Table of Contents - Brampton

City of Brampton | 2012 Current and Capital Budget BPM

Table of Contents

Department / Division Overviews. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . BPM 3

Buildings and Property Management Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . BPM 4

Building Design and Construction Division. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . BPM 14

Business Planning Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .BPM 17

Property Management Section. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . BPM 21

Realty Services Section. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . BPM 24

Current Budget Highlights. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .BPM 27

Consolidated Change from 2011. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . BPM 28

Staff Additions Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . BPM 30

Capital Budget and Forecast. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . BPM 31

2012 Capital Budget & 2013-2021 Capital Forecast. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . BPM 32

2012 Capital Budget – Project Detail Summaries. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . BPM 34

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Department / Division Overviews

3

Buildings and Property Management: Department Overview


Department: Buildings and Property Management

Commissioner

: Julian Patteson

What function(s) does the Buildings and Property Management Department serve?

Buildings and Property Management provides the City of Brampton with expertise in four key service areas: Building Design and Construction, Business Planning, Property Management and Realty Services. As the Centre of Excellence for a large and diverse inventory of physical assets, the department comprises all the necessary functions and lines of business to ensure full life-cycle management of the City of Brampton's property portfolio.

Goals and Objectives

To provide visionary leadership as Brampton continues its evolution to a strong and vibrant City with an exceptional quality of life for its residents and businesses. The delivery of the department’s services will be organized around the following performance goals:

o Responsible management of real property assets o Exceptional value-added services and consulting expertise o Service/ Operational Excellence o Fiscal Responsibility o Environmental Stewardship and Greening Principles

4



Specific Measures

o Provide outstanding customer service to both our clients and stakeholders, while demonstrating operational excellence in the day-to-day care and preservation of City buildings and properties. The department will ensure delivery of property and facility requirements, full life cycle management of our large and valuable inventory of physical assets, and provision of sound professional advice to Council, Senior Management, clients and service partners

o Comprehensive review, identification and implementation of total facility accommodation and space strategies and efficient property management solutions to effectively meet the City’s current, intermediate and long-term requirements

o Lead the City in property management “greening” principles that will protect our environment, monitor and mitigate energy consumption, conserve our heritage properties and apply environmentally sustainable design, construction and operations of City buildings

o As a co-leader in the City’s commitment to barrier free city-wide buildings, continue to ensure that both renovation and new construction project designs incorporate the City of Brampton Accessibility Technical Standards

o As a partner and service provider to all departments city-wide, provide a full range of professional real estate services, i.e. appraisals, acquisitions, disposals, expropriations, lease management, easements, encroachments, etc.

o As a partner and service provider to all departments city-wide, provide technical expertise from concept to completion related to real property issues, feasibility studies, design, renovation or construction, operations and security

Major Service Deliverables

o Administer the City’s land and building assets o Maintain portfolio of corporate buildings o Provide a broad range of facility services in support of approximately 4 million

square feet of mixed-use space o Negotiate, administer and manage over 150 leases and occupancy agreements o Deliver a broad spectrum of real property rights required for development

projects, pursuant to the Transportation and Transit Master Plan and Community Services initiatives

o Complete over 200 repair and replacement capital projects annually

5



o Manage and administer approximately 110 preventative maintenance service contracts covering over 149 City facilities

o Maintain and administer a comprehensive inventory of individual land holdings o Monitor and evaluate over $12 million in energy costs annually o Coordinate and manage security requirements at all corporate buildings, and

provide security design and consulting services for all new construction o Coordinate, monitor and assist in the development of 65 Fire Safety Plans for

City buildings o Complete identified retrofits to properties as part of the Annual Accessibility

Program

Service Drivers

o Responding to Growth Pressures – new construction, property acquisitions, and administrative accommodation requirements

o Preserving the Value of Existing Assets – maintenance and operation of buildings and property, repair and replacement programs, energy retrofits, life-cycle and renewal planning, green and sustainable procurement practices

o Meeting Legislative Requirements – Municipal Act, Commercial Tenancy Act, Planning Act, Expropriation Act, Environmental Protection Act, Accessibility for Ontarians with Disabilities Act, Emergency Management and Civil Protection Act

6



2011 Accomplishments/Achievements

o Implemented the Master Fire Life Safety Plans o Adhered to Building Automation System (BAS) Guidelines for all City locations

and vendors applications o Distributed the Publication of Emergency Preparedness calendar to Brampton

citizens o Continued security capital installations at various City facilities o Developed and awarded the new cleaning tender for parking garages with new

standards o Undertook energy efficient lighting retrofits at various facilities o Implemented heat recovery systems for pools located at Cassie Campbell and

Wellness o Expanded the number of Retro Commissioning projects and developed a three

year program for large facilities o Completed Training sessions for Building Operators in partnership with Natural

Resources Canada o Established the Utility Management Committee (UMC), a cross functional team

to help manage the procurement of Natural Gas and Electricity. o Integrated more greening practices into all preventative and demand

maintenance (PM & DM) Contracts o Implemented maintenance programs to four (4) new City facilities including

FCCC – Lawn bowling, Sandalwood Works Yard, Mount Pleasant Recreation Centre and Fire Station 212.

o Completed New Fire Training Tower o Held a major Emergency Preparedness public education campaign during the

month of May in celebration of the 10 year anniversary of the Brampton Emergency Measures Office

o Participated in presentation, fairs, information sessions and seminars to promote our emergency preparedness message to citizens and businesses in Brampton.

o Participated in four two-day training session in collaboration with Peel Region and Mississauga in Basic Emergency Management and Incident Management System to municipal staff

o Enhanced and upgraded the Business Emergency Network though a rebranding and a promotion strategy with the Brampton Economic Development Office, the Board of Trade and York University

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o Ensured compliance to all 15 elements of the Ontario Emergency Management legislation

o Responded to four days of heat alerts by opening five cooling centres in Brampton to provide relief, information and bottled water to residents, in partnership with other City operating departments

Initiatives in Progress

o Advancement, standardization and execution of corporate “greening” tools in a measurable and deliverable manner

o Enhancing Community Emergency Response Volunteers (CERV) program training in First Aid, Search and Rescue, and Safety Procedures

o Implementing Lease and Operations Agreement with Region of Peel for northeast co-locate fire/paramedic stations

o Developing new cash-in-lieu of parkland appraisal/valuation process for subdivisions

o Improving preventative maintenance vendor development and communication enhancement, through technology

o Overseeing the design and construction delivery of phases 1 and 1A, Southwest Quadrant Renewal Plan

2012 Service Initiatives

o Support Departments with their accommodation requirements, by providing comprehensive review, identification and implementation of essential workplace management solutions to effectively meet corporate requirements

o Continue the commitment to the prevention of new barriers and removal of existing barriers for people with disabilities

o Work with Finance and other departments, to identify, develop, and implement complementary funding strategies to address key strategic goals including energy utility management, accommodation planning, portfolio management, and emergency measures

o Successfully negotiate the acquisition of numerous property rights

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Organizational Structure

Commissioner, Bldgs & Prop Mgmt

Patteson, Julian

Director, Bldg Design & Constr

Rason, Randy

Director, Business Planning

Meneses, Al

Mgr, Prop Mgmt

Esplen, Kenneth

Mgr, Realty Serv

Pritchard, Ann

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Current Budget Financial Summary

($000s)2011

BUDGET2011

ACTUALS*2012

BUDGET

2012 BUDGETVS

2011 BUDGET%

CHANGE

DIVISIONAL BREAKDOWNBUILDING DESIGN AND CONSTRUCTION $1,704 $1,808 $1,456 ($248) -14.6%BUSINESS PLANNING $3,536 $3,217 $3,635 $100 2.8%PROPERTY MANAGEMENT $11,091 $10,519 $11,469 $378 3.4%REALTY SERVICES $661 $653 $720 $59 8.8%

