Annual Report 2012 - Town of Richmond Hill

S T R A T E G I C P L A N
Annual Report 2012
Richmond Hill, where people come together
to build our community.
Stronger Connections Better Choice More Vibrant
Wise Management
of Resources
Richmond Hill Centre for the Performing Arts

Richmond Hill, where people come
together to build our community.
A Message from
the Mayor
On behalf of all members of Council and
Town staff, I am pleased to present you
with our third Strategic Plan Annual Report.
Over the past three years we have made
substantial progress towards achieving our
future vision:
This 2012 report highlights our many
accomplishments of the last 12 months and
for the first time measures our progress as
our new directions, policies and completed
plans begin to take effect. In particular, we
are pleased to share with you the results of
our 2012 Community Survey, which invited
residents to share their feelings about our
Town and the services we provide.
We are moving towards the community we
all envision for the future. I invite you to be
part of our journey.
Sincerely,
Dave Barrow
Mayor
Richmond Hill Council (2010-2014)
Standing (left to right):
Ward 5 Councillor Nick Papa
Deputy Mayor/Regional & Local Councillor Vito Spatafora
Mayor Dave Barrow
Regional & Local Councillor Brenda Hogg
Ward 6 Councillor Godwin Chan
Seated (left to right):
Ward 2 Councillor Carmine Perrelli
Ward 1 Councillor Greg Beros
Ward 3 Councillor Castro Liu
Ward 4 Councillor Lynn Foster
C O N T E N T S
From Vision to Action.........................................................................1
Key Areas of Focus.............................................................................2
1. Leadership........................................................................................2
2. Engagement.....................................................................................8
3. Communication..............................................................................12
4. Align Town Plans...........................................................................14
5. New Initiatives...............................................................................15
6. New Investments...........................................................................17
Monitoring Our Progress.................................................................19
Goal One: Stronger Connections in Richmond Hill......................20
Goal Two: Better Choice in Richmond Hill....................................22
Goal Three: A More Vibrant Richmond Hill...................................24
Goal Four: Wise Management of Resources in Richmond Hill....26
Maintaining Our Momentum...........................................................28
Richmond Hill’s 2012 Strategic Plan Implementation Annual Report
was approved by Richmond Hill Council on June 25, 2012.

R I C H M O N D H I L L S T R A T E G I C P L A N A N N U A L R E P O R T 2 0 1 2
From Vision to Action
Three years ago we launched our new Strategic Plan and our shared future vision:
O U R V I S I O N
Richmond Hill, where people come together to build our community.
We developed goals to achieve that vision:
Goal One: Stronger Connections in Richmond Hill
Connections make everything work; stronger connections make everything work better.
Goal Two: Better Choice in Richmond Hill
Better choice is not the same as more choice. Better choice means having better quality options to
achieve our community vision for Richmond Hill.
Goal Three: A More Vibrant Richmond Hill
Some of the best places to live and do business are dynamic and diverse. They have a unique sense of
place and identity. They are vibrant.
Goal Four: Wise Management of Resources in Richmond Hill
Wise management means making decisions about how we consider and use our resources in
Richmond Hill for this generation and those to follow.
Next, we developed implementation plans to guide our efforts in support of our Strategic Plan vision
and goals over five years, from 2009 to 2014. Phase One (2009-2010) is now complete and our
current stage (2011-2014), as set out in our Phase Two Implementation Plan, is well underway.
This 2012 Strategic Plan Annual Report celebrates what we have achieved over the past year. In the
first section of the report, Key Areas of Focus, we describe how we are leading, engaging and
communicating with our community and how we plan, undertake new initiatives and invest in
our community. The second section of the report, Monitoring Our Progress, measures our success
in achieving our Strategic Plan goals.
Mill Pond: Concerts in the Park
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Key Areas of Focus
Phase Two of Strategic Plan Implementation continues our commitment to
six key areas of focus:
H O W W I L L W E A C T
Leadership
Engagement
Communication
W H A T W I L L W E D O
Align Town Plans
New Initiatives
New Investments
Each of these key areas of focus are equally important in achieving our future
vision for Richmond Hill. We are making meaningful progress in all of them.
This section of our report reviews our cumulative efforts in each of our six key areas of focus:
1. Leadership
To achieve our community vision, how we act
is as important as what we do. Providing
leadership means working with other
organizations and levels of government to
influence the issues and policies that affect
Richmond Hill. It also means engaging with
other communities to find common ground
and to initiate partnerships.
Council Task Forces: Leading the Way
During 2011-2012, Council has three task forces to help lead Council and community priorities.
These task forces provide leadership to align and implement our major town plans and initiatives.
People Plan Task Force
Richmond Hill Council
The People Plan Task Force led the development of the Cultural Plan, a key document that will
shape the Town’s cultural development and reflect the priorities of the Strategic Plan. With
community support and input, a draft plan was developed in Fall 2011 that, subsequent to further
community feedback, Council approved on December 6, 2011. Moving forward, the People Plan
Task Force will also lead the development of the Parks Plan, Recreation Plan, Environment
Strategy and Secondary Plans for the Downtown Local Centre, Richmond Hill Centre
and Oak Ridges Local Centre.
2

Civic Precinct Task Force
Creating a community-focused area in our
Downtown that conveys a sense of place is the
primary focus of the Civic Precinct Task Force.
With the launch of its People Place Richmond
Hill initiative in February 2012, community members now have a forum to share their ideas for
making the Civic Precinct a vibrant destination for both residents and businesses. A number of
related events (including in-person and online Visioning Workshops) have already taken place
and a planning charette – a collaborative community forum – is scheduled for June. Their collective
findings will help shape a draft Civic Precinct Plan, including design options and implementation
strategies, for presentation in late 2012.
Economic Development Task Force
The Economic Development Task Force is
leading the implementation of the Town’s new
Economic Development Strategy while
focusing efforts in specific sectors. MedEdge
2011, for example, connected medical
technology innovators and entrepreneurs with
industry leaders, academics and hospitals across
York Region and the GTA last June. Over 220 people attended the event, a joint initiative of the
Town of Richmond Hill, York Region and ventureLAB. In November, the Town also hosted
Creativity Connected, the region’s first Creative Industries Symposium, to showcase the
uniqueness and talent of York Region’s creative businesses. In late 2011, Council approved
The Economic Development Marketing Strategy to attract and grow Richmond Hill’s
business community. New marketing materials, launched at a public event on March 6, 2012
at the Richmond Hill Centre for the Performing Arts, are available on our website at
www.businessrichmondhill.ca.
People Place Consultation at Hillcrest Mall
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Productive Partnerships
The Town works with other organizations and
levels of government on matters that are important
to Richmond Hill. We remain an active member
of the Federation of Canadian Municipalities
2 0 1 2 C O M M U N I T Y S U R V E Y
78% of residents feel diversity in
Richmond Hill is one of our strengths.
(FCM), which describes itself as “the national voice of municipal government… and represents the
interests of municipalities on policy and program matters that fall within federal jurisdiction.”
Two members of Council are active participants in FCM; one on the FCM National Board of Directors
and one on the Standing Committees on International Relations and Community Safety and
Crime Prevention. These opportunities for direct communication with the federal government
help our municipality highlight the importance of the community services we provide.
In addition to FCM, the Town advances many other partnerships that support the diverse needs
of our community including:
Continuing to advocate for the extension of the Yonge subway to Richmond Hill and working with
York Region in implementing rapid transit along Highway 7.
Active membership with the Global City Indicators Facility (GCIF), which “provides an established set
of city indicators… that allows for global comparability of city performance and knowledge sharing.”
Ongoing comment to the Province of Ontario on pending accessibility legislation (AODA standards).
Advocating for newcomers in partnership with York Region and the Community Partnership Council
through Council endorsement and support for the York Region Immigrant Settlement Strategy.
Continuing our Community Stewardship Program by partnering with five organizations in 2011 to
protect and enhance our natural areas. Our partners include: Evergreen; York Region; the Toronto
& Region Conservation Authority; Ontario Streams; and Ontario Stewardship Rangers.
Receiving a $1 million grant from the Ministry of Environment’s Showcasing Water Innovation Program
for the Rumble Pond Adaptive Stormwater Management Project.
A Common Connection: Protecting Our Environment
The environment is of primary importance to
the Town. In 2011, the Town created a new
Environmental Services Division, which
is responsible for providing leadership, direction
and management for our environmental policies
and programs, as well as integrating our green
initiatives into one coordinated strategy. The
Town’s focus is on air quality and climate change,
water resources, the natural environment, waste
management and sustainability. Public education
and engagement will be an important focus for
the new division as well as the development of
an Environmental Strategy.
2 0 1 2 C O M M U N I T Y S U R V E Y
95% of residents felt that environmental
protection of our community is important.
4
Community Stewardship Volunteers

Additional initiatives the Town is pursuing in support of preserving our local
environment include:
Leading the way in waste reduction and diversion. Community participation allowed Richmond
Hill to achieve 68.2% residential curbside waste diversion in 2011, our best diversion results
to date. This achievement is due in part to our successful GoingGREEN program and the
GoingUP program for multi-residential buildings and York Region’s new Elgin Mills
Community Environmental Centre at 1124 Elgin Mills Road East.
Council approval of a multi-year Emerald Ash Borer Management Strategy to minimize
economic impacts, foster awareness with respect to the management of ash trees and to
minimize loss of our urban tree canopy.
Council endorsement of the Toronto and Region Conservation Authority (TRCA) Oak Ridges
Corridor Nature Reserve Management Plan and a funding commitment of 50 percent
(approximately $420,000) for the construction of a trail system.
Participation in Fleet Challenge Ontario (with 11 other municipalities) to benchmark our
fleet’s environmental sustainability, maintenance and performance activities.
Replacing existing signage on the exterior of
our Main Municipal Offices at 225 East Beaver
Creek Road with two LED signs. These modern
signs prominently showcase the Town’s new
logo and also complement our Strategic Plan
goal of wise management of resources in
Richmond Hill. While the Town leased the
previous neon signs, these new LED signs
were purchased outright and will save close to
$300 per year in energy costs while reducing
our carbon footprint at the same time.
Tree Planting at Bridgeview Park
Richmond Hill’s new LED signs
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Providing Exceptional Public Service
The Town of Richmond Hill is committed to providing exceptional public service to our community.
Our 2012 Community Survey results highlight the high levels of satisfaction residents have
expressed regarding services provided by the Town, as set out in the chart below:
Service 2000 2002 2007 2012
Garbage and recycling collection
73
85
85
92
Condition and maintenance of Town water and sewage systems
n/a
n/a
89
92
Parks, open spaces and pathways
82
77
88
92
Fire protection services
78
81
87
90
Street lighting
n/a
83
87
90
Parks and recreation programs
70
71
n/a
89
Condition and maintenance of Town sidewalks
n/a
n/a
86
89
Libraries
84
82
88
87
Administrative services, such as paying your water or tax bills
63
58
85
86
Snow clearing from roads and sidewalks
n/a
n/a
81
83
Road quality and maintenance
80
85
79
83
Environmental protection
62
57
76
81
Animal control services
n/a
n/a
66
72
By-law and parking enforcement
n/a
n/a
67
72
Land use planning
51
46
58
63
One of the ways we work to achieve these high
satisfaction levels is through regularly reviewing
our services to ensure they meet our community
needs. We are working on a number of specific
service improvement projects, including these
reviews currently underway:
2 0 1 2 C O M M U N I T Y S U R V E Y
94% of residents are satisfied with the
Town as a place to live.
An Operations Review of the services provided by Parks Operations and Public Works Operations
to improve the operations and maintenance of our parks, roads, water and wastewater infrastructure,
and traffic, fleet and waste operations.
A Regulatory Services Review to develop a regulatory services philosophy and framework that will
provide a progressive approach to regulation and enforcement.
A Facility Repair Process Review to ensure our buildings are well maintained and continue to meet
the needs of our Community.
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Providing exceptional public service means
ensuring that services are accessible to all
members of our community. In 2011 the
Town continued to demonstrate its
commitment to providing access and
eliminating barriers to service for persons
with disabilities with the publication of our
2011/2012 Accessibility Plan.
This document outlines our strategy to
prevent and remove barriers and to meet the
requirements of both the Accessibility for
Ontarians with Disabilities Act (AODA) and
the Ontarians with Disabilities Act (ODA).
As part of Accessibility Plan implementation we:
Community Volunteer - RH Mobility
Provided accessible customer service training for all part-time and full-time
staff and volunteers.
Implemented UbiDuo, a communications device that enables people with
hearing disabilities to converse directly with Town staff.
Introduced BrowseAloud, a free online application that can make websites
more accessible for those with visual impairments and literacy difficulties.
Expanded accessibility links on the Town’s website, www.richmondhill.ca.
The Town also contributes to the Richmond Hill
Mobility Accessibility Foundation (RH Mobility)
through the Disabled Parking Reserve By-Law.
50% of the fine associated with a disabled
parking space violation is placed in the reserve
and is used for mobility initiatives throughout
Richmond Hill. Some of these initiatives include:
Crosby Park - Richmond Hill’s First Fully Accessible Park
Support for accessible parks and playgrounds.
Accessible fitness equipment for community
centres.
Subsidized fitness memberships for people
with a disability.
Adaptable devices programs for consumers
and businesses.
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2. Engagement
An integral part of achieving the Town’s vision is through community engagement in important
initiatives that affect our future. The People Plan Richmond Hill model, used to develop our
Strategic Plan and Official Plan, is the foundation of the Town’s engagement efforts. In the past
year the Town provided opportunities for engagement on a number of initiatives through the
Town’s three Task Forces, such as the Cultural Plan, the Public Art Policy and the Civic Precinct
project, and on the 2012 Budget.
Advancing Priorities, Policies and Plans
The development of our Cultural Plan was
launched in March 2011 through a discussion
between a wide range of cultural and ethnocultural
stakeholders, Town Council and staff.
A community survey followed with an
opportunity to provide input via hard copy or
online. Subsequent activities enabled in-depth
discussions with residents about the plan’s
development including a community forum to
review the initial findings and directions of the
plan. By the time Council approved it on
December 6, 2011 more than 500 Richmond
Hill residents had contributed to our new
Cultural Plan.
Cultural Plan Engagement
Public art is a highly visible form of culture that
has the ability to create a more vibrant and
dynamic community. During the development
of the Cultural Plan, residents told staff that
they would like to see more public art in
Richmond Hill. In response, the Town launched
the process to create a Public Art Policy in
January 2012. It included community input on
the definition of public art and generating
criteria for where and how art pieces are
selected, commissioned and displayed. The
Public Art Policy will be considered by Council
in June 2012.
Alias Grace Park
We used a similar approach for consultation
on the Town’s 2012 budget. Council and staff
hosted information sessions at Hillcrest Mall
and Bond Lake Arena in January to talk about
this year’s budget and the programs, services
and investments it pays for.
8

