Office of the Chief Administrative Officer - Town of Richmond Hill

Office of the Chief 

Administrative 

Officer 

Additional details here 

2013 Draft Operating Budget 

Titles & Subtitles in Arial Narrow 

March 4, 2013 

Budget Committee of the Whole 

225 East Beaver Creek Road, Richmond Hill, ON L4B 3P4 T 905 771 8800 RichmondHill.ca

TOWN OF RICHMOND HILL 

2013 Draft Budget 

OFFICE OF THE CAO 

Index 

Pages 

1. 2013 Budget Narrative 

Department Summaries .................................................................... 1 - 5 

Office of the CAO .............................................................................. 6 - 7 

Legal Services .................................................................................. 8 - 9 

Strategic Initiatives ...........................................................................10 - 12 

SBEC – Min. Economic Development & Trade ................................. 13 

Communication Services Group .......................................................14 - 16 

2. Department Organization Charts 17 - 19 

3. Business Cases 

Six-Month Extension of a Two-Year Secondment 

Project Manager, Civic Precinct Project (original business case 

approved as part of the 2011 Operating Budget) ..............................20 - 21 

Six-Month Extension of a Two-Year Secondment 

Service Improvement Coordinator (original business case 

approved as part of the 2011 Operating Budget) ..............................22 - 24 

Implementation of the Town’s Economic Development 

Marketing Strategy ......................................................................25 - 30 

Director, Communication Services ...................................................31 - 79




OVERVIEW 

The Office of the CAO provides corporate leadership in the overall management of the Town’s five 

departments. In this role, the Chief Administrative Officer reviews and approves all recommendations made to 

Council and Committees of Council, and manages corporate strategic planning. The Chief Administrative 

Officer acts as department head to the Legal Services Division, and the Office of Strategic Initiatives. 

The operational departments are comprised of the following: 

Office of the CAO 

Legal Services Division 

Strategic Initiatives Division 

◦ Small Business Enterprise Centre – Ministry of Economic Development & Innovation 

◦ Communication Services Group 

In addition the Office of the CAO is responsible for overseeing and directing the administrative and operational 

functions of all departments. 

2013 Budget Highlights 

Preliminary 2012 2013 Variance 

Actuals as of Actuals Approved Draft (Favourable) 

31-Dec-11 31-Dec-12 Budget Budget Unfavourable % 

Personnel Costs $ 3,214,018 $ 3,595,105 $ 3,752,500 $ 3,774,800 $ 22,300 0.6 

Other Expenditures 538,953 633,342 931,800 874,600 (57,200) (6.1) 

Total Expenditures $ 3,752,971 $ 4,228,447 $ 4,684,300 $ 4,649,400 $ (34,900) (0.7) 

Total Revenues (546,581) (786,692) (766,300) (602,100) 164,200 21.4 

Base Budget $ 3,206,390 $ 3,441,755 $ 3,918,000 $ 4,047,300 $ 129,300 3.3 

Council Approved Service 

Level Changes 

$ - $ - $ 85,000 $ 70,000 $ (15,000) - 

New Items - - - 65,000 65,000 - 

Net Budget $ 3,206,390 $ 3,441,755 $ 4,003,000 $ 4,182,300 $ 179,300 4.5 

1




OVERVIEW - Continued 

2013 Budget Summary – by Cost Centre 

Actuals Preliminary 2012 2013 Variance 

Total Expenditures as of Actuals Approved Draft (Favourable) 


Office of the CAO $ 553,948 $ 598,773 $ 710,700 $ 731,700 $ 21,000 3.0 

Legal Services 1,286,881 1,502,285 1,686,800 1,723,400 36,600 2.2 

Strategic Initiatives 1,094,185 1,263,482 1,319,400 1,239,700 (79,700) (6.0) 

SBEC - MEDI 122,783 132,931 136,800 144,500 7,700 5.6 

Communication Services 695,174 730,976 830,600 810,100 (20,500) (2.5) 



Revenues as of Actuals Approved Draft (Favourable) 


Office of the CAO $ (3,050) $ (2,900) $ (2,900) $ (2,900) $ - 0.0 

Legal Services (321,280) (357,221) (361,700) (326,800) 34,900 9.6 

Strategic Initiatives (96,800) (262,450) (231,900) (124,900) 107,000 46.1 

SBEC - MEDI (122,783) (132,399) (136,800) (144,500) (7,700) (5.6) 

Communication Services (2,668) (31,722) (33,000) (3,000) 30,000 90.9 

Total Revenues $ (546,581) $ (786,692) $ (766,300) $ (602,100) $ 164,200 21.4 


Base Budget as of Actuals Approved Draft (Favourable) 


Office of the CAO $ 550,898 $ 595,873 $ 707,800 $ 728,800 $ 21,000 3.0 

Legal Services 965,601 1,145,064 1,325,100 1,396,600 71,500 5.4 

Strategic Initiatives 997,385 1,001,032 1,087,500 1,114,800 27,300 2.5 

SBEC - MEDI - 532 - - - 0.0 

Communication Services 692,506 699,254 797,600 807,100 9,500 1.2 

Base Budget $ 3,206,390 $ 3,441,755 $ 3,918,000 $ 4,047,300 $ 129,300 3.3 


Level Changes 

$ - $ - $ 85,000 $ 70,000 $ (15,000) - 

New Items - - - 65,000 65,000 - 

Net Budget $ 3,206,390 $ 3,441,755 $ 4,003,000 $ 4,182,300 $ 179,300 4.5 

2




OVERVIEW - Continued 

Budget Variance Explanation 

Department: Office of the CAO 

Budget Change Explanations (2013/2012) 

2012 2013 

Budget 

Budget 

Incremental 

Change 

% Change 

Over Prior 

Year 

Explanation 

2012 Net Budget $ 4,003,000 

Expenditures 

Full-time Salaries & Benefits 3,554,500 3,570,900 16,400 0.5% 

Increase due to COLA and Step Level increases, offset by 

reduction in Base budget related to seconded positions (6 

months) 

Casual Wages & Benefits 179,700 185,500 5,800 3.2% Increase due to COLA, Step Level and OMERS increases. 

Other 18,300 18,400 100 0.5% Minor increase in Mileage 

Personnel Services - Total 3,752,500 3,774,800 22,300 0.6% 


Vehicle / Equipment Costs 6,500 - (6,500) (100.0%) Reductions in vehicle expenditures accounts 

Legal Services 

Sales & Mkt Fees & Leasing Costs 85,000 65,000 (20,000) (23.5%) Decrease in Sales & Mkt Fees ($40,000) is offset by an 

increase in Leasing Costs ($20,000), leaving a net decrease of 

$20,000. 

Other Legal Services Expenditures 108,000 117,700 9,700 9.0% 

Strategic Initiatives 

Printing 25,000 23,900 (1,100) (4.4%) 

Small Business Enterprise Center 

MEDT/SBEC Expenditures 10,000 13,000 3,000 30.0% 

Increase in Conveyancing, Title & Corp. 

Searches,Subscriptions / Books and Minor Capital due to 

actual trending / requirements 

Reduction due to reallocation to other accounts 

Increase due to additional programming expenses 

Communication Services 

Consulting Contracts, Printing, Minor 

Capital 

92,600 50,000 (42,600) (46.0%) 

Decrease mainly due to funding of EGM not required in 2013 

($30,000); event to be held bi-annually. Reduction in Printing 

($10,600) due to restructuring of format, printing and delivery 

of Resident's Guide and no specific Minor Capital requests 

($2,000). 

All Other Departmental Pressures 300 

(57,200) (6.1%) 

Total Expenditures (34,900) 0.7% 

Cumulative base increase for Office of the CAO Department 

Revenues 

Legal Services 

Transfer from Property Divestiture & 

Acquisition Reserve Fund 

(80,000) (60,000) 20,000 25.0% 

Reductions in Transfer in Reserve Fund due to lower leasing 

costs and sales and marketing fees. 

Agreement Preparations (90,000) (70,000) 20,000 22.2% 

Reductions in Agreement Preparations, due to lower expected 

plan registrations. 

Releases of Right of Entry / Recovery 

of Legal Costs 

(11,500) (14,800) (3,300) (28.7%) Increases to reflect actual trending 

From Reserve / DCs & CILS (174,400) (176,200) (1,800) (1.0%) Increase in transfers from Administration & Legal Reserve. 


Transfer from Reserve Fund / Reserves (228,400) (121,400) 107,000 46.8% Reduction in transfers from RF / Reserve in the Base budget 

related to 2 seconded positions - Project Manager and Service 

Improvement Coordinator 

Small Business Enterprise Center 

MEDT/SBEC Prior Year (30,200) (26,500) 3,700 12.3% Decrease in MEDT/SBEC prior year funding to reflect increase 

in general revenues 

General Revenues (11,600) (23,000) (11,400) (98.3%) Increase to reflect actual revenues 


Transfer from Training & Development 

Reserve 

(30,000) - 30,000 100.0% 

Total Revenues 164,200 21.4% 

Base Budget 129,300 3.3% 

% Change Over 2012 Net Budget 3.2% 

Reduction in transfer from Reserve to reflect decrase in 

Consulting Contracts related to the EGM 

3




OVERVIEW – Continued 

Budget Change Explanations (2013/2012) 

Council Approved Service Level Changes 

2012 2013 

Budget 

Budget 

Incremental 

Change 

% Change 

Over Prior 

Year 

Explanation 

Annualization 


Implementation of Economic 

Development Marketing Study 

85,000 70,000 (15,000) 

Reduction to reflect one time development / design of marketing 

materials incurred in 2012 

Total Council Approved Service Level Changes (15,000) 

% Change Over 2012 Net Budget (0.4%) 

New Items 


Seconded Project Manager & Service 

Improvement Coordinator - 6 Month 

Extension 

Staffing for Implementation of Marketing 

Strategy - 6 Month Extension 

- - 

- - 


Director, Communication Services 65,000 65,000 

2 year secondement: Project Manager & Service Improve 

Coordinator - 6 month extension - funded by Tax Rate Stab. 

Reserve / Community Enhancement & Economic Vitality RF 

Casual Wages & Benefits for implementation of the Economic 

Development Marketing Study - 6 month extension - funded by 

Community Enhancement & Economic Vitality RF 

Total New Items 65,000 

% Change Over 2012 Net Budget 1.6% 

Incremental Change 179,300 4.5% 

Net Budget 4,182,300 4.5% 

4




Full-time Complement 

2012 2013 

Approved Request 

Office of the CAO 3 3 

Legal Services Division 10 10 

Strategic Initiatives Division 9 9 

-Small Business Enterprise Centre* 2 2 

-Communication Services Group 7 7 

Subtotal 31 31 

New Staffing Requests 1 

Total 31 32 

* Full-time Casual Staff 

5




Program Description 

The Office of the CAO provides corporate leadership in the overall management of the Town's operations and 

pursuant to the Municipal Act, the Chief Administrative Officer is the Head of the Corporation’s Civil Service 

and is responsible for exercising general control and management of the affairs of the municipality for the 

purpose of ensuring its efficient and effective operation. The Chief Administrative Officer is responsible for 

Policy and Intergovernmental Affairs, the Legal Services Division, and the Strategic Initiatives Division (which 

leads the Communication Services Group and the Small Business Enterprise Center). 

The Office of the CAO is also responsible for overseeing and directing the administrative and operational 

functions of all departments. In this role, the Chief Administrative Officer reviews and approves all 

recommendations made to Council and Committees of Council and is charged with the responsibility of 

ensuring that the policy directions of Council are implemented. The office liaises with municipal, regional, 

provincial and federal government officials and organizations, as well as business and resident community 

groups to present municipal positions and to seek input into the formulation of policies. 





Personnel Costs 

Full-time Salaries & Benefits $ 518,315 $ 536,470 $ 547,400 $ 576,000 $ 28,600 5.2 

Other 177 7,099 10,700 10,700 - - 

Total Personnel Costs $ 518,492 $ 543,569 $ 558,100 $ 586,700 $ 28,600 5.1 

Consulting Contracts $ 509 $ 32,055 $ 100,000 $ 100,000 $ - 0.0 

Conferences and Training 13,212 11,237 30,800 30,800 - 0.0 

Other Expenditures 21,735 11,912 21,800 14,200 (7,600) (34.9) 

Total Expenditures $ 553,948 $ 598,773 $ 710,700 $ 731,700 $ 21,000 3.0 

Transfer from Reserve $ (3,050) $ (2,900) $ (2,900) $ (2,900) $ - 0.0 

Base Budget $ 550,898 $ 595,873 $ 707,800 $ 728,800 $ 21,000 3.0 

New Items $ - $ - $ - $ 1,700 $ 1,700 0.0 

Net Budget $ 550,898 $ 595,873 $ 707,800 $ 730,500 $ 22,700 3.2 

6

OFFICE OF THE CAO - Continued 

Expenditures 



 

 

Full-time salaries & benefits have increased by $28,600 or 5.2% due to impacts of COLA, OMERS 

increases and position job re-evaluation. 

Other expenditures decreased by $7,600 primarily due to program reductions in various vehicle 

expenditures accounts of $6,500 coupled with minor reductions in office supplies, printing and minor 

capital. 

Consulting contracts are as follows: 

2012 2013 

General Corporate Priorities $50,000 $50,000 

Internal Audit 50,000 50,000 

Total $100,000 $100,000 

New Items 

 

Conferences & external training of $1,700 for new staffing requested in Communication Services. 

Human Resource Complement 

3 Full-time 

Chief Administrative Officer 

Executive Assistant 

Manager of Policy & Intergovernmental Affairs 

7




LEGAL SERVICES DIVISION 


The Legal Services Division provides a range of legal services to Town Council, Committees, Town 

Departments and the Committee of Adjustment including legal opinions, representation of the Town before the 

Ontario Municipal Board, other tribunals and the courts. The Legal Services Division's mandate includes 

processing of subdivision agreements, real estate transactions and preparation of other agreements. 






Full-time Salaries & Benefits $ 1,042,010 $ 1,193,080 $ 1,257,700 $ 1,304,200 $ 46,500 3.7 

Other 9,222 1,771 1,300 1,400 100 7.7 

Total Personnel Costs $ 1,051,232 $ 1,194,851 $ 1,259,000 $ 1,305,600 $ 46,600 3.7 

Outside Legal $ 49,032 $ 79,699 $ 150,000 $ 150,000 $ - 0.0 

Appraisal Fees 37,244 50,477 50,000 50,000 - 0.0 

Sales Commission & Marketing 3,698 39,620 60,000 20,000 (40,000) (66.7) 

Leasing Costs 21,928 33,437 25,000 45,000 20,000 80.0 

Subscriptions & Books 61,587 55,218 63,500 66,700 3,200 5.0 

Conveyancing/Title Searches 28,595 22,421 40,000 41,500 1,500 3.8 

Other Expenditures 33,565 26,562 39,300 44,600 5,300 13.5 

Total Expenditures $ 1,286,881 $ 1,502,285 $ 1,686,800 $ 1,723,400 $ 36,600 2.2 

Agreement Preparations $ (118,124) $ (98,440) $ (90,000) $ (70,000) $ 20,000 22.2 

Trf - Property Divestiture/Acq. RF. (30,000) (7,435) (80,000) (60,000) 20,000 25.0 

Trf - Dev Chgs Reserve Fund (10,942) (13,929) (30,000) (45,000) (15,000) (50.0) 

Trf - Reserve (141,328) (152,837) (144,400) (131,200) 13,200 9.1 

Other Revenues (20,886) (84,580) (17,300) (20,600) (3,300) (19.1) 


Base Budget $ 965,601 $ 1,145,064 $ 1,325,100 $ 1,396,600 $ 71,500 5.4 

8




LEGAL SERVICE DIVISION – Continued 

Expenditures 

Full-time Salaries and benefits have increased by $46,500 or 3.7% due to impacts of COLA, OMERS and 

step level increases. 

Appraisal Fees are included at $50,000. $45,000 is related to development projects and will be recovered 

from the appropriate Development Charges Reserve Fund or Cash in Lieu of Parkland Reserve Fund, 

while the remaining $5,000 is related to sale of Town properties and will be fully recovered from the 

Property Divestiture & Acquisition Reserve Fund. 

Sales Commission & Marketing Fees are included at $20,000 a $40,000 decrease over 2012 based on the 

Town’s anticipated real estate activities and the number of remaining properties available for sale. 

Expenditures related to the sale of Town properties are recovered from other revenue sources. 

Leasing costs have increased by $20,000 to $45,000 due to anticipated leasing commission related to 

leasing 10184 Yonge Street, partially offset by anticipated reduction in other lease spaces. 

Subscription and books, Conveyancing / Title Searches have increased by $3,200 and $1,500 to reflect 

actual trend and anticipated activity. 

Other Expenditures have increased by $5,300 primarily due to required minor capital purchases to comply 

with Health & Safety recommendations. 

Revenues 

Agreement Preparations have decreased by $20,000 due to lower anticipated potential plan registrations 

for 2013. 

Transfer from Property Divestiture & Acquisition Reserve Fund includes funds to offset $5,000 of Appraisal 

Fees, $20,000 of Sales Commission & Marketing Fees and $35,000 in Leasing Costs. The revenue budget 

decrease reflects a decrease in the offsetting expenditure budgets. 

A Transfer from the applicable Development Charges Reserve Fund or Cash in Lieu of Parkland Reserve 

Fund covers $45,000 of development related Appraisal Fees. 

The $131,200 Transfer from Reserve includes a $121,200 transfer from the Administration & Legal 

Reserve to partially offset development related staffing costs, the remaining transfer from reserve to offset 

the Leasing Costs in the expenditure budget. 


10 Full-time 

Town Solicitor 

Administrative Assistant 

Assistant Town Solicitor (3) 

Manager, Real Estate 

Legal Assistant 

Law Clerk (3) 

9




STRATEGIC INITIATIVES DIVISION 


The Strategic Initiatives Division supports the Chief Administrative Officer in directing and championing the 

Town's long-term strategic planning, corporate policy development, economic development strategy, corporate 

performance monitoring, organizational reviews, service improvement initiatives and corporate 

communications. It also takes a lead role in special projects as directed by the CAO and Council. The 

Strategic Initiatives Division is also responsible for identifying opportunities and priority areas for grants. 






Full-time Salaries & Benefits $ 880,798 $ 1,017,082 $ 1,082,400 $ 1,003,800 $ (78,600) (7.3) 

Casual Wages & Benefits 24,105 53,161 33,800 32,700 (1,100) (3.3) 

Other 3,483 2,939 3,000 3,000 - 0.0 

Total Personnel Costs $ 908,386 $ 1,073,182 $ 1,119,200 $ 1,039,500 $ (79,700) (7.1) 

Consulting $ 64,000 $ 71,344 $ 43,500 $ 43,500 $ - 0.0 

Marketing & Events 81,616 94,460 121,000 121,000 - 0.0 

Other Expenditures 40,183 24,496 35,700 35,700 - 0.0 


Trf from Reserve $ (96,800) $ (262,450) $ (231,900) $ (124,900) $ 107,000 46.1 

Base Budget $ 997,385 $ 1,001,032 $ 1,087,500 $ 1,114,800 $ 27,300 2.5 


Level Changes 

- - 85,000 70,000 (15,000) - 

New Items* - - - - - - 

Net Budget $ 997,385 $ 1,001,032 $ 1,172,500 $ 1,184,800 $ 12,300 1.0 

* Net impact of 6 month extension for Project Manager, Civic Precinct Project, Service Improvement Coordinator, and 

Program Assistant is zero. Positions offset by funding transferred from the Tax Rate Stabilization Reserve / Community 

Enhancement & Economic Vitality Reserve Fund. 

10




STRATEGIC INITIATIVES DIVISION - Continued 

Expenditures 

Full-time salaries & benefits have decreased by $78,600 or 7.3% due to 2 year secondment term for 

Project Manager, Civic Precinct and Service Improvement Coordinator ending as of June 30, 2013, 

partially offset by impacts of COLA, OMERS and step level increases. 

Casual wages & benefits have decreased by $1,100 to reflect anticipated staffing resources required. 

The $43,500 included in the Consulting Contracts budget is provision for general corporate priorities and a 

Communications Consultant funded through the Gas Tax Project in the amount of $3,500. 

Marketing & Events is included at $121,000, the same level as in 2012. The following is requested for the 

2013 Budget: 

2012 2013 

International Investment Program $25,000 $25,000 

General Marketing Promotion 22,500 22,500 

Partnership/Sponsorship Activities 21,000 21,000 

Local Event Programs 18,500 18,500 

Advertisements 20,000 20,000 

Investment Sourcing Forums 4,000 4,000 

Tourism & Conference Promotion 3,000 3,000 

Electronic Directory (YLM) 7,000 7,000 

Total $121,000 $121,000 

Printing is included at $23,900, a decrease of $1,100 over the 2012 budget to reallocate funds to 

subscription / books and memberships. 

Revenues 

Transfer from Reserve decreased by $107,000 to $124,900, reflecting a decrease in the offsetting 

expenditure budgets related to the 2 year secondment term for the Project Manager, Civic Precinct and 

Service Improvement Coordinator positions. 

Council Approved Service Level Changes 

The annualized impact of ($15,000) for the Implementation of the Town’s Economic Development 

Marketing Strategy approved in the 2012 budget is listed under Council Approved Service Level Changes 

to reflect one time development/design of marketing materials incurred in 2012. 

11




STRATEGIC INITIATIVES DIVISION - Continued 

New Items 

Additional 6 months extension for the Project Manager, Civic Precinct and Service Improvement 

Coordinator positions of $121,400, funded by the Tax Rate Stabilization Reserve and the Community 

Enhancement and Economic Vitality Reserve Fund. 

Additional 6 months extension for the Program Assistant Economic Development position of $32,400, 

funded by the Community Enhancement and Economic Vitality Reserve Fund. 


9 Full-time 

Director of Strategic Initiatives 


Manager, Grants & Strategic Initiatives 

Researcher 

Project Manager, Strategic Initiatives 

Co-ordinator, Economic Development Programs (2) 

Two-Year Secondment started in 2011 

Project Manager, Civic Precinct Project 

Service Improvement Coordinator 

12





SBEC – MINISTRY OF ECONOMIC DEVELOPMENT & INNOVATION 

In partnering with the Province through the Ministry of Economic Development & Innovation, the Small 

Business Enterprise Centre (SBEC) of the Strategic Initiatives Division is looking to improve the level of service 

offerings of the small Business Centre. This partnership will assist in addressing the changing needs of 

entrepreneurs and keep pace with the tremendous growth of small business start-ups in the Richmond Hill 

area. 





Casual Wages & Benefits $ 116,412 $ 126,132 $ 126,800 $ 131,500 $ 4,700 3.7 

Other Expenditures 6,371 6,799 10,000 13,000 3,000 30.0 

Total Expenditures $ 122,783 $ 132,931 $ 136,800 $ 144,500 $ 7,700 5.6 

MEDT/SBEC Current Year $ (109,027) $ (95,000) $ (95,000) $ (95,000) $ - 0.0 

MEDT/SBEC Prior Year (2,313) (13,223) (30,200) (26,500) 3,700 12.3 

General Revenues MEDT/SBEC (11,443) (24,176) (11,600) (23,000) (11,400) (98.3) 

Total Revenues $ (122,783) $ (132,399) $ (136,800) $ (144,500) $ (7,700) (5.6) 

Base Budget $ - $ 532 $ - $ - $ - 0.0 

Net Budget $ - $ 532 $ - $ - $ - 0.0 

Expenditures 

Casual Wages & Benefits are included at $131,500, an increase of $4,700 or 3.7% over the 2012 budget. 

The program expenses are offset by grants from the Ministry of Economic Development & Innovation. 

Other expenditures have increased by $3,000 due to additional programming expenses. 

MEDI/SBEC core funding is included at $95,000, the same level as in 2012. 

Casual Wages 

Small Business Consultant 

Program Assistant 

13





COMMUNICATION SERVICES GROUP 


Communication Services is responsible for supporting the operational needs of the corporation by providing 

communications advice, service and products. As well, this area assists the Corporation in its communication 

with the community by providing accurate, timely and consistent information through the use of media 

relations, print publications and management of the corporate Website. 






Full-Time Salaries & Benefits $ 576,757 $ 629,362 $ 667,000 $ 686,900 $ 19,900 3.0 

Casual Wages & Benefits 41,484 25,739 19,100 21,300 2,200 11.5 

Other 1,255 2,270 3,300 3,300 - 0.0 

Total Personnel Costs 619,496 657,371 689,400 711,500 22,100 3.2 

Consulting Contracts $ 18,041 $ 33,907 $ 70,000 $ 40,000 $ (30,000) (42.9) 

Advertising 6,916 5,720 11,200 11,200 - - 

Marketing 31,923 15,269 30,000 30,000 - - 

Printing 10,226 7,652 19,600 9,000 (10,600) (54.1) 

Other expenditures 8,572 11,057 10,400 8,400 (2,000) (19.2) 

Total Expenditures $ 695,174 $ 730,976 $ 830,600 $ 810,100 $ (20,500) (2.5) 

Promotional Sales $ (2,668) $ (1,722) $ (3,000) $ (3,000) $ - 0.0 

Trf from Reserve - (30,000) (30,000) - 30,000 100.0 


Base Budget $ 692,506 $ 699,254 $ 797,600 $ 807,100 $ 9,500 1.2 

New Items $ - $ - $ - $ 63,300 $ 63,300 0.0 

Net Budget $ 692,506 $ 699,254 $ 797,600 $ 870,400 $ 72,800 9.1 

14





COMMUNICATION SERVICES GROUP - Continued 

Expenditures 

 

 

 

Full-time salaries & benefits have increased by $19,900 or 3.0% due to impacts of COLA, OMERS and 

step level increases. 

Casual wages & benefits have increased by $2,200 to reflect anticipated staffing resources required. 

Consulting contracts are included at $40,000 for 2013, the following provides the details for this account: 

2012 2013 

Media monitoring $20,000 $20,000 

Photography 10,000 10,000 

Employee Annual General Meeting 30,000 - 

Translation of Town Printed Materials 10,000 10,000 

$70,000 $40,000 

 

 

 

 

Advertising is included at $11,200, the same level as in 2012. This amount covers the costs associated 

with purchasing ads in community and ethno-cultural publications. 

Marketing is included at $30,000 the same level as 2012 for the purchase of corporate and promotional 

merchandise. 

Printing is included at $9,000, a decrease of $10,600 due to restructuring of format, printing and delivery of 

the Resident’s Guide. 

Decrease in Other Expenditures of $2,000 to reflect reduction in minor capital. 

Revenues 

 

 

Promotional sales are included at $3,000 for proceeds from the sales of promotional merchandise. 

Decrease in Transfer from Reserve of $30,000 to reflect decrease in offsetting expenditures related to the 

Employee General Meeting. 

New Items 

New staffing request for the addition of a Director, Communication Services to start in September 2013. 

15





COMMUNICATION SERVICES GROUP - Continued 

Human Resources Complement 

7 Full-time 

Manager of Communication Services 

Senior Communications Officer 

Communications Officers (3) 

Design and Production Co-ordinator 

Graphic Designer 

Casual Wages 

Design and Production Assistant (part-time) 

New Staffing Request(s) 

Director, Communication Services 

16



Organizational Chart 

Chief Administrative Officer 

Director, Strategic Initiatives Town Solicitor 

Executive Assistant 

Manager, Policy & Inter- 

Governmental Affairs 

Total Approved Staff Complement 

29 Full time 

Chart B 

Revised: 5/3/12 

17


Office of the CAO – Strategic Initiatives 


Director, Strategic Initiatives 

Project Manager, Strategic 

Initiatives 

Manager, Grants & Strategic 

Initiatives 

Manager, Communication 

Services 

Sr. Communications 

Officer 

Communications Officer 

( 3 ) 

Design & Production 

Coordinator 

Researcher 

Coordinator, Economic 

Development 

( 2 ) 

Project Manager, Civic 

Precinct Project 

* 

Service Improvement 

Coordinator 

Graphic Designer 

Administrative 

Assistant 

* 

*2 years secondment position 


16 Full time 

Chart B1 


18

Assistant Town Solicitor 

( 3 ) 


Office of the CAO – Legal Services 


Town Solicitor 


Manager, Real Estate Law Clerk - Litigation Law Clerk -Subdivisions 

Law Clerk – Real Estate 

Legal Assistant 


10 Full time 

Chart B2 


19

BUSINESS CASE – NEW STAFF REQUEST 

Project Manager, Strategic Initiatives (Civic Precinct Project) 

Secondment 

Overview: 

The development of a civic precinct in downtown Richmond Hill, located at the southwest 

corner of Yonge Street and Major McKenzie Drive, has been identified as a priority for this 

term of Council. A Task Force of Council members will be struck in 2011 to advance this 

project over the next several years. 

A term of reference for the project will be prepared in early 2011. The expectation at this 

time is that the project will advance the Town’s efforts at creating a community focused area 

in the downtown that has a sense of place. The project will likely consider how we create 

spaces that meet the needs of the residents and businesses in Richmond Hill, including 

opportunities such as those created in a Town Hall building or through other Town assets in 

the area. 

The Civic Precinct Project will align with a number of studies and initiatives that have been 

completed (Downtown Design and Land Use Strategy, approved by Council in June 2009 

and the Town’s new Official Plan, approved by Council in July 2010) or are underway (Town 

Hall Relocation Project which is investigating the use as well as building and financing 

options). 

Additional staff resources are required to support this project. 

Program Description: 

Staff proposes that a Project Manager position be approved for a two year period to support 

the Civic Precinct Project and that the position be offered as an secondment opportunity to 

Town staff. Should it be approved, the position will report to the Director, Strategic 

Initiatives, Office of the Chief Administrative Officer and focus on assisting with the effective 

and efficient project management of the Civic Precinct Project. Project requirements 

including development of the terms of reference, scope of work, timing and engagement 

approach will be confirmed in early 2011. The specific responsibilities include: 

• Undertake activities identified in the scope of work; including identifying key 

directions, making recommendations, and developing and executing an 

implementation plan; 

• Building on the directions of key Town plans such as the Strategic Plan and Official 

Plan, plus the work underway on the Town Hall Relocation Project, identify ways to 

advance the development of a civic precinct in Downtown Richmond Hill; 

• Liaise with Council, the Civic Precinct Task Force, the staff working group and the 

community; 

• Prepare reports, discussion papers and presentations for consideration by Council, 

the Civic Precinct Task Force, the staff working group and the community. 

20

Strategic Alignment: 

Hiring a Project Manager for the Civic Precinct Project supports achievement of the Town’s 

Strategic Plan and Official Plan. It is envisoned that the civic precinct project will support the 

Strategic Plan by assisting with making stronger connections, providing better choice to 

achieve our community vision, bolster the vibrancy of the Town and demonstrate wise 

management of the Town’s and community’s resources. This project will support the Official 

Plan by creating an area that exemplifies the new kind of urban desired by Town Council 

and the community. 

Comparative Analysis: 

The approach being proposed in this business case of having temporary project specific 

staffing seconded from within the Town’s complement of staff is consistent with past 

practices at the Town. This approach was used to provide staff resources for the Downtown 

Task Force when a Downtown Facilitator position was created as a secondment in the 

Strategic Initiatives Division. 

Analysis of Alternative Approaches: 

An alternative approach to hiring a Project Manger for a two year period is to hire an 

external consultant for this project. This approach is not the most desirable one for two main 

reasons: first, the cost of hiring a consultant would likely exceed the cost of hiring temporary 

staff making it a much more expensive endeavour, and second, a consultant wouldn’t 

necessarily become as familiar with the project and the organzation as an ‘embedded’ staff 

person potentially impacting the quality of the recommendations and implementation. 

Cost and Benefit Analysis: 

Cost: 

The 2011 cost (effective July 1 st ) is $57,500 for salary and benefits, with a full year cost of 

$113,400 (additional $55,900 in 2012). It is recommended that this two year secondment 

be funded from the Tax Rate Stabilization Reserve. 

Benefits: 

Hiring a Project Manager to support the Civic Precinct Project will enable staff to advance 

one of Council’s priorities for this term of Council. 

Conclusions and Recommendations: 

Approving this position will enable staff to focus on an important priority for the Town. It is 

recommended that this two year internal secondment position be approved as part of the 

Strategic Initiatives complement of staff. 

21

BUSINESS CASE – NEW STAFF REQUEST 

Project Manager, Strategic Initiatives (Service Improvement) 

Secondment/Contract 

Overview: 

The service improvement function within the Town is located in the Strategic Initiatives 

Division of the Chief Administrator’s Office. The Strategic Initiatives Division support the 

Chief Administrative Officer in directing and championing the Town’s long-term strategic 

planning, developing corporate policy, economic development, corporate performance 

monitoring, organizational reviews, service improvement initiatives, grants and 

fundraising, and corporate communications. Staff in this division also take a lead role in 

special projects as directed by the Council and the CAO. A example of a recent service 

improvement initiative project managed by Strategic Initiatives staff is the Procurement 

Review, which resulted in a new Financial Control By-law, Procurment By-law, 

numerous procedures and staff training. 

