city of brampton supplemental... · 2012-12-19 · city of brampton 111 2013 departmental budget...
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CITY OF BRAMPTON
111
2013 Departmental Budget Presentations
Committee of Council – Budget
December 18-19, 2012
TABLE OF CONTENTS
Page #
Department Presentations
Planning, Design and Development 3
Works and Transportation 43
Corporate Services 69
222
Economic Development and Communications 91
Community Services 103
Buildings and Property Management 131
Financial and Information Services 147
Non Departmental 159
PLANNING, DESIGN &
DEVELOPMENT
333
2013 Budget Submission
PLANNING, DESIGN & DEVELOPMENT
Organizational Chart pre Realignment
Commissioner, PD&D
Kraszewski, Daniel (Acting)
Director, Building & Chief Building OfficialDirector, Community Design, Parks Planning &
444
Director, Building & Chief Building Official
Campbell, Brenda
(staff complement 94)
Director, Community Design, Parks Planning & Development
Won, Michael (Acting)
(staff complement 44)
Director, Development Engineering Services
Won, Michael
(staff complement 19)
Director, Development Services
Snape, Paul (Acting)
(staff complement 21)
Mgr, Business Services PDD
Molnar, Katherine
(staff complement 17)
Director, Planning Policy & Growth Management
Zbogar, Henrik (Acting)
(staff complement 20)
PLANNING, DESIGN & DEVELOPMENT
Organizational Chart – Realignment
Commissioner, PD&D
Kraszewski, Daniel (Acting)
555
Director, Building/Chief Building Official
Campbell, Brenda
Director, Development Engineering Services
Won, Michael
Director, Development Services
Snape, Paul (Acting)
Director, Planning Policy and Growth Management
Zbogar, Henrik (Acting)
PLANNING, DESIGN & DEVELOPMENT
Budget Drivers – Development Activity
� A banner year for construction in 2012
� The construction value of permits issued to November 30th,
2012 was $2.58B compared to $1.21B for the same period in
2011
666
2011
� Construction activity in 2013 is expected to return to 2011
levels with 3,150 new dwelling units in the residential sector
and 769,619 sq ft in the commercial sector
� Although high levels of development activity in 2012, the
Growth Management policies allowed the City to manage the
impacts to existing and new residents
PLANNING, DESIGN & DEVELOPMENT
Budget Drivers – Development Activity
� Impact of Regional DC By-law update on Registrations and
Permits Issuance to November 30th results in the issue of
7,748 permits including:
• 5,899 new dwelling units (5,327 low-rise, 572 high rise)
777
• 5,899 new dwelling units (5,327 low-rise, 572 high rise)
• 13 new industrial buildings and 8 additions to existing industrial
buildings
• In the commercial sector – 31 new retail buildings, 3 new office
buildings and 166 commercial tenant “fit-ups”
• 6 major institutional projects and applications for permits for 1
new school currently in the approval process
PLANNING, DESIGN & DEVELOPMENT
Development Activity: Residential Building Permit
3000
3500
4000
Residential Building
888
0
500
1000
1500
2000
2500
3000
Detached Semi-detached Townhouse High Rise
Residential Building
Permit Activity As
of Nov 30, 2011
Residential Building
Permit Activity As
of Nov 30, 2012
999
PLANNING, DESIGN & DEVELOPMENT
Budget Drivers – Development Activity
The Activity as of November 30th reports:
� 4,293 units draft approved in 2012; a 51% decrease from 8,681
units in 2011 - the five year average (2007-2011, complete years) is
4,674 units per year
101010
4,674 units per year
� 4,084 registered units in 2012; a 22% increase from 3,358 units in
2011 - the five year average (2007-2011, complete years) is 2,955
units per year
� Value of Infrastructure secured through development activity year
to date is $175M through 42 plans of subdivision and approximately
80 kilometers of new roads constructed – compared to $150M
through 36 plans of subdivision
PLANNING, DESIGN & DEVELOPMENT
Budget Drivers – Development Activity
� A decrease in residential development activity in Brampton is
forecasted for 2013, reflective of:
• push by developers to obtain permits prior to the September 2012
111111
increase in development charges levied by the Region of Peel
• projection of fewer housing starts in the GTA in 2013
• continued uncertainty in the international economic outlook
� A return to a new typical (more moderate) level of activity is
expected for 2014
121212
PLANNING, DESIGN & DEVELOPMENT
Budget Drivers: Planning Policy & Growth Management
� Increased and time sensitive role in delivery of numerous
infrastructure projects
� Increased emphasis on development facilitation to promote
job/economic recovery while safeguarding the public interest
131313
job/economic recovery while safeguarding the public interest
� Continued emphasis on the environment, including
completion of Environmental Master Plan
� Increased emphasis on planning for a transportation system
that better accommodates pedestrians, cyclists and transit
and that promotes environmental and healthy community
goals
PLANNING, DESIGN & DEVELOPMENT
Budget Drivers: Planning Policy & Growth Management
� 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
141414
� Ongoing participation at Ontario Municipal Board (OMB) Hearings
� Increased need for complex multi-party funding and service delivery models
� Ongoing participation and response to policy initiatives by others such as the Province of Ontario, Region of Peel and Conservation Authorities
PLANNING, DESIGN & DEVELOPMENT
Budget Drivers: Community Design, Parks Planning & Dev
� Delivery of Heritage Planning Services including advancement
of the Downtown Heritage Conservation District Plan and the
new Vacant Heritage Buildings Strategy
� Approval of the Development Permit System for Main Street
151515
� Approval of the Development Permit System for Main Street
North and advancement of Queen Street West study
� Continued emphasis on quality urban design
PLANNING, DESIGN & DEVELOPMENT
Budget Drivers: Infrastructure & Facility Development
� Significant advancement of Alderlea and Heritage Theatre
Adaptive Re-Use Projects
� Construction of two new community sports parks at
Chinguacousy Road / Queen Street and Father Tobin / Fernforest
161616
Chinguacousy Road / Queen Street and Father Tobin / Fernforest
Drive. A state-of-the-art “wet” field hockey facility at Cassie
Campbell Rec. Centre and two new all-weather sports turf fields
at Creditview Park
� Continued advancement of Gas Tax Funded portfolio of projects
PLANNING, DESIGN & DEVELOPMENT
Budget Drivers: Infrastructure & Facility Development
� Advancing initiatives to address Downtown Etobicoke Creek floodplain issues through policy updates and work towards ultimate elimination of the flood risk
� Parkland strategies for Community Parks in Bram West and Countryside Villages
171717
Countryside Villages
� Participation in Environmental Assessment process for North-South Corridor in West Brampton with Inter-Municipal involvement with Halton and Peel Regions
� Participation in the GTA West Transportation Corridor Environmental Assessment process
PLANNING, DESIGN & DEVELOPMENT
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
� Expansion of and Enhancements to the Small Business Assist Program
181818
� Expansion of and Enhancements to 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
� City-wide Zoning By-law initiatives to reduce common, supportable variances
� Continuous improvement to services provided and business processes in support of a
Departmental Realignment
PLANNING, DESIGN & DEVELOPMENTPlanTrak: Corporate Development Tracking System
Implementation Plan
� 2012 Work Program Highlights
• Implementation of Version Upgrade & Enhancements
191919
• Development of the Requirements and Proof of Concept for
the Integration with Visual Fusion – migration of existing
mapping in PlanTrak
• Initiation Phase in the Development Application Information
for the Council Office
PLANNING, DESIGN & DEVELOPMENTPlanTrak: Corporate Development Tracking System
Implementation Plan 2013 & Beyond
� Expansion of PlanTrak throughout PDD and to other
Departments across the Corporation and external partners
� 2013 Work Program Highlights
202020
� 2013 Work Program Highlights
• Implementation of the Development Application Information
View for the Council Office (Q1 2013)
• Implementation of the Integration with Visual Fusion -
migration of existing mapping in PlanTrak (Q2 2013)
• Operational Requirements & Version Upgrade (Q4 2013)
PLANNING, DESIGN & DEVELOPMENTPlanTrak: Corporate Development Tracking System
Implementation Plan 2013 & Beyond
� Work Program 2013 Highlights…continued
• Hold a Vision Workshop in partnership with internal stakeholders
and Munirom Technologies Inc (MTI) (Q1 2013)
212121
and Munirom Technologies Inc (MTI) (Q1 2013)
• Develop a Multi-Year Strategic & Investment Plan for 2014 Budget
(Q2/Q3 2013)
– Planning, Design and Development Stream
• Heritage Planning • Growth Management
• Parks Development • Street Naming Process
• Assumption Process • Second Unit Process / Inventory
• Development Construction Inspections • Transportation Planning
• Stormwater Pond Development • Environmental Planning
• Region of Peel / Conservation Authorities / Teranet
•
PLANNING, DESIGN & DEVELOPMENTPlanTrak: Corporate Development Tracking System
Implementation Plan 2013 & Beyond
• Develop a Multi-Year Strategic & Investment Plan for 2014
Budget (Q2/Q3 2013)….continued
– Capital Projects (City-Owned Development)
222222
– Capital Projects (City-Owned Development)
• Buildings & Property Management
• Works & Transportation
• Community Services
– Operational / Administration
• Integration with Reportrak - Reports to Council & Committees
• Service Requests & Complaint Tracking
• PlanTrak Data Governance Model & Business Process
• Resource Plan
PLANNING, DESIGN & DEVELOPMENT
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
232323
sustainable and livable community
� Advancement of our Environmental Planning responsibilities and
priorities
� Responding to growth and development pressures through the
enhancement of our Growth Management policies and practices
� Delivering key infrastructure projects to ensure our City functions
effectively and efficiently as it grows and develops
PLANNING, DESIGN & DEVELOPMENT
Service Priorities
� 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
242424
Flower City
� 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
PLANNING, DESIGN & DEVELOPMENT
Service Priorities
� Review municipal development engineering infrastructure
standards to enhance long term sustainability and decrease
operations and maintenance costs to the City
� Advancing the growth and development of Downtown
252525
� 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
� Ensuring that customer service is the first priority in the daily
delivery of our mandate to our internal and external clients
PLANNING, DESIGN & DEVELOPMENTDirect Cost of Services ($000s)
DIVISION 2012 Budget 2013 Budget Variance Service Category
Building Division $ 9,366 $10,332 $ 966 Core/Strategic/
Enhanced
Business Services $ 1,988 $ 2,022 $ 34 Core/Strategic
Community Design, Parks Planning &
Development
(Note: Project Management Staff
$ 4,196 $ 4,296
($ 205)
($ 105) Core/Strategic
262626
(Note: Project Management Staff
realignment from PDD to Buildings &
Property Management)
Development Engineering
(Note: Development Construction
Inspections staff realignment from
Works and Transportation to PDD)
$ 2,153 $ 2,213
$ 1,250
$ 60 Core/Enhanced
Development Services $ 2,100 $ 2,165 $ 65 Core/Enhanced
Planning Policy & Growth
Management
$ 2,368 $ 2,433 $ 65 Core/Strategic
2013 Planning, Design & Development Net Budget * = $8.018M Direct Costs Identified = $13.129M
*Revenue Budgets of $5.17M have been included. *Excludes Building Division.
