Annual Report 2012 - Town of Richmond Hill
Annual Report 2012 - Town of Richmond Hill
Annual Report 2012 - Town of Richmond Hill
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S T R A T E G I C P L A N<br />
<strong>Annual</strong> <strong>Report</strong> <strong>2012</strong><br />
<strong>Richmond</strong> <strong>Hill</strong>, where people come together<br />
to build our community.<br />
Stronger Connections Better Choice More Vibrant<br />
Wise Management<br />
<strong>of</strong> Resources<br />
<strong>Richmond</strong> <strong>Hill</strong> Centre for the Performing Arts
<strong>Richmond</strong> <strong>Hill</strong>, where people come<br />
together to build our community.<br />
A Message from<br />
the Mayor<br />
On behalf <strong>of</strong> all members <strong>of</strong> Council and<br />
<strong>Town</strong> staff, I am pleased to present you<br />
with our third Strategic Plan <strong>Annual</strong> <strong>Report</strong>.<br />
Over the past three years we have made<br />
substantial progress towards achieving our<br />
future vision:<br />
This <strong>2012</strong> report highlights our many<br />
accomplishments <strong>of</strong> the last 12 months and<br />
for the first time measures our progress as<br />
our new directions, policies and completed<br />
plans begin to take effect. In particular, we<br />
are pleased to share with you the results <strong>of</strong><br />
our <strong>2012</strong> Community Survey, which invited<br />
residents to share their feelings about our<br />
<strong>Town</strong> and the services we provide.<br />
We are moving towards the community we<br />
all envision for the future. I invite you to be<br />
part <strong>of</strong> our journey.<br />
Sincerely,<br />
Dave Barrow<br />
Mayor<br />
<strong>Richmond</strong> <strong>Hill</strong> Council (2010-2014)<br />
Standing (left to right):<br />
Ward 5 Councillor Nick Papa<br />
Deputy Mayor/Regional & Local Councillor Vito Spatafora<br />
Mayor Dave Barrow<br />
Regional & Local Councillor Brenda Hogg<br />
Ward 6 Councillor Godwin Chan<br />
Seated (left to right):<br />
Ward 2 Councillor Carmine Perrelli<br />
Ward 1 Councillor Greg Beros<br />
Ward 3 Councillor Castro Liu<br />
Ward 4 Councillor Lynn Foster<br />
C O N T E N T S<br />
From Vision to Action.........................................................................1<br />
Key Areas <strong>of</strong> Focus.............................................................................2<br />
1. Leadership........................................................................................2<br />
2. Engagement.....................................................................................8<br />
3. Communication..............................................................................12<br />
4. Align <strong>Town</strong> Plans...........................................................................14<br />
5. New Initiatives...............................................................................15<br />
6. New Investments...........................................................................17<br />
Monitoring Our Progress.................................................................19<br />
Goal One: Stronger Connections in <strong>Richmond</strong> <strong>Hill</strong>......................20<br />
Goal Two: Better Choice in <strong>Richmond</strong> <strong>Hill</strong>....................................22<br />
Goal Three: A More Vibrant <strong>Richmond</strong> <strong>Hill</strong>...................................24<br />
Goal Four: Wise Management <strong>of</strong> Resources in <strong>Richmond</strong> <strong>Hill</strong>....26<br />
Maintaining Our Momentum...........................................................28<br />
<strong>Richmond</strong> <strong>Hill</strong>’s <strong>2012</strong> Strategic Plan Implementation <strong>Annual</strong> <strong>Report</strong><br />
was approved by <strong>Richmond</strong> <strong>Hill</strong> Council on June 25, <strong>2012</strong>.
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<br />
From Vision to Action<br />
Three years ago we launched our new Strategic Plan and our shared future vision:<br />
O U R V I S I O N<br />
<strong>Richmond</strong> <strong>Hill</strong>, where people come together to build our community.<br />
We developed goals to achieve that vision:<br />
Goal One: Stronger Connections in <strong>Richmond</strong> <strong>Hill</strong><br />
Connections make everything work; stronger connections make everything work better.<br />
Goal Two: Better Choice in <strong>Richmond</strong> <strong>Hill</strong><br />
Better choice is not the same as more choice. Better choice means having better quality options to<br />
achieve our community vision for <strong>Richmond</strong> <strong>Hill</strong>.<br />
Goal Three: A More Vibrant <strong>Richmond</strong> <strong>Hill</strong><br />
Some <strong>of</strong> the best places to live and do business are dynamic and diverse. They have a unique sense <strong>of</strong><br />
place and identity. They are vibrant.<br />
Goal Four: Wise Management <strong>of</strong> Resources in <strong>Richmond</strong> <strong>Hill</strong><br />
Wise management means making decisions about how we consider and use our resources in<br />
<strong>Richmond</strong> <strong>Hill</strong> for this generation and those to follow.<br />
Next, we developed implementation plans to guide our efforts in support <strong>of</strong> our Strategic Plan vision<br />
and goals over five years, from 2009 to 2014. Phase One (2009-2010) is now complete and our<br />
current stage (2011-2014), as set out in our Phase Two Implementation Plan, is well underway.<br />
This <strong>2012</strong> Strategic Plan <strong>Annual</strong> <strong>Report</strong> celebrates what we have achieved over the past year. In the<br />
first section <strong>of</strong> the report, Key Areas <strong>of</strong> Focus, we describe how we are leading, engaging and<br />
communicating with our community and how we plan, undertake new initiatives and invest in<br />
our community. The second section <strong>of</strong> the report, Monitoring Our Progress, measures our success<br />
in achieving our Strategic Plan goals.<br />
Mill Pond: Concerts in the Park<br />
1
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<br />
Key Areas <strong>of</strong> Focus<br />
Phase Two <strong>of</strong> Strategic Plan Implementation continues our commitment to<br />
six key areas <strong>of</strong> focus:<br />
H O W W I L L W E A C T<br />
Leadership<br />
Engagement<br />
Communication<br />
W H A T W I L L W E D O<br />
Align <strong>Town</strong> Plans<br />
New Initiatives<br />
New Investments<br />
Each <strong>of</strong> these key areas <strong>of</strong> focus are equally important in achieving our future<br />
vision for <strong>Richmond</strong> <strong>Hill</strong>. We are making meaningful progress in all <strong>of</strong> them.<br />
This section <strong>of</strong> our report reviews our cumulative efforts in each <strong>of</strong> our six key areas <strong>of</strong> focus:<br />
1. Leadership<br />
To achieve our community vision, how we act<br />
is as important as what we do. Providing<br />
leadership means working with other<br />
organizations and levels <strong>of</strong> government to<br />
influence the issues and policies that affect<br />
<strong>Richmond</strong> <strong>Hill</strong>. It also means engaging with<br />
other communities to find common ground<br />
and to initiate partnerships.<br />
Council Task Forces: Leading the Way<br />
During 2011-<strong>2012</strong>, Council has three task forces to help lead Council and community priorities.<br />
These task forces provide leadership to align and implement our major town plans and initiatives.<br />
People Plan Task Force<br />
<strong>Richmond</strong> <strong>Hill</strong> Council<br />
The People Plan Task Force led the development <strong>of</strong> the Cultural Plan, a key document that will<br />
shape the <strong>Town</strong>’s cultural development and reflect the priorities <strong>of</strong> the Strategic Plan. With<br />
community support and input, a draft plan was developed in Fall 2011 that, subsequent to further<br />
community feedback, Council approved on December 6, 2011. Moving forward, the People Plan<br />
Task Force will also lead the development <strong>of</strong> the Parks Plan, Recreation Plan, Environment<br />
Strategy and Secondary Plans for the Downtown Local Centre, <strong>Richmond</strong> <strong>Hill</strong> Centre<br />
and Oak Ridges Local Centre.<br />
2
Civic Precinct Task Force<br />
Creating a community-focused area in our<br />
Downtown that conveys a sense <strong>of</strong> place is the<br />
primary focus <strong>of</strong> the Civic Precinct Task Force.<br />
With the launch <strong>of</strong> its People Place <strong>Richmond</strong><br />
<strong>Hill</strong> initiative in February <strong>2012</strong>, community members now have a forum to share their ideas for<br />
making the Civic Precinct a vibrant destination for both residents and businesses. A number <strong>of</strong><br />
related events (including in-person and online Visioning Workshops) have already taken place<br />
and a planning charette – a collaborative community forum – is scheduled for June. Their collective<br />
findings will help shape a draft Civic Precinct Plan, including design options and implementation<br />
strategies, for presentation in late <strong>2012</strong>.<br />
Economic Development Task Force<br />
The Economic Development Task Force is<br />
leading the implementation <strong>of</strong> the <strong>Town</strong>’s new<br />
Economic Development Strategy while<br />
focusing efforts in specific sectors. MedEdge<br />
2011, for example, connected medical<br />
technology innovators and entrepreneurs with<br />
industry leaders, academics and hospitals across<br />
York Region and the GTA last June. Over 220 people attended the event, a joint initiative <strong>of</strong> the<br />
<strong>Town</strong> <strong>of</strong> <strong>Richmond</strong> <strong>Hill</strong>, York Region and ventureLAB. In November, the <strong>Town</strong> also hosted<br />
Creativity Connected, the region’s first Creative Industries Symposium, to showcase the<br />
uniqueness and talent <strong>of</strong> York Region’s creative businesses. In late 2011, Council approved<br />
The Economic Development Marketing Strategy to attract and grow <strong>Richmond</strong> <strong>Hill</strong>’s<br />
business community. New marketing materials, launched at a public event on March 6, <strong>2012</strong><br />
at the <strong>Richmond</strong> <strong>Hill</strong> Centre for the Performing Arts, are available on our website at<br />
www.businessrichmondhill.ca.<br />
