Loading...
HomeMy WebLinkAboutCLD-35-02 It: .....'1' REPORT CLERK'S DEPARTMENT Meeting: GENERAL PURPOSE AND ADMINISTRATION COMMITTEE Date: September 9, 2002 :; PI! ~ ::)3 j-:'D'J- Report #: CLD-35-02 File#: By-law #: Subject: MUNICIPAL LAW ENFORCEMENT DIVISION STAFFING COMPLEMENT RECOMMENDATIONS: It is respectfully recommended that the General Purpose and Administration Committee recommend to Council the following: 1. THAT Report CLD-35-02 be received; 2. THAT the staffing complement within the Municipal Law Enforcement Division be increased by adding one full time Municipal Law Enforcement Officer; and 3. THAT the Organizational Chart be adjusted to reflect the staff increase. Q~~~ Reviewed by: ranklin Wu, Chief Administrative Officer PLB*LC*ct CORPORATION OF THE MUNICIPALITY OF CLARINGTON 40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L 1C 3A6 T 905-623-3379 F 905-623-6506 1117 REPORT NO.: CLD-35-02 PAGE 2 of 4 BACKGROUND As a result of the 2002 Current Budget, the conversion of the part-time Parking Enforcement Officer's position to that of a full-time employee was approved. This decision gave the Municipal Law Enforcement Division a union staff of two Municipal Law Enforcement Officers and two Parking Enforcement Officers. On March 1st, 2002, the Arbitrator, Mr. Mitchnick ruled on Jacqueline Mainguy's grievance concerning the Municipal Law Enforcement Officer's position. As a result of this ruling, Ms. Mainguy was offered a position as a Municipal Law Enforcement Officer and was placed on probation for a period of sixty days. Two temporary Parking Enforcement Officers, Stephen Grigg and Kathe Groen, were hired for the duration of the summer months. Ms. Mainguy has now successfully completed her probation, thereby giving the Division three Municipal Law Enforcement Officers and two Parking Enforcement Officers, exceeding the number permitted on the Municipal Organizational Chart. In order to correct this, there are three options available at this time. All three options involve some changes to the Organizational Chart. These are: 1. Convert one full-time Parking Enforcement Officer's position to that of a Municipal Law Enforcement Officer; 2. Convert one full-time Parking Enforcement Officer's position back to a part time position; or 3. Adopt the third Municipal Law Enforcement Officer's position into the Organizational Chart. 1118 . REPORT NO.: CLD-35-02 PAGE 3 OF 4 ODtion 1 The conversion of the Parking Enforcement Officer's position would provide for three Municipal Law Enforcement Officers (MLEO) and one Parking Officer. The duties of the second Parking Officer would be shared equally among the three MLEOs on a rotating basis. This option has the least impact on the tax base since the time the MLEO spends on parking duties would be charged to the Parking Reserve account. The downfall of this option is its effect on the MLEO's response time to calls. Response delays have a serious effect on the Division's customer service levels. The presence of the third officer has allowed staff to reduce response time from months to a period of approximately three weeks. By way of example, in a twelve day period in July of this year, staff were able to respond to and investigate thirty complaints and investigate and prepare the documentation for one Emergency Property Standards Order. This is a level of service that cannot be maintained if the MLEOs take on the Parking Enforcement duties. This Option also creates a break in the continuity of Parking Enforcement's investigations and increases the margin for error, since any Parking complaint will either be addressed only every third day or will have three separate officers investigating it. First Attendance Hearings will be more difficult to conduct because of the lack of available officers. Problems will be encountered when matters are brought to court that have had all three MLEOs involved in the investigation. ODtion 2 The conversion of one full time Parking Enforcement Officer position back to a part-time position would allow for the MLEO's to continue with their regular duties while assisting the full- time Parking Enforcement Officer when the part-time officer is not on duty. The increased development of the municipality has placed more demands on the Parking Officers. The summer months, when we have had the complement of two full-time officers, have proven to us that the two full-time officers are necessary to allow for parking complaints to be dealt with in a timely manner. 1 J 1 9 REPORT NO.: CLD-35-02 PAGE40F4 As the money spent on all parking activities is charged to the Parking Reserve Account, the tax base will not be impacted by the two full time officers remaining on the organization chart for the Parking Enforcement Division. Ootion 3 The adoption of the third MLEO into the Organizational Chart allows the Division to retain the staff it currently has. This number has enabled the officers to better respond to the growing demands and needs of the public by reducing the response time, as noted above. This will increase our overall productivity and our ability to better serve our residents. The impact on the departmental budget for the remainder of 2002 would be $13,600 (1/3 of the Municipal Law Enforcement Officer's annual salary of $40,845). The full salary amount will need to be included in future budgets. RECOMMENDATION Given the ability of the Municipal Law Enforcement Division to better respond to the needs of our residents in a timely manner, as has been demonstrated over the last three months, and the minimal impact on the 2002 and future budgets, staff recommends that Option 3 above be adopted by Committee. This increase in staff complement will serve the municipality well for future years. 1120