HomeMy WebLinkAboutCAO-004-14 Clarington REPORT
CHIEF ADMINISTRATIVE
OFFICE
Meeting: GENERAL PURPOSE AND ADMINISTRATION COMMITTEE
Date: June 23, 2014 Resolution #: (�p� 1By-law#:
Report#: CAO-004-14 File #:
Subject: ORGANIZATIONAL CHANGES TO REALIZE COST SAVINGS
RECOMMENDATION:
It is respectfully recommended that the General Purpose and Administration Committee
recommend to Council the following:
1. THAT Report CAO-004-14 be received for information.
Submitted by:
Franklin Wu,
Chief Administrative Officer
REPORT NO.: CAO- 004-14 PAGE 2
1. PURPOSE
The purpose of this report is to respond to Council's request for a report on any
organizational changes that can be made to realize cost savings.
2. BACKGROUND
At the February 10th Council meeting the following resolution (#C-069-14) was
passed: "THAT the Chief Administrative Officer report back on any
organizational changes that can be made to realize cost savings."
3. BRIEF HISTORY
3.1 Clarington is continuously improving its operations to ensure value for money. It
administers some 100 services to 90,000 people spread over many communities
in one of the largest geographic areas of any GTA municipality. To ensure
efficient, effective and accountable delivery of these public services, it also
provides some 45 internal services, e.g., legal support, IT User support, Council
support. It does all this at a cost, as Council will know from earlier presentations,
which is cost effective supported by a lean administration that has helped keep
the municipal tax rate very competitive.
3.2 Details of this cost effectiveness were shown in the mid-term Council report
which illustrated comparative overhead costs, municipal spending per resident
and number of residents served per employee. This has been updated with the
most recent data available (2012) and is shown in Appendix 1. Also shown in
that Appendix is a new graph comparing the annual growth in the value of
assessment with the annual growth in the budgetary allocation for new staffing.
Council set a deliberate policy in 2011 that the latter is not to exceed the former.
Clarington's assessment growth is far greater than its staffing growth.
3.3 The intent of Council's request appears to align with our continuous
improvement philosophy. As will be seen through this report, Clarington has
frequently examined, and will continue to examine, how to improve services to
save tax dollars. A key foundation piece of our continuous improvement
philosophy was established in 2001 when we flattened our organizational
structure, moving from six to eight (now nine with Legal Services) departments.
3.4 That approach in 2001 set the tone for how Clarington approaches service
delivery: in the most streamlined, economical and close-to-the-customer form
that we can reasonably take while ensuring consistency, co-ordination, effective
priority setting and careful stewardship of municipal assets. We've followed that
with reviews of specific services, including:
• fire and emergency services in 2013-14
• operations department review in 2010
• organization reviews of service delivery to deal with the significant
economic downturn of 2008.
REPORT NO.: CAO- 004-14 PAGE 3
4. DRIVERS OF COST SAVINGS
4.1 Our experience in Clarington and research on key cost drivers in other
municipalities informs us that the three key factors affecting operational costs
are:
a) what services are provided
b) at what level the service is provided
c) how the service is delivered.
Decisions on these three matters then determine how many staff the
Municipality will need, the types of skills required and how the organization will
be structured.
4.2 This report is therefore organized to inform Council of (a), (b) and (c).
5. WHAT SERVICES ARE PROVIDED
5.1 As noted above, Clarington provides some 100 external services and 45 internal
services. To understand the scope of services of the Municipality, we have
chosen to define and describe Clarington's services using a common
methodology referred to as "The Municipal Reference Model". This has been
developed over the last 10 years by KPMG, IBM and the Municipal Information
Systems Association of Canada and is now in use in about a dozen Ontario
municipalities, several municipalities in Eastern and Western Canada and the
USA. A listing of each of Clarington's services using this approach is attached as
Appendix 2.
5.2 The Municipal Reference Model (MRM) uses common definitions of services and
groups services under"programs" by the purpose they serve, rather than the
department providing them. So, as an example, building inspection, fire
inspection, school crossing guards and animal licensing are all grouped under
"community safety program" (as that is their overriding purpose) even though in
our case each are delivered by a different department. This model is attractive to
Clarington as it is well aligned with our customer service orientation and our
attention to cost management. It puts the client/customer and their needs as the
key factor in categorizing our services. Not surprisingly, the model has now been
taken up by the Institute for Citizen Centered Services as a best practice.
5.3 The scope of services provided as listed in Appendix 2, to a large extent,
dictates the budgeting and staffing requirements to deliver the services
Clarington provides. The more services provided, the more resources required.
Conversely, if the scope of services is reduced, cost savings can be realized.
The determination of what services to provide is largely the prerogative of
REPORT NO.: CAO- 004-14 PAGE 4
Council and it can determine at any time to add, delete or reduce the scope of
services it wishes to provide.
5.4 Notwithstanding, there are several services that the Municipality is required to
provide, primarily the result of Provincial legislation and regulations, including:
• maintain municipal roads
• inspect buildings
• process land development applications
• provide a fire services program
• provide school crossing guards
• plan and prepare for emergencies
• plan how the municipal government will make itself physically accessible
• control weeds
• value livestock killed by wild animals
• conduct municipal elections
• maintain vital statistics and manage records and access to them
• issue marriage licenses
• care for abandoned cemeteries
• arrange indigent burials
• implement the Provincial Policy Statement (land-use planning policies).
In addition, we are also required to implement:
• the Provincial Growth Plan
• the Oak Ridges Moraine Conservation Plan
• the Greenbelt Plan
• the Nuclear Emergency Plan.
In Appendix 2, these services are marked as "mandatory".
6. WHAT LEVEL OF SERVICE IS PROVIDED
6.1 The level of service provided by Clarington is influenced by a number of factors.
Most of these are in Council's control, but some are not. In many of the required
services noted above, there are also prescribed service levels, including as
examples:
• turn-around times for planning and building applications
• how information and communications, recruitment and the built
environment (outside of the Building Code) and municipal election
facilities will be made accessible
• the frequency of updates and reviews of the various required plans, e.g.,
accessibility plans need to be reviewed and updated every five years.
REPORT NO.: CAO- 004-14 PAGE 5
In addition, there are a great number of services that are at the discretion of the
Municipality to provide, but once the Municipality decides to provide the service,
then it must be provided to certain prescribed standards. As examples:
• safe swimming pool operation
• arena refrigeration system operation
• playground/splash pad inspection
• minimum maintenance standards for roads
• Commercial Vehicle Operator Registration Standards
• fire equipment safety
• animal shelter and animal control
• employment standards, occupational health and safety and worker
training programs as required, e.g., fall arrest, traffic control, forestry,
asbestos
In addition, municipalities are subject to a great range of accountability
requirements in the way they carry out their internal activities that a private or not
for profit corporation is not. While not exhaustive, here are some examples:
• the disposition of property
• the protection of privacy and the disclosure and retention of records
• notice/advertising requirements for certain pending decisions (in addition
to land-use planning applications)
• formulating and documenting purchasing procedures
• formulating and communicating a great deal of statistical financial and
performance information, beyond audited financial statements, that a
public corporation is required to provide.
Each of these requirements involves fairly onerous procedures and necessitate
additional resources.
6.2 Council has discretion over the level of service where there are not prescribed
standards. As an example, Council chose in 2009 to move from providing snow
clearance in BIAs after 18 inches of snow fall to providing the service after 24
inches accumulation.
6.3 The main factors affecting discretionary service level decisions are:
(a) community needs and wishes and balancing these against the level of tax
support that will be provided or user fee that will be established for the
REPORT NO.: CAO- 004-14 PAGE 6
service, e.g., service levels for snow clearance, hours of operation of
swimming pools, arenas or fitness facilities.
In some instances, the "community needs" are shaped by Provincial or Regional
identified community needs. In recreation services examples include:
• Ontario Early Years (Fit Families, Play to Learn)
• Grade 5 Action Pass (Partnership between Community Services and Regional
Health Department
• Advancing Access to Affordable Recreation in Durham (AAARD) (Partnership
between Clarington, the Region and all other Durham Region Municipalities)
• Canadian Tire Jumpstart— Community Services staff administers their program
that provides funding for community recreation programs.
(b) risk management and liability considerations, e.g., minimum maintenance
standards, court rulings on building inspection obligations, etc.
(c) technological changes and how to respond to them, e.g., provide a wide
scope of municipal information over the Internet, Tweets and Facebook
postings, accept electronic payments, publish electronic newsletters, map
certain topographical features.
6.4 Organizational changes are constantly underway to keep pace with these
changes. Every effort is made to implement these changes in the most cost
effective manner.
7. HOW THE SERVICE IS PROVIDED
7.1 Aside from what is provided and the level at which it is provided, how the service
is provided is the other key factor affecting cost.
7.2 There are a wide range of methods available to Clarington to deliver its many
services. Common definitions of these methods were jointly developed in 2004
by the Association of Municipal Managers Clerks and Treasurers of Ontario, the
Municipal Finance Officers' Association of Ontario, the Ontario Municipal
Administrators' Association and the Ontario Ministry of Municipal Affairs and
Housing. These seven methods are described and discussed below within the
context of service delivery in Clarington:
1. Direct Delivery
This is a service delivery method where the municipality has primary
responsibility for producing, funding, and providing a service or program,
normally using municipal employees.
This method is used for delivering most services in Clarington and improvements
made in this method are elaborated on in section 8 of this report.
REPORT NO.: CAO- 004-14 PAGE 7
2. Purchase of Services (Contracting-Out)
This is a service delivery method where the municipality contracts with a third
party to provide the service under what is usually referred to as an "operations
and maintenance" contract.
Examples of Clarington's uses of this method of delivery include:
• economic development services
• grass cutting services in case of by-law violations
• sidewalk snow clearance services in case of by-law violations
• property clean-up in case of by-law violations
• streetlight maintenance
• boulevard median maintenance
• tree planting
• soccer/football field maintenance
• janitorial services for Operations offices and depots and the Animal Shelter
offices
• street sweeping and street flushing
• catch basin maintenance
• producing and mailing property tax bills
• advertising sales for municipal publications
• sale of dog licenses door-to door
• Provincial Offences Act prosecution services
• property tax sales
• recreation instruction programs for children's dance and some children's
sports programs
• recreation programs for seniors
• program delivery of Trees for Rural Roads program
• road line painting
• infrastructure life cycle management
• geotechnical services
• topographical and land surveying
• traffic counts
• pavement management system (software and support)
• GPS support services for sidewalk inventory.
The Municipality of course also enters into one-off contracts to undertake
specific tasks where:
o a large work crew, specialized equipment, trade or skill set is required
that would not be economical for the Municipality to have in-house,
(e.g., construction of roads, bridges, parks, drains, railway crossings
and road resurfacing, HVAC, electrical, plumbing or refrigeration work,
REPORT NO.: CAO- 004-14 PAGE 8
measuring noise levels, developing architectural plans)
• a necessary level of independence is required (e.g., specialized land-
use planning site issue, fire master plan, development charges
background studies)
• a significant inventory is required to effectively provide the service, e.g.,
designing and manufacturing signs, maintaining greenhouses to grow
trees and shrubs for boulevard planting.
There is a general misconception that the contracting-out method results in cost
savings. This is not always true. Moreover, it is only one element to consider in
deciding how best to deliver a service. Clarington has, over the last few years,
found it to be more cost effective to deliver some services in-house rather than
to pay a third party for the service. We have also had the circumstance where
the level of expected service could not be accommodated through an external
contract. These service quality considerations as well as accountability and
customer service considerations also need to figure into choosing the service
delivery method in order to provide the best value for residents and businesses.
As a result, certain purchase of service arrangements have been discontinued or
significantly reduced in favour of direct service delivery, including:
• legal services
• collective agreement negotiations (in the past we had an H.R. lawyer attend
to present— that has been taken in-house now for a number of years)
• employee benefit administration (in the past was done by private firms )
• cemetery grass cutting
• collection agency services
• preparing for defense of assessment appeals
• engineering consulting services for:
• asphalt overlay program
• sidewalk replacement and expansion program
• traffic signal design coordination (but rely on coordination with
Region of Durham)
• street lighting improvements (but electrical design still required)
• at recreation facilities and Operations buildings:
o the sidewalk maintenance component of annual snow removal is
now the responsibility of staff rather than snow removal contractors
• there is a reduced number of contracted preventative maintenance visits for
HVAC equipment due to training of staff to perform basic maintenance
functions (i.e., filter changes, inspections etc.
• in recreation programming, drama programs and the Aquatic Leadership
Programs are now taught by part-time Municipal staff rather than by
contractors.
REPORT NO.: CAO- 004-14 PAGE 9
3. Municipal Business Corporations
The Municipal Act permits municipalities to form municipal business corporations
to provide municipal services and new facilities. The corporations can be either
wholly owned by the municipality or can have varying proportions of private and
non-profit ownership (up to 49% external ownership).
Clarington does not have any municipal business corporations.
4. Local Boards of Council and other Local Entities
A municipality may give some service delivery responsibilities to local boards of
Council or other local entities.
Clarington has established nine local boards and as such has created a specific
governance structure for them that is apart from the Municipal Council. However,
as boards of the Municipality, the Municipality is liable for their actions and can
be held responsible for their obligations. They are funded to varying degrees by
the Municipality. Clarington has used this method of service delivery widely,
establishing the:
• Newcastle Memorial Arena Board
• Newcastle Village Community Hall Board
• Orono Arena Board
• Solina Community Hall Board
• Tyrone Community Hall Board
• Clarington Museums and Archives Board
• Clarington Older Adult Centre Board (operated as COAA)
• Bowmanville Santa Claus Parade Board
• Orono Cemetery Board.
These are not contracted-out services as discussed in 2 above nor are they
partnerships (as discussed in 5 below), rather in these cases the Municipality
has created separate bodies to deliver services including, in most cases,
operating municipally owned facilities on its behalf. (The Clarington Library
Board, like all Ontario libraries, is established not by a municipal Council but is
required by provincial legislation.)
Clarington provides two of its regulatory services through appointed bodies: The
Committee of Adjustment and the Property Standards Committee.
As well, the Municipality has established Business Improvement Areas (BIAs) for
Bowmanville, Newcastle and Orono. These are unlike the other Boards noted
REPORT NO.: CAO- 004-14 PAGE 10
above as they have limited taxation powers to raise revenues from their
members.
There are also other local entities, but these are not legal entities. They do
though work closely with and or receive funding from the Municipality. In
Clarington these local entities operate in municipally owned facilities:
• Baseline Hall Board
• Brownsdale Hall Board
• Hampton Hall Board
• Haydon Hall Board
• Kendal Hall Board
• Memorial Park Hall Board
• Newtonville Hall Board
• Orono Town Hall Board
In addition, the Board of the Visual Arts Centre, which is a legal entity, also
operates in a building owned by the Municipality.
As well, there are a number of local entities that don't operate municipally
owned facilities nor provide Municipality services (but rather provide "community"
services). However, they are supported by the Municipality either indirectly (e.g.,
through leasehold improvements, space without charge) or directly (e.g., an
operational grant or a project specific grant). Examples here include:
• Community Care Durham (leasehold improvements, operating grant)
• Firehouse Youth Centre (operating grant)
• Clarington Tourism Marketing Board (project specific funding)
• Some 30 community agencies that receive funding through what in recent
years has been "Community Grant" funding totaling $60,000 in the annual
Municipal Budget.
(There are of course many other local entities that use municipal services on a
commercial basis, e.g., Clarington Toro Hockey Association, Darlington Soccer
Club, Clarington Flames Girls Hockey, Clarington Swim Team.)
And the Municipality has eleven advisory committees to Council that don't
deliver municipal services but rather provide advice to Council, e.g., Sustainable
Clarington Community Advisory Committee, Agricultural Advisory Committee of
Clarington. Only two of these eleven advisory committees are mandatory - the
Accessibility Advisory Committee and the Clarington Heritage Committee.
REPORT NO.: CAO- 004-14 PAGE 11
In conclusion, leveraging volunteers is an effective way to achieve cost savings.
Through this method, Clarington residents play a significant role in the delivery
of local services, some of which are services that the municipal government
would otherwise provide directly or pay others to provide.
5. Partnerships
With public-private or public-public partnerships, the municipality works in some
way with another party to provide municipal services and programs. Importantly
in this form of service delivery, each party has equity in the venture, i.e., shares
risks and rewards. These partnerships are not necessarily characterized by a
procurement process, or by a particular kind of legal agreement. The partnership
may be with an external public agency, a private company, or a volunteer
organization, among others.
• A public-public partnership, generally speaking, is a relationship in which
two or more non-commercial entities arrange to deliver public services or
programs. The partnership can be achieved through shared services - a joint
service agreement in which two or more entities act together to plan, finance
and deliver a municipal service or program.
Clarington has a number of public-public partnerships, including with:
• the City of Oshawa for dispatch service and mutual aid in fire services
• the OPG for fire service training, children's summer firefighter camp
programming, Hydro Fields for the Darlington Soccer Club
• the Township of Scugog, the City of Oshawa and the Municipality of
Port Hope for boundary road maintenance
• the Region of Durham and other Durham municipalities to: share risks
through an insurance pool; provide geographic information system
mapping including aerial mapping
• Public and Separate School Boards to utilize their sport fields after
school hours.
• A public-private partnership, generally speaking, is an agreement or
relationship between the municipality and a private-sector provider to
accomplish defined objectives. These partnerships (sometimes called "P3s")
are often used to design, finance, build and operate public facilities or
services, with both parties pooling their resources and sharing profits or
losses from the enterprise. Such arrangements usually differ from
conventional service contracting in that the private partner usually makes a
significant cash, at-risk, or equity investment, while the municipality gains
access to outside financing or expertise.
Clarington has investigated public-private partnerships from time to time,
including those proposed by the federal government agency that promotes them-
P3 Canada. To date these have not been found to meet the Municipality's needs
REPORT NO.: CAO- 004-14 PAGE 12
but will be considered again as opportunities arise where the projects qualify
under this program's criteria. One such opportunity is the possibility of
partnership with Veridian for a roofing solar project.
6. Licensing
Licensing refers to the sale of a municipality's legal interest in a service or
program to a person or business. Clarington has not sold a license of any of its
services.
7. Privatization
Privatization involves the sale of assets or the transfer of capital to a private-
sector company. It is frequently confused with contracting out. One significant
difference is that with privatization, accountability for delivery shifts to a greater
or lesser degree from the municipality to the private-sector provider, whereas
with contracting out, the municipality continues to be accountable for the
function.
Veridian is an example of where Clarington has moved to create a shared equity
arrangement with other municipalities in creating this utility.
8. DIRECT SERVICE DELIVERY EFFICIENCY GAINS
Within the first (and most popular) method of service delivery - direct delivery -
there are a number of factors that affect cost. In brief these come down to four
broad categories of efficiency explained below. These are part of our continuous
improvement actions and include:
8.1 increasing the number of outputs from the inputs —that is, the tangible product
produced by a service. Examples of Clarington's current practice here include:
• multi-skilling staff, e.g., in Community Services the "facility operator"
designation was created to replace the specialized designation to permit the
same employee to provide a full range of services; in Operations similar
changes have been made that mean employees can respond to shifts in the
type of work demanded, e.g., more snow clearance, summer road
maintenance, drainage, storm clean-up, etc.
• fire suppression staff doing fire prevention work
• working with MPAC to allow the Municipality to be provided on a timely basis
assessment from new buildings constructed
• partnering with PetSmart and Pet Value to showcase adoptable animals
increases adoptions and allows for increased intake of cats.
REPORT NO.: CAO- 004-14 PAGE 13
8.2 increasing the number of benefits from the output. Examples of Clarington's
current practice here include:
• creating a one-counter approach to planning and engineering services
• more widely communicating the services we provide and how to access
them through a robust website and through public libraries
• creating on-line access to many municipal records
• providing real estate lawyers information about the Municipality that is key to
new home buyers
• reviewing the land development application processes resulting in an
updated and substantially simplified (from over 100 pages down to 35
pages) standard subdivision agreement that addresses pre-servicing
• surveying our customers on what is important to them and to obtain their
views on their customer service experience and using this information going
forward to inform service delivery approaches
• using policy development approaches that consider and advance the range
of municipal interests to create wider benefits, e.g., the approach used to
develop the recent special event policy
• cross-training Customer Service Representative at all recreation facilities,
providing greater flexibility in scheduling and increasing overall staff
knowledge and competencies
• providing automated customer registration tools (online and telephone
registrations) for recreation programs, reducing customer wait times at front
reception desks
• creating physically accessible payment counters in the Municipal
Administrative Centre.
8.3 decreasing the number of inputs — that is the number of staff, equipment or
materials used to produce the output. Examples of Clarington's current practice
here include:
• training staff to use low-cost social media and electronic newsletters rather
than mailing printed products to widely communicate key information rapidly
• training staff to use information technology to: schedule large meetings
rather than individual enquiries; remotely access business information
• training staff to use multi-purpose vehicles and sophisticated diagnostic
equipment to assess vehicles
• implementing the work-tech customer service program to reduce multiple
data entries
• delegating authority to staff for approval of routine land use planning matters
including part lot control approval, removal of holding, minor heritage permits
- reducing processing times as well as enhancing customer service
REPORT NO.: CAO- 004-14 PAGE 14
• establishing routine vet visits for animals under the Municipality's care to
decrease the number of visits and one-off transportation of an animal
8.4 decreasing the cost of inputs — that is the cost of the staff, equipment or
materials used to produce the output. Examples of Clarington's current practice
here include:
• virtually eliminating lost time due to workplace injury
• absenteeism management and monitoring
• aligning staff scheduling to allow management to schedule Operations staff
for winter maintenance and park shifts enhancing existing maintenance
coverage
• managing overtime use by requiring up-front approval and monitoring on a
quarterly basis
• establishing an energy management committee — utilizing staff from various
departments to collaborate on a corporate project versus contracting the
services of a consultant
• arranging for environmental consulting services to be provided by the
Conservation Authorities (versus contracting the services of a consultant) to
develop the Municipality's natural heritage system policies
• training staff how to competitively source a wide range of products and
services and work with other public sector buyers to use volume leveraging
to purchase, e.g., Durham Purchasing Co-operative Group
• expanding the pre-authorized payment program to reduce input costs
experienced with processing traditional payments, e.g., post dated cheques
• billing mortgage companies electronically rather than printing and mailing
lists of property taxes owed (where property taxpayer pays their property tax
through their mortgage payment)
• leveraging technology and the interconnectivity of various applications to
reduce data entry, i.e., purchasing card automatic uploads to financial
software at a detailed level, automatic uploads of mortgage payments to
taxation software from major financial institutions
• providing payroll function for the Library, realizing economies of scale
• extending the opportunity for our external agencies to participate in banking
services resulting in monthly decrease in banking costs
• purchasing natural gas through a commodity hedging approach to mitigate
fluctuating energy costs
• implementing on-line animal license renewals
• implementing point of sale terminals at facilities to enable electronic
uploading of revenues
• implementing new software to manage parking tickets, reducing data entry
tasks and accept certain payments on-line.
REPORT NO.: CAO- 004-14 PAGE 15
9. CONCLUSION
9.1 Council has requested that the Chief Administrative Officer report back on any
organizational changes that can be made to realize cost savings.
9.2 This report informs Council about the Municipality's continuous improvements.
More than 35 improvements are noted.
9.3 These improvements mean Clarington has been able to maintain a lean
organization despite significant increases in the size of the customer base it
serves and the needs of its customers. Clarington's assessment growth is far
greater than its staffing growth. And its overhead costs, municipal spending per
resident and number of residents served per employee compares favourably
with comparable municipalities.
9.4 Organizational changes to realize cost savings are always part of the municipal
administration's continuous improvement approach. Where the improvement
requires a Council decision, it is brought before Council for decision. At this time
there are no specific recommendations for Council's consideration.
CONFORMITY WITH STRATEGIC PLAN — The recommendations contained in this
report conform to the following priorities of the Strategic Plan:
Promoting economic development
X Maintaining financial stability
Connecting Clarington
Promoting green initiatives
Investing in infrastructure
Showcasing our community
Not in conformity with Strategic Plan
Staff Contact: Curry Clifford, MPA, CMO, Corporate Initiatives Officer
Attachments:
Appendix 1: Graphs showing Clarington's comparative and historical performance
Appendix 2: Table of Programs and Services
APPENDIX 1 TO REPORT
CAO-004-14
2012 Municipal Comparative Performance
# OF RESIDENTS SERVED PER EMPLOYEE
400
350
300
250
200
150
100
50
0
CLARINGTON AJAX WHITBY HALTON HILLS PICKERING CALEDON OSHAWA
0.14
OVERHEAD TOTAL COST FOR
0.12 GOVERNANCE AND
CORPORATE
0.1 MANAGEMENT AS A
OF TOTLAL MUNCI.
0.08 COSTS
0.06
0.04
0.02
0
CLARINGTON WHITBY CALEDON AJAX PICKERING OSHAWA HALTON HILLS
MUNICIPAL SPENDING PER RESIDENT
1000
800
600
400
200
0
CLARINGTON CALEDON OSHAWA HALTON HILLS WHITBY PICKERING AJAX
Page 1 of 2
APPENDIX 1 TO REPORT
CAO-004-14
% ASSESSMENT GROWTH VS % EMPLOYEE GROWTH
0.03
0.025
0.02
0.015 ASSESSMENT GROWTH
EMPLOY[F GROWTH
0.01
0.005
0
2012 2013 2014
Page 2 of 2
MUNICIPALITY OF CLARINGTON APPENDIX 2 TO REPORT
TABLE OF PROGRAMS AND SERVICES CAO-004-14
Discretionary(D)
# Service Service Delivery Mode Departments Involved or
Mandatory(M)
Leisure and Culture Programs
1. Recreational Instruction-Seniors programs Contracted out Community Services D
2. Recreational Instruction-Children's dance, Contracted out Community Services D
some children sports
3. Recreational Instruction-other Direct delivery Community Services D
4. Recreational Programming Direct delivery Community Services D
5. Recreational Facility- Booking Direct delivery Community Services D
6. Recreational Facility- Food and Beverage Direct delivery Community Services D _
7. Sportsfield Booking Direct delivery Operations D
8. Community Grant Funding Administration-direct Community Services D
delivery; Service delivery-
Community groups
9. Volunteer organizational develop. and training Direct delivery Community Services D
10. Playground/Splash Pads- planning, design and Contracted-out Engineering D
construction
11. Playground/Splash Pads inspection & Direct delivery Operations D
maintenance
12. Parks- Planning and Design Direct delivery with some Engineering D
contracting out Planning Services
13. Parks Maintenance Direct delivery with some Operations D
contracting out
14. Trails-Planning and Design Direct delivery with some Engineering D
contracting out Planning Services
15. Trails Construction Contracted out Engineering D
16. Trails Maintenance Direct delivery with some Operations D
volunteers in several areas,
e.g.,Valleys 2000 and some
contracting-out
LAST REVISED: 10/06/2014 Page 1 of 11
MUNICIPALITY OF CLARINGTON APPENDIX 2 TO REPORT
TABLE OF PROGRAMS AND SERVICES CAO-004-14
Discretionary(D)
# Service Service Delivery Mode Departments Involved or
Mandatory(M)
17. Municipal Special Event Support Direct delivery, e.g., Corporate Services D
programming, Community Services
communications, Operations
operational and facilities;
Community groups
18. Non-Municipal Special Event Support Community groups and All Depts D
some with direct delivery
19. Heritage Building Designation Heritage Committee Planning Services M
supported by staff Municipal Clerk's
20. Heritage Programming and Awareness Heritage Committee, Planning Services D
Clarington Museum
supported by staff
21. Arts &Culture Local Boards, e.g. Museum Community Services D
and Archives Board, BIAs; Corporate Services
other local entities, e.g., Planning Services
Visual Arts Centre; direct Operations
delivery, e.g.,
communicating and
promoting community
events, sponsoring Heritage
Week, Mayor's Gift of Art
Environment Program D
22. Storm Water drainage ponds-design Direct delivery with some Engineering D
contracting out
23. Storm Water drainage ponds- maintenance Direct delivery Operations D
24. Storm Water drainage to pond -design Direct delivery with some Engineering D
contracting out
25. Storm Water drainage to pond -maintenance Direct delivery Operations D
26. Weed Control Direct delivery Operations M
27. Litter collection- parks,valley lands Direct delivery Operations D
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TABLE OF PROGRAMS AND SERVICES CAO-004-14
Discretionary(D)
# Service Service Delivery Mode Departments Involved or
Mandatory(M)
28. Port Granby Project Direct delivery(project mgt) Planning Services D
with some contracting out
29. Priority Green Project Direct delivery Planning Services D
D
Economic Development Program D
30. Business Retention and Expansion Support Contracted-out to CBOT Planning Services and D
Engineering facilitate
changes to land-use, road
servicing, building
approvals to enable and
follow through on BR&E
31. New Business Attraction Contracted-out to CBOT As above D
32. Physician Recruitment Contracted-out to CBOT N/A D
33. Tourism Promotion Direct delivery with Corporate Services D
planning assisted by CTMB
34. Visitor Information Direct delivery Corporate Services D
35. Land-Use Planning Policy Development Direct delivery with some Planning Services M
special studies contracted- Engineering
out Legal Services
36. Site Plan Approval Direct delivery with some Planning Services M
special studies contracted-
out
37. Official Plan Amendment Approval Direct delivery with some Planning Services M
special studies contracted-
out
38. Rezoning Approval Direct delivery with some Planning Services M
special studies contracted-
out
39. Subdivision Plan Approval Direct delivery with some Planning Services M
special studies contracted- Engineering
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MUNICIPALITY OF CLARINGTON APPENDIX 2 TO REPORT
TABLE OF PROGRAMS AND SERVICES CAO-004-14
Discretionary(D)
# Service Service Delivery Mode Departments Involved or
Mandatory(M)
out Legal Services
40. Condominium Plan Approval Direct delivery with some Planning Services M
special studies contracted-
out
41. Street Naming and Numbering Direct delivery Planning Services M
42. Committee of Adjustment Appointed Committee Planning Services M
supported by staff
43. Community Improvement Program Direct delivery with Planning Services D
Advisory Committee
44. Development Enquiries Direct delivery Planning Services D
Transportation Program D
45. Transportation Planning Direct delivery with some Engineering D
contracting-out
46. Road Construction- Design Direct delivery with some Engineering D
contracting-out
47. Road Construction- Delivery Contracted-out Engineering D
48. Road Maintenance- Non-winter Direct delivery with some Operations M
contracting-out
49. Road Maintenance-Winter Direct delivery Operations M
50. Seniors Snow Clearing Program Contracted out Operations D
51. Sidewalk Construction Contracted-out Engineering D
52. Sidewalk Inspection Contracted-out Engineering D
53. Sidewalk Maintenance Direct delivery with some Operations D
contracting- Engineering
out
54. Sidewalk Maintenance-Winter in case of by- Contracted -out Municipal Clerk's D
law violation
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MUNICIPALITY OF CLARINGTON APPENDIX 2 TO REPORT
TABLE OF PROGRAMS AND SERVICES CAO-004-14
Discretionary(D)
# Service Service Delivery Mode Departments Involved or
Mandatory(M)
55. Bicycle Path—Design Direct delivery with some Engineering D
contracting out
56. Bicycle Path—Marking Contracted-out Engineering D
57. Bicycle Path- Maintenance Direct delivery Operations D
58. Parking enforcement-on street Direct delivery Municipal Clerk's D
59. Parking enforcement -off street on municipal Direct delivery Municipal Clerk's D
land
60. Right-of-way Management Direct delivery with some Engineering D
contracting out Operations
61. Traffic Control Direct delivery with some Operations M
contracting with the Region Engineering
Community Health Program
62. Mosquito Control (West Nile Virus Program) Direct delivery with some Operations M
contracting with the Region
Community Safety Program
63. Building and Plumbing Permission and Direct delivery Engineering M
Inspection
64. Provincial Offences Prosecution Contracted out Municipal Clerk's D
65. Fire Safety Public Education Direct delivery Emergency& Fire Services M
66. Fire Safety Inspection Direct delivery Emergency& Fire Services M
67. Fire Rescue Direct delivery Emergency& Fire Services M
68. 911 Call Taking and Dispatching 911 Call taking- Region; Fire Emergency& Fire Services D/M
dispatch—contracted out
69. Emergency Operations Centre Management Direct delivery Emergency& Fire Services M
70. Disaster Data Recovery Management Direct delivery Corporate Services D
71. Emergency Shelters Direct delivery with some Community Services D
contracting-out, e.g. Red
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MUNICIPALITY OF CLARINGTON APPENDIX 2 TO REPORT
TABLE OF PROGRAMS AND SERVICES CAO-004-14
Discretionary(D)
# Service Service Delivery Mode Departments Involved or
Mandatory(M)
Cross
72. Defibrillator program Direct delivery with some Community Services D
contracting-out Operations
Emergency& Fire Services
73. Storm Clean-up Direct delivery with some Operations D
contracting-out to deal with
peaks in demand or where
specialized equipment req'd
74. Street Lighting Maintenance Contracted out Operations D
75. School Crossing Guards Direct delivery Planning Services M
76. Animal Licensing Direct delivery with some Municipal Clerk's D
contracting-out(door-to-
door sales)
77. Animal Sheltering Direct delivery with some Municipal Clerk's D
volunteers
78. Animal Enforcement Direct delivery Municipal Clerk's D
79. Animal Adoptions Direct delivery with some Municipal Clerk's D
contracting-out
80. Animal Education Direct delivery Municipal Clerk's D
81. Livestock Evaluation Appointed livestock Municipal Clerk's M
evaluators
82. By-law enforcement—regulatory by-laws: e.g., Direct delivery Municipal Clerk's D
zoning, property standards, noise,snow
clearing, nuisances,site alteration
83. Event Permitting - e.g.,fireworks,special Direct delivery Municipal Clerk's D
events, liquor events, exotic animal
entertainment events)
84. Business Licensing: e.g.,Taxi Driver, Body Rub Direct delivery Municipal Clerk's D
Parlour, Refreshment Vehicle, Fireworks
Vendors, Hawker& Peddler, Dog Kennel
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MUNICIPALITY OF CLARINGTON APPENDIX 2 TO REPORT
TABLE OF PROGRAMS AND SERVICES CAO-004-14
Discretionary(D)
# Service Service Delivery Mode Departments Involved or
Mandatory(M)
85. Lottery Licensing Direct delivery Municipal Clerk's D
Personal Rights Program
86. Death Registration/Burial Permit Issuance Direct delivery Municipal Clerk's M
87. Marriage Licensing Direct delivery Municipal Clerk's M
88. Wedding Ceremonies Direct delivery Municipal Clerk's D
89. Municipal Elections Management Direct delivery with Municipal Clerk's M
contracted staffing to assist
at election polls
90. Cemetery—Burial Direct delivery Operations M
Municipal Clerk's
91. Cemetery- Perpetual Care Direct delivery Operations M
Municipal Clerk's
92. Cemetery-Sales/transfers Direct delivery Municipal Clerk's M
93. Accessibility planning Direct delivery with some Municipal Clerk's M
contracting-out and with
guidance from an Advisory
Committee
94. Accessibility Standards implementation Direct delivery All Depts IVI
Governance Program
95. Council and Committee Meeting Direct delivery Municipal Clerk's M
Administration
96. Mayor and Council Administrative Support Direct delivery CAO's Office D
