Committee of Council Item F3 for March 20, 2013 · That the report prepared by John Corbett, CAO, dated February 18, 2013, to the Committee of Council meeting of March 20, 2013, re:

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Report Committee of Council

A Standing Committee of Council The Corporation of the City of Brampton

BRAMPTON Report from the Office of the CAO and

Senior Management TeamLmptonca Flower City Date February 18 2013

laquo yoc n( 0 COMMITTEE OF COUNCILFile M25-Office of the Central Area bull Xdatf- March 2o 2n

Contact John Corbett CAO (Tel 905-874-2525)

Subject Forward Plan - Office of the Central Area

OVERVIEW

bull Established as a 2013 Council priority this report discusses an approach for the establishment of a new Office of the Central Area

bull The vision is to transform existing resources and processes into desired service levels and results with the goal of creating and delivering value to customers

bull The proposed mandate of the new Office of the Central Area is two-fold (1) to be a strategic office responsible for coordinating the planning and delivery of intra and inter-jurisdictional regulatory and non-regulatory services in the Central Area and (2) to provide a one-stop client experience for start-up businesses micro-business small and medium sized enterprises (SMEs) investors developers and other intermediaries interacting with the City of Brampton to conduct business in the Downtown and Central Area

bull Within this context this report highlights the proposed mandate functions services conceptual organizational design governance resources and implementation requirements associated with a new Office of the Central Area

bull Staff recommends establishing the Office of the Central Area in keeping with the principles contained in this report and that the CAO be authorized to implement the plan in conjunction with the Corporate Realignment project

RECOMMENDATIONS

1 That the report prepared by John Corbett CAO dated February 18 2013 to the Committee of Council meeting of March 20 2013 re Forward Plan shyOffice of the Central Area (File M25) be received and

2 That Council approve the creation of the Office of the Central Area as proposed in the report titled Forward Plan - Office of the Central Area herein and

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3 That the CAO be authorized to undertake the Implementation Plan contained in this report in conjunction with the Corporate Realignment project and to report any budget implications during the 2014 Committee of Council shyBudget meetings and

4 That to avoid duplication of services and as required by Paragraph 24 of the Memorandum of Understanding between the City of Brampton and the Brampton Downtown Development Corporation (BDDC) the CAO and Senior Management Team be authorized to initiate a review and evaluation of the mandate and services of the BDDC the provision of grants and assistance to the BDDC and the role of the Brampton Downtown Business Association (BIA-Business Improvement Area) further the findings of the review and evaluation shall be reported to Council when completed

BACKGROUND

Origin of Report

On December 12 2012 Council approved the following staff recommendation

1 THAT the report from the Office of the Chief Administrative Officer and Senior Management Team dated December 32012 to the Council meeting of December 12 2012 re (File E8) be received and

2 THAT staff be directed to report back to Committee with recommendations including a proposed Implementation Team structure organizational structure corporate and financial implications for the creation of a coordinated account management office for applicants within Bramptons Central Area the Office of the Central Area

The above resolution represents the origin of this report A full copy of the December 12 2012 report can be found in Appendix 1

DISCUSSION

Frame of Reference

In 2005 the City of Brampton established a steering committee to oversee the recruitment and work program of a new economic development advisor (Manager Central Area Economic Development) dedicated to coordinating attraction retention and competitive policy initiatives associated with the Downtown and Queen Street corridor

Since that time the City of Brampton also established two dedicated positions in the Planning Design and Development Department to manage policy and development application matters related to the Central Area geography and two

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additional economic development positions to coordinate research business development and marketing activities (one position is currently vacant)

Over the past seven years the activities that emerged from these four dedicated staff positions have positively raised the profile of the Central Area as an attractive business location for investment and employment

During its next phase of growth the Central Area will experience significant population and employment increases In order for the municipality to catalyze and support this anticipated growth Council believes it is necessary to create a municipal service delivery model focused on (1) a coordinated strategic approach to the planning and delivery of City services in this jurisdiction and (2) providing a one-stop experience for micro-businesses small and medium sized enterprises (SMEs) investors and other intermediaries interacting with the City of Brampton to conduct business in the Downtown and Central Area

The creation of this Office represents a major transformational shift whereby municipal services for the Central Area are coordinated in a horizontal manner rather than the traditional vertical organization The next section of the report highlights the proposed mandate functions services organization and governance associated with a new Office of the Central Area

Proposed Mandate Office of the Central Area

The proposed mandate of the Office of the Central Area is two-fold (1) to be the strategic Office responsible for coordinating the planning and delivery of intra and inter-jurisdictional regulatory and non-regulatory City services in the Central Area and (2) to provide a one-stop client experience for start-up businesses micro-businesses small and medium-sized enterprises (SMEs) investors developers and other intermediaries interacting with the City of Brampton to conduct business in the Downtown and Central Area

Geographic Jurisdiction

The geographic jurisdiction of the Central Area shall align with the boundaries identified in the Official Plan that is Queen Street from Bramalea Road (in the east) to McLaughlin Road (in the west)

However it is recognized that the area shall be expanded in the future to reflect Queen Street from Mississauga Road to Highway 50

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Proposed Functions

The primary municipal service functions of the Office of the Central Area are illustrated in Figure 1

This illustration of a radial cycle is intended to show the functional relationships to the core proposition of an Office of the Central Area The diagram emphasizes how municipal functions in the outer ring of circles (Strategy Operations Transactions and Customer Care) relate and contribute to the new Office

Figure 1 Functions Supporting the New Office of the Central Area

Office of

Operations the Central Transactions

Area

bull

m

Customer

Care

Below is a description of these functions

Strategy The new Office shall be responsible for determining the long term municipal planning and economic development goals and objectives of the Central Area adopting courses of action and allocating staff and budget resources necessary for carrying out these goals including infrastructure and capital planning municipal asset facilities strategic marketing and communications business development sector strategies such as creative industries long range land-use planning and development policy financial and non-financial incentives

Operations The new Office shall have the responsibility to coordinate multi-jurisdictional municipal services (operations and maintenance) performed on a daily basis in the Central Area The operations function shall be focused on transforming existing resources and processes into desired service levels and results with the goal of creating and delivering value to customers Examples

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include seasonal maintenance of municipal assets clean and green services security parking operations property standards and By-law enforcement

Transactions The new Office shall have the responsibility to be the one-stop location for municipal service transactions experienced by customers in the Central Area Functionally the Office shall serve as a single-window to the municipality for statutoryregulatory and non-regulatory services required by businesses in the Central Area While the administration of a transaction shall reside with the respective Department responsible for the applicable service the Office shall serve the important role of facilitator and account manager on behalf of a client Examples of municipal transactions include business licences approvals required by the Ontario Planning Act (including OPA SPA Zoning and Site Plan Control) and permits regulated by the Ontario Building Code Examples of non-regulatory services are small business counselling on BizPal and market-demographic-land-use research on location choices

Customer Care As a core underpinning of this strategy the new Office shall be responsible for establishing standards and the desired level of customer service as related to municipal processes experienced before during and after a transaction The goal is to develop a series of activities and process improvements designed to enhance the level of customer satisfaction - that is the feeling that a municipal service has met the customer expectation The Office shall be responsible for developing customer service levels provided by a person (eg account manager or service representative) and by automated technology applying self-service approaches such as telephone and the internet

Municipal Services

For illustrative purposes Figure 2 highlights the range and breadth of municipal services that would be included in the Offices portfolio

While this list is not intended to be exhaustive or inclusive it does provide an indication of the transformation and capacity required to align services under the mandate and responsibility of a single administrative unit

Figure 2 Typology of Municipal Services Office of the Central Area STRATEGIC OPERATIONAL TRANSACTIONAL CUSTOMER CARE

SERVICES SERVICES SERVICES

Long Range Policy Seasonal maintenance of Permits regulated by Account Management Planning roadways sidewalks open the Ontario Building Process Facilitation

spaces parks laneways Code Services

parking facilities Strategic Branding and Waste Requirements of the Inquiry Handling and Marketing ManagementEnvironmental Ontario Planning Act Fulfillment

(including OPA SPA Zoning Site Plan Control) Development applications bull Site plan

applications

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Strategic Communications amp

Media Relations (Web Content Management Newsletters Social Media Videos other Collateral Materials Communication

Toolkits) Issues Management

Business Development (Lead Generation)

Operating and Capital Service and Financial

Planning

Infrastructure Planning PMO - Special Projects

Inter-Government

Relations

Asset Portfolio

Management

Community and Industry Relations and Engagement bull Brampton Board of

Trade

bull Brampton Arts Council

bull Brampton Sale City bull Brampton Real

Estate Board

MP amp MPPs

BDDC

bull Regional Staff (PAMA Development Services)

bull Business Owners

(Small Medium

Property Standards Associated with Municipal Assets

Specialized Security and Emergency Operations

Facility Management Booking and Reservations Parking Control

Bylaw Enforcement Repair and Construction Services including business notification

Tree cutting Flower Baskets

Events Management (operations)

bull Heritage requirements

bull Beautification

initiatives

bull Sign consultation bull Incentive policies

(CIP) bull Facade Building

Improvement DCIP

bull Sign Subsidy bull Display of Wares bull New incentive

opportunities bull Mapping GIS bull Legal Services Business Licences

Administration of

Municipal Incentive Applications Tracking and Reporting Central Booking of City Facilities

Business Counselling amp Advisory Services

Service Standards and

Service Levels

Customer Relationship Management Contact Management Administration

Counter Services

Issues Complaints Management Administration

Customer Service

Technology

Customer Service

Training and Development

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Large) bull Corporations bull Property Owners bull Realtors

bull ORHMA (Ontario Restaurant Hotel Motel Association)

Industry Sector Strategy (HACE) Management of Community Improvement Plan (Rnancial and Non-Financial Incentives) Process Engineering amp Continuous

Improvement Research Monitoring of Economic Base and

Market Conditions

Competitive Policy Analysis Reporting to CAO SMT and Council Committees

BDDC and Liaison with External Agencies

As noted in Figure 2 the Office of the Central Area shall be a liaison with external agencies such as the Brampton Downtown Development Corporation (BDDC) Brampton Arts Council (BAC) Brampton Board of Trade and other organizations related to the municipal services planned and delivered by the Office of the Central Area

In order to avoid duplication of respective mandates and services this report recommends that the Citys obligation to review the BDDC organization within 10-years of its incorporation be undertaken (ie as outlined in the Memorandum of Understanding [paragraph 24] between the City of Brampton and the BDDC) The BDDC was incorporated in December 2005

Organizational Design

Purpose of Organizational Design

To create an organization that aligns and supports the strategic management and implementation of the Citys vision for a consolidated one-stop service Office dedicated exclusively to the Central Area

Design Principles

1 An Office directed by the CAO (or a Senior Executive from the CAOs Office) with multi-department jurisdictional authority Given the magnitude of this

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transformation and the related complex processes the Office shall be established as a special purpose Division from the Office of the Chief Administrative Officer

2 A one-stop experience for micro-business small and medium-sized enterprises (SMEs) investors and other intermediaries interacting with the City of Brampton to conduct business in the Downtown and Central Area This includes a fully supported customer service location (physical space) for clients to visit

3 Structured to coordinate the planning and delivery of City services in the Central Area jurisdiction

4 Structured to identify opportunities and implement change management methods that increase efficiency and effectiveness of municipal service operations processes and costs of doing business in the Central Area

5 A design that utilizes existing resources to build strategic and operational capacity and the intended expertise to launch the new Office Upon start-up the Office should be designed to be sustainable for a period of three to five years

6 To create a culture of empowerment related to service delivery One that facilitates more horizontal collaboration between Departments

7 Minimal budget impact

8 A flat hierarchical structure reporting to a single management leader with the opportunity to pool skills and resources from other departments on special assignments projects or processes in the Central Area

Organizational Structure Concept

Figure 3 conceptualizes reporting relationships in a proposed Central Area organization The design reflects principles described in the previous section including a flat hierarchical structure that encourages collaboration and consistent effective decision-making within one reporting relationship

The concept also reflects the reporting relationship between Central Area management and pooled skills and resources from various departments This matrix structure recognizes that staff with similar skills can join-together on key Central Area projects assignments and processes While working on these Central Area assignments staff shall report to the project manager responsible for the assignment In these situations the Supervisor may be the Leader of the Central Area for example

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This design concept includes a new complement for the position of Leader The leader is proposed to carry a title of Executive Director or Director reporting directly to the CAO This structure proposes accommodating all (five) of the existing staff positions with accountabilities for (1) Planning and Economic Development - Strategic Services including the HACE Program (2) Operations and Maintenance Coordination and (3) Customer Care Services including transactional services described in Figure 2

The Office leader shall have the following accountabilities Manage Service Planning Staffing and Budgeting for the Office Communications (internally and externally) SMTCouncil Reporting Direct strategic services Develop and implement a customer care and transactions plan and be responsible for coordinating departments on operational and maintenance services

Figure 3 Organization Concept

Senire Planning Budgeting Strategic Services Customer Care ltS Transactions Plan

Coordination of Operations and Maintenance

Pooled Resources from

City Departments

r

Governance Structure

On matters of policy and budget the new Office shall report to the Committee of Council In the new term of Council commencing in 2015 Council should consider establishing a Steering Committee comprised of elected officials with the responsibility of governing the municipal services of the new Office

CORPORATE IMPLICATIONS

The CAOs Office has hired a management firm to undertake a corporate-wide organizational review Staff has recommended in this report that the strategy outlined in the Discussion Section be submitted to the firm for consideration of the following implementation details

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The Consulting firm will be asked to review and assess the mandate functions services principles and conceptual organizational design to provide the CAO with advice on a final recommended structure

Financial Impact

The Current 2013 budget includes dedicated labour expenditures related to Downtown Brampton and Central Area services namely five (5) full-time complement (ie 2 in EDO 2 in PDD and 1 new vacant complement HACE Program Coordinator approved in the 2013 EDO budget)

In addition non-labour expenditures exist in the PDD Department EDC Department and Non-department budgets (2013) that are dedicated to Downtown Brampton and Central Area services

Existing approved capital budgets shall be used to support the creation of the physical office space for the new administrative unit

The most complex factor in a financial analysis relates to City-wide municipal service expenditures that include the Central Area as a proportionate share These costs are reported on a City-wide basis not specifically to the Central Area jurisdiction

The following course of action shall be undertaken

1 A budget impact analysis of services dedicated to the Downtown and the rest of the Central Area shall be undertaken by the CAO and the consulting firm in relation to the preferred organizational design This analysis shall also include the financial impact of creating a new complement for the leader position

2 Any budget impacts shall be reported to Committee of Council - Budget by the CAO during the deliberation of the 2014 budget cycle

3 Budget administration including the creation of new cost centers and corresponding accounts shall be undertaken by the Finance Department and the new leader of the Office

HR Impact

The CAO (and HR Division) incorporating advice from the Consulting firm shall undertake the following activities

10

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1 Complete job evaluations with a job grade and salary band assigned to each position

2 Prepare Job Descriptions related to each position in the preferred organizational structure

3 Assess HR implications and support Implementation Plan

4 Recruit leader position

Communication Impact

A communication plan shall be approved by the CAO that considers the following

1 Key Messages Background and FAQs related to the creation and next steps of the Office of the Central Area

2 Internal and external audiences such as staff involved with the new Office of the Central Area Council SMT all staff media Central Area stakeholder community and general public

3 Specific communication tactics to support each phase of the implementation plan

Office Location

In order to achieve the one-stop service vision it is imperative that the new Office of the Central Area be housed in a highly visible and accessible location for clients to visit The preferred location for a new Office of the Central Area is the ground floor of City Hall

BPM staff shall be authorized to design space requirements when the CAO approves the final organizational structure supporting the new Office This phase will provide key inputs to the BPM designers including number of staff proposed positions and space needs including internal and public facing services

Implementation Team

The following team shall oversee the implementation program

bull John Corbett CAO bull Ian Smith MNP LLP bull Dan Kraszewski Commissioner (Acting) Planning Design and Development bull Rick Conard Acting CBO Building Division PDD bull Sohail Saeed Director Economic Development Office

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bull Dennis Cutajar Commissioner of Economic Development amp Communications bull Sherry Adams Executive Director Human Resources

Implementation Plan

The activities and timeframes outlined in Figure 4 are proposed to advance this initiative

Figure 4 Implementation Plan - Major Activities ACTIVITY DEADLINE (est)

1 Council Approval of Forward Plan March 20 2013

2 Develop Final Organization Structure with Consulting Firm 2naQ2013

3 Staffing Budget Office SpaceLocation Analysis 2nd Q 2013

4 Develop HR Communication Framework Based on Confirmed Information 2nd Q 2013

5 Roll-out New Office with Corporate Realignment 2nd Q 2013

6 HR Implementation Phase (including hiring a Leader of the new Office) 3rd Q 2013

7 Office Space Construction Commences 4th Q 2013

8 New 2014 Service Plan amp Budget Estimates to Budget Committee 4trade Q 2013

9 Move-In Phase 1s Q 2014

10 Prepare 2014-2017 Strategy and Work Plan 1sQ 2014

Communications shall roll out concurrently with key activities identified in this Implementation Plan most notably actions 1567 and 9

CONCLUSION

In conclusion this report serves as a forward plan for the formalization of a new Office of the Central Area This management report provides scope and direction on a key project identified by Council and the CAO

It is recommended that the CAO along with the Implementation Team proceed with the Imjalfiijientation Plan identified in this report

Jdrtn Co ett

r^ ChiefAd iinistrative Officer

1 Dennis Cutajar Dan Kraszewski

Commissioner Commissioner (Acting) Economic Development amp Planning Design amp Communications Development

Appendix A Recommendation Report- Office of the Central Area dated December 3 2012 adopted by Committee of Council - Budget December 12 18-20 2012

12

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Appendix A

13

F-raquo4 Report

Committee of Council - Budget Committee of the Council of

The Corporation of the City of Bramptonbromplonca flOWer City

Report from the Office of the CAO and

Senior Management Team

Date December 3 2012 COMMITTEE OF COUNCIL

Subject RECOMMENDATION REPORT Office of the Central Area

File E8

Contact John Corbett Chief Administrative Officer 905-874-2614

Dennis Cutajar Commissioner

Economic Development amp Communications 905-874-2698

Dan Kraszewski Commissioner

Planning Design and Development (Acting) 905-874-2082

Overview

bull Downtown Brampton and the Central Area are a strategic focus for Bramptons next phase of growth This area will be the civic economic cultural and institutional heart of the City as it transforms into a major urban destination

bull The current service structure of the Corporation needs to respond to investmentbusiness traffic by directing clients to one customer service provider In fact the current structure encourages interactions with dozens of internal service providers and many external approval agencies at various stages of the business development

bull The aspiring entrepreneurs that are attempting to navigate the approvals processes on their own generally have expertise in areas that are not related to development approvals and will be juggling a variety of applications administered by the City and external approval authorities The City has the potential to be a significant resource for the applicants

bull An enhanced customer experience and an increase in the efficiency of the delivery of our services could be achieved through the positioning and consolidation of various core services The creation of an Office of the Central

Area would provide a single source of contact for potential investorsbusiness owners that would allow account management from the time of inception to the opening of the business

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The Office for the Central Area would also ultimately be responsible for coordinating and implementing the full range of operational and maintenance practices for the Downtown in conjunction with the Brampton Downtown Development Corporation In this regard an implementation Team will be required to fulfill all of these responsibilities

Recommendations

1 THAT the report from the Office of the Chief Administrative Officer and Senior Management Team dated December 32012 to the Council meeting of December 122012 re (File E8) be received and


Background

Economic Development of the Central Area

It is a goal of the City of Bramptons Council to position the City as a premier highly sought-after business location with an open for business attitude and dedication to supporting the innovation and strategic growth of our business community

The Downtown and Central Area will be the civic economic cultural and institutional heart of the City and will be transformed over the next 20 years into a major urban destination During the next phase of growth this area will experience significant population and employment increases and should be a strategic focus for Brampton to ensure that good governance and excellence in customer service creates a prosperous local economy

Current Situation

Service Providers

The nature of Ontarios regulatory system creates a multi faceted challenge for investorsbusiness owners who may be navigating the approvals process for the first time and often on their own or who need critical information to determine their interest in investing in the downtowncentral area

The internal service providers regulating business development and operating within Brampton may include and are not limited to any one or all of the following

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Economic Development (Business attraction retention and expansion) Urban Design (development approval) Site Plan Approval (development approval) Development Permitting (development approval) Building Permitting (construction approval) Sign Permitting (construction approval) Heritage Approval (development approval) Committee of Adjustment Approval (development approval) Business Licensing (operations approval) Road Operations (construction approval) Financial Services (incentives and development charges)

The external authorities regulating business development and operating within Brampton may include any one or all of the following

bull Conservation Approval (development approval) bull Regional Approvals (development and construction approval) and bull Ministry Approvals (development approval)

Appendix 1 outlines the various departmentsagenciesinitiatives that can influence the decision making process for a prospective investorbusiness when they are considering the downtowncentral area as a place to be These are important facets in guiding the emergence of a great downtown however there needs to be a single source of contact that understands these various facets how to leverage their involvement how to maximize their contribution to the client and guide the investorbusiness in navigating the approvals process

Organizational Structure

Core service providers are dispersed throughout various divisions and geographic locations of the corporation creating many avenues by which an applicant may enter the approvals process None of the avenues currently provide a turnkey service for an applicant

A potential investor business owner will find themselves interacting with several different people about several different approvals at any given time

Geography of Jurisdiction

The office of the Central Area will focus their efforts in Downtown Brampton and the Central Area including Queen Street from McLaughlin Road to Bramalea Road as identified in the Official Plan

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Opportunity

The corporations current staff compliment possesses the knowledge required to manage guide or direct investorsbusiness owners through the various internal and external approvals processes With a proper account management structure and some minor realignment of the appropriate staff the corporation has the opportunity to provide a world class resource to the investmentbusiness community

Conclusion

An enhanced customer experience and an increase in the efficiency of the delivery of our services could be achieved through the positioning and consolidation of various core services The creation of an Office of the Central Area would provide a single source of contact for potential business owners that would allow account management from inception to the opening of the business

RespectfjjJIySubmitted Original Signed By

Original Signed By

JohnC^ Dennis Cutajar Chief Administrative Officer Commissioner Economic

Development amp Communications Original Signed By

Dan Kraszewski

Commissioner (Acting) Planning Design amp Development

Appendix 1 - Influencing Agencies

Report authored by Rick Conard

Flrtt Influencing Agencies

Internal Groups

Mayor amp Council Members

Planning

bull Central Area planners bull Heritage staff bull Urban Design

Building Division

bull Zoning bull Plans amp Permits

Public Works

bull Road Operations bull Traffic

bull Parking

Corporate Services

bull By-laws bull Property Standards bull Accessibility bull Legal

Financial Services

bull Incentive programs bull Development charges

Community Services

bull Parks Maintenance

bull Rose Theatre

bull Event Staff

EDO and Corporate Communications

bull SBEC

bull Communications Advisors

bull Media Advisors

bull Event Staff

Committees amp Initiatives

BARAC

HACE

Hot Study Display ofWares CIP Incentive Programs Downtown Beautification

Heritage Theatre Parking Strategy Social Media

Directory Signs Franchise Show

External Groups

BDDC

Go Transit

Brampton Board ofTrade Brampton Arts Council Brampton Safe City

Brampton Real Estate Board

MPampMPPs

Regional Staff (PAMA Development Services) Business Owners (Small Medium Large) Property Owners

Realtors

ORHMA (Ontario Restaurant Hotel Motel Association)

Ministry of Natural Resources Ministry ofMunicipal Affairs and Housing Ministry ofTransportation Toronto Region Conservation Authority Credit Valley Conservation Authority

Media

Brampton Guardian Brampton Business Times Trade Talks

SNAP Brampton

Ethnic Media

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3 That the CAO be authorized to undertake the Implementation Plan contained in this report in conjunction with the Corporate Realignment project and to report any budget implications during the 2014 Committee of Council shyBudget meetings and

4 That to avoid duplication of services and as required by Paragraph 24 of the Memorandum of Understanding between the City of Brampton and the Brampton Downtown Development Corporation (BDDC) the CAO and Senior Management Team be authorized to initiate a review and evaluation of the mandate and services of the BDDC the provision of grants and assistance to the BDDC and the role of the Brampton Downtown Business Association (BIA-Business Improvement Area) further the findings of the review and evaluation shall be reported to Council when completed

