HomeMy WebLinkAboutMO 02/00•, ,
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' REPORT TO COUNCIY,
FROM; Wuynn Arihurs DATE: July 27, 2000
Mayor
REPORT NUMBER: MO 02-00
SUBJECT: Oshnwu Council Proposal
- "Made-in-Durhnm Govemance Solution"
RECOMMENDATION:
1. Thut Report lo Council MO 02-00 conceming a proposnl submitted by i'he Berkeley
Consulting Group lo Oshawn Council to underinke n"Madc-in-Durhnm Govemunce
Solution" be received.
2. Thut the City of Oshawn be ndvised lhnl Pickcring Council endorses The Derkeley
Consulting Group study in principlc, subject to Council confirtning n specific financiat
contribution ut a later dnlc, prior to the commencement of the study, once additional
details on the cost-sharing formulu arc nvnilable.
3. That n copy of this Report bc fonvardcd lo Oshawn Council and all othcr municipnlitics
in Durham, including Durham Rcgion.
URIGIN: Oshawa City Council rcsolution of June 12, 2000, cndorsing thc consultant's
proposnl und rcqucsting thc participation of othcr Durhum municipnlitics
AUTHORI7'Y: The Mimictpal Acl, R.S.O. 1990
F[NANCIAL IMPL►CATIONS:
Thc totnl estimntcd cost of lhe study is 5125,000. Cosls are proposed lo be allocated on a•
weighted ossessment bnsis ar some other mutually ncceptuble approach. The precise cost to the
City is therefore not nvailable at this time, nnd will depend on the level nnd rype of involvement
of the other Durham municipalitics.
If costs are nllocnted on u weighted nssessment basis and ull other Durham municipalities ogree
to participnle, Pickering's contribution would be approximatcly 512,000. Should certain
municipnlities decide not to pnrticipatc, costs could increase. At this time it is recommended
only that Council cndorse the study in principle. Once additional financial details arc avniloble, n
furiher resolution oFCouncil w•.�l be sought as to the City's specific contribution.
The study would be churged to Account 2126-2392, Geneml Govcmment, Purchased Services.
EXECU7'IVE SUMMARY:
[n lune of this yenr, Oshawa Councii endorsed a rcsolutioi� acccpting o consultanCs proposal to .�
undertake a"Made-in-Durhnm dovemoncc Solution" nnd rcqucsted thc participntion of other
municipalitics in the Region, Tho proposal by Thc Berkeley Consulting droup would examine n
number of govemence optfons and evnluute thcm against various critcde. A prefemed option
would theri be recommcnded and Corwnrded to the pnrticipating municipalities for conside�ation,
•. ,
Report to Council MO 02•00 Datc: July 27, 2000
Sebject: Oshawa Council Proposal "Mnde•in-Du�ham dovemance Solution" Page 2 i s l
Pickering Council hns played a strong leudership role on thc issue of govc►rwnce refarm. Thc
proposal by The Berkeley Consulting G�oup provides another opportunity for Council to again
consider end debute this importnnt issue. It sets out a structured npprouch to examining the issuc
in nn independcnt and professionnl manner, to see if u lacul consensus can be reached on
governnnce refortn in Durhnm,
It is recommended lhat Council endorse Tha Berkelay Consulting Group study in principle, with
a specific financinl coniribution to be determined et a later dnte, prior to the commencement of
the study, once mote detnils on the cost-sharing formula become avnilable.
BACKGROUND:
On Jwie 12�, 2000, Oshuwa City Cauncil pnssed the following rcsolution:
I. T'hnt City Council endorse Ihe propowl submitted by the consultnnt entitled "Madc-in
Durham Govemance Solution" as thc npproach to govemancc refortn in Durhum Regian.
2. Thot all arcn municipelitics, including Durham Region, be rcquested to paAicipntc in this
govemance process to achicve a Made-in-Durhum govemance solution.
The proposal submitted by Thc Derkeley Consulting Group for a"Made-in Durhnm Govemance
Solution" is ntinchcd. dovemancc options ihat are proposed to be cxamincd in the study include:
. Un(Ctty — amnlgamation into one Iicr of all or most of Durhmn
. Two Citiea, North / Soulh — one southem urbnn IakeGont municipalily and a northcm
rurnl ciry
• Two Cltle�, East ! 1Vest — Pickering•Ajax•Uxbridge; and Whilby-Oshawa•Clurington-
Scugog (Brock to be included as npproprialc)
• Three Cities — One rurol nonhem / castem municipuiit!;; ona combining Ajnx-Pickering;
nnd a third joining WhitbyOshawa and somc or all of Clurington
• Modilied Two Tier — Essentially the sintus quo with some modificntions in number of
elected otlicinl und responsibilities for scrvicc delivery [this would be consistent with the
Regionnl Council'v rcsolution of Jnnunry, 2000, fortnnlly endorsed nt thc Fem Resorl)
The specific govemnnce options to b. considcred would be clnrified with the pnrticiputing
municipulities nt the outset of thc stu,ly. Each option would lhen be examined ngainst u set of
ngreed to criterin (involving finuncial, socinl and politiwl considerntions). The study would be
conducted in a consultative ma:mer, involving participating municipulities and other key
stekeholders, including community, business and labour orgnniwtions, and the public, ond would
take about four and.ane-halt months lo complete. The totnl study cost is estimated to be
approximately 5125,000, and costs would be shared by participating municipnlities on a
weighted assessment basis, or other mutually eccepwble appronch. The consultnnts would bc
accounmble directly to the pnrticipating municipalities,
Pickering Council has played n strong leadership role on the issue of govemance rcfortn in
Durhnm. Over the pnst fcw years, we huva put fonvard a numlxr of viable positions for the
wnsideration of the provincial Minister of Municipal Affairs and Nousing. Unfortunatcly no
positive aclions have yet been taken.
Thu status quo is not an option. dovamancc rcfortn will occur in Durham Region, it is only u
matter of time. Rather than waiting for Ihe Provincc to impose u"solution" that wc may not
went, it would be much more sensible to conlinue to prouctively addrcss thc issue.
•• ' Report �to Council M0 02•00 ,. Datc; July 2%, 2000
> SnbjxC Oshawa Council Proposal "Medain•Durhum dovemance Soluti�n" Pngc 3
182 �
�'1'he proposal by The Berkeley aroup provides at�other oppoAuniry far Pickedng end thc ot�er
municipulides in Durhem to look nt govemance reform in n structured and consulmtivc way.
Even if local consensus cannot bc rcnched, completion of the study would provide an
independent, professional report thut can bc used ns input to future decisions by the Province.
Il is recommended thnt Council advise tha Ciry of. Oshnwn that it endorses 7'ha .[�erkeley
Consuiting Oroup swdy in principle, :ubject to a specific financiul contributiun bcing determined
at a Inter date, onca additional details are avuilnblo.
ATTACHMENTS:
1. Oshuwa City Council cocrespondence wnceming the proposel submitted by The Berkeley
Consulting Group for n"Mnde-in Durhem Govemance Solution".
Prepured By;
G
Wuyne Arlhurs
Mayor
Copy: Chicf Administrativc OfTicer
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�, � . RECE�VED
ow�nmmt ot coryont� s�rvioa. ' ' • �UN � j 2000
� CLERK'£3 DIVISION
File A-2100 •
Juno 13, 2000 •
Bmce Tsylor, Clak
Town of Pickering
17he Esplenado '
. Pickering, Onterio
L1V 6K7
TiC: A MHaE �� D�rhnm CSnvamonr..C�l�.ti,.« '
�ity Council considered the mattcr at a meeting held 7une .12, 2000, end edopted the following
rccommondetion of the Govemance Review Committee; •
"1. 17�at City Council endorse the proposal submitted by ttie consultant entiqed a`Made-ia-Ihuham
dovemance Solution' as the approach to govemance refoan in Durham Regioa �
1, 'I7�at all nna municipalit�:s, including Durhem Region, bc requested to participate in ilils
• govomence proceas to achieve a made-in-Durham govemance soludon." '
Enclosed e copy of Report GOV•00-06 conceming the ebove matter.
Your consideration of this important issue is appreciated.
If you need fiuther assistence, please contact John Brown, City Menager, et the address below, or by phone at
436-5622.
__��
Sandra Kranc . '
. Menager of Supporc Services
SK/cf ' ' •
Enc.
c. J. Brown, City Manager
Th� CorponUon of ffi� Clty at O�h�w�
City Cluk B�Mau �
80 Ghh� BM�t 8outh, O�Mw�, Ontalo L7H 327 .
TEL: (8061438•6838, FAX: (8061438�6887 . ' ,
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� ro: c�ry co�nc�t
ATTAd1�19rT��TO AEPORTN� Oo�-oO
(2da � a3 Report
GOV•00.06 � Mey 25, 2000
Irv Hartcq, CMairperson �0°� uan or Meeun
SGutcgia lnidadves Coaunittee A-2100 Juna 12, 2000
A Madatq-Durham Govemaacc Solution Ward:
• AU
1.0 BACKGROUND'
Following tha Regionel Council retreat on govemance refortn in Durham Region at the Fem Resort
on Januery 11-12, 2000, Os6nwa City Council unenimously passed a number of resolutions on
Jaauary 17, 2000 supporting t6e draft rccommendations of Regional Council. The City Council
resoludons: �
D supported a modified twatier system ofRegional gove�nment with a slimmed down Region
acUng ae an agent ot the lower tfer,
D endorsed tha draft posidon of the Regian Wat �upporte and encouraga potential
amalgamationa or govemence reform processes;
D committed to work with the Region end neighbouring municipalities to davelop an acdon plan
by June 30, 2000 and to work towards a final report by no later than June 30, 2001; and
� created a Spxiel Sub-committee oPtha Strategic Inidatives Committee called the Govemance
Review Committee to Gaisc with tha Regioq �area municipalities, the Greatu Toronto Services
Boazd (GTSB) and the Province on governance issues, and to investigate and dcvelop
governance positions for the consideradon of City Council.
The recommendations &om tha Regional Council reueat were unanimousiy adopted by Regionel
Council on Jaouary 26, 2000 and were rcfertcd by City Cbuncil at its February 7, 2000 meeting to
the Govemance Review Committee.
Consistent with enrGer direction to tho Gavemenca Review Committee by members of Council
supporting tha need for the City to undertake a comprehensiva response to achieving a made-in-
Durhem saludoq the purpose oFthis report is to present a proposal for a consultant to develop a
(made-in-Durham) solution to governance reform (see Attachment No. 1).
2.0 PROVINCIAL POSITION ON 905 RESTRUCTURING
In a letter dated Jenuary 25, 2000 from Jenet Ecker, MPP to?he Regionel Chairman, the Province
cleri6ed t�at no decisiaas will be made on govemence reform in tha 905 azea undl t}ie Province das
reuiewed the recommendadons coming out of the legiatated roview of the GTSB expected in early
2001, Tha ATinister's letter clarified that the November election will not be detayed, Tha letter elso
ATTACMIBRi�TOREPOAT�tn�•� ' ,
�. Repart to City CouneU `�3 � 013 ,
ir.m No: oovaoaa 185
',(Condnusd) .2- MuGnp Dab� Juna 14 2000
states that tho Mutistv of Municipal Affaire and Housing "will'consider all rwtructuring proposale
put fonvard by municipditles and looks forward to receiving them as soon as poasibic". Tlue ia
consistent with the Ciovemment's message that govdmance reform ia coming to the GTA
The Province's reaction to a Negara Region govemence study provides useful inaight. Statemwta
made by tha I�f'inister of Municipel Affairs and Housing, as reported in the press, reflect that t6e
"province won't meddle in (a municipality'a) effort to restnicture its gavernment — as long as the
process continucs in a positiva directioa Only where locel talks fail to produce any change would
the province step in". , The Premier reiterated that'7ocal discussions haye to keep going, keep
moving fo�ward". ,
3.0 NEEf1 FQR A MADE•IN-DURHAM GOVERNANCE SOLUTION
Tha need for a mado-in-Durham govemance solu6on is cleu. Without a comprehensiva Ddrham-
wida study of govemance refortn opportunities, it will not be possible to sutHciently address the
Province's restructuring principles of fewer municipal politicians, lower taxes, better, more etEcient
serviw deGvery, less bureaucracy and better accountability.
Change to the govemanco system is coming. To-date, it has been driven by the Province. The
municipalities of Durham Region now heee a Gmitcd window of opportuniry to be masters in their
own housa by concluding on a local govemance study.
Some have argued thet e realignment of services set within tha existing two-tier structure for
Durham, with a Greater Toronto Services Board, is a viablc option to pursue. However, no one
Imows if that opdon i� the best restn�cturing opdon for Durharn nor if it would meet provinciel
expectetions. To avoid being "caught short" and recogniring that there are a number of other
gnvemance poasibilitics, soma of which may be morc cost effectivic end preferable to Oshawn
citizens, it is essentiel thet all opdons be studied.
1'he tecent pubGc survey undertaken by This Wcek across Durham's municipelities clearly indicates •
that there is sVOng public interest in governance reform and that ciqzena want to be included within
the decision-mnking proceas. Procceding with eny political prachosen govemance option would
excluda the public from ono of the most aignificant public poGcy decisions in the last 25 years,
Oshawe's citizens aie entitled to be included through en incluaive process lhat identi6w a fiill range
of govemance options together with an assasment of their imp6cations.
4.0 PROPOSED APPROACH
1n liai of aach municipaliry in Dud�azn undertaking a seperate govemanca reform study or aetting in
motion a separate strategy, it would ba to the bene&t of ell of Durhem's municipalides if we can
work together on ona professional, independent study. Such a study would includa opportunides for
pubGdconsultation and critically assess the 6nanciel, social end poGti�.nl impGcations of di8erent
• govemance options for Diutiam.
� ��TO AEPORTA��.c� ,
.1 a•6 Rebort to Clty Councit �'��1oC a3 loem No; oOV�oo��b
�, (Condnu�d) .3- hHeUnp D�b• Jun� 14 4J00
Thera renuins aa urgency for all of tho arca municipalitiw to considu governance and to move
fonvard collectivdy with tha infonnation necessary to make informed deciaiona. To proceed to malce
any deciaion or, through L�actioq ro cause deciaioas to be mada by the Province in the ebunce of
fuU Imowledge, end wlthout en opportunity to inform and listen to our ci6una, would not be in our
atizens best interest.
Attached to this report is a governance roview and process proposed to be undertal:en by an
independent wnsulting fum which could effectively inciude all municipalities in Durham. It would
provide aU municipalities with a professione! and indepeade� review and analysirof the govemance
opdons aveilable. The proposal calls for clariGcation and agreement on the govemance opdons to be
studied, as we1! as the provinciet and local critoria to be applied. A 6nancial enelysis would be
carried out for each option. Participating municipal wuncils will guide the study. Tho proposal
inciudes opportunities for pubGc consultation Tho cost of the study would ba shared on tha basis of
weighted assessment or eltemative acceptable apportionment of costs.
Wttile ropresentatives of the Region of Durham have, on several occasions, stated that they do not
wish to be iavolved, assigning the task of developing a response to govemence reform to the area
municipelides, Regional Cauncil should be a@'ordai the opportunity to confirtn this position or to be
i�cluded. Durhem municipalides should rise to this challenge by working together to complete a
review of govemence refortn opdons hopefully to achieva a"made-in-Durham" solution.
5.0 CONCLUSION
Oshawa Council and Councils throughout Durhem have en unprecedented window of apportuniry to
impact the very natura of our local govemment. Not sina t6e fomiation of the Region ie 1974 hes
Utie real opportunity ban Present. By capturing this opportunity, we can be masters in our own
house. We hava the abiliry to deGver to our residents the best, well researched, carefully thought out
model of futuro govemanca that wiU properly serve our communities well into this aew millennium.
The decisions we meke today wiA have a profound iropact on the quality of life of our citizens for
years into tha futwe. It temains our steadfest responsibility to engaga our citiuns in a full rcview to
etlow us to move con6dendy into tha future.
Oshawe's citiuns are enGded to be included tluough an inclusive procesa which provides them with
ell of the Wortnadon as to tha options together witd an esseasment of the¢ impact.
6.0 RECOMMENDED ACTION
It is recommeaded:
1. That Ciry Council endorse the propoaal submitted by the consultent endtled a"Made-in-Durham
Governence Solu6od' as tha approach to govemenca reform in Durham Regioa
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2. Tdat all arca mw�iapaliBa, inciuding Uurham Regioq ba roquated to participate in this
go�ce ➢rocees to achtevo a mado-in-Durham govemance solution.
I^' Harrell, Chairperson ,
Strategia lnitiatives Committee •
Attachment .
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188 , ATTAdIMBrT��TOREPOATN� oa.�'
. - , �c� � a3 .
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A `Made-in-Dur�am'
Governance Solutioa
� .
Durham Munlclpal/tles
—Proposal-- .
. . May 5, 2000
The Bakeley Conanitlag pronp
380 E�na Park Dmro, Sta, 100 Markhem, Onterlo L3R IHS
Ph(905�475-4575 Parz(905)479-9211
Emu7: bc�berkeleywniulting.com . .
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Dwhem Govemance ReNew
• ' ' Proposel—MeY42�—Pepe1.
A'Made-in-Durham' Qovernance 3Solution
Iatroduotioa and Rationale
The Govemment of Ontario has establfshed a polfcy of
restructuring munfcipal govemment according to certa(n ?roWnee�•oovmnancepdndpta
principles. ' . , .
' � • • FewermuiidpelPoBtldanewMe
Special Advisors appointed by the Province to recommend �"�`���°�' �t�,
on munfcipel structure have applied these prov(ncfal teki�'rq I�a e e�ldereEon�
guidel(nes or princfples in Ottawa-Carleton, Sudbury, r��endoa�un�xtN
Hamillon-Wenhwrth and Haldimand-Norfolk In lhree of �"�•
these ceses, an amelgemation into a single municipalfry •���'��o�
was recommended and accepted. The provincial principles �oh��,��g��
wsre used to a significant degree fn five other Govemence �g���s�4 �
Reviews (Oxford, Muskoka, Waterloo, Niagara and voimierisrn,ar,dpror„oa,q�Oy
Vaughan) commissioned by the local municipeliqes «eatlon,l�shr�entend
themselves. • ecawrtdo pioxlh.
• Balta; mae efiideM eervke
There has been considerable acGvity on the part oi a �'"'��eR1�"�"�"�
number of area municlpalfpes in the regions of.Helton, Peel ��°�8�qty'
end York conceming possfble restructuring. More recentl ���''�"�`Y�B�"'��'�
the Province indiceted Ihat it will not likely proceed with any �rq�bar,I���e�nd �4
restructuring efforts in the "905 Munidpalftles" in the �«businesa
Greater Toronto Area (GTA) until lhe Greater Toronto • ClearBnesd�e�neibBiryand
Services Boerd (GTSB) completes fts revlew of (ts role and �tt���iryatu�ebcal
responsibil(Ues scheduled for Jenuary 2001. • �81'��'�"������
�.
There is sUll a degree o( urgency for all munfcipalities fn lhe
GTA to consider govemance restructuring. The govemance of lhe GTA with a GTSB or
otherw(se is one side of e twv-sided cofn. The role of a GTA body needs to be
considered in Iight of whom its members are. Its members are obviousiy determined by
how the 905 GTA erea Is structured. The right epproach to GTA-vuide woMination and
govemance depends on the sVucture being coordinated —(s it a few large dUes
(former regions) or Toronto plus e to 12 dNes? Hence, regianal end area munfcipalfties
can only consider their response to the C�TSB role and structure if they understand lhe
assumptlons about how lhey are govemed. This aeates the urgency to cansider lhe �
opqona for Durham as the GTSB study proceeds.
Although these matters — GTA coordinaUon and 905 mun(cipal structuring — may lake
time to resolve, the pubiic needs to become educated to the options end thu
impl(catlons oi those options soon. They need to be effedfvely fnformed about the fects
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. ATiACHMEN(((���TIk � TO REPORr'� Cc10 �a.o� � .
•� i 9 � �. �8 0� oi�.l Dyhem oovemerwe RsvNw
. Propoael—MaY Q; Y000—Peye 2
� and impl(caAons of mak(ng a choice on gavemance structure in lhe near future. There
may be value in a referendum In the fall mun(clpal elect(on for example. To be uaeful,
that publlc debate needa to be informed by aome objecl(ve fnformaGon about the
fmplicetions of choosing one atructure aver enother. If developfng this foundaUon of
informatfon Is put off, the public debale wili be based on bias end apeculaUon, end not
realisBc facts and analyaes.
Tenns of Reference
The terms of reference proposed for a'Made-in-Durham' govemance atudy are as
follows.
1. To fdentify and examfne the restructuring optlons for the municipalf8es of Durhem
Reglon (n the speciflc context of lhe Regian of Dutliam end the GTSB.