People Place Consultation at <strong>Hill</strong>crest Mall<br />
3
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<br />
Productive Partnerships<br />
The <strong>Town</strong> works with other organizations and<br />
levels <strong>of</strong> government on matters that are important<br />
to <strong>Richmond</strong> <strong>Hill</strong>. We remain an active member<br />
<strong>of</strong> the Federation <strong>of</strong> Canadian Municipalities<br />
2 0 1 2 C O M M U N I T Y S U R V E Y<br />
78% <strong>of</strong> residents feel diversity in<br />
<strong>Richmond</strong> <strong>Hill</strong> is one <strong>of</strong> our strengths.<br />
(FCM), which describes itself as “the national voice <strong>of</strong> municipal government… and represents the<br />
interests <strong>of</strong> municipalities on policy and program matters that fall within federal jurisdiction.”<br />
Two members <strong>of</strong> Council are active participants in FCM; one on the FCM National Board <strong>of</strong> Directors<br />
and one on the Standing Committees on International Relations and Community Safety and<br />
Crime Prevention. These opportunities for direct communication with the federal government<br />
help our municipality highlight the importance <strong>of</strong> the community services we provide.<br />
In addition to FCM, the <strong>Town</strong> advances many other partnerships that support the diverse needs<br />
<strong>of</strong> our community including:<br />
Continuing to advocate for the extension <strong>of</strong> the Yonge subway to <strong>Richmond</strong> <strong>Hill</strong> and working with<br />
York Region in implementing rapid transit along Highway 7.<br />
Active membership with the Global City Indicators Facility (GCIF), which “provides an established set<br />
<strong>of</strong> city indicators… that allows for global comparability <strong>of</strong> city performance and knowledge sharing.”<br />
Ongoing comment to the Province <strong>of</strong> Ontario on pending accessibility legislation (AODA standards).<br />
Advocating for newcomers in partnership with York Region and the Community Partnership Council<br />
through Council endorsement and support for the York Region Immigrant Settlement Strategy.<br />
Continuing our Community Stewardship Program by partnering with five organizations in 2011 to<br />
protect and enhance our natural areas. Our partners include: Evergreen; York Region; the Toronto<br />
& Region Conservation Authority; Ontario Streams; and Ontario Stewardship Rangers.<br />
Receiving a $1 million grant from the Ministry <strong>of</strong> Environment’s Showcasing Water Innovation Program<br />
for the Rumble Pond Adaptive Stormwater Management Project.<br />
A Common Connection: Protecting Our Environment<br />
The environment is <strong>of</strong> primary importance to<br />
the <strong>Town</strong>. In 2011, the <strong>Town</strong> created a new<br />
Environmental Services Division, which<br />
is responsible for providing leadership, direction<br />
and management for our environmental policies<br />
and programs, as well as integrating our green<br />
initiatives into one coordinated strategy. The<br />
<strong>Town</strong>’s focus is on air quality and climate change,<br />
water resources, the natural environment, waste<br />
management and sustainability. Public education<br />
and engagement will be an important focus for<br />
the new division as well as the development <strong>of</strong><br />
an Environmental Strategy.<br />
2 0 1 2 C O M M U N I T Y S U R V E Y<br />
95% <strong>of</strong> residents felt that environmental<br />
protection <strong>of</strong> our community is important.<br />
4<br />
Community Stewardship Volunteers
Additional initiatives the <strong>Town</strong> is pursuing in support <strong>of</strong> preserving our local<br />
environment include:<br />
Leading the way in waste reduction and diversion. Community participation allowed <strong>Richmond</strong><br />
<strong>Hill</strong> to achieve 68.2% residential curbside waste diversion in 2011, our best diversion results<br />
to date. This achievement is due in part to our successful GoingGREEN program and the<br />
GoingUP program for multi-residential buildings and York Region’s new Elgin Mills<br />
Community Environmental Centre at 1124 Elgin Mills Road East.<br />
Council approval <strong>of</strong> a multi-year Emerald Ash Borer Management Strategy to minimize<br />
economic impacts, foster awareness with respect to the management <strong>of</strong> ash trees and to<br />
minimize loss <strong>of</strong> our urban tree canopy.<br />
Council endorsement <strong>of</strong> the Toronto and Region Conservation Authority (TRCA) Oak Ridges<br />
Corridor Nature Reserve Management Plan and a funding commitment <strong>of</strong> 50 percent<br />
(approximately $420,000) for the construction <strong>of</strong> a trail system.<br />
Participation in Fleet Challenge Ontario (with 11 other municipalities) to benchmark our<br />
fleet’s environmental sustainability, maintenance and performance activities.<br />
Replacing existing signage on the exterior <strong>of</strong><br />
our Main Municipal Offices at 225 East Beaver<br />
Creek Road with two LED signs. These modern<br />
signs prominently showcase the <strong>Town</strong>’s new<br />
logo and also complement our Strategic Plan<br />
goal <strong>of</strong> wise management <strong>of</strong> resources in<br />
<strong>Richmond</strong> <strong>Hill</strong>. While the <strong>Town</strong> leased the<br />
previous neon signs, these new LED signs<br />
were purchased outright and will save close to<br />
$300 per year in energy costs while reducing<br />
our carbon footprint at the same time.<br />
Tree Planting at Bridgeview Park<br />
<strong>Richmond</strong> <strong>Hill</strong>’s new LED signs<br />
5
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<br />
Providing Exceptional Public Service<br />
The <strong>Town</strong> <strong>of</strong> <strong>Richmond</strong> <strong>Hill</strong> is committed to providing exceptional public service to our community.<br />
Our <strong>2012</strong> Community Survey results highlight the high levels <strong>of</strong> satisfaction residents have<br />
expressed regarding services provided by the <strong>Town</strong>, as set out in the chart below:<br />
Service 2000 2002 2007 <strong>2012</strong><br />
Garbage and recycling collection<br />
73<br />
85<br />
85<br />
92<br />
Condition and maintenance <strong>of</strong> <strong>Town</strong> water and sewage systems<br />
n/a<br />
n/a<br />
89<br />
92<br />
Parks, open spaces and pathways<br />
82<br />
77<br />
88<br />
92<br />
Fire protection services<br />
78<br />
81<br />
87<br />
90<br />
Street lighting<br />
n/a<br />
83<br />
87<br />
90<br />
Parks and recreation programs<br />
70<br />
71<br />
n/a<br />
89<br />
Condition and maintenance <strong>of</strong> <strong>Town</strong> sidewalks<br />
n/a<br />
n/a<br />
86<br />
89<br />
Libraries<br />
84<br />
82<br />
88<br />
87<br />
Administrative services, such as paying your water or tax bills<br />
63<br />
58<br />
85<br />
86<br />
Snow clearing from roads and sidewalks<br />
n/a<br />
n/a<br />
81<br />
83<br />
Road quality and maintenance<br />
80<br />
85<br />
79<br />
83<br />
Environmental protection<br />
62<br />
57<br />
76<br />
81<br />
Animal control services<br />
n/a<br />
n/a<br />
66<br />
72<br />
By-law and parking enforcement<br />
n/a<br />
n/a<br />
67<br />
72<br />
Land use planning<br />
51<br />
46<br />
58<br />
63<br />
One <strong>of</strong> the ways we work to achieve these high<br />
satisfaction levels is through regularly reviewing<br />
our services to ensure they meet our community<br />
needs. We are working on a number <strong>of</strong> specific<br />
service improvement projects, including these<br />
reviews currently underway:<br />
2 0 1 2 C O M M U N I T Y S U R V E Y<br />
94% <strong>of</strong> residents are satisfied with the<br />
<strong>Town</strong> as a place to live.<br />
An Operations Review <strong>of</strong> the services provided by Parks Operations and Public Works Operations<br />
to improve the operations and maintenance <strong>of</strong> our parks, roads, water and wastewater infrastructure,<br />
and traffic, fleet and waste operations.<br />
A Regulatory Services Review to develop a regulatory services philosophy and framework that will<br />
provide a progressive approach to regulation and enforcement.<br />
A Facility Repair Process Review to ensure our buildings are well maintained and continue to meet<br />
the needs <strong>of</strong> our Community.<br />
6
Providing exceptional public service means<br />
ensuring that services are accessible to all<br />
members <strong>of</strong> our community. In 2011 the<br />
<strong>Town</strong> continued to demonstrate its<br />
commitment to providing access and<br />
eliminating barriers to service for persons<br />
with disabilities with the publication <strong>of</strong> our<br />
2011/<strong>2012</strong> Accessibility Plan.<br />
This document outlines our strategy to<br />
prevent and remove barriers and to meet the<br />
requirements <strong>of</strong> both the Accessibility for<br />
Ontarians with Disabilities Act (AODA) and<br />
the Ontarians with Disabilities Act (ODA).<br />
As part <strong>of</strong> Accessibility Plan implementation we:<br />
Community Volunteer - RH Mobility<br />
Provided accessible customer service training for all part-time and full-time<br />
staff and volunteers.<br />
Implemented UbiDuo, a communications device that enables people with<br />
hearing disabilities to converse directly with <strong>Town</strong> staff.<br />
Introduced BrowseAloud, a free online application that can make websites<br />
more accessible for those with visual impairments and literacy difficulties.<br />
Expanded accessibility links on the <strong>Town</strong>’s website, www.richmondhill.ca.<br />
The <strong>Town</strong> also contributes to the <strong>Richmond</strong> <strong>Hill</strong><br />
Mobility Accessibility Foundation (RH Mobility)<br />
through the Disabled Parking Reserve By-Law.<br />
50% <strong>of</strong> the fine associated with a disabled<br />
parking space violation is placed in the reserve<br />
and is used for mobility initiatives throughout<br />
<strong>Richmond</strong> <strong>Hill</strong>. Some <strong>of</strong> these initiatives include:<br />
Crosby Park - <strong>Richmond</strong> <strong>Hill</strong>’s First Fully Accessible Park<br />
Support for accessible parks and playgrounds.<br />
Accessible fitness equipment for community<br />
centres.<br />
Subsidized fitness memberships for people<br />
with a disability.<br />
Adaptable devices programs for consumers<br />
and businesses.<br />
7
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<br />
2. Engagement<br />
An integral part <strong>of</strong> achieving the <strong>Town</strong>’s vision is through community engagement in important<br />
initiatives that affect our future. The People Plan <strong>Richmond</strong> <strong>Hill</strong> model, used to develop our<br />
Strategic Plan and Official Plan, is the foundation <strong>of</strong> the <strong>Town</strong>’s engagement efforts. In the past<br />
year the <strong>Town</strong> provided opportunities for engagement on a number <strong>of</strong> initiatives through the<br />
<strong>Town</strong>’s three Task Forces, such as the Cultural Plan, the Public Art Policy and the Civic Precinct<br />
project, and on the <strong>2012</strong> Budget.<br />
Advancing Priorities, Policies and Plans<br />
The development <strong>of</strong> our Cultural Plan was<br />
launched in March 2011 through a discussion<br />
between a wide range <strong>of</strong> cultural and ethnocultural<br />
stakeholders, <strong>Town</strong> Council and staff.<br />
A community survey followed with an<br />
opportunity to provide input via hard copy or<br />
online. Subsequent activities enabled in-depth<br />
discussions with residents about the plan’s<br />
development including a community forum to<br />
review the initial findings and directions <strong>of</strong> the<br />
plan. By the time Council approved it on<br />
December 6, 2011 more than 500 <strong>Richmond</strong><br />
<strong>Hill</strong> residents had contributed to our new<br />
Cultural Plan.<br />
Cultural Plan Engagement<br />
Public art is a highly visible form <strong>of</strong> culture that<br />
has the ability to create a more vibrant and<br />
dynamic community. During the development<br />
<strong>of</strong> the Cultural Plan, residents told staff that<br />
they would like to see more public art in<br />
<strong>Richmond</strong> <strong>Hill</strong>. In response, the <strong>Town</strong> launched<br />
the process to create a Public Art Policy in<br />
January <strong>2012</strong>. It included community input on<br />
the definition <strong>of</strong> public art and generating<br />
criteria for where and how art pieces are<br />
selected, commissioned and displayed. The<br />
Public Art Policy will be considered by Council<br />
in June <strong>2012</strong>.<br />
Alias Grace Park<br />
We used a similar approach for consultation<br />
on the <strong>Town</strong>’s <strong>2012</strong> budget. Council and staff<br />
hosted information sessions at <strong>Hill</strong>crest Mall<br />
and Bond Lake Arena in January to talk about<br />
this year’s budget and the programs, services<br />
and investments it pays for.<br />
8
Youth Action Committee at <strong>Richmond</strong> Green<br />
Fostering Connections<br />
The Youth Action Committee (YAC) is<br />
comprised <strong>of</strong> youth aged 12-18 who provide<br />
advice and input on recreational issues <strong>of</strong><br />
concern to their peers. Fifty-two Citizen Core<br />
Members and Ambassador Members began a<br />
ten-month YAC appointment in September 2011<br />
that involves bi-weekly meetings, assistance<br />
with drop-in programs at the new Eyer Wideman<br />
Youth Centre (next section), and planning and<br />
hosting youth dances. In January <strong>2012</strong> they<br />
participated in a review <strong>of</strong> the community<br />
engagement strategy for the Civic Precinct<br />
Project and provided advice on how better to<br />
engage youth in <strong>Richmond</strong> <strong>Hill</strong>. The YAC also<br />
supports National Youth Week each May,<br />
which celebrates young people and encourages<br />
their active participation in the community<br />
through a variety <strong>of</strong> activities.<br />
Mayor Barrow with Youth Action Committee<br />
2 0 1 2 C O M M U N I T Y S U R V E Y<br />
64% felt there were meaningful opportunities<br />
to engage with or be consulted on important<br />
<strong>Town</strong> matters.<br />
9
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<br />
The Eyer Wideman Youth Centre opened<br />
in July 2011, creating new opportunities for<br />
stronger connections between all ages. The Youth<br />
Centre is located in Eyer Homestead Park,<br />
a one-<strong>of</strong>-a-kind property that reflects the<br />
<strong>Town</strong>’s commitment to both preserving the<br />
community’s rich history (through its restored<br />
1828 heritage home) and to providing youth with<br />
a variety <strong>of</strong> options to be active and entertained.<br />
Community Connections<br />
<strong>Richmond</strong> <strong>Hill</strong> <strong>of</strong>fers a wide variety <strong>of</strong> destinations<br />
to facilitate community connections, such as:<br />
<strong>Richmond</strong> <strong>Hill</strong> Centre for the Performing Arts<br />
McConaghy Seniors Centre<br />
Eyer Wideman Youth Centre<br />
<strong>Richmond</strong> <strong>Hill</strong> Heritage Centre<br />
<strong>Richmond</strong> Green Sports Centre<br />
George Forster House and Barn<br />
Boynton Farm House<br />
Robert Holland Interpretive Centre<br />
A.J. Clark Interpretive Centre<br />
Phyllis Rawlinson Park<br />
Rouge Woods Bocce Facility<br />
Eyer Wideman Youth Centre<br />
The Youth Centre <strong>of</strong>fers a place to hang out,<br />
chat with friends, play board games and Wii,<br />
do homework or even just read a book. There<br />
is also a computer room and program space<br />
<strong>of</strong>fering activities such as geocaching workshops,<br />
girls’ self-defense, creative café, sketch and draw,<br />
digital video editing and electric guitar. The<br />
Eyer Ropes Challenge Course also opened<br />
alongside the Youth Centre and features high<br />
and low elements including a climbing wall<br />
with four different paths.<br />
PRO Praise<br />
In March <strong>2012</strong> the <strong>Town</strong> received an Innovation<br />
Award from Parks and Recreation Ontario (PRO)<br />
as part <strong>of</strong> its annual PRO Awards program.<br />
The honour recognizes the “exceptional innovation<br />
in design, presentation and implementation” <strong>of</strong><br />
our community’s Eyer Homestead Park and<br />
new Eyer Wideman Youth Centre.<br />
Eyer Wideman Youth Centre - Ropes Challenge Course<br />
10
Members <strong>of</strong> Council and Award Recipients at the 50 th <strong>Annual</strong> Volunteer Achievement Awards<br />
Volunteering connects people with their community by fostering new and strengthened<br />
relationships. Indeed, volunteers are the heart <strong>of</strong> our community and make <strong>Richmond</strong> <strong>Hill</strong> a<br />
better place to live, work and play. This year marks the 50 th Anniversary <strong>of</strong> the <strong>Richmond</strong> <strong>Hill</strong><br />
Volunteer Achievement Awards, given to residents who have demonstrated long-term<br />
dedication and commitment to building a stronger community through volunteer work.<br />
There are three award categories: the Volunteer<br />
Achievement Award, the Enbridge Youth<br />
Volunteer Achievement Award for those 18 years<br />
or younger, and the Naim Malik Volunteer<br />
Achievement Award for the Promotion <strong>of</strong><br />
Intercultural Friendships recognizing those<br />
18 years or older who foster intercultural<br />
friendship. In April <strong>2012</strong>, the Mayor and<br />
members <strong>of</strong> Council presented Volunteer<br />
Achievement Awards to 11 <strong>Richmond</strong> <strong>Hill</strong><br />
residents who contributed their time and<br />
energy to support a diverse group <strong>of</strong> non-pr<strong>of</strong>it<br />
and municipal organizations.<br />
Community volunteers play an important role<br />
in the delivery <strong>of</strong> a number <strong>of</strong> <strong>Town</strong> events and<br />
programs throughout the year. These active<br />
residents help <strong>Town</strong> staff provide popular<br />
programs such as Recreational Programs and<br />
Summer Camp Programs and events such as<br />
Canada Day, Santa Claus Parade, Concerts in<br />
the Park, Tastes <strong>of</strong> the <strong>Hill</strong>, Doors Open and<br />
Heritage Village Day.<br />
Summer Camp Volunteers<br />
2 0 1 2 C O M M U N I T Y S U R V E Y<br />
71% <strong>of</strong> residents agreed that there are<br />
meaningful opportunities to volunteer in<br />
<strong>Richmond</strong> <strong>Hill</strong>.<br />
11
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3. Communication<br />
Providing leadership and engaging the<br />
community are integrally linked to achieving<br />
our future vision. Both <strong>of</strong> these two key areas<br />
<strong>of</strong> focus, however, hinge on a third: focusing<br />
on communication. Effective communication<br />
means listening and responding to what we<br />
hear from the community. It also involves<br />
raising awareness for our various programs<br />
and services, and improving the reach <strong>of</strong> our<br />
messages throughout <strong>Richmond</strong> <strong>Hill</strong> and beyond.<br />
Our Corporate Communications Plan<br />
As a key area <strong>of</strong> focus in our Strategic Plan Implementation, communication warrants the<br />
development <strong>of</strong> a Corporate Communications Plan, which we initiated in February <strong>2012</strong>.<br />
Following review <strong>of</strong> the <strong>Town</strong>’s current communication needs, tools and tactics, we anticipate<br />
that the plan will be completed in Fall <strong>2012</strong>.<br />
Increasing Our Reach: Improving Communication with Social Media<br />
Social media has quickly become a popular<br />
form <strong>of</strong> communication around the world.<br />
Recognizing the opportunity for enhanced<br />
connection and community engagement,<br />
the <strong>Town</strong> has corporately adopted the use<br />
<strong>of</strong> social media and is developing a Social<br />
Media Policy & Procedures standard as<br />
well as a launch strategy for new corporate<br />
Facebook and Twitter accounts.<br />
These progressive initiatives are not the <strong>Town</strong>’s first use <strong>of</strong> social media. Over the past year, a<br />
number <strong>of</strong> projects and programs specifically used this medium to reach target audiences and<br />
enable two-way communication:<br />
Development <strong>of</strong> the <strong>Town</strong>’s Cultural Plan used social media channels, which are now also being<br />
used in support <strong>of</strong> developing our new Public Art Policy.<br />
As a recommendation <strong>of</strong> the <strong>Town</strong>’s new Economic Development Strategy, we have used Facebook,<br />
