Public Services Department - Brampton...emergency and fire/life safety service provider that is committed to providing exceptional customer service and comprised of 476 professionals,

Public Services Department

PS-2

Public Services

Organizational Structure PS-3

Departmental Overview PS-4

Fire and Emergency Services Division PS-6

Brampton Transit PS-9

Recreation and Culture Division PS-11

Service Brampton PS-14

Facility Services Division PS-16

Business Services Division PS-18

Operating Budget Overview PS-20

Capital Budget Overview PS-44

Table of Contents

PS-3

Public Services

Chief Public

Services Officer

Julian Patteson

Coord

Office of the CPSO

M. Wellings

Director

Serv Brampton

R. Tsingos

Exec Director

Facilities Servs

A. Meneses

Director

Rec & Culture

D. Rosa

Exec Director

Transit

S. Connor

Director

Business Servs

B. Rutherford

Fire Chief

M. Clark

32 full-time

6 contract

268 full-time

18 contract

38 full-time

2 contract

123 full-time

18 contract

957 full-time

37 contract

479 full-time

2 contract

2 full-time

Organizational Structure

Department Overview:

The Public Services Department plans,

operates and manages most of the City’s

public-facing services.

Key service areas include:

Facility Services

Fire and Emergency Services

Recreation and Culture

Service Brampton

Transit

Business Services

PS-4

Public Services

Business Goals

Support responsible and sustainable growth management

initiatives

Demonstrate leadership in environmental stewardship

Enhance quality of life for residents and businesses

Engage stakeholders, volunteers and service partners

Strategic Plan Links

Good Government, Move & Connect, Smart Growth,

Strong Communities

Key Business Outcomes

Effective and efficient delivery of public-facing services

Delivery of quality services and facilities on time and on

budget

Current and Future Situation

Commitment to understanding our customers better in

order to fulfill service expectations

Customer Service Strategy

Passenger Charter

Respond to growth of the city and pressures for more

services and facilities

Increasing transit services

Adding new facilities

Adequate and sustainable funding to address

infrastructure deficit

Reduce the infrastructure backlog and maintain

assets in state-of-good-repair

Safety and quality of life in our community

Increase research in emergency and fire

management

Departmental Overview

PS-5

Public Services

2016 Strategic / Operational Initiatives

Deliver Canada 55+ Games

Design and construct major new capital facilities

Maintain state-of-good repair of the Public Services Asset

Inventory

Lead and deliver Customer Service Strategy initiatives

Meet expanding transit demands through delivery of Züm

and conventional transit services

Commence Queen Street Transit Master Plan

2017-18 Strategic / Operational Initiatives

Implement priorities from Corporate Asset Management

Plan

Increase programming for various Recreation and Culture

areas (i.e. Garden Square)

Advance Airport Road Master Plan and higher order

transit plan

Departmental Overview

PS-6

Public Services

Business Overview

Fire and Emergency Services is a modern progressive

emergency and fire/life safety service provider that is

committed to providing exceptional customer service and

comprised of 476 professionals, who provide a wide range of

services, which include:

Fire and Life Safety Education

Fire Prevention

Communications

Emergency Response

Apparatus and Maintenance

Training

Emergency Management

Administration

Divisional Goals

To provide efficient and timely emergency response within

approved service standards

Deliver quality training and support services for the public

and Fire personnel

To meet and enforce applicable legislative requirements


To work with Brampton citizens with programs to protect

life, property and the environment from the adverse effects

of various potential emergencies and dangerous

conditions

To respond to emergencies, using modern effective

techniques and technologies to minimize the harm done to

life, property and the environment


PS-7

Public Services


Issues:

Continued population growth

Changing legislation and policy

Increased frequency of emergencies and internal drivers

towards higher service levels

Opportunities:

Increased research in emergency and fire management

Increased public awareness

Growing interest for public engagement in emergency

response support and fire prevention


Cultural and gender diversity initiatives:

Reach out to diverse groups within the community to

increase awareness of our services and improve

community support and contribution

Critical infrastructure initiatives:

Initiation of construction of a new Fire Apparatus and

Maintenance Facility and renovation of Fire Station 204

Increased response capability and readiness initiatives:

Ensure the legislative requirements for mandatory fire

drills and inspections for vulnerable occupancies are

fulfilled


Critical infrastructure initiatives:

Completion of Fire Apparatus and Maintenance Facility

Completion of Fire Station 204 renovations

Planning and designing of Fire Service Campus

Increased response capability and readiness initiatives:

Production of the Standard of Cover for the Centre for

Public Safety Excellence (CPSE) Accreditation

Refresh of the Fire Master Plan

Additional cross training between Brampton Emergency

Management Office (BEMO) and Brampton Fire and

Emergency Services (BFES), and drills/exercises to test

protocols

Developing and practicing high-flow fire attack protocols


PS-8

Public Services

Key Operational Performance Indicators

Number and types of emergencies handled

Average response times to calls to the 90th percentile

Number of Fire Prevention Inspections performed and

files closed annually

Training provided, which includes:

Number of hours completed by Fire personnel

Number of citizens trained in the area of Fire and Life

Safety Education

Number of city, regional, and partner agency staff (e.g.

Red Cross, Salvation Army, etc.) trained by the

Emergency Management Office


PS-9

Public Services

Business Overview

Brampton Transit operates a fleet of 386 buses on 48 routes

carrying over 20 million passengers in 2014. There are 1,079

employees working within the following five sections:

Transit Operations

Transit Maintenance

Administrative Services

Business Strategies

Transit Marketing

Divisional Goals

To develop a safe and efficient transit system that

supports public transit ridership

To increase number of service hours in order to manage

growth and service demands resulting in increased transit

ridership

To improve bus rapid transit service and new technologies

allowing for improvement in the reliability, quality and

better connectivity within and beyond Brampton’s

boundaries by attracting new transit users


To provide safe, reliable and efficient transit service for the

City of Brampton while ensuring quality customer service


Managing issues/pressures associated with rapid growth

and meeting demands for higher service levels

Strengthening service hours and increase in modal split

will help manage growth pressures resulting in alleviating

traffic congestion

Evaluating and adjusting routes to meet Council approved

service standards for route performance

Brampton Transit

PS-10

Public Services


Launch of Züm service on Queen West corridor extending

the Züm service to the Mount Pleasant GO Station

Increase service hours on conventional transit routes to

manage growth and service demands as detailed in the

Council approved Business Plan

Continuing the development of the Queen Street Transit

Master Plan

Complete Phase 1 expansion of the Sandalwood Transit

Facility bus storage and administrative spaces

Promote the benefits of public transit to attract new transit

users


Enhancing Züm services on all four corridors to meet

increasing demand and provide a direct link to the Toronto

Transit Commission (TTC) subway extension at the

Vaughan Metropolitan Centre

Increase service hours on conventional transit routes to

manage growth and service demand as detailed in the

Council approved Business Plan

Launch a Passenger Charter to increase our commitment

to quality customer service

Refine plan for the extension of Züm Bovaird along Airport

Road, promote and explore funding opportunities for the

initiative

Facts and Figures

Revenue to cost ratio

On time performance: percentage of service delivered on

time

Ridership growth/increase in modal split

Number of complaints per 10,000 rides

Number of preventable collisions per 1 million kilometers

traveled

Brampton Transit

PS-11

Public Services

Business Overview

Recreation and Culture engages the community through the

delivery of arts, culture, sports and recreation activities which

positively contribute to healthier communities, through active

and well balanced lifestyles.

Divisional Goals

Support diversity and enable wellness through accessible,

age-friendly recreation

Ensure that Brampton residents have access to quality

recreational programs

Ensure a vibrant and active arts and culture community

exists

Increasing participation in programs at the community

level by offering the right programs at the right prices,

focusing on removing barriers to participation

Key Business Outcome

All Brampton citizens have the ability to engage in leisure

opportunities and increase their quality of life


PS-12

Public Services


Issues/cost-pressures associated with aging facilities

Removing barriers to participation for all ages and socio-

economic status (focus on Active Assist and Canadian

Tire Jumpstart programs) by developing a rates and fees

philosophy for Council approval

Evolving and resourcing the Sports Brampton unit to

become a leader in the ever changing and growing sport

industry


Lead transition planning for programs and services

previously provided by the Brampton Arts Council (BAC).

Support the development of the Parks and Recreation

Master Plan and Sport Facility Strategy.