*Excludes realignment budget transfer from WT & BPM depts.
PLANNING, DESIGN & DEVELOPMENTDirect Cost of Services ($000s)
…continued
2013 Building Division
Revenue Budget of $12.7M
Direct Costs Identified = $10.3M
2013 Building Division Net Budget = ($2.4M)
Indirect Costs = $2.4M
272727
Indirect Costs = $2.4M
Contribution to Reserve 93 = $261K
Direct Costs = Labour and Other Expenditures such as internal borrowing, office supplies,
mileage.
Indirect Costs = Corporate wide expenditures in support of the Building Division operations such
as Legal, I.T., Planning etc.
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.
PLANNING, DESIGN & DEVELOPMENTDirect Cost of Services ($000s)
Financial Summary – Building Rate Stabilization Reserve #93
2012
Budget
2012
Actual
2013
Budget
Starting Balance at Jan 1 $ 10,756 $ 10,756 $ 20,495
2012 Contribution $ 59 $ 10,739*
282828
2012 Contribution $ 59 $ 10,739*
2012 Purchase of Inspections Fleet ($ 1,000) ($ 1,000)
2013 Contribution $ 261
2013 Permits Online project ($ 605)
End Balance (est.) at Dec 31 $ 20,495 $ 20,151
Balance of Reserve #93 as at November 30, 2012 = $ 9.8M
*Forecasted Actual Contribution as at December 31, 2012 = $10.739M
2012 Variance Budget - Actual Contribution to Reserve #93 = $10.68M
PLANNING, DESIGN & DEVELOPMENT
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
292929
� 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
PLANNING, DESIGN & DEVELOPMENT
Service Level Measures – Core Services…cont’d
� Street Naming Policy & Process
� 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
303030
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
� Urban Design Awards – Program initiated, 31 high quality application, ceremony in 2013
PLANNING, DESIGN & DEVELOPMENT
Service Level Measures – Core Services…cont’d
� Conservation and Preservation of Heritage Resources
• Designation Reports written: 18
• Designation By-laws passed: 8
• Listings approved: 6
313131
• Listings approved: 6
• HIA received: 11
• Heritage Incentive Grants: 6
• Wall-mounted Plaques: 19
• Heritage Permits (Part IV): 5
• Heritage Permits (Part V): 4
• Received 3 major Awards including the Ontario Heritage Trust Community Award
PLANNING, DESIGN & DEVELOPMENT
Service Level Measures – Core Services…cont’d
� Administration and enforcement of the Ontario Building Code,
Zoning Information Services - Legislated by Ontario Regulation
350/06
• Plans Review - Legislated service levels for review of
323232
• 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
• Permits Issuance - Regulating construction within the City
of Brampton through the legislative process
PLANNING, DESIGN & DEVELOPMENT
Service Level Measures – Core Services…cont’d
� Administration and enforcement of the Ontario Building Code, Zoning
Information Services - Legislated by Ontario Regulation 350/06
• Inspections
– Ensuring that construction complies with the minimum requirements of
the Building Code related to Health, Safety, Structural Sufficiency, Fire
333333
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
PLANNING, DESIGN & DEVELOPMENT
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
343434
Plan
� Community Improvement Plan (CIP)
� Emergency Sign Replacement – Service for Residents
� Historic Air Photos and Maps Research
PLANNING, DESIGN & DEVELOPMENT
Service Level Measures – Strategic Services…cont’d
� Administration and enforcement of the Ontario Building Code,
Zoning Information Services - Legislated by Ontario Regulation
350/06
• Mobile Brampton - Community outreach and business
353535
• 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
PLANNING, DESIGN & DEVELOPMENT
Service Level Measures – Enhanced Services � Administration and enforcement of the Ontario Building Code, Zoning
Information Services - Legislated by Ontario Regulation 350/06
• Concierge - Reduction in permit review service levels (3 days service) for residents proposing minor home renovation projects (22% of miscellaneous residential application)
� Development Approvals process legislated by the Planning Act
363636
� Development Approvals process legislated by the Planning Act
• Notification of Public Meeting to Property Owners within 800-900m radius of Subject Property recommended to be reverted to the Legislated service level of 120m 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
� Development Engineering Approvals are provided in shorter review time as a result of BILD initiatives
PLANNING, DESIGN & DEVELOPMENT
Current Budget Summary
$1,986
$4,040
$1,145 $1,144
$2,020
$4,168
$1,453 $1,209
$1,000
$2,000
$3,000
$4,000
$5,000
373737
($2,244)
$1,145 $1,144
($1,504)
($2,367)
($831)
($3,000)
($2,000)
($1,000)
$0
$1,000
2012 BUDGET 2013 BUDGET
Business
Services
Community
Design, Parks
Planning and
Development
Development
Engineering
Services
Planning
Policy and
Growth
Management
Development
ServicesBuilding
2012 BUDGET ($000s)
Gross Expenditures $ 22,173
Revenues ($ 17,607)
Net Expenditures $ 4,567
2013 BUDGET ($000s)
Gross Expenditures $ 23,522
Revenues ($ 17,870)
Net Expenditures $ 5,651
PLANNING, DESIGN & DEVELOPMENT
Current Budget Highlights
Core Operating Adjustments $ 984
• Compensation Adjustments $ 386
• Operating Expenditure Adjustments ($ 4)
• Revenue Adjustments $ 826
• Building Division Operations (net $123k favorable impact)
383838
• Building Division Operations (net $123k favorable impact)
• Compensation Adjustments (inclusive of arbitrated J.E. result $143K) $ 455
• Operating Expenditure Adjustments $ 70
• Revenue Adjustments ($ 851)
• Contribution to Building Reserve Fund $ 202
PLANNING, DESIGN & DEVELOPMENT
Current Budget Highlights …continued…
Commitments $ 100
Implementation of Bill 140: Strong Communities Through
Affordable Housing Act, 2011 $ 100
Mitigation Measures ($ 100)
393939
Mitigation Measures ($ 100)
Reduction in students / part time staff ($100)
Growth and Service Priorities $ 0
Manager, Sign Unit (1 F/T) $ 144
Offset by Building Revenue – Permits ($ 144)
Permit Expediter (1 F/T) $ 96
Offset by Building Revenue – Permits ($ 96)
Total Net Expenditure Change ($000s) $ 1,084
Equivalent Tax Levy % 0.35
PLANNING, DESIGN & DEVELOPMENT
Capital Budget Highlights
Studies, Programs and Minor Capital Expenditures $ 1,132
• Official Plan Review $ 150
• Community Improvement Plan: Façade Improvements $ 150
• Community Improvement Plan: Building Improvements $ 150
• Minor Capital Expenditures $ 47
404040
• Minor Capital Expenditures $ 47
• Building Permits Online $ 605
• Minor Capital Expenditures – Building Division $ 30
PLANNING, DESIGN & DEVELOPMENT
Capital Budget Highlights2013 Deferred Studies and Programs
� Unfunded with proposed alternative funding source $ 680
• TTMP Update & Brampton Roads Characterization $ 300
• Downtown Flood Risk Mitigation $ 300
• Churchville Heritage District Guidelines Update $ 30
414141
• Churchville Heritage District Guidelines Update $ 30
• Development Design Guidelines: Executive Residential $ 30
• Main Street South Heritage Conservation $ 20
� Unfunded $446
• Archeological Master Plan $50
• CIP: Tax Incentive Program $50
• CIP: Chateaus $85
• Miscellaneous Studies $50
• Peel Climate Change Strategy – GHG Inventory Phase II $90
• Brampton Natural Areas Inventory (BNAI) $71
• Greenlands Securement $50
424242
WORKS & TRANSPORTATION
434343
2013 Budget Submission
Commissioner, Works & Trans
Stolch, Klaus (Interim)
Director, Engineering & Constr Director, Fleet Srvc
WORKS & TRANSPORTATION
Organizational Chart
444444
Director, Engineering & Constr
Stolch, Klaus
(55 Full Time Complement)
Director, Fleet Srvc
Chiaravallotti, Christopher
(43 Full Time Complement)
Director, Operations
D’Ippolito, Romualdo
(157 Full Time Complement)
Executive Director, Transit
Connor, Suzanne
(721 Full Time Complement)
Mgr, Business Srvc W&T
Lawson, Katie
(32 Full Time Complement)
WORKS & TRANSPORTATION
Overall Budget Drivers� GROWTH
� Transit
� Road Operations
� Capital Construction
454545
� AGING INFRASTRUCTURE� Road Operations
� Stormwater Management
� ECONOMIC IMPACTS� Fuel
� Electricity
� Salary & Benefits
WORKS & TRANSPORTATION
Budget Drivers & Service Priorities
Transit
� Increased transit services on all Züm corridors to
accommodate increased travel demand
464646
� Peak and off-peak service frequency improvements on several
base grid routes to address increasing ridership, supporting
the Züm BRT network and improving service reliability
1,554,248
1,553,346
1,638,0451,593,637 1,589,157
1,493,5771,481,207
1,645,960
1,760,938
1,500,000
1,550,000
1,600,000
1,650,000
1,700,000
1,750,000
1,800,000
1,850,000
BRAMPTON TRANSIT RIDERSHIP2011, 2012
13% Increase in October 2012 vs October 201114% YTD Increase
474747
1,213,668
1,135,762
1,398,116
1,281,142
1,337,8641,366,549
1,277,162
1,237,743
1,335,264
1,404,818
1,423,087 1,455,380
1,481,207
1,406,662
950,000
1,000,000
1,050,000
1,100,000
1,150,000
1,200,000
1,250,000
1,300,000
1,350,000
1,400,000
1,450,000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Rid
ers
hip
Month
WORKS & TRANSPORTATION
Budget Drivers & Service Priorities
Public Works
� Maintenance and repair of existing aging infrastructure –Operating/Capital
Growth of infrastructure
484848
� Growth of infrastructure - Operating
� Need for new roads/widen roads, constrained by DC fund -Capital
� Traffic Congestion – Operating/Capital
� Commitment to our environmental objectives - Operating
� Need to upgrade and expand works yard facilities - Capital
7%
10%
6%
8%
10%
12%
Cu
mu
lati
ve
% G
row
th
LANE KM'S VS FULL-TIME COMPLEMENTPublic Works
Lane Km's
494949
0
3%
5%
00%
2% 2%
4%
0%
2%
4%
6%
2009 2010 2011 2012 2013
Cu
mu
lati
ve
% G
row
th
Year
Lane Km's
Public Works
Full-Time
Complement
* Lane Km's have grown 6% greater than Staff Complement over the last 4 years
** 6% = 18 FT Staff over 4 years or 4.5 FT Staff Annually
WORKS & TRANSPORTATIONDirect Cost of Services – Transit ($000s)
SERVICES 2013 Budget Service Category
Transit Operations $59,851 Core
Concessions $ 1,827 Core
Fleet Maintenance $28,563 Core
Facilities Maintenance $ 4,045 Core
505050
Facilities Maintenance $ 4,045 Core
TOTAL DIRECT COSTS IDENTIFIED $94,286
2013 Transit Expenditure Budget * = $101,363
Direct Costs Identified = $94,286
93% of Transit’s 2013 Expenditure Budget consists of the Direct Costs identified above.* Revenue Budgets of $56M have been excluded, in order to review direct costs consistently.
FRONT-LINE SERVICE DELIVERABLES- Operate and Maintain 327 Buses, travelling 21 Million KM’s and providing 886,000 Hours of Service
- 18.8 Million Transit Passengers served
WORKS & TRANSPORTATIONDirect Cost of Services – Road Operations ($000s)
SERVICES 2013 Budget Service Category
Winter Control $12,011 Core
Roadway Maintenance $10,324 Core
Operations Planning $ 842 Core
TOTAL DIRECT COSTS IDENTIFIED $23,177
515151
TOTAL DIRECT COSTS IDENTIFIED $23,177
2013 Road Operations Budget = $24,762
Direct Costs Identified = $23,177
94% of Road Operations 2013 Budget consists of the Direct Costs identified above.
FRONT-LINE SERVICE DELIVERABLES- Maintain and Operate 3,328 Lane Km’s of Road Infrastructure
- Clear Winter Events in 24 – 48 hours
WORKS & TRANSPORTATIONDirect Cost of Services – Traffic ($000s)
SERVICES 2013 Budget Service Category
Traffic Operations, including Signage $ 2,755 Core
Traffic Signals & Streetlighting $10,700 Core
Crossing Guards $ 2,235 Core
Parking Operations $ 663 Core
525252
Parking Operations $ 663 Core
TOTAL DIRECT COSTS IDENTIFIED $16,353
2013 Traffic Budget = $16,520
Direct Costs Identified = $16,353
99% of Traffic’s 2013 Budget consists of the Direct Costs identified above.
FRONT-LINE SERVICE DELIVERABLES- Operate and Maintain 41,000 Streetlights, 294 Traffic Signals and 150 Crossing Guard Locations
WORKS & TRANSPORTATIONDirect Cost of Services – Fleet ($000s)
SERVICES 2013 Budget Service Category
Fleet Fuel and Rentals $2,080 Core
Fleet Training $ 415 Core
Fleet Maintenance $3,763 Core
Facilities Maintenance $1,052 Core
535353
Facilities Maintenance $1,052 Core
TOTAL DIRECT COSTS IDENTIFIED $7,310
2013 Fleet Budget = $8,081
Direct Costs Identified = $7,310
90% of Fleet’s 2013 Budget consists of the Direct Costs identified above.
FRONT-LINE SERVICE DELIVERABLES- Manage and Maintain 674 Fleet Units
WORKS & TRANSPORTATIONDirect Cost of Services – Engineering & Construction ($000s)
SERVICES 2013 Budget Service Category
Infrastructure Planning $ 841 Core
Development Construction $1,212 Core
Capital Project Delivery $ 322 Core
TOTAL DIRECT COSTS IDENTIFIED $2,375
545454
TOTAL DIRECT COSTS IDENTIFIED $2,375
2013 Engineering & Construction Budget = $2,588
Direct Costs Identified = $2,375
92% of Engineering & Construction’s 2013 Budget consists of the Direct Costs identified above.
FRONT-LINE SERVICE DELIVERABLES- Condition Assessment on 2800 lane km’s of Roadway annually
- Inspect 1500 km’s of sidewalks annually
- Condition Assessment on 191 Road Bridges and 112 Parks Bridges annually
WORKS & TRANSPORTATIONDirect Cost of Services – Business Services ($000s)
SERVICES 2013 Budget Service Category
Administration $ 926 Core
Business Systems $ 850 Core
Financial Services $ 876 Core
Snow Clearing Subsidy $ 180 Enhanced
555555
Snow Clearing Subsidy $ 180 Enhanced
TOTAL DIRECT COSTS IDENTIFIED $2,833
2013 Business Services Budget = $3,360
Direct Costs Identified = $2,833
84% of Business Services 2013 Budget consists of the Direct Costs identified above.
FRONT-LINE SERVICE DELIVERABLES- 17,000 Public Service Inquiries handled annually.
WORKS & TRANSPORTATION
Major Services - CORE
� Transit Operations & Maintenance
�Winter Control
� Roadway Infrastructure Maintenance & Management
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� Roadway Infrastructure Maintenance & Management
� Traffic Infrastructure Maintenance & Management
� Fleet Operations & Maintenance
� Facilities Maintenance
WORKS & TRANSPORTATION
Major Services - ENHANCED
�Senior’s Subsidies
�Ride for a Loonie
�Snow Subsidy
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�Snow Subsidy
�Leaf Vacuum Program
�Litter, Debris & Graffiti Removal
WORKS & TRANSPORTATION
Major Services - STRATEGIC
�Bus Rapid Transit (Züm)
�Environmental Programs
�Green Fleet
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�Green Fleet
�Biodiesel
�Pedestrian Safety Plan
�GPS System Management
WORKS & TRANSPORTATION
Current Budget Summary
BUSINESS SERVICES
$3,360
3.3%
ENGINEERING AND
CONSTRUCTION
$2,587
2.6%
FLEET SERVICES
$8,081
TRANSIT
$45,379
45.1%
595959
8.0%
OPERATIONS
$41,282
41.0%
45.1%
($000s)
Gross Expenditures $ 158,826
Revenues ($ 58,136)
Net Expenditures $ 100,690
WORKS & TRANSPORTATION
Current Budget Highlights – Public WorksCore Adjustments $1,429 2.8%
Compensation Adjustments $963
Operating Adjustments $330
Revenue Adjustments $136
Commitments $2,533 4.9%
Winter Control $747
Streetlight Hydro $865
606060
Streetlight Hydro $865
Maintenance Inspectors $177
Contracted Services $163
Project Engineer – Stormwater $113
Capital Recovery - Project Engineer Stormwater ($113)
Traffic Signal System Coordinator $108
Streetlight Maintenance $84
Vehicle GPS Data Plan $80
Pavement Markings $70
Crossing Guards $59
Bridge Management Software Upgrade $43
Signal Maintenance $42
Parking Garage System $33
Pay and Display Maintenance $26
Feature Wall Reconstruction $20
Traffic Sign Materials $16
NET EXPENDITURE & PERCENTAGE CHANGE ($000s) $3,962 7.7%
WORKS & TRANSPORTATION
Current Budget Highlights – TransitCore Adjustments $3,484 8.9%
Compensation Adjustments $4,343
Vehicle Cost Increase per Service Hour $1,991
Operating Adjustments $1,450
Revenue Adjustments ($2,919)
Fare Increase ($1,382)
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Commitments $2,708 6.9%
Conventional Growth Service Increase $1,323
Zum Conventional Service Increase $753
Zum BRT Service Increase $318
Brampton Gateway Terminal $263
Mount Pleasant Terminal $50
NET EXPENDITURE & PERCENTAGE CHANGE ($000s) $6,192 15.8%
WORKS & TRANSPORTATION
Proposed Transit Fare Increase
� Most recent fare increase was March 26, 2012
� Most recent cash fare increase was March 28, 2011
� Estimated increase in fare revenue of approx. 4%
Total forecasted revenue generated of $1,843,000 annually,
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� Total forecasted revenue generated of $1,843,000 annually,
$1,382,000 prorated for 2013
� Increase effective April 1, 2013
WORKS & TRANSPORTATION
2013 Capital Budget Highlights2013 2012
Infrastructure Growth� 7 Road Construction/Widening Projects $43,470 $35,617
� 6 Project Designs and 8 Utility Relocation Projects $7,815 $10,820
� Land Acquisitions $5,000 $6,518
� Traffic Signalization $780 $720
� New Works Yards $25,850 N/A
� Minor Capital Projects $1,955 $2,070
Infrastructure Maintenance
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Infrastructure Maintenance� Road Resurfacing Program $9,000 $10,500
� Bridge Repairs (6) $1,470 $747
� Stormwater Management $3,300 $3,300
� Traffic Engineering $2,688 $2,240
� Minor Capital Projects $266 $674
Transit� Zum - Phase 2 $38,680 $25,151
� Bus Purchases – 7 Replacement & 7 Growth $7,375 $5,660
� Light Rail Transit $3,500 N/A
� Bus Refurbishment $1,275 $788
� Shelters, Pads and Stops $430 $416
� Minor Capital Projects $236 $667
Fleet� Fleet Capital – New N/A N/A
� Fleet Vehicle/Equipment Replacement $4,000 $4,500
TOTAL ANNUAL BUDGET ($000s) $157,090 $110,388
ROAD CONSTRUCTION MODIFICATIONS
Due to DC Constraints ($000s)2013 CAPITAL BUDGET WARD ORIGINAL REVISED BUDGET DC
No Change
Creditview Rd & Pleasant Rd Urbanization (Worthington to Fairhill) 6 2013 2013 4,000 3,800
Creditview Rd Widening (Farhill Ave to Sandalwood Pkwy) 6 2013 2013 4,500 4,275
Countryside Dr Widening (Torbram Rd to Airport Rd) 10 2013 2013 8,300 7,885
North-South Spine Rd (Creditview Rd to Sandalwood Pkwy) 6 2013 2013 2,370 2,370
New Creditview Rd & CN Halton Line (Grade Separation) – Phase 2 6 2013 2013 12,100 11,495
Bramalea Rd Widening (Countryside Dr to Mayfield Rd) 9 2013 2013 7,000 6,650
646464
Bramalea Rd Widening (Countryside Dr to Mayfield Rd) 9 2013 2013 7,000 6,650
36,475
Added
-
Deferred
New Road A (Financial Dr to Embleton 6 2013 2014 2,673 2,673
New Road A (Steeles Ave to 0.65km N of Steeles Ave) 6 2013 2014 2,405 2,405
New Road A (1.3km N of Steeles to Financial Dr) 6 2013 2014 600 600
New Creditview Rd & CN Halton Line (Grade Separation) – Phase 3 6 2013 2014 4,000 3,800
Financial Dr (Mississauga Rd to Heritage Rd) 6 2013 2014 2,290 2,290
The Gore Rd (Castlemore Rd to Mayfield Rd) – Region 10 2013 2014 1,560 1,482
Mavis Rd (Southern Boundary to Steeles Ave) – Region 4,6 2013 2014 1,040 988
14,238
2014 CAPITAL BUDGET WARD ORIGINAL REVISED BUDGET DC
No Change
Castlemore Rd Widening (Airport Rd to Goreway Dr) 10 2014 2014 4,000 3,800
Creditview Rd (Wanless Dr to Mayfield Rd) 6 2014 2014 6,346 6,028
Creditview Rd Widening (Sandalwood Pkwy to Wanless Dr) 6 2014 2014 4,140 3,933
Humberwest Pkwy Widening (Williams Pkwy to Goreway Dr) 6 2014 2014 4,500 4,275
James Potter Rd (Ashby Field Rd to Bovaird Dr) 6 2014 2014 1,530 1,530
James Potter Rd (Steeles Ave to South of ODRC Railway & Queen St to
South of Williams Pkwy6 2014 2014 7,186 7,186
New Creditview Rd (North of Station Rd to South of North Spine Rd) 6 2014 2014 566 566
New Creditview Rd (Bovaird Dr to North-South Spine Rd) 6 2014 2014 499 499
ROAD CONSTRUCTION MODIFICATIONS
Due to DC Constraints ($000s)
656565
New Creditview Rd (Bovaird Dr to North-South Spine Rd) 6 2014 2014 499 499
Queen St West (Mississauga Rd to Chinguacousy Rd) – Region 1,3,8 2014 2014 1,610 1,529
Williams Pkwy (Creditview Rd to Mississauga Rd) 6 2014 2014 5,540 5,540
34,886
Added
New Road A (Financial Dr. to Embleton 6 2013 2014 2,673 2,673
New Road A (Steeles Ave to 0.65km N of Steeles Ave) 6 2013 2014 2,405 2,405
New Road A (1.3km N of Steeles to Financial Dr 6 2013 2014 600 600
Financial Dr (Mississauga Rd to Heritage Rd) 6 2013 2014 2,290 2,290
New Creditview Rd & CN Halton Line (Grade Separation) – Phase 3 6 2013 2014 4,000 3,800
The Gore Road (Castlemore Rd to Mayfield Rd) – Region 10 2013 2014 1,560 1,482
Mavis Rd (Southern Boundary to Steeles Ave) – Region 4,6 2013 2014 1,040 988
Countryside Dr (Airport Rd to Goreway Rd) 9, 10 2016 2014 25,400 24,130
38,368
DeferredFinancial Dr Widening (Southern Boundary to Steeles Ave) 6 2014 2015 12,700 11,500
Wanless Dr (Creditview Rd to Mississauga Rd) 6 2014 2015 4,871 4,627
16,127
MAJOR UNFUNDED CAPITAL PROJECTS
DC Roads Program $115,394
Works Yards $ 63,614
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Road Resurfacing $ 17,371
Stormwater Management $ 9,484
TOTAL UNFUNDED ($000s) $205,863
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686868
CORPORATE SERVICES
696969
2013 Budget Submission
Commissioner, Corporate Services
Simmons, Peter
City Solicitor
Grant, Colin
CORPORATE SERVICES
707070
City Clerk/Director, Council & Admin Services
Fay, Peter
Deputy Clerk
Evans, Earl
Grant, Colin
Deputy City Solicitor, Real Property & Commercial Law
Squires, Denis
Deputy City Solicitor, Litigation & Administrative Law
Zuech, Roberto
Director, Enforcement &
By Law Services
Wilson, Dave
CORPORATE SERVICES
The department is responsible for the provision of legislative and
administrative services to City Council, the Corporation, and the public
Budget Drivers
� The need to provide superior, sophisticated service to support the governance of Canada’s 9th largest city
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support the governance of Canada’s 9 largest city
� The need to provide fiscally proven, and efficient, services to the Corporation to support a growing population in Brampton
� Being responsive to increased service demands, requirements, and expectations for all communities in Brampton
CORPORATE SERVICES
Budget Drivers (cont’d)
� Providing guidance to Council, the Corporation, and City departments in a changing legal landscape
� Respecting and absorbing cost increases without
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� Respecting and absorbing cost increases without compromising quality or services
� Ensure an open and transparent local government, fair and equitable service provision, and compliance with all statutes
CORPORATE SERVICES
Service Priorities
� Leverage synergies, opportunities, and collaboration with other City departments
� A comprehensive review and improvement of the Licensing By-law
737373
Licensing By-law
� Implementation of the Administrative Monetary Penalty System (AMPS)
� Completion of the Ward Boundary Review
� Investigate opportunities for Internet voting
CORPORATE SERVICES
Service Priorities (cont’d)
� Develop an electronic records management strategy
� Implementation of Telestaff scheduling software system
� Expansion of a Mobile Workstation Program
747474
� Expansion of the Enforcement Bicycle Patrol Program
� Enhance the legislative process for greater transparency and access
� Provide timely legal guidance to the Corporation
CORPORATE SERVICES
Service Priorities (cont’d)
� Conduct business transactions on behalf of the Corporation
� Promotion of department as the resource for accessibility, multi-lingual services, and diversity matters
� Enhance the public education program for Enforcement
757575
� Enhance the public education program for Enforcement services
� Leveraging the corporate portal as an effective service and communication tool
� Continued focus on quality customer service
�Effective administration of approximately:
� 3,400 stationary licenses
� 200 lottery licenses
COUNCIL and ADMINISTRATIVE SERVICES Budget ($000s) Staff
City Clerk’s Office $1,322 29
CORPORATE SERVICES – Service Level Measures
767676
� 200 lottery licenses
� 1,800 marriage licenses
� 1,500 death registrations
�Management of inactive corporate records including over 9,000 boxes of records and documents
�Processing of 90 Freedom of Information (FOI) requests and various public enquiries
�Timely delivery of management consulting services
CORPORATE SERVICES – Service Level Measures
�Provide court administration of charges laid by police,
COUNCIL and ADMINISTRATIVE SERVICES Budget ($000s) Staff
Court Administration $2,443 23
777777
�Provide court administration of charges laid by police,
municipal enforcement, ministries, and crown agencies for
approximately:
� 75,000 provincial offences charges
� 90,000 issued parking tickets
CORPORATE SERVICES - Service Level Measures
�Provide enforcement services (reactive and proactive) related to municipal by-laws:
Enforcement and By-law Services Budget ($000s) Staff
By-laws, Licensing, Property Standards $6,684 82
787878
� 6,160 property standards files (private property)
� 2,550 municipal and public property investigations
� 1,460 licensing inspections
� 8,340 parking complaint files
� 90,000 issued parking tickets
�Administer and enforce approximately 2,150 mobile licences
CORPORATE SERVICES - Service Level Measures
� Provide general and strategic management and guidance to the department of 171 staff, and ensure efficient operations, effective relationship management and administration
� Act as counsel for the Corporation on approximately 30 litigation files
Legal Services Budget ($000s) Staff
Commissioner’s Office and Legal Services $2,487 19
797979
� Act as counsel for the Corporation on approximately 30 litigation files including major OMB matters representing the Corporation in 73 hearing dates
� Provide legal services including negotiation and approval of 300+ agreements (e.g. development, site plan, single source, encroachment, easement, land acquisition/disposition, contract, permission to enter, and purchasing)
� Provide legal guidance to departments as may be required including response to general enquiries, and provision of formal legal opinion and implications for approximately 150 reports to Committee and/or Council
CORPORATE SERVICES - Service Level Measures
�Efficient prosecution of approximately:
� 28,000 non-municipal charges for provincial
offences (e.g. Highway Traffic Act)
Legal Services Budget ($000s) Staff
Prosecutions $968 10
808080
offences (e.g. Highway Traffic Act)
� 4,500 municipal charges (e.g. City of Brampton By-Laws)
� 2,000 parking tickets;
� 9,600+ early resolution meetings for
provincial offence matters
CORPORATE SERVICES
SERVICES – Council and Administrative Services
Administrative, legislative support services to City and Regional Councillors Core
Legislative services to Administrative Tribunals (C of A, BAT, Property Standards Committee) Core
By-laws Management, Records and Archive Management Core
Execution of Municipal Elections and By-Elections and Ward Boundary reviews Core
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Coordination of Corporate compliance with Accessibility legislation and standards Core
Information Access, Privacy Management, Awareness and Training Core
Administrative management of POA Court and Courtroom Core
Parking Ticket Facilitation, AMPS Core
Witness and Interpreter Coordination, POA enquiries Core
Issuance and Administration of Stationary Business Licensing Core
Issuance of Marriage Licenses, Administer Burial Registrations, Liquor Licensing, and Grow-
Op Notices
Core
CORPORATE SERVICES SERVICES – Council and Administrative Services
Legislative services to Council Advisory Committees (discretionary) Enhanced
Document Certification and Commissioning Services Enhanced
Maintain City-executed Agreements and Contracts Register Enhanced
Consulting and advisory resource to departments regarding multilingual services and Strategic
828282
Consulting and advisory resource to departments regarding multilingual services and
diversity matters Strategic
Translation and Interpretation Services advice Strategic
Electronic Document and Records Management Strategic
Management consulting services to facilitate program and service delivery improvements
for departments, divisions, sections and business processes Strategic
Lead/Participate in various inter-departmental and external Committees and Work Teams to
provide subject-matter expertise on Divisional functional responsibilities Strategic
CORPORATE SERVICES 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 Core
Enforce Property Standards By-law, including but limited to: Building maintenance related
matters – exterior/interior, Yard maintenance (destroyed landscaping, dead trees, ruts, etc),
Inoperative vehicles, Pool fence permit/maintenance inspections, Private fence inspections
for maintenance (not line disputes), Group home/lodging home inspections, Excessive growth Core
838383
for maintenance (not line disputes), Group home/lodging home inspections, Excessive growth
of grass and weeds on private property, among others
Zoning enforcement including: Basement apartment inspections, Driveway widening,
Oversized sheds/accessory structures Core
Enforcement and administration of Mobile Licensing: Tow Trucks, Taxi's, Driving Schools,
Limousines, and Refreshment Vehicles Core
Enforcement of Stationary Licensing including but not limited to: Foodhandler, Tobacco Sales,
Place of Public Assembly and Amusement (includes public halls, banquet halls, bingo halls),
among othersCore
CORPORATE SERVICES
SERVICES – Enforcement and By-law Services
Special Attention Patrols Enhanced
Public Education Initiatives: shopping mall public awareness campaigns, schools Enhanced
Public Education Initiatives: licencing guides and awareness programs Enhanced
848484
Attendance at Court as witnesses, providing evidence and testimony Strategic
Public Education Initiatives:
�proactive education
�newspaper advertising, movie theatre, bus shelter, billboard ads, public
speaking opportunities Strategic
CORPORATE SERVICES SERVICES – Legal Services
Act as the representatives for the City, on behalf of all departments in legal matters Core
Appear before administrative tribunals, and all levels of court Core
Advise and defend on the legal implications of administrative actions Core
Provide legal advice on Planning matters and developments Core
858585
Advise on mobile and stationary municipal licensing Core
Drafting of by-laws Core
Advice related to prosecutions under the POA, defence of appeals Core
Advise on the enforcement of municipal by-laws Core
Advise on defending disputes arising from commercial contracts for all departments including
construction liens and related contracts
Core
Vetting of statements of claim issued against the City (Claims that are covered by the City’s
insurer)
Core
CORPORATE SERVICES SERVICES – Legal Services
Assist in coordinating personal injury/insurance litigation, and specialized services provided
by external law firms Core
Prosecute offences under City by-laws and several different Provincial Acts Core
Prosecute offences under Highway Traffic Act and other provincial Acts (downloaded from
province) and parking tickets Core
868686
province) and parking tickets Core
Provide strategic direction in early stages of corporate disputes, or potential disputes Strategic
Provide advice on accountability and transparency of municipal government Strategic
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 Strategic
CORPORATE SERVICES
Current Budget SummaryCOUNCIL AND
ADMINISTRATIVE
SERVICES
$3,764
27.1%
LEGAL SERVICES
$3,456
24.9%
878787
($000s)
Gross Expenditures $ 16,486
Revenues ($ 2,582)
Net Expenditures $ 13,904
ENFORCEMENT AND
BY-LAW SERVICES
$6,684
48.1%
CORPORATE SERVICES
Current Budget Highlights
� For 2013, the Corporate Services Department budget maintains current levels of service
� The departmental budget maximizes existing resources for efficiency and effective service delivery ($13.9M)
888888
efficiency and effective service delivery ($13.9M)
� Service priorities for 2013 include:�Leveraging partnerships and developing synergies with other
departments
�Greater use of technology in providing and delivering quality customer service
�Enhancing accessibility and processes for greater transparency
CORPORATE SERVICES
Current Budget Highlights
� Staff complement for 2013 remains unchanged. Any expansion of service in response to community growth is extremely limited (see below)
898989
Potential contemplated enhancements to Corporate Services in anticipation of growth pressures, and increasing expectations of timely customer service:� Legal Services – Lawyer (real property and commercial) $ 165,000
� Enforcement Services - Enforcement Officers (2) $ 89,000 (net)
- Property Standards Officers (2) $ 197,000
� Vehicles (to be budgeted by Works and Transportation, Fleet Services)
CORPORATE SERVICES
Capital Budget Highlights ($000s)
� Lease/Purchase Election Equipment ($ 750)
(funding approved in 2012 returned to Reserve 4)
909090
� Alternative Voting Process (Internet) $1,000
NET $ 250
Net capital budget request for Corporate Services is $250k
ECONOMIC DEVELOPMENT &
COMMUNICATIONS
DEPARTMENT
919191
DEPARTMENT
2013 Budget Submission
ORGANIZATIONAL STRUCTURE
Commissioner
Economic Development & Communications
Mr. Dennis Cutajar
929292
Staff Complement 2012
Economic Development Office 16
Corporate Communications Office 21
Department Services/Admin 4
Total 41
Director
Economic Development
Mr. Sohail Saeed
Director
Corporate Communications
Ms. T-Jay Upper
ECONOMIC DEVELOPMENT & COMMUNICATIONS
Budget Drivers - 2013
� Maintain Service Levels in Economic Development and Corporate
Communications
� Adjustments to Salary & Benefits
939393
� Excellent momentum and community collaboration related to the
HACE Creative Economy Strategy, Summit, Artscape Workshop and
Action Plan
� Priorities deferred to future years:
� 1 F/T Foreign Investment Staff
� 1 F/T Staff for Specialty Media
� 1 F/T Staff and Formalization of Municipal Protocol Service
ECONOMIC DEVELOPMENT Vision: A Dynamic and Prosperous Economy
GOAL:
Attract Brampton’s Share of Growth in Ontario
GOAL:
Support the Formation and Nurturing of Small
Business
GOAL:
Promote Brampton’s Tourism Destinations
949494
MISSION:
Professional, high quality economic development activities that leads to a
positive economic impact in strategic locations of
Brampton, including the Central Area and designated
employment locations Citywide.