Twitter, LinkedIn and Flickr to interact more effectively with the business community since Summer 2011.<br />
(Civic Precinct Project), which launched in January <strong>2012</strong>, uses Facebook,<br />
Twitter and Flickr to provide information on upcoming events and to allow idea and photo sharing for<br />
a public space at Yonge Street and Major MacKenzie Drive.<br />
<strong>Richmond</strong> <strong>Hill</strong> Fire & Emergency Services now uses Facebook to promote the importance <strong>of</strong> fire<br />
safety and to complement the information provided through brochures and station tours.<br />
Some members <strong>of</strong> Council are also using social media to liaise with the community.<br />
Emerald Ash Borer Information Session<br />
Surfing the Web at Eyer Wideman Youth Centre<br />
12
Raising Awareness<br />
Access <strong>Richmond</strong> <strong>Hill</strong> (ARH), our one-window contact centre, has continued expanding the<br />
services it provides to residents. Throughout 2011 and early <strong>2012</strong>, ARH began providing services<br />
on behalf <strong>of</strong> the Planning & Regulatory Services Department including acceptance and processing<br />
<strong>of</strong> noise complaints, dog licenses, pool inspections and parking control. In addition to working with<br />
various <strong>Town</strong> departments, ARH staff are currently exploring a partnership with Service Canada<br />
to provide residents with federal services on a part-time basis. In the meantime, the <strong>Town</strong> now<br />
<strong>of</strong>fers several online eServices and forms at <strong>Richmond</strong><strong>Hill</strong>.ca/eServices to provide residents<br />
with self-service to municipal services, programs and information. ARH is also <strong>of</strong>fering extended<br />
hours to better serve the community at busy times <strong>of</strong> year, such as the peak tax season period<br />
at the end <strong>of</strong> February.<br />
The availability <strong>of</strong> digital media also means that our community will now have the opportunity to<br />
watch their municipal government in action. Beginning in <strong>2012</strong>, Council and Committee meetings<br />
will be streamed on the Internet.<br />
In order to better communicate and share information with our community we have made<br />
additional enhancements to our website (www.richmondhill.ca) throughout the past year.<br />
Information now available online includes:<br />
Access <strong>Richmond</strong> <strong>Hill</strong><br />
By-laws passed by Council & Committee and consolidated agendas.<br />
All budget information and Financial Services by-laws and policies.<br />
The new readable and clickable .<br />
Listening to Our Community<br />
In February <strong>2012</strong> residents began encountering a new presence at all public counters: Customer<br />
Feedback Card Boxes. These cards provide a consistent method <strong>of</strong> feedback for all services in<br />
the <strong>Town</strong> and are available in a number <strong>of</strong> formats to address our commitment to accessibility.<br />
These new feedback cards do not eliminate any existing feedback methods and are simply an<br />
additional means to evaluate our community’s customer service experience.<br />
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4. Align <strong>Town</strong> Plans<br />
The <strong>Town</strong> relies on a number <strong>of</strong> plans that<br />
provide direction to help us realize our future<br />
vision for <strong>Richmond</strong> <strong>Hill</strong>. Each <strong>of</strong> these tools<br />
informs our decision-making on key matters<br />
such as growth, development and investment<br />
in infrastructure. Our main plans are:<br />
the Official Plan and Transportation<br />
Master Plan, completed during Phase One<br />
Implementation; the Cultural Plan, initiated in<br />
Phase One and recently completed in Phase Two;<br />
and the Parks Plan and Recreation Plan, to<br />
be initiated and completed in Phase Two.<br />
<strong>Richmond</strong> <strong>Hill</strong> Centre for the Performing Arts<br />
Schedule <strong>of</strong> Actions: Align <strong>Town</strong> Plans<br />
ACTIONS<br />
RESPONSIBILITY<br />
Lead Department Contributors<br />
TIMEFRAME<br />
2011 <strong>2012</strong> 2013 2014<br />
DESCRIPTION<br />
Cultural Plan<br />
Community<br />
Services<br />
All<br />
ü<br />
Guided by the People Plan Task Force, the Cultural Plan<br />
reflects the priorities <strong>of</strong> the Strategic Plan and shapes<br />
the long-term cultural development <strong>of</strong> the <strong>Town</strong>.<br />
Council approved the plan on December 12, 2011 and<br />
implementation is now underway.<br />
Parks Plan<br />
Planning and<br />
Regulatory<br />
Services<br />
All<br />
ü<br />
ü<br />
Guided by the People Plan Task Force, the Parks Plan<br />
will reflect the priorities <strong>of</strong> the Strategic Plan and will<br />
update the <strong>Town</strong>’s Parks Master Plan to give effect to<br />
the policies <strong>of</strong> the new Official Plan. The terms <strong>of</strong><br />
reference and work plan have been approved and<br />
community consultation will begin in Summer <strong>2012</strong>.<br />
Final approval <strong>of</strong> the plan is expected in early 2013.<br />
Recreation Plan<br />
Community<br />
Services<br />
All<br />
ü<br />
ü<br />
Guided by the People Plan Task Force, the Recreation<br />
Plan will reflect the priorities <strong>of</strong> the Strategic Plan and<br />
will provide a strategy for addressing the recreational<br />
needs <strong>of</strong> the community. Final approval <strong>of</strong> the plan is<br />
expected in early 2013.<br />
14
5. New Initiatives<br />
Realizing the vision <strong>of</strong> a different future for <strong>Richmond</strong> <strong>Hill</strong> means undertaking new initiatives to<br />
enable the change we want to see. It means acting on the recommendations <strong>of</strong> the plans that we<br />
have completed and aligned to the Strategic Plan, such as the Official Plan and the Transportation<br />
Master Plan. It also means looking at strategic directions and identifying priorities that improve<br />
service to our community.<br />
The ongoing implementation <strong>of</strong> the Official Plan remains an important initiative <strong>of</strong> Phase Two<br />
Strategic Plan Implementation. There are a number <strong>of</strong> other new initiatives whose<br />
implementation is now underway, including the Economic Development Strategy, the<br />
Environment Division and the Civic Precinct Project. All <strong>of</strong> these initiatives are working in<br />
tandem to create the <strong>Richmond</strong> <strong>Hill</strong> that Council, staff and the community envision.<br />
The table below illustrates our progress on the new initiatives identified in our Implementation Plan.<br />
Schedule <strong>of</strong> Actions: New Initiatives<br />
ACTIONS<br />
RESPONSIBILITY<br />
Lead Department Contributors<br />
TIMEFRAME<br />
2011 <strong>2012</strong> 2013 2014<br />
DESCRIPTION<br />
Civic Precinct<br />
CAO<br />
All<br />
ü<br />
ü<br />
ü<br />
ü<br />
Guided by the Civic Precinct Task Force, this initiative<br />
will advance the <strong>Town</strong>’s efforts to create a community<br />
focused area in the Downtown that is vibrant and has a<br />
sense <strong>of</strong> place. Community engagement opportunities<br />
began in February <strong>2012</strong> and will continue through<br />
Fall <strong>2012</strong>. A draft plan is scheduled for late <strong>2012</strong>.<br />
Official Plan<br />
Implementation<br />
Planning and<br />
Regulatory<br />
Services<br />
All<br />
ü<br />
ü<br />
ü<br />
ü<br />
The ongoing implementation <strong>of</strong> the Official Plan includes:<br />
defense <strong>of</strong> the plan at the Ontario Municipal Board,<br />
where it is currently under appeal and was granted<br />
partial approval on April 15, <strong>2012</strong>; development <strong>of</strong><br />
Secondary Plans for the <strong>Richmond</strong> <strong>Hill</strong> Centre,<br />
Downtown and Oak Ridges Centre; and development<br />
<strong>of</strong> a Master Environment and Servicing Plan.<br />
Comprehensive<br />
Zoning By-law<br />
Planning and<br />
Regulatory<br />
Services<br />
All<br />
ü<br />
ü<br />
ü<br />
A Comprehensive Zoning By-law will set out specific<br />
land use zones, permitted uses and required standards<br />
in keeping with the policies <strong>of</strong> the Official Plan.<br />
Its development will follow approval <strong>of</strong> the Official Plan<br />
at the OMB and is expected to begin in 2013.<br />
Parks<br />
Acquisition<br />
Strategy<br />
Planning and<br />
Regulatory<br />
Services<br />
Community<br />
Services,<br />
Environment and<br />
Infrastructure<br />
Services<br />
ü<br />
A Parks Acquisition Strategy will give direction to land<br />
acquisitions in support <strong>of</strong> the <strong>Town</strong>’s vision. This strategy<br />
will be informed by the Parks Plan and is scheduled to<br />
begin in 2013.<br />
Development<br />
Charges Review<br />
and Update<br />
Corporate and<br />
Financial<br />
Services<br />
All<br />
ü<br />
ü<br />
Development charges are an external funding source<br />
that covers the costs <strong>of</strong> development as part <strong>of</strong> a<br />
sustainable financial strategy. This review and update<br />
is in keeping with the new Official Plan and will ensure<br />
that development is funded at an appropriate level.<br />
The review is scheduled to begin in Fall <strong>2012</strong>.<br />
15
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Aerial view <strong>of</strong> Lake Wilcox and Lake St. George<br />
ACTIONS<br />
RESPONSIBILITY<br />
Lead Department Contributors<br />
TIMEFRAME<br />
2011 <strong>2012</strong> 2013 2014<br />
DESCRIPTION<br />
Environment<br />
Division and<br />
Strategy<br />
Environment and<br />
Infrastructure<br />
Services<br />
All<br />
ü<br />
ü<br />
ü<br />
ü<br />
The new Environment Division reflects the <strong>Town</strong>’s<br />
identification <strong>of</strong> the environment as a top priority.<br />
It will implement a strategy and related action plans<br />
for integrated, coordinated green initiatives in support<br />
<strong>of</strong> environmentally responsible operations.<br />
Accessibility for<br />
Ontarians with<br />
Disabilities Act<br />
(AODA)<br />
Implementation<br />
Corporate and<br />
Financial<br />
Services<br />
All<br />
ü<br />
ü<br />
ü<br />
ü<br />
Accessibility Implementation entails the removal <strong>of</strong><br />
barriers for people with disabilities as they relate to<br />
information and communications, transportation and<br />
the built environment. This initiative will continue to<br />
remove barriers in <strong>Town</strong> facilities, parks and trails as<br />
identified in the Accessibility Audit. It will also facilitate<br />
compliance with the Integrated Accessibility Standard<br />
and the proposed Accessible Built Environment<br />
Standard. The <strong>Town</strong> prepares an <strong>Annual</strong> Accessibility<br />
Plan and Council has approved such for 2011/<strong>2012</strong>.<br />
Economic<br />
Development<br />
Strategy<br />
Implementation<br />
CAO<br />
ü<br />
ü<br />
ü<br />
ü<br />
Guided by the Economic Development Task Force,<br />
Economic Development Strategy Implementation<br />
continued throughout 2011 and into <strong>2012</strong>. Key activities<br />
included Business Leadership Council creation,<br />
MedEdge and Creativity Connected events organization,<br />
and new marketing materials development and launch.<br />
Travel Demand<br />
Management<br />
Study<br />
Planning and<br />
Regulatory<br />
Services<br />
ü<br />
ü<br />
As identified in the Transportation Master Plan, a Travel<br />
Demand Management Study will include an Action and<br />
Implementation Plan. Work is currently underway and<br />
the study is scheduled for completion in Fall <strong>2012</strong>.<br />
Development<br />
and facilitation<br />
<strong>of</strong> on-line<br />
services<br />
Corporate and<br />
Financial<br />
Services<br />
All<br />
ü<br />
ü<br />
ü<br />
ü<br />
(ARH) is the <strong>Town</strong>’s one-window<br />
contact centre for general inquiries and concerns,<br />
applications, permits, work orders, and program<br />
registration and payments. ARH will continue to<br />
develop additional online functions and provide<br />
residents with for connecting with the<br />
<strong>Town</strong>. Recent developments include online<br />
that provide self-service to municipal services,<br />
programs and information.<br />
16
6. New Investments<br />
Providing exceptional public service to our community means investing in the infrastructure –<br />
the buildings, parks, roads, water and sewer systems – that support the plans and new initiatives<br />
we undertake. The <strong>Town</strong>’s ongoing commitment to our municipal infrastructure will help us<br />
achieve our future vision <strong>of</strong> <strong>Richmond</strong> <strong>Hill</strong>, where people come together to build our community.<br />
The following table demonstrates our progress on a number <strong>of</strong> significant community investments.<br />
Some, like the Oak Ridges Community Centre, are recently completed, while others will be<br />
completed throughout the remainder <strong>of</strong> Phase<br />
Two Implementation, including the Highway 404<br />
Overpass and the Oak Ridges Library.<br />
Schedule <strong>of</strong> Actions: Investments<br />
2 0 1 2 C O M M U N I T Y S U R V E Y<br />
83% <strong>of</strong> residents feel our infrastructure<br />
(roads, buildings, parks and community<br />
centres) is well maintained.<br />
ACTIONS<br />
RESPONSIBILITY<br />
Lead Department Contributors<br />
TIMEFRAME<br />
2011 <strong>2012</strong> 2013 2014<br />
DESCRIPTION<br />
Oak Ridges<br />
Community<br />
Centre<br />
Lake Wilcox<br />
Park<br />
Environment and<br />
Infrastructure<br />
Services<br />
Environment and<br />
Infrastructure<br />
Services<br />
Community<br />
Services<br />
Community<br />
Services<br />
ü<br />
ü<br />
ü<br />
ü<br />
ü<br />
ü<br />
The new Community Centre in Oak Ridges opened its<br />
doors in Summer <strong>2012</strong>, providing opportunities to<br />
connect and be active. With the <strong>Town</strong>’s first Silver<br />
certification from the LEED Green Building Rating<br />
System, this building is also a symbol <strong>of</strong> the <strong>Town</strong>’s<br />
commitment to the environment and the<br />
. The Centre includes an Ecological Centre<br />
with educational programs and activities related to the<br />
Oak Ridges Moraine. Other programs and services will<br />
also be developed to meet community needs.<br />
The Lake Wilcox Park, situated on the east shores <strong>of</strong><br />
Lake Wilcox, will provide much-needed recreational<br />
amenities to the area. Its design and development will<br />
protect and enhance the natural heritage features <strong>of</strong><br />
the site, building on the recent rehabilitation and<br />
naturalization <strong>of</strong> the shoreline. Council approved the<br />
master plan concept in 2011, as well as a conceptual<br />
design for the lakefront promenade, boardwalk and<br />
water play. Construction will begin in early 2013.<br />
Yonge / Gamble<br />
Fire Hall<br />
Environment and<br />
Infrastructure<br />
Services<br />
Community<br />
Services<br />
ü<br />
ü<br />
A new fire hall in north <strong>Richmond</strong> <strong>Hill</strong> will enhance<br />
community safety and promote .<br />
The facility will be designed and built to a minimum<br />
LEED Silver certification standard. Station 8-6 is now<br />
under construction and is expected to be complete<br />
by August <strong>2012</strong>.<br />
Trails and<br />
Cycling<br />
Infrastructure<br />
Environment and<br />
Infrastructure<br />
Services<br />
ü<br />
ü<br />
ü<br />
ü<br />
The <strong>Town</strong> will continue to implement the<br />
recommendations <strong>of</strong> the Pedestrian and Cycling<br />
Master Plan, which includes the expansion <strong>of</strong> present<br />
trails and cycling infrastructure, and the promotion <strong>of</strong><br />
its safe usage. Now in Phase Two <strong>of</strong> implementation,<br />
the plan’s most recent initiatives include public<br />
awareness and marketing materials to promote the<br />
local pedestrian and cycling network.<br />
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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<br />
ACTIONS<br />
RESPONSIBILITY<br />
Lead Department Contributors<br />
TIMEFRAME<br />
2011 <strong>2012</strong> 2013 2014<br />
DESCRIPTION<br />
<strong>Town</strong>’s Original<br />
Post Office at<br />
10184 Yonge<br />
Street<br />
Environment and<br />
Infrastructure<br />
Services<br />
CAO<br />
ü<br />
ü<br />
The <strong>Town</strong>’s historic original post <strong>of</strong>fice, located in the<br />
Village Core at the corner <strong>of</strong> Yonge and Centre Streets,<br />
is newly renovated and restored. Its presence will<br />
contribute to economic development opportunities<br />
for the Business Improvement Area, demonstrate<br />
stewardship <strong>of</strong> our community's built heritage and<br />
make our downtown a vibrant destination.<br />
Highway 404<br />
Overpass East<br />
Beaver Creek<br />
Environment and<br />
Infrastructure<br />
Services<br />
ü<br />
ü<br />
ü<br />
ü<br />
Working in partnership with the Region <strong>of</strong> York and<br />
the <strong>Town</strong> <strong>of</strong> Markham, a mid-block overpass above<br />
Highway 404 between Highway 7 and 16 th Avenue is<br />
proposed. Its construction will help alleviate traffic<br />
congestion in the adjacent area. Design is currently<br />
underway.<br />
Oak Ridges<br />
Library<br />
Environment and<br />
Infrastructure<br />
Services<br />
Community<br />
Services,<br />
<strong>Richmond</strong> <strong>Hill</strong><br />
Public Library<br />
ü<br />
ü<br />
A new Oak Ridges Branch Library is planned at Yonge<br />
Street and Regatta Avenue, adjacent to the existing<br />
York Region District School Board facility. Design is<br />
anticipated for 2013 with construction to follow in 2014.<br />
East Humber<br />
Trail<br />
Environment and<br />
Infrastructure<br />
Services<br />
ü<br />
ü<br />
The development <strong>of</strong> the East Humber Trail will enable<br />
opportunities for outdoor recreation as well as the<br />
enjoyment <strong>of</strong> natural areas. Its design will concentrate<br />
human traffic in appropriate locations along the trail<br />
while protecting the more sensitive areas <strong>of</strong> the<br />
environment. Construction began in August 2011 and<br />
is scheduled for completion in October <strong>2012</strong>.<br />
Fire & Emergency Services Training Exercise<br />
18
Monitoring Our Progress<br />
With three years <strong>of</strong> Strategic Plan Implementation behind us, it is time to assess whether our<br />
actions are moving us towards achieving our Strategic Plan goals:<br />
Stronger Connections in <strong>Richmond</strong> <strong>Hill</strong><br />
Better Choice in <strong>Richmond</strong> <strong>Hill</strong><br />
A More Vibrant <strong>Richmond</strong> <strong>Hill</strong><br />
Wise Management <strong>of</strong> Resources in <strong>Richmond</strong> <strong>Hill</strong><br />
We are measuring our progress using<br />
performance indicators designed for each <strong>of</strong><br />
the Strategic Plan goals. Not all <strong>of</strong> our goals can<br />
be easily measured, however. Our performance<br />
indicators use both statistical and descriptive<br />
information to measure our progress.<br />
Together, they allow us to measure the impact<br />
<strong>of</strong> our actions over the last three years.<br />
<strong>2012</strong> Community Survey<br />
One <strong>of</strong> the ways we measure our progress is<br />
by asking our residents how we are doing.<br />
In January <strong>2012</strong> the <strong>Town</strong> hired Environics<br />
Research Group to conduct a Community<br />
Survey <strong>of</strong> 600 randomly selected <strong>Richmond</strong><br />
<strong>Hill</strong> residents.<br />
This report is the first time we have included<br />
performance indicator data. Some indicators<br />
are only significant when examined over a<br />
longer period <strong>of</strong> time, and will be reported on<br />
in future <strong>Annual</strong> <strong>Report</strong>s. For these indicators,<br />
we have gathered baseline data to establish<br />
our current situation. This baseline data will<br />
allow us to better track our progress over time.<br />
In addition, new indicators may be added in<br />
coming years if they provide more meaningful<br />
data. Measuring progress in this way provides<br />
insight on the effectiveness <strong>of</strong> our actions,<br />
and highlights areas that may need to be<br />
re-evaluated.<br />
The following section provides a snapshot <strong>of</strong><br />
the progress we have made towards our<br />
strategic goals:<br />
Indicators<br />
An indicator is a key area <strong>of</strong> focus that allows<br />
us to measure progress towards our goals.<br />
Each indicator has an associated measure that<br />
uses numerical data or descriptive information<br />
to track progress.<br />
Jogging at <strong>Richmond</strong> Green<br />
19
Our Progress<br />
Planning for a Connected Community<br />