• To assess each ap8on fn reletian to agreed criteria that recognizes the provincial
principles for municipal resUucturing and locally identified criterie. The draN
criteria are desaibed on pages 415.
2. To educate the public about lhe aptions and lheir assessment, and usfng that base
af information, seek and receive feedbeck from the public and key stakehoiders on
the issue of govemance in Durham.
3. Based on this evaluaqon; to recommend a prefeired option and make any additional
relevant observationa end recommendelions.
Approach — A Core Roview for Participating Municipalitiea
We have developed a core rev(ew whfch munic(pef�des can chaose to participate (n and
support financtelly. This review will provide a protesslonel, independent report
assessing the govemence optlans. As well, Dufiam Councils will want a sound
procesa lhat provides opportunit(es for informed consultetion and input from lheir
ciGzens that can support dects(on-making in this very critical area. Some municipalities
might also decide to commisefon edditionel public consultation and input.
Ffence, the approach Is to meet these requirements for the core review and offer some
additlonal flexibility to meet each parUcipat(ng municipalitys (ndividual needs.
•� Sound and comprehensive current irdormaBon about the Impllcations of the final
opQon in terms of all of the evaluaUon criteria, bearing in mind the Province's
resVucturing principles. ,
• A process that, based on obJecUvely developed Information and facts, educates the
ciGzens of ail munfc(pallUes in Dufiam conceming lhe options availabie and the
implications, fncluding the strengths end weaknesses of those options.
�_�..,_�_.,.__.,.ti.,.__F: i�
,
'• � ATTApIA1�Ii��T01�fdITl�Oa-oo . .
• �90� a3 . 191
Dr�fiam Govemerwro Revyw
' ' ' Propoad—Meya2000—Pepe3.
• A praceas that aeates pubHc axareness of lhe reatructuring optlons under rev(ew
• A consultaUve process that ellows lhe key atakeholder groupa and communllies to
comrr,ent meanfngfully on the options.
MunidpallUes participating must be assured that in reach(ng conclusfons the consultents
are obJective, thorough and consider quantitative and qualitative factora from al�
perapectives fncluding elected o�clals, key communiry, business and labour
organizeUons, and the citizens of Durham municipalit(es.
Therefore the criteria used in the evaluaUon, need to be egreed•by the dient group — a
group represenUng eli partiGpating municipalities — and saBsfy the provinciai
restructu�ing principles.
8ey Components of the Raview
This process will feature consultation wflh, and input from, the participating councils and
the public. We have buflt in iniUatives to Geate awareness and involvement. Here are
the key components of the process.
• Publtc Release of Options� and C�ite�la Peper — The flrst Options Paper will
briefly autline the atudy process, desaibe the resUucturing options for the review
and identify the criterie to be used to evaluele them. The medfa will receive the
options paper as a way of incxeasing the public's awareness and lnterest in the
govomance issue. This will happen early fn the project.
• Pubiic Rolease of Draft OpUons Evaluation Report Paper — The second
document wili heve the final 'short list' optfons with an evaluatfon with respect to the
agreed a(terie. It will be reieased lo each Counal first and lhen to lhe medfa end
public, We expect th(s wili be done by lete AugusUearly September. This report
could also be pleced on munic(pal websites as part of the process.
• Public Consultadons — The pubflc and organizations represent(ng
citizeNretepayer groups, business, community groupa and labour will be invfted lo
submit their feedback on the Draft report. A apecial Coundl meeting will be held in
each partfcipating munictpaliry so ihat Counals can hear react(on direcUy from lhe
pubiic, The consuitants will be available to present the report and comment on
quesUons.
• Final Report to Councils — The consultents will preaent their final assessment of
optfons together wfth ali substantiaGng analysislresearch and recommend a
preferred govemance structure.
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` . I111ACI�IHIY��TOAE�ORT�m'° oa•oo
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Dufiem Govemaas ReNew
' Propoael—MeYQ 2A00—Pepe �.
Taken together, this repreaents a significant opportunity to educate the c(tizena end to
obtaln the(r informed Input to such a alUcaf lasue attecUna the future.
Starter-Rit of Optional Qovarnance Arrangements
At tho outset, there appear to be five opUons, Ifsted below, lhat rnight be cons(dered for
inciusion. These options assume ex(sting municipal boundaries as a point of reference
only end should not be cons(dered to be the final boundary elfgnments for any proposed
' new municipalfty. Wh(le thfs fs simply a'starter-kiY Ifat; we will encourage a narrowfng of
optlons to keep the complexfty and costs of the study (n check. (A'StaWs Quo' option is
unlikely to meef the Provincial Pr(nGples.)
• • UntCity — Amalgamalian into one tier of all ar most of Dufiam.
• Two CfUea, NarthlSouth — One southem'urban lakefront munfcipaliry and e
northem rural city.
� • Two Cities, EasUWest — Pickering, AJax, Uxbridge; Whitby, Oshawe, Clarington,
Scugog (Brock to be fncluded es appropriate).
•• Three Citles — One rural northem/eastem municipality; one combining Ajax end
P(ckering; and a third Jofning Wh(tby, OshavYa and aome or all of Clarfngton..
• Modifled Two Tier — Essenlially the stetus quo with some modificat(ons (n number
of elected ofticiais and responsibilitfes for seroice del(very. Thls is consisten; with
the Regional Counal's resalution (Jenuery 26, 2000) that farmally endorsed the
directlon of the Regional Council Sludy,Retreat at Fem Resorl ln early January.
Drat't of Criteria/Evaluation Iadicatosa
To judge a govemance stnacture, one needs to look to (ts overall purposes. Our dreft
criterfa framework auggests four criteria. The firat three are about the a(ms oi
govemance and the fourth concems teasibility of change. For each of these four criterie
areas, we show the fndicators to be used (n the evaluaUon process, The points made
within the prov(ndel prindples are encompassed within these criterla.
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�tt��t1�tJ_tot�ORT���.oc� . 193 �
, �u � a3
Dwhem Govemence Revkw
ProPoaal—MeYa Y000—Pepe 6.
1. Clear aad Cost-e4'Feotive Bystem ot' Politisal A000uatsbWty
aad�Represeatatioa
A govemance structure needs to provide lhe taxFayer wilh dear accesa to dedsion-
makers and ensure that the decision-mekera are accauntable fa lheir decisicns.
Texpayera need to understand who does what, otherwfse access is meaninglesa
and accouMabil(ty will be confused: Finelly, the pol(Ucal system needs to be cost-
effective.' Enough representatlon ts enough. Too many eiected offidals'and too
many declslon-makfng bodiea make the structure more costly and it does not
necessarily improve accountabflfty. .It may even confuse it.
CdteNaikl::Evalw n:lntlieetors i: : �
• Clarity of Axountebillty
D LiMted duplicaUan or we�tap In servlceslfundlons.
D Eleded ol�dels end bodies responsible forgwemence (deGsion-meking) roles.
D Few s del u se bodies end slza of bud ets cavered b such bodles.
• Ad uate re resentaUan of all local communkles.
• CommuniUes of IMerest— JuAsdlcUon Indudes communWes with some common
interest end relevaM boundedes.
• Cosl-eflediva eleded re senteUon — Number end Cost of Elected OmGels.
2. 8cope and 81ze for.8trategio Effectiveneaa and Sustainability
A cr(Ucal component of govemance is the fortnuiation of strategy and esteblfshing
pollcy and dlrecUon for proHlh and development. Hence, the entity needs the ability
to plan and create growlh, and deliver end maintaln infrasUucture/serv(ces, To do
that, it needs the �ight geographfc scope of (nfluence, appropriate responsibililies
and adequete popula8on and fiscel size to do that realisticelly.
� 61ze for Susteinedtily
D AssessmeM—weiphted assessmont releUve to services loed, pro�Nh and .
belance of msldentlal to commerdeNndustrleL
D Reserves— levef of nel reserves reletNe to future needs H known,
� 8cope IUs afowlh &Iratepy and QuaOtyr of lNe Goels
D GNen prowAh stratepy, acope pmvidas tools to Inlluence/fedi�ate slretepy.
D IntegraUon of key iuncllonslpoQcy toois lo alfed broad quallty of Iifs from social
welibefnp to economtc, hom preservalion of herriage and emironment to
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,; .• ' ATTACNMENTN � TOAilq1T���'�
.1�94 ' ' (��a o(` 0�3
Dwham Govamanae Revlew
Pmpoaal—May6, 2000—peyp a
3. Coot aad �/alue of 8ervioes for Taapayess
M appropriate govemence structure can Icwer the cost of govemment by allowing
for cost efficfent service delivery. It can also promote the provlsion of valued
services lhat are seen lo'be worth the taxes or fees paid. Wilh the opportunity to
realize econom(es of scale, the potential for coat effidendes is Increased.
D(secanomies of acale must also be considered,
• cost �evel . �'
D Esllmated savings irom restrudurinp.
D Rlsks—�anpe and probebilfly of increased costs from wape and service
hartnonizaUon end loss of volunteers.
D Services afigned so thaCrelevant economies of scale can be achieved,
__ D ResponsiWlMies not duplkated ar wedeppad
• Value —&ervices delNered so thet.iocai preferences can be accommodated re
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4. Fair aad Benaficisl Impacts of Change
The implernentatfon (mpacts of.the change need to be considered. The spedBc
impacts in each municipality on taxes and services need to be pos(tive overall and
not excessfvely unfair or demaging. This means, one needs to consider. .
• Changes ln average tex rates.
• The di8erenUai change (n taxes among municipaliVes.
• Riska of excessive service and cost increases are contained.
• Potential service chenges are acceptabie. .
ICritodatl4:Evalwtlonlndiatore .�::, i'.::, ,,,
• FalrTe�c Impads. � ' � `�'
• ProJecled lax chenpes wilh no savfnps,
• Pro ected tex chan es with esUmeted savin s.
� Transiilon Rlsks and Costs.
• Servlce Cha es— IdenUfied risks of service chan os.
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� �\3 � a3 . .
Durhem Oovsmexe Revbw
. Propoaal—MaYQ 2000—Pape 7.
Our Core Workplaa — A Four 8tep Prooess
The core workplan (s desaibed (n four ateps over four and onefialf monlhs. The
greph(c below depicts the process,
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Administrative Coordinating Comm(ttee
Although lhe consultenls will be accountable directly to Coundls for their del(verables,
we suggest the fortnation af en AdmfnisUalive Coordfnating Comm(itee with the CAOs
or dealynate from each participating munlc(paliry. The role oF this Commiltee would be
to coordinate and c�arify the administration of lhe review in terma oi Invofcing approvel,
manitoring timetabie, arranging IogisUcs o( meetings and comm�nicatfona, ensuring
consultents are receiving information end cooperetion, communical(ng feedback from
each of the Councils on documents and fssues, The Commitlee will meet �with the
consultants et lecst once during each atep of the revlew.
8top Oae; Organizing aad Optiona Paper (Juae 1— June 10)
The first step (nvolves ge�(ng organfzed, developing an In(tial Options Paper ta aeate
awareness within the public and estebllehing a starGng palnt to get response from
Councils.
• IGck-off meeting af Administretive Coordinating Committee to conficm pians, iniNal
options Iist end criteria.
� Collect InfUal information.
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� � ATTACHM 11 � TONEPORT���-oc�
'196 ' �ly o�a3
Dufiem Govemence Review
' , P�°poael—MaYa2000—PeyeB.
� Prepare Summary Options Pepe� desa(bing the RevieWa purpoae, procesa,
specUum of options, and evaluatlon criteria to be used,
• Release Opt(ona Peror to Councils for endorsement as e discussion document, and
approve! ui crfteria for use fn next atep.
Step 1tivo: Teohnical and Fiaaaoisl Aaslyals (Mid-June to late .
August) .
The second step is the criUcal component of this atudy. We wili develop the facts about
the implicat(ons of optional govemance structures. In some cases, depending on the
information provided and available, we will rely on experience elsewhere and
assumptions based on our knowledge and experience ot mun(clpal adminfstration and
services. .
• Define informatfon requirements and requesl information from munic(palities. We
will require the euppart from CAO offices in lh(s effort.
• Review e�emal research inGuding� four Special Advisors Reports end resultant
legislal(on, and studies.in Vaughan, Muskoka, Niagara, Oxford, and Waterloo.
• Meet senior management including Treasurers re informat(on needs re 1999 FIRs.
• Work wilh senior staff of pa�t(cipatlrt� municipalitfes re techn(cal opportunitles for
cost sAVings.
• Iniormallon galhering fram region and mun(c(palit(es.
• Ffnanc(al �analyais on cost savings. •
• Modeling for tax sh(fts analysis,
• Risk assessment re hartnon(zauon — compensation survey on benchmark Jobs.
The deliverable from lh(s atep will be the Draft Optfons Evaluation Report. We expect to
release (t late (n August.
• Prepare Draft OpQons Evaivation Repoft.
� D(scuss Dreft w(lh AdministraUve Coordinating Commfttee,
• Finalize Draft OpUons Evaluation Report and release to Councils.
• , 8tep Threa: Coaaultatioa an Drai� Report (8eptember b ta 29)
• Council-facil(tated pubifc session, including a presentation by lhe consultents at e
special council meeting, to hear feedback on the Options Evaluation Report fn each
municipality.
• • Receive feedback and comments from senfar municipal staff on technical
assumptions and anetysfa •
• Submissions from (nterested organizations and groups will be encouraged. The
� consultant leam will reviewthase.
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.•' AtTI1CHMENTN�.TOAEPOAT���-c'� . .
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Durhem Govemance Revlew
� Propoaal — MeY a 2000—Pepe G.
• The Administrative Coordinating Committee may arrange other forms of receiving
public (nput, as conaidered appropriete by each Coundl.
6tep Four: Report Psdparatioa (planned release mid-October)
• Updaie financfal and related enalysis of short list opUona.
• Prepare the finel report whlch ahell (nclude:
➢ Outiine of purpose and lhe process including criteria.
D• Optionsconsidered. .
D Summary of public input.
D Eveluation af options.
D Recommendations.
The final report will be releosed to the Councils. If desired, the conaultants can formaily
present the final report at a meeting with representeUves of the particfpating
munlcipaliUes.
The dates are preliminary and can be adjusted.
Optional Components
Beyond lhe core review progrem; lhere are additional opAons municfpalitiea may
consider that wfll increase the cost. None o( these is requirod to successfully fulfill the
obJectives of the core reNew— they b,�s optional.
• An OpUonal Survey of Pubifc Knowledge Attitudes and Views — The collecUve
group af participating mun(ctpalilfes may decide lo edd a public survey to the core
revfew. A telephone survey of 400 adult residents af fhe reg(on could be conducted.
Partiapants will be randomly selected producing a margin of error of about 5°r6+/-19
Umea out ot 20. The survey will cover knowiedge of whfch level of govemment now
does what, attitudes about accountebflity, access and service from different levels of
guvemment and opinlons about options govemance atructures.
If this opdon is chosen, wnsideration has to be given to the Uming of this atep.
Should opinions be soliated before or after the OpGons Paper or fhe Draft Report?
If this is epproved, we wfll devalop quesGons and format and oblain Gfent epproval
before (mplementing the survey.
The cost of any public atUtude and opinion survey wnuld .be edd(t(onal. The
parUcipating municipalilies vwuld dac(de the numbers surveyed over the regfon and
in thefr municlpality. For example, we have est(mated that a 400-person telephone
survey would requlre ebout •$20,000. The costa will be shared on e fair
apportionment based on numbers in each muniapality or weighted assessmenk
,,...,.�_�_..•---�.�_,._.._F: i
� ATTACHMENT� � TO R�diT�� �• �o�
' � ^.1 � O . �\� � a3 Dwhem Govemence Revlew
, Propoael—MayB, 2000—Peye f0.
• Additianal Local input and Consultallon — Ind(vidual mun(cipal(Gea mey wiah to
have more conaultaGon with their lopl councils, citizens, organfzaUona and
sessfon neeach municipality res�e�tet�iv�elon� nsuitetionises (ons can beiarr nged
and the costs would be edditfonal. Such additional consultation in each mun(dpality
will be charged to the individual munldpalfty.
T1�e BerkeIey Conaulting (isoup's Team �
The diagram below shows our team.and the relationships. As noted earlier, the
consultina team will Ilase with the Administrative Coordinating Commfttee reletive to fhe
Io8lsUos and administration of the contract approved by Councfls.
CounGl(s) Team Astlamm�nb
Qotrenuncv—llonel FeWmen
flnann— Evan McDadq CA,
GrantThornton
AdmfniaUaWa Pater Tomilnson
Coordln+Nnp _ . Sarvicas- �lano&emon
. Commf(roe Jim Maekay Caryl Arundel
Holacf Dlrxfa Backy 7aylor
Rasaerch Advlaor— pr. A 8ancton
PIiD/k Strvoy (Opflanap—
�A John �eMeroo,
SummR 6trategy Group
Raarrid� Conaufbnf
. Vidry Telycenas 8 Sharan 6latchlm
Berkoley's Team 8� Qualiticatioas
The Berkeley Consultfng Group is an fndependent Cenadian partnership lhet operates .
as a nehwrk of assocfates and cancentrates on atralegic change management using
busfness management know-how adapted tor the pubic and voluntary sectors.
Berkelsy is en affiliate of The Rensseleerville Institute (TRI), a non-profit organizalion
focusfng on voluntFuy and public sector development, innovation and outcome
management.
When Berkeley was founded (n 1986, its theme statement was "helping senior
management take their organizations through strategic transitions'. Berkeley has
developed a apedal tnterest fn applying private sector menagement precUces within the
public sector. in dofng so, we have a view that while busfness practices may be
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' �'0.�"1o�a3 DurhemGovemenceRevbw
, , � Pmpoael—MeYa 2000—Pepe 1f.
(nstruct(ve, ihey need to be adapted to the particuler circumstances and charecteristics
of lhe sector whelher it)s munidpal, education, or health.
Today, with a"network of associates" approach, and �inkeges with The Rensselaerville
Inaqtute, Betkeley's theme statement ia "Collecdve Wisdom,:.Fresh Id9es", With
Berkeleys aupporl, clienta lead their organ(zatfons successfu�ly through sUategic
UansiQons. To da so, we custamize conaulGng teams end methodologies to suit the
cllenPs situation. Berkeleya competence Iles fn its ability to bring aeasoned assodates .
together as a team to use leading edge methods applied to the GlenPs strategic
chellenge• so that results are delivered with high doller-value and Umelfness.
Below we wili introduce our team. Involvement af inembere may vary es requirements
are clarifted at lhe beglnning of lhe assfgnment. Hawever, no changes will be made lo
the core team without Gient approvai. R�sumBs are attached.
Roles of the Team Members
Jfm Mackay; B.A., M.B.A, C.M.C., Managing Partner of The Berkeley Consulting
Group, will be lhe Project Director respons(ble for oversee(ng all phases of the study •
and quality of deliverables. Jim has led major ass(gnmenls with tight deadlines and
complexities to successiul results. • Wilh over twenty yeara experience fn consulting in
lhe publfc and private sectors, J(m brings tagether general menegement, business
analysis akilis, organfzationa� structure expertise, and faalitalion experience. Jim is an
Adjunct Professor, Strateg(c Management at the Schulich School of Busfness (York
University) where he teaches lhe core Strategy Courae in lhe MBA program.
Jfm's involvement will focus on ensuring Ihat an appropriale ranQe of options is
consfdered and thet thoraugh assessment of those optfons against meaningful criteria is
updertaken.
Llonel Feldman, B.A, M.A., will be a member of the cae team and techn(cal lead for
municipal govemance. Lfonel is an urban management wnsultant and Senfor �Ifated
Pertner with @erkeley, Thls essociation with Berke�ey extends back to 1991. Lfonel has
an extenaive background fn municipal consulting eaoss Caneda and (ntemaAonaliy fn
areas of strategic planning, organizaUanal change, structurel reoreanizatlon, and policy
advice to senior elected end appoir�ed municipal officials. Llonel is a recogn(zed expert
(n the govemance field. Reoently, he advised the Toronto Trensit(on Team, lhe Boerd
oi ihe Toronto Housing Company, reorgan(zsd lhe Ciry of Seskatoon, end assfsted in
the development of the Stratepic Plan far Metro Toronto. Over his consulUng career, he
has worked on reatruduring oF local government fn Ontario, acroas Canada, and in
Greece and Turicey. This has (nvolved the establishment of one aty of a fortner
meUopolitan area �nnfpeg), iwo-Ner structurea (MeUo Tar�nto, Greeter Istenbul),
Altemate aervice delivery models (Edmonton) and development of [egidnal
govemments (Greece, BriGsh Columbfa), as weli as fndividual City reatntcturing (St.
. TL. �f J..Ir. P.��.M4� I��..� ��.
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��8 � a3 Durhem Qovomerwe Revlew
, . Propoaef—MaYa 2000—P� 12.
John's, NoRh Bay,, Taonto, Saskaloon, County of Strathcona #20 Alberta). Lfonel (s a
part-Ume Assoclate Professor, Faculry of Environmentel Studiea (York Un(vere(ty).
