office of the chief operating officer - brampton budget/2016-2018... · office of the chief...

Office of the Chief Operating Officer

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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

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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

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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

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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


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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


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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


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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


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


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


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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


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


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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

LinkedIn

$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


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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


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


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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


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


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)


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Key Operational Performance Indicators


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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


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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


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


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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


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


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


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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


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


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

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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


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


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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


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2016 Operating Budget Overview

Economic Development &

Tourism25.1%


26.8%

Strategic & Enterprise Services

34.4%

Business Services8.8%


4.9%

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 7,842 352 4.7%

Other Expenditures 3,011 2,573 3,110 99 3.3%

Total Expenditures 10,501 10,110 10,952 451 4.3%

Gross Revenues (329) (387) (403) (74) 22.5%

Net Expenditures $10,172 $9,723 $10,549 $377 3.7%

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

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2016-2018 Operating Budget Overview

Approved

($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 3,625 3,719 3,835

Business Services 853 924 924 923

Office of Community Engagement 461 522 521 521

Net Expenditures $10,172 $10,549 $10,808 $11,077

Proposed

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2016 2017 2018

Operating Adjustments ($41) $75 $5

New Facilities & Services 288 188 267

Support Staff 253 - -

Negotiated Wages (49) (4) (4)

Revenue Increases (74) - -

COMBINED OPERATING BUDGET VARIANCE $377 $259 $269

CATEGORYBUDGET VARIANCES ($000s)

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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


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


Support Staff 8 - -


Revenue Increases 14 - -

COMBINED OPERATING BUDGET VARIANCE ($48) $49 $4


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($000s)2015

BUDGET

2015

ACTUALS*

2016

BUDGET

2016 vs 2015

BUDGET

%

CHANGE


Labour Expenditures $2,106 $2,146 $2,162 $57 2.7%

Other Expenditures 670 505 670 0 0.0%


Gross Revenues 0 0 0 0 -


2016 2017 2018

Operating Adjustments $0 $0 $0

New Facilities & Services - 117 150

Negotiated Wages 57 (1) (1)



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Strategic & Enterprise Services


($000s)2015

BUDGET

2015

ACTUALS*

2016

BUDGET

2016 vs 2015

BUDGET

%

CHANGE


Labour Expenditures $2,518 $2,476 $2,801 $283 11.2%

Other Expenditures 967 874 1,009 42 4.3%


Gross Revenues (98) (54) (186) (88) 90.3%


2016 2017 2018


New Facilities & Services 208 71 117

Support Staff 186 - -


Revenue Increases (88) - -



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Business Services


($000s)2015

BUDGET

2015

ACTUALS*

2016

BUDGET

2016 vs 2015

BUDGET

%

CHANGE


Labour Expenditures $660 $677 $658 ($2) -0.3%


Total Expenditures 854 882 925 71 8.3%

Gross Revenues (1) (1) (1) 0 0.0%

Net Expenditures $853 $881 $924 $71 8.4%

2016 2017 2018

Operating Adjustments ($9) - -

New Facilities & Services 80 - -


COMBINED OPERATING BUDGET VARIANCE $71 ($0) ($0)


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2016 2017 2018

Support Staff $59 - -

Negotiated Wages 1 (0) (0)

COMBINED OPERATING BUDGET VARIANCE $60 ($0) ($0)


($000s)2015

BUDGET

2015

ACTUALS*

2016

BUDGET

2016 vs 2015

BUDGET

%

CHANGE


Labour Expenditures $265 $266 $325 $60 22.7%


Total Expenditures 461 428 522 60 13.1%

Gross Revenues 0 0 0 0 0.0%

Net Expenditures $461 $428 $522 $60 13.1%

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2016 Proposed Budget Variance from 2015 ($000s)

Proposed

VarianceCategory 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

> Manager, Mgmt Advisory Services (1 F/T) 150 New Facilities & Services

> Corporate Policy Coordinator (1 F/T) 93 Support Staff

> Business Analyst (1 F/T) 93 Support Staff

> 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 377

TOTAL, NET EXPENDITURE CHANGE 377

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Proposed




> 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



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Proposed




> 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



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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 3 25 1 26 1 27

Strategic Communications 20 0 20 1 21 1 22

DEPARTMENTAL TOTAL 65 5 70 2 72 2 74

*Includes F/T and conversions to F/T

COMPLEMENT

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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$

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2016-2018 Capital Budget & Forecast ($000)

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