BACKGROUND

Origin of Report

On December 12 2012 Council approved the following staff recommendation

1 THAT the report from the Office of the Chief Administrative Officer and Senior Management Team dated December 32012 to the Council meeting of December 12 2012 re (File E8) be received and


The above resolution represents the origin of this report A full copy of the December 12 2012 report can be found in Appendix 1

DISCUSSION

Frame of Reference

In 2005 the City of Brampton established a steering committee to oversee the recruitment and work program of a new economic development advisor (Manager Central Area Economic Development) dedicated to coordinating attraction retention and competitive policy initiatives associated with the Downtown and Queen Street corridor

Since that time the City of Brampton also established two dedicated positions in the Planning Design and Development Department to manage policy and development application matters related to the Central Area geography and two

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Proposed Functions




Office of


Area

bull

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Customer

Care




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Municipal Services









applications

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Planning


Inter-Government

Relations

Asset Portfolio

Management


Trade



Estate Board

MP amp MPPs

BDDC



(Small Medium








bull Beautification

initiatives



Improvement DCIP



Administration of




Service Levels


Counter Services


Customer Service

Technology

Customer Service


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Market Conditions








Design Principles


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City Departments

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Financial Impact









HR Impact


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Office Location



Implementation Team



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Implementation Plan














CONCLUSION



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Appendix A

13

F-raquo4 Report







File E8






Overview






Fi-15


Recommendations



Background




Current Situation

Service Providers



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Opportunity


Conclusion



Original Signed By



Dan Kraszewski





Internal Groups


Planning


Building Division


Public Works


bull Parking

Corporate Services


Financial Services


Community Services


bull Rose Theatre

bull Event Staff


bull SBEC


bull Media Advisors

bull Event Staff


BARAC

HACE




External Groups

BDDC

Go Transit



MPampMPPs


Realtors



Media


SNAP Brampton

Ethnic Media

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Proposed Functions




Office of


Area

bull

m

Customer

Care




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Municipal Services









applications

FS-fc






Planning


Inter-Government

Relations

Asset Portfolio

Management


Trade



Estate Board

MP amp MPPs

BDDC



(Small Medium








bull Beautification

initiatives



Improvement DCIP



Administration of




Service Levels


Counter Services


Customer Service

Technology

Customer Service


n-n





Market Conditions








Design Principles


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City Departments

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Financial Impact









HR Impact


10

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Office Location



Implementation Team



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Implementation Plan














CONCLUSION



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12

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Appendix A

13

F-raquo4 Report







File E8






Overview






Fi-15


Recommendations



Background




Current Situation

Service Providers



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Fi-n

Opportunity


Conclusion



Original Signed By



Dan Kraszewski





Internal Groups


Planning


Building Division


Public Works


bull Parking

Corporate Services


Financial Services


Community Services


bull Rose Theatre

bull Event Staff


bull SBEC


bull Media Advisors

bull Event Staff


BARAC

HACE




External Groups

BDDC

Go Transit



MPampMPPs


Realtors



Media


SNAP Brampton

Ethnic Media

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Proposed Functions




Office of


Area

bull

m

Customer

Care




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Municipal Services









applications

FS-fc






Planning


Inter-Government

Relations

Asset Portfolio

Management


Trade



Estate Board

MP amp MPPs

BDDC



(Small Medium








bull Beautification

initiatives



Improvement DCIP



Administration of




Service Levels


Counter Services


Customer Service

Technology

Customer Service


n-n





Market Conditions








Design Principles


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City Departments

r





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Financial Impact









HR Impact


10

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Office Location



Implementation Team



n

Fb-tZ


Implementation Plan














CONCLUSION



Jdrtn Co ett





12

Ffc-13

Appendix A

13

F-raquo4 Report







File E8






Overview






Fi-15


Recommendations



Background




Current Situation

Service Providers



FVlt










Fi-n

Opportunity


Conclusion



Original Signed By



Dan Kraszewski





Internal Groups


Planning


Building Division


Public Works


bull Parking

Corporate Services


Financial Services


Community Services


bull Rose Theatre

bull Event Staff


bull SBEC


bull Media Advisors

bull Event Staff


BARAC

HACE




External Groups

BDDC

Go Transit



MPampMPPs


Realtors



Media


SNAP Brampton

Ethnic Media

Fi-5




Municipal Services









applications

FS-fc






Planning


Inter-Government

Relations

Asset Portfolio

Management


Trade



Estate Board

MP amp MPPs

BDDC



(Small Medium








bull Beautification

initiatives



Improvement DCIP



Administration of




Service Levels


Counter Services


Customer Service

Technology

Customer Service


n-n





Market Conditions








Design Principles


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Fl-|







City Departments

r





Pi-10



Financial Impact









HR Impact


10

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Office Location



Implementation Team



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Fb-tZ


Implementation Plan














CONCLUSION



Jdrtn Co ett





12

Ffc-13

Appendix A

13

F-raquo4 Report







File E8






Overview






Fi-15


Recommendations



Background




Current Situation

Service Providers



FVlt










Fi-n

Opportunity


Conclusion



Original Signed By



Dan Kraszewski





Internal Groups


Planning


Building Division


Public Works


bull Parking

Corporate Services


Financial Services


Community Services


bull Rose Theatre

bull Event Staff


bull SBEC


bull Media Advisors

bull Event Staff


BARAC

HACE




External Groups

BDDC

Go Transit



MPampMPPs


Realtors



Media


SNAP Brampton

Ethnic Media

FS-fc






Planning


Inter-Government

Relations

Asset Portfolio

Management


Trade



Estate Board

MP amp MPPs

BDDC



(Small Medium








bull Beautification

initiatives



Improvement DCIP



Administration of




Service Levels


Counter Services


Customer Service

Technology

Customer Service


n-n





Market Conditions








Design Principles


Fpound-8












Fl-|







City Departments

r





Pi-10



Financial Impact









HR Impact


10

Fi-n










Office Location



Implementation Team



n

Fb-tZ


Implementation Plan














CONCLUSION



Jdrtn Co ett





12

Ffc-13

Appendix A

13

F-raquo4 Report







File E8






Overview






Fi-15


Recommendations



Background




Current Situation

Service Providers



FVlt










Fi-n

Opportunity


Conclusion



Original Signed By



Dan Kraszewski





Internal Groups


Planning


Building Division


Public Works


bull Parking

Corporate Services


Financial Services


Community Services


bull Rose Theatre

bull Event Staff


bull SBEC


bull Media Advisors

bull Event Staff


BARAC

HACE




External Groups

BDDC

Go Transit



MPampMPPs


Realtors



Media


SNAP Brampton

Ethnic Media

n-n





Market Conditions








Design Principles


Fpound-8












Fl-|







City Departments

r





Pi-10



Financial Impact









HR Impact


10

Fi-n










Office Location



Implementation Team



n

Fb-tZ


Implementation Plan














CONCLUSION



Jdrtn Co ett





12

Ffc-13

Appendix A

13

F-raquo4 Report







File E8






Overview






Fi-15


Recommendations



Background




Current Situation

Service Providers



FVlt










Fi-n

Opportunity


Conclusion



Original Signed By



Dan Kraszewski





Internal Groups


Planning


Building Division


Public Works


bull Parking

Corporate Services


Financial Services


Community Services


bull Rose Theatre

bull Event Staff


bull SBEC


bull Media Advisors

bull Event Staff


BARAC

HACE




External Groups

BDDC

Go Transit



MPampMPPs


Realtors



Media


SNAP Brampton

Ethnic Media

Fpound-8












Fl-|







City Departments

r





Pi-10



Financial Impact









HR Impact


10

Fi-n










Office Location



Implementation Team



n

Fb-tZ


Implementation Plan














CONCLUSION



Jdrtn Co ett





12

Ffc-13

Appendix A

13

F-raquo4 Report







File E8






Overview






Fi-15


Recommendations



Background




Current Situation

Service Providers



FVlt










Fi-n

Opportunity


Conclusion



Original Signed By



Dan Kraszewski





Internal Groups


Planning


Building Division


Public Works


bull Parking

Corporate Services


Financial Services


Community Services


bull Rose Theatre

bull Event Staff


bull SBEC


bull Media Advisors

bull Event Staff


BARAC

HACE




External Groups

BDDC

Go Transit



MPampMPPs


Realtors



Media


SNAP Brampton

Ethnic Media

Fl-|







City Departments

r





Pi-10



Financial Impact









HR Impact


10

Fi-n










Office Location



Implementation Team



n

Fb-tZ


Implementation Plan














CONCLUSION



Jdrtn Co ett





12

Ffc-13

Appendix A

13

F-raquo4 Report







File E8






Overview






Fi-15


Recommendations



Background




Current Situation

Service Providers



FVlt










Fi-n

Opportunity


Conclusion



Original Signed By



Dan Kraszewski





Internal Groups


Planning


Building Division


Public Works


bull Parking

Corporate Services


Financial Services


Community Services


bull Rose Theatre