Becky Taylor, B.AIB.S.W., M.H.S,A., C.M.C., Senlor Asaociate of The Berkeley
Consulting Group, will be a member ot the core team and lead for consultaUon. Becky
(s a cafounder of Berkeley, with over fifteen years of management consuiting
InGudes o�th municipaecon ulteingiand m nag me taas anmanagement con uef rn j�
!he Cily of Toronto's in-houae management cansulting divislon, and •as a reg(onal
dlrector in Toronto's Public Health Department. She has worked extens(vely within
munfcipal settings. eecky was a key consultant on Berkeley's adm(nisUative review of
the City of North Bay and the sVategic plen for the CCAC of Sfmcoe County.
Andrew Sancton, B.A, B.Phil., D.Phfl,, an independent consultant, will serve as
research advlsor on municipal consolidation. Andy speGalizes in the areas of municfpal
atnicture and organization, reslructutlng in the public sector. He recenGy publ(shed a
paper on Amalgamation Mania, which provides a broad review of amalgamation savings
in manyjurisdictions. He is recagnized nalionally and Intemetionally as an authority on
Canadian local govemment. From 1982-1986 and 1992-1395 he was a Member,
federal Electoral Boundaries Comm(ssion for Ontarfo on appointment by the Speaker of
the House of Commona. Dr. Sancton is a Professor, Department of Palit(cal Science,
University.oi Westem Ontario. From 1986 to 1992 and 1993 to 1999, he was Di�ector
of the Locai Govemment Program, at Westem.
Peter Tomlinaon, B.A, Ph.D., AIMA, a member af the core team w(II play a key role in
the assessment of opl(ons from a financtal and economic perspect(ve, He will also be
the techn(cai expert for p�anning and development functions. Peter is a member of the
City's Business Reference Graup, an advfsory body developing recommendat(ons to
Councfl on property lax refoRn, He is also e member of the intematfonal Property Tax
Instftute. As Sessional Lecturer in Economics at the University of Toronto, Mr.
Tomlfnson has taught urban ecanomics courses since 1977.
Diane Semon, B.A., M.A., will support the technicai analysis in 'hard' servfces including �
roade, emergency servfces, perks, and utilitiea. Diane's background fs grounded in her
experience with Fireatone corpaate headquarters. She has applled her operationel and
anelytic akilis fn mun(dpal corporate plannfng end studies such as the ambulance
aerv(ces fn Metro TorOnto. As a Berkeley assodate over the past t,�w years, she has
been a lead consultant supporting Taonlo CityHome and subsequently the Toronto
Housfng Comp� ny.
Caryl Arundel, B,A, M.Sc. (Planning), w(II support the techn(cel analysis in the 'soR
aervices' i,e, sodal serv(ces end public health, and social housfng. Caryl has an
extensive background in munictpal soctal service and hausing menagement fn Toronto.
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, � . Proposal—MeY4Y000—?egef3.
Recently she has aupported a number of Berkeleys ess(gnments including the alliance
betvVeen MTHA end the Toronto Housing Company. .
Evan McDade, B.B.A, C,A, C.B.V,, Pertner, Grent Thomton, will provide advica on the
financial evaluatfon af costs and tax impacts. Evan has been engaged in development
of altemaUve financ(al models and their enalysis for munic(pal restn�cturing, most
recently for the C(ry of Port Colbome, and has done e�ensive wvrk releted to Municipal
Electric UtiOUes in Ontario.
John DeMarco, B,A, M,PhiI. Summit SUategy Group, en associate of Berkeley will
� assume responsibility for the public aflftude survey if it (s commissioned. John has been
lnvolved in conducting and applying market and publ(c opinion research for over twenty
years. John wurks in the private and public sectors and among his clienls in the public
sector are govemments and communiry-based organizat(ons.
Vicky,Telycenas, Manager, Cllent Services and Sharon Matchim, our Consultant
Suppoft Assistant will support the project In tertns of logfstics, liaison and
documentalion support. Th(s fs a key requfrement fn a proJect with such tight Umelines.
Berkeley has a professional and high peKorrr�ance team to support this effort to which
past clfents will attesk
Berkeley's Qualifioations aad Eaperieuce
eerkeley serves a broad sector of provincial, munic(pal, human services and selected
prfvate sector nfches, In these fields we are typically involved with atrategic change or
restructuring. Some examples of that breadth is (ncluded below.
• Niagara Restructuring Govemance Revfew —A revfew of the govemance opllons
for th� lwelve municipallUes and regional govemment in Nfagara recen0y completed.
• AmalgamaUon of Public Health In Taronto — 5upported Ute new senior
management team develop organizational and budget plana for amalgameting slx
departments into one, subsequent to lhe Toronlo amalgamal(on. (199s)
• Housing Amalgamatlon Plen tor Housing Companles in the New Clty of
Toronto — Facflitated the development of a plen to emalgamete C(tyhome and
MeVo Home, ipcluding visioNmfssion, organizat(on blueprint, govemance and
accountability, transiUonal atructures as weil as fast uack savings. (�eaej
• Alliance Plan for the Metro Toronto Hous(ng Authodty and Toronto Housing
Company – FeciliteBng (current) the devetopment of a gameplen for working
together between the ProvinGal Hausing company (MTHA) and the muniapal
housing company (THC). (onpomp� .
• Scenario Planning and Strategtc Planning across Hosp(tal, Health and Human
Servlces — Simcoe Counry Community Care Access Centre, Rouge Valley Heallh
Alliance, CMFIA Onterio, pesaonpolrq)
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ATTAL'HM(E�NT�f � ip�PliiT���-O°
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Dwhem Govemance Revlew
Proposal—MaYQ 2000—Fape 1f.
• Town of 5mith Falls Merger Assessment — Berkeley was contracted Jo(ntly by
the Town of Smith Falls, Smlth Falls Hydro, end the Smith Falls Water Commisalan
to conduct en assessment of organizet(onal opt(ons, relatfng to posaible
• emalgamation of utility services, (tae4)
• Organization Revtew of North Bay — As well as recru(Qng a new CAO for Council,
• Berkaley underiook an organfzat(onal rev(ew that proposed finding opportuniUes to
grow municipal funct(ons and operaUons in the area to remafn sustalnable. (1eee�
� Administrative Review af the Ctty ot St Catharines — Berkeley reviewed the
administration of the City municfpal govemment end provided recommendations
regarding potentiei changes to deparimentai structure and procesa improvements.
(tee��
• GTA Transit Integradon — Berkeley developed organizaUonal design
recommend�tfons to operate a Federation of Locai Transit Operators for lhe
municipalities in the Greater Taronto Area, This (ncluded developing govemance
and arganizaGon models, testing them with stekeholders, and facilit9ting the
development of a consensus as part of the overall restructuring occurring in the
Toronto area. �tees� .
