C OMMUNITY ERVICES - Brampton · • Fitness relocated 8 program staff, 13 fitness programs and 160 members not including 50 pay as you go users to other fitness locations across

COMMUNITY SERVICES

Page Introduction

MESSAGE FROM THE COMMISSIONER 1 MANDATE 5 2006 ACCOMPLISHMENTS 6 SERVICE IMPROVEMENT INITIATIVES 12 EFFICIENCY AND COST/REVENUE IMPROVEMENT MEASURES 14

2007 Service Plan Highlights

1. FIRE & EMERGENCY SERVICES 18 2. PARKS MAINTENANCE AND OPERATIONS 21 3. ANIMAL SERVICES 24 4. RECREATION FACILITIES & PROGRAMS 26 5. ARTS, CULTURE & THEATRES 32 6. BUSINESS SERVICES 35

Department Current Budget

CURRENT BUDGET FINANCIAL SUMMARY 37 CONSOLIDATED CHANGE FROM 2006 39 RECOMMENDED STAFF ADDITIONS 45

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

INTRODUCTION MESSAGE FROM THE COMMISSIONER The Community Services Department is comprised of Fire & Emergency Services; Parks Maintenance and Operations; Recreation Facilities & Programs; Arts, Culture and Theatres Services; Business Services and Animal Services. These areas provide the following services: • fire protection and emergency response to life and property, and public safety and

education • culture, leisure and recreation programs and recreational facilities • parks, open space and valley land • animal services and education. As the City continues to grow, so will the expectations of citizens. The Community Services Department will be expected to increase services, provide leadership, improve responsiveness, and excel in the coordination of the needs of our diverse community. Expanding and improving public safety services and providing greater access to parks and recreational programs and facilities to meet increased demands will continue to be our commitment. The Community Services Department has taken a proactive approach to ensure that the foundation for future development of programs, facilities and services are responsive to citizens and are well planned. Planning initiatives currently underway will establish the framework for future success. The plans include the following Master Plans: Parks, Culture and Recreation, Fire and Emergency Services, Animal Services and DMG Chinguacousy Park. Also we will be reviewing the 10-year capital plan, a 10-year land acquisition/cash-in-lieu strategy and carrying out a comprehensive organizational review. When complete each planning initiative review will link together creating a strategic plan for the future of the Community Service Department. In an attempt to keep pace with immediate needs and development, a variety of initiatives are underway to create new opportunities and enhance our current service delivery. In 2006 the opening of The Rose Theatre offered an enhanced cultural experience to over 67,000 visitors. The Brampton Soccer Centre will open in Spring 2007 to showcase our commitment to youth through sports excellence, with 4 indoor soccer fields, dedicated space for dance, youth and preschool programs as well a variety of community based activities. The expanded and modernized Earnscliffe Recreation Centre will open in late Summer. The Cassie Campbell Community Centre is under construction and will open in the Fall of 2008. Century Gardens Recreation Centre will undergo an expansion and modernization starting in the Spring of 2007, and will reopen in the Fall of 2008.

Community Services_2007 1 of 51

Working in partnership with the Planning, Design & Development Department and the Management and Administrative Services Department, the Community Service Department will plan, design and deliver a variety of indoor and outdoor facilities that will enhance our commitment to providing recreation, culture and leisure services and programs. Through the Flower City Strategy City staff will continue to work together with the community to further beautify Brampton, and to build on our award-winning reputation as Canada’s Flower City. Even with the significant challenges of growth, aging infrastructure and financial constraints, staff are confident that the leisure, lifestyle, animal services and emergency services in Brampton will continue to be a source of civic pride in 2007. Efforts in all service areas will be enhanced through better coordination and teamwork. We will continue to support not-for-profit community groups and their dedicated volunteers by providing culture and recreational facilities, programs, and organizational support. With the commitment of Council, staff will continue to identify and serve the interests of the community and live up to the high value Brampton’s residents place on these essential services. In 2007, expect more from Community Services. Expect more… • From the organization • Support • Coordination • Leadership • Within the Department and with other Departments • Synergies • Efficient service delivery options • Open and transparent communication • Atmosphere of success • Contribute to the success of others • Finally, expect more from yourself • Challenge yourself • Challenge others and those around you • Expect to be held accountable for your actions • Expect to be recognized JOHN MARSHALL, MCP, MCIP, RPP Commissioner, Community Services


Departmental Goals & Objectives – 2007 Master Plans for all Departmental Functional Areas and Key Facilities: • Parks, Culture and Recreation Master Plan • Fire & Emergency Services Master Plan (long-term stations, apparatus and

staffing plan) • Commence Animal Services Master Plan • Commence drafting of a new 10-year Capital Plan for Parks & Recreation, Fire &

Emergency Services, and Animal Services • 10-year land acquisition/ cash-in-lieu strategy • Finalize the DMG Chinguacousy Park Master Plan • Master Plan for Loafers’ Lake (context for library expansion, recreation centre

modernization which incorporates work to date on the plan for Loafers’ Lake Park) • Finalize concept plans and budgets for F & ES Headquarters, and the Apparatus

Maintenance and Training facility • Assist with the review of the Libraries Master Plan • Comprehensive Organizational Review of Parks and Recreation Including:

Parks Maintenance and Operations Recreation Facilities and Programs Arts, Culture and Theatres Business Services Animal Services – subsequent to P&R Review

• Interdepartmental Organizational Issues • Completion, Operation and Programming of Capital Projects.

Priority building projects include:Brampton Soccer Centre – opening March 2007 Earnscliffe Recreation Centre Expansion/ Modernization– opening Fall

2007 Century Gardens Recreation Centre Expansion/ Modernization –

opening Fall 2008 Chinguacousy/ Sandalwood Recreation Centre – opening Fall 2008 DMG Chinguacousy Park – completion of upgrades Fieldhouses: Creditview/ Sandalwood and Sesquicentennial Park


MANDATE The following chart illustrates the organizational structure of the Community Services Department at January 2007. COMMUNITY SERVICES January 2007 CITY MANAGER

L. McCool

ManagerBusiness Services

D. Thomson( 22FT )

DirectorParks Maintenance and

OperationsJ. Lowery

( 133FT) (208 PT )

Fire ChiefFire and Emergency

ServicesT. Irwin

( 376 FT) ( 30VT)

DirectorRecreation

Facilities & Program ServicesH. Newlove

( 208FT ) ( 1200PT )

ManagerAge GroupProgramsK . Scott

ManagerSports

AffiliationsD. Doan

ManagerLeisure

ProgramsC. Booth

ManagerArts,Culture &

TheatresS. Solski

( 7FT) (57 PT)

Assistant Deputy FireChief

G. Lagerquist

Divisional ChiefCommunications

M. Rundle

Divisional ChiefFire Prevention

B. Maltby

Divisional ChiefTrainingB. Scott

Deputy Fire ChiefA. MacDonald

SupervisorSpecial Events

S. Wilson

ManagerRecreationFacilities &PropertiesG. Duval

COMMISSIONERCOMMUNITY SERVICES

J. MARSHALL( 746 staff FT)

Divisional ChiefFire & Life Safety

G. Hitchcock

Divisional ChiefApparatus &Maintenance

B. Cook

SupervisorAnimal Services

T. Taylor

ManagerParks Maintenance

B. Hay

SupervisorFinancial Services

M.Potter

SupervisorService Planning

Vacant

SupervisorBusiness Systems

S.Pellegrini

2 CapitalSupervisors

N. GerusE. Borges

SupervisorHorticulture

Barbara, Jaskulski

SupervisorUrban Forestry

Gary Linton


The mandate for each division is described below. Fire & Emergency Services is responsible for protecting the lives and property of the citizens of Brampton. These responsibilities are defined in its mission statement: “to protect our community with trained professionals through Active Partnerships, providing the highest quality of preventative, educational and emergency services.” Parks Maintenance and Operations Division’s mission statement is “to provide vibrant, safe and attractive parks and open space environments that respond to and value the diverse interests of communities within the City of Brampton. Our vision ensures an identity that fosters community pride and stewardship.” Recreation Facilities and Programs and Arts, Culture and Theatres are responsible for the delivery of all recreation and culture programs offered by the City and the day-to-day operation of all theatres and recreation buildings. This division provides the City’s front-line contact with the citizens of Brampton in Culture, Recreation Facilities and Programs providing many activities that enhance the richness and quality of life for residents. Business Services provides the coordination, compliance and control functions for the Department’s current and capital budgets as well as overseeing the policies and procedures for all operations, and provides information technology support for Community Services applications. The Division also provides capital project supervision, coordinates all concession activities, and coordinates marketing initiatives for the department. Animal Services provides shelter for the city’s unwanted and stray animals. This division offers education programs for children and adults through Community Events, Shelter Tours and working with the local schools. Our animal control section is also responsible for enforcement of all animal related by-laws.


2006 ACCOMPLISHMENTS FIRE AND EMERGENCY SERVICES Pillar 5.2

• New 75” Aerial • New Haz-Mat Vehicle • Revitalization of the Honour Guard with New Uniforms • Fire/Life Safety Education Division received the Professional Excellence Award • Brampton Fire Communications operator (Julie Greenslade) received the “Paul • Schram Award” for excellence in Emergency Communications • Specialized Training - Rapid Intervention Team (R.I.T.) program. This program

received a Corporate Excellence Award PARKS MAINTENANCE AND OPERATIONS Pillar 3.0, 3.2, 3.3, 5.0, 5.4 • Parks Maintenance and Operations Re-Org • Bill C45 Legislation - enhanced staff awareness programs continues to produce

improved practices and standards • Build relationships internally and externally • Canada Blooms – Received People Choice Award, Universal Access Award, Best

Use of Colour • Winter Lights • Communities in Bloom • Santa Claus Parade • Bulb Planting, Flowerbeds and the Rose Theatre • Cemetery Software Program created efficiencies for information management and

retrieval • Tree Preservation By Law & Urban Forestry Comprehensive Training and

Communication • Urban Forestry Crews Emergency Response in Callandar, Ontario • Chinguacousy Park Revitalization • Brampton Lawn Bowling Club Partnership • Develop a strategy to be PROACTIVE! ANIMAL SERVICES Pillar 6.3 or 5.4

• Successfully implemented the Dog Owner’s Liability Act and the Dangerous Dog By-Law, currently 35 dogs have been designated

• 1,394 animals adopted • 6,218 animals handled (including wildlife) • 641 animals reunited with owner • Spayed or neutered 1,100 animals through the adoption program


RECREATION FACILITIES AND PROGRAMS Pillar 5.0 Fitness • Usage has increased 23% since 2003 Aquatics • Staff were instrumental in the planning and well-coordinated relocation of Fitness

and Aquatics participants during the shutdown of Earnscliffe Recreation Centre • In Aquatics 40 staff were relocated at other pools across the City along with 212

Aquatic programs and 1107 participants • Fitness relocated 8 program staff, 13 fitness programs and 160 members not

including 50 pay as you go users to other fitness locations across the City. Ski Hill Operations • In 2005 the T-Bar lift was replaced with carpet lift doubling lift capacity from 600 to

1200 users per hour. • The average # of participants in the Ski Program increased from 6,000 to 8,000 • A net increase of 2,000 program participants increased revenues by $ 70,000 • Concession revenue increased by $ 30,000. Skating • Trails/Pathways Guide to be released in Spring 2007 Seniors Programs • Flower City Seniors Centre exceeded the projected goal of 500 members by

currently having 2000 members • New shade structure at William Hewson Park for the Springdale Seniors Club • 32 seniors participated in the 2006 Ontario Senior Games - 2 gold medals/1

bronze medal won • Information fair for seniors and their families was a great success - over 600

seniors attended Dance • Participation in full year recital programs increased by 7.3%. Preschool • Preschool programs were introduced at the 2 interim library sites in areas of

Brampton lacking recreation facilities and over 1200 preschoolers attended programs

• Attendance at preschool programs increased by 19% over 2005 • Programs increased 41% with the inclusion of registration numbers at the interim

library locations. Youth Programs • Brampton has received recognition as a “Youth Friendly Community”


• Turn off the Screens-pilot project that involved Peel Health, both school boards, & Brampton Parks & Recreation

• Five Brampton schools enrolled – 2400 children and their parents participated in activities that involved physical activities and literacy for one week

• The addition of a portable rock climbing wall enhanced the youth/outdoor recreation programs

• Community Development with Schools – Over 75 opportunities to promote Parks & Recreation programs and services to school councils and Open Houses – resulted in a number of new clean-up and adopt-a-park programs participants

• Over 55,00 participants cleaned parks, boulevards and schools yards during the months of April & October.

• Over 29,000 children participated in the 3R’s school programs. Special Needs • Adults Discovering and Participating Together (ADAPT) program expanded to 5

days per week. Special Events • The successful expansion of the New Year’s Eve Program to two locations in

downtown Brampton. Sports • Staff worked as part of a committee to organize the National Triathlon

Championships. Rentals • Park Openings:

Creditview / Sandalwood Park Avondale Soccer Field Northhampton Park Centennial Park mini soccer fields Sesqui-Centennial Park – phase 2

Recreation Facilities Pillar 5.0 • Energy management programs continue to improve on conservation initiatives and

energy consumptions savings • Successfully implemented the decommissioning plan for Earnscliffe Recreation

Centre • Successful commissioning of The Rose Theatre • Managed the Chinguacousy Park Capital improvement program with very positive

results • Winter and City Lights Program expanded


ARTS, CULTURE AND THEATRES Pillar 5.5 Theatre Operations Successful opening of the Rose Theatre with a month-long festival of activity • The Rose Theatre opened in September 2006 to rave reviews with over 20,000

people visiting in the first month • In the first 4 months 66,420 people have visited the Rose Theatre • Annual target was 55,000 visits. We are projecting over 90,000 visits prior to the

end of our 1st full year of operating. Development of Tour Program • In the opening month of the Rose Theatre, more than 10,000 Brampton Citizens

were able to get an in-depth visit to the magnificent new facility. Rose Theatre appeared in the Professional Sound Magazine. • The theatre sound system was featured in a trade magazine for sound

professionals. • This magazine is circulated throughout the theatre and entertainment industry

across North America. Audience Development and Entertainment Series 2005-2006 Professional Entertainment Series (Spring) • Exceeded the $500,000 sales target for the Professional Entertainment Series at

the Heritage Theatre with $661,737 in revenue and an 88% capacity from an original target of 60%.

• Arts’ Adventures school show attendance has doubled for the 2005 – 2006 Season reaching capacity target of 72.2% with 9502 students and teachers attending.

• Arts’ Adventures expands program to include community arts groups for in-school performances and in-school workshops

• Part-time telemarketing staff brought in 26% of revenues through follow-up calls and upgrading patrons to subscriptions.

2006 – 2007 Professional Entertainment Series (Fall) • Target capacity of 70% and revenue targets of $1.4 million dollars for The Rose

Theatre inaugural season were met by Dec 31, 2006, with continued sales during the season it is expected that all targets will be exceeded.

• Arts’ Adventures program attendance doubled numbers - 17, 487 students attended or are scheduled to attend this season with capacity at 72%.

• Created a Sponsorship and Donors program for the Rose Theatre with a total of $125,000 raised.

• Arts’ Adventures Series for the schools have two new programs 1. Working with the Early Years Ontario program, which will run an event at the

Rose Theatre each month integrating performing arts, visual arts, music and dance.


2. The Centre Stage program will hold auditions with students and school groups for the opportunity to be the opening act for 10 selected Professional Entertainment Series performances.

• Outreach programs in the schools bring art directly to the students. Rose Theatre Online Ticket Sales • Since going online on December 16, 2006, the online ticketing system has

generated $20,000 in revenue for the theatre, representing 10% of total sales for that period.

Theatre Volunteer Program • Between the soft opening on August 16, 2006 and the official opening night Gala

on September 29, 2006, the theatre recruited and trained an entire staff of 175 volunteer ushers.

• This represents a cost savings to the city of approximately $240,000 in staff costs for the period of September 1 to December 31.

ACT Productions and Festivals Flower City Theatre Festival • Re-branding of our two summer festivals under one banner with a change in

programming format for the Heritage. Shakespeare in the Square • Our seventh season targeted a return to “interactive Shakespeare” and “old

favourites” with Much Ado About Nothing, Romeo and Juliet and Twelfth Night. The Heritage Series • This indoor series was reformatted from being an exclusively new work series to a

more mainstream program that included a new work. • This also involved re-branding from the “New Works Festival” to the “Heritage

Series”. • The series included Art(Tony Award Winner), Wake Me When It’s Over(New

Canadian Musical) and The Last Five Years(Tony Award Winning Musical). Man of LaMancha • Staging our final Main Stage production at the Heritage as part of the Professional

Entertainment Series. Brampton Indie Arts Festival • In its sixth year this unique festival of up and coming, independent performance

and visual artists took another step forward.


BUSINESS SERVICES Pillar 6.5 • Design, construction and opening of the Terry Miller Let's Play Cafe concept

received a letter of recognition from Coca Cola Ltd as the “best concession design in the GTA”.

• The implementation and execution of Hospitality Services at the Rose Theatre including catering support, staff training workshops and product sourcing.

• PCI (Payment Card Industry) compliance and implementation of a Web store for selling theatre tickets on the web.

• Developed a draft procedural binder with Internal Service Providers, which included creating forms, such as a standard Client Request Form, and design templates to assist the service providers with programming deliverables.


SERVICE IMPROVEMENT INITIATIVES FIRE AND EMERGENCY SERVICES • After Hours Call Centre Support

Through the Corporate Call Centre, Fire and Emergency Services will be better able to address the customer service needs for after hours information and public inquiry.

• Increase Fire Emergency Response Service Levels

By continual assessment of the growth in Fire Service Areas, the need to increase emergency response capabilities has been recognized in the northern portion of Brampton. By adding an additional first response vehicle to Station 205 these needs will be addressed in a timely manner. It has also been benchmarked that by implementing Automatic Vehicle Locating equipment on firefighting apparatus a decrease in response times will be recognized by enabling the closest truck to respond to a call. The addition of Mobile Data Terminals (on-board computers) in firefighting apparatus will expedite information retrieval and provide instance access to safety information while on scene or mobile.

PARKS MAINTENANCE AND OPERATIONS • Re-Organization Parks Maintenance and Operations

In 2006, a fresh organizational model was implemented. The model provides for clearer accountability and transparent communication. More importantly it connects customers to a single contact and is also relevant to the current ward boundaries. This means that whether you are a member of City Council, or working as a call centre staff all you need to know is the ward and you are immediately connected to the appropriate manager that will address your concern. Further, a single after hours number was introduced to ensure that contact (call or email) can be made when customers most use city parks, after 5:00pm.

• Bat-wing Mowers

In partnership with the City’s Fleet division, 4 large grass-cutting mowers were introduced to Parks. These mowers stretched the cutting capacity from a 9-foot path to 16 feet. The mower is more road worthy, safer and easier to operate. Although an empirical measure is not currently available to truly measure the increased productivity, Area Forepersons report a 30% increase in productivity! For example a grass cutting cycle normally performed in 5 days, now takes 3.5. The recognized “man hours were channelled into litter pick-up operations. This provided for a cleaner and greener city.


• Forestry Block Pruning In 2006, the Urban Forestry section virtually doubled productivity in a single season. By undertaking a more coordinated effort and augmenting with a tree maintenance contractor more than 11,000 tree were pruned. This is a significant increase from a similar period in 2005 (see figure below).

Block Pruning - Total Trees Pruned Winter 2004-2005 Total 6,215 Winter 2005-2006 Total 11,823

• New Litter Containment System

In 2006, Parks Operations introduced a garbage receptacle unit which has the ability to hold a significant amount of trash. The receptacle looks like a normal trash can; however, it is buried up to 6 feet below the surface. As garbage is placed in the can, it compresses and provides for a larger capacity. Staff have noticed that the odour and unpleasant attributes normally associated with trash receptacles is reduced. Another aspect is that staff need only to visit the trash receptacle locations every 6 months to one year. This reduces our emissions since in a typical operation trashcans are visited anywhere between one day to one week in frequency. The pilot project of approximately 50 locations were installed in the City’s sports parks.

• Partnerships

Our greatest accomplishment that we feel will ultimately lead to cost efficiencies, for the department and for the City generally are partnerships. Through the efforts of the Flower City Coordinator, we have connected to both internal and external partners which have resulted in incredible results. By simply working with others and sharing resources a more effective operational model is possible.

• Initiated the 2007 game plan

With the structure in place and the expectations crystallizing in the form of Standard Operating Procedures, a sophisticated central call centre, consistent messaging, sections with the divisions (i.e. Urban Forestry) developing comprehensive, realistic 5-year operational plans that demonstrate a connectedness with Brampton citizens and departments as well as current global issues Community Services is well position to strengthen is role within the City of Brampton. Our main objectives for 2007 can be characterized with two simple words, expect more.

• Chinguacousy Park Revitalization

The Recreation Facilities and Parks Maintenance and Operations staff played an intricate role in the revitalization of Chinguacousy Park. All divisions of PMO from horticulture, forestry and maintenance assisted with the flowerbeds, trees and shrubs, sports field renovations, and overall grounds maintenance, significantly contributing to the refreshed look of the park. This coordination of Community Services staff resources enabled the park to improve at a much more rapid pace.


RECREATION FACILITIES AND PROGRAMS • Increase Program Service Level Without Staff Complement Adjustments

By ensuring effective alignment of scheduled staff and program delivery efficiencies Recreation Program Division realized increases to participation number without staff complement adjustments. In 2006 there was an increase in fitness participation by 9%. An additional 2100 swimming lessons, and the Preschool Programs realized a 19 increase in participation over 2005.

• Improving the Customer Service Experience Through Facility Enhancements

Security of Facilities-executed projects to enhance security equipment to protect City/User property and public safety. Continuing to refresh Recreation Facilities with office upgrades, lobby furnishing, and asset repair and replacement program increases customer service levels.

BUSINESS SERVICES • Customer Service Survey Program

The Customer Survey Team was established in 2006 and over 2000 surveys were completed one-on-one with the customer. The Survey Team reached 12 different program areas at various locations and attended several special events to conduct the survey interviews. Survey results have validated that the services and programs overall are meeting the needs of the community and are being delivered at a very high satisfaction level. The service specific benefits of the initiative include improvement of overall customer service, ongoing tracking and quality assurance, identifications in gaps in service delivery or programming and a consistent approach to benchmarking and client satisfaction research.

• Improving Concession Customer Service

A program is in place to measure our concessions service level is The Mystery Shopper Program which consists of 6 key service steps. These steps are critical to achieving excellent service at each of the City concessions. An anonymous shopper visits various concessions weekly and documents the service experience delivered. The results are used to assist Facility Coordinators in coaching staff toward improved service and to acknowledge those staff that have met the published standard. The service proficiency increases as we monitor and share results with staff. Customers are the beneficiary as we strive to measure and improve upon our overall service delivery in concessions.

ARTS, CULTURE AND THEATRES • New Level of Service for Theatre Experiences in Brampton

In the opening month of the Rose Theatre, a tour program was develop that reached more than 10,000 Brampton Citizens who were able to get an in-depth


visit to the magnificent new facility. Sold out shows saved $18,000 in marketing budget by reducing the need for ad placement. And the development of the Telemarketing team to upgrade single ticket buyers to subscribers generated 26% of new revenue. The deployment of CLASS Point of Sale cash handling process at the Rose Theatre added an efficient way for staff to quickly process customer transactions.

EFFICIENCY AND COST/REVENUE IMPROVEMENT MEASURES FIRE AND EMERGENCY SERVICES • Grants for Funding of Initiatives

Mobile Data Terminals for fire fighting apparatus are a reality due to a provincial grant assisting with the start-up for the project.

• Development of Cost Recovery Programming by Fire and Emergencies

Introducing a charge back program in 2007. The program will follow other municipalities by charging non- residents a fee for any response to an accident scene. The new program will generate revenue which will off-set expenses and produce a surplus.

• Lifecycle Program Realizes Efficiencies

Replacement Lifecycle Program for first response fire fighting apparatus continues to minimize maintenance costs by replacing equipment before the repair and maintenance costs reduce the efficiency. The equipment constantly reliable and dependable when call upon for emergency response.

PARKS MAINTENANCE AND OPERATIONS • Brampton Lawn Bowling Club Partnership

This year Parks Maintenance and Operations teamed up with the Brampton Lawn Bowling Club, who plays out of Century Gardens. Via this partnership with the seniors, we were able to capitalize on our internal expertise and introduce cost saving measures. While the club maintains the grounds and building, PMO assists with irrigation maintenance, introduction of floral planters and materials supply. Instead of the club having to purchase a new $5,000-$6,000 cutting unit, we were able to utilize our small engines mechanic to restore their unit to ‘like new’ condition and future repairs.

RECREATION FACILITIES AND PROGRAMS • Improving Service Level Without Increasing Staff Costs

Recreation Programs and Facilities realized a variety of staffing efficiencies. An additional 1000 private skating lessons were conducted ($60,000 in additional revenue) by utilizing existing scheduled staff. The rentals staff programmed an additional 24 new outdoor sports fields compared to 2005, as well as handling 15%


more facility rental inquires with no increase in staffing levels. The Flower City Seniors Centre opened to 2000 participants utilizing 125 volunteers who contributed over 13,500 hours to the programming of the Centre saving $108,000 in staff wages. Outdoor recreation programs realized a 20% increase in participation while not increasing overall expenditures.

• Improving Program Delivery

Reorganization of the interior customer service space at the Chinguacousy Ski Chalet at a cost of $60,000 resulted in the efficient servicing of an additional 2000 new participants and $100,000 in additional revenue. There was a cost savings as a result of reducing the Sports Achievement Awards event from three nights to two nights while recognizing an additional 115 recipients. Several of the Program Sections collaborated on a joint marketing project that overall created a $5000 operating savings. A revamped summer camp bus routing schedule aimed at reducing cost realized a savings of $10,000.

• Facility and Equipment Improvements and Staffing Efficiencies

Chinguacousy Park Ski Hill snow making equipment was replaced with the newest technology in snow guns, compressors which makes it possible to make more snow at higher temperatures more efficiently. Modern and automated housekeeping equipment contributes to reduction of staff costs by creating job efficiencies while increasing customer service standards. Replacement and upgrades to major mechanical system will continue to produce cost saving as the new systems are designed to run more efficiently. Upgrades to lighting will continue to generate cost saving and generate energy consumption efficiencies. Web ordering of janitorial supplies utilizes staff resources more efficiently as less time is spent on paperwork, tracking of invoices, product delivery and overall management of the process.

• Part-time Application Process

The part-time application process has been centralized providing easy reference and quality management of application process. In 2005, 6178 applications were processed; in 2006 approximately 8500 applications were processed.

ARTS, CULTURE AND THEATRES • Developing Theatre Audience and Support

P/T Telemarketing staff promoted Rose Theatre and brought in 26% of revenues through follow-up calls and upgrading patrons to subscriptions. Sponsorship and Donors program for the Rose Theatre raised a total of $125,000.

• Rose Theatre Online Ticket Sales

Since going online on December 16, 2006, the online ticketing system has generated $20,000 in revenue for the theatre. This represents approximately 10% of total sales for that period.


• Theatre Volunteer Program Between the soft opening on August 16, 2006 and the official opening night Gala on September 29, 2006, the theatre recruited and trained an entire staff of 175 volunteer ushers. This represents a cost savings to the city of approximately $240,000 in staff costs for the period of September 1 to December 31.

BUSINESS SERVICES • Online Recreation Program Registration Process Improvements

This process offers the residents an easy to use self-service registration process via the City website. After attaining legal sign-off a process improvement eliminated the need to have a hard copy signed indemnity waiver prior to being able to use on-line registration. By eliminating this step the e-registration numbers reached an all-time high going from 8697 in 2005 to 13404 in 2006 -- an increase in over 50%.


2007 SERVICE PLAN HIGHLIGHTS BY DIVISION 1. FIRE & EMERGENCY SERVICES Brampton Fire & Emergency Services is committed to providing Total Service Excellence for its customers. The department provides emergency response, fire prevention and public education programs, while at the same time striving to enhance its already excellent service delivery. Emergency responses include medical emergencies, transportation accidents, industrial accidents, hazardous materials incidents, high level, confined space, trench and water rescue and other life threatening emergencies. Current Service Levels With the rapid growth of our City we continue to see an increase in emergency call volume. In 2006 we responded to 15,637 emergency calls. Although the actual number of working fires is dropping as a result of an aggressive fire prevention and public education program, the number of medical responses is climbing rapidly. Medical responses now account for approximately 50% of the total emergency responses. As a result of the Rapid Intervention Training (R.I.T.) program, Brampton Firefighters have a higher level of awareness of personal and public safety at fire scenes and will be better equipped to protect themselves and others at emergency fire scenes. Firefighters continue to upgrade their medical skills by completing the modules of an Emergency Medical Response program. Through our Fire & Life Safety Education Centre thousands of children have been educated in fire and life safety as well as prevention programs. Presently the Fire Department is comprised of: • 320 Fire Suppression Personnel (Full-Time) • 30 Volunteer Firefighters • 56 Support Staff • 11 Full-Time Stations • 2 Volunteer Stations • 21 Emergency Response Vehicles • 1 Air/Light Truck • 1 Rehab Support Unit • 1 Mobile Command Post • 1 Haz-Mat Truck


2007 Service Drivers • Residential and industrial construction and population growth continue to increase

the number of emergency responsesAnnual training requirements for a variety of emergency rescue techniques training will be evident in the current budget request

• Continue to upgrade the Firefighters medical skills to meet the increasing demand of medical calls

• Continue to meet the minimum requirements under the Fire Protection & Prevention Act

• Meet the public safety demands of residents • Maintain targeted emergency response times Strategic Plan Direction • A Safe Community with Exceptional Emergency Services (5.2) 2007 Service Objectives • Maintain emergency response times to meet Council-approved standards. • Maintain well-trained staff and provide the equipment and resources to sustain a

safe and efficient working environment. • Meet the public safety demands of residents. • Meet the minimum requirements under the Fire Protection & Prevention Act. 2007 Initiatives • Completion of Fire and Emergency Services Master Plan • 2nd truck put in service Station 205 (Sandalwood) to ensure adequate coverage for

north end of Brampton • Implementation of Automatic Vehicle Locators (AVL) • Implementation of Mobile Data Terminals (computers for emergency vehicles) 2 –

