Loading...
HomeMy WebLinkAboutPD-62-91 I V/ THE CORPORATION OF THE TOWN OF NEWCASTLE DN: A.NNUAL.GPA REPORT Meeting: General Purpose and Administration Committee File# R&I-L Date: Monday, March 18, 1991 Res. # By-Law# Report#:pD_62__K_ File #: Subject: 1990 ANNUAL REPORT AND 1991 WORK PROGRAM Recommendations: It is respectfully recommended that the General Purpose and Administration Committee recommend to Council the following: 1. THAT Report PD-62-91 be received; 2 . THAT the Planning and Development Department 1990 Annual Report and 1991 Work Program be received for information. REPORT: In accordance to the practice of the Department, Staff have prepared the Department's 1990 Annual Report and 1991 Work Program. Said report is provided to you under separate cover. Respectfully submitted, Recommended for presentation to the Committee J Franklin Wu, M.C. I .P. Lawrence Kotseff DIrector of Planning Chief A nistrative and Development Officer FW*jip 7 March 1991 NAME 199O/YEA.R END REPO NAME 1J91 /WORK PROGRAM NAME TOWN OF NEWCASTLE PLANNING AND DEVELOPMENT DEPARTMENT t THE TO"A OF eweasI(ie ONTARIO 11 March 1991 Mayor and Members of Council RE: 1990 YEAR END REPORT AND 1991 WORK PROGRAM I am pleased to submit the attached Report entitled "Planning and Development Department 1990 Year end Report and 1991 Work Program" for the information of Members of Council. The said Report is basically two (2) reports combined in one. The first part reviews the activities and tasks completed for this past year while the latter part details the works to be carried out in 1991 . The presentation of these two major components in one report will enable Members of Council to make easy 'reference between the two years as well as to allow better assessment of the progress of the ongoing tasks. The Department has a wide range of responsibilities including the developing and maintaining the Town's Official Plan and Zoning By- law; liaison with senior level governments; conducting various planning studies and research as part of the ongoing strategic planning effort; processing development applications; promotion and marketing of economic, industrial and tourism opportunities; building plan examination; issuance of building/plumbing permit and inspections; by-law and property standard enforcement; parking control; animal control; and administration of school crossing guard program. These responsibilities have taxed the staff resources to the limit. Notwithstanding, I am pleased to report that the Department Staff met the challenge head-on and discharged their responsibilities with professionalism, dedication and unremitting hard work. In order to prepare the Department to meet new challenges in 1991, long term goals and objectives are identified and priorities are established to deal with the unrelenting pressure of growth and development. The Department work program is an useful tool to help us to achieve these goals. i The Work Program provided does not mean all works will definitely be undertaken as Department priorities do occasionally change over the course of any given year, often the results of directions from Council or initiatives from senior levels of governments . Nevertheless, the Work Program represents a reasonable estimate of the tasks that will be undertaken this year based on the availability of staff and financial resources . . . .2 � CORPORATION OF THE TOWN OF NEWCASTLE 40 TEMPERANCE STREET • BOWMANVILLE • 0 N7 R10 • L I C 3A6 • (t'6) 623-3379 • FAX 623.4169 REGYCIEOPAK4 Mayor and Members of Council Page 2 On behalf of the Department Staff, I would like to take the opportunity at this time to express my sincere thanks to Members of Council for their continuous support of the Department throughout this past year and look forward for same this coming year. Franklin Wu, M.C. I.P. , Director Planning and Development Department j FW*jip i i I i I I I I PART ONE 1990 YEAR END REPORT PLANNING AND DEVELOPMENT DEPARTMENT 1990 YEAR END REPORT INDEX PAGE NO. Introduction 1 Organization Structure 2 Overview 3 Division Activities 1. Strategic Planning Branch 4 i2 . Development Review Branch 7 3. Building Division 10 i 4 . Enforcement Division 13 5 . Administrative Support Services 16 6 . Miscellaneous 17 I I I I i I 1 INTRODUCTION The purpose of the Year End Report is to provide Members of Council with an overall summary picture of the various activities and tasks that were undertaken by the various divisions within the Department during this past year. Over the course of this past year, many tasks have been carried out, many reports have been written and presented, and the Department has taken on many new challenges. The Year End Report would enable us to gain a better appreciation of the roles and responsibilities of the Department, to assess its achievement, to identify areas of deficiency as well as to monitor the progress of various activities. Undoubtedly, the assessment