markham community & fire services - 2011 accomplishments and 2012 priorities

(Accomplishments, Work Objectives, and Departmental Summaries)

Markham is an inter-connected community of over 300,000 residents with over 90,000 households. Through the services and programs it provides, the Community & Fire Services Commission contributes to the quality of life in Markham.

Commission Summary 1

2011 Key Service-Focused Accomplishments 8

2012 Work Objectives (Business Unit Profiles)• Asset Management (Facility Assets and

Right-of-Way & Environmental Assets) 11• Culture 17• Environmental Services (Waste &

Environmental Management and Waterworks) 20• Fire & Emergency Services 26• Markham Public Library 29• Operations 32

• Recreation Services 35

Departmental Summaries• Asset Management 38• Culture 41• Environmental Services 44• Fire & Emergency Services 49• Markham Public Library 54• Operations 59• Recreation Services 62

Community & Fire Services CommissionTown of Markham

101 Town Centre Boulevard, Markham, ON, L3R 9W3email: [email protected]

website: www.markham.catel: 905-477-5530

COMMUNITY AND FIRE SERVICES COMMISSION “Working with the community to make Markham a vibrant place to live, work and play,” is the mission statement of the Community & Fire Services Commission. Services to the public are delivered by seven departments, as coordinated by the Commissioner’s Office. For the purpose of business planning and budgeting, the seven departments are further broken out into Business Units. The departments and their business unit(s) are noted below:

The Commissioner’s Office has responsibilities in the areas of overall coordination, at a Commission-level, of business planning and strategic activities, emergency preparedness for the overall organization, and special initiatives such as the Pan Am Games and the coordination of the seven Stimulus and RInC funded infrastructure projects that totaled more than $21 million during the 2009 to 2011 period. The organizational structure below reflects changes made in 2011, namely the creation of the Environmental Services Department.

Department Business Unit

Asset Management 1. Facility Assets 2. Right-of-Way & Environmental Assets

Culture 3. Culture

Environmental Services 4. Waste & Environmental Management 5. Waterworks

Fire & Emergency Services 6. Fire & Emergency Services Markham Public Library 7. Markham Public Library Operations 8. Operations (Roads/Parks/Fleet) Recreation Services 9. Recreation Services

Brenda LibreczCommissioner,

Community & Fire Services905-479-7761

Catherine BissCEO, Markham Public

Library905-305-5999

Gary AdamkowskiDirector, Asset Management

905-477-7000 ext. 2678

Mary CreightonDirector, Recreation

Services905-415-7515

Peter LoukesDirector,

Environmental Services905-475-4894

Sue OlinExecutive Assistant

905-477-7000 ext. 2170

Sara TamManager,

Business Planning & Innovation

905-415-7533

Bill SnowballFire Chief, Fire &

Emergency Services905-305-5982

John RyersonDirector, Culture

905-470-3596

Markham Public Library

Board

Glen TaylorSenior Manager, Infra-

structure & Special Projects

905-477-7000 ext. 3180

Sonia SinghEmergency Prepared-

ness Coordinator905-477-7000 ext. 2471

Paul InghamDirector,

Operations905-475-4852

.1.

Some Commission Facts (2011 Data) • Number of fleet vehicles maintained: 850 • Number of facilities maintained: 172 buildings • Total library items borrowed: 4.3 million • Total number of library visits (in-person and electronic): 5.0 million • Town-maintained parks: 1,107 ha • Number of sportsfield hours booked: 66,459 • Town-maintained roads: 967 km • Number of households receiving curbside collection services for garbage,

recycling, organics and yard waste: 90,124 • Number of emergency incident response from Fire Department: 6,819 • Number of all direct recreation program registrations: 107,096 • Number of annual visits at recreation facilities: 7.8 million • Size of municipal art gallery and museum collection: 75,595 items • Number of visitors at Markham Museum, Markham Theatre, and

Varley Art Gallery: 157,179 • Cubic metres of water consumed: 31.0 million

In 2012, the Commission including Waterworks, had an approved full-time complement of 668 positions, a gross operating expenditures budget of $193.6 million, revenues budgeted at $103.3 million, and capital budget of $49.0 million. The commitment and dedication of our staff are recognized externally as their programs and practices have garnered numerous awards for the Town of Markham. Recent awards include:

• 2010 Top Honours for Urban Forestry Management (Grandview Park Woodlot Restoration) by Communities in Bloom

• 2010 Paul McGaw Memorial Conservation Award by North American Plant Society • 2010 Ontario Waste Minimization Platinum Award by Recycling Council of Ontario • 2010 Unique Waste Programs Gold Award by Recycling Council of Ontario • 2010 P.J. Marshall Award for Innovation by Association of Municipalities of Ontario –

It was awarded for the C3 system at the Markham Public Library • 2010 Silver Award for Integrated Quality and Healthy Workplace by the National

Quality Institute, awarded to the Town of Markham • 2011 Ontario Waste Minimization Gold Award by Recycling Council of Ontario • 2011 Unique Waste Programs Gold Award by Recycling Council of Ontario • 2011 Awards of Excellence by Heritage Markham for the project at 11 Church Street,

Markham

.2.

1. Public Works Facility Master Plan

5. Community Engagement Plan

12. Commission People Plan Framework

14. Inter-Commission Relationship Building

2. Corporate Accommodations Plan

6. Public Realm Program

13. Training Centre Study

15. Continuous Improvement

3. Operationalize Greenprint

7. Service Planning Initiative

16. Technology Plan / e-government / Portal

4. Address Impacts of Growth

8. Community Safety Plan

17. Policy Development and Review

9. Municipal Role in Community Events

18. Governance of External Partnerships

10. Seniors Services Strategy

11. Key Projects: Pan Am + Southeast C.C. & Library

The following 2012 Commission Priorities have guided the development of the departmental objectives:

.3.

A brief summary for each department is provided below:

Asset Management The Asset Management Department is made up of the Facility Assets and Right of Way & Environmental Assets business units. The Facility Assets business unit provides project management services to all internal departments for new and existing facilities to achieve safety, functional use, comfort, user-friendliness, and energy efficiency. Examples include construction of the new East Markham Community Centre and Library ($75.7M) and expansion of the Varley Art Gallery ($2.5M). The key responsibilities include:

• Manage town-wide services such as security, accessibility, corporate accommodations, maintenance contracts, life cycle study updates, and energy retrofits.

• Operate the Civic Centre and 8100 Warden Avenue and mechanically operate the Varley Art Gallery, Markham Village Library, and the Museum Collections Building.

• Maintain and manage life cycle repair projects for 87 facilities such as smaller community centres, libraries, fire stations, heritage sites, and town-owned homes.

The Right-of-Way & Environmental Assets business unit is responsible for providing technical assistance and advice to internal departments to achieve the most effective engineering solutions for new and replacement municipal infrastructure. Services include Right-of-way Assets, Utilities and Contracts, Business Systems Improvement, and Environmental Assets.

• Right-of-Way Assets is responsible for the planning of the Town’s capital works rehabilitation programs such as bridge, culvert and storm sewer outfalls inspection and rehabilitation. It works closely with the Engineering and Operations Departments.

• Utilities and Contracts administers and coordinates utility approvals within the Town’s right-of-ways, provides survey services to various internal departments, and maintains the street lighting system.

• Business Systems Improvement manages asset inventories of roads, water, sanitary sewer, storm sewer, streetlights, parks, and parks amenities in corporate databases, infrastructure management system, and Geographic Information System (GIS) maps and provides engineering drawings for staff access. It also manages the Town’s closed landfill, including the operation of the gas collection system and monitoring methane and leachate levels.

• Environmental Assets manages the Town’s environmental-related programs such as Flood Control & Remediation, Erosion Control, Watercourse Management, Brownfield Assessment, and review of development applications.

Culture The Culture Department is responsible for overseeing the cultural development of the community and in managing the direction and operations of the three municipal cultural venues

.4.

in Markham. The department took over responsibility for developing the public art program in 2010 and commenced a 10-year culture plan process called “Building a Creative Markham” that will conclude in 2012.

• Museum – The Museum connects the history of Markham to today’s new ‘settlers’ by

examining our environment and the tools we use to adapt to our changing world. The 25-acre Museum site offers exhibits, school programs, public programs and events, private event venues, and research facilities. A new collection and exhibition hall explores the layers of settlement and the resulting changes that Markham has experienced. The Museum is receiving national attention for its unique way of connecting with its community.

• Markham Theatre for Performing Arts offers entertainment and event services (rentals), and programs to Markham and the Greater Toronto Area (GTA). Markham Theatre serves more than 145,000 attendees and participants currently. With globally acclaimed artists, Canadian and GTA Premieres, and Exclusive Presentations, this 530-seat theatre offers innovative programming in a welcoming ambience. For the past 27 years, the theatre has evolved beyond its walls to deliver quality programming through its new “Discovery” Program supporting education and community outreach initiatives.

• Varley Art Gallery of Markham explores the art of F.H. Varley, that of his contemporaries, and recognizes how their works contributed to shaping the practice of Canadian art today. Our goals and objectives are to: 1) support artists and create a vibrant visual arts community; 2) broaden access to the arts for all; 3) connect people through the arts; and 4) develop research projects and maintain the collection. The Gallery offers group tours, school programs, studio, lectures, and family activities. The addition of the Wallace Joyce wing will provide additional exhibition space.

Environmental Services The Environmental Services Department was created in 2011 and it oversees two business units - Waste & Environmental Management and Waterworks. The Waste & Environmental Management business unit is responsible for managing the curbside pickup of household recyclables, garbage, organic waste, and yard waste and in 2010, a broader environmental focus was incorporated into its mandate. Other services include the operation of recycling depots, large appliances / metal pickup, special recycling programs, policy development, and public education programming. Mission Green is one of its key initiatives to introduce three-stream waste collection into the community, with a target to divert 75% of household garbage from landfills. The Waterworks business unit is responsible for the provision of safe drinking water for domestic and commercial use throughout Markham. This responsibility includes the maintenance and repair of watermains up to the property line as well as the water meters inside the house. This group is also responsible for the maintenance and repair of sanitary sewers and all appurtenances up to the property line. Another important service is the regular sampling of the water distribution system to ensure the quality of water for human consumption.

.5.

Fire & Emergency Services The department is responsible for providing safety and property protection to those who live, work or play in the community. This is achieved by providing quality preventative, educational, and emergency services in a professional, sensitive and caring manner. These services are supported internally by the Training, Mechanical, Communications, and Administration divisions. Services are deployed from eight fire stations and an administrative office. Additionally, the Fire & Emergency Services Department is committed to Public Education and reaching out to the diverse community by providing over 280 school visits a year and attending in excess of 400 community events. It partners with the Commissioner’s Office to deliver the Emergency Preparedness program, where a Deputy Fire Chief performs the function of the Certified Community Emergency Manager. Markham Public Library Markham Public Library (MPL) is responsible for the delivery of library services through six branches and its website. Administratively, it reports to the Town of Markham Public Library Board, and has a dotted-line reporting relationship with the Commissioner of Community & Fire Services. The Library’s mission is to “make Markham stronger, healthier, more informed, engaged, literate and inclusive by providing outstanding library services and resources that enhance quality of life and help all to achieve their full potential and success in the 21st century.” MPL is committed to providing the highest levels of convenience and accessibility in library services through innovative business models that respond to resident needs, use resources efficiently and maximize ROI for tax dollars. MPL services, collections and programs are focused on lifelong learning, literacy skills, and inclusive community-building. As one of the most innovative and most efficiently operated public libraries in Canada, MPL’s innovations include the award-winning C3 - Customer Centred Classification system, the Learning Place business model for library programs, and a leading position in the implementation of RFID-based self-service technology in public libraries. Operations The Operations Department is responsible for the maintenance of roads and parks in the Town of Markham, supported by fleet, traffic operations and business technical services.

• Roads Division is responsible for the maintenance of assumed developments, such as curbs & sidewalks, road resurfacing and life cycle maintenance, catch basins, maintenance holes, storm sewers and bridge, and urban all-season street maintenance, such as winter maintenance, street sweeping, and minor asphalt and boulevard repairs. Other services include contract administration, pavement markings, guide rail repair and replacement, and special events road closures.

• Parks Division is responsible for horticulture (flower and plant barrels, hanging baskets, park gardens and entrance features to the municipality), turf maintenance of parks and boulevards, urban forestry, and maintenance of park amenities such as play structures, sports field structures, irrigation systems, baseball diamonds, soccer fields, cricket and

.6.

• rugby pitches, and tennis courts. Other services include special events support, winter maintenance of parking lots and walkways of town-owned facilities and public skating ponds.

• Fleet & Supplies Division is responsible for the maintenance, repair, acquisition, parts inventory management, and safe operation of the diverse municipal fleet and equipment assets. Management of street and traffic sign manufacturing is undertaken in a cost-effective manner.

• Business Technical Services Division is responsible for the coordination and management of technical and business/ administrative services within the Operations Department and the management of traffic operations. Services include budget management and accounting activities, asset and life cycle analysis, coordination of development application review, and public education and community events.

• Traffic Operations deals with investigations and recommendations for stop signs, on-street parking regulations, traffic calming, traffic signals, speeding and traffic volume concerns. They are also responsible for the maintenance and operation of all Town traffic signals.

Recreation Services The Recreation Services Department advocates for the creation of sense of community, belonging and enjoyment, while delivering approximately 25% of total Town of Markham revenue annually through user fees and rentals. The Department is committed to improving the quality of life for Markham residents through provision of quality leisure programming and comfortable and well-maintained community facilities. The Department combines a direct service delivery approach in provision of recreational, aquatic, fitness and lifestyle programming for individuals of all ages with ongoing community develop work with minor sport organizations, community groups, not-for-profit organizations and other key stakeholders. As well, through the 4 major community centres and 17 satellite facilities, thousands of hours are permitted annually to various community-based organizations. The Recreation Services Department extends beyond the walls of the Town owned and operated facilities. The Department builds on creative partnerships to deliver services in schools, parks, and elsewhere as the need arises.

.7.

Markham is an inter-connected community of 310,000 residents making up over 80,000 households. Through the services and programs it provides, the Community & Fire Services Commission contributes to Markham’s quality of life.

COMMUNITY & FIRE SERVICES COMMISSION

2011 Key Service-Focused Accomplishments

COMMISSION Completed construction of the seven Stimulus / RInC funded projects, valued at $25 million, on time and on

budget.

Enhanced the Emergency Management Program with training curriculum and new Emergency Operations Centre.

Finalized location, functional program, and commenced detailed design for the Markham Pan Am Centre – 50m-pool and field house for water polo, badminton, and table tennis venues. It will become a full-service community centre after the Pan Am Games.

Enhanced municipal service delivery by re-organizing a number of departments, namely Environmental Services, Operations, and Recreation Services.

Commenced outreach to residents in South East Markham on the design and construction of a new community centre.

Provided leadership on advancing Council’s goals outlined in “Building Markham’s Future Together” in the areas of Municipal Services and the implementation of the Integrated Leisure Master Plan.

ASSET MANAGEMENT Completed the $3 million Facility Accessibility Retrofit Stimulus Project by retrofitting nine buildings.

Completed Main Street Markham Washroom and Stiver Mill stabilization.

Oversaw the construction of Cornell Fire Station, East Markham Community Centre and Library, Varley Art Gallery expansion, facility life cycle upgrade projects, and awarded prime architect contract for South

East Markham Community Centre and Library.

Completed rehabilitation works on six Bridges & Culverts.

Received approval from the Ontario Ministry of the Environment and Markham Council to commence with the West Thornhill

Stormwater Flood Remediation Class EA Study.

CULTURE Completed the first strategic plan, known as “Live

Arts Matter”, for the Markham Theatre.

Opened the new Museum Collections Building with

the launch of the exhibition, “Favourite Things”.

Completed construction of the $2.5 million expansion at the Varley Art Gallery that provided additional space for displaying the permanent

collection and supporting community programming.

Organized Markham International Indian Film Academy Buzz events with $300,000 in Celebrate

Ontario grant.

Alternate formats of this document are available upon

request. .8.

ENVIRONMENTAL SERVICES Implemented, with assistance from the Operations Department, the ‘Big Belly’ public space recycling on

Unionville and Markham Main Streets – a more eco-friendly approach.

Implemented the 4 day/wk waste collection schedule that generated efficiencies and reduced the

impact of statutory holidays on the collection schedule.

Implemented the polystyrene densifier that improved handling of polystyrene waste and reduced

transportation costs.

Achieved 72% diversion rate for waste – best in Canada.

Completed Phase 1 of Backflow Prevention Program with 99.8% compliance from 856 subject

properties.

Achieved 100% compliance rating on Markham’s Quality Management System from the Ontario

Ministry of the Environment for its drinking water.

Implemented the ‘Water on Wheels’ (WOW) trailer at various special events to raise public awareness

about drinking water and water conservation.

FIRE & EMERGENCY SERVICES MEMORIAM: Sadly, Markham lost one of our firefighters to a recognized work related illness,

considered a line of duty death, on October 27. Firefighter Larry Pilkey succumbed to brain cancer at the age of 52.

Broke ground for the 9th fire station, Station 99 (located at 3255 Bur Oak Avenue), which will be constructed to a Silver LEED standard. Along with a new station comes the requirement for additional staff, 26 firefighter recruits have been hired and commenced training along with one dispatcher and

one prevention officer.

Recognized leader in the area of Public Education and hosted the Ontario Fire Marshall’s Annual Fire and Life Safety Educators Conference. Our affiliation with Fairchild Radio and the annual Junior Firefighter Day are tremendous avenues for providing our diverse community with fire and life safety

education.

Expanded community outreach through schools, faith-based organizations, service clubs, and the media.

MARKHAM PUBLIC LIBRARY Opened renovated Thornhill Community Library, with improved space for study and learning, more

public computers, improved children’s and teen areas, and more self-service options for customers.

Improved operational efficiency, service convenience, and customer satisfaction through self-service

technology, which accounted for 80% of checkout transactions.

Completed conversion of library collections to C3 (Customer Centred Classification) at 3 branches – Thornhill Village, Thornhill Community, and Unionville – to improve customer access and increase

turnover of collection to more customers.

Increased e-book checkouts by 187% over 2010.

Established email notification service to inform customers of reserved items that are available for

pickup, materials that are overdue, and outstanding service charges.

Renewed partnership agreement with Literacy Council York South to clarify expectations and define

mutual responsibilities and benefits.

.9.

OPERATIONS Initiated a six-year Pedestrian Accessibility Program to improve accessibility needs of physically-

challenged pedestrians at 60 signalized intersections in the Town (10 intersections per year).

Installed 34 Automatic Vehicle Locators in the municipal fleet to monitor fuel consumption and improve vehicle deployment and routing.

Planted 60,000 trees as part of the Trees for Tomorrow Program for a total of 190,000 trees,

thereby, exceeded the program goal by 153%.

Redesigned the deployment strategy through the Service Planning Project, which resulted in the meeting

of service levels for park, boulevard, and planting bed maintenance.

Completed the 2010 backlog of pavement preservation work, as well as the scheduled 2011 work for a total combined area of 195,000 m2. The overall completed length of road rehabilitation was

11.2 km.

Implemented a cross-Commission project to replace the hard copy map with Roads E-map that is electronic, user-friendly, and more accurate. It provides information on road classifications, service

levels, pavement projects, and traffic information, and saved approximately $20,000.

RECREATION SERVICES Fulfilled all obligations on the Stimulus projects, including successful completion and opening of:

Thornhill Community Centre, Civic Centre Ice Rink, Angus Glen Tennis Centre, and St. Robert Artificial

Turf & Bubble.

Developed an approach that received Council approval on the creation of a Pricing Strategy and

Subsidy Strategy. Completed first phase of the Pricing Strategy.

Received over 7,795,000 visits to our Community Centres in 2011 and 86,602 program registrants.

Permitted over 207,000 hours of available time in Town of Markham facilities to user groups and members of the community.

Partnered with the School Boards to deliver over 50 programs as part of the Healthy Schools Initiative.

Received funding to deliver the Grade 3 Swim to Survive Program in the 2011/12 school year, which

will see 2,439 students participate from 38 elementary schools.

AWARDS RECEIVED Green Fleet Leadership Award by Fleet Challenge Ontario, awarded to Laurie Canning, Manager of

Fleet and Supplies.

Two Gold Awards by Recycling Council of Ontario, awarded to Waste & Environmental Management

for Markham’s Diversion Rate of 72% and for its unique program for Polystyrene foam densification.

Award of Excellence by Heritage Markham, awarded to Asset Management for its design and construction of the Main Street Markham Washroom project.

Certificate of Bird Friendliness by Fatal Light Awareness Program, awarded to Asset Management for achieving urban wildlife sustainability by making 8100 Warden Avenue building safe for migratory bird.

Community Services Senior Management Team (SMT): Gary Adamkowski, Catherine Biss,

Mary Creighton, Paul Ingham, Brenda Librecz, Peter Loukes, Sue Olin, John Ryerson, Bill Snowball, and Sara Tam.

.10.

(Business Unit Profiles)

# Objective Actual Outcomes

Sta

tus

Council

Corp

ora

te

Opera

tional

1Stimulus Project - Emergency Planning

(Secondary)

Completed - Provided necessary supportCOM � �

2Stimulus Project - Thornhill Community Centre &

Library Renovation (Secondary)

Completed - Provided necessary supportCOM �

3Corporate Building Security Strategy (Primary) Developed corporate strategy and currently conducting consultation with

internal stakeholders regarding implementation strategy AD �

4Space Planning (Primary) On-Target - Request for space planning underway

OT �

5Stimulus Projects - Accessibility and Energy

Projects (Primary)

Completed - Energy Retrofit Stimulus project. Adjusted - Accessibility

work extended to October 2011AD � �

6Support PAN AM bid projects (Secondary) On-Target - Provided continue technical support

OT �

7

Continue with construction of East Markham

Community Centre (Integrated Leisure Master Plan

- ILMP)

Continuation of construction in 2011. Completion in Q4 of 2012.

OT �

8

New South East Community Centre and Library -

Engage A/E firm and commence design process

(ILMP)

Work with Recreation Services and Markham Public Library to establish

scope, budget and schedule. Prequalification consultant completed.

RFP to be issued Q3 2011OT �

9

Milliken Mills Community Centre & Library

Expansion - Engage A/E Firm and commence

design process (ILMP)

Project on Hold.

AD

10

Stiver Mill (Secondary) Complete electrical recommendations by the end of Q2, 2011. Continue

with structural stabilization. Initiated concept study and plan to report to

Council in Q3, 2011AD �

11Implement Enterprise Asset Management

(user/secondary)

Assist IT in tender/acquisition for software in Q1. Participated in

Resource requirement review.AD � �

12Implement Centre of Excellence structure (E3) Conversion process completed.

COM � �

Business Unit Profile PLANNING DOCUMENT 2012Facility Assets

2011 Business Plan Objectives/OutcomesPriorities

12Implement Centre of Excellence structure (E3) Conversion process completed.

COM � �

13Streamline (progress and design) reporting and

approval processes

Process documented. Efficiency and effectiveness improvements

identified/made.COM �

14Improve process for financial tracking support Process documented. Efficiency and effectiveness improvements

identified/made.COM �

15Address Staff Satisfaction results Improvements identified and implemented

COM �

16Complete construction of Varley Art Gallery

addition

Completion of project by Q3, 2011OT �

17Complete Fire Station 99 Construction to be completion in Q4 of 2011.

OT �

18Complete 2010 Life Cycle Projects Spending Plan completed, projects to be completed by Q4.

AD �

19Complete 2011 Life Cycle Projects Completion of projects by Q3, 2012

OT �

20

Improve the tracking and management of key

performance Indicators used to support business

planning

Process for data tracking and management documented and reviewed;

Data for new KPIs will be collected for 2012 BUP OT �

Operational Priorities: NQI PEP Level 3, Continuous Improvement / E3

Council Priorities: Growth Management;; Transportation/Transit; Environment; Municipal Services; Parks, Recreation, Culture & Library Master Plan/Public Safety; Diversity

Objective Status: OT= On Target, ADJ= Scope Adjusted , DL= Delayed, COM= Completed, DEL= Deleted

Notes:

.11.

2006ACTUAL

2007ACTUAL

2008ACTUAL

2009ACTUAL

2010ACTUAL

2011JUNE 30

TARGET

1 0 0 1 3 0

1 every2 years

0 0 0 0 0 0 0

92% N/A N/A 67% 72% N/A 80%

26% N/A N/A 40% N/A N/A 35%

N/A N/A N/A N/A 1 0 2

18.52$ 14.83$ 19.30$ 21.01$ 20.88$ 12.21$

within budget

7.05$ 6.96$ 7.03$ 8.87$ 6.15$ 2.94$ 6.79$

$8 M $11.5 M $84.4 M $88.6m $118.9m $120.7m N/A

N/A N/A N/A N/A 100% 100% 100%

141 161 162 165 166 167 N/A

650 549 480 972 1,099 600 N/A

Net operating cost per gross sq.ft. of Civic Centre facility (172,515sf) and 8100 Warden Ave (85,000 sq effective 2009)

% of projects completed on budget

Est. value of construction & renovation projects managed - Facilities

# of facility work orders generated

OPERATIONAL EXCELLENCE

2012

CUSTOMER SATISFACTION

Facility AssetsKEY PERFORMANCE INDICATORS (KPIs)

Business Unit Profile PLANNING DOCUMENT

FINANCIAL PERFORMANCE

# of formal customer satisfaction surveys completed1

# of informal customer satisfaction surveys completed1

Overall satisfaction (%)

% extremely/very satisfied

Net cost per household

Post project completion surveys completed

Facility Maintenance - # of facilities maintained

650 549 480 972 1,099 600 N/A

N/A N/A N/A 92% N/A N/A 95%

N/A 172,515 257,515 325,015 325,015 325,015 N/A

223,000 223,000 262,674 217,000 276,072 276,662 N/A

N/A N/A N/A N/A 83% 83% 80%

N/A N/A N/A N/A 74% 59% 100%

N/A N/A N/A N/A 9 9 5

78% N/A 70% N/A 78% N/A 75%

64% N/A 63% N/A 67% N/A 65%

77% N/A 82% N/A 84% N/A 80%

100% 100% 100% 96% 100% N/A 100%

47.3 30.8 18.4 14.2 14.3 2.9 20.0

10.6 5.3 5.1 9.8 5.8 6.0 <8.4

0.0% 5.0% 10.0% 5.0% 9.1% 4.2% <7.5%

# of capital projects undertaken and managed per staff 2

% of projects with an environmental focus

STAFF ENGAGEMENT

# of facility work orders generated

Average Corporate learning hours per full-time employee1

Recognition rating (from staff survey)

KPI SUMMARYNote: 1 Data is generated for the Asset Management Department and not for each of the two business units making up the department.

2 Based on the aggregate of all open projects to include multi-year projects.

Staff Satisfaction rating (from staff survey)

% of facility work orders completed within 24 hours

Completion rate of capital projects (% of planned budget spent) 2

SF of facilities managed by Civic Centre Coordinator

Healthy Workplace Environment Index (from staff survey)

Staff absenteeism (average # of days per employee)1

Staff turnover rate1

Completion rate for performance management1

SF of facilities managed by Maintenance Coordinator

.12.

# Objective

Re

qu

ire

s A

dd

itio

na

l

Re

so

urc

es

Outcomes

Gro

wth

Ma

na

ge

me

nt

Tra

nsp

ort

atio

n/T

ran

sit

En

vir

on

me

nt

Mu

nic

ipa

l S

erv

ice

s

Pa

rks,

Re

cre

atio

n,

Cu

ltu

re

& L

ibra

ry M

aste

r P

lan

/ P

ub

lic S

afe

ty

Div

ers

ity

Ali

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me

nt

to N

QI

Co

nti

nu

ou

s

Imp

rov

em

en

t /

E3

1Operationalize Greenprint (Secondary) Incorporate features of Greenprint into Facility

Asset projects. �

2

Public Realm Program (Secondary)

B

Lead in Civic Centre Site Improvement, coordinate other department inputs. Execution Plan to be developed by 2012 Q3 for 2013 Capital Budget request.

� �

3Municipal Role in Community Events (Secondary)

NPProvide support for public event at Civic Centre throughout the year � � �

4Project Management Service Office (Primary)

PLead in the implementation of the developed guidelines by Q4 � � �

5

Corporate Building Security Strategy (Primary) Develop Town wide security policy by Q1 2012. Implement initial phases of policy by Q4 2012 � � �

6

Pan Am + Southeast Community Centre & Library:• Support PAN AM bid projects• Design Southeast Community Centre & Library • Provide support as required to corporate team

• Complete design and issue construction tender Q2 2013

� � � �

2012Business Unit Profile PLANNING DOCUMENT

Cross Commission Projects

Facility Assets2012 Business Plan Objectives (S.M.A.R.T)

Council Operational

Priorities

Q2 2013

7

Continue with construction of East Markham Community Centre (Integrated Leisure Master Plan - ILMP)

Construction completion in Q3 of 2012.

� ��

1

Corporate Accommodation Strategy

PDevelop multi year space planning strategy by Q2. Complete corporate accommodation requests by Q4

� ��

2Succession Planning Develop succession planning for Department by

Q2 2012 � �

3Implement Enterprise Asset Management

PImplement first phase of the EAM by Q4.

� � �4 Complete 2011 Life Cycle Projects Completion of projects by Q2 2012 �5 Complete 2012 Life Cycle Projects Completion of projects by Q4 2012 �

6

Heritage building restoration / stabilization (Stiver Mill, Daniel Fairty, Tremont Hotel)

P

Continue with stabilization of heritage buildings. Develop concept plans for future restoration and present to Council by Q4 2012 �

7 Portal information Complete portal information update by Q2 2012 � �

8

Operate and Maintain Town Facilities Operate Civic Centre and 8100 Warden. Respond to maintenance requests within 7 business days. Provide maintenance services at Varley Art Gallery, Museum Collections Building, Markham Village Library, Fire Station 93

��

S.M.A.R.T: Specific, Measurable, Attainable, Realistic, Time-bound

Business Unit Objectives

Requires Additional Resources: P=Personnel, NP=Non-Personnel, B=Both (Personnel & Non-Personnel)

Alignment to NQI: The National Quality Institute (NQI) framework contains six drivers, namely Leadership, Planning and Financial Management, Customer Focus, People Engagement, Process Management, and Supplier and Partner Focus.

.13.


Sta

tus

Council

Corp

ora

te

Opera

tional

1 Support corporate initiatives: greenprint, Growth Management Strategy, Official Plan update, Portal, Project Management Office, Inflow & Infiltration Study (Secondary).

Provided necessary inputs. Work plan finalized by Lead Department.

COM � �

2 BMFT's Municipal Services Project - Process mapping, SOPs (Secondary).

Provided necessary inputs. Work plan finalized by Lead Department.COM � �

3 LED Street Lighting Task Force (E3). Complete consultant study and report back to Task Force Committee by Q4, 2011.

OT � �4 Implement Streetlight Life Cycle Program. Condition update tender/award completed Q2, 2011. Study to be

completed by Q3 and implementation by Q4, 2011. OT � �5 Provide survey services to internal and external

customers.Provided as required, no issues.

OT � �6 Develop Outfall Structures database Database developed to support life cycle reserve updates.

COM � �7 Manage annual programs (lifecycle reserve

update, condition assessment, capital budget requests, databases update)

Life cycle reserve update, structures condition assessments and capital budget requests completed in Q2, 2011. COM � �

8 Monitor and maintain gas collection system at the former Sabiston Landfill

Monitoring program ongoing; Leachate collection system feasibility study by Q4, 2011 and implementation of pilot aerobic program by Q3, 2012 subject to Council approval.

OT � �

9 Develop and Implement Pavement Management System

Collaborated with Operations Dept. to develop a pavement management system to evaluate condition of roads, predict future level

� �

Business Unit Profile PLANNING DOCUMENT 2012Right-of-Way and Environmental Assets


System management system to evaluate condition of roads, predict future level of service and determine yearly road rehabilitation program - completion by Q3, 2012.

OT � �

10 Review and approval of environmental studies related to development applications

Ongoing - Studies reviewed to support development applications.OT � �

11 Manage a variety of Environmental Projects and studies

Studies such as Bruce Creek EA, SWM pond retrofit update and SWM Soft updates are ongoing. OT � �

12 Develop, update, and maintain Town-wide sanitary & storm sewer models

Ongoing - Sanitary and storm sewer models maintained using the InfoWorks program.

OT � �13 Develop and maintain Town-wide environmental

database programs Ongoing - Staff trained; Support life cycle reserve updates.

OT � �14 Implement Flood Remediation Program for West

Thornhill.Implementation delayed due to MOE approval. Proposed Phase 1 implementation by Q3, 2012.

DL � �15 Update stormwater management guidelines,

standards, policies, and programs.SWM guidelines and engineering standards updates completion by Q2, 2012.

DL � �16 Improve process for financial tracking support Financial tracking using Eclipse software implemented.

OT � �



Objective Status: OT= On Target, ADJ= Scope Adjusted, DL= Delayed, COM= Completed, DEL= Deleted

Notes:

.14.

2006ACTUAL

2007ACTUAL

2008ACTUAL

2009ACTUAL

2010ACTUAL

2011JUNE 30

TARGET

1 0 0 1 3 N/A

1 every

2 years

0 0 0 0 1 N/A 0

92% 92% N/A 66% 72% N/A 80%

26% N/A N/A 38% N/A N/A 35%

28.08$ 25.33$ 27.13$ 26.08$ 28.77$ 15.07$ 28$

100$ 103$ 115$ 111$ 120$ 61$ 109$

184,000$ 160,000$ 167,000$ 119,480$ 140,673$ 86,153$ 102,000$

46 26 28 36 20 16 22

126 131 140 156 137 72 140

696 977 855 600 233 306 est. 700

overall satisfaction (%)1


Streetlighting Cost per Light Standard

# of formal customer satisfaction surveys completed1

# of informal customer satisfaction surveys completed


2012


Right-of-Way and Environmental AssetsKEY PERFORMANCE INDICATORS (KPIs)


# of new streetlights assumed by AM/year


Amount of Utility Fees Collected

# of survey requests processed /staff

OPERATIONAL EXCELLENCE# km of watermains and sewers digitized / staff

696 977 855 600 233 306 est. 700

1,040 1,152 1,423 1,348 1,098 448 1,400

45% 46% 25% 11% 25% 35% 25%

N/A N/A N/A N/A N/A N/A 80%


N/A N/A N/A N/A N/A 80% 80%

78% N/A 70% N/A 78% N/A 75%

64% N/A 63% N/A 67% N/A 65%

77% N/A 82% N/A 84% N/A 80%

100% 100% 100% 96% 100% N/A 100%

47.3 30.8 18.4 14.2 14.3 2.9 20.0

10.6 10.6 5.1 9.8 5.8 6.0 <8.4

0.0% 5.0% 10.0% 5.0% 9.1% 4.2% <7.5%

Note: 1 Data were generated for the Asset Management Department and not for each of the two business units making up the department.

2 New KPI developed as part of the 2012 Business Planning Process in 2011.


# of new streetlights assumed by AM/year

% of assets (Structures) assessed per year

# of utility permits issued and inspected/staff/year


Staff absenteeism (average # of days per employee)1


STAFF ENGAGEMENT

Staff turnover rate1


Completion of capital projects (% of planned vs actual)2

% of ACR cases for bridges & culverts completed within service level timeline2


Preventive maintenance works completed for assets (bridges & culverts)

identified in the annual inspection2

KPI SUMMARY

.15.

# Objective

Req

uir

es A

dd

itio

nal

Reso

urc

es

Outcomes

Gro

wth

Managem

ent

Tra

nsport

atio

n/T

ransit

Environm

ent

Munic

ipal S

erv

ices

Park

s, R

ecre

atio

n, C

ultu

re

& L

ibra

ry M

aste

r P

lan/

Public

Safe

ty

Div

ers

ity

Alig

nm

ent to

NQ

I

Contin

uous Im

pro

vem

ent /

E3

1 Operationalize Greenprint (Secondary) Incorporate greenprint objectives into ROW & Environmental Assets projects. ��

2 LED Street Lighting Task Force (E3) Achieve Task Force objectives as outlined.� �

1 Portal information Complete portal information updates by Q2, 2012� �

2 Succession Planning Develop succession planning for Department by Q2, 2012 � �

ROW Assets:

3 Manage annual programs (lifecycle reserve updates, condition assessment, capital budget requests, databases update)

P Complete life cycle analysis by Q1, 2012 so that the budget request is in line with business planning and the available funding.

� �

4 Develop a strategic Asset Management Plan for structures (bridges and culverts) based on relevant Asset Management Best Practices.

P Draft plan completion by Q2, 2012.� �

5 Develop and maintain a comprehensive structures database with existing information and information collected from site investigations.

P Update database by Q1, 2012 to support life cycle reserve study. � �




Right-of-Way and Environmental Assets2012 Business Plan Objectives (S.M.A.R.T)

Council Operational

Priorities

collected from site investigations.

Utilities, Streetlights & Surveys:

6 Implement Streetlight Pole Identification Program. Program completion by Q3, 2012.� �

7 Provide utility approval and inspection services per MAA requirements.

Services delivered within agreed upon timeframe.� �

Business Systems & Programming:

8 Monitor and maintain gas collection system at the former Sabiston Landfill.

Monitoring program ongoing; Leachate collection system feasibility study by Q4, 2011 and implementation of pilot aerobic program by Q3, 2012 subject to Council approval.

��

9 Develop and implement Pavement Management System.

Collaborated with Operations Dept. to develop a pavement management system to evaluate condition of roads, predict future level of service and determine yearly road rehabilitation program - completion by Q3, 2012.

��

Environmental Assets:

10 Develop, update, and maintain Town-wide sanitary & storm sewer models.

Sanitary and storm sewer models maintained using the InfoWorks program. � ��

11 Develop and maintain Town-wide environmental database programs.

Erosion and pond database updates by Q2, 2012.��

12 Implement Flood Remediation Program for West Thornhill.

Implementation delayed due to MOE approval. Proposed Phase 1 implementation by Q3, 2012. � ��

13 Update stormwater management guidelines, standards, policies, and programs.

SWM guidelines and engineering standards updates completion by Q2, 2012. � ��




.16.


Sta

tus

Council

Corp

ora

te

Opera

tional

1

EZ Labour Process Management (Contributing Department)

Process Map has been completed. Additional training for staff was offered. Process Map allowed the Ez Labour team to identify some areas of improvement (i.e. More training for staff was necessary and timelines for staff packages needed to be reviewed). Ez Labour has allowed for more accurate calculations to assist in the part time grid progression.

COM � �

2

Records Management (Contributing Department) Culture reviewed all their files and completed an inventory to submit to the Clerks department. Through the inventory process we were able to review and clean up files as well as identify areas of better file organization and management.

COM � �

3

Establish a Public Art Program (Lead Department) Culture made a presentation to the Developers Roundtable in 2011. Update to Council is scheduled for Q3, 2011. Policy protocols deferred to 2012.

DL � �

4Evaluate Stiver Mill Community Proposal (Contributing Department)

Project Charter developed. Supporting Asset Management with Project Implementation.

OT � �

5

Support corporate initiatives: greenprint, Official Plan update, Diversity Action Plan, Portal (Contributing Department)

Portal has launched. Diversity Plan has been presented to CCC. Culture is working with Planning on the Cultural aspects for the Official Plan. OT � �

6

BMFT's Integrated Leisure Master Plan recommendation on Cultural Plan - Develop a plan that will become the blueprint for the Culture Department for the next 10 years

To enhance and promote cultural activity and expression in order to share diverse experiences and strengthen Markham's cultural community. Implementation Q1, 2012.

DL � �

7

Strategic Planning - Markham Theatre and Varley Art Gallery (CFS-2001)

Theatre Strategic Plan is scheduled to be presented to Council September 12, 2011. Gallery Strategic Plan will be presented to Council in Q4, 2011. OT � �

Expansion - Markham Museum Collection Building: Museum Gala took place in May 2011. Exhibition opening Q4, 2011.

� �

Business Unit Profile PLANNING DOCUMENT 2012Culture


8

Expansion - Markham Museum Collection Building: Moving collections and opening exhibition by mid 2011.

Museum Gala took place in May 2011. Exhibition opening Q4, 2011. Collection move completed. COM � �

9Expansion - Varley Art Gallery Target completion date is Q4, 2011. Official opening will be in Q1, 2012.

DL � �

10Strengthen Business Unit Profile effectiveness and align KPIs to service planning

Review of KPI's has been completed and will be implemented for 2012 BUP. COM � �

11

NQI improvement plan pertaining to workload, recognition, and process

Theatre and Varley are reviewing staff workload through the Strategic Planning process. The Museum has hired a new full time staff and is redistributing staff workloads.

OT �

12

Board Development Consultant was hired to work on relationship building with the Varley Board. The Varley Board policy is under review and will be addressed through the Varley Strategic Planning process.

OT � �

13

Sponsorship (Identification of Requirements, Development of Corporate Strategy) (Secondary)

Sustainability and capacity building for the Culture Plan. Implementation Q2, 2012. DL �

14Increase capacity to deliver on major events This objective is being deleted. Corporate Communications is developing

policy for major events.DEL � �

15

Develop and incorporate a community engagement approach into service planning and service delivery

This is a Commission wide strategy. Culture will develop a plan to increase engagement in South Markham. DL � �




Culture is removing the objective "Increase capacity to deliver on major events". Communications & Community Relations is creating policy on events. The Public Art workshop for Council is scheduled for Q3, 2011. Implementation of the Culture Plan is scheduled for Q1, 2012. In 2011, Markham hosted the International Indian Film Academy Buzz Events. This event was led by the Culture Department.

Notes:

.17.

2006ACTUAL

2007ACTUAL

2008ACTUAL

2009ACTUAL

2010ACTUAL

2011JUNE 30

TARGET

1 0 1 0 1 0

1 every

2 years

0 0 0 0 0 2 1/year

90% 83% 86% 0% 36% N/A 80%

80% 19% 86% 0% 58% N/A 35%

N/A N/A N/A N/A N/A 95% 80%

N/A N/A N/A N/A N/A 70% 35%

16.08$ 14.46$ 15.85$ 17.55$ 17.35$ 8.93$ 17.00$

4.60$ 4.15$ 4.57$ 5.04$ 5.02$ 2.61$ 6.00$

57% 62% 57% 52% 54% 53% 60%

3.9% 4.5% 4.3% 4.0% 4.4% 3.5% 4.0%

17.98$ 19.30$ 21.56$ 27.37$ 19.07$ 23.36$ $20.00

9.76$ 8.97$ 11.08$ 12.40$ 12.63$ 6.85$ $12.00

N/A N/A N/A 28% 31% 16% 30%

N/A N/A N/A 0.5 0.7 0.3 1.0

100.0% N/A N/A 0.1% 0.3% 0.08% 1.0%

N/A N/A N/A 12,250 11,143 5,658 12,000

N/A N/A N/A 14,413 43,250 9,605 14,000

N/A N/A N/A N/A 575,123 320,792 500,000

Informal surveys: Overall satisfaction (%)

Total Volunteer Hours (Art Gallery & Museum & Theatre) 1

# of Annual Participants in Education and Outreach Programs 1

Net operating cost per square foot of facility space

Informal surveys: % extremely/very satisfied

Rental revenue as % of total Culture Revenue 1

# of visits at cultural venues per capita 1

Total Web Hits

2012


CultureKEY PERFORMANCE INDICATORS (KPIs)



# of formal customer satisfaction surveys completed


Formal surveys: Overall satisfaction (%)

Formal surveys: % extremely/very satisfied

Total expenditure per visitor


Net cost per capita 1

Revenue as % of total non-tax Town revenues

Revenue as % of total gross Culture expenditures

Active Culture Membership as % of Total Population 1


N/A N/A N/A N/A 575,123 320,792 500,000

N/A N/A N/A N/A 0.60% 2.67% 1.00%

N/A N/A N/A N/A 43.53% 38.57% 60.00%

76% N/A 64% N/A 71% N/A 75%

62% N/A 52% N/A 73% N/A 65%

76% N/A 84% N/A 76% N/A 80%

100% 94% 81% 30% 91% N/A 100%

16.1 14.8 3.2 8.0 6.7 3.4 20.0

2.9 2.4 4.6 3.3 2.2 0.8 <8.4

0.0% 0.0% 12.0% 5.0% 5.3% 4.8% <7.5%

KPI SUMMARYNote:

1 New KPI developed as part of the 2010 Business Planning Process in 2009. Large increase in numbers from 2009 to 2010 in Outreach Programs

is due to the Theatre's participation in the Olympic Torch. Culture reviewed the KPI's in 2011. As part of this review new KPI's were added (Total Web Hits, Average fill rates). Active Memberships as a percentage of total population was replaced by Active Memberships as a percentage of participants. The square footage was part of the KPI review for 2011 and has been adjusted to include the Museum Collections Building. This will also need to be adjusted again once the Gallery expansion is complete.


Active Culture Memberships as % of participants


Staff absenteeism (average # of days per employee)

Staff turnover rate

Completion rate for performance management

Average Corporate learning hours per full-time employee


Average fill rate for all public programs

STAFF ENGAGEMENT

.18.

# Objective

Req

uir

es A

dd

itio

nal

Reso

urc

es

Outcomes

Gro

wth

Managem

ent

Tra

nsport

ation/T

ransit

Environm

ent

Munic

ipal S

erv

ices

Park

s,

Recre

ation,

Culture

& L

ibra

ry M

aste

r P

lan/

Public

Safe

ty

Div

ers

ity

Ali

gn

men

t to

NQ

I

Co

nti

nu

ou

s

Imp

rovem

en

t /

E3

1Support planning for the PAN AM games. (Secondary) NP

Supporting Project Implementation by developing a plan for a Culture Program. �

2Develop Stiver Mill Restoration Plan Work with Asset Management to develop options

for Council by Q2, 2012. �

3Develop Tremont Hotel Proposal (Primary) Work with Corporate team to develop plan by Q2,

2012. �

4

Official Plan and Community Infrastructure Planning. (Secondary)

Support Planning (Primary) with project implementation by timelines set by Planning. � � � �

5

South East Markham Community Centre Rehearsal Hall (Secondary) and Public Art (Primary)

Recreation (Primary) with project implementation by timelines set by Recreation.

� �

6Pricing Strategy - Develop a comprehensive pricing strategy (Secondary)

Contribute to project implementation by timelines set by Project team. � � � � � �

Culture2012 Business Plan Objectives (S.M.A.R.T)

Council Operational

Priorities



1

Establish a Public Art Program

NP

Public Art Policy approved by Council. Public Art Program report with Council scheduled for Q3, 2011. Develop implementation plan Q1, 2012. � � � � � �

2

Establish and Implement Culture Plan

B

Develop Cultural Policy and formalize internal policy documentation. Approval by Council in Q1, 2012. � ��

3

Strategic Planning - Markham Museum Following the establishment of the Culture Plan, the Museum will initiate a review of the current Museum Plan. Q4, 2012. Full Strategic Plan will commence in 2013.

� � � � �

4Implementation of Integrated Leisure Master Plan Culture Recommendations

Prioritize and action recommendations.�

5

Lead achievement of Commission Priorities: • Relationship Building• Governance of External Partnerships

Develop project plan and deliverables for each priority; Meet milestones and achieve project plan.

� � � �

6

Implement Strategic Plans for the Theatre and Gallery

Implement recommendations as outline in Strategic Plans. Q1, 2012. � � �

7Expansion Varley Art Gallery

NPTarget completion date is Q4, 2011. Official opening will be in Q1, 2012. � � � � �





.19.


Sta

tus

Council

Corp

ora

te

Opera

tional

1

Review BMFT's Greenprint and develop programs and policies for implementation in the Commission (Primary)

Greenprint monitoring and implementation plan started. Water trailer policy and pilot program underway. Paper policy complete and program underway.

OT � �

2

Support corporate initiatives: Official Plan update, Diversity Action Plan, Portal, Records Management (Secondary)

Participated in Portal. Diversity is completed with side-door pick up. Participating in Official Plan Update.

OT � �

3Miller Waste service agreement Complete and implement Part B of Miller Waste service agreement

by Q4. AD �

4Diversion Task Force Report being prepared for GC in fall 2011.

OT � �

5

Adjust or improve program to increase diversion to meet 75% diversion target

Completed 1 focus group. Presented to Waste Diversion Task Force. Report being prepared for GC in Oct/Nov 2011 for implementation in 2012.

OT � �

6

Implement Depot Study recommendations and develop plan for additional depot in partnership with Region

Region is reviewing their Depot Partnership Program.

DL �

7

Implement Collection Enhancements such as 4-day collection, Side-door Collection Program, use of GPS, etc.

4-Day Collection and Side-door Collection completed. Use of GPS is on schedule. OT � �

8

Continue to improve and expand Community outreach education - improved web presence; utilizing social media; portal; e-news; report cards;

Improved Web presence. Working on improved Media presence. Presented at ESL class.

OT � �

Business Unit Profile PLANNING DOCUMENT 2012Waste and Environmental Management


8 utilizing social media; portal; e-news; report cards; other measures

OT � �

9Increase Zero Waste initiatives and policies Increased % of Town Facilities practicing Zero Waste.

OT � �

10

Implement new processing opportunities to reduce costs - polystyrene densification and on-site composting technologies

Implemented and functioning.

COM � �

11

Finalize and implement sustainability practices - water bottle policy, paper policy, MESF projects

New paper policy implemented Jan 2011. Water bottle policy completed for Council endorsement 2012. Manage MESF sustainability projects and Markham community environmental purchasing guide.

OT � �

12

Water conservation initiatives - launch Water Wagon, rain barrel distribution, education programs to increase awareness of Markham's tap water

Water-on-Wheels (WOW) launched and Council approved. Attendance at 11 functions in 2011.

COM �

13Implementing Big Blue Bellies in the BIAs Approval and purchase is completed. Implementation to be completed

in August. AD �

14 Implementing Super Mailbox recycling program 1,100 Recycling containers installed at Super Mailbox locations COM �




Notes:

.20.

2006ACTUAL

2007ACTUAL

2008ACTUAL

2009ACTUAL

2010ACTUAL

2011JUNE 30

TARGET

0 0 0 0 0 0

1 every 2 years

2 3 1 4 5 1 2

N/A 86% N/A 93% 88% 89% 80%


N/A N/A N/A N/A N/A 95% 90%

N/A N/A N/A N/A N/A N/A N/A

N/A N/A N/A N/A N/A 0.004% N/A

74.64$ 72.54$ 68.16$ 70.18$ 68.94$ 30.48$ N/A

27.57$ 26.27$ 26.56$ 44.26$ 24.43$ N/A N/A

96.35$ 98.35$ 107.86$ 112.43$ 106.87$ N/A N/A

94.66$ 95.35$ 102.03$ 124.06$ 97.62$ N/A N/A

70% 70% 73% 73% 73% N/A 80%

N/A N/A N/A N/A N/A 21% 95%


N/A N/A N/A N/A N/A 25% 30%

N/A N/A N/A N/A N/A 92% 95%

Overall Satisfaction with depot services (%) 1

% of Multi-Residential Units participating in 3-Stream Collection 1

% of Multi-Residential Units in Compliance with Regional Requirements 1

Overall waste diversion rate (MPMP)


Operating cost for waste diversion per tonne (MPMP)2

% of Population receiving Special Services 1



Operating cost for waste collection per tonne (MPMP)2

Average cost for waste management - integrated (MPMP)2

% of ACR acknowledged within 24 hours 1



% of Diversion for Multi-Residential 1

% of Residential Properties in Compliance with Regional Requirements 1

overall satisfaction (%)

% extremely/very satisfied 1

2012


Waste and Environmental ManagementKEY PERFORMANCE INDICATORS (KPIs)


N/A N/A N/A N/A N/A 92% 95%

N/A N/A N/A N/A N/A 72% 80%

N/A N/A N/A N/A N/A 70% 90%

N/A N/A N/A N/A N/A 57% 100%


N/A N/A N/A N/A 99% 99% 100%

N/A N/A N/A N/A N/A 0% 10%




N/A N/A N/A 83% 100% N/A 100%

41.3 37.3 3.5 11.1 5.3 3.3 20.0

5.5 12.2 43.0 0.7 2.8 0.8 <8.4

0.0% 0.0% 0.0% 0.0% 0.0% 0.0% <7.5%

Healthy Workplace Environment Index (from staff survey) 3



% of Diversion Achieved at Town Facilities 1

% of Educational and Promotional Materials available in other languages 1

Recognition rating (from staff survey)3

% of Households Serviced within 3km of a Recycling Depot 1

Note: 1 New KPI developed as part of the 2012 Business Planning Process.

2 The methodology for the calculation of the "Operating cost for waste collection per tonne", "Operating cost for waste diversion per tonne", and "Average cost for waste management - integrated" were changed in 2009 to respond to Public Sector Accounting Board (PSAB) requirements. Due to the change in methodology, the 2009 figures are not comparable with previous years.

3 The business unit was too small for specific data to be generated from the Staff Satisfaction Survey to populate the first three KPIs in the Staff Engagement section.

4 Average Corporate Learning Hours per Full-time Employee in 2009 was a combined number for Operations Division, Waste & Environmental Management, and Waterworks. A separate figure for this business unit was not available.

Staff Satisfaction rating (from staff survey)3

% of Contracted collection services provided on schedule


Staff turnover rate

STAFF ENGAGEMENT

% of Residential Properties in Compliance with Regional Requirements 1

KPI SUMMARY

% of Diversion for Residential Properties 1

% of Town Facilities on Zero Waste Program 1

.21.

# Objective

Re

qu

ire

s A

dd

itio

na

l

Re

so

urc

es

Outcomes

Gro

wth

Ma

na

ge

me

nt

Tra

nsp

ort

atio

n/T

ran

sit

En

vir

on

me

nt

Mu

nic

ipa

l S

erv

ice

s

Pa

rks,

Re

cre

atio

n,

Cu

ltu

re

& L

ibra

ry M

aste

r P

lan

/ P

ub

lic S

afe

ty

Div

ers

ity

Ali

gn

me

nt

to N

QI

Co

nti

nu

ou

s

Imp

rov

em

en

t /

E3

1Water Bottle Policy (primary) Policy to be approved by Council in Q1.

Implementation will be over several years. �

2Storm Water Management (secondary) Gathering community input (focus groups) in

preparation for Council Workshops in Q1 ��

3Provide recycling drop offs across the Town for electronic goods (primary)

In partnership with Sustainability Office. Six (6) special collection in 2012 ��

4Establish new diversion target 80% Implement changes to collection to target 80%

diversion � �

5Implement Part B collection program for bulk material collection NP

Verification program and new contract for service by Q3 � � �

Develop greenprint implementation approach for Community Services Commission

Facilitate, along with the Commission Directors, the development of a CFS implementation

Waste and Environmental Management2012 Business Plan Objectives (S.M.A.R.T)

Council Operational

Priorities

For Our Future

For Our Community



Business Unit ObjectivesFor Our Future

1

Community Services Commission the development of a CFS implementation strategy for the Greenprint in Q1. In Q2, a commission implementation team will be formed and WEM will help facilitate the strategy

� �

2Develop Vision and Mission Statement for Waste & Environmental Management Division

Develop and implement by Q2�

3Water Efficiency and Conservation

NPImplement Water efficiency and conservation education outreach program by Q4 ��

4Expand outreach communications to recognize all residents languages and cultures, etc

Improve multi-lingual and culturally sensitive information. Presentations for new residents � �

5Presentations to community Increase outreach to schools, BIA's, ratepayer

groups � �

6Update Website for Environmental Services Department

Creating Waterworks information on the Portal by Q4 �

7

Presentations/awareness lunch and learn programs for Town staff. Develop education for new employees

Provide monthly updates on programs

� �

8Zero Waste implemented in all Facilities Zero Waste target for all 42 Town Facilities by

Q4 �

9

Support Operations in Public Space Recycling Initiative

Assist Operations in developing a RFP as EcoMedia's contract for recycling units expires in 2012. Support as well the on-going roll out of Big Bellies in strategic locations across the Town.

� �




For Our Organization

For Our Staff

For Our Community

.22.


Sta

tus

Co

un

cil

Co

rpo

rate

Op

era

tion

al

1

Environmental Sustainability, including greenprint and Mission Green

Aligned 2012 capital projects with Markham's Greenprint sustainability plan; ongoing staff participation of Mission Green @ Work. OT � �

2

Develop Phase 1 of Service Planning, include Service Level Agreement (Primary)

Service Planning completed for O&M section, comments being reviewed by Management, and to be incorporated in the Service Levels establishment in 2012.

OT � �

3

Sustainable water and waste water rate (Primary) Project has been linked to SWM fee study, focus groups have been conducted, rate study work will be completed in 2012 with rate implementation to be deferred to 2013.

AD � �

4Support corporate initiatives: Official Plan update, Portal, Records Management (Secondary)

Submitted "Portal" forms and application use cases (i.e. online customer service request and fees processing). OT � �

5

Standardize Customer Satisfaction Survey for activities covered by door-hangers and for paid services

Standardized survey questionnaires (door hangers and telephone survey), data entry and reporting process. OT � �

6Mobile Work Management System Completed the pilot real-time/on-demand data processing.

OT � �

7Automatic Meter Reading/ Advance Metering Infrastructure Implementation

Completed AMR pilot projects and developed implementation strategy.OT � �

8

Condition assessment & deterioration model Condition assessment work has been delayed as additional training on new CSA standard is required. Work will be on-going into 2012 AD � �

9

Complete implementation of Water SOPs & Work Instructions & Intelex

Intelex fully implemented in Waterworks; and Each section to roll out implementation plan of completed Water SOPs and Work Instructions. OT � �

Business Unit Profile PLANNING DOCUMENT 2012Waterworks


9 Instructions & Intelex implementation plan of completed Water SOPs and Work Instructions. OT � �

10

Analyze and plan to develop all Wastewater related SOPs, Work Instructions and Process Maps

O&M wastewater related SOPs, Work Instructions and Process Maps are currently being developed and targeted to complete by the end of 2011. Other WW sections to develop in 2012.

AD � �

11

Application for reclassification of Water Distribution System license once the DMA and SCADA are implemented

Reclassification application submitted, and Water Distribution System remained at Class 2. COM �

12

Implement service levels for PM activities Water & Wastewater

PM activities to implement service levels identified, service level being established and reviewed by O&M, to be implemented by the end of 2011. OT � �

13Inflow & Infiltration Reduction - Town-wide Downspout Disconnection Program

The new staff is under recruit process. The program assessment will start in October 2011.

OT � �

14

Water Audit and billing dispute project underway jointly with York Region to quantify water use, reduce losses and encourage water conservation.

The joint project is under the Region's control. Region to issue RFP likely in Q4. Water audit and forensic audit have been moved to the 2012 BUP Objectives. DL � �

15

Regulatory compliance: completion of Phase 1 (high risk ICI) of Backflow Prevention program + processing of voluntary submissions

Phase 1 will be 100% compliance with Backflow Prevention By-law or in the legal process to become compliant by the end of 2011 as planned. Current voluntary submissions will be compliant in early 2012. OT � �

16Develop Training Centre feasibility study for Waterworks and Fire (Secondary)

Terms of Reference document pending review by both Fire and Waterworks - Fire project lead.

OT � �




Notes:

.23.

2006ACTUAL

2007ACTUAL

2008ACTUAL

2009ACTUAL

2010ACTUAL

2011JUNE 30

TARGET

0 0 0 0 0 0

1 every 2 years


91% 82% 73% 65% 78% 81% 35%

0.2 / 1.10 0.2 / 0.60 0.2 / 0.70 0.3 / 0.70 N/A N/A 0.20

0.63 / 0.45 0.67 / 0.44 0.66 / 0.44 0.76 / 0.46 N/A N/A 0.45

11,051$ 11,597$ 12,517$ 9,190$ 8,708$ N/A 8,708$

3,637$ 4,820$ 4,614$ 3,225$ 3,537$ N/A 3,537$

2.6 4.3 2.9 3.3 3.1 N/A 2.5

1,435 1,412 1,591 1,611 1,632 1,534 1,435

0.05% 0.17% 0.14% 0.19% 0.12% N/A 0.10%

Water Quality Complaints per 1,000 people served (NBI) showing Markham / Canada-wide average

Reportable adverse water quality samples as % of all samples taken (MPMP)

Water Pressure Complaints per 1,000 people served (NBI) showing Markham / Canada-wide average

Annual # of watermain breaks per 100km of distribution pipe (MPMP)

# of households per FTE





Service Satisfaction Rating (%) from informal survey

2012


WaterworksKEY PERFORMANCE INDICATORS (KPIs)


Operating cost per km - water distribution system (MPMP)

Operating cost per km - wastewater collection system (MPMP)

0.05% 0.17% 0.14% 0.19% 0.12% N/A 0.10%

55,810 74,239 45,733 45,031 42,048 20,341 45,382

67% 69% 69% 67% 73% 74% 80%

0.90 0.45 1.23 3.15 1.43 N/A 2.0

79 75 81 79 71 39 75

74% N/A 52% N/A 61% N/A 75%

65% N/A 48% N/A 54% N/A 65%

72% N/A 69% N/A 71% N/A 80%

N/A N/A N/A 98% 98% N/A 100%

6.4 21.1 14.4 11.1 9.0 0.8 20.0

6.8 8.3 8.8 10.1 12.1 4.2 <8.4

0.0% 0.0% 0.0% 6.0% 3.9% 1.7% <7.5%


# of sewer backups per 100km of mainline (MPMP)

Work order & Service requests issued


Completion rate on approved capital projects

Note: 1 Average Corporate Learning Hours per Full-time Employee in 2009 was a combined number for Operations Division, Waste & Environmental Management, and Waterworks. A separate figure for this business unit was not available.

MPMP data for any given year is calculated in April of the following year. As a result, mid-year 2011 data is not available.

NBI data, in the Customer Satisfaction section, for any given year is calculated in October/November of the following year and Canada-wide comparisons are published the year after that.


Average Waterworks-specific training hours per full-time employee

STAFF ENGAGEMENT


Staff turnover rate


KPI SUMMARY


.24.

# Objective

Re

qu

ire

s A

dd

itio

na

l

Re

so

urc

es

Outcomes

Gro

wth

Ma

na

ge

me

nt

Tra

nsp

ort

atio

n/T

ran

sit

En

vir

on

me

nt

Mu

nic

ipa

l S

erv

ice

s

Pa

rks,

Re

cre

atio

n,

Cu

ltu

re

& L

ibra

ry M

aste

r P

lan

/ P

ub

lic S

afe

ty

Div

ers

ity

Ali

gn

me

nt

to N

QI

Co

nti

nu

ou

s

Imp

rov

em

en

t /

E3

1

Service Planning Working with Operations to determine feasibility of 'Pipes Group' and report back to Senior Management on implementation strategy by Q3.

� � �

2

Office Relocation Working with the Real Properties group to find a new location to move Waterworks. Completion of this project is subject to the disposition of the Garage Space at 8100 Warden.

� �

3

Carlton Road Pumping Station Building Working with Asset Management to investigate the feasibility of enclosing the pumping station. Work will include generation of concepts, public consultation, site plan approval, and design. It is anticipated that this work would lead to construction in 2012 or 2013.

�

4Training Centre Study

(Co-Owner with Fire Services)

Corporate Training Centre for Fire/Waterworks departments. Study completed by Q2. � ��

Waterworks2012 Business Plan Objectives (S.M.A.R.T)

Council Operational

Priorities




1

Implementation of Water Audit - an International best practice to determine water loss in drinking water systems

NP

• Identify authorized unmetered usage from all Town facilities, parks, and other services (i.e. irrigation, fire fighting, etc.) by end of Q3. Develop a policy for tracking water use for future connections and services by end of 2012.• Complete the 2nd phase of the Town-wide roll-out of SMA's town-wide by end of 2012.• Work with Region on forensic audit of billing systems expected to be completed by Q2.• Undertake a review of the metering accuracies for top 100 ICI Customers and representative sampling of residential meters.

��

2

Inflow and Infiltration (I&I) Reduction - A joint undertaking of all York municipalities to reduce I&I system flows by 10%

Undertake a study of the legal implications, and system benefits of a private side service lateral relining program. Anticipate completion by Q3.

� � � �

3

Service Planning - Building on work done in 2010, Service Planning is a program designed to allow for bottom-up input into service delivery and to design services to provide value and accountability

Begin to process map the services provided by the O&M Division. Work will review the functional charts, SOP's and other works undertaken for the QMS certification. Anticipate completion by Q4.

� � �

4

Legislative and Corporate Compliance - Processes for ensuring compliance to legislative requirements and corporate policies

• Convert Waterworks capital project tracking to Eclipse by Q2. � � �

5

Sustainable Revenue - Programs to stabilize revenue streams and ensure long-term affordability of service and undertake review of the water rate structure

Complete the work begun in 2011 on a sustainable water rate structure

� � �





.25.


Sta

tus

Council

Corp

ora

te

Opera

tional

12011 Firefighter Recruitment with Human

Resources (Lead Department)

Complete firefighter recruitment for start date Oct. 24, 2011OT � �

2Improve site-plan approval of subdivision process

with Planning Department (Lead Department)

Improve community fire safety; Draft MOU with Engineering dept.OT � �

3Support Emergency Planning (Contributing

Department)

As described in work plan finalized by Emergency Preparedness

Coordinator.COM � �

4

Complete Retrofit of 8100 Warden Ave. facility to

accommodate Emergency Operating Centre

(Stimulus funded)

Emergency Operations Centre fully operational.

COM � �

5

Support Implementation of AVL as part of

Implementation of Wireless Communication

Project (Secondary)

System not yet fully operational. Dependant on support from ITS for roll

out. DL � �

6Modification of Second Suite Registry in Amanda

(contributing Department)

Second suites now have their own folder in AmandaCOM � �

7

Collaborate with Building Standards and

Legislative Services on a report and by-law to

Council to: 1) recover costs associated with the

investigation and remediation of Grow Ops and

illegal drug labs; and 2) prohibit the excessive

fortification of houses and buildings in Markham

(contributing Department)

Report to Council Q4 2011.

OT � �

8

Support corporate initiatives: greenprint, Official

Plan update, Diversity Action Plan, Portal,

Community Engagement, Municipal Services

(Contributing Department)

Leeds Buildings (new fire stations); reduced dept. Printing; Fire Master

Plan; community outreach programs; firefighter recruitment; public

education programs.OT � �

9Fire Services Master Plan Report to Council Q4 2011.

DL � �

Business Unit Profile PLANNING DOCUMENT 2012Fire & Emergency Services


� �

10Improve staff recognition rating Annual safe driving awards; surveys

OT � �

11

Public Education Programs: 1) Healthcare

facilities; 2) Industrial Commercial; 3) Secondary

School Lab safety program

1) Added quarterly training/education for local facilities to compliance

requirement; 2) Developed training program; 3) implemented programs OT � �

12

Complete all existing unfinished capital budget

projects for current year

Cathedral station bunker gear; Cathedral station FF&E; EOC retrofit;

backup generator facilities; FF tools & equipment; fire pumper &

apparatus equipmentCOM � �

13Complete staff award reports in 1st qtr. 2011 in

accordance with Purchasing by-law.

Nomex station wear for firefighters; bunker gear; firefighter safety boots;

hose; thermal image cameras; Richmond Hill Training towerCOM � �

14

Fire Prevention Recruitment & training. Complete

promotional Captains process and training.

Company Officers school.

Hire new Fire Prevention Officer; Captains promotional process Qtr.1

2011; Company Officers school Qtr.2 2011. OT � �

15Fire Prevention Records Mgmt. Property files completed for varies stations.

DL � �

16Order and purchase life cycle apparatus

replacements

Replaced life cycle apparatus 951; new pumper for Cathedral station

delivered.COM � �

17Review processes and practices to generate

continuous improvement opportunities (E3, NQI)

Sick time management; SOP Asbestos; on-line applications for

community events; driver license renewals AD � �

18Fire/Waterworks Training Centre Study Corporate Training Centre for Fire/Waterworks Depts. Draft RFP Qtr.3

2011. Study to be completed in 2012.OT � �

19Tools and equipment, maintenance and training for

special response

Hazmat training program operational response for Qtr. 4OT � �




Notes:

.26.

2006ACTUAL

2007ACTUAL

2008ACTUAL

2009ACTUAL

2010ACTUAL

2011JUNE 30

TARGET

1 1 6 14 15 3

1 every 2 years

0 0 0 0 0 8

100% 91% 70% 70% 83% 93% 80%

100% 29% 50% 50% N/A N/A 35%

N/A N/A 32 70 71 71 70

N/A N/A N/A 200 455 213 280

243.05$ 252.86$ 236.32$ 237.71$ 239.87$ 116.53$ 235.00$

69.50$ 72.64$ 68.14$ 68.25$ 69.43$ 34.01$ 68.00$

1,580$ 1,614$ 1,887$ 1,977$ 2,129$ 2,425$ 1,500$

20.00$ 18.00$ 27.00$ 20.00$ 26.75$ 20.00$ 18.00$

0.71$ 0.66$ 0.69$ 0.66$ 0.64$ N/A N/A

N/A N/A 6% N/A N/A 28% 100%

N/A 495 406 300 177 140 >2009

7,162 7,649 7,592 7,666 6,615 3,331 <2009

Net cost per capita 1

Average monthly vehicle down time (in hours)

Average monthly maintenance cost per heavy truck vehicle

# of inspections per inspector 1


2012


Fire & Emergency ServicesKEY PERFORMANCE INDICATORS (KPIs)







Operating cost per $1,000 of assessed value (MPMP)


MFES School Program total schools involved 1

Total # of emergency incidents

MFES School Program school visits 1

% # of fires contained to room of origin 1

7,162 7,649 7,592 7,666 6,615 3,331 <2009

2 2 2 2 2 2 2

0 2 0 1 0 0 0

707 679 260 295 270 189 370

2,723 3,466 2,842 2,105 2,444 1,168 >2009

N/A N/A N/A N/A 810 300 N/A

73% N/A 65% N/A 62% N/A 75%

65% N/A 36% N/A 49% N/A 65%

75% N/A 85% N/A 72% N/A 80%

100% 100% 100% 91% 99% N/A 100%

2.2 2.1 1.6 1.4 N/A 0.1 20.0

6.6 7.9 8.4 7.1 6.2 3.3 <8.4

0.0% 1.0% 2.0% 3.0% 1.6% 1.6% <7.5%

# of technical training hours per firefighter 1

# of inspection violations 1

STAFF ENGAGEMENT



KPI SUMMARYNote: 1 New KPI developed as part of the 2010 Business Planning Process in 2009.


Total # of emergency incidents

# of plans reviewed per examiner 1

# of Vehicle activity per emergency incident



Staff turnover rate


# of accidental fire deaths

.27.

# Objective

Re

qu

ire

s A

dd

itio

na

l

Re

so

urc

es

Outcomes

Gro

wth

Ma

na

ge

me

nt

Tra

nsp

ort

atio

n/T

ran

sit

En

vir

on

me

nt

Mu

nic

ipa

l S

erv

ice

s

Pa

rks,

Re

cre

atio

n,

Cu

ltu

re

& L

ibra

ry M

aste

r P

lan

/ P

ub

lic S

afe

ty

Div

ers

ity

Ali

gn

me

nt

to N

QI

Co

nti

nu

ou

s

Imp

rov

em

en

t /

E3

1

Work with Asset Management to managed fire station Life Cycle (repair & maintenance).

Improve financial tracking. Current condition assessment of fire stations maintenance requirements.

� ��

2Address Impacts of Growth (Co-lead with Operations)

Maintain service levels with Town growth.� ��

3

Support implementation of strategic plans: greenprint, Diversity Action Plan, Community Infrastructure Strategy, etc.

Departmental requirements and interests represented. Contribute, include implementation, of recommendations as required. � ��

1Implement recommendations from Fire Master Plan. B

Improve department efficiencies and develop implementation plan by Q2. � ��

2

Undertake organizational review for department based on direction received from the approval of the Fire Master Plan.

BReview completed by Qtr. 2 2012

� ��

3 Open Cornell station & make fully operational. Qtr. 1 2012 � �� Construction & completion of new Make fully operational by Qtr.2 2012

� ��




Fire & Emergency Services2012 Business Plan Objectives (S.M.A.R.T)

Council Operational

Priorities

4Construction & completion of new Communications Centre 8100 Warden Ave.

Make fully operational by Qtr.2 2012� ��

5Delivery of 2 new replacement apparatus. Cornell station pumper Qtr.1 2012; life cycle 956

Qtr.2 2012. � � � � � �

6

Fire/Waterworks Training Centre Study

NPCorporate Training Centre for Fire/Waterworks departments. Study completed by Q2 2012. � ��

7

Fire Prevention recruitment & training. Complete promotional Captains' process and training. Company Officers' school.

BHire new Fire Prevention Officer; Captains' process Q3 2012; Company Officers' school Q4 2012.

� ��

8Fire Prevention Records management. All Markham addresses will have an Amanda file.

� � �

9Order & purchase life cycle apparatus replacements. NP

Maintain service levels in fire department fleet.� ��

10

Review processes and practices to generate continuous improvement opportunities (E3, NQI)

Target inspection program; healthcare & long-term care facilities inspections; NFPA standards; OH&S; Bill C-45; CSA; Emergency Management Program.

� ��

11Tools and equipment, maintenance & training for special responses. NP

Increased efficiencies and service levels in the department. � � � � �

12

Public Education programs 1) Cadet program; 2) Industrial/Commercial training; 3) Jr. Firefighter camp; 4) Fairchild Radio programming; 5) On-line video training; 6) VIP York Regional Police; 7) Regional Jr. Firefighter camp; 8) Elementary school program

1) 1st Qtr.; 2) 2nd Qtr. 3;) 2nd Qtr. 4;) 3 Qtr. 5) 3rd Qtr;. 6) On-going ; 7) 2nd Qtr.; 8) On-going 2012

� ��




.28.


Sta

tus

Council

Corp

ora

te

Opera

tional

1

Support BMFT projects: greenprint, Diversity Action Plan, Municipal Services, Integrated Leisure Master Plan Implementation and Community Engagement (Secondary)

Supporting project implementation

OT � �

2 Accessibility (AODA) (Secondary) Supporting project implementation OT �3 IT Infrastructure (Secondary) Supporting project implementation OT � �4 Portal (Secondary) Supporting project implementation AD �5 Sponsorship (Secondary) Supporting project implementation OT �

6

Re-open renovated Thornhill Community Library - with additional resources to keep pace with projected increases in service transactions

Re-opened June 2011. Additional staff resources funded.

COM �

7

East Markham Library - 1) support construction process; 2) develop Markham Stouffville Hospital partnership; and 3) implement opening day collection

1) Construction on time. 2) MOU re MSH partnership in development. 3) Award of contract for opening day collection approved by Council; contract project manager hired; procurement started. OT � �

8Library Building Security Improvements (work with Asset Management)

Achieved legislative compliance (Bill 168).OT �

9 Milliken Mills Library Expansion - Design Capital budget submission for design work in 2012 submitted. AD �10

Service Desk Replacement - to support mobile proactive customer service

Implemented at Thornhill Community branch.OT � �

Business Unit Profile PLANNING DOCUMENT 2012Markham Public Library


10proactive customer service

OT � �

11C3 Implementation to keep pace with growth - Angus Glen & Milliken

C3 implemented at Unionville, Thornhill Village branch, and Thornhill Community branch.

AD � �

12C3 Product Development - implement C3 Business & Marketing Plan (BMP)

C3 BMP is under development; patent process (U.S. and Worldwide) continuing.

OT � �13 Expand Learning Place programs for all ages Increased participation and program revenue. OT � �

14Implement efficiencies associated with Integrated Library System upgrade (Symphony)

Efficiencies implemented to keep pace with the growth in material flow.AD � �

15Online payment of fines and fees (eCommerce module)

Not funded.DL � �

16

Develop training, orientation, professional development, change management, recruitment to improve customer service

Improved customer satisfaction with library service.

OT � �

17Wayfinding & Signage improvements - to enhance self-service

Improved customer satisfaction with self-service ease of finding.OT � �

18Implement merchandizing standards - to enhance self-service

Standards and training completed.OT � �

19 Expand virtual materials and usage Expanded resources and increased usage. OT � �20

Marketing & Branding Marketing and Branding Plan implemented - increased market penetration and brand recognition.

OT � �21 Southeast Library Planning Library design completed (construction-ready). OT �




Notes:

.29.

2006ACTUAL

2007ACTUAL

2008ACTUAL

2009ACTUAL

2010ACTUAL

2011JUNE 30

TARGET

0 0 0 0 0 0

1 every 2 years

N/A 90% N/A N/A N/A N/A 80%

N/A 39% N/A N/A N/A N/A 35%

873 1,671 1,932 1,643 1,222 711 2,000

39% 39% 41% 42% 44% 43% 45%

86.51$ 83.16$ 85.41$ 89.48$ 71.99$ 39.20$ 90.00$

24.74$ 23.89$ 24.63$ 25.69$ 20.84$ 11.44$ 24.00$

40.19$ 38.90$ 39.39$ 39.06$ 40.46$ 21.04$ 40.00$

0.73$ 0.72$ 0.66$ 0.78$ 0.83$ N/A 0.80$

2,482 2,393 2,380 2,420 2,461 2,519 2,500

20.6 20.6 23.1 29.0 31.6 13.1 30.0

13.1 13.0 13.6 15.4 16.3 8.2 20.0

15.2 14.5 16.5 17.7 16.8 6.7 18.0

130,093 126,241 148,388 161,889 156,226 63,536 170,000

14,440 19,712 20,376 19,317 24,285 10,556 25,000


Net cost per capita1

Operating costs for library services per use (MPMP)1

Net cost per registered borrower1


Total Service transactions per Capita (MPMP)*

Circulation per Capita*

2012


Markham Public LibraryKEY PERFORMANCE INDICATORS (KPIs)




# of informal customer satisfaction surveys completed (Counting Opinions)



Circulation per Circulation Staff FTE*

Counting Opinions - % of customers extremely satisfied

Total Visits (in-person and electronic) per Capita

Population per Staff FTE

Information questions per Information Staff FTE 14,440 19,712 20,376 19,317 24,285 10,556 25,000

1.8 2.5 2.8 2.6 3.2 1.4 3.0

0.42 0.45 0.43 0.42 0.41 0.40 0.60

62% 62% 63% 63% 65% 68% 70%

2.50 2.58 2.46 2.34 2.30 2.21 3.00

N/A 6.0 9.8 4.4 12.0 N/A 10.0

75% N/A 65% N/A 63% N/A 75%

69% N/A 53% N/A 54% N/A 65%

74% N/A 74% N/A 71% N/A 80%

74% 61% 95% 100% 100% N/A 100%

29.5 10.1 6.9 11.8 15.5 0.1 20.0

8.4 12.2 11.5 7.5 8.2 2.8 <8.4

2% 5% 3% 3% 6% 3% <7.5%


Average Library Learning Hours per Full-time Employee 1

STAFF ENGAGEMENT


KPI SUMMARYNote: 1 Operating costs for library services per use (MPMP): As noted in the 2011 BUP, a change in the MPMP Survey methodology was reflected in the 2009 column. (If the methodology had not changed, the KPI for 2009 would have been 0.64.)

2 Most Library training programs are delivered internally (rather than through HR).

*Due to ILS data reporting issues, total annual circulation for 2010 was previously under-reported. Accordingly, all 2010 KPIs that include a component of circulation have been adjusted. Regarding 2011 circulation-based KPIs, it should be noted that these reflect ILS changes in counts for checkouts of multi-part items.

General Note: The impact of the closure for renovation of the Thornhill Community branch on borrowing rates and other KPIs is reflected in the 2010 and 2011 data. This branch re-opened to the public on June 15, 2011. For Q3 and Q4 2011, all 6 library branches are fully operational.


Information questions per Capita

Holdings per Capita

Library Space (sq. ft.) per Capita



Staff turnover rate


Registered Borrowers as % of Population

Information questions per Information Staff FTE

.30.

# Objective

Req

uir

es A

dd

itio

nal

Reso

urc

es

Outcomes

Gro

wth

Managem

ent

Tra

nsport

ation/T

ransit

Environm

ent

Munic

ipal S

erv

ices

Park

s,

Recre

ation,

Culture

& L

ibra

ry M

aste

r P

lan/

Public

Safe

ty

Div

ers

ity

Ali

gn

men

t to

NQ

I

Co

nti

nu

ou

s

Imp

rovem

en

t /

E3

1Commission Priority Project #15 Technology Plan

(Lead)

Leading Project implementation� � � �

2Commission Priority Project #3 Operationalize

Greenprint (Secondary)

Supporting Project implementation� � �

3Commission Priority Project #5 Community

Engagement Plan (Secondary)


4 Community Infrastructure Strategy (Secondary) Supporting Project implementation � � � �5 Portal (Secondary) Supporting Project implementation � �6 Public Realm (Secondary) Supporting Project implementation � �7 Southeast CC and Library Design (Secondary) Supporting Project implementation � �8

Commission Priority Project #10 Senior Services

Strategy (Secondary)


9Commission Priority Project #18 Governance of

External Partnerships (Co-Lead)

Leading Project implementation� � �

1

Improve management of payment transactions

through implementation of POS cashiering system

and online payment option

Improved customer service, efficiency and

revenue � � � �




Markham Public Library2012 Business Plan Objectives (S.M.A.R.T)

Council Operational

Priorities

and online payment option

2

Improve staff development and engagement by

improving processes relating to internal

communications, staff suggestions, and reward

and recognition

Improved customer service & staff satisfaction

� �

3Improve efficiencies of attendance management

processes through leveraging EZ-LABOUR

Manage increasing workload� � �

4

Customer Service: Improve customer feedback

system, merchandizing, and processes for

collection improvement in response to customer

demand

NP

Improved customer satisfaction with service &

collections, reduced wait times, increased self-

service borrowing & turnover, improved access

and manage increasing workload

� � � �

5Implement more efficient data management

system

Manage increasing volume of data input and

reporting requirements � � �

6

Improve Thornhill Village customer experience

through implementation of furniture and shelving

standards NP

Improved functionality & customer satisfaction

� �

7Improve volunteer policy and management. Improved volunteer experience; more efficient

management of volunteers � � � �

8Operationalize East Markham branch (collection,

staff, FF&E, IT, programs, MSH partnership )

East Markham opened; MSH partnership

implemented � �

9Complete design process for Milliken Library

expansion and renovation NPConstruction-ready drawings completed

� � � �

10C3 Business & Marketing Plan: continue to

develop; continue worldwide patent process

Business Plan milestones met; patent granted� �

11One Book One Town - community reading project Increased participation in literacy activities,

increased borrowing � �

12Expand Learning Place programs for lifelong

learning, education support and skill development

Increased participation and program revenue� � �

13Community Outreach: Improve and expand

outreach and develop partnerships with schools

Increased outreach, partnerships and

participation � � �




.31.


Sta

tus

Council

Corp

ora

te

Opera

tional

1

Review of the acceptance for maintenance/assumption

process with Development Services (Primary)

Meeting with other commissions to develop understanding of each group's

requirements. Work to continue in 2012 to focus on maintenance management

plans, policy, process and service level agreements aligning with Service

Planning.

AD � �

2

New Official Plan Process - work with Development Services

in the preparation of a new Markham Official Plan

integrating BFMT initiatives, specifically Municipal Services

(Secondary)

Reviewing service demands for high density areas. Confirmed need to develop

maintenance management plans for new urban high density modelOT �

3

Public Works Master Plan (Primary) New east yard site selection process underway. Office renovations at Miller

Avenue completed and Traffic Division relocated in spring 2011 with Parks Area

2 crew to move in fall 2011. Capital funding requirements under review.OT � �

4

Environmental Initiatives, including BMFT's greenprint

(Secondary)

Completed review and of 250+ Greenprint recommendations considering

resource and budget impacts. Identified / aligned work plans in the Greenprint

contextOT � �

5Community Relations Support (Primary) Committed to work with Communications and Community Relations Dept. to

review special events service delivery and possible cost recovery model. DEL � �

6

Community Engagement (Secondary) - Partnership with

Legislative Services and YRP to establish volunteer resident

participation in the observation and reporting of park usage

issues.

Collaborated with By-law and Licensing Dept to define program and completed

preliminary presentation / report to General Committee. Operations Department

work completed. By-Law enforcement to finalize implementation. COM � �

7

Public Realm - complete demonstration projects and policies

and procedures manual by Q4 2011

Completed program report to Council (June). Public Realm Advisory Committee

approved. Initial program projects completed on schedule (flowering trees,

sustainable gardens). Strategy and guidelines will be developed by end of 2012 AD � �

8Pan Am Games - Participate in Pan Am Transportation Operations has representation on team. Awaiting lead agency to set up meeting.

OT �

Business Unit Profile PLANNING DOCUMENT 2012Operations


8Pan Am Games - Participate in Pan Am Transportation

Team (PATT)

Operations has representation on team. Awaiting lead agency to set up meeting.OT �

9Analysis of pilot AVL technology implementation (Primary) Successfully implemented and monitored expanded AVL program to include 34

seasonal deployed units. COM � �

10Portal Project - support implementation by lead department. Phase 1 (implementation) completed. Ongoing review and update of Operations

Dept web information.COM � �

11Re-alignment of Operations Division Reorganization of Operations Department formally approved and successfully

implemented in June 2011COM � �

12Accessibility Improvements - implement pedestrian

accessibility improvement at traffic signals.

Design of pedestrian accessibility improvements for 10 intersections currently

underway. Implementation scheduled for completion Q4 2011. OT � �

13

Implement Service Planning to support BMFT's Municipal

Services Project and integrate continuous improvement into

daily business practices

Completed review of documentation and deployment of staff (Horticulture, Turf

Crew) by May 2011. Ongoing review of routing and documentation and field

meetings with staff for continuous engagement and improvement.OT � �

14

Develop and Implement Pavement Management Joint project with the University of Waterloo, "Quantifying Pavement

Sustainability". Scheduled for completion April 2012, the project is to provide a

practical framework for incorporating pavement sustainability best practises into

the pavement engineering operations at the Town.

OT � �

15

Implementation of Year 5 (of 5) Enhanced Cultural Practices

Program

Dedicated team to provide service town-wide. Complete enhanced field soil

testing, documentation and analysis by year end. Year five be completed by year

end.OT � �

16

Winter Operations - Windrow Task Force Completed review of windrow program including workshop(s) with Council

appointed task force. Continuing work with task force and will present options to

Council in Q4.OT �

17

Turf Maintenance - Boulevard Maintenance Task Force Completed review of boulevard maintenance program with Council appointed

Task Force. Region service level aligns with Town's 12-14 days. Report to

Council in fall 2011.OT �

18People Plan Monthly meetings held with Supervisory staff. Enhanced training program for

Fleet to be implemented by Q4 2011.OT �

19Pipes' Group With completion of Re-alignment of Operations Division, Pipes Group

discussions will begin in 2012.DEL � �



Notes:

.32.

2006ACTUAL

2007ACTUAL

2008ACTUAL

2009ACTUAL

2010ACTUAL

2011JUNE 30

TARGET

0 0 0 2 3 0

1 every

2 years

0 1 1 0 0 1

N/A 79% N/A 66% 65% N/A 80%

N/A 33% N/A 44% N/A N/A 35%

N/A N/A 92% N/A 88% N/A 85%

N/A N/A 83% N/A 89% N/A 85%

N/A N/A 82% N/A 88% N/A 85%

8,304 10,128 11,902 10,362 13,040 6,544 N/A

158.65$ 188.25$ 206.62$ 198.80$ 182.99$ 110.17$ N/A

6,756$ 6,637$ 7,688$ 7,786$ 7,158$ 8,121$ N/A

3.08$ 3.13$ 3.62$ 3.85$ 4.06$ 4.09$ N/A

N/A N/A N/A 15,038$ 8,886$ N/A N/A

2,385.26$ 3,968.97$ 5,500.78$ 5,545.07$ 3,450.22$ N/A N/A

N/A N/A N/A 3,500$ 3,300$ 3,900$ N/A

2.7 2.9 3.5 3.4 3.6 N/A N/A

3.6% 3.8% 3.8% 4.0% 4.0% 4.1% N/A

60% 77% 76% 87% 93% N/A 85%





2012


OperationsKEY PERFORMANCE INDICATORS (KPIs)



% Customers indicated ‘Timely Response’ received

% Customers indicated ‘Satisfactory Resolution’ received

Operating costs of road winter maintenance per lane kilometre maintained (MPMP)


Cost per hectare of parks maintained

Total costs for paved roads per lane kilometre (MPMP - new 2009)


Cost per tree maintained

% Customers indicated ‘Satisfactory Level of Service’ received

% of paved lane kms where condition is rated good or above (MPMP)

Average annual operating cost per licensed unit in Fleet under 10,000 lb GVW

Number of ACR work orders/requests (Parks and Roads)

Hectares of park per 1,000 persons (MPMP)

Parkland hectares as % of total hectares in municipality

60% 77% 76% 87% 93% N/A 85%

100% 99% 100% 100% 100% N/A 100%

N/A N/A N/A 72% 74% 49% 80%

N/A N/A N/A 100% 100% 98% 90%

N/A N/A N/A 15.8% 16.4% 14.0% N/A

N/A N/A N/A 81% 81% 87% 100%

N/A N/A N/A 91% 92% 85% 100%

73% N/A 59% N/A 60% N/A 75%

64% N/A 50% N/A 50% N/A 65%

72% N/A 71% N/A 70% N/A 80%

97% 100% 95% 98% 98% N/A 100%

41.9 43.2 10.4 11.1 15.0 1.3 20.0

7.5 N/A 10.4 7.8 N/A 2.9 <8.4

3.0% 3.0% 11.0% 3.0% 7.1% 3.8% <7.5%

Availability of sportfields for public use (in service rate in %)

STAFF ENGAGEMENT



Completion rate of capital projects (% of planned budget spent)

% of winter responses that meet or exceed road maintenance standards (MPMP)

KPI SUMMARYNOTE:

1 Average Corporate Learning Hours per Full-time Employee in 2009 was a combined number for Operations Division, Waste &

Environmental Management, and Waterworks. A separate figure for this business unit was not available.


% of paved lane kms where condition is rated good or above (MPMP)

Met mowing standard of 12 – 14 days

Licensed fleet availability (in service rate in %)


Staff turnover rate


% of fleet utilizing hybrid technology (light duty vehicles under 10,000 lb GVW)


.33.

# Objective

Req

uir

es A

dd

itio

nal

Reso

urc

es

Outcomes

Gro

wth

Managem

ent

Tra

nsport

atio

n/T

ransit

Environm

ent

Munic

ipal S

erv

ices

Park

s, R

ecre

atio

n,

Cultu

re &

Lib

rary

Maste

r P

lan/ P

ublic

Safe

ty

Div

ers

ity

Alig

nm

en

t to

NQ

I

Co

nti

nu

ou

s

Imp

rovem

en

t / E

3

For Our Future

1

Public Works Facility Master Plan (Primary)

New east works facility and renovate John St. & Central shops. Necessary to address space planning , staff satisfaction, health & safety and environmental issues.

NP

Workshop with Council in fall 2011; Approve strategy for land acquisition in 2012; Environmental Assessment process to be completed in 2012: Coordinate requirements with Corporate Accommodations Plan.

� ��

2

Green Print (Secondary) - Develop a strategy to align and prioritize Green Print recommendations.

Develop strategy and align long term work plan by end of Q2; Analyze service delivery documentation and develop Performance Indicators by Q4.

� ��

3

Address Impacts of Growth (Joint Primary)

Work with Development Services on teams to address development, review, approval, specs, construction, inspection/testing and acceptance. Investigate opportunities for public/private partnerships in service delivery models.(Joint Primary with Fire Services) Engineering, Urban Design, Parks Design & Construction, All C&FS Depts

Review new development approval process to ensure Operations requirements are included in final design, specifications and tenders. Develop maintenance management plans that includes financial models for high density areas. Develop inspection and testing criteria for inclusion in the tender and construction acceptance process.

� ��

For Our Community

4Community Engagement (Secondary)

Engage volunteer groups / agencies. Advance programs in place

Holding focus groups, develop surveys, advance programs to align with ILMP by Q4 � � �

5Public Realm (Primary) - Long term plan to create dynamic and beautiful public spaces.

Complete strategy and present to Council by Q2. Implement 2012 capital program by Q4. Develop 2013 plan and budget by Q3. ��

6Service Planning (Secondary) - Information sharing and mentoring

Review growth costs for parks and roads - undertake study with Development Services. Act as member of advisory team for other � �



Operations2012 Business Plan Objectives (S.M.A.R.T)

Council Operational

Priorities

6 mentoring Development Services. Act as member of advisory team for other department Service Planning projects.

� �

7

Community Events (Joint with Recreation Services) - Review events (Town led, supported, and external). Investigate opportunities for grants for town supported/led events and fees for external led events

Define roles and responsibilities with Communications & Community Relations (CCR) by Q1; Operations, Recreation & CCR to develop joint policy for approval by Q2; Amend fee by-law by Q3.

� �

For Our Future

1Portal - Leverage existing technology to enhance customer service, education and communication with our stakeholders

Update / provide access to on-line forms and education/communication updates by Q1. � � � �

2

Emerald Ash Borer

Develop strategy with York Region to manage the infestationNP

Confirm ash tree inventory, condition, treatment, removal, replacement. Report to Council in Q1. Review options concerning private property. Pressure other levels of gov't to provide funding. ��

For Our Community

3PIPEs Group - Improve service to community Restructure duties and responsibilities of storm, sanitary, and

water distribution systems by Q4. ��

4Accessibility Improvements - Implement Year 2 of Audible Pedestrian Signal enhancements

Complete last phase of pedestrian signal countdown program by Q4. � �

5

Pavement Preservation Program - Complete tasks outlined in staff report

Quantify typical savings, sustainability rating systems evaluation, framework development, recommendations and guidelines and final presentation are in progress.

� ��

For Our Staff

6

People Plan

- Succession Planning - Recruitment Process - Training & Development

Confirm plans to enhance Supervisory skill sets by Q1. Investigate apprenticeship programs by Q4. Use of Markham Learn Centre and external agencies to develop staff training plans. Streamline seasonal recruitment, training and orientation process by end of Q1.

� �

For The Organization

7Technology Plan - Leverage AVL/GPS technology to improve / monitor service delivery, spatial data collection, surveying and mapping of infrastructure inventory

NPImplement balance of AVL program by Q2. Advance multi-year data collection program for Tree Inventory. Advance GPS collection of street sign inventory by Q4.

� �

8Continuous Improvement - Continue cross-commission teamwork with Development Services (Eng, Urban Des, Parks Des & Const).

Develop service levels agreements for review of plans, tender document specs, inspection, testing, and acceptance for maintenance by Q3.

� � � �





.34.


Sta

tus

Council

Corp

ora

te

Opera

tional

1

Pricing Strategy - Develop a comprehensive pricing strategy, including pricing philosophies, financial accessibility and subsidy, pricing elasticity and fee increase methodology (Primary)

The project team has been formed and the project charter is developed and approved. The first phase of the project is on target for a September completion. OT � �

2

Integrated Leisure Master Plan Implementation (Primary)

The project team continues to implement the recommendations that have been identified to be completed in the 2010 - 2014 period. An annual report card to be completed to track and report progress.

OT � �

3

Community Engagement Framework Finalized and Pilot Project on Neighbourhood Plan Completed (Primary)

A study was completed with York University that identified what people perception of their neighbourhood is. A report of this and the proposed framework will be presented to Council 2011.

DL � �

4

Pan Am Projects (Primary) The site and schematic design has been approved. The detail design to be completed December 2011. Completion date July 2014. OT �

5


The Recreation Department has fully supported the development of all Corporate Wide objectives and have fulfilled all deadlines established. OT � �

6

Complete Recreation Reorganization - Focus on customer service, increased efficiencies, and development of a culture of recognition

All staff have been placed in their new roles and are working in their new capacities. Area based teams are developing their communication processes. In the fourth quarter efforts will focus on improvement of department wide processes and strategies.

OT � �

7

Operationalize all Stimulus/RInC funded Recreation infrastructure projects

The Saint Roberts Soccer Dome opened in February 2011 and is now fully operational. The Angus Glen Tennis Centre opened in June, 2011 and is now fully operational. The Civic Centre Artificial Ice Rink will open in November/December 2011.

OT � �

Business Unit Profile PLANNING DOCUMENT 2012Recreation Services


8Key Performance Indicators Development and Improvement

This will project will be initiated in the fourth quarter.OT � �

9

East Markham Community Centre Operating Plan (staffing, program and service delivery, strategic relationships)

A team has been formed to develop the Operating Plan. The team is focussing on preparing a full year operational scenario. The Planning & Standards Team is evaluating possible erosion of existing services and initial opening financial impacts. The full operating plan will be complete by end of 2011

OT �

10

Departmental Marketing & Communication Improvement to Enhance Staff Collaboration and Service Delivery

A pilot project was initiated to develop a comprehensive marketing plan for Fitness. A team was formed and a plan has been developed. The plan will be implemented in the fourth quarter. This process will serve as a template for further marketing initiatives.

OT �

11

Identification and Capitalization of Departmental Synergies - all processes, service delivery systems, facilities and program and facility development will be examined and identified

This process will be done in coordination with the Recreation Reorganization efforts undertaken in the fourth quarter.

OT �

12Environmental and Energy Conservation Leadership in Recreation Facilities

A project was undertaken to use to convert the energy generated by the spin classes back to the grid.

OT � �




Notes:

.35.

2006ACTUAL

2007ACTUAL

2008ACTUAL

2009ACTUAL

2010ACTUAL

2011JUNE 30

TARGET

0 0 3 1 0 0

1 every 2 years

0 0 0 0 0 0 0

N/A 84% 79% 87% N/A NA 80%

N/A 24% 71% NA N/A NA 35%

48.84$ 50.46$ 52.17$ 49.71$ 49.65$ 16.40$ N/A

16.40$ 13.33$ 18.80$ 14.27$ 14.37$ 4.79$ 18.00$

73% 73% 70% 72% 71% 78% 70%

24% 25% 25% 27% 26% 21% 15%

5,662,447 5,763,326 6,214,641 6,958,725 6,330,339 3,532,565 6,749,303

81% 87% 87% 85% 82% 80% 80%

NA NA NA NA N/A NA 80%Average fill rate in all facilities (***) 1

# of annual visits at recreation facilities 1

2012


Recreation ServicesKEY PERFORMANCE INDICATORS (KPIs)








Net cost of recreation per capita

Revenue as % of total non-tax Town revenues

Revenue as % of total gross Recreation operating expenditures

Average fill rate for all programs


NA NA NA NA N/A NA 80%

3.2 3.1 3.1 3.1 3.1 3.1 3.5

80,409 78,281 82,750 81,271 82,125 37,360 90,000

9,829 9,805 9,900 9,856 9,953 4,528 N/A

3,049 3,735 3,599 3,651 3,395 1,400 4,000

82% 86% 82% 86% 27% NA 95%

77% N/A 66% NA 63% N/A 75%

6600% N/A 54% NA 56% N/A 65%

74% N/A 80% NA 72% N/A 80%

100% 100% 99% 90% 98% N/A 100%

14.5 18.6 13.7 12.6 2.5 1.1 20.0

2.8 6.1 6.8 5.6 7.4 2.8 <8.4

4.0% 0.0% 5.0% 2.0% 3.8% 2.1% <7.5%

KPI SUMMARYNote: 1 New KPI developed as part of the 2010 Business Planning Process in 2009.


Average fill rate in all facilities (***) 1

Annual # of all direct program classes

Sq.ft. of community centre space per capita



Staff turnover rate


Annual # of all direct program registrations



Completion rate on approved capital projects 1

# of fitness memberships at year end

STAFF ENGAGEMENT

.36.

# Objective

Re

qu

ire

s A

dd

itio

na

l

Re

so

urc

es

Outcomes

Gro

wth

Ma

na

ge

me

nt

Tra

nsp

ort

atio

n/T

ran

sit

En

vir

on

me

nt

Mu

nic

ipa

l S

erv

ice

s

Pa

rks,

Re

cre

atio

n,

Cu

ltu

re

& L

ibra

ry M

aste

r P

lan

/ P

ub

lic S

afe

ty

Div

ers

ity

Ali

gn

me

nt

to N

QI

Co

nti

nu

ou

s

Imp

rov

em

en

t /

E3

1

Community Engagement Plan - Building on the success of the 2011 Pilot Program, a full plan will be rolled out in 2012.

A formal Community Engagement Plan will be completed and implementation will begin by Q4, 2012.

� � � �

2

Municipal Role in Community Events - Town's involvement in Community Events will be explored through a Cross Commission review of current involvement.

A formal review is completed with recommendations made that formalize Town involvement in events by Q4, 2012 with implementation by in 2013.

��

3

PAN AM Projects - Continue working with Toronto 2015 and Infrastructure Ontario design and commencement of construction of facilities.

BAll timelines established by IO and TO2015 are met. � � �

4

Integrated Leisure Master Plan - continued implementation of recommendations contained within the Integrated Leisure Master Plan.

Recommendations to be implemented in 2012 will be identified by Q1, 2012. Action plans will be developed by Q2 - completion of action plans by Q4, 2012.

� � � �

5


The Recreation Department will fully support the development of all Corporate Wide objectives and have fulfilled all deadlines established.

� � �

Recreation Services2012 Business Plan Objectives (S.M.A.R.T)

Council Operational

Priorities



1

Pricing Strategy - finish development of a comprehensive pricing strategy, including pricing philosophies, financial accessibility and subsidy, pricing elasticity and fee increase methodology

NP

The complete strategy will be developed and implemented by the end of 2012. This will include finalization of research document, public consultation document, pricing strategy and subsidy strategy.

� � � � �

2

Service Planning Initiative - the Recreation Department will undergo a service planning review and formulate service standards and recommendations.

In 2012 a Service Planning Team will be formed, a project charter will be developed, and process for review will be finalized. The review will be undertaken but final recommendations will be expected in 2013.

� � � �

3

Community Safety Plan - Through an approach of research, partnership consultation and community engagement, a plan will be developed that will explore how the Town can actively make Markham, a safe community, even safer.

In 2012 a Planning Team including external stakeholders will be formed, a project charter will be developed, and process for review will be finalized. The review will be undertaken but final recommendations will be expected in 2013.

� � �

4

Seniors Services Strategy - Development of a strategy for the delivery of services impacting seniors.

In 2012 a Planning Team including external stakeholders will be formed, a project charter will be developed, and process for review will be finalized. The review will be undertaken but final recommendations will be expected in 2013.

� � �

5

Marketing Strategies - Development of Marketing Strategies that acknowledge the specific target markets and vaired clientele of the differing service delivery areas offered within Recreation Services.

At least two specific delivery areas will go through a marketing review and have a specific marketing strategy developed for that area. � � �





.37.

(As at November, 2011)

ASSET MANAGEMENT DEPARTMENT SUMMARY

The Asset Management Department is responsible for the following functions:

Manage corporate assets within the road right-of-way and on Town property (buildings, road, sewers, storm-water system components, water network components, bridges, culverts, landfill, streetlights)

Convert infrastructure data into corporate databases and corporate maps (Geographic Information Systems – GIS)

Conduct life-cycle and condition assessments (life expectancy, predictive modeling, rehabilitation requirements, replacement costs and reserve level funding levels)

Project manage the construction of all new Town facilities

Repair and maintain Town-owned buildings (except for Community Centres and Cultural buildings) as well as tracking attributes, life cycle and condition data

Operate and maintain Civic Centre, 8100 Warden, and mechanical operations/maintenance of FS 93, Museum Collections Building, Markham Village Library, and Varley Art Gallery.

Provide Utility Approvals for work proposed within Town right-of-way

Deliver survey services

Maintain a library of digital engineering drawings and documents of the Town’s entire infrastructure

The Asset Management Department is made up of two Divisions: 1. Right-of Way (ROW) Assets

ROW Assets works closely with the Operations and Engineering Departments in relation to design and construction of major linear infrastructure components on Town’s road allowance as well as providing technical assistance to all other internal Departments. This Division is responsible for the planning of the Town’s Capital Works Rehabilitation Program such as bridge and culvert rehabilitation, landfill rehabilitation, and intersection improvements. The major functions include the following:

Assess the condition of linear infrastructure (roadways, storm sewers, streetlights and parks).

Develop most effective management strategies for the short term and long term sustainability of assets

Maintain and rehabilitate Town-owned bridges and culverts to meet the required level of service

Conduct lifecycle analysis and update reserve funding levels

Prepare annual rehabilitation program and budget request

Coordinate and provide technical support to Engineering department in capital project implementation

.38.

Environmental Assets Section The Environmental Assets Section is responsible for providing a strategic focus on the direction and management of environmental services and initiatives that support future needs and interests of the community. The major functions include the following:

Review development applications related to environmental issues

Manage and create storm and sanitary sewer capacity models

Manage Town’s environmental related programs such as: o Flood Control & Remediation o Erosion Control o Watercourse Management o Subdivision/Site Plan Review o Policies, Standards, Guidelines and Programs o Brownfield Assessment

Utilities Section The Utilities Section provides for the review, approval, and inspection of utility installations (Bell, Gas, Hydro and Telecommunications) within existing Town’s right-of-way. The section negotiates Municipal Access Agreements (MAA) with utility agencies that establishes the terms and conditions of working within the Town’s right-of-ways. The section ensures coordination of Town construction works, utility works, and other right-of-way activities to minimize conflicts. In addition, this section reviews standards, specifications and guidelines for utility installations. This section provides Survey Services that include the establishment and maintenance of surveying monuments and provides for survey, topographic plan, and layout for all Town Departments. Additional responsibilities include street-lighting on roads and walkways and monitoring of energy and maintenance costs for street-lights.

Business Systems Improvement Section The Business Systems Improvement Section’s mandate is to manage asset inventories (roads, water network components, sewers, storm-water system components, streetlights, signs, parks and park amenities) in corporate databases, an infrastructure maintenance management system, and Geographic Information System (GIS) maps. This Section also maintains a library of digital engineering drawings and documents of the Town’s entire infrastructure for staff access and external customer requests. The management of a closed landfill site including the operation of the gas collection system and methane and leachate level testing is also part of this Section’s responsibilities.

.39.

2. Facility Assets

Facility Construction Section Facility Construction is responsible for the design and construction of new Town facilities and major additions and renovations of existing buildings. This group provides project management services for major repairs, replacements, additions, and new building design and construction projects.

Facilities Maintenance Section The Facilities Maintenance Section is responsible for the maintenance of approximately 165 Town buildings and includes preventive maintenance contracts, life cycle replacement programs, and general repair services. This Section is directly responsible for the operation of 8100 Warden and the Civic Centre, mechanical operations of FS 99, Markham Village Library, Museum Collections Building and the Varley Art Gallery, the maintenance and repair of eight Fire Stations, six Satellite facilities (i.e. Heintzman House, Markham Train Station, Victoria Square CC), three library branches, seven Parks/Works facilities (i.e. Works Yard, West Parks Shop, Forestry Shop, Central Parks Shop), and six other facilities (i.e. Reesor Homes, Craft Guild, Montessori School). Facilities Maintenance manages Town wide projects/program including roof maintenance/repairs, energy initiatives (e.g. sub-metering, solar PV); accessibility; building condition audits; security; designated substances; corporate accommodation/space planning; Town side service contract renewal. Facilities Maintenance Section is also responsible for the Town wide life cycle replacement program, including yearly life cycle study updates, capital budget support, life cycle maintenance project for all town facilities (with the exception of Culture and Recreation facilities).

.40.

CULTURE DEPARTMENT SUMMARY

The Culture Department was created in 2007, making it the newest department in the Community & Fire Services Commission. The Culture Department is responsible for the engagement of Markham residents through culture and operates:

1. Frederick Horsman Varley Art Gallery; 2. Markham Theatre for the Performing Arts; and 3. Markham Museum.

The Culture Department is “Building a Creative Markham” through the development of a Culture Policy and Plan and the development of a Public Art Program. The Culture Plan is supported by the Province’s Creative Communities Prosperity Fund. It is targeted for completion in 2011. 1. Frederick Horsman Varley Art Gallery

The Varley Art Gallery, located in historic Unionville (Carlton Road and Main Street Unionville) showcases the works by the Group of Seven, their contemporaries, and new Canadian artists. The Gallery was built in 1997, inspired by the generous donation of Kathleen Gormley McKay. It works closely with the Varley-McKay Art Foundation, which acts as an advisory group and raises funds to support the gallery. The Foundation also approves art acquisitions with the advice of Gallery staff. The Varley Art Gallery of Markham is one of the most successful galleries in Ontario and features one of the largest collections of oil paintings, watercolours and drawings by Fred Varley, a Group of Seven member who is widely recognized as one of Canada’s most gifted portrait artists. The Gallery has been active in engaging new Canadians through the presentation of living Canadian artists in keeping with the brand and identity of Markham as a creative community. The Varley produces most of its own exhibitions. Some of the publications produced included the acclaimed William Berczy: Man of Enlightenment, F.H. Varley: Portraits into the Light, and the Automatiste Revolution: Montreal 1941-1960. Berczy suite was commissioned for the 210th anniversary of Berczy settlement. The Varley Art Gallery has toured Canada twice and sent its first exhibition to the USA in 2010. Aside from exhibitions, a broad range of high quality art classes for all ages is offered. Complementary workshops and lectures are also offered to the public. The Gallery actively participates in all of the Unionville festivals and many Markham events and collects art for use in public spaces at Markham facilities. The Gallery also operates the McKay Art Centre, a historic 1845 house built by Berczy settlers that was the home of Kathleen McKay and Fred Varley. The Art Centre is used for

.41.

community art projects, community artist rentals, art classes and is “home” to the Varley volunteers.

2. Markham Theatre for the Performing Arts The Theatre was a joint project between the York Region Board of Education and the Town of Markham. It is located adjacent to the Markham Civic Centre. Since its opening in 1984, Markham Theatre for Performing Arts has become a world-class stage embracing professional and amateur artists from Markham and around the world- providing entertainment to over three million guests. The Markham Theatre has an advisory committee as its board and it has a fundraising and advocacy role. The Markham Theatre is now one of Canada’s premier theatre houses serving the GTA and Markham residents. It welcomes over 125,000 guests each year, provides intimate seating for 525, and is equipped with up- to-date lighting and sound technology for all events. The furthest seat is only 65 feet away from centre stage, never leaving a bad seat in the house. With over 300 live performances each year, the Theatre presents a performance calendar that showcases the cultural diversity of the community. Building partnerships with long-term partners, such as the Markham Concert Band, Markham Little Theatre and Markham Men of Harmony, and new partners is a high priority for our theatre. Outreach programs include March Break student programming camps and music and drama camps. In 2010 the Theatre presented the performing arts component for the Children’s Festival and the of Olympic Torch event. The 2011 season is the most diverse and spectacular season ever presented with artists and productions from Asia, South Asia, Australia, Europe, South America, United States, and Canada.

3. Markham Museum Markham is located near Highway 48 and 16th Avenue on the Rouge River watershed, which was used for centuries by various Indigenous Peoples. Markham’s European history begins with William Berczy who in 1794 brought 75 families from Pennsylvania, they became known as the Berczy Settlers. Since that time, people from all over the world have chosen to make Markham their home. The Friends of the Museum was recently incorporated to be a foundation to help financially support the Museum, provide an advisory role, and make decisions on collection development.

Markham Museum endeavours to tell the story of the on-going settlement of Canada’s most diverse municipality. The Museum is situated on 25 acres of parkland and houses over 20 buildings. Most buildings have been moved from their original locations and restored. The earliest of them, Hoover House, was built in 1824 by a Mennonite family from Pennsylvania. Along with the preserved houses are barns, a train station, a school, a general store, mills, a church, a blacksmith shop, and a harness shop. Markham Museum strives to be relevant to all Markham residents through its artefacts and Markham archives.

.42.

A new 18 000 square-foot Collections building completed in late 2010 and artefacts and exhibitions were installed in 2011. The building will ensure the safety and preservation of Markham’s artefacts and archival collections and provide exhibition space to tell Markham’s stories. Opening of the LEED Gold building will take place in mid 2011.

The Museum is proud of its new educational programs and actively works with the community and other organizations to highlight our settlement stories. The Museum is highly respected in the Museum profession for its innovation and competence and is well positioned to be a leading regional attraction.

.43.

ENVIRONMENTAL SERVICES DEPARTMENT SUMMARY

Departmental Vision Making Markham a model for other communities to follow.

The Environmental Services Department is made up of two Divisions:

1. Waste & Environmental Management Division 2. Waterworks Division

1. Waste & Environmental Management Division

The Waste & Environmental Management Division is responsible for the collection of residential recyclables, organics, yard waste, residual garbage, large appliances, and scrap metal items. Collection services are provided curbside and through residential drop-off of materials at the Town’s four recycling depots. Markham is strongly committed to environmental responsibility and preservation. Markham’s Mission Green program was approved in April 2004 with the goal to divert 70% of its residential waste from landfill. Our diversion rate in 2009 is 73%. Our Council directed goal is 75%. In an effort to reach Markham’s 75% waste diversion goal, Blue Box recycling and Green Bin organics collection is provided once per week and residual garbage collection is provided once every two weeks. Leaf and yardwaste collection is provided once every two weeks from April 1 to November 30, and scrap metal and large appliances are collected by appointment. Markham provides collection services to over 50 apartment/high rise condominium buildings and is in the process of providing organics collection to select buildings and condominiums. Extensive multi-media communication and public education programs, our four recycling depots, and our relationship with Goodwill Industries support our waste diversion programs. Together, these initiatives have helped Markham reach its current waste diversion rate, which is among the highest in North America. Waste Management has also been promoting a Zero Waste philosophy to look closely at all waste generated for opportunities to reduce, reuse, recycle, or eliminate waste. We have recently converted our Civic Centre and offices at 8100 Warden building to Zero Waste facilities and are achieving better than 90% diversion. In 2009, a policy to require Zero Waste for Town and Staff events was approved and implemented.

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Markham is a recognized leader in waste management and continues to gain international recognition for its environmental programs. We were awarded First Prize in the category of Environmental Management at the Nations in Bloom Competition in 1999. Markham was chosen first among all municipalities participating in this international competition. In 2009, we won the P.J. Marshall Award of Merit from AMO for our Zero Waste achievements. Markham received the Recycling Council of Ontario’s (RCO) Platinum Award in 2007 and again in 2010 for its diversion efforts and a Gold Award for our unique programs. In 2009, the Division expanded its mandate to include sustainability issues. It is now responsible for developing policy and programs to reduce the carbon footprint of the Commission.

2. Waterworks Division

Mission To provide high quality and sufficient quantity of water supply to all system users at the highest affordable level of service, by carrying out efficient operation, maintenance and renewal of the Town's water and sanitary sewer system in order to minimize hazards to public health, safety, property; protect water sources and conserve fresh water.

The Waterworks Division is responsible for the delivery of drinking water to our Markham residents. Water is conveyed through a system of approximately 900 kilometers of watermains and more than 64,000 residential and commercial connections, while wastewater is collected through approximately 780 kilometers of sewer main. Waterworks system repairs, maintenance, and replacement responsibility is limited to the mainlines and service connections up to the property line with the exception of water meters generally located inside the house.

Waterworks is comprised of six Sections:

i. Information Management System (IMS) ii. Infrastructure Management iii. Operations and Maintenance iv. Quality Management System (QMS) v. System Engineering vi. Training

i. Information Management System

The IMS Section is responsible for data management and processing; providing information; coordinating acquisition of technology software applications and hardware, and supporting quality management system assurance of divisional data accuracy and timeliness.

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Key projects:

Implementation of mobile tablet computers for field staff to improve information flow, make staff work more efficiently, and reduce paper work

Improve document management and control document management to support QMS

ii. Infrastructure Management The Infrastructure Management Section is responsible for capital projects planning and budgeting; contracts processing and administration; capital construction management; infrastructure needs assessment and condition analysis; and water meter installation, maintenance and replacement. Key activities/programs are:

Watermain and Sanitary Sewers Replacement/Repairs - watermain and sanitary sewers (including appurtenances) are require on-going monitoring, repairs, and ultimate replacements

Water Meter Program – management of meter installation in new homes, as well as maintenance, replacement and testing of existing meters

Long Term Infrastructure Replacement Plan - develop and maintain a 25 year capital needs study for infrastructure replacements to feed into our Life Cycle Reserve and 5 year Capital Planning

iii. Operations and Maintenance The Operations and Maintenance section is responsible for customer service field requests, physical operation, maintenance and repair of the water and wastewater systems in compliance with Provincial Regulations and with adherence to QMS protocols as it relates to water quality, and environmental protection. They also perform inspections and commissioning of watermains in new development areas and Town-wide capital projects, and the operation of various storm and sanitary pumping stations. Key activities/programs are:

Water system sampling and testing in compliance with Provincial Regulations

Emergency response to sewer back-ups or watermain breaks (construction work is contracted out but Operations supervises the work)

Flushing of watermains at “dead-end” locations to maintain chlorine residuals

Maintenance and inspection of mainline valves, air release valves, pressure reducing and pressure separation valves

Flushing and inspection of sewers

Maintenance of sewer pumping stations and siphons iv. Quality Management System (QMS) The QMS Section is responsible to ensure the QMS is developed, implemented and maintained in compliance to the Drinking Water Quality Management Standard. The QMS is mandated by the Province for all water operating authorities to have as part of their licensing requirements. The QMS implements a systematic “continuous improvement” approach of planning, implementation and operation, checking and corrective actions, and

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management review to allow an organization to achieve and demonstrate sound quality management system performance by controlling the impact of their activities, products or services on quality. Key activities:

Document and record all key operational activities affecting ability to provide safe drinking water

Perform periodic and formal audits of all systems to ensure compliance

Manage and maintain an inventory of control documents and information in compliance with provincial regulations

Respond to findings from the provincial QMS accreditation body v. System Engineering

The System Engineering (SE) section is responsible for providing engineering support by collecting and analyzing water and wastewater system data for operational performance improvement, assist in emergency response, and in prioritization of capital programs and rehabilitation strategies. SE audits and reconciles Regional water bills and Powerstream water sales data to ensure maximum revenue recovery. SE also provides documentation of water quality monitoring and reporting to meet regulatory and QMS requirements. They also respond to various customer inquiries related to water quality. The SE section provides engineering support for capital projects, reviewing and commenting on new development applications. Systems Engineering administers compliance programs for cross connection control, backflow prevention and sanitary sewer discharge. Key activities/programs are:

Systems Modeling - development of hydraulic and water quality models for the water distribution and sanitary sewer collection system analyses. These models will identify bottlenecks and enable assessment of existing system conveyance, inflow & infiltration, impacts of changes to the existing system from new development and to provide support for water quality enhancement, emergency response and asset management strategies.

SMA/DMA - establishment and operation of a Sector and District Management Area system (SMA / DMA) to monitor flow, pressure and other operational system data for system performance analysis. Pilot SMA / DMA project to be implemented at four sites with evaluation and recommendations for Town wide implementation in 2007.

SCADA - development of a Supervisory Control and Data Acquisition (SCADA) system to support the SMA / DMA initiative and operational control of major system functions.

Compliance Programs - development and implementation of compliance programs for sanitary sewer discharge, cross connections and backflow prevention. Identification of customers that pose a high risk of contaminating the system and development of strategy to minimize risk to system.

Water Quality Monitoring, Record Keeping and Reporting.

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vi. Training As a key part of the QMS requirements, the Training Section is responsible for the compliance of Regulatory training through Continuing Education and practical training for all our licensed operators. Training records and manages licenses of Water and Wastewater System Operators, develops, plans, and can conduct technical training and development programs for Waterworks staff. Key activities/programs are:

Development and Implementation of Training Model - To identify the knowledge, skills and ability of staff, and to utilize these findings to develop, plan and implement training that enhances and/or builds desired career paths for staff

Training Records Management and Staff Profiling - To provide a centralized database to track personnel training records, in accordance with QMS protocols

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FIRE & EMERGENCY SERVICES DEPARTMENT SUMMARY

In 2011, the Department has an approved complement of 278 full-time staff that is deployed in eight fire stations, a mechanical shop, administrative offices, and a training centre. Firefighters are assigned to rotating shifts to provide full time coverage 24 hours per day 365 days per year. While our department is organized by division, everyone is committed to fire education, prevention, and emergency response, including rescue and suppression. Firefighters in the stations also deliver education and prevention education to residents while staff from other divisions may respond to emergencies when required. Under the Fire Protection and Prevention Act, the elected officials determine the level of fire service provided in a community. Council approved a fire services deployment plan in 2001 that identified new fire stations, vehicles and apparatus, and staff. An update of that plan is currently underway and the Fire Services Master Plan will be presented to Council for approval in 2012. The Development Charges legislation deemed fire services to be a hard service and as such, new fire stations, equipment, and vehicles for new stations are funded 100% by Development Charges collected. The Fire & Emergency Services Department maintains a high level of customer satisfaction. Our staff complete approximately 40,000 hours of training each year and responds to thousands of medical-related emergencies each year. An annual report of our services is published, which includes additional reference material. We work closely with our partners, such as the surrounding municipalities, EMS and police, and our regional colleagues, to coordinate responses and assist each other when extra resources are required, thus providing more effective and efficient service. Fire Stations in Your Neighbourhood The fire station numbering in Markham follows the regional protocol - for example, Station number 91 at 7801 Bayview is interpreted as follows, the first digit 9 identifies Markham while the second digit 1 identifies Station 1. Stations in Markham are numbered from west to east. Markham does not leave a firefighter in the station at all times as all trained personnel are assigned to the fire trucks and are prepared to respond to the next emergency. Our firefighters may be out of the station for emergencies, training, area familiarization, public education, prevention activities, and attendance at events in their area. Each station has an exterior phone that is accessible to the public, which provides a direct line to our Alarm Room dispatchers. The newer stations (92, 93, 96, and 98) maintain a front entrance that is accessible by the public, providing access to an emergency phone, public washroom, and safe haven. Station 91, 94, 95 and 97 provide a safe haven but not a public washroom.

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Fire Station Number and Its Location

Station # Street Address 91 7801 Bayview Avenue

92 10 Riviera Drive

93 2930 Major Mackenzie

94 7300 Birchmount Road

95 316 Main Street Unionville

96 5567 14th Avenue

97 209 Main Street Markham

98 650 Bur Oak 99 3255 Bur Oak Ave, (opening Feb. 2012)

Under the establishing bylaw, the Department is organized into six divisions, namely Administration, Suppression, Fire Prevention/Education, Training, Mechanical, and Communications. 1. Administration Division

Located at the 8100 Warden building, this Division is responsible for the overall management of the fire and emergency services including maintaining reports, statistics, purchasing, planning, research, and budgeting for the department. The Fire Chief and two Deputy Fire Chiefs establish the strategic direction for the Town’s fire services and plan for future growth. One of the Deputy Fire Chiefs has the added responsibility of being the Certified Emergency Management Coordinator (CEMC) in the Town’s Emergency Preparedness Program and works closely with the Emergency Preparedness Coordinator in the Community & Fire Services Commissioner’s Office.

2. Suppression Division

The Suppression Division is comprised of 240 men and women that are assigned and deployed from the nine (in 2012) fire stations to respond to emergencies. The staff in this Division have the most exposure to the public and are available 24/7. Services are provided in a caring, sensitive manner to our customers in a variety of situations such as structure fire, motor vehicle collision, medical emergency, and in the elementary classrooms. Council approved the plan to standardize the fire fleet in 2001 and it was completed in 2008. The average age of our front run fleet is 6 years. The Division operates 11 front run apparatus, 9 Engine Companies, 2 Ladder Companies (30m Ladder). It also deploys 2

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Command Officers (Platoon Chief and District Chief), as well 1 Water Tanker Truck, 1 Air/Light Truck, 1 Utility Van, and 3 spare apparatus.

3. Fire Prevention/Education Division

The Fire Prevention Division is located at the 8100 Warden building and fire stations throughout Markham. Fire & Emergency Services Department uses a community- based fire prevention/education model to provide maximum exposure and access to fire prevention and education programs.

The Division has three mandates:

A) To provide Fire Safety Education to the citizens of Markham;

B) To enforce the Ontario Fire Code and the Fire Protection Prevention Act; and

C) To undertake fire Investigations.

The Division’s responsibilities include:

Compilation of departmental statistics and records management Complaints and inquires Educational programs and Public Education Fire investigations Ontario Fire Code - Retrofit 9.5, 9.6 and 9.8 Inspections and Target Inspections Wood Stove Inspections Liquor License approvals Plans Examination - Ontario Building Code and Site Plan Control Review Municipal Business License Inspections Special projects as assigned by the Fire Chief

The Public Education Officers take the lead with the administration and organization of public education activities, including school programs, and work closely with the Fire Prevention Officers on educational activities such as Public Education seminars, Fire Scene Public Information Officers, Markham Fair Display, Fire Station Open House, Fire Prevention Week Activities, and Special Interest Group Training Programs.

On an average year, this Division conducts over 3,000 inspections and delivers fire safety presentations to many groups and schools. This Department investigates approximately 20 fires annually often in conjunction with York Regional Police and the Office of the Ontario Fire Marshall. Some of the Fire Prevention/Education staff are being trained to conduct fire investigations.

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4. Training Division The Training Division is located at the 8100 Warden building and is responsible for the research, development, delivery, and implementation of fire services training programs. The members of the Training Division facilitate the advancement of knowledge, skills and attitude of our staff. Some of the specialized training programs include Medical, Hazardous Materials, Water Rescue, Pump/Ladder Operations, Flashover, and Aircraft Rescue Fire Fighting. In addition, the Training Division conducts Recruit Training, Captains Training School, and new equipment training. Maintaining the skills of the departmental staff is important and is supported by an on-going training plan. In addition to ongoing maintenance training, suppression personnel must maintain many skills associated with firefighter rescue and survival techniques. Company Officers (Captains) use the Command Simulator, located at the Fire Training Centre at 438 John Street, to maintain incident command skills. The Training Division has completed delivery of a newly developed Hazardous Materials Response program. This program introduced the equipment, training, and procedures to enable our staff to respond at the Operations Level of National Fire Protection Association 472 Standard, which is the standard recommended by the Ontario Fire Marshalls Office. The Chief Training Officer is currently working with the Waterworks Division to explore plans to develop a joint training facility.

5. Mechanical Division

The Mechanical Division is responsible for the maintenance and repair of all the Fire fleet, ranging from fire prevention cars to the 72,000-pound ladder trucks. In addition to routine maintenance, they coordinate and perform annual pump and ladder testing, and annual safety inspections (PMCVI) for the Engine and Ladder trucks. The Division is an integral part of the Department and regular training is needed to handle specialized equipment. The Division is comprised of two fully qualified mechanics that work under the supervision of the corporate Fleet Supervisor from the Operations Division, located at 555 Miller Avenue. Mechanical staff are trained in the maintenance and repairs of the hydraulic rescue tools (Jaws of Life) that are deployed in various fire stations in Markham.

6. Communications Division

The Communications Division is located at Station 95 in Unionville. This Division is the initial contact with the public when they call us for emergencies. The plan is to relocate the Alarm Room to the 8100 Warden building as part of the implementation of new call taking and dispatch technologies and to allow for expansion as the Markham community grows. There are eleven staff assigned to the Communications Division and they provide 24/7 service based on a rotating schedule to receive calls for emergency assistance through the

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province wide 9-1-1 telephone system and dispatch fire apparatus to incidents. The MFES Alarm Room also provides a 24-hour emergency call answering service for other Town departments, such as Waterworks and Operations. Using the Computer Aided Dispatch system, our Alarm Room Operators evaluate the information taken from the caller and dispatch a predetermined set of apparatus to deal with the incident. Once fire apparatus is dispatched, the Alarm Room Operators support the fire crews on scene with back-up communications support and coordination with other emergency service agencies, such as the Police and Ambulance. Emergency calls range from simple calls for local assistance, such as occupants locked out of cars, fires, carbon monoxide and medical emergencies, are handled through this facility.

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MARKHAM PUBLIC LIBRARY SUMMARY

Markham Public Library Vision The place where Markham’s communities come together to imagine, learn and grow.

Markham Public Library Mission We are here to make Markham the premier place to live and work in the GTA.

We make Markham stronger, healthier, more informed, engaged, literate and inclusive by providing outstanding library services and resources that enhance quality of life and help all to

achieve their full potential & success in the 21st century. We provide the highest levels of convenience and accessibility in library services through innovative business models that respond to resident needs, use resources efficiently and

maximize ROI for tax dollars.

The Markham Public Library (MPL) is responsible for the efficient and cost-effective delivery of library services through six branches and its website. Governance MPL is governed by the Town of Markham Public Library Board, which is a corporation established under the Public Libraries Act. Operationally, it functions as a Town department, with a dotted-line relationship between the Library CEO and the Commissioner of Community & Fire Services, and with operational support received from several Town departments, including ITS, Financial Services and Human Resources. While fully committed to alignment with municipal and Commission strategies and priorities, the Library also develops, for internal planning purposes, its own Strategic Plan, with its own Vision and Mission (above). Service Mandate MPL services are focused on lifelong learning, literacy skills, and inclusive community-building. MPL provides the community with access to a collection of approximately 700,000 items, an expanding range of digital content through its virtual branch, information services to enhance community learning, awareness and engagement, library programming with a mandate to nurture lifelong learning & literacy development, and branches designed to provide inclusive community and neighbourhood gathering places, bringing Markham’s diversity together.

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Benefits of Providing Library Services Foster lifelong learning, literacy and personal achievement

Builds early literacy and school and reading readiness, the first link to an educated workforce, and workforce participation

Strengthens family literacy behaviours

Provides universal opportunities for lifelong free-choice learning

Develops lifelong literacy skills, and reading proficiency for all ages, providing the building blocks for personal and community prosperity

Helps residents of all ages access the information and tools that they need to succeed in life, school and work

Supports newcomer/immigrant transition through access to technology and training, strengthening employment readiness and resilience

Provides places where people can gather to learn Support Economic Prosperity

Provides access to the information needed to make a knowledge-based economy work

Helps residents develop the skills required to find and evaluate information in order to adapt and succeed in a knowledge-based economy

Nurtures learning and the human imagination, thereby supporting Markham’s prosperity in the emerging creative and knowledge-based economy

Enhance Quality of Life

Provides community places and “third place” destinations that support a high quality of life standard for all residents

Provides collections, services and programs that enhance quality of life, and help ensure that local creative culture flourishes and thrives

Build Community Identity and Social Cohesion

Provides welcoming civic gathering places for all residents

Provides resources that build understanding of others and the capacity for empathy

Fosters a sense of community, revitalizing neighbourhoods and developing social stability and a sense of belonging

Key Performance Indicators (KPIs) Our KPIs and our rankings within the GTA public library sector reflect our position as one of the most heavily used and most efficient library systems in the GTA. Circulation/Borrowing per Capita

2009 Circulation/Borrowing per capita is the highest in the GTA at 17.7

Increased from 2008 at a faster rate (7.3%) than the 2009 population increase (1.7%)

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Circulation/Borrowing per Staff FTE

2009 Circulation/Borrowing per Staff FTE capita is the second highest in the GTA at almost 43,000

Increased from 2008 at a faster rate (9.1%) than the 2009 population increase (1.7%)

Strategically, these KPI outcomes are driven by a range of strategies:

Strategies that make it easy for customers to find what they need – including collection merchandizing, proactive service, and C3, a new classification system for nonfiction.

Automation of material flow and the introduction of self-service technology to improve customer convenience, keep pace with growth in material flow, and manage workload.

Ongoing process review and improvement, within the municipal frameworks of NQI and E3, to simplify and streamline all material-handling processes, maximize efficiencies, and drive improvements to productivity.

Virtual Branch concept – an alternative customer service option, providing 24 x 7 access to virtual information resources.

MPL Innovations

C3 Customer Centred Classification – a new library classification system that replaces the traditional Dewey Classification System, supports more efficient and effective library operations, and makes the library easier to use.

The Learning Place – a new business model for library programs relating to literacy, information literacy and computers, school curricula, issues important to the community, and supporting Council priorities such as the Greenprint sustainability plan.

Self-Service Technology – Canadian leader in implementation of RFID-based self-service technology in public libraries; Canada’s first installation of automated checkin and sortation technology. Improves customer convenience, keeps pace with growth in material flow, and maximizes operational efficiencies.

Awards (2010)

Minister of Tourism & Culture’s Award for Innovation for C3 Customer-Centred Classification

AMO (Association of Municipalities of Ontario) Peter J. Marshall Municipal Innovation Award for C3 Customer-Centred Classification

Partnerships

Library Settlement Partnership with Citizenship Immigration Canada (CIC) to provide settlement services for Markham newcomers at library locations

York Region Board of Education - English as a Second Language classes offered at Thornhill Community branch, Milliken branch and Angus Glen branch

Battle of the Books - MPL, Canadian Federation of University Women – Markham-Unionville and local teachers and teacher/librarians. Competition designed to stimulate the enjoyment of reading in middle grade students.

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Early Years Partnership with Pathways – Inclusive drop-in early years programs in library branches

Markham Group of Artists - Meets at Markham Village branch and partnered on project to create a mural for “The Pond” in the Children’s Area

Markham Stouffville Hospital – partnership in development for health and wellness library services and partnered programming at the East Markham library branch (opening 2012)

Integrated Leisure Master Plan (approved April 13 2010) Household Survey

Percentage of Markham Households Participating in the Past 12 months - Markham Public Library (use of) #1 at 78% of households

Priority for Municipal Spending by Facility Type – Libraries rated #1 at 63% Library Facility Recommendations

Existing Libraries:

Milliken Mills Library Expansion 2011-2013

Thornhill Community Library Renovation (Infrastructure Project)

2010-2011

New Libraries:

East Markham Library 2010-2012

Southeast Markham Library 2012-2014

Markham Centre Library 2018-2020

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Markham Public Library Statistics (2010 – 2011)

Branches Angus Glen

Markham Village

Milliken Mills

Thornhill Community*

Thornhill Village Unionville

MPL TOTAL

Service Area West East South Thornhill Thornhill West

Space (Sq. Ft.) 29,700 29,700 16,865 26,053 4,283 13,640 120,241

Materials/Holdings (2010 year-end) 170,000 137,000 139,000 109,000 27,000 118,000 700,000

Seating 213 180 101 195 20 84 793 Total Computers (Public Internet Access) 28 28 11 31 7 9 114 Self-Service Checkout Units 4 4 2 4 0 2 16

Self-Service Checkin/Sortation 1 1 0 1 0 0 3

Study Rooms 9 8 1 5 0 0 23

Meeting Rooms 2 2 1 2 0 1 8 Computer Training Lab 1 1 0 1 0 0 3 Visits (in-person) 2010 584,570 454,981 516,372 212,484 85,210 305,459 2,159,076 Items Borrowed 2010 1,444,201 1,314,063 966,402 464,092 166,226 817,671 5,172,655

* The Thornhill Community library branch was closed for construction in 2010. Alternative library services were delivered through a small (1,500 sq. ft.) temporary kiosk at the Thornhill Community Centre and extended open hours at the Thornhill Village branch. The expanded and renovated Thornhill Community branch re-opened in June 2011, and the data above for space, seating, etc. are based on the post-construction re-opened facility. However, the 2010 year-end performance data reported above for Visits and Items Borrowed reflect the 2010 space-related service constraints, and are not representative of a normal year of full operations.

Virtual Library Service Performance (2010 data)

Library Web Site Visits 1,538,927

Catalog Log-in Sessions 1,356,211

Database Search Results 2,843,515

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OPERATIONS DEPARTMENT SUMMARY

Departmental Vision

We deliver safe, high quality and affordable services through leadership and sensitivity to the community and the environment. We foster an atmosphere for continuous

improvement through interactions with our customers and benchmarking with our colleagues to meet the demands of our growing community.

Since 2006, this Department has been responsible for the Markham Trees for Tomorrow program. It has a commitment to plant 75,000 trees by the end of 2010. The target has been reached and exceeded. Business & Technical Services The Business & Technical Services Division is responsible for the coordination and management of technical and business/administrative services within the Operations Department. Business Services include budget coordination and tracking, divisional accounting and job costing, the provision of administrative, clerical/reception and customer services for the Department.

Technical Services include coordinating development applications review, specifications preparation and tenders evaluation/award/tracking, asset/infrastructure assessment and life cycle analysis, and other technical services. The Traffic Operations Group was moved from the Engineering Department and added to this Division. Traffic Operations deals with investigates and recommendations for stop signs, on-street parking regulations, traffic calming, traffic signals, speeding and traffic volume concerns. They are also responsible for the maintenance and operation of all Town traffic signals. Other Technical Services activities include educating our residents through participation in annual events such as: Parks Week in October; National Wildlife Week in April, Earth Week in April; Pitch-In Canada & Composting Week in May; Canadian Environmental Week in May; and Urban Fishing Day in July. Residents are also encouraged to become involved in their local parks by participating in the Adopt-a-Park or Path program. This promotes community pride through active participation in the clean-up of litter, community plantings, and additional volunteer work to keep our parks clean and green.

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Fleet & Supplies Fleet & Supplies is responsible for the maintenance, repair, acquisition; parts inventory management and safe operation of the town’s diverse municipal equipment fleet, Miller yard, and Street & Traffic Sign Manufacturing (at present, sign manufacturing is temporarily assigned to the East District Manager). The Fleet section’s skilled staff ensure the Town’s fleet is maintained and operated in a safe and cost effective manner by developing equipment specifications, operator training programs and repair and maintenance procedures that allow user departments to safely and efficiently provide their various services. With continuous changes in technology to vehicles and equipment, the Fleet section has recommended the use of B5 and B20 bio diesel fuel in all Town vehicles, along with the purchase of nine Hybrid vehicles. The use of this new technology and fuel products greatly reduce the greenhouse gases that negatively affect our environment. Parks Operations Operational maintenance activities include:

Maintenance of active and passive parks space

General maintenance activities including inspections/repairs of play structures, Operations buildings and amenities, sports field structures (incl. lining of athletic fields), irrigation systems and sign installation

Maintenance of baseball diamonds, soccer fields, cricket and rugby pitches, and tennis courts

Winter maintenance of Town parking lots, and facility walkways

Maintenance of three ponds for free public skating

Support and setup of Town wide special events Parks Specialized Activities include:

Urban Forestry activities include maintenance of trees in Town owned woodlots and parks as well as street trees on the Town maintained boulevards, after the Town's assumption of subdivisions. For additional information or inquiries residents can call the Town of Markham Contact Centre at 905-415-7535. They will make a record of your call and request an urban forester to respond.

Street trees are pruned in the late fall, winter and early spring on an ongoing block pruning program. Trees deemed by Town arborists as a "hazard" are pruned or removed immediately.

Horticultural activities include the design, planting and maintenance of flower and plant barrels and hanging baskets in 5 floral streetscapes in Thornhill (Yonge Street), Unionville (Main Street Unionville), Markham Village (Main Street Markham), Milliken Mills (Kennedy Road at Denison), and Victoria Square (Woodbine N. of Major Mackenzie), park gardens and entrance features to the Town.

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This spectacular show of colour is cultivated in our greenhouses in early spring and put out onto the streets in June. The barrels and baskets remain on the streets until the first heavy frosts in the fall.

Roads Operations Operational maintenance activities include:

Infrastructure rehabilitation within assumed developments include asphalt resurfacing (overlay), curbs & sidewalks, maintenance holes and catchbasins, storm sewers and bridge maintenance

Urban street maintenance includes street sweeping and flushing, minor asphalt repairs, boulevard repairs (interlock, paving, sodding & seeding), and waste receptacle cleaning and repair in high pedestrian areas such as bus stops and walkways

Rural road maintenance includes roadside ditching, and grass mowing on rural boulevards

Winter maintenance includes sanding, salting and/or plowing of the Town’s road and sidewalk network. We also provide a driveway windrow removal program for qualified senior citizens and physically challenged persons. Additional information and application form is located on the Town’s website

Leaf clean-up on streets during autumn months

Assisting the Fire Department with petroleum spills clean-up

Maintenance of traffic signal network and assisting in traffic control for major community events such as parades and festivals

Maintenance of other traffic control features including; manufacturing, installation and removal of regulatory traffic and street name signs; pavement markings; guide rail repair and replacement; and special event road closures

Roads Specialized Activities include:

Contract Administration includes tender preparation, award and project management for winter maintenance contracts as well as all annual capital programs including; asphalt rehabilitation projects; asphalt & concrete maintenance; route and seal projects; sidewalk repairs; bleacher replacements; tennis court repairs/resurfacing; electrical and lighting repairs and replacements.

Operational Statistics (2011):

106 full-time employees

81 baseball diamonds

131 soccer fields (includes mini and micro fields)

61 tennis courts

3 cricket pitches

2 rugby pitches

967 km Town roads

879 km Town sidewalks

843 km storm sewers

48 km rear lanes

19,916 traffic signs

850 fleet vehicles maintained

140,000 street trees (estimated)

5 streetscapes

1,107 hectares parks space

1,493 flower/plant baskets/ barrels

340 public flower beds

5 greenhouses

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RECREATION SERVICES DEPARTMENT SUMMARY

The mission of the Town’s Recreation Services Department is to build a healthy, vibrant community through the provision of well-maintained facilities and high quality recreation services that meet the customers’ expectations. Our Services provide the following benefits:

• Promotes Healthy Active Living through physical activity • Creates social integration opportunities for new residents, families, at risk groups,

persons with disabilities

• Builds character in our community such as respect, responsibility, fairness and inclusiveness

• Contributes to the quality of life in Markham

• Produces leaders who serve their communities in many ways and stimulate participation

in community life

Recreation is a catalyst that builds strong self-sufficient communities and recreation programs to help build pride in our community. In 2010, there are over 91 full time staff and 900 part time staff working in the department. The following is a breakdown of the services areas included under the Recreation Services Department: 1. Administration

• The Department engages in long-term planning to meet the needs of a changing community, including update the Integrated Leisure Master Plan (formerly Parks, Recreation, Culture & Library Master Plan), financial impact, partnership analysis, trend analysis, demographic analysis, staffing requirements and information technology program requirements

2. Aquatics

• 4 indoor pools, 1 Therapeutic pool and 2 outdoor pools – managed by 8 full-time staff and approximately 500 part- time staff and approximately 150 volunteers

• 2009 there were 24,772 registrants with a total attendance of 807,040

• Three main services are - swimming lessons, recreation swims and rentals

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• Staff maintain legislative health and safety regulations set out by the Ministry of Health

and Lifesaving Society, manage Aquatic policy and procedures, conduct staff recruitment, training, supervision and retention, and work with Aquatic user groups and competitive swim clubs such as MAC, Mallards, Masters and Synchro

3. Programs • Programs are offered in 58 locations at our Community Centres and school locations

throughout Markham

• In 2009, there were 28,099 programs and 11,299 camp registrants for a total of 39,380 participants – managed by 9 full-time staff and approximately 650 part-time staff and approximately 200 volunteers

• Staff liaise with a variety of outside agencies and organizations, School Boards, Public

Health, Social agencies ; Community partnerships with delivery of services for example Healthy School project partner with 17 schools; Staff recruitment, training, supervision and retention; Program and Camp Policies and Procedures – High Five – Quality of Play; Program design and development to meet the emerging needs of residents and current trends

• Residents have three options to register for programs: 1) Automated Touch Tone

Registration system (TTR); 2) EZ Reg Internet registration system; or 3) Drop off registration forms at the local community centres available during Community Centre operating hours. The first two options are available seven days a week, 24 hours a day.

4. Fitness

• Each of the two fitness centres located at Thornhill Community Centre and Centennial Community Centre is equipped with Aerobic Studios, squash courts, weight machines, and cardio equipment. Thornhill has an indoor track.

• Group fitness classes are offered at eight satellite community centres by 6 full-time staff

and 40 part-time staff

• 2009 – 3,049 fitness memberships and 9,037 group fitness participants

• Staff maintain accreditation for fitness centres and certification of staff; Liaise with rehabilitation programs with the local hospitals such as Cardiac Rehab Program

5. Seniors

• Seniors centres in Markham are organizations dedicated to working cooperatively with older adults in the community to create opportunities to explore their potential and maintain an active and independent lifestyle

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• Two Seniors Centres (Thornhill Seniors Centre and Markham Seniors Activity Centre) and Older Adult Clubs – managed by 2 full-time staff and six part-time staff

• In 2009 ,Thornhill, Markham and Milliken on the Move had approximately a total of 2250

memberships

• Facilitate the development of senior clubs and governance related issues; Special Events such as Regional Senior Games, Senior Extravaganza, Seniors picnic; Liaise with local service providers relating to older adult services such as CHATS, Glynwood, local hospitals, Heritage Centre

6. Youth

• Coordination and development of programs at satellite locations such as Angus Glen • Four area youth councils – 100 youth, Mayor’s Youth Task Force – 20 youth managed

by 1 staff

• Special events – Youth Week, Milliken Children’s Festival, Art Expo

• Volunteer recruitment and placement

• Community Outreach with Youth organizations such as school board, local church organizations, Region of York Recreationist and Social Services Network for South Asians, and so forth

• Youth Strategic Plan, Website, Newsletter

7. Facilities

• 17 facilities – totalling 846,455 square feet of space – facilities maintained by 59 full-time staff and 100 part-time staff

• 6.9 million visitors in 2009 • Provide a safe environment for all direct recreation services – aquatics, camps,

programs, seniors, youth, library and general public access

• Staff Manage the Annual Capital repairs and replacements; lifecycle of capital assets, renovations and restorations; new facility development in partnership with Capital Assets

• Facility staff manage policy and procedures such as Ice Allocation, Alcohol, Vandalism

and Violence, Health and Safety , Risk Management and Energy Management

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markham community & fire services - 2011 accomplishments and 2012 priorities

Documents

culture environmental

environmental services905

markham public library905

emergency services905

recreation services905

business units

purpose of business

emergency preparedness