appendix a - 2019 operating decision packages (tax-supported) · leg6 2 hire 2 municipal...

Form # FTE Initiative Name Area ResponsibleMandatory/

Legislative

Evaluation

Total

Score

Operating CostRevenue /

Recovery / Offset

Total Net

Operating Cost

DIS 24 Land Use and Permit Tracking Building No 27 44,411 -44,411 0

DIS 21 Water Digitization Software Annual Maintenance Fee Water & Wastewater No 27 15,000 -15,000 0

DIS 9Fredrick Curran Sanitary Sewer Pumping Station

MaintenanceWater & Waste Water No 27 20,000 -20,000 0

LEG5Consultant Services for a Records and Information

Management StrategyLegislative Services No 23 40,000 -40,000 0

LEG6 2 Hire 2 Municipal Enforcement Officers and equipment Legislative Services No 21 158,156 -160,000 -1,844

DIS 25 Land Use and Permit Tracking Planning No 20 30,746 -30,000 746

DIS 26 Land Use and Permit Tracking Engineering No 20 30,746 -30,746 0

PARK 8 Clear Fire Ants at SWM Pond PWS-Parks No 17 35,000 -35,000 0

ISI 2 contract Grant Coordinator Contract Extension Innovation & SI No 21 67,005 -67,000 5

ENG 1 Bridges & Culvert Inspection Engineering Yes 36 110,000 -55,000 55,000

DIS 18 casual Parks - Winter Sidewalk Patroller and Equipment PWS - Parks Yes 27 56,339 0 56,339

DIS 10 casual Roads Operator PWS - Operations Yes 27 55,898 0 55,898

DIS 22 casualSummer Sidewalk Inspection and Maintenance

ProgramPWS - Roads Yes 27 21,600 0 21,600

DIS 23Sidewalk Programs- Increased Maintenance Request

Per LegislationPWS - Roads Yes 27 10,000 0 10,000

LEG3 Increase to Integrity Commissioner Budget Account Legislative Services Yes 27 10,000 0 10,000

HR 1 casual Health & Safety Coordinator Human Resources Yes 24 106,240 -106,240 0

IT 6 eMeeting Management Suite Annual Costs IT Yes 18 25,000 0 25,000

836,141 -603,397 232,744

CYFS 2 4 4 Additional Firefighters CYFS No 17 370,875 -152,430 218,445

370,875 -152,430 218,445

Appendix A - 2019 Operating Decision Packages (Tax-Supported)

RECOMMENDED

TOTAL RECOMMENDED

GROWTH

TOTAL GROWTH


Legislative

Evaluation

Total

Score


Recovery / Offset

Total Net

Operating Cost

DEFERRED

CUST 1 0.5 Two Regular Part-time toTwo FTECustomer Services

DepartmentNo 25 173,547 -117,958 55,589

CUST 2 casualMaintain established service levels while managing

growth & increased complexity in services

Customer Services

DepartmentNo 25 271,440 -210,600 60,840

FIN 1 1 Tax Clerk - Property Tax & Assessement Finance No 24 72,017 -35,000 37,017

DIS 3 1Administrative Assistant - Fleet (Contract to Permanent

Full -time)PWS - Fleet No 23 71,549 -34,992 36,557

DIS 15 1 Marianneville Glenway Property Maintenance PWS - Parks No 23 71,549 0 71,549

DIS 4 Contracted Court Plowing for Winter Maintenance PWS - Roads No 23 70,000 0 70,000

PRO1 Procurement Software - Orbidder Procurement Services No 23 12,000 0 12,000

ENG 2 CCTV Program Engineering No 23 100,000 0 100,000

DIS 13 casual General Parks Response Crew PWS - Parks No 22 48,600 0 48,600

PRO2 1Dedicated Senior Procurement Officer for Public Works

Services

Legal and

Procurement ServicesNo 22 114,631 0 114,631

LGL 1 1 Law Clerk Legal Services No 21 103,275 0 103,275

DIS 5 1 Facilities Maintenance Operator PWS - Facilities No 20 76,677 0 76,677

IT 1 1 Convert GIS Technician to GIS Analyst Information

TechnologyNo 19 94,086 -76,362 17,724

ISI1 Digital Engagement - HeyNewmarket Website Innovation & SI No 18 25,000 0 25,000

EDO 2Financial Incentive Program - Development

Opportunties from Davis Drive to Millard

Economic

DevelopmentNo 18 50,000 0 50,000

IT 9 1 Project Manager/Business AnalystInformation

TechnologyNo 17 115,631 0 115,631

IT 10 1 Data AnalystInformation

TechnologyNo 17 104,812 0 104,812

DIS 8 1 Facility Worker Conversion PWS - Facilities No 16 63,232 -40,014 23,218

DIS 11 Washroom Cleaning & Securing Contract PWS - Parks No 15 72,000 -43,560 28,440

HR 2 1 Human Resources Generalist Human Resources No 14 72,800 -58,240 14,560

REC1 2 Program Coordinator Role Conversion Recreation & Culture No 12 244,406 -206,217 38,189

REC2 1 Facility Booking Administrator Role Conversion Recreation & Culture No 12 102,292 0 102,292

ISI 3 1 Innovation Project Analyst Innovation & SI No 12 107,283 0 107,283

LIB1 Monday Service (1 pm - 9 pm) Library No 12 69,263 -622 68,641

LEG 1 1Conversion of Claims and Risk Analyst position to full-

time permanentLegislative Services No 11 102,639 -54,514 48,125


Legislative

Evaluation

Total

Score


Recovery / Offset

Total Net

Operating Cost

DIS 12 2 Conversion of 2 Park Attendants to Full-time PWS - Parks No 10 143,099 -117,786 25,312

DIS 16 1 Parks- Natural Heritage Coordinator FTE PWS - Parks No 10 107,156 0 107,156

LEG4 1 Full-time permanent Records Analyst position Legislative Services No 8 63,688 0 63,688

CYFS 1 casual Additional Office Assistant Summer Student CYFS No 8 7,725 0 7,725

DIS 2 1 Conversion of P/T Casual Security Guard to Full-Time 395 Mulock Building No 5 44,800 -8,100 36,700

2,775,198 -1,003,965 1,771,232

TOTAL REQUESTED 3,982,214 -1,759,792 2,222,421

TOTAL DEFERRED

Total Points 27

Classification (select one): Growth No Service Level Change or Maintenance No Mandatory/Legislative Yes

Building X Engineering X HR IT X

X Planning X Operations Legal X Finance X

Procurement X Parks Communications Facilities

Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

44,411

Operating Costs 44,411 - - - - - -

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #

44,411

Cost Recoveries 44,411 - - - - - -

Total Net Cost - - - - - - -

Total Cost 44,411 Total Cost Recoveries 44,411 Total Net Cost - Cost Recovery 100%

Points Points Points

9 3 0

15

Evaluation Components

Priority Desired Service Level Business Case Risk Reduction / Mandatory or Legal

Requirement Total Points

9 3 0 15 27

Consequence Likelihood

2 5 1 2

Priority (Pick one) Desired Service Level (All or nothing) Business Case (Scale)

Risk Reduction / Mandatory or Legal Requirement

Input Current risk, which is the risk before implementation of the budget item and Post-Implementation risk, which is the risk after the implementation of the budget item.

*If this item is a mandatory or legal requirement, the item is guaranteed a minimum score of 15 in this category

Current Risk Post-Implementation RiskPoints


Section 4 Evaluation

+9 Council Priority

+6 Council Approved Strategic Plan

+4 OLT Priority

+2 Documented Recommendation

+3 Moves Toward/Maintains Desired Service Level

+5 Ongoing Net Operational Cost Efficiencies / Net New

Revenue

Automatically calculated once you fill out Section 3 Financials

Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Building permit fees

13 licenses

Section 3 Financials

Details of Expenditures, Savings and RevenueOngoing Cost past

2024?Ongoing Cost

Description

Department Comments

Legislative Services Collaboration includes by-law and licensing enforcement processes. Potential for expansion for outward facing tracking of complaints by complainants.

Section 2 Collaboration and Consultation

Please identify relevant business areas for this item. An area is relevant if collaboration or consultation is required. Identify by checking all boxes that apply below….

Customer Services

Legislative Services

Recreation & Culture

Please discuss item with relevant areas and include their comments below…

Business Case If this item provides a financial return, please explain how it does so…

The Accela system creates efficiencies for staff by digitizing certain processes, allowing staff to work remotely and thereby not requiring them to return to the office to undertake certain actions (such as printing

orders, creating notes, etc.).

Risk Mitigation If this item mitigates a significant risk, please explain how it does so...

Failure to meet mandatory turnaround times for processing permits, conducting inspections and reporting statistics could expose the municipality to challenges from the public and the Ministry. The Accela

system is a Canadian cloud hosted solution with redundant service delivery. Hosted infrastructure and services helps avoid significant service disruptions or major service loss where possible.

Priority If this item addresses a priority, please explain how it does so…

This request is among Council Strategic Priority-Ensuring effective and efficient services. The Building Division has been using Cityview for well over a decade to manage the Building Permit and Inspection

program. The current Cityview platform is at the end of its life and is no longer supported by the vendor. Town staff continue to provide support for Cityview; however, the system is inefficient, does not provide

accurate information and has become increasingly unstable. The new software will link into various electronic solutions including digital plans review, permitting and remote inspecting. A public portal for

submitting and tracking applications as well as requesting Inspections will bring Newmarket in line with comparable jurisdictions. The system will provide staff the ability to track performance and metrics and

react quickly to public expectations for service delivery.

Desired Service Level If this item maintains or moves toward a desired service level, please explain how it does so...

The Accela system will help Town staff move toward a desired service level by digitizing various processes. The system will provide mobile services, allowing staff to respond to building, planning, by-law, and

licensing matters while in-field.

Section 1 Description

Summary Please provide a brief summary of what the proposed budget item is...

This budget request will provide the necessary operational funding for the new Land Use and Permit Tracking solution purchased in 2018. Avocette was selected to implement the Accela solution which

supports land use, permitting, licensing, inspection and code enforcement processes.

Classification Please provide an explanation for the classification (i.e. Growth, Service Level Change, Mandatory/Legislative)….

The Building Code Act requires building permit to be issued in certain period of tme. The Accela software platform will help improve service efficiencies and assist the Building Division in maintaining our

legislated requirements for permit and inspection turnaround times as well as mandatory reporting requirements.

Commission: Development & Infrastructure Services & Corporate Services Business Unit Number:

Division: Building Business Unit Name: Building Services Division

2019 BUDGET

Operating Decision Package Form

Decision Package Item # 24 DIS Bld

Project / Initiative Name Land Use and Permit Tracking

Total Points 27

Classification (select one): Growth Service Level Change or Maintenance Mandatory/Legislative Yes

Building Engineering HR IT x

Planning Operations Legal Finance

Procurement Parks Communications Facilities

Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

42421.4482 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000

Operating Costs 15,000 15,000 15,000 15,000 15,000 15,000 15,000

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #

Cost Recoveries - - - - - - -

Total Net Cost 15,000 15,000 15,000 15,000 15,000 15,000 -

Total Cost 105,000 Total Cost Recoveries - Total Net Cost 105,000 Cost Recovery 0%


9 3 0

15




9 3 0 15 27


2 4 1 3








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Computer Software (annual maintenance fee)



2024?Ongoing Cost

Description

Department Comments

IT Discussion held with IT on leading and implementation of this software system.



Customer Services





The Town received the funding from Canada Water/Wastewater Fund to use this software. If we do not implement this software we will lose the funding.


Failure to implement this software would cause a service disruption at a localized level and reduced quality of service for critical users for less than an hour. This software would allow for much

faster access to records for DWQMS and claims investigation. Having this software will allow us to provide this information quickly and efficiently. There is a risk to paper documents being

damaged or destroyed. Electronic information is archived and readily accessible.


The annual maintenance fee would ensure the effective and efficient services. Water and Wastewater staff need to prioritize time within the year to review and develop forms with Management and

then submit them to Infomax for digitization. Forms are currently hand written, digitizing would save time and improve accuracy of information. The Town would also benefit from having an

electronic record that management can refer to. The water division is mandated through DWQMS to maintain and provide accurate records of maintenance activities. This project with Infomax will

ensure the Town is able to provide electronic information when requested to do so. This software would enable us to measure and track our performance such as the Town's KPIs.


This software system is an investment in the customization and maintenance of workflow management to improve efficiency and expediency of the workload.



Infomax Technologies will be creating a customized work order and workflow management digital process for the Water division through iFormation’s digital form technology.


This will be an annual fee to operate this infomax system. This electronic system will eliminate paper waste and provide quick, easily accessible information of past work history allowing users to respond to

inquiries in an efficient manner.

Commission: D I Services Business Unit Number: 42421

Division: Water & Wastewater Business Unit Name: Water - General - PWES

2019 BUDGET


Decision Package Item # 21 PWS Water/Wastewater

Project / Initiative Name Water Digitization Software Annual Maintenance Fee

Total Points 27

Classification (select one): Growth Service Level Change or Maintenance Yes Mandatory/Legislative Yes

Building x Engineering x HR IT

Planning x Operations Legal Finance x


Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

42444.4242 20,000 20,000 20,000 20,000 20,000 20,000 Yes 300,000

Operating Costs 20,000 20,000 20,000 20,000 20,000 20,000 300,000

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #


Total Net Cost 20,000 20,000 20,000 20,000 20,000 20,000 -



9 3 0

15




9 3 0 15 27


5 3 1 1








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Sewer Pump Station Maintenance



2024?Ongoing Cost

Description

Department Comments

Finance Discussion held with Finance to set up account

Engineering Discussion held with Engineering regarding having the developer pay for the training of all W/WW staff on the maintenance and operation of this new sanitary pumping station



Customer Services





The need for the pumping station was identified and approved during the plan of subdivision. Without this pumping station in place this subdivision could not be built.


If this sanitary pumping station isn't properly monitored and maintained there will be potential of environmental spills and claims from flooded basements.


The maintenance and operation of this sanitary pumping is priority for W/WW section for the protection of the environment and prevention of basement flooding. This new pumping station will ensure efficient

and effective services for the residents in the area. This pump is instrumental in collecting sanitary waste and pumping it to a town gravity sewer which ensures sewage does not back up into resident's homes,

town streets or the environment.


This station will be monitored by W/WW staff 3 times a week to ensure the station is operating properly. It is alarmed monitored 24hrs/day 7 days a week.



This new sanitary sewer pumping station on Fredrick Curran Lane was assumed by the Town in 2018. This means water and wastewater (W/WW) is now be overseeing the Maintenance and Operation of this

sanitary pumping station.


The maintenance and operation of this station is a mandatory requirement for the W/WW section. The Town will now be responsible for maintaining 6 sanitary pumping stations. The MOECC mandates that all

pumping stations be operated to move sewage and protect the environment from sanitary spills.


Division: Water & Waste Water Business Unit Name: PWS Water/Wastewater

2019 BUDGET


Decision Package Item # 9 PWS Water/Wastewater

Project / Initiative Name Fredrick Curran Sanitary Sewer Pumping Station Maintenance

Total Points 23

Classification (select one): Growth Service Level Change or Maintenance Yes Mandatory/Legislative

X Building X Engineering X HR X IT X

Planning X Operations X Legal X Finance X

X Procurement X Parks X Communications X Facilities X

Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

13127.4404 40,000 No


Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #

40,000





9 3 3

8


23



4 5 3 4

9 3 3 8






Consequence Likelihood Consequence Likelihood


+9 Council Priority +6

Council Approved Strategic Plan

+4 OLT Priority +2

Documented Recommendation



Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Funded from Reserve

Consulting Services


2024?Ongoing Cost

Description


Please identify relavent business areas for this item. An area is relavant if collabration or consulation is required. Identify by checking all boxes that apply below….

Customer Services




Department CommentsCorporate-wide collaboration Records and Information Management plays a key role in every department, and such a strategy would benefit all departments across the Corporation.



In 2007, the Town hired a Consultant who recommended a number of matters related records management. However, the Town now requires a refreshed review and in-depth analysis of its records and information

management practices as it relates to managing information in the digital age. The Town is increasingly reviewing ways to reduce paper, and move towards being more environmentally-friendly, and therefore would

benefit from having an in-depth review of electronic records and information. In order for the Town to adhere to its responsibilities under the Municipal Act and MFIPPA, additional resources and support are required

to address information and records management throughout the Corporation. With the current staff resources in Legislative Services, there has been limited time devoted to the development and implementation of

such a Corporate-wide Records Management strategy. Instead, staff resources are utilized to respond to Access Requests and coordinating responses to general requests.

Desired Service Level

A strategy would allow the Town to begin developing a comprehensive plan for managing records that are integral to the Town's operations, and history. Additionally, should the Town implement an Electronic

Document and Records Management System in the future, a strategy for implementing such a system is required.

Business Case

There is a long-term financial return associated with a Corporate-wide records management strategy as it could assist the Corporation with:

1) reducing staff time spent searching for records;

2) reducing the costs associated with the physical and electronic storage required to maintain records; and,

3) mitigating the legal risks associated with failing to retain records in accordance with the Retention by-law and legislation.

Risk Mitigation

Records carry with them a certain level of inherent risk. Records that should not be retained or failing to retain records correctly can cost the Town money in insurance claims, can embarrass the Town or staff, should

those records be released, can affect the outcome of lawsuits or hearings. Writing an inappropriate comment in an email or not recording a safety inspection are actions that can have serious consequences.

These risks are managed corporately through the Town’s Records Management Policy – establishing retention periods for records, by educating and training staff, by enforcing policy and procedures through

destruction of records, by reviewing procedures and practices and ensuring that appropriate information and actions are recorded.

The Public Sector & MPP Accountability & Transparency Act, 2014 (Bill 8) established an offence should the Town alter, conceal or destroy a record, or cause any other person to do so with the intention of denying a

right under MFIPPA to access the record or the information contained in the record (maximum fine of $5,000).

Examples of Risks related to Records:

• Records are not kept.

• Records are not kept securely.

• Records cannot be accessed and used because of technological obsolescence or because they have become unreadable.

• Information that requires particular protection, such as sensitive personal information, is disclosed inappropriately.