In March 2010, Council approved Phase Two of the organizational review of the Town’s 

administrative structure. Six key findings common to all departments were identified 

from the Phase Two Review: alignment with long term planning, public service focus, 

environment focus, staffing trends, effective consultation and service improvement 

capacity. 

The need for service improvement capacity led to the identification of one position for 

each department to undertake this work. The mandate of each position is to support the 

Commissioner in achieving organizational change, process improvement and common 

service standards. While these positions have been identified in each department’s 

organizational structure, job descriptions and salary scales have not yet been 

developed and there is no funding for these positions at this time. 

One of the next steps identified in the Organziational Review Phase Two report was to 

work with the Commissioners to identify and prioritize service improvement projects and 

priorities. This has been completed and the following have been identified as priorities 

for service improvement for the next several years: 

• Regulatory Services Review (Planning and Regulatory Services Department) 

• Facility Repair Process Review (Environment and Infrastructure Department) 

• Front-line Service Delivery Model (Community Services Department) 

• Development Services Review (Planning and Regulatory Services Department) 

The Facility Repair Process Review and the Front-line Service Delivery Model projects 

are expected to be completed using existing staff resources in Strategic Initiatives. The 

two other priority projects, the Regulatory Services Review and the Development 

Services Review, will require additional staff resources. Of these two reviews, the 

Regulatory Services Review is the first priority for the Commissioner of Planning and 

Regulatory Services, and staff resources are being requested for this purpose. A review 

of this particular service function will result in a framework of enforcement for the Town 

that can be applied to all Town by-laws by clarifying how enforcement should be 

managed and recommend changes to the way that enforcement happens at the Town. 

22

Program Description: 

Staff are proposing that a Project Manager, Strategic Initiatives (Service Improvement) 

be approved for a two year period to complete the Regulatory Services Review and that 

the position be offered as an internal secondment opportunity or external contract. 

Should it be approved, the position will report to the Director, Strategic Initiatives but 

work closely with the Manger, Policy and Intergovernmental Affairs (Project Lead), and 

the Commissioner of Planning and Regulatory Services and the Director, Building 

Services/Chief Building Official. The rationale for this reporting relationship rather than 

one where this position reports directly to the Commissioner is to assist with the 

management and approach to this project. It is envisioned that the proposed position 

would work closely with the Commissioner and her staff throughout the project. 

This proposed position would focus on assisting with the effective and efficient project 

management of the Regulatory Services Review. Project requirements such as the 

terms of reference, scope of work, timing, confirming a staff working group and 

consultation requirements will be confirmed early in 2011. The specific responsibilities 

will include: 

• Implementing the project scope of work; 

• Work with the staff working group and other stakeholders, engaging them 

regularly; 

• Prepare reports, discussion papers and presentations for consideration by the 

staff working group; 

• Understand existing enforcement practices at the Town, including what works 

well and what challenges must be addressed; 

• Benchmark against other municipal enforcement frameworks identifying best 

practices; 

• Develop a new framework for enforcement; 

• Recommend changes to support management functions and improve service 

delivery effectivness and efficiency; 

• Develop an implementation plan for the project; 

• Assist with implementation of the project, including development of new policies 

and procedures. 


Hiring a Project Manager for the Regulatory Services Review supports achievement of 

the Town’s Strategic Plan and the goals of the Phase Two Organizational Review. By 

moving forward with a service improvement project such as this one, that will positively 

impact the Town’s approach to Regulatory Services, it demonstrates a commitment to 

excellent public service on which the Strategic Plan and Organziational Review are 

founded. 

23


In addition to the Town’s own service improvement initiatives, other municipalities have 

staff engaged in this type of work. For example, the City of Waterloo has seconded staff 

to work on these types of initiatives, and both the Region of York and Town of 

Newmarket identify continuous improvement as an important corporate initiative. 


An alternative approach to hiring a Project Manger for a two year period is to hire an 

external consultant for this project. This approach is not the most desirable one for two 

main reasons: first, the cost of hiring a consultant would likely exceed the cost of hiring 

temporary staff making it a much more expensive endeavour, and second, a consultant 

wouldn’t necessarily become as familiar with the project and the organzation as an 

‘embedded’ staff person potentially impacting the quality of the recommendations and 

implementation. 


Cost: 

The 2011 cost (effective July 1 st ) is $57,500 for salary and benefits, with a full year cost 

of $113,400 (additional $55,900 in 2012). It is recommended that this two year 

secondment be funded from the Tax Rate Stabilization Reserve. 

Benefits: 

Hiring a Project Manager to support the Civic Precinct Project will enable staff to 

advance one of Council’s priorities for this term of Council. 


Approving this position will enable staff to complete a review of an important service 

area. It is recommended that this two year internal secondment or external contract 

position be approved as part of the Strategic Initiatives complement of staff on behalf of 

the Commissioner of Planning and Regulatory Services. 

24

BUSINESS CASE 

IMPLEMENTATION OF THE TOWN’S ECONOMIC 

DEVELOPMENT MARKETING STRATEGY 

PREPARED BY 

GWEN MANDERSON 

DIRECTOR, STRATEGIC INITIATIVES 

Overview/Background: 

At the November 10, 2011 meeting of the Economic Development Task Force, 

SRCAO.11.21 discussed and presented the Economic Development Marketing 

Strategy. This Strategy was completed as part of the implementation of the Town’s 

Economic Development Strategy and will guide staff as they plan and implement 

programs to promote Richmond Hill. It will assist the Town in effectively positioning its 

brand, reach target audiences and grow awareness of the business community in 

Richmond Hill and beyond. 

The Strategy provides recommendations on strategies and tactics that should be 

employed to enhance the Town’s marketing efforts. Some of the strategies include: 

development of key messages; identification of target audiences; the direction to 

minimize one-way advertising and related marketing efforts and to focus on two-way 

relationship building with key influencer groups – “lead generators” – to sustain 

relationships with key industry sectors, emphasize media relations and communications 

activity and whenever possible to move the majority of awareness building activity 

online and into the social media community. 

In SRCAO.11.21, staff had identified a number of the actions and costs for 

implementation of the Marketing Strategy. The staff report proposed that current and 

new marketing efforts would be phased in over the remainder of 2011, 2012 and 2013. 

The response of the Task Force to this timeline, as noted in the Extract from the Task 

Force meeting, was to advise of their desire to see interest and excitement generated at 

the introduction of the Marketing Strategy. The need for an increased budget for the 

project was noted by Task Force Members to provide a stronger start to the Strategy. 

On November 14, 2011 Council approved the recommendations of the Economic 

Development Task Force from its meeting on November 10, 2011, as follows: 

a) That SRCAO.11.21 regarding the Economic Development Marketing 

Strategy be received and that the Economic Development Task Force 

Committee recommend to Council that the Economic Development 

Marketing Strategy attached as Appendix A to SRCAO.11.21 be 

approved; 

b) That the Economic Development Task Force recommend to Council that 

staff investigate possible options and related costs to accelerating the 

Economic Development Marketing Strategy and report out through the 

2012 Budget process. 

This business case responds to Council’s direction. 

25

BUSINESS CASE 



PREPARED BY 



Project Description: 

Council has already approved the Marketing Strategy. At Council’s direction, this 

business case requests increased funding to accelerate the implementation of the 

Strategy. Accelerated funding will allow for immediate (2012) action on the following 

marketing tactics: 

1. General Purpose Marketing 

a) Website - creating a mobile-friendly website, and restructuring the navigational 

structure in order to ensure the information is easy to find and access. 

b) Social media – continue and enhance current social media activity. 

c) E-newsletters – create e-newsletters for general audience and sector specific. 

d) Brochures, folders etc. – redesign of marketing materials with a focus on the four 

key sectors and the benefits offered by Richmond Hill. 

e) Advertising - minimize advertising and maximize media relations. 

2. Lead Generators 

Focus on key lead generators through a variety of methods (direct mail, networking 

through associations and one-on-one calls, web site/on-line presence). 

3. Sectors of Focus 

a) Develop sector specific literature. 

b) Increase participation in sector specific associations, networking, events. 

4. Marketing to the Existing Richmond Hill Businesses 

a) Continue with the corporate calling program, attend local events, create 

information packages, e-newsletter. 

26

BUSINESS CASE 



PREPARED BY 



Staffing Requirements/Project Costs: 

Staffing 

The consultant’s report identifies the need for dedicated staff resource to assist with the 

implementation of the marketing study, either a full time or .75 FTE position. This 

resource is required to get the marketing plan underway and implemented working with 

and supporting the two Coordinators, Economic Development. 

Within the existing Strategic Initiatives budget, funding is available for a six month 

Program Assistant position to fill this need. However, to accelerate the implementation 

of the Economic Development Marketing Strategy, one time funding for another half 

year would be required for 2012. The total salary and benefits for a half year of funding 

is $30,550. One time funding only is being requested as staff envision being able to 

accommodate this work on a part time basis in 2013 and beyond. 

Project Costs 

Current economic development marketing efforts are funded within the Strategic 

Initiatives Division, Office of the Chief Administrative Officer budget. To implement the 

Marketing Strategy, approximately $180,400 is required. The costs identified in the 

consultant’s report for marketing and promoting the Town include: 

Website update $ 25,000 

Development of materials $ 51,000 

Sponsorship $ 20,000 

Local Event Expenses $ 22,000 

Advertising $ 30,000 

Printing $ 17,000 

Redesign existing marketing materials $ 15,000 

Total $180,000 

Of this amount, approximately $70,000 can be funded through the Strategic Initiatives 

budget (including funds spent in the 2011 – Q4 and 2012 budget) and $25,000 through 

the corporate website project. 

27

BUSINESS CASE 



PREPARED BY 



The remaining $85,000 will be required to accelerate the Strategy, as follows: 

Development/design of marketing materials $15,000 

Sponsorship $20,000 

Local Events $20,000 

Advertising $30,000 

Total $85,000 

The sponsorship, local events and advertising funds would be required each year to 

sustain this level of marketing. 

The total funding request to accelerate the Marketing Strategy is as follows: 

Staffing (one half year in 2012) $ 30,550 

Project Costs (sponsorship, local events and advertising) $ 85,000 

Total $115,550 

The Economic Development Marketing Strategy prepared by the MacMillan Marketing 

Group provides a good basis for further assessment and planning in the design of a 

web presence focused on and limited to Economic Development. 

Already scheduled to commence this year is the development of a broader Town-wide 

internet strategy as part of the IT Strategic Plan. This undertaking will not only leverage 

efforts completed by departments such as the Economic Development Marketing 

Strategy, but will be performed in a consultative manner with all departments to gather 

prospective opportunities to deliver improved and more flexible means to interact with 

residents, partners and the public. This strategy will also consider other critical elements 

such as the technology platform, other planned projects and back office systems to 

ensure that opportunities to leverage current and planned technology investments and 

skills, both at the Town and in our broader community of the Region and neighbouring 

municipalities, are leveraged. 

28

BUSINESS CASE 



PREPARED BY 



In an effort to stay-the-course and review Town-wide needs for an improved web 

presence in the development of a corporate strategy, reorganization of the Economic 

Development website will be included in development of the broader Town-wide Internet 

Strategy. Economic Development will work with Information Technology to investigate 

opportunities to make cost-effective changes to the current website in 2012. 


The Economic Development Marketing Strategy helps to achieve the goals of the 

Economic Development Strategy, which in turns helps to achieve the goals of the new 

Strategic Plan. In particular, the goals and actions detailed in this strategy help to 

achieve “Better Choice in Richmond Hill”. By attracting and retaining business in 

Richmond Hill, our residents are provided with better options for working and doing 

business. 


As part of business retention and attraction efforts, all municipalities focus on marketing 

the community. The Marketing Strategy includes a brief analysis of marketing best 

practices of other GTA municipalities including Markham, Guelph, Mississauga, 

Vaughan and Oakville, as well the City of Calgary. Included in the review were 

international cities: of Lisburn, Ireland (near Dublin); Croydon, England; Brisbane, 

Australia. No costs for marketing were included in the analysis. 


Another option for Council to consider is to reduce the funding for sponsorship and 

advertising. This would still allow for acceleration of the implementation items but with 

some limitations. This alternative would be based on funding the following items: 

Development/design of marketing materials $15,000 

Sponsorship (reduced from $20,000) $10,000 

Local Events $20,000 

Advertising (reduced from $30,000) $15,000 

Total $60,000 

29

BUSINESS CASE 



PREPARED BY 




Accelerating the implementation of the Strategy by providing additional funding of 

$85,000 is a good investment in the Town. With this increased funding, there is an 

increased opportunity for Council and staff to market the Town to attract significant 

investment and employment. 


As directed by Council, staff have provided options and costs related to accelerating the 

Economic Development Marketing Strategy. Staff are recommending that the request 

for an additional $115,550 to accelerate the Strategy be approved. 

30

Overview 

BUSINESS CASE - NEW STAFF REQUEST 

Director, Communication Services Position 

At its meeting on October 22, 2012, Council approved a mulit-year Communications Strategy 

for the Town and directed staff to prepare a business case for a Director, Communication 

Services to be considered as part of the 2013 Operating Budget process. The Council Extract, 

staff report SRCAO.12.17 and the Communications Strategy are attached to this business 

case. 

The Communications Strategy will refresh the Town’s approach to communications so that it is 

more strategic and aligned with community expectations for two-way communication from their 

municipality. It will also help to foster a culture of communications within the organization that 

will contribute to enhanced engagement and service to the community. To accomplish this a 

different approach to communications delivery is necessary where the communication activities 

of the Town are centralized whenever possible, the necessary skills and experience are in 

place, there is a communications team for all essential service areas and appropriate and 

needed communication related processes, tools and tactics are in place. This approach 

requires additional capacity in a senior role. 

Currently, Communication Services staff are part of the Strategic Initiatives Division of the 

Office of the Chief Administrative Officer reporting to the Director, Strategic Initiatives. In 

addition to the Communication Services responsibilities, the Director of Strategic Initiatives is 

also responsible for other functional areas including strategic planning, economic development, 

significant grants and gas tax funding, service improvement and other strategic initiatives such 

as the Civic Precinct Project. 

Given the increased expectations to refocus and enhance the Town’s communications 

approach outlined in the Strategy and the additional capacity required for success, a dedicated, 

full time Director, Communication Services is required. 


Staff are proposing that a full time Director, Communication Services be approved. Should it be 

approved, the position will report to the Chief Administrative Officer. 

This position would provide communications leadership in the form of strategic communication 

planning and advice, the capacity and ability to cultivate relationships with the media, issues 

management identification and advice, brand management, account management services, and 

training and development planning for Communication Services staff and the organization. 

The Director would also be responsible for communication governance and the provision of 

communication services. Communication governance is defined as the authority to enforce 

guidelines and protocols for the effective management and communication for brand positioning 

and use, issues and crisis, media relationships and interaction and communications planning. 

Communication services include the following activities: 

• managing the development of annual department and project communication plans 

• distribution of community information materials and Town printed materials 

• issues management, including briefing and issues notes for the Mayor, members of Council 

and senior staff 

• managing relationships with mainstream and ethnic media 

• developing media material and coordinating media interviews 

31



• coordinating media training for Town spokespersons 

• identifying and pursuing ongoing media coverage including developing proactive and tailored 

media pitches and pursuing coverage of significant Town events 

• monitoring and providing analysis of media coverage and distributions of media clips to 

Council and staff 

• preparing written materials such as speeches and key messages for the Mayor 

• preparing Council highlights and delivering to media 

• developing internal communication products for employees 

• provide graphic/creative services. 

Strategic Alignment 

Approving this position will support the Town’s Strategic Plan, the Communications Strategy 

and the workplans of Town Departments. Communication is an important theme in the Town’s 

Strategic Plan. The Phase 1 and Phase 2 Implementation Plans identified the need and role of 

a Communication Strategy and demonstrated how important communications is to the six key 

areas of focus that support the implementation of the Strategic Plan. 

Comparative Analysis 

Having a full time dedicated Director, Communication Services is consistent with practices in 

other municipalities.For example, within York Region, the City of Markham, City of Vaughan, 

Town of Newmarket and Town of East Gwillimbury have dedicated full time communication 

Directors. Outside of York Region, other municipalities also use this model including the City of 

Mississauga, City of Calgary and the City of Waterloo. 

Analysis of Alternative Approaches 

An alternative approach to having a full time dedicated Director, Communication Services is to 

continue the current reporting relationship to the Director, Strategic Initiatives. Should this 

alternative be selected, it will be necessary to re-evaluate the Communication Strategy and its 

implementation plan to determine what can be achieved within the current staff capacity. 

Cost and Benefit Analysis 

Costs 

The total operating and capital costs for 2013 for creating a new Director, Communication 

Services position is $65,000. Operating costs total $57,000 and consist of pro-rated salary and 

benefits from September to December, as well as estimates for professional memberships and 

mileage. Capital costs total $8,000 and consist of costs for furniture, a computer, software and 

telephone requirements. 

