3,000 4,000 4,500 4,500
7710-X-0233 Staff Training -- -- -- -- --
7710-X-0299 Miscellaneous 3,500 3,500 3,500 4,000 4,000
7710-X-0403 Transfer to Reserve -- -- -- -- --
7710-X-0506 Furniture/Equipment 20,000 -- 8,000 -- --
7710-X-0520 Capitals -- 27,000 10,000 -- --
I I Total Economic Development & Tourism 136,500 168,500T 216,500 211,700 220,200
I Grand Total 201,500 178,500 296,500 211,700 (300,200
1 Community Services Department will be charged with the responsibility of
implementing beautification projects at selected 401 interchanges. Cost of
these projects could be built into Economic and Tourism Budget Account
7710-X-0520 (Capital).
32 ~ ~5~
4.2 Based on the foregoing, it is recommended:
Recommendation No. 15
THAT the Budgetary Requirements contained in Table 3 for Economic
Development for 1993 be approved and the budgetary forecast for 1994 - 1997
inclusive be approved in principle.
4.3 In order to finance the $201,500 price tag for Economic Development in 1993, it is
suggested that $95,000 be drawn from the Economic Development Reserve Account
which currently has approximately $370,000, and the balance be drawn from tax levy.
It is also proposed that the reserve funds be consumed in its entirety by equal
portions ($68,750. each year) to finance Economic Development activities for 1994 -
1997 inclusive. Therefore the tax impact for the next 5 years could be as follows:
YEAR PROPOSED RESERVE FUND
BUD GET CON ~ 1 ~KIBUTION TAX LEVY
1993 201,500 95,000 106,500
1994 178,500 68,750 109,750
1995 296,500 68,750 227,750
1996 211,700 68,750 142,950
1997 300,200 68,750 231,450
Notwithstanding the above, staff will examine other possible areas of funding for
1994 and subsequent years, including Ontario Hydro Accounts and lot levy.
Therefore the potential impact to fund Economic Development activities between
1994 - 1997 inclusive may not be as prohibitive as it seems.
4.4 Since there is $42,000 built into the 1992 Budget for Economic Development, the
result of increasing the Economic Development budget in 1993 to $201,500 has an
isolated impact of approximately 1.6% overall on the household tax bill. However,
the impact net of the $95,000 contribution from the Economic Development
Reserve Fund is approximately 0.6%.
33 i ~J~J
-~- %f
5. REORGANIZATION
5.1 If economic development tasks are to be carried out, commitment to staff resources
to ensure the jobs get done is of paramount importance. This is particular relevant
in the case of the workload of the Director of Planning and Development who has
taken on many additional responsibilities over the last few years. For example, in
the summer of 1988 immediately after the departure of the, then, Town Clerk, the
Director took over the By-law Enforcement Division including Parking and Animal
Control. In 1989, the Director, with the help of a Planner, assisted the Chief
Administrative Officer in many aspects of economic development tasks. All of these
responsibilities are on top of his regular workload associated with planning and
building functions.
5.2 In the last couple years, the Director has experienced increasing difficulty in coping
with such wide range of responsibilities and the demand of his time by many even
though the Director has put in an average of 45 to 50 hour work week. As a result,
many projects are delayed. The Director is particularly concerned that the Official
Plan Review will be further delayed if he were to devote 25% of his time in
economic development works as recommended earlier.
5.3 In order to accommodate the works related to economic development, the current
responsibility of the Director must be re-evaluated with the objective of transferring
certain functions to other Departments. Since the By-law Enforcement Division,
including .parking and animal control has the less amount of similarity with planning
and development works, it would be logical to have these functions transferred to
other Departments. In this regard, By-law Enforcement and Parking (enforcement
function and personnel) should be transferred to the Clerk's Department; Parking
(parking lot, equipment etc.) and Animal Control should go with Public Works
Department. These latter two functions involve equipments, vehicles, buildings etc.,
all of which are considered best suited for the Public Works Department. In
addition, school crossing guard request and need study should .also be transferred
to Public Works Department as this function is closely related to road and traffic
currently under the Public Works Department. The administrative function of
hiring and maintaining a school crossing guard program will remain in the Planning
Department. Based on the foregoing comments, it is recommended:
Recommendation No. 16
T1IAT effective immediately the following functions be transferred from the
Planning and Development Department as follows:
34 i f 5
~ ~ ~T
I
a) By-law Enforcement and Parking (Enforcement function only) to
Clerk's Department;
b) Parking lot, meter, signage, equipment maintenance etc. to Public
Works Department;
c) Animal Control to Public Works Department; and
d) School crossing guard request and need study to Public Works
Department.
