Workforce Planning and Growing in Place. Committee of the Whole Meeting July 9, 2014

Size: px

Start display at page:

Download "Workforce Planning and Growing in Place. Committee of the Whole Meeting July 9, 2014"

Frederick Mason
6 years ago
Views:

1 Workforce Planning and Growing in Place another perspective Committee of the Whole Meeting July 9, 2014

2 Operating Principles 1) What is the problem you are really trying to solve? 2) Form Follows Function

3 What is the problem you are really trying to solve? 1) Much has been written about the Growing in Place problem 2) Assessment growth is declining Traditional pattern of growth is changing away from ground level residential to greater densities through intensification. Conclusion Burlington may now be entering a time when the City cannot maintain a steady balance between revenue from residential and ICI sources. As growth trends shift the bottom line begins to erode. Reduced fiscal capacity would require either higher taxes or service cuts. (Source Discussion paper about the Implications of Reduced Growth. Sept. 2013)

4 How are we dealing with the problem? 1) Renewed interest and focus on promoting Economic Development 2) Containing costs (including labour)

5 Another Perspective. Burlington should always encourage Economic Development and control costs. Growing in Place is not a bad thing. Sprawl revenue is a false economy. Short term assessment revenue. DC s don t capture the true cost of low density residential development. Burlington has been a leader in Smart Growth. Development will occur in a way that utilizes previous investments in Regional and City infrastructure (Skyway, Burloak Water Plants, local roads, parks, recreation, fire etc). Region has budgeted $228 million to upgrade water and wastewater plants for Burlington Smart Growth is financially sustainable Greenfield is not.

6 Another Perspective. Burlington has been assigned 20,000 population by Halton Region. Another discussion will occur soon with the Region to assign the new and larger population allocation. To date, Burlington has not been as aggressive as other local municipalities in getting an appropriate share of population and jobs with the Region.

8 SUBDIVISION 1 Garden Trails Ph. 2 2 Eagle Heights(GSA) 3 UNITS YEAR ANTICIPATED Taylor(GSA) 70 4 Metrus(King Rd.) 26 5 Paletta (Cedar Springs) 24 6 Embee-Jovic (Alton West) Marble Creek Developments Picketts Way Extension (25 Semi-D & 4 Single-D) Millcroft (School Site) Orchard Rd. (School Site) (8 Town's & 9 Single-D) Georgina Crt. Extn Evergreen Taylor (Appleby@Corporate) Twelve Mile Trail (Part 1) - Bucci Twelve Mile Trail (Part 2) Morgante Property Plains Road West Brant Street (Catholic Diocese Lands) 275+ POTENTIAL 19 Argo Palladium Corp. Non-Res Bronte Meadows Non-Res. 21 Aldershot South Non-Res. 22 ORC West Non-Res Elizabeth St. Extension Non-Res Marconi Crt. Extension Non-Res TOTAL RESIDENTIAL UNIT COUNT 2346

9 Mobility Hubs A new opportunity to generate revenue and limit expenditures The Province has assigned two Mobility Hubs to Burlington A feature of these hubs is the provision of greater density and employment opportunities adjacent to transportation infrastructure. Burlington has asked for two more hubs Aldershot and Burloak both of which will take advantage of Provincial transportation infrastructure (GO stations) i.e. no significant local costs The approval of these new hubs will provide the justification for seeking additional population and jobs from Halton.

10 Form Follows Function City staff are involved in investigating and evaluating five Municipal Corporations at the moment (Report CM-13-13) One is well on the way BEDC Service Corporation Work is currently underway to create a storm water utility with possible assignment of street lighting and tree maintenance Cultural Enterprises Corporation This corporation would manage culturally focused businesses. Real Estate Corporation This corporation would manage civic facility assets. Energy Corporation Yet to be defined.

11 Form Follows Function A decision on a new governance model involving the use of Municipal Corporations has not been made. Should Council in and beyond elect to embrace the Services Corporation model, the administrative structure will be much different than the current form. Need flexibility and options for. There are many models of municipal organizational structures some are flat, other hierarchical. Each CAO has a preference. Finalists for the permanent CAO position could be asked to present their proposed model during the final round of interviews.

12 Is Burlington Lean or Fat? Steps have been taken to control headcount with a vacancy management program. Since 2011 senior staff strategic workforce management principles have reallocated 36 FTE s. It is anticipated that approximately 50 positions will be evaluated annually. Right people, right place at the right time. Consideration should be given to add an additional evaluation criteria which would allocate Greenfield positions to infrastructure renewal or other more immediate and relevant needs. Following is a chart that shows Lower Tier Municipalities Staffing levels per 1,000 population

13 Lower Tier Municipalities Staffing levels per 1,000 population Municipality Population FTEs per 1,000 population Burlington 174, St. Catharines 131, Cambridge 132, Waterloo 129, Oakville 164, Brampton 540, Oshawa 152, Mississauga 743, Richmond Hill 195, Kitchener 234, Data provided from the Financial Information Return submitted by Municipalities to the Province 2012

REPORT APPENDIX A ADMINISTRATIVE SERVICES COMMITTEE MEETING DATE: JULY 8, Clerk s Department FROM: DATE: June 18, Ward Boundary Review

REPORT APPENDIX A ADMINISTRATIVE SERVICES COMMITTEE MEETING DATE: JULY 8, Clerk s Department FROM: DATE: June 18, Ward Boundary Review APPENDIX A REPORT ADMINISTRATIVE SERVICES COMMITTEE MEETING DATE: JULY 8, 2008 FROM: Clerk s Department DATE: June 18, 2008 SUBJECT: Ward Boundary Review LOCATION: Town Wide WARD: Page 1 RECOMMENDATION: