planning & regulatory services - town of richmond hill · manager development, zoning 32 ....

225 East Beaver Creek Road, Richmond Hill, ON L4B 3P4 T 905 771 8800 RichmondHill.ca

Planning & Regulatory Services

Additional details here

Titles & Subtitles in Arial Narrow 2017 Draft Operating Budget

Budget Committee of the Whole

TOWN OF RICHMOND HILL

2017 Draft Budget

PLANNING & REGULATORY SERVICES DEPARTMENT

Index Pages

1. 2017 Budget Narrative

Department Overview 1 – 15 Administrative Services 16 – 17 Development Planning 18 – 19 Policy Planning 20 – 21 Development Engineering 22 – 23 Building Permits / Inspections 24 – 25 By-law & Licensing Enforcement & Parking Enforcement 26 – 28

2. Business Cases Zoning Section Business Case 29 - 39 Manager Development, Zoning 32 Senior Planner, Zoning 33 Planner I, Zoning 34 Department Assistant, Zoning 35 Urban Designer, (Senior Planner) 40 – 42 Director, By-law and Licensing Enforcement 43 – 45 By-Law Policy Officer 46 – 49 By-Law Enforcement Officer 50 – 54


2017 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENTAL SUMMARY Overview The Planning and Regulatory Services department is responsible for planning, policy development, implementation and ongoing monitoring of progress and realization of the vision for the physical (land use) future of the Town. Part of this responsibility includes enforcement of the Town’s by-laws as well as enforcement of the building code. The Planning and Regulatory Services department is responsible for bringing all aspects of land use policy planning, application review as well as regulatory functions under one coordinated umbrella. The workgroups responsible for commenting on applications and for permits, compliance, inspection and enforcement all work together to foster a common approach and common expectations, aiming for consistent outcomes that achieve the goals of the Official Plan and the Strategic Plan in a positive way. The Planning & Regulatory Services Department is comprised of the following five divisions:

Administrative Services Development Planning: Development Engineering

& Transportation: Policy Planning: Regulatory Services:

Development Planning Subdivision & Site Plan

Engineering Urban Design Permits / Inspections

Committee of Adjustment

Transportation

Heritage Properties

By-Law & Licensing Enforcement

Storm Water Management Official Plan and

Land Use Studies

Administrative Monetary System (AMPS) Parking Control

Grading/Permits Park Planning and Natural Heritage

Animal Services

At the October 24, 2016 meeting, Council considered a staff report on the Management Structure Review (SRCAO.16.31) that provided results of the review and recommended a revised management structure. At that meeting, Council received the staff report and directed staff to present separate business cases for the five new positions identified in the recommended management structure for consideration during the 2017 Budget Committee of the Whole – Operating Budget deliberations. The five positions are:

• Director, By-law and Licensing Enforcement • Director, Natural Environment • Manager, Capital Asset Management Planning • Project Manager, Asset Management Planning • Manager, Economic Development

1


2017 Draft Budget PLANNING & REGULATORY SERVICES – DEPARTMENTMENTAL SUMMARY OVERVIEW – Continued Staff have prepared business cases for 4 of the 5 positions and they are included in the 2017 Operating Budgets for the Planning and Regulatory Services (Director, By-Law and Licensing Enforcement), Environment and Infrastructure Services (Manager, Capital Asset Management Planning and Project Manager, Asset Management Planning) and Office of the CAO (Manager, Economic Development). The business cases for the Director, Natural Environment position has not been included in the budget as staff will be first determining the role of this new Division before bringing forward a business case. The Three-Year Staffing Plan presented to Council during the 2016 draft Operating budget deliberations for 2017 are the same as the new full time staffing requests presented for this budget with the exception of an additional By-Law Policy Coordinator. This position will keep policies and municipal by-laws up to date, and emerging legislative changes reflected in the Town’s Municipal By-laws The 2016 ACCOMPLISHMENTS are as follows Development Planning • Completed Cell Tower Protocol Update • Completed Bond Crescent Neighbourhood Infill Development Area Study • Reached OMB settlement for Catalia/OGO (2179548 Inc. & 2303042 Ontario Inc.) • Reached partial OMB settlement for CIM Developments Policy Planning • Successful Parkland Court Appeal • David Dunlap Observatory Park Master Plan • Weldrick West Tertiary Plan • Update to Town-wide Heritage Registry • American Planning Association Award for Sustainability Metrics • Negotiated settlements of several Official Plan appeals

Development Engineering & Transportation • Completed Flood Remediation Class EA for Yonge Street/Elgin Mills Flood Vulnerable Area • Completed Grade Separation Prioritization Study in conjunction with Strategic Initiatives • Completed Traffic Signal Conversion of Advance Left Turn Signals across the Town (3 signals) • Completed Pedestrian Safety Improvements at Cassata Avenue and Frank Endean • Approved 3 new Crossing Guard locations • Engaged in the Region’s Transportation Master Plan Update, Metrolinx’s RER process and associated • Actively involved in a number of OMB hearings including CIM, Golden Heights, Buttonville Airport, Catalia • Actively involved in Technical Advisory Committee for the YRRTC Yonge Street Bus Rapid Transit • Addressed 122 Traffic Complaints in 2016 and issued 49 work orders to improve traffic operations and

safety • Processed applications for 33 special events, parades and film permits • Actively involved in York Region’s EA Studies • Completed Background Study input for existing and new Area Specific Development Charge By-Laws and

Town Wide Engineering Services Development Charge • Processed 100 Grading Complaints; 225 Site Alteration Permits; 31 Site Plans for Residential Infill; 35

Consent Applications (subject to technical review) 7 Subdivision Registration; 9 Subdivision Assumptions; 20 MOE Environmental Compliance Applications; 293 Engineering Approvals; 194 inspection requests for site plans (excludes single family) 3 assumptions and end of maintenance for municipal infrastructure associated with site plan developments; and 194 letters of credit release requests for site plan compliance

2


2017 Draft Budget PLANNING & REGULATORY SERVICES – DEPARTMENTMENTAL SUMMARY OVERVIEW – Continued Regulatory Services • Completed Animal Services Contract Process • By-Law for Sales of Young Animals in Pet Stores • 2015 Annual Report (Building Services) • Initiated Administrative Monetary Penalty System (AMPS) Program • Re-Initiated Planning Regulatory Management (PRM) System • Initiated Ticket Tracer Program Upgrade (joint with IT) The 2017 PRIORITIES are as follows Development Planning • Neighbourhood Infill Townhouse Study • Implement Planning Regulatory Management (PRM) System • Update Interim Growth Management Strategy (IGMS) Protocol • Implement Bill 73 Regulations • Implement Site Plan Inspection Protocol • Initiate Comprehensive Zoning By-Law Project Policy Planning • Downtown Local Centre Secondary Plan • Yonge & 16th Avenue Key Development Area (KDA) Secondary Plan • Yonge & Bernard Avenue Key Development Area (KDA) Secondary Plan • PRM Project Implementation • Community Improvement Plan • Public Realm Design Guidelines Development Engineering & Transportation • Hiring all vacant positions • Develop Standard Operating Procedures and Safety Protocols for various staff positions • PRM Project Implementation • Completion of the Residential Permit Parking Study • EA for North/South Collector West side of Yonge Street (Garden to 16th) • Commence Updates to Town’s Transportation Master Plan and Pedestrian and Cycling Master Plan • Commence Traffic Operation and Safety Toolbox Assessment • Commence Travel Demand Management (TDM) Strategy • Actively participate on Metrolinx’s Regional Transportation Plan update • Actively participate in Region’s development of TMP Policies • Continue to participate on Regional EA’s and Studies

3


2017 Draft Budget PLANNING & REGULATORY SERVICES – DEPARTMENTMENTAL SUMMARY OVERVIEW – Continued Regulatory Services • PRM Project Implementation • Replace Parking Ticket Management System • Administrative Monetary Penalty System (AMPS) Implementation • Building Permit Fee Review • Create Technical Audit Program for Building Inspections • Schedule Performance Review and Safety Audit with Building Inspectors • Safety for Sign & Building Inspectors through “Roads” – Bruce Endicott • Illegal Basement Apartment SOP (Fire, Building, Zoning, By-law) • Develop Infill housing protocol • Participation in the Ministry of Natural Resources & Forestry’s Tall Wood Building Guideline • Noise By-Law Review • Taxi Licensing By-Law Review Full-Time Staff Complement Head Count 2016 2017

Approved DraftBudget Budget

Administrative Services 17 17

Development Planning 17 17

Development Engineering & Transportation 20 20

Policy Planning 16 16

Regulatory Services Permits and Inspections 31 31By-Law, Licensing, Parking Enforcement 30 30

Subtotal 131 131

7Total 131 138New Staffing Requests

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10


2017 Draft Budget PLANNING & REGULATORY SERVICES – DEPARTMENTMENTAL SUMMARY OVERVIEW – Continued 2017 Budget Highlights

ExpendituresPersonnel - Full-TimePersonnel - Casual Contracts / ServicesMaterials / SuppliesOther ExpendituresTransfer to Other Funds

Total Expenditures

RevenuesUser Fees and FinesReserve and Reserve Funds

Total Revenues

Net Budget

Preliminary 2016 2017 Variance2015 Actuals Approved Draft (Favourable) /

Actuals Nov. 30, 2016 Budget Budget Unfavourable %

11,778,310$ 10,427,778$ 13,485,600$ 14,397,200$ 911,600$ 6.8 456,716$ 600,511$ 437,500$ 389,000$ (48,500) (11.1) 704,570$ 533,840$ 750,700$ 772,700$ 22,000 2.9 350,132$ 229,952$ 407,100$ 435,500$ 28,400 7.0 22,172$ 17,361$ 82,700$ 129,100$ 46,400 56.1

-$ -$ -$ 82,300$ 82,300 -

13,311,900$ 11,809,442$ 15,163,600$ 16,205,800$ 1,042,200$ 6.9%

(7,687,129)$ (9,527,114)$ (7,569,500)$ (8,305,200)$ (735,700)$ (9.7) (1,261,893) (1,868,600) (2,030,600) (1,658,800) 371,800 18.3

(8,949,022)$ (11,395,714)$ (9,600,100)$ (9,964,000)$ (363,900)$ -3.8%

4,362,878$ 413,728$ 5,563,500$ 6,241,800$ 678,300$ 12.2%

2016 2017Approved Service Draft

Budget Base Growth Legislated Enhancements Budget

ExpendituresPersonnel - Full-Time 13,485,600$ 131,200$ 780,400$ -$ -$ 14,397,200$ Personnel - Casual 437,500 1,600 (50,100) - - 389,000 Contracts / Services 750,700 9,000 13,000 - - 772,700 Materials / Supplies 407,100 10,200 18,200 - - 435,500 Other Expenditures 82,700 - 46,400 - - 129,100 Transfers to Other Funds - - 82,300 - - 82,300

Total Expenditures 15,163,600$ 152,000$ 890,200$ -$ -$ 16,205,800$

RevenuesUser Fees and Fines (7,569,500)$ (53,200)$ (682,500)$ -$ -$ (8,305,200) Reserves & Reserve Funds (2,030,600) (31,200) 403,000 - - (1,658,800)

Total Revenues (9,600,100)$ (84,400)$ (279,500)$ -$ -$ (9,964,000)$ Net Budget 5,563,500$ 67,600$ 610,700$ -$ -$ 6,241,800$

11

TOWN OF RICHMOND HILL 2017 Draft Budget

PLANNING & REGULATORY SERVICES – DEPARTMENTMENTAL SUMMARY

OVERVIEW – Continued

Summary by Division

Expenditures

Administrative Services

Development Planning

Policy Planning

Dev Engineering & Transportation

Regulatory Services Permits and InspectionsBy-Law, Licensing, Parking Enforcement

Total Expenditures

Revenues



Policy Planning



Total Revenues

Net Budget



Policy Planning



Total Net Budget



1,348,626$ 1,258,662$ 1,659,500$ 1,778,100$ 118,600$ 7.1

1,614,200 1,456,619 1,899,700 2,138,700 239,000 12.6

1,847,661 1,706,200 2,000,100 2,073,300 73,200 3.7

1,879,472 1,530,562 2,424,700 2,572,000 147,300 6.1

3,107,403 2,814,123 3,649,200 3,669,100 19,900 0.5

3,514,538 3,043,276 3,530,400 3,974,600 444,200 12.6

13,311,900$ 11,809,442$ 15,163,600$ 16,205,800$ 1,042,200$ 6.9%

Actuals Actuals Budget Budget Unfavourable

(11,753)$ (14,025)$ (11,000)$ (19,000)$ (8,000)$ (72.7)

(2,200,999) (2,833,295) (1,810,800) (1,905,900) (95,100) (5.3)

(141,731) (138,480) (142,500) (151,300) (8,800) (6.2)

(305,667) (982,496) (1,063,500) (997,100) 66,400 6.2

(4,456,105) (5,571,875) (5,013,800) (5,033,700) (19,900) (0.4)

(1,832,767) (1,855,543) (1,558,500) (1,857,000) (298,500) (19.2)

(8,949,022)$ (11,395,714)$ (9,600,100)$ (9,964,000)$ (363,900)$ -3.8%

Preliminary 2016 2017 VarianceActuals as of 30-Nov-16 Approved Draft (Favourable)

31-Dec-15 Actuals Budget Budget Unfavourable

1,336,873$ 1,244,637$ 1,648,500$ 1,759,100$ 110,600$ 6.7

(586,799) (1,376,676) 88,900 232,800 143,900 161.9

1,705,930 1,567,720 1,857,600 1,922,000 64,400 3.5

1,573,805 548,066 1,361,200 1,574,900 213,700 15.7

(1,348,702) (2,757,752) (1,364,600) (1,364,600) - -

1,681,771 1,187,733 1,971,900 2,117,600 145,700 7.4

4,362,878$ 413,728$ 5,563,500$ 6,241,800$ 678,300$ 12.2%12


PLANNING & REGULATORY SERVICES – DEPARTMENTMENTAL SUMMARY 2016 2017

Budget Budget

2016 Net Budget 5,563,500$

EXPENDITURESFull-time Salaries & Benefits 13,325,500 13,456,700 131,200 1.0%

Casual Wages & Benefits 236,800 238,400 1,600 0.7%

Personnel Services - Total 13,562,300 13,695,100 132,800 1.0%

Contracts/Services

Administrative ServicesConsulting - 10,000 10,000 0.0%

Parking Control

Consulting & General Contracts 6,000 5,000 (1,000) (16.7%)

Materials/SuppliesBuilding Permits / InspectionsUniforms/Clothing 6,500 9,000 2,500 38.5%

By-Law & Licensing EnforcementUniforms/Clothing 9,000 11,500 2,500 27.8%

By-Law & Licensing EnforcementTuition 800 1,500 700 87.5%

Parking ControlTuition 1,200 2,000 800 66.7%

Policy

Memberships10,300 14,000 3,700 35.9%

19,200 0.3%Total Expenditures 152,000 2.7%

REVENUES

User Fees & FinesDevelopment Planning

Development Revenues (1,259,400) (1,294,500) (35,100) (2.8%)

Committee of AdjustmentCOA Revenues (551,400) (562,400) (11,000) (2.0%)

Policy Planning

Tree Compensation (10,000) (5,000) 5,000 50.0%

Development Engineering & TransportationDevelopment Engineering Revenues (115,700) (127,800) (12,100) (10.5%)

Reserves and Reserve FundsPolicy PlanningTransfer from Reserves (89,000) (94,800) (5,800) (6.5%)

Development EngineeringTransfer from Reserves (766,000) (771,500) (5,500) (0.7%)

Building Permits / InspectionsTrf to/(from) Building Permit Rate Stabilization Reserve Fund

(993,800) (1,013,700) (19,900) (2.0%)

Total Revenues (84,400) (1.5%)67,600 1.2%

% Change Over 2016 Net Budget 1.2%

Decrease to reflect redirection of fees to new Terrestrial Natural Heritage Area Reserve established for Tree coverage paid through development process

Increased recovery from Dev. Engineering Reserve to offset step rate increases of positions funded

Increase recovery from Building Permit Reserve to offset the increase in full time benefits cost deductions

Increase to reflect actual trending

Increased recovery from Insp. Reserve to offset COLA and step increase of Parks Planner position

Base Budget

Removed General contracts budget no longer required

New account set up for contingency purposes.

Increased to reflect Officers badge renewal costs

Increased to reflect Officers badge renewal costs

Increased to reflect memberships category changes for certain staff

Increase based on Tariff of Fees By-Law.

Increase based on Tariff of Fees By-Law.

Increased to reflect past trends

Increased to reflect past trends

Budget Change Explanations Incremental Change

% Change Over Prior Year Explanation

Due to Step Level increases coupled with higher benefit deductions.Minimum wage increase of students

13


PLANNING & REGULATORY SERVICES – DEPARTMENTMENTAL SUMMARY

OVERVIEW – Continued 2016 2017

Budget BudgetBudget Change Explanations Incremental

Change% Change Over

Prior Year Explanation

Growth

Full Time Staffing AnnualizationAdmin & Technical Services

Development Process Coordinator 29,900 76,100 46,200


Site Plan Inspector 33,700 86,700 53,000

Policy Planning

Summer Interns 18,900 18,900 -

Development Engineering & TransportationManager, Development Engineering (Site Plan & High Rise/Infill)

80,800 152,500 71,700

Dev Eng. Programs Coordinator (Subdivision) Upgrade 9,200 9,200 -

Development Engineering Technologist 37,300 97,600 60,300

Senior Traffic Analyst 39,500 103,100 63,600 Project Coordinator (Contract) (2) 181,800 97,800 (84,000) Transfer from Inspection Reserve (181,800) (97,800) 84,000

Programs Annualization

Administrative Penalty System (AMPS)AMPS Manager 117,300 Temp. Parking Clerk 33,900 Hearing Officer 13,000 Program Supplies, Minor Capital 36,000 Late Payment Fees - Parking (162,500) MTO Registered Owner Search Fee (11,400) Increase Recovery Screening Reviews (108,600) Transfer to AMPS Stab Reserve 82,300 -

April 2017 startJune 2017 start

Annualization costs for the position approved in the 2016 Budget process.

Annualization costs for the positions approved in the 2016 Budget Process

New program implemented by Council to start July 1, 2017 SRPRS.16.140

Annualization costs for the position approved in the 2016 Budget process.

