2016 Community & Fire Services Commission Overview, City of Markham

Markham is an inter-connected and diverse community of over 349,000 residents. Through the services and programs it provides, the

Community & Fire Services Commissioncontributes to the quality of life in Markham.

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"I slept and I dreamed that life is all joy. I woke and I saw that life is all service. I served and I saw that service is joy." ― Kahlil Gibran

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Commission Summary 1

Commission Facts 13

2015 Accomplishment Highlights 15

2016 Approved Resource Allocation 25

2016 Departmental Business Plans • Asset Management 28

• Culture 33

• Environmental Services 38

• Fire & Emergency Services 45

• Markham Public Library 51

• Operations 58

• Recreation Services 66

Departmental Summaries • Asset Management 72

• Culture 75

• Environmental Services 80

• Fire & Emergency Services 85

• Markham Public Library 89

• Operations 94

• Recreation Services 98

Community & Fire Services Commission City of Markham

101 Town Centre Boulevard, Markham, ON, L3R 9W3 email: [email protected]

website: www.markham.ca tel: 905-477-5530

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Community & Fire Services Commission

“Working with the community to make Markham a vibrant place to live, work and play,” is the mission statement of the Community & Fire Services Commission. Services to the public are delivered by seven departments, as coordinated by the Commissioner’s Office.

These departments include:

The Commissioner’s Office has additional responsibilities in the overall coordination of business operations and strategic activities at the Commission level, emergency preparedness for the overall organization, special initiatives, and coordination with other Commissions. The Community & Fire Services Commission organizational structure is shown below.

In 2016, this Commission, which includes Waterworks, has an approved full-time complement of 709 positions, a gross operating expenditures budget of $246.8 million, revenues budgeted at $142.8 million, and a capital budget of $53.2 million.

Brenda LibreczCommissioner, Community &

Fire Services

Markham PublicLibrary Board

Allision QuanchanExecutive Assistant

Mary CreightonDirector, Recreation

Services

Sara TamManager, Business

Planning & Innovation

Sonia SinghEmergency Preparedness

Coordinator

Phoebe FuDirector, AssetManagement

Moe Hosseini-AraDirector, Culture

(From Jan 1-May 20)

Peter LoukesDirector, Environmental

Services

Dave DeckerFire Chief, Fire &

Emergency Services

Catherine BissC.E.O., Markham

Public Library

Barb RabickiDirector, Operations

1. Asset Management

2. Culture

3. Environmental Services

4. Fire & Emergency Services

5. Markham Public Library

6. Operations (Roads/Parks/Fleet)

7. Recreation Services

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Our programs and management practices are recognized externally, bringing distinction and prestige to the City of Markham. Recent award recognitions include:

2015 Canada Awards for Excellence Organizational Quality and Healthy Workplace Gold Award

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Corporate direction guides the focus of our Commission and the work of each department and its business plan. That direction is summarized below.

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A brief summary of each department is provided below:

Asset Management The Asset Management Department is responsible for facility assets and right of way assets. Facility Assets is responsible for the provision of project management services to all internal departments for new and existing facilities to achieve safety, functional use, comfort, user-friendliness, and energy efficiency. Examples include construction of the new Southeast Community Centre and Library and the Markham Pan Am Centre. Other key responsibilities include:

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

• Operate the Civic Centre and 8100 Warden Avenue and mechanically operate the Varley Art Gallery, Markham Village Library, Fire Station 93 & 99 and the Museum Collections Building.

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

Right-of-Way Assets is responsible for providing technical assistance and advice to internal departments to achieve the most effective engineering solutions for new and replacement municipal infrastructure. This group includes Right-of-Way Assets, Utilities and Survey, Asset Database, and Stormwater sections.

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

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

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

• Stormwater section manages the City’s Stormwater infrastructure, such as storm management pond clean-up and the rehabilitation and upgrades of existing storm sewers.

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Key Prior Year Accomplishments: • Implemented Stormwater Fee to achieve sustainable funding for the Flood Control Program

and completed Phase 1A and started Phase 1B of storm sewer upgrades for the West Thornhill Flood Control project.

• Converted streetlights to LED to lower energy, lifecycle and maintenance costs and improve public safety

• Co-hosted Public Right-of-Way Management Conference for the public and private sectors to improve management techniques and share best practices

• Completed restoration of the Kinee Barn and Mount Joy School located at the Markham Museum and Civic Centre Site Improvements including life cycle asset replacements with overall improved safety and accessibility

• Completed construction of Markham Pan Am Centre and readiness for Pan Am Games

Culture The Culture Department is responsible for overseeing the development and celebration of the community’s cultural identity and in managing the direction and operations of the three municipal cultural venues in Markham. The department is guided by its Culture Plan and is responsible for the development of the Corporate Volunteer Manage-ment program and the management of the Public Art program and the Celebrate Markham Grant program. Flato Markham Theatre offers entertainment/event services (rentals), and programs to Markham, York Region, and the Greater Toronto Area (GTA). The theatre serves more than 145,000 patrons annually. With globally acclaimed artists, Canadian and GTA Premieres, and Exclusive Presentations, this fully accessible 530-seat theatre offers innovative programming in a welcoming ambience through its new signature Diamond Series. The Theatre has evolved beyond its walls to deliver quality programming with its “Discovery” Programs that support education and community outreach initiatives, including performing arts programs for children 4 through 14 year-old and its Every Child Every Year program, which allows Markham elementary students to attend one educational performance every year, free of admission fee. Markham Museum connects the history of Markham from First Nation’s to today’s brand new ‘settlers’ by examining our environment and the tools we use to adapt to our changing world. Technologies shared by all cultures help us understand our shared histories, for example, ceramics, metal working, print making, textiles and food preparation. The Museum explores the layers of settlement and the resulting changes that Markham has experienced and offers exhibits, school programs, public programs and events, private event venues, and research facilities. The Collection and Exhibition Hall provides a safe environment for the preservation and conservation of over 70,000 artifacts and archives. The Museum is receiving national attention for its unique and effective way of connecting with its community and for its environmental programs. Both the

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Canadian Museum Association and the Ontario Museum Association have held major events at Markham Museum in the past two years. The Varley Art Gallery of Markham presents exhibitions of historical and contemporary Canadian art and offers educational programs for community members of all ages. Through research, exhibitions, public programs and publications, the Gallery explores the art of founding Group of Seven member F.H. Varley, his peers and the artists that have explored and shaped Canadian artistic practice. The Gallery also operates the McKay Art Centre, once the home of F.H. Varley. This historic site features art exhibitions by community artists. The Varley has a wide range of programs for artists and aspiring artists of all ages. These include hands-on art classes, seasonal art camps, workshops, and talks with artists and curators. Several educational programs are available to schools groups, including interactive gallery tours and hands-on studio activities. Key Prior Year Accomplishments:

• Developed a streamlined approach to volunteer management for the City • Revitalized the Celebrate Markham Grants program by implementing a fair and transparent

process • Supported the Pan Am Globalfest Festival by managing the stage performances, volunteers,

and themed activities from the three municipal cultural venues • Implemented Pan Am Public Art Projects • Managed and coordinated Public Art installations across the City

Environmental Services The Environmental Services Department oversees two business units - Waste & Environmental Management and Waterworks, supported by business compliance functions. Waste & Environmental Management is responsible for the management of curbside pickup of household recyclables, garbage, organic waste, and yard waste. Other services include the operation of recycling depots, large appliances and metal pickup, special recycling programs, policy development, and public education programming. Markham currently diverts 81% of its waste from landfill. Waterworks is responsible for the provision of safe drinking water for domestic and commercial use throughout Markham. This responsibility includes replacement, rehabilitation and upgrade of the water and wastewater systems, the maintenance and repair of watermains up to the property line as well as the water meters inside the house. This group is also responsible for the maintenance and repair of sanitary sewers and related infrastructure up to the property line. Another important service is the regular sampling of the water distribution system to ensure the quality of the drinking water meets Provincial Standards. A key focus for the next several years is the development and implementation of water conservation programs and practices.

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Business Compliance is responsible for ensuring the department is compliant with corporate financial procedures, legislative requirements for technical and health and safety training, and Ministry of Environment regulations for the Drinking Water Quality Management Standard. Key Prior Year Accomplishments:

• Completed Carlton Road sanitary pumping station upgrades • Completed the physical condition assessment of watermain crossings suspended on bridges • Implemented electronic daily vehicle inspections report that generated process efficiencies • Received re-accreditation for the Quality Management System for drinking water • Implemented Portal Application to automate administration of the Backflow Program and

improve customer service

Fire & Emergency Services The Fire & Emergency Services Department is responsible for providing safety and property protection to those who live, work or play in the community. This is achieved by providing quality preventative, educational, and emergency services in a professional, sensitive and caring manner. These services are supported internally by the Training, Mechanical, Communications, and Administration divisions. Services are deployed from nine fire stations and an administrative office.

Additionally, this department is committed to Public Education and reaching out to the diverse community by providing over 280 school visits a year and attending in excess of 400 community events. It partners with the Commissioner’s Office to deliver the corporate Emergency Preparedness program, where a Deputy Fire Chief performs the function of the Community Emergency Management Coordinator. Key Prior Year Accomplishments:

• Managed and implemented fire safety plans for the municipal components of the Pan Am/Parapan Games

• Implemented a pilot for the Firefighter Summer Camp program for children that focuses on fire safety tips for the home

• Completed the annual Vulnerable Occupancy Program • Completed the annual Cadet Program for Developmentally Delayed Students • Completed the annual Grade 6 Junior Firefigher Recruit Day

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Markham Public Library Markham Public Library (MPL) is responsible for the delivery of library services through seven branches and its website. Administratively, it reports to the Markham Public Library Board, and the Commissioner of Community & Fire Services. The Library’s Vision/Mission is to be “the place where Markham comes together to imagine, create, learn and grow.” MPL is committed to providing exceptional library services through innovative business models that respond to resident needs and priorities, use resources efficiently, and maximize return on investment (ROI) for tax dollars. Markham’s library branches serve as community learning hubs – accessible and inclusive places that strengthen neighbourhoods, connect newcomers, celebrate diversity, support local innovation and creativity, and advance Markham’s position as an engaged, literate and digitally-skilled city. MPL services, collections and programs are focused on lifelong self-directed learning, development of literacy skills (print, media and digital), support of educational and career achievement, collaborative partnerships, technology that meets residents’ learning, creative and business needs, and inclusive community development. As one of the most innovative and most efficiently operated public libraries in Canada, MPL’s innovations include the award-winning C3™ - Customer Centred Classification system, the Learning Place business model for library programs, and the Customer Service Revolution initiative which won the 2014 Gold Award for Innovative Management from the Institute of Public Administration of Canada (IPAC). MPL is also a library sector leader in the implementation of RFID-based self-service technology – in 2015, 84% of borrowing transactions were completed by customers through self-service options. Key Prior Year Accomplishments:

• Expanded programming and events for Markham’s business community, including Entrepreneurs in Residence and the hosting of a community TEDx event in Markham to promote technology, idea sharing, and the arts

• Hosted the annual University and College Fair at the Angus Glen Library which attracted 750 visitors and delivered a made-in-Markham opportunity for youth and their parents to explore post-secondary opportunities

• Expanded PechaKucha (PK) Nights, co-hosted with the Varley Art Gallery, that draws on community participation and promotes innovation and creativity

• Expanded customer self-service options with the launch of online payment and online reservation of the public computers

• Through innovative partnerships, expanded STEM-focused education programming for youth, including CoderDojo Markham, Robot Design and 3D Printing Workshops

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Operations The Operations Department is responsible for the maintenance of roads and parks in the City of Markham, supported by Fleet & Supplies, and Business & Technical Services. • Roads Division is responsible for the

maintenance of the City’s municipal road and sidewalk network. Activities include winter maintenance, complete road rehabilitation, localize asphalt and concrete repairs, and maintenance of traffic safety devices, such as signs and guide rails. Other services include supporting special events through road closures, traffic control, street sweeping, and maintenance of the storm water sewer system.

• Parks Division is responsible for turf maintenance of parks and boulevards, urban forestry, and

maintenance of park amenities such as play structures, sports field structures, irrigation systems, baseball diamonds, soccer fields, cricket and rugby pitches, and tennis courts. Other services include horticulture (flower and plant barrels, hanging baskets, park gardens and entrance features to the municipality), special events support, winter maintenance of parking lots, multi-use pathways, walkways of city-owned facilities, and monitoring of natural areas and valley lands.

• Fleet & Supplies is responsible for the maintenance, repair, acquisition, parts inventory

management, and safe operation of the diverse municipal fleet and equipment assets, including Fire & Emergency vehicles and apparatus. City fleet is maintained and operated in a safe and cost effective manner through the development of equipment specifications, operator training programs and repair and maintenance procedures and schedules that allow the user departments to safely and efficiently provide their various services.

• Business & Technical Services is responsible for the coordination and management of and business and technical services, including traffic operations. Business and technical services include budget management and accounting activities, asset and life cycle analysis, coordination of development application review, and the Tree Preservation and Community Engagement Programs. Traffic Operations maintains operational safety of the municipal road network by conducting technical traffic studies and investigations, recommendations for traffic control devices, on-street parking regulations, traffic calming, management of all municipal traffic signals, and administering the “Safe Streets” and School Crossing Guard programs.

Key Prior Year Accomplishments:

• Managed and implemented local area transportation plan for the Pan Am/Parapan Games and undertook beautification initiatives in advance of the Games

• Completed Year 3 of the Emerald Ash Borer Program which removed 5,000 trees, replanted 6,000 trees, and removed 7,000 stumps

• Completed a review of Type A Fleet Maintenance Service that reaffirmed the current practices and delivery model to be appropriate

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• Implemented improvements that allowed residents to monitor winter maintenance activities on the City website and mobile app

• Received Council approval of the Public Realm Strategy, “Shared Places Our Spaces”, that provides guiding principles and methodology for City programs

Recreation Services The Recreation Services Department advocates for health and wellness, creating a sense of community, belonging, and enjoyment.

The department is committed to improving the quality of life for Markham residents through the provision of quality leisure programming, well-maintained, and welcoming community facilities. The department combines a direct service delivery approach in the provision of recreational, aquatic, camps, fitness and lifestyle programming for individuals of all ages with ongoing community development work with minor sport organizations, community groups, not-for-profit organizations, and other key stakeholders. As well, through the 6 major community centres and 17 satellite facilities, thousands of hours are permitted annually to various community-based organizations.

