Introduction. Message from the Mayor. Intro-2

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2 Introduction Message from the Mayor Brampton is one of the fastest-growing and diverse cities in Canada and more than 600,000 people call it home. By 2041 we expect to see our population grow to almost 900,000. In order to accommodate this growth we are focussed on building and maintaining a liveable and vibrant city. Our vision for Brampton is a connected city that is innovative, inclusive and bold. As a team, we work together to move the city forward through our strategic priorities of: Good Government, Smart Growth, Move and Connect, and Strong Communities. We believe that robust community engagement is the cornerstone to delivering services that our residents want. Our Business Plan and Budget reflects the feedback received from our residents and reflects how we will deliver what our vibrant and growing city needs. Preliminary budget discussions and final budget deliberations provided the opportunity for education and discussion, and our residents feedback has been incorporated into this budget. When surveyed earlier in the year, our citizens said that they are proud of our facilities and the services that we deliver. Our long-term focus includes continued investment in aging infrastructure (roads, buildings and equipment), the introduction of multi-year budgeting and the completion of a long-term Financial Master Plan. We are investing in our infrastructure priorities to help address the needs of our community now and into the future. With a vision to be a forward-thinking global city, we re moving forward and building a better Brampton together. Linda Jeffrey Mayor City of Brampton Intro-2

3 Introduction Table of Contents Introduction Executive Summary Operating Budget Overview Capital Budget Overview Departmental Business Plans and Budgets Corporate Services Office of the Chief Operating Officer Planning and Infrastructure Services Public Services Office of the Chief Administrative Officer Mayor and Council Offices General Government Brampton Public Library Appendices INTRO EXEC OPER CAP CS COO PIS PS CAO MC GG BPL APP Intro-3

4 Executive Summary

5 Table of Contents Message from the Treasurer Property Tax Increases About Brampton Brampton Facts Municipal Service Delivery Economic Profile Development Outlook Council and Committee Structure Organizational Structure Strategic Plan Financial Master Plan and Asset Management Plan Budgeting in Brampton and Budget Process Budget Snapshot Residential Tax Comparisons Exec-3 Exec-4 Exec-7 Exec-8 Exec-9 Exec-12 Exec-13 Exec-14 Exec-15 Exec-16 Exec-17 Exec-22 Exec-24 Exec-2

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7 2016 Property Tax Increase 2016 % Increase to Property Taxes Collected Operations *Amounts and percentages may not add to totals due to rounding Infrastructure Overall Total Increase Tax Bill Impact % Increase to Tax Bill Impact % Increase to Tax Bill Impact Property Taxes Property Taxes % $ Collected % $ Collected % $ City of Brampton 2.9% 1.3% $55 2.0% 0.9% $38 4.9% 2.2% $93 Region of Peel 0.9% 0.3% $14 1.0% 0.4% $16 1.9% 0.7% $30 School Boards 0.0% % % Combined 1.6% $70 1.3% $54 2.9% $124 *Based on 2016 Average Home Assessment of $398,000 Overall Total Increase = $31 per $100,000 assessed value Exec-4

8 2017 Property Tax Increase 2017 % Increase to Property Taxes Collected Operations Infrastructure Overall Total Increase *Amounts and percentages may not add to totals due to rounding Tax Bill Impact % Increase to Tax Bill Impact % Increase to Tax Bill Impact Property Taxes Property Taxes % $ Collected % $ Collected % $ City of Brampton 2.9% 1.3% $59 2.0% 0.9% $40 4.9% 2.3% $98 Region of Peel 1.1% 0.4% $18 1.0% 0.4% $16 2.1% 0.8% $34 School Boards 0.0% % % Combined 1.7% $76 1.3% $56 3.0% $133 *Based on 2016 Average Home Assessment of $398,000 Overall Total Increase = $33 per $100,000 assessed value Exec-5

9 2018 Property Tax Increase 2018 % Increase to Property Taxes Collected Operations Infrastructure Overall Total Increase *Amounts and percentages may not add to totals due to rounding Tax Bill Impact % Increase to Tax Bill Impact % Increase to Tax Bill Impact Property Taxes Property Taxes % $ Collected % $ Collected % $ City of Brampton 2.2% 1.0% $47 2.0% 0.9% $42 4.2% 2.0% $89 Region of Peel 1.0% 0.4% $17 1.0% 0.4% $17 2.0% 0.7% $33 School Boards 0.0% % % Combined 1.4% $64 1.3% $59 2.7% $122 *Based on 2016 Average Home Assessment of $398,000 Overall Total Increase = $31 per $100,000 assessed value Exec-6

