Council Workshop December 15 and 16, 2014 · Announcements 54 1 - - 4 - Proclamations 48 - - - - - Correspondence 27 21 29 6 35 - Resolutions/Motions 353 398 231 104 429 321. Comparative

AGENDA9:00 a.m. – 4:00 p.m., December 15, 20149:00 a.m. – 2:30 p.m., December 16, 2014

Alderlea40 Elizabeth Street South, Brampton, Ontario

Mayor Linda JeffreyCity and Regional Councillors

John Corbett, Chief Administrative OfficerExecutive Leadership Team (ELT)Senior Management Team and required staff

December 15, 2014 (9:00 a.m. – 4:00 p.m.)

Light Breakfast and Lunch to be provided at the Workshop for Members of Council andELT

8:30 a.m. light breakfast

9:00 a.m. Welcome and Introductory Remarks• Mayor Linda Jeffrey• Chief Administrative Officer John Corbett

Municipal Governance Structures – a Review of Best Practices andLearnings for Brampton• Peter Fay, City Clerk

10:15 a.m. refreshment break

10:30 a.m. A Proposed Committee Structure for City Council Decision-making• Earl Evans, Deputy Clerk

12:00 p.m. lunch break

12:45 p.m. Council Meeting Procedures - Facilitating Effective and EfficientMeetings• Peter Fay, City Clerk

For reference purposes, a link is included to Council’s Procedure By-law160-2004, as amended.

Note: At its December 3, 2014 meeting, Committee of Council referredthe following matter to the Council Workshop:

Recommendation CW348-2014

That the following motion be referred to the next Council Workshop fordiscussion:

Council WorkshopDecember 15 and 16, 2014

1. That, as part of the City’s closed session meeting procedures, inaccordance with the Council’s Procedure Bylaw, attendance by staff atclosed sessions of Council and Committee meetings be limited only tothe following persons:

2

a. Chief Administrative Officer and Department Chiefs (ordesignates);

b. City Clerk and Deputy Clerk (or designates);c. City Solicitor and Deputy City Solicitor (or designates);d. appropriate City staff with subject-matter expertise, as identified

by the Chief Administrative Officer and/or Chiefs, may be invitedin when appropriate; and,

2. That any additional person attending closed session shall be subject toCouncil or the respective Committee’s approval; and,

3. That the use of cell phones/communications devices be prohibitedduring closed session meetings.

2:00 p.m. Delegation of Authority By-law• Peter Simmons, Chief Corporate Services Officer

For reference purposes, a link is included to the City’s Delegation ofAuthority By-law 191-2011, as amended.

3:00 p.m. refreshment break.

3:15 p.m. An Introduction to Procurement at the City of Brampton• Peter Honeyborne, Executive Director and Treasurer, Finance

For reference purposes, a link is included to the City’s Purchasing By-law35-2012, as amended

4:00 p.m. recess for day

December 16, 2014 (9:00 a.m. – 2:30 p.m.)

3

Light breakfast and lunch to be provided at the Workshop for Members of Council andELT

8:30 a.m. light breakfast

9:00 a.m. Welcome and Introductory Remarks• Mayor Linda Jeffrey• Chief Administrative Officer John Corbett

9:05 a.m. Strategic Plan and 2015 Budget Process• John Corbett, Chief Administrative Officer

10:15 a.m. refreshment break

10:30 a.m. Mayor’s Office and Council Office Support Model• Hasneet Punia, Mayor’s Office• Peter Fay, City Clerk

For reference purposes, a link is included to a previous staff report re.Council Office Review - Report on the Administrative Support ModelReview for Councillors' Offices

12:00 p.m. lunch break

1:00 p.m. Council Compensation Framework

Note: At its December 10, 2014 meeting, City Council referred thefollowing matter to the Council Workshop:

Resolution C316A-2014 Moved by Regional Councillor MooreSeconded by Regional Councillor Palleschi

That the report from P. Honeyborne, Executive Director,Finance/Treasurer, dated December 5, 2014, to the Council Meeting ofDecember 10, 2014, re: Elected Officials Compensation – One-ThirdTax Exempt Status (File FA.a) be referred to the scheduled CouncilWorkshop to be held on December 15 and 16, 2014, for discussion withinthe context of the entire Council compensation framework.

2:30 p.m. Concluding Remarks• Mayor Linda Jeffrey• Chief Administrative Officer John Corbett

http://www.brampton.ca/EN/City-Hall/meetings-agendas/City%20Council%202010/20141210cc_K1.pdf

City Council Workshop Rules

• Attire for the workshop is ‘business casual’

4

• Section 20 of Procedure By-law 160-2004, as amended, applies:

• A workshop can include open session and closed session business, in accordancewith the Procedure By-law and The Municipal Act, 2001.

• Workshop notice is to be made available to the public.• After Workshop notice is provided, no new matters can be added to an agenda.• Quorum of Council is not required for a Workshop.• Members of the public attending a Workshop are permitted to observe the public

session.• No decisions or directions to staff can be made at the Workshop. Any matter

requiring a Council decision must be reported back to Committee or Council forconsideration and approval.

• The City Clerk’s Office will prepare “minutes” from the Workshop. Public session“minutes” are available for public review if a request is received.

Municipal Governance Structures:A Review of Practices

and Learnings for Brampton


Peter Fay,City Clerk

PAGE 1

PFay

Inserted Text

Outline

• Previous Council’s Governance Structure

• Comparative Municipal Structures

• Common Themes

• Discussion

PAGE 2

Council-Committee Structure (2010-2014)

PAGE 3

City Council

Committee of Council Planning, Design &Development Committee

Brampton Heritage Board

Flower City Committee

Brampton EnvironmentalPlanning Advisory Committee

By-laws & Licensing Section

Public Services Section

Brampton Clean City Committee

Corporate & Finance Section

Accessibility Advisory Committee

Audit Committee

Infrastructure Services Section

Brampton School Traffic Safety Council

Economic Development Section

Churchville HeritageCommittee

HACE Downtown Brampton Creative Economy Roundtable

Taxicab Advisory Committee

Business Attraction and Retention Advisory Committee

Ad Hoc Committees•Citizen Interview Committee•Council Compensation Committee•Taxicab Advisory Committee•Regional Representation Task Force•Council Office Committee•Information Technology Advisory Committee•Rose Theatre Advisory Committee•BDDC Transition CommitteeAdjudicative / Administrative Committees•Committee of Adjustment•Brampton Appeal Tribunal•Property Standards Committee•Compliance Audit Committee•Committee of Revision

2013 Meeting Metrics

PAGE 4

Council Committeeof Council

Planning,Design and

DevelopmentCommittee

OtherCommittees –

Ad hoc /Functional

OtherCommittees –Citizen-based

Advisory

Adjudicativeand

AdministrativeTribunals

Meetings 24 17 18 23 55 27

Avg. MeetingDuration (hrs)

3.25 3.8 2 (evening).5 (day)

- - -

Agenda Items(Open Session)

315 333 186 99 360 308

By-laws 367 - - - - -

Delegations 27 32 170 13 21 -

Announcements 54 1 - - 4 -

Proclamations 48 - - - - -

Correspondence 27 21 29 6 35 -

Resolutions/Motions 353 398 231 104 429 321

Comparative Structures

PAGE 5

Municipality

Brampton

Mississauga

Vaughan

Kitchener

Oshawa

Markham

Burlington

Oakville

StandingCommittees

2

3

2

3

4

2

2

3

Municipality

Toronto

Hamilton

London

Ottawa

Thunder Bay

Windsor

Sudbury

StandingCommittees

11

6

6

5

1

4

5

Within Two-Tier Single Tier Other Large Cities

Municipality

Vancouver

Calgary

Winnipeg

Halifax

StandingCommittees

3

4

5

6


PAGE 6

Municipality

Toronto

Ottawa

Mississauga

Brampton

Hamilton

Council Size

45

24

12

11

16

Standing Committees (Members)

11 Standing Committees

5 Standing Committees

General Committee (12)Planning and Development Committee (12)Transportation Committee (12)

Committee of Council (11)Planning, Design and Development Committee (11)

Audit, Finance and Administration Committee (7)Board of Health (16)Emergency and Community Services Committee (8)General Issues Committee (16)Planning Committee (9)Public Works Committee (8)

12/15/2014


PAGE 7

Municipality

London

Markham

Vaughan

Kitchener

Council Size

15

13

9

11


Civic Works Committee (5)Community and Protective Services Committee (5)Corporate Services Committee (5)Investment and Economic Prosperity Committee (5)Planning and Environment Committee (5)Strategic Priorities and Policy Committee (15)

General Committee (13)Development Committee (13)