To align with Council's Strategic Priorities of "ensuring effective and efficient services", the Town requires a Consultant to develop a comprehensive records and information management strategy. It is expected that

the Consultant would conduct a needs analysis and develop a plan, along with realistic, meaningful action items for Newmarket in the digital age. This would encompass a review of the Town's practices, best

practices, and recommendations for long terms preservation and access to information and data.

Classification

The Town creates records on a daily basis. These records should be managed in a manner that provides staff with the tools necessary to do their jobs as effectively and efficiently as possible.

Records are also subject to Access Requests under the Municipal Freedom of Information and Protection of Privacy Act, which means the Town has a legislated responsibilty to conduct thorough searches, provide

records, and manage records in an accessible manner.

A strategy also aligns with the principles of proper succession planning, because records and information need to be made available to staff who are taking on new roles within the organization. This type of

accessibility to information also helps to empower staff because it increases confidence in individuals (they can feel confident that they are reviewing the latest version of a document), it makes them more

independent (staff do not have to rely on others to find documents), and assists with creating a transparent environment (staff have access to information that they need).

Commission: Corporate Services Business Unit Number: 13127

Division: Legislative Services Business Unit Name: Records Management

2019 BUDGET


Decision Package Item # 5 Legislative

Project / Initiative Name Consultant Services for a Records and Information Management Strategy

Total Points 21

Classification (select one): Growth Yes Service Level Change or Maintenance Mandatory/Legislative

x Building xxxxxxxxxx Engineering x HR x IT x

Planning Operations x Legal Finance

x Procurement Parks x Communications Facilities x

Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

26112.4021 56,897 56,897 56,897 56,897 56,897 56,897 Yes 853,455

26112.4021 56,897 56,897 56,897 56,897 56,897 56,897 Yes 853,455

15,931 15,931 15,931 15,931 15,931 15,931 Yes 238,965

15,931 15,931 15,931 15,931 15,931 15,931 Yes 238,965

9,000 2,000 2,000 2,000 2,000 2,000 Yes 30,000

1,400 1,400 1,400 1,400 1,400 1,400 Yes 21,000

Vest 2,100 2,100 Yes 31,500

Operating Costs 158,156 149,056 149,056 149,056 149,056 151,156 2,267,340

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #

26112.7851 75,000 77,250 79,550 81,950 84,410 86,900 Yes 1,303,500

26112.7851 75,000 76,500 79,550 81,950 84,410 86,900 Yes 1,303,500

26112.7851 10,000 10,300 10,600 10,920 11,250 11,590 Yes 173,850

Cost Recoveries 160,000 164,050 169,700 174,820 180,070 185,390 2,780,850

Total Net Cost 1,844- 14,994- 20,644- 25,764- 31,014- 34,234- -

Total Cost 3,172,876 Total Cost Recoveries 3,814,880 Total Net Cost 642,004- Cost Recovery 120%


9 3 3

6


Total Points

9 3 3 6 21

3 4 2 3


Requirement







+9 Council Priority


+4 OLT Priority




Revenue



Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Parking Revenue for officer 1

Parking Revenue for officer 2

Parking Permits

Officer 1 Wages

Officer 2 Wages

Benefits

Benefits

Equipment- Cell Phone

Uniform



2024?Ongoing Cost

Description

Recreation and Culture: Colaboration

includes assisiting with events with

towing or relocating of parked vehicles

along with traffice congestion

The by-law enforcement team assists the delivery of Recreation and Culture services through both proactive and reactive means. Specifically, these staff provide assistance in a number of

ways. Within the Community Events portfolio, by-laws staff assist with signage placement, vehicle site management and other parking/traffic flow logistics. Beyond special events, we also

rely on By-Laws staff to respond to, and prevent infractions within our parks as they pertain to permitted use of outdoor municipal facilities. While each of these services are currently

available, we have experienced situations where by-Laws staff were not able to support R&C activities, due to scheduling issues. In turn, situations which would have benefitted from By-law

enforcement may have been neglected, or addressed through other means, potentially at a cost to our/another department (e.g. an afterhours visit to a permit holder in a park in response to a

complaint)

Operations: Collaboration includes

assisting in the winter months regarding

snow removal or abandon vehicles in the

Parks as well as Town facilities.

Assist PWS in ticketing vehicles between snow clearing hours as per by-law to educate and lessen the number of vehicles that interfere with snow clearing and with other issues involving

investigations when asked for assistance.

Department Comments

Customer Services : Collaboration

includes responding and investigating all

complaints related to safe streets

Customer Services Manager agreed with the collaboration

Engineering: Collaboration includes

enforcing the parking by-law and any

ammendments to maintain adequette

traffic flow and ensuring public safety with

respect to safe streets



Customer Services





There will be a financial return associated with the additional hires. The addition of two enforcement officers in Feb 2018 already resulted in increased revenue , specifically for parking infraction fines. In 2017, the

annual revenue was $265K, while at the end of May 2018, revenue was already at $230K, compared to same period in 2017 it was only at $96K.


Parking enforcement is responsible to maintain a smooth traffic flow and ensure public safety. Additional officers will allow consistent monitoring of the fire routes and accessible spaces around town and provide

better coverage at school zones to heighten safety awareness during peak drop off and pick up times. Furthermore, it will address the safety concern of our current enforcement officers not having a back-up, when

required.


In 2016, the Engineering department hired a Consultant who recommended an increase in enforcement staff to allow for a better response time to address the concerns of the parking issues. In this report the

recommendation was to increase the municipal enforcement in the next budget cycle which Council approved. Additional officers will address not only the increase in requests but also the safety concern of current

officers working alone in the afternoon or midnight shifts. Having two officers working the same shifts allows for better coverage with school zones allowing them to monitor more than one school area at a time and

will allow for more education and partnerships with York Region Distict School Board and York Regional Police. This will be through traffic safety & miigation ensuring safe streets and improving traffic congestion.

Note: Legislative Services is currently undergoing a Departmental Review. Recommendation from the Consultant was to align the Parking Officers with eight officers in total.


The desired level of service is to increase safety around school zones and also allow for a more permanent presence in the downtown and hospital areas. The enforcement officers will display increased

involvement around town events and more importantly reduce safety risks for our current enforcement officers.



Further to our 2018 budget request, the department would like to hire the 2 additional Municipal Enforcement Officers. As explained in a 2016 study, the additional hires will increase enforcement of parking

standards, improve road safety, traffic flow, and accessibility.

Each officer will also require a cell phone with a new parking application with an initial cost of 4500.00. And $1,000 annually, thereafter. They will have a annual uniform allowance of $700 each and will be provided

a special vest costing $1050 each, replaceable every 5 years.


Growth - Over the years staff have noticed an increase in calls related to parking enforcement and the demand on specialty areas such as school zones and where parking is affecting the residents in the area

(Hospital Area). The number of calls continue to increase and with the current level of resources (6 Parking Officers) our response times are still not efficient. Currently we have two officers working various shifts

at one time. However; two officers per shift will provide the community with better response time. Each year our request for enforcement is going up by 200 - 300 calls a year and along with parking exemption

rising around the same number. This is in addition to the afterhours calls of around 2000.


Division: Legislative Services Business Unit Name: Bylaws

2019 BUDGET



Project / Initiative Name Hire 2 Municipal Enforcement Officers and equipment

Total Points 20

Classification (select one): Growth Yes Service Level Change or Maintenance No Mandatory/Legislative No




Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

30,746


Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #

30,000-

Cost Recoveries 30,000- - - - - - -

Total Net Cost 60,746 - - - - - -

Total Cost 30,746 Total Cost Recoveries 30,000- Total Net Cost 60,746 Cost Recovery -98%


9 3 0

8




9 3 0 8 20


2 5 1 2








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

68121.7453

9 licenses



2024?Ongoing Cost

Description

Department Comments

Legislative Services Collaboration includes by-law and licensing enforcement processes. Potential for expansion for outward facing tracking of complaints by complainants.



Customer Services





The Accela system creates efficiencies for staff by digitizing certain processes, allowing staff to work remotely and thereby not requiring them to return to the office to undertake certain actions (such as printing

orders, creating notes, etc.).


The Accela system is a Canadian cloud hosted solution with redundant service delivery. Hosted infrastructure and services helps avoid significant service disruptions or major service loss where possible.


This request is among Council Strategic Priority- Ensuring effective & efficient services. The Accela system will help the Town achieve effective & efficient services by digitizing and partially automating standard

planning, building, enforcement and licensing processes within one system. The system will provide staff the ability to track performance and metrics on services. Implementing a digital and connected land

management solution will also help support vibrant & livable corridors along Davis Drive & Yonge street as planning and building applications are received, tracked and managed within Accela.


The Accela system will help Town staff to move toward a desired service level by digitizing or partially digitizing various processes. The system will provide mobile services, allowing staff to respond to building,

planning, by-law, and licensing matters while in-field.



This budget request will provide the necessary operational funding for the new Land Use and Permit Tracking solution purchased in 2018. Avocette was selected to implement the Accela Land Manage solution

which supports land use, permitting, licensing, inspection and code enforcement processes.


The Town adopted a new secondary plan which sets ambitious targets for growth within its central corridors, specifically increased density and vertical development. Detailed planning for ongoing growth is

underway with the goal of infrastructure improvement and intensification to provide an ideal target market of residential and commercial development. The Accela platform helps to centralize all planning

applications, licensing and enforcement related processes within one system. Staff will be able to leverage a centralized system while also providing electronic solutions to the public.


Division: Planning Business Unit Name: Planning Services

2019 BUDGET


Decision Package Item # 25 DIS Planning


Total Points 20





Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

30,746


Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #

30,746





9 3 0

8




9 3 0 8 20


2 5 1 2








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Engineering fees reserve

9 licenses



2024?Ongoing Cost

Description

Department Comments



Customer Services





The Accela system creates efficiencies for staff by digitizing certain processes, allowing staff to track applications and work remotely to obtain certain information as may be needed and not returning to the office

to obtain.


The Accela system is a Canadian cloud hosted solution with redundant service delivery. Hosted infrastructure and services helps avoid significant service disruptions or major service loss where possible.


This request is among Council Strategic Priority- Ensuring effective & efficient services. The Accela system will help the Town achieve effective & efficient services by digitizing and partially automating standard

planning, building, enforcement and licensing processes within one system. The system will provide staff the ability to track performance and metrics on services. Implementing a digital and connected land

management solution will also help support vibrant & livable corridors along Davis Drive & Yonge street as planning and building applications are received, tracked and managed within Accela.


The Accela system will help Town staff move toward a desired service level by digitizing or partially digitizing various processes. The system will provide mobile services, allowing engineering to respond to

building, planning, bylaw and engineering matters while in the field.



This budget requested will provide the necessary operational funding for the new Land Use and Permit Tracking solution purchased in 2018. Avocette was selected to implement the Accela Land Manage

solution which supports land use, permitting, licensing, inspection and code enforcement processes.


The Town adopted a new secondary plan which sets ambitious targets for growth within its central corridors, specifically increased density and vertical development. Detailed planning for ongoing growth is

underway with the goal of infrastructure improvement and intensification to provide an ideal target market of residential and commercial development. The Accela platform helps to centralize all planning

applications, licensing and enforcement related processes within one system. Staff will be able to leverage a centralized system while also providing electronic solutions to the public.


Division: Engineering Business Unit Name: Engineering Services

2019 BUDGET


Decision Package Item # 26 DIS ENG


Total Points 17


XX Building Engineering HR IT

XX Planning Operations x Legal Finance

Procurement XX Parks x Communications X Facilities

Other

2019 2020 2021 2022 2023 2024

No

No

No 35,000 35,000 35,000 35,000 35,000 35,000 Yes 525,000

No

No

Capital Costs 35,000 35,000 35,000 35,000 35,000 35,000 525,000

2019 2020 2021 2022 2023 2024

Operating Costs - - - - - - -


Net Cost 35,000 35,000 35,000 35,000 35,000 35,000 525,000



2 3 0

12


Total Points

2 3 0 12 17

4 5 2 4

Priority Desired Service Level Business Case Risk Reduction / Mandatory or

Legal Requirement







+9 Council Priority


+4 OLT Priority




Revenue


Priority (Pick one)Desired Service Level (All or

nothing)Business Case (Scale)

Ongoing Costs /

Cost Recoveries

past 2024?

Ongoing Costs /

Cost RecoveriesOperating Impact of Capital Project

Description Cost Recovery?

Asset Replacement Fund

Development Charges

Reserves & Reserve Funds

Gas Tax

Operating Fund

Other (please specify)


Details of Costs, Savings and RevenueOngoing Cost

past 2024?Ongoing CostFinancing of Capital Costs

Description Cost Recovery?

Communications help with letters and media calls

Bylaws are needed to help support clean yard bylaw and enforce residents to allow treatments for the fire ants

Department Comments

Customer Service Fielding calls from residents

Procurement Support for any bids needed


Please identify relevant business areas for this item. An area is relevant if collaboration or consultation is required. Identify by checking all boxes that apply below….Customer Services






Public image ruined, residents contacting media regarding the issue.


Very high, homeowners cannot sit outside at all during the summer due to the fire ants.

Desired Service

Level

If this item maintains or moves toward a desired service level, please explain how it does so...

Public Works is trying to find ways to reduce and/or eliminate the fire ants for residents so they can use their backyards.



Budget has been covered out of general account, but we need to step up the program this year and for the next few years due to the fire ants spreading to the other side, we have been treating

for the past three years, and we have been able to control one area from expanding. But we are having issues with removing the ants completely, we need to try a few new methods as noted

by a few experts. we are in contact with leading experts in North America including university of Maine and University of British of Columbia to help come up with methods to treat the ants. The

$35,000 would be broken, $15,000 for grass cutting, $10,000 for chemical treatment and $10,000 for pilot project as set from University of British Columbia


Maintenance level change


Division: PWS - Parks Business Unit Name: Parks Maintenance-General

2019 BUDGET

OPERATING Decision Package Form

Decision Package Item # 8 PWS Parks

Project / Initiative Name Clear Fire Ants at SWM Pond - MOVED TO OPERATING FROM CAPITAL

Total Points 21


Building Engineering HR IT



Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

10921.4021 52,348 54,732 57,220 59,707 62,195 62,195 Yes 932,925

10921.4109 14,657 15,325 16,022 16,718 17,415 17,415 Yes 261,225

Operating Costs 67,005 70,057 73,242 76,425 79,610 79,610 1,194,150

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #

106,810 106,810 106,810 106,810 106,810 No -

67,000 57,113 57,113 57,113 57,113 57,113 No -

Cost Recoveries 67,000 163,923 163,923 163,923 163,923 163,923 -

Total Net Cost 5 93,866- 90,681- 87,498- 84,313- 84,313- -

Total Cost 67,005 Total Cost Recoveries 67,000 Total Net Cost 5 Cost Recovery 99.99%


9 3 2

7




9 3 2 7 21


3 3 2 1








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

salaries of others

additional increased revenue

Regular Salaries (could be 4031) Gr.3

Direct Payroll benefits



2024?Ongoing Cost

Description

Department Comments



Customer Services





please see attached.


The full time position allows for a focused knowledge and skill set on grant applications and relationship building. It reduces the risk of losing out on opportunities due to mistakes or misunderstandings. It also

allows for thoughtful time to be spent on the applications as opposed to adding it to others already heavy workloads.


Successful grant applications assist staff in delivering on many strategic priorities. For example, the “Safe Cycling Education Fund” ($6,837.60) and the “Pedestrian and Cyclist Municipal Partnership Program”

(maximum of $339,048.55 – exact amount to be coordinated with the Region). Looking forward, projects such as the development of the Mulock Estate will be helped by grant funding. This position will be able to

dedicate the appropriate level of time and attention to these applications. Overall this position will ENSURE EFFECTIVE AND EFFICIENT SERVICES by obtaining external funding sources for desired projects, and

therefore alleviating pressure on tax revenue requirements.


Increased successful grant applications will enhance our service levels as new revenue sources enable staff to focus other funds towards other projects as well as enabling the Town to execute projects that may

not otherwise be able to be funded. For example, Community Bike Repair Stations, Climate Change Risk and Vulnerability Study and Sports Lights LED Retrofits.



The contract Grant Coordinator position was approved for 2018 following a consultant's review and recommendations. The Grant Coordinator is responsible for providing assistance and advice on the various

opportunities for grant applications. A business case (attached) has been developed to identify the benefits and costs of the position. Preference would be for a permament full time position but a one year

extension to further prove the value is acceptable. It is also expected the position can fulfill other service deliveries expected of the new Innovation & Strategic Initiatives Department through business process

reviews, conducting nd-depth research and reporting.


Grants have always played an important part in funding Town projects. They are however, time consuming in not only the application process itself but even more so in the follow-up reporting. It is also difficult for

staff to be able to spend time researching potential grant opportunities. Have the coordinator position frees up specialized Town talent to focus on their areas of expertise while utilizing the expertise of a postion

focused on the grant processes. Each level of governement and agency has some nuances and requirements with the different application and reporting processes. It is important to have a position who is able to

fully understand these differences and build the required relationships with the different agencies.

Commission: CAO Business Unit Number: 10921

Division: Innovation & Strategic Initiatives Business Unit Name:

2019 BUDGET


Decision Package Item # 2 ISI

Project / Initiative Name Grant Coordinator Contract Extension

Total Points 36





Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

32101.4404 110,000 55,000 55,000 55,000 55,000 55,000 Yes 825,000

Operating Costs 110,000 55,000 55,000 55,000 55,000 55,000 825,000

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #

32101.7542 55,000 No -


Total Net Cost 55,000 55,000 55,000 55,000 55,000 55,000 -

Total Cost 1,210,000 Total Cost Recoveries 55,000 Total Net Cost 1,155,000 Cost Recovery 5%


9 3 0

24




9 3 0 24 36


5 5 1 1








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Consulting Services



2024?Ongoing Cost

Description

Department Comments



Customer Services





One of the main objectives of OSIM inspection is to provide a basis for a structure management system for the planning and funding of the maintenance and rehabilitations of structures. As such, the outcome of

the OSIM inspection will contribute to protect and prolong the useful life of the structures. If this work is not done, the risk of failure of our bridges and large culverts is imminent and the Town can be liable for the

loss of life due to failure of the infrastructure. Also, if the Town does not complete its legislated requirement to inspect all bridges and large culverts every 2 years, as mandated by provincial legislation, we are

open to being legally charged and fined for not having completed our obligations under the law, even if the bridges and large culverts are in good condition. This is a mandated necessity.


