Office of the Chief Operating Officer

Office of the Chief Operating Officer

Table of Contents Organizational Structure Departmental Overview Economic Development and Tourism Division Strategic Communications Division Strategic and Enterprise Services Division Community Engagement Division Operating Budget Overview Capital Budget Overview COO-3 COO-4 COO-7 COO-11 COO-14 COO-17 COO-20 COO-32 COO-2

Organizational Structure Department Overview: The Office of the Chief Operating Officer supports the CAO and Executive Leadership Team in the planning, delivery and management of City-wide services and initiatives. Chief Operating Officer Dennis Cutajar Key service areas include: Strategic and Enterprise Services Economic Development and Tourism Strategic Communications Office of Community Engagement Business Services Coord Office of the COO M. Ciccotelli 2 full-time Advisor Office of the COO R. Darling Coordinator Business Servs N. Gardiner (A) Director, Strat & Enterprise Servs T. Plant Director, Econ Devt & Tourism S. Saeed Director Strategic Comm M. Gordon (A) Senior Manager Comm Engage O. Lukich 1 full-time 2 full-time 22 full-time 4 contract 16 full-time 3 contract 20 full-time 1 contract 2 full-time COO-3

Departmental Overview Business Goals Contribute to economic growth through pro-active economic development programs and business-friendly strategies and tactics Help to Set the Table for budding entrepreneurs, small/ medium enterprises (SMEs), multi-national corporations with timely and accurate services, economic research/ analytics, quality networking and relationship building opportunities, counselling on municipal approvals Use economic analysis to communicate a positive narrative about economic results and advantages of Brampton Expand communication channels to reach broader audiences with consistent information on City programs and services Formalize an in-house corporate effectiveness function Expand dialogue between City and community Consistent, coordinated and effective business services supporting departments Links to Strategic Plan Smart Growth, Good Government, Strong Communities Key Business Outcomes Economic growth (measured by gross domestic product, labour market, business activity, real estate activity, industrial-commercial assessment) Increased infrastructure investment in post-secondary skills development, R&D/innovation, ground transportation, and health and wellness A business friendly tax and regulatory environment A more informed and engaged citizenry and business sector on City services/programs and the role of local government Increased visitor spending in the retail trade from festivals and events COO-4

Departmental Overview 2016 Strategic / Operational Initiatives Current and Future Situation Outstanding economic location, available land for industrial-commercial growth International, national, provincial and regional economic conditions Excellent demographic make-up: young, mobile, family, international Stability of Downtown Brampton governance and services Rapidly changing digital information and communication technologies Implement Economic Development Plan 2015-2018 Lead and support key initiatives defined in the Strategic Plan Serve as a resource to the University Blue Ribbon Panel and the new Arts and Culture Panel Guide Peel Memorial District Economic Development and Market Opportunity Plan Partner on new Greater Toronto Area (GTA) Foreign Direct Investment Agency Partner on new TO Health/Life Sciences Cluster Initiative Partner on Peel Research Innovation Commercialization Centre (RIC) Expand the innovative Entrepreneur Centre and Makerspace Partnership (youth entrepreneurship, manufacturing, creative economy) Guide 2016 Community Grant-making Plan Expand Corporate Effectiveness Services Expand research capability of the Office of Community Engagement Support Council communications, such as re-establishing newsletter COO-5

Departmental Overview 2017-18 Strategic / Operational Initiatives Invest in New Employee Communications Plan Assess Corporate Graphic Design/Logo; if Council decides, invest in new design and implement new corporate logo and style guide Guide new Economic Development Master Plan Inter-departmental resource support to the new Youth Strategy Assess contract renewal for Downtown CN Rail Bridges ( 17) Assess the performance of new plans and programs Reevaluate plans and programs as required COO-6

Economic Development and Tourism Business Overview Economic Development and Tourism is a division of the Office of the Chief Operating Officer with the gross operating budget of $2.7 million and 17 team members Our mission is to strengthen Brampton s outstanding quality of life by encouraging economic growth, innovation and entrepreneurship that enhance the City s brand and resident s lifestyle The Business Information and Competitive Policy Program fosters, facilitates and supports the retention, expansion, formation and attraction of all businesses, providing jobs and economic growth leading to a quality lifestyle through research and analysis The Business Development and Marketing Program promotes Brampton in order to attract Brampton s share of growth and investment The Brampton Entrepreneur Centre (BEC) promotes and supports the formation and continued success of small and medium-sized businesses in the City of Brampton The Brampton s Creative Economy Program supports local businesses and capitalizes on the connections between place, creative industries and creative resources in an effort to attract a larger share of the growing creative economy in the Province of Ontario International Business Development Program generates awareness of Brampton s competitive advantages as a choice North American business location Tourism promotes Brampton to potential visitors, meetings and conferences, sport tournaments, group tours and travel decision makers Film Location Services positions Brampton as a preferred filming location within the GTA by promoting Brampton to the film industry COO-7

Economic Development and Tourism Divisional Goals Business retention and expansion grow business from within Create a culture of innovation to facilitate and support entrepreneurship Create a culture of innovation to facilitate and support creative economy Increase international business investment attraction Increase domestic business investment attraction Support a positive business climate and city image Support corporate advocacy efforts for infrastructure Support and promote tourism and film Key Business Outcomes Economic growth and vitality Business and employment growth Increased domestic and foreign investment Generate wealth and prosperity (strengthen quality of life) Increase assessment/tax revenue Positive business climate and business experience Positive business profile and City image as an investment location Monitor and measure economic performance and results Current and Future Situation Opportunities: Being the 9th largest city in Canada and designated Urban Growth Centre within the Province of Ontario Brampton contains 2,840 acres of vacant employment lands, one of the largest inventories in GTA Issues: Competitive environment - growing costs in the GTA due to supply and demand, inflation (working with Brampton Board of Trade) Business climate and city image COO-8

Economic Development and Tourism 2016 Strategic / Operational Initiatives Strategic Initiatives: Develop and deliver key initiatives in youth engagement and entrepreneurship through Brampton Entrepreneur Centre and Creative Economy programs Develop and implement an Industrial Commercial Investment Alliance program Develop and implement newsletter to reach influencers Improving customer service AV upgrades for $95K Operational Initiatives: Expanded national and international marketing campaign BEC/EDO Front Business Rep converting to F/T for additional $8K 2017-18 Strategic / Operational Initiatives Strategic Initiatives: Support the development of Economic Development Master Plan for the City Develop and Implement Culinary Tourism Program for $15K Research and implement the Improved Customer Relation Management Program software for $50K Operational Initiative: Expand the business attraction program COO-9

Economic Development and Tourism Key Operational Performance Indicators Q2 YTD 532 business meetings, 519 research requests, 51,622 web visits 85 new businesses, 307 jobs 2,660 Twitter followers, 37,320 YouTube views, 1,358 LinkedIn $1.2 billion in building permits, 2nd in Toronto CMA $94 million in industrial investment, 2nd nationally and in Toronto CMA 321 connections/leads foreign direct investment program $1 million milestone reached in direct spending through film Expansions: Old Navy - $20 million, Canadian Blood Services - $11 million COO-10

Strategic Communications Business Overview Facilitating and delivering strategic and corporate communications services (internal and external) Developing communication protocols and strategies Brand and reputation management Communications planning, tactical execution Graphic design and production Media relations and issues management Divisional Goals Lead and support the Corporation in the planning and delivery of effective, high-quality strategic communications (internal and external) that increase customer satisfaction, foster employee engagement, and facilitate the successful attainment of corporate-wide objectives Increase communications across multiple channels to more effectively promote the City and to increase opportunities to engage more City residents Promote the City in a consistent manner through the rigorous application of a strong brand identity Key Business Outcomes Communicate effectively with the broadest audience possible, both internally and externally Facilitate strategic messaging and two-way communication between the City and its stakeholders Enhance and protect the City s corporate reputation and brand identity through effective communications, brand standards and communication protocols COO-11

Strategic Communications Current and Future Situation 2016 Strategic / Operational Initiatives Heightened media attention may require new or revised strategies to manage the City s image Transformative mandate of new Council will continue to influence priorities and areas of focus for division Growing demand for Council constituency communications Begin process to refresh corporate logo, with help from external service provider; including brand analysis, market research, testing, and examination of financial impact Research and prepare a plan for implementing a comprehensive employee communications strategy at the City; including proposed structure, functions, resources and budget implications New and emerging communication channels/trends Wide-spread demand for immediate information Implement and assess expanded Ethnic Media Communications program and services Public desire for online communications Demographics Brampton is a growing municipality with a young, multicultural population and strong interest groups such as seniors, heritage, downtown, etc. Recruitment of Strategic Communications leader 2017-18 Strategic / Operational Initiatives Review Social Media Strategy and related policies to find opportunities to increase audience involvement Communication audit of existing and potential channels Review Strategic Communications business-delivery model Implement Employee Communications Strategy Continue process to refresh corporate logo (subject to Council direction) COO-12

Strategic Communications Key Operational Performance Indicators COO-13

Strategic and Enterprise Services Divisional Overview Management Advisory Services (MAS) Facilitating and promoting organizational effectiveness and continuous improvement in corporate business processes and operations Festivals and Special Events Office (FSEO) Planning and executing corporate festivals and special events and collaborating with community groups in permitting community events Office of the Central Area (OCA) Coordinating seamless service delivery in the downtown and Central Area through one-stop customer service support to the business community Divisional Goals To support economic growth and continued prominence of Brampton s Central Area through the Office of the Central Area s mandate and priorities To plan and implement festivals and special events that enhance the City s image and promote increased community engagement To foster internal process improvements and operational efficiencies through departmental collaboration on corporate initiatives COO-14

Strategic and Enterprise Services Key Business Outcomes Facilitating corporate effectiveness through the implementation of corporate improvement initiatives Collaborating with internal stakeholders to ensure efficient and effective service delivery Facilitating the revitalization of the Central Area Providing high quality and community-focused festivals and special events Current and Future Situation Opportunity to collaborate on corporate service review to ensure organizational efficiency and effectiveness Increasing need for more in-house consulting work and strategically position MAS in order to deliver on Corporate priorities As the Office of the Central Area enters its second year of operation there will be opportunities to review expanding the Office to meet growing expectations and service levels Responding to the growth of external festivals and special events including community demands for increased event programming COO-15

Strategic and Enterprise Services 2016 Strategic / Operational Initiatives MAS to expand support on Corporate departmental initiatives Collaborate with CAO s office on implementing the Corporate Strategic Plan and developing a Corporate Performance Measurement Dashboard Develop a Festivals and Events Strategy to position the City for the future Implement the 2015-2018 OCA Business Plan 2017-18 Strategic / Operational Initiatives Implementation of a Corporate Performance Measurement Dashboard Collaborating with Planning Department on implementing a Central Area Master Plan Implementation of the Festivals and Special Events Strategy Key Operational Performance Indicators FSEO MAS OCA 46 Corporate and supported City events generating approximately 281,000 attendees 78 community event permits issued and collaborated with 42 community groups supporting community events Approximately 17 corporate effectiveness initiatives in 2015 31 new businesses opened in Central Area as of August 2015 and forecasting a total of 47 new business for 2015 COO-16

Community Engagement Business Overview The Office of Community Engagement (OCE) is a twoperson operation that has entered its second year of operation Its role is to inform, engage and consult with the public to receive feedback on key decision-making processes and initiatives Divisional Goals Facilitate community participation in strategic projects identified by Council, and/or ELT and lead and collaborate with staff in their engagement activities Establish effective public engagement feedback mechanisms Facilitate engagement with Brampton s youth, business community and diverse groups Key Business Outcomes Ensure internal and external stakeholders feel engaged and expectations are met Develop and provide services, programs and tools for staff that meet program expectations Raise citizens awareness on the role of local government and the value of services provided Current and Future Situation New and emerging channels of engagement Resource issue to meet growing demands of OCE s expertise by Council, staff and the community Heightened emphasis and need to ensure city s diverse groups become involved in decision-making processes that affect them COO-17