Committee of the Whole (9)Finance, Administration and Audit Committee (9)

Community and Infrastructure Services (11)Planning and Strategic Issues Committee (11)Finance and Corporate Services Committee (11)

12/15/2014


PAGE 8

Municipality

Windsor

Oakville

Burlington

Oshawa

Council Size

11

13

7

11


Executive Committee (11)Planning and Economic Development Committee (5)Environment, Transportation and Public SafetyCommittee (5)Social Development, Health and Culture Committee (5)

Administration Services Committee (7)Community Services Committee (7)Planning and Development Committee (13)

Community and Corporate Services Committee (7)Development and Infrastructure Committee (7)

Community Services Committee (6)Corporate Services Committee (6)Development Services Committee (6)Finance Committee (6)

12/15/2014

Common Themes

3 basic governance models for deliberative StandingCommittees of Council:

PAGE 9

• Committee of the Whole (e.g., Committee of Council)

– Full Council membership (“everyone involved”)

• Functional Standing Committees

– Partial Council membership (“distributing the workload”)

• Hybrid Functional Standing Committees (e.g., PDD)

– Functional Committees with full Council membership

Common Themes

Different types of committees serve different purposes:

• Standing committees - direct core operational

PAGE 10

business (filter for Council decision-making)

• Functional committees – focus on strategic andemerging issues within individual municipal context

• Citizen-based advisory committees – participatorygoverning through empowered responsibilitiesand/or strategic advice

• Adjudicative/Administrative committees – prescribedor delegated authority to do work for municipality

12/15/2014

Discussion Points

issues and opportunities with existinggovernance structure

role of standing / functional committees

citizen role in governance structure

prospects for governance structure change

PAGE 11

Municipal Governance Structures:A Review of Practices

and Learnings for Brampton


Peter Fay,City Clerk

PAGE 12

PAGE 1

2014-2018 City Council GovernanceA Proposed Committee Structure for

City Council Decision-Making

Council WorkshopDecember 15, 2014

1PAGE

2PAGE2

Proposed Standing Committees

PAGE

Community &Development

Planning &Public Services

Services CommitteePublic ServicesCommunity &

Corporate ServicesInfrastructureInfrastructure

Planning &

Services CommitteeCommittee

Committee

Corporate Services

CommitteeCommittee

City Council

Committee

Economic

City Council

DevelopmentEconomic

Committee

• Standing Committees make recommendations to Council for finalapproval. Primary venues for priority-setting, policy development,operational oversight, public input and participation.

• The four proposed Standing Committees reflect the four areas of Cityservice delivery and priorities. Previous two Standing Committees.

• Ten Members on each Standing Committee.

3PAGE

Community & Public Services

• To consider and make recommendations re matterswithin the jurisdiction of the Public Services Office, eg.Recreation, Culture, Transit, Fire, Service Brampton,buildings, property, real estate

• All Members of Council• One Chair• One Vice-Chair each:

– Recreation & Culture– Transit Services– Fire Services– Service Brampton & Facilities

3PAGE

4PAGE

Planning & Infrastructure Services

• To consider and make recommendations re land useplanning, growth management, urban design, ChiefBldg. Official matters, infrastructure

• To hold public meetings required by Planning Act• All Members of Council• One Chair• One Vice-Chair each section:

– Planning– Engineering & Construction– Maintenance & Operations

4PAGE

5PAGE

Corporate Services Committee

• To consider and make recommendations re:finance, administration, information technology,human resources, legal, public relations, corp.communications, by-law enforcement, licensing

• All Members of Council• One Chair• One Vice-Chair each section:

– Corporate and Financial Affairs– By-law Enforcement

5PAGE

6PAGE

Economic Development Committee

• To consider and make recommendations reeconomic development, tourism, film, SmallBusiness Enterprise Centre, research, andstrategic economic development priorities

• All Members of Council• One Chair• One Vice-Chair:

– Economic Development & Enterprise Services

6PAGE

7PAGE7

Functional and Ad Hoc Committees

PAGE

Strategic PlanImplementation CommitteeImplementation

City Council

Strategic PlanCommittee CommitteeCommittee Relations

Committee Committee

CitizenGovernment

CommitteeBudget

CommitteeAudit

CommitteeRelations

CommitteeAppointments

CitizenGovernmentAppointments

CommitteeMember ServicesAudit Member Services Rose Theatre AdvisoryBudget

CommitteeRose Theatre Advisory

City Council

Membership:

10 min. 5 10 min. 3 10 min. 5 min. 5

Quarterly Quarterly Quarterly As Required Quarterly Quarterly Quarterly

Established for a specific purpose or priority.These committees report to City Council.