Annualization costs for the positions approved in the 2016 Budget Process

14


2017 Draft Budget PLANNING & REGULATORY SERVICES – DEPARTMENTMENTAL SUMMARY OVERVIEW – Continued

2016 2017Budget Budget

Budget Change Explanations Incremental Change

% Change Over Prior Year Explanation

New Program RequestBuilding Permits / InspectionsBuilding Permits Revenues (400,000) Increased to reflect trend in developmentTrf to/(from) Building Permit Rate Stabilization Reserve Fund 400,000 -

New Full Time Staffing Requests

Administrative ServicesDepartment Assistant (Zoning) 28,200 Sept startTransfer from Tax Rate Stabilization RF (8,000) 20,200

Development PlanningManager Development (Zoning) 105,600 Transfer from Tax Rate Stabilization RF (33,000) 72,600 July startSenior Planner - Zoning 42,400 Transfer from Tax Rate Stabilization RF (8,000) 34,400 Sept startPlanner I - Zoning 21,400 Transfer from Tax Rate Stabilization RF (8,000) 13,400 Nov start

120,400

Policy PlanningUrban Designer (Senior Planner) 59,000 July startTransfer from Tax Rate Stabilization RF (8,000) 51,000

By-Law & Licensing EnforcementDir, By-Law Licensing & Enforcement (Conversion) 24,100 24,100 April startBy-Law Policy Coordinator 54,700

(8,000) 46,700 July start61,500 (8,000) 53,500 July start

124,300

Total Growth 610,700% Change Over 2016 Net Budget 11.0%

Incremental Change 678,300 12.2%Net Budget 6,241,800 12.2%

Transfer from Tax Rate Stabilization RF

Transfer from Tax Rate Stabilization RFBy-Law Enforcement Officer

15


2017 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT ADMINISTRATIVE SERVICES Program Description The role of the Administrative Services group is to: • Provide professional support services for the day-to-day operations of the Department including agenda

coordination, office management and coordination, budget preparation and monitoring, policies and procedures, records management and document control and supervision of clerical and support staff.

• Provide professional support services in the preparation of all base maps for reports, display maps and drawings to complement specific land use studies and graphic requirements of the Department and to maintain and revise location maps, zoning maps and Official Plan maps.

2017 Budget Highlights

Expenditures

Personnel - Full-Time Personnel - Casual Contracts / ServicesMaterials / SuppliesOther Expenditures

Total Expenditures

RevenuesUser Fees Reserves & Reserve Funds

Total Revenues

Net Budget



1,263,457$ 1,143,696$ 1,498,800$ 1,602,100$ 103,300$ 6.9 2,755 43,720 5,600 5,600 - -

- - - 10,000 10,000 - 82,414 69,046 147,100 152,400 5,300 3.6

- 2,200 8,000 8,000 - -

1,348,626$ 1,258,662$ 1,659,500$ 1,778,100$ 118,600$ 7.1%

(11,753)$ (14,025)$ (11,000)$ (11,000)$ -$ - - - - (8,000) (8,000) -

(11,753)$ (14,025)$ (11,000)$ (19,000)$ (8,000)$ -72.7%

1,336,873$ 1,244,637$ 1,648,500$ 1,759,100$ 110,600$ 6.7%



ExpendituresPersonnel - Full-Time 1,498,800$ 29,200$ 74,100$ - -$ 1,602,100$ Personnel - Casual 5,600 - - - - 5,600 Contracts / Services 10,000 - - - 10,000 Materials / Supplies 147,100 - 5,300 - - 152,400 Other Expenditures 8,000 - - - - 8,000


RevenuesUser Fees (11,000)$ - - - - (11,000)$ Reserves & Reserve Funds - - (8,000) - - (8,000)

Total Revenues (11,000)$ -$ (8,000)$ -$ -$ (19,000)$ Net Budget 1,648,500$ 39,200$ 71,400$ -$ -$ 1,759,100$

16


2017 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT ADMINISTRATIVE SERVICES – Continued Base Expenditures • Full-time Salaries & Benefits have increased due to step level of new staff combined with fixed rate benefit

increases. • Contract/Services increased $10,000 due to a consulting account to be established for unanticipated work

during the year. Growth – Full Time Staffing Annualization • Council approved service level increased by $46,200 to reflect the annualization of a Development Process

Coordinator as approved in the 2016 budget process. Growth – New Full time Staffing Requests • Staffing requests of $25,200 for a Department Assistant, Zoning to start July 2017.

17


2017 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT DEVELOPMENT PLANNING Program Description The role of the Development Division is to: • Process, review and make recommendations to Council regarding development applications submitted in

accordance with the Planning Act and Municipal Act. They are considered in the context of official plan policies and accepted planning principles. Such applications would include Official Plan and Zoning By-law Amendments, plans of subdivision, site plans, condominium, part lot control, Committee of Adjustment, Sign By-law Amendment and related matters.

• Report to and make recommendations to Council, assist and liaise with other departments, developers, applicants, residents and public agencies on matters related to planning and development applications.

• Appear at the Ontario Municipal Board and other administrative tribunals in defence of the decisions of Council and/or staff recommendations related to planning matters.

• Also under the Development Division umbrella is the Committee of Adjustment. The Committee of Adjustment is empowered to: • vary a zoning by-law where, in its opinion, the change is minor; • approve the enlargement or extension of a building; • approve the change in use of a non-conforming building or land; • interpret the meaning of the zoning by-law, where the by-law is written in general terms; and • grant consents for severances, easements, rights of way, power of sale and validation of title. 2017 Budget Highlights

Expenditures

Personnel - Full-Time Personnel - Casual Materials / SuppliesOther Expenditures

Total Expenditures


Total Revenues

Net Budget



1,489,077$ 1,269,289$ 1,840,900$ 2,038,900$ 198,000$ 10.8 108,841 169,939 24,300 24,300 - - 16,282 17,391 26,500 26,500 - -

- - 8,000 49,000 41,000 512.5

1,614,200$ 1,456,619$ 1,899,700$ 2,138,700$ 239,000$ 12.6%

(2,200,999) (2,833,295) (1,810,800) (1,856,900) (46,100) (2.5) - - - (49,000) (49,000) -

(2,200,999)$ (2,833,295)$ (1,810,800)$ (1,905,900)$ (95,100)$ -5.3%

(586,799)$ (1,376,676)$ 88,900$ 232,800$ 143,900$ 161.9%

18


2017 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT DEVELOPMENT PLANNING - Continued 2017 Budget Highlights



ExpendituresPersonnel - Full-Time 1,840,900$ 19,800$ 178,200$ -$ -$ 2,038,900$ Personnel - Casual 24,300 - - - - 24,300 Materials / Supplies 26,500 - - - - 26,500 Other Expenditures 8,000 - 41,000 - - 49,000


RevenuesUser Fees (1,810,800) (46,100) - - - (1,856,900) Reserves & Reserve Funds - - (49,000) - - (49,000)

Total Revenues (1,810,800)$ (46,100)$ (49,000)$ -$ -$ (1,905,900)$

Net Budget 88,900$ (26,300)$ 170,200$ -$ -$ 232,800$

Base Expenditures • Full-time Salaries & Benefits have increased due to step level of staff combined with fixed benefit rate

increases. Base Revenues • Development Revenues increased reflective of fee increases approved in the Tariff of Fees By-Law. Growth – Full Time Staffing Annualization • Council approved service level increased by $53,000 to reflect the annualization of a Site Plan Inspector as

approved in the 2016 budget process Growth – New Full Time Staffing Requests • Staffing requests in the amount of $117,200 is included to establish a Zoning division which includes a

Manager of Development, Zoning, Senior Planner, Zoning, and a Planner I, Zoning to in 2017.

19


2017 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT POLICY PLANNING Program Description The Policy Planning Division develops and implements a wide range of municipal planning policy initiatives including the development and review of the Town's Official Plan. They also conduct area land use studies and provide up-to-date research on a variety of planning topics including the environment, housing, parks and open space, demographics, infrastructure, transportation and the economy. The division provides policy development and recommendations on heritage matters as well as detailed urban design reviews of all new development within the Town. It plays a key role in monitoring changes in the regional and provincial policy and legislative environment in which the Town operates and provides expert advice to Council on such matters. The Division is also responsible for the policy development and implementation of the Town’s Public Art Program. This area is responsible for all aspects of parks, trails and open space planning and policy development. This area is also responsible for conducting studies, carrying out detailed analysis, and recommending and applying goals, objectives and policies related to parks and open space lands across the Town. This area also reviews all development applications regarding potential impacts on the Town’s natural environment. 2017 Budget Highlights

Expenditures

Personnel - Full-Time Personnel - Casual Contracts / ServicesMaterials / SuppliesOther Expenditures

Total Expenditures


Total Revenues

Net Budget



1,733,235$ 1,566,973$ 1,895,700$ 1,955,600$ 59,900$ 3.2 77,987 103,331 38,800 40,400 1,600 4.1 21,476 22,562 46,500 46,500 - - 14,963 13,334 19,100 22,800 3,700 19.4

- - - 8,000 8,000 --

1,847,661$ 1,706,200$ 2,000,100$ 2,073,300$ 73,200$ 3.7%

(47,931)$ (57,080)$ (53,500)$ (48,500)$ 5,000$ 9.3 (93,800) (81,400) (89,000) (102,800) (13,800) (15.5)

(141,731)$ (138,480)$ (142,500)$ (151,300)$ (8,800)$ -6.2%

1,705,930$ 1,567,720$ 1,857,600$ 1,922,000$ 64,400$ 3.5%

20


2017 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT POLICY PLANNING – Continued 2017 Budget Highlights



ExpendituresPersonnel - Full-Time 1,895,700$ 10,100$ 49,800$ -$ -$ 1,955,600$ Personnel - Casual 38,800 1,600 - - - 40,400 Contracts / Services 46,500 - - - - 46,500 Materials / Supplies 19,100 3,700 - - - 22,800 Other Expenditures - - 8,000 - - 8,000


RevenuesUser Fees (53,500)$ 5,000 - - - (48,500) Reserves & Reserve Funds (89,000) (5,800) (8,000) - - (102,800)

Total Revenues (142,500)$ (800)$ (8,000)$ -$ -$ (151,300)$ Net Budget 1,857,600$ 14,600$ 49,800$ -$ -$ 1,922,000$

Base Expenditures • Full-time Salaries & Benefits increased due to step level of staff combined with fixed benefit rate increases. • Casual wages and benefits increased to reflect the hourly increase in minimum wage for students. • Materials/Supplies have increased in membership costs to reflect memberships required for new staff.

