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HomeMy WebLinkAboutTM-57-80 IVL57-80 TO: I-Ii.s Worship the mayor and Members of Council FRO14: A. C. Guiler, Town Manager DATE: December 18th, 1980 SUBJECT: Organization Review of the Town of Newcastle During 1977 Town Council became increasingly concerned with the administrative organization and retained the firm of Stevenson and Kellogg Limited to prepare a report and a series of recommendations for Council's consideration. In the report presented by the consult- ants it was assumed and it was evident with the proposed impact of the Darlington Generating Station and the long term anticipated growth of base industry located near a source of energy that Newcastle would ex- perience a rapid population and development growth and an appropriate administration system would be required if the Town was to deal with anticipated growth. In the Fall of 1977 Council received the report of the consultants and at that time decided to implement some of the recommendations but as anticipated development did not occur, chose not to follow the recalmendations with the exception of filling the position of Town Manager and upgrading of professional staff in the Planning Department. By carrying out these'two recommendations Council have now been able to do away with consultants to deal with Collective bargaining and have in the past two years substantially reduced the municipality's dependence on consultants for planning and specialized negotiations with Ontario Hydro. In carrying out the organizational review as requested by Council I will deal first with our immediate problems that must be solved within the balance of 1980 and 1981. CLERK'S DEPAfI'MMENI' In dealing with this particular department Council must realize that in April. of 1981 NW. McIlroy will reach retirement and to-date no consideration has been given to bringing someone on stream to fill this position. Of particular concern to the Municipality is to obtain the services of a well qualified candidate who will be on stream in January of 1981 in order that a smooth transition may be made. 2. To be prepared to bring a new Clerk on stream this Council must be prepared to authorize the Town Manager to advertise for a "Clerk Designate in December 1980 in order that Council may carry out interviews in January. In dealing with the position of Deputy-Clerk/Committee Secretary I would draw to Council's attention that this matter has been dealt with over the past two years and no decision made. After careful consideration and reviewing legislation, I would advise that Mrs. Gray has now met the requirements of the advertisement as approved by Council resolution ##C-80-363 as well as completed the major portion of the educational courses as provided by the Association of Municipal Clerks and Treasurers of Ontario with an "A" average. This matter must be reconsidered but I would suggest that no further action be taken on this matter until a new Clerk is hired to fill the position of Mr. McIlroy on his retirement. Other items that must be considered but should be phased through 1981 and 1982 is a record management system and consideration to upgrading our present copying facilities to accommodate our growth requirements. FIRE DEPAR'nUNT In reviewing the organization it must be noted that since the last report to Council a new station has been constructed in Courtice and consideration is being given to convert the former Orono P.U.C. building into a Fire Hall. This department operates as efficiently as it possibly can with a Fire Chief, two full time firemen and volunteers. Immediate consideration must be given to the hiring of a Deputy-Chief as we have no back-up for the Chief and at present our Chief is putting in many hours at nights and weekends, training and supervising and carrying out fire prevention inspections. 'The present Chief cannot be expected to carry out his duties efficiently under the existing conditions. RECREATION DEPARriY UM During the past three years this Department has undergone several changes,such as the transfer of the maintenance of cemeteries which has proved a success in reducing maintenance costs. With the retire- ment of an Arena Manager in the Spring of 1979 we were able to adopt a Facilities Manager system which has helped reduce the cost of arena operations. In December of this year the Newcastle Fitness Centre will be added to the operation of this Department and staff are now preparing a report for Council's consideration in the near future. We are not prepared to make any specific recommendations in the operation of this Department until the results of the Recreation Master Plan has been completed for the Town of Newcastle and this should be completed in the Spring of 1981. 3. PLANNING AND DEVELOPMENT In reviewing the operation of the Planning Department one must look at the quality reports as submitted by the Director to see the workload handled by this Department. In respect to organization, the Planning Department is organized along traditional lines, which has proven effective, as evidenced by the amount of backlog and district plans etc. , which have been completed in the past few months. In reviewing the organization with the Director he felt that an add- itional experienced Planner with an architectural background would be of benefit in the area of current operations. The Director also suggest that we should look at the possibility of full time legal assistance and has also stated that the hiring or an engineer with municipal experience in development control would be of benefit to the Planning Department, as well as the Public Works Department, and in his mind was of higher priority than the hiring of an additional Planner. I will spear to these specific suggestions of the Director of Planning in the latter part of this report. Staff note although a new staff member may not be required, however, the reassignment of responsibilities might necessitate a reclassification of a support position. In the Building Department a very definite recommendation was made to Council with regard to this function. One inspector was laid-off in an attempt to reduce costs. In reviewing the planning programs for 1981 with the Director it is possible that if registration of agreements in Courtice and along the lakeshore adjacent to the Village of Newcastle proceed it will be necessary 'to hire one additional inspector to provide flexibility in the inspection area. Uhe person hired should be capable of both building and plumbing inspections. It is our view that authority should be given to proceed with the employment of such an inspector in mid-February if development agreements are proceeding to registration and building starts can proceed in the 1981 building season. MAINTENANCE AND OCCUPANCY BY-LAW To administer a Maintenance and Occupancy Bv-l,.tw'we researched the provisions of the Planning Act, which gives authority to the Corporation to pass such a by-.law and we find that the Municipality would be required to appoint a "Property Standards Committee'', consisting of not fewer than three members, as the Council considers advisable and who shall hold office for such term and on such conditions as may be prescribed in -the by-law. The Act also states that a Member of Council or an employee of the Municipality or of a local board thereof is not eligible to be a member of the Committee. The passage of this type of by-law also requires the Municipality to appoint a "Property Standards Officer" t:o en force the provisions of the by-law. 4. In reviewing the enforcement requirements of this by-law we prepared an estimated budget for the enforcement of the by-law for 1981: Property Standards Officer - Salary $20,574.00 Benefits 5,144.00 Part-time secretarial staff for officer and committee 6,000.00 Office supplies and postage 1,000.00 Remuneration to Property Standards Committee 3,000.00 $35,718.00 Less revenue received from the issuance of Certificates of Compliance 1,000.00 $34,718.00 The amount for the estimated cost to administer this by-law have been included in Schedule "A" attached hereto. This matter was considered by the previous Council and by resolution C-80-788 it was referred to 1981 budget considerations. PUBLIC WORKS DEPARIM T In the 1977 report of Stevenson Kellogg they identified the need for engineering expertise in the municipality and also pointed out that we were spending about $60,000.00 on engineering consulting services and since then costs have risen to $239,206.54 in 1979. During the initial preparation of this report we received the resignation of the Deputy-Director of Public Works and also a request from Council contained in the resolution #C-80-141.5 as follows: "THAT the Town Manager's next review of staff refer to replacement of the Deputy Director of Public Works and to report on the estimated costs of savings in the operation of an engineering department as compared to the cost of engineering consultants." To give Council an accurate breakdown of the 1979'Engineering costs of $239,206.54 each invoice from the consultant firm was broken down as to the classification of service provided, man hours required, and expenses incurred (such as printing, telephone, postage etc. ) 5. PUBLIC WORKS ODN'T In carrying out this review the $239,206.54 spent on consulting services were incurred as follows: Public Works $189,298.93 Development & Ontario Hydro 5,666.76 Building Projects (Orono, Newcastle Arena, Hampton Works Yard, Splash, Courtiee Fire Hall and Misc. service for other Town Buildings 44,240.85 $239,206.54 In order to prepare a report on the estimated costs of savings in the operation of an engineering department as compared to the cost of engineering consultants it was necessary to identify the various engineering discipline and the technical support staff required to complete the projects carried out in 1979 which breaks down as follows: Number of Man Hours Project Engineer 1066.0 Supervision & Inspection Engineer 2255.5 Environmental Engineer 31.5 Architectural 255.5 Mechanical Engineer 63. Structural Engineer 14. Electrical Engineer 71.5 Design Engineer 279.5 Design Draftsman 1233.5 Draftsman 1863.0 Field Workers Jr. Inst. Man Rodman Asphalt Insp. 6939.5 Weighnan Checker Clerical 195.0 Based on the nunber of hours spent by the various Engineering disciplines and technical staff we calculate the cost of setting up an engineering department as follows: SALARY B+ E F ITS 'DOTAL Two Engineers with, Roads, Design and drainage experience $50,000. $12,500. $72,500. One Design Draftsman 17,500. 4,375. 21,875. One Draftsman 17,500. 4,375. 21,875. Four Field Workers 70,000. 17,500. 87,500. , One Clerical 13,500. 3,375. 16,875. $220,625. 6. ENGINEERING DEPAIMMU CON'T Office Space Requirements 1400 square 4'eet $ 8,050.00 TAu vehicles for field crews 20,000.00 Equipment for office and field crews 30,000.00 Renovation to Office space, including electrical 10,000.00 Office expenses & field expenses 10,000.00 $298,675.00 This estimated budget does .not allow for additional services which will still be required such as environmental, mechanical, structural, electrical engineering, architectural and related services which cost $44,240.85 in 1979. These costs we attributed to the following projects; repairs to Town Hall, new construction, New Fitness Centre, Orono and Newcastle Arenas, . Courtice Fire Hall and Hampton Works Yard. To respond to Council's request and to report on the estimated costs of savings in the operation of an engineering department as compared to the cost of engineering consultants, I would advise Council that, given the detailed information based on the 1979 Capital projects carried out by the Town of Newcastle, it is difficult for me to specifically state there would be a cost savings or to definitely state there would be no cost savings. It is quite evident that, if Council was prepared to provide the same engineering expertise in-house, the initial set-up cost would be in excess of the total cost paid to the consulting firm for 1979. Additional costs for consulting services would be required if the Town entered into projects which require specific engineering disciplines for buildings etc. , which were not possessed by staff engineers such as Architectural, Mechanical, Structural and Electrical engineering. 