With the opening of the Markham Pan Am Centre, a Sport Strategy will be developed to nurture and grow our community sport network and raise the profile of Markham through sport tourism. Sport tourism is the fastest growing tourism sector, and with the facilities that Markham has built, we have the capacity to host regional, national and international events, while supporting local sport development.

The Recreation Services Department extends beyond the walls of the City owned and operated facilities. The Department builds on creative partnerships to deliver services in schools, parks, and elsewhere based on community needs.

Key Prior Year Accomplishments: • Brought the Pan Am/Parapan Games to the community and as the lead department for the

City of Markham, hosted opening of the Markham Pan Am Centre (MPAC), Pan Am Torch Relay, Pan Am Day in Canada, and sport legacy through the MPAC facility

• Implemented partnerships to deliver the COPD Breathe Better program with the Markham Stouffville Hospital and Lifesaving Leadership training with the York Region Board of Education

• Secured $173,000 in grants in the areas of older adults and physical literacy • Implemented a Recreation Marketing Plan that included campaigns targeted at specific

services and programs • Undertook a comprehensive review of the fitness program that resulted in special

promotions and improved program information online

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“You are what you do, not what you say you'll do.” ― C.G. Jung

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In 2015, the Community & Fire Services Commission had..

• 63,500 c a lls answered by Fire d ispa tch

• 6,745 responses to Fire emergenc y inc idents

• 720 tra ffic investiga tions c onduc ted • 2,060 lane km of c ity roads ma inta ined • 1,064 km c ity sidewalk ma inta ined

• 850 c ity fleet vehic les

ma inta ined

• 189 c ity-owned build ings mainta ined

• 63,400 tonnes of waste d iverted from land fill by c urbside c ollec tion • 81% c ommunity waste d iversion ra te

• 31.5 million c ub ic metres of wa ter c onsumed

• 4.8 million tota l lib ra ry items borrowed

• 4.8 million in-person and elec tronic lib ra ry visits

• 79,719 munic ipa l a rt ga llery and museum c ollec tion items

• 217,553 visitors a t Markham Museum, Markham Thea tre, and Varley Art Ga llery

• 8.3 million visits a t rec rea tion fac ilities

• 62,494 d irec t rec rea tion p rogram reg istra tions

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COMMISSIONER’S OFFICE

Top Five 2015 Achievements

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1. Leadership in the successful delivery of the City’s participation in the 2015 Pan Am & Parapan Am Games: • Facilitated and coordinated Citizen Host Committee • Engaged all departments in preparation for the Games, e.g. streetscapes,

banners, horticulture, public art • Managed the City’s largest outreach of volunteers and created a new

corporate volunteer management program led by Culture staff • Hosted events over a 3-year period to engage residents • Hosted GlobalFest event, largest in York Region, during the Games • Launches Pan Am themed public art with local schools • Supported fundraising of over $600,000 for community activation • Managed construction of Markham Pan Am Centre to achieve below

budget and on-time operation • Created four legacy projects for completion in 2016

2. Completed recruitment of the Director of Culture and Director of Operations 3. Delivered the annual emergency preparedness program for the city

• Set up Municipal Command Centre to coordinate City services and events to support the Pan Am Games

• Hosted Places of Worship Community Engagement workshop with five primary faith groups to effectively coordinate efforts in the event of a widespread emergency

• Trained over 100 staff and 9 elected officials • Coordinated the participation of City staff in 9 emergency exercises with

community agencies, e.g. PowerStream, Pan Am Games, and York Region • Provided 15 public education events/presentations to reach over 1,000

residents

4. Managed application for Canada 150 Infrastructure Program funding for the corporation, receiving $1,083,571 in grants. • Council selected three projects to be submitted • Veterans Square and Benjamin Thorne Statue received grant funding

5. Managed program review of the business model used to provide Type A Services for the maintenance of the city’s fleet • Completed by an internal cross-functional team using Markham

Excellence Framework to create a project that collected user feedback, data and experience from external organizations, and information from sample private businesses

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ASSET MANAGEMENT


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1. Implementation of Stormwater Fee and West Thornhill Flood Control • Stormwater Fee:

o Implemented residential fee o Completed extensive consultation with businesses on preferred

fee model o Achieved sustainable funding for Flood Control Program

• West Thornhill Flood Control: o Completed Phase 1A and initiated Phase 1B construction

contracts for storm sewer upgrades o Incorporated sustainable park naturalization features

2. Streetlight LED Conversion • Converted streetlights to LED to lower energy • Lower lifecycle and maintenance costs through longer service life and

improved reliability through automated malfunction reporting • Improved public safety through better visibility

3. Co-Hosted Public Right-of-Way Management Conference • Organized 1st annual conference with municipal and private partners and

regulators to improve right-of-way management opportunities and share best practices

4. Markham Museum - Kinee Barn and Mount Joy School • Complete restoration of heritage Kinee Barn • Completed structural repairs and exterior restoration of Mount Joy

School

5. Completed construction of Markham Pan Am Centre and readiness for Pan Am Games

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CULTURE


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1. Corporate Volunteer Management Project • Developed a streamlined approached to volunteer management

including: o Policy and procedures o Online volunteer portal to train and manage volunteer profiles,

qualifications, activities and schedules o E-learning for general volunteer training

2. Re-Launch of Celebrate Markham • Developed a fair and transparent process for the management of grant

applications which includes: o Improved application forms and process o Standardized eligibility criteria and evaluation process, now managed

by a selection committee o Clearer expectations and timelines for the applicants o Better access to funding for new applicants

3. Globalfest • Supported Globalfest through

o Management and coordination of the stage performances 9 days with 96 shows and 715 artists

o Volunteer Management resources and support 460 volunteers provided 8700 volunteer hours

o Pan Am Themed exhibitions, performances and programs at the Varley Art Gallery, Markham Museum and Flato Markham Theatre

4. Pan Am Public Art Project • Partnered with the YRDSB (Unionville HS) to engage local students to

develop the creative for the Pan Am themed traffic-box wraps and street art

• Partnered with the YRDSB (Bill Crothers SS) to design and install a Pan Am public art legacy at the Pan Am Centre

5. Public Art Installations across City • “CloudFlower” by Douglas Walker (indoor mural) at Cornell CC • “Shifting Landscapes” by James Ruddle (mural) at Henderson Bridge • “Gambrel Journey” by Kip Jones at Markham Museum • Pan Am themed traffic-box wraps and street art by students at Unionville

High School led by UHS Art Teacher, Shane Clodd

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ENVIRONMENTAL SERVICES


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1. Carlton Road Sanitary Pumping Station Upgrades – completion of electrical, controls, SCADA upgrades and replacement of standby power generator including prefab building and perimeter enclosure

2. Watermain Crossings (suspended) Condition Assessment – completion of

physical condition assessment of ten (10) watermain crossings suspended on bridges

3. Electronic Daily Vehicle Inspections Report (Recipient of Teamwork Day

Award for Operation Excellence – Corporate Improvement Category) • Using Operators’ tablet PC to perform & process vehicle

safety/inspection check data in lieu of manual inspection checklist • Auto report generation for vehicle status • Proactive Fleet Management response to maintenance requirement • Generated process efficiencies

4. Quality Management System (QMS) for drinking water received re-accreditation

5. Completed Portal Application to automate administration of the Backflow Program and improve customer service

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FIRE & EMERGENCY SERVICES


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1. Developed Fire Safety Plans for Markham Pan Am Centre and Angus Glen Golf Course to support a successful and safe Pan Am /Parapan Games: • Ensure exterior set-up of vendors considered fire route and water access • Conducted venue readiness training, in consultation with the Fire

Marshall, which included including EOC exercises • Municipal Services Agreement was submitted for cost recovery of

additional fire services

2. Launched Firefighter Summer Camp (Pilot Project) program in partnership with Recreation Services • Camp focused on the roles of the fire services while providing home fire

safety tips for children aged 7 to 13 • Activities included tours of a fire station, communications and the fire

safety house, instructions, interactive learning, and demonstrations such as auto extrication

3. Completed the 2015 Vulnerable Occupancy Program • Currently 22 confirmed addresses require mandatory annual inspection

and fire drill, in addition to their on-going regular maintenance and monthly fire drills

• Program rolls out each year in the 1st and 2nd quarters with the goals being to achieve a successful timed fire drill, and the complete correction of all observed Ontario Fire Code deficiencies by no later than the month of June

4. Cadet Program for Developmentally Delayed Students • Program allows for teenagers to experience all aspects of the workings of

a Fire Department • Cadets spend 1 day a week for an entire school semester learning about

all the different roles and functions

5. Grade Six Junior Firefighter Recruit Day • Program targets children aged 10 to 12 by providing face-to-face

interaction in a fun learning environment that meet the objectives of fire and life safety education, community awareness, and respect for emergency personnel

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MARKHAM PUBLIC LIBRARY


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1. Launched the Technology Immersion Project to develop staff core competencies in the area of technology and digital literacy. Included: • Staff Conference designed to offer staff opportunities over three days to

learn about emergent technology and to practice technical skills relevant to customers’ expectations

• Presentations from staff experts and demonstrations from external community partners and industry experts

• A series of “Lunch and Learns” to introduce staff to ideas in technology that are shaping library services, e.g. “Technology at MPL” and “Maker Technologies.” Sessions were recorded for those unable to attend and are available on the staff intranet

2. Brought a community TEDx event to Markham with TEDxMarkhamPublicLibrary, an event promoting technology, idea sharing and the arts in the Markham community. • The theme of the evening “Spark” symbolized innovation, outside of the

box thinking, and the passion to pursue these ideas • TEDx talks including fire art, a teen’s coming of age in the days of social

media, a stargazer’s passion to save Canada’s most powerful telescope and a medical doctor’s 3D quest in this world and beyond

3. Hosted our second annual University and College Fair at the Angus Glen Library drawing approximately 750 prospective postsecondary students and their parents to meet with representatives of universities and colleges from across Ontario

4. Expanded PechaKucha (PK) Nights, co-hosted with the Varley Art Gallery, growing the PK audience of innovators and creatives, with tickets sold out for each PK Night. • PechaKucha is a global phenomenon, providing opportunities for young

creatives around the world to meet, network, and show their work in public. Speakers are members of the community and the topics are wide-ranging, reflecting the passions and interests of the community

• Developing the art of concise presentations, PechaKucha 20x20 is a simple presentation format where you show 20 images, each for 20 seconds. The images advance automatically and you talk along to the images. This makes for lively and engaging evenings

5. Expanded customer self-service options with the launch of online payment and online PC (Public Computer) reservation, increasing operational efficiencies and improving customer ease of use

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OPERATIONS


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1. 2015 Pan Am / Para-Pan Am Games • Successfully implemented the local area transportation plan for

Markham venues, to ensure minimal delays for the duration of the Games

• Roads staff prepared signage route • Beautification initiatives, such as VIVA Pan Am signage incorporated into

planting beds at City’s Gateways

2. Emerald Ash Borer Program (Year 3 of 5) • On-target with 5,000 trees and 7,000 stumps removed • Replanting goal has been met, with 6,000 trees planted

3. City Fleet Review Project

• External service providers and other municipal fleet maintenance service providers provided input and information that supported the current service model for Markham’s Fleet Maintenance programs for “Type A” Service

4. Winter Maintenance Status Update • In collaboration with ITS and Finance, successfully implemented portal

and mobile applications to allow residents to visually monitor winter maintenance activities

5. Markham’s Public Realm Strategy • “Shared Places Our Spaces” strategic plan formally approved by Council

on June 15 • Provides guiding principles and methodology for new initiatives and

programs to enhance our public realm

.22.

RECREATION SERVICES


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1. Pan Am Games: • As a lead department in bringing the games to our community hosted the

following events: Opening of the Markham Pan Am Centre, Pan Am Torch Relay, and Pan Am Day in Canada

• Sport Legacy - Community Activation was significant throughout the games period and afterward. The sport legacy at the facility saw over 70+ different sport events being hosted in Fall 2015 to Dec 2016.

2. Partnerships: • Launched the COPD Breathe Better partnership program with Markham

Stouffville Hospital - provides a monitored exercise program for individuals suffering from Chronic Obstructive Pulmonary Disease

• Launched the Lifesaving Leadership training program with the York Region Board of Education – a continuing education program that upon completion participants are fully certified in lifesaving certifications, lifeguarding and swim instructor, and receive 2 physical education credits

3. Successfully secured the following Grants: • Age Friendly Grant - $50k to support the development of an Older Adult

Strategy • Ontario Sport and Recreation Community Fund - $98k to support the

development of a Physical Literacy program • RBC Physical Literacy Leadership Fund - $25k to support the

development of community leadership training of those in our community to be leaders in the delivery of physical literacy programming

4. Implementation of the Recreation Marketing Plan – a city wide marketing plan which included development of targeted campaigns for service: • Outfitted all centres with marketing materials and permanent displays • Established re-occurring campaigns for recreation programs • Increased revenues realized in aquatics and camp programs • Improved Markham Life layout to increase customer convenience • Reviewed and updated the recreation main web page for ease of use

5. A comprehensive fitness review that has achieved the following: • Conducted focus groups with all levels of staff and members • Delivered several promotions, such as the Pan Am Centre promotion

that exceeded membership sales target by 50% • Initiated a special ‘2 months for the price of 1 month’ promotion which

generated 546 memberships • Reviewed and updated the fitness web page for ease of use

.23.

.24.

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"The best way to find yourself is to lose yourself in the service of others." ― Mahatma Gandhi

.25.

2016 Approved Resource Allocation

COMMUNITY & FIRE SERVICES

COMMISSION

2016 OPERATING BUDGET ($000) FULL TIME

COMPLEMENT TOTAL REVENUES TOTAL

EXPENDITURES NET EXPENDITURES/

(REVENUES)

Asset Management $290 $8,770 $8,480 31

Culture $3,378 $5,886 $2,508 24

Environmental Services

• Waste • Waterworks

$1,404 $115,295

$9,365 $115,295

$7,961 $0

5 65

Fire & Emergency Services

$366

$33,920

$33,554

278

Markham Public Library $1,089 $11,852 $10,762 70

Operations (Roads/Parks/Fleet)

$1,292

$30,858

$29,566

111

Recreation Services $19,706 $29,999 $10,293 120

COMMISSION TOTAL* $142,800 $246,766 $103,967 709

Note: *includes the administrative operations of the overall Commission also

.26.

.27.

Asset Management

2016 DEPARTMENTAL BUSINESS PLAN

GOAL 1 - Exceptional Services by Exceptional People Goal Statement: We will foster a safe and healthy work environment, and embrace an organizational culture and adopt management systems that empower and inspire our employees to be champions of excellent service delivery and innovative practices.

Corporate Objective Departmental Objective Departmental Action

1.1 Improving Customer Service

Align to City-wide Customer Experience Strategy and provide satisfied customer service for internal and external clients

Complete customer survey – every year for one of the 3 services (utility approval, mapping, space planning)

Provide utility approval and inspection services per MAA requirements, with services delivered within agreed upon timeframe

Provide support services to Environmental Services on city-wide sanitary monitoring, capacity assessment and rehabilitation work, including l/l reduction on a timely manner

Complete corporate accommodation requests (space planning) to accommodate client requirements

Support corporate customer experience strategy, ie. Formalize, review, and update service standards

Initiate capital improvements at Civic Centre securing staff space from public access in Q2, 2016

Increase staff satisfaction and engagement within the department

Take action on 2016 staff satisfaction survey results

1.2 Transforming Services through Technology and Innovation

Support development of “multi-year technology roadmap”

Participate as necessary on the update of the employee portal

Support the requirement validation and evaluation for a new CRM/ACR System

Initiate Enterprise Asset Management (EAM) review

1.3 Strengthening Organizational Capacity and Effectiveness

Implement "Corporate People Plan" Goals

Participate in the Talent Review data gathering process and discussions

Participate in strategic and targeted workforce planning

Provide sufficient resources to support Facility Maintenance/Operations

Oversee and manage City Facility Assets including condition assessment, operations and maintenance activities - a) Operate Civic Centre and 8100 Warden. b) Mechanical /electrical operation of Markham Village Library, Varley Art

.28.

Asset Management




functions Gallery, Museum Collections Building, Fire Station 93 &99. c) Maintain Fire, Library, Operations, Satellite Community Centres and Other/Leased facilities.

Departmental Performance Measures in support of Goal 2012 2013 2014 2015 Target Year

# of formal customer satisfaction survey completed 0 0 0 1 1 per year TBD

# of utility permits issued and inspected per staff per year 1,182 1,262 1,061 1,371 TBD TBD # of space planning requests completed - - 55 35 TBD TBD Recognition rating* 54% - 61% - >=65% TBD Staff satisfaction rating* 69% - 74% - >=80% TBD Average corporate training hours per employee 9.9 10.0 7.6 7.8 TBD TBD Healthy Work Environment Index* 70% - 69% - >=75% TBD Staff Absenteeism (Average # of days per employee) 9.0 8.0 5.3 7.3 N/A TBD Facility Maintenance - # of Facilities maintained 174 176 181 189 N/A TBD # of facility work orders generated 1,264 1,916 1,738 1,816 N/A TBD Average # of days for facility work orders to be completed 6 6 8 6 7 TBD Square feet of facilities Maintained 599,865 599,866 605,308 613,308 N/A TBD Square feet of facilities operated 327,990 327,990 349,658 349,658 N/A TBD

Note: * - Data is generated every even year

.29.

Asset Management


GOAL 2 - Engaged, Diverse and Thriving City Goal Statement: 1) We will have an inclusive city, where every person has a role in building a liveable, caring and interconnected community; and 2) We will enable a strong economy and effectively manage change while respecting our community’s history, meeting current requirements and anticipating future needs.


2.1. Increasing Community Engagement

Support the enhancement in the quality and frequency of engagement

Make use of available corporate community engagement tools in 2016

Participate in the update of the Integrated Leisure Master Plan

Manage Capital projects that expands community capacity

Complete construction of Southeast Community Centre and Library by Q4, 2016

Participate in the development of a master plan for Operations yards

2.2. Ensuring Markham is Welcoming and Inclusive

Initiate Fire Station Gender Diversity capital improvements in 2016

2.3. Promoting Markham as the Best Place in Canada to Invest and Locate Knowledge-based Industries

Support the development of the York University campus

Participation in the development of a strategy for Destination Markham

Departmental Performance Measures in support of Goal 2012 2013 2014 2015 Target Year # of capital projects that expand community capacity 3 0 1 0 1 TBD

.30.

Asset Management


GOAL 3 - Safe and Sustainable Community

Goal Statement: We will protect the public and respect the natural and built environments through excellence in sustainable community planning, infrastructure management, and programs.

Corporate Objective Departmental Objective Departmental Action 3.1. Managing our Road

and Transportation System

Participate in the implementation of pathway/trail and relevant policies

Participate in the design aspects of various transit and road projects

3.2. Managing Growth Managing Growth Impact on Service Delivery – provide input and review resources requirements to support future growth

Participate in Sustainable and Integrated Growth Management teams to assess and address the impacts of growth on ongoing operating models and costs

3.3. Ensuring the Reliability of the Corporation’s Services

Develop and maintain a Business Continuity Plan that identifies essential services and resources

Prepare Asset Management Business Continuity Plan by Q1, 2016

Participate in the development of mitigation plans for our corporate infrastructure to respond to climate change and other risks

Support research inventory and gap analyses in 2016

3.4. Protecting our Built and Natural Environment

Manage Capital projects to improve City's infrastructure that minimizes City's risk

Implement Flood Remediation Program in West Thornhill - Complete Phase 1B implementation by Q2 2016. Initiate Phase 1C and 2A implementation by Q2 2016, and Initiate Phase 3 design by Q2, 2016.

Participate in the Energy Management Team and support Energy reduction programs throughout the City

Participate in the Corporate Energy Management Plan

Departmental Performance Measures in support of Goal 2012 2013 2014 2015 Target Year # of days lost due to injury - 3 0 24 N/A TBD

.31.

Asset Management


GOAL 4 - Stewardship of Money and Resources

Goal Statement: We will demonstrate sound, transparent and responsible financial and resource management to mitigate risks while ensuring efficient and effective service delivery.

Corporate Objective Departmental Objective Departmental Action 4.1. Ensuring a Fiscally

Prudent and Efficient Municipality

Complete multi-year budget and identify E3 opportunities

Complete approved capital projects accordingly to policy - annual project within the budget year; minor projects within 1 year of initiation; major projects per project schedule

Support E3 Strategy Refresh

4.2. Stewarding of City Assets

Efficiently manage life cycle reserve, condition assessment, capital budget requests and databases

Complete life cycle reserve by Q1, 2016. Complete 2017 capital budget request by Q2, 2016

Provide sufficient resources to complete capital projects as planned

Provide sufficient resources to complete capital projects to support the state of good repairs for existing aging facilities infrastructure including heritage assets at all Markham facilities

Implement recommended Facility Management service delivery model by Q2 2016 including appropriate required resourcing

Develop Asset Management Plans for city own assets that considers accountability, risk of ownership, and fiscally prudent

Lead the preparation of Corporate Asset Management Plan by Q2 2016

Lead in the development of the Corporate Asset Management Strategy and ensure alignment by departments corporately

4.3. Increasing Transparency and Accountability

Oversight of Corporate Project Management Support Office (PMSO) working team

Provide oversight to ensure consistency in the practice of project management across the City on major capital projects

Support the audits conducted by the Auditor General

Departmental Performance Measures in support of Goal 2012 2013 2014 2015 Target Year Adequacy of funding years in the reserve based on known inflows to sustain future rehabilitation and replacement requirements for the next 25 years 25 25 25 25 25 TBD

% capital projects that adheres to Financial Policies - - 97% 88% >=85% TBD

.32.

Culture





Maintain a high level of program participation/ customer satisfaction

Streamline and develop a standardized approach to summer camps and programs and work with other internal departments to find synergies and build partnerships

Align with City wide customer experience strategy


Create additional customer service surveys to respond to our customers’ needs

Undertake a customer satisfaction survey and create a plan to expand customer surveying for other service areas, including but not limited to events and rental clients


Assist with the development and implementation of the Digital Markham technology roadmap

Participate in and support changes recommended by Portal Steering committee in managing and updating their web pages.

Support the redesign of the City Portal.

Participate, as necessary, on the update of the employee portal

Participate, as necessary, on the update of CLASS.

Support the requirement validation and evaluation for a new CRM/ACR system

Support the development of Leveraging Technology/Digital Strategy plan.


Increase staff satisfaction and engagement in the department

Review and make recommendations that the corporate staff satisfaction survey include part-time staff where appropriate

Implement a corporate People Plan

Participate in the Talent Review (succession planning) data gathering process and discussions

Participate in strategic and targeted workforce planning (critical positions)

Support the implementation of a new HRIS and the process re engineering of payroll process

.33.

Culture



# of formal customer satisfaction surveys completed - - 1 2 1 per year 2016

% of extremely satisfied with summer camps - 34.7 29.5 37.8 25% 2016 % of very satisfied with summer camps - 44.0 52.5 37.8 30% 2016 Average fill rates for community and camp programs 74% 77% 82% 73% 80% 2016 Average corporate learning hours per employee 4.1 - 4.7 2.9 20.0 2016 Workload Index from the staff satisfaction survey* 38% - 45% - 60% 2016 Healthy work environment from the staff satisfaction survey* 66% - 69% - 70% 2016


.34.

Culture





Develop a volunteer management program for the Corporation

Lead the development of a resource plan and corporate operating structure to continue the corporate volunteer management program after the grant funds are completed

Support Community Activation Framework

Make use of available corporate community engagement tools in 2016 led by Corporate Communications

Undertake Canada 150 Infrastructure projects and plan for events in 2017, subject to federal funding. Completion of the Veterans Square is scheduled for November 2017. Benjamin Thorne Memorial – location and completion TBD.



Implement the public art program and annual plans to bring art into places where people live, work and come together

Implement and monitor the public art master plan. Complete and unveil Top Garden (SECC&L), Berczy Monument (Kennedy & 16th), commence Thorne Memorial Statue at TCCC&L (pending successful grant approval), Toogood and Cornell CC and Grelfie and Pan Am Centre legacy project

Establish internal guidelines for cultural enhancements to civic facilities as new buildings are constructed or as renovation projects occur (CP # 24)

Review results of the pilot, adjust and finalize the revitalization of the Celebrate Markham grant program, and manage the program



Participate in the development of a strategy for Destination Markham


% of extremely satisfied with staff ensuring a welcoming environment - - 45% N/A 2015 Number of public art installations/year 1 0 2 7 2 2016 # of volunteer hours contributed annually - - -

.35.

Culture






3.2. Managing Growth Support the creation of great parks and streetscapes through public art and public realm initiatives

Be involved and support growth management related projects as required


Ensure continuity of operations in times of crisis affecting business units

Continue to support the adoption of a risk management program

Corporate lead and develop a departmental Business Continuity Plan

Implement and review the Flato Markham Theatre Strategic Plan

Expand the Discovery programs in partnership with Cornerstone Church and include new youth camps in satellite venues. Sustain growth of Every Child Every Year project.

Activate the 2016-2020 strategic planning process Implement the Varley Art Gallery Strategic Plan

Finalize the design plan for the Varley Courtyard and related signage 2015/2016 and request funding for 2017 (capital and operating) to implement the design and undertake the construction

Complete Gallery Strategic Plan for approval by Council

Develop and implement the Markham Museum Strategic Plan

Finalize strategic plan in 2016


Departmental Performance Measures in support of Goal 2012 2013 2014 2015 Target Year # of recommendations addressed in the approved Culture Plan - - - TBD TBD

.36.

Culture






Support the implement the capital project tracking process led by Waterworks

Support and undertake E3 initiatives




Departmental Performance Measures in support of Goal 2012 2013 2014 2015 Target Year Completion rate of capital projects (Finance data) - - - 80% 2015 Annual revenue generated through grants, donations and sponsorships as a percentage of total operating revenues 12% 13% 8% 15% 2015

.37.






Ensure: 1. Timely response to

customer inquiries 2. Appointments are on-

time 3. Customers are treated

with fairness and respect

2016 Service Planning to document service levels

Conduct a formal customer satisfaction survey to measure and inform on the effectiveness of our services and processes (one for Water and one for Waste)

Fully integrate Twitter, by end of year, for Water and Waste Management messaging for timely information, education, and emergency purposes

Support corporate customer experience strategy, ie. Formalize, review, and update service standard levels

To develop after hours response protocol

1.2 Transforming Services Through Technology and Innovation

Leverage technology, where necessary and feasible, to improve work flow, data capture, and decision-making

Undertake feasibility study on the integration of new automated vehicle locator (AVL) technology with work orders to improve operator access to information and provide better details on productivity

Work with PowerStream to leverage their new CIS system to provide us with better reporting and tracking on trends (i.e. consumption, estimated reads, zero reads)

Finalize the SCADA Master Plan by end of the year

Complete review and report to Council on outcomes of automated vacuum collection (AVAC) feasibility studies

Improve storage and accessibility of CCTV sewer inspection and condition data

Support the changes recommended by the Portal Steering Committee in managing and updating departmental web content

Participate and contribute towards a new employee portal, required

Provide use case specifications, product evaluation acquisition and implementation support of a CRM that replaces both ACR/Hansen 7 CSR

Provide integration with ON1 call 360 service

.38.





response with Waterworks database

Implement Environmental Services overall data management strategy

Support continuous improvement by capitalizing on innovative ways to do our business

Implement textile recycling centres, with potential funding from FCM, as part of multi-year roll-out

Minimize the number and duration of service interruptions by implementing effective and proactive maintenance programs

Create dashboards to measure and monitor productivity/completion rates on 10 maintenance and inspection programs (first Phase)


Develop a supportive work environment that provides opportunities for employees to grow and contribute to the overall direction and directives of the Department

Develop protocol to document and facilitate knowledge transfer of information from retiring staff

Develop an entry level Waterworks outside unit position as part of the negotiation of the new collective agreement, to take on tasks not requiring staff to be licensed under current legislation for improving productivity

Ensure that all staff in the department is compliant with applicable Health and Safety legislation

Ensure Respect in the Workplace training is provided to all staff with special attention to supervisors and managers

.39.




# of Formal Customer Satisfaction Surveys Completed 2 2 0 1 2 every 2 years 2016

Overall rating on specific services surveys (informal door hangers, phone call follow-ups) 84% 81% 90% 80% current

% of Preventative Service Levels achieved 92% 95% - >95% TBD # of Multi-res buildings receiving municipal waste collection - 94 95 N/A TBD Healthy Work Environment Index from Staff Sat Survey* 64% - 69% - 70% current Organizational Engagement Index from Staff Sat Survey* 71% - 73% - 70% current

# of Hours of Training per employee – HR data - -

1.6 (H&S

training not

incld)

5.9 20 current

# of Hours of Training per employee (Waterworks) 82 71 82 75 current Service Reliability Metrics Water main break per 100km of water main (NBMI) 3.44 3.41 3.05 <5 current


.40.






Efficient use of water

Develop a strategy to provide residents with access to Markham water on the go

Develop a community water efficiency plan


Provide our services to the community, respecting the many cultures and demographic differences


Departmental Performance Measures in support of Goal 2012 2013 2014 2015 Target Year # of community events attended 28 31 36 N/A TBD # of presentations conducted for children and adult students 20 15 19 N/A TBD # of residents enrolled in 'Side Door' Service 13 25 58 N/A TBD # of public water refill stations - - - N/A TBD # of multi-res presentation/implementation - - - N/A TBD

.41.







3.2. Managing Growth Ensure adequate capacities in sewers and water mains and promote waste diversion to accommodate future needs

Develop a policy to identify and allocate spare capacities in water and sewer to future developments

Develop a policy and calculation to identify the cost contributions from developers for servicing upgrades

Participate in growth management committees to review and address operating impact of growth


Provide quality drinking water and wastewater services to the residents and businesses in Markham that meet, if not exceed, legislative requirements

Continue to develop a Quality Management System for wastewater services in anticipation of pending legislation

Work with PowerStream to develop an improved water bill format to increase customer awareness of water consumption and efficiency

Develop mitigation plans for our infrastructure to respond to climate change and other risks

Evaluate flow monitoring criteria for determining the capacities of existing infrastructure

Review current engineering design standards and inspection protocols to deal with extreme weather conditions

Complete the Business Continuity Plan for the department


Provide opportunities for our residents to divert as much waste resources from landfill as possible

Lead the conversion of the Markham Civic Centre and 8100 Warden to a Gold Level 3R Certified Facility

Begin water audits on city facilities

Review opportunities to change the management model for the waste depots

.42.



Departmental Performance Measures in support of Goal 2012 2013 2014 2015 Target Year # of days Markham is under a partial or full Boil Water Advisory 0 0 0 0 current MOE Inspection Rating 99% 100% 100% 100% current Waste diversion rate 71% 80% 81% 80% 2014 % of municipal facilities using Zero Waste Program - 41% TBD 100% 2020 # of waste depot visits (‘000) 116 136 129 N/A TBD

.43.







Manage our Non-Revenue Water

Complete the meter management review

Look for synergies within our department or corporation that could lead to resource savings and efficiencies

Work with Operations to look at opportunities to streamline activities (i.e. Pipes Group and COA litter bin contract) – potential E3

Review pending Bill 51 on Extended Producer Requirements and make recommendations to Council on impacts and next steps

Work with Operations and Asset Management to find an efficient process to deal with Ontario One Call obligations – Potential E3


Ensure the long term funding for the system repairs and replacements through use of Reserve Study

Support Corporate Asset Management Strategy

Investigate options for upgrading the Lifecycle Reserve analysis to provide better multi-year budgeting and asset tracking



Departmental Performance Measures in support of Goal 2012 2013 2014 2015 Target Year Residential water consumption (litres/capita/day) 202 195 189 150 2040 Gross non-revenue water 14.8% 12.3% 10.4% <11.0% current

.44.





1.1 Improve Customer Service

Provide exceptional customer service for internal and external clients and align with the Customer Experience Strategy

Develop customer satisfaction surveys for all Divisions

Support corporate customer experience strategy, i.e. formalize, review, and update service standards, and engage staff in mandatory Corporate customer service training

Benchmark against NFPA 1710 and implement technology to accurately monitor, meet service levels as set by Council

Implement inspection surveys for our Vulnerable Occupancies

Implement change in culture and to provide fire and life safety education at every customer contact


Use technology in a manner that will increase productivity, meet customer requirements, generate performance data, and provide efficiencies in the duties we carry out on a daily basis

Evaluate the use of AVL/GPS and expand the scope of the data available

Expand the use of Target Solutions training software

Review existing applications and prepare for integration with ePlan (permits, Amanda, etc)


Support execution of the “multi-year technology roadmap” as per plan

Participate and contribute towards a new employee portal, as required

Review Fire Prevention Officer (FPO) equipment with ITS to find more effective technology for inspection activities and to increase FPO connectivity (tablets)

.45.






Improve staff engagement within the department to provide a healthy, safe workplace that reflects all corporate initiatives & policies (OH & S, FPPA, Respect in the Workplace, etc)

Address issues identified in the staff satisfaction survey, i.e. recognition and communication

Move towards NFPA standards completion of Office of the Fire Marshall Emergency Management (OFMEM) accreditation for all staff


Participate in strategic and targeted workforce planning as required

Evaluate recommendations from new Fitness and other Committees to be created to support staff wellness and inclusion

Departmental Performance Measures in support of Goal 2012 2013 2014 2015 Target Year Overall customer satisfaction rating received for survey completed in the calendar year

TBC TBC - 100 >80% 2016

% of completion for identified health and safety training - - - 100% 2016

Benchmark against National Fire Protection Association (NFPA) 1710 Standards - - -

70th percent-

tile

2016

% of Fire Prevention & Public Education CARE requests meet established timelines - - -

90th percent-

tile

2016

% of staff satisfaction rating improved over previous year - - - TBD 2016 % of staff obtained OFMEM accreditation - - - 50% 2016 % compliance with Health and Safety Act - - - 100% 2016 % of apparatus deployed using AVL/GPS - - - N/A 2016 % of staff registered on Target Solutions - - - 100% 2016 % of vulnerable occupancies inspections completed - - - 100% 2016

.46.






Deliver programs that promote fire safety and healthy living to those who live, work and play in our community

Implement on-going assessment to ensure the programs are meeting the needs of the community for the provision of fire safety education and healthy living

Maintain and update planning documents as necessary by City, Province, and Region

Evaluate the community profile and provide programs that meet the needs of those populations

Expand social media platform and neighbourhood outreach



Deliver public education and prevention programs that are inclusive, accessible and provide enjoyable learning

Expand attendance at community events and reach out to new groups to provide fire and life safety education (i.e. Hot Summer Nights)

Expand Senior Ambassador outreach to those vulnerable populations

Undertake identified fire station upgrades to improve gender diversity

Implement the Station Improvement Committee recommendation to address changes needed in the design of stations that will foster healthy workplace


Support the development of York University campus


Departmental Performance Measures in support of Goal 2012 2013 2014 2015 Target Year % of planning documents maintained and updated - - - N/A 2015

.47.







3.2. Managing Growth Implement recommendations from the Master Fire Plan relating to growth management

Land acquisition for Markham Centre Fire Station

Land acquisition and design for training centre

Land acquisition for Langstaff Fire Station

Recruit for vacancies and growth

Participate in sustainable and integrated growth management projects, as required


Support the corporate Emergency Preparedness Program, include compliance to legislation

Upgrade to digital signs two stations per year as per recommendation from Ice Storm Plan as a communication device during an emergency

Engage additional senior staff in roles and responsibilities of EOC and Incident Management System principles and provide Community Emergency Management Coordinator and alternates from the department

Provide training and equipment due to staff retirements

Firefighters trained to replace suppression vacancies; Fire Prevention Officer recruitment and training

Complete Business Continuity work

Continuous review of Standard Operating Procedures for the department

Adopt risk management principles

Implement recommendations from Fire Master Plan, Fire Underwriters Survey, and support research inventory and gap analysis relating to risk mitigation plans

Review the pace of implementation for the approved Fire Master Plan


Ensure continuity of operations while following green print recommendations for fire stations, apparatus and equipment

Implement green print recommendations and initiatives

.48.




Reduction in paper, fuel and utility costs - - - 2013 level 2016

% of projects completed on time and on budget - - - 100% 2016 % of recruits trained in Live Fire - - - 100% TBD % of procurement for new staff completed - - - 100% 2016 % Policies review completed every 4 years or less - - - 100% 2016 % of Fire Master Plan completed - - - N/A 2016 # of Redundancies for EOC positions - - - 3 2016 # of residential fire related civilian injuries averaged over 5 years per 1,000 persons (MPMP-2.3) 0.015 0.018 - TBD TBD

# of residential fire related civilian fatalities averaged over 5 years per 1,000 persons (MPMP-2.5) 0.003 0.003 - TBD TBD

# of residential structural fires per 1,000 households (MPMP-2.6) 0.500 0.526 - TBD TBD # of cumulative recommendations implemented/considered from the approved Master Fire Plan - - - 42 TBD

.49.







Maintain or reduce the cost per capita of the Fire Service while maintaining the service levels

Monitor and analyze data to ensure effectiveness and efficiencies for the level of service as established by Markham Council

Review measures identified in departmental business plan and implement procedures to collect data for reporting



Implement the recommendations of the Master Fire Plan based on the annual evaluations. Complete review of the life cycle items, adjust and purchase as necessary.


Comply with all financial policies and Auditor General’s recommendations


Departmental Performance Measures in support of Goal 2012 2013 2014 2015 Target Year Total costs for fire services per $1,000 assessment (MPMP-2.1b) 0.72 0.66 - TBD TBD

.50.

Markham Public Library





Ensure customer satisfaction and requirements are incorporated into our services and programs

Undertake customer satisfaction survey on IT services and develop improvement plan based on results

Undertake customer satisfaction survey regarding multilingual collections, and develop improvement plan


Align to City-wide Customer Experience Strategy and provide satisfied customer service for internal and external clients

Support the Customer Experience Strategy and participate in the development and implementation of the standard protocol for creating a consistently welcoming environment at all city locations

Support the Customer Experience Strategy action: formalize, refresh and communicate service delivery standards

Develop Recognition Strategies for excellent customer service

Develop Recognition Strategy to celebrate service excellence and staff innovations


Support development of “multi-year technology roadmap” by being involved in the digitization project

Support development and implementation of “multi-year technology roadmap”

Conduct IT service gap analysis, environmental scan, best practice review

Support changes recommended by Portal Steering Committee in managing and updating departmental web content

Participate on update of employee portal

Support evaluation on replacement of the CRM/ACR system

Transform business processes through IT solutions

Enhance services to customers by implementing wireless printing (changed from telephone services)

Implement a customer-mapping project in a CC branch to generate analytics of customer behaviours and usage patterns

.51.





Increase self-service transactions by replacing equipment to improve through-put and usage analytics, and to provide a virtual marketing opportunity

Mobile Public Internet Access – Develop a pilot project for device lending at the Southeast Library

Engage staff in development of Library Innovation Strategy

Develop three-year Library Technology Plan with involvement from ITS department

Implement staff scheduling software to improve efficiency in scheduling practices and effectiveness in response to customer usage patterns (subject to budget)

Increase and improve online services

Undertake Bandwidth Management to optimize limited resource & improve customer satisfaction

Move Integrated Library System (ILS) operation to Cloud (2016) through migration from Symphony to Bluecloud to improve efficiencies and staff mobility


Develop departmental plan to align to the Corporate People Plan


Participate in strategic and targeted workforce planning, as needed

Develop Talent Development Plans for successor candidates as identified by 2015 Succession Plan

Build capacity for innovation and change

Expand training to support job skills

Implement online collaboration tool for projects

Ensure there is a departmental culture that values staff satisfaction and engagement

Undertake improvement project to respond to 2014 and 2016 staff surveys

.52.




# of formal customer satisfaction survey completed 0 0 0 0 1 per year 2016

Overall customer satisfaction 7.5 8.1 8.2 8.1 8.5 2018 % of checkout through self-service 83% 83% 83% 83.5% 90% 2018 Email notifications sent (‘000) 154 169 224 250 300 2016 Healthy Work Environment Index from Staff Satisfaction Survey* 66% - 68% - 70% 2016 # of learning hours per FTE 22.4 25.9 19.4 5.7 25 2016 Staff Satisfaction: Training* 69% - 72% - 75% 2016 Staff Satisfaction: Individual Recognition & Reward* 57% - 62% - 65% 2016 Staff Satisfaction: Organizational Engagement* 75% - 72% - 75% 2016 Healthy Work Environment Index from Staff Satisfaction Survey* 66% - 68% - 70% 2016


.53.






Strengthen community engagement and Community Activation Strategy through role in key corporate initiative


Celebrate Canada’s Sesquicentennial by developing programs and events for implementation in 2017, digitize local newspaper microfilm to provide searchable access to the historic record of Markham’s past (with focus on 1867 and WWI anniversaries), and pursue available Canada 150 and other grant programs

Support Canada 150 Infrastructure projects, subject to federal funding


Implement the City of Markham Volunteer Management Program for library volunteer recruitment and evaluation

Engage community in inclusive programming, content creation and digital skill development to enhance quality of life in Markham

Expand collaborative programming with Culture Department

Implement creative digital learning programming (e.g. 3D printers) across system

Develop and implement marketing plan that targets under-served sectors of the community


Continue to implement the Diversity Action Plan – Everyone Welcome

Participate in the development and review of a corporate diversity and inclusion statement

Participate in development of Older Adult Plan for services and programs

Expand newcomer-focused programs through partnerships CICS, IYC, Job Skills, CPA, etc.)


Support the development of the York University / Seneca College campus and expand post-secondary programming partnerships


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# of volunteer Hours 11,924 12,567 10,020 14,000 11,000 2016 # of partnered programs and events - 57 176 295 200 2016 # of Cultural Access Passes issued to new Canadians - 994 2,936 2,762 3,500 2016

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3.2. Managing Growth Support implementation of new Official Plan

Participate in sustainable and integrated growth management projects, as required


Establish Business Continuity Plan

Complete the Business Continuity Plan for the department


Departmental Performance Measures in support of Goal 2012 2013 2014 2015 Target Year Sq.ft. of library space per capita 0.40 0.46 0.45 0.45 0.60 TBD

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Support the multi-year Operating and Capital Budgets process

Support refresh of E3 Strategy and work with cross-commission multi-year budget committee to identify E3 opportunities, such as move to cloud-based platform to reduce server maintenance workload

Collaborate with Recreation Services and Culture to find ways to better serve the Markham community to deliver efficient service without duplication




Clarify roles, relationships, rights and responsibilities at City and Library Administrative levels.

Departmental Performance Measures in support of Goal 2012 2013 2014 2015 Target Year % completion of capital projects (Finance data) - - 100% TBD

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Operations





Align with the corporate Customer Experience Strategy

Support the Customer Experience Strategy and participate in the development and implementation of the standard protocol for creating a consistently welcoming environment at all city locations

Support the Customer Experience Strategy action: formalize, refresh, and communicate service delivery standards

Develop and complete customer service surveys for specific business units by engaging internal and external customers

Evaluate and analyze data and identify areas for improvements to provide sufficient resources / systems to meet service level, customer expectations, and legislative requirements

Facilitate dialogue with Councillors, as requested, to review opportunities for service level improvements in specific areas: windrow clearing program, maintenance on locals, and locals without sidewalk

Explore and implement 4 potential opportunities identified per Type A Service fleet review


Establish an innovative "multi-year technology roadmap"

Support implementation of the “multi-year technology road map” as per plan


Participate and contribute towards a new employee portal, as required

Update Portal and mobile app to reflect new AVL vendor winter maintenance dashboard for resident use

Support the requirement validation and evaluation for a new CRM/ACR System and new work order software

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Operations





Increase staff satisfaction and engagement within the department using completed staff satisfaction survey as a guiding document

Ensure mandatory Health & Safety Compliance Committee requirements are met; enroll staff in customer service training and implement Employee Training Database in 2016. Expand safe work instructions (SWI) to improve safety-oriented communication to staff.

Review, identify and implement staff satisfaction improvement project(s) that will result in improved healthy employment relationship outcomes


Participate in strategic and targeted workforce planning, including mission critical


# of formal customer surveys completed 1 0 0 1 1 per year TBD

# of ACR work orders/requests (Parks, Roads, Traffic) 13,846 20,900 29,464 27,690 TBD Average # corporate training hours per full-time employee 3.3 6.4 24.4 1.6 20 hrs TBD Average # of health & safety training hours per full-time employee - - - 5.5 TBD # of work related injuries resulting in lost time - - - 3 0.0 TBD Healthy workplace environment index (from staff satisfaction survey)* 58% - 57% - 75% TBD Recognition Rating (from staff satisfaction survey)* 42% - 48% - 65% TBD Staff Satisfaction rating (from staff survey)* 65% - 66% - 80% TBD Completion rate for performance management 43% - 100% 100% 100% TBD Staff absenteeism (average # of days per full-time employee) 8.4 4.1 8.3 9.8 TBD Employee turn-over rate 6.4% 0.0% 9.6% 7.2% TBD


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Operations





Adopt the corporate Volunteer Management practices to ensure service deliveries that are inclusive, accessible and engage the Markham population

Expand partnership with “Tree Group”, a volunteer citizen group for tree canopy enhancement in the City

Support new initiatives outlined in the Public Realm Strategic Plan

Support Community Engagement Committee, make use of available corporate community engagement tools, and deliver existing Operations programs. Measure program effectiveness/benefit.

Participate in the recommended process for volunteer engagement


Promote the identity our community through the beautification and enhancement of our public spaces

Review and initiate practices outlined in the Council approved Public Realm Strategic Plan


Undertake a Park Renaissance Strategy (2015)

Lead the phased roll-out of the Park Name signage program

Support corporate initiative to celebrate Canada’s 150th anniversary

Develop a plan to re-purpose or re-brand select programs and activities in 2017

Plan horticultural displays to celebrate Canada’s 150th anniversary


Facilitate improved partnerships with other departments to assist with the promotion of the City

Work with Corporate Communications and Community Engagement Department to finalize the City’s Special Event Policy



Support improved collaboration with Parks Planning in Development Services to optimize cost effective and engaging parks for our community

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Operations


Departmental Performance Measures in support of Goal 2012 2013 2014 2015 Target Year # of parks maintained - - - 250 TBD Hectares of park maintained per 1,000 persons (MPMP) 3.6 4.0 3.0 3.0 TBD Parkland hectares as % of total hectares in municipality 4.2% 4.3% 4.4% 4.5% TBD Availability of sportsfields for public use (in service rate in %) 96% 96% 100% 100% 100% TBD Met mowing standard of 12 – 14 days 95% 95% 95% 95% 100% TBD # of community volunteer initiatives supported - - - 38 TBD

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Operations






Improve operational efficiency of the City’s municipal traffic signal network

Conclude centralized traffic control system feasibility study to effectively manage and coordinate traffic flow at signalized intersections and provide recommendations for further action (2015)

Promote pedestrian accessibility

Implement accessibility improvements to all future sidewalk rehabilitation works to meet AODA legislation

Identify opportunities to enhance existing traffic safety initiatives

Facilitate a workshop with members of Council to discuss and identify opportunities to enhance existing traffic safety strategies (Safe Streets) and foster partnerships with outside stakeholders

Participate in the implementation of the Master Transportation Plan recommendations

Participate in the implementation of pathway/trail and relevant policies

Participate in the design aspects of various transit and road projects

Participate in the development of a City-wide parking strategy and parking business plan for Markham Centre

3.2. Managing Growth Align departmental services and resources to effectively manage growth

Manage growth and impact on service delivery through participation on various teams reviewing growth and its impact on municipal services

Ensure sufficient Operations resources (facilities and staff) are available to accommodate growth in new infrastructure (roads, parks, fleet, etc.) to ensure service levels are maintained throughout the City

Undertake the development of a new Operations Facility Master Plan


Ensure continuity of Operations in times of crises affecting business units

Develop a Business Continuity and Emergency Management Plan to ensure Operations continue during a disruption or adverse events and participate on the Business Impact Assessment Committee

3.4. Protecting our Built Protect the public and Review existing departmental service delivery models and execute Service Level Agreements

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Operations




Corporate Objective Departmental Objective Departmental Action and Natural Environment

improve infrastructure management through the development of strategic planning initiatives

with other departments

Maintain inventory of trees on City boulevards and parks

Deliver on target EAB objectives for tree removals, stumping and replanting

Facilitate opportunities to partner in expanding the City’s tree canopy

Initiate naturalization of parkland areas to increase pollination habitats

Review and report on results of the road rehabilitation program in collaboration with the University of Waterloo experts

Departmental Performance Measures in support of Goal 2012 2013 2014 2015 Target Year % of paved lane kms where condition is rated good or above (As of 2014, no longer calculated by MPMP. 2014 data based on actuals) 87% 91% 70% 74% 85% TBD

% of winter responses that meet/exceed road maintenance standards (As of 2014, this is no longer provided by MPMP. 2014 based on actuals) 100% 97% 97% 100% 100% TBD

% of fleet utilizing hybrid technology (light duty vehicles under 10,000 lb GVW) 16% 16% 14% 15% 15% TBD Licensed fleet availability (in service rate in %) 96% 95% 95% 96% 90% TBD EAB planting target completion rate (%) - - - 100% 100% TBD EAB removal target completion rate (%) - - - 100% 100% TBD # of streets provided with speed display boards for a 2-month period 32 32 64 64 64 TBD

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Operations






Maintain fiscally cost-effective service provisions which addresses City’s growth needs

Evaluate, through development of Operations Master Plan, operational efficiencies and effectiveness of roads and winter maintenance, parks, and traffic operations

Implement work order management software to achieve customer satisfaction in a fiscal manner


Ensure the financial integrity of the City

Support the development of a City-wide parks needs assessment forecast and Parks Cash-in-lieu Expenditure policy by December 2016


Address growth impacts on municipal services

Implement Automatic Vehicle Locators (AVL) on additional contracted winter maintenance fleet vehicles and report on key performance measures and customer standards

Implement new Winter Maintenance updates in Markham Portal and Markham’s mobile app for winter operations activities

Undertake a benchmarking review of municipal park maintenance costs

Initiate review of the City’s barrels and baskets program to optimize cost-effective horticultural displays

Develop the Asset Management Plan

Partner with Purchasing to improve existing procurement processes, thereby ensuring improved project management

Partner with Finance and Asset Management on the framework and implementation of a City of Markham Asset Management Plan to support Provincial and Federal grants by Q3 2016


Align with corporate transparency and accountability policies


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Operations


Departmental Performance Measures in support of Goal 2012 2013 2014 2015 Target Year Completion rate of capital projects (% of planned budget spent) 75% 47% 67% 70% 80% TBD Cost per hectare of parks maintained $8,268 $8,308 $8,310 $8,325 TBD Total costs for paved roads per lane kilometre (As of 2014, MPMP no longer includes this info. 2014 data based on actuals.) $6,886 $7,835 $5,927 $2,515 TBD

Operating costs of road winter maintenance per lane kilometre maintained (As of 2014, MPMP no longer includes this info. 2014 data based on actuals.) $2,280 $5,062 $5,144 $3,687 TBD

Average annual operating cost per licensed unit in Fleet under 10,000 lb GVW $3,800 $4,900 $5,079 $5,700 TBD

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Recreation Services





Align with the corporate customer experience strategy

Undertake customer satisfaction survey

Support corporate customer experience strategy, ie. Formalize service standards

Review and update service standards for all service areas


Ensure continued registration process to protect/enhance revenues

Undertake replacement of registration/booking software (CLASS)

Use technology to support the enhance business practices

Maintain portal content as per Portal Steering Committee recommendations

Support implementation of the “multi-year technology roadmap” as per plan

Implement Online booking for community centre halls, meeting rooms and gymnasiums

Participate as necessary on the update of the employee portal

Support the evaluation on the replacement of the CRM/ACR system


Increase staff satisfaction and engagement in the department

Address issues indentified in the staff satisfaction survey


Participate in strategic and targeted workforce planning


Overall satisfaction by program, facility and sport group users - - - 72.8 80% N/A # of annual visits at recreation facilities (in millions) 7.8 8.2 8.2 N/A TBD # of annual direct program registrations 84,791 85,321 - 94,000 2014 # of annual drop-in programs - - - TBD TBD Completion of project within established framework - - - N/A 2015 Healthy Work Environment Index (staff survey)* 61% - 63% - 70% 2016 Organizational Engagement Index (staff survey)* 66% - 64% - 70% 2016 # of loss days due to injury 12 - 5 26 0 N/A # of corporate learning hours per regular full-time employees 1.9 - 2.9 3.9 20 N/A Note: * Data is generated every even year

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Recreation Services





Deliver services that will promote active living and wellness to Markham residents

Adopt the corporate Volunteer Management program

Lead the corporate Older Adult Strategy development

Prepare for the successful opening of the Community Centre and Library in South East Markham

Support Canada 150 Infrastructure projects, subject to federal funding, and plan for our department’s contribution to Canada Sesquicentennial that does not require additional operating funding

Implement the appropriate community engagement tools

Align with community activation strategy


Deliver leisure services that are inclusive, accessible, and safe and to provide enjoyable and sustainable leisure, learning, sport and cultural opportunities essential to vibrant places

Implement and monitor the ongoing operating and marketing plan

Lead the update of the Integrated Leisure Master Plan

Participate in the development and review of a corporate diversity and inclusion strategy

Ensure fair and equitable access to programs and facilities that continue to support the growth of sport in our community

Undertake the development of the Markham Sport Plan

Implement the Physical Literacy plan across Recreation programs and services

Work with the community sport groups to review and update allocation policies and procedures to ensure they are fair and equitable and meet the annual allocation to community sport groups

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Recreation Services





Contribute to the Economic vitality of Markham through recreation and sport

Support the development of the York University campus with alignment to the Pan Am Centre

Support Destination Markham Promote Markham Pan Am Centre as a sport event destination

Departmental Performance Measures in support of Goal 2012 2013 2014 2015 Target Year % of annual increase in volunteers involved in Recreation Programs (2009 is base year = 576) 4% 4% - 5% ???

Total participant hours for recreation programs per capita (MPMP) 13.65 13.65 - 15.00 2016 Unique resident participation in registered programs per capital t - - - N/A TBD Individuals receiving financial assistance as % of all registered participants - - - N/A TBD Community economic impact from municipal sport tourism annually (Steam formula) - - - N/A TBD

Retention rate of Fitness Centre members 61% 61% - 65% 2015 % increase of participants of seniors (2012 base = 83,218) 0% - - N/A TBD

% increase of participants of youth (2012 base =18,007) 0% - - 2% annually TBD

% of children and youth access to sport facilities vs % of adult use - - - N/A TBD # of annual provincial level and above events hosted 13 - - 20 2016

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Recreation Services






3.2. Managing Growth Participate in all Growth Management projects

Support the Sustainable and Integrated Growth Management Project as required and ensure alignment to the Integrated Leisure Master Plan


Adopt risk management program

Participate in Emergency Management Exercise and Training as required

Complete Business Continuity work

Complete Business Continuity Plan and update related Standard Operating Procedures


Ensure that facilities operate using sustainable practices

Implement the Energy On Demand program in a number of our major facilities

Development of an energy management training program to support staff as they move from facility to facility

Departmental Performance Measures in support of Goal 2012 2013 2014 2015 Target Year Kilowatt usage per square foot facility - - - TBD TBD

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Recreation Services






Provide accessible and affordable recreational and leisure opportunities that are fiscally responsible

Undertake the Older Adult Strategy as the first step in establishing a revised a pricing and subsidy strategy

Identify, where practical, enhanced and/or alternative revenue opportunities that can offset the tax rate through completion of the Pricing Strategy



Maintain the quality and investment made to our facilities and equipment in a fiscally prudent manner

Ensure that facilities are well maintained and meet service standards

Ensure priority lifecycle projects are identified and managed effectively

Develop standard lifecycle reporting and tracking document to ensure all items are included in database


Comply with all financial and corporate policies

Improve on accounts receivable processes for our allocation and permit groups


Departmental Performance Measures in support of Goal 2012 2013 2014 2015 Target Year Revenue as % of total gross Recreation operating expenditures 66% - - 70% 2016 Completion rate on approved capital projects - - - 90% Current

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(Information provided as part of 2014-2018 Council Orientation in December 2014)

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The following information was provided as part of the 2014-2018 Council Orientation in December 2014.

Asset Management

Departmental Summary

The Asset Management Department is responsible for the following functions:

• Manage corporate assets within the road right-of-way and on City property (buildings, storm sewers, stormwater management ponds, bridges, culverts, landfill and streetlights etc.)

