HomeMy WebLinkAboutADMIN-30-95 i
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THE CORPORATION OF THE MUNICIPALITY OF CLARINGTON
REPORT
GENERAL PURPOSE AND ADMINISTRATION COMMITTEE File#
Meeting: Res. #
Date: NOVEMBER 6 1995 By-Law#
Report#: #:
Subject:
MANAGEMENT REVIEW OF THE COMMUNITY SERVICES DEPARTMENT
Recommendations:
It is respectfully recommended that the General Purpose and Administration Committee
recommend to Council the following:
1, That Administrator's Report ADMIN. 30-95 be received;
2. That the recommendations outlined in Report ADMIN. 30-95 and elaborated on n the
document entitled "Community Services Review be approved, effective January 1
96.
BACKGROUND AND REPORT:
1, At its meeting of February 20, 1995, Council passed Resolution#GPA-96-95 stating the
following:
"Moved by Councillor Novak, seconded by Councillor Pingle:
That Report ADMIN-3-95 be received;
That the Chief Administrative Officer, along with
f he appropriate Staff, b es Department
e authorized to
conduct a review of the organizational structure ohe Community Sery
and the existing and future service requirements currently supported by the Department;
and
That the Chief Administrative Officer report back with recommendations on the above."
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R1AP D RECYCLE
Na 6 annnED ori REcvc�Eo PAICa
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2. The following table identifies the recommendations for reorganization of the Community
Services Department that result from the Chief Administrative Officer's review. The
Community Services Review document outlines the methodology and background of the
review and elaborates on the resulting recommendations.
3. The recommendations are intended to generate operational efficiency by generating a
"flatter", streamlined organization. By recommending a division of duties, each
department will be responsible for the functions they perform best. The review has
indicated that there are servicing problems in the organization and the solution is either
to add to the staff complement and compound the cost, or reorganize to become more
effective. In the current economic climate, cost containment by reorganization is
considered appropriate.
3.1 The Public Works Department is equipped to perform all physical aspects of "public
services" since they are currently responsible for roads related matters, and it is efficient
to include the parks and cemeteries within this department. This will eliminate the
potential for two departments to be responding to one area of the Municipality in separate
vehicles to perform compatible duties.
3.2 The Community Services Department will devote its efforts toward ensuring all the
increasing demands in recreation, leisure opportunities, and community networking are
appropriately responded to.
3.3 The recommended move of the Animal Control function to the Clerk's Department is
clearly to capture all enforcement personnel under one department. This is consistent
with other municipalities of similar size and makeup as indicated by the external report
prepared by Gazda Grenier & Associates.
4.0 The recommendations make economic and service sense and, if approved, would develop
a more efficient, effective and more responsive organization. It is anticipated that the
recommendations will provide an approximate immediate annual savings of $125,000.
4.1 There are no recommendations for layoffs or job cuts to full time positions, other than
through attrition and existing vacancies, with the proposed reorganization.
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Cmm�trunity 5e.r 1008 R*wI�w R e mime d tx� s
.................................:::.
1. Eliminate the position "Recreation Superintendent" which is currently vacant.
Over time the functions performed by this position will be absorbed and
distributed amongst remaining staff.
2. Create three "Facility Manager" positions from the existing complement,
reporting to the Director of Community Services. The Facility Managers would
be for the Fitness Centre, the arenas, (G. B. Rickard Recreation
Complex/Darlington Sports Centre) and the Courtice Community Complex. The
Facility Managers would be responsible for all program development at that
facility, including outdoor pools and all the operational aspects of the facility,
co-ordinated through the Director. The Community Services Department would
continue to schedule parks and facilities. The two Facility Operators who
currently work at the Fitness Centre would remain and would report to that
Facility Manager. The Courtice Community Complex is estimated to require
four maintenance individuals (for the core and the library component), who
would report to that Facility Manager. Currently there is one vacant position in
the Building Maintenance portion of the organization chart which is
recommended not to be filled.
3. The Parks and Cemetery division, currently identified on the 1995
organizational chart, in its entirety would become part of the Public Works
Department. This division will report directly to the Director of Public Works. ,
However, during the summer operations, the labour pool of this division would
work either in the parks or on roads crew as co-ordinated with the Manager of
Operations. These same individuals would be seconded to the Arena Facility
Manager during the winter months, and they may be considered for emergency
snow plough operations support. This reporting relationship will be reviewed
over the following year.
4. Over time streamline the functions of the managerial positions of the Parks and
Cemetery division such that only one management position is required to fulfil
the role. One position eventually could be structured to be capable of
performing the parks planning and other related duties currently performed by
the Parks and Cemetery Superintendent and the Parks and Cemetery Manager.
5. Animal Control Officers would be redirected to become part of the Clerk's
Department.
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6. The position of Facility Superintendent would become the Property Manager
reporting directly to the Chief Administrative Officer. This position would be
responsible for physical aspects and routine maintenance of the approximately
thirty-five facilities. The position will provide direction to a Building Services
Co-ordinator, filled by existing staff, as well as two existing maintenance and
part-time staff currently identified under Building Maintenance on the existing
organization chart.
7. Reallocate one clerical position to support the Property Manager, Economic
Development and Marketing and Tourism offices.
8. Evaluate the need for the part-time clerical position over the period of one year.
9. Evaluate the required clerical component for the revised Public Works
Department to determine if the existing vacancy should be filled.
10. For the winter of 1995/96, use temporary employees to cover the winter needs
in the Public Works Department, and do not fill the existing five vacancies until
the Director has had an opportunity to assess the overall organizational needs.
Revised Community Ser�zces Department, Administration Department and Publxe
Works organization charts, ref�eetin the abovedjustrnents, are attehed fir
apxoval
Respectfully submitted,
W. H. Stockwell,
Chief Administrative Officer
WHS:nof
att.
1104
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CORPORATION OF THE MUNICIPALITY OF CLARINGTON
REVIEW OF THE
COMMUNITY SERVICES DEPARTMENT
W. H. Stockwell,
Chief Administrative Officer
November 1995
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SUMMARY::MIM CO MMENDATONS
1. Eliminate "Recreation Superintendent" position.
2. Create 3 "Facility Manager" positions from the existing complement for the
Fitness Centre, the G.B. Rickard Recreation Complex/Darlington Sports Centre,
and the Courtice Community Complex.
3. Move Parks and Cemetery division in its entirety to the Public Works Department
and over time review the reporting relationship.
4. Eliminate, over time, one of the managerial positions in the Parks and Cemetery
division.
5. Animal Control division to become part of the Clerk's Department.
6. Facility Superintendent to become Property Manager reporting to the C.A.O.
7. One clerical position in Community Services Department reallocated to C.A.O.
Department to support Property Manager, Economic Development & Marketing.
8. Review part-time clerical component of the Community Services Department over
the period of one year.
9. Clerical complement in Public Works Department to be analyzed to determine if
existing vacancy should be filled.
10. Temporary employees used in 95/96 winter control operations to cover the existing
5 vacancies in labourer/equipment operator categories.
Revised organization charts form attachrnenfis to this report
SUNIlVIAYti' OF IMPACT:: N STAk'F`COMPIaE1VIENT :<
:# Staff PosYtY4ri ;.> Det�i�s
5 Labourers Existing vacancies - covered with temps for winter 95/96,
possibly not replaced.
1 Manager Parks & Over time one managerial position in Parks & Cemetery
Cemetery will be eliminated.
1 Recreation Super. The reorganization eliminates the need for this position.
1 Building Existing vacancy in Building Services division, not to be
Maintenance filled.
8 Totat Staff Complement Reduction
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REPORT:
A. INTRODUCTION
1. Management Role
2. Organizational Structure
3. Comparative Organizations
4. Future Fiscal Projections
B. SERVICE FUNCTIONS
1. Parks and Cemeteries
2. Recreation
3. Facility/Building Division
4. Animal Control
C. ORGANIZATIONAL RESTRUCTURING
1. General Approach
2. Organizational Restructuring Proposals
D. CONCLUSION AND FUTURE VISION
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OVERVIEW
1. BACKGROUND OF STUDY
At its meeting of February 20, 1995, Council passed Resolution#GPA -96-95 stating the
following:
"Moved by Councillor Novak, seconded by Councillor Pingle:
That Report ADMIN-3-95 be received;
That the Chief Administrative Officer, along with the appropriate Staff, be authorized to
conduct a review of the organizational structure of the Community Services Department
and the existing and future service requirements currently supported by the Department;
and
That the Chief Administrative Officer report back with recommendations on the above."
2. METHOD OF STUDY
2.1 In accordance with the instructions of Council, the Chief Administrative Officer
commenced a review of the Community Services Department which lead to the following
study and recommendations for the consideration of Council. The entire review was
carried out "in house" by the Chief Administrative Officer's Department with no major
outside assistance. However, outside assistance was obtained in comparing the Clarington
Community Services Department to similar departments in other municipalities and is
addressed in Section A-3 of this report. In regards to the entire interview process, all
interviews were held privately with assurances that the opinions expressed by those being
interviewed would be presented without identifying the source of the comments.
2.2 The interview process was carried out in two parts. Firstly, all staff in the Department
were invited to be interviewed on a confidential basis and 20 staff members agreed to be
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part of the interview process. Secondly, members of Council and senior staff in the
department were invited to present names of contact people in community groups that
have dealings with Community Services who could present an independent view of the
department and its structure. Some 20 interviews took place representing a good cross
section of community groups throughout the municipality. These two sets of interviews
were the basis of the review and subsequent study.
2.3 During the course of the study itself, further interviews took place with municipal staff
in other departments, as well as representatives of the employees' union and the
Chairman of the Mayor's Task Force on Economic Development, who carried out a
review of municipal staff in 1993. Prior to the final draft of the study, the overall
recommendations were discussed with the Director of Community Services and the
President of CUPE Local 74.
3. FOCUS OF STUDY
3.1 There are two main issues that are the subject of this review. The first issue is the size
of the Community Services Department and how it relates to other departments within
the municipal structure. A brief history. of the growth of the department is addressed in
Section B-1 of this report.
3.2 The second issue is how the department meets the demands in servicing the community
in regards to the use of recreational programs and facilities, the number of volunteer
organizations in the community that are assisted by the department, the hall boards and
arena boards that interface with the department, as well as the general public who is
serviced by the Animal Control division of the department.
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A. INTRODUCTION
Al. Management Role
As in all departments of the Municipality, theoretically, the final "management" decisions
of the Community Services Department are that of the municipal Council. However,
municipal staff, who are hired by Council, are responsible for administering the policies
and programs established by Council within the parameters of an annual departmental
budget that is set by Council. Staff also provide information and advice to assist Council
in its policy making role, and carry out the day-to-day management of the department.
The administration link between Council and Staff is through the office of the Chief
Administrative Officer to the Director of Community Services who is in fact the
"department head". A second line of communication between Council and the
Department is that of the Chair of Community Services, a position filled by a member
of Council and appointed by Council. The Chair of the Community Services has no
special management role within the department, however, serves as a liaison between the
department and Council.
A2. Organizational Structure
A2.1 Since 1983 the staffing of the Community Services Department has undergone a growth
pattern in keeping with the increase in population within the municipality. During this
period, Council commissioned two consultant reviews of departmental programming. In
1983 the firm of MacLaren Plansearch carried out a study entitled "Culture and
Recreation Master Plan", and in 1991 Hough Stansbury Woodland Ltd and Jack B. Ellis
and Associates Limited presented a review entitled "Recreation Leisure Services". As
part of the Mayor's Task Force on Economic Development Report that was completed
in 1992, the observation was made that "The town's management structure is too vertical
(i.e. managers reporting to managers reporting to managers). This structure must be
flattened to increase efficiency. Multiple layers create unnecessary overheads such as
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approvals, memos, meetings, secretarial staff, space, etc." These comments were not
specific to the Community Services Department, however, upon reviewing the present
organizational chart for the department, one can see that the comment could legitimately
apply to the staffing structure.
A2.2 The 1983 Hough Stansbury review identified the departmental staff in the following
manner, "A total of nineteen permanent employees presently comprise the Community
Services Department, including thirteen union personnel and six non-union(management)
personnel. The union personnel include secretarial, maintenance and operational staff,
while the non-union personnel include both the Director and Deputy-Director of the
Department; a Facilities Manager, a Parks and Cemeteries Works Foreman; a Program
Director; and an Aquatics Program Supervisor. Additional temporary staff are also
utilized on both a part-time and seasonal full-time basis in both the areas of maintenance
and programming. The design of the organizational hierarchy of the Community Services
Department is a functional system which has evolved over time." The organizational
chart that appeared in this report is attached (Att. A-1 ).
A2.3 When the Council of the day dealt with this report, they approved the hiring of a full-
time leadhand as well as additional part-time employees as outlined in the attached
restructured organizational chart (Att. A-2). It should be noted that the population figures
for the municipality in 1984 were 32,940 compared to the present day population of
58,000.
A2.4 Departmental records show the next available organization chart to be 1987 (Att. A-3)
showing a staff of 21; being seven non-union, thirteen union, and one part-time. The
1988 organization chart (Att. A-4) shows a staff of 26; Seven non-union, seventeen
union, and two part-time. The 1989 chart lists 21 staff; seven non-union, seventeen
union, and seven part-time, (Att. A-5), the 1990 chart shows 36 staff; eight non-union,
twenty union, and eight part-time, (Att. A-6), and the 1991 chart shows a staff of 36;
eight non-union, twenty union, and eight part time, (Att. A-7).
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A2.5 The second master plan was carried out in 1992 under the heading, "Recreation, Leisure
Services, Master Plan", by Hough, Stansbury, Woodland, and Jack B. Ellis. At that time
the organization chart for the department, 1992, showed a staff of 36; eight non-union,
twenty union, and eight part-time, (Att. A-8). This report recommended that the staff
complement be increased by two; a Planning Assistant in the parks division, and a
Heritage/Cultural Co-ordinator in the recreation division. These recommendations were
not approved by Council and no changes were made to the department's staffing
complement.
A2.6 In 1993 Council dealt with a report from Stephen Chait Consultant Ltd. surrounding the
issue of Economic Development. This report was commissioned following the findings
of the Mayor's Task Force on Economic Development. As previously stated, the Mayor's
Task Force was somewhat critical of municipal staffing, and when the Chait report was
dealt with by Council a number of changes in departmental responsibilities were made.
One such change was the transfer of the Animal Control Division to the Community
Services Department. This move resulted in a change to the 1993 organizational chart for
the department (Att. A-9), showing a total complement of 39; eight non-union, twenty-
three union, and eight part-time. The 1993 chart also reflected the decision of Council
to contract out grass cutting services.
A2.7 There has been no increase in the staffing complement since 1993 as shown in the
attached organizational chart for 1994 (Att. A-10). The 1995 organizational chart is the
same as 1994 and is attached for reference. (Att. A-12).
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ATT. A-1 TO REPORT
ADMIN . 30 — 95
DIRECTOR OF
COMMUNITY SERVICES
CLERK—TYPIST
DEPUTY DIRECTOR OF
COMMUNITY SERVICES
FACILITIES PROGRAM DIRECTOR PROGRAM DIRECTOR PARKS AND
MANAGER SPORTS LEAGUES AQUATIC PROGRAMS CEMETERIES
FOREMAN
a ,
MAINTENANCE
WORKER
BOWMANVILLE DARLINGTON FITNESS MAINTENANCE
ARENA ARENA CENTRE WORKER
ARENA OPERATOR ARENA OPERATOR POOL OPERATOR
2 2 —
JANITOR
ARENA OPERATORARENA OPERATOR POOL OPERATOR
3 3
I
ARENA OPERATOR [TRENA OPERATOR ORGANIZATIONAL HIERARCHY
3 3 TOWN OF NEWCASTLE COMMUNITY
SERVICES DEPARTMENT
ARENA OPERATOR
3113 FIGURE 1
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ATT. A-2 TO REPORT
ADMIN . 30 - 95
DIRECTOR OF
COMMUNITY SERVICES
CLERK-TYPIST
DEPUTY DIRECTOR OF
COMMUNITY SERVICES
FACILITIESEso"(3
RAM DIRECTOR PROGRMIM DIRECTOR PARKS AND
MANAGER RTS--LEAGUES AQt4A�'I-C---PROGRAMS CEMETERIES
FOREMAN
LEADHAND
MAINTENANCE
WORKER
BOWMANVILLE DARLINGTON FITNESS MAINTENANCE
ARENA ARENA CENTRE WORKER
ri
ARENA OPERATOR ARENA OPERATOR POOL OPERATLL OR
2 2
JANITOR
ARENA OPERATOR ARENA OPERATOR POOL OPERATOR
3 3
ARENA OPERATOR ARENA OPERATOR ORGANIZATIONAL HIERARCHY
3 3 TOWN OF NEWCASTLE COMMUNITY
SERVICES DEPARTMENT (1983-198
ARENA OPERATOR
3
114 FIGURE P-1
= man
COMMUNITY SERVICES DEPARTMENT /9 Q
NI IO:AL CHAR / �J
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allocation of the Community Services Department_ Durirg the Fall and Winter a shift is -�
experienced of position I p
pe park maintenance staff to the respective arena operations_
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DIRECTOR l
TOWN OF NEWCASTLE ,N,
COMMUNITY SERVICES DEPARTMENT J_ CARUANA CLERK TYPIST Ir
STAFF ORGANIZATIONAL CHART - 19 S S. ARENDS
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D. MoCKAY
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DUNCAN B. HUGHES above demonstrates the Spring and Summ D
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Nu DIRECTOR - .—._ 153_ ,
TOWN OF NEWCASTLE J. CARUANA
COMMUNITY SERVICES DEPARTMENT
ORGANIZATION CHART- 1992 CLERK TYPIST IL
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P BRYENTON . RGERON 3—i
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M_JELINSKI z
D. WELSH D. POTTER THE POSITION OF FACILITY MANAGER IS BEING REVIEWED FOR . i>
C. PHILLIPS RECLASSIFICATION AND WILL BE THE SUBJECT OF A SUBSEQUENT w Co
REPORT TO COUNCIL. p
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NU DIRECTOR
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COMMUNITY SERVICES DEPARTMENT J. CARUANA 140_
ORGANIZATION CHART- 1993 CLERK TYPIST IL STAFF COMPLEMENT
S-ARENDS
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23 UNION
8 PART TIME
P TCLERK TYPIST I
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NU FACILITY
SUPERINTENDENT Nu PARKS a CEMETERY
F HORVATH SUPERINTENDENT NU RECREATION
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CEMETERY DIVISION RECREATION
DIVISION
NU PARKSAND NUASSISTANT TO THE 'k Nu
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HE
MANAGER MANAGER
--. N_VanSEGGELEN G.KENNETT
S.ROSE
BUILDING FACILITY
SERVICES SERVICES ANIMAL PARKS AND HORTICULTURAL Nu
CONTROL CEMETERY SERVICE RECREATION
u LEAD HAND SERVICES CO-ORDINATOR
H_ AN PROGRAM MANAGER u LEAD HAND gore C. GONDER
S. ROSE LEAD HAND -�"--
u G. COX U A_ GRYG ��Zil� PST
BUILDING U FACILITY CASHIER
MAINTENANCE MAINTENANCE ANIMAL CONTROL U U MAINTENANCE W RECEPTIONISTS
K_SHERWOOD
OFFICERS /,�,r✓I�I� P FOSTER
K. YUZWA E- ATKINS S_ELKINGTON (SR.) C- TRIMBLE ( v�" T- MITCHELL
C. KINGELIN G_ DUNCAN � n
K_WOOD K.MERCER K. MILLER J. HUGHES �f�/✓ L_LYCETT
K. LYLE
P/T S. PARKER / A.MARTIN
BUlLOING MAINT. NOTE: DURING FALL �r
P. BRYENTON M"WADE -•• •• -... _ .S EXPERIENCED OF PARK Z
M-BERGERON MAINTENANCE STAFF TO FACILITY MAINTENANCE.