Net Expenditures $16,991 $16,197 $17,280 $288 1.7%BREAKDOWN BY CATEGORY

Labour Expenditures $8,522 $8,321 $8,391 ($131) -1.5%Other Expenditures $10,241 $9,681 $10,674 $433 4.2%Total Expenditures $18,763 $18,002 $19,065 $301 1.6%

Gross Revenues ($1,772) ($1,805) ($1,785) ($13) 0.7%Net Expenditures $16,991 $16,197 $17,280 $288 1.7%

VARIANCE

*Forecast year- end actuals based on August 31st

Note: Figures in the table may not add due to rounding , 2011 actual results

2012 Net Expenditures by Division

BUILDING DESIGN AND CONSTRUCTION

8.4%BUSINESS PLANNING

21.0%

PROPERTY MANAGEMENT

66.4%

REALTY SERVICES4.2%

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2012 Budgeted Expenditures and Revenues by Type

($000s)2011

BUDGET2011

ACTUALS*2012

BUDGET

2012 BUDGETVS

2011 BUDGET%

CHANGEEXPENDITURES BY TYPESALARIES, WAGES AND BENEFITS $8,522 $8,321 $8,391 ($131) -1.5%OFFICE AND ADMINISTRATIVE ($204) ($42) ($227) ($23) 11.5%ADVERTISING, MARKETING & PROMOTION $19 $26 $15 ($4) -20.9%STAFF DEVELOPMENT $105 $89 $109 $4 3.5%PROFESSIONAL SERVICES $4 $23 $4 $0 0.0%RENT AND LEASE CHARGES $1,875 $1,942 $1,875 $0 0.0%REPAIRS, MAINTENANCE AND MATERIALS $2,181 $2,118 $2,536 $355 16.3%CONTRACTED SERVICES $3,832 $3,123 $3,906 $74 1.9%UTILITIES AND FUEL $1,784 $1,549 $1,810 $26 1.5%FINANCIAL SERVICES $24 $24 $24 $0 0.0%CONTRIBUTION TO RESERVES AND CAPITAL $622 $829 $623 $1 0.2%

Total Expenditures by Type $18,763 $18,002 $19,065 $301 1.6%REVENUES BY TYPEUSER FEES AND SERVICE CHARGES ($1,772) ($1,805) ($1,785) ($13) 0.7%

Total Revenues by Type ($1,772) ($1,805) ($1,785) ($13) 0.7%

VARIANCE



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2012 Budgeted Expenditures by Type

SALARIES, WAGES AND BENEFITS

43.0%

OFFICE AND ADMINISTRATIVE

-1.2%

ADVERTISING, MARKETING

& PROMOTION

0.1%

STAFF DEVELOPMENT0.6%

PROFESSIONAL SERVICES0.0%

RENT AND LEASE CHARGES

9.6%

REPAIRS, MAINTENANCE AND MATERIALS

13.0%

CONTRACTED SERVICES20.0%

UTILITIES AND FUEL9.3%

FINANCIAL SERVICES0.1%

CONTRIBUTION TO RESERVES AND CAPITAL

3.2%

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Staffing Complement

DIVISIONS2011

COMPLEMENTRECOMMENDED

ADDITIONS2012

COMPLEMENTBUILDING, DESIGN AND CONSTRUCTION 34 0 34BUSINESS PLANNING 27 0 27PROPERTY MANAGEMENT 43 1 44REALTY SERVICES 8 0 8

DEPARTMENT TOTAL 112 1 113

*Includes F/T and conversions to F/TSOURCE: HUMAN RESOURCES (as of Oct. 31/11)

Capital Budget Summary

($000s) 2008 2009 2010 2011 2012

BUILDINGS AND PROPERTY MANAGEMENT $4,482 $7,235 $4,009 $4,694 $7,408Total Approved Capital $4,482 $7,235 $4,009 $4,694 $7,408

Note: Based on approved Capital Budgets Note: Figures in the table may not add due to rounding

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Buildings and Property Management: Building Design and Construction Overview


Division: Building Design and Construction

Director

: Randy B. Rason

What function(s) does the Building Design and Construction Division serve?

o Building Design and Construction Project Management Services - capital plan project feasibility study, design development, construction management, and often-specialized technical services such as engineering studies

o Interior Design Project Management Services - interior renovations, staff comfort workstation assessment, furniture procurement, space planning, corporate office standards, move and change management, churn management, way-finding signage procurement and installation

o Environmental Review and Remediation Project Management Services - specialized technical services related to environmental issues, conduct site assessment, peer review, designated substance audits and removal.

Goals/Objectives

o Provide value added services to client departments including technical expertise, consulting and management of planned capital projects and on-demand requests for services in the form of work orders related to state of good repair, alterations, renovations and new construction initiatives

o Continue to develop and execute “greening”, energy efficiency and LEED opportunities into projects

o Implement the City’s Accessibility and Interior Space Standards in all renovations and designs for new facilities

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Service Drivers

o Responding to Growth Pressures – carry out new construction for program and administrative accommodation requirements, while addressing space density standards and co-location adjacencies

o Preserving the Value of Existing Assets – maintenance and operation of buildings, movable assets and property, repair and replacement programs, energy retrofits, life-cycle and renewal planning, green and sustainable procurement practices

o Meeting Legislative Requirements – on a regular basis but not limited to, the Ontario Building Code, the Occupational Health and Safety Act, the Electrical Safety Code, the Plumbing Code, the Construction Lien Act, the Environmental Protection Act, Ontarians with Disabilities Act, the Toronto Regional Conservation Authority guidelines and the Technical Safety Standards Authority guidelines


o As a service provider, assist Departments with their administrative space requirements city-wide, by providing effective solutions to meet their current and future needs

o Assist the City with the design and construction delivery of Phase 1 and 1A of the Southwest Quadrant Renewal Plan

o Incorporate industry “greening” principles that will protect our environment, conserve our heritage properties, through building designs for alterations, renovations and construction;

o As a service provider, ensure the City of Brampton’s Accessibility Technical Standards are incorporated into the designs for renovations to existing facilities and new construction projects

o Assist Works & Transportation with technical advice in the City’s implementation of the Zϋm Bus Terminal Projects

o As a service provider, assist the Fire and Emergency Services Division in the implementation of their facility programs;

o Assist Works Operations and Fleet Services Divisions in the design and construction of their Yards Projects;

o Deliver approximately $60 - 100 million in capital projects

15




Current Budget Financial Summary - Division

($000s)2011

BUDGET2011

ACTUALS*2012

BUDGET

2012 BUDGETVS

2011 BUDGET%

CHANGE

BREAKDOWN BY CATEGORYLabour Expenditures $1,488 $1,611 $1,241 ($246) -16.6%Other Expenditures $216 $196 $215 ($2) -0.8%Total Expenditures $1,704 $1,808 $1,456 ($248) -14.6%

Gross Revenues $0 $0 $0 $0 0.0%Net Expenditures $1,704 $1,808 $1,456 ($248) -14.6%

VARIANCE



Director, Bldg Design & Constr

Rason, Randy

Mgr, Bldg Design & Constr

Chadha, Davinder

Mgr, Bldg Design & Constr

Gerus, Nick

Proj Manager, SWQR

Falsarella, Davis

Spvr, Int Design Serv

Binnell, Cindy

16

Buildings and Property Management: Business Planning Overview


Division: Business Planning

Director

: Al Meneses

What function(s) does the Business Planning Division serve?

o Provides professional advice and services in relation to accommodation planning, energy management, outside contract administration, portfolio management, and emergency measures

o Creation of the annual departmental operating and capital budgets, service plan, overall financial monitoring and compliance to corporate policies

o Supports and makes recommendations to address identified departmental business systems and technology requirements

Goals/Objectives

o Continue the ongoing comprehensive strategies to identify and implement city-wide space demand solutions

o Provide overall departmental financial management, including the creation and submission of annual Operating and Capital Budgets, annual Departmental Service Plan, budget tracking and reporting, and increased financial services support offerings to all departmental service areas;

o Develop preliminary plans and business case for the future creation of a permanent Emergency Operations Centre within a city-owned facility;

o Continue the commitment to the prevention of new barriers and removal of existing barriers for people with disabilities

o Continue development of internal and external capabilities to carry out comprehensive long-term studies, building condition assessments and designated substance surveys, addressing and/or supporting the demand for repairs and replacements to existing infrastructure, life cycle, and renewal planning

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Service Drivers

o Responding to Growth Pressures – new construction, property acquisitions, and administrative accommodation requirements

o Preserving the Value of Existing Assets – repair and replacement programs, energy retrofits, life-cycle and renewal planning, green and sustainable procurement practices

o Meeting Legislative Requirements – Municipal Act, Commercial Tenancy Act, Planning Act, Expropriation Act, Environmental Protection Act, and Ontarians with Disabilities Act, Emergency Management and Civil Protection Act, Technical Standards & Safety Authority, Canadian Standards Association, Health Protection and Promotion Act, Waste Management Act, Electrical Safety Authority and Ontario Building Code.


o Working with all City departments, continued management of our administrative space strategy, addressing identified requirements, maximizing efficiencies, and managing growth demands

o Finalize Southwest Quadrant Renewal Project staff repatriation strategies & office layout concepts

o Further develop our Energy Management strategy, including the development of a multi-year capital plan

o Conduct audits of City facilities and develop adaptive re-use or disposal scenarios of surplus real estate with the goal of achieving maximum benefit to the City

o Maintain inventory of all municipally owned real estate to ensure that data is inclusive, current, accurate and available to all users

o Provide real estate appraisal services appropriate to client department requirements and in compliance with client schedule

o Complete structural audits on Arenas based on prioritized condition ranking and approved funding

o Annual Electrical Equipment Testing, Inspection & Infrared Scan at Facilities o Implement upgraded Sports Field Lighting control systems, connected to the

existing Building Automation System (BAS) and public fiber network, to achieve significant energy savings and integrate with the CLASS registration system.

o Continue to undertake lighting retrofits at various City facilities that have the T12 lights and magnetic ballasts

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o Expand on existing work related to recovery planning both internally and in response to potential major emergency scenarios

o Provide support to organizers of the Ontario 55+ games in August 2012 by developing safety plans for the events

o Continue work towards a better multicultural outreach with our emergency preparedness messages

o Develop and implement a methodology to evaluate the success of our ongoing emergency public education programs

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Director, Business Planning

Meneses, Al

Mgr, Emergency Measures

Normand, Alain

Mgr, Facility Srvcs

Pyne, Dale

Mgr, Business Systems

Collins, Karen

Spvr, Portfolio Mgmt

Bennett, Donn

Mgr, Business Services

Sengar, Kartik



($000s)2011

BUDGET2011

ACTUALS*2012

BUDGET

2012 BUDGETVS

2011 BUDGET%

CHANGE

BREAKDOWN BY CATEGORYLabour Expenditures $3,235 $2,915 $3,258 $23 0.7%Other Expenditures $320 $308 $380 $61 19.1%Total Expenditures $3,555 $3,223 $3,638 $84 2.4%

Gross Revenues ($19) ($6) ($3) $16 -84.2%Net Expenditures $3,536 $3,217 $3,635 $100 2.8%

VARIANCE



20

Buildings and Property Management: Property Management Overview


Section: Property Management

Manager

: Kenneth Esplen

What function(s) does the Property Management Section serve?

o The role of Property Management (PM) is to balance people, places and processes in order to provide a safe and productive work environment. Property Management can be defined as the "the practice of coordinating the physical workplace with the people and work of the organization: it integrates the principles of health and safety, asset preservation, and the behavioral and engineering sciences”

Goals/Objectives

o Implement an annual review of all Fire Safety Plans o Schedule annual fire drills for all buildings o Develop a Security System Preventative Maintenance Program o Continue the improvements in the development and quality of security services

provided city-wide to staff and citizens o Provide sound and experienced technical consultation and advice related to

Building Operations, Life Safety and Security related projects o Provide Property Management Services to Brampton Library Facilities

Service Drivers

o Responding to Growth Pressure o Meeting Legislation Requirements and or industry standards o Preserving the Value of Existing City Assets o Being an active partner in the development and standardization of the

Corporate “Greening” Principles o Providing Exceptional Customer Service to customers, clients and citizens

21



o Ensuring Baseline Standards are set and identifying gaps between current state and established standards

o Provide Exceptional Data Management Handling and Storage Practices for efficient and accurate retrieval of Closed Circuit surveillance (CCTV) data


o Provide operations, maintenance and programming of the Alderlea facility o Continue to develop corporate standards for building related components and

Standard Operating Procedures (SOP’s) for building practices o Deliver preventative maintenance and lifecycle enhancements for all security

system equipment installed prior to 2006 o Continue to develop network and benchmarking relationships with Ontario

municipal security service partners and external agencies o Merge Brampton Library Courier duties with Corporate Courier functions o Commence Property Management operation for Bram East Library facility

22





($000s)2011

BUDGET2011

ACTUALS*2012

BUDGET

2012 BUDGETVS

2011 BUDGET%

CHANGE

BREAKDOWN BY CATEGORYLabour Expenditures $3,175 $3,173 $3,208 $33 1.1%Other Expenditures $9,669 $9,145 $10,036 $367 3.8%Total Expenditures $12,844 $12,319 $13,244 $401 3.1%

Gross Revenues ($1,753) ($1,800) ($1,776) ($22) 1.3%Net Expenditures $11,091 $10,519 $11,469 $378 3.4%

VARIANCE



Mgr, Prop Management

Esplen, Kenneth

Spvr, Corp Security Systems

Dambeau, Martin

Spvr, Prop Management

Chaisson, Dwayne

Spvr, Corp Security Ops

Ryan, John

Coord, Life Safety

Sefton, John

23

Buildings and Property Management: Realty Services Overview


Section: Realty Services

Manager

: Ann Pritchard

What function(s) does the Realty Services Section serve?

o Realty Services provides innovative, effective and fiscally-responsible real estate solutions to Departments and City Council.

o Realty Services offers a board spectrum of real estate services including acquisition and disposal of land and buildings, leasing - both as tenant and landlord, limited interest transactions (such as easements, licences and permissions to enter), property valuations, municipal real estate inventory management, and provision of real estate information

Goals/Objectives

o Satisfy the real property requirements of our City

Service Drivers

o Responding to Growth Pressures – acquisition of property rights required in connection with department infrastructure projects, and provision of development-related services such as cash-in-lieu of parkland calculations and encroachments/easements required as a condition of development plan approval

o Generating Revenue – disposal of surplus properties o Meeting Legislative Requirements – conducting business in accordance with

Municipal Act, Commercial Tenancy Act, Planning Act, Expropriation Act

24




o Successfully negotiate the acquisition of numerous property rights in accordance with the 10 Year Capital Road Construction Forecast and transit projects

o Revise policies, procedures and organizational structure to create greater real estate process efficiencies

o Identify and dispose of surplus properties to generate revenue o Advance acquisition projects for satellite works yards, trail systems, fire stations,

park extension and other non-road projects o Complete key occupancy agreements in light of the City’s needs

25





($000s)2011

BUDGET2011

ACTUALS*2012

BUDGET

2012 BUDGETVS

2011 BUDGET%

CHANGE

BREAKDOWN BY CATEGORYLabour Expenditures $625 $622 $684 $59 9.4%Other Expenditures $36 $31 $43 $6 17.1%Total Expenditures $661 $653 $726 $65 9.8%

Gross Revenues $0 $0 ($6) ($6) 0.0%Net Expenditures $661 $653 $720 $59 8.8%

VARIANCE



Mgr, Realty Services

Pritchard, Ann

Analyst, Lease

Reda, Rosanne Coord, Real Estate

Ciardullo, Kristine

Coord, Real Estate

Lieu, Lisa

Sr Coord, Real Estate

Hamilton, Glen


Ng, Ting


Greco, Christian


Hedger, William


Wong, Vicki

Assistant, Admin

Whittaker, Gloria

26

BPM

Current Budget Highlights

27

Consolidated Change from 2011 ($000s)2012 Budget

vs. 2011 Budget

Category Description

CORE ADJUSTMENTS

> Compensation - Adjustments to reflect actual costs and Fringe/WSIB rates

104 Compensation Adjustments

> Operating expenditure adjustments to reflect actuals and forecasted actuals- Canada Post rate increase 20 Inflation- Miscellaneous operating adjustments 9 Inflation

> Revenue adjustments to reflect actuals and forecasted actuals

24 Growth / Work Volume

SUBTOTAL, CORE ADJUSTMENTS 157

COMMITMENTS

> Bram East Branch Library - facility operating costs (November - December)

110 Capital Impacts - Growth

> Mount Pleasant Village Branch Library - annualization of facility operating costs (January - July)


> Preventative and demand maintenance and materials


> Alderlea - facility operating costs (September - December)

62 Capital Impacts - Service

> Corporate Security - Shoppers World Terminal (September - December)

47 Capital Impacts - Service

> Courier (1 F/T) - offset by equivalent reduction in Brampton Public Library (transfer of responsibility)

30 Service

SUBTOTAL, COMMITMENTS 407

Buildings and Property Management:Current Budget Highlights

28

Consolidated Change from 2011 ($000s)2012 Budget

vs. 2011 Budget

Category Description

Buildings and Property Management:Current Budget Highlights

MITIGATION MEASURES

> Building Condition Audit Assessment and Preservation Team - eliminate base funding and continue to perform work via contracted services

(275) Service

SUBTOTAL, MITIGATION MEASURES (275)

TOTAL, NET EXPENDITURE CHANGE 288

> Additional staffing requirements to support growth and service requirements in Buildings and Property Management (11 F/T staff)

916 Growth / Work Volume

> Provision for Department realignment (Phase 2) 750 Service> Emergency Measures exercise - occurs every 4

Years (non-recurring)75 Service

SUBTOTAL, DEFERRED PRIORITIES 1,741

DEFERRED PRIORITIES

29

Buildings and Property Management: Current Budget Highlights


Staff Additions Summary

Position Quantity Description/Justification/Implication for Service Levels

2012 Budget vs. 2011 Budget

($000)Courier (F/T) 1 Collects and distributes City mail; operates City vehicle to

perform courier function. Sorts and distributes all incoming and outgoing interoffice and external mail, including newspapers. Ensures that City vehicle is well maintained; fi l ls in daily check sheets.

Delivers City Council Agendas as required. Records all registered mail. Provides Courier service / delivers mail and printed materials to departments at City Hall and various other locations as scheduled by Supervisor. Receives courier packages and ensures that each manifest is fi l led out correctly. Responds to requests from City staff regarding mailing procedures.

Property Management will be transitioning the Library Courier duties and adding them to the current courier duties provided by Property Management. Conversion of existing part-time positions into full time ($24K) plus transfer of funds from current l ibrary position ($30K) will fund this position.

30

30


Capital Budget and Forecast

31

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33

Buildings and Property Management: 2012 Capital Budget - Project Detail Summaries


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Documents

Table of Contents - Brampton