DEPARTMENTAL OVERVIEWS

Transcription

1 DEPARTMENTAL OVERVIEWS 1

2 Departmental Presentations 1. Planning and Infrastructure Services 2. Public Services 3. Corporate Services 4. Office of the Chief Operating Officer 5. General Government (Non-Departmental) 6. Office of the Chief Administrative Officer 7. Office of the Mayor and Council 2

3 PLANNING AND INFRASTRUCTURE SERVICES 2014 Budget Submission 3

4 PLANNING AND INFRASTRUCTURE SERVICES The department is accountable to plan, design, construct and manage all assets of the City in support of services delivery to the community via the following areas: Planning & Building Division Engineering & Development Services Division Maintenance & Operations Division Business Services Office 4

5 PLANNING AND INFRASTRUCTURE SERVICES Organizational Chart Chief Planning and Infrastructure Services Officer Ball, Marilyn Sr. Executive Director, Planning & Building Kraszewski, Dan Executive Director, Development Engineering Won, Michael Executive Director, Maintenance & Operations Pitushka, Joseph Senior Manager, Business Services Vacant 5

6 PLANNING AND INFRASTRUCTURE SERVICES Budget Drivers Development Activity Building permit activity to date on target with 2013 budget projections Current ranking 8 th in Canadian cities for construction value of permits issued (Source: Statistics Canada) - The construction value of permits issued to late November is $1.2B 2014 construction activity is projected to be similar to year end actuals estimated to be 5,000 building permits, $12.2M revenue, $1.5B construction value of permits issued Projected 2014 new residential permit activity is 3,000 3,500 dwelling units (low rise and apartment) 6

7 PLANNING AND INFRASTRUCTURE SERVICES Budget Drivers Development Activity Permits Issuance to October 31, 2013 includes: Residential Industrial Commercial Retail Commercial Office Institutional 2,429 new dwelling units 3 new buildings and 8 additions 18 new buildings and 1 addition 6 new buildings 9 new buildings and 15 additions 7

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9 PLANNING AND INFRASTRUCTURE SERVICES Budget Drivers Development Activity The Activity as of November 30th reports: 4,443 units draft approved in 2013; a 22% decrease from 5,740 units in the five year average ( , complete years) is 5,633 units per year 3,299 registered units in 2013; a 19% decrease from 4,084 units in the five year average ( , complete years) is 3,128 units per year Value of Infrastructure secured through development activity year to date is $161M through 25 plans of subdivision and approximately 30 kilometers of new roads constructed 9

10 PLANNING AND INFRASTRUCTURE SERVICES Budget Drivers Growth, Aging Infrastructure and Economic Impacts of: Road Operations and Capital Roads Construction Stormwater Management Escalating Fuel and Electricity costs Increased regulatory and legislative requirements in areas of conservation, environmental integrity and public health and safety standards: Implementation of the new 2012 Ontario Building Code requiring training and recertification Environmental factors & changes - Invasive species management and control - Emerald Ash Borer 10

11 PLANNING AND INFRASTRUCTURE SERVICES Budget Drivers Inspire and foster community involvement, ownership, and stewardship Increased emphasis on development facilitation to promote job/economic recovery while safeguarding public interests Increased emphasis on planning for a transportation system that better accommodates pedestrians, cyclists and transit and that promotes environmental & healthy community goals Ongoing response to Provincial legislation and initiatives such as the Growth Plan, Provincial Policy Statement, Regional Transportation Plan, Endangered Species Act and The Strong Communities Through Affordable Housing Act Continued advancement of Gas Tax Funded portfolio of projects 11

12 PLANNING AND INFRASTRUCTURE SERVICES Budget Drivers Customer Service Continued implementation and enhancement of the Development Tracking System (PlanTrak) within the Corporation Implementation of efficiencies for Electronic Submission of Applications and Issuance of Permits for Portable Signs Continued development of the Small Business Assist Program Expand the use of technology to track and document processes and provide client access to information related to permit and permit inspection services including notification to Council of significant projects within identified neighborhoods Expand the use of technology to provide on-line access to compliance letters and enhanced Zoning Services Continuous improvement to services provided and business processes in support of the Corporate Realignment 12

13 PLANNING AND INFRASTRUCTURE SERVICES PlanTrak: Corporate Development Tracking System 2013 Work Program Highlights Release of Visual Fusion integrated map interface for improved user interface, training provided to nearly 300 PlanTrak users inclusive of the Region of Peel Completion of Visioning Exercises resulting in a multi-year strategic development plan and recommendation to Council Release of Council View platform to the Council Administration Office inclusive of hands-on training to users Completion of Development Engineering process review and release of beta version for User Acceptance Testing (UAT) and feedback 13

14 PLANNING AND INFRASTRUCTURE SERVICES PlanTrak: Corporate Development Tracking System Implementation Plan 2014 & Beyond Continued expansion within the Corporation and to external partners, a $2M multi-year strategic PlanTrak Work Program Within the Planning and Infrastructure Services Stream Web Services Growth Management Multi-Organizational Support Street Naming Process Electronic Submission/Circulation Transportation Planning Stormwater Pond Development Environmental Planning Second Unit Tracking Workflow Improvements In 2014 enter a Master Agreement with MTi to implement Phase I and establish an Implementation Team aligned to reflect the new corporate structure whilst optimized for partnership with MTi 14

15 PLANNING AND INFRASTRUCTURE SERVICES Service Priorities Effective implementation of the Provincial Growth Plan in context of Brampton s role as a major Urban Growth Centre in a manner that reflects Brampton s priority to plan and develop the City as a sustainable and livable community Advancement of our Environmental Planning responsibilities Delivering key infrastructure projects to ensure our City functions effectively and efficiently as it grows and develops Implementing excellence in Urban Design to ensure the development of a distinctive municipality with identifiable landmarks, destinations that supports our branding as Canada s Flower City 15

16 PLANNING AND INFRASTRUCTURE SERVICES Service Priorities Fostering and encouraging development that is financially sustainable and aligns with our Corporate Economic Development Objectives Implementing development standards that reinforces and continually enhances the livability of Brampton for our residents and businesses Advancing the growth and development of Downtown Brampton and the Queen Street Corridor in a manner that maximizes its potential as the preeminent mixed use, business, entertainment and residential urban centre in the Greater Toronto Area 16

17 PLANNING AND INFRASTRUCTURE SERVICES Service Priorities Ensuring that customer service is the first priority in the daily delivery of our mandate to our internal and external clients Review municipal development engineering infrastructure standards to enhance long term sustainability and decrease operations and maintenance costs to the City Growth, maintenance and repair of existing aging infrastructure - traffic congestion, need for new/widened roads, DC fund constraints Invasive species management and control 17

18 PLANNING AND INFRASTRUCTURE SERVICES Planning & Building Division Direct Cost of Services ($000s) SECTION/DIVISION 2013 Building Division 2014 Budget Service Category Building Revenue Division Budget of $12.7M Direct Costs Identified = $10.3M Planning: 2013 Building Development Division Services, Net Budget Planning = ($2.4M) Policy Indirect & Growth Costs Management = $2.4M $ 10,090 $ 7,674 Core/Strategic/Enhanced Core/Strategic/Enhanced Planning & Building Division 2014 Net Budget = $2,862M* *Excludes Building Division Reserve #93 Building Rate Stabilization - Established under the legislated requirements of Bill 124 and Regulation 305/03, contribution to this Reserve occurs when the revenue from building permit fees exceeds the Building Division s total operating costs. Reserve #93 may be used only for recovery of costs associated with Building Division operations. 18

19 PLANNING AND INFRASTRUCTURE SERVICES Financial Summary Building Rate Stabilization Reserve #93 ( 000) 2012 Budget 2012 Actual 2013 YEF 2014 Budget Starting Balance at Jan 1 $ 10,756 $ 10,756 $ 19,753 $ 19, Contribution $ 59 $ 9, Purchase of Inspections Fleet ($ 1,000) ($ 991) 2013 Contribution $ 231* 2014 Contribution ($ 583) Permits Online project ($ 605) ($ 310) 2014 Amanda Upgrade project ($ 250) 2014 Compliance Letter project ($ 50) End Balance (est.) at Dec 31 $ 19,753 $ 19,379 $18,186 Balance of Reserve #93 as at September 30, 2013 = $ 19,148M *Forecasted Actual Contribution as at December 31, 2013 = $ 231K 19

20 PLANNING AND INFRASTRUCTURE SERVICES Engineering & Development Services Direct Cost of Services ($000s) SECTION/DIVISION 2014 Budget Service Category Development Approvals, Environmental and Transportation Engineering Development Inspections Open Space Planning, Design & Construction Infrastructure Planning Long Range Transportation Planning Core/Strategic Core Core Core Core TOTAL DIRECT COSTS IDENTIFIED $7, Engineering & Development Division Net Budget = $6,395 Direct Costs Identified = $7,055 20

21 PLANNING AND INFRASTRUCTURE SERVICES Maintenance & Operations Parks Operations Direct Cost of Services ($000s) SERVICES 2014 Budget Service Category Animal Services $ 2,446 Core/Strategic Parks Maintenance & Operations $ 23,374 Core /Strategic/Enhanced TOTAL DIRECT COSTS IDENTIFIED $ 25, Parks Operations Budget = $ 25,820 Direct Costs Identified = $ 25,303 98% of Parks Maintenance & Operations 2014 Budget consists of the Direct Costs identified above 21

22 PLANNING AND INFRASTRUCTURE SERVICES Parks Operations - Measures Amenity Total Number of Parks / Hectares 746 / 3,728 ha Number of Playgrounds 284 Pathways (m) 224,355 m Boulevards (ha) 350 ha Number of Sports Fields 250 Perennial / Shrub Flower Beds (m2) 63,502 m2 Annual Flower Beds (m2) 18,716 m2 Cemeteries 28 22

23 PLANNING AND INFRASTRUCTURE SERVICES Maintenance & Operations Road Operations Direct Cost of Services ($000s) SERVICES 2014 Budget Service Category Winter Control $ 12,547 Core Roadway Maintenance $ 11,054 Core TOTAL DIRECT COSTS IDENTIFIED $23, Road Operations Budget = $25,165 Direct Costs Identified = $23,601 94% of Road Operations 2014 Budget consists of the Direct Costs identified above FRONT-LINE SERVICE DELIVERABLES - Maintain and Operate 3,400 Lane Km s of Road Infrastructure - Clear Winter Events in hours 23

24 PLANNING AND INFRASTRUCTURE SERVICES Maintenance & Operations Traffic Direct Cost of Services ($000s) SERVICES 2014 Budget Service Category Traffic Operations, including Signage $ 2,780 Core Traffic Signals & Streetlighting $ 10,842 Core Crossing Guards $ 2,285 Core Parking Operations $ 711 Core TOTAL DIRECT COSTS IDENTIFIED $16, Traffic Budget = $16,790 Direct Costs Identified = $16,618 99% of Traffic s 2014 Budget consists of the Direct Costs identified above FRONT-LINE SERVICE DELIVERABLES - Operate and Maintain 42,000 Streetlights, 310 Traffic Signals and 157 Crossing Guard Locations 24

25 PLANNING AND INFRASTRUCTURE SERVICES Maintenance & Operations Fleet Direct Cost of Services ($000s) SERVICES 2014 Budget Service Category Fleet Fuel and Rentals $1,830 Core Fleet Training $ 414 Core Fleet Maintenance $3,724 Core Facilities Maintenance $ 983 Core TOTAL DIRECT COSTS IDENTIFIED $6, Fleet Budget = $7,740 Direct Costs Identified = $6,951 90% of Fleet s 2014 Budget consists of the Direct Costs identified above FRONT-LINE SERVICE DELIVERABLES - Manage and Maintain 674 Fleet Units - Completed 3,751 Repair Work Orders - Achieved excellent CVOR rating by MTO 25

26 PLANNING AND INFRASTRUCTURE SERVICES Maintenance & Operations Engineering & Construction Direct Cost of Services ($000s) SERVICES 2014 Budget Service Category Infrastructure Planning $ 862 Core Capital Project Delivery $ 482 Core TOTAL DIRECT COSTS IDENTIFIED $1, Engineering & Construction Budget = $1,585 Direct Costs Identified = $1,344 85% of Engineering & Construction s 2013 Budget consists of the Direct Costs identified above FRONT-LINE SERVICE DELIVERABLES - Condition Assessment on 2850 lane km s of Roadway annually - Inspect 1600 km s of sidewalks annually - Condition Assessment on 196 Road Structures and 114 Parks Structures bi-annually 26

27 PLANNING AND INFRASTRUCTURE SERVICES Service Level Measures Core Services Development Approvals process legislated by The Planning Act Thorough and comprehensive planning review in a timely manner Daily response to Inquiries for Information, Publications, Maps Official Plan amendments, Zoning By-law amendments, Block Plan approvals, Plan of Condominium approvals and Part Lot Control approvals Response to Legislation: Second Units Policy Bill 140: Strong Communities Through Affordable Housing Act, 2011 Growth Management Program, Development Allocation & Statistics Street Naming Policy & Process 27

28 PLANNING AND INFRASTRUCTURE SERVICES Service Level Measures Core Services cont d Local, Community and City Park Delivery Landscape Design & Approvals process for subdivision reviews streamlined to 7 weeks for first submission, 5 weeks for second submission and 2 weeks for final approval as per BILD initiatives Development Engineering Approvals process for subdivision reviews streamlined to 7 weeks for first submission, 5 weeks for second submission and 2 weeks for final approval as per BILD initiatives Environmental Engineering - Stormwater Management, Noise 28

29 PLANNING AND INFRASTRUCTURE SERVICES Service Level Measures Core Services cont d Cultural Heritage Program 2013 Designation Reports approved: 12 Designation By-laws passed: 6 Listing Reports approved: 7 HIAs processed: 7 Conservation Plans processed: 3 Heritage Incentive Grants processed: 1 Wall-mounted Plaques: 18 Award of Merit: 4 Heritage Permits (Part IV): 9 Heritage Permits (Part V): 9 29

30 PLANNING AND INFRASTRUCTURE SERVICES Service Level Measures Core Services cont d Administration and enforcement of the Ontario Building Code, Zoning Information Services - Legislated by Ontario Regulation 332/12 Plans Review - Legislated service levels for review of applications regulated under the Building Code Act and Building Code as well as compliance with applicable laws to be completed within 10, 15, 20 or 30 business days; depending on the class of building Permit Issuance - Regulating construction within the City of Brampton through the legislative process 30

31 PLANNING AND INFRASTRUCTURE SERVICES Service Level Measures Core Services cont d Administration and enforcement of the Ontario Building Code, Zoning Information Services - Legislated by Ontario Regulation 332/12 Inspections Ensuring that construction complies with the minimum requirements of the Building Code related to Health, Safety, Structural Sufficiency, Fire Protection and Resource Conservation through mandated site inspections to occur within 48 hours of notification Ensuring compliance through regulatory enforcement Zoning Application, interpretation and enforcement of the Zoning By-Law and Pool Enclosure By-Law Committee of Adjustment application review Corporate Compliance Information 31

32 PLANNING AND INFRASTRUCTURE SERVICES Service Level Measures Core Services cont d Animal Services Adoptions, Shelter Services, Enforcement, Emergency Response Parks Maintenance & Operations Parks Maintenance, Horticulture, Inspections, Cemetery Services, Forestry Roadway, Fleet and Traffic Infrastructure Maintenance & Management Winter Control Capital Roads Construction 32

33 PLANNING AND INFRASTRUCTURE SERVICES Service Level Measures Strategic Services Long range planning for Greenfields and Areas in Built Boundary Preparation of Master Plans i.e. TTMP, Environmental Master Plan Community Improvement Plan (CIP) Emergency Sign Replacement Service for Residents Historic Air Photos and Maps Research Pedestrian Safety Plan GPS System Management Bike Facility Implementation Plan Animal Services - Education, Wildlife Management Parks - Facility Operations, Special Events, Community Development 33

34 PLANNING AND INFRASTRUCTURE SERVICES Service Level Measures Strategic Services cont d Administration and enforcement of the Ontario Building Code, Zoning Information Services - Legislated by Ontario Regulation 332/12 Mobile Brampton - Community outreach and business partnering program to educate home owners and hardware suppliers of the permit process Permits Online - Development of electronic commerce options to enable extended service hours, increased accessibility and information sharing. The creation of process efficiencies and reduction in paper transactions 34