M.JELINSKI B. HUGHES t I
D. WELSH THE ANIMAL CONTROL FUNCTION IS RESPONSIBLE TO THE PROGRAM W
D. POTTER MANAGER WHO REPORTS TO THE FACILITY SUPERINTENDENT. WALL o
C. PHILLIPS "-i
OTHER AREAS OF RESPONSIBILITY, THE PROGRAM MANAGER l O
REPORTS TO THE RECREATION SUPERINTENDENT. t,p;a
cn M
v
0
v
- - • _ �`. rai,.� �:�a-, t...,,;. t'. ��t�t�1 l�t�` . �` moi.
COMMUNITY SERVICES DEPARTMENT DIRECTOR = i 3 S
ORGANIZATION CHART-1994
J CARUANA u CLERK TYPIST it STAFF COMPLEMENT
-
S. ARENDS 8 NON UNION
D. mocKAY 23 UNION
8 PART TIME
P/7 CLERK TYPIST I
T. WRIGHT
HU FACILITY
SUPERINTENDANT PARKS AND CEMETERY
HU SUPERINTENDENT NU RECREATION
F_ HORVATH SUPERINTENDENT
J. CAMERON
J_ COOKE
BUILDING DIVISION
PARKS AND
CEMETERY DIVISION RECREATION
DIVISION
Hu PARKS AND
CEMETERY MANAGER HUASSISTANT TO THE NU
PROGRAM MANAGER `PROGRAM MANAGER
�) N. VonSEGGELEN
G. KENNETT S_ ROSE
BUILDING SERVICES FACILITY SERVICES
ANIMAL CONTROL PARKS AN HORTICULTURAL
CEMETERY SERVICES SERVICES HU RECREATION
U LEAD HAND CO—ORDINATOR
PROGRAM MANAGER u LEAD HAND u
H. ANYAN LEAD HAND C_ GONDER
S. ROSE G. COX
A GRYG
U BUILDING u P
MAINTENANCE
NTEN � CASHIER
FACILITY u ANIMAL CONTROL u RECEPTIONISTS
MAINTENANCE OFFICERS MAINTENANCE
R. GROEN P_ FOSTER
K YUZWA E_ ATKINS S. ELKINGTON (SR. C. TRIMBLE T- MITCHELL
VAST C. KINGEUN R. MILLER L LYCETT
K. MERCER L LYLE G. DUNCAN A MARTIN
J. HUGHES NOTE:
P�1' BUILDING S. PARKER DURING FALL AND WINTER A SHIFT IS EXPERIENCED OF PARK O--i
MAINTENANCE M. WADE MAINTENANCE STAFF TO FACILITY MAINTENANCE. 3—I
D. WELSH ,.
P. BRYENTON B. HUGHES • THE ANIMAL CONTROL FUNCTION IS RESPONSIBLE TO THE PROGRAM z
M. JELINSKI D. POTTER MANAGER WHO REPORTS TO THE FACILITY SUPERINTENDENT. IN ALL D
J. HARBINSON C. PHILLIPS OTHER AREAS OF RESPONSIBILITY, THE PROGRAM MANAGER REPORTS
TO THE RECREATION SUPERINTENDENT. O CD
O
O
Cn;v
m
O
.Z7
9
A3. Comparative Organizations
A3.1 The external review conducted by Gazda Grenier & Associates is circulated as a
confidential attachment under separate cover. It provides a comparison of the
Municipality of Clarington's functions and staffing levels with six other municipalities
of similar population and size.
A3.2 The analysis indicates that Clarington, while well above the average in area (measured
in square kilometres), is average in terms of both population and parkland acres. The
average area covered by the six municipalities is 257 square kilometres. The average
parkland is 674 acres. Clarington is 608 square kilometres in area and has 683 acres of
parkland. For comparative purposes, Ajax has 68 square kilometres of area with a
parkland inventory of 640 acres. These numbers would seem to indicate that Clarington
may have a way to go in terms of parkland development, depending on the degree of
population and growth.
A3.3 The Municipality of Clarington has less than the average budget dollars allocated to the
Community Services functions. This indicates Council's commitment to financial
efficiency in budget allocation particularly over the past few years when there has been
a zero percent tax increase.
A3.4 In terms of staffing comparison, the Municipality of Clarington operates with the second
lowest overall complement within the reference group, and the lowest in terms of the
number of management positions. The statistics show the following:
Average Clarington
Management Positions 12 6
Total Permanent Positions 162 91
The compensation packages are highlighted, in the observations section of the Gazda
Grenier & Associates report as being comparable for all positions except the most senior
4123
10
levels. This, however, is consistent with many of the Department Heads as identified
in the larger study produced by Gazda Grenier & Associates. The Chief Administrative
Officer has been given a mandate by Council to review this issue on a larger scale, and
a report will be forthcoming.
A3.5 A review of the organizational structures presented in the external review identifies a
trend of at least two divisions; Parks Division and Recreation Services. The layering of
management positions and support staff varies with each municipality and the existing
Clarington organization chart reflects a layout very common to other municipalities, with
the exception of the lower than average total number of permanent positions as identified
above. In addition, Animal Control is contracted out in all but three of the
Municipalities, one of which is Clarington. In the two Municipalities that retain Animal
Control, they both report to the Clerk's Department.
A3.6 The external review is encouraging in its indication that the Municipality operates
efficiently and is lean in terms of its overall staff complement, but it does not address the
most efficient method of carrying out the service requirements of the Community
Services Department. The recommendations outlined in this report attempt to do just
that.
i
I
i
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1124
11
A4. Future Fiscal Projections
A4.1 In October 1994 Council received for information purposes Report# TR 87-94, entitled
Five Year Operating Forecast 1994-1999. (Att. A-11). This report covered a five year
operating forecast of all departments within the municipality, showing the projected
staffing needs and the cost of same.
A4.2 The Community Services portion of this report identified the need for an additional
thirteen full-time staff and twenty-seven part-time/temporary staff, made up as follows:
Total Full-time Pait-tane
1995 1 part-time/temporary, Parks and Cemetery. - 1
1996 1 Animal Control Officer, 1 Horticulturist,
4 full-time Maintenance and 25 part-time,
Courtice Community Complex; 10 Lifeguards,
10 Instructors, 4 Cashiers, 1 Aquatic Instructor. 6 25
1997 1 Horticulturist, Parks and Cemetery,
2 Facility Operators, G.B. Rickard
Recreation Complex. 3 -
1998 1 Animal Control Officer, 1 Recreation
Co-ordinator (non-union), 1 Maintenance and
1 part-time/temporary, Parks and Cemetery. 3 1
1999 1 Maintenance, Parks and Cemetery. 1
Proposed Total: 13 27
I
1125
12
A4.3 The table below shows the original tax impact projected and the impact of the
incremental increase proposed by the Community Services Department (includes the
Courtice Community Complex but excludes the Library). It also reflects the impact of
the Complex alone (i.e. if Community Services is held to a 0% increase and the Courtice
Complex is added to the tax base).
ax Increase
195 19981997 1�9$ 1999 Avg
All Services has prole.cted) 5.7 4.9 6.2 3.5 1.3 4.3
A11 Servrces; & CfSery @ 0% 4.5 1.2 2.8 1.4 1.0 2.2
(incl :Ccttt`11ce Cotttple )
Uxfference Impact of 1.2 3.7 3.4 2.1 .3 2.2
ComrnServices onxx
Mill Rate
Impact of CCC on.1VIil1 Rate 0 2.3 2.1 0 0 .8
A4.4 The overall impact for all projects start to decrease in 1998 due to the projected increase
in assessment to be realized primarily from the Markborough development. If this is not
realized the tax impact will likely resemble the 1996/97 increase of approximately 5%
to 6%.
i
1126
ATT. A-11 TO REPORT
THE CORPORATION OF THE MUNICIPAL) ADMIN . 30 - 95
REPORT `'
GENERAL PURPOSE AND ADMINISTRATION COMMITTEE
Meeting:
File#
Date: - October 3, 1994it
Res. # ,.
- :
By-Law#
Report#: iR 87 94 File #:
st
Subject: <<.
FIVE YEAR OPERATING FORECAST: 1995 - 1999
Recommendations:
It is respectfully recommended that the General Purpose and Administration Committee recommend
to Council the following:
1. THAT Report TR-87-94 be received for information.
BACKGROUND:
1.0 The Chief Administrative Officer recently advised Council that, in an attempt to recognize
the potential tax impact of some of the significant operating projects facing the Municipality,
Staff would be preparing an operating forecast for the years 1995 through 1999.
1.1 The five year operating forecast has been prepared in a conservative vein and is provided for
information based on the average household tax bill, as Attachment #1 and in a complete
format as Attachment #2.
2.0 Staff have compiled a reasonable estimate of the operating expenditures, using as a basis
some of the following assumptions or criteria:
a) The inflation rate currently is at approximately 1.5% (exclusive of the tobacco
industries reduced tax impact), and as such,the forecast includes an inflationary rate
of 3% in 1995 and from 1% to 3% in each year thereafter. The impact in 1995 is
somewhat higher than the other years in part as a result of less than zero and zero
percent budgetary impacts in 1993 and 1994 respectively, while at the same time
attempting to adjust the base to accommodate the fire primary response commitment
and the phasing in of the Courtice Community Complex.
b) The Courtice Community Complex is anticipated in this forecast, to bephased in
with the first operational impact from the library component in 1995 and the core
facility in 1996.
TR-87-94 Pae 2
t
c) The debt associated with repayment of any debenture taken to complete the
construction of the Courtice Community Centre is to be repaid by the Development
Charges Reserve Funds and therefore, no debt commitment has been built into the
- forecast.
d) Revenues are difficult to predict as they are not certain. For instance, the building
permit revenue has been projected by the Planning Department based on the number
of anticipated building units, however if the development does not follow the
anticipated pattern, the revenues will not be realized to the degree projected.
e) Provincial grants are anticipated to remain frozen at the 1994 levels for the
conditional roads grants and reduced over time to zero for the unconditional grants.
The Province has not provided any indication of how it intends to proceed with the
conditional (roads) grants in the future but significant erosion of this major revenue
source will affect the outcome of the forecast presented.
f) The forecast also is affected to a significant degree by the erosion of the surplus
which is generally a result of the economic climate experienced over the past several
years.
g) Assessment values have been projected based on an estimate which is a combination
of the recommendation provided by the Provincial Assessment Office from their
review of the past few years, and the projected development units provided by the
Planning Department.
The projected statistics used in the overall forecast are attached for information as
Attachment #3.
2.1 The forecast reflects an average annual tax increase of approximately 4.6%over the five year
period. This increase is in keeping with the projections such as average population and
average increases in household numbers at 5.4% and 4.9% respectively. The average home
tax bill in 1994 of $436.00 for Municipal purposes, exclusive of garbage rates, would be
affected by approximately $14.00 annually under this scenario. Attachment #1 has
attempted to present the proposed impact on the average household, in terms of the average
tax bill.
2.2 Overall the fluctuations in the mill rates are fairly evenly spread between 1995 and 1997.
The major impacts have been accommodated in these years such that 1998 and 1999 reflects
a reasonable tax impact.
I
2.3 The 1996 impact is primarily from the addition of Courtice Community Complex, both the
library and core components. The library component impact is phased in over a three year
period beginning in 1995. The core facility will also be incorporated in a phased approach
beginning in 1996.
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1128
.t
TR-87-94 Pae 3
2.4 The increase in 1997 is a result primarily, of the phasing of the library component of the
l;
Courtice Community Complex and the additional costs associated with the initiation of the
twinning of the Bowmanville Recreation Complex ice pad. The 1991 impact also reflects the
expenditures and related reserve fund contribution for the next Municipal election.
`f
2.5 Proposed adjustment to the existing staff complement is also reflected in the attached
forecast. Each department has attempted to provide a realistic estimate of additional staff {
required to service additional work load as a result of the projected growth and the spinoff j.
effects that has on areas such as additional roads, parkland, etc. The projections are
t
incorporating existing standards to service newly developed subdivisions, etc.
2.6 The mill rate summary has been broken down on the attached forecast in order to provide
a guide to the impact from some of the more significant issues. To provide a reference point,
if any of the projects were removed from the forecast, net of associated,revenue, the impact
on the mill rate would be a reduction of approximately 1 percentage point for each$100,000
net adjustment. On the tax per household analysis, each $100,000.00 adjustment to the
forecast will effect a change of approximately $4.00 to the household tax bill.
3.0 As Council is aware, there are many factors which will affect and determine the final
outcome of the budgets in each of the future years. External factors beyond the control of
the Municipality will have potentially significant impacts on not only the Provincial and
Federal economy but ultimately translate to the municipal level. Some of these major issues
are the Quebec sovereignty issue, the 1995 Provincial election, the expiration of the social
contract in 1996 and the Federal deficit reduction.
3.1 These factors will be important determinants in the stability of the Canadian dollar and the
interest rates which will affect the Municipality's ability to reach the projected assessment
and development targets and also the potential for revenue generation.
4.0 The projected savings in costs associated with a renewal of the garbage collection contract
can be used by Council to offset the overall household tax bill. As Council is aware, the
garbage fee is applied on a flat rate per household, across the Municipality. The 1994 rate
was $140.00, which, when added to the tax bill raises the overall household tax bill to
$576.00 for all municipal services. Application of projected savings related to the garbage
contract of approximately $473,000.00, on a per household basis could reduce the $576.00
i
1994 tax bill to $567.00 in 1995, a reduction of (1.6)%, even with the impact for Courtice
Library and the Fire Primary Response included.
5.0 The forecast for the next five years is a "best guess" based on historical trends, projected
capital budgets, and projected growth, and it is suggested that it be used as a bench mark
only for future potential tax impacts. Many of the values will change as the years approach
and the relevant factors take effect.
1129
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TR-87-94
Pae 4
6.0 The forecast presented in this report represents the municipal impact only, an
is
of any consideration of the Regional or School Board impacts, both of which are beyond the
influence and control of Council. The forecast can be adjusted in any of the given years by
Council as the Corporate and Municipal priorities change.
Respectfu mitted Reviewed by,
4M ' Marano, H.BSc.,A.M.C.T.
W.H. Stockwell,
Treasurer. Chief Administrative Officer.
MM/hjl
Attachments
j
X130
OPERATING FORECAST 1995 - 1999 ATTACIIMENT#1
4
TAX DOLLAR IMPACT - RESIDENTIAL
Household Tax Impact $ I994
1995
199b 1997 1998;. I999 Average...
S
;199
Average Municipal Tax Incl. Inflation 436 449 456
To Maintain Service for Growth 461
0 7 7 474 486 467
Garbage Flat Rate 14 8
7** X40 9
100 100 100 100
100 100
Total Tax Bill - Municipal 576
556 5637 568
588 594 574
Percentage Increase (0 8) (3.5) 1.3
0.8 3.5 1.0 0.6
Add Capital FaciIities/Extension of Services Impact on Operations
Courtice Complex - Library 3 II
13 17 18 12
Courtiee Complex - Core 9
8 8 7 6
Fire Primary Response 6 6
6 6 5 6
1997 Municipal Election
3 1
Bowmanville R.C.Twin Pad
3 4 4 2
Tax Impact from Capital (on current) 1
2 1 1 2 1
Reduction in Revenue Sources
17 12 14 9
Total Tag.BiU$
'.; $576: $5b6
$588 ; X619 X636 a�54
$611:
�..
