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Office of the Chief Operating Officer
COO-2
Office of the Chief Operating Officer
Organizational Structure COO-3
Departmental Overview COO-4
Economic Development and Tourism Division COO-7
Strategic Communications Division COO-11
Strategic and Enterprise Services Division COO-14
Community Engagement Division COO-17
Operating Budget Overview COO-20
Capital Budget Overview COO-32
Table of Contents
COO-3
Office of the Chief Operating Officer
Chief Operating
Officer
Dennis Cutajar
Coord
Office of the COO
M. Ciccotelli
Director, Strat &
Enterprise Servs
T. Plant
Director, Econ
Devt & Tourism
S. Saeed
Coordinator
Business Servs
N. Gardiner (A)
Director
Strategic Comm
M. Gordon (A)
Advisor
Office of the COO
R. Darling
Senior Manager
Comm Engage
O. Lukich
1 full-time 2 full-time22 full-time
4 contract
16 full-time
3 contract
20 full-time
1 contract2 full-time
2 full-time
Department Overview:
The Office of the Chief Operating Officer
supports the CAO and Executive Leadership
Team in the planning, delivery and
management of City-wide services and
initiatives.
Key service areas include:
Strategic and Enterprise Services
Economic Development and Tourism
Strategic Communications
Office of Community Engagement
Business Services
Organizational Structure
COO-4
Office of the Chief Operating Officer
Business Goals
Contribute to economic growth through pro-active
economic development programs and business-friendly
strategies and tactics
Help to ‘Set the Table’ for budding entrepreneurs, small/
medium enterprises (SMEs), multi-national corporations
with timely and accurate services, economic research/
analytics, quality networking and relationship building
opportunities, counselling on municipal approvals
Use economic analysis to communicate a positive
narrative about economic results and advantages of
Brampton
Expand communication channels to reach broader
audiences with consistent information on City programs
and services
Formalize an in-house corporate effectiveness function
Expand dialogue between City and community
Consistent, coordinated and effective business services
supporting departments
Links to Strategic Plan
Smart Growth, Good Government, Strong Communities
Key Business Outcomes
Economic growth (measured by gross domestic product,
labour market, business activity, real estate activity,
industrial-commercial assessment)
Increased infrastructure investment in post-secondary
skills development, R&D/innovation, ground
transportation, and health and wellness
A business friendly tax and regulatory environment
A more informed and engaged citizenry and business
sector on City services/programs and the role of local
government
Increased visitor spending in the retail trade from festivals
and events
Departmental Overview
COO-5
Office of the Chief Operating Officer
Current and Future Situation
Outstanding economic location, available land for
industrial-commercial growth
International, national, provincial and regional economic
conditions
Excellent demographic make-up: young, mobile, family,
international
Stability of Downtown Brampton governance and services
Rapidly changing digital information and communication
technologies
2016 Strategic / Operational Initiatives
Implement Economic Development Plan 2015-2018
Lead and support key initiatives defined in the Strategic
Plan
Serve as a resource to the University Blue Ribbon Panel
and the new Arts and Culture Panel
Guide Peel Memorial District Economic Development and
Market Opportunity Plan
Partner on new Greater Toronto Area (GTA) Foreign
Direct Investment Agency
Partner on new TO Health/Life Sciences Cluster Initiative
Partner on Peel Research Innovation Commercialization
Centre (RIC)
Expand the innovative Entrepreneur Centre and Maker-
space Partnership (youth entrepreneurship,
manufacturing, creative economy)
Guide 2016 Community Grant-making Plan
Expand Corporate Effectiveness Services
Expand research capability of the Office of Community
Engagement
Support Council communications, such as re-establishing
newsletter
Departmental Overview
COO-6
Office of the Chief Operating Officer
2017-18 Strategic / Operational Initiatives
Invest in New Employee Communications Plan
Assess Corporate Graphic Design/Logo; if Council
decides, invest in new design and implement new
corporate logo and style guide
Guide new Economic Development Master Plan
Inter-departmental resource support to the new Youth
Strategy
Assess contract renewal for Downtown CN Rail Bridges
(‘17)
Assess the performance of new plans and programs
Reevaluate plans and programs as required
Departmental Overview
COO-7
Office of the Chief Operating Officer
Business Overview
Economic Development and Tourism is a division of the
Office of the Chief Operating Officer with the gross
operating budget of $2.7 million and 17 team members
Our mission is to strengthen Brampton’s outstanding
quality of life by encouraging economic growth, innovation
and entrepreneurship that enhance the City’s brand and
resident’s lifestyle
The Business Information and Competitive Policy Program
fosters, facilitates and supports the retention, expansion,
formation and attraction of all businesses, providing jobs
and economic growth leading to a quality lifestyle through
research and analysis
The Business Development and Marketing Program
promotes Brampton in order to attract Brampton’s share of
growth and investment
The Brampton Entrepreneur Centre (BEC) promotes and
supports the formation and continued success of small
and medium-sized businesses in the City of Brampton
The Brampton’s Creative Economy Program supports
local businesses and capitalizes on the connections
between place, creative industries and creative resources
in an effort to attract a larger share of the growing creative
economy in the Province of Ontario
International Business Development Program generates
awareness of Brampton’s competitive advantages as a
choice North American business location
Tourism promotes Brampton to potential visitors, meetings
and conferences, sport tournaments, group tours and
travel decision makers
Film Location Services positions Brampton as a preferred
filming location within the GTA by promoting Brampton to
the film industry
Economic Development and Tourism
COO-8
Office of the Chief Operating Officer
Divisional Goals
Business retention and expansion – grow business from
within
Create a culture of innovation to facilitate and support
entrepreneurship
Create a culture of innovation to facilitate and support
creative economy
Increase international business investment attraction
Increase domestic business investment attraction
Support a positive business climate and city image
Support corporate advocacy efforts for infrastructure
Support and promote tourism and film
Key Business Outcomes
Economic growth and vitality
Business and employment growth
Increased domestic and foreign investment
Generate wealth and prosperity (strengthen quality of
life)
Increase assessment/tax revenue
Positive business climate and business experience
Positive business profile and City image as an investment
location
Monitor and measure economic performance and results
Current and Future Situation
Opportunities:
Being the 9th largest city in Canada and designated Urban
Growth Centre within the Province of Ontario
Brampton contains 2,840 acres of vacant employment
lands, one of the largest inventories in GTA
Issues:
Competitive environment - growing costs in the GTA due
to supply and demand, inflation (working with Brampton
Board of Trade)
Business climate and city image
Economic Development and Tourism
COO-9
Office of the Chief Operating Officer
2016 Strategic / Operational Initiatives
Strategic Initiatives:
Develop and deliver key initiatives in youth engagement
and entrepreneurship through Brampton Entrepreneur
Centre and Creative Economy programs
Develop and implement an Industrial Commercial
Investment Alliance program
Develop and implement newsletter to reach influencers
Improving customer service – AV upgrades for $95K
Operational Initiatives:
Expanded national and international marketing campaign
BEC/EDO Front Business Rep converting to F/T for
additional $8K
2017-18 Strategic / Operational Initiatives
Strategic Initiatives:
Support the development of Economic Development
Master Plan for the City
Develop and Implement Culinary Tourism Program – for
$15K
Research and implement the Improved Customer Relation
Management Program software for $50K
Operational Initiative:
Expand the business attraction program
Economic Development and Tourism
COO-10
Office of the Chief Operating Officer
Key Operational Performance Indicators Q2 YTD
532 business meetings, 519 research requests, 51,622
web visits
85 new businesses, 307 jobs
2,660 Twitter followers, 37,320 YouTube views, 1,358
$1.2 billion in building permits, 2nd in Toronto CMA
$94 million in industrial investment, 2nd nationally and in
Toronto CMA
321 connections/leads – foreign direct investment program
$1 million milestone reached in direct spending through
film
Expansions: Old Navy - $20 million, Canadian Blood
Services - $11 million
Economic Development and Tourism
COO-11
Office of the Chief Operating Officer
Business Overview
Facilitating and delivering strategic and corporate
communications services (internal and external)
Developing communication protocols and strategies
Brand and reputation management
Communications planning, tactical execution
Graphic design and production
Media relations and issues management
Divisional Goals
Lead and support the Corporation in the planning and
delivery of effective, high-quality strategic communications
(internal and external) that increase customer satisfaction,
foster employee engagement, and facilitate the successful
attainment of corporate-wide objectives
Increase communications across multiple channels to
more effectively promote the City and to increase
opportunities to engage more City residents
Promote the City in a consistent manner through the
rigorous application of a strong brand identity
Key Business Outcomes
Communicate effectively with the broadest audience
possible, both internally and externally
Facilitate strategic messaging and two-way
communication between the City and its stakeholders
Enhance and protect the City’s corporate reputation and
brand identity through effective communications, brand
standards and communication protocols
Strategic Communications
COO-12
Office of the Chief Operating Officer
Current and Future Situation
Heightened media attention may require new or revised
strategies to manage the City’s image
Transformative mandate of new Council will continue to
influence priorities and areas of focus for division
Growing demand for Council constituency
communications
New and emerging communication channels/trends
Wide-spread demand for immediate information
Public desire for online communications
Demographics – Brampton is a growing municipality with a
young, multicultural population and strong interest groups
such as seniors, heritage, downtown, etc.
Recruitment of Strategic Communications leader
2016 Strategic / Operational Initiatives
Begin process to refresh corporate logo, with help from
external service provider; including brand analysis, market
research, testing, and examination of financial impact
Research and prepare a plan for implementing a
comprehensive employee communications strategy at the
City; including proposed structure, functions, resources
and budget implications
Implement and assess expanded Ethnic Media
Communications program and services
2017-18 Strategic / Operational Initiatives
Review Social Media Strategy and related policies to find
opportunities to increase audience involvement
Communication audit of existing and potential channels
Review Strategic Communications business-delivery
model
Implement Employee Communications Strategy
Continue process to refresh corporate logo (subject to
Council direction)
Strategic Communications
COO-13
Office of the Chief Operating Officer
Key Operational Performance Indicators
Strategic Communications
COO-14
Office of the Chief Operating Officer
Divisional Overview
Management Advisory Services (MAS) – Facilitating
and promoting organizational effectiveness and
continuous improvement in corporate business processes
and operations
Festivals and Special Events Office (FSEO) – Planning
and executing corporate festivals and special events and
collaborating with community groups in permitting
community events
Office of the Central Area (OCA) – Coordinating
seamless service delivery in the downtown and Central
Area through one-stop customer service support to the
business community
Divisional Goals
To support economic growth and continued prominence of
Brampton’s Central Area through the Office of the Central
Area’s mandate and priorities
To plan and implement festivals and special events that
enhance the City’s image and promote increased
community engagement
To foster internal process improvements and operational
efficiencies through departmental collaboration on
corporate initiatives
Strategic and Enterprise Services
COO-15
Office of the Chief Operating Officer
Key Business Outcomes
Facilitating corporate effectiveness through the
implementation of corporate improvement initiatives
Collaborating with internal stakeholders to ensure efficient
and effective service delivery
Facilitating the revitalization of the Central Area
Providing high quality and community-focused festivals
and special events
Current and Future Situation
Opportunity to collaborate on corporate service review to
ensure organizational efficiency and effectiveness
Increasing need for more in-house consulting work and
strategically position MAS in order to deliver on Corporate
priorities
As the Office of the Central Area enters its second year of
operation there will be opportunities to review expanding
the Office to meet growing expectations and service levels
Responding to the growth of external festivals and special
events including community demands for increased event
programming
Strategic and Enterprise Services
COO-16
Office of the Chief Operating Officer
2016 Strategic / Operational Initiatives
MAS to expand support on Corporate departmental
initiatives
Collaborate with CAO’s office on implementing the
Corporate Strategic Plan and developing a Corporate
Performance Measurement Dashboard
Develop a Festivals and Events Strategy to position the
City for the future
Implement the 2015-2018 OCA Business Plan
2017-18 Strategic / Operational Initiatives
Implementation of a Corporate Performance
Measurement Dashboard
Collaborating with Planning Department on implementing
a Central Area Master Plan
Implementation of the Festivals and Special Events
Strategy
Key Operational Performance Indicators
FSEO
46 Corporate and supported City events generating
approximately 281,000 attendees
78 community event permits issued and collaborated with
42 community groups supporting community events
MAS
Approximately 17 corporate effectiveness initiatives in
2015
OCA
31 new businesses opened in Central Area as of August
2015 and forecasting a total of 47 new business for 2015
Strategic and Enterprise Services
COO-17
Office of the Chief Operating Officer
Business Overview
The Office of Community Engagement (OCE) is a two-
person operation that has entered its second year of
operation
Its role is to inform, engage and consult with the public to
receive feedback on key decision-making processes and
initiatives
Divisional Goals
Facilitate community participation in strategic projects
identified by Council, and/or ELT and lead and collaborate
with staff in their engagement activities
Establish effective public engagement feedback
mechanisms
Facilitate engagement with Brampton’s youth, business
community and diverse groups
Key Business Outcomes
Ensure internal and external stakeholders feel engaged
and expectations are met
Develop and provide services, programs and tools for staff
that meet program expectations
Raise citizens’ awareness on the role of local government
and the value of services provided
Current and Future Situation
New and emerging channels of engagement
Resource issue to meet growing demands of OCE’s
expertise by Council, staff and the community
Heightened emphasis and need to ensure city’s diverse
groups become involved in decision-making processes
that affect them
Community Engagement
COO-18
Office of the Chief Operating Officer
2016 Strategic / Operational Initiatives
Develop and implement a multi-year community
engagement work plan
Conduct an annual community service satisfaction survey
that assists Council in determining budget priorities
Launch the annual budget community engagement
process
Expand upon local government awareness program
2017-18 Strategic / Operational Initiatives
Build upon 2015/16 offerings such as survey services,
research services, training programs, consultative/
advisory services and the availability of feedback
mechanisms
Leverage new digital tools to increase community
engagement opportunities
Community Engagement
COO-19
Office of the Chief Operating Officer
Key Operational Performance Indicators
Measure the public’s and staff’s level of awareness and
satisfaction with the OCE’s programs and services
Engagement training workshops for staff
Doubled number of contacts in Contact Management
Database
Measure quality and effectiveness of community
engagement services with staff and various stakeholders
Budget 2016 engagement: 13,000 participants in 5
Tele Town Halls, 400+ engaged at 4 “Pop Up”
displays, and other speaking events with stakeholders
still to come
Measure awareness of local government through an
annual Citizen Satisfaction survey
RFP for 2016 survey in Q4 2015
Services
Advising and consulting on City projects including Official
Plan, Parks and Recreation Master Plan, and University
Blue Ribbon Panel
21 proclamations issued between April and October 2015
Tools
Revised public notice templates
Promoted community engagement and local government
awareness through collateral material, Pop Up booths at
farmers’ markets, Senior’s Centre, and CeleBRAMPTON
Research
Annual Community Service Satisfaction Survey
Youth Engagement Survey in Q4
Community Engagement
COO-20
Office of the Chief Operating Officer
2016 Operating Budget Overview
2016 Total Budget by Division
($000s)2015
BUDGET
2015
ACTUALS*
2016
BUDGET
2016 vs 2015
BUDGET
%
CHANGE
BREAKDOWN BY CATEGORY
Labour Expenditures $7,489 $7,537 $7,507 $18 0.2%
Other Expenditures 3,011 2,573 3,109 97 3.2%
Total Expenditures 10,501 10,110 10,616 115 1.1%
Gross Revenues (329) (387) (403) (74) 22.5%
Net Expenditures $10,172 $9,723 $10,213 $41 0.4%
* Forecast year-end actuals based on June 30, 2015 actual results
COO-21
Office of the Chief Operating Officer
2016-2018 Operating Budget Overview
($000s)2015
BUDGET
2016
BUDGET
2017
BUDGET
2018
BUDGET
DIVISIONAL BREAKDOWN
Economic Development & Tourism $2,694 $2,647 $2,696 $2,700
Strategic Communications 2,775 2,832 2,948 3,097
Strategic & Enterprise Services 3,388 3,290 3,385 3,501
Business Services 853 923 922 922
Office of Community Engagement 461 522 521 521
Net Expenditures $10,172 $10,213 $10,472 $10,741
Approved
COO-22
Office of the Chief Operating Officer
2016-2018 Operating Budget Overview
2016 2017 2018
Operating Adjustments (41)$ 75$ 5$
New Facilities & Services 138 188 267
Support Staff 67 - -
Negotiated Wages (49) (4) (4)
Revenue Increases (74) - -
COMBINED OPERATING BUDGET VARIANCE 41$ 259$ 269$
CATEGORYBUDGET VARIANCES ($000s)
COO-23
Office of the Chief Operating Officer
2016-2018 Operating Budget Overview
Economic Development & Tourism
* Forecast year-end actuals based on June 30, 2015 actual results ** Additional breakdown of the account categories and more specific account details of the 2016 Budget are available on the City’s 2016 Budget website
($000s)2015
BUDGET
2015
ACTUALS*
2016
BUDGET
2016 vs 2015
BUDGET
%
CHANGE
BREAKDOWN BY CATEGORY
Labour Expenditures $1,941 $1,972 $1,896 ($45) -2.3%
Other Expenditures 984 827 968 (16) -1.6%
Total Expenditures 2,925 2,799 2,863 (61) -2.1%
Gross Revenues (231) (332) (217) 14 -6.0%
Net Expenditures $2,694 $2,466 $2,647 ($48) -1.8%
2016 2017 2018
Operating Adjustments ($16) $50 $5
Support Staff 8 - -
Negotiated Wages (53) (1) (1)
Revenue Increases 14 - -
COMBINED OPERATING BUDGET VARIANCE ($48) $49 $4
CATEGORYBUDGET VARIANCES ($000s)
COO-24
Office of the Chief Operating Officer
2016-2018 Operating Budget Overview
Strategic Communications
* Forecast year-end actuals based on June 30, 2015 actual results ** Additional breakdown of the account categories and more specific account details of the 2016 Budget are available on the City’s 2016 Budget website
($000s)2015
BUDGET
2015
ACTUALS*
2016
BUDGET
2016 vs 2015
BUDGET
%
CHANGE
BREAKDOWN BY CATEGORY
Labour Expenditures $2,106 $2,146 $2,162 $57 2.7%
Other Expenditures 670 505 670 0 0.0%
Total Expenditures 2,775 2,651 2,832 57 2.0%
Gross Revenues 0 0 0 0 -
Net Expenditures $2,775 $2,651 $2,832 $57 2.0%
2016 2017 2018
Operating Adjustments $0 $0 $0
New Facilities & Services - 117 150
Negotiated Wages 57 (1) (1)
COMBINED OPERATING BUDGET VARIANCE $57 $116 $149
CATEGORYBUDGET VARIANCES ($000s)
COO-25
Office of the Chief Operating Officer
2016-2018 Operating Budget Overview
Strategic & Enterprise Services
* Forecast year-end actuals based on June 30, 2015 actual results ** Additional breakdown of the account categories and more specific account details of the 2016 Budget are available on the City’s 2016 Budget website
($000s)2015
BUDGET
2015
ACTUALS*
2016
BUDGET
2016 vs 2015
BUDGET
%
CHANGE
BREAKDOWN BY CATEGORY
Labour Expenditures $2,518 $2,476 $2,467 ($52) -2.1%
Other Expenditures 967 874 1,009 42 4.3%
Total Expenditures 3,486 3,349 3,476 (10) -0.3%
Gross Revenues (98) (54) (186) (88) 90.3%
Net Expenditures $3,388 $3,296 $3,290 ($98) -2.9%
2016 2017 2018
Operating Adjustments ($16) $25 $0
New Facilities & Services 58 71 117
Negotiated Wages (52) (1) (1)
Revenue Increases (88) - -
COMBINED OPERATING BUDGET VARIANCE ($98) $95 $116
CATEGORYBUDGET VARIANCES ($000s)
COO-26
Office of the Chief Operating Officer
2016-2018 Operating Budget Overview
Business Services
* Forecast year-end actuals based on June 30, 2015 actual results ** Additional breakdown of the account categories and more specific account details of the 2016 Budget are available on the City’s 2016 Budget website
($000s)2015
BUDGET
2015
ACTUALS*
2016
BUDGET
2016 vs 2015
BUDGET
%
CHANGE
BREAKDOWN BY CATEGORY
Labour Expenditures $660 $677 $658 ($2) -0.3%
Other Expenditures 194 205 266 71 36.8%
Total Expenditures 854 882 924 70 8.2%
Gross Revenues (1) (1) (1) 0 0.0%
Net Expenditures $853 $881 $923 $70 8.2%
2016 2017 2018
Operating Adjustments ($9) - -
New Facilities & Services 80 - -
Negotiated Wages (2) (0) (0)
COMBINED OPERATING BUDGET VARIANCE $70 ($0) ($0)
CATEGORYBUDGET VARIANCES ($000s)
COO-27
Office of the Chief Operating Officer
2016-2018 Operating Budget Overview
Office of Community Engagement
* Forecast year-end actuals based on June 30, 2015 actual results ** Additional breakdown of the account categories and more specific account details of the 2016 Budget are available on the City’s 2016 Budget website
2016 2017 2018
Support Staff $59 - -
Negotiated Wages 1 (0) (0)
COMBINED OPERATING BUDGET VARIANCE $60 ($0) ($0)
CATEGORYBUDGET VARIANCES ($000s)
($000s)2015
BUDGET
2015
ACTUALS*
2016
BUDGET
2016 vs 2015
BUDGET
%
CHANGE
BREAKDOWN BY CATEGORY
Labour Expenditures $265 $266 $325 $60 22.7%
Other Expenditures 197 162 197 0 0.2%
Total Expenditures 461 428 522 60 13.1%
Gross Revenues 0 0 0 0 0.0%
Net Expenditures $461 $428 $522 $60 13.1%
COO-28
Office of the Chief Operating Officer
2016 Budget Variance from 2015 ($000s)
Variance Category Description
BASE OPERATING ADJUSTMENTS & GROWTH
> Compensation Adjustment to reflect actual costs and forecasted actuals (49) Negotiated Wages
> Operating expenditure adjustments to reflect actuals and forecasted actuals
- Minor Capital Adjustment (Transfer to General Government) (9) Operating Adjustments
- Minor operating adjustments (32) Operating Adjustments
> Revenue adjustments to reflect actuals and forecasted actuals (74) Revenue Increases
> Business Representative (1 Conversion from Contract to F/T) 57 Support Staff
- Reduction in Labour Budget (5) Support Staff
- Increase in Revenue (45) Support Staff
> Community Engagement Research Assistant (1 F/T) 59 Support Staff
> Corporate Designated Projects/Research and Special Studies 80 New Facilities & Services
> Queen Street Economic Development Marketing 58 New Facilities & Services
SUBTOTAL, BASE OPERATING ADJUSTMENTS & GROWTH 41
TOTAL, NET EXPENDITURE CHANGE 41
COO-29
Office of the Chief Operating Officer
2017 Budget Variance from 2016 ($000s)
Variance Category DescriptionBASE OPERATING ADJUSTMENTS & GROWTH
> Compensation Adjustment to reflect actual costs and forecasted actuals (4) Negotiated Wages
> Operating expenditure adjustments to reflect actuals and forecasted actuals 75 Operating Adjustments
> Senior Advisor, Employee Communications (1 F/T) 117 New Facilities & Services
> Central Area Development Specialist (1 F/T) 71 New Facilities & Services
SUBTOTAL, BASE OPERATING ADJUSTMENTS & GROWTH 259
TOTAL, NET EXPENDITURE CHANGE 259
COO-30
Office of the Chief Operating Officer
2018 Budget Variance from 2017 ($000s)
Variance Category Description
BASE OPERATING ADJUSTMENTS & GROWTH
> Compensation Adjustment to reflect actual costs and forecasted actuals (4) Negotiated Wages
> Operating expenditure adjustments to reflect actuals and forecasted actuals 5 Operating Adjustments
> Corporate Effectiveness Advisor (1 F/T) 117 New Facilities & Services
> Manager, Employee Communications (1 F/T) 150 New Facilities & Services
SUBTOTAL, BASE OPERATING ADJUSTMENTS & GROWTH 269
TOTAL, NET EXPENDITURE CHANGE 269
COO-31
Office of the Chief Operating Officer
2016-2018 Operating Budget Overview
Additional details provided in
Appendix 1 - “Staff Request Descriptions”
DIVISIONS 2015STAFF
ADDS*2016
STAFF
ADDS2017
STAFF
ADDS2018
Economic Development 16 1 17 0 17 0 17
Office of Community Engagement 2 1 3 0 3 0 3
Office of the Chief Operating Officer 5 0 5 0 5 0 5
Strategic & Enterprise Services 22 0 22 1 23 1 24
Strategic Communications 20 0 20 1 21 1 22
DEPARTMENTAL TOTAL 65 2 67 2 69 2 71
*Includes F/T and conversions to F/T
COMPLEMENT
COO-32
Office of the Chief Operating Officer
2016-2018 Capital Budget Overview
Additional details provided in
Appendix 2 - “Capital Funding Source Summary”
Appendix 3 - “Capital Budget Project Descriptions”
DIVISION ($000s) 2016 2017 2018 TOTAL
Economic Development 95$ - 50$ 145$
Office of the Central Area 435 300 300 1,035
Strategic & Enterprise Services - 60 - 60
Strategic Communications - 40 50 90
Departmental Total 530$ 400$ 400$ 1,330$
COO-33
Office of the Chief Operating Officer
2016-2018 Capital Budget & Forecast ($000)
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