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

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

• Project manage the construction of all new City facilities • Repair and maintain City-owned buildings (except for Community Centres) as well as

tracking attributes, life cycle and condition data • Provide Utility Approvals for work proposed within City right-of-way • Deliver survey services • Maintain a library of digital engineering drawings and documents of the City’s entire

infrastructure The Asset Management Department is made up of two Divisions: 1. Facility Assets

• Facility Construction Section

Facility Construction is responsible for the design and construction of new City facilities and major additions and renovations of existing buildings. This group provides project management services for major repairs, replacements, additions, and new building design and construction projects. In addition, this group provides space planning and implementation for corporate office accommodations.

• Facilities Maintenance Section

The Facilities Maintenance Section is responsible for the maintenance of approximately 176 City owned buildings and includes preventive maintenance contracts, life cycle replacement programs, and general repair services. This Section is directly responsible for the operation of few facilities including full operation of 8100 Warden and the Civic Centre, maintenance and repair of 10 Fire Facilities (9 Fire Stations and 1 Training Centre), six Satellite facilities (i.e. Heintzman House, Markham Train Station, Victoria Square CC), three library branches, seven Parks/Works facilities (i.e. Works

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Yard, West Parks Shop, Central Parks Shop) and few rental & other facilities (i.e. Reesor Road Homes, Craft Guild, 75 Clegg, Elson Miles Houses). Facilities Maintenance manages the repair and maintenance of large roofing projects, HVAC systems, and major repairs of City buildings and is involved in the City’s energy initiatives to accomplish energy savings in City facilities, accessibility projects (audits, Capital projects), designated substances reviews, building condition audits, security projects/ monitoring (Civic Centre, Varley Art Gallery, Works Yard), and Life Cycle Program/ Capital Budget submissions.

2. Right-of Way (ROW) Assets

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

• Assess the condition of linear infrastructure (storm sewers, stormwater management ponds, bridges, culverts and streetlights etc.)

• Determine rehabilitation requirements, strategies and cost estimate • Conduct lifecycle analysis and update reserve funding levels • Prepare annual rehabilitation program and budget request • Coordinate and provide technical support to Engineering Department in capital project

implementation

• Stormwater Section

The Stormwater Section is responsible for providing a strategic focus on the direction and management of City-wide storm sewer network including flood control implementation projects, management of stormwater management ponds. The major functions include the following:

• Manage and create storm and sanitary sewer capacity models • Manage City’s environmental related programs such as:

o Flood Control Remediation and Implementation o Erosion Control o Watercourse Management o Policies, Standards, Guidelines and Programs

• Utilities and Survey Section

The Utilities Section administers and coordinates utility installations (Bell, Gas, Hydro and Telecommunications) within the City’s right-of-way. The section negotiates Municipal Access Agreements with utilities that establishes the terms and conditions of working within the City’s right-of-ways. The section ensures coordination of City construction works, utility

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works, and other right-of-way activities to minimize conflicts. In addition, this section reviews standards, specifications and guidelines for utility installations. Additional responsibilities include streetlighting on roads and walkways and monitoring of energy and maintenance costs for streetlights. The Survey section provides Survey Services that include the establishment and maintenance of surveying monuments, topographic survey, and layout for all City Departments.

• Assets Database Section

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

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Culture Departmental Summary

Departmental Vision

A Creative Markham for All

Departmental Mandate To enhance and promote artistic and cultural expressions, to share diverse experiences and

to engage people through culture The role of the Culture Department is to:

• Deliver cultural services through the three facilities: Varley Art Gallery, Flato Markham Theatre and Markham Museum

• Foster a supportive environment for collaboration and partnership • Promote cultural learning and creative skills development • Promote and encourage participation in cultural activity

The Culture Department is responsible for the: 1. Flato Markham Theatre 2. Markham Museum 3. Public Art Program 4. Varley Art Gallery of Markham

1. Flato Markham Theatre

Flato Markham Theatre celebrated its 30th Season in 2015. Since the creation of Markham Theatre, 30 years ago, Markham has rapidly evolved from a rural suburb to a sophisticated, diverse, and fast-growing community. Today, Markham is a City recognized as the high-tech capital and the most diverse community in Canada. We are proud to play a meaningful role in sustaining a strong cultural sector through Markham Theatre’s “Live Arts Matters.” The Theatre was a joint project between the York Region Board of Education and the City of Markham. It is located adjacent to the Markham Civic Centre. Since its opening in 1984, the Theatre has become a world-class stage embracing professional and amateur artists from Markham and around the world, providing entertainment to over three million guests. The Theatre has an advisory committee board with its main function being fundraising and advocacy. In May 2012, the Theatre announced a 10 year naming agreement with Flato Developments Inc. The Theatre has now been re branded and bears the official name of Flato Markham Theatre. The annual professional entertainment season has also been re branded as the Diamond Series. The 14-15 Diamond Season is presented by Weins Canada and offers patrons the finest world

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class artists and productions in an incredibly intimate setting, making the Theatre experience unforgettable. Our promise is simple: Expect the Best. Harboured in the heart of Markham, the Flato Markham Theatre is the premier performing arts venue of York Region with crystal clear acoustics, not a bad seat in the house and plenty of free parking. Boasting state-of-the-art equipment and excellent sightlines from all of its 527 seats, Flato Markham Theatre is already regarded as one of Canada’s premier performing arts venues. The intimate experience for which the theatre is already known was improved in 2013 with facility renovations that increased accessibility to and within the theatre. The renovations included versatile new seating that increases the theatre’s ability to accommodate mobility devices, such as wheelchairs. In addition, new lighting and the installation of a handrail enable audience members to better navigate the rake of the seating area. All improvements were completed in September 2013. Close to home, the Flato Markham Theatre is easily accessible and intimate; this state-of-the-art performing arts facility is located only 30 minutes from downtown Toronto. The Flato Markham Theatre has a vision- a Performing Arts Series- with incredibly varied and rich programs in special attractions, theatrical, variety, pop music, nostalgia, classical, world, jazz, great Canadian performers, dance, and family entertainment. This season will continue to showcase some of the most prestigious names from the live arts industry including Golden Dragon Acrobats “Cirque Ziva”, Little Pear Garden Collective, Mercedes Cheung, U-Theatre, Swords of China, Jann Arden, Randy Bachman, Lighthouse, Ricky Skaggs and Kentucky Thunder to name a few. Our program is loaded with Markham Debuts, Exclusive Canadian & Ontario premieres and an Original Broadway Production. With over 300 live performances each year, the Theatre presents a performance calendar that showcases the cultural diversity of the community. In addition, through Flato Markham Theatre Discovery, the venue offers comprehensive educational and community outreach initiatives, including student matinees, youth camps and artist residencies. Last year, those meaningful programs touched the lives of and provided programs to 35,000 children, seniors, families, and people from all walks of life. The Theatre also services more than 100 community organizations, promoters and corporations producing over 250 events and performances annually. Outreach programs include March Break student programming camps and music and drama camps. The Annual Gala presented annually, raises much needed funds to support the “Discovery” umbrella of programs. Flato Markham Theatre – where Live Arts Matters. View the current Season brochure online at www.markhamtheatre.ca.

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http://www.markhamtheatre.ca/

2. Markham Museum Markham Museum is located at the north end of Markham Village on the Rouge River watershed, The River was used for centuries by Indigenous Peoples, their pathways and trade systems established transit routes that are still in use today. Markham’s European history begins with William Berczy who in 1794 brought 75 families from Pennsylvania, they became known as the Berczy Settlers. Since that time, people from all over the world have chosen to make Markham their home. The Friends of the Markham Museum is a “not for profit” registered charity that was established in 2009 by the City of Markham to be an advocate of the Museum within the community and to provide advice and recommendations to the Museum and to take a leadership role in developing a fund for the enhancement of various aspects of the Museum experience. Markham Museum examines the on-going settlement of Canada’s most diverse municipality. The Museum is situated on 25 acres of parkland and houses over 20 heritage structures, this influences the overall program direction of the Museum which is anchored in sustainability and awareness of our interaction with the world around us. The earliest of them, Hoover House, was built in 1824 by a Mennonite family from Pennsylvania. There are also houses, barns, a train station, a school, a general store, mills, a church, a blacksmith shop, and a harness shop. Markham Museum is not interpreted as a village, but as a series of exhibitions that link our common experiences and technologies. All cultures have clay, textile, metal, and food technologies and by examining these shared aspects of the human experience we start to understand each other’s histories and culture. From the first Indigenous arrivals to a new settler arriving in Markham today; our shared human experiences have moulded the Markham that we live in today. The 18,000 square-foot collection building was opened by the Friends in mid-2011. The building ensures the safety and preservation of Markham’s artefacts and archival collections and provides a large exhibition space. Attendance at the Museum is program driven and Curatorial and Program staff work together to create engaging and interactive exhibitions. The program adaption to shared technologies and experiences of all Markham residents has facilitated tremendous growth of public programs. Markham Museum is highly respected in the Museum profession for its innovation and competence and is well positioned to be a leading regional attraction.

3. Public Art Program

In May 2012, Council approved a Public Art Policy (2012 CFS 02) for the City of Markham.

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This Policy was established to direct the integration of public art into public spaces in Markham through a well-administered and appropriately funded public art program. Public art is considered to be a key component to the uniqueness and identity of a municipality. A strong policy designed specifically for Markham will ensure a valuable public art program that integrates with our environment and is relevant to Markham. Markham’s Integrated Leisure Master Plan, Culture Plan, and Public Realm Strategic Plan all note that public art has an important role in enhancing, beautifying and creating engaging public spaces. Markham is committed to establishing a public art collection of the highest quality that engages the public and demonstrates artistic excellence. The Public Art Program reflects the City’s commitment to creating public and community spaces in dynamic, engaging, and culturally diverse ways. Current projects include: the development of a sculpture path that will eventually weave through the city, connecting neighbourhoods and creating a city-wide sculpture park. The first two installations for the path will be at Toogood Pond and in front of the Markham Museum. Other municipal projects include an indoor wall installation at the Cornell Community Centre and Library and a large scale kinetic sculpture installation at the South East Community Centre and Library. The Public Art Program also works closely with the Public Realm Program to realize community projects and utilitarian art projects including murals, traffic control box wraps, bike racks and other aesthetic enhancements to the public realm.

4. Varley Art Gallery of Markham

The Varley Art Gallery of Markham, located at 216 Main Street Unionville, in historic Unionville, opened its doors in 1997. It presents high quality exhibitions of historical and contemporary Canadian art, and offers educational programs for all members of the community, some of which operate out of the McKay Art Centre at 197 Main Street Unionville. The vision of the Gallery is to be a cultural hub of national significance in the City of Markham with the goals of: • sharing and celebrating the life and work of F.H. Varley and other Canadian artists; and • inspiring local and national audiences to engage with art, both historical and contemporary. These goals are accomplished through research, exhibitions, collection development, public programs and publications. The Varley Art Gallery is a Class A institution with a permanent collection of over 500 art works, an important number having been bequeathed to the City by Kathleen Gormley McKay. Many of the items in the collection are those of F.H. Varley who was a member of the renowned Group of Seven painters and lived in Unionville from 1957 to 1969. The Gallery has held many notable exhibitions. In 2007, F.H Varley: Portraits into the Light, an exhibition and bilingual catalogue, explored portraiture and its role within Varley’s oeuvre. The

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exhibition toured across the country and allowed the gallery to conduct research and interviews of many of the subjects depicted in Varley’s paintings. The Automatiste Revolution: Montreal 1941-1960 and its follow-up The Plasticiens and Beyond: Montreal 1955-1970 were two ambitious projects exploring the development of modern abstract painting in Quebec. The former toured to the Albright-Knox Art Gallery in 2010 and across the country in 2013. The Gallery presented (Da bao)(Takeout) in 2013, an exhibition of contemporary art that included works by Canadian and Chinese artists. The Gallery was expanded in 2012 to create more space for exhibitions and programming. The project was made possible in large part due to a major contribution from Wallace Joyce, who donated $1.4 million to the Varley-McKay Art Foundation. The $2.5-million expansion created 3,000 square feet of new space. The Collections Gallery was created and currently features selected works of F.H. Varley from the gallery’s permanent collection. Varley Art Gallery works closely with the Varley-McKay Art Foundation of Markham, which acts as an advisory board and raises funds to support the gallery. The Foundation also approves art acquisitions with the advice of Gallery staff. The McKay Art Centre is a historic 1845 house built by Berczy settlers that was the home of Kathleen McKay and Fred Varley. The Art Centre is used for community art projects, community artist rentals, art classes and the offices upstairs are used by organizations such as the Unionville Business Improvement Area and the Markham Arts Council. Aside from exhibitions, a broad range of high quality art classes for all ages is offered, along with camp programs for children. School programs are designed around each exhibition and aligned to the Ontario school curriculum. Workshops and lectures designed around each exhibition are also offered to the public. The Gallery hosts and actively participates in various community events to raise the profile of the Varley and promote arts and culture. Varley raises funds through grants, sponsorships, donations, room rentals, and memberships. Overall, 44,000 visitors came through Varley’s doors in 2013.

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Environmental Services Departmental Summary

Departmental Vision

Making Markham a model for other communities to follow The Environmental Services Department is made up of three Divisions:

1. Waste & Environmental Management Division 2. Waterworks Division 3. Business Compliance Division

1. Waste & Environmental Management Division

The Waste & Environmental Management Division is responsible for the collection of residential recyclables, organics, yard waste, residual garbage, large appliances, and scrap metal items from both homes and apartments. Markham also has four community recycling depots which accept a wide variety of recyclables such as cardboard, Styrofoam, tires, and plastic bags. Markham is strongly committed to sustainability and resource management focussed on reuse and recycling. Markham’s Mission Green program has a target to divert 80% of its residential waste from landfill and incineration by 2014. Our curbside diversion rate in 2013 was 81%. In Markham, Blue Box recycling and Green Bin organics collection is provided once per week and residual garbage collection in clear bags is provided once every two weeks. Leaf and yardwaste collection is provided once every two weeks from April 1 to December and scrap metal and large appliances are collected by appointment. Markham provides collection services to over 90 apartment/high rise condominium buildings. Extensive multi-media communication and public education programs, our four recycling depots, and innovative diversion programs support our waste diversion efforts. Together, these initiatives have helped Markham reach its current waste diversion rate, which is among the highest in North America. Waste Management has also been promoting a Zero Waste philosophy for City facilities, City events and schools. The Civic Centre and offices at 8100 Warden are Zero Waste facilities and are achieving better than 90% diversion. Markham is a recognized leader in waste management and continues to gain international recognition for its environmental programs. In 2009, we won the P.J. Marshall Award of Merit from AMO for our Zero Waste achievements. Markham received the Recycling Council of

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Ontario’s (RCO) Platinum Award in 2007 and again in 2010 for its diversion efforts and a Gold Award for our unique programs. In 2009, the Division expanded its mandate to include departmental sustainability issues. It is now responsible for developing policy and programs to promote water conservation and paper use reduction.