<strong>Richmond</strong> <strong>Hill</strong> has high levels <strong>of</strong> community engagement, as<br />
evidenced by attendance at events over the past three years.<br />
Mill Pond<br />
Goal One:<br />
Stronger Connections<br />
in <strong>Richmond</strong> <strong>Hill</strong><br />
Connections make everything work;<br />
stronger connections make<br />
everything work better.<br />
2 0 1 2 C O M M U N I T Y S U R V E Y<br />
87% <strong>of</strong> residents who visited a park, trail or<br />
natural area in the last year said they felt<br />
connected to nature.<br />
85% <strong>of</strong> residents agreed that <strong>Richmond</strong> <strong>Hill</strong><br />
is a welcoming community.<br />
81% <strong>of</strong> residents feel a strong sense <strong>of</strong><br />
belonging.<br />
71% <strong>of</strong> residents feel there are meaningful<br />
opportunities to volunteer.<br />
71% <strong>of</strong> residents feel connected to their<br />
neighbours.<br />
Percentage Satisfied<br />
70<br />
65<br />
60<br />
55<br />
50<br />
45<br />
40<br />
<strong>2012</strong> Community Survey: Community Engagement<br />
Engagement<br />
Opportunities<br />
2007 <strong>2012</strong><br />
Percentage Participating<br />
50<br />
40<br />
30<br />
20<br />
10<br />
0<br />
Public<br />
Meetings<br />
Open<br />
Houses<br />
Civic Participation<br />
Council<br />
Meetings<br />
Citizen<br />
Committees Roundtables<br />
Meetings<br />
Budget<br />
There have been numerous opportunities for individuals to<br />
become involved in shaping town priorities: development <strong>of</strong><br />
the Official Plan, Cultural Plan, Civic Precinct Project and<br />
Public Art Policy have all included engagement activities<br />
designed to solicit community input. Similar activities are<br />
planned over the course <strong>of</strong> <strong>2012</strong> as part <strong>of</strong> the developing<br />
Parks Plan and Recreation Plan. <strong>Richmond</strong> <strong>Hill</strong>’s approach<br />
to community engagement has increased participation rates<br />
substantially higher than those <strong>of</strong> other municipalities.<br />
Opportunities and Places for People to Connect<br />
and Get Involved<br />
We are committed to providing residents with opportunities to<br />
connect with us in a way that works with their busy schedules.<br />
The expansion <strong>of</strong> services through Access <strong>Richmond</strong> <strong>Hill</strong><br />
(ARH) and on the <strong>Town</strong>’s website provides residents with the<br />
flexibility to access the information and services they need<br />
either in person, by phone and online.<br />
Access to Information: Access <strong>Richmond</strong> <strong>Hill</strong> and Website Usage<br />
2009<br />
2010<br />
2011<br />
67,412<br />
100,414<br />
102,409<br />
21,100<br />
24,470<br />
26,101<br />
Not <strong>of</strong>fered<br />
5,872<br />
7,941<br />
1,295,877<br />
1,269,784<br />
1,362,943<br />
Increase in calls, walk-ins, emails and website visits from 2009-2011.<br />
ARH is one <strong>of</strong> the key <strong>Town</strong> initiatives for providing residents<br />
with better opportunities to access information and connect<br />
with us. More and more residents <strong>of</strong> <strong>Richmond</strong> <strong>Hill</strong> are<br />
taking advantage <strong>of</strong> ARH services to connect with the <strong>Town</strong>.<br />
Since 2009, ARH has seen a 52% increase in the volume <strong>of</strong><br />
calls handled, a 24% increase in walk-in traffic and a 259%<br />
increase in the number <strong>of</strong> service requests. Website hits have<br />
also been increasing.<br />
@<br />
20<br />
Swimming Lessons at Bayview <strong>Hill</strong> 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<br />
<strong>Richmond</strong> <strong>Hill</strong> is committed to providing<br />
meaningful volunteer experiences. <strong>Town</strong><br />
departments make use <strong>of</strong> volunteers,<br />
particularly in the area <strong>of</strong> community events.<br />
The number <strong>of</strong> volunteer opportunities with<br />
the <strong>Town</strong> has greatly increased since 2009.<br />
Physical Connections in the Community<br />
2009<br />
(3856)<br />
2011<br />
(6077)<br />
Volunteer Opportunities<br />
In July 2010 Council approved the <strong>Town</strong>’s new Official Plan, which directs the planning and land<br />
use policies that will guide <strong>Richmond</strong> <strong>Hill</strong>’s future community form and design. Strengthening<br />
physical connections is a key directive <strong>of</strong> this plan, specifically in the area <strong>of</strong> natural corridors and<br />
green spaces. Our Official Plan will have a substantial long-term impact on the future built<br />
environment <strong>of</strong> the community. The <strong>Town</strong> has also improved physical connections by removing<br />
barriers in <strong>Town</strong> facilities, parks and trails identified in the Accessibility Audit.<br />
Improving Connections in Our Environment<br />
Since 2009, the <strong>Town</strong> has made several capital<br />
investments to improve connections in our<br />
environment. The development <strong>of</strong> the East<br />
Humber Trail is the most recent investment in<br />
this area. When complete, the trail will be<br />
approximately 1.5 kilometres long and provide<br />
<strong>Richmond</strong> <strong>Hill</strong> residents with connections to a<br />
range <strong>of</strong> natural environments including meadow<br />
areas, mature forests and wetlands. The <strong>Town</strong><br />
has also invested in improving the quality <strong>of</strong><br />
tree cover in <strong>Richmond</strong> <strong>Hill</strong> (see Goal Four).<br />
In addition to these investments, the <strong>Town</strong><br />
maintains a series <strong>of</strong> programs designed to<br />
better connect residents to their environment,<br />
such as the Community Stewardship Program<br />
and Healthy Yards Program.<br />
Greenway System<br />
<strong>Richmond</strong> <strong>Hill</strong> has 4,030 ha parks/natural areas,<br />
<strong>of</strong> which 1,825 ha is publicly owned.<br />
Environmental Connections: Earth Day Volunteers<br />
210 225 255<br />
2009 2010 2011<br />
Briar Nine Park and Reserve<br />
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<br />
Progress towards our goal <strong>of</strong> has been extremely positive, with<br />
community feedback indicating strong satisfaction with our community connectedness. Success in this<br />
area is particularly evident in the high levels <strong>of</strong> community engagement reported by our residents.<br />
Maintaining our progress will require the continued expansion <strong>of</strong> opportunities for people to get involved.<br />
This year alone, community engagement activities are planned for the Civic Precinct Project, Parks Plan,<br />
Recreation Plan and Public Art Policy. Moving forward, further promotion <strong>of</strong> volunteer opportunities in<br />
<strong>Richmond</strong> <strong>Hill</strong> is also necessary. Lastly, public satisfaction with our community’s level <strong>of</strong> connectedness<br />
must also be sustained through continued investment in places to connect and get involved.<br />
21
Our Progress<br />
Benson Building<br />
Goal Two:<br />
Better Choice in<br />
<strong>Richmond</strong> <strong>Hill</strong><br />
Better choice is not the same as<br />
more choice. Better choice means<br />
having better quality options to<br />
achieve our vision <strong>of</strong> <strong>Richmond</strong> <strong>Hill</strong>.<br />
2 0 1 2 C O M M U N I T Y S U R V E Y<br />
89% <strong>of</strong> residents are satisfied with<br />
<strong>Richmond</strong> <strong>Hill</strong>’s parks and recreation<br />
programs.<br />
84% <strong>of</strong> residents agree that there are<br />
walking paths close to their home.<br />
55% <strong>of</strong> residents have participated in<br />
<strong>Richmond</strong> <strong>Hill</strong>’s programs in the past year.<br />
Better Options to Move Around<br />
<strong>Richmond</strong> <strong>Hill</strong>’s population has quadrupled over the past<br />
25 years and is projected to reach 242,000 by the year 2031.<br />
This rapid population growth poses a challenge to our<br />
transportation network, particularly in terms <strong>of</strong> road<br />
congestion.<br />
The <strong>Town</strong> has realized some success in promoting alternatives<br />
to automobile travel. Public transit ridership has increased:<br />
in <strong>2012</strong>, 16% <strong>of</strong> residents identified public transit as their<br />
primary method <strong>of</strong> travel, a 60% increase over 2006. The <strong>Town</strong><br />
has also committed to building infrastructure necessary for<br />
active transportation.<br />
Active Transportation<br />
Routes: Length <strong>of</strong><br />
Routes Added from<br />
2009-2011<br />
Transportation Choices: 2006 Modal Split<br />
Better Options for Working and Doing Business<br />
Other<br />
10% 79% 6% 5%<br />
25 km 2.5 km 160 km<br />
Job growth is a key indicator <strong>of</strong> the health <strong>of</strong> the <strong>Town</strong>’s<br />
economy. Between 2009 and 2011 the number <strong>of</strong> <strong>Richmond</strong><br />
<strong>Hill</strong>-based jobs has grown at twice the rate <strong>of</strong> <strong>Richmond</strong><br />
<strong>Hill</strong>’s population.<br />
<strong>Richmond</strong> <strong>Hill</strong> Jobs<br />
2009<br />
2010<br />
2011<br />
Jobs<br />
55,367<br />
56,892<br />
60,079<br />
Residents Employed<br />
Locally<br />
26.4%<br />
27.1%<br />
28.2%<br />
In April 2010 the <strong>Town</strong> began implementing a new Economic<br />
Development Strategy as overseen by the Economic<br />
Development Task Force. Its ongoing implementation<br />
focuses on retaining <strong>Richmond</strong> <strong>Hill</strong>’s current economic base<br />
while strengthening the <strong>Town</strong>’s competitive advantage in key<br />
sectors. Many <strong>of</strong> the strategy’s actions, including business<br />
retention and attraction activities, are designed to provide<br />
better options for working and doing business here.<br />
22<br />
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<br />
Better Options for Where to Live<br />
Implementation <strong>of</strong> our new Official Plan, which<br />
contains policies that specifically address the<br />
provision <strong>of</strong> affordable housing, represents the<br />
<strong>Town</strong>’s key initiative to achieve better options for<br />
where to live. For example, the plan allows for<br />
second suites and encourages the development<br />