Bridge and culvert deficiencies pose a significant risk to municipalities in terms of public safety, liability, abiding to provincial laws requiring the work to be done, and asset management planning. By doing this

work, we can assess material defects, performance deficiencies and maintenance needs of a structure. Therefore, public safety and funding resources risks will be identified and eliminated in advance, as well

as the risk of being charged and fined by the Province, and the risk of being liable for loss of life.


This aligns 100% with Council's Strategic Priority of maintaining safe roads and safe traffic. The main objectives of OSIM inspections are to ensure public safety, to maintain structures in a safe condition and to

provide a basis for a structure management system for the planning and funding of the maintenance and rehabilitation of structures. Therefore, this program aligns with the Council and Town's top priorities to

ensure public safety within the municipality. It also aligns with the Council's priorities such as; Efficiency/ Financial Management and Traffic Safety & Mitigation.


This regular program identifies detailed material defects, performance deficiencies and maintenance needs of the inspected structures will be identified. Therefore, this will ensure public safety within the

municipality. This will also ensure that the Town can improve our existing desired service levels.



Detailed visual inspections of bridges and culverts is performed in accordance with element and condition classifications as prescribed in the Ontario Structure Inspection Manual (OSIM), April 2008 Revision.

The inspections reveal the work that needs to be done to ensure that our bridges and large culverts are safe for traffic. The work involves the repair, rehabilitation or replacement of the bridges and culverts. This

is required to be done by Provincial Legislation and if not done, it exposes the Town to severe liability due to potential accidents.


This program is Mandatory as per Ontario legislation.

Commission: D I Services Business Unit Number:

Division: Engineering Business Unit Name: Capital Engineering

2019 BUDGET



Project / Initiative Name Bridges & Culverts Inspection

Total Points 27

Classification (select one): Growth Service Level Change or Maintenance Yes Mandatory/Legislative Yes

Building Engineering HR X IT X


Procurement Parks X Communications Facilities

Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

52811.4031 52,166 53,209 54,274 55,359 56,466 57,595 Yes 57,595

52811.4109 4,173 4,257 4,342 4,429 4,517 4,608 Yes 4,608

No -

No -

Operating Costs 56,339 57,466 58,615 59,788 60,983 62,203 62,203

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #


Total Net Cost 56,339 57,466 58,615 59,788 60,983 62,203 -



9 3 0

15




9 3 0 15 27


4 4 2 3








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Casual/seasonal wages

benefits



2024?Ongoing Cost

Description

Department Comments

Human Resources HR is needed to help recruitment process

IT IT is needed to help with designing the app



Customer Services






Without this budget request, we would be at the severe level of risk due to Health and safety for the public(broken bones), operational area would be effected due to the new Ontario Minimum Maintenance

Standards, Corporate image from media exposure along with third party litigation from slips and falls. We would be at risk of injury, fines, litigation if we do not complete this service.


This initiative falls under Council Strategic Priority - Ensuring safe streets.


This task will allow us to adhere to the new standards and service level of monitoring sidewalks during winter months.



Ontario Government has changed the minimum maintenance standards for sidewalks, we must have a nightly patroller from October 1st to April 30th to monitor the sidewalks for winter maintenance. We are

requesting staff and a piece of equipment, there will be a need for mobile computer device and phone as well.


This is a mandatory/legislative request for Ontario Regulation 366/18.



2019 BUDGET


Decision Package Item # 18 DIS Parks

Project / Initiative Name Parks - Winter Sidewalk Patroller and Equipment

Total Points 27

Classification (select one): Growth Yes Service Level Change or Maintenance Mandatory/Legislative Yes

Building Engineering HR x IT x

Planning Operations Legal Finance x


Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

32210.4021 55,898 57,575 59,302 61,081 62,914 64,801 Yes 972,017

32210.4109 0 Yes -

Operating Costs 55,898 57,575 59,302 61,081 62,914 64,801 972,017

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #


Total Net Cost 55,898 57,575 59,302 61,081 62,914 64,801 -

Total Cost 1,333,588 Total Cost Recoveries - Total Net Cost 1,333,588 Cost Recovery 0%


9 3 0

15




9 3 0 15 27


3 4 1 2








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

wages

benefits

contract/casual - no benefits



2024?Ongoing Cost

Description

Department Comments



Customer Services





The road system continues to grow and the financial return would be based on future cost avoidance related to deteriorating service levels and the potential need to increase reliance on contracted services. It

would also help to lessen any impacts of not being able to maintain current service levels required to meet community expectations and legislative requirements.


Public safety is a high priority for the roads department and can be related to both winter and summer maintenance operations. Of the two risks, inability to effectively address winter storm events due to staffing

hour restrictions is of high concern as resources previously relied upon from the water department are becoming less available due to increased work demands in maintaining the water infrastructure system.

Not being able to perform maintenance during a snow event due to staffing issues could result in negative media exposure and significant localized service disruptions. Having to keep with regulatory driving

hours and as mentioned the loss of support staff from water/wastewater could lead to a potential risk situation that could happen every winter season.


This request is among Council Strategic Priority - Ensuring safe streets. This position was identified in the Public Works Services review by Prior & Prior as a recommendation 4 years ago . This position would

provide needed staff hours to maintain regulatory service levels for winter/summer maintenance related to road management, community events and public safety. The road network has increased from 256 kms

to 312 kms since this report was submitted and to continue to ensure effective and efficient service levels along with safe streets for residents additional staff will help with regulatory requirements being imposed

by Ontario Reg. 239, Minimum Maintenance Standards.


This item supports maintaining current service levels as well as newly added levels pertaining to bike lane and LID maintenance. It would also assist with maintaining the growth of additional roads and

infrastructure within the Town's boundaries and areas of responsibility.



This request is for an additional full time Roads Operator as recommended in the Public Works Services Review four years ago. Due to restructuring of the water and wastewater division, who supported street

snow clearing, there is one less snow clearing operator. Therefore, to maintain the service levels and meet legislative requirements Ontario Reg. 239, Minimum Maintenance Standards(MMS), this position is

required.


This position is required to maintain service levels related to community and road network growth and to assist with maintaining legislative regulatory requirements for roadway maintenance.


Division: PWS - Operations Business Unit Name: Road Maintenance

2019 BUDGET


Decision Package Item # 10 DIS Roads

Project / Initiative Name Roads Operator

Total Points 27





Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

32231.4021 20,000 20,000 20,000 20,000 20,000 20,000 Yes 300,000

32231.4109 1,600 1,600 1,600 1,600 1,600 1,600 Yes 24,000

Operating Costs 21,600 21,600 21,600 21,600 21,600 21,600 324,000

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #


Total Net Cost 21,600 21,600 21,600 21,600 21,600 21,600 -



9 3 0

15




9 3 0 15 27


3 3 2 2








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Casual Wages

Benefits



2024?Ongoing Cost

Description

Department Comments

PWS The summer sidewalk inspection and maintenance program is solely administered by Public Works Services.



Customer Services





The number of personal injury claims appears to be on the rise, partly due to the growing “you don’t pay unless we win” culture created and steadily marketed by personal injury lawyers. Diligently identifying and

treating potential hazards, and maintaining sidewalks to ensure public health and safety will reduce the Corporation’s vulnerability and susceptibility to potential law suits, as well as, saving the Corporation

hundreds of thousands of dollars in potential legal fees and payouts for damages.


With growth comes more responsibility for the Corporation and, by extension, more exposure to potential liability. By contracting a student for four months to assist with sidewalk inspection and maintenance, it

would give full-time staff the support needed to ensure sidewalks are maintained in a manner that supports public health and safety.


The Corporation of the Town of Newmarket has a long standing reputation of investing in today’s youth. This was further validated when Council developed its Strategic Priorities and identified “Economic

Development and Jobs” as one of its themes. Approving this four month student contract will allow one student a valuable opportunity to learn and grow as an individual today while acquiring the essential skills

necessary to secure a job in the future.

With respect to Newmarket’s Strategic Plan, Living Well focuses on public health and safety to create a truly livable and engaged community. This is achieved, in part, by ensuring community safety through regular

sidewalk inspection and maintenance. When our sidewalks are free from obstructions and potential hazards, they serve the community by interconnecting the whole community. They service the needs of all

Newmarket residents and ensures increased accessibility for all persons of all abilities. A well maintained network of sidewalks allows for a Well-Balanced community. Further, Well-Equipped and Managed is

intended to lay the foundation for the future success of our community by ensuring efficient management of capital assets. Supporting personnel resources to stay abreast of growth, legislative changes and aging

infrastructure allows for the efficient management of capital assets, in this case, our sidewalks.


As we expand and grow as a community, complementary services included, but not limited to, sidewalk inspection and maintenance services must also expand and grow in order to meet and maintain established

service levels. To avoid gaps in service levels and potentially jeopardizing our legal obligation with respect to meeting the requirements prescribed in Ontario Regulation 239/02 (Minimum Maintenance Standards

for Municipal Highways), additional resources are required to keep up with the change in demand. A four month student contract will allow us to stay abreast of the changes brought onto us by of growth, legislative

changes and aging infrastructure.



Newmarket has undergone tremendous growth in these recent years. Coupled with aging infrastructure and the legislative changes to the Minimum Maintenance Standards set to come into effect this year, it has

become increasing apparent that additional personnel resources are needed to support the summer sidewalk inspection and maintenance program. As a result, we are requesting an Operating budget to support a

four month student contract in order to adequately cover our personnel resource needs.


This budget item is needed to support full-time staff as a result of growth, legislative changes and aging infrastructure. With every subdivision assumption, additional sidewalks are added to our inventory to inspect

and repair every year. Since 2002 when we were first mandated by the Provincial Government to inspect all sidewalks annually (and consequently hired a summer student to assist), the total area of sidewalks

inspected increased from 375,000 m2 to 525,000 m2, in 2002 and 2017, respectively. Further, 2018 will see the amendment to the Minimum Maintenance Standards. These pending legislative changes will

increase the inspection area from 525,000 m2 in 2017 (sidewalk only) to 840,000 m2 in 2018 (sidewalk and expanded area). Regarding aging infrastructure, in 2017 our summer student identified 4124 sidewalk

deficiencies, ranging from small cracks to significant heaving. Of the 4124 deficiencies identified, 154 were deemed hazardous to pedestrian safety. This number represents one (1) hazardous condition for every

500 m of sidewalk in Newmarket. This aging infrastructure will continue to put demands on personnel resources for years to come.


Division: PWS - Roads Business Unit Name: Sidewalk Programs

2019 BUDGET


Decision Package Item # 22 PWS Environmental (Roads)

Project / Initiative Name Summer Sidewalk Inspection and Maintenance Program

Total Points 27





Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

32231.4530.04 10,000


Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #


Total Net Cost 10,000 - - - - - -



9 3 0

15




9 3 0 15 27


3 5 2 3








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Sidewalk Spot Repair



2024?Ongoing Cost

Description

Department Comments

PWS The sidewalk inspection and maintenance program is solely administered by Public Works Services.



Customer Services





The number of personal injury claims appears to be on the rise, partly due to the growing “you don’t pay unless we win” culture created and steadily marketed by personal injury lawyers. Diligently treating and

maintaining sidewalks and the associated expanded area in a state of repair will reduce the Corporation’s vulnerability and susceptibility to potential law suits, as well as, saving the Corporation hundreds of

thousands of dollars in potential legal fees and payouts for damages.


Every year the Town of Newmarket receives numerous notices of pending lawsuits, as a result of personal injuries reportedly occurring from slips-and-fall and trips-and-falls on our sidewalks. Previously, our legal

obligation resided within the limits of our sidewalk. However, the amended Regulation will extend our liability to an expanded area either side of the sidewalk. Having an Operating budget in place to address such

deficiencies in a timely fashion will reduce the threat of personal injury, and risk of financial loss the Corporation may see from legal claims against the Town.


Forming part of Newmarket’s Strategic Plan, Living Well focuses on public health and safety to create a truly livable and engaged community. This is achieved, in part, by ensuring community safety through

regular sidewalk maintenance, which will include the expanded area around the sidewalk once the current Regulation is amended. When our sidewalks are free from obstructions and potential hazards, they serve

the community by interconnecting the whole community. They service the needs of all Newmarket residents and ensures increased accessibility for all persons of all abilities. A well maintained network of

sidewalks allows for a Well-Balanced community.

We have received a recommendation from our outside legal counsel to prepare for this pending legislative change. We have incorporated a change to our annual sidewalk inspection program to take in the

expanded area within the boulevard, and we are submitting this request with the intent to secure the additional Operating budget needed to make all necessary repairs.


Whether it is a nice stroll within the subdivision to the local park with their families or a brisk walk on their way to work in the morning, the residents of Newmarket, and pedestrians in general, should have the peace-

of-mind that their sidewalks are maintained at a standard necessary to ensure their health and safety. It is the Town’s desire to offer and maintain this level of service for our community. The Operating budget, the

subject of this request, will assist Public Works Services in our efforts to ensure sidewalks, and the associated boulevard, continue to remain safe for everyone, regardless of where their journey leads them.

Maintaining Newmarket’s sidewalks in a state of repair is not only our desire but it is our legal obligation. Ontario Regulation 239/02 mandates the required level of service for all municipalities across Ontario.



With the legislative changes to the Minimum Maintenance Standards anticipated to be adopted this year, the Town of Newmarket will be saddled with the legal obligation to repair and/or restore an enhanced area

beyond the lateral limits of the existing concrete sidewalk. The pending amendment to the current legislation will require treating an expanded area to either side of the sidewalk for any encroachments deemed to

be either highly unusual or constitutes a significant hazard to pedestrians. The Municipality would then have twenty-eight (28) days to treat and return the area to a state or repair.

This budget item is requested to cover the additional cost needed for treating or restoring deficiencies, as per the anticipated amended Regulation. With this in mind, the herein requested budget may need to be

revisited and subsequently adjusted once the full impact of the new legislation on the Corporation is understood.


The Town of Newmarket is mandated by Ontario Regulation 239/02 (Minimum Maintenance Standards for Municipal Highways) to inspect every sidewalk across the town every year. Further, we are legally

responsible for repairing sidewalks that do not meet the minimum maintenance standard. This next iteration of the Regulation will impose a financial burden since it will require municipalities to inspect and repair

deficiencies identified within the expanded area of 18” to either side of the sidewalk.


Division: PWS - Roads Business Unit Name: Sidewalk Programs

2019 BUDGET


Decision Package Item # 23 PWS Environment (Roads)

Project / Initiative Name Sidewalk Programs- Increased Maintenance Request Per Legislation

Total Points 27

Classification (select one): Growth No Service Level Change or Maintenance No Mandatory/Legislative Yes




Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

13120.4404 10,000 20,000 20,000 20,000 20,000 20,000 Yes 20,000

Operating Costs 10,000 20,000 20,000 20,000 20,000 20,000 20,000

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #


Total Net Cost 10,000 20,000 20,000 20,000 20,000 20,000 -



9 3 0

15


27



3 5 2 5

9 3 0 15










+4 OLT Priority +2




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Integrity Commissioner


2024?Ongoing Cost

Description



Customer Services




Department CommentsCorporate-wide Collaboration includes:

- Providing advice

- Investigating complaints



The code of conduct creates a frameworks for the manner in which Councillors and Council should govern themselves. A code of conduct for local board would have the same effect, however, would only apply to

members of a local board.

The Council priority for this request aligns with "Ensuring effective & efficient services".Desired Service Level

Given the additional scope of Integrity Commissioner services, the additional budget would allow the Town to provide a service level that is acceptable to Council, local boards, and to staff (who may also consult with

the Integrity Commissioner for advice).

Business Case

It is anticipated that if more individuals will be subject to adhere to a code of conduct, then it will be more likely that the Integrity Commissioner will be consulted to provide advice on various matters, and investigate

more complaints. This means that the Integrity Commissioner will be more likely to spend time and resources on matters related to Newmarket Council and local boards.Risk Mitigation

Staff intend on developing a service level policy for Integrity Commissioner services, and provide training on the code of conduct to both Council and local boards. This is intended to assist with regulating the number

of inquiries the Integrity Commissioner may receive, and to help Councillors and local board members understand their responsibilities and duties.

It should be noted that Council will receive code of conduct training during their orientation. The code of conduct has not yet been adopted by Council, but is required to be in effect as of March 1, 2019.



Bill 68, the Modernizing Ontario's Municipal Legislation Act, amended the Municipal Act to now require municipalities to provide Integrity Commissioner services. The Act also outlines mandatory provision of services

that must be provided by an Integrity Commissioner, such as providing advice along with investigating complaints made under the code of conduct.

Additionally, the municipality is now required to adopt a code of conduct for local boards. This expansion of scope means that: 1) the Integrity Commissioner will be providing advice and investigating matters to both

Council and local boards; and 2) the Integrity Commissioner will have an additional number of inquiries by virtue of the expanded scope of responsibilities.

Accordingly, the Town must budget for the legislated amendments that take effect on March 1, 2019.Classification

The Municipal Act was amended to include mandatory provision of services of an Integrity Commissioner, and therefore, this is a legislated requirement.


Division: Legislative Services Business Unit Name: Clerk's

2019 BUDGET



Project / Initiative Name Increase to Integrity Commissioner Budget Account

Total Points 24





Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

10225-4035 83,000 83,000 83,000 83,000 83,000 83,000 Yes 1,245,000

23,240 23,240 23,240 23,240 23,240 23,240 Yes 348,600

Operating Costs 106,240 106,240 106,240 106,240 106,240 106,240 1,593,600

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #

10221.4021 30,308 30,308 30,308 30,308 30,308 30,308 Yes 454,620

410907.7548 75,932 75,932 75,932

Cost Recoveries 106,240 106,240 106,240 30,308 30,308 30,308 454,620

Total Net Cost - - - 75,932 75,932 75,932 -



6 3 1

15


24



3 3 3 3

6 3 0 15








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Previously committed dollars

NEER Reserve

H&S Coordinator

Benefits


2024?Ongoing Cost

Description

Department Comments

OLTOLT was informed of the latest focus for MOL Inspectors and the need to ensure we are preparing staff in 2018 in relation to the ergonomics audit. OLT has also received an update on the areas of focus flowing

out of the audit, of which documentation was a key one. This is a carry-over request from last year's budget.