3 year project • Implementation of a pre-hospital medical research project (Resuscitation Outcome

Consortium, ROC) • Utilization of Call Centre to improve Customer Service • Finalization of plans for Fire Headquarters & Apparatus & Maintenance and

Training facility


2007 Current Budget Impact Description ($000’s) Non Union Performance / Merit / COLA $ 242 Fire Fighting Progression $ 307 Fire Services- Non Resident Charge For MVA

Administrative Assistant (1 F/T) $ 51 Materials $ 50 Revenue $ (200)

Fire Fighters - 4th Class (21 F/T) $1,715 Platoon Chiefs (4 F/T) $ 525 2007 Capital Budget Impact Description ($000’s) Vehicle Replacement $ 944 Firefighting Equipment $ 140 Fire Station Repairs $ 150 Opticom $ 150 Replacement of Thermal Cameras $ 150 Unfunded or Deferred Capital Budget Priorities Description ($000’s) Year Relocation and Construction of Fire Station 203 & A&M $ 8,525 (2008)* Design & Construct a New Fire Headquarters $10,310 (2009)* * Subject to identifying a funding source


2. PARKS MAINTENANCE AND OPERATIONS The Parks Maintenance and Operations Division is responsible for the maintenance of boulevards, parks, horticultural services, urban forestry, park pathways, playgrounds, sports fields, litter and garbage removal on maintained areas, landscape construction, special event facilitation, cemetery services, small engine repair, sign production, Parks Maintenance and Operations Administration, and the Parks Maintenance and Operations Service Centre. Current Service Levels In 2006, Parks Maintenance and Operations maintained 1,582 hectares of parkland at 415 park locations. Included in this figure is 251hectares of sports fields; 252 hectares of boulevards and buffers; 155 kilometres of pathways; and 56 hectares of flower and shrub beds. Council has approved the level of maintenance for each of these areas and the ratio of staff and other resources necessary to complete that work to this standard. Parks Maintenance and Operations Staffing: • 25 Supervisory and Administration • 92 Parkskeepers, Arborists, Gardeners • 51 Temporary Staff • 150 Students 2007 Service Drivers In 2007, Parks Maintenance and Operations will look after an additional 72.7 hectares of parkland that include 12.6 hectares of boulevards and buffers, 6.5 kilometres of pathways, 15 playgrounds, and an additional 89,154 square meters of flower and shrub beds. Strategic Plan Direction • Managing Growth (2.0) • Protecting Our Environment, Enhancing Our Community (3.0) • Conserving Our Heritage (3.2) • Building Attractive Communities (3.3) • Community Lifestyle (5.0) • Enjoyment of Pubic Open Spaces (5.4)


2007 Service Objectives

• Ensure participant safety in outdoor areas (e.g. children’s playgrounds, path walkways, sports fields, general park areas).

• Respond in a timely manner to residents’ requests for service. • Responsibly manage the use of pesticides to deal with infestations that are

destructive to public assets while safeguarding people and the environment. 2007 Initiatives This year we are raising the bar in hopes of exceeding our city’s expectation. • Customer Service

• One stop shopping • Call centre • Information/communication (door hangers)

• Financially Responsible • Pre-emptive maintenance • Regular inspection • Eyes on the City • Development of key productivity indicators • Streamline service delivery models

• Standard Operating Procedures • Contractors

Deliver better service at a lower cost. • Environment

• Better managed Urban Forest • Focus on passive recreation and valley lands • Review pesticide polices, application and practices

Public education and outreach cooperatives with Recreation and Animal Services


2007 Current Budget Impact ($000’s) Growth – Blvds & Buffers, Trails, Parkskeeper IV, Gardener II, $ 478 Flower City Initiatives – Flowering Bulbs $ 140 Marketing Costs associated with Canada Blooms $ 20 Marketing Costs associated with Communities in Bloom $ 60 Contingency for Communities in Bloom International Challenge $ 40 Parks Operations Mandatory Training (2007 Non Recurring) $ 60 Winter Lights Program (2007 Non-Recurring) $ 50 Forestry Block Pruning $ 170 Managers / Supervisor / Foreman Training $ 46 Flower City Coordinator (1 F/T) $ 67 Construction Skilled Lead Hand (1 F/T) $ 60 2007 Capital Budget Impact ($000’s) Playstructure Repairs & Replacement $ 615 Trail and Pathway Repairs & Replacement $ 598 Bridge Repairs & Replacement $ 821 Outdoor Recreation Centre Reconstruction $ 35 Outdoor Sports Facility Reconstruction $ 525 Outdoor Electrical $ 50 Redevelopment of Major Outdoor Assets $ 350 Outdoor Equipment $ 167 City-Wide Park Development – 407 / Dixie Phase 3 - Design $ 150 City-Wide Park Development – Sesquicentennial $ 150 Neighbourhood Parks $ 5,039 Valleyland Development $ 1,246 Civic Design $ 90 129 Glidden Road Parks Administration and Operations Centre $ 6,836 Unfunded or Deferred 2007 Capital Budget Priorities Since the 2000 budget year Council has been able to fund the repair and replacement of community assets. Notwithstanding, repair and replacement of existing facilities continues to be significantly underfunded. Description ($000) Year Playstructure Repairs & Replacement $ 1,636 (2007) Pathway Reconstruction $ 1,565 (2007) Outdoor Recreation Centre Reconstruction $ 565 (2007) Outdoor Sports Facility Reconstruction $ 1,038 (2007) Redevelopment of Major Outdoor Assets $ 1,850 (2007) General Outdoor Replacements $ 593 (2007) Annual Allowance for Woodlot Acquisition $10,500 (2007)


3. ANIMAL SERVICES Animal Services oversees the daily operations of the Animal Shelter including animal care and adoptions, matching lost animals with owners, animal care education for the community, and enforcement of our animal by-laws through Animal Control services. Current Service Levels Animal Services is currently operating six days a week. Animal Control is available seven days a week, with an officer available for emergency calls after hours. In 2006, the total number of animals released to the care of the Animal Services was 6,218, including wildlife, and 641 animals were reunited with their owner. Total number of animals adopted to a good home was 1,394. Successful implementation of the Dog Owner’s Liability Act and the Dangerous Dog By-Law lead to the designation of 35 dogs. Through the adoption program 1,100 animals spayed or neutered. Staffing Levels: • 1 Supervisor • 1 Administrative Coordinator • 1 Veterinarian Technician/ Acting Supervisor • 1 Veterinary Technician / Education Coordinator. • 1 Reception • 4 Kennel Attendants • 6 Animal Control Officers • 1 Dispatcher • 1 Part time- Reception • 6 Part time Kennel Attendant (2 cross-trained for Animal Control) 2007 Service Drivers • The implementation, education, and enforcement of the new Dangerous Dog

By-Law • Population growth directly affects our service levels by increasing service

calls and travel time Strategic Plan Direction • Professional Delivery of Municipal Services (6.3)


2007 Service Objectives • Maintain current service levels to meet the population growth in Brampton. • Decrease the animal population and the number of animals being

relinquished by their owners through education and spay/neuter programs. • Increase cat and dog licenses to reduce the number of impounded animals

and help match lost with owners. 2007 Initiatives • Maintain current service levels to meet the population growth in Brampton. • Decrease the animal population and the number of animals being

relinquished by their owners through education and spay/neuter programs. • Increase cat and dog licenses to reduce the number of impounded animals

and help match lost animals with owners by developing a new licensing program that will also increase revenue.

• Continue an advertising and direct marketing campaign to build awareness around responsible pet ownership.

• Expand the spay/neuter program to include a subsidy program for people requiring financial assistance.

• Develop an Animal Care and protective custody By-Law. • Expand on the education programs to reach more children and seniors. • Yearly fundraisers for the HOPE fund. • Host annual microchip clinics. • Pigeon By-Law Report

2007 Current Budget Impact Description ($000’s) Increased Hours of Operation $ 2 Install New Cages at Shelter $ 4 2007 Capital Budget Impact Description ($000’s) Epoxy Paint Kennel Walls & Tiling $ 124 Replace Gravel Dog Run $ 21 Indoor / Outdoor Repairs $ 50


4. RECREATION FACILITIES AND PROGRAMS The Recreation Facilities and Program Division, with the assistance of their community group partners contribute positively to a vibrant and livable community through their delivery of indoor and outdoor leisure facilities, programs and services. Programs Current Services Levels Every year, the Program Division develops and delivers registered programs to over 88,800 participants and 18,200 (which includes 2,100 FCCC senior members) members. In 2006 people with special needs were provided with greater than 66,000 hours of programs & services. In addition, 200,000 hours of arenas, fields and diamonds are utilized by: • Affiliated Community Groups • City residents • Community business organizations and staff These programs and services are developed and delivered by: • Approximately 100 full-time and contract program staff with the on-site

assistance of the recreation facility staff • 800 part-time seasonal staff • 652 program volunteers providing over 20,000 hours to Parks & Recreation

Programs • 6,500 minor sport volunteers who provide in excess of one million hours of

service annually 2007 Service Drivers • Changing Recreation/Leisure trends in the local and national marketplace

Changing demographics in the population base Strategic Plan Direction • Community Lifestyle (5.0) • Recreation and Sports Excellence (5.3) • Celebrate Multiculturalism (5.6)


2007 Service Objectives • Recognize and respond to Recreation/Leisure trends in the marketplace. • Provide exceptional customer service to members of the public who

participate in recreational programs. • Continue to develop programs and recreation opportunities to meet the needs

in newly developed areas. 2007 Initiatives • Continuation and enhancement of existing recreational programming • Get Active Initiative ACTIVE2010 is Ontario’s Sport and Physical Strategy ACTIVE2010 sets out the key strategic approaches that the province will be undertaking to strengthen the capacity to deliver quality sport and physical activity programs at the community level. Get Active Goals • The Parks and Recreation Dept has put a team together to develop a

program called "Get Active" which will promote, encourage and educate residents on the importance of being physically active.

• To create opportunities for the Citizens of Brampton to become involved in quality sport activities.

o Opportunity to develop programs via the Brampton Sport Alliance (ie: introductory, just try it programs, etc)

o Subsidy programs (ie: Coaching Subsidy Program, introduction of a Kidsport chapter, etc)

o Ensuring programs are accessible and affordable (ie: barrier free, CARE, etc)

• To enhance opportunities for the Citizens of Brampton to participate in daily physical activity.

o Work with schools (ie: P&R school-based programs, partnerships, tracking tool, etc)

o Identify opportunities for seniors (ie: active-based programming at FCCC, Knightsbridge, etc)

o Develop programs where people can ‘try’ activities without any long-term commitment

o Create awareness - Promote ‘free’ options (ie: Trail systems, public tennis courts, multi purpose courts, etc)

• To increase the number of Citizens of Brampton who value participation in sport and physical activity as an integral and essential part of life in Ontario.

o Provide reinforcement and promote the importance of maintaining an active lifestyle

o Develop and promote an on-line tracking tool for physical activity in the community


2007 Current Budget Impact Description ($000’s) User Fee Increase ($364) Region of Peel - 3R's (net $0 impact)

Operating expenditures $ 113 Environmental Stewardship (CC/FT) $ 7 Region of Peel 3R's grant ($120)

ADAPT Program (net $0 impact) Operating expenditures $190 Revenue Offset ($190)

Recreation Programmer - Youth (1 Contract) $ 50 Golf - Green Fees increase by $1.00 ($ 38) Golf - Increase in price of beer by $0.50 cents ($ 5) Recreation Programmer - Sports (1 Conversion to F/T) $ 0 Recreation Programmer - Community Development (1 Conversion to F/T) $ 0 Recreation Programmer - Special Needs (1 P/T Conversion to Contract) $ 0 PT Labour - Turn-off the Screens and Youth Week $ 1 Playworks/Youth Friendly community - International Youth Week $ 2 Expansion of Turn off the Screens project partnership with Region/Library - 10 additional Schools $ 3 Recreation Programmers - Fitness (CWC) (2 Conversion to F/T) $ 10 Recreation Programmer - Fitness (SF) (1 Conversion to F/T) $ 5 Recreation Programmer - Fitness (NHD) (1 Conversion to F/T) $ 5 Recreation Programmer - Fitness (Admin) (1 Conversion to F/T) $ 5 New Years Event - expanded program $ 63 Recreation Facilities This division is responsible for delivering front-line services and program support for the day-to-day operation of all recreational programs and buildings. The residents recognize this division as the most accessible contact point in neighbourhoods across the City. Current Service Levels The citizens of Brampton can expect the Parks and Recreation Department, with the assistance of their partners, to contribute to a vibrant and attractive community by delivering indoor and outdoor leisure services. These services will be safe, enjoyable, convenient, diverse, well-organized, and delivered in a well-maintained facility, at an acceptable price (funded by user fees and municipal taxes).


The department provides a variety of unique facilities, including: • 12 Ice arenas • 9 Swimming pools • 6 Fitness areas • 16 Racquet sports courts • 2 Outdoor ice rinks • 1 Indoor soccer centre • Leased space for community organizations • Rental properties (auditoriums, multi-purpose rooms) • Speciality parks (Chinguacousy Park, Eldorado, Flower City Community

Campus Lands) • Other specialized facilities including curling rinks, a ski hill, beachfront, indoor

bocce, indoor tennis centre, and senior centre • A total of 85 facilities including the above list. Facility Operations Staff: • 10 Facility Coordinators • 15 Operational Supervisors • 67 Facility Operators • 16 Facility Clerks • 400 Part-time and Seasonal Office, Snack bar & Maintenance Staff 2007 Service Drivers • Maintaining an aging community infrastructure of recreation buildings

(average age over 20 years)Manage front-line operations that are the first point of contact for public access programs and registered programs

Strategic Plan Direction • Community Lifestyle (5.0) • Recreation and Sports Excellence (5.3) 2007 Service Objectives • Maintenance of efficient and reliable facility operations. • Plan and operate facilities to provide for new recreation trends and

participation growth. • Upgrade aging facility infrastructure to ensure a safe environment for

customers and staff.


2007 Initiatives • Maintenance of efficient and reliable facility operations. • Plan and operate facilities to provide for new recreation trends and

participation growth. • Upgrade aging facility infrastructure to ensure a safe environment for

customers and staff. • Provide efficient and reliable facility operations to facilities to be assumed in

2007 • Replace aging infrastructure and continue preventive maintenance programs • Continue to identify and implement programs to improve barrier-free access

to facilities 2007 Current Budget Impact Description ($000’s) Brampton Soccer Centre

Facility Costs - PT, utilities, PM, DM, materials, etc $ 676 Revenue Offset ($ 493) Facility General Operator (4 F/T) $ 223 Facility Clerks (2 F/T) $ 94 Facility Coordinator (1 F/T) $ 82 Operations Supervisor (1 F/T $ 67

Earnscliffe Modernization and Expansion Operating expenditures ($ 6) Facility General Operator (1 FT) $ 56 P/T staff $ 7

Memorial Refrigeration Plant Overhaul (2007 Non Recurring) $ 7 Rose Theatre Operations

Facility Costs - PT, utilities, PM, DM, materials, etc $ 237 Facility General Operator (1 F/T) $ 56 Caretaker (1 F/T) $ 50

2007 Capital Budget Description ($000’S) Inspections & Studies $ 517 Design $ 100 Code & Life Safety $ 46 Ontario Disabilities Act (ODA) $ 550 Structural $ 246 Mechanical $ 350 Electrical $ 239 Doors & Hardware $ 68 Building Finishes $ 869 Furnishing $ 175 Major Indoor Projects $ 152 Parking Lot Repairs & Reconstruction $ 406


New Lacrosse Box Incremental Amount $ 100 Permanent Skate Park Incremental amount $ 430 Chinguacousy Park $ 950 Unfunded or Deferred Priorities 2007 Capital Budget Since the 2000 budget year Council has been able to fund the repair and replacement of community assets. Notwithstanding, repair and replacement of existing facilities continues to be significantly under funded. Description ($000) Year Ontario Disabilities Act (ODA) $ 1,295 (2007) Structural $ 1,051 (2007) Mechanical $ 1,605 (2007) Electrical $ 457 (2007) Doors & Hardware $ 1,103 (2007) Building Finishes $ 2,139 (2007) Signage $ 164 (2007) Major Indoor Projects $ 3,622 (2007) Facility Condition Audits – Repairs recommended by Audit $ 2,097 (2007) Recreation Office Furniture $ 32 (2007) Energy Conservation Initiatives $ 730 (2007) FCCC Seniors Gym $ 2,717 (2008) Parking Lot Repairs & Reconstruction $ 119 (2007) Powerade Centre Capital Improvements $ 343 (2007) Chinguacousy Park $ 4,626 (2007)


5. ARTS, CULTURE AND THEATRES The Arts, Culture and Theatres group provides the citizens of Brampton and the surrounding area with high-quality professional entertainment, while allowing community and cultural groups to flourish in well-equipped, safe facilities. They create programs to develop artists and audiences. They work with community groups including the Brampton Arts Council, to help them achieve their program goals and create viable arts and culture organizations within Brampton. They influence City policy regarding arts-related activities and initiatives. Current Service Levels The City of Brampton is recognized as a leader in arts, culture and entertainment as the Rose Theatre continues to attract a variety of performers. The new theatre is programmed with a variety of unique artists and attractions that brings many new visitors to the City. Presently the Arts, Culture and Theatres Section is comprised of: • 1 Full-time Manager of Theatres • 1 Full-time Theatre Supervisor • 1 Full-time Product Coordinator – Theatre Productions • 1 Contract Theatre Technical Supervisor • 1 Full-time Programmer of Audience Services • 1 Full-time Facility Clerk • 1 Full-time Box Office Clerk • 15 Part-time Technicians • 25 Part-time Audience Services Staff • 12 Part-time Box Office Operators • 3 Part-time Production Assistants • 2 Contract Theatre Stage Hands • 200 Volunteers 2007 Service Drivers

• Growth in theatre audience for Professional Entertainment Series • Changing arts, culture, and heritage program trends in the local and national

marketplaceClient Development for The Rose Theatre • Audience Development and Community Awareness Program for The Rose

Theatre • Development of the Marketing and Programming Plan for theatre programs

and events at The Rose Theatre • Production of the Summer Theatre Festivals and community Special Events • Sponsorship acquisition for events and programs at The Rose Theatre


Strategic Plan Direction • Community Lifestyle (5.0) • Arts, Culture and Entertainment (5.5) • Celebrate Multiculturalism (5.6) 2007 Service Objectives • Create programs to develop Brampton artists and diversified audiences. • Expand community partnerships to achieve viable arts and culture

organizations and clients for The Rose Theatre. • Increase customer service levels when delivering community and professional

entertainment to citizens. • Develop festivals that build on Brampton’s heritage and community spirit and

that bring tourists into Brampton and exposure to the GTA. 2007 Initiatives • To strive to be the greatest Performing Arts Theatre in Canada by the offering

high of quality programs and a high quality of service to the citizens of Brampton

• Participate in a Comprehensive Organizational Review of Community Services

• Continue to develop the Flower City Festival to include all summer performing arts events in the City

• Increase usage of the Rose Theatre by professional promoters, corporate clients and broadcasters

• Create a theatre operating manual outlining the standard operating procedures of a performing arts venue for the city run theatres

• Offer a dynamic Professional Entertainment Series that appeals to a broad cross section of the citizens of Brampton that includes Canadian and International stars that has a 70% sell out rate

• Obtain naming sponsors for the key components of the Rose Theatre to establish a reserve fund for special theatre initiatives


2007 Current Budget Impact Description ($000’s) Community Development Programmer (1 Conversion to F/T) $ 51 Revenue Offset ($ 30) Educational / Youth Programmer (1 P/T Conversion to Contract $ 22 Revenue Offset ($ 25) Technical Supervisor (1 Conversion to F/T) $ 5 Recreation Coordinator - Audience Development and Sales $ 1 (1 Conversion to F/T) Operating expenditures $ 458 Tickets ($ 200) Donations ($ 75) Rose Theatre Concessions

Operating Expenditures $ 164 Revenue ($ 145)

Rose Theatre - Broadcast Demonstration Event $ 25 (2007 Non-Recurring) Recreation Supervisor - Theatre Productions (1 Conversion to F/T) $ 19 Box Office Clerk (1 FT) $ 44 2007 Capital Budget Impact Description ($000’s) Rose Theatre – Sponsorship Lounge Fit-ups & AV Equipment $ 480


5. BUSINESS SERVICES Business Services staff provides administrative support to the department. On behalf of the Commissioner’s office they develop capital and operating budgets; monitor/report cash flows on capital projects spending; monitor/report revenue-related matters; and manage the department’s overall payroll. Business Services coordinates technology needs, develops and monitors policies and procedure, and coordinate production of the department’s Service Plan and also provides capital project supervision, coordinates all concession activities and marketing initiatives for the department. Current Service Levels Business Services manages capital and current budgets for five divisions with a 2006 value of $40.1 million and $68.2 million net respectively. Business Services provides payroll support to over 1,000 Community Services employees, and provides technical support for all Community Services applications. Presently Business Services is comprised of:

• 1 Manager of Business Services • 1 Concession Coordinator • 1 Production Coordinator • 1 File Clerk • 1 Administrative Assistant (shared with the Commissioner’s Office) • 1 Supervisor of Financial Services • 2 Capital Supervisors • 1 Financial Analyst (Capital) • 1 Financial Analyst (Current) • 2 Recreation Clerks • 1 Accounting Supervisor • 3 Senior Bookkeepers • 1 Supervisor of Service Planning (vacant) • 1 Supervisor of Business Systems • 2 System Administrators • 1 Client Support Specialist • 1 Clerk Business Systems

2007 Service Drivers • Increase to staff complement in the department increases the demand on

Business Services staff to maintain the current level of administrative service for internal customers

• Established financial reporting guidelines that ensure compliance with • generally accepted accounting principles


• Implementation of audit recommendations Strategic Plan Direction

• Excellence in Local Government (6.0) • Professional Delivery of Municipal Services (6.3) • Strong Financial Management (6.5)

2007 Service Objectives • Provide efficient and reliable administrative services by applying new

technologies and business processes. • Meet financial reporting timelines to all Departments and Divisions. 2007 Initiatives • Develop a strategy to incorporate new recreation centre programming and

growth of community within the parks and recreation program guide. • Creation / Implementation of a healthier alternative menu in collaboration with

key stakeholders • Develop project management initiatives and partnerships for small-scale

project delivery. • Assist Parks Maintenance & Operations in account restructuring • Develop project management initiatives and partnerships for small-scale

project delivery. • Provide Community Services and other corporate departments, with

deployment, training and 24 x 7 user support as it relates to CLASS and POS. This would include but not be limited to, POS at the Brampton Soccer Centre, Transit terminals and Facility booking at the Rose Theatre.

2007 Current Budget Impact ($000’s) Brochures - P&R Program Guide $ 100 Printer replacements and repairs $ 30


COMMUNITY SERVICESCITY OF BRAMPTONCurrent Budget Financial Summary

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

FIRE AND EMERGENCY SERVICESLabour 35,069,693 34,824,298 38,243,708 3,174,015 9.1 Other 2,347,108 1,965,065 2,510,044 162,936 6.9 Total Expenses 37,416,801 36,789,363 40,753,752 3,336,951 8.9 Revenues (179,210) (182,996) (393,813) 214,603 119.7 Net Expenditures $37,237,591 $36,606,367 $40,359,939 $3,122,348 8.4

ADMINISTRATIONLabour 1,900,975 1,814,241 2,093,382 192,407 10.1 Other 2,961,483 2,829,308 2,456,918 (504,565) (17.0)Total Expenses 4,862,458 4,643,549 4,550,300 (312,158) (6.4)Revenues (144,100) (178,365) (119,100) (25,000) (17.3)Net Expenditures $4,718,358 $4,465,184 $4,431,200 $(287,158) (6.1)

FACILITIES AND PROGRAM ADMINISTRATIONLabour 1,059,389 872,795 971,219 (88,170) (8.3)Other 487,058 418,019 649,084 162,026 33.3 Total Expenses 1,546,447 1,290,814 1,620,303 73,856 4.8 Revenues 1,094,300 951,078 1,012,200 (82,100) (7.5)Net Expenditures $2,640,747 $2,241,892 $2,632,503 $(8,244) (0.3)

PARKS OPERATIONSLabour 9,606,513 9,265,597 10,207,670 601,157 6.3 Other 5,125,468 5,516,065 5,726,237 600,769 11.7 Total Expenses 14,731,981 14,781,662 15,933,907 1,201,926 8.2 Revenues (1,931,368) (1,562,411) (1,597,103) 334,265 17.3 Net Expenditures $12,800,613 $13,219,251 $14,336,804 $1,536,191 12.0

RECREATION FACILITIES AND PROPERTIESLabour 9,823,205 10,009,418 11,578,937 1,755,732 17.9 Other 6,887,838 6,990,198 8,243,045 1,355,207 19.7 Total Expenses 16,711,043 16,999,616 19,821,982 3,110,939 18.6 Revenues (14,430,738) (14,431,747) (14,339,996) (90,742) (0.6)Net Expenditures $2,280,305 $2,567,869 $5,481,986 $3,201,681 140.4

RECREATION PRODUCTSLabour 8,370,331 8,465,084 9,338,405 968,074 11.6 Other 19,144,857 18,857,108 19,472,575 327,718 1.7 Total Expenses 27,515,188 27,322,192 28,810,980 1,295,792 4.7 Revenues (19,366,218) (18,893,147) (20,349,428) 983,210 5.1 Net Expenditures $8,148,970 $8,429,045 $8,461,552 $312,582 3.8

VARIANCE


COMMUNITY SERVICESCITY OF BRAMPTONCurrent Budget Financial Summary

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

VARIANCE

THEATRESLabour 1,715,019 1,645,631 1,953,049 238,030 13.9 Other 3,228,946 3,874,421 2,727,916 (501,030) (15.5)Total Expenses 4,943,965 5,520,052 4,680,965 (263,000) (5.3)Revenues (2,560,517) (2,523,860) (2,693,698) 133,181 5.2 Net Expenditures $2,383,448 $2,996,192 $1,987,267 $(396,181) (16.6)

ANIMAL SERVICESLabour 1,303,571 1,165,399 1,328,788 25,217 1.9 Other 498,789 463,862 394,436 (104,353) (20.9)Total Expenses 1,802,360 1,629,261 1,723,224 (79,136) (4.4)Revenues (304,800) (275,267) (328,865) 24,065 7.9 Net Expenditures $1,497,560 $1,353,994 $1,394,359 $(103,201) (6.9)

TOTAL COMMUNITY SERVICESLabour 68,848,696 68,062,463 75,715,158 6,866,462 10.0 Other 40,681,547 40,914,046 42,180,255 1,498,708 3.7 Total Expenses 109,530,243 108,976,509 117,895,413 8,365,170 7.6 Revenues (37,822,651) (37,096,715) (38,809,803) 987,152 2.6 Net Expenditures $71,707,592 $71,879,794 $79,085,610 $7,378,018 10.3


COMMUNITY SERVICES - PARKS, RECREATION AND ADMINISTRATIONConsolidated Change from 2006 ($000's)

2007 Budget vs. 2006 Budget

Category Description

CORE OPERATING ADJUSTMENTS

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

1,248 Compensation Adjustments

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

454 Compensation Adjustments

Inflation on goods and services (leases, utilities, grass cutting, materials, supplies, preventative maintenance, net of approved user fees increases)

(218) Inflation

Reversal of non recurring items approved in 2006 Current Budget

(969) Service

Operating Expenditure Adjustments to Reflect Actuals and Forecast

--Flowers and Shrubs - Annuals, soil, fertilizer, water truck

196 Growth / Work Volume

--FCCC lease adjustment - School Board no longer leasing

185 Service

--Transfer from Management and Administrative Services - reorganization (Gage Park and Outdoor Rink at Civic Centre)

152 Service

--Utilities (hydro, heating fuel, water and sewer) 152 Growth / Work Volume--Brochures - P&R Program Guide 100 Growth / Work Volume--Region of Peel - 3R's (net $0 impact)

Operating expenditures 113 Growth / Work VolumeEnvironmental Stewardship (1 Contract Conversion to F/T)


Region of Peel 3R's grant (120) Growth / Work Volume--Other adjustments (vehicle expenses, grass cutting, winter lights program, program participation, graffiti removal, printer replacements and repairs, grading of parking lots, outside services, preventative and demand maintenance, materials, concessions, campus coverage, emergency walkway lighting and asphalt repairs)


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

--Program Participation - revenue correction 409 Growth / Work Volume--Region of Peel reduced service level - reduced grass cuts

345 Service

--Other adjustments (concessions, Flower City Theatre Festival)


--Earnscliffe lease revenue - daycare no longer renting space

49 Service

SUBTOTAL, CORE OPERATING ADJUSTMENTS 2,265

COMMITMENTS

Brampton Soccer Centre (net $699K impact for 2007)--Facility Costs - P/T staff, utilities, preventative maintenance, demand maintenance, materials, etc.

676 Capital Impacts - Growth

--Program revenue (493) Capital Impacts - Growth





--Facility General Operator (4 F/T) 223 Capital Impacts - Growth--Facility Clerks (2 F/T) 94 Capital Impacts - Growth--Facility Coordinator (1 F/T) 82 Capital Impacts - Growth--Operations Supervisor (1 F/T) 67 Capital Impacts - Growth--Recreation Programmer - Youth (1 Contract) 50 Capital Impacts - Growth

Earnscliffe Modernization (net $57K impact for 2007)--Operating expenditures (6) Capital Impacts - Growth--Facility General Operator (1 FT) 56 Capital Impacts - Growth--P/T staff 7 Capital Impacts - Growth

Rose Theatre (net $569K impact for 2007)--Facility Costs - P/T staff, utilities, preventative maintenance, demand maintenance, materials, etc.

237 Capital Impacts - Service

--Special EventsOperating expenditures 458 Capital Impacts - ServiceTickets (200) Capital Impacts - ServiceDonations (75) Capital Impacts - Service

--ConcessionsOperating expenditures 164 Capital Impacts - ServiceRevenue (145) Capital Impacts - Service

--Facility General Operator (1 F/T) 56 Capital Impacts - Service--Caretaker (1 F/T) 50 Capital Impacts - Service--Community Development Programmer (1 Conversion to F/T)


Revenue Offset (30) Capital Impacts - Service--Educational / Youth Programmer (1 P/T Conversion to Contract)


Revenue Offset (25) Capital Impacts - Service--Technical Supervisor (1 Conversion to F/T) 5 Capital Impacts - Service--Recreation Coordinator - Audience Development and Sales (1 Conversion to F/T)


Subdivision and parks growth (net $533K impact for 2007)--Operating expenditures 356 Capital Impacts - Growth--Parkskeeper IV (1 F/T) 61 Capital Impacts - Growth--Gardener II (1 F/T) 61 Capital Impacts - Growth--Recreation Programmer - Seniors - FCCC (1 P/T Conversion to Contract)

21 Capital Impacts - Growth

--Forestry Block Pruning - Contract (Spring and Fall) 33 Capital Impacts - ServiceFlower City Initiatives – Flowering Bulbs 140 Capital Impacts - ServiceMarketing Costs associated with Canada Blooms 20 Capital Impacts - ServiceMarketing Costs associated with Communities in Bloom 60 Capital Impacts - ServiceMarketing Contingency for Communities in Bloom going international


SUBTOTAL, COMMITMENTS 2,118

NON RECURRING

Memorial Refrigeration Plant Overhaul 7 ServiceGrant Writer - Rose Theatre Submission (1 Contract) 20 ServiceParks Operations Mandatory Training 60 Health and SafetyWinter Lights Program 50 ServiceRose Theatre - Broadcast Demonstration Event 25 Service





SUBTOTAL, NON RECURRING 162

GROWTH AND SERVICE PRIORITIES

Recreation Programmer - Sports (1 Conversion to F/T) 0 ServiceRecreation Programmer - Community Development (1 Conversion to F/T)

0 Service

Recreation Programmer - Special Needs (1 P/T Conversion to Contract)


P/T Labour - Turn-off the Screens and Youth Week 1 ServiceAnimal Services

--Increased Hours of Operation 2 Service--Install New Cages at Shelter 4 Service

Programs - Age Groups--Playworks/Youth Friendly community - International Youth Week

2 Service

--Expansion of Turn off the Screens project partnership with Region/Library - 10 additional Schools

3 Service

--Recreation Programmers - Fitness (CWC) (2 Conversion to F/T)

10 Service

--Recreation Programmer - Fitness (SF) (1 Conversion to F/T)

5 Service

--Recreation Programmer - Fitness (NHD) (1 Conversion to F/T)

5 Service

--Recreation Programmer - Fitness (Admin) (1 Conversion to F/T)

5 Service

Parks Operations--Managers / Supervisor / Foreman Training 46 Health and Safety--Forestry Block Pruning - Contract (Spring and Fall) 137 Service--Flower City Coordinator (1 F/T) 67 Service

Arts, Culture and Theatres--Recreation Supervisor - Theatre Productions (1 Conversion to F/T)

19 Service

Parks Operations--Construction Skilled Lead Hand (1 F/T) 60 Service

Arts, Culture and Theatres--Box Office Clerk (1 FT) 44 Service

Programs - Sports Affiliates--New Years Event - expanded program 63 Service

SUBTOTAL, GROWTH AND SERVICE PRIORITIES 473

REVENUE GENERATING MEASURES

User Fees and other recoveries--Golf - Green Fees increase by $1.00 (37) Reduction Packages--Golf - Increase in price of beer by $0.50 cents (5) Reduction Packages

SUBTOTAL, REVENUE GENERATING MEASURES (42)





COST REDUCTION MEASURES

Service adjustments--Parks Operations - Reduce grass contract from 12 to 11 cuts

(136) Reduction Packages

--Aquatics delay opening outdoor facilities until 3rd week of June


--Video Screens removed from Long Term Service night


--Reduce Concession operating hours Open at 7am to 8am


--Golf Lessons reduce from 19 to 13 classes (1) Reduction Packages--Close the Minor Sport Office on Mondays (1) Reduction Packages

Labour force reduction--Reduce Parks Opts Seasonal Labour by 10% (90) Reduction Packages--Animal Control Officer - temp (21) Reduction Packages--P/T Labour (33) Reduction Packages--Special Needs - Summer CARE clerk (11) Reduction Packages--P/T Labour for 874-BOOK (12) Reduction Packages--Sick - P/T Office Coverage (15) Reduction Packages

Programming adjustments--Pathway Map Books - No Reprints (50) Reduction Packages--Aquatics Sand n' Sun Regional Lifeguarding Competition


--Bunny Egg-citement contribution reduced (2) Reduction Packages--Sports Hall of Fame contribution reduced (5) Reduction Packages--Quality of Medals reduced - Civic Awards (2) Reduction Packages

Adjustments with minor budget impact (includes outside services, materials, tent rental, decorations, flyers, marketing, advertising, training, preventative maintenance, demand maintenance)


SUBTOTAL, COST REDUCTION MEASURES (720)

TOTAL, NET EXPENDITURE CHANGE 4,256

SUMMARY BY CATEGORY (2007)

Compensation Adjustments 1,702Inflation (218)Capital Impacts - Growth 1,256Capital Impacts - Service 862Health and Safety 106Council ApprovedEfficiency / Financial PaybackGrowth / Work Volume 1,018New or Increased Service 291Reduction Packages (762)

4,256


COMMUNITY SERVICES - FIRE AND EMERGENCY SERVICESConsolidated Change from 2006 ($000's)



CORE OPERATING ADJUSTMENTS

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


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


Inflation on goods and services--Fire Services- Non Resident Charge For MVA

Administrative Assistant (1 F/T) 51 InflationMaterials 50 InflationRevenue (200) Inflation

--Fire recruitment process covered by recruitment user fee

(39) Inflation

--Utilities - Hydro, heating fuel, water and sewer 13 InflationOperating expenditure adjustments to reflect actuals and forecasted actuals

--Internal Borrowing repayment (based on approved Capital)

119 Service

--Other adjustments (hearing testing, station generator maintenance inspections)


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

--Program Participation - revenue correction 45 Growth / Work Volume--Cancellation of extinguisher training 8 Service

SUBTOTAL, CORE OPERATING ADJUSTMENTS 1,037

GROWTH AND SERVICE PRIORITIES

Fire Fighters - 4th Class (21 F/T) 1,715 Growth / Work VolumePlatoon Chiefs (4 F/T) 525 Growth / Work Volume

SUBTOTAL, GROWTH AND SERVICE PRIORITIES 2,240

REVENUE GENERATING MEASURES

Fire Prevention - Increase in user fees (23) Reduction Packages

SUBTOTAL, REVENUE GENERATING MEASURES (23)

COST REDUCTION MEASURES

Adjustments with minor budget impact (e.g. conferences, telephone, promotions, marketing, advertising, training, preventative maintenance, staff development)


SUBTOTAL, COST REDUCTION MEASURES (132)

TOTAL, NET EXPENDITURE CHANGE 3,122


COMMUNITY SERVICES - FIRE AND EMERGENCY SERVICESConsolidated Change from 2006 ($000's)



SUMMARY BY CATEGORY (2007)

Compensation Adjustments 971Inflation (125)Capital Impacts - GrowthCapital Impacts - ServiceHealth and SafetyCouncil ApprovedEfficiency / Financial PaybackGrowth / Work Volume 2,303New or Increased Service 127Reduction Packages (154)

3,122


COMMUNITY SERVICESCITY OF BRAMPTONRecommended Staff Additions

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

($000)

Recreation Programmer - Environmental Stewardship (CONVERSION TO F/T)

1 This is currently an approved contract position - job duties and responsibilities and divided between developing and delivering Outdoor Recreation programs (May to November) and 3R's Clean City Program (November to April).

7

Facility General Operators - Brampton Soccer Centre (F/T)

4 Cleans and maintains the facility in a safe manner and ensures daily housekeeping activities and program facilitation is completed to Department standards. This includes detailed cleaning of space and building finishes, conducting daily inspections, set up and takedown of facility programs and rentals, daily housekeeping, customer service, security, preventative maintenance, and repairs.

223

Facility Clerk - Brampton Soccer Centre (F/T)

2 Reporting to the Facility Coordinator provides front line and telephone customer services to the users of the facility. Provides information regarding facility rentals and available programs and other administrative functions to operate the facility.

94

Facility Coordinator - Brampton Soccer Centre (F/T)

1 Coordinates and supervises all full-time and part-time facility staff; prepares operating and capital budgets; schedules and supervises preventative maintenance duties on all site mechanical systems and maintenance repairs by external contractors; monitors and operates all site computerized automation systems (i.e. BAS); troubleshoots all site systems, recommends and initiates appropriate corrective actions; oversees the site security function; recruitment and hiring / training of new facility employees; assigns workloads and ensures policy / SOP compliance; ensures staff and contractors adhere to required legislation and regulations; coordinates the customer service for the entire facility; responsible for administration and financial management of the facility and the quality assurance program

82



Operations Supervisor - Brampton Soccer Centre (F/T)

1 Under the direction of the Facility Co-ordinator supervises full-time and part-time site maintenance staff; assists in the preparation of operating and capital budgets; schedules and supervises preventative maintenance duties on all site mechanical systems and maintenance repairs by external contractors; monitors and operates all site computerized automation systems (i.e. BAS); troubleshoots all site systems, recommends and initiates appropriate corrective actions; oversees the site security function; assists with the interviewing, hiring and orientation of new maintenance employees; maintains an inventory of maintenance supplies; monitors usage and evaluates product cost effectiveness; reviews job requests, prepares written reports and project budget estimates, assigns workloads; ensures staff and contractors adhere to required legislation and regulations; supervises, documents and maintains site log books and all maintenance staff training needs; coordinates all site maintenance and operations equipment needs; provides customer service for internal and external customers

67

Recreation Programmer - Youth - Brampton Soccer Centre (CONTRACT)

1 Working towards Pillar 5 - Community Lifestyle - This staff member would be responsible for the programming of the youth room at the Brampton Soccer Centre and planning of special events (i.e. off grounds trips, special guests, seminars) with the guidance of the program supervisor of Youth programs and the youth who attend the centre, creating new and innovative ways to incorporate ideas brought forth from the youth to keep the space youth user friendly.

50

Facility General Operator -Earnscliffe (F/T)

1 This position is required before opening of the facility after completion of the Earnscliffe expansion and modernization project in 2007. Cleans and maintains the facility in a safe manner and ensures daily housekeeping activities and program facilitation is completed to Department standards. This includes detailed cleaning of space and building finishes, conducting daily inspections, set up and takedown of facility programs and rentals, daily housekeeping, customer service, security, preventative maintenance, and repairs.

56

Facility General Operator -Rose Theatre (F/T)

1 Cleans and maintains the Rose Theatre and Garden Square ina safe manner and ensures daily housekeeping activities and program facilitation is completed to Department standards. This includes detailed cleaning of space and building finishes, conducting daily inspections, set up and takedown of facility programs and rentals, daily housekeeping, customer service, security, preventative maintenance, and repairs.

56



Caretaker - Rose Theatre (F/T)

1 Cleans and maintains the Rose Theatre and Garden Square ina safe manner and ensures daily housekeeping activities and program facilitation is completed to Department standards.

50

Community Development Programmer - Rose Theatre (CONVERSION TO F/T)

1 This position would develop audiences for the three performing arts venue's client base. By assisting the client groups it ensures the long term success of the venues. The position would work with client groups to create and develop marketing and sales to increase ticket sales for their performances at City theatres.

21

Theatre Educational / Youth Programmer - Rose Theatre (CONTRACT)

1 This position would be responsible for enhancing the marketing, programming and sales of the Educational Series presented to the School Boards. This position would also create new programs to support sponsorship initiatives.

(3)

Technical Supervisor - Rose Theatre (CONVERSION TO F/T)

1 Contract Conversion to Full Time of the Technical Supervisor. This position is responsible for the coordination of the technical aspects of the performances at City run venues.

5

Recreational Coordinator -Audience Development and Sales - Rose Theatre (CONVERSION TO F/T)

1 Contract Conversion to Full Time of the Audience Development and Sales Coordinator. This position is responsible for the program development of the professional entertainment series and the marketing.

1

Parkskeeper IV (F/T) 1 In 2006, Parks Operations will have to maintain 135.8 acres of additional Parkland, 16.4 acres of boulevards and buffers, 2.9 kilometres of pathways, and an additional 17.08 acres of flower and shrub beds. As a result of this growth and as part ofthe divisional reorganization, a Parkskeeper 4 position is required to assist the foreperson in supervision of full and part-time staff and perform parks maintenance work at a skilled level. This position meets with the Strategic Plan goal of 5.3 "Recreation and Sports Excellence", 5.4 "Enjoyment of Public Open Spaces", and 6.3 "Professional Delivery of Municipal Services".

61

Gardener II (F/T) 1 Increase of new flower and shrub beds in 2007 - 89,154 sq. meters requiring maintenance. The addition of this staff meetsStrategic Plan goals 5.4 "Enjoyment of Public Open Spaces"; 6.3 "Professional Delivery of Municipal Services" and a Service Plan Objective of responding in a timely manner to residents' requests for service.

61



Recreation Programmer-Seniors FCCC (CONVERSION TO CONTRACT)

1 With the overwhelming success of the Flower City Seniors Centre there is a need to hire a Recreation Programmer to assist with the design, development, co-ordination , implementation and evaluation of registered programs, drop in programs, bus trips, and special events. This position will also assist with the management of volunteers, the promotion of the centre, as well as the day to day tasks. Currently there are 2,100 members, over 70 registered / drop-in programs, monthly bus trips / special events as well as 100 volunteers. The centre is averaging 2,500 participants monthly for City run programs as well as an additional 330 seniors weekly and 300 monthly who are attending seniors clubs within the centre.

21

Grant Writer (CONTRACT)

1 A contract resource to write the following Arts and Culture related grants. Department of Canadian Heritage - Arts Presentation Canada - $40k, Ministry of Tourism - Festival Enhancement Initiative - up to $100k, Department of CanadianHeritage - Cultural Capitals Canada - up to $2 million in 2010. This position will also source other granting opportunities that the City may be eligible for.

20

Recreation Programmer - Sports (CONVERSION TO F/T)

1 The Recreation Programmer - Sports is an on-site, front-line staff person whose main responsibility is to liaise with the public and garnish input to develop and market new program opportunities; supervise, train and hire sports instructors; maintain accurate data on attendance statistics, usage, registrations and membership reports.

0

Recreation Programmer - Community Development (CONVERSION TO F/T)

1 This position was the former Recreation Programmer - Volunteers. The focus will be on community development within the schools, outside organizations, and will have a closetie to the leadership / mentoring program run by the Youth Program unit. This position will have a volunteer component (high school mandated hours) but will not solely be responsible for volunteering within the department.

0

Recreation Programmer - Special Needs (ADAPT) (CONVERSION TO CONTRACT)

1 This position was budgeted in 2006 and filled by 2 part time staff. To ensure consistency in dealing with the public (small special needs community) and staff, a request for these positions to be combined to a 40-hour contract position is being put forward. Working towards Pillar 5 - Community Lifestyle, this positions will be responsible for regular program visitations to ensure high quality programming, assisting with planning and implementing staff training, staff supervision and development, providing input into sessional reports and purchasing and delivering supplies.

0



Recreation Programmer - Fitness (CWC) (CONVERSION TO F/T)

2 Provides high quality of service to fitness members. Supervise, train and evaluate part time staff. Accountable to maintain documentation as it relates to part time staff, according to Corporate standards. Program development. Maintaining program statistics. Program delivery.

10

Recreation Programmer - Fitness (SF) (CONVERSION TO F/T)

1 Provides high quality service to fitness members. Supervise, train and evaluate part time staff. Accountable to maintain documentation as it relates to part time staff, according to Corporate standards. Program development. Maintaining program statistics. Program delivery.

5

Recreation Programmer - Fitness (NHD) (CONVERSION TO F/T)

1 Provides high quality service to fitness members. Supervise, train and evaluate part time staff. Accountable to maintain documentation as it relates to part time staff, according to Corporate standards. Program development in Wellness programs as well as Fitness. Maintain program statistics. Program delivery.

5

Recreation Programmer - Fitness (Admin) (CONVERSION TO F/T)

1 Provides high quality service to fitness members. Supervise, train and evaluate part time staff. Accountable to maintain documentation as it relates to part time staff, according to Corporate standards. Program development. Maintaining program statistics. Program delivery. Fitness unit marketing initiatives to meet unit program growth.

5

Flower City Coordinator (F/T)

1 Provides technical support and expertise for the implementation of the City of Brampton's Flower City Strategy. Assists the Flower City Committee to ensure the Flower City Strategy message, image and program is consistently represented at various corporate and departmental special events , initiatives, special projects and operational services.

67

Recreational Supervisor - Theatre Productions - Rose Theatre (CONVERSION TO F/T)

1 This position will be responsible for supervising Theatre Production cast, crew and production staff for performances in the Rose Theatre and Theatre Square.

19



Construction Skilled Lead Hand (F/T)

1 In 2007, Parks Operations will have to maintain an additional 135.8 acres of parkland, 16.4 acres of boulevards and buffers, 2.9 kilometres of pathways, and an additional 17.08 acres of flower and shrub beds. As a result of this growth and the divisional reorganization it was determined that a Lead Hand was required to assist the Construction Foreperson in supervision of full and part-time staff and perform maintenance / construction work at a skilled level. This position meets the Strategic Plan goals of 5.3 "Recreation and Sports Excellence", 5.4 "Enjoyment of Public Open Spaces" and 6.3 "Professional Delivery of Municipal Services"

60

Box Office Clerk - Rose Theatre (F/T)

1 Sell tickets and provide reception at the New Performing Arts Centre and other City run theatres. The increase in sales due to the opening of the Rose requires more service providers in the Box Office. Sell Tickets at the Box Office of the Performing Arts Centre and over the phone to patrons. Process Web Orders and other sales orders.

44

Administrative Assistant - Non-Union (F/T)

1 The Administrative Assistant in this position will coordinate all billing and Accounts Receivable. The new initiative that necessitates the need for this position in the billing of non-residents of Brampton for response to Motor Vehicle Accidents. They will produce monthly and yearly financial reports with regards to all account receivables. The person in this position will work closely with the other Administrative Assistants in Fire Administration and will back-fill in those positions when required. Therefore due to the highly confidential nature of all of the Administrative Assistants positions in the office, this is required to be a non-union position as well.

51

4th Class Fire Fighter (F/T)

21 21 - 4th class Fire Fighters to staff Pumper 205, providing second and third truck coverage for all areas North of Bovaird Drive and West of McVean Drive, serviced by Stations 205, 208, 209 and 210. Pumper 205 will also provide standby coverage for each of the aforementioned stations when they are tied up at emergency scenes and unable to respond. This coverage is currently provided by Squad 201 and Aerial 204, both located on the south side of Queen Street and too far away to provide timely and sufficient second / third truck backup coverage.

1,245



Platoon Chief (F/T) 4 The 4 new Platoon Chiefs are required because of an increasein emergency call volumes, the number of employees in the Suppression Division of Fire and Emergency Services and scope of work of the current District Chiefs. Call volume and administrative duties have made it nearly impossible for the District Chiefs to handle their day-to-day tasks while attending all of the necessary emergency calls. Each of the four (4) Platoon Chiefs will be assigned to a Fire Fighting shift. They will work on the rotating shift schedule. The two (2) District Chiefs assigned to each shift will report directly to the Platoon Chief. The non-union Platoon Chiefs will handle all disciplinary issues, set up the shift assignments and oversee the overall operations for their platoon. This on-shift non-union position will manage each shift, a duty made difficult for the District Chiefs as they are in the same Fire Fighter's Association as the crews they manage.

525


Documents

C OMMUNITY ERVICES - Brampton · • Fitness relocated 8 program staff, 13 fitness programs and 160 members not including 50 pay as you go users to other fitness locations across