Youth Action Committee at Richmond Green
Fostering Connections
The Youth Action Committee (YAC) is
comprised of youth aged 12-18 who provide
advice and input on recreational issues of
concern to their peers. Fifty-two Citizen Core
Members and Ambassador Members began a
ten-month YAC appointment in September 2011
that involves bi-weekly meetings, assistance
with drop-in programs at the new Eyer Wideman
Youth Centre (next section), and planning and
hosting youth dances. In January 2012 they
participated in a review of the community
engagement strategy for the Civic Precinct
Project and provided advice on how better to
engage youth in Richmond Hill. The YAC also
supports National Youth Week each May,
which celebrates young people and encourages
their active participation in the community
through a variety of activities.
Mayor Barrow with Youth Action Committee
2 0 1 2 C O M M U N I T Y S U R V E Y
64% felt there were meaningful opportunities
to engage with or be consulted on important
Town matters.
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The Eyer Wideman Youth Centre opened
in July 2011, creating new opportunities for
stronger connections between all ages. The Youth
Centre is located in Eyer Homestead Park,
a one-of-a-kind property that reflects the
Town’s commitment to both preserving the
community’s rich history (through its restored
1828 heritage home) and to providing youth with
a variety of options to be active and entertained.
Community Connections
Richmond Hill offers a wide variety of destinations
to facilitate community connections, such as:
Richmond Hill Centre for the Performing Arts
McConaghy Seniors Centre
Eyer Wideman Youth Centre
Richmond Hill Heritage Centre
Richmond Green Sports Centre
George Forster House and Barn
Boynton Farm House
Robert Holland Interpretive Centre
A.J. Clark Interpretive Centre
Phyllis Rawlinson Park
Rouge Woods Bocce Facility
Eyer Wideman Youth Centre
The Youth Centre offers a place to hang out,
chat with friends, play board games and Wii,
do homework or even just read a book. There
is also a computer room and program space
offering activities such as geocaching workshops,
girls’ self-defense, creative café, sketch and draw,
digital video editing and electric guitar. The
Eyer Ropes Challenge Course also opened
alongside the Youth Centre and features high
and low elements including a climbing wall
with four different paths.
PRO Praise
In March 2012 the Town received an Innovation
Award from Parks and Recreation Ontario (PRO)
as part of its annual PRO Awards program.
The honour recognizes the “exceptional innovation
in design, presentation and implementation” of
our community’s Eyer Homestead Park and
new Eyer Wideman Youth Centre.
Eyer Wideman Youth Centre - Ropes Challenge Course
10

Members of Council and Award Recipients at the 50 th Annual Volunteer Achievement Awards
Volunteering connects people with their community by fostering new and strengthened
relationships. Indeed, volunteers are the heart of our community and make Richmond Hill a
better place to live, work and play. This year marks the 50 th Anniversary of the Richmond Hill
Volunteer Achievement Awards, given to residents who have demonstrated long-term
dedication and commitment to building a stronger community through volunteer work.
There are three award categories: the Volunteer
Achievement Award, the Enbridge Youth
Volunteer Achievement Award for those 18 years
or younger, and the Naim Malik Volunteer
Achievement Award for the Promotion of
Intercultural Friendships recognizing those
18 years or older who foster intercultural
friendship. In April 2012, the Mayor and
members of Council presented Volunteer
Achievement Awards to 11 Richmond Hill
residents who contributed their time and
energy to support a diverse group of non-profit
and municipal organizations.
Community volunteers play an important role
in the delivery of a number of Town events and
programs throughout the year. These active
residents help Town staff provide popular
programs such as Recreational Programs and
Summer Camp Programs and events such as
Canada Day, Santa Claus Parade, Concerts in
the Park, Tastes of the Hill, Doors Open and
Heritage Village Day.
Summer Camp Volunteers
2 0 1 2 C O M M U N I T Y S U R V E Y
71% of residents agreed that there are
meaningful opportunities to volunteer in
Richmond Hill.
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3. Communication
Providing leadership and engaging the
community are integrally linked to achieving
our future vision. Both of these two key areas
of focus, however, hinge on a third: focusing
on communication. Effective communication
means listening and responding to what we
hear from the community. It also involves
raising awareness for our various programs
and services, and improving the reach of our
messages throughout Richmond Hill and beyond.
Our Corporate Communications Plan
As a key area of focus in our Strategic Plan Implementation, communication warrants the
development of a Corporate Communications Plan, which we initiated in February 2012.
Following review of the Town’s current communication needs, tools and tactics, we anticipate
that the plan will be completed in Fall 2012.
Increasing Our Reach: Improving Communication with Social Media
Social media has quickly become a popular
form of communication around the world.
Recognizing the opportunity for enhanced
connection and community engagement,
the Town has corporately adopted the use
of social media and is developing a Social
Media Policy & Procedures standard as
well as a launch strategy for new corporate
Facebook and Twitter accounts.
These progressive initiatives are not the Town’s first use of social media. Over the past year, a
number of projects and programs specifically used this medium to reach target audiences and
enable two-way communication:
Development of the Town’s Cultural Plan used social media channels, which are now also being
used in support of developing our new Public Art Policy.
As a recommendation of the Town’s new Economic Development Strategy, we have used Facebook,
Twitter, LinkedIn and Flickr to interact more effectively with the business community since Summer 2011.
(Civic Precinct Project), which launched in January 2012, uses Facebook,
Twitter and Flickr to provide information on upcoming events and to allow idea and photo sharing for
a public space at Yonge Street and Major MacKenzie Drive.
Richmond Hill Fire & Emergency Services now uses Facebook to promote the importance of fire
safety and to complement the information provided through brochures and station tours.
Some members of Council are also using social media to liaise with the community.
Emerald Ash Borer Information Session
Surfing the Web at Eyer Wideman Youth Centre
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Raising Awareness
Access Richmond Hill (ARH), our one-window contact centre, has continued expanding the
services it provides to residents. Throughout 2011 and early 2012, ARH began providing services
on behalf of the Planning & Regulatory Services Department including acceptance and processing
of noise complaints, dog licenses, pool inspections and parking control. In addition to working with
various Town departments, ARH staff are currently exploring a partnership with Service Canada
to provide residents with federal services on a part-time basis. In the meantime, the Town now
offers several online eServices and forms at RichmondHill.ca/eServices to provide residents
with self-service to municipal services, programs and information. ARH is also offering extended
hours to better serve the community at busy times of year, such as the peak tax season period
at the end of February.
The availability of digital media also means that our community will now have the opportunity to
watch their municipal government in action. Beginning in 2012, Council and Committee meetings
will be streamed on the Internet.
In order to better communicate and share information with our community we have made
additional enhancements to our website (www.richmondhill.ca) throughout the past year.
Information now available online includes:
Access Richmond Hill
By-laws passed by Council & Committee and consolidated agendas.
All budget information and Financial Services by-laws and policies.
The new readable and clickable .
Listening to Our Community
In February 2012 residents began encountering a new presence at all public counters: Customer
Feedback Card Boxes. These cards provide a consistent method of feedback for all services in
the Town and are available in a number of formats to address our commitment to accessibility.
These new feedback cards do not eliminate any existing feedback methods and are simply an
additional means to evaluate our community’s customer service experience.
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4. Align Town Plans
The Town relies on a number of plans that
provide direction to help us realize our future
vision for Richmond Hill. Each of these tools
informs our decision-making on key matters
such as growth, development and investment
in infrastructure. Our main plans are:
the Official Plan and Transportation
Master Plan, completed during Phase One
Implementation; the Cultural Plan, initiated in
Phase One and recently completed in Phase Two;
and the Parks Plan and Recreation Plan, to
be initiated and completed in Phase Two.
Richmond Hill Centre for the Performing Arts
Schedule of Actions: Align Town Plans
ACTIONS
RESPONSIBILITY
Lead Department Contributors
TIMEFRAME
2011 2012 2013 2014
DESCRIPTION
Cultural Plan
Community
Services
All
ü
Guided by the People Plan Task Force, the Cultural Plan
reflects the priorities of the Strategic Plan and shapes
the long-term cultural development of the Town.
Council approved the plan on December 12, 2011 and
implementation is now underway.
Parks Plan
Planning and
Regulatory
Services
All
ü
ü
Guided by the People Plan Task Force, the Parks Plan
will reflect the priorities of the Strategic Plan and will
update the Town’s Parks Master Plan to give effect to
the policies of the new Official Plan. The terms of
reference and work plan have been approved and
community consultation will begin in Summer 2012.
Final approval of the plan is expected in early 2013.
Recreation Plan
Community
Services
All
ü
ü
Guided by the People Plan Task Force, the Recreation
Plan will reflect the priorities of the Strategic Plan and
will provide a strategy for addressing the recreational
needs of the community. Final approval of the plan is
expected in early 2013.
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5. New Initiatives
Realizing the vision of a different future for Richmond Hill means undertaking new initiatives to
enable the change we want to see. It means acting on the recommendations of the plans that we
have completed and aligned to the Strategic Plan, such as the Official Plan and the Transportation
Master Plan. It also means looking at strategic directions and identifying priorities that improve
service to our community.
The ongoing implementation of the Official Plan remains an important initiative of Phase Two
Strategic Plan Implementation. There are a number of other new initiatives whose
implementation is now underway, including the Economic Development Strategy, the
Environment Division and the Civic Precinct Project. All of these initiatives are working in
tandem to create the Richmond Hill that Council, staff and the community envision.
The table below illustrates our progress on the new initiatives identified in our Implementation Plan.
Schedule of Actions: New Initiatives
ACTIONS
RESPONSIBILITY
Lead Department Contributors
TIMEFRAME
2011 2012 2013 2014
DESCRIPTION
Civic Precinct
CAO
All
ü
ü
ü
ü
Guided by the Civic Precinct Task Force, this initiative
will advance the Town’s efforts to create a community
focused area in the Downtown that is vibrant and has a
sense of place. Community engagement opportunities
began in February 2012 and will continue through
Fall 2012. A draft plan is scheduled for late 2012.
Official Plan
Implementation
Planning and
Regulatory
Services
All
ü
ü
ü
ü
The ongoing implementation of the Official Plan includes:
defense of the plan at the Ontario Municipal Board,
where it is currently under appeal and was granted
partial approval on April 15, 2012; development of
Secondary Plans for the Richmond Hill Centre,
Downtown and Oak Ridges Centre; and development
of a Master Environment and Servicing Plan.
Comprehensive
Zoning By-law
Planning and
Regulatory
Services
All
ü
ü
ü
A Comprehensive Zoning By-law will set out specific
land use zones, permitted uses and required standards
in keeping with the policies of the Official Plan.
Its development will follow approval of the Official Plan
at the OMB and is expected to begin in 2013.
Parks
Acquisition
Strategy
Planning and
Regulatory
Services
Community
Services,
Environment and
Infrastructure
Services
ü
A Parks Acquisition Strategy will give direction to land
acquisitions in support of the Town’s vision. This strategy
will be informed by the Parks Plan and is scheduled to
begin in 2013.
Development
Charges Review
and Update
Corporate and
Financial
Services
All
ü
ü
Development charges are an external funding source
that covers the costs of development as part of a
sustainable financial strategy. This review and update
is in keeping with the new Official Plan and will ensure
that development is funded at an appropriate level.
The review is scheduled to begin in Fall 2012.
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Aerial view of Lake Wilcox and Lake St. George
ACTIONS
RESPONSIBILITY
Lead Department Contributors
TIMEFRAME
2011 2012 2013 2014
DESCRIPTION
Environment
Division and
Strategy
Environment and
Infrastructure
Services
All
ü
ü
ü
ü
The new Environment Division reflects the Town’s
identification of the environment as a top priority.
It will implement a strategy and related action plans
for integrated, coordinated green initiatives in support
of environmentally responsible operations.
Accessibility for
Ontarians with
Disabilities Act
(AODA)
Implementation
Corporate and
Financial
Services
All
ü
ü
ü
ü
Accessibility Implementation entails the removal of
barriers for people with disabilities as they relate to
information and communications, transportation and
the built environment. This initiative will continue to
remove barriers in Town facilities, parks and trails as
identified in the Accessibility Audit. It will also facilitate
compliance with the Integrated Accessibility Standard
and the proposed Accessible Built Environment
Standard. The Town prepares an Annual Accessibility
Plan and Council has approved such for 2011/2012.
Economic
Development
Strategy
Implementation
CAO
ü
ü
ü
ü
Guided by the Economic Development Task Force,
Economic Development Strategy Implementation
continued throughout 2011 and into 2012. Key activities
included Business Leadership Council creation,
MedEdge and Creativity Connected events organization,
and new marketing materials development and launch.
Travel Demand
Management
Study
Planning and
Regulatory
Services
ü
ü
As identified in the Transportation Master Plan, a Travel
Demand Management Study will include an Action and
Implementation Plan. Work is currently underway and
the study is scheduled for completion in Fall 2012.
Development
and facilitation
of on-line
services
Corporate and
Financial
Services
All
ü
ü
ü
ü
(ARH) is the Town’s one-window
contact centre for general inquiries and concerns,
applications, permits, work orders, and program
registration and payments. ARH will continue to
develop additional online functions and provide
residents with for connecting with the
Town. Recent developments include online
that provide self-service to municipal services,
programs and information.
16

6. New Investments
Providing exceptional public service to our community means investing in the infrastructure –
the buildings, parks, roads, water and sewer systems – that support the plans and new initiatives
we undertake. The Town’s ongoing commitment to our municipal infrastructure will help us
achieve our future vision of Richmond Hill, where people come together to build our community.
The following table demonstrates our progress on a number of significant community investments.
Some, like the Oak Ridges Community Centre, are recently completed, while others will be
completed throughout the remainder of Phase
Two Implementation, including the Highway 404
Overpass and the Oak Ridges Library.
Schedule of Actions: Investments
2 0 1 2 C O M M U N I T Y S U R V E Y
83% of residents feel our infrastructure
(roads, buildings, parks and community
centres) is well maintained.
ACTIONS
RESPONSIBILITY
Lead Department Contributors
TIMEFRAME
2011 2012 2013 2014
DESCRIPTION
Oak Ridges
Community
Centre
Lake Wilcox
Park
Environment and
Infrastructure
Services
Environment and
Infrastructure
Services
Community
Services
Community
Services
ü
ü
ü
ü
ü
ü
The new Community Centre in Oak Ridges opened its
doors in Summer 2012, providing opportunities to
connect and be active. With the Town’s first Silver
certification from the LEED Green Building Rating
System, this building is also a symbol of the Town’s
commitment to the environment and the
. The Centre includes an Ecological Centre
with educational programs and activities related to the
Oak Ridges Moraine. Other programs and services will
also be developed to meet community needs.
The Lake Wilcox Park, situated on the east shores of
Lake Wilcox, will provide much-needed recreational
amenities to the area. Its design and development will
protect and enhance the natural heritage features of
the site, building on the recent rehabilitation and
naturalization of the shoreline. Council approved the
master plan concept in 2011, as well as a conceptual
design for the lakefront promenade, boardwalk and
water play. Construction will begin in early 2013.
Yonge / Gamble
Fire Hall
Environment and
Infrastructure
Services
Community
Services
ü
ü
A new fire hall in north Richmond Hill will enhance
community safety and promote .
The facility will be designed and built to a minimum
LEED Silver certification standard. Station 8-6 is now
under construction and is expected to be complete
by August 2012.
Trails and
Cycling
Infrastructure
Environment and
Infrastructure
Services
ü
ü
ü
ü
The Town will continue to implement the
recommendations of the Pedestrian and Cycling
Master Plan, which includes the expansion of present
trails and cycling infrastructure, and the promotion of
its safe usage. Now in Phase Two of implementation,
the plan’s most recent initiatives include public
awareness and marketing materials to promote the
local pedestrian and cycling network.
17

R I C H M O N D H I L L S T R A T E G I C P L A N A N N U A L R E P O R T 2 0 1 2
ACTIONS
RESPONSIBILITY
Lead Department Contributors
TIMEFRAME
2011 2012 2013 2014
DESCRIPTION
Town’s Original
Post Office at
10184 Yonge
Street
Environment and
Infrastructure
Services
CAO
ü
ü
The Town’s historic original post office, located in the
Village Core at the corner of Yonge and Centre Streets,
is newly renovated and restored. Its presence will
contribute to economic development opportunities
for the Business Improvement Area, demonstrate
stewardship of our community's built heritage and
make our downtown a vibrant destination.
Highway 404
Overpass East
Beaver Creek
Environment and
Infrastructure
Services
ü
ü
ü
ü
Working in partnership with the Region of York and
the Town of Markham, a mid-block overpass above
Highway 404 between Highway 7 and 16 th Avenue is
proposed. Its construction will help alleviate traffic
congestion in the adjacent area. Design is currently
underway.
Oak Ridges
Library
Environment and
Infrastructure
Services
Community
Services,
Richmond Hill
Public Library
ü
ü
A new Oak Ridges Branch Library is planned at Yonge
Street and Regatta Avenue, adjacent to the existing
York Region District School Board facility. Design is
anticipated for 2013 with construction to follow in 2014.
East Humber
Trail
Environment and
Infrastructure
Services
ü
ü
The development of the East Humber Trail will enable
opportunities for outdoor recreation as well as the
enjoyment of natural areas. Its design will concentrate
human traffic in appropriate locations along the trail
while protecting the more sensitive areas of the
environment. Construction began in August 2011 and
is scheduled for completion in October 2012.
Fire & Emergency Services Training Exercise
18

Monitoring Our Progress
With three years of Strategic Plan Implementation behind us, it is time to assess whether our
actions are moving us towards achieving our Strategic Plan goals:
Stronger Connections in Richmond Hill
Better Choice in Richmond Hill
A More Vibrant Richmond Hill
Wise Management of Resources in Richmond Hill
We are measuring our progress using
performance indicators designed for each of
the Strategic Plan goals. Not all of our goals can
be easily measured, however. Our performance
indicators use both statistical and descriptive
information to measure our progress.
Together, they allow us to measure the impact
of our actions over the last three years.
2012 Community Survey
One of the ways we measure our progress is
by asking our residents how we are doing.
In January 2012 the Town hired Environics
Research Group to conduct a Community
Survey of 600 randomly selected Richmond
Hill residents.
This report is the first time we have included
performance indicator data. Some indicators
are only significant when examined over a
longer period of time, and will be reported on
in future Annual Reports. For these indicators,
we have gathered baseline data to establish
our current situation. This baseline data will
allow us to better track our progress over time.
In addition, new indicators may be added in
coming years if they provide more meaningful
data. Measuring progress in this way provides
insight on the effectiveness of our actions,
and highlights areas that may need to be
re-evaluated.
The following section provides a snapshot of
the progress we have made towards our
strategic goals:
Indicators
An indicator is a key area of focus that allows
us to measure progress towards our goals.
Each indicator has an associated measure that
uses numerical data or descriptive information
to track progress.
Jogging at Richmond Green
19

Our Progress
Planning for a Connected Community
Richmond Hill has high levels of community engagement, as
evidenced by attendance at events over the past three years.
Mill Pond
Goal One:
Stronger Connections
in Richmond Hill
Connections make everything work;
stronger connections make
everything work better.
2 0 1 2 C O M M U N I T Y S U R V E Y
87% of residents who visited a park, trail or
natural area in the last year said they felt
connected to nature.
85% of residents agreed that Richmond Hill
is a welcoming community.
81% of residents feel a strong sense of
belonging.
71% of residents feel there are meaningful
opportunities to volunteer.
71% of residents feel connected to their
neighbours.
Percentage Satisfied
70
65
60
55
50
45
40
2012 Community Survey: Community Engagement
Engagement
Opportunities
2007 2012
Percentage Participating
50
40
30
20
10
0
Public
Meetings
Open
Houses
Civic Participation
Council
Meetings
Citizen
Committees Roundtables
Meetings
Budget
There have been numerous opportunities for individuals to
become involved in shaping town priorities: development of
the Official Plan, Cultural Plan, Civic Precinct Project and
Public Art Policy have all included engagement activities
designed to solicit community input. Similar activities are
planned over the course of 2012 as part of the developing
Parks Plan and Recreation Plan. Richmond Hill’s approach
to community engagement has increased participation rates
substantially higher than those of other municipalities.
Opportunities and Places for People to Connect
and Get Involved
We are committed to providing residents with opportunities to
connect with us in a way that works with their busy schedules.
The expansion of services through Access Richmond Hill
(ARH) and on the Town’s website provides residents with the
flexibility to access the information and services they need
either in person, by phone and online.
Access to Information: Access Richmond Hill and Website Usage
2009
2010
2011
67,412
100,414
102,409
21,100
24,470
26,101
Not offered
5,872
7,941
1,295,877
1,269,784
1,362,943
Increase in calls, walk-ins, emails and website visits from 2009-2011.
ARH is one of the key Town initiatives for providing residents
with better opportunities to access information and connect
with us. More and more residents of Richmond Hill are
taking advantage of ARH services to connect with the Town.
Since 2009, ARH has seen a 52% increase in the volume of
calls handled, a 24% increase in walk-in traffic and a 259%
increase in the number of service requests. Website hits have
also been increasing.
@
20
Swimming Lessons at Bayview Hill Pool

R I C H M O N D H I L L S T R A T E G I C P L A N A N N U A L R E P O R T 2 0 1 2
Richmond Hill is committed to providing
meaningful volunteer experiences. Town
departments make use of volunteers,
particularly in the area of community events.
The number of volunteer opportunities with
the Town has greatly increased since 2009.
Physical Connections in the Community
2009
(3856)
2011
(6077)
Volunteer Opportunities
In July 2010 Council approved the Town’s new Official Plan, which directs the planning and land
use policies that will guide Richmond Hill’s future community form and design. Strengthening
physical connections is a key directive of this plan, specifically in the area of natural corridors and
green spaces. Our Official Plan will have a substantial long-term impact on the future built
environment of the community. The Town has also improved physical connections by removing
barriers in Town facilities, parks and trails identified in the Accessibility Audit.
Improving Connections in Our Environment
Since 2009, the Town has made several capital
investments to improve connections in our
environment. The development of the East
Humber Trail is the most recent investment in
this area. When complete, the trail will be
approximately 1.5 kilometres long and provide
Richmond Hill residents with connections to a
range of natural environments including meadow
areas, mature forests and wetlands. The Town
has also invested in improving the quality of
tree cover in Richmond Hill (see Goal Four).
In addition to these investments, the Town
maintains a series of programs designed to
better connect residents to their environment,
such as the Community Stewardship Program
and Healthy Yards Program.
Greenway System
Richmond Hill has 4,030 ha parks/natural areas,
of which 1,825 ha is publicly owned.
Environmental Connections: Earth Day Volunteers
210 225 255
2009 2010 2011
Briar Nine Park and Reserve
S U M M A R Y A N D F U T U R E D I R E C T I O N S
Progress towards our goal of has been extremely positive, with
community feedback indicating strong satisfaction with our community connectedness. Success in this
area is particularly evident in the high levels of community engagement reported by our residents.
Maintaining our progress will require the continued expansion of opportunities for people to get involved.
This year alone, community engagement activities are planned for the Civic Precinct Project, Parks Plan,
Recreation Plan and Public Art Policy. Moving forward, further promotion of volunteer opportunities in
Richmond Hill is also necessary. Lastly, public satisfaction with our community’s level of connectedness
must also be sustained through continued investment in places to connect and get involved.
21

Our Progress
Benson Building
Goal Two:
Better Choice in
Richmond Hill
Better choice is not the same as
more choice. Better choice means
having better quality options to
achieve our vision of Richmond Hill.
2 0 1 2 C O M M U N I T Y S U R V E Y
89% of residents are satisfied with
Richmond Hill’s parks and recreation
programs.
84% of residents agree that there are
walking paths close to their home.
55% of residents have participated in
Richmond Hill’s programs in the past year.
Better Options to Move Around
Richmond Hill’s population has quadrupled over the past
25 years and is projected to reach 242,000 by the year 2031.
This rapid population growth poses a challenge to our
transportation network, particularly in terms of road
congestion.
The Town has realized some success in promoting alternatives
to automobile travel. Public transit ridership has increased:
in 2012, 16% of residents identified public transit as their
primary method of travel, a 60% increase over 2006. The Town
has also committed to building infrastructure necessary for
active transportation.
Active Transportation
Routes: Length of
Routes Added from
2009-2011
Transportation Choices: 2006 Modal Split
Better Options for Working and Doing Business
Other
10% 79% 6% 5%
25 km 2.5 km 160 km
Job growth is a key indicator of the health of the Town’s
economy. Between 2009 and 2011 the number of Richmond
Hill-based jobs has grown at twice the rate of Richmond
Hill’s population.
Richmond Hill Jobs
2009
2010
2011
Jobs
55,367
56,892
60,079
Residents Employed
Locally
26.4%
27.1%
28.2%
In April 2010 the Town began implementing a new Economic
Development Strategy as overseen by the Economic
Development Task Force. Its ongoing implementation
focuses on retaining Richmond Hill’s current economic base
while strengthening the Town’s competitive advantage in key
sectors. Many of the strategy’s actions, including business
retention and attraction activities, are designed to provide
better options for working and doing business here.
22
Langstaff GO Station

R I C H M O N D H I L L S T R A T E G I C P L A N A N N U A L R E P O R T 2 0 1 2
Better Options for Where to Live
Implementation of our new Official Plan, which
contains policies that specifically address the
provision of affordable housing, represents the
Town’s key initiative to achieve better options for
where to live. For example, the plan allows for
second suites and encourages the development
of high-density units suitable for families with
children. These policies are expected to have a
positive impact on diversifying Richmond Hill’s
housing mix over the long term. The Town has
helped York Region increase its supply of
affordable housing through agreements with
developers – the only municipality in York
Region to do this.
Singles
63%
Richmond Hill’s Housing Mix (2009)
Apartments
16%
Semis
4%
Duplexes
3%
Rows
14%
Annual Registration
57 500
57 000
56 500
56 000
55 500
55 000
54 500
54 000
Participants in Town Programs
Registered Programs
2009 2010 2011
Annual Registration
325 000
320 000
315 000
310 000
305 000
300 000
295 000
290 000
Drop-in Programs
2009 2010 2011
Better Options for Being Active
and Involved
Richmond Hill has a diverse population with
diverse needs. Participation in Town programs
is a leading indicator of better options for
being active and involved. Participation in
both registered and drop-in programs has
increased since 2009.
Providing flexibility for residents has been a key priority in adapting community programs;
drop-in program offerings have increased and many registered programs are now available in
nine-week, four-week, and one-day workshops.
At the same time, the Town has expanded its programs designed for residents with unique needs
and specialised requirements, and in response to our cultural diversity. We have also expanded
activity programs and fire education programs for seniors. These specialized programs provide
opportunities for approximately 6 000 residents annually.
S U M M A R Y A N D F U T U R E D I R E C T I O N S
Overall progress in meeting our goal of has been positive, although there
are still challenges to be addressed due to our community’s rapid growth. Our 2012 Community Survey
identified growth-related issues as the primary concern of Richmond Hill residents. We have made
progress providing residents with better options for moving around and for where to live, however
providing employment options, road congestion, and affordable housing choices will pose challenges
in the coming years.
The Town has been successful in adapting its community programs to provide residents with better
options for being active and involved. Registration in Town programs has steadily increased since 2009
and the large majority of residents indicate satisfaction with our programs.
23

Our Progress
Local Artist at Boynton House
Goal Three:
A More Vibrant
Richmond Hill
Some of the best places to live and
do business are dynamic and diverse.
They have a unique sense of identity.
They are vibrant.
2 0 1 2 C O M M U N I T Y S U R V E Y
88% of residents use local parks, trails and
natural areas.
81% of residents feel Richmond Hill is a
vibrant community.
78% of residents feel diversity in Richmond
Hill is one of our strengths.
Respecting the Past
Richmond Hill’s heritage is the foundation of its vibrancy
today. Managing, protecting, and improving our heritage
resources is integral to building a more vibrant community.
The Town’s new Official Plan policies give greater scope and
depth to preserving heritage properties. Over the past two
years we have issued eight Heritage Improvement Grants
and are currently working to develop a Heritage Evaluation
System. Richmond Hill currently has 100 heritage properties.
Of these, 15 are owned by the Town and 36 are located within
the Gormley Heritage District, designated in 2010 in order to
protect the historical character of this unique area. Also, in
2010 Council directed that the Town’s original post office at
10184 Yonge Street be saved and refurbished in support of our
vision for a more vibrant downtown. In late 2011 and 2012,
the exterior of the building was restored to its original state,
highlighting its unique architectural and historical features.
A Sense of Identity and Place
Our Strategic Plan also seeks to develop a sense of identity and
place. This includes a robust built and natural environment,
and an active community. To achieve these, Richmond Hill
has invested in unique places, including $5.2 million in
heritage building restoration projects such as the Eyer
Homestead and the George Forster House and Barn.
We have also partnered with the federal and provincial
governments to invest over $6.2 million in the rehabilitation
of both Bond Lake Arena and Elgin Barrow Arena. We have
invested in the natural environment through the creation of
the Lake Wilcox Park on the shores of Lake Wilcox.
Heritage Village Day
Participants at Town Events
66 000
64 000
62 000
60 000
58 000
56 000
54 000
52 000
2009 2010 2011
Town Event Attendance
Includes: Canada Day, Concerts in the
Park, Crosby Park Fair, First Night,
Santa Claus Parade, Tastes of the Hill,
Family Day, Doors Open, Heritage Centre,
Moonlight Movies
Town event attendance is another indicator of vibrancy.
The Town of Richmond Hill organized 21 community events
in 2009 and 23 in 2011, each one an opportunity to showcase
and celebrate Richmond Hill’s unique places.
24
Richmond Hill’s Original Post Office

R I C H M O N D H I L L S T R A T E G I C P L A N A N N U A L R E P O R T 2 0 1 2
One of the most dramatic indicators of
Richmond Hill’s vibrancy is the rapid increase
in attendance at the Richmond Hill Centre for
the Performing Arts. Its ongoing strong ticket
sales reflect the high value that Richmond Hill
residents place on culture in our community.
Town Event
Attendance:
RHCPA
Ticket Sales
2009
9 297
2010
12 654
2011
14 507
Looking to the Future
Richmond Hill Centre for the Performing Arts
Since 2009, the Town has put two key plans in place to facilitate a more vibrant Richmond Hill of
the future. The first, our new Official Plan, sets the policies for the physical, social and economic
growth of the community, and ensures that future development meets the needs of residents.
The second, our Cultural Plan, provides a framework for the development of cultural resources in
Richmond Hill over the next decade.
The Civic Precinct Project began in 2011 with the aim of creating a vibrant “people place” in
downtown Richmond Hill. This project will include a substantial community engagement
element, allowing residents to help create a shared vision for this important public space.
Members of the Richmond Hill Lawn Bowling Club
S U M M A R Y A N D F U T U R E D I R E C T I O N S
Overall progress towards our goal of a has been positive. The implementation
of the Cultural Plan will be critical to advancing this goal in the coming years. As reflected in the Cultural
Plan’s vision statement, vibrancy in Richmond Hill is one of the underlying values that influence the plan’s
goals and objectives. The Town’s progress in implementing the Cultural Plan will be reported to the
community annually.
The Town’s investment in heritage facilities and unique spaces has also increased the vibrancy of
Richmond Hill as a community. The Lake Wilcox Park, when completed, will be a place where residents
can enjoy protected and enhanced natural heritage features. The Civic Precinct Project is now well
underway and will further contribute to our sense of identity by creating a vibrant place in the heart of
Richmond Hill.
25

Our Progress
Less Waste:
Since 2009, we are making substantial progress on many
environmental indicators, including waste diversion.
Newberry Park Wetland
Goal Four:
Wise Management
of Resources in
Richmond Hill
Wise management means making
decisions about how we consider
and use our resources in Richmond
Hill for this generation and those
to follow.
2 0 1 2 C O M M U N I T Y S U R V E Y
95% of residents feel environmental
protection is an important Town service.
Richmond Hill
Residential
Curbside Waste
Diversion Rate
Richmond Hill Residential Curbside Waste Collection
2011 - 68.2%
2010 - 67.5%
2009 - 67.0%
Residents identified common actions they
are taking to reduce their environmental
impact:
1. Participating in recycling or organics
programs
2. Conserving hydro, electricity or water
3. Driving vehicle less
In 2010 Richmond Hill announced its successful
achievement of a 33% reduction in corporate (e.g. Town
owned buildings and fleet) greenhouse gas emissions between
2000 and 2009, making us the first municipality in Ontario
to meet or exceed our Partners for Climate Protection
emission reduction target.
Greenhouse Gas
Emissions
(Tonnes of CO2)
13,136
2000
8,795
2009
Since 2009, the Town has continued our commitment to
reducing emissions by installing solar panels and renewable
energy systems at many Town facilities, including a solar
pool-heating system at Bayview Hill Community Centre and
an energy-efficient rooftop unit at Richvale Community Centre.
The Federation of Canadian Municipalities recognized these
and other efforts in 2011 by designating Richmond Hill a
national climate protection champion.
26
Earth Day Tree Planting

R I C H M O N D H I L L S T R A T E G I C P L A N A N N U A L R E P O R T 2 0 1 2
Being Responsible:
Being responsible is a broad outcome that
encompasses environmental, financial and
human resources. Responsible use of
environmental resources is closely tied to the
previous outcome of creating less waste in our
day-to-day activities. The quality of tree cover
is a good indicator of overall environmental
health, and the Town has taken several steps to
preserve and improve Richmond Hill’s canopy.
Cumulative Trees Planted
150 000
125 000
100 000
75 000
50 000
25 000
0
Tree Cover: Trees Planted Since 1998
Beaver
Greenway
(7,315)
Russell Farm
Park and
German Mills
Creek
(4,808)
Phyllis
Rawlinson
Park
(8,816)
Headwaters Park and
Rouge River (3,702)
Briar Nine Park (2,400)
Pioneer Park (2,315)
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
In addition to the Community Stewardship Program, we have an active Invasive Plant Species
Management program that collected hundreds of bags of such species in 2011 alone. We have also
made progress in diversifying the greenway system by selecting native species from local nurseries
to ensure high quality seeds and protection of the local horticultural gene pool. These actions are
all anticipated to provide long-term benefits for local tree cover, gradually improving the Town’s
greenway system over the next 20 years.
Funding Sources: Operating Revenue
Property Tax
User Fees, Fines
& Charges
Reserves,
Investments
& Other Funds
2009
63.6%
19.9%
16.4%
2010
63.4%
22.6%
13.9%
2011
62.0%
24.7%
13.3%
Responsible use of the Town’s financial
resources involves a strong budget process and
review of all expenditure plans, as well as
ensuring a diverse and stable revenue stream.
While property taxes continue to comprise a
majority of annual operating revenues, user
fees, fines and charges have increased as a
proportion of total revenue.
This is consistent with community perceptions, with a majority of residents surveyed indicating
their preference for maintaining or expanding services primarily through use of user fees.
The Town has also been successful in diversifying capital revenues through grant funding and the
percentage of grant funding has increased from 16.6% in 2009 to 21.5% in 2011.
S U M M A R Y A N D F U T U R E D I R E C T I O N S
We have made excellent progress towards our goal of
in the past three
years. Our success in improving curbside waste diversion and reducing corporate greenhouse gases
demonstrates Richmond Hill’s strong commitment to the environment. The considerable growth in the
number of trees planted annually in the Town demonstrates responsible action that is improving our
environment for future generations. We have also been successful in diversifying the Town’s revenue
sources through increased use of user fees and infrastructure grants.
Wise management of resources in Richmond Hill is a commitment to sustainability in all of our actions.
Our initiatives of the past three years have been successful and will be continued in coming years.
Tree planting, partnership programs such as the Community Stewardship Program, and individual
conservation efforts all help to improve the natural environment. The continued diversification of Town
revenue sources will also ensure the wise management of financial resources.
27

R I C H M O N D H I L L S T R A T E G I C P L A N A N N U A L R E P O R T 2 0 1 2
Maintaining Our Momentum
This report summarizes the third year of actions we have taken to implement our Strategic Plan.
In it we focus on how we are leading and advocating for our community, and how we are engaging
and communicating with you, the people of Richmond Hill. We also are interested in monitoring
our progress as the new directions, policies and recommendations of our completed plans begin
to take effect. As we action our plans, advance new initiatives and make new investments in
Richmond Hill, we can see how our achievements are helping us make progress towards our
Strategic Plan goals.
Our Strategic Plan has put us on a course of connection, innovation and change as we
move towards our future vision. Together we can celebrate what we have accomplished
– individually and collectively – in support of Richmond Hill, where people come
together to build our community.
Richmond Green
28

Environmental Printing Summary
The following summarizes the state-of-the-art environmental practices that have
been incorporated into the production of this folder.
Ontario’s Environmental Leaders
This report was printed by a printer that is a member of Ontario’s Environmental Leaders Program.
The Leaders Program recognizes select companies that demonstrate leadership in the preservation
of the environment by using environmentally friendly processes and increased efficiencies. The printer
is committed to preserving the environment, promoting sustainability and reducing waste for the
benefit of the community.
Waterless Printing
Richmond Hill,
where people come
together to build
our community.
This report was printed using the waterless printing process. The printer has reached beyond the
standard environmental practices to ensure it delivers the most environmentally friendly and high
quality printing outcome available. The waterless printing process eliminates the use of fresh water
and greatly reduces the use of harmful chemical compounds. This ensures that harmful chemicals
are not emitted into the environment and that water is not wasted.
Terrachoice-EcoLogo
This report was printed by an EcoLogo certified printer. This program recognizes manufacturers and
suppliers of environmentally preferable products that help consumers identify products and services
that are less harmful to the environment.
Bullfrog Power
This report was produced utilizing Bullfrog Power to power the printing presses. Bullfrog Power
generates power exclusively from wind and low-impact water power generators and meet or exceed
the federal government’s EcoLogo standards for renewable electricity.
Environmentally Friendly Paper (Recycled Paper)
This report was printed on Supreme Silk paper which is FSC Certified and has 30% post-consumer
recycled content.
Forest Stewardship Council (FSC) Certification
This report was printed on paper and by a printer that are Forest Stewardship Council (FSC) certified.
FSC promotes environmentally appropriate, socially beneficial and economically viable management
of the world’s forests.
ISO 14001
This report was produced by an ISO 14001 certified printer. Fully committed to continuous improvements
in waste reduction and pollution prevention, the printer has a comprehensive environmental
management system that integrates sound business practices with environmental, health, safety and
quality control practices.
Zerofootprint
Zerofootprint is a socially responsible enterprise with a mission to apply technology, design thinking and
risk management to the massive reduction of our environmental footprint.
Printer is ISO 14001 certified.
Recyclable
Photography Credits:
All pictures in the Strategic Plan Annual Report
are of places and people in Richmond Hill.
Pictures have been provided by David West
and Richmond Hill.

Richmond Hill, where people come together
to build our community.
Town of Richmond Hill
225 East Beaver Creek Road
Richmond Hill, ON L4C 4Y5
Tel: 905-771-8800
Email: peopleplan@richmondhill.ca
Website: RichmondHill.ca