5.4 To account for the possible transfer and in consideration of the Pay Equity
legislation, all affected positions were evaluated by the Pay Equity Committee and
it was concluded that none of the affected personnel will require any salary
adjustment. The salary for the new position of Economic Development Officer was
also evaluated and established at Level 11 ($35,689. - $47,357) of the non-affiliated
employee salary structure. Therefore it is further recommended:
Recommendation No. 17
THAT the salary for the new position of Economic Development Officer be
established at Level 11 with a salary range of $35,689. - $47,357. of the non-
affiliated employee salary structure.
5.5 With respect to clerical support to economic development activities, no new staff is
proposed for 1993 or 1994. It is expected that this need will be accommodated
through staff sharing between departments.
5.6 Since the Director of Planning and Development will direct, manage and plan all
activities of economic development, it would be appropriate for the Director to have
a separate title of Director of Economic Development which would clearly identify
the role of the Director and is particularly important in outside contact with
businesses and agencies. It is therefore recommended:
Recommendation No. 18
THAT the Director of Planning and Development carry a separate title of Director
of Economic Development in dealing the economic development matters.
35 -~
~ _ ~1e
CONCLUSION:
Through the Chait's Report, the Mayor Task Force Report and staff analysis of the
whole issue of economic development, there is now a detail road map for Council
to follow. Economic development requires long term commitment and its success
cannot be measured for many years to come although several short term actions may
provide some immediate result. There is no quick fix nor miracle solution to such
complex task except for a firm commitment and patience for results. Having
considered Council's expressed commitment to economic development and also
having regard to the discussion contained in this report, Staff suggest Council to
approve the eighteen recommendations contained herein.
Respectfully submitted, Recommended for presentation
to the Committee
,
jky 4 1 l
F / ~ '
Franklin Wu, M.C.LP. Lawrence E. Kotse~~
Director of Planning Chief Administrative
and Development Officer (
f
FW*jip
*Attach
23 February 1993
36
Exhibit 2.3 ATTA~T NO. 1
(Organization as recommended
by S. Chait)
Proposed Economic Development Function
Recommended Organizational Option
Town Council
Planning &Devebpment ,S
Director
Consultative/parfiership alliance with local
business community
Sr. Business
Devebpment Officer - - - - - - - - Private Sector
(Sr. B.D.O.) Marketing Team
B.D.O.lfourism Private Sector
- - - - - - - - Marketin Team
Co-ordinator g
Clerical
Use of college level
co-op students
I
h
Exhibit 3.1 ATTAQ-~IT NO. 2
(from S. Chait's
Re~.vi L)
Recommended 10-Year Industrial/Commercial
Development Marketing Plan
YEARS
TASKS/ACTIVITIES , ~
a., 3-4 5 , ti, . 6-8 BYO '-.
Ima e Retention review'-='
.PERIODIC GOALS r &9 & ~ ~ _mployment ~-'Iarget~~
. /EMPHASIS Awarerles~~ Expansion :ortfirrnat' Diversity :A~arkpi?n~:.
} _
1. Implement 1-stop shopping 8~ service
2. Produce new brochure materials
3. Develop & distribute video ~
4. Support public-private sector efforts
5. Produce semi-annual newsletter
rr
6. Promote infrastructure improvements
L
7. Conduct target calling program ~sf=.
8. Conduct annual survey/update data a•
9. Develop labour market data base
& promote labour supply development _
10. Host bi-annual seminar or conference
11. Initiate development billboard co-op _
12 Congratulatory ad campaign
13. Breakfast with the Mayor/Council event -
14. Annual report ~...irr~
.
4~~~ _ •I ~ 4 0
I
' Exhibit 3.2 ATTAQ-]NIQIT NO. 3
(from S. Chait's Report)
Recommended 10-Year Tourism
Development Marketing Plan
YEARS
TASKS/ACTIVITIES
~ ~ 3-4 _ S ~ ~ ~ 6-8 ~-'~~3
~~ax.~e Waterfront -~' Year Review -~
PERIODIC GOALS ~x~x;~t Develop't ~iourxt ~ & Ta~et '
/EMPHASIS ~esci~r~~/lnvestment ~ ~'~,~.~m Expansion '~~i'~'
N
~-
1. Promote tourism awareness
2 Support public-private sector initiatives ~w.. ~
3. Promote investment/development
opportunities
.
4. Plan and promote in-Town and
watertront events "'~"'~"'r'
.
5. Maintain data base and information
services
_
_ - . _ .
6. Promote development of signage and
"gateways"
f
7. Develop tourism theme and market
visitor packages
8. Attend travei/trade marketplaces
9. Promote awareness of waterfront
opportunities - -
_ _ X.
