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CITY OF VANCOUVER ADMINISTRATIVE REPORT |
Date: |
June 24, 2004 | |
Author: |
J. Brooks/B. Taylor | |
Phone No.: |
6643/6004 | |
RTS No.: |
04404 | |
CC File No.: |
1363 | |
Meeting Date: |
July 20, 2004 |
TO: |
Vancouver City Council |
FROM: |
Directors of Social Planning and Office of Cultural Affairs |
SUBJECT: |
Staffing for Policy and Program Development for Social Planning and Cultural Affairs |
RECOMMENDATION
THAT Council approve the creation of one new permanent full-time Social/Cultural Planner III position, subject to classification by the General Manager of Human Resources, to work on the preparation of policy and programs as they relate to social and cultural impacts of major development projects, new Council approved initiatives, capital planning, community consultation and social and cultural facilities strategic planning, development and implementation. Annual cost (2005) of the position including benefits is $90,200 plus a one time cost of $5,000 for a computer and software. Funding for the balance of 2004, estimated at $26,000 is available from one-time cost recovery project allocations within Social Planning and Cultural Affairs; with future funding as an increase to the 2005 Social Planning/Cultural Affairs operating budgets without offset.
GENERAL MANAGER'S COMMENTS
There is currently one staff person working to cover the entire range of social and cultural implications in this area. The need for additional capacity has been demonstrated. The General Manager RECOMMENDS approval of the foregoing.
GENERAL MANAGER'S COMMENTS
The City Manager also RECOMMENDS approval.
COUNCIL POLICY
Council approves all regular full-time staffing positions.
PURPOSE
This report recommends that Council approve a new Social and Cultural Planning position to develop policy and programs as they relate to major development projects, new Council-approved initiatives, community consultation, and related social and cultural areas of work.
BACKGROUND
The Social Planning and Office of Cultural Affairs together have a single shared senior planner to manage work on policy and program development, major projects, new Council approved initiatives, budget planning, community consultation and important social and cultural areas of study. In addition, this current position is responsible for the review of all major planning inquiries and applications to determine facility development opportunities, recommendations to Council and/or Development Permit Board on proposed facilities and amenities, on social and cultural issues related to development, management of complex capital projects, negotiating and monitoring complex legal agreements, both departments' capital planning processes and management of a capital grants program. The planner must also be involved in and apprised of the social service, health and cultural infrastructure needs of the community and liaise with senior governments and private funders.
Social Planning and Office of Cultural Affairs have, working through the City's zoning and development processes secured much needed public amenities and community infrastructure. The departments have also been successful in working with other funders and the community to leverage the City's investments in social service and cultural infrastructure. With the increased volume of planning and development work, the ability to maximize these opportunities and continue to meet the growing needs of the community is limited.
It is therefore proposed that this extensive set of responsibilities be split into two positions in Social Planning/Cultural Affairs. While the team would function collaboratively and continue to serve both departments, it is proposed that areas of responsibility be divided into a Senior Policy and Programs Planner and a Senior Facility Development and Implementation Planner.
DISCUSSION
The work of the Social Planning Department and Office of Cultural Affairs are increasingly becoming involved in inter-departmental policy and program development as well as attention to the growing number of issues related to a rapidly growing City. There have been some areas where the increasing demand for work can be addressed by re-directing existing staff; however, both departments are under-staffed for the existing workload and have no capacity for reallocating work without eliminating services. Given the complexity of this position and the requisite specialized social service, cultural and planning knowledge, new resources and expertise are required.
The number of major projects within the City has grown. These include Woodward's, South East False Creek, East Fraser Lands, Langara College Expansion, Vancouver Community College - King Edward Expansion, and the Vancouver Trade and Convention Centre. Each of these projects requires collaboration with other departments and participation in the inter-departmental planning teams. The work involves attention to public impacts, amenities and opportunities including daycare, social services, public art, cultural and community facilities.
The number of development applications is growing rapidly. Presently, the single senior social/cultural planner attends all development and rezoning staff committees providing input on development processes as well as staff reports, Council reports, workshops and briefings and attends necessary public meetings. In addition, this individual presently budgets for and manages numerous complex capital projects, negotiates and monitors complex legal agreements with the 77 non-profit tenants in City-owned facilities, liaises with Corporate and Legal Services staff to ensure City assets are safeguarded, accounted for and managed including the leasehold interests in the City's collection of art and artifacts held in trust by the major exhibiting institutions.
In addition, the position acts as a resource to the community in planning and developing their facility needs and in accessing secure and affordable spaces for service and program delivery to the public. This requires extensive time as most non-profit organizations lack these facility development skills. Finally, the position is responsible for both departments' capital planning budgeting, submissions, monitoring and allocations including the management of an annual capital grant program to non-profit originations.
This work has significant social, cultural and economic impacts. It also can be highly controversial and requires a high degree of skill and versatility, sound judgment and independent action and ability to balance the needs of Social Planning and Cultural Affairs.
It is proposed the City will be best served if this diverse and complex work in two departments be managed by two differently skilled staff rather than one individual. Two staff allows the departments to focus the expertise and skill for each of the types of work Policy/Programs and Facility Development/Implementation.
This will permit the more efficient and effective method of ensuring that the broad policy and program issues in Social Planning and Cultural Affairs are addressed while also ensuring that the on-going development details are managed to ensure that implementation is assured.
ALTERNATIVES/OPTIONS
Alternative to the Recommendation - No new staff
· Individual staff person attends to only some of the many pressing issues;
· Policy development is left unattended in order to address immediate facility developmental issues;
· Absence of policy means action on development issues is unaddressed;
· Ability to attend to details becomes increasingly difficult.
Recommendation - One new permanent staff position
· Allows focused attention to policy/program issues by individual with skill and expertise in this area;
· Allows focused attention to development/implementation by individual with skill and expertise in the development process;
· Ensures there's continuity of staff in a complex planning environment where experience counts.
FINANCIAL IMPLICATIONS
Total annual cost (2005) for a permanent Social/Cultural Planner III including benefits is $90,200. Funding for fiscal 2004, estimated at $26,000 is available from one-time cost recovery project allocations within Social Planning and Cultural Affairs. Funding for 2005 and future years would need to be added to the respective operating budgets without offset.
PERSONNEL IMPLICATIONS
If approved as permanent positions, the new Social/Cultural Planner position will be forwarded to the GVRD Labour Relations Department for review and classification.
SOCIAL IMPLICATIONS
Social Planning and Cultural Affairs is about people. Staff with expertise and good communications skills are required to address the issues associated with the City's families, children, seniors, artists, persons with a disability, aboriginal peoples, youth, and those persons with substance use issues. It is also about making sure that the kinds of places, spaces and programs are available to ensure that the needs of the City's population are addressed. The current staff complement is unable to keep pace with the needs to address these issues.
CONCLUSION
As the number of major projects, development applications, social issues, capital projects, and budget planning increases, so does the volume of work associated with implementation. Additional resources are required within Social Planning and Office of Cultural Affairs to address the social and cultural needs of the community.
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