Lead the coordination and planning for the delivery of the

2016 Canada 55+ Games, in August 2016

Create the Recreation and Culture Pricing Strategy and

present recommendations

Support the development of the Age Friendly Strategy

Assist with the implementation of the Sport Hall of Fame

Strategic Plan

Develop a City-wide Sponsorship Strategy

Continue to develop partnerships with health service

providers to improve access to programs and services

and support the Healthy Community Initiative


PS-13

Public Services


Increase programming of Garden Square, Gore Meadows

Community Centre, Mount Pleasant Village and Gage

Park

Initiate and assist with the review of the structure and

strategic purpose of the Brampton Sport Alliance;

consider the establishment of a Sport Council

Assist with the implementation of recommendations from

the Parks and Recreation Master Plan and Sport Facility

Strategy

Working with Arts and Culture Panel, help define strategy

for arts and culture in Brampton


Financial measures – revenue to cost ratio, investment

per participant/by program

Increased participation in programming/program fill rate

Customer measures – customer satisfaction levels on

program delivery, facility cleanliness and community

participation in Recreation and Culture programming and

outreach

Facility utilization measures – facility rental hours (ice,

room, amenities – availability prime vs non-prime), foot

traffic counts at facilities


PS-14

Public Services

Business Overview

Promote and provide an integrated City of Brampton

customer service experience for residents, businesses,

communities and members of the public.

Divisional Goals

Lead and deliver approved Customer Service Strategy

initiatives

Increase availability and simplify access to City services

by providing convenient, easy-to-use customer service

options

Foster a customer-oriented service culture that provides

an integrated service experience


Increased access, awareness and satisfaction with City

customer service

Consistent and high quality customer services via the

City’s 24x7 Contact Centre and 311 Service, Cashiers/

Revenue Services and Service Brampton Centre at City

Hall


Maintaining acceptable service levels while responding to:

Increasing volume of service requests and transactions

Increasing customer service value expectations

Increasing customer demands for easy-to-use service

options, available beyond traditional business hours

Service Brampton

PS-15

Public Services


Implement integrated City service offerings through 311,

online and at the Service Brampton Centre

Implement the first phase of a full-cycle online service

request management solution

Expand corporate participation in the City’s Customer

Service Excellence training and quality assurance

programs


Continue to phase-in online customer service

enhancements

Develop, promote and lead the next phase(s) of the

Corporate Customer Service Strategy


Number of Contact Centre and Service Brampton Centre

citizen inquiries received (in person, phone, email and

online)

Percentage of calls answered within 30 seconds

Percentage of inquiries resolved at first point of contact

Percentage of calls monitored achieve or exceed

customer service quality expectations

Number of Revenue Services transactions processed

Number of City employees participated in Customer

Service Excellence training programs

Service Brampton

PS-16

Public Services

Business Overview

Facility Services is an integrated multidisciplinary division

primarily responsible for the coordination of the City’s building

assets, including:

Design and project / construction management of new

buildings

Building additions and renovations

Real estate acquisitions / disposals and lease

management

Facility Management and Corporate Security

Facility strategic and support services including energy

management

Accommodations Planning

Asset Preservation

Coordinated capital planning and delivery to maintain our

building assets in a state-of-good-repair

Divisional Goals

Effective life cycle management of corporate assets, from

acquisition to disposal

Ensure high level of customer service

Reduce energy consumption

Finalize and implement a revised capital budget

development and project model


Facilities are safe and clean

Building operations are efficient and effective

Property rights are secured in a timely manner

Environmental sustainability is promoted

Construction projects are delivered on time and on budget


Creation of a Council-approved Facilities Master Plan

Creation of a comprehensive Facility Condition Index

Continue consolidation of all facility operations and

maintenance

Accommodations Master Plan

Initiation of a revised capital projects delivery model

Continued refinement of capital budget process

Facility Services

PS-17

Public Services


Improve capital delivery process to improve performance

and accountability

Building on the success of Service Level Agreements

(SLAs), advance consolidation of facility operations and

maintenance

Update Energy Master Plan


Finalize Facilities Master Plan

Finalize Energy Master Plan

Renew Accommodations Master Plan


Percentage of budget variance on capital projects

Number of buildings square foot maintained per employee

Utility consumption per square foot for all major buildings

Work Order completion rate

Facility Condition Index

Energy used per square foot

Facility Services

PS-18

Public Services

Business Overview

The Business Services Division provides a range of

administrative and support services to the department and its

divisions in collaboration with corporate departments,

including financial management, administration, audit liaison,

business systems, management of special projects, policies

and procedures, marketing and communications, and

business analysis.