Base Revenues • Tree Compensation revenues decreased to reflect the change in program. A new Terrestrial Natural

Heritage Area Reserve has been established for Tree Coverage fees paid through the development process.

• Transfer from Inspection Reserves increased to reflect the step level increase of the Parks Planner position which is funded from this reserve.

Growth – New Full Time Staffing Request • Staffing request of $49,800 is included for an Urban Designer (Senior Planner) to start July 2017.

21


2017 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT DEVELOPMENT ENGINEERING & TRANSPORTATION Program Description The Development Engineering and Transportation Division of the Planning & Regulatory Services Department is responsible for development related engineering services, and storm water management, as well transportation for the Town. This Division oversees the following: Processing and coordination of development applications including technical review of new subdivision

and site plan applications Coordination of construction related to Development Applications Design of storm water quantity and quality control related development Administration of the MOEE Transfer of Review process Grading and Site Alteration Permits, Utility Coordination Transportation Planning Traffic Safety and Engineering Signage, Signal Design, Illumination, Speed Limits, and Parking Regulations


ExpendituresPersonnel - Full-TimePersonnel - Casual Contracts / ServicesMaterials / SuppliesOther Expenditures

Total Expenditures


Total Revenues

Net Budget



1,769,914$ 1,424,518$ 2,086,800$ 2,367,700$ 280,900$ 13.5 51,909 82,946 221,500 137,500 (84,000) (37.9) 21,244 2,350 38,500 38,500 - - 17,780 13,678 26,200 26,200 - - 18,625 7,070 51,700 2,100 (49,600) (95.9)

1,879,472$ 1,530,562$ 2,424,700$ 2,572,000$ 147,300$ 6.1%

(133,267)$ (161,496)$ (115,700)$ (127,800)$ (12,100)$ (10.5) (172,400) (821,000) (947,800) (869,300) 78,500 8.3

(305,667)$ (982,496)$ (1,063,500)$ (997,100)$ 66,400$ 6.2%

1,573,805$ 548,066$ 1,361,200$ 1,574,900$ 213,700$ 15.7%

22


2017 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT DEVELOPMENT ENGINEERING & TRANSPORTATION – Continued 2017 Budget Highlights



ExpendituresPersonnel - Full-Time 2,086,800$ 35,700$ 245,200$ -$ -$ 2,367,700$ Personnel - Casual 221,500 - (84,000) - - 137,500 Contracts / Services 38,500 - - - - 38,500 Materials / Supplies 26,200 - - - - 26,200 Other Expenditures 51,700 - (49,600) - - 2,100


RevenuesUser Fees (115,700)$ (12,100) - - - (127,800) Reserves & Reserve Funds (947,800) (5,500) 84,000 - - (869,300)

Total Revenues (1,063,500)$ (17,600)$ 84,000$ -$ -$ (997,100)$ Net Budget 1,361,200$ 18,100$ 195,600$ -$ -$ 1,574,900$

Base Expenditures • Full-time Salaries & Benefits increased due to step level increases of new staff combined with fixed benefit

rate increases. Base Revenues • Development Engineering revenues increased reflective of the fee increase approved in the Tariff of Fees

By-Law. • Transfer from Development Engineering Review Reserve increased to reflect COLA increase of staff

funded from this reserve.

Growth – Full Time Staffing Annualization • Council approved service level increased by $195,600 to reflect the annualization of a Manager,

Development Engineering (Site Plan & High Rise/Infill), Development Engineering Programs Coordinator (Subdivisions) upgrade, Development Engineering Technologist, Senior Traffic Analyst and a Project Coordinator (Contract) as approved in the 2016 budget process

23


2017 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT BUILDING PERMITS/INSPECTIONS SECTION Program Description The Building Permits/Inspections program includes architectural, structural, mechanical and zoning disciplines in the enforcement of the Ontario Building Code and other applicable laws.

The Plans Review and Compliance Section services all Building Permit types in the architectural, structural, and mechanical disciplines. In addition, the Section is responsible for the application of zoning by-laws to Building Permit applications and for the answering of lawyers' compliance requests regarding property transactions.

The Building Inspection Section enforces the Ontario Building Code and other applicable laws through field inspections and the review of reports. The effort associated with this service, continues to increase as developments become larger and more complex.

The investigation of general complaints is part of the Inspection Section's level of service. Our current level of service does not include field mechanical review for residential construction, and 'final exterior inspections'.

The Building Code Act provides municipalities with powers to impose building permit fees, and in establishing fees under the Act, “The total amount of the fees…must not exceed the anticipated reasonable cost of the principal authority to administer and enforce this Act in its area of jurisdiction.”

The requirements of the Act do not limit municipalities to the costs directly related to the service; building permit fees can include indirect corporate management costs related to the provision of service and could include costs related to future compliance requirements or fee stabilization reserve fund contributions.

The Town developed a strategy for service stabilization, in that the Building Permit Stabilization Reserve Fund should be maintained to reduce the resourcing and budgetary challenges associated with a cyclical economic downturn and ongoing legislative requirements under the Building Code Act.

The Town underwent a Building Permit Fee Review in 2013, and Council approved fee increases to address significant under recovery of processing costs and fee structure adjustments were required to sustain future operations.


Expenditures

Personnel - Full-TimePersonnel - Casual Contracts / ServicesMaterials / SuppliesOther ExpendituresTransfers to Other Funds

Total Expenditures

Revenues

User Fees and FinesReserves & Reserve Funds

Total Revenues

Net Budget



3,014,850$ 2,731,451$ 3,495,700$ 3,513,100$ 17,400$ 0.5 21,278 16,983 27,800 27,800 - - (8,047) - 5,500 5,500 - - 76,929 61,145 105,200 107,700 2,500 2.4 2,393 4,544 15,000 15,000 - -

- - - - -

3,107,403$ 2,814,123$ 3,649,200$ 3,669,100$ 19,900$ 0.5%

(3,503,551)$ (4,646,975)$ (4,020,000)$ (4,420,000)$ (400,000)$ (10.0) (952,554) (924,900) (993,800) (613,700) 380,100 38.2

(4,456,105)$ (5,571,875)$ (5,013,800)$ (5,033,700)$ (19,900)$ -0.4%

(1,348,702)$ (2,757,752)$ (1,364,600)$ (1,364,600)$ -$ 0.0% 24


2017 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT BUILDING PERMITS/INSPECTIONS SECTION – Continued 2017 Budget Highlights



ExpendituresPersonnel - Full-Time 3,495,700$ 17,400$ -$ -$ -$ 3,513,100$ Personnel - Casual 27,800 - - - - 27,800 Contracts / Services 5,500 - - - - 5,500 Materials / Supplies 105,200 2,500 - - - 107,700 Other Expenditures 15,000 - - - - 15,000 Transfers to Other Funds - - - - - -

Total Expenditures 3,649,200$ 19,900$ -$ -$ -$ 3,669,100$

RevenuesUser Fees and Fines (4,020,000)$ - (400,000) - - (4,420,000)$ Reserves & Reserve Funds (993,800) (19,900) 400,000 - - (613,700)

Total Revenues (5,013,800)$ (19,900)$ -$ -$ -$ (5,033,700)$ Net Budget (1,364,600)$ -$ -$ -$ -$ (1,364,600)$

Base Expenditures • Full-time Salaries & Benefits increased due to step level increase of staff combined with fixed benefit rate

increases. • Materials/Supplies increased in uniforms/clothing costs due to officers badge renewals. Base Revenues • Transfer from Building Permit Reserves increased $17,400 to reflect the increase in personnel costs. • Building permits and other revenues are budgeted at $4,020,000, the same level from the 2016 budget. • Building Permits related expenditures are budgeted at $3.6 million (direct costs) and $1.4 million (indirect

costs) totalling $5.0 million. • Following strategy for service stabilization, net surpluses or net deficits from Building Permit operations

may be transferred to, or drawn from the Building Permit Rate Stabilization Reserves to stabilize cyclical revenue fluctuations. The 2017 budget includes a $993,800 transfer from the Building Permit Rate Stabilization Reserve.

Growth –New Program Request • Building Permit revenues increased $400,000 to reflect the upcoming increase growth in the Town of

Richmond Hill. • The increase in revenues is offset by a decrease in the Transfer from Building Permit Reserve which is the

stabilization strategy as described above.

25


2017 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT BY-LAW, LICENSING & PARKING ENFORCEMENT SECTION Program Description The Regulatory Services Division is responsible for addressing by-law and licensing violations, investigating by-law related complaints, ensuring compliance of Town by-laws and issuing and administering a variety of licenses and permits. The By-law Enforcement Officers of the By-law section investigate and enforce the Town’s regulatory by-laws including property standards (standards for heat, condition of properties, structural issues, etc.), graffiti, dumping, noise, signs, fences, pool enclosures, long grass and weed control, tree preservation, waste management, site plan violations, front yard parking, as well as Provincial legislation including Zoning violations (illegal use issues) under the Planning Act. Staff in this section initiate charges and periodically provide evidence in court to support convictions. This section is also responsible for the preparation of all prosecution related matters for the Town. This includes charges initiated by Enforcement staff, Building Services staff (Building Inspectors), the OSPCA (contracted to enforce the Town’s Animal Control by-laws), and Fire Prevention. Licensing The Licensing section receives and processes business license applications, and issue the appropriate licenses for certain businesses as regulated by the Town's Licensing By-laws. These include: Second Hand Goods retailers, Tobacco sales, newspaper boxes, arcades, pool halls, and massage parlours. They also issue licenses pertaining to taxis, limousines, tow-trucks, refreshment vehicles, and dogs. AMPS The Administrative Penalty System section is a newly created function for the enforcement, processing and resolution of parking by-law infractions for the Town of Richmond Hill. This program will commence on July 1, 2017 to address dealing with minor parking by-law infractions in a manner that is fair, effective and efficient, as well streamline the enforcement process and increase compliance with the Town of Richmond Hill’s parking by-law. The AMPS program of enforcement transfers parking by-law disputes from the courtroom to the municipality through the use of independent Screening and Hearing Review Officers who are able to modify, cancel or affirm penalties. This approach aids in reducing congestion in the courts as well as providing a more local and accessible dispute resolution system. (SRPRS.16.140) Parking Control The Parking Control section enforces the provisions of the Parking Control by-law (Chapter 1116 of the Town of Richmond Hill Municipal Code) on public roadways as well as of private property (Fire Routes and Disabled parking ONLY). There are currently 8 Parking Control Officers who work 24 hours a day, 7 days a week on 2 shifts. They respond to complaints, as well as patrolling the Town as a whole. Animal Services The By-law, Licensing and Enforcement Section of the Regulatory Services Division are responsible for overseeing the provision of animal control services in the Town of Richmond Hill. This responsibility includes the provision of all labour, equipment, machinery, materials and facilities that may be necessary for the performance of such service. The Town contracts out for the provision of Animal Services, which provides patrol and enforcement weekdays between the hours of 7 a.m. and 10 p.m. and weekends between the hours of 8 a.m. and 5 p.m. During their patrols, the officers will attend to complaints as well as patrol parks and other areas for dogs running at large and ensuring that the owners clean up after their dogs. The Animal Services contract also includes the provision of shelter services

26


2017 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT BY-LAW, LICENSING & PARKING ENFORCEMENT SECTION - Continued 2017 Budget Highlights

Expenditures

Personnel - Full-TimePersonnel - Casual Contracts / Services AMPS & Parking Contracts By-Law Property Clean Up By-Law Weed Control By-Law Hearing Fees Animal Control ContractsMaterials / SuppliesOther ExpendituresTransfers to Other Funds

Total Expenditures

Revenues

User Fees and FinesReserves & Reserve Funds

Total Revenues

Net Budget



2,507,777$ 2,291,851$ 2,667,700$ 2,919,800$ 252,100$ 9.5 193,946 183,592 119,500 153,400 33,900 28.4 669,897 508,928 660,200 672,200 12,000 1.8

- - 6,000 18,000 12,000 200.0 27,196 - 25,000 25,000 - - 23,816 14,445 22,000 22,000 - -

- - 1,300 1,300 - - 618,885 494,483 605,900 605,900 - - 141,764 55,358 83,000 99,900 16,900 20.4

1,154 3,547 - 47,000 47,000 -- - - - 82,300 82,300 --

3,514,538$ 3,043,276$ 3,530,400$ 3,974,600$ 444,200$ 12.6%

(1,789,628)$ (1,814,243)$ (1,558,500)$ (1,841,000)$ (282,500)$ (18.1) (43,139) (41,300) - (16,000) (16,000) --

(1,832,767)$ (1,855,543)$ (1,558,500)$ (1,857,000)$ (298,500)$ -19.2%

1,681,771$ 1,187,733$ 1,971,900$ 2,117,600$ 145,700$ 7.4%



ExpendituresPersonnel - Full-Time 2,667,700$ 19,000$ 233,100$ -$ -$ 2,919,800$ Personnel - Casual 119,500 - 33,900 - - 153,400 Contracts / Services 660,200 (1,000) 13,000 - - 672,200 Materials / Supplies 83,000 4,000 12,900 - - 99,900 Other Expenditures - - 47,000 - - 47,000 Transfers to Other Funds - - 82,300 - - 82,300


RevenuesUser Fees and Fines (1,558,500) - (282,500) - - (1,841,000) Reserves & Reserve Funds - - (16,000) - - (16,000)

Total Revenues (1,558,500)$ -$ (298,500)$ -$ -$ (1,857,000)$ Net Budget 1,971,900$ 22,000$ 123,700$ -$ -$ 2,117,600$

27


2017 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT BY-LAW, LICENSING & PARKING ENFORCEMENT SECTION - Continued Base Expenditures • Full-time Salaries & Benefits have increased due to step level increases combined with fixed rate benefit

increase. • Contract/Services have decreased due to a reduction of general contracts account no longer required in

Parking control. • Materials/Supplies increased in uniforms/clothing costs due to officers badge renewals. • Other Expenditures increased due to tuition cost increase for staff development. Growth – Program Annualization • In September 2016, Council directed staff to establish the Administrative Monetary Penalty System in the

Town of Richmond Hill (SRPRS.16.140) starting July 2017. The program consisted creating the following positions a Manager, AMPS, Temporary contract parking clerk, a Hearing Officer to get the program established, as well program supplies, expenses and revenues for the 2017 budget process

Growth – New Staffing Requests • Staffing requests of $123,700 is included for a Director, By-Law Licensing & Enforcement to start April

2017, a By-Law Policy Coordinator and a By-Law Enforcement Officer to start July 2017

28

BUSINESS CASE - NEW STAFF REQUEST Manager of Development – Zoning Section

Senior Planner Planner I

Zoning Clerk Overview In accordance with Section 26(9) if the Planning Act and Section 5.6 of the Town’s New Official Plan, a new Comprehensive Zoning By-law shall be prepared. It is noteworthy that all development within the Town is currently regulated by numerous area specific (parent) zoning by-laws, and as such this project would culminate with the Town’s first comprehensive zoning by-law. Notwithstanding the statutory requirement for a Comprehensive Zoning By-law, the harmonization of the existing zoning by-laws together with the introduction of new zone categories and standards which implement the new Official Plan will assist all those requesting to undertake any form of new development or re-development within the Town. The preparation of this Comprehensive Zoning By-law is an extremely complex and large scale undertaking as it affects every property within the Town. It is also vitally important that the document be written in clear language to provide clarity and consistency to all user groups to implement the Town’s new Official Plan and achieve the “New Kind of Urban” vision. Program Description The Comprehensive Zoning By-law would be undertaken in 3 phases over a 5 year period. Phase 1 would include background reviews, identification and analysis of zoning issues, preparation of studies/technical papers and strategic directions reports. Phase 2 would be the preparation of the draft Comprehensive Zoning By-law, with the ultimate expectation of the adoption of the By-law by Council thereafter. Phase 3 would deal with any and all appeals to the Ontario Municipal Board. Throughout the entire process there would be a considerable amount of time dedicated to public and stakeholder consultation and education, meetings with technical working groups, public agencies and Town departments, providing status updates and receiving comments/advice from Department Heads, Steering Committee and People Plan Task Force, as well as Council. An “in-house” staff Team led by a new Manager of Development – Zoning Section would lead this project. The Team structure (Appendix ”A”) is to be comprised of a combination of new full-time and contract staff. External consultants will also be retained as necessary. In addition to the Manager, a new Senior Planner and Planner I are recommended to be part of the full-time employee complement. A Zoning Clerk will be required to assist this project team. They would perform all administrative duties, manage staff calendars, arrange meetings, assist in the production of all documents and reports and maintain files. Functionally, the Zoning Clerk will be assigned to the Zoning By-law project but administratively they would be within the Administrative and Technical Services Section and report to that Supervisor (Appendix ”B”). Another Senior Planner, an Urban Designer II and a Researcher are recommended to be added on a contract basis. The Manager of Development – Zoning Section, will report directly to the Director of Development Planning (Appendix ”C”).Their responsibility will be to manage all aspects of this project including:

• preparation of project terms of reference; • recruitment and management of professional and support staff, including external consultants; • manage project budget; • oversee all research; • manage the activities of Project Steering Committee; • oversee preparation of all documents and reports to Council and various teams engaged in the project, i.e.

technical working groups, steering committee, department heads and Council;

29



Zoning Clerk • educate and engage all stakeholders, i.e. the public, special interest groups, external public agencies, Town

departments, building and development industry; • represent the Town at the Ontario Municipal Board and other tribunals; • be the front face of the Corporation for this project.

The Senior Planners will report to the Manager of Development – Zoning Section. Their primary responsibility will be to analyze and interpret all data, provide recommendations on potential by-law approaches to standards and their presentation. They will also prepare all necessary documents and reports throughout the projection in addition providing guidance and advice on all meetings, information briefs and public forums. The Planner I will assist the Senior Planners through the assembly and collection of data, preparation of reports, public documents and meetings. They will also coordinate their efforts with the primary activities of the Researcher. The Researcher will be primarily responsible for all data collection, compilation of information related to best practices and provide preliminary analysis of the research material. The Urban Designer II will assist the team in providing graphical and design analysis and illustrations to reflect the standards and objectives of the Comprehensive Zoning By-law.

Budget – Initial Budget of $100,000 allocated in 2013:

• Spent $144,000 • Total (2015) $394,000 • Budget 2017 $409,000

Strategic Alignment The comprehensive zoning by-law is an important and integral component of the Official Plan which aligns directly with the goals of the Strategic Plan. It serves the goals of Building Stronger Communities and creating a more Vibrant Richmond Hill and fostering Responsible Municipal Management. Link to the Town’s Strategic Plan: https://www.richmondhill.ca/en/find-or-learn-about/Strategic-Plan.aspx Comparative Analysis/Analyses of Alternative Approaches Consistent with the Town’s approach in undertaking the preparation of the Official Plan, staff are recommending the zoning by-law project be conducted “in-house” with the assistance of external consultants, as necessary. This approach enables the Town to utilize the expertise and substantial knowledge of staff as an effective and efficient use of resources. Additional specialized resources would be retained, as necessary, to complement this resource base and provide specialized skills directly related to this project. Cost and Benefit Analysis As already discussed in this project staffing request, this Team is recommended to be comprised of a combination of full-time staff, contract staff and external consultants, as necessary. Funding for the full-time staff is derived from the tax rate. All contract staff and consultants are funded from the Capital Budget.

30

https://www.richmondhill.ca/en/find-or-learn-about/Strategic-Plan.aspx



Zoning Clerk The budget for this project was established in 2013 and has a current balance of $394,000 with an anticipated forecast for an additional $409,000 in 2017. The costs of new full-time requests are detailed in the following pages. Overall, the total impact for these four full-time positions would be $141,000 for 2017. The full year impact would be $409,000 annually starting in 2018. Projected costs for any external consultants will be estimated as greater details on the entire project come forward to Council.

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Zoning Clerk Manager of Development – Zoning Section

Current Year (2017) Impact

Full Year (2018) Impact

Start Date 01-Jul-17End Date or Contract Terms 31-Dec-17Full Time or Contract Full Time Full TimeCUPE/Admin/SEA/FIRE Admin AdminGrade 8 8Step 1 3Annual Salary $112,700 $119,000Annual Benefit 29,000 30,600Operating Costs

Salaries (Prorated Salary Based on Start Month) 56,400 119,000Benefits 14,500 30,600Corporate allocation for training 300 300Corporate allocation for conference 1,400 1,400Equipment & Vehicle RentalSpecialized or mandatory trainingMembershipUniformsMileage

Total Operating Costs $72,600 $151,300Funding Source

Reduction in casual w ages & benefitsProgram efficiencies (contracts, consulting, etc)Reserv e Fund - SpecifyGrantsTax Rate 72,600 151,300

Total Funding Sources $72,600 $151,300Difference 0 0

Capital CostsFurniture & desktop w ith standard softw are (Desktop or Laptop Computer, Standard Corporate Softw are, Land Line Office built for Managers and abov eComputer hardw are/softw are bey ond standard issueVehicle

Total Capital Costs $0 $0Funding Source

Reserv e Fund - Tax Rate Stabilization Reserv e $33,000GrantsCash to Capital Reserv e -33,000 0

Total Funding Sources $0 $0Difference 0 0

Total Operating and Capital Costs $72,600 $151,300

32



Zoning Clerk Senior Planner



Start Date 01-Sep-17End Date or Contract Terms 31-Dec-17Full Time or Contract Full Time Full TimeCUPE/Admin/SEA/FIRE SEA - 35 hr SEA - 35 hrGrade 8 8Step 1 3Annual Salary $79,100 $85,100Annual Benefit 20,300 21,900Operating Costs

Salaries (Prorated Salary Based on Start Month) 26,400 85,100Benefits 6,800 21,900Corporate allocation for training 300 300Corporate allocation for conference 900 900Equipment & Vehicle RentalSpecialized or mandatory trainingMembership 700UniformsMileage









33



Zoning Clerk Planner I



Start Date 01-Nov -17End Date or Contract Terms 31-Dec-17Full Time or Contract Full Time Full TimeCUPE/Admin/SEA/FIRE SEA - 35 hr SEA - 35 hrGrade 5 5Step 1 3Annual Salary $62,100 $66,800Annual Benefit 16,000 17,200Operating Costs

Salaries (Prorated Salary Based on Start Month) 10,400 66,800Benefits 2,700 17,200Corporate allocation for training 300 300Corporate allocation for conference 0 0Equipment & Vehicle RentalSpecialized or mandatory trainingMembershipUniformsMileage









34



Zoning Clerk Zoning Clerk

Current Year

(2017) ImpactFull Year

(2018) Impact

Start Date 01-Sep-17End Date or Contract Terms 31-Dec-17Full Time or Contract Full Time Full TimeCUPE/Admin/SEA/FIRE SEA - 35 hr SEA - 35 hrGrade 3 3Step 1 3Annual Salary $47,400 $51,000Annual Benefit 12,200 13,100Operating Costs










35



Zoning Clerk Conclusions and Recommendations The preparation of the Comprehensive Zoning By-law is singularly the most important tool to implement the new Official Plan. Its value is underscored by its direct relationship to regulating all development within the Town and achieving the “New Kind of Urban” vision. A strategic review process is essential to the preparation of a Comprehensive Zoning By-law which will ensure that the document is innovative, user friendly and web-based. The by-law needs to be written in clear language to ensure that it will be consistently and easily interpreted as well as applied over time. The use of Town staff to undertake this project will be also the most effective and efficient use of Town resources.

36

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39

BUSINESS CASE - 2017 NEW STAFF REQUEST Urban Designer (Senior Planner) – Policy Planning

Overview The Town’s Heritage and Urban Design (HUD) Section in the Planning and Regulatory Services Department was established in late 2007. Currently there is a complement of a Manager, one (1) Urban Designer and one (1) Heritage staff person responsible for the Town’s urban design and heritage planning mandate. The heritage and urban design function provides both policy formulation as well as implementation through the development review process.

As development in Richmond Hill moves from the previous era of low density greenfield subdivision development to one which features high density development in visible and prominent locations, the importance of urban design in the planning process is magnified considerably. With the majority of new development being increasingly tall residential mixed use towers and increasingly dense forms of townhouse developments, Richmond Hill is challenged more than ever in ensuring that new development is functional, aesthetic and contextually sensitive. Urban design challenges for the Town include integration of new development with surrounding neighbourhoods and the creation of complete, animated streets.

The preparation of place-making related guidelines and initiatives to implement the Town’s new Official Plan (OP) has been under way since 2010. Since Council’s approval of the Town-wide Urban Design Guidelines and the Public Art Policy in 2012, the Urban Design Section continues to work on documents that enhance the quality of design in both private and public spaces within the Town. Examples of the foregoing include the Public Realm Master Plan and Architectural Control Guidelines (ACGs) for new subdivision developments.

The provision of alternative design solutions developed by Town Urban Design staff that can meet with the intent of the above-noted documents becomes a highly valuable tool in mediating settlements between the Town and developers with respect to planning applications. Professional urban design evidence by Town staff is often an integral part of Ontario Municipal Board hearings to support the Town’s position on appealed applications.

Given the current limited staff resources, to properly review the volume of development applications and provide alternative design solutions, an additional Urban Design position is required. This business case is requesting funding for one (1) Urban Designer position at the Senior Planner level.

Program Description Development Application Review

Urban design involves the provision of input to both form and function of all new development proposals. Accordingly, almost all planning applications are reviewed by Town Urban Design staff. Such work involves review of every type of development application from single detached houses in new subdivisions through to multi-building, high rise developments. Volumes of development applications continue to rise as do the scale and complexity of the applications. With particular consideration to the increased complexity of development applications (many of which are appealed to the Ontario Municipal Board), the inclusion of a Senior Urban Designer is required to direct design solutions on the largest, most complex and controversial development applications.

Coordinating Town-Initiated Public Realm Projects

The Public Realm Master Plan (PRMP) is an initiative to provide a series of design best practices for a variety of capital construction projects on publicly owned lands within the Town. Design direction will need to be provided to street development and redevelopment, municipal buildings, trails, parks and other public spaces.

40


Although staff from several departments have been involved in developing the PRMP, upon the completion of the Plan, it is anticipated that the Senior Urban Designer would play a lead role in coordinating implementation of the PRMP. Coordination of design input from various departments will be an essential task to ensure that the design goals of the PRMP and Official Plan are met. Such work will require the knowledge and skills of a Senior Urban Designer. An example of such work would include the Town’s proposed Gateway Lighting Feature at the intersection of Yonge Street and Garden Avenue in the Regional Centre.

Continuing Program and Policy Development

From time to time additional policy investigations are required to provide guidance to deal with specific types of development applications or specific design issues. One possible pending investigation is a set of design guidelines to deal with newly popular stacked townhouse developments. The design of low impact development initiatives is another area gaining prominence in the urban design field. The undertaking of these endeavours requires a more seasoned urban design professional possessing research and writing skills.

Strategic Alignment (Link to the website for the Town of Richmond Hill’s Strategic Plan for reference: Town's Strategic Plan )

The additional Urban Design Senior Planner position will help achieve the place-making objective in Goal three of the Strategic Plan, “A More Vibrant Richmond Hill”. It also aligns with the direction in the Outcome 2 of Goal 3 which is the promotion of a sense of identity and place through “the celebration, promotion and enhancement of the Town’s unique places”.

Comparative Analysis Both Markham and Vaughan have a range of urban design professionals that include a Senior Urban Designer and a Project Manager or Coordinator in addition to the position of Urban Designer. Richmond Hill has just an Urban Designer position.

Analysis of Alternative Approaches

The Town’s new OP promotes place-making. Richmond Hill’s evolution to a pedestrian-oriented community needs to ensure that both public and private developments are well built, and that there is a coordinated effort amongst departments to create attractive and memorable public spaces. Presently there is no position to coordinate and administer public realm improvements. Other than the Manager of Urban Design (who has additional duties), the Town has limited ability to provide an urban design witness to represent the Town’s position before the Ontario Municipal Board. In light of the foregoing, a Senior Urban Designer position is required.

An alternative approach would be to do nothing and the Town may engage consultants on an ad hoc basis for a specific project. While this may be appropriate for specific large scale initiatives, it lacks the day-to-day coordination effort that is afforded by having a full time staff person to establish a consistent approach and process to execute these Town-wide cross-departmental projects.

Cost and Benefit Analysis The position would be an SEA 8-1 position (with a potential for a 6-month step increase). This is a total 2017 annual salary of $79,100 and benefits of $20,300 (the pro-rated amounts are a salary of $39,600 and benefits of $10,200 for a July start date).

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http://www.richmondhill.ca/subpage.asp?pageid=hotnews_richmond_hill_strategic_plan


Conclusions and Recommendations Staff recommend that this operating budget staffing request be approved to better facilitate the Town’s mandate to meet the goals of the Official Plan and provide improved customer service in the development review process.



Start Date 01-Jul-17End Date or Contract Terms 31-Dec-17Full Time or Contract Full Time Full TimeCUPE/Admin/SEA/FIRE SEA - 35 hr SEA - 35 hrGrade 8 8Step 1 3Annual Salary $79,100 $85,100Annual Benefit 20,300 21,900Operating Costs





Capital CostsFurniture & desktop w ith standard softw are (Desktop or Laptop Computer, Standard Corporate Softw are, Land Line

$8,000

Office built for Managers and abov eComputer hardw are/softw are bey ond standard issueVehicle

Total Capital Costs $8,000 $0

42

BUSINESS CASE - NEW STAFF REQUEST Planning and Regulatory Services Department

Director, By-law and Licensing Enforcement

Overview At the October 24, 2016 meeting, Council considered a staff report on the Management Structure Review (SRCAO.16.31) that provided results of the review and recommended a revised management structure. At that meeting, Council received the staff report and directed staff to present separate business cases for the five new positions identified in the recommended management structure for consideration during the 2017 Budget Committee of the Whole – Operating Budget deliberations. The five positions are:

• Director, By-law and Licensing Enforcement • Director, Natural Environment • Manager, Capital Asset Management Planning • Project Manager, Asset Management Planning • Manager, Economic Development

In addition, Council directed staff to fill vacant staff positions and referred the organizational structure changes outlined in the staff report back to the CAO until recruitment of current staff positions is complete following which a report be presented again to Council for review and consideration. Staff have prepared business cases for each of these positions and they are included in the 2017 Operating Budgets for the Planning and Regulatory Services (Director, By-law and Licensing Enforcement and Director, Natural Environment), Environment and Infrastructure Services (Manager, Capital Asset Management Planning and Project Manager, Asset Management Planning) and Office of the CAO (Manager, Economic Development).

Program Description In 2016, a new philosophy and framework was finalized to guide the delivery of regulatory services in the Town. The philosophy is ‘protect our community, respect your neighbours’. The framework, which sets out how the Town will provide regulatory services in the future, focuses on understanding, educating and protecting the community with an emphasis on voluntary compliance.

As part of the development of the philosophy and framework, staff benchmarked the Town against comparator municipalities to better understand how regulatory services are provided in other towns and cities. The benchmarking exercise revealed that it is unique to have one Director responsible for both the Building and By-law and Licensing Enforcement functions. Many of the comparator municipalities examined has these responsibilities divided between two or more staff.

The daily conflict resolution nature of this position, in two significant service areas, limits the ability of the Director to undertake strategic and long term planning as well as stay current with upcoming issues and trends. Having separate Directors responsible for each area will provide sufficient time for these tasks as well as the day to day management of these areas. In addition, having separate Directors would support implementation of the new Regulatory Services Framework.

The Management Structure Review proposed that the responsibilities of the Director, Regulatory Services/Chief Building Official be separated into two functions: Building Services and By-law and Licensing Enforcement, with a Director position leading each of the functions. Under the proposed structure identified in staff report SRCAO.16.31 the Building Division would remain in the PRS Department while the By-law and Licensing Enforcement Division would move the Community Services Department. The roles and responsibilities of this new Division will remain the same in the new structure.

43



The new Director, By-law and Licensing Enforcement will be responsible for:

• providing leadership, strategic direction and overall management of the by-law and licensing function • leading the implementation of the regulatory services philosophy and framework • providing advice to the Commissioner of Regulatory Services, CAO and Council on matters of

enforcement • developing solutions and resolving conflicts in matters of enforcement of by-laws • representing the Town’s interests in litigation relating to by-laws • leading the approach to the prosecution of offences • leading the development of mediated solutions, attaining compliance and problem solving • managing the Town’s Animal Services contract • creating, reviewing and updating the Town’s by-laws • participating in the development of annual budgets and business plans • recruiting and supervising staff

Should Council approve this position the start date would be April 1, 2017.

Strategic Alignment Approving the Director, By-law and Licensing Enforcement position will support the goal of Stronger Connections. With additional capacity at a Director level to implement the regulatory services philosophy and framework, stronger connections will be achieved as staff work in a different way with the community.

Comparative Analysis The need for a separate Director, By-law and Licensing Enforcement is recognized in several GTA and other municipalities. Large municipalities such as Kitchener, Oakville, Oshawa and Vaughan have separate Directors responsible for the by-law and licensing enforcement function. Markham and Burlington have Managers responsible for this function, reporting to a Director. Analysis of Alternative Approaches The alternative to not approving this position is that the status quo would continue with the Director, Regulatory Services/Chief Building Official continuing to be responsible for both the Building and By-law and Licensing Enforcement functions. The advantage of this alternative is that there is less disruption for divisional staff and the Manager, By-law and Licensing Enforcement position is not eliminated. The disadvantage of this alternative is that there will continue to be capacity challenges for the existing Director, Regulatory Services/Chief Building Official including making it difficult to implement the new philosophy and framework.

Cost and Benefit Analysis The cost of hiring a Director, By-law and Licensing Enforcement based on salary, benefits, and allocations for training and conference is $132,400 in 2017. The benefit of approving this position is that it will create senior level capacity within the by-law and licensing enforcement function as well as in the building function.

As identified in the staff report on the Management Structure Review, it is proposed that the position would be funded by the eliminated Manager, By-law and Licensing position. This provides $108,300 in funding for salary and benefits. The net total conversion cost impact for the Director, By-Law and Licensing Enforcement position will be $24,100 in 2017.

44



Conclusions and Recommendations The need for this position was identified during a review of the Town’s regulatory services and subsequently in the Management Structure Review. Other municipalities have recognized the need for a separate by-law and licensing enforcement function and have Directors leading these areas. Approving this position will create additional senior level capacity in the by-law and licensing enforcement function in the Town, allowing for implementation of the regulatory services framework.



(Eliminated Position)

2017 Conversion

Cost Impact

Start Date 01-Apr-17 Mgr, By-LawEnd Date or Contract Terms 31-Dec-17Full Time or Contract Full Time Full TimeCUPE/Admin/SEA/FIRE Admin AdminGrade 10 8Step 1 1Annual Salary $138,200 $112,700 $25,500Annual Benefit 35,500 29,000 $6,500Operating Costs

Salaries (Prorated Salary Based on Start Month) 103,700 84,500 $19,200Benefits 27,000 22,100 $4,900Corporate allocation for training 300 300 - Corporate allocation for conference 1,400 1,400 -

Total Operating Costs $132,400 $108,300 $24,100Funding Source

Tax Rate 132,400 108,300 $24,100

Total Funding Sources $132,400 $108,300 $24,100

Capital CostsFurniture & desktop with standard software (Desktop or Laptop Computer, Standard Corporate Software, Land Line Telephone and A i t d S i t D t /T l bl (If R i d ) t )

$0

Office built for Managers and above 0

Total Capital Costs $0 $0Total Operating and Capital Costs $132,400 $108,300 $24,100

45

BUSINESS CASE - NEW STAFF REQUEST By-Law Policy Officer

Overview The By-law and Licensing Section of the Planning & Regulatory Services Department is responsible for the enforcement of the Town’s regulatory by-laws and provincial legislation by responding to and investigating complaints, and by taking the appropriate action as provided in law and with the By-law enforcement policies and procedures in order to maintain the necessary records and provide evidence in court trials associated with the investigations. The investigations include inspection, issuing of appropriate orders, notices, summonses, attending court, providing the evidence, public education and community liaison.

The goal of By-law and Licensing Services is not to penalize the residents and businesses of Richmond Hill or visitors to our town, but rather to achieve voluntary compliance through education, communication and providing opportunities for people to resolve their issues and preserve the quality of life and property they are entitled to.

The By-law section’s primary objective is to provide an initial response to each complaint received within three (3) business days. The length of enforcement proceedings will vary depending on the nature and circumstances of the complaint, the volume of complaints received in a given period, and the cooperation of the individual party/parties found in violation of a by-law.

The Town of Richmond Hill however, has changed enormously in the past 25 years with many new emerging By-law related challenges which may not have been anticipated during the creation of the Town’s original Municipal By-laws. As the Town transitions from greenfields to a more urban municipality, the nature and complexity of By-law matters also change.

It has become evident that the Town has failed to remain current in updating many of its existing outdated and archaic by-laws; it does not have the flexibility or capacity to address new and emerging needs demanded by the public and continues to rely on outdated appeal mechanisms which could be delivered in new innovative ways.

Program Description Many of the Town’s Municipal By-laws which end in enforcement are outdated. Modern society is considerably more complex and in part is driven by technological changes. The expectations on the Town by its residents and businesses have increased and as a result staff struggle to reconcile modern needs through outdated rules and regulations.

Further, staff do not have the ability to deal with appeals in an effective and efficient manner without disrupting Council or the Town’s normal business practices. In the past, issues related to the Fence By-law, Property Standards By-law, Long Grass & Weed By-law, Dangerous Dog By-law & Noise By-law have required staff and in some cases, Council’s attention. Staff must investigate, create and implement where possible a means of adjudicating disputes through new emerging mechanisms for the various Municipal By-laws.

Specifically staff would review and update each current Municipal By-law, remove outdated By-laws where appropriate, identify and create new Municipal By-laws, identify, devise and implement new tools which encourage compliance without the need of traditional enforcement; identify, devise and implement new appeal mechanisms for various municipal By-laws. The position of By-law Policy Officer would report to the Manager of By-law, Licensing & Parking Control.

46


Strategic Alignment Updating the Town’s Municipal By-law, which the Licensing & Parking Enforcement Section currently administer, will ensure that the Town will be in the position to respond to the changing nature of enforcement, increased complexity driven by technological change and the expanding expectations of residents and businesses. As such, the Town of Richmond Hill will ensure that there is a consistent level of good customer service, accountability and public safety, and will meet the goal of “Responsible Municipal Management”. It is also consistent with Goal One of the Strategic Plan: Stronger connections in Richmond Hill by responding to the changing needs of the community and improving the function of the streets and neighborhoods.

Comparative Analysis The Town of Richmond Hill’s Regulatory Services Division is unique in the sense that it is rare for an organization servicing such a large population to have such a close organizational relationship between the Building & By-law functions. Functional specialization of Building & By-law leads to the need for specialized policies for each area. The area which currently needs the most attention is supporting policy research and development related to Municipal By-laws. Other comparator municipalities have recognized the need for resources to proactively anticipate and address their needs. The Town of Richmond Hill has not remained current in this area.

Analysis of Alternative Approaches The Enforcement Section needs to ensure that Municipal By-laws are being updated in the most efficient and effective manner possible. The addition of a By-law & Licensing Officer, whose primary responsibility would be to update the outdated Municipal By-law would ensure current levels are maintained.

47




Start Date 01-Jul-17End Date or Contract Terms 31-Dec-17Full Time or Contract Full Time Full TimeCUPE/Admin/SEA/FIRE Admin AdminGrade 5 5Step 1 2Annual Salary $73,700 $75,700Annual Benefit 18,900 19,500Operating Costs





Capital CostsFurniture & desktop w ith standard softw are (Desktop or Laptop Computer, Standard Corporate Softw are, Land Line

$8,000 $0

Office built for Managers and abov eComputer hardw are/softw are bey ond standard issueVehicle

Total Capital Costs $8,000 $0Funding Source

Reserv e Fund - SpecifyGrantsCash to Capital Reserv e 8,000 0

Total Funding Sources $8,000 $0Difference 0 0


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Conclusions and Recommendations The current and future work plan commitments of the By-law & Licensing Section make the staffing of a By-law Policy Officer a key priority. Policy related holes in the enforcement framework make it necessary for a long term commitment to keep these policies and municipal by-laws up to date, and emerging legislative changes must be reflected in the Town’s Municipal By-laws.

The By-law Policy Officer staffing request reflects needed capacity in this area and is reflective of services provided by other comparator GTA municipalities. It is respectfully requested that this position be considered and approved.

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BUSINESS CASE – NEW STAFF REQUEST BY-LAW AND LICENSING ENFORCEMENT OFFICER

Overview/Background: As the Town transitions from greenfields to a more urban municipality, there has been a significant demand from the Public to provide services beyond the Town’s regular Monday to Friday business hours by expanding after-hours and weekend enforcement services. The By-law and Licensing Section of the Planning & Regulatory Services Department is responsible for the enforcement of the Town’s regulatory by-laws and provincial legislation by responding to and investigating complaints, and by taking the appropriate action as provided in law and with the By-law enforcement policies and procedures in order to maintain the necessary records and provide evidence in court trials associated with the investigations. The investigations include inspection, issuing of appropriate orders, notices, summons, attending court, providing the evidence, public education and community liaison. The goal of By-law and Licensing Services is not to penalize the residents and businesses of Richmond Hill or visitors to our town, but rather to achieve voluntary compliance through education, communication and providing opportunities for people to resolve their issues and preserve the quality of life and property they are entitled to. The By-law section’s primary objective is to provide an initial response to each complaint received within three (3) business days. The length of enforcement proceedings will vary depending on the nature and circumstances of the complaint, the volume of complaints received in a given period, and the cooperation of the individual party/parties found in violation of a by-law. Program Description: To enable the By-law Enforcement Section to maintain and to preferably enhance the present level of service and facilitate certain by-law in areas of enforcement that are safety related or have been identified as requiring immediate attention, an additional By-law and Licensing Enforcement Officer is requested. The present demands on the By-law Section are significant in dealing with an increase of complaints and complexity across a very diverse population in Richmond Hill. As a result of expanding population densities, and high-density urbanization, we have had an increase in enforcement complaints related to zoning uses, non-complying uses of buildings by residents and businesses that are not permitted within the appropriate zoning by-laws. Considerable time is spent by our officers in bringing into compliance these zoning violations and therefore depleting the enforcement resources. Complexity has increased in all functions, and as a result, the level of support that is required of by-law staff to many specialist functions in the Town has also increased. Some examples are: grading violations, tree cutting, environmental regulations, animal control, encroachments, controversial uses such as marijuana, park use and so on. By-law staff must adapt to all of these changing requirements, often without advance warning. As a result of the Regulatory Services review and consistent with the philosophy of enforcement, By-law Enforcement staff attempt to obtain compliance through public education, solution oriented approaches to garner voluntary compliance first and legal enforcement where necessary. A significant amount of time is invested as a result.

50


The by-law section consists primarily of five main areas of scope and function: By-law Enforcement, Licensing, Parking Control, Animal Services and Prosecutions. Each function consists of various diverse by-laws passed by Council with the desire to regulate various aspects of activity within the municipality. Importantly, each functional areas’ by-laws are to be enforced in accordance with applicable legislation and within the specific framework of the regulations. The following is a list of some of the common but diverse legislation by-law staff must be knowledgeable about:

• Town of Richmond Hill Municipal Code (consisting of over 21 areas of Licensing, Tow Trucks, Taxi etc.) • Municipal Act • Provincial Offences Act • Planning Act • Line Fences Act • Police Services Act • Long Grass & Weed Act • Evidence Act • Ministry of Transportation – Highway Traffic Act • OSPCA Act • Dog Owner’s Liability Act • Charter of Rights • Building Code Act

The request for an additional By-law Enforcement Officer would enhance our ability to increase our vigilance after hours (evenings and weekends). This way, we can maintain a full complement of enforcement officers during our regular business hours, without disrupting the continuity of service levels during day-to-day operations. After hour and weekend enforcement is an effective way for the Town to respond to requests from the public and Council in a time sensitive manner. Access to staff after hours and during weekends will provide an enhanced level of confidence and trust to the public, and move incrementally towards the goal of meeting the public’s expectation for future extended by-law enforcement coverage. Strategic Alignment: The present demands on the By-law Section are significant and increasingly complex in nature. The Town has operated with a relatively lean staff as indicated in the March 10, 2009 TCI Management Consultants Report, Executive Summary: “Workload pressures are rising in the By-Law Section as Richmond Hill’s increasing population, new development and urbanization are leading to more by-law complaints.”

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The addition of an additional By-law & Licensing Enforcement Officer is in keeping with the Town’s Strategic Plan with Goal Four: Wise Management of Resources in Richmond Hill.

Analysis of Alternative Approaches:

The Town of Richmond Hill will continue to utilize the current complement of By-Law and Licensing Enforcement Officers, however it currently does not have the ability to provide enforcement after hours and weekends nor improve the ability to perform enforcement blitzes. In addition, it is difficult to maintain current levels of service and provide additional attention to the delicate interface with an increasingly demanding and diverse public, along with managing the mounting complexity of continually changing legislation and regulatory processes.

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BUSINESS CASE - NEW STAFF REQUEST By-law & Licensing Enforcement Officer



Start Date 01-Jul-17End Date or Contract Terms 31-Dec-17Full Time or Contract Full Time Full TimeCUPE/Admin/SEA/FIRE SEA - 35 hr SEA - 35 hrGrade 6 6Step 3 4Annual Salary $71,900 $75,100Annual Benefit 18,500 19,300Operating Costs

Salaries (Prorated Salary Based on Start Month) 36,000 75,100Benefits 9,300 19,300Corporate allocation for training 300 300Corporate allocation for conference 0 0Equipment & Vehicle RentalSpecialized or mandatory training 1,100 1,100Membership 200 200Uniforms 600 600Mileage 6,000 6,000


Reduction in casual wages & benefitsProgram efficiencies (contracts, consulting, etc)Reserve Fund - SpecifyGrantsTax Rate 53,500 102,600


Capital CostsFurniture & desktop with standard software (Desktop or Laptop Computer, Standard Corporate Software, Land Line Telephone and A i t d S i t D t /T l bl (If R i d ) t )

$8,000

Total Capital Costs $8,000 $0

Funding SourceReserve Fund - Tax Rate Stabilization $8,000GrantsCash to Capital Reserve 0 0

Total Funding Sources $8,000 $0

Difference 0 0Total Operating and Capital Costs $61,500 $102,600

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BUSINESS CASE - NEW STAFF REQUEST By-law & Licensing Enforcement Officer

Conclusions and Recommendations The addition of enforcement services will expand the Town’s ability to extend By-law and Licensing Enforcement services beyond the regular business hours, ensuring compliance with the Town’s By-laws through easier access and timely responses.

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planning & regulatory services - town of richmond hill · manager development, zoning 32 ....

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