GOAL:
Support a Competitive and Business-Friendly
Climate
GOAL:
Achieve Excellence in Key Sectors, including
Advanced Manufacturing, I-C Technology, Creative
Economy
ECONOMIC DEVELOPMENT DIVISION
Service Level Measures (Strategic Services)Major Program Streams Net Budget
($000s) *
Small Business Services $10.2
International Business Development $119.9
Economic Development Branding & Marketing Plan (Business-Community) $427.9
Business Networking Events $12.9
959595
Business Networking Events $12.9
Tourism Promotion $32.9
Downtown and Central Area Economic Development $50.0
Business Recognition Business Achievement Awards Event (BOBAA) $(1.0)
Farmers Market $0.5
Film and TV Liaison $5.0
HACE Creative Economy $80.0
Economic Development Research & Policy (including monitoring) $57.6
Employer Census (Every 2 years) $5.0
Lead Handling and Tracking $0
* Excludes Labour
CORPORATE COMMUNICATIONS Vision: Service and Operational Excellence - Effective Communications
GOAL:
Apply Disciplined Editorial and Brand
Standards
GOAL:
Continue to Expand Media Outreach
Activities GOAL:
Execution of Corporate Events and
Protocols
969696
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
GOAL:
Develop and Execute Corporate
Communication Plans
StandardsProtocols
GOAL:
Continue to Consolidate
Marketing and Advertising
Opportunities
Major Program Streams Net Budget
($000s)*
Corporate Publications $51.0
Corporate Events $131.0
CORPORATE COMMUNICATIONS DIVISION
Service Level Measures (Strategic Services)
979797
Corporate Events $131.0
Media Communication Services $195.2
Council Constituency Communications $181.5
Corporate Communication Planning in Support of
Departments (including Graphic Design and
Production)
$60.3
* Excludes Labour
Major Program Streams Net Budget
($000s)*
Research Innovation & Commercialization Center – RIC
Centre
$10.0
EXTERNAL PARTNERSHIPS
Service Level Measures (Strategic Services)
989898
Centre
Greater Toronto Marketing Alliance $37.5
Brampton Downtown Development Corporation $30.0
Brampton Arts Council – HACE Business of the Arts $20.0
Tourism Toronto (RTO #5) $0.0
BOBAA – Brampton Board of Trade $0.0
SBEC - Town of Caledon (Flow through MEDI) $20.0
* Excludes Labour
ECONOMIC DEVELOPMENT & COMMUNICATIONS
Current Budget Summary
CORPORATE
COMMUNICATIONS
42.0%
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ECONOMIC
DEVELOPMENT
58.0%
Gross Expenditures $ 6,453
Revenues ($ 227)
Net Expenditures $ 6,226
ECONOMIC DEVELOPMENT & COMMUNICATIONS
Current Budget Highlights
$000s
1. Core Operating Adjustments
-Compensation $137
-Ethnic Media Advertising $15
100100100
(Operating expenditure adjustments to reflect actuals and forecasted actuals)
-Reduction in print runs for annual report ($20)
and communications products
Sub-Total Core Adjustments $132
$000s
2. Growth and Service Priorities
-Coordinator - HACE Program Creative Economy (1 F/T) $132
-HACE Program Creative Economy $50
ECONOMIC DEVELOPMENT & COMMUNICATIONS
Current Budget Highlights
101101101
-HACE Program Creative Economy $50
Sub-Total Growth & Service Priorities $182
Total Net Expenditure Change $314
3. DEFERRED PRIORITIES TO FUTURE YEARS $000s
Growth and Service Priorities
-Sr. Protocol Officer (1 F/T) $132
ECONOMIC DEVELOPMENT & COMMUNICATIONS
Current Budget Highlights
102102102
-Sr. Protocol Officer (1 F/T) $132
-Program - Protocol Services $5
-Sr. Advisor, Media Communication-Specialty Media (1F/T) $118
-Foreign Investment Officer(1 F/T) $132
Subtotal Deferred Growth & Service Priorities $387
Please refer to budget Binder for Descriptions
Community Services
103103103
Community Services
2013 Budget Submission
Community Services
Organizational Chart
Commissioner, Comm Serv
Lowery, James
Mgr, Arts, Culture & Theatres Director, Comm Dev & Srvc Plan
104104104
Mgr, Arts, Culture & Theatres
Vacant
Director, Comm Dev & Srvc Plan
Rutherford, Brian
Fire Chief, Fire & Emergency Services
MacDonald, Andrew
Director, Recreation
Rosa, Donna-Lynn
Director, Parks Maint & Op
Duval, Gene
Community Services
Full-Time Complement
Division 2011 2012 2013
Arts & Culture 40 41 42
Community Development & Service
Planning32 32 32
Fire & Emergency Services 428 430 457
105105105
Fire & Emergency Services 428 430 457
Recreation 216 221 222
Parks Maintenance & Operations 148 151 152
Total 864 875 905
Source – Human Resources
Community Services
Budget Drivers
� Deliver services to an evolving diverse community with growing expectations related to customer service and value
� Environmental changes
� Maintain highest quality programs, services, and events
106106106
�
� Continue to enhance customer satisfaction in all program and service areas
� Inspire and foster community involvement, ownership, and stewardship
� Ensure adequate infrastructure and response capacity in Fire and Emergency Services
� Advocate and support Brampton’s Arts and Culture community
Community Services
Service Priorities
� Continue to work with other divisions and departments to
further integrate the seamless delivery of city services
� Ensure quality and affordability of leisure services to
Brampton residents
107107107
Brampton residents
� Fire & Emergency Services is working towards completing a
comprehensive joint Labour / Management “Career Path”
initiative providing succession planning and personal
development guidance to employees
Community Services
Service Priorities
� Parks Maintenance & Operations will continue to address the
challenges and impacts of environmental and legislative
changes, including the pesticide ban, through cutting and
maintenance programs
108108108
maintenance programs
� Continue to focus on developing the Emerald Ash Borer
strategies and work plan for implementation in 2013
� Partner with the Brampton Horticulture Society in presenting
the first Annual Flower City Gardening Show in March 2013
� Develop a comprehensive Naturalization Education Campaign
Community Services
Cost of Services – Fire & Emrg Srvs ($000s)Services 2013 Budget Service Category
Fire Administration $ 947 Strategic / Core
Fire & Life Safety Education $ 846 Core
Fire Apparatus & Maintenance $ 1,924 Core
109109109
Fire Communications $ 2,544 Core
Fire Prevention $ 2,532 Core
Fire Training $ 1,001 Core
Fire Fighting Forces $ 43,987 Core
Fire Station Costs $ 536 Core
Medical $ 114 Core
TOTAL COSTS $ 54,431
Community Services
Fire & Emergency Services - MeasuresItem Total / Results
Number of Fire Stations 14
Emergency calls (including 911) Processing 45 seconds to the 90th percentile
Travel Time of Busiest Truck Reduced by 9.84%
110110110
Travel Time of Centrally-Located Squad Reduced by 24%
Fire Pre-Plan Program 300 Pre-Plans by June 2013
Emergency Incidents 18,175
Training of Fire Personnel 57,338 hours
Citizens That Received Training 15,174
Community Services
Cost of Services – Parks Maintenance ($000s)Services 2013 Budget Service Category
Animal Services $ 2,053 Strategic / Core
Parks Administration $ 1,783 Strategic
Parks Maintenance $ 7,664 Enhanced / Core
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Operations Planning & Contract
Services
$ 6,132 Strategic / Core
Central Operations $ 7,255 Core
TOTAL COSTS $ 24,887
Community Services
Parks Maintenance - MeasuresAmenity Total
Number of Parks / Hectares 746 / 3,728 ha
Number of Playgrounds 284
Pathways (m) 224,355 m
112112112
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
Community Services
Parks Maintenance - Measures
480,000
490,000
500,000
510,000
520,000
530,000
Population
Population
113113113
1,700
1,800
1,900
2,000
2,100
2008 2009 2010 2011
Hectares of Parkland
Hectares of
Parkland
460,000
470,000
480,000
2008 2009 2010 2011
220
240
260
280
300
2008 2009 2010 2011
Kilometres of Trails
Kilometres of Trails
Community Services
Cost of Services – Recreation ($000s)Services 2013 Budget Service Category
Recreation Administration $ 803 Strategic
Recreation Facilities & Program $19,584 Strategic
Recreation Support $ 1,735 Strategic
114114114
TOTAL COSTS $ 22,122
Community Services
Recreation - MeasuresItem Total
Recreation / Community Centres 29
Specialty Facilities 12
Brampton 2012 Ontario 55+ Summer Games
(athletes, coaches, and officials)1,200
115115115
(athletes, coaches, and officials)1,200
Program Registrations 129,000
Visits To Our 5 Larger Recreation Centres 4,594,961
Grant Funding $240,500
Community Services
Recreation - Measures
480,000
500,000
520,000
540,000
Population
Population
116116116
125,000
130,000
135,000
140,000
2008 2009 2010 2011
Square Metres of Indoor Recreation Space
Square
Meters of
Indoor
Recreation
Space
460,000
2008 2009 2010 2011
Community Services
Recreation - Measures
Additional facility usage
Selected infrastructure projects
Facility Impact
117117117
Facility Impact
Brampton Soccer Centre (new floor ~ A/C) 3,000+ new registrations
Chinguacousy Park Stadium 1,700 extra hours of turf
FCCC Lawn Bowling 1,300+ new registrations
Ebenezer Hall $30,000+ new rentals
Community Services
Cost of Services – Arts & Culture ($000s)Services 2013 Budget Service Category
Properties $ 91 Strategic
Arts & Culture $ 562 Strategic
Theatres (including administration / box
office / operations / technical / guest $3,665 Strategic
118118118
office / operations / technical / guest
services / concessions)
$3,665 Strategic
Presenting (including programming /
marketing / development)
$ 730 Strategic
Special Events $ 832 Strategic
TOTAL COSTS $ 5,881
Community Services
Arts & Culture - MeasuresItem Total
Main Stage Tickets Sold (2012-2013 Season) 30,275*
Rose Theatre Bookings 224
In-School Workshops 11,550 Students
119119119
Arts Adventure (Tickets / Number of Schools) 9,986 / 78
* September – November Actual / December – May Forecast
Community Services
Cost of Services – CDSP ($000s)Services 2013 Budget Service Category
Business Services (including
Commissioner’s Office / Marketing /
Capital Supervision / Administration)
$3,914 Strategic
Business Systems $ 638 Strategic
120120120
Business Systems $ 638 Strategic
Central Concession Support $ 273 Strategic
TOTAL COSTS $ 4,825
Community Services
Major Service Categories - CORE
� Fire & Emergency Services
� Fire & Life Safety Education, Fire Apparatus &
Maintenance, Fire Communications, Fire Prevention, Fire
Training , Firefighting
121121121
Training , Firefighting