<strong>of</strong> high-density units suitable for families with<br />
children. These policies are expected to have a<br />
positive impact on diversifying <strong>Richmond</strong> <strong>Hill</strong>’s<br />
housing mix over the long term. The <strong>Town</strong> has<br />
helped York Region increase its supply <strong>of</strong><br />
affordable housing through agreements with<br />
developers – the only municipality in York<br />
Region to do this.<br />
Singles<br />
63%<br />
<strong>Richmond</strong> <strong>Hill</strong>’s Housing Mix (2009)<br />
Apartments<br />
16%<br />
Semis<br />
4%<br />
Duplexes<br />
3%<br />
Rows<br />
14%<br />
<strong>Annual</strong> Registration<br />
57 500<br />
57 000<br />
56 500<br />
56 000<br />
55 500<br />
55 000<br />
54 500<br />
54 000<br />
Participants in <strong>Town</strong> Programs<br />
Registered Programs<br />
2009 2010 2011<br />
<strong>Annual</strong> Registration<br />
325 000<br />
320 000<br />
315 000<br />
310 000<br />
305 000<br />
300 000<br />
295 000<br />
290 000<br />
Drop-in Programs<br />
2009 2010 2011<br />
Better Options for Being Active<br />
and Involved<br />
<strong>Richmond</strong> <strong>Hill</strong> has a diverse population with<br />
diverse needs. Participation in <strong>Town</strong> programs<br />
is a leading indicator <strong>of</strong> better options for<br />
being active and involved. Participation in<br />
both registered and drop-in programs has<br />
increased since 2009.<br />
Providing flexibility for residents has been a key priority in adapting community programs;<br />
drop-in program <strong>of</strong>ferings have increased and many registered programs are now available in<br />
nine-week, four-week, and one-day workshops.<br />
At the same time, the <strong>Town</strong> has expanded its programs designed for residents with unique needs<br />
and specialised requirements, and in response to our cultural diversity. We have also expanded<br />
activity programs and fire education programs for seniors. These specialized programs provide<br />
opportunities for approximately 6 000 residents annually.<br />
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<br />
Overall progress in meeting our goal <strong>of</strong> has been positive, although there<br />
are still challenges to be addressed due to our community’s rapid growth. Our <strong>2012</strong> Community Survey<br />
identified growth-related issues as the primary concern <strong>of</strong> <strong>Richmond</strong> <strong>Hill</strong> residents. We have made<br />
progress providing residents with better options for moving around and for where to live, however<br />
providing employment options, road congestion, and affordable housing choices will pose challenges<br />
in the coming years.<br />
The <strong>Town</strong> has been successful in adapting its community programs to provide residents with better<br />
options for being active and involved. Registration in <strong>Town</strong> programs has steadily increased since 2009<br />
and the large majority <strong>of</strong> residents indicate satisfaction with our programs.<br />
23
Our Progress<br />
Local Artist at Boynton House<br />
Goal Three:<br />
A More Vibrant<br />
<strong>Richmond</strong> <strong>Hill</strong><br />
Some <strong>of</strong> the best places to live and<br />
do business are dynamic and diverse.<br />
They have a unique sense <strong>of</strong> identity.<br />
They are vibrant.<br />
2 0 1 2 C O M M U N I T Y S U R V E Y<br />
88% <strong>of</strong> residents use local parks, trails and<br />
natural areas.<br />
81% <strong>of</strong> residents feel <strong>Richmond</strong> <strong>Hill</strong> is a<br />
vibrant community.<br />
78% <strong>of</strong> residents feel diversity in <strong>Richmond</strong><br />
<strong>Hill</strong> is one <strong>of</strong> our strengths.<br />
Respecting the Past<br />
<strong>Richmond</strong> <strong>Hill</strong>’s heritage is the foundation <strong>of</strong> its vibrancy<br />
today. Managing, protecting, and improving our heritage<br />
resources is integral to building a more vibrant community.<br />
The <strong>Town</strong>’s new Official Plan policies give greater scope and<br />
depth to preserving heritage properties. Over the past two<br />
years we have issued eight Heritage Improvement Grants<br />
and are currently working to develop a Heritage Evaluation<br />
System. <strong>Richmond</strong> <strong>Hill</strong> currently has 100 heritage properties.<br />
Of these, 15 are owned by the <strong>Town</strong> and 36 are located within<br />
the Gormley Heritage District, designated in 2010 in order to<br />
protect the historical character <strong>of</strong> this unique area. Also, in<br />
2010 Council directed that the <strong>Town</strong>’s original post <strong>of</strong>fice at<br />
10184 Yonge Street be saved and refurbished in support <strong>of</strong> our<br />
vision for a more vibrant downtown. In late 2011 and <strong>2012</strong>,<br />
the exterior <strong>of</strong> the building was restored to its original state,<br />
highlighting its unique architectural and historical features.<br />
A Sense <strong>of</strong> Identity and Place<br />
Our Strategic Plan also seeks to develop a sense <strong>of</strong> identity and<br />
place. This includes a robust built and natural environment,<br />
and an active community. To achieve these, <strong>Richmond</strong> <strong>Hill</strong><br />
has invested in unique places, including $5.2 million in<br />
heritage building restoration projects such as the Eyer<br />
Homestead and the George Forster House and Barn.<br />
We have also partnered with the federal and provincial<br />
governments to invest over $6.2 million in the rehabilitation<br />
<strong>of</strong> both Bond Lake Arena and Elgin Barrow Arena. We have<br />
invested in the natural environment through the creation <strong>of</strong><br />
the Lake Wilcox Park on the shores <strong>of</strong> Lake Wilcox.<br />
Heritage Village Day<br />
Participants at <strong>Town</strong> Events<br />
66 000<br />
64 000<br />
62 000<br />
60 000<br />
58 000<br />
56 000<br />
54 000<br />
52 000<br />
2009 2010 2011<br />
<strong>Town</strong> Event Attendance<br />
Includes: Canada Day, Concerts in the<br />
Park, Crosby Park Fair, First Night,<br />
Santa Claus Parade, Tastes <strong>of</strong> the <strong>Hill</strong>,<br />
Family Day, Doors Open, Heritage Centre,<br />
Moonlight Movies<br />
<strong>Town</strong> event attendance is another indicator <strong>of</strong> vibrancy.<br />
The <strong>Town</strong> <strong>of</strong> <strong>Richmond</strong> <strong>Hill</strong> organized 21 community events<br />
in 2009 and 23 in 2011, each one an opportunity to showcase<br />
and celebrate <strong>Richmond</strong> <strong>Hill</strong>’s unique places.<br />
24<br />
<strong>Richmond</strong> <strong>Hill</strong>’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<br />
One <strong>of</strong> the most dramatic indicators <strong>of</strong><br />
<strong>Richmond</strong> <strong>Hill</strong>’s vibrancy is the rapid increase<br />
in attendance at the <strong>Richmond</strong> <strong>Hill</strong> Centre for<br />
the Performing Arts. Its ongoing strong ticket<br />
sales reflect the high value that <strong>Richmond</strong> <strong>Hill</strong><br />
residents place on culture in our community.<br />
<strong>Town</strong> Event<br />
Attendance:<br />
RHCPA<br />
Ticket Sales<br />
2009<br />
9 297<br />
2010<br />
12 654<br />
2011<br />
14 507<br />
Looking to the Future<br />
<strong>Richmond</strong> <strong>Hill</strong> Centre for the Performing Arts<br />
Since 2009, the <strong>Town</strong> has put two key plans in place to facilitate a more vibrant <strong>Richmond</strong> <strong>Hill</strong> <strong>of</strong><br />
the future. The first, our new Official Plan, sets the policies for the physical, social and economic<br />
growth <strong>of</strong> the community, and ensures that future development meets the needs <strong>of</strong> residents.<br />
The second, our Cultural Plan, provides a framework for the development <strong>of</strong> cultural resources in<br />
<strong>Richmond</strong> <strong>Hill</strong> over the next decade.<br />
The Civic Precinct Project began in 2011 with the aim <strong>of</strong> creating a vibrant “people place” in<br />
downtown <strong>Richmond</strong> <strong>Hill</strong>. This project will include a substantial community engagement<br />
element, allowing residents to help create a shared vision for this important public space.<br />
Members <strong>of</strong> the <strong>Richmond</strong> <strong>Hill</strong> Lawn Bowling Club<br />
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<br />
Overall progress towards our goal <strong>of</strong> a has been positive. The implementation<br />
<strong>of</strong> the Cultural Plan will be critical to advancing this goal in the coming years. As reflected in the Cultural<br />
Plan’s vision statement, vibrancy in <strong>Richmond</strong> <strong>Hill</strong> is one <strong>of</strong> the underlying values that influence the plan’s<br />
goals and objectives. The <strong>Town</strong>’s progress in implementing the Cultural Plan will be reported to the<br />
community annually.<br />
The <strong>Town</strong>’s investment in heritage facilities and unique spaces has also increased the vibrancy <strong>of</strong><br />
<strong>Richmond</strong> <strong>Hill</strong> as a community. The Lake Wilcox Park, when completed, will be a place where residents<br />
can enjoy protected and enhanced natural heritage features. The Civic Precinct Project is now well<br />
underway and will further contribute to our sense <strong>of</strong> identity by creating a vibrant place in the heart <strong>of</strong><br />
<strong>Richmond</strong> <strong>Hill</strong>.<br />
25
Our Progress<br />
Less Waste:<br />
Since 2009, we are making substantial progress on many<br />
environmental indicators, including waste diversion.<br />
Newberry Park Wetland<br />
Goal Four:<br />
Wise Management<br />
<strong>of</strong> Resources in<br />
<strong>Richmond</strong> <strong>Hill</strong><br />
Wise management means making<br />
decisions about how we consider<br />
and use our resources in <strong>Richmond</strong><br />
<strong>Hill</strong> for this generation and those<br />
to follow.<br />
2 0 1 2 C O M M U N I T Y S U R V E Y<br />
95% <strong>of</strong> residents feel environmental<br />
protection is an important <strong>Town</strong> service.<br />
<strong>Richmond</strong> <strong>Hill</strong><br />
Residential<br />
Curbside Waste<br />
Diversion Rate<br />
<strong>Richmond</strong> <strong>Hill</strong> Residential Curbside Waste Collection<br />
2011 - 68.2%<br />
2010 - 67.5%<br />
2009 - 67.0%<br />
Residents identified common actions they<br />