bull Event Staff


bull SBEC


bull Media Advisors

bull Event Staff


BARAC

HACE




External Groups

BDDC

Go Transit



MPampMPPs


Realtors



Media


SNAP Brampton

Ethnic Media

Pi-10



Financial Impact









HR Impact


10

Fi-n










Office Location



Implementation Team



n

Fb-tZ


Implementation Plan














CONCLUSION



Jdrtn Co ett





12

Ffc-13

Appendix A

13

F-raquo4 Report







File E8






Overview






Fi-15


Recommendations



Background




Current Situation

Service Providers



FVlt










Fi-n

Opportunity


Conclusion



Original Signed By



Dan Kraszewski





Internal Groups


Planning


Building Division


Public Works


bull Parking

Corporate Services


Financial Services


Community Services


bull Rose Theatre

bull Event Staff


bull SBEC


bull Media Advisors

bull Event Staff


BARAC

HACE




External Groups

BDDC

Go Transit



MPampMPPs


Realtors



Media


SNAP Brampton

Ethnic Media

Fi-n










Office Location



Implementation Team



n

Fb-tZ


Implementation Plan














CONCLUSION



Jdrtn Co ett





12

Ffc-13

Appendix A

13

F-raquo4 Report







File E8






Overview






Fi-15


Recommendations



Background




Current Situation

Service Providers



FVlt










Fi-n

Opportunity


Conclusion



Original Signed By



Dan Kraszewski





Internal Groups


Planning


Building Division


Public Works


bull Parking

Corporate Services


Financial Services


Community Services


bull Rose Theatre

bull Event Staff


bull SBEC


bull Media Advisors

bull Event Staff


BARAC

HACE




External Groups

BDDC

Go Transit



MPampMPPs


Realtors



Media


SNAP Brampton

Ethnic Media

Fb-tZ


Implementation Plan














CONCLUSION



Jdrtn Co ett





12

Ffc-13

Appendix A

13

F-raquo4 Report







File E8






Overview






Fi-15


Recommendations



Background




Current Situation

Service Providers



FVlt










Fi-n

Opportunity


Conclusion



Original Signed By



Dan Kraszewski





Internal Groups


Planning


Building Division


Public Works


bull Parking

Corporate Services


Financial Services


Community Services


bull Rose Theatre

bull Event Staff


bull SBEC


bull Media Advisors

bull Event Staff


BARAC

HACE




External Groups

BDDC

Go Transit



MPampMPPs


Realtors



Media


SNAP Brampton

Ethnic Media

Ffc-13

Appendix A

13

F-raquo4 Report







File E8






Overview






Fi-15


Recommendations



Background




Current Situation

Service Providers



FVlt










Fi-n

Opportunity


Conclusion



Original Signed By



Dan Kraszewski





Internal Groups


Planning


Building Division


Public Works


bull Parking

Corporate Services


Financial Services


Community Services


bull Rose Theatre

bull Event Staff


bull SBEC


bull Media Advisors

bull Event Staff


BARAC

HACE




External Groups

BDDC

Go Transit



MPampMPPs


Realtors



Media


SNAP Brampton

Ethnic Media

F-raquo4 Report







File E8






Overview






Fi-15


Recommendations



Background




Current Situation

Service Providers



FVlt










Fi-n

Opportunity


Conclusion



Original Signed By



Dan Kraszewski





Internal Groups


Planning


Building Division


Public Works


bull Parking

Corporate Services


Financial Services


Community Services


bull Rose Theatre

bull Event Staff


bull SBEC


bull Media Advisors

bull Event Staff


BARAC

HACE




External Groups

BDDC

Go Transit



MPampMPPs


Realtors



Media


SNAP Brampton

Ethnic Media

Fi-15


Recommendations



Background




Current Situation

Service Providers



FVlt










Fi-n

Opportunity


Conclusion



Original Signed By



Dan Kraszewski





Internal Groups


Planning


Building Division


Public Works


bull Parking

Corporate Services


Financial Services


Community Services


bull Rose Theatre

bull Event Staff


bull SBEC


bull Media Advisors

bull Event Staff


BARAC

HACE




External Groups

BDDC

Go Transit



MPampMPPs


Realtors



Media


SNAP Brampton

Ethnic Media

FVlt










Fi-n

Opportunity


Conclusion



Original Signed By



Dan Kraszewski





Internal Groups


Planning


Building Division


Public Works


bull Parking

Corporate Services


Financial Services


Community Services


bull Rose Theatre

bull Event Staff


bull SBEC


bull Media Advisors

bull Event Staff


BARAC

HACE




External Groups

BDDC

Go Transit



MPampMPPs


Realtors



Media


SNAP Brampton

Ethnic Media

Fi-n

Opportunity


Conclusion



Original Signed By



Dan Kraszewski





Internal Groups


Planning


Building Division


Public Works


bull Parking

Corporate Services


Financial Services


Community Services


bull Rose Theatre

bull Event Staff


bull SBEC


bull Media Advisors

bull Event Staff


BARAC

HACE




External Groups

BDDC

Go Transit



MPampMPPs


Realtors



Media


SNAP Brampton

Ethnic Media


Internal Groups


Planning


Building Division


Public Works


bull Parking

Corporate Services


Financial Services


Community Services


bull Rose Theatre

bull Event Staff


bull SBEC


bull Media Advisors

bull Event Staff


BARAC

HACE




External Groups

BDDC

Go Transit



MPampMPPs


Realtors



Media


SNAP Brampton

Ethnic Media

Documents

Committee of Council Item F3 for March 20, 2013 · That the report prepared by John Corbett, CAO, dated February 18, 2013, to the Committee of Council meeting of March 20, 2013, re: