table of contents - brampton budget...city of brampton | 2011 current and capital budget cs over...

City of Brampton | 2011 Current and Capital Budget CS

Table of Contents

Department/Division Overviews. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . CS 3

Community Services Department. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . CS 4

Arts, Culture and Theatre Division. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . CS 16

Community Development and Service Planning Division. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . CS 18

Fire and Emergency Services Division. . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . CS 21

Recreation Division. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .CS 24

Parks Maintenance and Operations Division. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . CS 27

Current Budget Highlights. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .CS 31

Parks and Recreation: Consolidated Change from 2010. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .CS 32

Fire and Emergency Services: Consolidated Change from 2010 . . . . . . . . . . . . . . . . . . . . . . . . . . . CS 35

Staff Additions Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .CS 36

Capital Budget and Forecast. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .CS 37

2011 Capital Budget & 2012‐2020 Capital Forecast. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . CS 38

2011 Capital Budget – Project Detail Summaries. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . CS 40

1


2


Department / Division

Overviews

3

Community Services: Department Overview


Department: Community Services

Commissioner: Jamie Lowery

What function(s) does the Community Services Department serve?

o Community Services contributes to creating a vibrant, attractive green‐minded

and safe community by delivering essential services such as emergency first

responders and animal services as well as offering a wide spectrum of indoor and

outdoor programs, experiences, and events.

o The department is comprised of over 2,000 full‐time, part‐time, temporary, and

seasonal staff that collectively support and contribute to the success of the five

main portfolios:

Arts, Culture and Theatre

Community Development and Service Planning

Fire and Emergency Services

Recreation

Park Maintenance and Operations (including Animal Services)

Goals/Objectives

To provide visionary leadership as Brampton continues its evolution to a strong and vibrant City

with an exceptional quality of life for its residents and businesses. The delivery of the

Department’s services will be organized around the following performance goals:

o Service / Operational Excellence

o Fiscal Responsibility

o Environmental Stewardship and Responsible Growth Management

o Customer Service and Community outreach

o Employer of Choice – A Skilled and Motivated Workforce

4



Specific Measures

o Develop strategic and grassroots relationships with the community in order to

appropriately partner in the delivery of city services

o Review, evaluate and continuously improve recreation programs and services

o Engage as many Brampton residents as possible in active and healthy lifestyles

o Remove barriers in recreation wherever possible to promote participation for all

segments of the community focusing on youth, seniors and special needs

populations

o Support, coach and guide community groups in the delivery of recreation and leisure activities

o Develop audiences for the arts by delivering dynamic programs, presentations, festivals and events

o Continue to enhance customer satisfaction at the Rose Theatre by maintaining the high standards of a world‐class service attracting local and regional audiences

o Conserve, protect and enhance our environmental features through public

education and experience

o Adapt methods to accommodate the legislative mandates and green strategies

o Support Flower City brand through excellence in green space and streetscape

maintenance

Major Service Deliverables

o Recreation contributed to the healthy lifestyles of the community through

116,000 registrations in our recreation programs

o Facilitated over 117,000 facility rental bookings

o The Rose Theatre offered 732 events and attracts over 186,000 annual visitors,

in addition to offering community events and festivals attracting over 100,000

attendees

o Parks Division maintained 850 hectares of parkland and 275 hectares of

boulevards and inspected 260 playgrounds

o Animal Services found homes for 1,300 pets and had interactions with 6,500

animals and addressed almost 15,000 calls for service

o Fire and Emergency Services managed 16,782 emergency calls and had 29,274

direct public education contact opportunities

5



Service Drivers

o Deliver services to an evolving diverse community with growing expectations

related to customer service and value

o Maintain the highest quality in programs, services, and events provided to the

wide spectrum of citizens of various cultures, age, and interests

o Continue to enhance customer satisfaction in all program and service areas o Inspire and foster community involvement, ownership, and stewardship

o Ensure infrastructure and response capacity to Fire and Emergency Services

o Advocate and support Brampton’s Arts and Culture community

2010 Accomplishments/Achievements

Arts, Culture and Theatre

o The Rose Theatre and the Lester B. Pearson Theatre hosted more than 940

events

o The Rose Theatre expanded the venue by adding an outdoor patio in partnership

with downtown restaurants to enhance the concert series, and created an

opportunity for the community by offering Movies under the Stars

o Established Orenda Road as the temporary home for the Performing Arts

Community groups to accommodate renovations at Greenbriar

o Served 275 community user groups at our theatre venues

o Received a $600,000 grant for specialized theatre equipment from Cultural

Spaces Canada – Department of Heritage, $50,000 grant from the Department of

Canadian Heritage to support the Rose Theatre Presenting Series and $86,000

grant to support our Canada Day celebrations

o Successful Canada Day and New Year’s Eve celebrations


o Our departmental Business Systems team was instrumental in the

implementation of key software to support departmental business operations,

and processes (i.e. Telestaff Scheduling System for Fire and HST

Implementation)

o Initiated implementation of information screens at community centres that

provide enhanced information to users

o New distribution approach for the Recreation Program Guide

6



o Developed and implemented Cash Handling Standards including the training of

120 facility frontline staff and management

o Undertook market research for the potential partnership with the YMCA

o Coordinated and supported the Recreation Infrastructure Canada RInC/Rec and

Infrastructure Stimulus Funding ISF project initiatives


o Opening of Fire Station 212 and subsequent closing of volunteer Stations 217

and 218, converting our Fire Service to an all professional service

o Fire and Emergency Services was recognized for their part in the Resuscitation

Outcome Consortium (R.O.C.), a North American Network of Centres of

Excellence in Resuscitation Medicine

o 55,415 hours of training was completed by staff

o Fire and Life Safety program provided to 9,072 participants

o Fire and Emergency Services hosted the National FireFit Championship

Competition in September

o Mobile Data Units were deployed on all front‐line emergency response vehicles

supported by a Computer Aided Dispatch System upgrade

o An industry‐leading new Personal Protective Equipment Program was

implemented

Recreation

o In addition to over a 10 % increase in registered program participation, a variety

of community programs were offered

o Over 3,000 grade 3 students experienced the Swim to Survive program

supported through a grant from the Lifesaving Society

o Over 4,000 youth experienced the Fit Kids and Water Works program teaching

them active living, healthy lifestyles and water safety o 122,419 participants took part in the Spring Clean City and Harvest Clean Up

events , a 21% increase over 2009

o Parks and Recreation Ontario (PRO) Innovation Award for FitZone at Century

Gardens Recreation Centre

o Hosted the Canadian Lifeguard Emergency Response Championships

o Community events continue to flourish: 47,700 people took part in Carabram,

7



over 2,500 participants took part in the Run for the Cure, over 3,000 spectators

regularly attended several Kabaddi events, and over 1,400 youth attended the

Alliance Against Violence Concert

Parks Maintenance and Operation

o Handled over 15,000 calls and 6,500 animals through Animal Services o Increased community involvement through a successful open house and

microchip clinic

o Animal Services was recognized as a leader in the municipal field of Emergency

Planning by the Province and was invited to become a Partner in the Provincial

Animal Welfare (PAWs) initiative, providing assistance to other shelters province

wide

o Pruned 16,028 trees and removed 710 trees showing excellence in service

response

o 5,296 service requests specific to Urban Forestry were completed

o Over 125 trees planted contributing to the aesthetics and environmental

wellbeing of the community

o Beautification program included 1,100 flower displays across the City

o Conducted parks safety patrols and stepped up enforcement on various parks

within the City

o Urban Forestry embarked on an Ash tree inventory collaboration with the

Canadian Forestry Service to better forecast the spread and effect of the

Emerald Ash Borer

o Established a crew, specific to manual weed control in an effort to mitigate the

effects of the Provincial Pesticide Ban

o Communities in Bloom, National Outstanding Achievement Award for Floral

Displays

Initiatives In Progress Arts, Culture and Theatre

o Working with the arts community on a sustainable plan for Arts and Culture in

Brampton

o Supporting the International Indian Film Academy (IIFA) Awards being held in

Toronto through Brampton based events and screenings

8



o Supporting the Art of Jazz Global Jazz Village being held in Brampton August

2011

o Developing a strategic plan for arts in Brampton including cultural mapping

process

o Business review of all theatre operations with the focus on The Rose Theatre

o Developing a business model and plan for the Heritage Block


o Develop policy and service planning capacity to support changing organizational

needs both departmentally and corporately

o Work with internal and external partners in achieving a cricket venue in Bram‐

East to meet the City’s Pan Am commitments

o Detailing programming and design of a new Bram‐East Community Centre

o Partnership on a proposed YMCA facility including potential for other community

users


o Automatic Vehicle Locators and Mobile Data Terminals for emergency apparatus

are making Fire and Emergency Services on‐route responses more efficient

o Occupancy and operation of Fire Station 212

o The training tower construction is underway for completion in Q2 2011

o Developing program and specifics for Fire Training Centre and Apparatus and

Maintenance facility with a potential to host the City’s own Emergency

Operations Centre (EOC) facility

Recreation

o Continuing the decentralization of resources and processes to ensure localized

services and program delivery meets the needs of the community

o Designing and implementing management tools to assist decision maker with the

delivery of recreation programs and services

o Through partnerships with the Region of Peel and community stakeholders

enhance the connectivity of community based recreation

Parks Maintenance and Operation

o Parks has introduced improved levels of customer service through the increased

use of the Corporate Call Centre 24/7 and implementation of Hansen 8 program

technologies

o Parks Security Initiative

o Organizational and process review of Parks Maintenance and Operations

9



o Animal Services will work collaboratively to have computers installed in all

vehicles to increase efficiencies and customer service

o An increased focus on marketing will bring Animal Services closer to the

community

2011 Service Initiatives

o Further development of art programs, festivals and events through operational efficiencies as part of the Arts, Culture and Theatre reorganization

o Fire and Emergency Services is working towards completing a comprehensive joint Labour/Management “Career Path” initiative providing succession planning and personal development guidance to employees

o Recreation will work to ensure that community needs are identified and met in the development of the Fitzpatrick Lands Project

o Parks Maintenance and Operations will continue to manage the impacts of the pesticide ban through cutting and maintenance programs

10



Organizational Structure

Commissioner, Comm Serv

Lowery, James

Mgr, Arts, Culture & Theatres

Solski, Steve

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

11



Current Budget Financial Summary

($000s)

2010

BUDGET

2010

ACTUALS*

2011

BUDGET

2011 BUDGET

VS

2010 BUDGET

%

CHANGE

DIVISIONAL BREAKDOWN

ARTS, CULTURE AND THEATRE $4,617 $5,040 $4,837 $220 4.8%

COMMUNITY DEVELOPMENT AND SERVICE

PLANNING

$4,737 $4,605 $4,839 $101 2.1%

FIRE AND EMERGENCY SERVICES $44,877 $45,729 $47,705 $2,828 6.3%

RECREATION $16,409 $18,151 $18,311 $1,902 11.6%

PARKS MAINTENANCE AND OPERATIONS $20,575 $20,534 $21,465 $890 4.3%

Net Expenditures $91,216 $94,059 $97,156 $5,941 6.5%

BREAKDOWN BY CATEGORY

Labour Expenditures $94,700 $96,153 $99,185 $4,484 4.7%

Other Expenditures $28,302 $26,980 $29,703 $1,401 4.9%

Total Expenditures $123,003 $123,133 $128,888 $5,885 4.8%

Gross Revenues ($31,787) ($29,074) ($31,731) $56 ‐0.2%


VARIANCE

*Forecast year‐ end actuals based on August 31st, 2010 actual results

Note: Figures in the table may not add due to rounding

2011 Net Expenditures by Division

ARTS, CULTURE AND THEATRE5.0%

COMMUNITY DEVELOPMENT AND SERVICE PLANNING

5.0%

FIRE AND EMERGENCY SERVICES49.1%

RECREATION18.8%

PARKS MAINTENANCE AND OPERATIONS

22.1%

12



2011 Budgeted Expenditures and Revenues by Type

($000s)