32



The 2014 costs are $171,900. The detailed breakdown of costs for both 2013 and 2014 are 

found in the chart below. 

Benefits 

Current Year 

(2013) Impact 

Full Year (2014) 

Impact 

Start Date 

01-Sep-13 

Full Time or Contract Full Time Full Time 

CUPE/Admin/SEA/FIRE Admin Admin 

Grade 10 10 

Step 1 2 

Annual Salary $ 131,100 $ 137,800 

Annual Benefit 30,800 32,400 

Operating Costs 

Salaries (Prorated Salary Based on Start Month) $ 43,700 $ 137,800 

Benefits 10,300 32,400 

Corporate allocation for training 300 300 

Corporate allocation for conference 1,400 1,400 

Membership 800 800 

Mileage 500 500 

Total Operating Costs $ 57,000 $ 173,200 

Capital Costs 

Furniture & desktop with standard software (Desktop or 

Laptop Computer, Standard Corporate Software, Land 

Line Telephone and Associated Service costs, 

Data/Telco cable runs etc.) 

$ 8,000 $ 

- 

Total Capital Costs $ 8,000 $ 

- 

Total Costs $ 65,000 $ 173,200 

Funding Source 

Tax Rate $ 65,000 $ 173,200 

Total Funding Sources $ 65,000 $ 173,200 

Approving this position will enable the Town to refresh the Town’s approach to communications 

so that it is more strategic and aligned with community expectations for two-way communication 

from the municipality. It will also help to foster a culture of communications within the 

organization that will contribute to enhanced engagement and service to the community. 

Conclusions and Recommendations 

The Communications Strategy approved by Council and identified as an important 

implementation item in the Town’s Strategic Plan sets out a path for enhanced communication 

capacity and effectiveness for Richmond Hill. A full time dedicated Director, Communication 

Services is required to provide the staff capacity to implement this strategy. 

33

EXTRACT FROM COUNCIL MEETING 

C#34-12 HELD OCTOBER 22, 2012 

CONFIRMATORY BY-LAW NO. 109-12 

1.0 Minutes - Committee of the Whole meeting CW#17-12 held on 

October 15, 2012 

1.12 2012 Communications Strategy – (SRCAO.12.17) (Item No. 7) 

Moved by: 

Seconded by: 

Regional and Local Councillor Spatafora 

Regional and Local Councillor Hogg 

An amendment was: 

a) That Council approve the 2012 Communications Strategy 

attached as Appendix ‘A’ to SRCAO.12.17; 

b) That a business case be prepared for staffing support for the 

Communication Services Section to be considered as part of 

the 2013 operating budget process; 

c) That staff report annually on the implementation of the 

Communications Strategy. 

Moved by: 

Seconded by: 

Councillor Beros 

Councillor Perrelli 

That (b) be amended to exclude the position of Director of 

Communication Services. 

A recorded vote was taken, as follows: 

In Favour: 

Opposed: 

Councillor Beros, Councillor Perrelli 

Regional and Local Councillor Spatafora, Councillor Liu, 

Councillor Foster, Regional and Local Councillor Hogg, 

Councillor Chan, Mayor Barrow, Councillor Papa 

The motion Failed 2 – 7 

(continued) 

34

EXTRACT FROM COUNCIL MEETING 

C#34-12 HELD OCTOBER 22, 2012 

CONFIRMATORY BY-LAW NO. 109-12 

Moved by: 

Seconded by: 

Regional and Local Councillor Spatafora 

Regional and Local Councillor Hogg 

Rec. 13 a) That Council approve the 2012 Communications Strategy 

attached as Appendix ‘A’ to SRCAO.12.17; 

b) That a business case be prepared for staffing support for the 

Communication Services Section to be considered as part of 

the 2013 operating budget process; 

c) That staff report annually on the implementation of the 

Communications Strategy. 

A recorded vote was taken, as follows: 

In Favour: 

Opposed: 

Absent: 

Regional and Local Councillor Spatafora, Councillor Chan, 

Mayor Barrow, Councillor Papa, Councillor Liu, Councillor 

Perrelli, Councillor Foster, Regional and Local Councillor 

Hogg 

None 

Councillor Beros 

The motion Carried Unanimously 8 – 0 

35

Appendix A 

SRCAO.12.17 

2012 

Communications 

Strategy 

DRAFT 

42

1 

2 

3 

4 

5 

INDEX 

Introduction 1 - 6 


Overview 7 - 9 


Strategy 10 - 20 

Implementation 

Plan 21 - 29 

Appendices 30 - 35 

43

1INTRODUCTION 

Introduction 

Richmond Hill’s first Communications Strategy has been 

inspired by the Town’s Strategic Plan and the desire to 

provide exceptional public service to the community. 

1 

Communication is an important theme in 

the Town’s Strategic Plan. The Phase 1 and 

Phase 2 Implementation Plans identified 

the need and role of a Communications 

Strategy and demonstrated how important 

communications is to the six key areas of 

focus that support the implementation of 

the Strategic Plan. 

The first three areas of focus set out how we will act: 

We will provide leadership, engage the community and focus on 

communication. We will leverage our strengths in these areas. 

The remaining three areas of focus set out what we will do: 

We will complete and align Town plans to the Strategic Plan, undertake new 

initiatives and also invest in our community. We will build on what we are doing 

now by advancing new initiatives and investment that will move us forward. 

Communication is key to how we will act and impacts what 

we do. 

Providing leadership means engaging our community and others, as well as 

influencing and advocating for the Town’s future, and relies on understanding 

and communicating the Town’s priorities to our partners and other levels of 

government. 

44 

Engaging the community means leading an active, meaningful connection 

based on mutual interests and common goals: in this case the Town’s future. 

Success is dependant on being strategic in our efforts to enhance community 

engagement by identifying new communication opportunities and tools, and 

through staff education and training in this area.

2INTRODUCTION 

45 

Focusing on communications means initiating dialogue, listening, and 

responding to what we hear from the community. It involves fostering an 

understanding of what we do and raising awareness in the community of 

our programs and services. It also means improving how and what the Town 

communicates and continually evaluating the ways in which we communicate 

to learn how to do it better. Improving communication requires maximizing 

current tools and technology, marketing the Town in a consistent manner and 

strengthening our relationships with the media. 

The Town’s success in meeting its mandate and mission depends in part on 

creating a culture of communication within the organization. We will need 

to be more strategic in our approach to managing issues and bold with 

getting out the good news about Richmond Hill. With expectations from the 

community for more information and engagement in a way that resonates 

with them, there is a need to ensure that communication is a two-way activity. 

This Communications Strategy, will help us to implement the Strategic Plan 

and refocus communication efforts over the next four years. It will support 

how we act and also what we do by setting out a vision, goals and principles 

for communication, identifying strategic directions for communication, and a 

plan for implementation. It will support the Town in its role as a provider of 

public services by setting a standard for communicating. 

This strategy is a living document, especially where new growth, change and 

new technologies can dramatically redirect the Town’s messages and activities. 

Consistent effort should be taken to gauge public perception, and dialogue 

with stakeholders in order to continually revisit and refine the strategy. 

This Strategy was developed jointly by consultants at The Letter M Marketing 

and Town staff. 

64 

% 

of residents feel that there are 

meaningful opportunities to 

47 

engage with or be consulted 

on important town matters. 

2012 – Richmond Hill Community Survey 

Communications Context 

Town of Richmond Hill 

In Richmond Hill, Communication Services is located within the Strategic 

Initiatives Division of the Office of the Chief Administrative Officer. Reporting 

to the Director, Strategic Initiatives, Communication Services staff include 

a Manager, Communication Services, a Senior Communications Officer, 

three Communications Officers, a Design and Production Coordinator, 

a Graphic Designer and a part-time Design and Production Assistant. 

With Communication staff assigned to specific departments, there is a 

better understanding of departmental needs and in turn more responsive 

communications assistance. 

Communication Services is responsible for communication governance and 

the provision of communication services. Communication governance is 

defined as the authority to enforce guidelines and protocols for the effective 

management and communication of: 

• brand positioning and use 

• document quality control 

• issues and crisis 

• media relationships and interaction 

• communications planning 

• how and when to work with the Communication Services staff 

• ensuring effective information flow across the organization 

• encouraging and receiving ongoing staff feedback 

media 

advisories sent out by 

Communication Services in 2011

3INTRODUCTION 

1, 263,943 

hits 

for the Town’s 

website in 2011 

59 

unique 

media outlets receive the 

Town’s releases and advisories 

46 

Communication Services provides a range of communication services, 

including: 

• managing the development of annual department and project 

communication plans 

• distribution of community information materials and Town 

printed materials 

• issues management, including briefing and issues notes for the 

Mayor, Members of Council and senior staff 

• managing relationships with mainstream and ethnic media 

• developing media material and coordinating media interviews 

• coordinating media training for Town spokespersons 

• identifying and pursuing ongoing media coverage including 

developing proactive and tailored media pitches and pursuing 

coverage of significant Town events 

• monitoring and providing analysis of media coverage and 

distributions of media clips to Council and staff 

• preparing written materials such as speeches and key 

messages for the Mayor 

• preparing Council Highlights and delivering to media 

• developing internal communication products for employees 

• provide graphic/creative services. 

In 2007, a Communications Audit was undertaken as part of the Town’s 

commitment to improving communications with its key stakeholders and 

recommended actions to develop a strong focus on public engagement and 

a more strategic approach to communications corporately. Since Council’s 

approval of the Audit, Town staff have been implementing its recommendations 

and in doing so has improved its communications, focusing on these two areas. 

Community engagement has 

improved significantly over the last few years. Beginning with the development 

of the Strategic Plan and Official Plan, People Plan Richmond Hill is now the 

model for community engagement used for all of the Town’s major plans 

and strategies. It was designed to consider the needs of the community and 

incorporated many new and innovative forums to facilitate dialogue using the 

appreciative inquiry consultation practice. There is now an expectation from 

the community that this type of engagement be the standard for consultation 

and it has been employed in the development of the Cultural Plan, Public Art 

Policy, People Place Richmond Hill (Civic Precinct Project), Parks Plan and 

Recreation Plan. The Environment Strategy is expected to use the People Plan 

approach as it is developed. 

More online services are now available including 

scheduling a large appliance collection date, reporting 

an issue with trees located on Town lands, streets, open spaces and parks, 

and locating Town facilities using Google Maps. There is also a my-waste app 

that provides garbage and recycling schedules and reminders. 

The Town is committed to enhancing its website to further improve service 

delivery and is developing a web strategy and roadmap that will ensure 

electronic access to public services, serve as a communications tool and 

streamline business operations.

4INTRODUCTION 

47 

Progress has been made to overcome perceived barriers to civic 

engagement. With Council’s approval of a Translation Policy, important 

information regarding new programs and initiatives requiring compliance and 

participation by the majority of the community, as well as matters relating 

to the health and safety are translated into Chinese, Farsi and Russian, 

reflecting the most common languages spoken in Richmond Hill other 

than English. Assistance with information about Town services is available in 

more than 170 languages using Language Line Services in Access Richmond 

Hill. Contracted through the Town, Language Line Services will provide an overthe-phone 

interpretation service, through a three-way telephone conversation 

between Town staff, an interpreter and the resident who requires services in 

languages other than English. 

There has been an increase in recognition and promotion of the Town’s 

leadership and innovation. The Town has been recognized for its achievements 

in many areas in the last five years with a number of awards having been 

received for strategic planning, embracing diversity in governance, community 

safety, inclusive and accessible recreation facilities, excellence in park design, 

sustainable landscape design, raising awareness about public works, efforts 

to adapt to climate change, commitment to waste reduction and as a City of 

the Future. The Town’s communication efforts have also been recognized in 

2010 for communicating and engaging the community in the development of 

the Strategic Plan and in 2011 and 2012 for its branding project. More stories 

about the Town and its achievements are being shared with and covered by 

the media. 

Internal communications and cross-departmental communications have 

improved. Two internal communication channels are now in place: RHGallery, 

a photo library available for the use of Town staff for corporate initiatives 

and RHLink, an internal intranet for staff. Cross-departmental teams now 

support the development of major plans and Town initiatives providing more 

opportunities for communication amongst staff. 

Communication tools have been enhanced to make them more effective. 

Communications staff have a more significant role in reviewing and commenting 

on publications prior to their printing and distribution. The Town’s Bulletin 

Board pages have been redesigned to include the Town’s colours and brand 

to make it more recognizable as a Town communications channel. Having 

a more centralized communication function, with a design and production 

function, has allowed for better coordination and consistent messaging 

about the Town. With Council’s approval of the Branding Strategy, the Town 

has a brand that showcases it as a dynamic community, rich in history with 

an exciting future. Communications staff, along with Departmental Brand 

Ambassadors, continue to implement the Brand Strategy. Implementation 

has included a redesign of the Town’s website, new signage on Town facilities 

and branding of some Town vehicles and print materials. 

The design and readability of the Town’s print publication continues to improve 

and corporate information is now included in both the Community Recreation 

Guide and Waste Management Calendar. 

The Town has also been building on its positive media relationships. With 

the addition of backgrounders to media releases, more comprehensive 

information and details are now available to assist in telling the Town’s story. 

There is more engagement with the ethnic media and Council Highlights are 

now available earlier for the media. 

A more advanced issues and crisis management program is now in place. 

The Town’s approach to issues management has been better defined and 

expanded to include training for senior staff, more comprehensive and 

strategic issues notes, as well as templates and advice, helping to embed 

it in the organization. Issue notes for Council and staff are developed and 

distributed to Council and senior staff on matters of Town interest. 

The role of Communication Services is more clearly defined and continues to 

be communicated to the organization.

48 

The Community 

Richmond Hill is one of the fastest growing and most diverse municipalities 

in Canada. The Town is home to approximately 190,000 people, with over 

70 languages spoken by Richmond Hill residents. Half of the Town’s residents 

are between the ages of 20 and 49, and the median age of residents is 39.8 

years. Richmond Hill has the most educated workforce in Canada and more 

than 4,000 businesses are located in the Town. 

Richmond Hill is the 

26 th largest 

Municipality in Canada 

2011 Census – Statistics Canada 

Canada’s most 

educated workforce 


One of the 

top 6 most attractive 

cities in Canada 

2012 City Magnets II Report – Conference Board of Canada 

70 languages 

spoken in Richmond Hill 


The 2012 Community Survey provides information about opportunities for 

engagement and the communication methods used by the Town’s residents. 

Sixty-four per cent of residents believe there are meaningful opportunities to 

engage with or be consulted on important Town matters. Survey respondents 

indicated that they obtain information about community activities, events 

and programs through the Waste Management Calendar (74%), stories or 

editorials in The Liberal Newspaper (68%), the Community Recreation Guide 

(68%), the Bulletin Board Pages of The Liberal Newspaper (67%), and Town 

newsletter and brochures (61%). The preferred sources of information are the 

Bulletin Board Pages in The Liberal newspaper (26%), stories and editorials 

in The Liberal newspaper (19%) and the Town’s website (16%). 

Survey results of where respondents 

obtain their information about community 

activities, events and programs: 

74 % Waste Management Calendar 

68 

68 % 

67 % Bulletin Board pages of 

The Liberal Newspaper 

2012 – Richmond Hill Community Survey 

% Stories or Editorials in 

The Liberal Newspaper 

Community Recreation Guide 

5INTRODUCTION

6INTRODUCTION 

The communications environment has changed during the Audit’s 

implementation timeframe. Technology has altered the way that people 

communicate and access information. Although traditional communication 

tools play a significant role, on-line tools such as social media and websites 

are well established and in certain sectors and age groups are the preferred 

method for communicating and accessing information. Recognizing the value 

of social media, Richmond Hill has 16 Facebook pages (with approximately 

2,200 likes in total) and 8 Twitter accounts (with approximately 2,000 

followers in total) for specific projects and initiatives. 

While residents may be using social media for many things, it would appear 

that the website and social media are not the preferred communication 

methods at this time for Town information. There is an opportunity for the 

Town to better leverage these tools to provide exceptional public service and 

provide opportunities to have a say in major decisions affecting the community. 

Implementation of the Communications Audit and embracing social media 

has supported the maturation of the Town’s approach to communications. 

With a stronger communications foundation in place, developing a Town-wide 

Communications Strategy is a natural next step in this evolution. 

