May 18, 1999
To:Budget Committee
East York Community Council
Etobicoke Community Council
North York Community Council
Scarborough Community Council
Toronto Community Council
York Community Council
From:City Clerk, Urban Planning and Development Committee
Subject:Urban Planning and Development Services Department - Staff Resources
Recommendations:
The Urban Environment and Development Committee submitted the following
recommendations to City Council for consideration at its meeting on June 9, 1999 and,
in addition, forwarded its action in this respect and the report (May 11, 1999) from the
Commissioner, Urban Planning and Development to all Community Councils for
information and to the Budget Committee for consideration and report directly to
Council for its meeting on June 9, 1999.
The Committee recommended to Council for its meeting on June 9, 1999 the following:
- that Recommendations (1), (2) and (3) of the report (May 11, 1999) from the
Commissioner, Urban Planning and Development Services be adopted subject to amending
Recommendation (1) by deleting the figure "7" and substituting the figure "15" and
amending the amounts accordingly, so as to read:
"(2)City Council approve an additional amount of $369,000 to the 1999 salaries and benefits
budget of the Urban Planning and Development Services Department in order to fund the
hiring of 15 additional planners by the final four months of the current fiscal year (thereby
representing an annualized cost of $1,107,000);"
- that the past practices of hiring summer planning students be maintained and encouraged.
Background:
At its meeting on May 17, 1999, the Urban Environment and Development Committee had
before it the report (May 11, 1999) from the Commissioner of Urban Planning and
Development Service responding to Council's concern regarding the sufficiency of staff
resources in the Urban Planning and Development Services Department to deliver services
within the time frames desired by both City Council and the public and recommending that:
(1)City Council approve an additional amount of $172,200 to the 1999 salaries and benefits
budget of the Urban Planning and Development Services Department in order to fund the
hiring of 7 additional planners by the final four months of the current fiscal year (thereby
representing an annualized cost of $516,600).
(2)City Council approve an additional amount of $135,300 to the 1999 salaries and benefits
budget of the Urban Planning and Development Services Department in order to fund the
hiring of 6 additional zoning/plans examiners by the final four months of the current fiscal
year (thereby representing an annualized cost of $405,900).
(3)the Commissioner of Urban Planning and Development Services report to the Planning
and Transportation Committee in the fall of 1999 on the status and service impact of the
redeployment of enforcement staff and the re-allocation of administrative cost efficiencies
within the Municipal Licensing and Standards Division.
(4)this report and the actions of the Urban Environment and Development Committee be
forwarded to the Community Councils for information, and to the Budget Advisory
Committee for consideration.
The Committee also had before it:
- report (May 14, 1999) from Councillor Frances Nunziata, expressing concern with respect
to depleted staff resources at York Civic Centre;
-communication (May 13, 1999) from Patrick Bernes, President, DeBerardinis Building and
Development Ltd. expressing concern over the loss of experienced planning staff, particularly
in the former Cities of Etobicoke and North York, which has resulted in a delay with general
processing of planning and building matters within the amalgamated City of Toronto
The Committee's action is as noted.
Christine Archibald/ed
Item 21
cc:Commissioner, Urban Environment and Development Committee
John Di Lallo, Budget Services Division, Finance
Date:May 11, 1999
To:Urban Environment and Development Committee
From:Commissioner, Urban Planning and Development Services
Subject:Urban Planning and Development Services Department - Staff Resources
Wards:All
Purpose:
To respond to Council's concern regarding the sufficiency of staff resources in the Urban
Planning and Development Services Department to deliver services within the time frames
desired by both City Council and the public.
Funding Sources, Financial Implications and Impact Statement:
Should City Council approve the recommendations contained in this report, the effect would
be a total increase in the 1999 Operating Budget of the Urban Planning and Development
Services Department of $307,500 and a commitment to an additional $615,000 in the year
2000.
Recommendations:
It is recommended that:
(1)City Council approve an additional amount of $172,200 to the 1999 salaries and benefits
budget of the Urban Planning and Development Services Department in order to fund the
hiring of 7 additional planners by the final four months of the current fiscal year (thereby
representing an annualized cost of $516,600).
(2)City Council approve an additional amount of $135,300 to the 1999 salaries and benefits
budget of the Urban Planning and Development Services Department in order to fund the
hiring of 6 additional zoning/plans examiners by the final four months of the current fiscal
year (thereby representing an annualized cost of $405,900).
(3)The Commissioner of Urban Planning and Development Services report to the Planning
and Transportation Committee in the fall of 1999 on the status and service impact of the
redeployment of enforcement staff and the re-allocation of administrative cost efficiencies
within the Municipal Licensing and Standards Division.
(4)This report and the actions of the Urban Environment and Development Committee be
forwarded to the Community Councils for information, and to the Budget Advisory
Committee for consideration.
Council Reference/Background/History:
At the special meeting of City Council held on April 26 and 27 to consider the 1999 Operating
Budget, concern was expressed on the part of some members of Council regarding the
adequacy of the size of the Department's staffing complement to ensure efficient service
delivery in the following service areas: building permit processing; municipal standards
inspections; and community planning activities.
The Commissioner was requested to report to the Planning and Transportation Committee, the
Budget Committee and to the Community Councils (the latter for information purposes only)
within a time frame that would allow for Council consideration at its June 9, 10, and 11
meeting. However, the Planning and Transportation Committee does not hold its first meeting
until June 14, 1999. Accordingly, in order to meet the June Council meeting directive, it is
necessary to report to the May 17, 1999 meeting of the Urban Environment and Development
Committee.
Comments and/or Discussion and/or Justification:
1.Department Amalgamation and Downsizing:
In response to the amalgamation and downsizing targets established by the Corporation in
1998, the Urban Planning and Development Services Department created a plan to meet the
two-year target by the end of the first year in order to accelerate stabilization and certainty
within the organization. City Council, through its approval of the 1998 Operating Budget,
accepted the recommended plan to reduce 112 staff from the then existing staffing
complement of 884. (It should be noted that all staffing reductions resulted from the
amalgamated functions of planning, building and municipal standards and not licensing. The
licensing function at that time was not formally part of the department, nor was it an
amalgamating function.) The Department's downsizing plan called for 40 percent of the
reductions to come from streamlining the management structure; 40 percent from efficiencies
resulting from improved business processes (supported by an integrated information
technology system, as well as single tier development review); and 20 percent from specific
initiatives, including the adoption of statutory standards for building inspections.
Although the planned reductions were a reasonable expectation from amalgamation, and
should not have affected the ongoing delivery of service appreciably, other causes resulted in
unintended effects.
When the reductions were proposed in early 1998, it was assumed that the collective budgets
of the former municipalities included funded vacancies of up to 20 positions. It was later
confirmed that the "1997 collective budget" for Urban Planning and Development Services
contained no funded vacancies. Therefore, the total 112 positions, rather than 92, had to be
deleted in 1998. Moreover, the budget incorporated an unallocated $700,000 gapping number
which had to be managed in 1998, and assumed in 1999.
As was the experience with the whole Corporation, downsizing efforts which had been
undertaken by all seven municipalities prior to amalgamation, had not seen their full impact
on service delivery prior to 1998, and were not taken into account during budget preparation.
Finally, a particular factor which was not anticipated, and which has a direct impact on
resource needs within this Department, was the upturn in the economy. In 1998, the
construction value of building permits issued increased by 24% over 1997. After the first
quarter of 1999, the upward trend is being equalled, if not exceeded.
Nevertheless, it had been my opinion that the impacts of the staff reductions could be
managed through the 1999 transitional year with incidental service effects, pending complete
stabilization of the Department by way of harmonized practices, business process review, and
supporting information technology systems.
2.Transitional Initiatives Underway:
Within the Urban Planning and Development Services Department, there are several
initiatives underway which, when completed, will assist to stabilize the Department and
improve service.
As downsizing was implemented in 1998, the targeted voluntary exit program permitted some
flexibility in order to achieve the reduction with minimal forced separations. Once the target
was achieved, the exit program was closed. However, a number of resignations and
constructive dismissals occurred after the required reductions were achieved which resulted in
a substantial funded vacancy envelope. The senior management of the Department reviewed
these vacancies as they accumulated and directed the funding to meet direct service priorities.
As a result, we have currently under competition 10 additional community planner positions
and 3 additional plans examiner positions, which should improve the service capacity for both
the City Planning and the Building Divisions from their current resource base.
We are conducting consultations with representatives of the development community (the
Urban Development Roundtable) to receive input and advice on improving our approval
processes. This will lead to an early adoption of some practice improvements, and the
finalization of a report to Council recommending new practices for development approvals.
Early in 1998, staff of the Department identified the need for an integrated business
management system which would properly link the data needs of building, planning, licensing
and municipal standards. This was proposed and approved as a transition project. In fact, the
40 percent reduction attributed to efficiencies was predicated on this updated technology being
in place. The project is on target for implementation by the end of September, including
training for staff, and will then provide valuable support particularly for staff reviewing and
processing building applications. (This, incidentally, is the Department's comprehensive
response to Y2K concerns.)
The merging of Licensing and Municipal Standards presents the opportunity to allocate
enforcement staff resources more efficiently across the City. Staff of that Division are
reviewing the options and will be implementing the appropriate changes throughout the year.
Each Division within the Urban Planning and Development Services Department has
undertaken a review of resource requirements across our four-district structure to identify
priorities for the redeployment of existing staff resources to manage workload pressures. To
the degree that existing collective agreements permit, redeployments have been effected to
meet this objective. For example, the resulting distribution of community planners and plans
examiners (both existing and under active recruitment) generally reflects the workload
distribution by district:
Community Planners:
West District15 percent
(former Cities of Etobicoke and York)
East District20 percent
(former City of Scarborough and Borough of East York)
North District25 percent
(former City of North York)
South District40 percent
(former City of Toronto)
Plans Examiners:
West District20 percent
East District25 percent
North District20 percent
South District35 percent.
The Department is initiating a comprehensive business process review which will examine our
administrative processes in particular and recommend changes which will achieve efficiencies
and support service delivery most effectively.
Finally, in response to the Chief Administrative Officer's initiative for multi-year planning,
the Urban Planning and Development Services Department will commence a business
planning process. This will allow us to identify key performance measures and track
meaningful service measures. This approach will put the Department in a better position to
relate resources to service outcomes and advise Council accordingly.
3.Proposals for Additional Resources:
The front line staff of the Urban Planning and Development Services Department have
delivered excellent service with great professionalism and dedication during the past 16
months, despite exceptional change and uncertainty. The management of the Department has
also met the extreme challenges of amalgamation by creating an organization and plan which
should meet the expectations of Council, the development community and the public once
stability is achieved.
The past 16 months have produced some noteworthy accomplishments which have required a
significant commitment of staff resources, such as:
-initiation of the Official Plan process;
-development of harmonized building permit by-laws and fees;
-development and implementation of taxicab reforms;
-restructuring of the Licensing function;
-development and implementation of the Integrated Business Management System;
-development of harmonized property standards and other by-laws; and
-strategic response to the homelessness initiative.
These major initiatives, together with others not mentioned, as well as the necessary
amalgamation and transition activities, has been assumed by the same staff responding to
ongoing service demands. An assumption of a state of relative stability will free staff
resources to address those ongoing service priorities.
Nevertheless, it has become apparent that the current resource capacity within the Urban
Planning and Development Services Department is inadequate to meet the current
expectations of Council and the public. To respond to Council's directives, I have consulted
with the senior management of the Department to identify the critical resource needs which, if
met, would assist in meeting these expectations.
If Council approves these additional resources, however, it must be noted that there will not be
an immediate impact. The time required to recruit additional staff will result in the current
deficiency continuing for a few months. Nevertheless, we would move quickly with the
recruitment, and staff of the Human Resources Department have agreed to expedite our
requirements to the degree possible given their staff resource limitations.
a.City Planning Division. In assessing the current situation facing the City Planning
Division, the Directors of that Division were consulted. Based upon their experience to date,
they have advised that a reasonable level of service could be provided with 15 additional
planners in Community Planning. However, because we do not have in place data or methods
to determine existing productivity and to predict the effective outcomes of additional
resources, my recommendation is that Council consider adding half of that number of planners
this year. With greater experience and better analysis, we can report further on planning
resource needs in time for the year 2000 budget deliberations. Therefore, I recommend an
additional 7 community planners to be distributed according to current workload demands, as
follows:
3South District
1East District
1West District
2North District.
The total annualized cost of these 7 planners is $516,600 (based upon on average cost of
$73,800 per planner for salary and benefits). Assuming the earliest that the recruitment could
be finalized is the end of August, the 1999 cost would be $24,600 per planner, or $172,200 in
total.
b.Building Division. The current complement of building inspectors is adequate to meet the
statutory and prudent inspection requirements of the City, even assuming the anticipated
increase in building permit applications.
However, in order to meet preferred turnaround times for building permit applications, we
recommend an additional 6 plans examiners positions, to be distributed according to current
workload demands and to enable a common ability to meet turnaround times. The distribution
of the 6 positions would be as follows:
3South District
1East District
1West District
1North District.
As Council and the public are traditionally advised, the addition of these 6 plans examiners
will not guarantee approval of a building permit within a set period of time. The nature of the
project, the completeness of the applicant's information, and the quality of response from
other reviewing departments and agencies will have the greatest affect on turnaround times.
The total annualized cost of the 6 additional plans examiners is $405,900 (based upon an
average cost $67,650 per plans examiner for salary and benefits). Assuming the earliest that
the recruitment could be finalized is the end of August, the 1999 cost would be $22,500 per
plans examiner, or $135,300 in total.
c.Municipal Licensing and Standards Division. The merger of the licensing function and
municipal standards is in its very early stages. The Taxi Unit has been established with all
management in place and existing staff re-deployed. The recruitment of the additional 10
enforcement officers for the Taxi Unit, as approved by Council, has only been initiated. The
licensing issuance function is carrying on as before, subject to review as the Division assumes
permitting functions from the Works and Emergency Services Department. The remainder of
the licensing enforcement staff have been deployed to each of the four districts only as of
March, 1999, and the effective use of those staff with enforcement staff from Municipal
Standards is still being explored. The business process review of the administrative functions
may identify additional resources which can be directed to frontline service (and which is the
subject of a requested report to a fall meeting of City Council.)
Given the amount of work still outstanding to respond to the initial direction for the merger
and staffing of these two activities, and given the high priority to implement successfully the
taxi reform package by the end of the year, it is unrealistic to expect senior management to
prudently manage the addition of more staff to this organization in this year. Moreover, until
the merger is complete, it is difficult to advise on where the greater need for additional
resources will be, or indeed, if they will be necessary. I recommend that staff be given the
opportunity to implement the outstanding changes and then report to Council on the outcomes
and impact on service.
Conclusions:
The amalgamation and downsizing undertaken by the Urban Planning and Development
Services Department have successfully met the stated goals and targets of Council. However,
for a variety of reasons, the current impact on service is undesirable. Although the completion
of a number of initiatives during this transitional year will result in significant improvement in
service response ability by the end of the year, it appears that the interim deficiency is
intolerable. Therefore, this report recommends a modest increase in resources to deal with the
current situation and to accelerate our longer term ability to meet service expectations.
Contact Name:
Virginia M. West
Commissioner, Urban Planning and Development Services
397-4154
VIRGINIA M. WEST
Commissioner
Urban Planning and Development Services