of the Department activities this past year is of paramount importance in developing a realistic Work Program for 1991 which is presented in Part II of this Report. i TOWN OF NEWCASTLE PLANNING AND DEVELOPMENT DEPARTMENT, DIRECTOR ORGANIZATION CHART- 1991 ofPLANNING and DEVELOPMENT FRANKL/N W// PLANNING ADMINISTRATIVE BUILDING IVISION SERVICES ENFORCEMENT D DIVISION DIVISION DIVISION MANAGER MANAGER ADMINISTRATIVE CHIEF SENIOR STRATEGIC DEVELOPMENT ASSISTANT BUILDING BY-LAW PLANNING REVIEW OFFICIAL OFFICER D.CROME L.TAYLOR J.PASCOE H.WIGHT O.LEGGET SENIOR SENIOR CLERK PERMIT SUPERVISOR BY-LAW SENIOR ANIMAL PLANNER PLANNER TYPIST II CLERK PLAN EXAM. OFFICER CONTROL J.SZWARZ C.PELLAR/N C CLEVENS S BARCLAY and INSPECTION L CREAMER OFFICER O.FERNLONO G.HANEW/CH S ELKINGTON PLANNERS PLANNERS INFO.CENTRE RECEPTIONIST PLAN PARKING A.C. T. HOUBEN H MOULTON CLERK C.WERRY EXAMINERS OFFICERS OFFICERS ARLtSSELL W.MUNRO TYPIST i BUILDING L.TRELA KLYLE VACANT MALLOY(P.TJ R.MILLER C.VAND/NTEN VACANT M HpRNE INSPECTORS E. (Ecrn Der./ VACANT CROSSING GUARDS D L.POTTER D.GEORGE /T PART-TIME PLUMBING O.KEODY DRAFTSMEN PLANNING INSPECTORS G SEMENENKO TECHNICIANS L.CULLEN G.POWLESS G.FRAOSHAM O.McCLE00 L.SHELLEY S.HARDING /.WHITE APPROVED BY COUNCIL MARCH 26,1990 REVISED JANUARY 23, 1991 3 OVERVIEW During 1990, a total of twenty-one General Purpose and Administration meetings were held at which time, a total of three hundred and forty-seven (347) reports were submitted by the Department. These reports were broken down in the following tables with 1989 figures provided for comparison. TABLE ONE Report Categories 1990 1989 Public Meetings 84 88 Official Plan Amendments 24 25 Zoning 68 52 Subdivision 43 37 Committee of Adjustment 6 8 Street Names 6 7 Planning Studies 22 15 Provincial Policies 18 12 O.M.B. Hearings 1 6 Economic Development 2 3 Miscellaneous Planning Matters 13 14 Building Division 15 21 j By-law Enforcement 17 14 Parking Enforcement 15 14 Animal Control 13 12 TOTAL 347 328 Generally speaking, apart from status type report and monthly reports, Staff only present reports to the General Purpose and Administration Committee and Council where decisions or directions are being sought. It should be noted that the Department's responsibilities go beyond those works related to report writing. These include attendance at Ontario Municipal Board Hearings, processing site plan applications, reviewing of consent applications and many routine operations including public inquiries . i i 4 DIVISION ACTIVITIES 1. STRATEGIC PLANNING BRANCH I It is the function of the Strategic Planning Branch to formulate short-term and long-term strategic policy for the municipality including land use, economic, social, cultural and environmental matters. I a) Responsibilities Statutory planning responsibilities related to the preparation, amendment and review of the official plan, secondary plans and neighbourhood development plans. Planning studies as determined by Council. Intra-regional planning with senior levels of government. Municipal data base and research necessary for policy formulation. b) Highlights and Achievements Statutory Planning Responsibilities Processing of development applications of major policy significance including Markborough Properties proposal for West Bowmanville Ongoing review of Laidlaw Infill proposal Modification to Hamlet policies of the Official Plan Municipal Data Base and Research Substantial completion of Heritage Building Inventory in co-operation with LACAC Preparation of 1990 Commercial Inventory Development of some initial components of a new Development Applications Tracking System i 5 1. STRATEGIC PLANNING BRANCH (Cont'd) Planning Studies Completion of Courtice West Highway No. 2 Corridor Study Completion of the Orono Secondary Plan Completion of Neighbourhood Development Plans for portions of Neighbourhoods lA (Courtice West) and 3C (Courtice North) Completion of Servicing Study and Market Need Study for Industrial Lands in South Courtice iSubstantial completion of draft Secondary Plan for the Bowmanville Waterfront Study Area Substantial completion of Municipal Housing Statement Study Completion of Landscape Design Guidelines for Site Planning Initiation of Community Improvement Policies Study including CAUSE Study for the Bowmanville B.I .A. Intra-Regional Planning Prepared Town's submission on the Durham Region Official Plan Review Prepared Town's submission to the Royal Commission on the Future of the Greater Toronto Area Waterfront Prepared the Town's comments on the Kanter Report - Options for Greater Toronto Area Greenlands Strategy Participated on municipal technical committees for Highway 407 Route Alignment Study and Newcastle 401-407 Freeway Link Alignment Study Secure Provincial Funding commitments for the Bowmanville Waterfront Study and the Housing Study ( i i i i 6 1. STRATEGIC PLANNING BRANCH (Cont,d) c) Comment The Strategic Planning Branch consists of a Manager, a Senior Planner, and three (3) Planners . One of the Planner is also given the responsibility in the area of economic development and promotion. Given the vast geographical area of the Town, the lack of strategic and long range policy planning in the past, the ongoing involvement with the many major planning issues confronting the Greater Toronto Area and the increasingly complex issues facing the municipality, staff resources have been stretched to the limit. As a result, there were delays in the completion of several projects and the Strategic Planning Branch has to periodically review and shift priorities to ensure the more significant projects are being dealt with first. 2. DEVELOPMENT REVIEW BRANCH a) Responsibilities The Development Review Branch is primarily responsible for the general implementation of the various statutory provisions of the Planning Act and are set out as follows: i) To review and process various types of development applications including: Plans of Subdivision Plan of Condominium Official Plan Amendments and/or Neighbourhood Plan Amendments Rezoning Applications Site Plan Approval Committee of Adjustment (Minor Variances) Land Division Committee Applications (Severances) Part Lot Control Applications Street Name Changes The above applications would include the preparation of all reports and recommendations to Committee and Council at various stages of the process including meetings with residents from time to time. Most of these applications will end up in Subdivision or Site Plan Agreements which the Development Review Branch staff have the responsibilities of ensuring that the Town's interest, financial and otherwise, are included in the Agreements . In addition, the Development Review Branch is also responsible for the preparation, administration, and enforcement of such agreements . ii) Continuous review of the Town's Comprehensive Zoning By- law (in addition to the applications as filed) and undertake the preparation of any amendments for Committee and Councils consideration. iii) Provide guidance and assistance with respect to public enquiry. iv) Provide written confirmation of zoning requirements through clearance letters and subdivision/development agreement conformity. 8 2. DEVELOPMENT REVIEW BRANCH (Cont'd) v) Review all building permits for zoning and/or subdivision development agreement conformity. I vi) Preparation and attendance at Ontario Municipal Board Hearings and other tribunals . vii) Share manpower with Strategic Planning Branch in the preparation of Hamlet Plans for Kendal and Mitchell Corner. i b) Statistical Highlights The following table illustrates the volume of various types of development application that were evaluated and processed by the Development Review Branch. Figures for 1989 are provided for comparison purpose. (See Table Two) TABLE TWO DEVELOPMENT APPLICATION ACTIVITY REPORT 1990 I Active Active Application Applications Applications Received in at Year at Year 1990 End 1989 End 1990 Plans of Subdivision 18 48 41 Plans of Condominium 1 3 4 Official Plan Amendments 30 62 77 Site Plan Applications 44 26 46 Rezoning Applications 75 165 141 Committee of Adjustment 70 -- -- Land Division Comm. Applic . 142 -- -- Zoning Clearance Letters 2242 -- -- Building Permit Clearances 1170 -- -- Part Lot Control Applic. 6 -- -- Subdivisions Registered 7 -- -- 9 2. DEVELOPMENT REVIEW BRANCH (Cont,d) c) Comments Despite the downturn of the economy in 1990, the volume of active development applications at year end varies slightly from year end 1989 . Generally speaking, works related to the I Development Review Branch is less susceptible to the fluctuation of the economic performance. Developers recognize that the planning approval process can be time consuming and many of them are continuing to submit new applications so that they will be in a position to react immediately to any upturn in the housing market. As a result, the Staff were as busy as in previous years in order to keep pace. i i i I 10 3. BUILDING DIVISION a) Responsibilities i i The primary functions of the Building Division are the administration and enforcement of the Ontario Building Code Act, regulations made under the Building Code, the Plumbing Code and the inspection of all work regulated by these codes. Sign permits, demolition permits, and swimming pool fence permits are also issued by Building Division personnel. I .Another function of the Building Division is the 1 administration of two provincial government financial assistance programs for housing. The Ontario Home Renewal Program provides financial assistance to low income families for the upgrading of substandard properties. The Low Rise Rehabilitation Program provides forgivable loans to landlords to help conserve existing rental apartment stock. In 1990, a total of six (6) applications were processed related to the above-noted Provincial Program. TABLE THREE CONSTRUCTION VALUE AND PERMIT 1990 1989 1988 Number permits issued 1032 1842 1943 .) Value of Construction Residential $57,581,350 $148,434,137 $137,772, 162 Commercial 1,526,000 3, 148,850 21900,714 J Industrial 2,948,000 34, 157,100 5,626,900 Others 8,253,700 39,280,950 15,807, 300 Total $70,309,050 $225,021,037 $162,107,076 i 11 3. BUILDING DIVISION (CONT'D) TABLE FOUR NEW HOUSING STARTS 1990 1989 Courtice 305 697 Newcastle .Village 28 262 Bowmanville 199 181 Hamlets 11 51 Rural Areas 51 168 TOTAL 594 units 1359 units c) Comment The general slow down in the construction industry throughout Ontario is also affecting the Town of Newcastle. This is quite evident in the substantial decline in the total value of construction and the number of new residential unit starts from the previous year. However, it should be noted that 1989 was an exceptional boom year and should not be taken as the yardstick of construction activity for the Town. Rather than coping with twenty-five (25) inspections every day in 1989, each Inspector's workload was reduced to a more realistic and manageable inspection load of between ten ( 10) to fifteen ( 15) sites per day. This has enabled the inspectors to do a more thorough job. Another benefit to the slow down of construction activity was to allow the Building Division staff to catch up and to complete those projects that were held in abeyance during the hectic years of 1988 and 1989 . These include computerization of the Ontario Building Code, establishment of resource library, updating filing and inspection records, as well as computerization of inspection and permit records . 12 3. BUILDING DIVISION (CONT'D) The Building Division was also able to meet the objective of providing building inspection within 24 hours of a request and on the average, was able to issue permits within two (2) weeks of applications . In addition, the Staff are being more pro- active to the problems experienced in the boom years. This is evident by the fact that the design professionals and contractors were encouraged to meet with the Staff in the early stages of design work in order to facilitate the plans examination process . Sample drawings for small projects such as garages, carports, decks, etc. were drawn up to assist the residents . 1 I i I I i ( 13 4 . BY-LAW ENFORCEMENT DIVISION a) Responsibilities The By-law Enforcement Division is responsible for the administration of municipal law enforcement within the Town. The Division is comprised of three (3) enforcement units; By- law Enforcement, Animal Control and Parking Enforcement. b) Statistical Information Various statistical information pertaining to the Division's activities for this past year are provided as follows: TABLE FIVE BY-LAW ENFORCEMENT 1990 1989 No. of Occurrences/Complaints 603 532 Charges Laid 37 34 Convictions 30 13 Cases Pending in Court 0 21 TABLE SIX ANIMAL CONTROL 1990 1989 Animals picked up 240 339 Animals brought in 370 256 Wildlife Pick up 209 158 Animals retrieved 145 200 Animals adopted 188 135 Animals sold to research 83 63 Animals destroyed 242 192 Warnings Issued 242 261 Charges Laid 10 16 Convictions 7 10 Animals Quarantined 20 20 Revenue Generated $ 15,715. 73 $18, 123. 33 14 4 . BY-LAW ENFORCEMENT DIVISION (Cont,d) TABLE SEVEN PARKING ENFORCEMENT 1990 1989 Tickets issued 5350 5150 Revenue Parking Meters $ 48,242 . 00 $ 49,186.18 Permits $ 2,042 . 00 $ 3,302.00 Fines $ 37,865 . 00 $ 31,281.15 Total Revenue $ 88,149.00 $ 83,769.43 I C) Comments i) By-law Enforcement The two By-law Officers were extremely busy this past year in the enforcement of all municipal by-laws . The most common by- law infractions are those related to zoning by-law and property standards. However, this past year also witnessed an increasing problem of garbage and waste being dumped on private properties and on Town road allowances. As a result, the Waste Material By-law was initiated and subsequently enacted by Council. The By-law Officers are also responsible for the issuance of Taxi Licenses and administer fence viewing requests. ii) Parking Enforcement The Parking Control Officers provide parking enforcement predominantly in the Bowmanville area. The Orono and Newcastle Village downtown area are also visited by the officers two to three times a week. The Parking Officer would only visit the other part of the municipality where complaints were received. In addition, assistance is provided to the Public Works Department during snow clearance season by means of a more stringent parking enforcement. 15 4 . BY-LAW ENFORCEMENT DIVISION (Cont,d) iii) Animal Control The Town has been operating with two (2) Animal Control Officers since 1974 and the addition of a third Officer and a second vehicle this past year has helped tremendously in providing better service and coverage of the Town. Formal arrangements were reached with the local veterinarians in terms of providing medical care for the animals . A "Pet of the Week" advertising program was also initiated to have the shelter animals adopted out. A major concern for the operation is the inadequate pound facility. The building, located within the Public Works Yard in Bowmanville, is old, small and lacks proper office space and space for quarantine animals and generally presents an unattractive image. Upkeep and maintenance of the building is becoming increasingly expensive. The whole issue of the adequacy of the animal shelter facility should be reviewed and addressed as soon as possible. I I i i I i ,I i i 16 S . ADMINISTRATIVE AND SUPPORT SERVICES a) Responsibilities Under the direction of the Administrative Assistant, the Administrative Services Branch Staff provides secretarial and general office supporting services to the Department as a whole including operation of the Tourist and General Information Centre; provide secretarial and clerical functions to the Committee of Adjustment and Property Standards Committee, administer the school Crossing Guard Program, as well as handling Department purchasing and monitoring . of budget expenditure. The Department has two (2) draftspersons who provide mapping and graphic services to the Department and occasionally assist other Departments where needed. b) Highlights This past year the Division moved away from the office pool concept and has implemented a system to assign each Clerk- Typist to a specific Division. This included the training as a back-up to other Divisions . The wide diversification of . responsibilities of the Department necessitate that each Division have a minimum of two (2) Clerk-Typists who are familiar with the operational procedure of a specific Division i so as to provide uninterrupted coverage in the event of i illness or vacation. This system has proven . to be most effective and the Staff welcome the challenge to .be.. involved in the many diversified operations of the Department. The Tourist and General Information Centre commenced operation in May, 1990 at the Flying Dutchman Hotel site. Manned by a full-time person and summer students and partially funded by the Ministry of Tourism, this Centre provides. travel information to motorists as well as provides many miscellaneous information to local residents. In addition, a display was established in the Centre featuring the promotion of local industries on a monthly basis . 17 6 . MISCELLANEOUS In addition to the foregoing responsibilities, the Staff also provide assistance and advice to other Departments and the Director has assisted the Chief Administrative Officer on matters related to property transactions, corporate planning, economic development and promotional matters . The Department has also completed a policy and procedural manual this past year. Considering the diversified responsibilities of the Department, this was a major undertaking. This manual now provides all staff the needed guidance and direction in discharging their duties in a consistent and responsible manner. I i i i i i i PART TWO 1991 WORK PROGRAM PLANNING AND DEVELOPMENT DEPARTMENT i i i I i I �i PLANNING AND DEVELOPMENT DEPARTMENT 1991 WORK PROGRAM INDEX Page No. II Goals and Objectives 1 Strategic Planning Branch 2 Development Review Branch 4 i Building Division 6 Enforcement Division 7 Administrative Division 8 i Miscellaneous 10 I (i) 1 GOALS AND OBJECTIVES Overall Goals 1 . To plan, co-ordinate and promote the orderly growth and development of the Town. 2 . To promote "excellence in service" in the delivery of services to Council and to the general public. Objectives 1. To provide Council professionally the best and fairest advice on all matters pertaining to the Department responsibilities . 2 . To process development applications as expeditiously as possible. 3. To streamline the development approval process and rid unnecessary red-tape and paper work. 4 . To develop a cohesive working relationship among all divisions and co-workers . 5 . To promote sense of urgency and dedication in conducting Town business and in dealing with the general public. 6 . To manage and control budgets with sound financial principles. 7 . To liaise, co-ordinate and co-operate with senior levels of government as well as other Departments and agencies in the discharge of Department responsibilities. B. To promote economic and industrial development through aggressive marketing strategy. 9 . To provide technical and interpersonal skill training and development to all Staff. a STRATEGIC PLANNING BRANCH The Strategic Planning Branch will be carrying forward several longer term planning studies initiated in 1990 as follows: a) Bowmanville Waterfront Study b) Hamlet Studies for Maple Grove and Leskard c) Community Improvement Policies Study d) Municipal Housing Statement Study The following projects are studies which have been requested by Council or are proposed by Staff: a) Review of the Town of Newcastle Official Plan b) Downtown Bowmanville Secondary Plan and Community Improvement Study (including CAUSE Weekend) c) Newcastle Waterfront Study d) Hamlet Plan Studies for Kendal and Mitchell Corners e) Subdivision Design Guidelines f) Continuing participation in the Recreation/Leisure Services Master Plan Study g) Continuing involvement in transportation planning studies including the Highway 407 Route Alignment Study, Oshawa- Newcastle Freeway Link Route Alignment Study, GO Rail Extension Studies, and any Regional Transportation Studies. h) Continuing review and preparation of Town responses on Provincial initiatives for the Greater Toronto Area including the G.T.A. Urban Concepts Study; the Royal Commission on the Greater Toronto Waterfront; the G.T.A. Greenlands Strategy. i) Continuing review, recommendation and related hearings for Laidlaw Landfill proposal, B.F.I . Waste Incinerator proposal and Ontario Hydro Demand/Supply Study. 3 STRATEGIC PLANNING BRANCH (Cont'd) There will be less work related to specific development applications in 1991. Most major applications will have been dealt with in the context of the Durham Regional Official Plan Review. i The required amendments to the Town of Newcastle Official Plan will generally be postponed and incorporated into the preparation of a new Official Plan. i The Review of the Town of Newcastle Official Plan will be the top Departmental priority over the next two years . Given this and the workload associated with the above planning studies, the following studies approved by Council cannot be incorporated in the 1991 Work Program. It is proposed that these.matters be deferred until 1992. a) Commercial/Land Use Study for Newcastle Village Urban Area b) Highway No. 2 Corridor Study for Courtice-Farewell Creek to Hancock Road c) Adelaide Avenue Route Alignment Study d) Planning Study for Special Study Area #11 (between Darlington Park and Darlington Generating Station) i 4 DEVELOPMENT REVIEW BRANCH The Development Review Branch will continue to provide ongoing services in the evaluation and processing of plans of subdivision/condominium, rezoning applications, site plan application, consent and minor variance applications . These works I are ongoing and continuous with many outstanding development applications being carried over from the previous year. The processing of development application has been streamlined in previous years and the Department will continue with such philosophy into 1991. I I Apart from its regular functions, the Development Review Branch will continue with the implementation of computer application to manage the large volume of various types of development applications . In addition, the Manager has taken over the function of investigation and implementation of the Geographical Information System (G. I.S. ) . This work requires close co-ordination with the Region of Durham to ensure both systems are compatible and interchangeable. i The implementation of new lot levy by-law will be undertaken this year and the Branch will continue to work closely with the consultant to bring this matter forward for Council 's consideration in compliance with Provincial legislation. t In order to provide better services and to ensure proponents of jvarious types of development applications are made aware of the municipal requirements and the review process at the early stage, I several pamphlets will be produced providing general guidelines and information on the processing procedures, municipal financial trequirements and other requirements . For example, in the case of a rezoning application, the proponent will have the benefit of such a pamphlet helping the individual to understand the process of i 5 DEVELOPMENT REVIEW BRANCH (Cont'd) public meeting, circulation, Committee and Council decision, passage of by-law, appeal procedure etc. , as well as to be aware of the municipal financial requirements such as lot levy, contribution to road reconstruction, parkland dedication etc. , that comes with the approval of the application. I i i i i i i i 6 BUILDING DIVISION The Building Division will continue to carry out its normal function of permit processing, plan review, building and plumbing inspections in 1991. In addition, Staff aim to complete the computerization process started last year. In essence, a considerable amount of information related to the Building Division's responsibilities is required to be processed, updated I and maintained. The initial procedure for processing permits has been changed to eliminate manual steps and be more compatible with j proposed improvements in record keeping. Inspection records will be computerized with recall ability for better enforcement and monitoring of inspections. This will assist in eliminating construction and occupancy taking place without required inspections . I i Continual improvements in building technology, materials and changes in regulations and codes will require the Building Staff to be trained on a continuous basis . One such example was the recent change in the Building Code requiring farm buildings and structures to comply with the Code. In addition to external training, "in-house" training by each Inspector on a rotating basis will continue as a further means of improving the technical skill and knowledge of the Inspectors. I Similar to the Development Guideline p pamphlets that will be produced by the Development Review Branch, the Building Division will also develop similar pamphlets to deal with building permit applications . We feel that this is a major step in the provision of better service to the public. 7 ENFORCEMENT DIVISION a) By-law Enforcement The By-law Enforcement Division will continue with its works towards computerization of its record and filing system this year. In addition to the regular function of by-law enforcement, Staff will draft by-laws to regulate and control boarding homes, wrecking yards and dog kennels . b) Parking Enforcement Downtown parking areas in Bowmanville will continue to be patrolled by the officers. Where parking complaint is received for other areas of Bowmanville, the officer will be dispatched to investigate and take appropriate action. Orono and Newcastle Village downtown will continue to be patrolled by the part-time officer. In accordance to Council's direction, work will be undertaken this year to install new parking meters along King Street in Bowmanville, from Division Street to George Street on the north side, and to Ontario Street on the south side. The leasing agreement of the Silver Street parking lot will expire this year. Negotiations will be under way to extend the lease. I c) Animal Control i The Animal Control Centre will continue to provide services to the residents, with occasional patrols in problem areas . Emphasis will be placed on staff training to ensure all officers are properly trained to carry out their responsibilities. As noted previously, the existing Animal Control Centre is inadequate in many respects and initial effort is under way to examine the possibility of incorporating a new facility on the Fire Hall site at Spry and Baseline. it H ADMINISTRATIVE DIVISION The Administrative Division provides non-technical support services to all divisions within the Department. These services are ongoing in nature and generally could be classified into five (5) major functions . i 1. Secretarial and Clerical Function These services are provided by several Clerk-Typists to the technical and professional staff in the Department. In addition, services are also provided to ' the Committee of Adjustment and Property Standard Committee. The type of works generated from the Department is mostly oriented to report writing and the Administrative Division is expected to play a continuously important role in the day-to-day operation of the Department. 2 . Budget The administration of the Department's Capital and Current I Budgets fall within the responsibilities of the Administrative Assistant under the direction of the Director. The Department will continue to exercise tight central financial control in 1991. i 3 . Purchasing The administration of the Department's office supplies and purchasing falls within the responsibilities of the Administrative Assistant under the direction of the Director. The purchase requisitions, payment of invoices, as well as j cheque requisitions and petty cash are processed through this Division. i 9 i ADMINISTRATIVE DIVISION (Cont'd) 4 . School Crossing Guard Administration of the School Crossing Guard Program includes advertising and hiring of the school crossing guards, providing training and instructions, monitors their daily attendance and provides coverage where illness occurs . The Division must ensure this essential service is provided uninterrupted during the school season. Currently, there are a total of 17 guards working at various locations throughout the Town. As the Town continues to grow, new locations for crossing guards will be identified and services provided accordingly. 5. Tourist and General Information Centre Under the direction of the Administrative Assistant, the Public Receptionist has assumed full responsibility in the day-to-day operation of . the Centre which is located within the Flying Dutchman property. The Tourist Centre provides general information on the Town of Newcastle and assists tourists in obtaining directions or information on various tourist attractions. In addition, promotion of local industries through the monthly display of their product information will continue. i i 10 MISCELLANEOUS Apart from all the regular duties and responsibilities, the Department primarily through the office of the Director, will continue to assist the Chief Administrative Officer in the following areas: r I 1. Economic Development and Promotion 2 . Property Matters 3. Ontario Hydro Matters i i