1 do agree there is a need for engineering technical expertise in the Town of Newcastle. The Public Works Director has pointed out the need for technical expertise in his report IVD-177-80 and as previously stated, I agree with this need. I would suggest that in addition to the hiring of a Senior Civil Technician/ Technologist we should hire a qualified Municipal Engineer as the Deputy Director of Public Works. In making this recommendation it is my opinion that the majority number of man hours for Project Engineering, Supervision and Inspection will be reduced and we will not be paying profit to engineering firms for monies which can be better spent on maintenance and capital projects for the benefit of the ratepayers. 7. In dealing with other areas within the Public Works Department, the Public Works Director suggests that we should also hire a C.E.T. that would be capable of doing construction layout work for the Public Works Department and do the major portion of site inspection. He has also stated that he has not replaced four employees who have retired in the last eighteen months and he would suggest that he would hire a roads clerk (accounting clerk) to be responsible for time sheets, inventory records and maintenance of roads costs ledgers. He has also suggested that he could transfer a truck driver who is presently carrying out part of these duties, back to an area yard and employ a person at the Junior Cashier level in the union agreement to carry out these duties. After careful review of these comments and suggestions by the Public Works Director and doing a lengthy study on the growth of this Department from 1974, we note that in 1974 the total strength, including the Union and Non-Union personnel, was 35 people. During that period from 1978 to 1980 we have had employees retire and replaced on a regular basis and our strength remains at 44, two positions vacant being the position of Deputy Director of Public Works and Lead Hand in the Bovimaaiville Works Yard. Taking into consideration the -two vacant positions which are to be refilled, that being the Deputy Director of Public Works and Lead Hand in the Bowmanville Works Yard, and in Works Report WD-176-80, by adding the two additional drivers and accounting clerk .and one engineering technician, this will bring the total strength in the Public Works Department to 48 as detailed in the Public Works Department organizational chart proposed for January 1st, 1981. The additional costs for the four new employees are detailed on Page 11 of this report, together with the proposals for other departments. TREASURY DEPARTMENT In reviewing the Treasury Department function it must be noted that the municipal auditors have specifically identified the immediate needs of this Department. (1), The requirement of the need for an Accounting Manager (2) The need for improving the backing up of budget submissions. In dealing with the first item identified by the auditors, I feel that the recommendations contained in report dated October 3rd, 1980 are appropriate but if we are to deal with the overview of the total treasury department and indicate the obvious weaknesses, they are listed below: (a) The lack of technical expertise: problem at present time lies in the technical gap between -the treasurer and subordinate staff This is especially critical at the senior and intermediate levels where no professional training exists, the age of the incumbents makes the introduction of comprehensive training courses impractical. This is compounded by the fact that staff complement is not adequate to meet the workload assigned. (b) The present system is not flexible enough to provide back-up personnel in case of staff illness, vacation or resignation also if an increased paper work burden is imposed on the department for the implementation of such things as "encumbrance accounting" then clerical or junior staff will have to be increased to cope with the increased volume. To deal with (a) and (b) above, the auditors have indicated a need for the hiring of an Accounting Manager and this may be the initial step to strengthen this Department, I feel it would