This submission is more related to risk and cost avoidance that can cost the employer significant dollars not to mention paind and suffering of employees.


The extension of the current contract role to full time would serve to minimize the risk associated with a variety of health & safety risks not the least of which are those related to ergonomics. Repetitive strain injuries can cost in the

neighbourhood of $165,000 - $200,000 not to mention the painful and disabiling nature of the injury. Education, training and written procedures that take ergonomics into account can reduce the risk and potentially avoid significant

WSIB, benefit and employee cost. This is one of the fastest growing trends and also one of the most expensive injuries you can have. As the Ministry of Labour will be visiting public works areas in 2019 specifically to review work from

an ergonomics perspective it is incumbent upon us to prepare for this through the balance of 2018. The MOL will be looking for compliance in 2019 and where they don't find it there will likely be orders written and potential fines meted

out. While there are other areas identified in the audit, the foregoing provides an example of the type of risk that is most pressing at this time.



Customer Services




In addition to the previous paragraph it is important to note that the employer has completed an audit of the H&S Management System which reflect both its strengths and opportunities. We have a legal obligation to

address the gaps in a reasonable timeframe and in a professional manner. In order to do so we require the expertise of a health & safety professional to prepare an action plan, addressing higher risk areas without delay and

enhancing health & safety across the organization. In addition, we are just preparing to develop an automated process to create greater efficiencies at all levels within our reporting system as well as identify H&S metrics that will allow

the H&S Committee to develop more effectively and avoid MOL investigations, fines, etc. Consistency in the preparation of work processes and hazard identification are also key if the Town is going to achieve its deliverables, this is

something management cannot do on their own. IT is also important to note that the Town is at risk of losing the current incumbent and securing a longer term commitment from future employees without the commitment to full time.

There are many municipalities looking for good candidates and the good candidates are looking specifically for full time opportunities, expecially those with previous experience.


The Corporation requires more fulsome support in order to be compliant with Health & Safety Legislation and provide support to the front line managers and supervisors. Recent research has identified the role of health & safety as a bit

of a hot spot. The field is not attracting the number of candidates needed due to the level of responsibility under the Act nad the potential for personal liability. The H&S Coordinator is needed to ensure programs are in place and

effective (measurable), we are prepared for Ministry inspections, we have taken steps to reduce, mitigate or eliminate risk in a cost effective manner. It is also important to note the responsibility the municipality has to patrons

frequenting the various municipal facilities.


Please provide a brief summary of what the proposed budget item is...

The request is to provide for a transition of the Health & Safety Coordinator from part-time contract to a regular full time role in order to support the organization relative to compliance with Health & Safety legislation thereby reducing

both personal risk for the employee and corporate liability. The Corporation requires more fulsome ongoing support in order to be compliant with Health & Safety Legislation and provide support to the front line managers and

supervisors. The H&S Coordinator is needed to ensure programs are in place, we are prepared for Ministry audits, staff can receive further training as appropriate and as a result there is less personal risk. The

organization also has some liability that can lead to orders and/or fines. The worst case scenario is surcharges and criminal charges. In addition, the H&S Coordinator role was discussed during the last HR Review noting

the evolution of the core areas initially with the demand for full time services to considered in the next phase with the potential for N6 involvement.


Health & Safety legislation requires employers to have effective programs in place that ensure a healthy and safe workplace for employees, as well as the public. The Town can no longer deliver on the myriad of requirements under

various legislation, as well as support the supervisory staff in the manner required without full time support at a fulsome level. Council, through the Administrative Arm of the corporation must ensure compliance, which ultimately

reduces the potential for injury/illness (risk minimization) and both corporate and personal liability.

Commission: Office of the CAO

Division: Human Resources Business Unit Name: Human Resources - Health & Safety

2019 BUDGET


Decision Package Item # 1 HR

Project / Initiative Name Health & Safety Coordinator

Total Points 18



X Planning Operations Legal Finance

fs Procurement Parks Communications Facilities

Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

13621.4482.02 25,000 25,000 25,000 27,500 29,500 31,500 Yes 472,500

Operating Costs 25,000 25,000 25,000 27,500 29,500 31,500 472,500

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #


Total Net Cost 25,000 25,000 25,000 27,500 29,500 31,500 -



9 3 0

6


18



3 4 2 3

9 3 0 6








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

COW Recordings



2024?Ongoing Cost

Description

Department Comments


The increased cost for annual support from eScribe is required to ensure the corporation is able to maintain current service levels to Council, staff and the public with respect to meeting

management. The meeting management services include, web streaming of meetings, electronic agendas/minutes, annotation of agendas for staff and council, a robust website for access to

Council and Committee information/records. The eScribe solution also supports the corporate goals to provide efficiencies through a new workflow system for all staff reports that will integrate

into the agenda process.




This item mitigates a major service disruption and/or major service loss with the eMeeting Management Solution for Staff, Council and the public.



Customer Services




Efficiency/Financial Management, ensuring effective and efficient services,


Maintains an existing level of service as Town Staff, Council and the public have been using the electronic meeting solution for over 3 years and the expectation is that it will continue to be a viable solution.



As a result of the recent replacement of the Council eMeeting Management Suite solution, annual costs have increased


The increase in costs will ensure an existing level of service to provide eAgenda, eMinutes, Council Voting and Video Streaming for Council Meetings

Commission: Corporate Services 13621

Division: Information Technology Business Unit Name: Information Technology

2019 BUDGET


Decision Package Item # 6 IT

Project / Initiative Name eMeeting Management Suite Annual Costs

Total Points 17





Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

21221.4021 287,500 287,500 287,500 287,500 287,500 287,500 Yes 4,312,500

21221.4109 83,375 83,375 83,375 83,375 83,375 83,375 Yes 1,250,625

Operating Costs 370,875 370,875 370,875 370,875 370,875 370,875 5,563,125

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #

152,430


Total Net Cost 218,445 370,875 370,875 370,875 370,875 370,875 -



6 3 0

8




6 3 0 8 17


3 3 1 1








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Regular Wages

Payroll Benefits



2024?Ongoing Cost

Description

Department Comments

Human Resources HR will be impacted as they will be responsible for the hiring and onboarding process once these positions are approved


Please identify relevant business areas for this item. An area is relevant if collaboration or consulation is required. Identify by checking all boxes that apply below….

Customer Services






Hiring the additional Firefighters will keep CYFS on track with the Master Fire Plan as approved by JCC. With the hiring of 4 additional Firefighters each year by 2020, CYFS will be operationally prepared. By not

hiring the 4 additional Firefighters, CYFS will not be able to staff the seventh fire apparatus as per the Master Fire Plan. In addition, CYFS will not be able to sufficiently staff Station 4-5 for its anticipated opening

date of June, 2020.


This request has been approved by JCC and supported by Councils to hire 4 additional Firefighters each year for 5 years until 2020 in accordance with the Fire Master Plan.


This will supplement existing staffing and assist with minimum staffing as outlined in the collective agreement. This in turn will enhance the service provided to the communities of Newmarket & Aurora.



This request is consistent with the Fire Department Master Plan Update (FDMPU) as approved by Council. The 2014 FDMPU Recommendation # 26 states "that the CYFS implement a phased recruitment

process for 20 additional firefighters to be coordinated with the development and construction of the fifth fire station (estimated completion late 2019) proposed within the FDMPU". The intention is to hire the

additional firefighters in April. If we do not hire the additional firefighters, we will not have sufficient staff for Station 4-5 and we will not be able to fully staff the seventh fire apparatus.


This is a growth classification required to serve the two growing municipalities (Newmarket and Aurora).

Commission: CYFS Business Unit Number: 21221

Division: Integrated Fire Services Business Unit Name: Integrated Fire Services

2019 BUDGET


Decision Package Item # 2 CYFS

Project / Initiative Name 4 Additional Firefighters

Total Points 25


Building Engineering HR Yes IT

Planning Operations Legal Finance Yes


Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

4021 135,584 135,584 135,584 135,584 135,584 135,584 Yes 2,033,760

4109 37,963 37,963 37,963 37,963 37,963 37,963 Yes 569,445

Operating Costs 173,547 173,547 173,547 173,547 173,547 173,547 2,603,205

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #

4035 101,688 101,688 101,688 101,688 101,688 101,688 Yes 1,525,320

4109 16,270 16,270 16,270 16,270 16,270 16,270 Yes 244,050

Cost Recoveries 117,958 117,958 117,958 117,958 117,958 117,958 1,769,370

Total Net Cost 55,589 55,589 55,589 55,589 55,589 55,589 -

Total Cost 3,644,487 Total Cost Recoveries 2,477,118 Total Net Cost 1,167,369 Cost Recovery 68%


9 3 2

11




9 3 2 11 25


3 4 1 1








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Regular Part-time Wages (1.5 FTE)

Benefits (16%)

Regular Salaries & Wages

Benefits (28%)



2024?Ongoing Cost

Description

Department Comments

Human Resources HR Total Rewards Compensation Specialist has reviewed, provided input & supports the request.

FinanceThe Director of Financial Services supports this request & has provided feedback & suggestions related to the assessment & information provided. Financial Analyst Steffi Ertle has

confirmed numbers & rationale.



Customer Services





The two regular part-time Customer Service Associates are already working a 35 hour work week therefore, the only financial impact is the difference in benefit costs betweeen regular part-time and regular full-

time employees.


Not converting the existing part-time staff to full-time presents a risk of treating employees differently & not recognizing equal work with equal pay. Should the part-time staff choose to adhere to the terms of their

contracts & work the hours stipulated, service levels could not be maintained.


Ensuring effective & efficient services: The compexities & volumes continue to increase as the community grows. Providing effective & efficient services is a priority for Council & the staffing complement of 2 full-

time as opposed to 2 part-time associates is easily defendable based on actual payroll expenses & hours worked. Further, recent provincial legislation (Bill 148) mandates equal pay for equal work. Although the

bill does not address benefits (health, vacation, illness benefits) it is hard to defend our reliance on part-time staff to perform the same duties as their full-time counterparts, working full-time hours without

compensating them equally. Trends from the last several years indicate that we will definitely continue to rely on the part-time associates to work full-time hours.


Converting part-time associates (1.5 FTE) to full-time associates (2 FTE) allows us to continue to maintain service levels in the Customer Service Centre & to continue to support service levels at the Customer

Service Kiosks.



Maintain service levels in the face of continued growth & complexity; Change staff complement in the Customer Service Centre from 2 regular part-ime to 2 regular full-time, thereby increasing the total FTE

amount from 10.5 FTE to 11 FTE. 2008 was the last time CSC had an increase in FTE.


Maintaining service levels for a growing community is becoming more of a challenge as volumes increase. Our customer service interactions are becoming more complex, our length of calls is increasing, the

amount of follow-up time required is increasing & we are preparing to introduce on-line chat as another service channel for our residents. Staff in the Customer Service Centre also provide daily telephone back-

up to the CS Kiosks and staffing back-up in times of high volumes, special events and staffing challenges (vacation, meeting coverage, illness, & other unplanned absences) . One of the 2 regular part-time

associates have worked the equivalent of full-time hours for at least the last 2 years and the other for several years. In 2017 the actual salary expenses for part-time staff was 56% more than budgeted. There

has been no increase in FTE in the CSC since 2008.

Commission: Community Services Business Unit Number: 13821

Division: Customer Services Department Business Unit Name: Customer Service Centre

2019 BUDGET


Decision Package Item # 1 CUST

Project / Initiative Name Two Regular Part-time toTwo FTE

Total Points 25


Building Engineering HR Yes IT

Planning Operations Legal Finance Yes

Yes Procurement Parks Communications Facilities

Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

4035 234,000 234,000 234,000 234,000 234,000 234,000 Yes 3,510,000

4109 37,440 37,440 37,440 37,440 37,440 37,440 Yes 561,600

Operating Costs 271,440 271,440 271,440 271,440 271,440 271,440 4,071,600

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #

4031 195,000 195,000 195,000 195,000 195,000 195,000 Yes 2,925,000

4109 15,600 15,600 15,600 15,600 15,600 15,600 Yes 234,000

Cost Recoveries 210,600 210,600 210,600 210,600 210,600 210,600 3,159,000

Total Net Cost 60,840 60,840 60,840 60,840 60,840 60,840 -

Total Cost 5,700,240 Total Cost Recoveries 4,422,600 Total Net Cost 1,277,640 Cost Recovery 78%


9 3 2

11




9 3 2 11 25


3 4 1 1







7800 hours x $25 = $195,000


+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Casual/Seasonal Wages

Benefits (8%)

Regular Part-time Salaries & Wages

Benefits (16%)

Note: 5 regular part-time staff x 60 hours/2 weeks x 26 pays = 7800 hours x $30/hr = $234,000



2024?Ongoing Cost

Description

Department Comments

Human Resources HR Total Rewards Program Specialist has provided feedback & support to this submission.

FinanceThe Director of Financial Services supports this request & has provided feedback & suggestions related to the assessment & information provided. Financial Analyst Steffi Ertle has

confirmed numbers & rationale.



Customer Services





The financial impact represents the difference in benefit costs between regular part-time and C/S/S staff, as pay rates are the same (as of April 1, 2018 due to Bill 148). Recent information provided by HR

indicates that turnover for one CS Kiosk associate costs the organization approximately $22,000 (replacement, training, separation, loss of productivity).



Ensuring effective & efficient services: The status of contract/casual employment for 12 to 15 associates who have limited benefits & job security contributes to high attrition, causing a great deal of staff time

dedicated to the recruitment, onboarding, & training processes (HR, payroll, & CS supervisors). Providing effective & efficient services is a priority for Council & changing the staffing complement from contract

staff to 5 regular part-time associates will help minimize attrition, improve attraction & retention. The staffing model at the CS Kiosks relies heavily on the contributions of the 10 to 15 casual part-time staff.

Converting some of them to regular part status will minimize attrition, provide stability & provide them with access to some benefits. Also, having fewer & better trained staff will help improve service delivery.


Maintaining service levels with increased volumes & complexity is becoming more & more of a challenge. Changing the staffing complement from C/S/S to regular part-time will provide greater stability to staff

while freeing up time presently being spent on recruitment, onboarding, training & exiting the organziation. In 2016 & 2017 the CS Kiosks undertook 8 separate recruitments, representing 9 C/S/S staff

resignations. Six of these terminations represented individuals who were working 30 to 35 hours/week on a regular basis. It takes approximately 6 months for a new hire to be able to perform their duties with

confidence & competence. A more stable workforce will provide more consistent service levels in a very busy department.



Change staff complement in the Customer Service Kiosk from casual / contract to 5 regular part-time by 'transferring' 7800 hours of wages from the Casual/Contract scale to the Regular Part-time scale. These

7800 hours would be used to hire 5 regular part-time CS Kiosk associates. This would be provide stability in the department from a staff perspective & will aid in attraction & retention of staff. Salary scales are

the same & only cost of benefits is impacted.


Maintaining service levels for a growing community is becoming more of a challenge as volumes & customer demands increase. The activity level at the Magna Centre is significantly higher with the introduction

of the Fitness Centre; its programs & customer service interactions are becoming more complex. In 2017 there was an increase of 'enhanced services' by 34% as compared to 2016. The introduction of the

Presto fare offerings also adds another complexity to the work performed at the CS Kiosks. Membership registrations is a service now being offered by the CS Kiosks, increasing the volumes by 17% overall.

Staff will also soon support the booking of ice & gym rentals. The level of effort related to onboarding, training, & replacing staff is substantial. Greater stability is required in order to better support other

departments while maintaining service standards.


Division: Customer Services Department Business Unit Name: Customer Service Kiosk

2019 BUDGET


Decision Package Item # 2 CUST

Project / Initiative Name Maintain established service levels while managing growth & increased complexity in services

Total Points 24



Planning Operations Legal Finance X


Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

14212-4021 56,263 58,709 61,155 61,155 61,155 61,155 Yes 917,325

14212-4109 15,754 15,754 15,754 15,754 15,754 15,754 Yes 236,305

Operating Costs 72,017 74,463 76,909 76,909 76,909 76,909 1,153,630

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #

10991-4404 10,000 15,000 15,000 15,000 15,000 15,000 Yes 225,000

14212-4031 15,000 15,000 15,000 15,000 15,000 15,000 Yes 225,000

14212-7462 10,000 10,000 10,000 10,000 10,000 10,000 Yes 150,000

Cost Recoveries 35,000 40,000 40,000 40,000 40,000 40,000 600,000

Total Net Cost 37,017 34,463 36,909 36,909 36,909 36,909 -

Total Cost 1,607,743 Total Cost Recoveries 835,000 Total Net Cost 772,743 Cost Recovery 52%


9 3 1

11


24



4 3 1 1

9 3 1 11








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Consulting Services

Tax Service Charges

Casual Seasonal Wages


Direct Payroll Benefits



2024?Ongoing Cost

Description

Department Comments



This request address Council's Strategic Priority of Efficiency/Financial Management. The property tax revenue is our largest and therefore most important source of revenue every year. In order for Council to

achieve it's Financial goals, the billing and collection of this revenue source must be staffed appropriately.


Residents are looking for efficiency when paying their property taxes. This has resulted in an increase in the number of payment plans and methods being managed by the Tax Clerk's on a daily basis. The current

staff level is resulting in a reduced level of customer service due to the volume increase.

Business Case

Being staffed at an apporpriate level will allow the introduction of a new service fee for tax bill reprints in 2018, which is detailed below. This fee can not be added without an additional person as the current staff

are at capacity for what they can manage with over 13,000 property tax accounts each.

Risk Mitigation

There have been two recent incidents in the press where where tax staff that are rushed/overworked have made significant errors when drawing money out of residents bank accounts. Although it can be reversed

and the money returned the fallout from the press and public opinion can be far reaching. There is always serious risk when dealing with public funds and there needs to be an appropriate level of staff to allow for

consistent and accurate handling of every taxpayer dollar.