Community Engagement 2016 Strategic / Operational Initiatives Develop and implement a multi-year community engagement work plan Conduct an annual community service satisfaction survey that assists Council in determining budget priorities Launch the annual budget community engagement process Expand upon local government awareness program 2017-18 Strategic / Operational Initiatives Build upon 2015/16 offerings such as survey services, research services, training programs, consultative/ advisory services and the availability of feedback mechanisms Leverage new digital tools to increase community engagement opportunities COO-18

Community Engagement Key Operational Performance Indicators Measure the public s and staff s level of awareness and satisfaction with the OCE s programs and services Engagement training workshops for staff Doubled number of contacts in Contact Management Database Measure quality and effectiveness of community engagement services with staff and various stakeholders Budget 2016 engagement: 13,000 participants in 5 Tele Town Halls, 400+ engaged at 4 Pop Up displays, and other speaking events with stakeholders still to come Measure awareness of local government through an annual Citizen Satisfaction survey RFP for 2016 survey in Q4 2015 Services Advising and consulting on City projects including Official Plan, Parks and Recreation Master Plan, and University Blue Ribbon Panel 21 proclamations issued between April and October 2015 Tools Revised public notice templates Promoted community engagement and local government awareness through collateral material, Pop Up booths at farmers markets, Senior s Centre, and CeleBRAMPTON Research Annual Community Service Satisfaction Survey Youth Engagement Survey in Q4 COO-19

2016 Operating Budget Overview ($000s) 2015 2015 ACTUALS* 2016 Total Budget by Division 2016 2016 vs 2015 % CHANGE BREAKDOWN BY CATEGORY Labour Expenditures 7,489 7,537 7,842 352 4.7% Other Expenditures 3,011 2,573 3,110 99 3.3% Total Expenditures 10,501 10,110 10,952 451 4.3% Gross Revenues (329) (387) (403) (74) 22.5% Net Expenditures $10,172 $9,723 $10,549 $377 3.7% * Forecast year-end actuals based on June 30, 2015 actual results Office of Community Engagement 4.9% Business Services 8.8% Economic Development & Tourism 25.1% Strategic & Enterprise Services 34.4% Strategic Communications 26.8% COO-20

2016-2018 Operating Budget Overview ($000s) DIVISIONAL BREAKDOWN Approved 2015 2016 Proposed 2017 2018 Economic Development & Tourism $2,694 $2,647 $2,696 $2,700 Strategic Communications 2,775 2,832 2,948 3,097 Strategic & Enterprise Services 3,388 3,625 3,719 3,835 Business Services 853 924 924 923 Office of Community Engagement 461 522 521 521 Net Expenditures $10,172 $10,549 $10,808 $11,077 COO-21

2016-2018 Operating Budget Overview CATEGORY VARIANCES ($000s) 2016 2017 2018 Operating Adjustments ($41) $75 $5 New Facilities & Services 288 188 267 Support Staff 253 - - Negotiated Wages (49) (4) (4) Revenue Increases (74) - - COMBINED OPERATING VARIANCE $377 $259 $269 COO-22

Economic Development & Tourism ($000s) Office of the Chief Operating Officer 2015 2016-2018 Operating Budget Overview 2015 ACTUALS* 2016 2016 vs 2015 % CHANGE BREAKDOWN BY CATEGORY Labour Expenditures $1,941 $1,972 $1,896 ($45) -2.3% Other Expenditures 984 827 968 (16) -1.6% Total Expenditures 2,925 2,799 2,863 (61) -2.1% Gross Revenues (231) (332) (217) 14-6.0% Net Expenditures $2,694 $2,466 $2,647 ($48) -1.8% * Forecast year-end actuals based on June 30, 2015 actual results ** Additional breakdown of the account categories and more specific account details of the 2016 Budget are available on the City s 2016 Budget website CATEGORY VARIANCES ($000s) 2016 2017 2018 Operating Adjustments ($16) $50 $5 Support Staff 8 - - Negotiated Wages (53) (1) (1) Revenue Increases 14 - - COMBINED OPERATING VARIANCE ($48) $49 $4 COO-23