10. Conduct annual surveys
11. Annual report and conference
I/_~`i~l
ATTACHNIF~IT NO. 4
(Chart from Mayor Task
Force Report)
Town of Newcastle
89 ACTUAL 92 BUDGET 9'0 + / -
Revenue
Taxation $37,377,043 $52,725,990 41.07%
Other Income $12,312,351 $9,439,152 -23.34%
Total $49,689,394 $62,165,142 ( 25.1196
~ Expenditures
Region $6,490,001 $9,271,959 42.8796
School Boards $20,206,754 $28,884,858 42.95%
Salaries -Town $6,249,595 $8,502,643 36.0596
Benefits -Town $752,925 $1,352,528 79.6496
Oper/Exp -Town $14,747,946 $16,770,753 13.7296
Total Cost $48,447,221 $64,782,741 33.72%
Margin ~ $1,242,173 I ($2,617,599) -310.7396,
~ Municipal- Population 42,500 51,309 20.73
(Municipal Emp. Full Time 148 176 18.92
Municipal Emp. Part Time 107 127 18.6996
Residential Tax Increase 1989 Thru 1992 16.53% •
Industrial Tax Increase 1989 Thru 1992 18.5496 •
Consumer Price Index Inc 1989 Thru 1992 11.90%
~ Avg. Stat. Income $25,334 Annual $28,334 11.84%
Avg. Mun. Income F.T. $31,580 Annual $39,053 23.66%
Avg. Mun. Income P.T. $14,726 ,Annual $12,827 , -12.90%
¦ Excludes Council Cost
• Includes Region and School Board Increases
ATTACI~7T NO. 5
(Chart prepared by Town
Treasurer)
MUNICIPALITY OF NEWCASTLE
89 ACTUAL 92 BUDGET % + / -
REVENUE:
Municipal/Region/Schools $33,484,644 $47,974,310 43.27
Garbage (Net of rebate) 1,867,372 2,239,810 19.94 (e)
Other Income 12,303,278 11,976,642 - 2.65
ANNUAL REVENUE $47,655,294 $62,190,762 30.50
SURPLUS APPLIED
Municipal/Region/Boards 181,212 631,087
Garbage Rebate - 1,958,090
TOTAL REVENUE $47,836,506 $64.779,939 .
EXPENDITURES:
REGION $ 6,490,001 $ 9,271,959 42.87
SCHOOL BOARDS 20,206,754 28,884,858 42.95
SALARIES (FT/PT & seasonal) 5,901,802 7,978,055 31.00 (a)
(c)
BENEFITS (excluding WCB) 752,925 1,352,528 80.04 (b)
OPER/CAPITAL 14,485,024 17,292,539 19.38$
(Includes Capital & Library)
TOTAL COST $47,836,506 $64,779,939. 35.42
COST ALLOCATION:
Municipal $21,139,751 $26,623,122 25.94
Reg/Schools 26,696,755 38,156,817 42.93
TOTAL COST $47,836,506 $64,779,939
MUNICIPAL POPULATION 42,500 51,309 20.73
MUNICIPAL EMP. F.T. 148 176 18.92
MUNICIPAL EMP. P.T. 9 12 33.33
TOTAL F.T. & P.T. 157 188 19.75
MUNICIPAL EMP. VOLUNTEER (Fire) 98 115 17.35
RES. TAX INCREASE 1989 Thru 1992 14.65
IND. TAX INCREASE 1989 Thru 1992 14.65
CPI INCREASE 1989 Thru 1992 11.90
AVG STAT INCOME $ 25,334 Annual $ 28,334 11.84
AVG. MUN. INCOME F.T. $ 32,357 Annual $ 37,204 14.98 (c)
& PERMENANT P.T. (d)
AVG. MUN. INCOME P.T. - FIRE $ 3,234 Annual $ 2,722 -15.80
BENEFITS (as a ~ of total wages) 12.76 16.95 Wages
(a) Net of pay equity impact. (approximately 4~)
(b) Includes non-controllable - E.H.T., OMERS, UIC, CPP.
(change from OHIP to Employer Health Tax impact)
(c) Excludes Mayor & Council.
(d) Permenant P.T. reflected in 1989 salary for F.T., therefore combined
average used.
(e) Impact net of rebate. ~ l~ ~ ~ ~
~
3.24 Prepare a Welcome Wagon type package to new businesses
Staff agree with this recommendation and will prepare such a package as soon as
the Economic Development office is established.
3.25 Prepare and help arrange contact with apre-determined list of people willing and able
to counsel business regarding training programs to produce required skills
Staff have contact with Durham College and other public and private training
agencies and has made many referrals in the past and will continue to do so in the
future. Please also refer to comments contained in Paragraph 2.2.9.
3.26 Provide sources of funding information
Staff maintain an updated record of information regarding various sources of
funding and programs for new and existing businesses.
3.27 Commence a campaign to promote industrial lands by updating information on
available lands, availability of services, purchase price
The Department has this information which is updated regularly and made available
to new business prospects and to industrial realtors.
3.28 Legislation be changed to leave local municipalities responsible for industrial site
promotion
The current legislation allows the Town to do industrial site promotion and related
economic development activities. However, it does not allow municipality to buy or
sell industrial land.
3.29 Town continue its role with particular stress on both coordination with the Region and
the Greater Toronto Area
Please refer to comments contained in Part One, Paragraph 2.1.11 of this Report.
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