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Management & Administrative Services Page

Introduction MESSAGE FROM THE COMMISSIONER 1 MANDATE 3 2006 ACCOMPLISHMENTS 5 SERVICE IMPROVEMENT INITIATIVES 10 EFFICIENCY AND COST / REVENUE IMPROVEMENT MEASURES 11

2007 Service Plan Highlights by Division

1. COUNCIL AND ADMINISTRATIVE SERVICES 12 2. EMERGENCY MEASURES OFFICE 15 3. INFORMATION TECHNOLOGY 17 4. BUILDING CONSTRUCTION 23 5. PHYSICAL PLANT AND REAL PROPERTY SERVICES 25 6. MANAGEMENT STUDIES & BUSINESS SERVICES 32

Department Current Budget

CURRENT BUDGET FINANCIAL SUMMARY 35 CONSOLIDATED CHANGE FROM 2006 37 RECOMMENDED STAFF ADDITIONS 40

Department Capital Budget (as presented in Capital Budget and Forecast Binder)

Introduction MESSAGE FROM THE COMMISSIONER The Management and Administrative Services Department helps provide the necessary infrastructure to support the City of Brampton departments as they meet their individual service plan objectives. In addition, the department also coordinates emergency preparedness for the City and provides legislative services for Council and the public. To fulfill this broad mandate, staff members are structured into six, multi-disciplined divisions: Council & Administrative Services; Emergency Measures; Information Technology; Building Construction; Physical Plant & Real Property Services, and Management Studies & Business Services. In 2006, Management and Administrative Services successfully undertook many key initiatives, further solidifying the incorporation of the Strategic Plan, “Six Pillars Supporting Our Great City”, into our methodologies. We successfully completed construction of the Rose Theatre Brampton and the Garden Square, continued construction of the Brampton Soccer Centre, commenced construction on the Cassie Campbell Community Centre and at the Earnscliffe Recreation Centre, and prepared for 2007 construction at the Century Gardens Recreation Centre. In 2006, we also successfully implemented a Fleet Management System that provides the City with full inventory control and work order management, implemented several enhancements to the Transit Scheduling and Rostering business system, successfully negotiated lease space to accommodate administrative growth requirements, completed the development of a long-term security plan for the City, further enhanced the corporate project management framework through the Integrated Project Management Team, and commenced operations of the Management Studies section, providing internal consulting expertise to City departments. In 2006, we conducted the 2006 Municipal Election, we facilitated the development of a multilingual services policy and program and we developed and implemented a new Division Fence By-law to replace the arbitration process for fence disputes available under The Line Fences Act. We also developed a work plan for municipal pandemic planning, purchased two emergency generators for designated emergency shelters, and continued development of our municipal services continuity plan. A Master Plan has been developed to guide the ongoing use of Information and Technology at the City of Brampton. This plan, referred to as the IT Master Plan provides clear direction regarding the Information Technology Strategy and the Governance and Organizational elements required to deliver the strategy. The strategy ensures alignment to the needs of the departments of the City, while at the same time ensuring control of the systems and information used to operate the departments. The IT Master Plan development has been lead by the City's Chief Information Officer under the oversight of the Commissioner, Management and

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Administrative Services and the City's Senior Management Team. The IT Master Plan provides a clear road map for the next 5-10 years, ensuring a return on investment, while also maximizing the use of information and systems to deliver cost effective services to the residents and businesses of Brampton. Management and Administrative Services will continue to meet the challenges of continuing growth. The department’s 2007 initiatives include continued development of the new Building Construction Division, the completion of construction at the new Brampton Soccer Centre, continued construction on the Cassie Campbell Community Centre, Earnscliffe Recreation Centre, a new Transit facility, a new Parks Operations Centre, new Fieldhouses at City-wide parks, and continued design work for construction at the Century Gardens Recreation Centre later in 2007. For 2007, we will also continue development of the City’s Call Centre strategy, which will include a daytime call centre as well as various web initiatives to enhance customer service, development of a customer relationship management system, implementation of development tracking and asset management applications, develop the fifth annual Municipal Accessibility Plan, and revise and enhance corporate information policies, procedures, guidelines and training to address corporate needs, a multilingual community, and persons with disabilities. For 2007, we will also implement a commissioning program for all new City properties, develop business resumption plans for mission critical functions, develop and implement influenza pandemic strategies, commence a study on Library shared services, and complete a validation of the City’s Strategic Plan to guide our activities over the next four years. The department’s 2007 service plan and budget have been developed to address these challenges. John Wright, Commissioner, Management & Administrative Services February 07, 2007


MANDATE Management and Administrative Services supports other City departments in achieving their business objectives. Our department also provides legislative services and emergency preparedness for the public. The department is organized as follows into six distinct divisions:

MANAGEMENT & ADMINISTRATIVE SERVICES JANUARY 2007

CITY MANAGERLorne McCool

COMMISSIONERJohn Wright

(208 REG F/T)

DEPUTY CITY CLERKJoan Lefeuvre

MGR, COURT OPSGayle Laws

(Acting)

MGR, AdminServices & Elections

Wendi Hunter

SPVR, COUNCILOFFICE

Linda McInnis

SR MGR, SOLUTIONS& SYSTEMSRob Meikle

SR MGR,INFRASTRUCTURE

MGMTTim Unrau

MGR, STRATEGICPLNG, IT

Ann Perry (acting)

MGR, PROGRAMRhonda Tsingos

CITY CLERK/DIRECTOR, COUNCIL

& ADMIN SRVCKathy Zammit(47 REG F/T)

CHIEF INFORMATIONOFFICER

Chris Moore(74 REG F/T)

DIRECTOR,BUILDING

CONSTRUCTIONVacant

(14 REG F/T)

PROJ MANAGERMike Yuen

PROJ MANAGERDavinder Chadha

MGR, SMALL CAPCONSTRUCTION

AND R&RNick Gerus (acting)

DIRECTOR, PHYSPLNT & RL PROP

Julian Patteon(61 REG F/T)

MGR, ASSETSDale Pyne

MGR, CORP PROPMGMT

Dan McLaughlin

MGR, REALTY SRVCAnn Pritchard

MGR, MGTSTUDIES &BUS SRVCSAl Meneses(7 REG F/T)

MGR, EMERGSRVC &

CORP SECAlain Normand

(5 REG F/T)

PROJ MANAGERMartin Doerskin(temp upgrade)

PROJ MANAGERMike Ferraro

(temp upgrade)

F/T DENOTES PERMANENT POSITIONS, EXCLUDES CONTRACT, CO-OP, AND TEMPORARY POSITIONS.


Council and Administrative Services provides administrative and legislative services to Council, the Corporation, and the public.

Emergency Measures Office coordinates emergency preparedness for the citizens, businesses, and visitors of Brampton by enabling municipal departments to respond and fulfill their role in emergency management.

Information Technology designs, develops and maintains an integrated robust and flexible infrastructure of computer networks and resources to deliver information and telecommunications to City employees and the citizens of Brampton.

IT partners with all City departments to assist them by optimizing the use of IT technology and solutions. We achieve this through facilitating and coordinating IT solutions reviews, analysis and ongoing implementation of new technology that will support current and future business requirements in a timely and cost effective method.

Building Construction Services works in consultation with departments to project manage the planning, design, tendering, construction and commissioning phases of new and retrofit indoor capital building projects. It also project manages the renovation and repair work for City facilities, and works with the Asset Management section of Physical Plant & Real Property Services to co-ordinate feasibility studies, budget reports, site/environmental surveys, etc. for future new and redeveloped City buildings.

Physical Plant and Real Property Services implements asset management strategies for all City-owned and leased facilities and parkland; coordinates with Building Construction Services for new buildings, renovations and repairs; manages the acquisition, leasing and disposition of real property; provides all maintenance, operations and tenant services for corporate buildings and property; and provides corporate-wide property security.

Management Studies & Business Services provides dual functions, providing financial, administrative, budgetary and technology related services for the Management & Administrative Services Department via Business Services, while providing internal consulting expertise to all operating departments and Senior Management through the Management Studies area. In addition, the section undertakes and manages special projects as assigned by the Commissioner, manages the corporate policy administration process, reviews and consolidates the corporate service plan, manages the corporate Integrated Project Management Team, coordinates and manages inter-departmental communications, and represents the department on corporate teams.


2006 ACCOMPLISHMENTS

COUNCIL & ADMINISTRATIVE SERVICES • Conducted the 2006 Municipal Election;

• Provided input in the design of the Canada Blooms display, which resulted in the City receiving the Canada Blooms Universal Access Award

• Facilitated accessibility input and outreach to commercial and industrial and school developments.

• Facilitated the adoption of 2007 Municipal Accessibility Plan by City Council in October 2006

• Facilitated the development of Multilingual Services Policy and Program adopted by City Council in early 2007;

• Conducted Records Day, a corporate wide initiative to gain administrative efficiencies and archive dated records;

• Initiated a review of the governance of the City Clerk’s Office that received final endorsement by City Council in January 2007; and

• With respect to the Provincial Offences Court: o Streamlined processes to expedite service to the public, i.e. all Court

Administration Clerks are delegated authority to commission court documents

o Streamlined processes related to the issuance of Certificates of Default for unpaid fines

o Maintained services levels notwithstanding significant court closures due to shortage of judicial resources

EMERGENCY MEASURES OFFICE • Developed the work plan for Municipal Pandemic Planning including the

continuity of municipal services during a pandemic, the response to the emergency needs of the community, and the resiliency of local business. Work on all aspects of this plan is ongoing. In particular, we held a very successful workshop for the Brampton business community in February 2006 on the topic of Pandemic Planning at which over 100 people attended;

• We purchased two mobile emergency generators capable of producing 300kw of power to be used in our recreation centres designated as emergency shelters. In addition, three such shelters (Recreation Centres) were retrofitted to allow for transferring from normal power to emergency power, two more will be retrofitted in 2007, and another two in 2008 to cover the whole city in case of evacuations combined with power outages; and


• As part of our Municipal Services Continuity Plan, we purchased Business Continuity Software that will enable us to develop and maintain our Business Resumption Plans for all departments. This is the third phase of the overall project with three more phases to go before entering a maintenance mode. In 2007, we will concentrate on the development of Business Resumption Plans for Mission Critical functions.

INFORMATION AND TECHNOLOGY • Provided technical support and leadership for the municipal Election which

included the launch of an Election Worker Registration site that allowed potential election workers to apply online, as well as the launch of a ‘Where to Go to Vote’ page that provided valuable information on voting locations to the citizens of Brampton;

• Implemented several enhancements to the Transit Scheduling and Rostering business system. This solution was a recipient of a GTEC Distinction Award – Silver Medal, in the category of Service Delivery to Citizens and Business;

• Developed a Development Tracking Application that will provide our business partners with streamlined business processes, improved productivity, increased customer satisfaction and will support quality decision making, leading to a high quality built environment for the citizens of Brampton;

• Participated in several speaking engagements at various conferences where city staff was able to showcase Brampton’s leading Information Technology practices and solutions;

• Developed a corporate wide IT Master Plan which draws together all existing and emerging information and technology strategies into one concise framework to support the growth and direction of the corporation;

• Implemented an IT Standard Operating Procedure Process that will ensure an effective method of formulating, developing, documenting and controlling procedures that relate to IT operating activities;

• Multilingual Customer Service Pilot project expansion to include the Human Resources division at City Hall and the Human Resource Career Centre;

• Developed an Effective Customer Service Training for City Staff to enhance their understanding to deliver a consistent, professional and quality customer service to the City of Brampton’s internal staff and external clients;

• Payment Card Industry (PCI) Compliance Certification achieved. A relatively new security standard was set by the Payment Card Industry (PCI), which ensures that Merchants who accept payments electronically operate in a secure environment;

• The FCCC’s Building Division’s “458” telephone numbers were successfully changed to “874”. This provides an easy transfer of calls between extensions and improved service to the citizens of Brampton; and


• The Works and Transportation Department has successfully been relocated to the Flower City Community Campus. Information Technology was responsible for building the technology infrastructure and ensuring that the business system was relocated, installed and available for the first day of operations.

BUILDING CONSTRUCTION SERVICES • Completed construction of the new Rose Theatre Brampton and Garden

Square – had a positive impact on downtown redevelopment and renewing a source of pride for our City in supporting our arts and culture;

• Managing approximately $200 Million active building construction projects, in various stages of construction and development;

• Construction of the Flower City Community Campus - W&T Building, and continued construction at the Brampton Soccer Centre - both truly collaborative projects, with many City departments participating in the planning, design, construction and commissioning of these facilities. The buildings were constructed to ensure the final product would fully address the needs of the occupants and end-users. The buildings were designed and constructed using durable, energy efficient materials and components; and

• Utilizing a Construction Management Delivery process, Brampton is delivering a recreation capital works program intended to meet both neighbourhood and citywide needs. The identified sites include the new construction of the Cassie Campbell Community Centre, and the refresh of existing Earnscliffe, and Century Gardens Recreation Centres. The alternative service delivery approach bundles consultation and contractor services to assist in successful completion of the capital projects within the multi-year plan.

PHYSICAL PLANT &REAL PROPERTY SERVICES Realty Services • Acquired the necessary property rights prior to construction of new City

facilities and roads, including the widening of Castlemore Road, Goreway Drive, McLaughlin Road, Heart Lake Road and Chinguacousy Road, a major new park site at Mississauga Road and Bovaird Drive, a future park site at Torbram and Sandalwood, the future John Street parking garage and the expansion of the Earnscliffe Recreation Facility;

• Negotiations for lease space to accommodate City staff and parking at 8 Nelson St., and with the Royal Canadian Legion, Branch 15, as part of the relocation process of the Legion from Alderlea to 80 Mary Street; and

• Developed a procedure for the execution and administration of occupancy agreements and a property disposal process and presentation to SMT

• Continued refining of tracking spreadsheet for land acquisitions


• Retained an external Real Estate Brokerage firm and recruited for two new Senior Real Estate Coordinators.

Asset Management • Completed Decision Analysis Model and Highest and Best Use Study for

future Parks Maintenance and Operations Centre at 129 Glidden Road;

• Completed interior design and renovation work for the Call Centre, at the Civic Centre for Enforcement officers, relocating the Works and Transportation staff to Flower City Community Campus from the City Hall 5th floor, and supported the commissioning of the Rose Theatre for furnishing selection and delivery; and

Corporate Security Plan Implementation • Finalised standards for security systems and pre-qualified vendors compliant

with our standards to ensure uniformity across all municipal facilities. Completed major upgrades to the security systems for Archdekin, Loafer’s Lake, and Wellness Recreation Centres using the new standards and installed the first phase of security systems at the Rose Theatre;

• Introduced a new Radio Communications system for Security Guards and trained all staff on the proper use of radios. Also re-organised the security guard patrol routes and upgraded much of the security guard coverage throughout the city, in particular at our transit terminals. Enhanced communications with Peel Regional Police so that security guards can obtain an increased support from Police in various situations; and

• Completed the development of a long-term security plan for the city that includes an upgrade to the security guard qualifications, increased coverage of vulnerable areas and improvements to security systems in all municipal facilities over the next three years.

Corporate Property Management • The construction of the Rose Theatre combined with the forthcoming spike in

new construction in Brampton demanded that a commissioning program be developed and implemented. Commissioning of a project is an exercise intended to ensure that building systems are operating safely, efficiently and according to their design performance objectives. It also involves the identification and implementation of established policies and procedures, legislated requirements, and operations and maintenance programs. The newly developed commissioning template created for the Rose theatre is being utilized for all new City facilities;

• Negotiated an agreement with Rogers Cable and managed the installation of new robotic cameras in City Hall Council Chambers;

• Commenced Ontario Disability Act Audit Program in coordination with effected work areas; and


• Coordinated Winter Lights program for Corporate Properties to include City Hall Atrium and Ken Whillans Square.

MANAGEMENT STUDIES & BUSINESS SERVICES • Successfully completed the department’s 2007 capital budget in conjunction

with the affected divisions utilizing a resource capacity approach and funding envelope system within the new capital budget system;

• Successfully refined the 2007 current budget process with a newly developed, line-by-line / account-by-account approach to each cost centre within the department, allowing for additional detailed analysis and understanding of divisional requirements and opportunities for greater efficiencies;

• Provided management and leadership of the corporate integrated project management program to assist in the tracking, reporting, and communications of the status of approved capital projects and provided additional analysis to assist in the development of the 2007 capital budget and improved delivery of the City’s capital program; and

• Commenced operations of a newly formed section entitled Management Studies, providing internal consulting expertise to help operating departments and Senior Management identify operational efficiencies and improvements. Current focus is on resource and process development in the new Building Construction Division.