Divisional Goals

Support divisions in achieving Corporate Strategic

Priorities

Lead and support the department in implementing new

initiatives

Coordinate the development of policy and procedures to

help manage risk and liability


Coordination of annual budget and financial reporting

Manage departmental business systems

Business and administrative process improvements


Lead departmental business and administrative process

improvements

Provide more strategic support services within the

department

Resources to meet service expectations

Engage staff in improving quality and consistency of

service delivery

Business Services

PS-19

Public Services


Lead the replacement of recreation software system

Continue implementation and deployment of facility

management software (Integrated Workplace

Management System)

Enhance policy and procedure program to include

monitoring and compliance of policy implementation and

audit follow-up

Provide business analysis support in priority areas (e.g.,

costing and user fees)


Complete the recreation software replacement project

Improve business processes to support departmental and

divisional needs

Continue policy development and process reviews that

align with strategic direction


Unique business system applications and users supported

per annum

Policy/procedure projects completed per annum

Audit/management comments consolidated and reported

on per annum

Business Services

PS-20

Public Services

2016 Operating Budget Overview


32.7%

Transit31.5%

Recreation and Culture19.1%

Service Brampton2.3% Facility Services

11.5%

Business Services PS

2.9%

2016 Total Budget by Division

($000s)2015

BUDGET

2015

ACTUALS*

2016

BUDGET

2016 vs 2015

BUDGET

%

CHANGE

BREAKDOWN BY CATEGORY

Labour Expenditures 210,129 205,533 220,292 10,163 4.8%

Other Expenditures 63,337 60,469 68,559 5,222 8.2%

Total Expenditures 273,466 266,002 288,851 15,385 5.6%

Gross Revenues (98,659) (94,233) (104,635) (5,976) 6.1%

Net Expenditures $174,807 $171,769 $184,217 $9,409 5.4%

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

PS-21

Public Services

2016-2018 Operating Budget Overview

Approved

($000s)2015

BUDGET

2016

BUDGET

2017

BUDGET

2018

BUDGET

DIVISIONAL BREAKDOWN

Fire $59,130 $60,328 $62,342 $64,575

Transit 54,613 58,010 58,978 59,123

Recreation & Culture 31,498 35,216 37,198 38,060

Service Brampton 4,175 4,261 4,421 4,596

Facility Services 20,123 21,137 22,358 23,395

Business Services 5,268 5,265 5,280 5,501

Net Expenditures $174,807 $184,217 $190,577 $195,251

Proposed

PS-22

Public Services


2016 2017 2018

Operating Adjustments $1,853 $541 $600

New Facilities & Services 5,378 4,237 1,789

Transit 3,387 2,408 2,005

Support Staff 89 315 1,739

Negotiated Wages 828 700 900

Revenue Increases (2,125) (1,840) (2,360)

COMBINED OPERATING BUDGET VARIANCE $9,409 $6,360 $4,674

CATEGORYBUDGET VARIANCES ($000s)

PS-23

Public Services


Fire

* 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 $56,296 $56,296 $57,267 $970 1.7%

Other Expenditures 3,134 3,043 3,440 306 9.8%


Gross Revenues (300) (295) (379) (79) 26.3%


2016 2017 2018

Operating Adjustments $91 $25 $25

New Facilities & Services 779 1,789 1,789

Support Staff - - 169


Revenue Increases (19) - -



PS-24

Public Services


Transit


($000s)2015

BUDGET

2015

ACTUALS*

2016

BUDGET

2016 vs 2015

BUDGET

%

CHANGE


Labour Expenditures $93,638 $91,382 $98,462 $4,824 5.2%



Gross Revenues (67,564) (62,914) (70,761) (3,197) 4.7%


2016 2017 2018


New Facilities & Services 703 - -

Transit 3,387 2,408 2,005

Support Staff 89 - -

Negotiated Wages (111) 75 100

Revenue Increases (1,492) (1,690) (2,160)

COMBINED OPERATING BUDGET VARIANCE $3,397 $968 $145

BUDGET VARIANCES ($000s)CATEGORY

PS-25

Public Services


Recreation & Culture


($000s)2015

BUDGET

2015

ACTUALS*

2016

BUDGET

2016 vs 2015

BUDGET

%

CHANGE


Labour Expenditures $41,833 $40,523 $45,752 $3,919 9.4%



Gross Revenues (28,630) (28,912) (31,149) (2,519) 8.8%


2016 2017 2018


New Facilities & Services 3,608 1,623 -

Support Staff - 84 538


Revenue Increases (433) (150) (200)

