Planning and Infrastructure Services - Brampton Budget/8... · Budget 2016: Moving the City Forward...

Budget 2016: Moving the City Forward 1

2016-2018 Preliminary Business Plan and Budget

Planning and

Infrastructure Services

Budget Committee Presentation October 2015


Organizational Structure

Department Overview: Planning & Infrastructure Services plans, designs, constructs and manages all assets of the City in support of service delivery to the community

Key service areas include: • Engineering and Development • Planning and Building • Public Works • Business Services Office


Departmental Business Plan

Departmental Goals

• Provide value to the community and implement ways to strengthen our commitment to customer service excellence (Strong Communities)

• Strengthen Brampton’s planning policies, approvals, infrastructure delivery and maintenance to support managed growth and encourage economic development (Smart Growth)

• Emphasize the importance of Brampton’s downtown and Central area through the timely delivery of planning, engineering and infrastructure initiatives (Smart Growth)

• Promote Brampton’s natural and cultural environmental strategies and proactively address climate change impacts (Good Government)

• Maintain a state of good repair (Move and Connect)


Key Business Outcomes

• Effective communication and engaged stakeholders

• Sustainable, resilient and safe communities

• A vibrant, connected and economically competitive Downtown

• Excellence in Environmental Stewardship



Current and Future Situation

• Partnership opportunities with other levels of government and municipalities for the delivery of critical infrastructure

• Growth of the city creates demand for increased service impacting operational and administrative supports

• Increasing complexity of development approvals and infrastructure delivery results in stress on existing service capacity

• Condition of infrastructure declining requiring increased funding • Ongoing response to Provincial legislation and initiatives • Create opportunity for greater community stewardship • An integrated transportation system that better accommodates

pedestrians, cyclists and transit that promotes environmental & healthy community goal




Strategic / Operational Initiatives: 2016

• Advance the Customer Service Strategy and Action Plan • Undertake Downtown Mobility Hub Master Plan and Central Area

Implementation Strategy • Undertake Official Plan and Secondary Plan Reviews • Undertake a Parks and Recreation Master Plan • Deliver 2016 Capital program • Enhance departmental Key Performance Indicators (KPIs), measuring

and tracking mechanisms • Leverage technology • Contribute land use and transportation planning expertise to support

Queen Street Higher Order Transit Study



Strategic / Operational Initiatives: 2017-2018 • Implement multi-phased Customer Service Strategy

• Implement Work Force Strategy

• Complete Official Plan and Secondary Plan Reviews

• Complete and implement the Central Area Implementation Strategy

• Complete and implement the Downtown Mobility Hub Master Plan and other new Plans such as the 2015 Transportation Master Plan

• Continue to support the implementation of the Hurontario-Main LRT *

• Undertake Cultural Heritage Master Plan

• Achieve the Provincial Age Friendly Designation

* Pending Council approval



Strategic / Operational Initiatives: 2017-2018 (continued)

• Creation of a seamless, automatically updated, asset inventory system through the analysis and consistent utilization of the Asset Management System

• Enhance and streamline automated services


Planning & Building

Division


Divisional Business Plan

The Planning & Building Division is responsible for • Long range and natural and cultural heritage policy planning • Growth management • Land use and development approvals • Enforcement of the Ontario Building Code through plans review and

inspections

The functional areas of work include: • Planning Policy and Growth Management • Development Services • Building


Divisional Goals • Ensure effective planning of employment lands and plan for

sustainable communities

• Provide valuable professional planning advice to City Council in a timely manner in accordance with the Planning Act and the professional code of conduct of the Ontario Planning Professional Institute

• Ensure efficient, effective and transparent planning processes • Ensure adherence to the City of Brampton Official Plan through the

development plan application process • Protect and conserve natural and cultural heritage



Divisional Goals • Ensure effective customer service is achieved through the use of

technology to provide an on-line option for all services provided to our customers (permits, inspections, compliance letters, zoning services etc.)

• Continued focus on community outreach programmes to promote the value of permits with respect to public health, fire protection, structural sufficiency and accessibility of buildings




• Well planned and designed communities and developments in keeping with good planning principles and the public interest

• Planning policies conforming with Provincial legislation

• High quality policy input to development application processing, corporate projects and policy and regulatory initiatives of other levels of government and surrounding municipalities

• Construction activities that meet Provincially mandated standards set out in the Ontario Building Code

• Representation to defend Council’s decision at all levels of the Court including the Ontario Municipal Board (OMB)




• Impact of cultural diversity and shifting demographics on housing and service needs

• Pressure to convert employment lands to residential

• Increased demand for online services and data accessibility whereby leveraging of technology to better serve our resident and business clients

• Continuing need to provide a high level of planning analysis through the planning application review/recommendation process in a fast growing and increasingly more complex municipality



Current and Future Situation (continued)

• Attraction and retention of highly skilled, professional and customer focused employees

• Need to support and promote the development of mobility hubs and intensification nodes and corridors in Brampton, including the Central Area





• Develop the Natural Heritage and Environmental Management Strategy

• Implement the Environmental Master Plan • Refine and make draft plan of subdivision conditions more efficient

and effective • Finalize development design guidelines for mid-rise residential, large-

format retail, mixed-use centres • Ongoing use and refinement of 3D Videos for strategic

areas/initiatives • Undertake Downtown Mobility Hub Master Plan and Central Area

Implementation Strategy • Undertake Official Plan and Secondary Plan Reviews



Strategic / Operational Initiatives: 2016 (continued)

• Continue to invest in business systems with Amanda Permits Online and Compliance Letters and PlanTrak development tracking system

• Continued elimination of paper based permit documents with a goal of eventual elimination of the paper filing system



Strategic / Operational Initiatives: 2017-2018

• Continue to develop the downtown Etobicoke Creek Revitalization Study

• Refine and implement development guidelines and thresholds

• Complete Official Plan and Secondary Plan Reviews

• Complete and implement the Central Area Implementation Strategy

• Complete and implement Downtown Mobility Hub Master Plan

• Achieve the Provincial Age Friendly Designation

• Complete Heritage Heights Secondary Plan



Strategic / Operational Initiatives 2017-2018 (continued)

• Complete Comprehensive Zoning By-law Conformity Review and associated Ontario Municipal Board Hearings

• Complete Cultural Heritage Master Plan

• New Winter Maintenance delivery strategy



Key Operational Performance Indicators

• Timeliness of application processing and report preparation

• Customer satisfaction

• Completion of initiatives

• Number of actions implemented in Brampton Grow Green Program

• Official Plan 2016 - establish baseline of number of Official Plan Amendments during Official Plan Review

• Official Plan 2017 – 2018 - measure number of Official Plan Amendments after Official Plan approval

• Total number of Official Plan Amendments during and after Official Plan Review


Engineering & Development

Services


Engineering and Development Services is responsible for:

• The coordination of the planning, design, construction of new roads, neighbourhood parks/open spaces and stormwater management (SWM) facilities delivered through the subdivision approval process

• Transportation planning and modelling services • The planning, design, development and redevelopment of major City

and Community Parks • Maintenance of SWM facilities and creek restoration



Divisional Goals

• Deliver infrastructure in a comprehensive, sustainable and cost-effective way, while meeting the needs of growth

• Develop, manage and protect the City’s natural and physical features through environmental strategies and initiatives

• Facilitate safe usage and ease of movement for all modes of transportation




• Provide safe, reliable and efficient infrastructure assets that meets the needs of growth

• Develop City standards for safe, reliable, financially efficient and sustainable public infrastructure

• Ensure Infrastructure in new developments is planned, designed and developed to City Standards

• Deliver approvals in accordance with established timelines




• Expanded focus on the delivery of effective, long-term transportation solutions, including expansion of active transportation, etc.

• Continued demands to identify and protect the natural environment in conjunction with changing legislation and requirements

• Provision of an adequate supply and range of parks and recreational facilities that meets the needs of growth, while having regard for funding capacity

• Responding to a higher volume of infill development applications with pressure to maintain current staff levels

• Improved accountability around capital infrastructure planning and administration of approved capital funding

• Managing transportation engineering impacts on existing municipal roads related to development applications





• Implement the Transportation Master Plan Update

• Conclude review of the Subdivision Agreement/Assumption Process and Financial Securities and Payment protocols

• Conclude a Parks and Recreation Master Plan

• Expand active transportation planning, including the provision of support for the new Cycling Advisory Committee

• Implement an efficient subdivision assumption process in conjunction with the Region of Peel

• Complete a Traffic Impact Study Guidelines review




• Benchmark and create an engineering standards manual in consultation with other municipalities, to ensure consistency

• Continue to explore and implement Low Impact Design (LID) measures in streetscape design

• Implement the 2015 Transportation Master Plan

• Completion of Downtown Infrastructure and Planning Analysis and implementation of recommendations

• Monitor and provide City input to the GTA West Corridor Environmental Assessment Study

• Completion of Queen Street Higher Order Transportation Study



Key Operational Performance Indicators

• Timeliness of development application processing and report preparation

• Number of resident complaints and inquiries addressed from new homeowners

• Number of parks and open space facilities developed and constructed • Number of actions implemented on the Transportation Master Plan

and Stormwater Management Master Plan • Value of administration fees collected


Public Works


The Public Works Division is focused on:

• Maintaining the City’s assets inclusive of roads, bridges, parks and open spaces

• Providing Fleet Services

• Providing Animal Services



Divisional Goals • Manage operating and capital programs and projects while providing

excellent customer service • Maintain a robust asset management inventory associated with our

roads, bridges, parks, trees, etc. • Ensure appropriate resources by identifying future growth areas of

infrastructure and budget accordingly • Respond to customer service requests in a timely and appropriate

manner to ensure service levels • Integrate technology to enhance customer satisfaction, streamline

operations and minimize environmental impacts




• Provide effective and safe transportation and infrastructure networks

• Maintain vibrant, safe and attractive parks and open spaces

• Deliver capital road and bridge infrastructure projects

• Provide and maintain City-owned vehicles, equipment and associated training

• Establish an achievable long term plan to offset the environmental and asset (trees) losses incurred by Emerald Ash Borer (EAB) and the 2013 ice storm

• Develop and communicate an animal services management plan including a wildlife strategy



Current and Future Situation Key Issues • Traffic congestion due to growth • Urban forestry recovery • Delays to capital infrastructure projects • Extreme weather events Key Opportunities • Leveraging available technology • Aligning service delivery with other agencies • Leverage relationships to advance projects and programs • Ensure compliance with legislative and City standards through routine

inspections, quality assurance and staff training coordination





• Utilize Automated Vehicle Locators (AVL) as a key component in the delivery of winter service operations

• Identify key issues affecting traffic management

• Implement asset management system for Forestry and Traffic Outside Services

• Development/expansion of Operations Yards for improved execution of infrastructure maintenance delivery, equipment deployment and service response



Strategic / Operational Initiatives: 2016 (continued)

• Embark on the implementation of Intelligent Transportation Systems (ITS) throughout the City to enhance Corridor Traffic Management utilizing video monitoring, vehicle detection and wireless broadband network solution

• Develop an Active Transportation Plan

• Complete the realignment of James Street / John Street




• Plan, design and construct capital road infrastructure

• Rehabilitate existing roads, trails/pathways and bridges

• Continue to support the implementation of the Hurontario-Main LRT *

• Create a seamless, automatically updated asset inventory system through the analysis and consistent utilization of the Asset Management System

• Complete the development of Williams Parkway facility

* Pending Council approval



Strategic / Operational Initiatives: 2017-2018 (continued)

• Review Animal Services and identify opportunities for service improvement

• Develop and build a state of the art Traffic Management Centre

• Develop a sustainable long term forestry plan

• Initiate new winter maintenance operation



Key Operational Performance Indicators • Reinstatement of our urban forest canopy • Establishment of an asset inventory system that automatically

updates itself • Capital road projects initiated and completed on time and within

budget • Maintain the overall condition index of City roads and bridges in

accordance with Council mandate • Compliance with applicable Guidelines, Standards, Regulations, etc.


Business Services


The Business Services Office provides support services: • To the department in the areas of administration, business planning,

financial management, business systems management, automation and business improvement and delivery of strategic initiatives

• To the Corporation, internal and external stakeholders with GIS and property related information, mapping and analysis

Divisional Goals • Support divisions in achieving corporate and departmental strategic

priorities • Lead and support continuous improvement in service delivery • Lead and support department in implementing new initiatives • Coordinate the development of policy and procedures




• Provide effective administrative support to the department

• Provide support and guidance as financial advisors to business units, including annual budget development and coordination, financial reporting and analysis

• Lead and implement initiatives to integrate customer service standards into programs and services

• Facilitate the development and implementation of policy, procedures and processes that support consistent and valued service delivery

• Lead, manage and support business systems; investigate and provide recommendations for technologies that optimize existing/new systems

• Support staff training and development




Key Issues

• Adequate resources to meet service level expectations including new growth

Key Opportunities

• Lead business process improvements within the department

• Provide more efficient strategic and operational support services within the department

• Engage staff in improving quality and consistency of service delivery through functional teams





• Define Key Performance Indicators, implement measuring and tracking mechanisms

• Assessing the centralization of GIS function to maximize support and service

• Continued development of a Customer Service Strategy across the department

• Progress through a departmental Work Force and Capacity Review

• Implement recommendations of the Clerical & Administration Review




• Review and rationalize business systems applications

• Implement multi-phased Customer Service Strategy

• Implement Work Force Strategy



Key Operational Performance Indicators • Number of process improvements projects completed per annum

• Number of service delivery projects completed per annum

• Number of policies and SOPs completed and posted


Planning and Infrastructure Services

Departmental Summary


2016 Departmental Budget


2016 Departmental Budget Overview

($000s) 2015 BUDGET

2015 ACTUALS*

2016 BUDGET

2016 vs 2015 BUDGET

% CHANGE

DIVISIONAL BREAKDOWNPublic Works Division $82,586 $82,004 $85,723 $3,137 3.8%Planning and Building ($1,734) $1,045 ($1,677) $57 -3.3%Engineering & Development Services $6,705 $6,152 $7,120 $415 6.2%Business Services PIS $6,205 $5,881 $6,443 $238 3.8%

Net Expenditures $93,763 $95,082 $97,609 $3,846 4.1%BREAKDOWN BY CATEGORY

Labour Expenditures $67,913 $66,041 $71,764 $3,851 5.7%Other Expenditures $50,235 $54,442 $51,795 $1,560 3.1%

Total Expenditures $118,148 $120,483 $123,559 $5,411 4.6%Gross Revenues ($24,385) ($25,401) ($25,949) ($1,564) 6.4%

Net Expenditures $93,763 $95,082 $97,609 $3,846 4.1%

VARIANCE

* Forecast year-end actuals based on June 30, 2015 actual results


2016 Departmental Budget Overview (continued)

($000s) 2015 BUDGET

2015 ACTUALS*

2016 BUDGET

2016 vs 2015BUDGET

% CHANGE

EXPENDITURES BY TYPESalaries, Wages and Benefits $67,913 $66,041 $71,764 $3,851 5.7%Office and Administrative $1,085 $1,214 $1,261 $176 16.2%Advertising, Marketing and Promotion $149 $146 $311 $162 108.2%Staff Development $541 $526 $562 $21 3.8%Professional Services $328 $292 $573 $246 75.0%Rent and Lease Charges $431 $431 $431 $0 0.0%Repairs, Maintenance and Materials $6,727 $6,836 $6,677 ($50) -0.7%Contracted Services $29,538 $28,793 $30,715 $1,178 4.0%Utilities and Fuel $8,249 $8,316 $9,063 $813 9.9%Grants and Subsidies $205 $215 $205 $0 0.0%Internal Borrowing Repayments $371 $371 $371 $0 0.0%Financial Services $80 $105 $125 $45 55.9%Contribution to Reserves and Capital $2,532 $7,200 $1,503 ($1,029) -40.7%

Total Expenditures by Type $118,148 $120,483 $123,559 $5,411 4.6%REVENUES BY TYPEUser Fees and Service Charges ($24,349) ($25,365) ($25,913) ($1,564) 6.4%Contribution from Reserves ($36) ($36) ($36) $0 0.0%

Total Revenues by Type ($24,385) ($25,401) ($25,949) ($1,564) 6.4%

VARIANCE

* Forecast year-end actuals based on June 30, 2015 actual results


2016-18 Departmental Budget Overview

2016 2017 2018Operating Adjustments 541 792 954 Support Staff 1,589 807 679 Negotiated Wages 743 280 9 Infrastructure Operation & Maintenance 1,880 1,078 1,237 Winter Control 750 500 738 Efficiencies - (260) (484) Revenue Increases (1,657) - - COMBINED OPERATING BUDGET VARIANCE 3,846 3,196 3,133

CATEGORYBUDGET VARIANCES ($000s)


2016 – 2018 Requested Staff Adds

DIVISIONS 2015 STAFF

ADDS* 2016 STAFF ADDS 2017 STAFF

ADDS 2018

Business Services 45 4 49 5 54 3 57Engineering & Development Services 67 2 69 1 70 2 72Office of the Chief Planning & Infrastructure Services Officer

2 0 2 0 2 0 2

Planning & Building 139 3 142 0 142 0 142Public Works 406 11 417 6 423 5 428

DEPARTMENTAL TOTAL 659 20 679 12 691 10 701*Includes F/T and conversions to F/T

COMPLEMENT


2016 – 2018 Capital Program

DIVISION 2016 2017 2018 TOTAL ($000s)

Business Services 35 45 45 125 Engineering and Development Services 9,387 3,717 9,158 22,262 New Development 4,136 1,825 3,300 9,261 Planning and Building 1,305 1,155 530 2,990 Public Works Division 38,786 61,544 70,064 170,394

Department Total 53,649 68,286 83,097 205,032


Operating Impacts of 2016 Capital Budget

* Based on 2015 Average Residential Home Assessment of $381,000

2016 2017 2018 & Beyond

Grand Total

Traffic Signalization $350 $14 $14New Works Yards $800 $40 $40 $80New Equipment $1,226 $100 $100North-South Spine Road $2,580 $19 $19 $38East-West Spine Rd $2,335 $38 $19 $57Countryvillage Collector $2,520 $324 $324James Potter Road $1,337 $133 $133Neighbourhood Parks $1,116 $319 $28 $347Valleyland Development $1,800 $5 $12 $17Norton Park Development $970 $6 $6Departmental Total $15,034 $916 $150 $50 $1,116 0.3%

Property Tax

Impact * %

Operating Impact ($000s)Project Description

Capital Budget ($000s)




2017 2018 2019 & Beyond

Grand Total

Traffic Signalization $350 $14 $14Neighbourhood Parks $125 $234 $234Pathways Implementation Program $500 $83 $83Streetlighting LED Retrofit (Arterials) $11,200 -$260 -$484 -$456 -$1,200Departmental Total $12,175 $57 -$470 -$456 -$869 -0.2%

Property Tax

Impact * %

Project DescriptionCapital Budget ($000s)

Operating Impact ($000s)




2018 2019 2020 & Beyond

Grand Total

Traffic Signalization $350 $14 $14East-West Spine Rd $4,689 $19 $19Neighbourhood Parks $125 $459 $459Pathways Implementation Program $1,300 $83 $83Departmental Total $6,464 $542 $14 $19 $575 0.1%

Property Tax

Impact * %

Project DescriptionCapital Budget ($000s)

Operating Impact ($000s)


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Planning and Infrastructure Services - Brampton Budget/8... · Budget 2016: Moving the City Forward...

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