be of advantage to reorganize the Department as we did in the Planning Department in 1978. Under the present system the Treasurer oversees the complete operation with little or no time available to develop and introduce new procedures and this ties in with #2 above as pointed out by the auditors. It is my belief that the Treasury Department should be reorganized now as set out in the following organizational chart: TREASURER SECRETARY DEPUTY TREASURER TAX COLLECTOR INTER1\E DIATE ACCOUNTANT CLERK 2 - ACCOUNTING CLERKS CASHIERS 1 - PAYROLL CLERK 9. To implement such a change it will be necessary to adjust the duties of present non-union and union staff and I will deal with these changes individually. 1. The present Deputy -Treasurer would be transferred fran his present position to the position of Tax Collector and the incumbent is well trained and suited for this position and fully understands the requirements of the Municipal Assessment Act as they relate to tax collection. The two clerk cashiers whc are presently working in this area would be transferred to the Tax Collection function on a full time basis and fully trained in keypunch operations for this function. This will result in a shift of responsibilities of the incumbent and it will be necessary to ro-evaluate the job classification and in doing so if it indicates a lesser job value we should be prepared to adjust the' salary over a period of years to bring it into line with the new ranges. 2. The present Accountant's position was created as part of the initial organization structure under the Region of Durham Act. The incumbent was the Clerk-Treasurer of the former township of Clarke. With the growth of the Municipality new demands have been placed upon the position for which the incumbent does not have adequate training. It is our opinion that the incumbent is providing a valuable service to the Municipality in the completion of various regulatory statistical reports, M.T.C. monthly returns and the purchase of office supplies. It is our opinion that the salary that we are offering will attract a person in the intermediate stage towards professional accountancy qualifications and it is the intent to require such qualifications when the present incumbent retires in approximately three years. 3. One additional accounting clerk should be employed in order to provide for "encumbrance accounting" and give the department enough flexibility to provide back-up personnel in case of staff illness, vacation or resignations. 4. A professional accountant should be hired immediately to complement the technical expertise of our Treasurer and this person should become the Deputy-Treasurer. This will provide the municipality with the technical expertise to prepare more realistic budgeting procedures and measure budget performance and the completion of financial statements on a more timely basis. 10. TOWN MANAGER'S DEPARTMENT In dealing with this specific function, I am attaching a copy of By-law 77-77 which details the responsibilities of the Town Manager and would draw to Council's attention that this particular facet of Municipal. Administration operates with one Town Manager and one secretary, who is shared on an equal basis with the Mayor. Commencing in 1977 the sharing of a secretary was a reasonable approach to easing into the position at the head of the administration, the position of Town Manager. Since that time, the secretarial requirements for the Town Manager and the requirements for preparing research data, setting up and keeping detailed personnel files, preparation and ongoing negotiations with the Union, Ontario Hydro and Developers, has grown to the point now where there is a need for a full time executive secretary who will be capable of doing personnel research work, report writing and the general secretarial duties required for the Town Manager's Office. This will leave the Mayor in the position of not having secretarial assistance. As I have not had an opportunity to discuss his thoughts and concerns on this matter, I would respectfully recommend that the Mayor bring forward a report on the