2016-2018 Operating Budget Overview Strategic Communications ($000s) 2015 2015 ACTUALS* 2016 2016 vs 2015 % CHANGE BREAKDOWN BY CATEGORY Labour Expenditures $2,106 $2,146 $2,162 $57 2.7% Other Expenditures 670 505 670 0 0.0% Total Expenditures 2,775 2,651 2,832 57 2.0% Gross Revenues 0 0 0 0 - Net Expenditures $2,775 $2,651 $2,832 $57 2.0% * Forecast year-end actuals based on June 30, 2015 actual results ** Additional breakdown of the account categories and more specific account details of the 2016 Budget are available on the City s 2016 Budget website CATEGORY VARIANCES ($000s) 2016 2017 2018 Operating Adjustments $0 $0 $0 New Facilities & Services - 117 150 Negotiated Wages 57 (1) (1) COMBINED OPERATING VARIANCE $57 $116 $149 COO-24

Strategic & Enterprise Services ($000s) Office of the Chief Operating Officer 2015 2016-2018 Operating Budget Overview 2015 ACTUALS* 2016 2016 vs 2015 % CHANGE BREAKDOWN BY CATEGORY Labour Expenditures $2,518 $2,476 $2,801 $283 11.2% Other Expenditures 967 874 1,009 42 4.3% Total Expenditures 3,486 3,349 3,810 324 9.3% Gross Revenues (98) (54) (186) (88) 90.3% Net Expenditures $3,388 $3,296 $3,625 $236 7.0% * Forecast year-end actuals based on June 30, 2015 actual results ** Additional breakdown of the account categories and more specific account details of the 2016 Budget are available on the City s 2016 Budget website CATEGORY VARIANCES ($000s) 2016 2017 2018 Operating Adjustments ($16) $25 $0 New Facilities & Services 208 71 117 Support Staff 186 - - Negotiated Wages (53) (1) (1) Revenue Increases (88) - - COMBINED OPERATING VARIANCE $236 $95 $116 COO-25

2016-2018 Operating Budget Overview Business Services ($000s) 2015 2015 ACTUALS* 2016 2016 vs 2015 % CHANGE BREAKDOWN BY CATEGORY Labour Expenditures $660 $677 $658 ($2) -0.3% Other Expenditures 194 205 267 73 37.6% Total Expenditures 854 882 925 71 8.3% Gross Revenues (1) (1) (1) 0 0.0% Net Expenditures $853 $881 $924 $71 8.4% * Forecast year-end actuals based on June 30, 2015 actual results ** Additional breakdown of the account categories and more specific account details of the 2016 Budget are available on the City s 2016 Budget website CATEGORY VARIANCES ($000s) 2016 2017 2018 Operating Adjustments ($9) - - New Facilities & Services 80 - - Negotiated Wages (0) (0) (0) COMBINED OPERATING VARIANCE $71 ($0) ($0) COO-26

Office of Community Engagement ($000s) Office of the Chief Operating Officer 2016-2018 Operating Budget Overview * Forecast year-end actuals based on June 30, 2015 actual results ** Additional breakdown of the account categories and more specific account details of the 2016 Budget are available on the City s 2016 Budget website CATEGORY 2015 2015 ACTUALS* 2016 2016 vs 2015 VARIANCES ($000s) 2016 2017 2018 Support Staff $59 - - Negotiated Wages 1 (0) (0) COMBINED OPERATING VARIANCE $60 ($0) ($0) % CHANGE BREAKDOWN BY CATEGORY Labour Expenditures $265 $266 $325 $60 22.7% Other Expenditures 197 162 197 0 0.2% Total Expenditures 461 428 522 60 13.1% Gross Revenues 0 0 0 0 0.0% Net Expenditures $461 $428 $522 $60 13.1% COO-27

2016 Proposed Budget Variance from 2015 ($000s) BASE OPERATING ADJUSTMENTS & GROWTH Proposed Variance Category Description > Compensation Adjustment to reflect actual costs and forecasted actuals (49) Negotiated Wages > Operating expenditure adjustments to reflect actuals and forecasted actuals - Minor Capital Adjustment (Transfer to General Government) (9) Operating Adjustments - Minor operating adjustments (32) Operating Adjustments > Revenue adjustments to reflect actuals and forecasted actuals (74) Revenue Increases > Manager, Mgmt Advisory Services (1 F/T) 150 New Facilities & Services > Corporate Policy Coordinator (1 F/T) 93 Support Staff > Business Analyst (1 F/T) 93 Support Staff > Business Representative (1 Conversion from Contract to F/T) 57 Support Staff - Reduction in Labour Budget (5) Support Staff - Increase in Revenue (45) Support Staff > Community Engagement Research Assistant (1 F/T) 59 Support Staff > Corporate Designated Projects/Research and Special Studies 80 New Facilities & Services > Queen Street Economic Development Marketing 58 New Facilities & Services SUBTOTAL, BASE OPERATING ADJUSTMENTS & GROWTH 377 TOTAL, NET EXPENDITURE CHANGE 377 COO-28

2017 Proposed Budget Variance from 2016 ($000s) BASE OPERATING ADJUSTMENTS & GROWTH Proposed Variance Category Description > Compensation Adjustment to reflect actual costs and forecasted actuals (4) Negotiated Wages > Operating expenditure adjustments to reflect actuals and forecasted actuals 75 Operating Adjustments > Senior Advisor, Employee Communications (1 F/T) 117 New Facilities & Services > Central Area Development Specialist (1 F/T) 71 New Facilities & Services SUBTOTAL, BASE OPERATING ADJUSTMENTS & GROWTH 259 TOTAL, NET EXPENDITURE CHANGE 259 COO-29

2018 Proposed Budget Variance from 2017 ($000s) BASE OPERATING ADJUSTMENTS & GROWTH Proposed Variance Category Description > Compensation Adjustment to reflect actual costs and forecasted actuals (4) Negotiated Wages > Operating expenditure adjustments to reflect actuals and forecasted actuals 5 Operating Adjustments > Corporate Effectiveness Advisor (1 F/T) 117 New Facilities & Services > Manager, Employee Communications (1 F/T) 150 New Facilities & Services SUBTOTAL, BASE OPERATING ADJUSTMENTS & GROWTH 269 TOTAL, NET EXPENDITURE CHANGE 269 COO-30

2016-2018 Operating Budget Overview DIVISIONS 2015 STAFF ADDS* 2016 COMPLEMENT STAFF ADDS 2017 STAFF ADDS Economic Development 16 1 17 0 17 0 17 Office of Community Engagement 2 1 3 0 3 0 3 Office of the Chief Operating Officer 5 0 5 0 5 0 5 Strategic & Enterprise Services 22 3 25 1 26 1 27 Strategic Communications 20 0 20 1 21 1 22 DEPARTMENTAL TOTAL 65 5 70 2 72 2 74 *Includes F/T and conversions to F/T 2018 Additional details provided in Appendix 1 - Staff Request Descriptions COO-31

2016-2018 Capital Budget Overview DIVISION ($000s) 2016 2017 2018 TOTAL Economic Development $ 95 - $ 50 $ 145 Office of the Central Area 435 300 300 1,035 Strategic & Enterprise Services - 60-60 Strategic Communications - 40 50 90 Departmental Total $ 530 $ 400 $ 400 $ 1,330 Additional details provided in Appendix 2 - Capital Funding Source Summary Appendix 3 - Capital Budget Project Descriptions COO-32

2016-2018 Capital Budget & Forecast ($000) COO-33