CITY OF BRAMPTON Supplemental... · 2012-12-19 · CITY OF BRAMPTON 111 2013 Departmental Budget...

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)


Director, Development Engineering Services

Won, Michael


Director, Development Services

Snape, Paul (Acting)


Mgr, Business Services PDD

Molnar, Katherine


Director, Planning Policy & Growth Management

Zbogar, Henrik (Acting)



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)


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



� 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


Development Activity: Residential Building Permit

3000

3500

4000

Residential Building

888

0

500

1000

1500

2000

2500

3000

Detached Semi-detached Townhouse High Rise


Permit Activity As

of Nov 30, 2011


Permit Activity As

of Nov 30, 2012



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



� 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


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


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


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


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


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


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


Implementation Plan 2013 & Beyond

� Expansion of PlanTrak throughout PDD and to other

Departments across the Corporation and external partners


202020


• 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)



� 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

•



• 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


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


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


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.


…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.


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


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


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



� 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



� 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



� 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


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


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


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)


363636


• 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


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)


Revenues ($ 17,870)



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


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


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


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


Commissioner, Works & Trans

Stolch, Klaus (Interim)

Director, Engineering & Constr Director, Fleet Srvc


Organizational Chart

444444

Director, Engineering & Constr

Stolch, Klaus

(55 Full Time Complement)

Director, Fleet Srvc

Chiaravallotti, Christopher


Director, Operations

D’Ippolito, Romualdo


Executive Director, Transit

Connor, Suzanne


Mgr, Business Srvc W&T

Lawson, Katie



Overall Budget Drivers� GROWTH

� Transit

� Road Operations

� Capital Construction

454545

� AGING INFRASTRUCTURE� Road Operations

� Stormwater Management

� ECONOMIC IMPACTS� Fuel

� Electricity

� Salary & Benefits


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


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)


Winter Control $12,011 Core

Roadway Maintenance $10,324 Core

Operations Planning $ 842 Core


515151


2013 Road Operations Budget = $24,762


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)


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


2013 Traffic Budget = $16,520


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)


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


2013 Fleet Budget = $8,081


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)


Infrastructure Planning $ 841 Core

Development Construction $1,212 Core

Capital Project Delivery $ 322 Core


545454


2013 Engineering & Construction Budget = $2,588


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)


Administration $ 926 Core

Business Systems $ 850 Core

Financial Services $ 876 Core

Snow Clearing Subsidy $ 180 Enhanced

555555

Snow Clearing Subsidy $ 180 Enhanced


2013 Business Services Budget = $3,360


84% of Business Services 2013 Budget consists of the Direct Costs identified above.

FRONT-LINE SERVICE DELIVERABLES- 17,000 Public Service Inquiries handled annually.


Major Services - CORE

� Transit Operations & Maintenance

�Winter Control

� Roadway Infrastructure Maintenance & Management

565656

� Roadway Infrastructure Maintenance & Management

� Traffic Infrastructure Maintenance & Management

� Fleet Operations & Maintenance

� Facilities Maintenance


Major Services - ENHANCED

�Senior’s Subsidies

�Ride for a Loonie

�Snow Subsidy

575757

�Snow Subsidy

�Leaf Vacuum Program

�Litter, Debris & Graffiti Removal


Major Services - STRATEGIC

�Bus Rapid Transit (Züm)

�Environmental Programs

�Green Fleet

585858

�Green Fleet

�Biodiesel

�Pedestrian Safety Plan

�GPS System Management



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)


Revenues ($ 58,136)



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%


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)

616161

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%


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,

626262

� Total forecasted revenue generated of $1,843,000 annually,

$1,382,000 prorated for 2013

� Increase effective April 1, 2013


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

636363

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


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


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

666666

Road Resurfacing $ 17,371

Stormwater Management $ 9,484

TOTAL UNFUNDED ($000s) $205,863

676767

686868

CORPORATE SERVICES

696969


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

717171

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

727272

� 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


� 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


�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

818181

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)


Revenues ($ 2,582)


ENFORCEMENT AND

BY-LAW SERVICES

$6,684

48.1%

CORPORATE SERVICES


� 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


� 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


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



CORPORATE

COMMUNICATIONS

42.0%

999999

ECONOMIC

DEVELOPMENT

58.0%


Revenues ($ 227)




$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



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



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


Community Services


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

111111111

Operations Planning & Contract

Services

$ 6,132 Strategic / Core

Central Operations $ 7,255 Core


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


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)


Revenues ($ 30,763)


Community Services

Current Budget Highlights (excluding Fire)

$000s

Core Operating Adjustments

Compensation Provisions $ 1,651

Operating Expenditure Adjustments $ 227

Revenue Adjustments ($ 9)

124124124


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

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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


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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


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Community Services


$000s

Fire & Emergency Services

Additional Vehicles $ 855

VCOM Replacement $ 3,610

Station 204 Replacement $ 4,600

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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


($000s)

New Development

Mississauga / Embleton $ 16,200

Mississauga / Bovaird Community Park $ 6,500

Neighbourhood Parks $ 4,955

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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

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BUILDINGS AND PROPERTY

MANAGEMENT

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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

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• Business Planning

• Property Management

• Realty Services


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- Provide outstanding customer service to our clients and stakeholders.

- Demonstrate operational excellence in the day-to-day care and


Cornerstone Principles

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- 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.


Budget Drivers

� Preserving the Value of Existing City Assets

• Maintenance and operation of Corporate buildings and properties

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properties

• Repair and replacement programs

• Life cycle and renewal planning for all facilities

• Energy retrofits

• “Green” and sustainable procurement practices


Budget Drivers

� Responding to Growth Pressures

• New building construction/building renovations

• Continue to deliver superior architecture and high quality facilities

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• 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


Budget Drivers

� Meeting Legislative Requirements• Municipal Act

• Safety/Security

• Commercial Tenancy Act

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• 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


CORE SERVICES

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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

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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


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

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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.


22% Increase

over 6 years

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2,000,000

2,500,000

3,000,000

(Sq. Ft.) ($000)

Total Area SqFt.


Corporate Properties (By Age)

47%

53%• Significant inventory of aging

Infrastructure

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1-10 10-50+

Age Range (Years)

47% Infrastructure

• Infrastructure backlog

• Consider use of capital reserves


Current Budget SummaryBUILDING DESIGN

AND CONSTRUCTION

$1,791

9.6%BUSINESS PLANNING

$4,216

22.7%

REALTY SERVICES

$780

4.2%

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PROPERTY

MANAGEMENT

$11,810

63.5%

($000s)


Revenues ($ 1,786)



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 %

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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%


Capital Budget and Forecast Highlights

Interior Design Services $ 290

Business Systems $ 85

Energy Management (Gas Tax) $ 750

Accommodation Services

$000s

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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

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FINANCIAL AND

INFORMATION

SERVICES

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SERVICES


Mo Lewis,Commissioner Financial and Information Services

Commissioner, Financial and Information Services

FINANCIAL AND INFORMATION SERVICES


Our Vision:To be a Trusted and Strategic Business Partner, Simplifying Service Delivery and

Enriching the Customer Experiences.

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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


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

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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 &


Service Goals

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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


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

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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


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

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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


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

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• 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


Current Budget Summary - Expenditure by Division

TREASURY SERVICES

$3,944

13% INVESTMENT,RISK

MANAGEMENT AND

SERVICE PLANNING

$1,709

6%

ADMINISTRATION

$445

2%

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REVENUE

$1,643

6%

FINANCIAL PLANNING AND

BUDGETS

$1,020

3%INFORMATION

TECHNOLOGY

$20,412

70%

($000s)


Revenues ($ 4,285)



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%

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SALARIES, WAGES AND

BENEFITS

$22,762

68.0%

OFFICE AND

ADMINISTRATIVE

$483

1.4%

0.0%

CONTRIBUTION TO

RESERVES

$533

1.5%

($000s)


Revenues ($ 4,285)



Current Budget Highlights$000's

Core Adjustments $1,046

Compensation Adjustments $1,210

Operating Adjustments ($24)

Revenue Adjustments ($140)

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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


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

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(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

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NON-DEPARTMENTAL

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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,

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• 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

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� 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

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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


� Core Operating Adjustments

� Corporate compensation provisions ($555K)

� Increased premiums and self insurance contribution ($400K)

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� 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


� Commitments

� Increased contribution to Asset Repair and Replace reserves ($4.1M)

� Planned 1% Infrastructure Levy

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� 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


� Growth / Service Requests

� External Organizations

�Brampton Safe City increased funding ($5K)

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�Brampton Safe City increased funding ($5K)

�Brampton Arts Council increased funding ($15K)

� Revenue Sources

� Assessment Growth ($9.5M)

� Recommended tax levy increase (TBD)

CITY OF BRAMPTON Supplemental... · 2012-12-19 · CITY OF BRAMPTON 111 2013 Departmental Budget...

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Transcript of CITY OF BRAMPTON Supplemental... · 2012-12-19 · CITY OF BRAMPTON 111 2013 Departmental Budget...