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HomeMy WebLinkAboutPSD-097-02 Cfmillgron REPORT PLANNING SERVICES Meeting: GENERAL PURPOSE AND ADMINISTRATION COMMITTEE Date: Monday, September 23, 2002 GIft ~ 3 )0-0'?-- By-law #: Report #: PSD-097-02 File #: Subject: PLANNING SERVICES DEPARTMENT ORGANIZATIONAL REVIEW RECOMMENDATIONS: It is respectfully recommended that the General Purpose and Administration Committee recommend to Council the following: 1. THAT Report PSD-097-02 be received; 2. THAT Council approve the change in name and function for a Community Planning and Design Branch and the manager's title to the Manager of Community Planning and Design; 3. THAT Council approve the creation of a Special Projects Branch and the new position of Manager of Special Projects; 4. THAT subsequent to the approval of the position of Manager of Special Projects, fair compensation be determined through a review conducted by the Pay Equity Committee; 5. THAT Council approve the reclassification of two planner positions to senior planners; and 6. THAT the Director of Planning Services be authorized to fill the new positions. Submitted by: Reviewed by: Cy ~ A..A D vi J rome, MCIP, RP.P. Director of Planning Services Franklin Wu, Chief Administrative Officer DJC:sn September 17,2002 CORPORATION OF THE MUNICIPALITY OF CLARINGTON 40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L 1C 3A6 T 905-623-3379 F 905-623-0830 69904 REPORT NO.: PSD-097.02 PAGE 2 1.0 BACKGROUND 1.1 It had been my intent to review of the Department's structure and staff positions in the context of the 2003 Budget, as indicated in Report FND-008-02. With the resignation of Bin Newell as the Manager of Community Planning, it is opportune to advance the reorganization initiative prior to hiring a replacement. 2.0 EXISTING STRUCTURE 2.1 The current structure of the Planning Services Department was established in the late 1980's when the Department expanded to accommodate the growth pressures facing the MUnicipality. At that time, the focus of the Department was the processing of development applications and there was an evident need for a long term planning function within the MUnicipality. The Strategic Planning Branch was established to formulate municipal policies to address short and long term land use planning issues. Over the years, the Branch took on an expanded role in dealing with a variety of increasingly complex issues beyond the realm of traditional land use planning and specifically sought to work with the community in various initiatives. In recognition of this, the Branch was renamed the Community Planning Branch. 2.2 More recently, in the overall organizational review of the Municipal Departments, the Department took on added responsibility for real estate issues and corporate projects. 2,3 Two specific issues are proposed to be addressed through this organizational review: · To provide a structure that will enable the staff to effectively focus on the critical issues in the evolving responsibilities of the Planning Services Department. · To provide opportunities for internal promotion and succession planning. 3.0 PROPOSED REORGANIZATION OF THE PLANNING DIVISIONS 3.1 It is recommended that the existing 2 branches be reorganized into three branches, each with a manager that would concentrate on the key work areas. 69905 REPORT NO.:PsD-097-02 PAGE 3 3.2 Community Planning and Design Branch This Branch would be responsible for developing and, in some cases, implementing municipal policy with respect to land use and urban design issues facing the Municipality. The emphasis on urban design reflects the growing recognition of the importance of urban design issues to community character. This branch would have primary responsibility for the Municipality's Official Plan and Zoning By-law and any significant amendments with a policy implication for the Municipality. This Branch would interact with other municipal and provincial bodies on traditional land use planning issues (smart growth, transportation, natural heritage, etc.) In recognition of the emphasis on urban design issues, this Branch also handles site plan approval responsibilities for commercial and industrial development. Key responsibilities include: · Updating, Review of and Major Amendments to the Clarington Official Plan · Updating, Review of and Major Amendments to the Clarington Zoning By-law · Developing and Updating Urban Design Policies · Neighbourhood Design Plans · Land Use, Urban Design and Heritage Studies · Transportation Planning · Municipal input into the Regional Official Plan · Municipal input into Provincial Planning Policy · Site Plan Approval focusing on commercial and industrial applications The work of LACAC would be related to the urban design role of this Branch and thus the heritage planner would be part of this Branch. 3.3 Development Review Branch The Development Review Branch would be responsible for the implementation of municipal policy through the review of development applications concentrating on residential development. This Branch is also responsible for providing responsive customer service responding to general inquiries from the public. 