35 PLANNING AND INFRASTRUCTURE SERVICES Service Level Measures Enhanced Services Administration and enforcement of the Ontario Building Code, Zoning Information Services - Legislated by Ontario Regulation 332/12 Concierge - Reduction in permit review service levels (3 days service) for residents proposing minor home renovation projects (22% of miscellaneous residential application) Permits Online 100% client conversion to online permits service for Mobile Signs Development Approvals process legislated by the Planning Act Notification of Public Meeting to Property Owners within m radius of Subject Property recommended to be reduced to 240m radius of Subject Property. On-line information and improved signage on the Property provided enhanced notice to the Public Committee of Adjustment (CoA) Will continue to provide a report prepared per Application with a Planner attending the CoA meeting 35

36 PLANNING AND INFRASTRUCTURE SERVICES Service Level Measures Enhanced Services cont d Development Engineering Approvals are provided in shorter review time as a result of BILD initiatives Leaf Vacuum Program Litter, Debris & Graffiti Removal 36

37 PLANNING AND INFRASTRUCTURE SERVICES Current Budget Summary Business Services 5.3% Maintenance and Operations 86.8% Engineering and Development Services Planning and 7.4% Building 0.5% 2014 BUDGET ($000s) Gross Expenditures $107,539 Revenues ($ 21,390) Net Expenditures $ 86,149 37

38 PLANNING AND INFRASTRUCTURE SERVICES Current Budget Highlights Core Operating Adjustments $ 2,549 Compensation Adjustments $ 574 Operating Expenditure Adjustments $ 547 Revenue Adjustments $ 1,485 Building Division Operations (net $57k favorable impact) Compensation Adjustments $ 62 Operating Expenditure Adjustments ($ 74) Revenue Adjustments $ 538 Contribution to Building Reserve Fund ($ 583) Commitments $ 2,987 Impacts from previously approved capital and service 38

39 PLANNING AND INFRASTRUCTURE SERVICES Current Budget Highlights cont d Mitigation Measures ($ 4,970) Reduction/Elimination in identified service levels, programs etc Growth and Service Priorities $ 0 Project Manager, Planning (2-yr contract extension) $ 276 Offset by External Funding (Landowner Group) ($ 276) Total Net Expenditure Change ($000s) $

40 PLANNING AND INFRASTRUCTURE SERVICES Capital Budget Highlights Planning & Building Studies, Programs and Minor Capital Expenditures $1,551 Official Plan Review $ 650 Community Improvement Plan: Building and Façade Improvements $ 200 Minor Capital Expenditures $61 Building Permits Online $ 310 Amanda Building Permits System Upgrade $250 Building Division Compliance Letter $ 50 Minor Capital Expenditures Building Division $ 30 Unfunded $346 Urban Design Awards $10 Pathways Master Plan Update Tax portion $125 Local Drainage and Flooding Remediation Plan $75 City Wide Urban Design Studies $100 Natural Heritage Inventory (BNAI) Tax portion $36 40

41 PLANNING AND INFRASTRUCTURE SERVICES Capital Budget Highlights Parks 2014 BUDGET ($000s) $9,196 Indoor Assets Indoor Asset Repair & Replacement $186 Outdoor Assets Outdoor Asset Repair & Replacement $3,497 New Development Civic Design $353 Neighborhood Parks $2,149 Pathways Implementation Plan $195 Valleyland Development $2,816 41

42 PLANNING AND INFRASTRUCTURE SERVICES Capital Budget Highlights Parks 2014 BUDGET ($000s) Unfunded $3.65M Emerald Ash Borer (EAB) Program $3M Indoor Asset Replacement $25K Outdoor Asset Replacement $625K 42

43 PLANNING AND INFRASTRUCTURE SERVICES Capital Budget Highlights Parks BUDGET ($000s) Unfunded $132.3M Emerald Ash Borer (EAB) Program $30M Indoor Asset Replacement $9.7M Outdoor Asset Replacement $51.1M New Parks Development $41.5M 43

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45 PLANNING AND INFRASTRUCTURE SERVICES Capital Budget Highlights Works Operations Infrastructure Growth Road Construction/Widening Projects Project Designs and Utility Relocation Projects Land Acquisitions Traffic Signalization New Works Yards Minor Capital Projects Infrastructure Maintenance Road Resurfacing Program Bridge Repairs Stormwater Management Traffic Engineering Minor Capital Projects Fleet Fleet Capital New Fleet Vehicle/Equipment Replacement TOTAL ANNUAL BUDGET ($000s) 2014 $58,925 $8,050 $5,350 $360 $3,150 $5,201 $9,000 $1,973 $979 $2,266 $345 N/A $2,500 $98, $43,470 $7,815 $5,000 $780 $25,850 $1,955 $9,000 $1,470 $3,300 $2,688 $266 $84 $4,000 $105,678 45

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47 ROAD CONSTRUCTION MODIFICATIONS Due to DC Constraints ($000s) CAPITAL BUDGET WARD ORIGINAL REVISED BUDGET DC No Change Creditview Road Widening (Sandalwood Parkway To Mayfield Road) ,270 10,292 James Potter Rd (Ashby Field Rd To Bovaird Drive) ,530 1,530 New Creditview Rd (Bovaird Dr To North South Spine Rd) New Creditview Rd ( North of Station Rd to South of North Spine Rd) Williams Parkway (Creditview Road To Mississauga Road) ,540 5,540 James Potter Rd (Steeles Avenue To South of ODRC Railway) ,949 1,949 Humberwest Parkway (Exchange Dr to Williams Pkwy) ,900 4,655 New Road A ( Financial Dr. to Embleton) ,673 2,673 New Road A ( Steeles Ave to 0.65 km N of Steeles Ave) ,405 2,405 New Road A ( 1.3 km N. of Steeles to Financial Dr) Financial Drive (Mississauga Road To Heritage Rd) ,290 2,290 Castlemore Road Widening (Airport Road To Goreway Drive) ,000 3,800 New Creditview Road & CN Halton Line (Grade Separation) Phase ,640 4,275 41,074 Added Deferred Wanless Drive (Creditview Road To Mississauga Road) ,700 7,707 Goreway Drive & CN Halton Line (Grade Separation) Phase ,200 1,520 The Gore Road (Castlemore Road To Mayfield Road) Region ,560 1,482 James Potter Rd (N. Limit Denford To South of Williams Pkwy) ,336 1,336 2,818 9,227 47

48 ROAD CONSTRUCTION MODIFICATIONS Due to DC Constraints ($000s) 2015 CAPITAL BUDGET WARD ORIGINAL REVISED BUDGET DC No Change Torbram Road Widening (Countryside Drive To Mayfield Road) 9, ,500 5,225 Sandalwood Parkway Widening(Creditview Road to the W. Limit of 21T 10013B Draft Plan) Sandalwood Parkway Widening(W. Limit of 21T 10013B Draft Plan to Mississauga Road) Sandalwood Parkway Widening (NHS Structure)(Within the Limits of Creditview Road to the W. Limit of 21T 10013B Draft Plan) ,252 1, ,219 1, Financial Drive Widening (Southern Boundary To Steeles Avenue) ,140 10,070 Cottrelle Boulevard (Humberwest Pkwy. To Goreway Dr.) ,720 15,720 33,986 Added The Gore Road (Castlemore Road To Mayfield Road) Region ,560 1,482 Advanced Wanless Drive (Creditview Road To Mississauga Road) ,700 7,707 48

49 PLANNING AND INFRASTRUCTURE SERVICES Capital Budget Highlights Road Operations 2014 BUDGET ($000s) Unfunded $7,063 Road Resurfacing Program $ 1,500 Fleet Vehicles/Equipment $ 2,336 Stormwater Management $ 2,221 Traffic Engineering Services $ 826 Other Minor Capital $

50 PLANNING AND INFRASTRUCTURE SERVICES Capital Budget Highlights Road Operations BUDGET ($000s) Unfunded $126, 882 New Works Yards $ 57,832 Road Resurfacing Program $ 38,042 Fleet Vehicles/Equipment $ 16,061 Stormwater Management $ 10,816 Traffic Engineering Services $ 3,626 Other Minor Capital $