86 % of Canadians are active Internet users 

58 

33 

% 

of Internet users access through their 

Smartphones 

Individual Internet use and E-commerce 2011 

2.8 

% 

of those use Social Media 

Individual Internet use and 

E-commerce 2011 – Statistics Canada 

– Statistics Canada 

1,333 

subscribers 

hours a day 

are spend by Canadians on their 

Smartphones 

Canadians Maturing as Mobile Users, 2012 – Ipsos-Reid 

to myRH 

49

7COMMUNICATIONS OVERVIEW 


Overview 

2 

Richmond Hill is already doing many 

good things to educate and engage its 

citizens and related stakeholders with 

clear, effective information. Innovative, 

successful approaches to creating 

community dialogue during People Plan 

Richmond Hill laid the groundwork for 

quality community engagement, and 

established the Town as a leader in 

this field. 

Feedback received in the 2012 Community Survey reveals a high level 

of satisfaction amongst citizens with their ability to access information 

accurately and efficiently. The survey also provides invaluable direction on the 

effectiveness and usability of communication tools in use today. The current 

arsenal of outbound communication tools includes newsletters, media 

relations and advertising, an actively maintained website, use of social media 

and creation of literature. 

The Town has laid the groundwork with innovative recent community 

engagement activity, providing effective public-facing service operations, 

close to the necessary staffing capacity within Communication Services, and 

an openness – expectation, even – to approach communications in new, 

creative and even daring ways. 

Clearly, the Town is starting from a position of strength: there are clear internal 

and community capacity for bold thinking, a demonstrated community 

interest in engagement and dialogue, and most importantly, commitment 

at the highest levels of management to make communication and access to 

information a priority. 

50

8COMMUNICATIONS OVERVIEW 

51 

That being said, analysis shows there is room for improvement in these 

activities and others, and opportunity to emerge as a best-in-class leader in 

this area. Challenges include providing strategic communications leadership 

and cohesive, integrated communications across the organization; centralizing 

messages and themes; reaching and engaging more frequently with 

audiences through existing and newly-created channels; using both traditional 

and less conventional communication methods; and effectively measuring 

communication effectiveness. 

All that is needed to galvanize these audiences is focused communications 

leadership, a strategic and engaging communications approach, significantly 

enhanced internal channels and a centralized approach, and a focused plan 

to guide the way. The challenges to the successful implementation of such a 

communications strategy are real and numerous – they include resources, 

organizational motivation/understanding, and fragmented audiences that 

together rely on a vast range of channels for their information. 

Discovery 

The discovery phase of the Town’s communications strategy included the 

completion of: 

• Initial research – review of Town presence online and with media, 

developments and key stakeholders; review of Strategic Plan 

documents and the Town’s 2007 Communications Audit and 

subsequent reports and activities. 

• Competitive analysis – review of similar communities to analyse 

their branding and approach to communications. 

• Materials audit – current Town materials were reviewed for quality of 

content, design, positioning and overall communication effectiveness. 

• Communications opportunities – review of existing Town channels 

and partner resources. 

• Key informant interviews – in-person, in-depth interviews were 

completed with 13 senior leadership personnel: Mayor, Council, 

CAO, Commissioners and Communication Services senior staff. 

The findings in the discovery phase, summarized below, are key to the 

direction of the communication strategy and tactical plan. 

Findings 

The discovery phase revealed insights in four critical areas, details of which 

can be found in the Appendix 1. 

Communication Unit effectiveness 

There is a near universal opinion that Communication Services staff need 

to play a more comprehensive and strategic consulting/leadership role with 

follow-up delivery or execution of key program requirements. Perceived skill 

gaps include crisis communications, media relations, on-line communications 

and effective writing. 

There is a general acceptance of the model of having a go-to “rep” who 

provides both leadership and ongoing support. However, a number of gaps 

exist currently, and it’s often likely the rep is unable (due to time constraints 

and perceived ability) to provide the actual communication service, but rather, 

offers templates, brand guidance and some issues/clipping service. There 

is a growing demand for a full-service centralized department, and the best 

practice review suggests a fully-centralized model is most effective. 

Strengthening connectivity, commitment to timely communicating, open 

internal channels and strategic issues management are the responsibility of 

the entire senior team. Activities to create a more collaborative organization are 

strong and set the tone; continued efforts to create a common understanding 

of, and commitment to communications should be a priority to ensure the 

most proactive and cohesive approach. 

Connectivity and collaboration 

There appears to be infrequent interaction between key public-facing activities/ 

units and Communication Services. These include: Town Council, Access 

Richmond Hill, Economic Development, weekly advertising in The Liberal, and 

Human Resources/internal communication. This reduces efficiencies, may 

lead to lack of consistent messaging and minimizes opportunities for internal 

collaboration.

General consensus is that there is not enough internal or external channel 

building, leveraging community groups and existing relationships to push 

messages and information out. There is a need to build those networks and 

chains for better reach, and improve use of existing lists and contacts – 

recreation registrants, youth groups, seniors groups. All are effective channels. 

Fluid two-way communication is a strongly emerging best practice in 

municipal communications. While some Town leaders feel people won’t care 

to be actively engaged, most encourage more casual, organic interaction/ 

engagement with the community. As proved successfully with People Plan 

Richmond Hill, go where people live, work, play; don’t expect them to come 

to you. 

Similarly, the delivery of innovative communication services can be viewed 

through a more collaborative lens. Can the Town leverage the talents of local 

business to create innovative engagement and two-way tools that celebrate 

talent while getting the word out in a fluid, organic way? This would align nicely 

with the Town’s economic development marketing strategy. 

Messages/Themes 

Communication Services could benefit from an over-arching brand statement 

or positioning that can guide strategic communication planning. What do we 

want people to think of the Town? With this foundation, communicators can 

work to help people understand and ‘live’ the brand. Is it “Where people come 

together” with that philosophy guiding strategic and tactical communication? 

Approach to communications 

The Town can be more bold with information. Nothing is out of the box. 

Recommendations as far back as the 2007 audit are to make a bigger deal 

out of accomplishments – hold more press conferences and other events that 

constitute more than just issuing a news release. 

Given the demographics of its audience, and abilities of its community, there 

is opportunity to lead in the use of electronic, mobile and social media. The 

current Town website is not doing nearly all it could. A Website Strategy is 

underway, with an objective of ensuring “self-service to the highest degree 

possible”. This is exactly the right approach, and site planners/developers 

are encouraged to collaborate closely with communication professionals to 

ensure ease of navigation and content management, creative engagement 

opportunities, and to allow people to customize content to suit their specific 

needs. With bold thinking and effective investment, the website can and 

should lead the way in Richmond Hill as a daily go-to for residents. 

However, as with all things a balance is necessary. Traditional tools are still 

seen as effective: a good newsletter, public engagement/Town Halls, good 

website, a town magazine. Don’t lose sight of these tried and true tactics. 

Town communicators and leaders should explore opportunities to make 

some of the current, successful tools more broad-based and enterprisewide, 

rather than so specific to the needs of one group. The most effective 

existing resources are the calendar and recreation guide; can these serve a 

broader purpose? 

Communicators are encouraged to view content themes and organization 

from the user’s perspective; this is the most common pitfall of municipal 

communicators, to reach out based on internal department structures. 

Rather than publish content based on the organization’s make-up, identify 

and categorize content in key user themes: Home, family, etc. Constituents 

don’t care who does what, but about what’s affecting them now, and generally 

want one clear source for information that matters to them. 

Overall, there is an opportunity to create a culture of communication, with 

everyone in the organization understanding the importance of communication, 

how they can play an active role as a communicator on behalf of the Town, 

and in some cases with access to training and development to strengthen 

their talents as communicators. 

9C OMMUNICATION OVERVIEW 

52


Strategy 

3 

COMMUNICATION STRATEGY 

10 

53 

The Communications Strategy for 

Richmond Hill is based on a framework 

of ten components. This framework 

focuses on the Town’s communications 

resources and internal collaboration to 

provide timely strategic direction and 

actionable tactics that will allow 

the Town to continue its progress 

towards engaged and engaging 

communications. 

VISION 

The communications vision, as with all corporate services, is guided by the 

Town’s Strategic Plan to ensure stronger connections, better choice, be more 

vibrant, with an eye on wise management of resources. Based on input 

received from all members of Town Council, as well as senior staff, the vision 

of Richmond Hill Communication Services is recommended to be: 

Innovative and effective delivery of strategic, useful, timely 

information reaching all relevant stakeholders. 

GOALS 

The goals for all communication activity align specifically with all four of the 

Town’s strategic directives: 

1. Stronger connections – encourage a coordinated, integrated 

approach to delivery that allows for interactivity and engagement. 

2. Better choice – provide information in a variety of formats relevant 

and accessible to the intended audiences.

3. More vibrant – active writing, highly visual communications should be 

supported by an innovative, creative approach to developing and testing 

new approaches. 

4. Wise management of resources – cost-effective and environmentallyresponsible 

considerations should frequently be taken to minimize the 

staff time needed to meet communication goals, reduce expenditures 

and waste, and streamline delivery. 

PRINCIPLES 

The following 10 guideposts provide useful guiding principles for the effective 

execution of communications in Richmond Hill: 

1. Purposeful and strategic. Communicate with a clear understanding 

of specific goals, and alignment with broader corporate goals. 

2. Advisor, not administrator. Provide proactive, useful and 

experienced advice and leadership to all clients. 

3. Inclusive, not diverse. Strive to reach and capture all audiences, 

celebrating an inclusive, welcoming community rather than one 

comprised of different, diverse groups. 

4. Engage, listen, modify. Implement regular, quality community 

outreach specifically about communication effectiveness, and modify 

planning moving forward to reflect input received. 

7. Inward and outfacing. Ensure activities support and reach internal 

and external audiences. 

8. Tell, don’t sell. Communicate in journalistic, unbiased format. 

9. Write tight. Ensure precision and clarify in writing, minimizing 

content and when possible, offering content levels. 

10. Measure and analyze. Establish measureable SMART (Specific, 

Measurable, Attainable, Relevant, Timely) goals for all communication 

work and ensure effective review of metrics to guide future activity. 

AUDIENCES 

Internal – those directly affiliated with the planning and delivery of municipal 

services together represent an essential audience. Effectively engaged, 

internal stakeholders can be highly effective communication ambassadors 

for the Town. Specific internal audiences include: 

a. Mayor and Council – two-way communication 

b. Clients – Department commissioners, directors and managers 

c. Municipal staff – all employees 

d. Municipal volunteers 

e. Partners and vendors 

5. Inform and educate. Whenever possible or considered necessary, 

communication should not only capture the “what”, but “why” it 

is important. 

C OMMUNICATION STRATEGY 

6. Take the news to the people. Leverage channels and sites to 

reach stakeholders where they live, work and play. 

11 

54

Community at Large – it can be easy to define the community as one 

group – ‘taxpayers’ or ‘stakeholders’. The broad community audience is better 

understood when broken into specific demographics, each with distinctive 

and different communication needs. The community at large includes: 

c. Business groups and employers – in conjunction with Economic 

Development, Town communicators should liaise with the business 

community to ensure they receive relevant information, complementing 

the communications by Economic Development. 


12 

a. Traditional residents – typically reliant on more traditional and 

conservative communications – telephone, mail, newspapers. 

b. Early adopters – typically (although not exclusively) skewed younger, 

early adopters embrace newer, electronic media and innovative 

approaches. Richmond Hill’s particular make-up represents a large 

number of early adopters. 

c. Families and youth – the Town’s largest growing demographic. 

d. Engaged advocates – awareness of, and communications 

relationships with, community ‘watchdog’ groups can ensure more 

proactive issue management. 

e. ‘Need to know’ residents – the opposite of advocates, it’s important 

to recognize that a majority of residents are more focused on needing 

clear information on basic municipal services. 

f. New Canadians – Richmond Hill has one of Canada’s fastest-growing 

populations with a large number of residents who do not speak 

English as a first language. 

Partners and Channels – community groups and central organizers can 

be a strong source for information, and effective and willing participants in 

municipal communications efforts. 

a. Community groups – from recreation and leisure to the not-for-profit 

sector, numerous community groups and agencies are accessible. 

b. Cultural groups – agencies or bureaus supporting the needs of 

specific cultural groups are a valuable source for information and 

nuance, as well as a channel to specific audiences. 

d. Special interest and regional groups – various alliances and groups 

exist at a regional level. Communication Services should ensure effective 

reach to these influential audiences. 

Influencers – different from partners/channels, select organizations 

(primarily media) are able to influence and form public opinion. Sustained 

relationships with these groups ensure proactive communication. 

a. Local media – local traditional print and online media take very seriously 

their responsibility to provide objective and timely news and editorial 

coverage about happenings at the Town. Ensuring a positive and 

responsive relationship is essential. 

b. Regional (GTA) media – Richmond Hill is newsworthy at a higher 

level. Effort should be made to maintain meaningful relationships with 

national and Toronto-targeted media. 

c. Municipal organizations – Telling Richmond Hill’s story to various 

national and international municipal media and ranking organizations 

helps support Economic Development and tourism goals as well as 

support recruitment of best-in-class employees. 

55

OVERARCHING STRATEGIC DIRECTIONS 

Ten strategic directions create the framework to guide all communication 

activities. The intent is that these strategic directions won’t change over time, 

although the tactics most certainly will. The following ten overarching strategic 

directions are intended to guide all specific communication activities. 

4. Emphasize online communication. 

Create a new, sector-leading website positioned as a daily resource for timely 

information that matters to residents. Actively pursue new and innovative 

ways to reach stakeholders virtually: through use of sophisticated email/ 

eBlast technology, numerous social media channels, blog platforms, mobile 

sites and smartphone apps. 

1. Align with corporate strategies. 

In nearly every situation where communications is necessary, broad themes 

and information should reflect the priorities and language contained in the 

Town of Richmond Hill Strategic Plan: A Plan for People, A Plan for Change. As 

such, Town communications will continue to build on the strategic framework 

defined by the Town citizens and Council. Start by selecting and using 

the vision statement from the Strategic Plan as an overarching slogan for 

all communications. 

2. ‘Brand’ the Town’s communications products. 

Use the Town’s brand on all communication materials to create an instantly 

recognizable identifier to connect everything together – website, publications, 

email, weekly Bulletin Board, etc. 

3. Centralized, connected and integrated 

Establish direct, ongoing communication channels to frontline customerfacing 

operations in the organization, with a goal of identifying consistent 

information themes. Specific attention should be paid to frequent discussion 

between Communication Services and Council, Access Richmond Hill and 

Economic Development’s local activity – these represent essential informants 

to, and channels from Communication Services. 

5. Take the conversation to the people. 

Create an organic approach to engagement that brings information and points 

of discussion to people where they are already living their lives – community 

and recreation spaces, malls, downtown, parks and trails. Provide useful 

news in handouts, kiosks, posters, events. Pose questions and create regular 

opportunities to engage. 

6. Build strong community channels. 

Establish communication and conversation relationships with viable 

community cultural, business, arts and multicultural related groups. Explore 

unique communication arrangements with each to provide their stakeholders 

with timely, useful Town information that is relevant to them. Work with groups 

to host focus groups, forums and for informal surveys. Rely on these channels 

especially in crisis situations. 

7. Emphasize strategic media relations over tactical media 

releases, or advertising. 

Establish key targets for relationship building and dialogue; build longer term 

relationship, connect with media outside Richmond Hill and in the GTA, strive 

to understand their pressures and limitations. Approach media and publicity 

in a variety of manners, from releases to op-ed pieces; media conferences 

and events. 


13 

56


8. Present content based on user themes, and communicate 

in ‘layers’. 

Organize and consistently deliver content around easy-to-recognize themes 

that are relatable to the majority of residents. Create visual icons for each 

category for easy reference. In all instances, organize and ‘tag’ content within 

these categories. As well, provide layers of content – from brief Tweets and 

media advisories, on up to online access to a more complete story, and yet 

further access to background details, reports and the like. 

9. Sustained, strategic internal communications. 

Identify communications as a key responsibility for everyone, and define ‘what 

you can do’. Bring under Communication Services as a client unit like any other, 

and revise Connector to be a more strategic and professional communication. 

Support with more ongoing tactics such as internal dashboard, events and 

workshops, create an easy forum for questions/comments. Make it fun, a 

friendly competition – Random IQ (‘Issues Quiz’) with points or prizes. 

10. Reduce time-consuming activity where value is minimal. 

Reduce regular staff activity such as media clippings, Council Highlights in 

favour of focused communication advice based on current media ‘chatter’ 

and upfront media relations around key themes before Council. This allows 

for a more strategic and manageable communication outreach. 

TOWN BRAND 

In 2010, the Town created a new brand that was more reflective of Richmond 

Hill’s progressive future, while still respecting the Town’s rich history. A simple 

and impactful visual identity was necessary to better communicate the Town’s 

essence to its residents, business community and beyond. 

Richmond Hill is a special place that combines a strong and innovative business 

community, passionate environmental commitment, heritage appreciation, 

and high quality of life. The brand is a simple and impactful visual identity 

that better communicates who we are to our residents, business and beyond. 