69906 REPORT NO.:PsD-097.02 PAGE 4 Key Responsibilities are: · Plans of subdivision · Part lot control · Consents · Site Specific Rezoning · Minor Variance · Residential/Institutional site plan approval · Building permit compliance review · Zoning clearance letters · Apartments-in-house licencing · Street names and addresses · Customer Inquiries · Monitoring compliance to zoning, site plan and sign permits 3.4 Special Projects Branch The Special Projects Branch recognizes the complex issues facing Clarington and is structured to undertake special projects and strategic initiatives for the Municipality. Many of these are initiatives that extend beyond the realm of traditional land use planning. The Special Projects Branch will undertake ongoing research in support of other planning divisions, including developing and maintaining various databases. In addition the Manager will also supervise the Department's GIS program. The Manager of the Special Project Branch is a new position and hence the compensation for this position will have to be established by the Pay Equity Committee. Key responsibilities include: · Special Projects including input into EA studies (e.g. Port Granby, Ontario Hydro), development charges studies, biosolids, nutrient management, and emergency planning. · Formulation of municipal policy not related to land use or urban design (site alteration by-law, tree preservation, communication towers, community improvement projects, etc.) · Corporate studies and initiatives identified by Council or the CAO. · Community initiatives (Clarington Agricultural Advisory Committee, Samuel Wilmot Nature Area MAC, etc.) · Environmental Stewardship including woodlot preservation, watershed initiatives with conservation authorities. · General Research including developing and maintaining a variety of databases for municipal use (demographics, housing, development activity, etc.) and publishing information for municipal use, 69907 REPORT NO.:PsD.097.02 PAGE 5 Geomatics including development of planning-related applications using the municipal GIS system. Planning content for the website and municipal publications. 3.5 Other Functions . . In addition to the 3 proposed planning branches, the Director of Planning Services would have direct responsibility for municipal real estate transactions. One planner would be assigned to work with the Director to handle the daily administrative aspects of real estate. This would streamline negotiations with property owners. Responsibility for crossing guard services would be transferred from the Director to the Administrative Assistant. The Crossing Guard Co-ordinator would handle most functions but report to the Administrative Assistant rather than to the Director. 4.0 PROPOSED STAFF COMPLEMENT 4.1 With the reorganization, there is no new additional staff proposed at this time. The creation of the new manager position would leave a planner position vacant. This position would remain vacant indefinitely. The proposed changes in staff complement for the planning divisions are as follows: Position Current After Reorganization Director 1 1 Managers 2 3 Senior Planner 2 4 Planner 7 4 Junior Planner 2 2 GIS Technician 2 2 Total 16 16 The proposed re-organization provides for two additional Senior Planners, for a total of four. The additional Senior Planner positions will provide the opportunity to recognize that there are staff who are undertaking more complex assignments, have greater experience, show more initiative, can work with a minimum of supervision and provide guidance to their 69908 . REPORT NO.:PsD-097-02 PAGE 6 peers. At present, there is little opportunity for progression within the Department and this will allow the Municipality to retain staff seeking to progress in the profession. One of the Senior Planners will have overall responsibility for commercial urban design policy and supervision of the processing of Site Plans including all commercial and industrial applications to ensure fast tracking and one-stop customer service With the current staff levels, and particularly in the transition phase over the next year, there will be the need for the planners to be managed as a pool available to assist multiple managers in meeting the priorities facing the Department. In particular, it is anticipated that some staff will split their time between Community Planning and Design and Development Review in order to deal with the current level of commercial and industrial site plans. The total costs for the restructuring would require approximately $30,000 per year. 5.0 ACTING DIRECTOR OF PLANNING SERVICES At the present time, the backup for the Director of Planning Services is the Manager of Community Planning. It is recommended that with the new organizational structure, the Manager of Community Planning and Design or the Manager of Development Review be authorized to exercise the powers and perform the responsibilities of the Director in his absence. 6.0 CONCLUSIONS The proposed revision to the organizational structure of the Planning Services Department will provide for better focus On the issues within the Department's expanded mandate and allow opportunities for internal promotion within the Department. The Chief Administrative Officer has reviewed the proposed staffing structure and he is in support of the recommendations contained in this report, 69909