51 PUBLIC SERVICES 2014 Budget Submission 51

52 Mandate: PUBLIC SERVICES To plan, operate and manage services provided directly to the public and community at large. Key service areas include: Facility Services Fire and Emergency Services Recreation and Culture Service Brampton Transit Business Services 52

53 PUBLIC SERVICES Organization Chart Chief Public Services Officer, Patteson, Julian Executive Director, Facility Services Meneses, Al Director, Business Services Office Rutherford, Brian Fire Chief, Fire and Emergency Services MacDonald, Andrew Director, Recreation and Culture Rosa, Donna-Lynn Executive Director, Transit Connor, Suzanne Director, Service Brampton Tsingos Rhonda 53

54 PUBLIC SERVICES Budget Drivers Delivering services to the community, while meeting expectations of service excellence and value Responding to growth pressures Addressing environmental changes and legislative requirements Maintaining the highest quality in programs, services and events provided to citizens of various cultures, age and interests Continuing to enhance customer satisfaction in all program and service areas Inspiring and fostering community involvement, accountability and stewardship 54

55 PUBLIC SERVICES Budget Drivers Implementing Züm service on the Bovaird corridor with additional service on existing Züm corridors to accommodate increased travel demand. Ensuring infrastructure and response capacity in Fire and Emergency Services Advocating for Brampton s Arts and Culture community Increasing customer inquiry and transaction volumes Increasing demand for easy-to-use customer service access options, beyond traditional business hours 55

56 PUBLIC SERVICES Business Services Office ($000s) SERVICES 2014 Budget Service Category Accounting/Administration/Marketing/Policy $ 3,930 Core Business Systems $ 902 Core Financial Planning $ 896 Core Central Concession Support $ 274 Strategic/Core TOTAL $ 6,002 Strategic/Core Percentage of Public Services Budget = 4% Number of FTE s = 38 56

57 PUBLIC SERVICES Facility Services ($000s) SERVICES 2014 Budget Service Category Asset Preservation $ 442 Core Building Design and Construction $ 2,052 Core Facility Operations and Maintenance $ 12,100 Core Facility Support $ 2,141 Strategic/Core Realty Services $ 785 Core TOTAL $ 17,520 Strategic/Core Percentage of Public Services Budget = 11% Number of FTE s = SERVICE DELIVERABLES/PERFORMANCE METRICS Capital Construction projects in progress Workplace work orders Churn projects - $2.6 million in cost avoidance from energy savings since Building Condition/Structural Audits performed Real Estate Transactions Million sq. footage maintained (transitioning to 4 million sq. ft.) - 124,000 Mobile Security Patrols (Citywide) and 31,000 Mobile Park Patrols - 1,062 Cameras within facilities and structures 57

58 PUBLIC SERVICES Fire and Emergency Services ($000s) SERVICES 2014 Budget Service Category Administration $ 958 Strategic/Core Apparatus and Maintenance $ 2,034 Core Communications $ 2,653 Core Fire Fighting Forces $ 46,444 Core Fire and Life Safety Education $ 867 Core Prevention/Training/Station/Medical Costs $ 4,486 Core TOTAL $ 57,972 Strategic/Core Percentage of Public Services Budget = 36% Number of FTE s = SERVICE DELIVERABLES/PERFORMANCE METRICS - 17,676 emergency calls handled - 45 seconds to process incoming emergency calls, including 9-1-1, Industry best-practice standard is 60 seconds - 62,243 hours of training completed by Fire Personnel - 20,269 citizens have received training through Fire / Life Safety Education Division residents participated in Emergency Preparedness Campaign (BEMO) CERV volunteer hours for public education and safety events (BEMO) 58

59 PUBLIC SERVICES Recreation and Culture ($000s) SERVICES 2014 Budget Service Category Recreation Administration $ 812 Core/Strategic Recreation Facilities and Programs $ 19,677 Core/Strategic Recreation Support $ 1,940 Core/Strategic TOTAL $ 22,429 Core/Strategic Percentage of Public Services Budget = 14% Number of FTE s = SERVICE DELIVERABLES/PERFORMANCE METRICS - 29 recreation and community centres - 138,000 registrations in our recreation programs - 1,782,000 total active participants in recreation - 3,700 members at the Flower City Senior s Centre - 2,800 square feet of indoor space per 1,000 population - Delivers over 11,500 hours of programs per 1,000 persons 59

60 PUBLIC SERVICES Recreation and Culture ($000s) SERVICES 2014 Budget Service Category Arts and Culture $ 557 Core/Strategic Properties $ 113 Core/Strategic Presenting (programming/marketing/development) $ 1,940 Core/Strategic Special Events $ 925 Core/Strategic Theatres (administration/operations/concessions) $ 3,946 Core/Strategic TOTAL $ 6,164 Core/Strategic Percentage of Public Services Budget = 4% Number of FTE s = SERVICE DELIVERABLES/PERFORMANCE METRICS - 46 Main Stage Shows - 30,275 Main Stage Tickets sold Rose Theatre Bookings Community Groups 60

61 PUBLIC SERVICES Service Brampton ($000s) SERVICES 2014 Budget Service Category Business Process Engineering and Support $ 667 Strategic Contact Centre Operations $ 2,084 Core Revenue Services $ 773 Core TOTAL $ 3,524 Strategic/Core Percentage of Public Services Budget = 2% Number of FTE s = SERVICE DELIVERABLES/PERFORMANCE METRICS - 345,000 Contact Centre and Information Kiosk citizen inquiries - 30% increase in municipal service line - 80%+ of calls answered within 30 seconds and resolved at first contact - 85% + of calls monitored achieve or exceed customer service quality expectations - 70,000 revenue transactions processed 61

62 PUBLIC SERVICES Transit ($000s) SERVICES 2014 Budget Service Category Transit Operations $ 66,697 Core Transit Maintenance (Fleet/Facilities) $ 35,761 Core Administrative Services $ 2,367 Strategic/Core Business Strategies $ 2,997 Strategic/Core Concessions and Coin Room $ 3,540 Core Revenues and Gas Tax $ (62,698) Strategic/Core TOTAL $ 48,664 Strategic/Core Percentage of Public Services Budget = 30% Number of FTE s = SERVICE DELIVERABLES/PERFORMANCE METRICS Buses Operated and Maintained Million Transit Passengers projected for Ridership growth outpacing budgeted service hour increase and population growth - 23 Million Kilometers travelled - 72% PRESTO card usage due to elimination of paper fare media Bus Shelters and 2,200 Bus Stops - 4 Major Terminals and 2 Facilities providing $35M in fare media sales - $57 Million in Total Revenue 62

63 BRAMPTON TRANSIT RIDERSHIP 2012 vs ,000,000 1,900,000 8% Increase in October 2013 vs October ,898,337 Ridership 1,800,000 1,700,000 1,600,000 1,500,000 1,400,000 1,300,000 1,798,271 1,760,938 1,678,574 1,645,960 1,600,810 1,616,303 1,593,637 1,589,157 1,565,498 1,587,927 1,548,678 1,493,577 1,493,160 1,481,207 1,423,087 1,455,380 1,404,818 1,384,153 1,406,662 1,749,291 1,358,488 1,200,000 1,100,000 1,000, Month 63

64 PUBLIC SERVICES Facility Services 4,500,000 Total Area SqFt. 4,000,000 3,500,000 10% Increase over 5 years 3,000,000 2,500,000 2,000,000 (Sq. Ft.) ($000) Total Area SqFt. Square Footage includes Leased and Owned Properties 64

65 PUBLIC SERVICES Facility Services Corporate Properties (By Age) 47% 53% Significant inventory of aging Infrastructure Infrastructure deficit (R&R backlog) Consider implementation of capital reserve funds Age Range (Years) 65

66 PUBLIC SERVICES Recreation 550, ,000 Population 1,480,000 Square Feet of Indoor Recreation Space 530,000 1,460, , , , , , , , Population 1,440,000 1,420,000 1,400,000 1,380,000 1,360,000 1,340, Square Feet of Indoor Recreation Space 66

67 PUBLIC SERVICES Service Brampton 450,000 Service Brampton , , , , , , , , ,000 78,639 70,000 50, ,948 8, Calls 2013 Calls s s Received Received Revenue Revenue Managed Managed Transactions Transactions 67

68 PUBLIC SERVICES Current Budget Summary Transit 30.0% Recreation and Culture 17.6% Service Brampton 2.2% Facility Services 10.8% Business Services 3.7% Fire and Emergency Services 35.7% ($000s) Gross Expenditures $ 256,712 Revenues ($ 94,437) Net Expenditures $ 162,275 68

69 PUBLIC SERVICES Current Budget Summary The department focused on the following methods in order to achieve budget reductions: Review of all product lines and services Reduction of current service frequencies Reduction in support to community groups Elimination of proposed services in growth areas Revenue increases 69

70 PUBLIC SERVICES Current Budget Mitigation Measures SERVICE LEVEL 1 Reduce Mount Pleasant Village Recreational Services $ FINANCIAL IMPACT 2 Reduce Recreation Facility Operating Hours $ 300,000 3 Reduce Daycare Services/Eldorado Pool/Cyril Clark $ 225,000 91,000 4 Reduce Maintenance Service Levels at Corporate Facilities $ 5 Reduce Corporate Security Services $ 601,000 6 Closure Of Siemens Property $ 449,000 7 Reduce Shakespeare In The Square $ 174,000 8 Reduce Service Brampton Weekend Service $ 50,000 9 Reduce Financial Support for not-for-profit organizations $ 97, Increase Transit Revenue Budget $ 1,419,000 30, Increase Transit Fare $ 1,095,000 TOTAL REDUCTIONS $ 4,531,000 70

71 PUBLIC SERVICES Current Budget Highlights $000s CORE OPERATING ADJUSTMENTS Compensation Provisions $4,425 Operating Expenditure Adjustments $1,041 Revenue Adjustments ($ 361) COMMITMENTS Corporate Space Strategy $ 601 Alderlea Facility Operating and (3 F/T) $ 379 Fire Station 211 $1,448 - Includes Fire Fighters (24 F/T), Fire Prevention Officers (2 F/T), Squad 211 and Station 211 operating expenses Recreation - Facility Scheduler (1 F/T) $ 79 - Gore Meadows Operating and (1 F/T) $ Norton Place Park Operating $ 7 71

72 PUBLIC SERVICES Current Budget Highlights COMMITMENTS Conventional Transit Growth Service Increase - Includes 18 F/T and operating expenses for 7 Growth Buses Zum BRT Service Increase - Includes 47 F/T and operating expenses for 10 BRT and 4 support Buses $000s $ 1,130 $ 3,020 MITIGATION MEASURES (Details on Page 45 of budget binder) ($4,531) GROWTH AND SERVICES Real Estate Coordinator (1 F/T) $ 0 Total Net Expenditure Change $ 7,558 72

73 PUBLIC SERVICES Capital Budget Highlights Facility Services $000s Accessibility Program $ 85 Corporate Indoor Asset Replacement $ 1,131 Corporate Security $ 200 Energy Management $ 800 Accommodation Services $ 1,454 Interior Design Services $ 200 Portfolio Management $ Transjdakfjdfkd kjlkj 70 73

74 PUBLIC SERVICES Capital Budget Highlights Fire & Emergency Services $000s Transit Additional Vehicles $ 120 SCBA Replacement / Upgrades $ 1,200 Station Repairs Vehicle Replacement $ $ Bus Purchases $ 9,475 Bus Refurbishments $ 3,134 Bus Shelters/Pads/Stops $ 459 Queen Street LRT $ 1,200 Smart Bus $ 1,250 Züm $43,728 74

75 PUBLIC SERVICES Capital Budget Highlights Recreation and Culture $000s Indoor Asset Replacement $ 3,384 Outdoor Asset Replacement $ 779 New Development Creditview / Sandalwood City Wide Park $ 3,908 Gore Meadows $ 7,500 Heritage Program $ 250 Mississauga / Bovaird Community Park $ 250 Mississauga / Embleton $

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77 CORPORATE SERVICES 2014 Budget Submission 77

78 CORPORATE SERVICES Service Integration and Strategic Alignment Chief Corporate Services Officer Business Services Office Office Coordinator Enforcement Services Council and Administrative Services Legal Services Human Resources Finance Information Technology To Be a Strategic and Trusted Business Partner and Public Servant Corporate Excellence Growth Management Economic Development Environmental Stewardship Community Engagement 78

79 CORPORATE SERVICES Service Priorities Corporate Excellence Customer Service & Community Outreach To serve the public, Council, and the Corporation by providing simplified and increased access to City information, transparent and accountable financial reporting and budgeting, optimized revenue generating and collection solutions, effective legal services and risk management, secure and efficient information technology infrastructure, and an engaged, diversified workforce Growth Management To develop a strategic long-term financial plan, and human capital management and information technology plans to support City building Economic Development To provide a range of financial and legal services that support business attraction and an appropriate mix and supply of employment land Environment Stewardship To incorporate environmental friendly alternative solutions in various corporate operations and business practices Community Engagement To promote and implement dynamic two-way communication channels to consult, engage, and motivate public dialogue and involvement 79

80 CORPORATE SERVICES Budget Drivers The provision of sophisticated, superior service to support the governance of Canada s 9 th largest city The provision of efficient, effective and transparent services to a rapidly growing population and community. The related pressures are: the increasing transaction volume the increasing complexity and size of projects the increasing complexity of industry and government regulations the increasing pressure on available financial resources to put infrastructure in place and sustain service levels The increasing demand for information technology solutions to support service delivery across all departments Adapting to the transforming business landscape in the face of economic uncertainty, with challenges in revenue generation and collection pressure, change management, talent management and leadership development Respecting and absorbing cost increases without compromising quality or services 80

81 CORPORATE SERVICES Service Level SERVICES Council and Administrative Services Legislative support to Council and its standing committees By-laws management, Corporate records management Execution of municipal elections, by-elections and ward boundary reviews Coordination of Corporate compliance with accessibility legislation and standards POA Court administration, stationary business and lottery Licensing, vital statistics Administrative support to Councilors Legislative services to Council s advisory committees Document certification and commissioning services Lead/Participate in various inter-departmental and external committees and work teams to provide subject-matter expertise on Divisional functional responsibilities Consulting and advisory resource to departments regarding multilingual services and diversity matters Electronic document and records management Core Core Core Core Core Core Enhanced Enhanced Strategic Strategic Strategic 81

82 CORPORATE SERVICES Service Level Council and Administrative Services Budget ($000s) Staff City Clerk s Office $1, Court Administration $2, SERVICE DELIVERABLES Provide legislative services to approximately 175 meetings of City Council, including its standing committees and advisory committees Administer approximately 3,450 stationary business licenses, 160 lottery licenses, 2,100 marriage licenses, and 1,700 death registrations Management of inactive corporate records involving over 9,000 boxes of records and documents Processing of 60 Freedom of Information (FOI) requests and various public enquiries Provide court administration of charges laid by police, municipal enforcement, ministries, and crown agencies for approximately 150,000 provincial offences charges and parking tickets Timely delivery of management consulting services Completed comprehensive ward boundary review through an extensive public consultation research process 82

83 CORPORATE SERVICES Service Level SERVICES Enforcement and By-law Services Enforcement of Municipal By-laws: e.g. Traffic, Tree Conservation, Woodlot, Sign, Parks, Noise, Zoning, Boulevard, Snow & Ice, Heritage, Sewer, and Fireworks, among others Enforce Property Standards By-laws, including but not limited to: building maintenance related matters, inoperative vehicles, pool fence permit/maintenance inspections, excessive growth of grass and weeds on private property Zoning enforcement including: basement apartment inspections, driveway widening, oversized sheds/accessory structures Enforcement and administration of Mobile Licensing: tow trucks, taxi's, driving schools, limousines, and refreshment vehicles Enforcement of Stationary Licensing including but not limited to: foodhandler, tobacco sales, place of public assembly and amusement Special Attention Patrols Public Education Initiatives including public campaigns, public speaking, licensing guides Attendance at Court as witnesses, providing evidence and testimony Core Core Core Core Core Enhanced Strategic Strategic 83

84 CORPORATE SERVICES Service Level Measures Enforcement and By-law Services Budget ($000s) Staff By-laws, Licensing, Property Standards $7, SERVICE DELIVERABLES Provide enforcement services (reactive and proactive) related to municipal by-laws: 8,812 property standards files (private property) 4,557 municipal and public property investigations 1,200 licensing inspections 10,784 parking complaint files 65,000 issued parking tickets Administer and enforce approximately 2,459 mobile licenses Implemented Mobile Workstation pilot project Expanded Automatic Vehicle Locator (AVL) program Implemented new Autocite wireless handheld ticket devices 84

85 CORPORATE SERVICES Service Level SERVICES Legal Services Act as the representatives for the City, on behalf of all departments in legal matters Appear before administrative tribunals, and all levels of court Advise and defend on the legal implications of activities and actions of City Council, the Corporation and all departments Drafting of by-laws, and advise on the enforcement of municipal by-laws Advice related to prosecutions under the POA, defense of appeals Advise on defending disputes arising from commercial contracts, including construction liens and related contracts Vetting of statements of claim issued against the City (including insurable matters) Assist in coordinating services provided by external law firms Provide strategic direction in early stages of corporate disputes, or potential disputes Provide advice on accountability and transparency of municipal government General counsel role and assist in identifying corporate issues, and assist in achieving Council's goals, and identify solutions to issues before issues become problems Core Core Core Core Core Core Core Core Strategic Strategic Strategic 85

86 CORPORATE SERVICES Service Level Legal Services Budget ($000s) Staff Chief s Office Administration & Leadership $467 3 Legal Services $3, SERVICE DELIVERABLES As of October 2013, prosecuted approximately: 18,300 non-municipal charges for provincial offences 3,400 municipal charges 2,300 parking tickets; 12,700 early resolution meetings for provincial offence matters Act as counsel for the Corporation representing the City before courts and administrative tribunals, including major OMB matters Provide legal services including negotiation and approval of 450 agreements Provide legal guidance to departments as may be required including response to general enquiries, and the review of legal opinion and implications for approximately 150 reports to Committee and/or Council 86

87 CORPORATE SERVICES Service Level SERVICES Human Resources Management of Talent Acquisition and Talent Development programs Management of Compensation and Benefit policies and programs Administration of Job Design and Job Evaluation processes Management of Occupational Health, Safety and Wellness policies and programs Management and administration of disability management program Provision of HR consulting services to management on strategic initiatives, tactical issues, day to day matters, organizational structure and work force planning Administration and interpretation of Collective Agreements and human resources policies Management of Human Resource Management Systems Management of grievance/arbitration processes, union/management relations and collective bargaining Development and implementation of enterprise-wide and departmental strategic initiatives Core Core Core Core Core Core Core Enhanced Strategic Strategic 87

88 CORPORATE SERVICES Service Level Human Resources Budget ($000s) Staff Human Resources $6, SERVICE DELIVERABLES Implemented Corporate Realignment in consultation with executive leadership Negotiated two (2) tentative agreements with CUPE, for four (4) year terms Negotiated benefit contracts renewal with benefit carrier, and pooling of health benefits to limit liability Conducted extensive review and update of Health and Safety training requirements to ensure compliance with changes to the Occupational Health and Safety Act made under Bill 160 (Act to amend Occupational Health and Safety Act) Developed Standard Operating procedures in consultation with stakeholders to ensure legislative compliance with respect to Accident Notification and Investigations, Working Alone and Planned Workplace Inspections Implemented healthy lifestyles initiative of securing of external fitness membership discounts, as part of the Healthy Workplace strategy plan Developed and implemented OHSAS System (as Pilot Project) to help facilitate continuous quality improvement 88

89 CORPORATE SERVICES Service Level SERVICES Finance Treasury services including Corporate Accounting, Purchasing, AP, and Payroll Corporate Budgets, budget control, and associated reporting Development Charge Review, and collection of DC Revenues Taxation and Assessment, Revenue Collections Investment Portfolio and Cash Management Risk Management and Insurance Claims Administration Mortgage Accounts Administration Low Income/ Senior Tax Assistance Program Fiscal Health Indicator Analysis Long range financial planning including growth and infrastructure funding strategy Strategic procurement and vendor management Core Core Core Core Core Core Enhanced Enhanced Enhanced Strategic Strategic 89

90 CORPORATE SERVICES Service Level Finance Budget ($000s) Staff Treasury Services $4, Revenue and Risk Management $1, Financial Planning and Budgets $1, Finance Administration $418 2 SERVICE DELIVERABLES Conducted over 190 procurement solicitations, distributed 2,000 bid documents to bidders, evaluated over 1,000 returning bids submitted Processed 151,000 payroll payments, issued 11,600 AP cheques, paid 95,500 AP invoices Produced 3,800 internal financial reports monthly, manage 17,000 financial transactions annually Maintained over 148,500 property tax accounts Collected $2.7 million in defaulted Provincial Offences Act fines, $12 million in property tax arrears, and $170 million of Development Charges Management of $3.1 billion cash flow annually, and approx. $750 million investment portfolio Developed a Debt Management Policy to provide a mechanism to advance debenture financing for eligible capital projects Finalized the award of contract to supply and install the score clock at PowerAde Center 90

91 CORPORATE SERVICES Service Level SERVICES Information Technology Manage corporate technology solutions to deliver city-wide service excellence Maintain a secure infrastructure of systems and network resources to support City s telecommunications and information services Manage a Customer Service Web Channel that provides online information, collaboration, e-services, and e-commerce to citizens and businesses Manage an IT Service Desk to support department and employee technology needs Manage the Corporate Print Centre, delivering digital print and finishing services Support operating department on various business process reengineering Develop and architect strategies for mid-to-long range information and communication technology planning and IT governance Partner with operating departments to develop and support business system solutions, online services, and citizen request management Core Core Core Core Core Enhanced Strategic Strategic 91

92 CORPORATE SERVICES Service Level Information Technology Budget ($000s) Staff IT Architecture & Planning $1,027 5 IT Solutions Delivery $5, IT Infrastructure Operations $9, IT Client Relations & Services $3, SERVICE DELIVERABLES Managed City s internal and external website, with over 20 million citizen page visits Received over 15,000 web inquiries Processed over 100,000 public transactions via web Responded to 30,000 information Technology Service Desk requests Maintained and operated over 90 Corporate Business Systems Updated Citizen Service Request Management System to enable efficient transaction processing New Theatre Ticketing and Box Office Management System to provide online purchase of tickets City s Public Sector Network (PSN) enhancement to provide resilient connectivity in the event of network service disruption Upgraded systems such as Telephony, Windows 7, Office

93 CORPORATE SERVICES Current Budget Summary Enforcement & Bylaw Services 14.7% Council & Administrative Services 7.9% Legal Services 7.5% Human Resources 14.3% Information Technology 40.1% Finance 15.5% ($000s) Gross Expenditures $56,815 Revenues ($ 8,646) Net Expenditures $ 48,169 93

94 CORPORATE SERVICES Current Budget Highlights $000s Core Adjustments $239 Compensation Adjustments $254 Canada Post Fees 45 Reduction in Professional Services (20) Decrease in Minor Capital Contribution (27) Savings from Operating Expenditure Control (12) Commitments Corporate Technology License and Maintenance Fees $533 Mitigation Corporate Technology License and Maintenance Fees ($379) TOTAL, NET EXPENDITURE CHANGE $393 94

95 CORPORATE SERVICES Current Budget Summary For 2014, Corporate Services Department budget maintains current levels of service The departmental budget maximizes existing resources for efficiency and effective service delivery Staff complement for 2014 remains unchanged. Any expansion of service in response to community growth is extremely limited Purchasing operating is at 2005 staff level Purchasing Buyer typical file management has doubled since files per Buyer compared to 5 files per Buyer in other municipalities Desired enhancements to Corporate Services to respond to pressures, and increasing expectations of timely customer service: Senior Buyers (2) $ 168,000 Buyers (2) $ 153,000 95

96 CORPORATE SERVICES Capital Budget Highlights (A) IT Business Systems Solutions PlanTrak, Prosecution System, Asset Mgmt, Records Mgmt, etc. (B) IT Employee Productivity Technology Enhancement Corporate Radio Upgrade/Replacement, Desktop Refreshment (In Thousands) A $1,270 B $2,222 (E) Corporate Services -OTHER 2014 DC Background Study, 2014 Elections IT Preparation, Minor Capital C $101 D $2,600 (C) IT Architecture & Technology Planning Desktop Strategy Corporate Scheduling System (D) IT Technology and Infrastructure Repair & Replacement Network, Wireless, Servers, Data Storage and Data Centre Sub-Total $6,193 E $695 Total $6,888 *Group A, B, C, D projects will be funded from tax based funding sources such as Reserve 4 or Internal Borrowing *Group E projects will be funded from various funding sources, such as Reserves, or departmental operating budget 96