are taking to reduce their environmental<br />
impact:<br />
1. Participating in recycling or organics<br />
programs<br />
2. Conserving hydro, electricity or water<br />
3. Driving vehicle less<br />
In 2010 <strong>Richmond</strong> <strong>Hill</strong> announced its successful<br />
achievement <strong>of</strong> a 33% reduction in corporate (e.g. <strong>Town</strong><br />
owned buildings and fleet) greenhouse gas emissions between<br />
2000 and 2009, making us the first municipality in Ontario<br />
to meet or exceed our Partners for Climate Protection<br />
emission reduction target.<br />
Greenhouse Gas<br />
Emissions<br />
(Tonnes <strong>of</strong> CO2)<br />
13,136<br />
2000<br />
8,795<br />
2009<br />
Since 2009, the <strong>Town</strong> has continued our commitment to<br />
reducing emissions by installing solar panels and renewable<br />
energy systems at many <strong>Town</strong> facilities, including a solar<br />
pool-heating system at Bayview <strong>Hill</strong> Community Centre and<br />
an energy-efficient ro<strong>of</strong>top unit at Richvale Community Centre.<br />
The Federation <strong>of</strong> Canadian Municipalities recognized these<br />
and other efforts in 2011 by designating <strong>Richmond</strong> <strong>Hill</strong> a<br />
national climate protection champion.<br />
26<br />
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<br />
Being Responsible:<br />
Being responsible is a broad outcome that<br />
encompasses environmental, financial and<br />
human resources. Responsible use <strong>of</strong><br />
environmental resources is closely tied to the<br />
previous outcome <strong>of</strong> creating less waste in our<br />
day-to-day activities. The quality <strong>of</strong> tree cover<br />
is a good indicator <strong>of</strong> overall environmental<br />
health, and the <strong>Town</strong> has taken several steps to<br />
preserve and improve <strong>Richmond</strong> <strong>Hill</strong>’s canopy.<br />
Cumulative Trees Planted<br />
150 000<br />
125 000<br />
100 000<br />
75 000<br />
50 000<br />
25 000<br />
0<br />
Tree Cover: Trees Planted Since 1998<br />
Beaver<br />
Greenway<br />
(7,315)<br />
Russell Farm<br />
Park and<br />
German Mills<br />
Creek<br />
(4,808)<br />
Phyllis<br />
Rawlinson<br />
Park<br />
(8,816)<br />
Headwaters Park and<br />
Rouge River (3,702)<br />
Briar Nine Park (2,400)<br />
Pioneer Park (2,315)<br />
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011<br />
In addition to the Community Stewardship Program, we have an active Invasive Plant Species<br />
Management program that collected hundreds <strong>of</strong> bags <strong>of</strong> such species in 2011 alone. We have also<br />
made progress in diversifying the greenway system by selecting native species from local nurseries<br />
to ensure high quality seeds and protection <strong>of</strong> the local horticultural gene pool. These actions are<br />
all anticipated to provide long-term benefits for local tree cover, gradually improving the <strong>Town</strong>’s<br />
greenway system over the next 20 years.<br />
Funding Sources: Operating Revenue<br />
Property Tax<br />
User Fees, Fines<br />
& Charges<br />
Reserves,<br />
Investments<br />
& Other Funds<br />
2009<br />
63.6%<br />
19.9%<br />
16.4%<br />
2010<br />
63.4%<br />
22.6%<br />
13.9%<br />
2011<br />
62.0%<br />
24.7%<br />
13.3%<br />
Responsible use <strong>of</strong> the <strong>Town</strong>’s financial<br />
resources involves a strong budget process and<br />
review <strong>of</strong> all expenditure plans, as well as<br />
ensuring a diverse and stable revenue stream.<br />
While property taxes continue to comprise a<br />
majority <strong>of</strong> annual operating revenues, user<br />
fees, fines and charges have increased as a<br />
proportion <strong>of</strong> total revenue.<br />
This is consistent with community perceptions, with a majority <strong>of</strong> residents surveyed indicating<br />
their preference for maintaining or expanding services primarily through use <strong>of</strong> user fees.<br />
The <strong>Town</strong> has also been successful in diversifying capital revenues through grant funding and the<br />
percentage <strong>of</strong> grant funding has increased from 16.6% in 2009 to 21.5% in 2011.<br />
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<br />
We have made excellent progress towards our goal <strong>of</strong><br />
in the past three<br />
years. Our success in improving curbside waste diversion and reducing corporate greenhouse gases<br />
demonstrates <strong>Richmond</strong> <strong>Hill</strong>’s strong commitment to the environment. The considerable growth in the<br />
number <strong>of</strong> trees planted annually in the <strong>Town</strong> demonstrates responsible action that is improving our<br />
environment for future generations. We have also been successful in diversifying the <strong>Town</strong>’s revenue<br />
sources through increased use <strong>of</strong> user fees and infrastructure grants.<br />
Wise management <strong>of</strong> resources in <strong>Richmond</strong> <strong>Hill</strong> is a commitment to sustainability in all <strong>of</strong> our actions.<br />
Our initiatives <strong>of</strong> the past three years have been successful and will be continued in coming years.<br />
Tree planting, partnership programs such as the Community Stewardship Program, and individual<br />
conservation efforts all help to improve the natural environment. The continued diversification <strong>of</strong> <strong>Town</strong><br />
revenue sources will also ensure the wise management <strong>of</strong> financial resources.<br />
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<br />
Maintaining Our Momentum<br />
This report summarizes the third year <strong>of</strong> actions we have taken to implement our Strategic Plan.<br />
In it we focus on how we are leading and advocating for our community, and how we are engaging<br />
and communicating with you, the people <strong>of</strong> <strong>Richmond</strong> <strong>Hill</strong>. We also are interested in monitoring<br />
our progress as the new directions, policies and recommendations <strong>of</strong> our completed plans begin<br />
to take effect. As we action our plans, advance new initiatives and make new investments in<br />
<strong>Richmond</strong> <strong>Hill</strong>, we can see how our achievements are helping us make progress towards our<br />
Strategic Plan goals.<br />
Our Strategic Plan has put us on a course <strong>of</strong> connection, innovation and change as we<br />
move towards our future vision. Together we can celebrate what we have accomplished<br />
– individually and collectively – in support <strong>of</strong> <strong>Richmond</strong> <strong>Hill</strong>, where people come<br />
together to build our community.<br />
<strong>Richmond</strong> Green<br />
28
Environmental Printing Summary<br />
The following summarizes the state-<strong>of</strong>-the-art environmental practices that have<br />
been incorporated into the production <strong>of</strong> this folder.<br />
Ontario’s Environmental Leaders<br />
This report was printed by a printer that is a member <strong>of</strong> Ontario’s Environmental Leaders Program.<br />
The Leaders Program recognizes select companies that demonstrate leadership in the preservation<br />
<strong>of</strong> the environment by using environmentally friendly processes and increased efficiencies. The printer<br />
is committed to preserving the environment, promoting sustainability and reducing waste for the<br />
benefit <strong>of</strong> the community.<br />
Waterless Printing<br />
<strong>Richmond</strong> <strong>Hill</strong>,<br />
where people come<br />
together to build<br />
our community.<br />
This report was printed using the waterless printing process. The printer has reached beyond the<br />
standard environmental practices to ensure it delivers the most environmentally friendly and high<br />
quality printing outcome available. The waterless printing process eliminates the use <strong>of</strong> fresh water<br />
and greatly reduces the use <strong>of</strong> harmful chemical compounds. This ensures that harmful chemicals<br />
are not emitted into the environment and that water is not wasted.<br />
Terrachoice-EcoLogo<br />
This report was printed by an EcoLogo certified printer. This program recognizes manufacturers and<br />
suppliers <strong>of</strong> environmentally preferable products that help consumers identify products and services<br />
that are less harmful to the environment.<br />
Bullfrog Power<br />
This report was produced utilizing Bullfrog Power to power the printing presses. Bullfrog Power<br />
generates power exclusively from wind and low-impact water power generators and meet or exceed<br />
the federal government’s EcoLogo standards for renewable electricity.<br />
Environmentally Friendly Paper (Recycled Paper)<br />
This report was printed on Supreme Silk paper which is FSC Certified and has 30% post-consumer<br />
recycled content.<br />
Forest Stewardship Council (FSC) Certification<br />
This report was printed on paper and by a printer that are Forest Stewardship Council (FSC) certified.<br />
FSC promotes environmentally appropriate, socially beneficial and economically viable management<br />
<strong>of</strong> the world’s forests.<br />
ISO 14001<br />
This report was produced by an ISO 14001 certified printer. Fully committed to continuous improvements<br />
in waste reduction and pollution prevention, the printer has a comprehensive environmental<br />
management system that integrates sound business practices with environmental, health, safety and<br />
quality control practices.<br />
Zer<strong>of</strong>ootprint<br />
Zer<strong>of</strong>ootprint is a socially responsible enterprise with a mission to apply technology, design thinking and<br />
risk management to the massive reduction <strong>of</strong> our environmental footprint.<br />
Printer is ISO 14001 certified.<br />
Recyclable<br />
Photography Credits:<br />
All pictures in the Strategic Plan <strong>Annual</strong> <strong>Report</strong><br />
are <strong>of</strong> places and people in <strong>Richmond</strong> <strong>Hill</strong>.<br />
Pictures have been provided by David West<br />
and <strong>Richmond</strong> <strong>Hill</strong>.
<strong>Richmond</strong> <strong>Hill</strong>, where people come together<br />
to build our community.<br />
<strong>Town</strong> <strong>of</strong> <strong>Richmond</strong> <strong>Hill</strong><br />
225 East Beaver Creek Road<br />
<strong>Richmond</strong> <strong>Hill</strong>, ON L4C 4Y5<br />
Tel: 905-771-8800<br />
Email: peopleplan@richmondhill.ca<br />
Website: <strong>Richmond</strong><strong>Hill</strong>.ca