Customer Services





An increase in the staffing level for the Property Tax & Assessment area of 1 FTE.


This additional staffing need directly relates to the growth in the Town. The number of property tax axxounts in the Town increases annually due to single parcels being subdivided. We add 1% to the number of tax

accounts every year. The number of staff has decreased from 5.8 people in 2005 to 4 people in 2017. In 2005, there was 1 Manager, 1 Supervisor, 1 Assessment Clerk, 2FT Tax Clerks and 1 Finance Clerk that

dedicated approximately 80% of their time to tax (5.8 FTE). Today there is no Manager, 1 Supervisor, 1 Assessment Clerk and 2 Tax Clerks (4FTE). An increase of 17% in the volume combined with a reduction of

1.8 persons has resulted in this request.


Division: Finance Business Unit Name: Property Taxes

2019 BUDGET


Decision Package Item # 1 FIN

Project / Initiative Name Tax Clerk - Property Tax & Assessement

Total Points 23





Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

32210.4021 55,898 57,575 59,302 61,081 62,914 64,801 Yes 64,801

32210.4109 15,651 16,121 16,605 17,103 17,616 18,144 Yes 18,144

Operating Costs 71,549 73,696 75,907 78,184 80,530 82,945 82,945

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #

32210.4031 32,400 33,372 34,373 35,404 36,466 37,560 Yes 37,560

32210.4109 2,592 2,670 2,750 2,832 2,917 3,005 Yes 3,005

Cost Recoveries 34,992 36,042 37,123 38,237 39,384 40,565 40,565

Total Net Cost 36,557 37,654 38,784 39,947 41,146 42,380 -

Total Cost 545,757 Total Cost Recoveries 266,908 Total Net Cost 278,849 Cost Recovery 49%


9 3 1

10




9 3 1 10 23


3 4 1 2








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

C/S/S

Benefits

Salaries and Wages

Benefits (28%)



2024?Ongoing Cost

Description

Department Comments



Customer Services





Accurate record keeping and timely maintenance are imperative to an effective fleet management. With over 300 assets under care, the administrative position provides important support in carrying out the day

to day tracking of maintenance performed on critical assets and inputs information which provides support in tracking longer term asset plans and fleet replacement needs.


This additional administrative support enables the Fleet supervisor to focus attention on strategic and long term priorities for the fleet team through better asset replacement decisions, decreasing 'out of service'

times, maintaining team skills training and assessing individual asset usage and needs to assist with better equipment decisions to share with stakeholders. Having administrative help ensures operationally

that service loss or major quality of service concern for critical users is significantly reduced due to proper maintenance tracking for each asset. This position assists in regular maintenance of

emergency vehicles and with the increased complexity of each asset the downtime may significantly increase causing additional risk affecting public safety through emergency response, snow

clearing and asset failures.


Council strategic priority of ensuring effective and efficient services along with measuring our performance. Fleet services are a critical component of the overall services for maintaining production equipment

and vehicles. Ongoing proactive maintenance scheduling is critical for cost effective service delivery. This cannot be compromised due to high reliance on needed equipment for the daily delivery of important

services to the community. The administration of the fleet division will assist in the timely repair and upkeep of emergency vehicles and snow clearing vehicles to ensure safe streets.


This position is critical to maintaining effective fleet scheduling for maintenance programs and is a vital support for the Fleet supervisor.



Fleet administrative assistant has been a contract position since 2014. The position provides vital support to the Fleet Supervisor and Fleet team by performing records management, asset tracking, work orders

and financial administration duties. This position will continue to play an important role and have an increased input as the move towards full asset management practices develops and the amount of assets

increase.


This position is required to meet the needs of growth pressures that are related to increasing fleet size and management of fleet assists as well as support for CYFS's needs in relation to administrative duties pertaining to their assists.


Division: PWS - Fleet Business Unit Name:

2019 BUDGET


Decision Package Item # 3 DIS Fleet

Project / Initiative Name Administrative Assistant - Fleet (Contract to Permanent Full -time)

Total Points 23

Classification (select one): Growth Yes Service Level Change or Maintenance Yes Mandatory/Legislative

Building Engineering HR X IT


Procurement XX Parks X Communications Facilities

Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

52811.4021 55,898 57,016 58,156 59,319 60,506 61,716 Yes 925,739

52811.4109 15,651 15,964 16,284 16,609 16,942 17,280 Yes 259,207

Operating Costs 71,549 72,980 74,440 75,929 77,447 78,996 1,184,945

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #


Total Net Cost 71,549 72,980 74,440 75,929 77,447 78,996 -



9 3 0

11




9 3 0 11 23


3 4 1 1








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

regular wages

direct payroll benefits



2024?Ongoing Cost

Description

Department Comments

HR needed for hiring process

Procurement needed for tendering process



Customer Services






Budget is required to maintain the new property that was donated to the town, without funding, there would be corporate image issues up to moderate levels as set out on the risk matrix. There would also be

environment issues from not maintain the grass and trees, there also health and safety moderate issues from weeds, allergic issues, trees not safe from being maintained.


Enhancing our recreation facilities as set out in councils strategic priorities, there will be trails and open land for the public to use. The type of level of service is set out in the Parks Policy Development Manual

which was passed by council in 2012.


To maintain trees, garbage, trails, playground and whatever is planned for the site.



Not knowing exactly what is planned for the Marianneville property, we are requesting a FTE(H5-L3) position along with capital for equipment(Truck $70,000, lawnmower $40,000, trailer $5,000)


Growth for new area and service level requirements.


Division: PWS - Parks Business Unit Name: General Parks

2019 BUDGET



Project / Initiative Name Marianneville Glenway Property Maintenance

Total Points 23





Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

32221.4530 70,000 72,100 74,263 76,491 78,786 81,149

Operating Costs 70,000 72,100 74,263 76,491 78,786 81,149 -

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #


Total Net Cost 70,000 72,100 74,263 76,491 78,786 81,149 -



9 3 0

11




9 3 0 11 23


3 4 1 1








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Contracted services



2024?Ongoing Cost

Description

Department Comments



Customer Services






Clear courts and wide elbows make for improved visibility and lessens freeze/thaw issues when it comes to maintaining roads properly for winter maintenance. This operation lessens the potential for claims

made by individuals regarding slippery conditions or vehicle damage claims from hitting snow piles when navigating the roadway when other vehicles are present such as garbage trucks, moving vans and even

backing from driveways. No snow in courts relates to public safety and ensures that bodily harm does not occur. It eliminates children from playing in snow piles and being struck by vehicles or slip and fall

injuries.


This request is among Council Strategic Priority - Ensuring safe streets. Court clearing is essential for public safety and ensuring safe streets also decreasing freeze/thaw situations. By eliminating snow

accumulations in the middle of courts, the driving public have clearer sightlines making for improved road safety. During thaw periods melting snow can re-freeze making for slippery conditions causing potential

litigation issues and property damage claims. This contracted service would assist with effective and efficient services enabling snow court clearing to be performed in a timely manner after a

significant snow event.


this assistance would help bring service level up to desired level which has dropped as explained above.



This request is for contracted services for court and wide elbow clearing for winter maintenance operations.


This contracted service would assist with trying to keep the level of service which has declined somewhat due to regulatory driving hours for staff and support from water and wastewater staff resources that

have become unavailable during daytime hours. Water and wastewater staff have to complete regulatory duties imposed on their areas of responsibility and also fall within Employment Standards.


Division: PWS - Roads Business Unit Name: Winter Control- Roads

2019 BUDGET


Decision Package Item # 4 DIS Roads

Project / Initiative Name Contracted Court Plowing for Winter Maintenance

Total Points 23

Classification (select one): Growth Service Level Change or Maintenance Yes Mandatory/Legislative No


X Planning X Operations X Legal X Finance X


Other X

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

12,000 12,000 12,000 12,000 12,000 12,000 Yes 180,000

Operating Costs 12,000 12,000 12,000 12,000 12,000 12,000 180,000

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #


Total Net Cost 12,000 12,000 12,000 12,000 12,000 12,000 -



9 3 0

11




9 3 0 11 23


4 5 3 3








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Orbidder Platform Services - Platinum Plan $1000/month for 50 concurrent users



2024?Ongoing Cost

Description

Department CommentsThis software will positively impact the

Procurement experience of all

departments.

The idea of introducing this software was discussed at our OLT/SLT Procurement Transformation meeting on May 24, 2018 and was positively received as tool which will increase efficiency in

the procurement drafting process and reduce errors. It will also improve communication between departments.


Please identify relavent business areas for this item. An area is relevant if collaboration or consultation is required. Identify by checking all boxes that apply below….

Customer Services





Although this item does not provide an actual revenue stream, there is a strong business case for purchasing this software because of the increase in efficiency that it will create which will hopefully (i) save on the

cost of overtime being paid to across the organization in all business units, and (ii) will allow us to put out increased bid opportunities in a more timely manner which should avoid increased costs related to limited

competition resulting from issuing bids on short time lines or having to sole source to meet operational needs.


This item will help to mitigate the risk of damage to our corporate image, third party losses and financial impact - all three from both the persepective of risk related to non-compliance and risk related to not being

able to procure the services necessary to fulfill our business needs.


This request will address the strategic priority of "Efficiency / Financial Management" by both (i) ensuring effective and efficient services, and (ii) measuring our performance.


As explained above under the "Classification" section.



An external law firm that specializes in procurement law has created a software specifically designed to assist procurement departments with increasing both speed and accuracy when developing procurement

documents. This software will allow multiple departments to be drafting documents at the same time, and will also have a platform that assigns roles and timelines to help ensure accountability for cross

departmental procurements. The software is also designed to ask questions that will lead the user to select the appropriate format for issuing the bid (RFP versus RFT).


This request is listed as a Service Level Change because it is our hope that this software will address many of the current challenges by increasing speed, accuracy and communication.

Commission: Corporate Services Commission Business Unit Number: 13221

Division: Procurement Services Business Unit Name: Procurement Services

2019 BUDGET


Decision Package Item # 1 Procurement

Project / Initiative Name Procurement Software - Orbidder

Total Points 23





Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

32101.4278.06 100,000 110,000 121,000 133,000 146,000 161,000 Yes 2,415,000

Operating Costs 100,000 110,000 121,000 133,000 146,000 161,000 2,415,000

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #

No -


Total Net Cost 100,000 110,000 121,000 133,000 146,000 161,000 -



9 3 0

11




9 3 0 11 23


3 4 1 1








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

CCTV Program



2024?Ongoing Cost

Description

Department Comments

OperationsEngineering & Operations will dialogue on results of the CCTV work and the impact to the proposed capital programs. The CCTV may disclose areas that require immediate Operational

responses to issues such as imminent sewer /road collapses or blockages.



Customer Services





Through the timely and appropriate rehabilitation or replacement measures, the effective cost for the service life of the Town's assets will be minimized thereby reducing the necessary taxes to fund these

assets.


Should this program not proceed, then Capital Programs may not receive the necessary co-ordination and engineering analysis necessary to provide the most cost efficient and effective program.


Efficiency / Financial Management: The timely replacement/rehabilitation of the municipal infrastructure that will result from this program will ensure effective & efficient service delivery. The identification of

the condition of the Town's sewer assets is essential to develop a well co-ordinated Roads Management Plan. The data coming from the CCTV inspections should drastically reduce any excavations in new road

pavements which will lower the overall cost of constructing and maintaining the Town's assets.


This program will produce a comprehensive 5 and 10 year Capital Program which will deliver established acceptable replacement and rehabilitation levels for the Town's road allowance assets. Without the

identification of the sewer needs through the CCTV program, the Town will not be able to efficiently manage the timely replacement or rehabilitation of its assets.



This annual closed-circuit television (CCTV) program is needed to collect, analyze and assess underground sewer (sanitary, and storm system) asset data and to produce a co-ordinated, cost effective and

efficient Capital Program for the Town's assets.


This program is needed in order to produce a comprehensive 5 and 10 year Capital Program which should establish acceptable service levels for the Town's road related infrastructure assets. We currently

cannot do this properly due to the lack of data in the Town's system. The program will allow multi-year budgeting of capital roads projects and will also reduce the possibility of carry-overs and the unnecessary

tying up of funds. It will also help secure a proper list of roads and timing for asset management and reduce the possibility of change in the program or in the budget and project scope of individual projects due

to information being provided by others at the last minute.


Division: Engineering Business Unit Name: Capital Engineering

2019 BUDGET



Project / Initiative Name CCTV Program

Total Points 22




Procurement X Parks X Communications Facilities

Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

52811.4031 45,000 45,900 46,818 47,754 48,709 49,684 Yes 745,255

52811.4109 3,600 3,672 3,745 3,820 3,897 3,975 Yes 59,620

Operating Costs 48,600 49,572 50,563 51,575 52,606 53,658 804,875

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #


Total Net Cost 48,600 49,572 50,563 51,575 52,606 53,658 -



9 3 0

10


Total Points

9 3 0 10 22

3 4 1 2


Requirement







+9 Council Priority


+4 OLT Priority




Revenue



Ongoing Cost

RecoveryDescription

Ongoing Cost

Recovery past

2024?

Casual/ Seasonal Wages

Benefits

If approved, truck & equipment needed

in capital request, funded by DC

($85,000)



2024?Ongoing Cost

Description

Department Comments


Procurement needed for tendering process of equipment




Risk exposure would be sitting at least the moderate level based on current and past complaints and issues, including Media exposure for garbage tickets, grass cutting, pending on ticket, could be for

injury from damaged equipment/amenities, needles in parks causing injuries to the public, allergic reactions from garbage, bees/wasps.



Customer Services




Ensuring safe streets with bike lane tasks, trails, and ensuring effective & efficient services as set out in councils strategic priorities. To try to maintain our current level of service within the parks department

along with Customer Service tickets and possibly respond in a quicker manner to requests


To try to maintain our current level of service within the parks department along with Customer Service tickets and respond more quickly to complaints



Provide additional services as well as a quick response to simple basic heat tickets. Parks would need two seven month contracts (SPW2) staff, one would backfill parks operator from General Parks area. The

other would work with the Operator for the General response crew. This crew would also complete tasks that are currently completed by our contractor regarding tickets and repairs to fences, sod, winter

damaged sod areas and amenities. Parks would need capital pickup truck and trailer from DC charges if this is approved.


Provide general maintenance enhancements to areas such as walkways, trails, and also provide quick response to tickets such as garbage, graffiti, broken glass and other seasonal issues.



2019 BUDGET



Project / Initiative Name General Parks Response Crew

Total Points 22



Planning Operations X Legal Finance X

Procurement X Parks X Communications Facilities X

Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

13221.4011 85,298 89,007 92,715 92,715 92,715 92,715 Yes 1,390,725

13221.4109 23,883 24,922 25,960 25,960 25,960 25,960 Yes 389,403

13221.4481 Computer 2,000

13221.4481 Office Phone 400

13621.4303 Cell Phone 50

13221.4299 Desk & Chair 3,000

Operating Costs 114,631 113,929 118,675 118,675 118,675 118,675 1,780,128

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #


Total Net Cost 114,631 113,929 118,675 118,675 118,675 118,675 -



9 3 0

10


22



3 4 1 2

9 3 0 10








+8 Council Priority


+4 OLT Priority




Revenue




2024?Ongoing Cost

Description

Salary

Benefits

Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Department Comments

PWS The idea of a dedicated PWS Senior Procurement Officer was discussed with the Director of Public Works Services and was positively received.

HR HR has provided input regarding the salary and benefits for a senior level procurement officer.



Although this item does not provide an actual revenue stream, there is a strong business case for adding a dedicated Public Works Services Senior Procurment Officer because of the increase in efficiency that it

will create which will support (i) cost savings related to overtime being paid to Procurement staff; (ii) cost savings resulting from issuance of bid opportunities in a more timely manner to avoid increased costs

related to limited competition resulting from issuing bids on short time lines or having to sole source to meet operational needs; and, (iii) support grant initiatives by having resource required to procure services in

accordance with grant funding requirements/timelines


This item will help to mitigate the risk of damage to our corporate image, third party losses and financial impact - all three from both the persepective of risk related to non-compliance and risk related to not being

able to procure the services necessary to fulfill our business needs. Mitigates risk of losing grant funding due to inability to meet spend timelines.



Customer Services




This request will address the strategic priority of "Efficiency / Financial Management" by (i) ensuring effective and efficient services.


Having a dedicated PWS Senior Procurement Officer will facilitate the implementation of PWS procurement projects. Currently, procurement resources are prioritized based on the overall needs and priorities of

the corporation.



To hire a Senior Procurement Officer who would be dedicated to Public Works Services to support Public Works Services procurement needs efficiently and effectively. The dedicated resources will have

knowledge, experience and qualifications related to both public procurement and the specific requirements of Public Works Services including goods, services and construction. Public Works Services has a very

large number of procurement projects every year with upwards of over 200 procurements required on an annual basis. In addition, Public Works Services has been the recipient of many grants, all of which have

specific time requirements for spending of funds. The dedicated PWS Senior Procurement Officer would report to, and be accountable to, the Manager, Procurement Services, however would be dedicated 100%

to Public Works Services procurement needs..


This request is listed as Growth because it adds a FTE to Procurement Services in order to provide a greater level of service to PWS and meet its business needs.

Commission: Corporate Services Commission Business Unit Number: 10414/13221

Division: Legal and Procurement Services Business Unit Name: Legal and Procurement Services

2019 BUDGET


Decision Package Item # 2 Procurement

Project / Initiative Name Dedicated Senior Procurement Officer for Public Works Services

Total Points 21

Classification (select one): Growth Yes Service Level Change or Maintenance Yes Mandatory/Legislative No

Building Engineering X HR X IT X

Planning X Operations x Legal X Finance


Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

10414.4021 75,250 75,250 75,250 75,250 75,250 75,250 Yes 1,128,750

10414.4109 22,575 22,575 22,575 22,575 22,575 22,575 Yes 338,625

2,000

400

50

3,000

Operating Costs 103,275 97,825 97,825 97,825 97,825 97,825 1,467,375

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #


Total Net Cost 103,275 97,825 97,825 97,825 97,825 97,825 -



9 3 0

9




9 3 0 9 21


3 4 1 3








+8 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Estimated Reduction in consulting or

current expense to outsource work

Regular Salary and Wages


Computer

Office Phone

Cell Phone

Desk and Chair



2024?Ongoing Cost

Description

Department Comments

Information Technology Budget numbers provided for computer hardware and software. Upon hire a New User Request form needs to be filled and sent to IT.