requirements he sees now, and :in the -future, for secretarial services for the Mayor's Office. GENERAL COMMENTS This report has reviewed each department and made .recommendations for internal reorganization in some and additional staff for others. We are a major municipality and former councils have decided, wisely or otherwise, to spend money on goods and services for people, such as roads, parks, arenas etc. , rather than additional staff. As the municipality grows, the need for additional staff will grow in order to continue to provide the municipal services the ratepayers expect. I would suggest to Council that cost of additional technical expertise was anticipated in the preparation and execution of the Hydro Agrements and that Council authorize the Mayor and Town Manager to negotiate a supplementary agreement for the cost of technical assistance in the Public Works Department. To complete this report I have set out a page with my recommendations together with a complete staff organization chart for each department showing proposed staff complement if the recommendations in this report are accepted. 11. APPROXIMATE EXTRA SALARY COSTS IUR STAFF INCREASES I1011 1981 POSITION YEAR 1981 (1) Clerk Designate $,,17,631.00 (2) Director Aquatics $ 16,176.00 (3) Two Labourers -- Comnunity Services $ 31 200.00 Senior Civil Technician/Technologist $ 2,500.00 Deputy Fire Chief $ 11,097.00 Deputy Treasurer $ 25,252.00 Accounting Clerk -- Treasury Department $ 12,000.00 Accounting Clerk - Works Department $ 12,000.00 Certifiied Engineering Technician $ 19,000.00 Two Truck Drivers $ 35,776.00 Senior Secretary $ 13,500.00 Building Inspector $ 15,326.00 (4) Property Standards Officer and Clerical Assistant $ 26,574.00 (5) Deputy Director of Public Works $ 27,590.00 $265,622.00 25°% Benefits $ 66,406.00 $332,028.00 (1) Extra cost of four months' salary at $10,000.00 plus sick leave and holiday payout to present clerk of $7,631.00 (2) and (3) These positions have been approved by Council on December 15, 1980. (4) Costs of hiring Property Standards Officer and Clerical Assistant is based on a projected cost for 1 year and will be reduced accordingly based on the implementation of the Maintenance and Occupancy By-1.aw. 12. IMPLEMENTATION 1981 Action TIME FRAME Recruit a Clerk Designate January 1981 Staffing Newcastle Fitness Centre ,1. Program & Aquatic Director December 1980 2. Labourers Community Services December 1980 Public Works - Deputy Director December 1980/January/81 Certified Engineering Technician First Quarter 1981 Senior Civil Technician/ Technologist Firest Quarter 1981 Accounting .Clerk First Quarter 1981 Fire Department - Deputy Chief June 1981 Treasury Department Realignment of Department January 1981 Deputy Treasurer January 1981 Accounting Clerk First Quarter 1981 Planning Department Building Inspector Mid February, if required Property Standards Officer (Position will not be and Secretarial assistant filled unless Maintenance and Occupancy By-law is passed by Council) Mayor' s Office -Secretary January 1981 Town Manager -Secretary January 1981 I 13 . RECOMMENDATIONS 1 . That the Town Manager be authorized to advertise for a ' Clerk Designate' in December 1980. 2. That a new position of Deputy Fire Chief be created in the Newcastle Fire Department in June of 1981 and the Ontario Fire Marshal be requested to assist in the preparation of terms of employment and selection of a suitable candidate. 3. That the Town Manager and Director of Public Works be authorized to advertise for the position of Deputy Director. of Public Works to fill the vacant position. 4. That the Director of Public Works be authorized to increase his staff complement to forty-eight (48) as shown in the proposed organizational chart for 1981. 5. That the realignment of the Treasurer ' s Department as outlined previously in this report be authorized and carried out immediately since it would be inappropriate to recruit a Deputy-Treasurer until the position is open. 6. That the Town Manager and Treasurer be authorized to advertise for the position of Deputy-Treasurer immediately in order that we have this position filled prior to the end of February . 7. That the Town Manager and Director of Planning be authorized to employ an inspector in mid-February if development agree- ments proceed to registration as anticipated. 8. That the Town Manager be authorized to negotiate specific reclassifications and wage scales as necessitated by the implementation of the foregoing report . 9. That Council review the Property Standards By-law in order to provide sufficient funds in the 1981 Budget if such a by-law is to be implemented. 10. That Council adopt by by-law, the staff complement for each department and any additions to staff require a by-law amendment . 11 . That the Mayor and Town Manager be authorized to negotiate a supplementary agreement with Ontario Hydro to provide for the addition of technical staff in Works Department . i f T(O W�vl LOf /1// L ®9 1��91VIZ19 1a AI T E; oR6, +A1 iz,ir1v , CRAer /9go Cout4cEL- i - PIPdAMcrc � Aort,mrsTJtATicN CotimrrrcE C-orcrrr-trec- *0 rm T Y % SEC�17��Y Towns MfWA&ctZ d 39nyox t W e $ F rR F ro cz � F EfzF- `L cc,roe �, �ct�cam� � pCiEr,�� �� �.�t6�� P�oaseuew�, PAG2c i Par E PAGE 3 `R P.4bE �Rb� VACANT FOSITIOYJ SEcreTAIty To rlPjoP- -rbwo RwAez pt TOWN C.l_CK K DEPT E: pCZFaAN�Z �'ip�l C-HARr t9S� ~ 191 CLER K � a DER CLERIC c tH1RYis - `�lITGN F�Wftd E>LaLRM4T®�, t JLY- LAW i• 2, �w�n�a�. �nNY���. ► PaRKt r�G, c.��r� q sc Iry®� c.�ass�ra� dt�F�c�aS m�F�e�� Cart ARP ROTE - CLERic- TYPIST PgoutOCS ReLIEF ON SWITCHOOAaa�TYPIN4 I F(Ltw6, FOR FtU D&Pv raNn -rypitJd, r-Ok 81-LAW To T AL CXMPLEHSMT Empo"SKg-o3 t Ct,�RK r LAU3 C-09. OFF. t Sar-mrrAAy 1 Swrrow*AnD vreporott 1 Cwt.--rypisT ,/ACANT P®SlTlOPJS: t AWlt-tAL C.OMMOL &FrK4R t PAaV.i0JI COOTROL ®W Aootli u Lommol-- of F14695 -=Ru)01. 'Uuf `rV tZET1RG. J. Me-. TLRO y App-ti. lo ) 191B1 ' Towa CLRR K t TREnso,ey DFPT. E,j S Vce"lA SeCgETARY ry s qxm t �CG�tlNT RNT / SR CAs�l�R ?'.eo�t Gt.�Rl� 4Rc/�vAz��'r®a CMf/p/1 r r / S ce-Re no rey � l dlc:cvv�r�4n�T 2 ��aclaT"rnll� Cr..E�,�s 1 �i4yRoc.c, C��QK� s i %1 Wl*ojV.y b&w#TN Smpr tc,s3 ® AccoawrAmT. PUB UC WORKS Dr= Pf)tZT EMr OwEinNI-zATIom ciinnr rOTAL PLG cEWr. 984D 1 D I R Ec.To& 1 DEpu-Ty`®ttzECToR DIRECTOR 1 S ECaC-TA Ay o� t ROAD 'SLLPER, Pt64t�tG 1n�tCS �� L r.,pi>t°tAN Its rzCUTAA%/ Foac- 4 AN 'S C-MR� PER DISCATbt�S D�vaTr Z)iacc�x 1 G%Cft DA� ®PUATOR OF IS TR"i< vetur.R P��s��6 Wti►��cs 1 Tftttc 'VIRWER -e-L R 3 mEC N AN 1c5 '� Ll�BQtlitERS Rm�o �ua��R. �}9 LOW O MAmp t'oN WORKS Vo(®cestS Pw�C� ►� Aks YARD YAKV Yq n o M,Et/tgN bcRd. F o reErt,AN PRCHAf-! 3 -T t'�ti�eJtc.d I -rf;LkW-K DK% I, etc LE-ADt1AN 1 I.CAD HAW W rte s SAw tTAtrtorJ TRa" Mvuc 5. I LEADMA14 I 1rt:Adnaa 3. GAAl a ®P'eR. 1 C*,At)eA aPCttr nm i TRuctcPawaa 5 TMeAC -DIUUGRS Pamoims 'Due va RETIRE S YR.tie.�c �R1dE�s 3 t��� 2s 1 I,.A�ou � C.• pgaditisoO, D&G 31 lat I�tv++vroa ya. sAtilrATcoa .i VACANT POS tT 1 OOS : R. LAw6LEY, Qc'f 30 I M5 to%ob °.�fAPlb p917 Lc)P1 fi• JAt*tlA-tJ1 Nov aoi►gf33 ►~�a�. Deptoy DtRecTOR r t Plat VCP61ZI- P2ENT E7Q"Nt7-A7"1pN F I Rs t CLl:rzl<•tynsl' i STATION SM7/oN z STAT/oN 3 �.TATrbr+ � H ANVec l �ltfD s Tz� 0 ®�t o couer�c,t z FtR�r1�HTc'RS 1'7 VOWNTEERS 18 VOLONT5CM5 19 M-utnReRs IS VOLLIN-rURS ' NOTE - Ct1Kic-rypcST IS SHbWN 145 PART of CLERK,-- UEPAMUENT CAMPLEME r r (6RSold PKOIJ1066 17 Wogs . OF TypIN4 AtJr> F«wa PtrR v/as« -ro -Ti4,e FtPs i F(ALC, " iteg ST4 0? �2 FtR��tUN7�RS psgsotir. "DUE ro R Erlizc �4 JAMES HAYMAW SEPT 30, iws -Fiat UieF K: E PLANNINC, 'DEM97-MENT �. op,6gNlzAvoM cww r° ��n�crr�R FL ANI IW) IMF L_©N4 R��a>! C�t&R�NT opr�a,us 75talt.pJN6, �FFlcla� (�1.gN1�1Ef�- Pa�►Naf�tz- tat°��tK° NOTE Pi;RSoN ¢tu.iw, -#ts Poslr Iod ©PeRA rE S %WlTad95SARVi RAC %eRUas h ol- c 4r Co(pu'art STAfO CoMPL.F-r2F)J1' FOR PLANPJI04� 6tLltt?IN4 P110LIC 1n/o1�Kl . ( DIRECM(Z SK e.LERV-srr-reb I c ill-F aLLILDIM6 ®CF. 2 PLrn�l�cres. 4 PLANm1tj(a -M-C.14. L 'DaNfTS PCa.SorJ P 8(41L-OING 'CN$P- 1 Ya CL.5it L- T YFj T M� C,��IMU�►1-ey ���zvl��s `t��P�l�Trl���r 0KroANt2 -r#om a-HART tg8O C�1R,�c,Ta C2 �cttnuevtty � IN CLe914 WAST i Dew ty @.CoFu parry ►Ldc 3 ! 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