COMBINED OPERATING BUDGET VARIANCE $3,718 $1,982 $863


PS-26

Public Services


Service Brampton


($000s)2015

BUDGET

2015

ACTUALS*

2016

BUDGET

2016 vs 2015

BUDGET

%

CHANGE



Other Expenditures 332 124 237 (95) -28.6%

Total Expenditures 4,233 3,834 4,319 86 2.0%

Gross Revenues (58) (58) (58) 0 0.0%

Net Expenditures $4,175 $3,776 $4,261 $86 2.1%

2016 2017 2018

Operating Adjustments - $25 $25

New Facilities & Services 25 - -



COMBINED OPERATING BUDGET VARIANCE $86 $160 $175


PS-27

Public Services


Facility Services


($000s)2015

BUDGET

2015

ACTUALS*

2016

BUDGET

2016 vs 2015

BUDGET

%

CHANGE



Other Expenditures 11,928 10,675 12,850 922 7.7%


Gross Revenues (1,962) (1,830) (2,109) (146) 7.5%


2016 2017 2018


New Facilities & Services 264 825 -






PS-28

Public Services


Business Services


($000s)2015

BUDGET

2015

ACTUALS*

2016

BUDGET

2016 vs 2015

BUDGET

%

CHANGE



Other Expenditures 1,110 769 1,111 1 0.1%

Total Expenditures 5,413 4,706 5,445 32 0.6%

Gross Revenues (145) (223) (180) (35) 24.2%

Net Expenditures $5,268 $4,482 $5,265 ($3) -0.1%

2016 2017 2018


Support Staff - - 196



COMBINED OPERATING BUDGET VARIANCE ($3) $15 $221


PS-29

Public Services

2016 Proposed Budget Variance from 2015 ($000s)

Proposed

VarianceCategory Description

BASE OPERATING ADJUSTMENTS & GROWTH

> Compensation adjustments to reflect actual costs and forecasted actuals 828 Negotiated Wages

> Operating expenditure adjustments to reflect actuals and forecasted actuals

- Transit Maintenance Costs 636 Operating Adjustments

- Janitorial Contract Increase 588 Operating Adjustments

- Utilities 163 Operating Adjustments

- Fire Radio Communication System Contract 85 Operating Adjustments

- Minor Capital Adjustment (Transfer to General Government) (689) Operating Adjustments

- Fuel Rate Decrease (Diesel) (691) Efficiencies

- Minor operating adjustments 760 Operating Adjustments

> Revenue adjustments to reflect actuals and forecasted actuals

- Transit Revenue Adjustment 1,000 Operating Adjustments

- Transit Fare Increase (930) Revenue Increases

- Provincial Gas Tax (562) Revenue Increases

- Recreation (433) Revenue Increases

- Facility Services (146) Revenue Increases

- Fire and Emergency Services (19) Revenue Increases

- Business Services - New Coke Contract (35) Revenue Increases

> Conventional Growth Service Increase (4 Growth Buses, 12,000 Service Hours -

net $713K impact)

- Operators (10 F/T) 947 Transit

- Mechanics (1 F/T) 112 Transit

- Vehicle Fuel ($0.98/L) 144 Transit

- Outside Service Maintenance 18 Transit

- Vehicle Repairs and Maintenance 54 Transit

- Vehicle Tires 8 Transit

- Licenses 5 Transit

PS-30

Public Services


Proposed


BASE OPERATING ADJUSTMENTS & GROWTH (continued)

- Lubricants 4 Transit

- Presto Maintenance Costs 4 Transit

- Revenue Recovery (45%) (583) Transit

> Sandalwood Transit Expansion (net $703K impact)

- Facility Foreperson (1 F/T) 116 New Facilities & Services

- Facility Helper (2 F/T) 154 New Facilities & Services

- Operational Costs - Utilities, Materials, Outside Service Maintenance 433 New Facilities & Services

> Gore Meadows Phase 2 (net $1.9M impact)