exclusive of blueBox cons 141],1!:z i!i!tions '
* impact is calculated based on net cost in each year compared to household #'s projection
J
F Z V E YEAR OPE RAT I N G FORE CAST 1995 - 1999
TR-87-94 Attachment A 2
A. EXPENDITURES 1994 ♦ Staff 1995 $ Staff 1996 p Staff T o t a 1
Full/Pt.Tm�-----_�_IFu11/ Pt.Tml-----6666___Full/ Pt.Tm-----___1997 R Staff 1998 # Staff T OTA L Average Annual
6666_»_-6666 6666»�__»________________ 1999 9 Staff
General Government 3,877,340 £un/Pt.Tm------------ Full/ Pt.Tm.-___________Full/ Pt.� -1995=1999_---_-Increase_
Staff Only: Clerk's 1 0 1 4,110,865 I 1 0 1 4,243,167 i i 0 i 4,455,0401 1 0 1 4,550,443
2 1 1 1 0 1 1 0 1 3. I 1 2 1 0 1 0 i O 1 4,703,5904 1 2 i 6 22,063,1100 II 1.1
Finance o o 1 o I 1 1 o f o f 1 1 ° I o 1 o I I
Administration/H.R. I 1 0 1 0 i 1 0 1 0 1 d l 0 1 0
Public Works 5,667,411 2 1 0 1 6,091,470 1 0 1 6,262,400 1 2 1 0 6,467,345 2 1 0 1 6,676,160 1 11 0 1 6,795,266 8 1 0 1 ° �I
Garbage 2,659,115 0 0 2,959,063 0 0 3,167,973 i 0 1 0 3,423,628 q i 0 1 7,699,915 0 0 J,9G3,129 0 1 0 1 32,292,599 �I 1.1
Planning/Development 2,057,368 1 1 0 1 2,167,765 1 1 1 0 1 2,267,159 1 0 0 1 2,209,631 1 1 0 1 2,367,369 0 1 0 1 2,391,022 I 3 1 0 1 17,211,708 �� 1.3
PrPtOctiOD Fire/Property 2,086,737 2 1 0 1 2,337,069 1 1 1 0 1 2,659,859 i 0 0 1 2,496,225 1 9 1 0 1 2,609,123 0 1 0 2,658,781 1 11 1 0 1 111,483,165 1.1
2,561,036 1.2
Commilnity Services 3,272,506 1 1 1 3,393,080 1 2 1 0 1 3,563,988 1 3 1 0 3,753,901 1 2 1 1 4,086,774 1 0 2,168,325 8
Debt Chargee 741,786 0 1 0 1 740,369 1 0 1 0 1 738,513 0 0 735,868 0 0 1 1 I 1 2 1 18,960,067
•Courtice Community Complex 0 1 0 1 0 1 d 1 25 1 260,739 1 0 1 526,693 1 1 1 0 1 734,390 1 0 731,101 1 1 0 1 3,680,241 II 1.2
CraaU -Museums/Others 256,169 0 1 0 1 261,292 1 0 1 0 1 263,905 1 0 0 I 266,544 I 0 1 0 1 531,960 1 0 537,279 1 5 1 25 1 1,856,671 �� 4 Yr. 12.0
.8
TAX IMPACT FROM CAPITAL 1,059,378 1 0 1 1,101,753 1 1 0 1,112,771 1 1 1 0 1 269,210 1,135,137 i ° 1 0 1 271,902 1 0 1 0 1 1,332,854 11 1.0
1 I I 0 1,123,898 0 1 1,191,892 0 0
6621,697_8___ ___-_1__»_1___-__ ----------------------------------------------------------
2 I I I 5,665,d5� �� 1.1
MUNICIPAL TOTAL 21,697,810 7 1 1 23,162,708 1 10 1 25 i 24,340,373 1 6 1 1 1 25,538,975 1 15 1 3 1 26,658,461 I 4 1 0 1 27,406,293 1 d2 1 31 1 127,106,905 11 1.2
6666_________ _____1_____1__»__»_»�_»___________________________________
11
Library-grant 820,608 1.6 1 0 1 880,127 ( 1.5 ----------------"''""
1 1 922,748 1.9 _ _
_ _ ______________________________
Courtice Branch I I 990,608 1 0.9 1 i 1,024,953 0.6 ''-".1,275 I
0 0 1 0 1 69,666 1 2.0 1 1 175,401 1 4.1 i 1 320,935 1.9 1 1 1,052,807 1 6.5 1 1 4,871,275 1� 1.2
__22_51______ _____1__»_1»__--___-_ _________»�_____�_____i___-------5-I--3.5 1 -29,-07 1 11.5 1 1 1,420,564 11 4 Yr. 2.0
TOTAL EXPENDITURE 22,518,418 9 1 2 1 24,112,501 1 13.5 1 25 1 25,438,622 1 12 1 1 1 26,850,518 117.8 1 3 1 28,108,569 1 8.1 0 1 28,888,541 1 60.0 1 31 1 133,398,7,.4 11 1.2
_______________________ __________________
_____________ 6666_ 6666_ ----__,_
___________________________________________________
B.
(�) _1994 199_______________________1____
_ __ 1995 1996 1997 ___________________________
6666»»»�»6666»6666___ 1998 1999
Sub-total � (11,234,129) __-�- '---'-----+ "---^--^--- - ---------- (REVENUE)
(11,858,499) (12,546,816) (13,295,635) (13,681,690) -_-_-_---_-_ --`---------
Surplus applied (14,141,862)
(860,000) (850,000) (65,524,502) 1 2
(650,000) (250,000) (200,000)
TAX REVENUE REQUIRED 0 (1,950,000) 0.5
Q 10,424,289 11,606,002 12,241,806
............. 13,304,884 14,226,879 14,766,679
••<:........ ........�:• 65,924,250
TAX RATE INCREASE ...........: .......
.... 0.018 t 6.9 i 4.9 t ...5: ........3 1.3
... ..... ............ ............ 1.3 t
• ..................................................... .......:.... 6.57 8
SILL RATE SUMMARY• ...................99..:...................................,.........................................:................:.:......:..
1994 1995 1996
_--_- 1997
� Courtice Complex- Cora
0.0 - ^_ 1.7 ~»6666___ ^_ _1998 ^1999
1 Courtice Complex-Library 0.0 0.0 """""^ ^^ -____ _
___--66-.66'_-_- -__-_.._ Average I 1
Fire Primary Response 0.0 0.7 1.8 3.2 4.6 1 8 _---'- -�I
1 Municipal -All other 1'3 1.3 4.3 4.3 1.62
1 0.0 5.0 0.2 1.3 1.3 1.3 2.86 �)
_ 0.0
1 -6.1 Total Tax Rate Increase t 0.0 t ___�_ 6666___ ___»__ -3.8 1.25
___
....<.........................<..<...... 6.9 i 4.9 t ---- -- -0.96 I�
6.2 t 3.5 t -______11
.<...............<.......<........::....................... 1.3 t
............. Average t 4.57
.....................>...-.....<...
FfSTISTICS 1994ATTACHMENT#3
% 1995 % 1996 %
' INCR. INCR. INCR_ 1S97 INCR. 1998 % 1999 %
ASSESSMENT: INCR. INCR.
Residential 62,568,025 2.4 64,132,226 2.5 65,735,531 2.5 67,378,920 2.5 69,063,393 2.5 70,789,977 2.5
Commercial 8,004,180
Business 3,250.620 1.5 8,124,243 1.5 8,246,106 1.5 8,369,798 1.5 9,069,798 8.4 9,205,845
0.0- 3.299,379 1.5 3.348,870 1.5 3.399.103 1.5
1.5 3.539.103 4.1 �3.592.190 1.5
Total 73,822,825 _
75 555 W2.3 77.330,508 2.3 79,147
POPULATION: ,821 2.4 81.672,294 3.2
83588.012 2.3
55,000 7.2 58,000 5.5 61,000 52
DEVELOPMENT: 1993 BASE 64,300 5.4 67,900 5.6 71,500 5.3
Residential Units 734 780 6.2 800 2.6 1,000 25.0 1,100
# of Households 18,951 19,731 10.0 1,200 9.1 1,200 0.0
Commercial Sq. ft. n/a `I 1 20,531 4.1 21,531. 4.9 22,631 5.1 23,831 5.3 25,031
�'� "/a 60>� 0-0 100,000 66.7 200,000 100.0 100,000 5.0
Commercial Base 910,000 970,000 6.6 1,030,000 -�•0 120,000 20.0
6.2 1,130,000 9.7 1,330,000 17.7 1,430,000 7.5
Industrial: 1,550,000 8 4
limited growth projected,approximately 200,000 with 100,000 of this being accommodated within existing vacant buildings
Increase Surmnary Total 1999/1994
Average 1995 - 1999
.iesidential Assessment 13.1
Contnic•rrial 2.5%
15.0 2.9%
Business
10.5 2.0%
Total Assessment 132
2.5%
Population 30.0%
5.4%
Residential Units 53.9
# of Ilousc•holds 9.3%
26.9
(;oounrrrinl I)r%c•lopllw it 11/11
Commercial Base ct/n
59.8 9.9%
C�.1
` THE CORPORATION OF THE MUNICIPALITY OF CLARINGTON
Memorandum
To:
From:
Date: Mayor Diane Hamre & Members of Council
Subject: Marie A. Marano, Treasurer
October 3,1994
Re: Report TR-87-94 Operati.ug Forecast - Revised Att.#2
Please find attached a revised copy of Attachment # 2 for report TR-87-94, which shoui_d be
replaced in your agenda.
The attachment in the agenda contains an input error on staffing levels only and the corrected
revision does not alter the dollar value nor the tax rate increases proposed.
Thank you
Marie
cc: P. Barrie, Clerk
Department Heads
3 ' 34
P Z V fi Y E A R O P S A R T I N O F O R E C 1999
-IaTR-87-94
(Atltla/chmnt ! 2i 1(9R9e3-l1a9e9d9)
T o t T OTA L ff Averageergee1nAnnual
A• Z%PSZTVRES 1994 ! Staff 1995 ! Staff 1996 t Staff 1997 Staff 1998 tff 1999 f ff------------------------------------
--------- - Full/Pt.Tmf -(Full/ Full/ Pt.Tm --_ run/Pt. 0_443_FulSl/ Pt. __4_703_____ FuPt.re.Oaaral ],877,3401,110,865 IBtaff Oolyi Clerk'a 2 1 00 4,243,1670 4,{55,0{1 0 4550,{l3 0 1,703,594Financa 0 l 0 10 2 i i2,063,110
AdmiOiatration/A.R. 0 01 2 0° !
,
c
0 i 1 1 0 I 0 1 0 f)
Public Worke s,6a7,4a1 z 1 0 l 0 1 I ° I ( I ° l I I o 1 4 1 0 1 o f1
��° 2,659,115 0 1 f 6.091,470 f 1 1 0 1 6,262,100 ( 2 1 O j 6,467,345 ( 2 1 0 1 6,676,lto 1 1 1 0 1 6,795,216 ( 8 1 0 I 32,2929s,915 ,599 fl 1.1
Plaaaing/Developmeat 1 0 1 2,167,765 I 10 1 0 1 2,267,159 ( 0 1 0 1 2,289,831 1 1 1 0 1 2,J67,369 ( 0 1 0 1 2,391,042 ( 3 1 0 f 17,211,165 ff 1.1
2,057,366 1 0
Protartton Pire/Property 2,086,737 2 0
C1.3
cm bt Ch 8ervlcee 3,272,506 I I 2,337,019 I 1•f 0 f 2,459,859 ( o I 0 1 2,4'96,225 I 0 1 0 1 2,609,123 I 0 1 0 1 2,658,781 1 3 1 0 1 12,561,036 f1 1.2
Debt ict Coe I 1 1 ],393,°80 f 2 1 0 f 3,563,918 ( 3 I 0 1 3,753,901 I 2 1 1 1 4,081,774 I 1 1 0 1 1,161,325 I B f 2 f 18,960,06'7 f1 1.2
•Conrtice CommuBity Complex 761,766 0 1 p 1 740,369 1 0 1 O f 738,513 1 O I 0 1 735,868 I 0 1 0 1 731,390 0
Oranta - Hveeum./Othore ° 1 ° I 0 I l 1 25 f 260,739 I I I . »1,101 ( 1 0 1 3,660,241 II 1.0
TAX IMPACT FROM CAPITAL 1,059,371 ° I 0 I 261,292 1 0 ( 0 I 263,905 1 0 ( 0 ( 266,311 I 1 I ° I 511,960 1 1 0 1 537,279 1 5 1 25 ( 1,856,671 f1 t Yr. 1.1
1 0 1 1,101,753 1 1 O 1 1,112,771 ( 1 0 ( 1,123,898 I 0 1 0 1 269,210 ( 0 1 0 1 271,902 1 0 ( p l
I 1 0 1 1,135,137 1,332,851 f1 1.0
MUNICIPAL TD'TAL
------------ ----(_- __________________ I I O 1 '1,191,896 1 0 1 0 1 31665,154 it 1.1
21,697,810 7 - 0000__ _`
I 2 1 23,162,708 1 10 ( 25 1 21,]40,4J3 I 6 1 1 1 ,� ----________.___..-_-_____________�---�-___�- I
0000 .5,538,975 1 7 ( 3 ( 26,658,461 1 4 1 0 ( 27,406,293 ( 34 ( 31 ( 127,106,905 ff 1.2
Library - Grant ___I_._____---------------------------------------------
__________________ _ .
6o1 1.6 I o I eeo,127 l.s 0000-0000-- -------------------------------------------------------------------------------
820, I I 1 922,748 1.9
- Covrtico Oranch 0 0 1 0 1 69,666 2.0 I I 1 990,608 1 0.9 I 1 1,021,953 ( 0.6 I 1 1,052,841 6.5
I I I vs,4o1 14.1 I I ]20,935 1.9 1 I I 4,e71,2'/S ff 1.2
-------00000000---I----I----------------------------------------------- -I I I 425,155 1 3.s I I 429,607 1 11.5 I I 1,420,361 (1 { Yr. 2.0
TOTAL EXPENDITURE -_22=518=618- 9 I I I
1 2 124,112,501 13.5 25 25,438,622 12 1 26,850,518 f 9.8 f 3 1 28,108,569 1 8.1 1 0 1 26,888,541 1 $2.0 ( 31 f 133,398,744 II
- 4444_ 4444_ _--44 --------------------------------------------
_ fl 1.2
B. (REVENUE) ________________________
199 t _______..________-__--__
1993 ___
1996 __________._.__
____________ 1997
____________________________ -1990
Sub-total ------------ ------------
1999
(11,234,129) 44440444 ___________- (RSVE1fU%)
(11,e5e,499) (12,546,016) (13,295,635) 4000_- 0000_ - ------ _
nurpla. eppli.d (060,000) (13,681,(90) (14,141,862) (65,124,502) 1,2
(050,000) (650,000) (250,000
TAX REVENVE REQUIRED ) (200,000) O
10,121,289 (1,930,000) 0.3
11,404,002 _12,241,806 1],304,884
11,226,879 :14,746,679
TAX RATS INCREASE 1 63,924,230 1.3
0.016 \ 6.9 � '--..... ...�...�. W....�... ........
1 MILL RATS SMLkRYf ........................w...-..+.«..----------------------..... .rw.... ........1...
Con \ 1.37 �
...........w��...r.�
I 1994 1993 r.�....>•...rr.r.................«....................��...��
'- -"•-- 1996 1997 1996 1999
1 t-tice Complex - Core ...._ Average
f f
0.0 0.0 -'
Courtloo Complex - t.16r.ry q,q 1,7 1.81.0
tiro Primary Aonponno 0,0 0'7 1.0 3.2 1•S 1.42 fl
Municipal - All Othar 0.0 1'3 1.3 1.3 4�3 4.3 2.64 ff
1 5.0 0.2 1.3 1.3 1.25 II
I Total Tax Rate Incroaeo \ ----
0.0 '3.e -_6_1 -0.94 f) .
o.o \ 0II
6.9 \ a.9 1 --�
...------------------------------------------------------------ 6.2 \ 3.5 \ '
... 1.3 % Average ♦ /.57 II
-a
V 1
13
B. SERVICE FUNCTIONS
Bl. Parks and Cemeteries
B1.1 The cemetery operation of the Parks and Cemetery Division is responsible for the
operation of the Bowmanville Cemetery and the Bond Head Cemetery. The cemeteries
in Orono, Newtonville, and Hampton, as well as thirty abandoned cemeteries, are
operated by cemetery boards.
B1.2 The Bowmanville Cemetery has an average of 150 burials and 140 grave sales annually.
There are approximately 2,000 graves unsold.
131.3 The Bond Head Cemetery has an average of 10 to 15 burials and 15 grave sales annually
with approximately 800 graves unsold.
Bl A The parks and horticultural operation of the Parks and Cemetery Division is responsible
for reviewing development applications, land acquisition/cash-in-lieu, development
charges review, redevelopment of existing parkland, development of new parkland, and
parkland maintenance. This includes a risk management program and an equipment
maintenance program for 40 ball diamonds and 38 soccer pitches.
131.5 There are approximately 600 acres of parkland within the municipality spread over 100
locations. Within these locations there are approximately 3 acres of shrub/flower beds,
15,000 to 20,000 annuals, and 3,000 to 5,000 bulbs to maintain. There is also the
responsibility of all tree care, control of insects and disease, and general landscaping and
construction. Along with the fertilization and weed control of approximately 50 acres
of turf, this division operates 15 park irrigation systems and 2 portable systems at all
other locations.
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B2. Recreation
B2.1 The Recreation Division operates aquatic programs for 3,422 participants, special
programs in the area of March Break, Summer Day Camp, Adult Fitness, Youth
Workshops, and Shinney Hockey for another 3,202 participants, as well as other
programs such as recreational swimming for 33,913 and recreational skating for 5,764
participants.
B2.2 Facility scheduling includes the G. B. Rickard Recreation Complex, which has an annual
ice rental of 157 permits covering 3,454 hours, floor rentals of 24 permits covering 144
hours, and community hall rentals of 253 permits covering 1,518 hours, and the
Darlington Sports Centre which has annual ice rentals of 146 permits covering 3,190
hours.
B2.3 This section also handles 318 annual permits, covering 3,190 hours of sports field rentals
for soccer and baseball. Orono Park picnics are covered by an additional 73 permits
annually representing 365 hours. The Fitness Centre issues 94 annual permits
representing 282 hours of rental time.
B2.4 Community Development includes ongoing consultation with established community
based organizations, facilitation of special interest groups such as the Older Adults
Association and the Clarington Youth Committee, administration of the municipal grant
program, as well as special assignments such as Clarington Day at the CNE, Darlington
Bicentennial celebrations, etc. Marketing and promotional programs are also handled by
this division such as the publication of the Community Activity Guide, and ongoing
displays and exhibits promoting the department and its operations.
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B3. Facility/Building Division
B3.1 The Facility/Building Division is responsible for 35 municipally owned buildings
including 18 municipally maintained and operated, 17 municipally owned/operated by
respective Hall Boards, structural maintenance program, mechanical maintenance
program, preventative maintenance program, risk management program, and construction
supervision and co-ordination.