2. Waterworks Division

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

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

Waterworks is comprised of four Sections:

2.1. Information Management System (IMS) 2.2. Infrastructure Management 2.3. Operations and Maintenance 2.4. System Engineering

2.1. Information Management System

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

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

• Improve document management and control document management to support QMS

2.2. Infrastructure Management

The Infrastructure Management Section is responsible for capital projects planning and budgeting; contracts processing and administration; capital construction management;

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infrastructure needs assessment and condition analysis; and water meter installation, maintenance and replacement. Key activities/programs are:

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

• Water Meter Program – management of meter installation in new homes, as well as maintenance, replacement and testing of existing resident and Industrial, Commercial and Institutional (ICI) meters

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

2.3. Operations and Maintenance

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

• Water system sampling and testing in compliance with Provincial Regulations • Emergency response to sewer back-ups or watermain breaks (construction work is

contracted out with Waterworks staff supervising the work) • Flushing of watermains at “dead-end” locations to maintain water quality • Maintenance and inspection of hydrants and valves throughout the water system • Flushing and camera inspection of sewers • Maintenance of sewer pumping stations and siphons • Public education via the Water-on-Wheel (WOW) program • Providing water and sewer systems locates

2.4. System Engineering

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

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Key activities/programs are:

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

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

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

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

• Water Quality - monitoring, record keeping and reporting.

3. Business Compliance Division Supporting the two business units is the Business Compliance Division which ensures that the Department is compliant with corporate financial procedures, legislative requirements for technical and health and safety training, and Ministry of Environment regulations for the Drinking Water Quality Management Standard.

3.1. Quality Management System (QMS) Section

The Business Compliance Section is responsible to ensure the Quality Management System (QMS) is implemented and maintained in compliance to the Drinking Water Quality Management Standard (DWQMS). The QMS is mandated by the Province for all water operating authorities to have as part of their licensing requirements. The QMS implements a systematic “continuous improvement” approach of planning, implementation, operation, checking, corrective actions, and management review to allow an organization to achieve and demonstrate sound quality management system performance by controlling the impact of their activities, products or services on quality. Key activities:

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

• Perform periodic and formal audits of all systems to ensure compliance • Manage and maintain an inventory of control documents and information in

compliance with provincial regulations

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• Respond to findings from the provincial QMS accreditation body

3.2. Training Section

As a key part of the legislative requirements, the Training Section is responsible for the compliance of Regulatory training through Continuing Education and practical training for all our licensed operators. This section must track the competence and Training records in addition to managing licenses of Water and Wastewater System Operators. They develop, plan, coordinate and conduct technical training and development programs for Waterworks staff. Key activities/programs are:

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

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

3.3. Financial Section

The financial section provides support to both Waterworks and Waste with regards to budget preparation, monitoring and variance reporting, as well as procurement tracking, project tracking, accounts receivable and accounts payable. Key activities are:

• Provide financial support to Department • Review and Coordinate budget submissions • Update Procurement Plan • Update Capital Project Status • Issue Invoices for Accounts Receivable • Review and submit approved invoices to Accounts Payable • Balance and Prepare deposits for Point of Sale (POS) system • Review and comment on variances for capital and operating budgets

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Fire & Emergency Services Departmental Summary

In 2014, the Department has an approved complement of 278 full-time staff that is deployed in nine fire stations, a mechanical shop, and administrative offices. Firefighters are assigned to rotating shifts to provide full time coverage 24 hours per day 365 days per year. While our department is organized by division, everyone is committed to fire education, prevention, and emergency response, including rescue and suppression. Firefighters in the stations also deliver public education and prevention information to residents while staff from other divisions may respond to emergencies when required. Under the Fire Protection and Prevention Act, the level of fire service provided in a community is determined by the elected officials. Council approved a fire services deployment plan in 2001 that identified new fire stations, vehicles and apparatus, and staff. An update of that plan was completed as a part of the Fire Services Master Plan in 2012. Fire Underwriters Survey recently completed a study of the City and determined the City’s fire service has kept pace with growth. The Development Charges legislation deemed fire services to be a hard service and as such, new fire stations, equipment, and vehicles for new stations are funded 100% by Development Charges collected. The Fire & Emergency Services Department maintains a high level of customer satisfaction. Our staff complete approximately 40,000 hours of training each year and responds to over 7,000 emergencies per year which results in excess of 14.000 vehicle movements. An annual report of our services is published, which includes additional reference material. We work closely with our partners, such as the surrounding municipalities, EMS and police, and our regional colleagues, to coordinate responses and assist each other when extra resources are required, thus providing more effective and efficient service. Fire Stations in Your Neighbourhood The fire station numbering in Markham follows the regional protocol - for example, Station number 91 at 7801 Bayview is interpreted as follows, the first digit 9 identifies Markham while the second digit 1 identifies Station 1. Stations in Markham are numbered from west to east. Markham does not leave a firefighter in the station at all times as all trained personnel are assigned to the fire trucks and are prepared to respond to the next emergency. Our firefighters may be out of the station for emergencies, training, area familiarization, public education, prevention activities, and attendance at community events in their area. Each station has an exterior phone that is accessible to the public, which provides a direct line to our Alarm Room dispatchers. All of our stations maintain a front entrance that is accessible by the public, providing access to an emergency phone and safe haven. Some of the newer stations also have a washroom in this area.

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Fire Station Number and Its Location

Station # Street Address 91 7801 Bayview Avenue 92 10 Riviera Drive 93 2930 Major Mackenzie 94 7300 Birchmount Road 95 316 Main Street Unionville 96 5567 14th Avenue 97 209 Main Street Markham 98 650 Bur Oak Avenue 99 3255 Bur Oak Avenue

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

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

2. Suppression Division

The Suppression Division is comprised of 240 men and women that are assigned and deployed from the nine fire stations to respond to emergencies. The staff of this Division has the most exposure to the public and are available 24/7. Services are provided in a caring, sensitive manner to our customers in a variety of situations such as structure fire, motor vehicle collision, medical emergency, and in the elementary classrooms. Council approved the plan to standardize the fire fleet in 2001 and it was completed in 2008. The average age of our front run fleet is 6 years. The Division operates 11 front run apparatus, 9 Engine Companies, 2 Aerial Ladder Companies (30m Ladder). It also deploys 2 Command Officers (Platoon Chief and District Chief), as well 1 Water Tanker Truck, 1 Air/Light Truck, 1 Utility Van, and 4 spare apparatus.

3. Fire Prevention/Education Division

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

The Division has three mandates: 1) To provide Fire Safety Education to the citizens of Markham; 2) To enforce the Ontario Fire Code and the Fire Protection Prevention Act; and 3) To undertake fire Investigations.

The Division’s responsibilities include:

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

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

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

4. Training Division The Training Division is located at the 8100 Warden building and is responsible for the research, development, delivery, and implementation of fire services training programs. The members of the Training Division facilitate the advancement of knowledge, skills and attitude of our staff. Some of the specialized training programs include Medical, Hazardous Materials, Water Rescue, Pump/Ladder Operations, Flashover, and Aircraft Rescue Fire Fighting. In addition, the staff of the Training Division Conduct Recruit Training, Captains Training School, and new equipment training. Maintaining the skills of the departmental staff is important and is supported by an on-going training plan. In addition to ongoing maintenance training, suppression personnel must maintain many skills associated with firefighter rescue and survival techniques. Company

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Officers (Captains) use the Command Simulator, located at the Fire Training Centre at 438 John Street, to maintain incident command skills. The Training Division delivered a newly developed Hazardous Materials Response program. This program will introduce the equipment, training, and procedures to enable our staff to respond at the Operations Level of National Fire Protection Association 472 Standard, which is the standard recommended by the Provincial Fire Marshalls Office. The Chief Training Officer is currently working with the Waterworks Division to explore plans to develop a joint training facility.

5. Mechanical Division The Mechanical Division is responsible for the maintenance and repair of all the Fire fleet, ranging from fire prevention cars to the *0,000-pound ladder trucks. In addition to routine maintenance, they coordinate and perform annual pump and ladder testing, and annual safety inspections (PMCVI) for the Engine and Ladder trucks. The Division is an integral part of the Department and regular training is needed to handle specialized equipment. The Division is comprised of two fully qualified mechanics that work under the supervision of the corporate Fleet Supervisor from the Operations Division, located at 555 Miller Avenue.

6. Communications Division The Communications Division is located at 0100 Warden Ave. This Division is the initial contact with the public when they call us for emergencies. There are eleven staff assigned to the Communications Division and they provide 24/7 service based on a rotating schedule to receive calls for emergency assistance through the province wide 9-1-1 telephone system and dispatch and deploy fire apparatus to incidents. The MFES Alarm Room also provides a 24-hour emergency call answering service for other Town Departments, such as Waterworks and road operations. Using the Computer Aided Dispatch system, our Alarm Room Operators evaluate the information taken from the caller and dispatch a predetermined set of apparatus to deal with the incident. Once fire apparatus is dispatched, the Alarm Room Operators support the fire crews on scene with back-up communications support and coordination with other emergency service agencies, such as the Police and Ambulance. Emergency calls range from simple calls for local assistance, such as occupants locked out of cars, fires, carbon monoxide and medical emergencies, are handled through this facility.

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Markham Public Library Departmental Summary

Departmental Vision

Markham Public Library - where Markham’s communities come together to imagine, create, learn and grow.

Departmental Mission

We are your municipal public library providing everyone in the community the same opportunities for success. Our resources, staff, programs and spaces enrich the lives of everyone in Markham. People visit the Library to read, study, play, explore ideas, express their creativity and connect with each other. We help people create the life and vibrant community they desire.

Governance

Markham Public Library (MPL) is governed by the City of Markham Public Library Board, which is a corporation established under the Public Libraries Act. The Act ensures free, equitable access to public library service in Ontario and sets out board governance in detail. The Public Library Board is a separate, independent corporation with the legal duty to provide “a comprehensive and efficient public library service that reflects the community’s unique needs” (PLA, 20a).

The City of Markham provides operational support for several Library functions including Information Technology Systems, Financial Services, Collective Bargaining and some legal services such as contract review. While committed to supporting municipal and Commission strategies and priorities, the Library also develops with its Board, a distinct Strategic Plan, with its own Vision and Mission (above). Service Mandate

MPL services are focused on lifelong learning, literacy skills, and inclusive community-building. MPL provides the community with resources including collections, digital content and programs to meet the community needs for leisure, learning and study in physical and virtual spaces that are welcoming and supportive. Library resources enhance community learning, nurture literacy development, and build engagement.

Markham Public Library is responsible for the efficient and cost-effective delivery of library services through seven branches and its website. On an average each day in 2013:

• 6,740 people visited a branch of MPL • 3,928 logged in to MPL’s catalogue to search for items, place holds, or manage their account

online

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• 2,350 searches were made using MPL’s online subscription databases • Public Access Computers were used 3,938 times to access the library resources, use the

internet or use Microsoft Office software • staff answered 3,132 information questions • 295 people attended a library program

In Markham’s diverse community, newcomers are heavy users of library services. MPL offers collections and programs that assist newcomers with their settlement experience. Daily ESL classes are offered at three branches. MPL partners with several settlement agencies including Library Settlement Partnership (LSP), Welcome Centres, and Immigrant Youth Centre (IYC) to offer newcomer orientation programs, mentoring programs and English conversation opportunities. MPL collects materials in 16 languages with the largest holdings in Chinese, Hindi and Tamil. Multilingual material accounts for 9.4% of MPL’s collection and in 2013 represented 12% of MPL’s total circulation. MPL also offers online resources in other languages including the very popular Press Display providing access to daily newspapers from around the world. Benefits of Providing Library Services

• Fosters lifelong learning, literacy and personal achievement

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

• Strengthens family literacy behaviours • Provides universal opportunities for lifelong free-choice learning • Develops lifelong literacy skills, including digital, technology and reading proficiency for

all ages, providing the building blocks for personal and community prosperity • Helps residents of all ages access the information and tools that they need to succeed in

life, school and work • Supports newcomer/immigrant transition through access to technology and training,

strengthening employment readiness and resilience • Provides places where people can gather to learn

• Supports Economic Prosperity

• Provides access to the information needed to make a knowledge-based economy work • Helps residents develop the skills required to find and evaluate information in order to

adapt and succeed in a knowledge-based economy • Nurtures learning and the human imagination, thereby supporting Markham’s prosperity

in the emerging knowledge-based economy • Supports development of 21st century workforce skill requirements including

information, communications, and technological literacy’s and creativity and problem solving

• Contributes to a prosperous creative economy, acting as an incubator for innovation and entrepreneurship

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• Enhances Quality of Life

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

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

• Builds Community Identity and Social Cohesion

• Provides welcoming civic gathering places for all residents • Provides resources that build understanding of others and the capacity for empathy • Fosters a sense of community, revitalizing neighbourhoods and developing social

stability and a sense of belonging Key Performance Indicators (KPIs) Our KPIs and our rankings within the GTA public library sector reflect our position as one of the most heavily used and most efficient library systems in the GTA.

• 2012 Collection Turnover Rate is the highest in the GTA at 7.06 compared to the average of 5.33

• 2012 Circulation per Staff FTE is the highest in the GTA at 29,963 compared to the average of 21,235

• 2012 Visits per Capita and Circulation per Capita is the highest in the GTA o 7.08 Visits per Capita compared to a GTA average of 6.07 o 14.05 Circulation per Capita compared to a GTA average of 11.87

• 2012 Cost per User is the lowest in the GTA at $53.23 compared to an average $119.37 Strategically, these KPI outcomes are driven by a range of strategies:

• Strategies that make it easy for customers to find what they need – including collection merchandizing, proactive service, and C3, an award winning classification system developed by MPL.