According to the people who live and work in the Town, Richmond Hill is: 

• Historic 

• Welcoming 

• Diverse 

• Community-minded 

• Environmental 

• Progressive 

The award-winning Richmond Hill brand is reflective of these themes and they 

should be represented in all marketing and communications activities, forms 

and publications to ensure a consistent and accurate brand is presented at 

all times. 

14 

57


15 

58 

The logo not only reflects the rich history of Richmond Hill, but also the 

community as it is today (modern and progressive). The logo denotes a feeling 

of momentum and commitment to progress, a community moving forward with 

a bright and prosperous future. The element of people is included with the “R” 

in “Richmond” being symbolic of a person with open arms, creating a sense 

of inclusivity and community. The font used for “Hill” is tall and strong like a 

building. The script font, balanced with a more modern counterpart, effectively 

creates a connection between past and present. The graphic icon under the 

name features two hills, symbolic of what is unique to Richmond Hill, its higher 

geographical elevation, its physical position of being on a hill and the hills that 

run through the community. The symbol of the hills is also forward-moving and 

energetic, supporting the theme of progress. 

Two shades of green have been selected. The darker green represents the 

green shown in the official Town crest, used exclusively in communications 

from Mayor and Town Council, while the lighter green reflects Richmond Hill’s 

commitment to the environment and is similar to that used for promotion of 

the Town’s Strategic Plan. 

Users of the brand in any form are required to consult the Brand Guidelines 

(November 2010) or the Manager of Communication Services. 

KEY MESSAGES 

These key messages represent the unique values of the Town, and for 

continuity and brand consistency, closely reflect the messages contained in 

the Strategic Plan. 

Overarching tagline 

While it is not necessarily recommended that a slogan be permanently affixed 

to the Town logo, a strategic tagline should be used as frequently as possible 

to convey an overall identity and uniqueness to the Town. It is recommended 

that the following vision statement from the Town’s Strategic Plan be used. 

Richmond Hill, where people come 

together to build our community. 

Key messages: 

1. We’re focused on being the best. 

• Richmond Hill has a resilient economy with reliable employment. 

• We are talked about around the world as one of Canada’s best 

places to live. 

• We boast numerous awards for planning, branding, environmental 

initiatives and more. 

2. An awesome place to live. 

• The Town is warm and welcoming, with a strong sense of history 

and community spirit. 

• The best quality education, healthcare and social services are here. 

• A vibrant local arts, culture, sport and recreation offers something 

for everyone. 

• A short drive to Canada’s largest city and all it has to offer. 

3. A well-run local government. 

• The Town is committed to transparency and takes its accountability 

to its stakeholders seriously. 

• We commit to quality communications and will rely on community 

engagement to guide our decisions. 

• We focus on wise management of our resources – human, financial, 

or environmental. 

• As an employer, we believe in fairness, work-life balance and 

recruiting the very best.


16 

59 

ISSUES MANAGEMENT 

Early identification of potential issues is critical for effective communication. 

Proper issues management is about anticipating potential public relations 

challenges before they become problems, so that the necessary steps can 

be taken to garner support, prepare audiences, clarify questions before they 

arise, and ensure preparedness. Issues can take many forms, from complex 

situations such as new development policies, to simple communications such 

as pool closures for cleaning, or revised recreation centre summer hours. 

In all cases, public awareness and positive opinion can be nurtured with 

preparedness and careful planning. These steps will ensure that issues are 

identified early and that communication action follows. 

1. Forecasting Issues 

• “Potential Issues” should be on the agenda at least monthly at 

municipal executive team meetings, addressed and with next steps 

determined. From there, communications staff can develop a microplan 

for action. 

• Daily media monitoring (local print and social media, website and 

blogs of known Town advocates and watchdogs) by communicators 

will help identify potential issues or opportunities; Communication 

Officers should notify relevant senior managers and offer initial input 

on approach. 

• The communication team should meet regularly to track and discuss 

possible issues and identify cyclical issues on a communications event 

calendar. 

• Review Council agendas in advance of meetings to identify possible 

issues and develop media approach as necessary. 

2. Analyzing Issues 

• Review and discuss at the department level if the issue is low risk, 

with a communications plan developed, based on a planning template 

provided with this strategy. 

• Medium or high risk issues must be addressed with the Commissioner 

or Chief Administrative Officer, who will ensure that the Town’s risk, 

from a communications perspective, is analyzed and a specific strategy 

prepared and communicated with Council. 

• Plans should include a history and background of the issue, a list of 

stakeholders, statistics and facts that might help clarify the issue, 

definition of the threats and opportunities related to the issue, as well 

as a forecast of potential scenarios and Town actions. 

3. Acting on Issues 

• In most cases, unless otherwise directed by the Chief Administrative 

Officer, staff should be notified of the issue and appropriate messages 

and responses relayed. 

• Public notification should take the form of targeted media such as 

news releases or a conference, advertising/open letters, posted flyers, 

content in existing vehicles such as newsletters, etc. 

• For critical issues, a Town Hall or open meeting should be planned 

and advertised. 

• When required, media contact initiated by the Town will be based on 

factual information, and will highlight the Town’s key messaging. 

• Close monitoring of the issue is required. A concluding report 

assessing the strengths, weaknesses and overall effectiveness of the 

communications plan should be prepared for future reference. 

OFFICIAL SPOKESPERSONS 

• At any time, the Mayor is the official spokesperson of the Town, or his/her 

Council designate. 

• For the majority of matters, a senior department content expert shall be 

designated as the media contact for further information or discussion. 

• Inbound media inquiries of a general nature should be directed 

to the Manager of Communication Services or designated staff in 

Communication Services during the Manager’s absence.

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CORPORATE COMMUNICATIONS 

TOOLS AND TACTICS 

It is understood that specific departmental or project-based communication 

plans, to be developed between Senior Communications Officer and 

the Department Director/Manager, may require a highly specific set of 

communication tools and tactics. All ‘microplans’ should reflect the principles 

of this strategy and whenever possible, draw on these existing, overarching 

corporate tactics. On the whole, tactics should integrate multiple departments’ 

messages when possible, and build on what good and effective tactics are 

happening now. 

1. Communications Strategy Launch 

Staff Seminars: in a series of brief (30 minute) staff seminars, introduce 

the new communication strategy, key themes, what employees can expect 

and what is expected of them. 

Posters: introduce an easily recognizable design for “need to know” 

information that can be distributed on posters throughout staff areas – both 

at Town Hall and in remote locations. 

Revitalized staff newsletter: as part of the launch, introduce an 

inaugural edition of a new, more strategically-focused employee e-newsletter. 

Content should reflect essential corporate themes and updates, offering 

valuable insight and support for the strategic directions being undertaken. 

Intranet: provide a Town News dashboard with frequent updates, drawing 

on other public-facing communications activity. Ensure easy access to a 

repository of background details for further information. 

“RHiQ”: launch the Richmond Hill Issues Quiz, a fun, random spot quiz on a 

particular subject or theme reflecting recent Town communications. Correct 

answers can result in a small gift or prize such as a pen, $5 Tim’s card, etc. 

Communicator Award: introduce a staff “idea button” on intranet, 

celebrating the most innovative, useful or impactful communication idea. 

Provide parameters and conditions such as budget, effectiveness, etc. 

2. On-line Communications 

Website: The Town website should be a high profile, leading-edge 

communication and conversation resource for Richmond Hill – its residents 

are comfortable with technology, often need to access information while out 

of town (at work) and will easily rely on a strong, useful website for information 

and news. A full overhaul is strongly recommended, to allow the website to be 

the cornerstone of Town communications. Start with a URL that reflects the 

communications ‘brand’. 

Possibly built on a blogging platform that accommodates tagging and 

makes ‘push’ distribution via email and social media relatively easy for Town 

communicators, the site will become the central resource and repository for 

useful information – provided in ‘content layers’ as previously recommended. 

That said, the site should be a community-driven solution, with effective 

engagement and support from local experts to create the most unique, 

practical and functional web presence available. Given the creative economy 

evident in Richmond Hill, this can create an exciting engagement opportunity 

to approach things differently and really deliver something innovative. 

A measurable goal for the website is to maintain an accurate, intuitive and 

visually dynamic website with new content introduced at minimum twice per 

week. Promote the website as a central resource to realize a 20% growth in 

overall traffic within one year. Another is to improve self-service options to 

reduce general telephone inquiries for basic information by 10% within 12 

months, allowing Access Richmond Hill resources to be better deployed for 

more fulsome customer discussion and engagement. 

Mobile app(s): Smartphone applications are fast emerging as an effective, 

useful municipal communication tool. Ranging from straightforward access 

point for recent Town news, to applications specific to certain services such as 

parks/trails, family recreation or events, they are a great means of engaging 

with people where they live, work and play. 

As was demonstrated with the May 2012 launch of the “My-waste” app from 

the Environment & Infrastructure Services Department, this is another terrific 

opportunity for partnership with the innovators in the community – hold a contest 

or community-wide project to brainstorm ideas and moderate cost solutions. 


17

eNews: There is huge potential to bring useful Town information to a 

growing, interested subscriber base. Capturing the communications brand, 

a consistently reliable (ie every Tuesday at 3pm) email bulletin can provide 

highlights of Town news and updates, good news stories, feature articles that 

reflect the Town’s Strategic Plan, coming events, fun facts/figures and ‘have 

your say’ input opportunities. 

Social media sites to consider, and best uses for each: 

Facebook should be more event-driven. This can include 

information and photos on events hosted or attended by Town 

members, lighter information on Town news and updates on fun 

things happening for residents in the Town. 


18 

The eNews platform would provide teaser introductions, with the full article 

available online with a simple click. This promotes effective Search Engine 

Optimization, and allows communicators to carefully analyse the open/click 

through rate of each individual article to gauge effectiveness and popularity of 

different themes, allowing for essential understanding of what content matters to 

people, and what is being glossed over and may require different communication 

approaches in time. 

The website and eNews subscriptions should be strongly promoted – marketed 

– to encourage uptake and increase subscription rates. 

A measurable goal for eNews is to grow subscriptions to email communications 

(currently branded myRH) by 50% within 12 months, and 200% within 

24 months. 

Social media: As noted, Richmond Hill is a progressive community with 

strong adoption of various social media platforms. Rather than a source for 

original content, for the most part social media should be considered another 

channel or tool to bring users the same information available through other 

platforms such as the website (as the central cornerstone), news releases, etc. 

Promoting a strong social media following allows for fast, effective 

communication and to encourage authentic conversations and discussion 

about what matters to people in Richmond Hill. To that end, the usual 

nervousness and cautions should be set aside: social media is honest, 

and unfiltered. It should be reviewed regularly, with legally contentious or 

inappropriate content immediately removed, but otherwise left alone. 

Twitter is effective for brief updates, urgent news emerging 

information. Tweets need to be balanced between original 

information and re-tweets from related sources and partners. 

LinkedIn: There are plenty of groups and forums on LinkedIn 

and this is a great place to join forums related to tourism, events, 

technology, etc. Posting regular status updates is not required, 

however joining the conversation is essential. 

YouTube: The Town is a place of beautiful spots and exciting 

events. As well, more and more video or animation is an effective 

communication tool. Formal “professional” video companies need 

not apply - a low cost video camera in the hands of a communication 

officer, with training on video editing software – an result in effective, 

informative videos. 

Pinterest: This emerging online ‘scrapbook’ is fast becoming 

a popular repository for images and web content. This can serve 

the Town’s communication needs in numerous ways – cataloguing 

user images of items needing attention (felled trees, potholes, etc.), 

places of interest, or for specific events. 

A measurable goal for social media is to promote use of social media amongst 

key audiences and general activity with and subscription to social networking 

by 20% in first year. 

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19 

3. Media and Publishing 

Media Relations (out of town): Richmond Hill is a progressive 

community that can make many claims. There is opportunity to tell various 

stories – effective governance, progressive communications, environmental 

stewardship, heritage preservations, etc. Brainstorm 10-12 feature story 

ideas and work one-on-one with national publications, broadcast media, high 

profile bloggers, etc. to fine-tune and craft stories. 

Media Events: Consider hosting media conferences and creating “photo 

opps” that will generate more interest than a standard release. 

Advertising: The Liberal’s weekly advertising pages should also be 

maintained, although the page content and layout should be centralized with 

Communication Services for a more effective, and more minimal, approach 

to the content. 

Media Relations (local): Local papers and online media still tend to be 

popular sources for trusted news and information. The Liberal is well known, 

read and reasonably trusted. Efforts should be made to keep communications 

with the media strong through press releases and especially media relations - 

one-on-one calls and briefings that build a media relationship communicators 

can call on in specific times of crisis, or to clarify an issue. For example, 

rather than prepare and distribute a Council Highlights document, senior 

Communication Services staff can work with other senior staff to identify the 

one or two high profile items on the agenda, and engage in proactive, focused 

media relations to draw attention to the issue and the Town’s position. 

One measureable goal for media and publishing is to reach out to key 

audiences at least once per month using a balance of traditional and electronic 

media. Others include: meeting with all key local media, targeted regional 

(GTA) media, and with other relevant targeted external media, at least twice 

per year to nurture a proactive, trusting and professional relationship and 

generate accurate, objective media articles; and, achieving two high profile, 

positive media features in external media within 12 months, and 6 features 

within 24 months. 

Occasionally, other advertising will be required as dictated by the specific needs 

of a project. On its own, advertising is not expected to be terribly effective, 

and communicators are encouraged to rely on traditional communications 

tactics first. Advertising should only be considered a support vehicle of other 

tactics employed in this plan, for example to promote attendance at a Town 

Hall event or to encourage email subscription, or as required by legislation, 

with funds allocated for these specific purposes. 

Town Magazine: Given the lack of Richmond Hill-focused consumer media 

channels available, the Town should consider publishing its own annual 

magazine, ie: Access. This allows for a wide range of editorial features and 

coverage to promote Town accomplishments in an annual report format, 

underscore the themes of the Strategic Plan, invite input on key issues, as 

well as promote Economic Development and tourism themes in a joint effort 

with those Town departments. 

With some effort, it is likely advertising can be solicited – as it would be for 

any other magazine – to help underwrite the vast majority of production 

and delivery costs. As a further savings, the magazine should be distributed 

in a “polybag” with another popular Town publication such as the Waste 

Management Calendar. 


62


Given environmental practices at the Town, all households might be mailed a 

postcard inviting them to access the magazine and/or calendar online, or to 

call/email to request a mailed copy. This will likely result in saving thousands 

of dollars, and hundreds of trees. 

Community Recreation Guide & Waste Management Calendar: 

It is recommended that the Spring/Summer and Fall/Winter Community 

Recreation Guides be continued as they are popular and effective vehicles. It is 

recommended that the Community Recreation Guide and Waste Mangement 

Calendar be expanded to include a broader Town newsletter or information 

piece to take full advantage of the publishing and distribution effort. 

4. Facilitate Partnerships and Conversation 

Community Channels: Each year, steps should be taken to call on 8 to 10 

community organizations – representing a range of groups as already 

noted in this report – to develop a formal communication support program 

whereby the Town supplied agreed content, specifically developed to support 

the organization’s existing tactics. By including “Town News” updates in 

their existing activities, these groups can help bring information to their 

stakeholders, while the Town effectively connects to some of the more toughto-reach 

corners of the community. 

Effectively nurtured, these relationships can offer many other possible values 

to the Town, from hosting public discussions to providing valuable insight into 

the best communication approach for their stakeholders. 

Mobile Town Hall: It is understood that standard Town Hall meetings are 

not the preferred form of communications with residents, but given the need 

for municipal staff and Council to connect on a personal level with citizens, a 

new approach is recommended. As was successful in 2011 budget planning, 

take the conversation to the people 4 to 6 times/year with a “Town Hall on 

the Move” information station that allows staff and politicians to engage with 

community members about a specific topic, or simply to answer questions. 

Central Message Boards: Locate a message board in 3-4 central, 

high-traffic areas in Town where event posters and relevant information can 

be placed and comments can be dropped – over time, these locations will 

become known as places to access important, up-to-date information. This 

supports the objective of taking the news where people are already living 

their lives. 

Town Ambassadors: Consider implementing a community ambassador 

program that enlists capable University level students to engage with the 

community at summer events, in recreation and park spaces, and even 

door-to-door. Specific content themes (ie: outdoor water use conservation, 

communication/information surveys or to encourage email subscription) 

work better than general themes. This low-cost, veritable army of enthusiastic 

ambassadors can reach a significant population in a friendly, personable 

manner. 

A measurable goal for facilitating partnerships and conversations is to employ 

various approaches to public engagement, ensure productive, face-to-face 

community opportunities for discussion and fulsome dialogue at least once 

per quarter. 

20 

63

IMPLEMENTATION PLAN 

21 

Implementation 

Plan 

4 

This implementation plan focuses 

on the recommended directions for 

communications and the actions 

to implement them. It identifies how 

tools and tactics can be used, potential 

partners and timing, and how the 

Town will monitor, measure and report 

out on its progress in achieving 

the Strategy. 

Communications Delivery 

Effective execution of communication plans requires staff expertise, sufficient 

resources, open channels between departments, and a streamlined, efficient 

approach that minimizes duplication of effort or spending. Perhaps most 

essential, an enterprise-wide understanding and support of the delivery 

model is essential. 

Below are recommendations for effective communication delivery: 

1. Centralize communication activity under Communication 

Services whenever possible. Bringing all communication activity 

under one umbrella allows for maximum efficiency, centralized expertise 

and messages. While there are some instances where it makes sense 

for communications to remain separated (for example, Richmond Hill 

Centre for the Performing Arts, Economic Development, where a unique 

and distinctive identity is in place), these isolated communicators should 

be minimized, monitored to ensure alignment with overall strategic 

communications initiatives, and only permitted with approval of the 

Director responsible for Communication Services. 

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22 

65 

2. Provide additional resources and update position 

descriptions. Two new positions are recommended to support the 

directions in this Strategy. A Director, Communication Services is needed 

to provide communications leadership and strategic communication 

planning and advice, to cultivate relationships with the media, issues 

management, brand management, and high ranking account management 

services. This position would report to the Chief Administrative Officer. 

An Internet Marketing Coordinator is needed for website content 

management, e-Blast technical development and deployment, direction 

and support on social media and related communications tactics. 

Existing position descriptions should be updated to define the 

responsibilities and necessary qualifications for all key roles based on 

the needs of the organization and the communications strategy. Expertise 

and credentials should be reviewed against descriptions. An aggressive 

department and personnel development plan should be put in place to 

address gaps within reasonable timelines. A robust team of 9 staff will 

minimize the need for outsourced support, as follows: 

• Director, Communication Services (1) – strategic communications 

planning, media relations, issues identification and proactive leadership, 

training and development planning for Communication Services staff 

and organization, high ranking account management services. 

• Manager, Communications (1) – account management services for 

key departments, brand manager, community communications projects 

coordinator, ongoing research into new/best communication practice, 

event oversight. 

• Senior Communications Officers (1) – expertise in communications 

planning, issues management and strategic media relations. 

• Communications Officers (2-3) – experience in project management, 

writing and event coordination. 

• Graphic Design and Production (2) – responsible for brand 

management, professional design and layout, printer and related 

production coordination, fulfillment (mailings, etc.). Senior designer 

would also be production manager, coordinating work flow and liaison 

with printers and related external producers. 

• Internet Marketing Coordinator (1) – responsible for website content 

management, eBlast technical development and deployment, direction 

and support on social media and related communication tactics. 

3. Assign a communications team for all essential service 

areas. Service areas should be defined not only as the current “known” 

Departments, but also other service areas with significant audience 

(employees or general public) interaction, such as Access Richmond 

Hill, Mayor and Council’s office, and Human Resources. In nearly all 

circumstances, the lead department liaison should be one of the three 

senior ranking communicators. Depending on the breadth of need for the 

departments, the team may also include a Communications Officer and 

Designer. The team will be responsible for: 

• Developing and executing annual department communication 

plans, with budgets assigned by the ‘client’ for all expenses except 

communications personnel 

• Meeting regularly – at minimum, once per month – to monitor 

implementation 

• Agreeing on responsibility for execution: Communication 

Services-executed (preferred), Department-led (with 

Communication Services’ approval) or external vendor 

(led by Communication Services and Department team) 

• Developing issue or program based microplans on as needed basis, 

and support their effective execution 

• Ensuring provision of all tactical services – interview, plan, write, 

execute, evaluate 

• Monitoring, identifying issues with proactive communications 

leadership and follow through 

4. Process efficiency. As a team under the leadership of the Director, 

Communication Services frequently examine all processes with an eye to 

efficiency, value for time investment, redundancy and clarity of purpose: 

daily media review, time tracking, Council notes and other activities 

should be reviewed. 

5. Establish a Community Communications Council. This team 

of 15-20 people, comprised of internal and community stakeholders, 

would meet twice per year to explore the community’s communication 

needs, wants and impact of activity; identify emerging opportunities, 

new channels for distribution of information, possible issues and stories 

to celebrate. In addition, the team members can be called on for ad hoc 

advice or review of specific communication approaches.

3 

3 3 3 3 

COMMUNICATIONS STRATEGY IMPLEMENTATION PLAN 

DIRECTIONS ACTIONS TOOLS & TACTICS PARTNERS TIMING 

Overarching Strategic Directions 

Align with corporate strategies 

In nearly every situation where 

communications is necessary, broad 

themes and information should reflect the 

priorities and language contained in the 

Town of Richmond Hill Strategic Plan. 

Town communications will continue to 

build on the strategic framework defined 

by all Town citizens and Council when 

reviewing all communication pieces, 

ensuring that priorities and language 

align with corporate strategies. 

• Build on framework in Strategic Plan by using 

vision statement in Town communications where 

appropriate 

• Identify broad themes and communicate to staff 

• Online communications (social 

media, website) 

• Print materials (publications, 

posters, paid advertising) 

• Media (news releases, 

backgrounders) 

• Town magazine 

• Events 

• Staff seminars 

• Town 

Departments 

• Media 

2013 2014 2015 2016 

3 

Brand the Town’s communications 

Create instantly recognizable identifier to 

connect everything together – website, 

publications, email, weekly Bulletin Board, 

etc. Obvious choices include Access 

Richmond Hill, infoRH or myRH. 

• Create a vibrant and instantly recognizable identifier 

to connect every Town communication 

• Online communications (social 

media, website) 

• Print materials ((publications, 

posters, paid advertising) 

• Media (news releases, 

backgrounders) 

• Revise Bulletin Board pages 


Departments 

Centralized, connected and integrated 

Establish direct, ongoing communication 

channels with frontline customer-facing 

operations in the organization, with a 

goal of identifying consistent information 

themes. 

• Convene bi-monthly discussions between 

Communication Services and essential informants 

like Council support staff, ARH and Economic 

Development to determine information request 

trends and strategize solutions to improve 

information flow and access 

• Account representative 

assignment 

• Annual communication plans 

for departments & projects 

• Create calendar of events & 

activities 

• Regular meetings with 

Council support staff, Access 

Richmond Hill, Economic 

Development) 

• Council support 

staff 

• Economic 

Development 

staff 

• Access 

Richmond Hill 

staff 


23 

66

3 3 



Emphasize online communication 

Create a new, sector-leading website 

positioned as a daily resource for timely 

information that matters to residents. 

Actively pursue new and innovative ways to 

reach stakeholders virtually: through use 

of sophisticated email/eBlast technology, 

numerous social media channels, blog 

platforms, mobile sites and smartphone 

apps. 

• Update corporate website 

• Add RSS feed capability to the website 

• Improve website navigation and accessibility to 

information 

• Assist with development of apps and self service 

options for the website 

• Utilize online communication tools to help send 

messages to key audiences when it is convenient, 

where they “live” and how they want to interact 

• Update and grow current email push subscription 

service (myRH) 

• Surveys • Media 

• Community 

partners 

2013 2014 2015 2016 

3 3 

Take the conversation to the people 

Create an organic approach to 

engagement that brings information 

and points of discussion to people 

where they are already living their lives – 

community and recreation spaces, malls, 

downtown, parks and trails. Provide useful 

information, pose questions and create 

regular opportunities to engage. 

• Create an Ambassadors program similar to the 

approach used for the Strategic Plan and Animal 

Services licensing projects 

• Host Town Hall meetings where appropriate outside 

of Council Chambers 

• Use temporary/rental signage to post information in 

high traffic areas 

• Create a calendar of events 

• Create and package road show content for use at 

community events 

• Ambassadors 

• Communications Council 

• Online communications 

(social media) 

• Community meetings 

• Events 

• Community and Town message 

boards 

• Surveys 

• Posters 

• Kiosks 


Departments 

•Community 

3 3 3 3 


24 

Build strong community channels 

Establish communication and conversation 

relationships with viable community cultural, 

business, arts and multicultural related 

groups. Explore unique communication 

arrangements with each to provide their 

stakeholders with timely, useful Town 

information that is relevant to them. Rely on 

these channels especially in crisis situations. 

• Participate in community group meetings to share 

information on Town activities, programs, services 

and projects where they meet 

• Organize focus groups and forums 

• Conduct informal surveys 

• Leverage local business talent 

• Focus groups 

• Survey 

• enewsletter 

• Meetings 

• Events 

• Community 

Partners 


Departments 

67

3 3 

25 



Emphasize strategic media relations over 

tactical media releases, or advertising 

Establish key targets for relationship 

building and dialogue; build longer term 

relationship, connect with media outside 

RH/in GTA, strive to understand their 

pressures and limitations. Approach media 

and publicity in a variety of manners, 

from releases to op-ed pieces; media 

conferences and events. 

• Continue to foster one-on-one relationships between 

local media and the Town, outreach periodically 

throughout the year 

• Brainstorm and create media events/photo opp 

events that will generate more interest than a standard 

release 

• Determine most appropriate media outlets (print/ 

online/electronic) and tailor messaging/ content for 

them and their deadlines 

• Determine appropriate media for advertising 

upcoming event 

• Create media challenge events where the media 

participates as well as reports (judging Ribfest, 

competing NPWW, etc.) 

• Host news conferences for significant news items 

• Organize a bi-annual meeting with the Mayor to 

discuss achievements and issues 

• News releases 

• Media advisories 

• Op-ed 

• Media conferences 

• Media only events 

• Advertisements 

• Meetings 

• Media (traditional 

and online; local 

and expanded – 

GTA and beyond) 

2013 2014 2015 2016 

3 3 3 3 

Present content based on user themes 

and communicate in ‘layers’ 

Organize and consistently deliver content 

around easy-to-recognize themes that 

are relatable to the majority of residents. 

Create visual icons for each category for 

easy reference. In all instances, organize 

and ‘tag’ content within these categories. 

As well, provide layers of content to a more 

complete story, and yet further access to 

background details, reports and the like. 

• Develop themes and icons 

• Develop protocol for tagging content 

• Use current communication tools to deliver basic 

information with links to where to find more detailed 

informationutilize technology to help create layers of 

access to information 

• Present content with key user themes (home, family, 

etc.) 

• Add video to website and social media sites that help 

tell the story in another medium including personal 

stories and third party endorsements 

• Online communications 

(website, social media) 

• News releases/media 

advisories 

• New annual magazine 

• newsletter 

• QR codes 

• myRH 

• Print publications 

• Video 

• photographs 

• Communication 

Services 

• Town department 


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3 3 

3 3 3 3 



Sustained, strategic internal 

communications 

Identify communications as a key 

responsibility for everyone, and define ‘what 

you can do’. Create a communication-centric 

culture (listening, dialog and responding). 

• Bring under Communication Services as a client unit 

like any other 

• Revitalize Connector to be more strategic and 

professional 

• Support with more ongoing tactics such as internal 

dashboard, events and workshops, create an easy 

forum for questions and comments 

• Utilizing existing expertise in Communication 

Services support and convene communications 

training for staff (social media, grammar & writing, 

media, issues management) 

• Revamp employee newspaper (Connector) 

• Support efforts to improve the Intranet 

• Celebrate & share communication successes 

• Share ideas, updates and seek out collaborations 

• Share inform on new product/programs before the 

official public launch 

• Staff training sessions 

• Staff competitions 

• Staff celebration events 

• RHlink 

• Blog with staff 

• Employee General Meetings 

• Departmental meetings 

• Templates 

• Emails 

• Connector 

• Posters/bulletin boards 

• Staff Communications 

Committee 

• Executive 

Management 

Team 

• Human Resources 

2013 2014 2015 2016 

3 3 3 3 


26 

69 

Reduce time-consuming activity where 

value is minimal 

Reduce regular staff activity such as media 

clippings, Council highlights in favor of 

focused communication advice based 

on current media ‘chatter’ and upfront 

media relations around key themes before 

Council. This allows for a more strategic and 

manageable communication outreach. 

Town Brand 

Ensure consistent application of the brand 

(logo and/or crest) on all materials used to 

represent the corporation and Council and 

any activities the Town is involved in. 

• Review workplan to determine and identify low value 

activities 

• Revise current process for providing media clippings 

as it relates to issues management and metrics of 

communication efforts 

• Meet regularly to identify potential emerging issues 

and strategize responses 

• Be the ‘driver’ behind the to implemention of the 

Branding Strategy 

• Work with departments to design items and assist 

with production as needed 

• Workplans 

• Media Monitoring Report 

• Online media 

• RHlink 

• Emails 

• Meetings 

• Signage (wayfinding, identifiers) 

• Print materials (posters, flyers, 

advertisements) 

• All Town assets as appropriate 

(vehicles, buildings, furniture) 

• Online media (social media, 

website, etc) 

• Council 

• Executive 

Management 

Team 


Departments 


Departments 

(especially Brand 

Ambassadors)

3 3 3 3 

27 


Key Messages 

Use one or two key messages/themes 

to support the Strategic Plan and brand, 

stating the uniqueness of Richmond 

Hill and conveying identity. This ensures 

continuity and brand consistency. Examples, 

“Where people come together to build our 

community”, “A community of opportunity”, 

“Working together for a better community”. 

• Confirm corporate key messages 

• Ensure key messages relay the corporate position 

and support the Strategic Plan as appropriate by 

working with departmental staff on all communitywide/important 


• Stationery 

• Appropriate signage 

• Print materials (Community 

Recreation Guide, Waste 

Calendar) 

• Online media materials 

• Issues management 


Departments 

2013 2014 2015 2016 

3 3 3 3 

Issues Management 

Identify and anticipate public relations 

challenges early. Be proactive and 

preparedness before they arise is critical for 

effective communication. Public awareness 

and positive opinion should be nurtured. 

• Forecast issues through regular meetings and daily 

media monitoring 

• Develop an action plan for each issue 

• Analyze issues by identify risk and potential 

strategies with departments 

• Meet with Executive Management Team bi-monthly 

to identify medium and high risk issues and develop 

strategies and communication tools to help Council 

communicate key messages with influencers and 

the community 

• Act on Issues, notifying staff of issues and 

appropriate responses, prepare any targeted media 


• Media Monitoring report 

• Daily scans 

• Key messages 

• Issues Management Chart 

• Issue Notes 

• Briefing Notes 

• News conference 

• Open letters 

• Flyers 

• Newsletters 

• Online media (blogs, 

newsletters, websites) 

• Departmental meetings 

• Town Hall or open meeting 

• Executive 

Management 

Team 


Departments 


70

3 3 3 3 

3 3 3 3 


Official Spokespersons 

2013 2014 2015 2016 

Continue the practice of having the head 

of Council act as the official spokesperson 

of the Town and his designate. Senior 

ranking departmental staff who are subject 

experts will be designated as the media 

contact. In bound inquiries of a general 

nature be directed to Communications staff. 

Communication Services be notified of all 

contact with the media and can assist in 

dealing with media inquiries. 

• Ensure all media pieces reinforce this 

recommendation 

• Assist with development of key messages and 

Town positions 

• Track media calls and corresponding stories 

• Report out and share media stories 

• Review and update current media policy 

• News releases 

• Media monitoring 

• Internal eblast 

• Media training and support 

• Issues management support 

• Mayor 


Departments 

Communication Delivery 


28 

Ensure a strategic and engaging approach 

to communications by enhancing internal 

channels and establishing a centralized 

approach. Work with partners internal 

and external to engage them. Assist the 

Town in being recognized as a leader in 

the field/innovative. Ensure a cohesive 

approach in working to inform and educate 

the community. Measure and analyze all 

communication efforts. 

• Centralize communication activity under 

Communication Services wherever possible 

• Prepare business case for new Director, 

Communication Services position 

• Determine timing and responsibilities for Internet 

and Marketing Coordinator position 

• Update Communication Services position 

descriptions 

• Establish a Communication Council- 

• Meet regularly with departments to ensure service 

delivery meets their needs 

• Continue best practice research and bring forward 

ideas for consideration that would improve 


• Connect with fellow Communications practitioners 

to share ideas 

• Continue to seek out award opportunities for 

projects that demonstrate leadership and 

innovation 

• Set measurable goals (grow subscriptions, etc.) and 

report out annually on implementation progress 

• Staff reports 

• Meetings 

• Annual satisfaction survey 

• Human 

Resources 


Departments 

71

Monitoring, Measuring and Reporting on 

the Performance of the Communications 

Strategy 

The purpose of monitoring, measuring and reporting is to provide insight into 

how effective the Strategy is and to allow for ‘course corrections’ along the 

way, if required. A progress report on the Strategy’s implementation will be 

prepared for Council and the community on an annual basis. 