• Govemance, OrgantzaUon 8 Directtons for Taronto DlsMct Headng
Corporatton — A review of govemance and organizetion end the develapment af
corporate strategic directions. (tee7ree�
• Joint ProvinclaVMetro/Local Committee to Establtsh a Revlew of Locai
Goverrtments — Berkeley ConsulGng facilitated a poliUciaNstaff group develop the
terms of reference for a review of govemments fn Metro Toronto, leading to a
� proposel lo fnGude the GTA in the review, (taea)
• Toronto Transition Team — The edministrative and council govemance structure
far the New City ot Taronto was developed for the C(ty Chairman and team. (tee�
• Methodologica� Support for Streamlining oi Parks & Recreation City of
Toronta — Berkeley provided methodologfcal leadership to assess the
menagement and adm(n(strative economy and effect(veness of the City of Toronto'3
Perks & Recreation DepartmenL (�ee�)
•. Haldimand-Nortolk, Regional Organizatfon — Berkeley conducted an
organizatlonal review ot all departments within the organizaUon, and the corporafe
9UUClUre. (1993)
• York, Regtonal Adminlstrative Revtew — Berkeley undertook a review of the
Regional Govemment that Inciuded the structure and operaGon oi the Council, its
committees, the CAO and senior manegement, as well as the overall department
sUucture. .
As part of our exper(ence, Berkeley has an extensive base wv�Cing with communiry
organizatfons, and with communiry planning groups. Community, consumer and
stekeholder consultation is typ(cally a key aspect of all of these projects:
• T�I-County CollaboraUve Planning Proceas for.Agencles In Developmental
Servicea — Recent work with nine Td-County (Peterborough, Vctoria Caunty and
, � 'R. ,fJ..lr. I����.IY�� I�...� r . �
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, �• An� � � ma�oR'r�il�.�•oo �03 ,.
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�• � Pmpoa �MeyQ2000—P � .
Haliburton) egencias to iderrtify areas for collaboraUon to improve the local eyetem
for people with deveiopmental needs.
• Reatructuring York Reglon'a 8ocial Sarvicea Syatem — Berkeley faGl(tated lhe
� development of a new model for resfructuring the sodal services syetem recently. '
. Lang Term Care System Design for Distdct Health Cauticiia — Supported
various DHCs (Metro Toronto, Renfrew County, Rideau Valley, Ha�ton, Peel) lead
commun(ty consultaGons on organ(zetion design of long term care system.
The above includea some of lhe Be�keley ConsuNing Groups' recent local govemment
experience. In edditian, some recent restructuring experiences of our conaulting
assodetes ere also relevant:
• Andrew Sancton: City of London — Restruduring (tesa); Greater Toronto Area
Task Force (Golden Report); Advice on altemate struclures (tees); City of Toronto —
assisted In evalueUon of the prov(nces Megadty proposals �tesn; Ciry of Weatmont
° — Review of resWcturing in Uberal democraclea (Cenada, Un(ted Stetes, Britain,
NewZeaiendj (tees), ,
• Peter Tom�inson: Town of Newmarket — possible restructuring of York Region
(� eae); Town of Markham — a report on a lhree-city opUon for possible restructuring
of York Region (teee); City of Toronto — headed an intemal team on the eBects oE
. downloading CVA and the financial impecl ot emalgamalion (teea�tee�.
Roferenoes for The Berkeley Coasulting 4roup •
Our references will atlest to cur commitment to quality and G(ent saUsfacpon.
Jack Burrows
Mayor of North Bay
(705) 474-0400
Allan Wells
CAO, Yo�k Region
(905) 731-0201
Doug Barnea (re TDHC)
ADM, Miniatry of Envfronment
(418) 314-8310 •
Shirley Hoy ,
Commissioner, Community and Neighbourhoad Servfces Department, City of Toronto
(416) 392-8302
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.�; �� . ATTACHMENT��TO REPORTA�.�-C� : _
• ,,, . Q, a�o� a� .
� •' ' 20 d ' . � � Owhem Govemence Revfew ,
, Propoeal—Mayq 2000—Pepe fQ
. Budget Eetimate for Core Review
Budgct fos the Core Reviaw with F�ill Particip�4ion
We have cnsted the core workpien for the review as a basis for our esUmate. For
budgeUng purposes, we have assumed thet the Region, and the elght local
'. municfpalides will. part(dpate. The consUltlng days associated with each step are
outlined below. •
sle One: Ftamin 6 O ons Pa ;#1 ' 7 s8 820
Ste Two: D�aft Eveluatod 0 ons R�rt 4B 80 480
&te Three:PublicConsultallon 24 30240
&tep Four. Flnel Reporl �7,g 22,050
Total �B.E 5121 690
The Berkeley Consulting Group typically establishes a blended per diem rate for each
proJect. In this case, recognizing the numbe; of seasoned consultants fnvolved, a
blended rate of $1,260 per day (seven hour) is required.
In addiUon, expenses are charged for disbursements such es long distance,'mileage
($.35 per km.), cop(es, couriers, reasonable meals and accommodation where
necessary, and related out-of•pocket expenses. MeeUng costs, i.e., coffee,
refreshments, space and adverUsements for meetings, end bulk copy�ng of
repoAslpapers are the responsibility of the client We esl(mate costa to be es follows:
� Mile e end arki i1 800
Co les 900
Courlars and Lon Dlstence 800
Meals and related 100
•• Total t3 400
Invofces will show breakdown by expense category. Back up documents ere available .
for veriftcetian.
Hence the proposed mexlmum budget for the core revlaw ivith full pertic(paUon is
$125,000. Applicable texes like GST are additional on tnvoiced fees and expenses,
Budget Asauming Differeat Numbcra of Participating
Muaioipalities
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. .:`` ATTACNMENTN � TOAEPORTlL._�-oo ` '
� � �0>3 0� 0'�3 .
.. D�arham Oovemence Revbw 2 0 5
Pmpoaal—MeY� 2000—Pepe 17.
The inain fmpact to any budget reduclfon ta dependent on the number of munidpal(dea
parUGpatlnp. If fewer mun(dpal(tfea dedde to partfdpate, we wiil be able to reduce our
lavel oi effort somewhat. The apeci(ic reductfon In effort der(ves from one leas coundl
public consultetfon (3 members of team present), fewer �ubl(clorganizaUon eubmfsslons
to review, and less direct contect with ataff In the techn(cal analysis atep. We estfmate
the reductfon to be about 4 days per municipality or approximately $S,Opp,
To reflect this, wo have esUmated the total budget to be as follows depend(ng on the
number of munlcipaliVea particfpaUng.. ' �
We ere assuming that the costs of Ihe core wnrkpla� will be assumed by lhe
parGdpaUng municipal(ties an some equitable basla (e,8•� v✓efghted assessment)
reflecting abflity fo pay.
Cantractual Arrangemeats '
Our customary.practice.is to request a commencement payment of 25°� of lhe totel oore
budget. Further invoices w+ould be tendered on deliverables or submitted monthly tor
payment net af commencemenk
Invoices ere to be pafd withln 30 days w(lhout penalry or Interest of 2°� per month for
outstanding balances will be applied.
In Coaclusion
We look forward to workln8 with the munlGpaliBes in Durham to create and assess fhe
optfons for govemance structures that w(II serve the public (n the new millennlum,
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