Customer Services





Although this item does not provide an actual revenue stream, there is a strong business case for this law clerk because it will allow Legal Services to avoid externalizing law clerk work on both the real estate and

litigation side. Given the premium that external law firms charge for law clerk work, the salary for this position would be more than made up. In time, it is also a goal of the department to increase docketing and

recover more revenues from members of the public or the development community that are using the services the most. This cost recovery will also help fund the salary for this position.


This item will help to mitigate a few risks that currently exist. The first is an operational risk. The department's law clerk is currently the only staff member experienced with certain types of development work.

When she is away on vacation, there is a gap in needs that is not easily filled by hiring someone external. If she was to go off work unexpectedly, the corporation could be in a risk position in terms of corporate

image and operational requirements. In addition, not having capacity at the law clerk level has required the Town to outsource certain work at a premium that could easily be completed in house.


This request will address the strategic priority of "Efficiency / Financial Management" by ensuring effective and efficient services.


As explained above under the "Classification" section.



This proposed budget item is for an additional law clerk for Legal Services. This position was identified as a need in the targeted review of the Corporate Services Commission that was recently completed by

Imaginate. This position is required in order to maintain services levels after the realignment of work that will occur in Legal Services as a result of the merger with Procurement Services. This position is also

needed to address succession planning and knowledge transfer in the department, acknowledging that the two current support staff are possibly going to retire within the next five years.


This item is a result of growth because as the Town (both the municipality and the corporation) grow, the amount of Legal support required increases. In addition, as the Town becomes more sophisticated, the

Legal work becomes increasingly specialized. There is a need to add a law clerk to maintain current service levels in light of the growing need for Legal support.

Commission: Corporate Services Commission Business Unit Number: 10414

Division: Legal Services Business Unit Name: Legal Services

2019 BUDGET


Decision Package Item # 1 Legal

Project / Initiative Name Law Clerk

Total Points 20




x Procurement Parks Communications Facilities

Other CYFS

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

57301.4021 59,904 61,701 63,552 65,459 67,422 69,445 Yes 1,041,677

57301.4109 16,773 17,276 17,795 18,328 18,878 19,445 Yes 291,670

Operating Costs 76,677 78,977 81,347 83,787 86,301 88,890 1,333,347

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #


Total Net Cost 76,677 78,977 81,347 83,787 86,301 88,890 -



9 3 0

8




9 3 0 8 20


3 3 1 1








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Wages

Benefits

Cell Phone

Computer



2024?Ongoing Cost

Description

Department Comments

Recreation & Culture Discussions have occurred

CYFS Discussions have occurred



Customer Services





With the aging of some of our properties and mechanical equipment it is important for us to stay on the proactive side of things. This new person will assist us in reaching our goals and service levels.


There is a risk of facility closures by falling behind with preventative maintenance which will have a financial impact on rising repair costs on the building envelope. There would be significant localized service

disruption to facility buildings if we fail to keep up on preventative maintenance.


A facility maintenance operator and vehicle are required to ensure effective and efficient services. Fire Halls are ageing and require increasing maintenance to ensure they meet adequate standards as required

by Central York Fire Services. Currently Fire is experiencing big failures at their Halls impacting their staff who rely on these buildings 24 hours a day. A maintenance operator would be committed to ensuring

preventative maintenance at these facilities and will also assist at any new spray pads and the Mulock Estate property.


The request is for a full-time Facility Maintenance Operator to bring Fire Halls up to the same maintenance standard as other Town buildings. Maintenance is currently reactive in nature doing repairs as things

fail. Fire facilities are getting older and we need to move from reactive to proactive in the maintenance of plumbing fixtures; HVAC inspections; overhead door inspections and maintenance; and electrical. Fire

needs to eliminate big failures by doing regular maintenance. This will ensure all aspects of the building are functional to maintain the safety of fire fighters in those buildings they rely on 24 hours a day. This

new person will also assist in the maintenance and upkeep of the new splash pads coming in each Ward. The wage is level 3. We would be able to recover 20% of the operational costs for the operator at the

Aurora fire halls. This position will also will assist with the new Fire Hall coming online in 2019 and Mulock Estate property.



This is for an additional Facility Maintenance Operator.


This position would assist in the maintenance of Fire Halls and other Town buildings as well as upkeep of the new splash pads coming in each Ward.


Division: PWS - Facilities Business Unit Name: Facilities Administration

2019 BUDGET


Decision Package Item # 5 DIS Facilites

Project / Initiative Name Facilities Maintenance Operator and Vehicle

Total Points 19





Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

13621.4021 73,505 73,505 73,505 73,505 73,505 73,505 Yes 1,102,575

13621.4109 20,581 20,581 20,581 20,581 20,581 20,581 Yes 308,721

No -

No -

No -

No -

No -

Operating Costs 94,086 94,086 94,086 94,086 94,086 94,086 1,411,296

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #

13621.4021 59,658 59,658 59,658 59,658 59,658 59,658 Yes 894,870

13621.4109 16,704 16,704 16,704 16,704 16,704 16,704 Yes 250,564

Cost Recoveries 76,362 76,362 76,362 76,362 76,362 76,362 1,145,434

Total Net Cost 17,724 17,724 17,724 17,724 17,724 17,724 -

Total Cost 1,975,814 Total Cost Recoveries 1,603,607 Total Net Cost 372,207 Cost Recovery 81%


9 3 2

5




9 3 2 5 19


3 3 2 2








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Regular Salaries and Wages






2024?Ongoing Cost

Description

Department Comments

HR Provided Salary and Benefit information



Customer Services






As we continue to add an increased functionality for GIS users, the risk impact of not having this resource will be related to the daily operations and GIS support. There could be significant service disruption at a

localized level with a service loss for critical users.


Efficiency/Financial Management, ensuring effective and efficient services. The Asset Management Plan will require the higher level of GIS expertise this role provides and will be an integral part of the overall plan

going forward. Other initiatives this role will support include Land Use and Permit Tracking, Storm Network, field solutions, mapped easements, integrating the digital pen with GIS, building/developing more in-

house online solutions, support for existing applications, etc.


The resource will allow GIS to maintain an existing level of service, as created by the current GIS analyst capabilities.



As identified in the 2019 IT Review, there is a requirement for converting 1 GIS Technician role to a GIS Analyst role. This will provide a good balance in the skillsets offered to business units for GIS. As the

reliance and demand on GIS capabilities within the Town increases, the need for an additional GIS analyst position has become necessary. Introducing a GIS Analyst role to the team in 2016 has created an

expectation to provide advanced GIS solutions which has resulted in an increased workload for the entire team. This item was requested and deferred in both the 2017 and 2018 budget process.


In the coming year, we have a number of initiatives that will require the additional resource. This advanced skill set will also enable GIS to continue providing our current level of support and service.



2019 BUDGET



Project / Initiative Name Convert GIS Technician to GIS Analyst

Total Points 18


Building Engineering x HR IT x

x Planning x Operations Legal Finance

x Procurement Parks Communications x Facilities

Other Ec Dev & Innovation

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

10921.4472 25,000 25,000 25,000 25,000 25,000 25,000 Yes 25,000

Operating Costs 25,000 25,000 25,000 25,000 25,000 25,000 25,000

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #


Total Net Cost 25,000 25,000 25,000 25,000 25,000 25,000 -



9 3 0

6




9 3 0 6 18


3 4 2 3








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Membership & Subscription fee for digital engagement platform

Economic Development

Digital engagement will provide the Economic Development Department with the opportunity to engage employees, residents and business owners in the Marketing the Corridors campaign

and future development of the corridors. It allows for interactive discussions around potential new economic development initiatives in a way, not previously possible and provides a place for

working professionals, who may not be able to attend PICs, Council or Committee meetings, to engage in the local community, therefore strengthening their ties to Newmarket.



2024?Ongoing Cost

Description

Engineering

The standard Public Information Centres have specific times (and places) for information and input to be gathered. Unfortunately, variations of time, length of time, and locations did not

accommodate a large portion of the population. At the recent Transportation Congress, a resident noted that the public was not represented by younger members of the public, including

children. Family and work needs tend to outweigh the opportunity to participate in the Congress and Public Information sessions in general. Transportation Services is improving safety for all

vulnerable road users of all ages. The digital engagement platform allows all residents of all age groups the ability to understand the issue or project at their own pace and at a time that is

convenient for them. Further, the goal of digital engagement is to collaborate with a large and more diverse group, but also to engage in a more thoughtful and detailed manner. The public

can review the information on the digital engagement platform and then they have time to consider their response and the ability to undertake research on any information to their satisfaction.

Communications

The digital engagement tool will enhance the ability of the Corporate Communications department and the Town to engage and interact with residents in a new way. Through the Town’s

community survey, it has been identified that residents would like to see more online services available. This tool will complement the wide range of communications tools and tactics that are

currently in place and help to strengthen the relationship between the Town and the community. It will also provide valuable analytics to measure the Town’s engagement efforts. This is

consistent with Council’s commitment to align the Town of Newmarket with communications best practices and engage our changing resident demographic.

IT

Department Comments

Legislative ServicesThe new digital engagement platform will support many of Legislative Services initiatives and allow the department to consult with the community in a new way. Consultation will help inform

policies, create frameworks for regulatory by-laws, and enhance communication allowing the department to continue to fulfill its mandate and Council’s strategic priorities.




Customer Services






A risk level 3 (Moderate negative local media exposure lasting for several days) has been chosen. Should we fail to implement successful digital engagement or be unable to keep up our digital engagement after a

successful pilot project, we risk worsening our corporate image and not being "well respected". Also, failure to continue to do successful digital engagement could mean that one or two projects a year are

misinterpreted in the media which may also damage our corporate image.


It is part of Council's Strategic Priority to enhance community engagement


The HeyNewmarket website will move towards an enhanced service level for public engagement. It will allow the Town to reach out to residents who typically can't or won't make it out to our standard forms of

consultation (Public Information Centres, Public Meetings, and Open Houses). It will allow us to reach out and connect, in a meaningful way, with segments of our community who cannot typically attend traditional

forms of public consultation, including young families and millennials. This will compliment and dovetails with our Marketing the Corridors campaign. This digital engagement will also allow other demographics,

such as those with mobility issues or limited transportation opportunities, who would have difficulty attending a traditional form of engagement, to participate more fully in municipal projects.



We are just about to launch the digital engagement platform (HeyNewmarket with Bang The Table (BTT)) and run it as a pilot project for one year. Various departments have contributed to the start up costs and

will use the platform to engage with residents on a variety of projects. Our contract with BTT allows us to extend the project on an year by year basis (to a maximum of five years total). The HeyNewmarket website

will allow us to enhance our community consultation opportunities and reach residents on their terms when they are available, in a way that is convenient and pleasant for them. We anticipate that it will allow

residents to have a voice and they will be able to see the impact of their involvement. It will also provide for more regular interaction with citizens and improve their feeling of ownership of their community.


Service level change - enhancing our community consultation abilities

Commission: CAO's Area Business Unit Number: 10921

Division: Innovation & Strategic Initiatives Business Unit Name: Innovation & Strategic Initiatives

2019 BUDGET



Project / Initiative Name Digital Engagement - HeyNewmarket Website

Total Points 18





Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

10216.4284 50,000 50,000 50,000 50,000 50,000 50,000 Yes 750,000

Operating Costs 50,000 50,000 50,000 50,000 50,000 50,000 750,000

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #


Total Net Cost 50,000 50,000 50,000 50,000 50,000 50,000 -



9 3 0

6




9 3 0 6 18


2 4 1 2










+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Economic Development



2024?Ongoing Cost

Description

Department Comments



Customer Services





By investing in the façade and interior of historical buildings in the downtown core, the Town of Newmarket can expect to see increased assessment growth, above inflation for this building and therefore increased

commercial taxation. Additionally, the private investment in projects funded through the Financial Incentive Program see around a 4:1 ratio, of private to public funds.


This project mitigates the significant risk to the corporate image. Currently, the Town receives much critisim that we only support lower Main Street with incentive dollars. With limited dollars to spent on this project,

the active recruitment of building owners further up the street has not been undertaken. The local media routinely picks up these stories and questions the Town's support in specific areas. With additional funding,

the risk of negative media coverage on this pariticular issue could be addressed as their would be additional funds to take on new clients. As a result, staff will then actively market the program to the businesses

further up Main Street.


The Financial Incentive Program supports financial efficiency at the Town of Newmarket as in the past 10 years, the program has continued to see higher than normal property tax rate increases in the CIP area

when comapred to the rest of the community. The facade and interior updates that are made possilbe through the grant and loan program increase the value of the properties in the downtown that far exceed the

amount of funding that is provided. Further the program supports the Council Strategic Priorities focusing on Economic Development/Job Creation at it allows businesses to increase their service levels and

therefore increase the number of staff needed in downtown establishments.


The Town would like to bridge the gap between Davis Drive and the historic downtown. Currently, there is a gap in development between Millard and Main St. and with this funding and additional marketing to those

businesses, the Town will be able to provide grants to businesses considering renovations. Further, the program routinely has more funding requests than it can provide for; an additional $50, 000 would allow all

requests that meet the funding requirements to be met.



The Financial Incentive Program supports businesses and properties in the Community Improvement Area by providing grant and interest free loan funding for bringing buildings up to code, Façade improvements

and enhancements, improved signage and feasibility studies. This program has allowed for increased tax assessment in the downtown core that outpaces growth rates in the rest of the community and has

garnered $4.00 of private investment for every $1.00 of public investment. The proposed budget item is an increase by $50 000 for the Financial Incentive Program to encourage restoration of the properties

between Millard St. and Davis Drive as well as to increase the service level this program provides. In 2018, the entirety of the budget had been allocated by June 2018.


This increase wil allow for continued growth and development of Main St, south of Davis Drive, particularly between Davis Drive and Millard.

Commission: Community Services Business Unit Number:

Division: Economic Development Business Unit Name:

2019 BUDGET


Decision Package Item # 2 EDO

Project / Initiative Name Financial Incentive Program - Development Opportunties from Davis Drive to Millard

Total Points 17





Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

13621.4021 85,298 85,298 85,298 85,298 85,298 85,298 Yes 1,279,470

13621.4109 23,883 23,883 23,883 23,883 23,883 23,883 Yes 358,252

13621.4481 2000 No -

13621.4481 400 No -

13621.4303 50 No -

13621.4299 3000 No -

13621.4482 1000 No -

Operating Costs 115,631 109,181 109,181 109,181 109,181 109,181 1,637,722

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #


Total Net Cost 115,631 109,181 109,181 109,181 109,181 109,181 -



9 3 0

5




9 3 0 5 17


3 3 2 2








+9 Council Priority


+4 OLT Priority




Revenue


Software

Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription



Computer

Office Phone

Cell Phone

Desk & Chair



2024?Ongoing Cost

Description

Department Comments

Human Resources Provided salary and benefit information



Customer Services






As we continue to increase the reliance on IT and in particular business solutions to support the Town's operating needs, the risk impact of not having this resource will result in significant service disruption at a

localized level with a reduced quality of service for critical users. Service loss or major quality of service concern for critical users


Efficiency/Financial Management, ensuring effective and efficient services. With the recent and in progress business solutions implemenations currently happening in IT (i.e. eMeeting Management, Class

Replacement, Employee Services, Land Use and Permit Tracking, Internet Voting, Smart Meters, Smart Parking, Tax Billing, Parking Ticketing, etc), additional resourcing is necessary to keep up with these

initiatives as well as to assist in addressing the ever increasing demands for IT Services. Today virtually every aspect of Town business requires some form of technology to support and assist in providing services

to residents. IT has reached a maximum in it's ability to help business departments with their technology projects.


The resource will allow IT to move technology forward as well as keep up with the demand for technology.



As idenitifed in the 2018 IT Review an IT Project Manager/Business Analyst is required to keep up with the increasing demand from business departments for IT Project Management Services. The volumn of

project resources required from IT to support business departments is continually increasing. A resource with formal Project Management training is key to successful, ontime/within budget business solutions

implemenations.

Classification

This item is classified as a Growth Item because it will assist the Information Technology department in keeping up the increasing demands for IT services to support the Business Departments servicing a growing community.



2019 BUDGET



Project / Initiative Name Project Manager/Business Analyst

Total Points 17

Classification (select one): Growth Yes Service Level Change or Maintenance No Mandatory/Legislative




Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

13621.4021 76,845 80,187 83,527 83,527 83,527 83,527 Yes 1,252,905

13621.4109 21,517 22,452 23,388 23,388 23,388 23,388 Yes 350,813

13621.4481 2000 No -

13621.4481 400 No -

13621.4303 50 No -

13621.4299 3000 No -

13621.4482 1000 No -

Operating Costs 104,812 102,639 106,915 106,915 106,915 106,915 1,603,718

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #


Total Net Cost 104,812 102,639 106,915 106,915 106,915 106,915 -



9 3 0

5


Total Points

9 3 0 5 17

3 3 2 2


Requirement









+4 OLT Priority




Revenue



Software

Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription



Computer

Office Phone

Cell Phone

Desk & Chair



2024?Ongoing Cost

Description

Department Comments

HR Provided salary and benefit information



Customer Services






As we continue to increase the reliance on IT and in particular on data management and reporting to support the Town's operating needs, the risk impact of not having this resource will result in significant service

disruption at a localized level with a reduced quality of service for critical users. Service loss or major quality of service concern for critical users


Efficiency/Financial Management, ensuring effective and efficient services. As identified in the 2018 IT Review, the Town can expect significant work in the areas of around data analytics, and recommends resourcing in

this area. Based upon Perry Group Consulting research and experience with mid-sized Ontario municipalities key technology trends are centred around data; data architect, master data management, data and privacy,

data analytics, business intelligence and reporting.




The Data Analyst will interpret data, analyze results using statistical techniques and provide ongoing reports. Develop reports to support internal and external commitments. Develop, implement data collection and data

analytics best practices that optimize efficiency and quality. Acquire data from primary or secondary data sources and maintain databases/data systems. Identify, analyze, and interpret trends or patterns in complex data

sets. Maintain data integrity by creating quality checks and reports to support different processes. Work with management to prioritize business and Information needs. Present, discuss and resolve data related topics.


This item is classified as Growth because business departments are looking for data analysis and business intelligence from the data they collect on a daily basis to improve decision making to support a growing

community. The Internet of Things (IoT) movement is putting more and more data in the hands of the business departments requiring expertise in IT to analyze and interpret results, one example is the Soofa bench

initative.



2019 BUDGET



Project / Initiative Name Data Analyst

Total Points 16




x Procurement Parks Communications Facilities

Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

57301.4021 49,400 50,882 52,408 53,981 55,600 57,268 Yes 859,022

57301.4109 13,832 14,247 14,674 15,115 15,568 16,035 Yes 240,526

Operating Costs 63,232 65,129 67,083 69,095 71,168 73,303 1,099,548

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #

57301.4031 37,050 38,162 39,306 40,486 41,700 42,951 Yes 644,267

57301.4109 2,964 3,053 3,145 3,239 3,336 3,436 Yes 51,541

Cost Recoveries 40,014 41,214 42,451 43,724 45,036 46,387 695,808

Total Net Cost 23,218 23,915 24,632 25,371 26,132 26,916 -



9 3 1

3




9 3 1 3 16


2 2 1 1








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

C/S/S Wages

Benefits

Wages

Benefits



2024?Ongoing Cost

Description

Department Comments

Recreation & Culture Discussions have taken place



Customer Services






Service disruptions at a localized level could occur by reducing level of service or service loss for critical users. It is imperative that we have competent full time staff throughout all of our facilities.


This position would ensure effective & efficient services and allow for the enhancement of our recreation and community facilities. The position would assist us with current gaps in our schedules and would

ensure our service levels and customer service at the expected level. With increasing demands for recreational bookings, the need for our ability to maintain the facilities has increased. A full time facility

attendant would allow us to keep up with the increasing demands placed upon our facilities.


With the current gaps in our schedules, we have approximately 1700 part time hours that could go towards this full time position. This is equivalent is 82% of an FTE role. This would also provide better customer

service within our facilities and stable scheduling.



This request is for an additional permanent full-time Facility Worker.


This position would assist with the demands in our facilities such as new and more recreation programs. In order to do this, we would reduce our Seasonal employees by one and decrease the

Casual/Seasonal/Sessional wages. We also have a large number of part time shifts that fill vacant spots in our facility schedules, this could reduce the number of those shifts as well.


Division: PWS - Facilities Business Unit Name: Facilities Administration

2019 BUDGET


Decision Package Item # 8 DIS Facilities

Project / Initiative Name Facility Worker Conversion

Total Points 15




Procurement X Parks X Communications Facilities

Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

52811.4530 72,000 73,440 74,909 76,407 77,935 79,494 Yes 1,192,407

Operating Costs 72,000 73,440 74,909 76,407 77,935 79,494 1,192,407

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #

52811.4031 7,000 7,140 7,283 7,428 7,577 7,729 Yes 115,928

52811.4530 36,000 36,720 37,454 38,203 38,968 39,747 Yes 596,204

52811.4109 560 571 583 594 606 618

Cost Recoveries 43,560 44,431 45,320 46,226 47,151 48,094 712,132

Total Net Cost 28,440 29,009 29,589 30,181 30,784 31,400 -



9 0 1

5




9 0 1 5 15


2 4 1 3







Benefits


+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Casual Seasonal Wages

Contracted Services

Contracted Services



2024?Ongoing Cost

Description

Department Comments

Procurement needed for contract



Customer Services






This budget/project allows PWS Parks area to have a service that would allow us to be safer and more efficient, less chance of complaints and media exposure


This initiative falls under Council Priority: Efficiency /Financial Management-Ensuring effective & efficient services.


This would allow for both cleaning and lock up of washrooms at the same time at night instead of cleaning and opening in the morning by staff and security locking up at night.



Parks department would like to shift washroom cleaning from in house to contract. This would include eliminating the need for security contract to lock them up. Thus eliminating the need for a security company

and one four month contract staff member.


This would be a service level change. Eliminating an existing position and eliminating the security contract in order to combine the two with one contractor.



2019 BUDGET



Project / Initiative Name Washroom Cleaning & Securing Contract

Total Points 14

Classification (select one): Growth Yes Service Level Change or Maintenance No Mandatory/Legislative




Other Fire Svcs, Library, PWS

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

10221-4031 72,800 72,800 72,800 72,800 72,800 72,800 Yes 1,092,000

Operating Costs 72,800 72,800 72,800 72,800 72,800 72,800 1,092,000

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #

43,680 43,680 43,680 43,680 43,680 43,680 Yes 655,200

57100 0 0 0 0 0 0 No -

14,560 14,560 14,560 14,560 14,560 14,560 Yes 218,400

Cost Recoveries 58,240 58,240 58,240 58,240 58,240 58,240 873,600

Total Net Cost 14,560 14,560 14,560 14,560 14,560 14,560 -



6 3 2

3




6 3 2 3 14


4 3 3 3







Library


+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Fire Services

Development & Infrastrucutre Svcs

HR Generalist



2024?Ongoing Cost

Description

Newmarket Public LibraryThe HR Dept. will be providing direct services, versus ad hoc, to the Library for the first time. This change follows a recent org review. One of the Business Partners is focused on the organizational review at this

time but there is a need for ongoing support on a go forward basis. This submission provides for 7 hours per week starting in 2019. The CEO is fully supportive of receiving this service to support their continuous

improvement approach.

The following financials reflect salary dollars only.

Department Comments

Fire ServicesLooking for approx. 21 hours per week to address ongoing demands related to Absenteeism and Return to Work Programs as well as offering day to day support to other general HR programs. This will allow the

Business Partner to devote more time to more strategic matters. The department fully supports this recommendation.

Development & Infrastructure SvcsLooking for some support within Development & Infrastructure Services that allows the HR Business Partner to devote more time to strategic matters. As well given the significant change at the middle

management levels this past year and the increased focus on attraction and retention, departments will benefit from the additional availability of the HR Business Partner. Support would be in the form of an

additional 7 hours per week. This request is fully supported through the Commissioner's office.



Customer Services





The Generalist role while handling a variety of responsibilities will include a focus on Attendance Management in both union and non-union environments. This will include supporting all Return to Work Programs in

Fire Services which will reduce the draw on the Business Partner. In addition, the Generalist will support the Attendance Management Program in the rest of the organization to support management review and

establishment of plans to address attendance issues as well as support the coordination of Return to Work meetings. By focusing on this area, and those responsible for attendance management the goal is to

provide more frequent and related data, support management development in this area and return employees to work more quickly thereby reducing costs. Costs hover around $500,000 per year for regular

employees, excluding Fire Services management and union staff, who account for approximately $700,00 per year. Please note the Library has its own system and is not included in the foregoing calculations.


Lack of time to address attendance management concerns and work with the relavent management staff results in extended absences and more lost time. When absences are due to a work related injury the cost

impact grows exponentially due to WSIB related costs. WSIB claims costs i.e. offic ergo claims on average $250,000 per-claim. When it is a non-work related injury and is not tracked effectively it can result in an

extended absence when in fact the employer should be offering some form of accomodation or assisting the manager in the development of a return to work program. This is a requirement under legislation and

non-compliance can result in additional costs and potential fines through WSIB. It will also be important to change perceptions in certain areas that if you are going to be off sick for one day,you might as well make

it three. If we don't change this perception it could become more of a cultural norm throughout the organization. Therein lies another level of risk. AMP - sick leave costs exceeding $500,000 reduce this thru more

active monitoring and collaboration with departments. Address misconception that taking 1 day sick, and taking 3 days is acceptable (significant cost factor).


Fire Services, Development & Infrastructure Services and the Library require additional support in order to meet the ongoing employee/labour relations demands, which also includes the increased legislative

changes occuring and the impact on various areas. Efforts to address those needs this past year have not been successful given the ongoing legislative demands, such as Bill 148, the Employee Services Project,

investigations, and program demands. If we are committed to "making Newmarket even better" and developing staff to meet the needs of tomorrow as well as the day to day needs of an organization that blossoms

every year to over 1000 employees, we require an additional resource.

• This request focuses not only on health & wellness, under which there are certain legislative requirements, i.e. Human Rights Code – Disability Management;

• The Talent Management Strategy focuses on attraction & retention and this role is also part of our commitment to enhance the current recruitment process aligned with strategic workforce planning, which moves

our ability to meet Council’s strategic plan forward.

• This request also serves to address the new need to more formally support Newmarket Public Library.


Right now two Business Partners support all areas within the organization. The workload has increased significantly in the past 2 years and the pace of technological advancement has not. Process reviews to date

have not created sufficient times savings to offset demands. Add to this ongoing departmental reviews, Bill 148, increased demands on the labour relations side and a demographic shift resulting in ongoing

recruitments in both critical risk and hot spot areas, and there is little time left to devote to other areas of importance or other departments. By adding this full time resource and focusing the role during this

unprecedented period of change (legislation, technology, demographic shift, org structure, etc) we hope to be able to better meet the needs of the departments at various levels.



Creation of a full time contract Human Resources Generalist role. We have been using an as-needed contract for recruitment back up support, etc. and need more consistent support given not only the number of

reviews going on this year but also the impact of same over and above other demands. In addition, a significant portion of hours related to this position will be focused on Fire Services, with a smaller portion

related to extending services to the Newmarket Public Library thereby resulting in the "growth" classification.


Given the increasing demands in servicing the various departments within the Town, as well as now adding the Library, there is insufficient coverage with the existing 2 Business Partners. As a result, consideration

was given to securing an additional resource that would supplement the support to the various departments thereby allowing the Business Partner to focus more time on strategic priorities such as business and

workforce planning. The Employee Services Project is also affecting a significant number of HR staff and the demands will continue well into 2019 and potentially 2020.

Commission: Office of the CAO Business Unit Number: 10221

Division: Human Resources Business Unit Name: Human Resources

2019 BUDGET


Decision Package Item # 2 HR

Project / Initiative Name Human Resources Generalist

Total Points 12

Classification (select one): Growth Service Level Change or Maintenance Mandatory/Legislative No




Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

57601.4021 190,942 190,942 190,942 190,942 190,942 190,942 Yes 2,864,130

57601.4109 53,464 53,464 53,464 53,464 53,464 53,464 Yes 801,956

Operating Costs 244,406 244,406 244,406 244,406 244,406 244,406 3,666,086

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #

57601.4021 190,942 190,942 190,942 190,942 190,942 190,942 Yes 2,864,130

57601.4109 15,275 15,275 15,275 15,275 15,275 15,275 Yes 229,130

Cost Recoveries 206,217 206,217 206,217 206,217 206,217 206,217 3,093,260

Total Net Cost 38,188 38,188 38,188 38,188 38,188 38,188 -



9 3 0

0




9 3 0 0 12


0 0 0 0








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Casual/Sessional/Seasonal Wages

Payroll Benefits

Full Time Wages

Payroll Benefits



2024?Ongoing Cost

Description

Department Comments



Customer Services





The department currently employs four annual contract positions. Recognizing the significant financial impact of conversion of these roles, the department is proposing moving forward with employing only 2 full

time permanent roles. The funding of four contracts on our casual/sessional/seasonal scale will be equivalent to employing 2 full time permanent roles representing no net impact financially.



One of Council's key strategic priorities is providing enhanced recreational opportunities. These positions are critical in performing the tasks necessary to support our department enabling the entire department

to consistently strive to meet this Council priority.


As stated, these positions are needed to maintain service levels and afford opportunity to address Council Strategic Priorities.



The Recreation & Culture department has consistently offered annual contracts for 4 Program Coordinator positions. These positions provide necessary support in preparing payroll timesheet information,

customer interaction and service, and staff supervision recognizing that the department operates services seven days a week, in excess of 15 hours per day. The department is proposing that the number of 4

positions be reduced to 2, but that these positions become full time permanent positions.


The conversion of these positions is a mandatory legislative requirement. Under Bill 148, Fair Workplaces Act, organizations are prohibited from "perma" contracting individuals. This is precisely what

the Town is doing in annually renewing these contracts. Alternatively, if we were to eliminate these positions or shorten the contracts of these positions, we could not complete information for payroll or other

crucial

requirements in order to operate.


Division: Recreation & Culture Business Unit Name: Program Services Administration

2019 BUDGET


Decision Package Item # 1 REC

Project / Initiative Name Program Coordinator Role Conversion

Total Points 12

Classification (select one): Growth Service Level Change or Maintenance Mandatory/Legislative




Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

57601.4021 79,916 79,916 79,916 79,916 79,916 79,916 Yes 1,198,740

57601.4109 22,376 22,376 22,376 22,376 22,376 22,376 Yes 335,647

Operating Costs 102,292 102,292 102,292 102,292 102,292 102,292 1,534,387

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #

Various No -


Total Net Cost 102,292 102,292 102,292 102,292 102,292 102,292 -



9 3 0

0




9 3 0 0 12


0 0 0 0








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Additional Rental Revenues

Full Time Wages

Payroll Benefits



2024?Ongoing Cost

Description

Department Comments



Customer Services





It is expected that through demand at Old Town Hall and creation of more rental opportunities at Newmarket Theatre and the Museum that this position will generate a net revenue that will surpass the costs for

the position. Specifically, it is expected that this position could generate an additional $100,000 annually. This position would cost just under $80,000 per year including benefits. In addition, the existing budgeted

revenue of $40,000 in rental revenue at Old Town Hall would be at risk should this position not be approved.


The existing budgeted revenue of $40,000 in rental revenue at Old Town Hall would be at risk should this position not be approved.


One of Council's key strategic priorities is providing enhanced recreational opportunities. This position is critical in ensuring opportunities exist for our community to use and enjoy our recreational and cultural

amenities and facilities.


As stated, these positions are needed to maintain service levels and afford opportunity to address Council Strategic Priorities.



Old Town Hall has now been open and operational for 18 months. The demand for rentals and bookings has far exceeded anyone's expectations. In 2018 revenue for rentals is expected to surpass over $85,000.

Currently the Program Coordinator role (a casual/sessional/seasonal contract) has been fulfilling the obligations around booking out the facility. Within Bill 148 (Fair Workplaces Act) there is a section addressing

equal pay for equal work. In reality the booking of our cultural assets including Old Town Hall is functionally no different than booking any other facilities. There are currently two facility booking administrators.

They have absolutely no capacity to add the booking of cultural amenities to their existing portfolios. If we were not to add this role, the rental revenue would be in jeopardy - the current budget is to achieve

$40,000 in revenue. In addition to booking Old Town Hall, we expect this position to also rent out Newmarket Theatre and the Museum for private functions that will add potential revenue.


The addition of this position is a mandatory legislative requirement. Under Bill 148, Fair Workplaces Act, organizations are required to provide equal pay for equal work. Alternatively, if we were to not approve

this position existing and potential revenues would not be achieved.


Division: Recreation & Culture Business Unit Name: Program Services Administration

2019 BUDGET


Decision Package Item # 2 REC

Project / Initiative Name Facility Booking Administrator Role Conversion

Total Points 12





Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

10921.4021 83,815 88,006 92,197 96,387 100,578 104,768 Yes 1,571,520

10921.4109 23,468 24,642 25,815 26,988 28,162 29,335 Yes 440,025

Operating Costs 107,283 112,648 118,012 123,375 128,740 134,103 2,011,545

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #


Total Net Cost 107,283 112,648 118,012 123,375 128,740 134,103 -



9 3 0

0




9 3 0 0 12


1 1 1 1










+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Regular Salaries




2024?Ongoing Cost

Description

Department Comments



Customer Services







Economic Development/Jobs - Reviewing & prioritizing our economic development strategy - the Ec Dev strategy specifically highlights innovation as a key priority. Also, Supporting innovative projects & partnerships

with various sectors - working with partners such as NT Power on the EV Charging Stations and NetZero community projects. Also, Efficiency/Financial Management - Ensuring effective & efficient services through

innovative process reviews.


It is expected that this new department will provide innovative guidance and assistance to departments to leverage new projects and technologies. Currently this is all the responsibility of the Director and too many

opportunities are lost due to time and workload constraints. This position could be classified as a one-year secondment as a training and development opportunity for staff. As part of OR2020, having a rotating

secondment, similar to the previous Continuous Improvement position, this would provide for fresh ideas consistently as well a unique opportunity for staff to get involved in projects outside the scope of their usual

workload.



Reporting to the Director, Innovation & Strategic Initiatives, the Innovation Project Analyst is primarily responsible for managing innovation-defined projects with a focus on providing transformative service delivery

designed around customer focus solutions leveraging current and emerging technologies. Examples include Smart Parking solutions, coordinating internal innovation events, and building relationships with potential

partners with a focus on innovation. The position would work with other departments to coordinate new solutions such as with the mobile payment processing project and the digital signage project.


This is a new position with a new focus to assist with the growth in the community in both population but also change in demographics and expectations.

Commission: CAO Business Unit Number: 10921

Division: Innovation & Strategic Initiatives Business Unit Name:

2019 BUDGET



Project / Initiative Name Innovation Project Analyst

Total Points 12





Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

91122.4229 385 784 800 816 832 849 Yes 12,736

91122.4403 5,070 10,343 10,550 10,761 10,976 11,195 Yes 167,931

91123.4311 1,906 3,888 3,966 4,045 4,126 4,209 Yes 63,131

91123.4331 224 457 466 475 485 495 Yes 7,419

91131.4035 53,401 108,938 111,117 113,339 115,606 117,918 Yes 1,768,771

91131.4109 8,277 16,885 17,223 17,567 17,919 18,277 Yes 274,154

Operating Costs 69,263 141,296 144,121 147,004 149,944 152,943 2,294,142

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #

91192.7478 622 1,248 1,273 1,299 1,325 1,351 Yes 20,271

Cost Recoveries 622 1,248 1,273 1,299 1,325 1,351 20,271

Total Net Cost 68,641 140,047 142,848 145,705 148,619 151,591 -



9 3 0

0




9 3 0 0 12


1 1 1 1








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Room Rental Fess

Janitorial Supplies

Janitorial Contract

Hydro

Water

Regular Part -Time

Direct Payroll Benefit



2024?Ongoing Cost

Description

Department Comments



Customer Services





There is some room rental revenue projected, however there is no net finanical return.



This item addresses priority (f) by enhancing a community facility to provide longer hours of service.


This moves toward a desired service level by increasing the hours of service.



The Library Board has requested that library hours be extended to include 1:00 pm - 9:00 pm on Mondays from the current closed status. The costs are to provide front-line service only, at all service points.


The request reflects both growth and service level change. As growth, it allows the single small library facility to serve a growing population and to potentially mitigate parking challenges due to growth.

Commission: Library Business Unit Number: 91131

Division: Library Business Unit Name: Client Services

2019 BUDGET


Decision Package Item # 1 LIB

Project / Initiative Name Monday Service (1 pm - 9 pm)

Total Points 11


Building Engineering X HR X IT

Planning Operations X Legal X Finance

Procurement X Parks X Communications Facilities X

Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

13131.4021 80,187 80,187 80,187 80,187 80,187 80,187 Yes 1,202,805

13131.4109 22,452 22,452 22,452 22,452 22,452 22,452 Yes 336,785

Operating Costs 102,639 102,639 102,639 102,639 102,639 102,639 1,539,590

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #

13131.4035 46,995 46,995 46,995 46,995 46,995 46,995 No -

13131.4109 7,519 7,519 7,519 7,519 7,519 7,519 No -

Cost Recoveries 54,514 54,514 54,514 54,514 54,514 54,514 -

Total Net Cost 48,125 48,125 48,125 48,125 48,125 48,125 -



2 3 0

6


11



3 4 2 3

2 3 0 6










+4 OLT Priority +2




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Current Part-Time Regular Wages

Benefits


Benefits

Corporate-wide Collaboration includes:

- Providing advice on claims, risk mitigation

- Liasing with insurance adjuster, broker, N6 insurance group

- Reviewing & settling claims



2024?Ongoing Cost

Description

Department CommentsLegal Services & Procurement Services Collaboration includes:

- Coordination of quarterly report to Council on Claims & Litigation matters

- Reviewing agreements and/or insurance documents to ensure vendors are providing adequate insurance

Public Works (Operations, Parks & Facilities) Collaboration includes:

- Providing advice, best practices for records management best practices to defend Town in Claims & Litigation

- Providing training to staff



In 2017, the Legislative Services' underwent a Departmental Review, where the Claims and Risk Analyst position was recommended to be converted from a part-time to a new full-time position.

Specifically, the report identified that in Legislative Services, "there are opportunities to expand the Claims and Risk functions as well as Records Management to effectively handle growing volumes and complex

claims as well as establishing a corporate wide Records Management strategy and effective back up for existing staff."

Additionally, the Claims & Risk Analyst is responsible for overseeing and coordinating all claims received by the municipality. As of May 31, 2018, the Town has 50 claims opened, in comparison to 24 during the

same time last year. The increase can be attributed to the change in weather, and the conditions over the past winter. Additionally, in 2018, the Town sidewalk and road plows caused damage to property as a result

of snow and ice clearing operations. Aging infrastructure also continues to be a factor in the number of claims the Town is having to respond to and investigate accordingly.


The conversion of the Claims and Risk Analyst position into a full time position would allow the Town to move toward a desired service level. The service level of managing claims, responding to complex risk and

claims-related issues, and providing advice on projects with elements of risk is no longer attainable in a part-time capacity. In order to achieve this desired service level, the Analyst is often required to work beyond

20 hours per week.

In the first 3 months of 2017, the budget for the Analyst's wages were fully used, and in the first 3 months of 2018, the budget for the Analyst's wages were over-spent by $800.

Business Case

The impact of climate change and the increased trend of personal injury claims will likely continue to affect the number of claims the Town will receive. Extreme weather events has lead to and increase in property

damage and personal injury claims.

Risk Mitigation

The Analyst's role has become an integral position within the Town. The Analyst should continue to be consulted on projects that are public facing, and have an impact on public spaces. This will help ensure that

staff's project planning involves risk mitigation and management.

This position works closely with the Records and Projects Coordinator to align records and information management best practices, so that the Town can help defend itself when required.



Customer Services





The role of the Claims and Risk Analyst has increasingly become more involved in risk mitigation and management. This approach has helped Town staff project plan and become more aware of the importance in

proactive risk mitigation. Accordingly, the Analyst has become more involved in providing advice on matters, delivering training to staff, and at the same time continues to manage any claims submitted.

Classification

Risk mitigation is important for municipalities to protect themselves from potential claims, and in turn, assists with regulating the costs associated with paying claims. This conversion from a part-time to a full-time

position allows the Town to achieve a desired service level.


Division: Legislative Services Business Unit Name: Insurance

2019 BUDGET



Project / Initiative Name Conversion of Claims and Risk Analyst position to full-time permanent

Total Points 10




Procurement Parks X Communications Facilities

Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

52811.4021 111,796 114,032 116,313 118,639 121,012 123,432 Yes 1,851,477

52811.4109 31,303 31,929 32,568 33,219 33,883 34,561 Yes 518,414

Operating Costs 143,099 145,961 148,880 151,858 154,895 157,993 2,369,891

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #

52811.4034 101,540 103,571 105,642 107,755 109,910 112,108 No -

52811.4109 16,246 16,571 16,903 17,241 17,586 17,937 No -

Cost Recoveries 117,786 120,142 122,545 124,996 127,496 130,046 -

Total Net Cost 25,312 25,819 26,335 26,862 27,399 27,947 -



2 3 0

5




2 3 0 5 10


2 3 1 1








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Contract Wages

Direct payroll benefits

Regular Salaries and wages

Direct payroll benefits



2024?Ongoing Cost

Description

Department Comments

Human Resources need help with recruitment process



Customer Services





Funding was set at wages suggested by HR due to bill 148., could be different pending on their review.


Without this budget request, we are running at low risk in operational due to the level of quality of staff skillsets, corporate image would also be effected, low risk with litigation and moderate risk

with Health and Safety not having an operator skillset and leadership skills. With more staff available to work on certain pieces of equipment, it lowers the risk of a resource shortage in times of illness,

vacations and high workloads


This is a documented recommendation from Prior and Prior report.


These items support the goal to maintain current service levels within the Public Works Parks area. The conversion would allow a higher number of staff to make more efficient decisions, be able to operate

certain pieces of equipment and a full time Operator is also expected to have additional knowledge and education compared to a Parks Attendant. This will also ensure quicker and more informed decisions to

be made in the filed and provide a better level of service.



The 12 month Park Attendant staff were identified in the Prior and Prior departmental review. The recommendation is to convert 2 Parks Attendants to full time positions within the Parks Department. As noted

in bill 148 for equal pay to work, wages are currently being reviewed by Human Resources and they expect to be the one grade lower, we would only need funding to make up the one grade level and for direct

payroll benefits.


This will ensure we are maintaining our regular service level and that there will be consistency amongst the staff within the core positions. This transition would also allow the additional training and

responsibilities to be added to the staff members and they will be able to keep up with some growth related assists such as grass cutting boulevards in new subdivisions and parks.



2019 BUDGET



Project / Initiative Name Conversion of 2 Park Attendants to Full-time

Total Points 10





Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

52811.4021 83,716 87,902 92,297 96,912 101,757 106,845 Yes 106,845

52811.4109 23,440 24,613 25,843 27,135 28,492 29,917 Yes 29,917

Operating Costs 107,156 112,514 118,140 124,047 130,249 136,762 136,762

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #


Total Net Cost 107,156 112,514 118,140 124,047 130,249 136,762 -



2 3 0

5




2 3 0 5 10


3 3 2 2








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription





2024?Ongoing Cost

Description

Department Comments




Customer Services





There will be no actual financial return with this position. However by starting early management of invasive species, before they have a chance to get established, over time we will reduce our cost of maintenance.


Without this budget, we are exposing ourselves to moderate risk including environment with forestry issues and along with corporate image issues from dead tress, invasive species including new bugs and plant

issues. Without this position, there is a greater risk of trees dying from EAB, once dead they pose a resinous H&S risk to the public. In addition to the risk that EAB poses, giant hogweed and wild parsnip pose their

own risks to the public. Many other invasive species pose a risk to the natural environment by pushing out native species of plants and animals, not to mention potential aesthetic and reputation risk to the Town.


This position was noted in the Prior and Prior Report.


This will maintain our current service level.



Invasive species in our natural areas and the urban forest ( Natural Environment , NE) are on the rise. This position is needed to continue to monitor and implement programs to manage our NE. The EAB project

is our main focus at the moment but others are looming at the horizon. Sudden Oak Wilt, Phragmites, Wild parsnip, Giant hogweed are but a few that invade our NE and compete with our native plants. All these

will be affecting our NE and in the case of wild parsnip and giant hogweed, public safety. This position will assist in managing the effects of invasive in the future as well as strategically planning our woodlot

management system within our Town. The service impact is to: 1)Provide public safety, 2) Ensure we properly maintain our natural areas and urban forest and; 3) provide suitable supervision to staff and

contractors working within our Natural areas and urban forest. This position will work closely with the Conservation Authority, Region, partners in the community and others to work towards preserving and ensuring

that our Natural Environment is a safe place to recreate and that it will continue to prosper for years to come. Completing this position will help with making the Supervisor of Forestry position permanent.


The community impact will be to provide support, direction and education to our woodlot management plan, including the safety inspections to our woodlots. The community will benefit from the development of an

invasive species strategy and education program. The service impact is to ensure we properly maintain our natural areas and urban forest. This position will also partner with the Lake Simcoe Protection Plan, The

East Holland River Sub watershed plan, Regions Urban Canopy plan and UFS study and help enhance the Town of Newmarket's secondary plan goals to enhance and restore natural heritage features and

increase the tree canopy. The Weed Control Act of Ontario mandates that all noxious weeds (25 in total) such as Poison Ivy, Giant Hogweed, European Buckthorn, Poison Hemlock, Wild Parsnip etc. are

controlled.



2019 BUDGET



Project / Initiative Name Parks- Natural Heritage Coordinator FTE

Total Points 8





Other

13127.4021 Regular Salaries & Wages 63687.68 66872.32 70056.96 73241.6 76424.96 79609.6

Operating Costs 63,688 66,872 70,057 73,242 76,425 79,610 79,610 Ongoing Cost Recovery past 2024?Ongoing Cost Recovery

Cost Recoveries 2,019$ 2,020$ 2,021$ 2,022$ 2,023$ 2,024$ Account # Description

Cost Recoveries 0 0 0 0 0 0 -

Total Net Cost 63,688 66,872 70,057 73,242 76,425 79,610 -


Priority (Pick one) Points Desired Service Level (All or nothing) Points Business Case (Scale) Points

Input Current risk, which is the risk before implementation of the budget item and Post-Implementation risk, which is the risk after the implementation of the budget item. *If this item is a mandatory or legal requirement, the item is guaranteed a minimum score of 15 in this category

Business Case Total Points

2 3 0 3 8

Priority Desired Service Level

Current Risk

Consequence

3 33


Details of Expenditures, Savings and Revenue

Operating Costs

+9 Council Priority +6 Council Approved Strategic Plan +4 OLT Priority +2 Documented Recommendation



Customer Services




IT collaboration includes:

- Development of Records Management best practices

- Application of retention periods records stored on

Department CommentsLegal Services collaboration includes:

- Coordination of General Requests submitted to various

areas within the Town

Public Works collaboration includes:

- Records management best practices to defend Town in

Claims & Litigation

Corporate-wide collaboration




Business Case

Risk Mitigation

In 2007, the Town hired a Consultant who recommended a number of matters related records management. While the Town has a Records & Projects Coordinator, the recommendations issued by the Consultant have

not all been actioned. Policies and Procedures have been developed, however, Corporate-wide staff training is an area where additional attention and work is required. In order for the Town to adhere to its

responsibilities under the Municipal Act and MFIPPA, additional staff resources are required to address information and records management throughout the Corporation. With the current staff resources in Legislative

Services, there has been limited time devoted to the development and implementation of such a Corporate-wide Records Management strategy. Instead, staff resources are utilized to respond to Access Requests and

coordinating responses to general requests.



Classification

This request would allow the Town to achieve a desire service level. The Town's records and information management require additional support to manage the number of Access Requests, information and records being created by the Town, and to ensure compliance with the Town's legislative responsibilities.

The Town currently has a Records Analyst position, on contract until December 31, 2018, and is a position that has been filled on a contract basis since 2016. This position has been temporarily supported through the

Legislative Services' operating budget.

The Municipal Act and the Municipal Freedom of Information and Protection of Privacy Act (MFIPPA) require the Town to maintain and preserve records by ensuring that reasonable measures respecting the records are

developed, documented and put into place to preserve the records in accordance with any recordkeeping policies and the Acts. The Acts also require the Town to ensure that records under the custody and control of the

municipality are accessible within a reasonable timeframe.

The conversion of the Records Analyst position into a full time position would allow the Town to move toward a desired service level. The service level of completing Access Requests within the legislated 30 day

timeframe is not being achieved due to the current resource limitations.

In the first 6 months of 2016, 7 of the 29 Access Requests were completed between 30 and 90+ days. In the first 6 months of 2017, 16 of the 30 Access Requests were completed between 30 and 90+ days

and, In 2018 to date, 22 of 31 requests have been completed between 30 and 90+ days.

There is a long-term financial return associated with a Corporate-wide records management strategy as it could assist the Corporation with:

1) reducing staff time spent searching for records;

2) reducing the costs associated with the physical and electronic storage required to maintain records; and,

3) mitigating the legal risks associated with failing to retain records in accordance with the Retention by-law.

Records carry with them a certain level of inherent risk. Records that should not be retained or failing to retain records correctly can cost the Town money in insurance claims, can embarrass the Town or staff, should

those records be released, can affect the outcome of lawsuits or hearings. Writing an inappropriate comment in an email or not recording a safety inspection are actions that can have serious consequences.

These risks are managed corporately through the Town’s Records Management Policy – establishing retention periods for records, by educating and training staff, by enforcing policy and procedures through destruction

of records, by reviewing procedures and practices and ensuring that appropriate information and actions are recorded.


Division: Legislative Services Business Unit Name: Records Management

2019 BUDGET



Project / Initiative Name Full-time permanent Records Analyst position

Total Points 8





Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

21221.4031 7,150 No -

21221.4109 575 No -


Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #


Total Net Cost 7,725 - - - - - -



0 0 0

8




0 0 0 8 8


3 3 1 1








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Casual/Seasonal Wage

Payroll Benefits



2024?Ongoing Cost

Description

Department Comments

Human Resources HR will be impacted as they will be responsible for the hiring and onboarding process once this position is approved


Please identify reagent business areas for this item. An area is relaxant if collaboration or consulation is required. Identify by checking all boxes that apply below….

Customer Services






By not having an additional Office Assistant for the summer, CYFS will not be able to transfer critical property information for firefighting purposes. This information will not be readily available for incident

command, therefore delaying in firefighter extinguishment and operations.


Over the last several years CYFS was without any type of electronic software for pre-plans and this process will assist with efficiencies and capturing vital information regarding fire pre-plans.




CYFS purchased the pre-plan software in 2018. CYFS is requesting an additional Office Assistant Summer Student to assist with inputting pre-plans and other data into the new software. It has been calculated

that this would take approximately twelve weeks. This is a one time request. Not hiring a summer student will result in overtime and/or delayed implementation of the pre-plan data. If this pre-plan software is not

implemented the Incident Commander will have no building information to assist with strategy and tactics on the fire scene.


This is an operational service level change. By not having the additional summer student, CYFS will not be able to update their pre-incident planning software. Currently, CYFS collects valuable building stock information via pen and paper. CYFS has purchased new software to streamline this process, however, the student is required to manually input the data into the software as current staffing levels do not allow this initiative to get completed.

Commission: Central York Fire Services Business Unit Number: 21221

Division: Integrated Fire Services Business Unit Name: Integrated Fire Services

2019 BUDGET


Decision Package Item # 1 CYFS

Project / Initiative Name Additional Office Assistant Summer Student

Total Points 5





Other

Operating Costs 2019 2020 2021 2022 2023 2024

Account #

17761.4021 35,000 35,000 35,000 35,000 35,000 35,000 No -

17761.4109 9,800 9,800 9,800 9,800 9,800 9,800

Operating Costs 44,800 44,800 44,800 44,800 44,800 44,800 -

Cost Recoveries 2019 2020 2021 2022 2023 2024

Account #

17761.4031 7,500 7,500 7,500 7,500 7,500 7,500 No -

17761.4109 600 600 600 600 600 600

Cost Recoveries 8,100 8,100 8,100 8,100 8,100 8,100 -

Total Net Cost 36,700 36,700 36,700 36,700 36,700 36,700 -

Total Cost 268,800 Total Cost Recoveries 48,600 Total Net Cost 220,200 Cost Recovery 18%


2 3 0

0




2 3 0 0 5


1 1 1 1








+9 Council Priority


+4 OLT Priority




Revenue


Ongoing Cost

Recovery past

2024?

Ongoing Cost

RecoveryDescription

Casual/Seasonal Wages

Benefits


Benefits



2024?Ongoing Cost

Description

Department Comments



Customer Services







It addresses a security requirement for staff working after hours and addresses a need that was identified in our CPTED review by York Regional Police.


This item will increase the security of the building after hours and assist in making staff comfortable that are working after hours.



Conversion of our current P/T causal Security Officer position to Full-Time.


This is a service level change because we will be providing more of a service to our staff and increasing security of the premise after hours.


Division: 395 Mulock Building Business Unit Name: 395 Building Maintenance

2019 BUDGET


Decision Package Item # 2 DIS Bld

Project / Initiative Name Conversion of P/T Casual Security Guard to Full-Time

appendix a - 2019 operating decision packages (tax-supported) · leg6 2 hire 2 municipal...

Documents