The monitoring and measurement activities identified below will assist with 

the implementation evaluation. Additional measures may be identified during 

implementation and these will be included in the annual report. 

WEEKLY 

1. Monitor themes and tone of inquiries and conversations with Access 

Richmond Hill on a weekly basis; daily during critical “issues”. 

2. Monitor website traffic patterns, identifying major trends – growths, dips 

– and understanding the most used areas to guide future development. 

Track incoming queries via website contact form, one-number inquiry line 

that redirects to Town departments. 

3. Introduce new content onto the website at a minimum of twice per week. 

MONTHLY 

1. Track staff access to internal communications portal (i.e. online repository 

of communication materials). 

2. Roughly determine the advertising dollar value of favourable PR and 

media activity, versus the approximated cost (staff, consultants) of the 

effort. 

3. Using random, fun ‘issues quizzes’ to track employee understanding of 

key issues and themes. 

4. Measure growth in communication subscribers, and eBlast open and 

click-through rates. Evaluate which articles/features are most read and 

enhance future communication themes accordingly. 

5. Measure the number of effective community communications channels 

and partnerships, and meet with partners annually to gauge effectiveness 

of activity. 

6. Volume of out reach to key audiences and media to nurture a proactive, 

trusting and professional relationship. 

ANNUALLY 

1. Track and measure year-over-year increase in media columns and articles, 

social media mentions and related public relations ‘chatter’. Analyze 

which themes or approaches generate the greatest pick-up. Analyze any 

shift in objectivity, accuracy or ‘friendliness’. 

per month Canadians use 

their smartphones 

222times 

Canadians Maturing as Mobile Users, 2012 – Ipsos-Reid 

2. Growth in subscriptions to email communications. 

3. Achievement of high profile, positive media features in external media. 

4. Administer an annual satisfaction survey with Town residents and other 

stakeholders, ensuring specific questions around community themes, 

tools and related preferences. 


29 

72

5 

APPENDIX I: Review of Materials and Website – General Observations 

Appendices 

Materials 

1. Good, solid and consistent graphic design work for the most part. While 

it could be more consistent and conform more strictly to standard 

graphic design principles, the work is above standard for municipal 

communications and makes a professional impression. 

5. Commitment is apparent to provide focused, strategic messages that are 

in line with the strategic themes of the Town. Whenever possible, effort 

should be made to connect information to the corporation’s strategic 

vision and goals. 

APPENDIX I 

30 

73 

2. Similarly, print standards seem to be high and there is a consistency in 

the quality of printed materials. Good approaches to unique layout and 

structure, ie: square booklet design. 

3. Writing is solid from a technical point of view, with very little indication of 

poor quality in structure, grammar or proofreading. Voice and tone are 

appropriate for the most part (now too low-brow or high-brow). Strong 

writers are producing the majority of materials. 

4. Considerable effort is evident to provide useful information and content 

on the breadth of municipal services under Communication Services’ 

jurisdiction; a significant volume of information and work is done by staff. 

6. A strong media outreach effort appears evident, with consistent and 

seemingly accurate profile of Richmond Hill municipal news in local 

media, especially The Liberal and Yorkregion.com. While still generally 

strong, less effort is evident in media relations to build rapport that allows 

for more indepth feature reporting, and good news stories. 

7. From a process point-of-view, the department seems well run, with 

effective intake and project management procedures, time accounting, 

staff work plans and regular reporting evident. It is possible some of the 

activity is ‘over processed’, consuming valuable time. A review of these 

activities with an eye to efficiency is advised. 

8. Town Pages in The Liberal are busy and cluttered. Most ads and articles 

are overwritten. It is anticipated that few readers would invest in these 

pages or receive the desired messages.

9. In general, public-facing materials and internal reports are over-written. 

While there is a focused, strategic approach to messaging, these days 

‘less is more’ and more effort to write precise copy should be taken. In 

many cases (ie: Liberal pages) a high level message should send people 

to the Web or elsewhere for deeper content. 

10. Communications writing should be, whenever possible, in traditional 

journalistic news-style writing: lead with the core story, write in third 

person, objective, with all subjective content attributed. It is understood 

that writing coming out of Communication Services is more broadly 

based, but caution should be taken to be less sales-y: “Tell,don’t Sell.” 

11. Headlines and related ‘teaser’ content are critically important in today’s 

media. Some are better than others – they should always be specific 

enough to clearly communicate the story underneath. 

12. A specific font family is prescribed in the brand standards, yet a wide 

variety of fonts appears to be used by the Town. Effort should be made 

to restrict this. 

13. Connector, an internal newsletter, appears more ‘homemade’ and 

therefore less important than out-facing materials. It is important that 

all stakeholders feel valued, and especially internal audiences. The 

Connector is also an example of content that is over-written and at 

times not directly connected to the organization’s broader goals. 

14. Otherwise, save a new Intranet whose communication purpose is not 

yet fully explored, there appears to be very little activity specific to 

internal communications, save some posters in central areas observed 

at Town Hall. 

15. Effective evaluation of communication programs against pre-determined 

metrics is not always evident; is there an approach to learning from the 

success of one project before pursuing the next? 

Website 

16. The website offers a tremendous archive of content, enabled by the 

search feature. The navigation themes and structure are logical and 

intuitive, adopting a user-focused approach. However, most content 

navigation is buried deep, hard to find and not always logical. 

17. There is a heavy reliance on PDFs, which is understandable given the 

convenience and low cost of providing these documents. However, PDFs 

are not always search engine friendly, and some browsers may not allow 

users to open a PDF. Consideration should be given to providing more 

content in HTML format. 

18. Much like some of the other observations noted here, the website 

appears over-written, cluttered and imposing. More effort to be visually 

appealing, highly graphical should be made. 

19. The home page “rotator” is under-used – if larger and more predominant, 

it is an opportunity to push out content that is timely, strategic and issuesensitive. 

For the most part, it appears to promote the ‘softer’ services. 

20. There are few opportunities for true engagement and two-way 

communications: surveys or polls are not evident, and the home page 

does not promote subscribing to social media feeds. Even the “myRH” 

e-Blast service, which demonstrates a strong user interest with 1,300 

subscribers – is not given any priority communication on the site. As it is 

currently presented, most users wouldn’t understand what it is. 

21. Given that the Internet is almost always cited as the first and favourite 

resources for information in municipal communication services, it is 

being underutilized and undervalued in Richmond Hill. More, specific 

“microsites” can be built to promote specific areas of service or content. 

In general, a great deal more can be done to make the website an 

interactive and informative communication resource. 

22. In general, a whole reconstruction of the website is in order and will go 

a long way to meeting present-day municipal communication goals. 

APPENDIX I 

74 

17,753,100 

Facebook 

users in Canada (over 52% of all Canadians) 

SocialBakers.com 

31

APPENDIX II: Analysis of Best Practices in Municipal Communications 

The following is a review of communications approaches of similar 

municipalities to identify trends and opportunities. 

Strategic 

1. Communications should reinforce the concept of one organization with a 

common purpose in concert with its citizens, customers and partners. 

Communications Structuring 

1. A core communications office should be considered for the issuance 

of municipal office communications, internal communications, general 

inquiries, issues management and media liaison. This person/office 

would also provide insights to departments on communications, planning 

and program implementation. 

APPENDIX II 

32 

75 

2. Develop and promote a plan for communications to ensure that staff 

and residents know of, and can support, the “bigger picture”. Report on 

progress and plans yearly. 

3. Centralize succinct, straightforward content around easy-to-recognize 

user themes that are relatable to the majority of residents. Content 

must be understandable by the vast majority of the audience and avoid 

excessive technical information or industry jargon. 

4. Create brief action-oriented messages for initial public communication, 

and when necessary offer access to more detailed background and FAQ 

documents online, by requesting information by mail, or by visiting a 

location. 

5. Reduce print media expenditure (newspaper advertising, leaflets) and 

emphasize use of electronic communications: web, e-mail, blogs, social 

media. Communication processes and vehicles should also be economical 

and efficient. 

6. Balance use of electronic media with communication stations’ throughout 

the community (municipal facilities, high-traffic electronic or posting 

boards). 

7. Create and heavily promote weekly e-newsletter that is concise and draws 

from news releases and other activities. 

2. Have one person manage an internal repository for all relevant content 

in an organized fashion. This content can in turn be used to inform staff 

in other departments and by Access Richmond Hill, and can support 

multiple communications vehicles. 

Engagement 

1. Create and adequately maintain municipal Facebook page that mirrors 

blog themes, and Twitter page to communicate when information is 

updated. 

2. On the website, create a “How to get involved” central information 

section communicating all the ways to comment and/or participate and 

promoting a calendar of various public meetings, workshops and ongoing 

committees that invite public involvement. 

3. Ensure opportunities for involvement feedback are not only solicited via 

online, or not only at meetings. 

4. Balance use of electronic media by creating more opportunities for public 

participation and interaction such as regular public meetings, streeter 

surveys and community communications panel of staff, citizens and 

politicians to forecast critical issues, anticipate public opinion and guide 

communications priorities. 

5. Create engagement and communication channels with local organizations, 

especially working with groups encompassing multi-cultural communities 

in the city and other hard-to-reach audiences.

Internal 

1. New information must be disseminated internally, before the general 

public, along with answers to any anticipated questions about the news. 

2. Enhance internal communications with frequent staff eblasts containing 

more proactive and timely information. 

3. Establish computer kiosks for staff who are not otherwise able to access 

Internet resources. 

4. Increase internal meetings and dialogue between frontline and senior 

staff. 

Media 

1. More comprehensive and advance media relations with fulsome media 

information packages on upcoming topics and earlier release of important 

news. 

2. Each department should have a set media spokesperson determined with 

training as required to ensure they can interact effectively with media. 

3. Research and build relationships with a wider base of information outlets 

that reach beyond traditional print and broadcast media such as online 

news/blogs, etc. 

4. Provide a wide range of blog platforms along different themes and content 

categories, and utilize this as a core repository for updates and detailed 

information on key themes. 

Website 

1. A focus on succinct, tight copy with links to additional information as 

required. 

2. Focus on events and news to encourage stakeholders to regard Richmond 

Hill as prime source of this information – a reason to keep coming back. 

3. Strongly highlight resources/avenues to search or call for more 

information. Individuals who have concerns or questions prefer to be 

directed as quickly as possible to an actual person who can address their 

need. 

4. Make it electronic whenever possible – given the city’s wide geographic 

area and many commuters, forms and services need to be available 

during individuals’ preferred hours. Consider Mississauga’s extended 

hours. 

5. RSS feeds are an easy way of pushing out info with minimal time and 

resources and should be considered for news, notices, events, etc. 

6. Reliance on PDFs as main sources of information should be minimized. 

The forced downloading is time consuming and not friendly to users. 

86 

% 

of Internet users under 35 use 

social media 

Individual Internet use and E-commerce 2011 

– Statistics Canada 

5. Aggressively identify and promote community examples and stories. 

Design and Production 

1. A consistent look/feel must be developed for all pieces coming out of 

the municipal government. Varied looks/feels lead to a weakening of 

messaging and confusion. Generally it also leads to poorer design as well. 

APPENDIX II 

33 

76 

2. Print materials should be perceived as straightforward and inexpensive 

(letters versus brochures) provided they communicate the relevant 

information in an effective manner.

BENCHMARKING FROM LETTER M 

MUNICIPALITY APPROACH TO STRATEGY DISTINCTIVE TOOLS AND TACTICS APPROACH TO DELIVERY 

AURORA • Provides communications for Mayor/Council 

• Manages marketing (through coordination with departments) 

of programs, services, facilities, etc. 

• Four staff: Manager, Specialist, Marketing & Public Affairs Strategist 

and Web & Corporate Event Coordinator 

CALGARY • Strategy is created for each campaign: research, 

citizen engagement, creation of content, graphic 

design, campaign evaluation and measurement. 

• Uses MediaVantage to track all media 

relations and issue notes. 

• Uses 311 service to respond to public 

enquiries. 

• Each department must contact Communications before doing interviews 

• All external materials are produced by creative 

• services team 

• Leaders for each business unit create centralized plan 

with Communications 

• 100 staff 

EAST GWILLIMBURY • Two staff: Director and part-time Junior Support 

EDMONTON • Message board where individuals can find 

messages 

for their communication pieces that help 

sell the City. 

• Edmontonstories.ca gathers and shares 

stories online. 

• Dedicated Comminications supports departments with strategy and 

tactics (does not cover implementation costs). Coordinates ads, 

design and printing 

• Employees spending 50% or more of time providing communications 

must report through Communications 

• Provides communication for Mayor/Council with clear guidance on 

what is provided 

APPENDIX II 

34 

77 

GEORGINA • Ad hoc • No staff: Coordinated through Clerk’s Office 

GUELPH • Focus on two-way communications with reliance on 

social media. 

• Utilize existing channels: local organizations, 

stakeholder groupsand advisory committees. 

• Blogs, Facebook and ENews • Annual review of departmental needs by Communications and develop 

agreements 

• Guidelines for employees when engaging via social media and 

engaging with public 

• Dedicated Comminication Department of 7 people provides full 

service or leadership to departments 

• Full time communications /events coordinator dedicated to 

Mayor’s office 

KING • No staff: Comms. coordinated through Clerk’s Office 

KITCHENER • Consolidate corporate communications and clearly 

communicate to audiences through focused strategy. 

• Focus on online and social media (created dedicated 

online strategy document). 

• Facebook, Twitter, ENews, etc. • Communicates overall Council decisions and information. Not for 

specific Councillors. Clear protocols in place for what is handled 

MARKHAM • Provides support to individual members of council for 

Town-related activities 

• Yearly Plan coordinated with departments 

• 1 Director and 9 full time staff in Communications; with an additional 

3 full time events staff

APPENDIX II 

35 

MUNICIPALITY APPROACH TO STRATEGY DISTINCTIVE TOOLS AND TACTICS APPROACH TO DELIVERY 

MISSISSAUGA • High focus on web services and communications 

• Extended hours. 

• Large products tend to have far reaching engagement 

activities. 

• Award-winning website with city events 

calendar. 

• Rogers Cable and Mississauga News on 

innovative PSAs and promo pieces 

• Public affairs staff serve the needs of the City’s various business units 

• Communication Director meets with business units to discuss needs 

and manage plans 

• 61 dedicated Communications staff 

NEWMARKET • Focus on doing things differently (i.e. internal skits 

to council). 

• High level of engagement activities (lunch and learns, 

tradeshows, etc.). 

• Extended hours. 

• Award-winning customer service desk that 

tracks up-to-minute public inquiries. 

OAKVILLE • Big on events and related promotions. 

Heavy media relations (Naturally Green, 

Zone Express,etc.) 

SARNIA • Implement a mix of traditional and contemporary 

media for internal communications 

• Identify and address issues routinely and in advance. 

• Coordinates departmental communications (except Recreation) 

• Meets with departments to recap previous year and new needs 

• Develops communication plan 

• 3.3 staff: Director, Senior Communications Specialist, Communications 

Specialist and shared Assistant 

• Managed through CAO/Town Manager’s Office 

• Provides support to individual members of council for Town-related 

activities (2004) 

• Mayor has assistant handling communications 

• Communication officers assigned to departments to oversee activities. 

• 4 staff: One PR/Planning and 3 PR/communications 

Comms. responsibilities are shared with other areas of management 

• Department specific communications. plans and assign department 

staff to address communications 

• 1 staff: Corporate Communications Officer (in City Manager Department) 

with support from Corporate Communications Project Team 

VANCOUVER • Has multicultural social planner. • Corporate Communications through City Clerk’s office for all 

departments. Includes all strategic and tactical implementation 

• 2 staff: Public Affairs Mgr. and Information Assistant (2001) – 

four recommended by consultant: Manager, 

Co-ordinators (2) and Web/Design Specialist 

WATERLOO • Key focus on issues mgmt, media relations, 

internal communications and community/external 

communications. 

• Not just what they are doing – but WHY most 

importantly. 

WHITCHURCH- 

STOUFVFILLE 

• Examining City apps 

• Reaching out via different locations 

(i.e. malls, etc.) 

• Staff: Director, Communications, Specialists (2) and 

Marketing Associate 

• Provides counsel & support for Mayor’s Office 

• Protocols in place for Mayor/Council communications and support 

• Each department selects representatives to work with Communications 

• No dedicated Communications Department (handled through 

CAO’s office). 

• Have one “Officer” responsible for communication affairs 

78

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