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

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

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

MPL Innovations

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

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

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

• Customer Service Revolution – a comprehensive and staff driven Customer Experience strategy, the CSR has resulted in significantly improved customer service metrics. It serves as a model for enhancing the customer experience within the library sector and within the City of Markham.

Awards

• 2009 - Minister of Tourism & Culture’s Award for Innovation for C3 Customer-Centred Classification

• 2010 - AMO (Association of Municipalities of Ontario) Peter J. Marshall Municipal Innovation Award for C3 Customer-Centred Classification

• 2014 - IPAC (Institute of Public Administration of Canada) Innovative Management Gold Award for the Library’s Customer Service Revolution initiative.

Partnerships

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

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

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

• Early Years Partnership with Pathways - Free drop-in early years programs in branch meeting rooms

• Markham Stouffville Hospital medical library is located within MPL to offer the community an extensive collection of health and wellness resources. MSH and MPL also collaborate on consumer health literacy programming.

Integrated Leisure Master Plan (approved April 13 2010)

• Household Survey

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

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

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• ILMP Library Facility Recommendations

Existing Libraries: Milliken Mills Library Expansion 2011-2013 Thornhill Community Library Renovation (Infrastructure Project)

2010-2011 (complete)

New Libraries: Cornell Library 2010-2012

(complete) Southeast Markham Library 2012-2014 Markham Centre Library 2018-2020

Markham Public Library Statistics (2013 data) Angus

Glen Cornell Markham

Village Milliken

Mills Thornhill

Community Thornhill

Village Unionville MPL

Total Service Area West East East South Thornhill Thornhill West Space (Sq Ft) 29,700 25,000 29,700 16,865 25,053 4,283 13,640 144,241 Meeting Rooms 2 1

(divisible) 1

(divisible) 1 1

(divisible) N/A 1 7

Study Rooms 9 7 8 1 5 1 0 31 Computer Training Lab 1 1 1 1 4 Seating 213 187 180 101 177 20 84 962 Total Computers (Public Internet Access) 28 37 28 11 31 7 9 151

Self Service Checkout Units 4 4 4 2 3 1 2 20 Self Service CheckIn / Sortation Units 1 1 1 1 4

Physical Materials/Holdings (2013 year end) 166,240 105,045 130,517 134,855 115,474 23,243 115,962 791,336

Digital Materials/Holdings (2013 year-end) 155,241

Circulation (including eContent) 1,053,263 566,722 744,552 800,104 674,280 74,026 701,681 4,614,628

Visits in Person 479,482 365,291 372,931 452,498 383,988 42,819 278,852 2,385,862

Space usage (2013) 2013 Totals

Public Access Computer Sessions (in library) 1,393,930

Public Access Computer Web Page Views (in library) 27,852,903

Program Sessions Offered 5,546

Total Program Attendance 104,493

Information questions answered by Staff (includes Reference questions, Technology Support and Reader’s Advisory)

169,151

Wifi usage in library 813,300

Virtual Library Statistics (2013) 2013 Totals

MPL Web Site Visits 838,752

Catalogue Logins 1,393,930

Online Database Queries 831,974

Online Database Search Results 2,310,971

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Operations Departmental Summary

Departmental Vision

With a strong responsibility to the community, the Operations Department strives to protect the public and respect the natural and built environments through the

development and management of efficient and sustainable infrastructure maintenance programs. The Department employs strict financial and resource management

practices while maintaining excellent customer service delivery and ensuring the safety of the public. Recognizing future growth, the Department actively plans for these

changes while also respecting current needs of existing communities.

The Operations Department is made up of four divisions: 1. Roads Operations 2. Parks & Forestry Operations 3. Fleet & Supplies Operations 4. Business, Technical Services & Traffic Operations

1. Roads Operations

Roads Operations is responsible for year-round maintenance of the City’s municipal road and sidewalk network in support of motorists, pedestrians and cyclists. Activities include winter maintenance, complete road rehabilitation, localized asphalt and concrete repairs, all street sign maintenance including regulatory and advisory signs, and traffic safety devices such as guiderail maintenance. Winter maintenance includes ploughing and sanding of all City owned streets and sidewalks. Driveway windrow assistance is provided to qualified seniors and physically challenged persons. All winter maintenance service levels are Council approved. Road rehabilitation consists of complete street reconstruction. These works consist of removal of existing surfaces including asphalt, concrete and interlock pavers and once base repairs are completed, surfaces are returned to ‘new’ condition. Minor asphalt and concrete maintenance locations are identified by field staff and prioritized annually for repair. Similar to rehabilitation but smaller scale locations include asphalt, concrete and interlock pavers. Traffic signs, including regulatory (“Stop”, speed limit), warning and street name signs, are all maintained within this business unit. With almost 20,000 street signs on City streets, Roads Operations manufactures, installs and provides ongoing maintenance as required.

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Other seasonal and capital City wide activities include:

• Support and set-up of special events inclusive of road closures and traffic control; • Street sweeping during the spring and fall; • Storm water and pond maintenance including the underground storm water sewer

system and catch basins; • Fence/retaining wall repair and replacement; • Bridge maintenance and washing; • Support of the Fire Department with spills remediation; • Pavement markings on City streets and parking lots at all City owned facilities.

2. Parks & Forestry Operations

Parks Operations is responsible for the maintenance of active and passive parks space throughout the City. General maintenance activities include:

• Inspections/repairs of play structures, Operations buildings and amenities, sports field structures (incl. lining of athletic fields), irrigation systems and sign installation;

• Maintenance of baseball diamonds, soccer fields, cricket and rugby pitches, and tennis courts;

• Winter maintenance of City parking lots, and facility walkways; • Support and setup of City wide special events; • Noxious Weed Inspection Program.

Specialized City-wide Activities managed by Parks & Forestry include:

• Urban Forestry. Maintenance of trees on the City boulevards after the City’s assumption

of subdivisions. For additional information or inquiries residents can call the City of Markham Contact Centre at 905-477-5530. They will make a record of your call and request an urban forester to respond. Street trees are pruned in the late fall, winter and early spring on an ongoing block pruning program. Trees deemed by City arborists as a "hazard" are pruned or removed immediately.

• Horticulture. The design, planting and maintenance of flower and plant barrels and

hanging baskets in 5 floral streetscapes in Thornhill (Yonge Street), Unionville (Main Street Unionville), Markham Village (Main Street Markham), Milliken Mills (Kennedy Road at Denison), and Victoria Square (Woodbine N. of Major Mackenzie), park gardens and entrance features to the City. This spectacular show of colour is cultivated in our greenhouses in early spring and put out onto the streets in June. The barrels and baskets remain on the streets until the first heavy frosts in the fall.

3. Fleet & Supplies

Fleet & Supplies is responsible for the maintenance, repair, acquisition, disposal; parts inventory management, driver training and safe operation of the City’s diverse municipal equipment fleet.

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The Fleet section’s skilled staff ensures the City fleet is maintained and operated in a safe and cost effective manner by developing equipment specifications, operator training programs and repair and maintenance procedures and schedules that allow user departments to safely and efficiently provide their various services. With continuous changes in technology to vehicles and equipment, the Fleet section continues the use of B5 and B20 bio diesel fuel in all City diesel powered units and continues to support the use of Hybrid vehicles, where practical. Currently there are eighteen Hybrid vehicles in service. In the spring of 2014 4 Hybrid Fire Apparatus 3 Pumpers and 1 Aerial Ladder where put into service using a small diesel powered generator to supplement the electrical demands of the apparatus enabling the shutdown of the large diesel engine reducing fuel consumption. The use of this new technology along with improvements made by all manufacturers greatly reduces the greenhouse gases that negatively affect our environment.

4. Business, Technical Services & Traffic Operations

The Business & Technical Services section is responsible for the coordination and management of technical and business services within the Operations Department. Additionally, the section also oversees the Traffic Operations group. Traffic Operations is responsible for traffic operational safety on the municipal road network. This includes conducting technical traffic studies and investigations, recommendations for traffic control devices, on-street parking regulations, traffic calming, traffic signals, excessive speeding and traffic volumes. Traffic Operations is also responsible for the maintenance and operation of all City traffic signals and administration of both the “Safe Streets” and School Crossing Guard programs. Technical Services include coordinating development applications review, policy & procedures, asset/infrastructure assessment and life cycle analysis. Specific programs that are coordinated and administered by the Division include:

• Service Planning; • Trees for Tomorrow Program; • The Tree Preservation By-law; • Volunteer Ice Rink Program; • Adopt-a-Park Program; • Dog Off –Leash Program; • TRCA 50/50 Partnership; • Susie Garden Recognition Program; • Giant Hogweed Control Program; • Keep Markham Beautiful Program in collaboration with Environment Services Division; • Volunteer Stewardship events; • Public education and outreach programming.

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Business Services include budget coordination and tracking, divisional accounting and job costing, the provision of administrative, clerical/reception and customer services for the Division.

Operational Statistics (2013):

• 100 full-time employees • 209 licensed vehicles, including fire /rescue apparatus • 64 baseball diamonds • 437 non-licensed equipment/vehicles • 123 soccer fields (includes mini and micro fields) • 58 tennis courts • 3 cricket pitches • 16 basketball courts • 2 skateboard parks • 1 rugby pitch • 189 public flower beds • 5 green houses • 100,000 street trees (estimated) • 5 streetscapes • 819 hectares parks space • 1,560 flower/plant baskets/barrels • 1,980 (lane) km. of municipal roads • 992 km. of sidewalks • 755 km. of storm sewers • 58.06 km. of rear lanes • 19,916 traffic signs • 85 traffic signals • 87 supervised school crossings

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Recreation Services Departmental Summary

Departmental Mission

To build a healthy, vibrant community through the provision of well-maintained facilities and high quality recreation services that meet the customers’ expectations

Our Services provide the following benefits:

• Promotes Healthy Active Living through physical activity • Creates social integration opportunities for new residents, families, at risk groups, persons

with disabilities

• Builds character in our community such as respect, responsibility, fairness and inclusiveness

• Contributes to the quality of life in Markham

• Produces leaders who serve their communities in many ways and stimulate participation in community life

Recreation is a catalyst that builds strong self-sufficient communities and recreation programs to help build pride in our community. In 2014, there are over 120 full time staff and 900 part time staff working in the Department. The following is a breakdown of the services areas included under the Recreation Services Department: 1. Administration

• The Department engages in long-term planning to meet the needs of a changing

community, including update the Integrated Leisure Master Plan (formerly Parks, Recreation, Culture & Library Master Plan), financial impact, partnership analysis, trend analysis, demographic analysis, staffing requirements and information technology program requirements

2. Aquatics

• 6 indoor pools, 2 Therapeutic pool and 2 outdoor pools • 2013 there were 31,444 registrants with a total attendance of over 850,000 • Three main services are - swimming lessons, recreation swims and rentals • Staff maintain legislative health and safety regulations set out by the Ministry of Health and

Lifesaving Society, manage Aquatic policy and procedures, conduct staff recruitment, training, supervision and retention, and work with Aquatic user groups and competitive swim clubs such as MAC, Mallards, Masters and Synchro

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3. Programs • Programs are offered in 58 locations at our Community Centres and school locations

throughout Markham • In 2013, there were 30,890 programs and 13,699 camp registrants for a total of 44,589

participants • Staff liaise with a variety of outside agencies and organizations, School Boards, Public

Health, Social agencies ; Community partnerships with delivery of services for example Healthy School project partner with 17 schools; Staff recruitment, training, supervision and retention; Program and Camp Policies and Procedures – High Five – Quality of Play; Program design and development to meet the emerging needs of residents and current trends

• Residents have four options to register for programs: 1) Automated Touch Tone Registration system (TTR); 2) EZ Reg Internet registration system; or 3) Drop off registration forms at the local community centres available during Community Centre operating hours 4) On-site registration. The first two options are available seven days a week, 24 hours a day.

4. Fitness

• Each of the four fitness centres located at Thornhill Community Centre, Centennial

Community Centre, Cornell Community Center and the Pan Am Centre are equipped with Aerobic Studios, weight machines, and cardio equipment. Thornhill has an indoor track. Thornhill and Centennial have squash courts.

• Group fitness classes are offered at eight satellite community centres • 2013 – 3,561 active fitness memberships and 9,288 group fitness participants • Staff maintain accreditation for fitness centres and certification of staff; Liaise with

rehabilitation programs with the local hospitals such as Cardiac Rehab Program 5. Seniors

• Seniors centres in Markham are organizations dedicated to working cooperatively with older

adults in the community to create opportunities to explore their potential and maintain an active and independent lifestyle

• Two Seniors Centres (Thornhill Seniors Centre and Markham Seniors Activity Centre) and Older Adult Clubs.

• In 2013 ,Thornhill, Markham and Milliken on the Move had approximately a total of 3195 memberships

• Facilitate the development of senior clubs and governance related issues; Special Events such as Regional Senior Games, Senior Extravaganza, Seniors picnic; Liaise with local service providers relating to older adult services such as CHATS, Glynwood, local hospitals, Heritage Centre

6. Youth

• Coordination and development of programs at satellite locations such as Angus Glen

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• Five area youth councils (Angus Glen, Centennial, Cornell, Milliken Mills, and Thornhill)– 100 youth, Mayor’s Youth Advisory Committee

• Special events – Youth Week, Milliken Children’s Festival, Art Expo • Volunteer recruitment and placement • Community Outreach with Youth organizations such as school board, local church

organizations, Region of York Recreationist and Social Services Network for South Asians, and so forth

• Youth Strategic Plan, Website, Newsletter 7. Facilities

• 17 facilities – totaling 1,145,455 square feet of space – facilities maintained by 120 full-time

staff and 100 part-time staff • 8.2 million visitors in 2013 • Provide a safe environment for all direct recreation services – aquatics, camps, programs,

seniors, youth, library and general public access • Staff Manage the Annual Capital repairs and replacements; lifecycle of capital assets,

renovations and restorations; new facility development in partnership with Capital Assets • Facility staff manage policy and procedures such as Ice Allocation, Alcohol, Vandalism and

Violence, Health and Safety , Risk Management and Energy Management

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CONTACT INFORMATIONCommunity & Fire Services Commission

City of Markham101 Town Centre Boulevard, Markham, ON, L3R 9W3

email: [email protected]: www.markham.ca

tel: 905-477-5530

“True leaders understand that leadership is not about them but about those they serve. It is not about exalting themselves but about lifting others up.”

― Sheri Dew

Documents

2016 Community & Fire Services Commission Overview, City of Markham