B3.2 The municipally operated facilities include the G. B. Rickard Recreation Complex, the
Darlington Sports Centre, the Bowmanville Fitness Centre, the Orono Park Pool, and the
Newcastle Lions Pool. Among the numerous facilities operated by Hall Boards is the
Orono Arena and the Newcastle Memorial Arena.
B3.3 The major construction supervision presently consists of the proposed Courtice
Community Complex, the Court Building renovations, as well as the proposed Older
Adults Centre.
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B4. Animal Control
B4.1 The Animal Control Division has responsibilities for animal control, pet adoption service,
pet lost and found service, trap rentals, stray animal pick- up, injured animal assistance,
as well as the annual rabies clinic.
B4.2 The Animal Control Division has been the subject of some unfair criticism over a dog
shooting incident that occurred in the municipality early in 1995. Staff has addressed this
specific incident on many occasions with Council and although staff is of the opinion that
the proper procedures were followed, it does raise questions related to appropriate
education and to revised policies and procedures for both injured dogs and dog shootings.
The commitment to education and training is evidenced by the related education and
qualification requirements recently imposed on hiring procedures and the budgetary
allocation of sufficient funds to allow staff to be trained and upgraded on an ongoing
basis. In addition, the changes to the policy and procedure manual have now been put
in place as reported to Council under separate cover.
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C. ORGANIZATIONAL RESTRUCTURING PROPOSALS
C1. General Approach
C1.1 As outlined in the OVERVIEW, METHOD OF STUDY section of this report, a number
of individuals were interviewed pertaining to the level of service that is received from
the Community Services Department. Throughout most of these interviews, both
municipal staff and those citizens that deal with the department on a day-to-day basis, a
common thread of frustration was identified. Although most of those interviewed felt that
the staff and management of the department made every effort to provide a high level of
service, the frustration of not being able to receive a straightforward decision from the
department was clearly identified.
C1.2 In dealing with inter-office decisions or servicing the general public, there seems to be
a lack of cohesion- within the staffing structure with most decisions ending up at the
Director level. Staff openly spoke of the need for empowerment to carry out their
assigned duties, while those receiving services spoke of a staffing structure that tried hard
but never seemed to be able to respond to problems in a timely fashion.
C1.3 A second issue that seemed to run through most of the interview process was the need
for a better public relations policy on behalf of the department. An attitude of "this is
how we've always done it" appears to have taken root in the department over a period
of time. Again, in fairness, no one openly criticized the efforts of management and staff.
It is more of a frustration of a process that is just not working properly. When
complaints are lodged regarding problems, staff tries hard to respond. However once
the problem is cleared up, it isn't long before the same problem is back again. The
problems do not appear to be resolved on any permanent basis.
C1.4 As identified in the submissions of the GGA Consulting Group, addressed in Section A-3
of this report(Comparative Organizations), the Community Services Department is being
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18
operated with a reasonable size staff, in comparison with like municipalities the size of
Clarington. Given the expected cuts at the Provincial level, this is not the time to try
and solve problems by increasing staff. In fact, the issues identified in this report do not
seem to relate to the number of the departmental staff. It is more of a question of how
staff is being deployed and whether proper empowerment is given to staff in order to
carry out their responsibilities without having to report "upstairs" for decisions.
C1.5 It is for this reason that the approach being recommended in this report is one that directs
sections of the Community Services Department to other municipal departments, leaving
a staffing structure that addresses the needs of "recreation/leisure services". The major
change that is recommended is the Parks and Cemeteries Division become a division of
of the Public Works Department. This allows a pooling of resources in the area of
"outside works", being parks, cemeteries, roads, both equipment and staff, etc. In
addition, the peak workload period of these two departments is opposite, such that it
makes sense in these changing economic times to recognize some operational efficiencies
which will lead to a productive long term operation.
C1.6 The recommendations are intended to streamline the organizational and operational
efficiency of "Public Services", as the direction of the future. It is presented as an
alternative to the present trend of expanding Public Works and the Community Services
Departments as two individual departments, both addressing the same or similar physical
needs of the community separately. The recommendations, if approved, would develop
a more productive Public Works Department (including Parks & Cemeteries) and a more
responsive and specialized Community Services Department.
C1.7 Animal Control would be directed to the Clerk's Department. The Facility Superintendent
and the Building Services section would go to the office of the Chief Administrative
Officer, to be incorporated with the responsibilities of the purchase and sale of municipal
lands, under the title of Property Management Division.
I
i
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C1.8 There are no recommendations for layoffs or job cuts to full time positions, other than
through attrition and existing vacancies, with the proposed reorganization. The proposals
address a more efficient method of delivering the service requirements of the Community
Services Department, focusing on a smaller "hands-on" recreation division dealing with
the delivery of recreational services on a more personal level.
C1.9 The spirit of the report addresses the directive given to all levels of government in these
times of fiscal restraint, "Doing More With Less".
I
x ! 42
i
20
C2 ORGANIZATIONAL RESTRUCTURING PROPOSALS
C2.1 The recommendations, if approved, would develop a more effective Public Works
Department (including Parks and Cemetery) and a Community Services Department
dealing one on one with the public on recreation services. The changes proposed here
will allow more public participation and enhancement of the recreation function within
the municipality, and given that recreation user fees are a significant revenue generator,
the result should produce an overall effective and responsive organization.
C2.2 The recommendations were developed to address the concerns raised through the review.
They are not an attempt to resolve problems by moving people out of or into any
department to satisfy personalities. Rather, they are suggestions that make economic and
operational improvements in the long run. The functions that are compatible are grouped
into one department, i.e. Public Works Department will be responsible for all the
physical outside works of the community as a whole, and Animal Control will now report
through the same Department as all other enforcement divisions. They are also a
response to TQM in that they will improve service delivery and support community spirit
by allowing the Community Services Department to devote efforts to enhancing and
developing new initiatives in the ever increasing Recreation/Leisure area.
C2.3 Preliminary conservative calculations suggest that the immediate net savings of
approximately $125,000 result from the recommendations. As stated above, there are no
proposed layoffs or job cuts to full time positions, other than through attrition and
existing vacancies, with the proposed reorganization. Proposed reduction of staff,
through attrition, would see an estimated savings of a further $130,000 resulting in an
estimated total salary reduction of $255,000 over time. There are no additional
employees added to the organization's complement and any recommendations dealing
with "new positions" are intended to be accomplished primarily by changing job titles
with some change in responsibilities. The exception will be the Courtice Community
Complex and any final decisions on staff complement for this facility will be decided by
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21
Council as part of the budgetary process once the facility has been completed.
C2.4 The following recommendations have been summarized at the beginning of this report
and are elaborated upon here:
a) Eliminate the position of "Recreation Superintendent" which is currently vacant.
With the proposed changes and more autonomy assigned to the remaining staff,
this position is deemed redundant. It may take some time for all of the functions
performed by the previous incumbent to be absorbed and distributed amongst the
remaining staff, but this should be achievable.
b) Create three "Facility Manager" positions from the existing complement,
reporting to the Director of Community Services. The Facility Managers would
be for the Fitness Centre, the arenas (G.B. Rickard Recreation
Complex/Darlington Sports Centre) and the Courtice Community Centre. The
Facility Managers would be responsible for all program development at that
facility, including the outdoor pools, and all the operational aspects of the facility,
co-ordinated through the Director. The parks and facility scheduling would
remain with the Community Services Department. Through attrition this function
will be absorbed into the existing structure, possibly eliminating the need for one
of the existing positions.
The two Facility Operators individuals who currently work at the Fitness Centre
would remain and would report to that Facility Manager. The Courtice
Community Complex is estimated to require four maintenance individuals (for the
core and the library component), who would report to that Facility Manager.
Currently there is one vacant position in the Building Services portion of the
organization chart which is recommended not to be filled.
C) The Parks and Cemetery division in its entirety would become a division of the
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22
Public Works Department reporting to the Director of Public Works. This
includes the Superintendent, the Manager, the Lead Hands, 2 Parks and
Cemeteries employees and the 8 Facility Operators (arenas). This would create
a pool of 10 labourers and two Lead Hands who would, during the summer
operations, work either in the parks or on roads crews as co-ordinated with the
Manager of Operations. These same individuals would be seconded to the Arena
Facility Manager to work in the arenas during the winter operations and may be
considered for emergency snow plough operations. Effectively this
recommendation creates a "labour pool" from which to draw for operations
related to public services.
This reporting relationship will be assessed over the next year to determine the
most efficient method of integrating these services.
The above recommendation will satisfy concerns raised by the general public
regarding the normal delays in getting parks ready for all the scheduled bookings.
Under the proposed revisions the Public Works crews will be available to get the
parks groomed for the season. It is anticipated that this will reduce costs by at
least $40,000 associated with the hiring of 6 to 8 temporary employees normally
hired during the spring/summer season, under the present organizational structure.
Another efficiency which will occur as a result of this move is the processing of
invoices related to the Parks and Cemetery Division through the Public Works
accounting staff. This will result in consistency in processing and will free up
some senior staff time.
d) Over time streamline the functions within the Parks and Cemetery Division such
that eventually one managerial position could be structured to be capable of
performing the parks planning and other related duties currently performed by the
Parks and Cemetery Superintendent and the Parks and Cemetery Manager.
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The current technology changes such as autocad (computer assisted design) etc.
will allow the parks design to be accommodated through the Public Works
department.
e) Animal Control Officers would be redirected to become part of the Clerk's
Department. This move is consistent with maintaining all enforcement personnel
in one department and is also comparable with other municipalities.
f) The position of Facility Superintendent would become the Property Manager
reporting directly to the Chief Administrative Officer. This position would be
responsible for physical aspects of the approximately twenty five facilities. This
division will administer an annual capital budget for all facilities, maintain the
building profile and respond to this building needs study, perform property audits
and co-ordinate purchase and sale of properties.
Municipal staff is presently reviewing the individual agreements and by-laws
between Hall Boards, Arenas, Community Centres, etc. and the Municipality,
with a view of bringing forward a more standard agreement where possible for
all facilities. This report will be forthcoming under separate cover in the near
future.
This position will provide direction to a Building Services Co-ordinator,
accomplished by changing the title of existing staff. The two existing
maintenance and part time staff currently identified under Building Services on
the existing organization chart remain with the Property Management function.
g) The creation of the Property Manager position will require some clerical support
and it is recommended that one clerical staff from the Community Services
Department be reassigned to support this position. This reallocation may also
support the Economic Development Officer and the Marketing and Tourism
I
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Officer.
h) The reorganizations as proposed suggests that over time the part time clerical
position in the Community Services may no longer be required, however, it is
recommended that the clerical needs be assessed over a twelve month period.
i) Evaluate the required clerical component for the revised Public Works
Department. It is not expected that any additional staff will be required as a
result of the reorganization, but currently one vacant clerical position is on hold
and not being filled pending an assessment of the increased workload in the
department.
j) For the winter of 1995/96, use temporary employees to cover the winter needs
in the Public Works Department, and do not fill the existing five vacancies until
the Director has had an opportunity to assess the overall organizational needs.
At the conclusion of this period, a recommendation to delete some or all of these
positions from the organization chart, may result.
Revised Community Services Department, Administration Department and Public Works
Department organization charts, reflecting the above adjustments, are attached for
approval. (Atts. A-13 to A-15).
C2.5 The C.U.P.E. Collective Agreements govern many of the individuals involved, however
I
the scope of the agreement and management rights would allow much of what is
proposed above. Some refinement of the organization structure may require discussion
and agreement with the Union President prior to implementation. This proposal has
been discussed with Mr. Gordon Weir, the Municipal Labour Relations Counsel who
feels that there should not be any significant difficulty with regard to the Collective
Agreements. Mr. Weir will be consulted further if the Council authorizes the
recommendations.
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Any newly created positions that produce changes to job functions may require analysis
under the existing municipal evaluation plan for proper placement on the organization
grids. These new positions are not additions to the total staff complement, and if
approved, will be filled in accordance with the prevailing standards and policies, and in
house candidates will be given every consideration providing they are found to have the
qualifications required.
C2.6 With the proposed reorganized structure, there may be some movement of staff within
the building and to remote facilities to better serve the public. The specifics of these
moves will require some working through considering the overall organizational
requirements. The physical moves are not thought to be a deterrent to the recommended
changes proposed above.
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26
D. CONCLUSION AND FUTURE VISION
DI The changes recommended set a positive tone for the municipality. In the spirit of the
Total Quality Management initiative recently undertaken by the Municipality, and
community responsiveness, they are designed to reduce costs, streamline service
delivery, enhance recreational opportunities and satisfy concerns raised regarding
effective decision-making and empowerment of employees.
D2 The future of the financial viability of the municipality very much depends on its ability
to adapt to change and adverse conditions. Considering the withdrawal of Federal and
Provincial financial support and the current dilemma of the Greater Toronto Area reform,
it is incumbent on the municipality to put forward reforms of its own that ultimately lead
to a more efficient and viable operation.
D3 It has not been the Municipality's practice to be followers, and with the approval of the
above recommendations, the Municipality will continue to be trendsetters.
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1149
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ATT. A-12 TO REPORT
ADMIN. 30 - 95
Nu DIRECTOR "" 68
COMMUNITY SERVICES DEPARTMENT u CLERK 11 STAFF COMPLEMENT
J. CARUANA
ORGANIZATION CHART-1995 S. ARENDS 8 NON UNION
D. MacKAY 23 UNION
8 PART TIME
PST CLERK I
T. WRIGHT
"u FACILITY PARKS AND CEMETERY
"u RECREATION
UF. HORVATH Nu SUPERINTENDENT SUPERINTENDENT
F. HORVATH
J. CAMERON VACANT
BUILDING DMSION PARKS AND RECREATION
CEMETERY DMSION DIVISION
L� "u PARKS AND "uASSISTANT TO THE "u
C CEMETERY MANAGER PROGRAM MANAGER *PROGRAM MANAGER
J. DOW G. KENNETT S. ROSE
BUILDING SERVICES FACILITY SERVICES ANIMAL CONTROL
u LEAD HAND u PARKS AND HORTICULTURAL NU RECREATION
LEAD HANG +PROGRAM MANAGER CEMETERY SERVICES SERVICES CO—ORDINATOR
H. ANYAN G. COX S. ROSE
u LEAD HAND u LEAD HAND C. GONDER
u BUILDING u FACILITY u ANIMAL CONTROL P/T
SERVICES OPERATORS (ARENAS) OFFICERS G. COX A_ GRYG CASHIER
RECEPTIONISTS
R. GROEN C. TRIMBLE u PARKS AND
K. YUZWA G. DUNCAN S. ELKINGTON (SR.) CEMETERY SERVICES P. FOSTER
VACANT S. PARKER K LYLE S. GRAVES
M. WADE L LYCETT
D. WELSH J. HUGHES R. DOVE
P� BUILDING K. MERCER B_ HUGHES NOTE:
SERVICES D. POTTER DURING SPRING AND SUMMER A SHIFT IS EXPERIENCED OF ARENA
P. BRYENTON C. PHILLIPS FACILITY OPERATORS TO PARKS AND CEMETERY SERVICES.
M. JELINSKI + THE ANIMAL CONTROL FUNCTION IS RESPONSIBLE TO THE,PROGRAM
J. HARBINSON u FACILITY MANAGER WHO REPORTS TO THE FACILITY SUPERINTENDENT. IN ALL
OPERATORS OTHER AREAS OF RESPONSIBILITY, THE PROGRAM MANAGER REPORTS
VACANT
TO THE RECREATION SUPERINTENDENT.
,
C. KINGELIN
ATT. A-13 TO REPORT
ADMIN. 30 - 95
PROPOSED COMMUNITY SERVICES ORGANIZATIONAL CHART
Director of
Community Services
Clerk II
P/T Clerk I
Manager ------ I
Courtice--Community *' Manager
Complex
Fitness Manager
Centre Arenas
Cal 4 --Maintenance Staff
;New) 2 - Maintenance Staff
*'
Scheduling Darlington G.B. Rickard
Coordinator Sports Centre Recreation
Complex_
NOTES:
1) Pool programs are administered by each facility and coordinated through the department head.
2) Bookings of parks anA facilities through Scheduling Coordinator.
3) Maintenance of.'Arenas performed by Arena staff.
* Title changes, not additions to staff complement.
PROPOSED CHIEF ADMINISTRATIVE OFFICER'S ORGANIZATIONAL CHART ATT. A-14 TO REPORT
ADMIN . 30 - 95
Chief Administrative
Officer
Executive Assistant
to the C.A.O.
Economic Development Marketing & Tourism — — — — - — — —
Officer Officer Property Manager 1* Human Resources �
Officer
Public Receptionist Building Services
Co-ordinator
2 - Maintenance Staff
U't 2 = P/T Maintenance
N
Clerk II
*Proposed future position.
** Title changes, not additions to staff complement.
PROPOSED PUBLIC WORKS DEPARTMENT ORGANIZATION CHART ATTACHMENT A-15 TO REPORT
ADMIN. 30 - 95
"u DIRECTOR OF "u ADMINISTRATIVE _
PUBLIC WORKS ASSISTANT I(uu
S. VOKES J. O'NEILL STAFF
NU MANAGER OF "u
ENGINEERING MANAGER OF
0 ERATIONS
A. S. CANNELLA D. PATTERSON
-F PARKS AND CEMETERY
Nu SUPERINTENDENT
FSTAFF J. CAMERON
-- --- STAFF
_] - I
PARKS AND
CEMETERY DIVISION
"u PARKS AND
CEMETERY MANAGER
J. DOW
__. PARKS AND HORTICULTURAL
CSI
CEMETERY SERVICES SERVICES
W
u LEAD HAND u LEAD HAND
G. COX A. GRYG
u PARKS AND
CEMETERY SERVICES
J. HUGHES
B. HUGHES
u FACILITY
OPERATORS (ARENAS)
C. TRIMBLE
G. DUNCAN
S. PARKER
M. WADE
D. WELSH
K. MERCER
D. POTTER
C. PHILLIPS