SERVICE IMPROVEMENT INITIATIVES COUNCIL AND ADMINISTRATIVE SERVICES: • Implemented business improvements in the City Clerk’s Office related to:

o the administration of stationary business licences to improve liaison between the Alcohol and Gaming Commission of Ontario and the City for licensed restaurants;

o the administration of “vital statistics” (birth, death, marriage) matters; and o the handling of payments for services of the City Clerk’s Office;

• Facilitated the approval of Accessibility Technical Standards, which provide a standard to be used in the construction/renovation of all City facilities and revised visual standards, to address the needs of persons with disabilities;

• Facilitated a process whereby the Accessibility Advisory Committee provides input into the design and development of City facilities, e.g. the new Cassie Campbell Community Centre, reconstructed facilities including Earnscliffe Recreation Centre;

• Facilitated accessibility sensitivity and awareness training for City staff

• Implemented revised processes with the Records Services section: o Records Centre procedures; o Processes under the Municipal Freedom of Information and Protection of

Privacy Act (FOI) – 44 requests in 2006; o Routine Disclosure and Active Dissemination (RD/AD) by departments; o Phase 1 of Classification and Retention Review;

• With respect to the Provincial Offences Court: o Streamlined processes to expedite service to the public, i.e. all Court

Administration Clerks are delegated authority to commission court documents;

o Streamlined processes related to the issuance of Certificates of Default for unpaid fines;

• With respect to the Committee of Adjustment, processed 288 minor variance applications, 65 consent applications and 29 appeals to the Ontario Municipal Board.

EMERGENCY MEASURES OFFICE: • We purchased two mobile emergency generators capable of producing 300kw

of power to be used in our recreation centres designated as emergency shelters


INFORMATION TECHNOLOGY: • Launch of the Rose Theatre Website (www.rosetheatre.ca) that provides the

public with information on the state of the art facility, which includes a calendar of events and the ability to purchase tickets on-line;

• Implementation of a Fleet Management System that provides the City with a full inventory control and work order management for fleet operations;

• Development of a Development Tracking Application that will provide our business partners with streamlined business processes, improved productivity, increased customer satisfaction and will support quality decision making, leading to a high quality built environment for the citizens of Brampton;

• Implementation of several enhancements to the Transit Scheduling and Rostering business system primarily driven by a business need to create bus schedules for the new, highly re-engineered, grid-based route system that has seen a 20% increase in the service level and 75% change to the existing routes coverage. The project resulted in savings and operational efficiencies for the City of Brampton and its taxpayers;

• Multilingual Customer Service Pilot project expansion to include the Human Resource division at City Hall and the Human Resource Career Centre;

• Development of Effective Customer Service Training for City Staff to enhance their understanding to deliver a consistent, professional and quality customer service to the City of Brampton’s internal staff and external clients

EFFICIENCY AND COST / REVENUE IMPROVEMENT MEASURES • Initiated Micro Imaging Project for financial records;

• Developed and implemented a new Division Fence By-law (June 2006) to replace the arbitration process for fence disputes available under The Line Fences Act.

• Implementation of a Fleet Management System that provides the City with a full inventory control and work order management for fleet operations;

• Developed and implemented a Mobile Communication Administrative Procedure for all corporate users;

• The successful development and implementation of a server consolidation initiative using virtual server technologies. Through this initiative the City will realize a cost avoidance of $500,000 in capital and operating expenditures over a three-year period;

• Developed a performance-based approach for new building construction and retrofit programs that targets utility cost reductions in a number of Recreational and Corporate facilities;


http://www.rosetheatre.ca/

2007 Service Plan Highlights by Division 1. COUNCIL AND ADMINISTRATIVE SERVICES The Council and Administrative Services Division is comprised of two distinct operational sections: the City Clerk’s Office and the Provincial Offences Court. CURRENT SERVICE LEVELS City Clerk’s Office: • Provides legislative services to Council and its committees (150 – 200 meetings

annually resulting in some 400 by-laws, 400 resolutions, 1,500 individual committee recommendations). As well, the Committee of Adjustment meets 18 times a year and handles about 450 applications;

• Provides statutory requirements of the municipal clerk under the Municipal Act 2001;

• Conducts regular municipal elections every 4 years and bi-elections as may be required for the 20 local offices, next election in 2010;

• Facilitates the development and implementation of the Municipal Accessibility Plan and ensures compliance with Provincial Accessibility Legislation as it pertains to a municipal accessibility committee;

• Administers the corporate records management program for active and inactive records (approximately 14,000 cubic feet of inactive records are maintained in two record centres and through an off-site service provider);

• Processes applications under the Municipal Freedom of Information and Protection of Privacy Act, and provides advice on related matters to all departments;

• Administers statutory requirements under the authority of the Registrar General

of Ontario for approximately 4,100 births, 1,500 deaths and 1,900 marriage licences annually; and

• Issues stationary business licences (3,000 annually) under the provisions of the City’s Licensing By-law, and lottery licences (275 annually) under the authority of the Alcohol and Gaming Commission of Ontario.

Provincial Offences Court: • Provides bilingual counter and telephone services (French and English),

including processing paperwork concerning approximately 90,000 Provincial Offence charges and 100,000 parking violations annually;

• Provides administrative services related to taking payments, court appearances (53,000 annually), “first attendances” (14,000 annually), “re-openings” (2,800 annually) and “appeals of convictions” (700 annually);


• Provides in-court assistance to presiding Justices of the Peace in three full-time courtrooms, including arraigning defendants, swearing in witnesses and interpreters, and recording trial proceedings and the decisions of the Justices of the Peace;

• Processes payments to witnesses for their participation in trials;

• Coordinates and processes payments to interpreters for their participation in trials;

• Prepares trial transcripts as required (300 annually); and

• Provides court administration services to enforcement agencies and to other City departments whose business relies on the courts (e.g., Treasury, Prosecutions).

2007 SERVICE DRIVERS A number of influences drive the demand for this division’s services, including:

• Population growth resulting in a corresponding increase in the need for services related to vital statistics (birth, death and marriage) stationary business licensing and the courts;

• The continued need to commit resources and funding to the records management program to assist and increase service levels to all departments, and administer the Municipal Freedom of Information and Protection of Privacy Act;

• The requirement for legislative services for Council and its committees, as well as staff committees; and

• A continued decline in judicial resources. STRATEGIC PLAN DIRECTION Council and Administrative Services supports the Strategic Plan’s Pillar 6.0 “Excellence in Local Government”, specifically:

• Open and Accountable Leadership (6.1) • Professional Delivery of Municipal Services (6.3)


2007 SERVICE OBJECTIVES • Review and documentation of formalized procedures within the City Clerk’s

Office; • Initiate a five-year corporate records management plan; • Ensure the appropriate information is accessible to our fellow employees, our

Council, and our citizens, including persons with disabilities and the multilingual community; and

• Implement the fourth Municipal Accessibility Plan approved by City Council in Fall, 2006.

2007 INITIATIVES • Maintenance of service level of business units within the City Clerk’s Office and

Court Administration; • Review of service levels related to Records Services Section, including

initiation of a 5 year records management program; • Revise and enhance corporate information management policies, procedures,

guidelines and training, to address corporate needs, including those of persons with disabilities and the multilingual community;

• Continue the program to train staff to gain greater knowledge of the Municipal Freedom of Information and Protection of Privacy Act; and

• Develop the fifth annual Municipal Accessibility Plan. 2007 Current Budget Impact ($000’s) Records Centre Clerk 56 POA operating expenditures savings – reduced judiciary services (offset by revenue reductions in non-departmental) (198) Revenue Adjustments:

Lottery licenses (decrease) 357 Committee of Adjustment fees (220) Other adjustments (24)

Micro filming Payroll & Financial Records (non-recurring) 30


2. EMERGENCY MEASURES OFFICE The Emergency Measures Office is a recognized leader in the field of Emergency Management and Crisis Management. It will continue to develop and implement innovative programs and further enhance the City’s emergency management abilities. CURRENT SERVICE LEVELS Emergency Management: • Develops plans for the City to be ready to respond to emergencies; • Trains an average of 50 municipal employees and members of partner

agencies per year since 1999 in Basic Emergency Preparedness (250+ people); and

• Organizes annual simulation exercises to prepare municipal staff to respond to emergencies. At least 150 people participate in this program.

Emergency Public Education: • Provides public education programs, which include:

o Training 100 Certified Emergency Response Volunteers (CERV); o Making presentations to over 1,000 people from various clubs and

associations on the subject of personal emergency preparedness; o Bussing in about 8,000 children from Grades 3 to 6 to the Emergency

Preparedness Week Exposition; o Giving presentations to approximately 200 school children in Grades 6, 7

and 8; and o Educating about 50,000 people through brochures, presentations and

kiosks during special events.

• Runs a website that receives 40 to 50 hits a week, and an information phone line that receives 5 to10 calls a week.

2007 SERVICE DRIVERS

Influences that drive the demand for this division’s services are as follows:

• We must follow the Ontario Emergency Management Act, Bill 148, revised 2003;

• The Corporation has a due diligence responsibility to provide for the safety of the citizens of Brampton; and

• Maintain a position of leadership in emergency management.


STRATEGIC PLAN DIRECTION The Emergency Measures Office supports many pillars of the Strategic Plan, with its primary focus being Pillar 5.0 “Community Lifestyle and Participation” and Pillar 6.0 “Excellence in Local Government”, specifically in the areas of: • Safe community with Exceptional Emergency Service (5.2) • Citizen Participation (6.2) 2007 SERVICE OBJECTIVES • Expand plans and programs to further enhance preparedness and bring new

emphasis on prevention and mitigation;

• Effectively coordinate and support emergency responses;

• Continue implementation of multi-year plan to develop Municipal Services Continuity for all departments; and

• Integrate emergency plans, programs, and initiatives with internal and external stakeholders.

2007 INITIATIVES • Maintain and expand on existing Emergency Measures programs and ensure

compliance to provincial regulation including training, exercises, and public education;

• Review and enhance Municipal Evacuation Plans;

• Develop Business Resumption Plans for Mission Critical functions;

• Develop and implement Influenza Pandemic strategies and plans including the development of a Business Emergency Network; and

• Manufacture and promote the PX3 Junior Board Game aimed at the Kindergarden-Grade1 levels as a public education tool for emergency preparedness.

2007 Current Budget Impact $(000’s) N/A 0


3. INFORMATION AND TECHNOLOGY The Information and Technology (IT) division delivers both internally (to the Corporation) and externally (to the Public) information, automated services and access to information and services that maintain a balance between convenience, control and cost while always ensuring quality and security without compromising the integrity of the information or the service. CURRENT SERVICE LEVELS Office of the CIO: • Provides leadership and vision for the use of technology to achieve corporate

objectives;

• Provides leadership, through the development of IT Master Plan, providing clear direction regarding the Information Technology Strategy and the Governance and Organizational elements required to deliver the strategy;

• Provides leadership for continued development of the City’s Call Centre;

• Establishes and manages the IT governance framework and related IT corporate polices, standards and architectures; and

• Leads the transformation to develop strategies to optimize technology investments and value through coordination of an IT Enterprise Architecture.

Call Centre: • Operates the Corporate Call Centre;

• Manages approximately 191,000 public enquiries annually (telephone, walk-in, and email) at City Hall’s Information Kiosk and the After Hours Call Centre; and

• Works in partnership with City departments to support their customer service needs.

Solutions and Systems: • Solutions and Systems act as a catalyst in the development and

implementation of business transformation solutions. This section includes Corporate Applications, E-Business and GIS Services;

• Provides IT leadership to the departmental IT leaders and staff; • Supports over 96 corporate business systems which provide City staff access

to computer applications and information sources;

• Develops, manages and maintains the Corporate website which welcomes over 2 million visits per year;

• Manages approximately 120 IT projects a year; and


• Manages the central GIS spatial database, containing over 450 layers of single source information.

IT Infrastructure Management: • IT Infrastructure Management provides project and operational services for the

technology infrastructure for the corporation: including IT security, telephony, and Client Services;

• The IT Security group provides protection for the information and technology assets of the corporation from elements both within and external to the City. Protective measures ensure business continuity, minimize business risk and maximize return on investments and business opportunities. Information security is achieved by implementing a suitable set of controls, including policies, processes, procedures, organizational structures and software and hardware functions. These controls are established, implemented, monitored, reviewed and improved, where necessary, to ensure that the specific security and business objectives of the City are met. This is done through security assessments and audits in conjunction with other business management processes;

• IT security develops and executes short and long term IT Security Strategies to ensure alignment and compliance with regulations, standards, City corporate policies and industry best practices;

• The IT security group continuously monitors and manages accounts for 2100 users, providing anti-virus, anti-spyware, intrusion detection and intrusion protection services, Internet browsing monitoring and filtering services as well as external email filtering services, resulting in 30,000,000 blocked (undesirable) emails annually;

• Supports a total data storage capacity in excess of 65 Terabytes (or the equivalent capacity of 100,000 compact disks) for the numerous software applications that operate simultaneously and collectively on 117 servers, accessed by 1,500 PCs;

• Designs, builds and maintains a complex Local Area Network (LAN) and Wide Area Network (WAN) that electronically connects over 65 facilities via 113 kilometers of fibre optic cable;

• Currently manages usage for approximately 2,000 phone lines, 525 cell phones, 185 PDAs, and over 800 2-way radios; and

• Provides Single Point of Contact (SPOC) Help Desk services to all internal technology users, receiving over 20,000 technology inquires and service requests per year.


IT Strategic Planning: • Responsible for the management of the IT Corporate Standards Program;

• Continue the development of the IT Standards Compliance Framework that encompasses Information Technology Infrastructure Library (ITIL), Controls and Objectives for Information Technology (COBIT), ISO17799, Payment Card Industry (PCI) and other best practices to ensure that all IT personnel across the City are complying to the same approved standards;

• Monitor the IT Standard Operating Procedures process to ensure that IT operating activities are documented controlled and managed; and

• Monitor and adjust the IT Strategic Plan to address the immediate IT needs of the corporation, and provide the recommended IT strategies to meet these needs. This plan will continue to grow and change as the needs of the corporation change with technology, processes and resource requirements.

2007 SERVICE DRIVERS The primary factors driving the services provided by this division include:

• Safeguard City’s information to ensure its integrity, confidentiality, and availability is appropriately provided to all City stakeholders. Information is both a strategic business asset and a public trust held on behalf of our citizens;

• Enhance security policies, regulations and standards compliance monitoring;

• Enhance security awareness and training programs;

• Continue enhancements to the Call Centre services that will offer citizens a virtual one-stop customer service access to a wide range of City information and ensure that information can be easily and equitably accessible. Our goal is to deliver this service in a simple, effective, courteous and respectful manner;

• Enhance the citizen’s experience by providing an enterprise-wide distributed solution that will deliver a seamless approach to organizing, tracking and monitoring citizen’s communications, inquiries, events and concerns;

• Sustain current service levels to sufficiently support the current and future business needs;

• Maintain consistent and effective delivery of Technology Services ensuring secure, reliable, continued access to corporate business systems for staff and members of the public;

• Ensure that all IT resources are functioning consistently across the corporation to meet IT compliance and audit standards; and

• Business Process transformation automation solutions that deliver corporate efficiencies, cost savings and enhanced service delivery.


STRATEGIC PLAN DIRECTION Information and Technology supports the Strategic Plan’s Pillar 6.0 “Excellence in Local Government”, specifically: • Professional Delivery of Municipal Services (6.3) • Customer Service Delivery 2007 SERVICE OBJECTIVES Call Centre Report Card Metrics

• 60% first call resolution for information and service requests • External calls answered within 11 seconds (average wait) • Caller time in queue no more than 10 minutes during peak periods.

IT Executive Report Card Metrics • 96% unwanted email filtering efficiency • 98% Internet browsing filtering efficiency • 99% malware detection and removal efficiency • 95% availability of critical business systems • 95% availability of technical infrastructure • Help Desk average response time to resolution 2 business hours. 2007 INITIATIVES • Continued development and implementation of the City’s Call Centre and

various Web initiatives that will enhance customer service for the public, providing quick and easy access to information;

• Development & implementation of an Corporate Asset Management program that will track the lifecycle of all city owned assets to meet increasing service levels and fiscal pressures as the City continues to grow;

• Development and implementation of a Customer Relationship Management (CRM) system that will provide a distributed solution to deliver a seamless approach to organizing, tracking and monitoring citizen’s communications, inquiries, events and concerns;

• Continue to work closely with Fire & Emergency Services on several initiatives including an upgrade to the Fire Communications Dispatch system that will enable Fire to provide a high quality of service and continue to ensure the safety of the citizens of Brampton;

• Implementation of a Development Tracking Application that will provide our business partners with streamlined business processes, improved productivity, increased customer satisfaction and will support quality decision making, leading to a high quality built environment for the citizens of Brampton;


• Implementation of a Web Content Management system to help leverage the web channel in communicating and interacting with citizens, customers and partners in a more effective and efficient manner;

• Continue to develop and implement the IT Corporate Standards Program to ensure all IT production system and procedures align with defined industry standards, providing for audit compliance and operational excellence;

• Maintain Payment Card Industry Standard Compliance for online transactions. The City of Brampton is a Merchant who accepts electronic payments and is obligated to operate in a secure environment defined by security standard developed by the Payment Card Industry Consortium. (VISA, MasterCard, American Express, and others);

• Maintain Information Security Technology elements at the current level to ensure maximum protection of confidentiality, integrity and availability of City of Brampton data;

• Development and implementation of a formal IT Change Management Process to proactively manage all changes to the IT Infrastructure;

• Optimizing the investment of technology by maintaining servers and network devices, as well as upgrading core Operating Systems and Desktop Technology to ensure availability of critical business applications;

• Continued development of the Fibre Optic Infrastructure (Public Sector Network) to enable connectivity to city facilities;

• Continued implementation of the IT Server Consolidation initiative enabling more effective use of technologies resulting in a reduction of Data Centre energy costs and resource requirements;

• Ongoing development and maintenance of the IT Standard Operating Procedures that ensures consistent service delivery and support for all technology customers;

• Pursue innovative technology solutions, which derives additional efficiencies and service enhancements to better serve the citizens of Brampton;

• Continuous monitoring and enforcing compliance to Industry Security Standards and City of Brampton IT Use Policy. Enhance Information Security awareness.

2007 Current Budget Impact ($000’s) Network Services, support contracts, and licenses 270 Business Process Advisor F/T 80 Business Process Advisor F/T 80 Admin Assistant (Contract conversion) 0 Admin Assistant F/T 0 Mgr., Call Centre Operations F/T 0 Operations Supervisor F/T 0


Project Manager (Contract, recovered from capital) 0 Implementation of IT security and assessment study (non-recurring) 100 Internal Borrowing repayments (491) 2007 Capital Budget Impact ($000’s) Architecture and Technology Planning 590 CIMS (Corporate Infrastructure Management Systems) 182 PSAB (Public Sector Accounting Board) Asset Management 4,170 Corporate Initiatives 345 CPDT (Corporate Property & Development Tracking) 378 IT Programs - Maintenance & Replacement of Existing Technology 2,904 Phoenix - Financial and Human Capital Management Systems 732 Online Customer Service Initiatives 8


4. BUILDING CONSTRUCTION SERVICES DIVISION

The Building Construction Division works in consultation with departments to project manage the planning, design, tendering, construction and commissioning phases of new and retrofit indoor capital building projects. Also, project manages the renovation and repair work for City facilities, including life cycle replacements, refresh programs, and mechanical / electrical upgrades as applicable, and works with the Asset Management section of Physical Plant & Real Property Services to co-ordinate feasibility studies, budget reports, site/environmental surveys, etc. for future new and redeveloped City buildings. 2007 SERVICE DRIVERS • City’s growth has increased the requirements for new facilities and

redevelopment of existing buildings; • Magnitude of current construction projects under management (approximately

$200 Million) will require significant use of alternative service delivery and related staffing to manage the program;

• Ontario Disabilities Act legislative requirements directly impact all public and workplace renovations and retrofits. All new construction and renovations must address the needs of persons with disabilities, in accordance with the Municipal Accessibility Plan; and

• New building codes, the Ontario Disabilities Act, and environmental and energy management legislative changes will have to be addressed in all future building planning and construction.

STRATEGIC PLAN DIRECTION

This Division’s objectives support the Strategic Plan’s Pillars 1.0 “Modern Transportation Systems”, 2.0 “Managing Growth”, 3.0 “Protecting Our Environment, Enhancing our Community”, 5.0 “Community Lifestyle” and 6.0 “Excellence in Local Government”. • Integrated and Expanded Road Network (1.1) • Pathways and Trails for People (1.3) • Reposition Brampton’s Downtown and Central Corridor (2.3) • Protecting Our Natural Environment (3.1) • Conserving Our Heritage (3.2) • Building Attractive Communities (3.3) • Apply Leading Environmental Design Standards (3.5) • Enjoyment of Public Open Spaces (5.4 • Encourage Citizen Participation (6.2) • Professional Delivery of Municipal Services (6.3) • Timely Decisions (6.4) • Strong Financial Management (6.5) • Strategic Partnerships (6.6)


2007 SERVICE OBJECTIVES • Cooperatively manage and administer new indoor facility construction projects,

renovations and repairs for the Corporation, on schedule and on budget;

• Ensure all new construction and renovations to existing infrastructure conform to evolving legislative requirements; and

• Optimize the performance of the City’s fixed assets and reduce costs by ensuring that all corporate facilities are built of durable, energy efficient materials;

2007 INITIATIVES • Complete construction of the Brampton Soccer Centre and the Earnscliffe

Recreation Centre;

• Continue construction on the Cassie Campbell Recreation Centre and the new Transit Garage Facility;

• Commence construction at the Century Gardens Recreation Centre and on the Parks Operations Centre, fieldhouses at City-wide parks, and Dorm F at the Flower City Community Campus;

• Include technical standards with all renovation specifications to structure how vendors have reduced, reused, and applied recycle principles that have positively impacted the capital project from a greening/sustainable perspective without causing undue financial hardship;

• Commence construction of new Fieldhouses and City-wide parks;

• Ensure all new construction and renovations address the needs of persons with disabilities (consistent with the Municipal Accessibility Plan);

• Complete indoor asset projects, including repair and replacement programs at numerous facilities; and

• Ongoing assessment and application of alternative service delivery methods, where applicable.

2007 Current Budget Impact ($000’s) Administrative Assistant to Director 58 2007 Capital Budget Impact ($000’s) The Division is an internal service provider and helps deliver the indoor capital budgets of other divisions and departments.


5. PHYSICAL PLANT & REAL PROPERTY SERVICES Physical Plant & Real Property Services is responsible for full life-cycle management of corporate real estate and facilities. This division provides service excellence within its portfolio of assets through the integration of four operational sections: Asset Management, Realty Services, Corporate Property Management and Corporate Security. CURRENT SERVICE LEVELS Asset Management • Coordinates and implements asset planning and portfolio management

strategies for all City-owned or leased facilities; • Takes inventory of all facility assets, and quantifies the remaining useful life,

assists in the creation of preservation programs, and develops a program that will determine whether repair or replacement is the most cost-effective option for the annual capital and operating budget cycle;

• Undertakes a Facility Review for all building assets that are considered surplus or in a transitional state;

• Undertakes a series of facility audits to ensure legal compliance and obtain knowledge about building performance (wear & tear). Legislated inspections include: structural, fire life safety, Electrical Safety, elevators, roof anchors, designated substances, and pressure vessels. Building performance audits include; roofs, building envelopes, HVAC, and electrical (scans);

• Reviews energy use, identifies and recommend key energy reduction measures to reduce building operating costs, and ultimately greenhouse gas emissions, under a 5-year Energy Management and Conservation strategy;

• Facilitates the administration, implementation and benchmarking of over 75 outside service contracts (e.g., HVAC, pool, electrical, etc.) through the review, development and implementation of preventative, demand and emergency maintenance service contracts for all City facilities and assets components; and

• Provides space-planning and interior design services; procurement of furniture and fixtures; coordination of all signage and way finding services; consulting on ergonomic issues; design and integration of barrier-free solutions and sustainability standards.


Realty Services: • Project manages the acquisition of various interests in real estate (road

widenings, proposed parks, utility easements, building leases, etc.), which includes consultation with operating departments, appraisals, negotiations and expropriations, and reporting to Council. Approximately 100 acquisitions and negotiations are underway at any one time;

• Project manages the disposal of surplus City real estate through the processes required by the City’s by-laws, policies and the Municipal Act;

• On behalf of the City, administers all leases, licenses and other interests in real estate. Approximately 100 agreements are administered, on an on-going basis; and

• Provides miscellaneous real estate consultative services, including valuations for cash-in-lieu of park contributions and evaluation of alternatives, and administering the inventory of municipal real estate.

Corporate Property Management: • Provides scheduled maintenance, operational and housekeeping services for

the City’s corporate buildings and corporate properties (currently exceeds 25 sites);

• Develops, administers, and implements planned maintenance, repair and replacement programs and standards within same portfolio of buildings and properties;

• Administers the leases within corporate properties and provides tenant services;

• Provides operational input, review, and assistance to implement construction and renovation projects within all corporate buildings;

• Provides special event administration, supervision, operational and care-taking services for corporate properties; and

• Manages the operation of in-house mail and courier services, in coordination with Shipping and Receiving at City Hall.

Corporate Security: • Provides security services for all City buildings and real estate;

• Ensures the safety and security of Council members, employees, citizens and visitors within City of Brampton properties;

• Secures corporate assets of the City of Brampton, including real property, equipment and supplies; and


2007 SERVICE DRIVERS A number of factors drive this Division’s provisions of services:

• City growth has: Increased the requirements for new construction and related services in

2007; Increased the use of our buildings and properties by our customers and

tenants; Resulted in more assets to be managed and inventoried.

• New construction and ongoing land and building acquisition, results in more assets to be managed and maintained;

• The increase in administrative staff required to provide services to a larger population, has made space planning a priority;

• Aging infrastructure and assets require staff to adjust capital forecasting for repairs & replacements of life cycle components and building renewal programs;

• Increases in administrative staff has resulted in more office moves, changes and adds, within existing City facilities;

• Ontario Disabilities Act legislative requirements directly impact all public and workplace renovations and retrofits. All new construction and renovations must address the needs of persons with disabilities, in accordance with the Municipal Accessibility Plan;

• Council Chambers requires upgrades to ensure that the facility services the stakeholders, the accessibility standards and the technologies now available for presentations;

• Escalating energy, maintenance and operational expenses have challenged staff to plan, design, develop and implement programs do more with less;

• Increased road construction activity has increased property requirements to support that construction;

• Introduction of improved procedures designed to reduce land acquisition costs by involving Realty Services earlier in the design process of capital works;

• Completion of the reorganization, and the transfer of responsibilities for lease/license administration, from operating departments to Realty Services;

• Increased emphasis being placed on the downtown campus of buildings. This has required additional involvement by all sections of this Division;

• As the City grows, and the municipality has more assets to manage, the need for increased security must also be addressed;

• The need for uniformity in security protocols, procedures and systems for all corporate facilities;

• The design and implementation of security operations and systems for new corporate facilities; and


• Addressing growth and transition has demanded the need for alternative service delivery methods in combination with controlled requests for additional staff resources.

STRATEGIC PLAN DIRECTION This Division’s objectives support the Strategic Plan’s Pillars 1.0 “Modern Transportation Systems”, 2.0 “Managing Growth”, 3.0 “Protecting Our Environment, Enhancing our Community”, 5.0 “Community Lifestyle” and 6.0 “Excellence in Local Government”. • Reposition Brampton’s Downtown and Central Corridor (2.3) • Protecting Our Natural Environment (3.1) • Conserving Our Heritage (3.2) • Building Attractive Communities (3.3) • Apply Leading Environmental Design Standards (3.5) • Foster a Unique Sense of Pride (5.1) • Enjoyment of Public Open Spaces (5.4) • Open and Accountable Leadership (6.1) • Encourage Citizen Participation (6.2) • Professional Delivery of Municipal Services (6.3) • Timely Decisions (6.4) • Strong Financial Management (6.5) • Strategic Partnerships (6.6) 2007 SERVICE OBJECTIVES • Implement a long-term, Corporate Space Plan for the Corporation, that will

include furniture and finish standards and determine the cost of providing employees with office space and move services;

• Implement the City Hall Expansion feasibility project that supports the long term Corporate Space Plan outlined above;

• Implement an interim Accommodation Plan to address the short term and medium range administrative space needs;

• Define the project scope for the Council Chambers renovations and fit up that will support the changing technology and accessibility requirements;

• Ensure all new repairs and renovations to existing infrastructure address the needs of person with disabilities (consistent with the Municipal Accessibility Plan);

• Optimize the performance of the City’s fixed assets and reduce costs by ensuring that all corporate facilities are retrofitted with durable, energy efficient materials;


• Manage and administer the City’s real estate inventory, leases, licences, easements and miscellaneous agreements;

• Meet client department’s timing requirements for the acquisition of real estate, subject to limitations imposed by statute;

• Continue the improvement of lease administration and meet all deadlines for renewals, rent adjustments, notices, etc.;

• Respond, in a timely manner, to client department’s requirements for services such as park contribution valuations, cost estimates, information requests, mail and parcel delivery and shipping, etc.;

• Dispose of surplus land and buildings to generate revenue and take advantage of development opportunities;

• Develop a facilities portfolio management strategy that addresses the life cycle costs and maintenance practices, which could include a five year Capital Replacement Plan for major in-door assets;

• Complete Facility reviews on properties deemed to be surplus or in transition;

• Complete the structural audits for all pool and arena facilities;

• Implement energy management programs and standards that reduce utility consumption at all City-owned facilities, through strategic renovations, retrofits and new construction initiatives;

• Provide clean, attractive and efficiently operated corporate facilities and properties that will be appealing to our customers and tenants;

• Document customer and property needs as identified through correspondences or studies and coordinate suitable actions to resolve or implement identified issues in a timely manner;

• Implement a Building Automation System Strategy, for the City that will guide the use, maintenance and purchase of automation systems at all City facilities; and

• Upgrade and maintain the security of all municipal properties, through the implementation of a Corporate Security Plan.

2007 INITIATIVES • Continued involvement in the design & construction of Brampton Soccer

Centre, Earnscliffe Recreation Centre and new Transit Garage Facility;

• Assist with the construction of Cassie Campbell Recreation Centres;

• Participate and support the design Phase for Century Gardens Recreation Centre and 129 Glidden Rd. (New Parks Operations Centre);

• Utilize the newly developed commissioning program and template created for the Rose theatre for all new City facilities;


• Include technical standards with all renovation specifications to structure how vendors have reduced, reused, and applied recycle principles that have positively impacted the capital project from a greening/sustainable perspective without causing undue financial hardship;

• Ensure all new repairs and renovations address the needs of persons with disabilities (consistent with the Municipal Accessibility Plan);

• Ensure completion of indoor asset projects, including repair and replacement programs at numerous facilities;

• Continue the development of a forward looking and coordinated Land Acquisition Strategy, including a consolidated view of planned and strategic acquisitions;

• Continuous improvement of the existing land acquisition tracking system to include deadlines for property clearance, expropriations approvals, estimated property value etc.;

• Create and maintain a current database for all City-owned and leased properties;

• Utilize the knowledge and resources of the Real Estate Coordinating Team to ensure appropriate responses to surplus land inquiries, and disposal of the same;

• Complete the process for addressing requests for non-market or subsidized rent/ purchases;

• Develop a comprehensive supply and demand tracking document that indicates the type, quantity and location of corporate space available, and proposed use, to respond to identified space requirements and staff projections;

• Complete the City Hall Expansion feasibility project that supports the long term Corporate Space Plan;

• Complete the Council Chambers renovations and fit up that supports the changing technology and accessibility requirements;

• Develop a facilities portfolio management strategy to protect our aging facilities by providing strategic interpretation of the lifecycle replacement and renewal strategies, financial data and facility utilization rates;

• Complete Facility reviews on the Siemens, Civic Centre, and 25 Rutherford Rd. properties;

• Operate and maintain, and participate in the determination of the future use of the Alderlea and FCCC Administration properties;

• Complete an engineering review of the City Hall HVAC systems;

• Develop and execute material and energy programs, specifying longer lasting and energy-efficient products for all new structures;


• Evaluate strategic contracts for electricity and natural gas purchases;

• Implement a revised Security Plan for City properties including enhanced security guard qualifications, upgraded security guard coverage and improved security systems installation and maintenance;

• Continue to work with other City Departments to establish service level agreements to assist in the operations and maintenance of City facilities and properties;

• Continue feasibility discussions regarding the maintenance and operations of W&T properties; and

• Review job descriptions and responsibilities, and regularly update staffing of Corporate Property Management properties.

2007 Current Budget Impact ($000’s) Security (adjustment to actual 2006 costs) 200 Security (additional requirements – capital driven) 150 Security systems – preventative and demand maintenance 80 Security enhancements (step 1) 896 Utilities 238 Operating costs - Alderlea 137 Operating costs – 129 Glidden Rd 71 Internal borrowing repayment (66) Transfer to Community Services (outdoor rinks) (152) 8 Nelson (costs for additional administration space) 289 Building Maintenance Operator F/T (complement only) 0 2007 Capital Budget Impact ($000’s) Emergency Measures & Corporate Security 975 Corporate Property / Indoor Assets 2,100 Corporate ODA Program 100 Asset Management 3,137 2007 Capital Budget Deferrals ($000’s) Emergency Measures & Corporate Security 675 Corporate Property / Indoor Assets 2,500 Corporate ODA Program 400 Asset Management 1,550


6. MANAGEMENT STUDIES & BUSINESS SERVICES Management Studies & Business Services provides dual functions, providing financial, administrative, budgetary and technology related services for the Management & Administrative Services Department via Business Services, while providing internal consulting expertise to all operating departments and Senior Management through the Management Studies area. In addition, the section undertakes and manages special projects as assigned by the Commissioner, manages the corporate Integrated Project Management Team, coordinates and manages inter-departmental communications, and represents the department on corporate teams. CURRENT SERVICE LEVELS • Provides administrative, financial, budgetary and technology related services;

• Manages the development and submission of annual operating and capital budgets;

• Assists in the development and implementation of a corporate project management infrastructure through the management of the Integrated Project Management Team;

• Directs and coordinates the annual work plan of the Management Studies group, providing internal consulting expertise through various Senior Management approved studies. Current focus is on resource and process development in the new Building Construction Division;

• Corporate policy administration;

• Service Plan review and consolidation;

• Represents the Department on cross-functional teams; and

• Coordinates and manages inter-departmental communications. 2007 SERVICE DRIVERS • Ensuring timely and accurate current and capital budget reporting;

• Providing coordination and administration of capital budget accounting, monitoring, and reporting needs;

• Through the Integrated Project Management Team, providing regular and reliable standardized project tracking and reporting on capital projects, and developing standard project management tools, templates, and processes to improve delivery of the City’s capital program;


• Through the Management Studies group, complete assigned studies to assist operating departments and Senior Management with efficiency improvements;

• Providing internal administration to coordinate aligned reporting of divisional reports to Senior Management Team and Council;

• Providing centralized administrative responsibility for certain department-specific applications; e.g., report tracking;

• Providing a perspective and knowledge base of corporate service needs to be provided by Management and Administrative Services by participating in many corporate team projects and initiatives; and

• Providing a comprehensive internal communication strategy for all divisions within the department to ensure maximum coordination of efforts and alignment of the department's goals and objectives among all divisions.

STRATEGIC PLAN DIRECTION Pillar 6: Excellence in Local Government

• Open and Accountable Leadership (6.1) • Professional Delivery of Municipal Services (6.3) • Strong Financial Management (6.5) 2007 SERVICE OBJECTIVES • Provide comprehensive support and guidance in all budget and financial related

issues;

• Professionally represent the Department in all cross-functional items;

• Continued development and implementation of a corporate project management infrastructure, assisting in risk management and establishing appropriate governance structures on integrated capital projects;

• Coordinate and manage communication to all Department employees in a timely and effective manner;

• Continue consolidation and review of departmental Service Plans; and

• Oversee operational policies and procedures for all divisions. 2007 INITIATIVES • In conjunction with various operational divisions, successfully complete a study

of Library services and a process review of financial securities in the Planning, Design & Development department;

• Continue to advance the Integrated Project Management Team objectives including improved communications, education and training, integration with


developing portfolio project management infrastructures, project delivery efficiencies, implementation of best practices, governance definition and clarification, policies and procedures, templates, and investigation of project management automation tools to assist in the delivery of capital projects;

• Complete a review and validation of the City’s Strategic Plan, ensuring it continues to provide valuable guidance in all our activities;

• In conjunction with the divisions, continue to develop a management reporting framework to assist in the analysis of operational performance metrics and financial target achievements;

• Reviews of major cost centres and accounts within the department to identify efficiency possibilities;

• Continue to evaluate and report on the effectiveness of the departmental capital budget process;

• Continue development of a clear and concise method of linking departmental service initiatives to budget recommendations;

• Develop, communicate, and process a regular monthly capital recovery process to ensure that each division recovers budgeted amounts;

• Continue development of new standards of budget creation focusing on resource capacity, business justification scenarios and the identification and quantification of service level matrixes; and

• Continue to evaluate and report on the effectiveness of the departmental current budget process.

2007 Current Budget Impact ($000’s)


MANAGEMENT AND ADMINISTRATIVE SERVICESCITY OF BRAMPTONCurrent Budget Financial Summary

2006 2006 2007 2007 Budget vs. %BUDGET FORECAST BUDGET 2006 Budget CHANGE

INFORMATION TECHNOLOGYLabour 5,903,794 5,300,522 6,827,730 923,936 15.6 Other 7,208,065 6,345,078 6,455,602 (752,463) (10.4)Total Expenses 13,111,859 11,645,600 13,283,332 171,473 1.3 Revenues (5,000) (8,500) (5,000) 0 0.0 Net Expenditures $13,106,859 $11,637,100 $13,278,332 $171,473 1.3

IMACSLabour 907,499 792,833 771,138 (136,361) (15.0)Other 52,811 48,301 80,377 27,566 52.2 Total Expenses 960,310 841,134 851,515 (108,795) (11.3)Revenues 0 (7) 0 0 0.0 Net Expenditures $960,310 $841,127 $851,515 $(108,795) (11.3)

ADMINISTRATIONLabour 522,308 531,018 1,019,548 497,240 95.2 Other 54,944 60,960 71,636 16,692 30.4 Total Expenses 577,252 591,978 1,091,184 513,932 89.0 Revenues 0 (703) 0 0 0.0 Net Expenditures $577,252 $591,275 $1,091,184 $513,932 89.0

EMERGENCY PREPAREDNESSLabour 401,062 386,412 418,985 17,923 4.5 Other 634,471 919,655 1,947,306 1,312,835 206.9 Total Expenses 1,035,533 1,306,067 2,366,291 1,330,758 128.5 Revenues 0 (8,023) (3,000) 3,000 0.0 Net Expenditures $1,035,533 $1,298,044 $2,363,291 $1,327,758 128.2

PHYSICAL PLANT AND REAL PROPERTYLabour 4,547,107 4,173,354 4,678,843 131,736 2.9 Other 6,119,653 6,532,690 6,609,185 489,532 8.0 Total Expenses 10,666,760 10,706,044 11,288,028 621,268 5.8 Revenues (3,070,950) (3,122,551) (3,176,959) 106,009 3.5 Net Expenditures $7,595,810 $7,583,493 $8,111,069 $515,259 6.8

VARIANCE


MANAGEMENT AND ADMINISTRATIVE SERVICESCITY OF BRAMPTONCurrent Budget Financial Summary

2006 2006 2007 2007 Budget vs. %BUDGET FORECAST BUDGET 2006 Budget CHANGE

VARIANCE

COUNCIL AND ADMINISTRATIVE SERVICESLabour 3,116,339 2,901,771 2,963,569 (152,770) (4.9)Other 1,634,593 1,334,940 1,166,296 (468,297) (28.6)Total Expenses 4,750,932 4,236,711 4,129,865 (621,067) (13.1)Revenues (2,401,793) (2,246,986) (1,694,700) (707,093) (29.4)Net Expenditures $2,349,139 $1,989,725 $2,435,165 $86,026 3.7

TOTAL MANAGEMENT & ADMINISTRATIVE SERVICESLabour 15,398,109 14,085,910 16,679,813 1,281,704 8.3 Other 15,704,537 15,241,624 16,330,402 625,865 4.0 Total Expenses 31,102,646 29,327,534 33,010,215 1,907,569 6.1 Revenues (5,477,743) (5,386,770) (4,879,659) (598,084) (10.9)Net Expenditures $25,624,903 $23,940,764 $28,130,556 $2,505,653 9.8

NOTE: Internal Audit has been presented as part of the Management and Administrative Service variance,however this section now reports to City Manager's Office


MANAGEMENT AND ADMINISTRATIVE SERVICESConsolidated Change from 2006 ($000's)

2007 Budget vs. 2006 Budget

Category Description

CORE OPERATING ADJUSTMENTS

Compensation - provisions for non union cost of living adjustment (COLA) / merit, union collective agreements, and adjustments to reflect actual costs

936 Compensation Adjustments

Gapping provision -- labour and benefits budgeted at 99% of annualized amount within department (expected savings reduced from 3% to 1%)


Administrative Assistant to Director of Building Construction Division F/T (approved reorganization)


Inflation on goods and services (e.g. utilities) 238 InflationOperating expenditure adjustments to reflect actuals and forecasted actuals

--Security Costs 200 Growth / Work Volume--Internal Borrowing repayment (based on approved Capital)

(557) Service

--POA operating expenditures savings - reduced judiciary service levels (offset by $220K reduction in POA Part I and III revenues in Non Departmental accounts; excludes parking violations)

(198) Growth / Work Volume

--Transfer to Community Services - reorganization (Gage Park and Outdoor Rink at Civic Centre)

(152) Service

--Other adjustments (office expenses, marketing, mileage, staff development, memberships, capital expenditures, materials, mail courier, rent, multilingual initiatives etc.)


Revenue adjustments to reflect actuals and forecasted actuals (volume driven)

--Lottery Licenses (based on approved Council direction to waive the licensing fees until budget approval; further impact to budget to be determined pending decision by Council)

357 Service

--Committee of Adjustment fees (220) Growth / Work Volume--Other adjustments (marriage licenses, general recoveries, board game sales, birth registrations, etc.)


SUBTOTAL, CORE OPERATING ADJUSTMENTS 947

COMMITMENTS

IT Infrastructure Management (maintenance contracts) 270 Capital Impacts - ServiceCall Centre Operations

--Business Process Advisors - Customer Service (2 F/T)

160 Capital Impacts - Service

--Administrative Assistant (1 Contract Conversion to F/T)


Operating savings (56) Capital Impacts - Service--Administrative Assistant (1 F/T) 50 Capital Impacts - Service

Operating savings (50) Capital Impacts - Service





--Manager, Call Centre Operations (1 F/T) 109 Capital Impacts - ServiceOperating savings (109) Capital Impacts - Service

--Operations Supervisor (1 F/T) 96 Capital Impacts - ServiceOperating savings (96) Capital Impacts - Service

--Project Manager (1 Contract) 104 Capital Impacts - ServiceCapital recovery (104) Capital Impacts - Service

Additional security requirements (capital driven) 150 Capital Impacts - Service8 Nelson - pro rated operating costs for administration space


Security Systems - preventative and demand maintenance 80 Capital Impacts - GrowthAlderlea - Base operating expenditures - non-programmed space


SUBTOTAL, COMMITMENTS 1,086

NON RECURRING

Implementation of IT security and assessment study 100 ServiceFollow Up Audit For PeopleSoft Security Review - outside service / resource

40 Service

Micro Filming Payroll & Financial Records 30 Service

SUBTOTAL, NON RECURRING 170

GROWTH AND SERVICE PRIORITIES

Enhanced security (step 1) 896 Service129 Glidden - operating expenditures (Capital Budget request in 2007)

--Building Maintenance Operator (1 F/T - complement only - funding in 2008)

0 Growth / Work Volume

--Other adjustments -- non-programmed space (budget in 2006 was for a vacant building)


Internal Auditor (1 F/T - complement only - utilizing existing base funding) - now moved to City Manager's Office


Records Centre Clerk (1 F/T) 56 Growth / Work Volume

SUBTOTAL, GROWTH AND SERVICE PRIORITIES 1,023

COST REDUCTION MEASURES

Administrative cost reductions (205) Reduction PackagesRemove funding for external services/support (146) Reduction PackagesOutside services (various) (134) Reduction Packages





Reduction in maintenance costs, identify savings within existing funding, renegotiation of contracts

(87) Reduction Packages

Preventative & Demand Maintenance - 41 George, Nelson & Market Sq, 55 Queen, 52 Rutherford, City Hall, Enforcement, & POA (full staffing complement to provide these services internally)

(147) Reduction Packages

SUBTOTAL, COST REDUCTION MEASURES (720)

TOTAL, NET EXPENDITURE CHANGE 2,506

SUMMARY BY CATEGORY (2007)

Compensation Adjustments 1,359Inflation 238Capital Impacts - Growth 80Capital Impacts - Service 1,006Health and SafetyCouncil ApprovedEfficiency / Financial PaybackGrowth / Work Volume (171)New or Increased Service 714Reduction Packages (720)

2,506

NOTE: Internal Audit has been presented as part of the Management and Administrative Service variance,however this section now reports to City Manager's Office


MANAGEMENT & ADMINISTRATIVE SERVICESCITY OF BRAMPTONRecommended Staff Additions

Position Quantity Description/Justification/Implication for Service Levels 2007 Budget vs. 2006 Budget

($000)

Administrative Assistant - Construction (F/T)

1 This person provides the Director of Construction with full-time administrative support. Co-ordinates all administrative functions as well as providing confidential administrative support to the Manager of Small Construction. The new Director of Construction requires full-time administrative support for efficient use of his time and expertise.

58

Business Process Advisors (F/T)

2 This position takes accountability for the City's ongoing development, maintenance, training and support of customer service contact management business processes. Responsibilities include: Managing business improvements and/or project-related tasks through the identification, analysis and documentation of gaps between current and desired end state processes; Identifying system/process integration points, opportunities for standardization, simplification and process automation, as well as groups responsible for tasks within processes; Providing customer support pertaining to process changes required and to all stakeholders of the processes;

160

Developing, implementing, training and advising employees oncustomer service policies and procedures, as well as participating in other assigned projects related to effective contact/inquiry management throughout the Corporation.

Administrative Assistant (CONVERSION TO F/T)

1 This position is required to provide full-time administrative support to the Customer Service Program Manager for efficient use of her time and expertise. The Corporation's Customer Service Program has developed into an ongoing City of Brampton strategic and operational business that requires a full-time resource to coordinate all administrative functions and provide confidential administrative support for effective delivery of the program on an ongoing basis.

Administrative Assistant (F/T)

1 This position is required to provide full-time administrative support to the Manager, Call Centre Operations for efficient use of her/his time and expertise. The City's Call Centre operation has developed to require the full-time attention of an administrative specialist to maximize its ongoing effectiveness and efficiency.

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Manager, Call Centre Operations (F/T)

1 This position is required to manage the City's Call Centre operations which currently include: (1) the after hours call management and dispatch service, (2) call management overflow service for departments during regular business hours, and (3) daytime call management and counter customer service at the Information Kiosk located in City Hall. These 24x7 operations require full-time management to ensure continued operational effectiveness and efficiency in partnership with the City's departments, as well as continued enhancement of the telephone customer service experience for Brampton's citizens.

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Operations Supervisor (F/T)

1 This position is required to provide hands-on supervision to the City's Call Centre team which currently provide: (1) after hours call management and dispatch services, (2) call management overflow services for departments during regular business hours, and (3) daytime call management and countercustomer services at the Information Kiosk located in City Hall.These 24x7 operations require visible, on duty supervision to ensure continued operational effectiveness and efficiency.

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Project Manager (CONTRACT)

1 This position is required to plan and manage the project activity, resources, and vendor relationships required to continue and complete the design and implementation of an effective City of Brampton 24x7 Corporate Call Centre solution. Funding for this position is available and will be recovered through the existing Call Management Program capital project.

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Building Maintenance Operator - 129 Glidden (F/T)

1 This position is required for 129 Glidden Rd. (being retrofitted to accommodate a Parks Maintenance and Operations depot). This position will provide preventative and demand maintenance services for the building and property infrastructure. Building Maintenance Officers utilize their education, training, and industry best practices, in coordinationwith City of Brampton policies & procedures to ensure our properties & facilities are maintained in a safe and efficient manner.

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They adhere to prescribed inspection and testing schedules/ frequencies and ensure work is done & documented (ie:legislated and code requirements for inspections & testing). They ensure a safe operating environment and a comfortable experience for staff and customers. They also maximize the life expectancy of all building infrastructure, and minimize costs associated with its maintenance.

Internal Audit Consultant (F/T)

1 This position will be responsible to perform compliance, operational and year end audits while maintaining the Institute of Internal Auditors standards of independence and professional proficiency. This position is required to meet the timelines of the annual workplan, maximize customer service and assist in meeting demands of unscheduled assignments without affecting the work plan and maintain service delivery objectives in relation to growth.

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A project is assigned from the approved annual workplan. The auditor will assess the adequacy of controls and compliance topolicies and procedures. The Auditor will then prepare a timely and accurate report that identifies recommended actions in order to reduce risk and add value to the City.

Records Centre Clerk (F/T)

1 This position will be responsible for:- retrieval of inactive records from records centres, at the request of departments- re-filing of inactive records returned to records centres- accessions of new boxes into the Records Centre(s)- assist in the Receive requests for retrieval of records from record centres- Retrieve the records- Re-file the records- Pick up record boxes from departments for transition from active to inactive file storage- Travel to/from record centres to departments

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To meet departmental needs to retrieve inactive files stored in record centres and to ensure that records are returned to inactive storage in accordance with corporate policies/procedures.


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