- Facility Clerk (1 F/T) 73 New Facilities & Services

- Facility General Operator (3 F/T) 300 New Facilities & Services

- Programmer, Aquatics/Skate (1 F/T) 81 New Facilities & Services

- Programmer, Generalist (1 F/T) 81 New Facilities & Services

- Adult Program Instructor (1 P/T) 17 New Facilities & Services

- Various Aquactics Staff (120 P/T) 665 New Facilities & Services

- Skate Instructors & Rink Guards (20 P/T) 127 New Facilities & Services

- Camp Leader (15 P/T) 88 New Facilities & Services

- Program General Staff (15 P/T) 80 New Facilities & Services

- Customer Services Reps (15 P/T) 80 New Facilities & Services

- Various Fitness Staff (20 P/T) 83 New Facilities & Services

- Operations Staff (10 P/T) 62 New Facilities & Services

- Preschool Program Instuctor (10 P/T) 62 New Facilities & Services

- Seniors Program Leader (1 P/T) 17 New Facilities & Services

- Sport Instructor (10 P/T) 62 New Facilities & Services

- Operational Costs - Utilities, Materials, Preventative/Demand Maintenance 1,312 New Facilities & Services

- Revenue (1,286) New Facilities & Services

PS-31

Public Services


Proposed



> Apparatus and Maintenance Building (net $779 impact)

- Emergency Facility Technician (1 F/T) 114 New Facilities & Services

- Emergency Vehicle Technician (3 F/T) 341 New Facilities & Services

- Supply & Equipment Officer (2 F/T) 176 New Facilities & Services

- Operational Costs - Utilities, Materials, Preventative and Demand Maintenance 148 New Facilities & Services

> Springdale Library (net $264K impact)

- Building Maintenance Operator (1 F/T) 77 New Facilities & Services

- Operational Costs - Utilities, Materials, Preventative/Demand Maintenance 186 New Facilities & Services

> Canada 55+ Games (Phase 2 of 2) (net $640K impact)

- Operational Costs 800 New Facilities & Services

- Revenue (160) New Facilities & Services

- One time General Rate Stabiliazation Reserve Funding (640) New Facilities & Services

> Extended Customer Service Hours Initiative 25 New Facilities & Services

> Service Brampton, Business Process Advisor (1 F/T) 100 Support Staff

- Reduction in Outside Services Budget (100) Support Staff

> Manager, Building Design & Construction (1 Conversion from Contract to F/T) 150 Support Staff

- Capital Recovery (150) Support Staff

> Project Manager, Building Design & Construction (4 Conversions from Contract to

F/T)

534 Support Staff


> Project Coordinator, Building Design & Construction (5 Conversions from Contract

to F/T)

516 Support Staff


- Reduction in Labour Budget (103) Support Staff

> Analyst, Construction Project (1 Conversion from Contract to F/T) 67 Support Staff


PS-32

Public Services


Proposed



> Recreation Programmer, Central Public School (1 Conversion from Contract to F/T) 81 Support Staff


> Recreation Programmer, Senior Centre (1 Conversion from P/T to F/T) 81 Support Staff

- Reduction in Part Time Budget (81) Support Staff

> Recreation Programmer, Integrated Programs (1 Conversion from P/T to F/T) 81 Support Staff

- Reduction in Part Time Budget (81) Support Staff

> Business Services, Coordinator, Policy & Procedures (1 Conversion Contract to

F/T)

103 Support Staff


> Business Services, Project Lead (1 Conversion from Contract to F/T) 103 Support Staff


> Culture Programmer, Marketing, Arts and Culture (1 Conversion from Contract to

F/T)

72 Support Staff

> - Reduction in Labour Budget (72) Support Staff

> Transit, Administrative Assistant (1 F/T) 62 Support Staff

> PT Transit Service Clerk (1 F/T) 27 Support Staff

PS-33

Public Services


Proposed


NEW OR ENHANCED SERVICES

> Zum Support Service Increase (5 Growth Buses, 15,000 Service Hours - net $838K

impact)

- Operators (11 F/T) 1,042 Transit


- General Service Person (1 F/T) 79 Transit









> ZUM Service Increase (8 BRT Buses, 24,000 Service Hours - net $1.8M impact)

- Operators (18 F/T) 1,705 Transit



- Transit Coordinators (2 F/T) 230 Transit


- Outside Services - Maintenance 36 Transit

- Vehicle Repairs & Maintenance 215 Transit





PS-34

Public Services


Proposed


NEW OR ENHANCED SERVICES (continued)

- Revenue Recovery (45%) (1,323) Transit

- Zum Shelter Hydro 110 Transit

- Zum Shelter Maintenance 110 Transit

> Part-Time Job Evaluation (Year 2 of 3) 1,706 New Facilities & Services

SUBTOTAL, NEW OR ENHANCED SERVICES 4,380

TOTAL, NET EXPENDITURE CHANGE 9,409

PS-35

Public Services


Proposed




> Operating expenditure adjustments to reflect actuals and forecasted actuals 500 Operating Adjustments

> Ameresco Software - Licence and Support Fee 41 Operating Adjustments

> Revenue adjustments to reflect actuals and forecasted actuals


- Transit Fare Increase (1,190) Revenue Increases


> Conventional Growth Service Increase (4 Buses, 12,000 Service Hours - net $721K

impact)



- Transit Coordinator (1 F/T) 115 Transit









> Transit - Business Systems Analyst (1 F/T) 104 Transit

> Service Brampton, Supervisor, Call Centre Operations (1 F/T) 100 Support Staff

> Recreation - Programmer, Sport Tourism (1 F/T) 84 Support Staff

> Facility Services - Property Supervisor (1 F/T) 131 Support Staff

PS-36

Public Services


Proposed



> Williams Parkway Yard Phase 2 (net $825K impact)

- Property Coordinator (1 F/T) 115 New Facilities & Services

- Building Maintenance Operator (1 F/T) 77 New Facilities & Services

- Operational Costs - Utilities, Materials, Maintenance 632 New Facilities & Services

> Garden Square Operating (net $436K impact)

- Supervisor, Garden Square (1 F/T) 104 New Facilities & Services

- Coordinator (1 F/T) 92 New Facilities & Services

- Programmer (1 F/T) 72 New Facilities & Services

- System Technician- Audio Visual Infrastructure & Programming (1 F/T) 85 New Facilities & Services

- Part-time, Maintenance (4 P/T) 35 New Facilities & Services

- Support Staff (2 P/T) 39 New Facilities & Services

- Operating Cost 60 New Facilities & Services

SUBTOTAL, BASE OPERATING ADJUSTMENTS & GROWTH 1,852

PS-37

Public Services


Proposed



> ZUM Service Increase (6 Buses, 18,000 Service Hours - net $1,196K impact)

- Operators (14) 1,326 Transit

- Mechanics (2) 225 Transit

- General Service Person (1) 79 Transit

- Planning Coordinator (1) 104 Transit









> Zum Support Service Increase (2 Buses, 6,000 Service Hours - net $386K impact)







PS-38

Public Services


Proposed







> Recreation - Part-Time Job Evaluation 1,137 New Facilities & Services

> Fire - Firefighters (20 F/T) 1,789 New Facilities & Services



PS-39

Public Services


Proposed




> Operating expenditure adjustments to reflect actuals and forecasted actuals 600 Operating Adjustments

> Revenue adjustments (volume driven) - Rec & Culture


- Transit Fare Increase (1,660) Revenue Increases


> Conventional Growth Service Increase (4 Buses, 12,000 Service Hours - net $721K

impact)












> Facility Services - Property Coordinator (1 F/T) 115 Support Staff

> Facility Services - Building Maintenance Operator (1 F/T) 77 Support Staff

> Recreation - Programmer, Sport Facility (1 F/T) 84 Support Staff

> Facility Services - CCTV Reviewer (1 F/T) 112 Support Staff

> Facility Services - Shipper & Receiver (1 F/T) 70 Support Staff

> Fire - Fire Prevention Officer (1 F/T) 106 Support Staff

> Fire - Administrative Assistant, Training (1 F/T) 63 Support Staff

PS-40

Public Services


Proposed



> System Maintenance Technician, Corporate Security (2 F/T) 158 Support Staff

> Facility Services - Asset Life Cycle Advisor (1 F/T) 82 Support Staff

> Facility Services - Tangible Capital Asset (TCA) Assistant (1 F/T) 60 Support Staff

> Facility Services - Realty Services Clerk (1 F/T) 62 Support Staff

> Business Services, Coordinator, Policy & Procedures (1 F/T) 104 Support Staff

> Business Services, Assistant, Marketing Promotions (1 F/T) 92 Support Staff

> Recreation - Programmer, Rentals (1 F/T) 81 Support Staff

> Recreation - Programmer, Training, Subsidy, and Support (1 F/T) 84 Support Staff

> Recreation - League Coordinator (1 F/T) 103 Support Staff

> Recreation - Programmer, Community Development (1 Contract) 47 Support Staff

> Service Brampton, Business Process Advisor (1 F/T) 100 Support Staff

> Recreation - Rental Clerk (1 F/T) 67 Support Staff

> Transit Admin Assistant Maintenance (1 F/T) 70 Transit

> Fleet Maintenance Supervisor (1 F/T) 118 Transit

> PT Transit Service Clerk (1 F/T) 27 Transit

> PT Transit Service Clerk (1 F/T) 27 Transit

> Culture - Programmer, Marketing, Arts and Culture (1 F/T) 72 Support Staff

SUBTOTAL, BASE OPERATING ADJUSTMENTS & GROWTH 1,844

PS-41

Public Services


Proposed



> ZUM Service Increase (3 Buses, 9,000 Service Hours - net $654K impact)













> Zum Support Service Increase (2 Buses, 6,000 Service Hours - net $386K impact)







PS-42

Public Services


Proposed







> Fire - Firefighters (20 F/T) 1,789 New Facilities & Services



PS-43

Public Services


Additional details provided in

Appendix 1 - “Staff Request Descriptions”

DIVISIONS 2015STAFF

ADDS*2016

STAFF

ADDS2017

STAFF

ADDS2018

Business Services 32 2 34 0 34 2 36

Facility Services 123 12 135 3 138 9 147

Fire & Emergency Services 479 6 485 20 505 22 527

Office of the Chief Public Services Officer 2 0 2 0 2 0 2

Recreation & Culture 268 10 278 5 283 6 289

Service Brampton 38 1 39 1 40 1 41

Transit 957 52 1,009 36 1,045 29 1,074

DEPARTMENTAL TOTAL 1,899 83 1,982 65 2,047 69 2,116

*Includes F/T and conversions to F/T

COMPLEMENT

PS-44

Public Services

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

Business Services 300$ 100$ 100$ 500$

Facility Services 25,357 33,863 39,033 98,253

Fire & Emergency Services 3,329 5,400 6,345 15,074

New Development 5,000 2,000 - 7,000

Recreation & Culture 2,067 2,099 1,509 5,675

Service Brampton 60 450 300 810

Transit 16,978 21,982 18,283 57,243

Departmental Total 53,091$ 65,894$ 65,570$ 184,555$

PS-45

Public Services

2016-2018 Capital Budget & Forecast ($000s)

PS-46

Public Services


PS-47

Public Services


PS-48

Public Services

Operating Impact of 2016 Capital Budget

2016 20172018 &

Beyond

Grand

Total

Tax Bill

($)

Property

Tax %

Corporate Security Systems $200 $20 $20

Growth Vehicles 260 5 31 36

Bus Purchases 8,025 1,107 1,107

Facilities Repair & Replacement 22,250 10 10

Dispatch Equipment 279 74 74

Fire Campus Design 5,000 317 317

$36,014 $5 $1,137 $422 $1,564 $7.59 0.40%

Average Household

Impact *Operating Impact ($000s)

Project Description

Capital

Budget

($000s)

PS-49

Public Services


2017 20182019 &

Beyond

Grand

TotalTax Bill

($)

Property

Tax %

Energy Programs $300 $15 $15

Corporate Security Systems 250 20 20

Growth Vehicles 1,600 1,756 1,112 2,868

Bus Purchases 12,355 1,107 1,032 2,139

Facilities Repair & Replacement 27,253 1,146 1,146

Vehicle Maintenance System Pilot 3,250 105 105

Dispatch Equipment 350 74 74

Vehicle Replacement 2,850 335 335

Bus Refurbishments 2,455 289 289

Existing Facility Refurbishment 1,445 170 170

$52,108 $105 $2,898 $4,158 $7,161 $34.07 1.70%

Average Household

Impact *Project Description

Capital

Budget

($000s)

Operating Impact ($000s)

PS-50

Public Services


2018 20192020 &

Beyond

Grand

TotalTax Bill

($)

Property

Tax %

Growth Vehicles $750 $40 $88 $128

Bus Purchases 13,950 1,398 1,032 2,430

Facilities Repair & Replacement 34,798 1,068 1,068

Dispatch Equipment 2,654 557 557

Vehicle Replacement 2,430 286 286

$54,582 $1,438 $3,031 $4,469 $20.93 1.00%

Average Household

Impact *Project Description

Capital

Budget

($000s)

Operating Impact ($000s)

Documents

Public Services Department - Brampton...emergency and fire/life safety service provider that is committed to providing exceptional customer service and comprised of 476 professionals,