� Animal Services
� Adoptions, Shelter Services, Enforcement, Emergency
Response
� Parks Maintenance & Operations
� Parks Maintenance, Inspections, Cemetery Services,
Forestry
Community Services
Major Service Categories - STRATEGIC
� Animal Services� Education, Wildlife Management
� Recreation� Facility Operations, Special Events, Programming, Sports,
Rentals, Community Development
122122122
Rentals, Community Development� CDSP
� Business Services, Business Systems, Policy & Planning, Promotions & Marketing, Concessions Support
� Arts & Culture� Facility Operations, Theatre Technical, Front of House,
Concessions, Outdoor Productions & Camps, Program, Marketing & Development, Special Events
Community Services
Current Budget SummaryARTS, CULTURE AND
THEATRE
$5,881
5.2%
COMMUNITY
DEVELOPMENT AND
SERVICE PLANNING
$4,825
4.3%
PARKS MAINTENANCE
AND OPERATIONS
$24,887
22.2%
123123123
FIRE AND EMERGENCY
SERVICES
$54,431
48.5%
RECREATION
$22,121
19.7%
($000s)
Gross Expenditures $ 142,908
Revenues ($ 30,763)
Net Expenditures $ 112,146
Community Services
Current Budget Highlights (excluding Fire)
$000s
Core Operating Adjustments
Compensation Provisions $ 1,651
Operating Expenditure Adjustments $ 227
Revenue Adjustments ($ 9)
124124124
Revenue Adjustments ($ 9)
Commitments
Arts & Culture (Audience View) $ 44
Animal Service – Park Patrols $ 111
Parks Maintenance & Operations $ 1,293— Includes growth, Chinguacousy /Queen, Norton Parks Depot,
Springdale Central, M5 Project Implementation, 1 Data Clerk (F/T)
Community Services
Current Budget Highlights (excluding Fire)
$000s
Commitments continued…
Gore Meadows (partial year net impact) $ 758
Chinguacousy Park / Flower City Lawn Bowling $ 8
125125125
Growth & Service Priorities
Director, Arts & Culture (1 F/T) $ 179
Citizen Awards (non-recurring) $ 31
Total Net Expenditure Change $ 4,293
Community Services
Current Budget Highlights (Fire & Emrg Srvs)
$000s
Core Operating Adjustments
Compensation Provisions $ 1,919
Operating Expenditure Adjustments $ 66
Revenue Adjustments ($ 3)
126126126
Revenue Adjustments ($ 3)
Commitments
Fire Station 211 $ 850— Includes Fire Fighters (24 F/T), Fire Prevention Officers (2 F/T),
Squad 211 and Station 211 operating expenses
Community Services
Current Budget Highlights (Fire & Emrg Srvs)
$000s
Growth & Service Priorities
Fire / Life Safety Officer – Diversity & Recruitment (1 F/T) $ 109
Total Net Expenditure Change $ 2,941
127127127
Total Net Expenditure Change $ 2,941
Community Services
Capital Budget Highlights
$000s
Fire & Emergency Services
Additional Vehicles $ 855
VCOM Replacement $ 3,610
Station 204 Replacement $ 4,600
128128128
Station 204 Replacement $ 4,600
Vehicle Replacement $ 915
Indoor Assets
Indoor Asset Repair & Replacement $ 5,382
Outdoor Assets
Outdoor Asset Repair & Replacement $ 3,446
Community Services
Capital Budget Highlights
($000s)
New Development
Mississauga / Embleton $ 16,200
Mississauga / Bovaird Community Park $ 6,500
Neighbourhood Parks $ 4,955
129129129
Neighbourhood Parks $ 4,955
Chinguacousy Park $ 4,800
Norton Park $ 2,219
Creditview / Sandalwood City Wide Park $ 2,070
Valleyland Development $ 1,248
Pathway Implementation Program $ 1,119
130130130
BUILDINGS AND PROPERTY
MANAGEMENT
131131131
2013 Budget Submission
BUILDINGS AND PROPERTY MANAGEMENT
As the Center of Excellence for full life-cycle management of the City of
Brampton’s property portfolio, the department provides expertise in four key
service areas:
• Building Design and Construction
• Business Planning
132132132
• Business Planning
• Property Management
• Realty Services
BUILDINGS AND PROPERTY MANAGEMENT
133133133
- Provide outstanding customer service to our clients and stakeholders.
- Demonstrate operational excellence in the day-to-day care and
BUILDINGS AND PROPERTY MANAGEMENT
Cornerstone Principles
134134134
- Demonstrate operational excellence in the day-to-day care and preservation of City buildings and property.
- Ensure full life cycle management of our large and valuable inventory of physical assets.
- Offer sound professional advice to Council, Senior Management Team, clients, and service partners.
BUILDINGS AND PROPERTY MANAGEMENT
Budget Drivers
� Preserving the Value of Existing City Assets
• Maintenance and operation of Corporate buildings and properties
135135135
properties
• Repair and replacement programs
• Life cycle and renewal planning for all facilities
• Energy retrofits
• “Green” and sustainable procurement practices
BUILDINGS AND PROPERTY MANAGEMENT
Budget Drivers
� Responding to Growth Pressures
• New building construction/building renovations
• Continue to deliver superior architecture and high quality facilities
136136136
• Continue to deliver superior architecture and high quality facilities
• Property acquisitions
• Administrative accommodation strategies and implementation
• Escalating energy/utility expenses
• Growing asset inventory requiring security systems and coverage
• Salary and Benefits
BUILDINGS AND PROPERTY MANAGEMENT
Budget Drivers
� Meeting Legislative Requirements• Municipal Act
• Safety/Security
• Commercial Tenancy Act
137137137
• Commercial Tenancy Act
• Planning Act
• Expropriation Act
• Environmental Protection Act
• Accessibility for Ontarians with Disabilities Act
• Emergency Management and Civil Protection Act
• Green Energy Act
BUILDINGS AND PROPERTY MANAGEMENT
CORE SERVICES
138138138
BUILDINGS AND PROPERTY MANAGEMENT (Key Performance Indicators)
Realty
Services
Business
Planning
• Energy program savings since 2007 – $1.2M• Energy retrofits resulting in:
• Greenhouse Gas emissions reduction equal to 160 cars removed from the street• Electricity savings equal to 320 homes removed off
• 124 Realty Estate Transactions consisting of:17 Acquisitions53 Appraisals15 Disposals
139139139
Building
Design &
Construction
Property
Management
• Electricity savings equal to 320 homes removed off the hydro grid
• 145 Audits Performed• 111 Active Contracts• 472 Utility Accounts
• 93 Capital Construction Projects Completed • 677 Workplace Work orders - Churn projects
39 Leases• Maintains Municipal Real Estate Inventory
• 108,618 Mobile Patrols (Citywide)• 39,931 Mobile Park Patrols• 950 Cameras within Facilities and Structures (i.e. Zum Stations)• 1.3M Sq. footage maintained
BUILDINGS AND PROPERTY MANAGEMENT
Service Level MeasuresPerformance Measures 2010
(Actual)
2011
(Actual)
2012
(YTD Actual)
Number of Buildings under Asset Management (PSAB and IWMS) 149 153 155
Approximate Value of Assets under Management (Land and Buildings) $1.8B $1.9B $2B
Square ft. Maintained and Operated 1,143M 1,143M 1,283M
Number of capital projects worked on (planned capital projects) 344 265 238
140140140
Number of capital projects worked on (planned capital projects) 344 265 238
Total estimated value of all capital projects worked on $120M $241.9M $159.5M
Number of workplace work orders 720 677 575
Number of building condition assessments performed 73 114 58
Number of Access Controlled Doors with the use of Card Readers 312 400 467
Number of Cameras within Facilities and Structures (i.e. Zum Stations) 758 800+ 950
3,500,000
4,000,000
Total Area SqFt.
BUILDINGS AND PROPERTY MANAGEMENT
22% Increase
over 6 years
141141141
2,000,000
2,500,000
3,000,000
(Sq. Ft.) ($000)
Total Area SqFt.
BUILDINGS AND PROPERTY MANAGEMENT
Corporate Properties (By Age)
47%
53%• Significant inventory of aging
Infrastructure
142142142
1-10 10-50+
Age Range (Years)
47% Infrastructure
• Infrastructure backlog
• Consider use of capital reserves
BUILDINGS AND PROPERTY MANAGEMENT
Current Budget SummaryBUILDING DESIGN
AND CONSTRUCTION
$1,791
9.6%BUSINESS PLANNING
$4,216
22.7%
REALTY SERVICES
$780
4.2%
143143143
PROPERTY
MANAGEMENT
$11,810
63.5%
($000s)
Gross Expenditures $ 20,382
Revenues ($ 1,786)
Net Expenditures $ 18,596
BUILDINGS AND PROPERTY MANAGEMENT
Current Budget Highlights $000s %
Core Operating Adjustments $564 3.2%
Commitments:
Legislative Requirements – Designated Substance $145 0.8%
Portfolio Management Coordinator $ 76 0.4%
Security – Gateway Transit Terminal $132 0.8 %
144144144
Security – Gateway Transit Terminal $132 0.8 %
Corporate Space Strategy (Includes 12 F/T, no net impact) $ 0 0 %
- Property Coordinator (1F/T)
- Building Maintenance Operator (2 F/T)
- Property Attendant ( 1 F/T)
- Caretaker (8 F/T)
Operating Impacts $ 78 0.4%
Green Energy Act $ 7 0%
Total Net Expenditure Change $1,002 5.7%
BUILDINGS AND PROPERTY MANAGEMENT
Capital Budget and Forecast Highlights
Interior Design Services $ 290
Business Systems $ 85
Energy Management (Gas Tax) $ 750
Accommodation Services
$000s
145145145
Accommodation Services
• Reconfigurations, Renovations & Furniture $4,584
• Southwest Quadrant Renewal Plan – Fit up and Transition $5,466
Portfolio Management $ 200
Indoor Assets $1,664
Corporate Security $ 230
TOTAL $13,270
146146146
FINANCIAL AND
INFORMATION
SERVICES
147147147
SERVICES
2013 Budget Submission
Mo Lewis,Commissioner Financial and Information Services
Commissioner, Financial and Information Services
FINANCIAL AND INFORMATION SERVICES
Organizational Chart
Our Vision:To be a Trusted and Strategic Business Partner, Simplifying Service Delivery and
Enriching the Customer Experiences.
148148148
Information Services
Lewis, Maurice (Mo)
Director, Treasury Services
Honeyborne, Peter
Director, Revenue
McFarlane, Don
Director, Financial Planning and Budgets
Eskelson, Bonnie
Director, Investments, Risk Management
and Service Planning
Parzei, Roman
Chief Information Officer, Information
Technology
Meikle, Robert
FINANCIAL AND INFORMATION SERVICES
Budget Drivers
� Increasing transaction volumes (growth)
� Increasing complexity and size of projects
� Increasing demand for information technology solutions
to support services delivery across all departments
149149149
to support services delivery across all departments
� Increasing Industry and Government Regulations
� Increasing complexity of the City’s Purchasing function
resulting from Canadian Case Law and national and
international trade treaties/agreements
� Sustain excellence in delivering services to residents,
businesses and the Corporation
FIS Vision:To be a Trusted and Strategic Business Partner, Simplifying Service Delivery and
Enriching the Customer Experiences.
Service Service-User Friendly &
FINANCIAL AND INFORMATION SERVICES
Service Goals
150150150
Customer Service & Community Outreach
Fiscal Responsibility
Service & Operational Excellence
Employer of Choice
Revenue
Service
Integration
Process
Reengineering
Service-User Friendly &
Convenient
Skilled
Workforce
Compliance
Controllership
Collaboration &
Partnership
Value for
MoneySustainability
Learning &
Growth
Service
Quality
Positive
Environment
Employee
Engagement
Reliability
FINANCIAL AND INFORMATION SERVICES
Service Focus
• Treasury Services including Corporate Accounting, Purchasing, Accounts Payable and Payroll
• Corporate Budgets , budget control and the associated management reporting to Council
• Development Charges Background Studies, collection of DC revenue and administration of other development related financial transactions
• Long range financial planning including growth and infrastructure funding strategy
• Strategic procurement
• Strategic vendor Management
• Corporate Customer Service Strategy development in partnership with City
• Mortgage Accounts Administration
• Low Income / Senior Tax Assistance Program
• Fiscal Health Indicator Analysis (management reporting)
• Corporate Information and
151151151
other development related financial transactions
• Taxation and Assessment, Revenue Collections and Cashiering / Customer Services
• Investment Portfolio Management, Risk Management and Insurance Claim Administration
• Corporate Information and Communication Technology (ICT) Services
• 24x7 Corporate Call Centre and 3-1-1 providing call management and dispatch services in response to citizen requests
Core Services
partnership with City Departments
• Mid To Long Term Strategic Technology Planning And Design
Strategic Services
• Corporate Information and Communication Technology Solutions Delivery
• Corporate Business Process Reengineering
Enhanced Services
FINANCIAL AND INFORMATION SERVICES
2013 Service Priorities
Customer Service and Community Outreach• Continue providing citizens with 24x7 access to City information and
services via the Corporate Call Centre and 3-1-1 service
• Leverage the City’s portal technology to promote citizen self-serve services, such as
Property Tax inquiries / payments, Planning and Development Applications, and
Economic Development Programs
152152152
Economic Development Programs
• Drive the next phase of the Corporate Customer Service Strategy in partnership with
City departments to further enhance the citizen service experience
• Improve on-line access and distribution of procurement documents
Fiscal Responsibility• Develop a recommended framework for long range funding strategies
• Undertake the preparation of a new DC Background Study
• Provide open, fair and transparent procurement of goods, services and
constructions
• Review assessment roll for completeness and accuracy
FINANCIAL AND INFORMATION SERVICES
2013 Service Priorities
Service / Operational Excellence• Maintain core technology infrastructure to deliver efficient and reliable technology
services to support business and citizen needs
• Implement new tax system module to increase efficiencies in processing transactions
and responding to customer inquiries
153153153
• Develop or update various financial policies, such as corporate Budget Control Policy,
Financial Signing Authority Policy, and Expense Policy
• Upgrade the Corporate Financial and Human Resources platform to sustain support
and service delivery to all lines of business
Employer of Choice• Act upon 2012 Employee Engagement Survey result and driver items to improve
employee engagement
• Develop Corporate Talent Management Solution and automate Performance
Management Program in partnership with HR
FINANCIAL AND INFORMATION SERVICES
Current Budget Summary - Expenditure by Division
TREASURY SERVICES
$3,944
13% INVESTMENT,RISK
MANAGEMENT AND
SERVICE PLANNING
$1,709
6%
ADMINISTRATION
$445
2%
154154154
REVENUE
$1,643
6%
FINANCIAL PLANNING AND
BUDGETS
$1,020
3%INFORMATION
TECHNOLOGY
$20,412
70%
($000s)
Gross Expenditures $ 33,458
Revenues ($ 4,285)
Net Expenditures $ 29,173
FINANCIAL AND INFORMATION SERVICES
Current Budget Summary – Expenditure by Type
ADVERTISING, MARKETING
& PROMOTION
$3
0.0%
STAFF
DEVELOPMENT
$191
0.7%
PROFESSIONAL SERVICES
$252
0.8%
REPAIRS, MAINTENANCE
AND MATERIALS
$184
0.5%
CONTRACTED SERVICES
$6,981
20.9%
UTILITIES AND FUEL
$14
0.1%
FINANCIAL SERVICES
$2,055
6.1%
155155155
SALARIES, WAGES AND
BENEFITS
$22,762
68.0%
OFFICE AND
ADMINISTRATIVE
$483
1.4%
0.0%
CONTRIBUTION TO
RESERVES
$533
1.5%
($000s)
Gross Expenditures $ 33,458
Revenues ($ 4,285)
Net Expenditures $ 29,173
FINANCIAL AND INFORMATION SERVICES
Current Budget Highlights$000's
Core Adjustments $1,046
Compensation Adjustments $1,210
Operating Adjustments ($24)
Revenue Adjustments ($140)
156156156
Commitments $441
Corporate Technology License and Maintenance Fees $374
Corporate Radio System – Service Consolidated under IT Management $67
Growth and Service Priorities ($8)
Assessment Review Analyst (1 F/T) $94
- Revenue Recovery ($115)
Financial Planning Administrative Assistant (1 Contract Conversion to F/T) $0
Imaging & Digital Print Supervisor (1 Contract Conversion to F/T) $14
TOTAL, NET EXPENDITURE CHANGE $1,479
FINANCIAL AND INFORMATION SERVICES
Capital Budget Highlights(A)
Business Systems Solutions
Continue with multi-year initiatives, New Business Solutions, Enhancements &
Automation…etc.
(C)
IT Architecture & Technology Planning
Continue with Strategic Planning and Architecture
(E) FIS-OTHER
$000
A 1,617
B 1,935
C 49
157157157
(B)
Employee Productivity Technology Enhancement
Desktop Acquisition/Refresh,Mobile Devices, printing, Radio and
Technology Peripherals
(D)
Technology and Infrastructure
Repair & Replacement
Network, Wireless, Servers, Data Storage and Data Centre
2014 DC Background Study, 2014 Elections IT preparedness, Councillors’ Technology & Minor-Capital
$9,810 $7,653 $8,992 $7,823 $8,374
2009 2010 2011 2012 2013
Capital Budget Trend
C 49
D 3,830
Sub-Total 7,431
E 943
Total 8,374
158158158
NON-DEPARTMENTAL
159159159
2013 Budget Submission
NON-DEPARTMENTAL
Budget Drivers
� 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,
160160160
• 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)
NON-DEPARTMENTAL
Budget Drivers
� Rate of growth affects many of these accounts (Assessment
growth, supplementary taxes, subdivision admin fees)
� Economic and market conditions influence investment income
161161161
� Economic and market conditions influence investment income
� Infrastructure needs are a major driver of transfers in and out
of reserve funds
� Priorities of Council and feedback from citizen engagement
drive community initiatives
NON-DEPARTMENTAL
Current Budget Summary ($000s)VARIANCE
2012
BUDGET
2012
ACTUALS*
2013
BUDGET
2013 BUDGET
VS
2012 BUDGET
%
CHANGE
DIVISIONAL BREAKDOWN
162162162
DIVISIONAL BREAKDOWN
CORPORATE MANAGED ($10,526) ($11,685) ($10,718) ($192) 1.8%
CITY WIDE INITIATIVES $2,268 $2,093 $2,293 $25 1.1%
FINANCIAL ADMINISTRATION $30,505 $30,551 $33,713 $3,208 10.5%
TAX ADMINISTRATION ($311,120) ($314,412) ($337,363) ($26,243) 8.4%
Net Expenditures ($288,873) ($293,454) ($312,075) ($23,201) 8.0%
BREAKDOWN BY CATEGORY
Labour Expenditures $2,927 $3,051 $3,487 $560 19.1%
Other Expenditures $54,556 $54,777 $58,093 $3,537 6.5%
Total Expenditures $57,483 $57,828 $61,580 $4,097 7.1%
Gross Revenues ($346,357) ($351,281) ($373,655) ($27,298) 7.9%
Net Expenditures ($288,873) ($293,454) ($312,075) ($23,201) 8.0%
NON-DEPARTMENTAL
Current Budget Highlights
� Core Operating Adjustments
� Corporate compensation provisions ($555K)
� Increased premiums and self insurance contribution ($400K)
163163163
� Increased premiums and self insurance contribution ($400K)
� Decreased tax administration adjustments and bank service
charges ($54K)
� Reduction in Integrity Commissioner budget ($75K)
� Increased investment income ($1.45M)
� Increased interest and penalties on taxes ($710K)
� Increased supplemental tax revenue and PIL adjustment ($401K)
NON-DEPARTMENTAL
Current Budget Highlights
� Commitments
� Increased contribution to Asset Repair and Replace reserves ($4.1M)
� Planned 1% Infrastructure Levy
164164164
� Planned 1% Infrastructure Levy
� $1M from Assessment Growth
� Reversal of contribution to Peel Memorial Hospital Redevelopment
Reserve – per MOU and alternate funding strategy ($1M)
� Reversal of non-recurring contribution to capital for Parks shade
shelters approved in 2012 ($120K)
� Additional funding to support 2013 new corporate staff additions
(i.e. computers, software, telephone and support ($204K)
NON-DEPARTMENTAL
Current Budget Highlights
� Growth / Service Requests
� External Organizations
�Brampton Safe City increased funding ($5K)
165165165
�Brampton Safe City increased funding ($5K)
�Brampton Arts Council increased funding ($15K)
� Revenue Sources
� Assessment Growth ($9.5M)
� Recommended tax levy increase (TBD)