97. Advisory Committee Admin and Support Direct delivery—secretariat Clerk's, Planning Services, D
service to 11 committees Operations, CAD's Office
98. 1 Public Policy Development Direct delivery All Depts D/M
99. Public Communications, Consultation and Direct delivery Corporate Services D/M
Engagement develops overall policy; all
depts involved in delivery
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MUNICIPALITY OF CLARINGTON APPENDIX 2 TO REPORT
TABLE OF PROGRAMS AND SERVICES CAO-004-14
Discretionary(D)
# Service Service Delivery Mode Departments Involved or
Mandatory(M)
100 Volunteer recognition Direct delivery and facilitate Municipal Clerk's D
nominations to external
agencies offering
recognition awards
Corporate Management Program
101 Corporate level leadership, planning and Direct delivery CAO's Office D
monitoring
102 Department level planning, procedural Direct delivery All Depts D
development and monitoring
103 Internal Communications Direct delivery Corporate Services D
104 Corporate Policy Development Direct delivery CAO's Office D
105 Emergency Measures Planning Direct delivery Emergency and Fire M
Services
All Depts
106 Contract/Agreement Management Direct Delivery All Depts D
107 Legal Support Direct delivery with some Legal Services D
contracting for specialized
matters, e.g., HR
108 By-law development and administration Direct delivery Municipal Clerk's M
109 Risk Management Direct delivery with some Finance D
contracted legal assistance All Depts
110 Customer Support Direct delivery All Depts D
111 Corporate Training and IT training Direct delivery with some Corporate Services D
contracting-out
112 Occupation Specific Training Contracted out All Depts M
Human Resources Management Program
113 Compensation Management Direct delivery Corporate Services M
1141 Benefits Management Direct delivery Corporate Services D
115 Health,Safety and Wellness Direct delivery Corporate Services M
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MUNICIPALITY OF CLARINGTON APPENDIX 2 TO REPORT
TABLE OF PROGRAMS AND SERVICES CAO-004-14
Discretionary(D)
# Service Service Delivery Mode Departments Involved or
Mandatory(M)
116 Human Resources Recruitment Support Direct delivery Corporate Services D
117 Labour Relations Direct delivery with some Corporate Services D
contracting-out on legal
matters
Corporate Asset Management Program
118 Facility Management- Municipal Direct delivery with some Operations D
Administrative Centre contracting out for design,
architecture, major changes
in building systems
119 Facility Management—Operations buildings Direct delivery with some Operations D
contracting-out for building
cleaning, design,
architecture, major changes
in building systems
120 Facility Management-Community Halls Local Boards (5); local Operations D
entities (8)
121 Facility Management—Animal Services Direct delivery Operations D
122 Facility Management—Recreation facilities, Direct delivery with some Community Services D
incl project mgt contracting out for design,
architecture, major changes
in building systems
123 Sportsfield management Direct delivery Operations D
124 Real Property Acquisition, Disposal & Direct delivery Planning Services D
Management Legal Services
125 Real Property lease mgt Direct delivery Corporate Services D
Operations
Community Services
Planning Services
126 Fleet Management Direct delivery with some Operations D
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MUNICIPALITY OF CLARINGTON APPENDIX 2 TO REPORT
TABLE OF PROGRAMS AND SERVICES CAO-004-14
Discretionary(D)
# Service Service Delivery Mode Departments Involved or
Mandatory(M)
contracting-out
127 Energy Management Direct delivery Community Services for M
recreation facilities,
Operations for all other
purposes
128 Linear Property management Direct delivery with some Engineering D
contracting-out
Information Management Program
129 Geographic Information Direct delivery Planning Services D
Corporate Services
130 Business Solution Implementation and Direct delivery Corporate Services D
Integration
131 Information Technology Infrastructure Direct delivery Corporate Services D
Management
132 User Support Direct delivery Corporate Services D
133 Maintenance Management and Support Direct delivery Corporate Services D
134 Telecommunications Infrastructure Mgt Direct delivery Corporate Services D
135 Records Management Direct delivery Municipal Clerk's M
Financial Management Program
136 Financial Planning and Budget Monitoring Direct delivery All Depts M
137 Financial Reporting Direct delivery All Depts M
138 Accounting Direct delivery Finance M
139 Accounts Payable Direct delivery Finance M
140 Purchasing Direct delivery Corporate Services M
141 Debt/Investment Management Direct delivery Finance M
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MUNICIPALITY OF CLARINGTON APPENDIX 2 TO REPORT
TABLE OF PROGRAMS AND SERVICES CAO-004-14
Discretionary(D)
# Service Service Delivery Mode Departments Involved or
Mandatory(M)
142 Billing and Collection of Fees, Fines and Direct delivery Finance M
Charges Community Services
Operations
Municipal Clerk's
Emergency& Fire Services
143 Cash Handling Direct delivery Finance M
Community Services
Operations
Emergency& Fire Services
1441 Internal Audit Direct delivery Finance D
145 Assessment Base mgt Direct delivery Finance D
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