2010

BUDGET

2010

ACTUALS*

2011

BUDGET

2011 BUDGET

VS

2010 BUDGET

%

CHANGE

EXPENDITURES BY TYPE

SALARIES, WAGES AND BENEFITS $94,700 $96,153 $99,185 $4,484 4.7%

OFFICE AND ADMINISTRATIVE $2,998 $2,854 $3,128 $130 4.3%

ADVERTISING, MARKETING & PROMOTION $2,506 $2,480 $2,504 ($1) ‐0.1%

STAFF DEVELOPMENT $235 $222 $285 $50 21.2%

PROFESSIONAL SERVICES $60 $49 $65 $5 8.3%

RENT AND LEASE CHARGES $0 $1 $0 $0 0.0%

REPAIRS, MAINTENANCE AND MATERIALS $8,467 $7,636 $8,739 $272 3.2%

CONTRACTED SERVICES $7,781 $7,592 $8,270 $489 6.3%

UTILITIES AND FUEL $6,019 $5,897 $6,474 $455 7.6%

FINANCIAL SERVICES $109 $92 $109 $0 0.0%

CONTRIBUTION TO RESERVES $129 $160 $129 $0 0.0%

Total Expenditures by Type $123,003 $123,133 $128,888 $5,885 4.8%

REVENUES BY TYPE

USER FEE AND SERVICE CHARGES ($31,445) ($28,597) ($31,388) $57 ‐0.2%

GRANTS AND SUBSIDIES ($301) ($432) ($301) $0 0.0%

CONTRIBUTION FROM RESERVES ($41) ($45) ($42) ($1) 2.4%

Total Revenues by Type ($31,787) ($29,074) ($31,731) $56 ‐0.2%

VARIANCE



13



2011 Budget Expenditures by Type

SALARIES, WAGES AND BENEFITS

77.0%

OFFICE AND ADMINISTRATIVE

2.4%

ADVERTISING, MARKETING & PROMOTION

1.9%

STAFF DEVELOPMENT0.2%

REPAIRS, MAINTENANCE AND

MATERIALS6.8%

CONTRACTED SERVICES6.4%

UTILITIES AND FUEL5.0%

FINANCIAL SERVICES0.1%

CONTRIBUTION TO RESERVES0.1%

14



Staffing Complement

DIVISIONS

2010

COMPLEMENT

RECOMMENDED

ADDITIONS*

2011

COMPLEMENT

ARTS, CULTURE AND THEATRE 39 0 39

COMMUNITY DEVELOPMENT AND SERVICE

PLANNING

31 0 31

FIRE AND EMERGENCY SERVICES 431 1 432

RECREATION 217 0 217

PARKS MAINTENANCE AND OPERATIONS 147 0 147

DEPARTMENT TOTAL 865 1 866

*Includes F/T and conversions to F/T

SOURCE: HUMAN RESOURCES (as of Dec. 31/10)

Capital Budget Summary

($000s) 2007 2008 2009 2010 2011

FIRE AND EMERGENCY SERVICES $1,534 $22,780 $6,110 $21,710 $3,805

PARKS AND RECREATION $45,162 $62,307 $52,729 $48,907 $43,961

Total Approved Capital $46,696 $85,087 $58,839 $70,617 $47,766 Note: Based on approved Capital Budgets


15

Community Services: Arts, Culture, and Theatre Overview


Division: Arts, Culture, and Theatre

Manager: Steve Solski

What function(s) does the Arts, Culture, and Theatre Division serve?

o The Arts, Culture and Theatre Division is dedicated to presenting world‐class entertainment of many genres to the City’s diverse audience while still providing the local performing arts community the opportunity to strive for excellence in the craft of performance. This division is comprised of 4 diverse areas of responsibility including Theatre Operations, Programming Marketing and Audience Development, Arts Events and Festivals and Programs and Production.

Goals/Objectives

o To work with our community partners and committees, including the Brampton Arts Council, to help them achieve their goals and create viable arts and culture organizations within Brampton

o Increase audience base for all performing arts events including community productions

o Continue to enhance customer satisfaction by maintaining the standard of a world‐class theatre

Service Drivers

o Population growth

o Demographics

o Trends the marketplace

o Competition from other venues and theatres


o Continue to develop innovative programs that develop an interest in arts at an early age

o Maximize usage of all performing arts venues

16

Community Services: Arts, Culture, and Theatre Overview


o Further develop art programs, festivals and events through operational improvements as part of the divisional realignment

o Heritage Theatre Block business plan and redevelopment strategy o 3 year Art’s plan, including cultural mapping, facility needs assessment, public

art and policy development planning


Current Budget Financial Summary ‐ Division

($000s)

2010

BUDGET

2010

ACTUALS*

2011

BUDGET

2011 BUDGET

VS. 2010

BUDGET

%

CHANGE


Labour Expenditures $4,544 $4,615 $4,564 $20 0.4%

Other Expenditures $3,793 $3,776 $3,993 $200 5.3%

Total Expenditures $8,337 $8,392 $8,556 $220 2.6%

Gross Revenues ($3,719) ($3,352) ($3,719) $0 0.0%

Net Expenditures $4,617 $5,040 $4,837 $220 4.8%

VARIANCE



Mgr, Arts, Culture & Theatres

Solski, Steve

Coord, Rec Audience Dev/Sales

Manu, Konstantin

Coord, Rec Theatre

Lale, Scott

Spvr, Theatre Ops

McNally, James

Coord, Arts Events DeMedicis, Jennie

17

Community Services: Community Development and Service Planning

Overview


Division: Community Development and Service Planning

Director: Brian Rutherford

What function(s) does the Community Development and Service

Planning Division serve?

o The Community Development and Service Planning division provides support to

Recreation, Arts Culture & Theatre, Parks Maintenance & Operations, and Fire &

Emergency Services. Assistance is provided in the following areas: capital and

operating budgets; grant applications; marketing, production, communications;

information technology support; policies and procedures.

Goals/Objectives

o To support the department in diverse areas to help achieve an active, creative

and safe Brampton

o Work collaboratively with other divisions to foster a departmental and corporate

perspective that contributes to effective and efficient delivery of services

o To continue to develop a team approach to service planning and project

development

Service Drivers

o Addressing departmental renewal and planned resourcing for future success

o Enhancing service delivery through developing, maintaining, and monitoring

quality assurance practices and processes

o Supporting fundamental business functions and processes for internal clients

o Strengthen capacity in the division’s main areas of work (financial and business

systems, policy and procedures, capital projects, marketing and

communications) and build capacity in emerging areas of work (service planning,

business support)

18


Overview



o Ensure appropriate resources are allocated to support initiatives and programs

to ensure compliance to new and changing legislation

o Development of the web and other technologies to enhance service levels and

delivery

o Research and implementation of a new theatre box office solution

o Review marketing capacity and strategies

o Continue to support and maintain financial and administrative systems and

services that enable staff to operate programs and facilities

o Review of business operations and compliance


Director, Comm Dev & Srvc Plan

Rutherford, Brian

Business Services Service Planning Business Support

19


Overview



($000s)

2010

BUDGET

2010

ACTUALS*

2011

BUDGET

2011 BUDGET

VS. 2010

BUDGET

%

CHANGE



Other Expenditures $1,546 $1,404 $1,506 ($40) ‐2.6%


Gross Revenues ($341) ($321) ($306) $35 ‐10.2%


VARIANCE

*Forecast year‐ end actuals based on August 31st, 2010 actual results Note: Figures in the table may not add due to rounding

20

Community Services: Fire and Emergency Services Overview


Division: Fire and Emergency Services

Fire Chief: Andrew MacDonald

What function(s) does the Fire and Emergency Services Division

serve?

o Brampton Fire and Emergency Services is a modern and progressive fire and

emergency services department that is committed to the provision of

exceptional customer service. A team of over 400 dedicated professionals are

committed to meeting the needs of our diverse, rapidly growing community.

Fire and Emergency Services is comprised of 7 divisions each contributing

specialized services and programs. The divisions include Administration,

Apparatus and Maintenance, Communications, Training, Fire and Life Safety, Fire

Prevention and Fire Fighting.

Goals/Objectives

o Maintaining current service levels to meet demands of growth

o Keeping pace with new technology

o Continue to ensure sound plans are in place to address the immediate

operational challenges and prepare for future needs

Service Drivers

o Residential construction and population growth

o Demographics

o Industrial Growth

o Legislative mandate for Prevention & Public Education

o Rapidly changing technology and product sophistication

21




o Construction of the new Fire Headquarters at Flower City Community Campus

o Operation of Fire Station 212, accommodating new residential and commercial

development in the southwest part of the City

o Preliminary work on the Apparatus and Maintenance facility

o Completion of the Training Tower

o Various renovations and additions to existing Fire Stations to ensure they meet

the staffing needs


Fire Chief

MacDonald, Andrew

Deputy Fire Chief, Ops

Lagerquist, Garry

Deputy Fire Chief, Staff

Pegg, Mathew

22




($000s)

2010

BUDGET

2010

ACTUALS*

2011

BUDGET

2011 BUDGET

VS. 2010

BUDGET

%

CHANGE





Gross Revenues ($520) ($307) ($520) $0 0.0%


VARIANCE



23

Community Services: Recreation Overview


Division: Recreation

Director: Donna‐Lynn Rosa

What function(s) does the Recreation Division serve?

o Recreation engages the community through the delivery of recreation activities

that positively contribute to healthier communities through active and well

balanced lifestyles.

Goals/Objectives

o Position ourselves in the Recreation industry as leaders in program innovation,

community advocacy and development

o Continue as high functioning community centric teams understanding and

delivering excellent service and programs for all members of the community

o Continue to partner with the community at the local and citywide levels to

increase capacity for the delivery of recreation services

o Focus on ‘relationship building’ with the community and facility users in order to

best understand their needs and deliver services that improve the quality of life

for the community

o Be the champions in the community for healthy active lifestyles

o Identify and remove barriers to participation in recreation

Service Drivers

o Population growth

o Demographics

o Community trends

o Community/Industry needs

o Industry trends and standards

o Increasingly competitive market

24




o Managing and maintaining participants and programs during the RInC/Rec and

ISF projects with little to no service interruption.

o Work closely with planning and development groups to ensure the community

needs are indentified and met in Bram‐East

o Provide information, tools and resources for staff to make the best decisions for

the delivery of recreation programs and services for the community.

o Ensure that consistent and sound administrative practices are practiced city‐

wide (i.e. cash handling, bookings, safety, registrations, reporting etc).


Director, Recreation

Rosa, Donna‐Lynn

Rec Mgr, Community East

Booth, Craig

Rec Mgr,CommunityWest

Vacant

Rec Mgr, Program Support

Doan, Don

25




($000s)

2010

BUDGET

2010

ACTUALS*

2011

BUDGET

2011 BUDGET

VS. 2010

BUDGET

%

CHANGE





Gross Revenues ($26,543) ($24,410) ($26,516) $27 ‐0.1%


VARIANCE


26

Community Services: Parks Maintenance and Operations Overview


Division: Parks Maintenance and Operations

Director: Gene Duval

What function(s) does the Parks Maintenance and Operations Division

serve?

o The Parks Maintenance and Operations division strives to maintain vibrant, safe

and attractive parks and open space environments along with a devoted purpose

to ensure that the animal population is healthy and responsibly cared for, which

best responds to and values the diverse interests of communities within the City

of Brampton.

Goals/Objectives

o Conserving, protecting and enhancing our environmental features through public

education and experience

o Improving service delivery, standards & safety through a Quality Assurance

program

o Adapting methods to accommodate the legislative mandates and green

strategies such as the Cosmetic Pesticide Ban

o Develop strategies that foster environmental responsibility, and respect for a

healthy environment

o Establishing a plan to address growing needs in Parks, Animal control and Animal

shelter services

o Enhance the Flower City brand through heightened attention to detail

27



Service Drivers

o Sustaining commitments to the environment

o Changes to Legislation

o Building stronger relationships with the Community


o Development of the Turf Health Care Program

o Managing the impacts of the pesticide ban through more aggressive cutting and

maintenance programs; achieved through rotational manual weeding, acquacide

applications and an enhanced mulching program

o Creation of a Citywide Parks depot plan and a future Animal Services facility

o Continuing to promote a learning culture, building staff skills to enhance

effectiveness, teamwork, responsiveness and professionalism

o Finalize business operations review

o Budget permitting, mitigate Emerald Ash Borer effects through removal and

planting programs

28





($000s)

2010

BUDGET

2010

ACTUALS*

2011

BUDGET

2011 BUDGET

VS. 2010

BUDGET

%

CHANGE





Gross Revenues ($664) ($684) ($670) ($7) 1.0%


VARIANCE


Director, Park Maint & Op

Duval, Gene

Mgr, Parks Maintenance

Pitman, Jim

Mgr, Central Operations

Linton, Gary

Mgr, Parks Assets & Infastructure

Gasper, Rob

Mgr, Animal Services

Duncan, Kathy

29


30


Current Budget

Highlights

31

Community Services: Current Budget Highlights


Parks and Recreation ‐ Consolidated Change from 2010 ($000s)

2011 Budget vs.

2010 Budget Category Description

CORE ADJUSTMENTS

> Compensation ‐ provisions for non union

and union collective agreements, and

other adjustments to reflect actual costs

1,330 Compensation Adjustments

> Operating expenditure adjustments to

reflect actuals and forecasted actuals

‐ Recreation programs / facilities 120 Growth / Work Volume

‐ Arts, Culture and Theatre 106 Growth / Work Volume

‐ Parks Operations and Maintenance

‐ Other expenditures 69 Growth / Work Volume

‐ Animal Services 40 Growth / Work Volume

‐ Community Development and Service

Planning

(51) Growth / Work Volume

> Revenue adjustments to reflect actuals

and forecasted actuals

‐ Recreation Programs 284 Growth / Work Volume

‐ Community Development and Service

Planning

35 Growth / Work Volume

SUBTOTAL, CORE ADJUSTMENTS 1,932

BASE OPERATING ADJUSTMENTS

32



2011 Budget vs.

2010 Budget Category DescriptionCOMMITMENTS

> ISF / RInC opening events (non recurring) 150 Capital Impacts ‐ Growth

> Arena revenue ‐ Ching Curling relocation

(non recurring)

60 Capital Impacts ‐ Growth

> Recreation (net $0.5M impact)

‐ New Lawn Bowling Facility (RInC) 121 Capital Impacts ‐ Growth

‐ Brampton Curling Club (RInC) 120 Capital Impacts ‐ Growth

‐ Mount Pleasant Village (ISF) 77 Capital Impacts ‐ Growth

‐ Ski Chalet ‐ Labour and other expenses

(ISF)


‐ Hydro ‐ new air conditioner at Brampton

Soccer Centre (RInC)

60 Capital Impacts ‐ Service

‐ Tennis / Curling (ISF) 40 Capital Impacts ‐ Growth

‐ Century Gardens ‐ new Splash Pad /

Playground


‐ Chinguacousy Park ‐ new Pavilion 11 Capital Impacts ‐ Growth

‐ Storage of portable flooring ‐ Brampton

Soccer Centre


> Parks Maintenance and Operations (net

$0.4M impact)

‐ Parkland and streetscape growth 301 Capital Impacts ‐ Growth

‐ Chinguacousy / Queen ‐ new Parks

Depot


‐ Increased landscaping

‐ Flower City Community Campus 8 Capital Impacts ‐ Service

‐ Cassie Campbell 8 Capital Impacts ‐ Service

‐ Century Gardens 4 Capital Impacts ‐ Service

33



2011 Budget vs.

2010 Budget Category Description‐ Irrigation repair program 25 Capital Impacts ‐ Service

‐ Mount Pleasant Village hanging

baskets


SUBTOTAL, COMMITMENTS 1,180

TOTAL, NET EXPENDITURE CHANGE 3,113

34



Fire and Emergency Services ‐ Consolidated Change from 2010 ($000s)

2011 Budget vs.

2010 Budget Category Description

CORE ADJUSTMENTS

> Compensation ‐ provisions for non union

and union collective agreements, and

other adjustments to reflect actual costs

1,459 Compensation Adjustments

SUBTOTAL, CORE ADJUSTMENTS 1,459

COMMITMENTS

> Station 212 ‐ to fully annualize operating

costs approved in 2010 (9 months ‐

$1.25M impact)

‐ Firefighters (21 F/T) 1,110 Capital Impacts ‐ Growth

‐ Prevention Officer (1 F/T) 70 Capital Impacts ‐ Growth

‐ Operating expenses 67 Capital Impacts ‐ Growth

> Emergency Vehicle Technician (1 F/T) 91 Capital Impacts ‐ Growth

> Personal protective equipment 30 Capital Impacts ‐ Growth

SUBTOTAL, COMMITMENTS 1,369

TOTAL, NET EXPENDITURE CHANGE 2,828

BASE OPERATING ADJUSTMENTS

35



Staff Additions Summary

Position Quantity Description/Justification/Implication for Service Levels

2011 Budget vs.

2010 Budget

($000)

Emergency Vehicle

Technician (F/T)

1 Additional EVT capacity is required in order to address both an

outstanding backlog of work as well as ongoing service level

demands. With increased emerency call volume and related

departmental growth, the number of in‐service apparatus and

vehicles has increased and the demand for maintenance and

repair on those vehicles is also increasing. In addition to

apparatus and vehicles, EVT's are also assigned to assist with

the maintenance and repair of critical health and safety

equipment such as Self‐Contained Breathing Apparatus and

various specialized tools and equipment. This additional EVT

position will work within the Apparatus and Maintenance

Division of Fire and Emergency Services and will be assigned to

complete mobile repairs as required.

91

36


Capital Budget

and

Forecast

37

20

11

CA

PIT

AL

BU

DG

ET

& 2

01

2 -

20

20

CA

PIT

AL

FO

RE

CA

ST

($000)

2011

2020

2012

2013

2014

2015

2016

2017

2018

2019

2011-2

020

Cap

ital F

ore

cast

To

tal

C

om

mu

nit

y S

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s

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on

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tion

/ A

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$500

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$500

$500

$500

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76

$3,3

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$2,6

26

$2,5

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$9,2

81

$3,9

51

$3,5

26

$3,0

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$8,3

31

$3,4

36

$44,7

49

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38

2011

2020

2012

2013

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2016

2017

2018

2019

2011-2

020

Cap

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67

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92

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$6,2

75

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39

$52,4

96

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33

$40,2

32

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81

$35,2

17

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09

$73,6

49

$33,9

43

$44,3

87

$536,4

88

$47,7

66

$56,5

71

C

om

mu

nit

y S

erv

ice

s -

To

tal

$52,3

33

$40,2

32

$121,6

81

$35,2

17

$30,7

09

$73,6

49

$33,9

43

$44,3

87

$536,4

88

$47,7

66

$56,5

71

Gra

nd

To

tal

2011 C

ap

ital B

ud

get

& 2

012 -

2020 C

ap

ital F

ore

cast

($00

0)

Pag

e 2

of

2

39

Community Services: 2011 Capital Project Detail Summaries


40



41



42



43



44



45



46



47



48



49



50



51



52



53



54



55



56



57



58



59



60



61



62



63



64



65



66



67

table of contents - brampton budget...city of brampton | 2011 current and capital budget cs over...

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