10 About Brampton Brampton Facts Brampton is one of the fastest-growing cities in Canada and it will continue to change as much in the coming years as it has in the last twenty. As our landscape changes, our demographic has also undergone a transformation. Brampton is now one of the most diverse municipalities in the country. It is vitally important that we understand who we are and where we are going in order to plan for our future. Well-integrated and first-rate transit, welcoming neighbourhoods, community centres, libraries, parks and pathways everything that embodies the character of a healthy and thriving city, we have it all. As we continue to build on our successes it is important for us to make choices today that will ensure value for our residents over time. We will continue to work hard so that our city can become a hub of innovation, investment and growth. Growing Population Brampton is a designated growth centre in the province of Ontario. With an official population of 523,911 (2011), and a current population of about 600,000, Brampton is the ninth largest city in Canada; fourth largest in Ontario and third largest in the Greater Toronto Area. Brampton s population is expected to reach approximately 830,000 people by Young Demographic Brampton is a young city with a median age of 34.7 years. Brampton s population is younger than the ten mostpopulated cities in Canada, as well as the province of Ontario and the Toronto region. Immigration Drives Economic Growth For the first time in its history, the number of residents living in Brampton born outside of Canada exceeded 50 per cent of the population. In other words, the foreign-born population in Brampton is greater than the Canadian-born population. Immigration continues to be a major influence in the growth and diversification of Brampton s population, labour force, employment, household income, business enterprises and institutions. This is a differentiating factor that is shaping a new, highly energetic image of the city. Exec-7

11 About Brampton Municipal Service Delivery Municipal Services in Brampton are provided by two tiers of government. The Region of Peel is the upper tier and the City of Brampton is the lower tier. Common services provided by each level are outlined below: The Region of Peel provides such services as: Ambulance services Housing services Police services Public health Regional roads Social services Waste collection and recycling Water treatment and supply Waste water collection and treatment The City of Brampton provides such services as: Arts and culture By-law enforcement Economic development Fire services Parks and recreation Provincial offences administration Planning new community developments and enhancing existing neighbourhoods Public transit Snow removal Tax collection Local roads Exec-8

12 Economic Profile Overall, we estimate that Brampton s economy is fundamentally sound and strong. With continued population and employment growth, the future economic performance of the Brampton market is positive. Brampton s economy is expected to continue on its positive economic growth curve going into 2016, although at a modest pace. Between 2011 and 2013, the Brampton economy generated a Gross Domestic Product, or GDP per capita of approximately $50,000 or $25 Billion. This represents the value of all goods and services produced. With an estimated GDP of $33 Billion this year, Brampton will have contributed 10% to the overall productivity of the GTA. The GTA represents about 25% of the nation s productivity. Brampton s economy is also well diversified. The 9,000 business establishments and a workforce of 200,000 located in Brampton represent a wide range of industry sectors and regional clusters. The main economic sectors include manufacturing (and its sub-sectors such as auto/aerospace assembly and component parts), food and beverage, life sciences, and information and communications technology. The economic base includes representation in all phases of the supply chain including head-office, production, transportation, warehousing and retail/wholesale trade. Culture industries, along with professional and business services are also represented in Brampton both in the labour force and local occupations or workforce. While the Canadian economy has been facing challenging times in numerous sectors and struggling to see growth, the real estate market has been holding steady and showing resilience. In spite of the Canadian dollar and crude oil prices simultaneously dropping, employment cutbacks and Statistics Canada s announcement that the economy is in a recession, the industrial-commercial real estate market continues to achieve modest but steady growth in the Greater Toronto Area (GTA). Exec-9

13 Economic Profile The real estate market in Brampton has sustained a top 6 position in Canada with respect to Total Construction Activity according to Statistics Canada. The latest figures for September 2015 place Brampton over the $2 billion mark in total construction activity, another impressive year. Brampton s competitive tax rates and regulatory environment, extensive transportation network and close proximity to major labour and consumer markets (specifically the GTA market of 6 million), and availability of land has created positive demand in the Brampton real estate sector. A diverse Industrial-Commercial inventory continues to provide companies of various types and sizes with multiple options. These will continue to increase as additional employment lands become available. With globalization, however, the corporate relocation process has become more competitive and those cities and regions that are most nimble and flexible will excel. Brampton s robust population and employment growth supports economic expansion over the next 25 years. And this is the underlying good news story. Brampton s anticipated growth is supported by its Official Plan and a diverse economic base. The City s vision and strategy continues to be strongly based and equally focused on the redevelopment of the Queen Street Corridor; and on the attraction of new industrial-commercial development in its strategically located business parks distributed along major infrastructure in the City. Exec-10

14 Economic Indicators - September 2015 Brampton Indicators YTD Sept 2014 YTD Sept 2015 Variance (15/14) Total New Employment 1 1, % Total New Business % Unemployment Rate % (Region of Peel) Total Construction Value 3 $1,714,620,182 $2,382,771, % Residential Construction Value 3 $1,172,616,011 $1,953,097, % Industrial Construction Value 3 $79,973,725 $186,308, % Commercial Construction Value 3 $104,359,785 $62,810, % Institutional Construction Value 3 $354,777,601 $176,368, % Housing Resale Activity 4 6,708 7, % Average House Price 4 $444,004 $487, % Housing Permits (units) 3 3,189 4, % Industrial Vacancy Rate % (Q3-2015/2014) Sources: 1. City of Brampton Economic Development Office 2. Statistics Canada Labour Force Survey, September 2015 September City of Brampton Building Division, September Monthly MarketWatch (Toronto Real Estate Board) September GTA Q3 2015/2014 Industrial Statistics - (Colliers International) Compiled by: City of Brampton - Economic Development Office - Business Information and Competitive Policy Exec-11

15 Development Outlook 2014 Building Permit activity exceeded projections as a result of new home sales activity (4,355 low rise dwelling units) and the associated retail sales sector growth. The institutional building sector was also impacted by residential growth with permits issued for 4 new complete schools and 17 school additions. low rise residential units up to the end of Q exceed the overall 2015 projected permits, largely due to Regional development charge increases effective fall of After the first six months of 2015, Brampton was the 6th most active construction marketplace in Canada (7th in 2014) and similar to previous years maintained a strong ranking across all categories but commercial. With the issuance of the building permit for the new Peel Memorial Centre for Integrated Health and Wellness (construction value of $253.1 million) and construction well underway, it is anticipated that central area redevelopment interest and activity will be evident in Building Permit activity projections reflect the overall development forecast with low rise residential permits expected to be in the 3,500-3,800 unit range and commercial/institutional activity to remain consistent, reflecting residential growth. The actual permits issued for Brampton continued to be among the top two construction markets in the GTA in the first half of 2015 (the largest being City of Toronto) and was among the top regions in Ontario. Brampton continues to be the most active construction marketplace in the Region of Peel. Exec-12

16 Council and Committee Structure Brampton s City Council is composed of the Mayor and ten Councillors, who are elected to Council for a four-year term. The Mayor and six of the Councillors also represent the City as members of the Region of Peel Council. Council is the decision-making body. It considers recommendations from its committees and makes decisions about matters that are local government responsibilities. Committee meetings provide members the opportunity for discussion and public input, prior to making recommendations to Council concerning the services and operations of the municipality. At committee meetings, members hear from the public, ask questions, receive advice from staff and experts, and discuss issues. Recommendations from a committee are forwarded to Council for final approval. The current committee structure is illustrated on the right. Exec-13

17 Organizational Structure Mayor and Council Chief Administrative Officer Marilyn Ball (A) Chief Corporate Services Officer Peter Simmons Chief Operating Officer Dennis Cutajar Chief Planning and Infrastructure Services Officer Joe Pitushka (A) Chief Public Services Officer Julian Patteson Business Services Office Strategic & Enterprise Services Engineering & Development Facility Services City Clerk/Council & Admin Servs Economic Dev t & Tourism Planning & Building Fire & Emergency Services Enforcement & By-law Services Strategic Communications Public Works Recreation & Culture Finance Human Resources Information Technology Office of Community Engagement Business Services Business Services Office Service Brampton Transit Business Services Office Legal Services Exec-14

18 Strategic Plan Exec-15

19 Financial Master Plan and Asset Management Plan In late 2015, the City initiated the development of a long-term Financial Master Plan in support of Good Government. Strategically, this will provide the City with a longer-term perspective for planning and budgeting and facilitate additional financial transparency. Working towards continued financial stability, the City will be reviewing and revising its best practices for long-term funding, including infrastructure maintenance funding. Delivery is expected in The plan s objectives are to: Assess financial health and sustainability Provide a strategic, longer-term perspective for planning and budgeting Test the impact of changing conditions (for example demographics, growth rates) Support prioritization of program and infrastructure needs Assess the impact of service level changes and other master plans Address funding requirements for infrastructure replacement needs Assess the financial impact of growth and development Demonstrate the need for and support of financial policy changes An overarching Corporate Asset Management Plan is currently under development. This plan will incorporate and expand upon departmental asset management plans covering roads, bridges and culverts, facilities, fleet, parks and playgrounds, and other assets, and provide one comprehensive, corporate-wide plan. Asset management helps in making the best decisions on constructing, operating, maintaining, renewing, replacing, expanding and disposing of infrastructure assets. Corporate asset management: Optimizes investments Improves decision-making across the Corporation Reduces risks Improves public confidence Is required for federal and provincial funding In support of Good Government, the plan will help minimize risk and cost to taxpayers and maximize service delivery. This plan must be completed by December 31, 2016 in order to secure future federal and provincial infrastructure funding. Exec-16

20 Budgeting in Brampton Exec-17

21 Budget Process The Budget process included an extensive public engagement undertaking, along with several Council workshops. The feedback received was consistently focused on the following distinct themes: Maintaining Service Levels Investing in Infrastructure Enhancing Core Services with a focus on Transit These themes guided the development of the Budgets, combined with a focus on value for dollars and service delivery efficiencies. Being a provincially designated growth community comes with significant financial challenges for City departments committed to meeting the increased service demands resulting from growth and maintaining service levels in line with citizen expectations. At the same time, provincial legislative requirements (Accessibility for Ontarians with Disabilities Act, Health & Safety regulations) have to be addressed in operating budgets. Significant budgetary pressure remains over the short to medium term, as the City continues to deal with growth, increased service level demands, and economic uncertainty. Council and the Executive Leadership Team will need to continue prioritizing service levels for all City programming in order to make strategic decisions on program funding levels, to limit annual tax increases for residents of Brampton. Continuing engagement with the public will form a key part of this decision making process. Budget amendments require Council approval. Reports to Council requesting budget amendments must include a description of the products to be obtained and/or services to be provided, along with the reason for changes to the approved business plan and budget. Also included are costs, funding sources and impacts to services, projects and resources. Exec-18

22 Budget Process Exec-19

23 Citizen Engagement and 2016 Budget Process Information provided through: Newspaper ads and articles Social media (Twitter) City s budget website Budget videos Call-in telephone town halls Posters on transit buses and shelters, GO station and malls eblasts Council, Committee and public meetings included: Council Workshops Budget Committee Meetings Virtual (Tele-) Town Hall Meetings (1 per ward pairing) Budget Committee Deliberations and Budget approval scheduled for December Media releases Departmental newsletters Citizen input received from: Virtual Town Hall Meetings 13,000 participants Pop-up Events (four) 450 visited booth 200 took budget survey Speakers Tour Online property tax allocator Public meetings Exec-20

24 2016 Budget Meeting Schedule Exec-21

25 2016 Budget Snapshot D rivers Growth Aging infrastructure Community expectations Council priorities P riorities Managing growth Investing in infrastructure and the future Providing excellent customer service Encouraging economic growth Community outreach Preserving and conserving environment O pportunities Move the City Forward Community engagement Build upon successes (e.g. transit, recreation, parks) Bring new business and support existing businesses Balance growth with economic, social and environmental needs Partnerships Advocate for funding from other levels of government Exec-22

26 2016 Budget Snapshot - Total Residential Tax Bill Typical Residential Tax Bills Average Residential ($398,000) $4,373 Single Family Detached ($449,000) $5,153 Semi Detached ($326,000) $3,742 Freehold Townhouse ($311,000) $3,570 Condominium ($221,000) $2,537 Exec-23

27 Residential Tax Comparisons When comparing homes of similar size, Brampton taxes continue to be low compared to other municipalities in the GTA. Residential taxes shown below include city/town (lower tier), region (upper tier) and education (school boards) taxes. Exec-24