97 OFFICE OF THE CHIEF OPERATING OFFICER 2014 Budget Submission 97

98 MANDATE The mandate of the newly established Office of the Chief Operating Officer is to provide support to the CAO and the Executive Leadership Team on the planning and delivery of corporate programs, projects and services 98

99 ORGANIZATIONAL STRUCTURE Chief Operating Officer Mr. Dennis Cutajar (est. 65 FTE) Director, Econ. Dev. & Tourism Mr. Sohail Saeed (17 FTE) Executive Director, Strategic Communications Ms. T Jay Upper (19 FTE) Director, Strategic & Enterprise Services Vacant (est. 23 FTE) Leader, Community Engagement Office Vacant (2 FTE) Coordinator, Business Services Ms. Jackie Doyle (2 FTE) 99

100 2014 DEPARTMENT GOALS Attract New Business and Assist Existing Businesses, including knowledgebased Attract Post-Secondary University Education Increase Brampton s Economic Development Profile in Domestic and International Markets and Key Industry Sectors Increase Prominence of Brampton s Central Area Generate Prosperity Through the Creative Economy, Tourism and Sport Promote Entrepreneurship and Innovation in the Business Community Customer Service Excellence Contain Costs and Capitalize on Funding Opportunities Effective Corporate Communication Strengthen Community Pride (Engagement; Festivals and Special Events) Corporate Values: Integrity, Trust, Loyalty, Respect 100

101 BUDGET DRIVERS Maintain 2013 Core Service Levels No discretionary spending related to the start-up of new unfunded projects, events and activities No discretionary spending related to the growth of planned programs and services No new funding or new complement for the hiring of staff Operating efficiencies Impact of the corporate realignment is absorbed by existing budgets Alignment with strategic priorities of Council and community 101

102 MAJOR SERVICE DELIVERABLES, 2014 Economic Development & Tourism Division Program Streams Small Business Services $13.8 International Business Development (Please See Staff Report for Work-Plan) $119.9 Economic Development Branding & Marketing Plan (Business-Community) $427.9 Business Networking Events $12.9 Tourism Promotion $32.9 Downtown and Central Area Economic Development $50.0 Business Recognition - Business Achievement Awards Event (BOBAA) $0.0 Farmers Market Program $0.5 Film and TV Liaison $7.5 HACE Creative Economy Program $130 Employer Census (Every 2 years)/tracking and Monitoring of Economy $5.0 MISSION: Net Budget ($000s) * Excl Labour Professional, high quality economic development policy, programs and services that leads to a positive economic impact in strategic locations of Brampton. 102

103 MAJOR SERVICE DELIVERABLES, 2014 Economic Development & Tourism Division External Partnerships Program Net Budget ($000s) * Excl Labour Greater Toronto Marketing Alliance (GTMA) International Promotion $37.5 Brampton Arts Council HACE Business of the Arts Program $20 Research Innovation Commercialization Centre (RIC) Entrepreneurship $10 Brampton Downtown Development Corporation (BDDC) Downtown $30 MISSION: Professional, high quality economic development partnerships that support the City s priorities and leverages business opportunities for Brampton. 103

104 MAJOR SERVICE DELIVERABLES, 2014 Strategic Communications Division Program Streams Net Budget ($000s) * Excl Labour Corporate Publications (Annual Report) $51.0 Corporate Events $114.5 Media Communication Services (includes CN Bridge Banners) $225.2 Council Constituency Communications (includes City Matters Newsletter and Ward Calendar) $166.1 Corporate Communication Planning in Support of Departments (including Graphic Design and Production) $63.3 MISSION: Strengthen the City s brand identity with key internal and external stakeholders and support the City in achieving its corporate priorities and initiatives through effective strategic communications 104

105 MAJOR SERVICE DELIVERABLES, 2014 Strategic & Enterprise Services Division (NEW) Start-up New Division (Hire Director) Start-up - Office of the Central Area Start-up - Festivals and Special Events Office Municipal Management Advisory Services MISSION: Support the CAO and Executive Leadership Team on the planning and implementation of corporate strategic priorities, such as: business processes, enterprise initiatives, central area, festivals and special events. 105

106 MAJOR SERVICE DELIVERABLES, 2014 Community Engagement Office (NEW) Start-up New Office (Hire Leader and One Staff) Community Engagement Strategy, Services & Resources MISSION: Engage with Brampton s residents, businesses and community organizations to inform, promote and receive feedback/input on City priorities and initiatives 106

107 MAJOR SERVICE DELIVERABLES, 2014 Citywide Programs Managed by Office of the COO Non-Departmental Budget Community Lunch and Dinner Program $41 Minor Charitable Donations Program $42 Community Box and Advertising at PowerAde Centre $45 Net Budget ($000s) MISSION: The City is visible in its proud support of the fund-raising events and activities of not-for-profit organizations that serve Brampton. 107

108 OFFICE OF THE CHIEF OPERATING OFFICER Current Budget Summary STRATEGIC COMMUNICATIONS 43.9% ECONOMIC DEVELOPMENT & TOURISM 56.1% CORPORATE REALIGNMENT NOTE Excluded from these figures is the 2014 Budget for the Office of the Central Area; Festivals and Special Events Office; Municipal Management Advisory Section; and Office of Community Engagement. These new services shall be funded by inter department budget transfers in 2014, upon completion of the organizational and service reviews currently underway in these areas. Gross Expenditures $ 6,707 Revenues ($ 227) Net Expenditures $ 6,

109 OFFICE OF THE CHIEF OPERATING OFFICER Current Budget Highlights CORE ADJUSTMENTS $000s Compensation (10) (adjustments to reflect actual costs and Fringe/WSIB rates) Ethnic Media Advertising 15 (Operating expenditure adjustments to reflect actuals and forecasted actuals) Sub-Total Core Adjustments 5 109

110 OFFICE OF THE CHIEF OPERATING OFFICER Current Budget Highlights GROWTH AND SERVICE PRIORITIES $000s Brampton Outstanding Business Achievement Awards (BOBAA) 35 REVENUE Brampton Outstanding Business Achievement Awards (BOBAA) (35) Sub-Total Growth And Service Priorities 0 Total Net Expenditure Change (Department Wide) $5 110

111 OFFICE OF THE CHIEF OPERATING OFFICER Current Budget Highlights DEFERRED PRIORITIES TO FUTURE YEARS $000s Growth and Service Priorities: Doors Open Special Event (Re-launch) Farmers Market Expansion Queen Street Subtotal: Deferred Growth & Service Priorities (Net Expenditure) 37 Please refer to budget Binder for Descriptions 111

112 112

113 GENERAL GOVERNMENT (NON-DEPARTMENTAL) 2014 Budget Submission 113

114 GENERAL GOVERNMENT Budget Details Includes accounts that are not directly controllable and/or not directly related to operations of any one department: Corporate Managed Accounts (POA, Municipal Elections, Subdivision Admin Fees, Strategic Plan, Government Advocacy, Protocol Program, Citizen Engagement, Corporate contingency) City Wide Initiatives (Community Events Sports, Heritage, Arts and Cultural) Financial Accounts (Transfers to and from reserves including capital funding, provisions for compensation adjustments, investment income) Tax Accounts (General levy, supplementary taxes and related expenses) 114

115 GENERAL GOVERNMENT Budget Drivers Rate of growth affects many of these accounts (Assessment growth, supplementary taxes, subdivision admin fees) Economic and market conditions influence investment income Infrastructure needs are a major driver of transfers to reserve funds Priorities of Council and feedback from citizen engagement drive community initiatives 115

116 GENERAL GOVERNMENT Current Budget Summary ($000s) ($000s) 2013 BUDGET 2013 ACTUALS* 2014 BUDGET VARIANCE 2014 BUDGET VS 2013 BUDGET % CHANGE DIVISIONAL BREAKDOWN CORPORATE MANAGED ($10,817) ($13,148) ($11,109) ($292) 2.7% CITY WIDE INITIATIVES $2,293 $2,176 $2,330 $37 1.6% FINANCIAL ADMINISTRATION $42,472 $46,226 $49,337 $6, % TAX ADMINISTRATION ($347,171) ($345,451) ($362,399) ($15,228) 4.4% Net Expenditures ($313,223) ($310,197) ($321,841) BREAKDOWN BY CATEGORY ($8,618) 2.8% Labour Expenditures $3,394 $4,930 $9,240 $5, % Other Expenditures $67,752 $68,678 $70,245 $2, % Total Expenditures $71,146 $73,608 $79,485 $8, % Gross Revenues ($384,369) ($383,805) ($401,326) ($16,957) 4.4% Net Expenditures ($313,223) ($310,197) ($321,841) ($8,618) 2.8% 116

117 GENERAL GOVERNMENT Current Budget Highlights Core Operating Adjustments Corporate compensation provisions ($4.93M) Tax write offs and other tax related adjustments ($898K) 117

118 GENERAL GOVERNMENT Current Budget Highlights Commitments Increased contribution to Asset Repair and Replace reserves from Assessment Growth ($1.0M) Internal borrowing repayments to support previously approved capital projects ($913K) Reversal of one time General Rate Stabilization (GRS) Reserve contribution to operating budget to mitigate tax funding pressures in 2013 ($628K) 118

119 GENERAL GOVERNMENT Current Budget Highlights Mitigation Measures Deferral of the planned 1% Infrastructure Levy for Asset Repair and Replacement ($3.4M) City-Wide Administrative Expense Reduction ($932K) Grant Funding Reduction ($30K) 119

120 GENERAL GOVERNMENT Current Budget Highlights Growth / Service Requests External Organizations Brampton Safe City increased funding ($2K) Brampton Arts Council increased funding ($4K) Revenue Sources Assessment Growth ($9.5M) Recommended tax levy increase ($6.6M or 1.9%) 120

121 OFFICE OF THE CHIEF ADMINISTRATIVE OFFICER 2014 Budget Submission 121

122 Office of the Chief Administrative Officer Organizational Structure Chief Administrative Officer Corbett, John Director, Internal Audit Spence, Catherine Co ordinator, Office of the CAO Urquhart, Chandra EA, Government Relations Reader, Deborah EA, Corporate Affairs Lukich, Olga Sr. Strategic Advisor/Project Manager Hogan, Jill Advisor, Strategic Projects Allen, Meredith 122

123 Office of the Chief Administrative Officer Departmental Performance Drivers The CAO office s role is to provide exemplary and strategic leadership as Brampton continues to evolve as one of Canada s preeminent municipalities where an exceptional quality of life is available for residents and businesses. Services are delivered around the following performance drivers: Customer Service excellence Excellence in core service delivery areas Fiscal sustainability through multi-year planning Environmental stewardship and growth management Community outreach Investment in Economic Development Building a strong brand and identity 123

124 Office of the Chief Administrative Officer 2013 Major Accomplishments Corporate realignment undertaken Realignment of businesses concluded Senior staff recruitment underway Office of Central area initiated Maintenance and Operations review underway Strategic Plan completed Extensive public engagement involved 124

125 Office of the Chief Administrative Officer 2013 Major Accomplishments Rose Theatre Operational and Governance review completed Rose Theatre Advisory Committee of Council established Federal Boundaries review completed Ward Boundaries review finalized Regional Governance review initiated Hospital Funding Strategy finalized 125

126 Office of the Chief Administrative Officer 2013 Major Accomplishments Brasun development applications successfully concluded Opening of Gore Meadows Community Centre and Library Council Compensation Strategy finalized Corporate Sponsorship policy and operating principles approved Charitable Donations and Sponsorship policy approved 126

127 Office of the Chief Administrative Officer 2013 Major Accomplishments Committee of Council IT Advisory committee established Council Relationship Learning Module completed BDDC review completed Phase 2 of Zum launched Main St./Hurontario LRT EA process launched University Strategy approved CUPE Collective Bargaining Process completed 127

128 Office of the Chief Administrative Officer 2014 Department Goals Complete Phase 1 of SWQ Build on University Strategy Complete DC By-law review and DC Audit Undertake Downtown Master Plan/Hotel Convention Centre/Mobility Hub plans Complete Downtown Beautification projects Receive final approvals on SPA and long-term permanent flood mitigation strategy 128

129 Office of the Chief Administrative Officer 2014 Department Goals Seek Federal Funding for Infrastructure Projects Complete Maintenance & Operations review Initiate Business Process review Launch Community Engagement Office Complete Festival and Events review Complete Corporate Culture project Build on Customer Service Excellence initiatives (Service Brampton) 129

130 Office of the Chief Administrative Officer 2014 Department Goals Internal Audit Internal Audit has a dotted-line reporting relationship to CAO office In 2014, it will continue to provide independent and objective auditing and consulting services to help departments meet their business objectives Provide a systematic, disciplined and objective approach that evaluates and improves the effectiveness of minimizing risk and the management of internal controls Develop an annual comprehensive risk-based work plan Deliver sound, factual and value-added recommendations Perform all audit activity in compliance with the International Standards for the Professional Practice of Internal Auditing and the Code of Ethics adopted by the Institute of Internal Auditors 130

131 Office of the Chief Administrative Officer 2014 Current Budget Summary Internal Audit 51.6% Office of the CAO 48.4% Gross Expenditures $ 2,007 Revenues ($ 0) Net Expenditures $ 2,

132 Office of the Chief Administrative Officer 2014 Current Budget Summary OFFICE of the CAO VARIANCE ($000s) 2013 BUDGET 2013 ACTUALS* 2014 BUDGET 2014 BUDGET vs 2013 BUDGET % CHANGE EXPENDITURES BY TYPE Salaries, Wages and Benefits $879 $899** $915 $36 4.1% Office and Administrative $30 $25 $30 $0 0.0% Staff Development $9 $7 $9 $0 0.0% Utilities and Fuel $13 $13 $13 $0 0.0% Contribution to Reserves and Capital $3 $3 $3 $0 0.0% Total Expenditures by Type $934 $947 $970 $36 3.9% * Forecast year-end actuals based on September 30, 2013 actual results ** Current staff only 132

133 Office of the Chief Administrative Officer 2014 Current Budget Summary INTERNAL AUDIT VARIANCE ($000s) 2013 BUDGET 2013 ACTUALS* 2014 BUDGET 2014 BUDGET vs 2013 BUDGET % CHANGE EXPENDITURES BY TYPE Salaries, Wages and Benefits $1,019 $983 $1,001 ($18) -1.8% Office and Administrative $9 $7 $9 $0 0.0% Staff Development $18 $8 $18 $0 0.0% Contracted Services $7 $23 $7 $0 0.0% Contribution to Reserves and Capital $2 $2 $2 $0 0.0% Total Expenditures by Type $1,055 $1,023 $1,036 ($18) -1.7% * Forecast year-end actuals based on September 30, 2013 actual results 133

134 134

135 OFFICE OF THE MAYOR 2014 Budget Submission 135

136 Office of the Mayor Organizational Structure Mayor Susan Fennell Ian Newman Chief of Staff Michael Halls Executive Assistant Michael Genova Advisor Media Relations Sandra Carpino Scheduling Assistant Carole-Ann Woods Secretary 136

137 Office of the Mayor 2014 Department Goals To provide leadership as Brampton continues to evolve as strong and vibrant city with an exceptional quality of life for its residents and business. Delivery of these service goals will be organized around the following: Service Operational excellence Fiscal responsibility Customer service and Community outreach 137

138 Office of the Mayor 2014 Current Budget Summary VARIANCE ($000s) 2013 BUDGET 2013 ACTUALS* 2014 BUDGET 2014 BUDGET vs 2013 BUDGET % CHANGE EXPENDITURES BY TYPE Salaries, Wages and Benefits $792 $798 $760 ($33) -4.1% Office and Administrative $62 $64 $62 $0 0.0% Advertising, Marketing and Promotion $65 $65 $5 ($60) -92.3% Contracted Services $49 $49 $49 $0 0.0% Utilities and Fuel $21 $21 $21 $0 0.0% Total Expenditures by Type $989 $997 $897 ($93) -9.4% * Forecast year-end actuals based on September 30, 2013 actual results 138

139 COUNCIL OFFICE 2014 Budget Submission 139

140 Council Office - Organizational Structure 140