8PAGE

Audit Committee

• To further enhance Council understanding offinancial and control reporting, oversightcapabilities and stewardship

• Minimum five Members of Council

• Meets quarterly

• Continuing as a committee

8PAGE

9PAGE

Budget Committee

• To consider, receive public input, andrecommend the annual operating and capitalbudgets and to consider long-term financialplanning matters

• All Members of Council

• Meets quarterly / as required

• Previously: Committee of Council - Budget

9PAGE

PAGE 10

Citizen Appointments Committee

• To conduct interviews of citizens forappointments to various advisory committees

• Minimum three Members of Council

• Meets as required

• Continuing committee

PAGE 10

PAGE 11

Government Relations Committee

• To provide a forum to address issues andpriorities involving relationships with othergovernments, agencies and ext. stakeholdersand to recommend actions to Council


• Meets quarterly

• Committee of Council recommendation /Council resolution June 4, 2014

PAGE 11

PAGE 12

Member Services Committee

• To consider initiatives that have a directimpact on Members of Council – to increaseawareness and compliance with corporatepolicy and procedures, eg expense policy


• Meets quarterly

• Previously known as Council Office Committee

PAGE 12

PAGE 13

Strategic Plan ImplementationCommittee

• To facilitate Council’s commitment toimplement the Strategic Plan


• Meets quarterly

• New committee

PAGE 13

PAGE 14

Rose Theatre Advisory Committee

• To provide Council oversight to governanceand operating structure for all City theatresand arts and culture functions


• Meets quarterly

PAGE 14

PAGE 15

Citizen-based Advisory Committees

PAGE 15

DevelopmentServices Committee

Corporate Services

Advisory Committee

School Traffic Safety

Services Committee

Cycling AdvisoryCommittee

Council

Environment

Committee

CommitteeAccessibility Advisory

Heritage Board

Council

Planning &

Compensation

Services Committee

Advisory Committee

Corporate Services

Inclusion and Equity

Infrastructure

Committee

Committee

School Traffic SafetyCouncil

Cycling Advisory

Environment

CommitteeInfrastructure

Heritage BoardAccessibility Advisory

CommitteeCommittee

Planning &

Services Committee

CouncilCompensation

Committee

Sports Hall of Fame

Community & Public

Committee

City Council

Economic

Committee

Sports Hall of FameCommittee

Inclusion and EquityCommittee

Community & PublicEconomic

DevelopmentCommittee

City Council

BDDC TransitionCommittee

BDDC TransitionCommittee

PAGE 16

Accessibility Advisory Committee

• To advise Council on the preparation of ayearly accessibility plan and the accessibilityto buildings, structures or premises

• One Member of Council

• Minimum seven persons with disabilities andup to five caregivers of disabled persons

• Ontarians with Disabilities Act

• Meets monthly / quarterly

PAGE 16

PAGE 17

Brampton Downtown DevelopmentTransition Committee

• To prepare an implementation plan with the goalof making the BDDC a development corporationfor the Central Area and to separate the BIAfunction for the Downtown

• Max. six Members of Council– Three BDDC Board Directors

– Council reps - Central Area

• Citizen members

• Meets as needed

PAGE 17

PAGE 18

Council Compensation Committee

• To review compensation for Members ofCouncil, following the next municipal election

• To consider the appropriateness of includingMembers on the non-union salary grid

• To review the severance for Members who donot return to office

• Five citizen members

• Meets as required during year before election

PAGE 18

PAGE 19

Cycling Advisory Committee

• To advise Council on matters pertaining tocycling in Brampton and promote cyclingactivities – Pathways Master Plan and BicycleFacility Implementation Program

• One Member of Council, 8-12 citizen members

• Reports to Planning & Infrastructure Committee

• Meets quarterly

• Committee recommendation CW260-2014;Council resolution C197-2014

PAGE 19

PAGE 20

Inclusion and Equity Committee

• To advise on the yearly diversity and inclusionplan, promoting greater awareness and accessto City services and programs

• Members of Council and citizen members

– to be determined

• Meets quarterly

• New committee

PAGE 20

PAGE 21

Environment Advisory Committee

• To advise Council on environmental planningpolicy and sustainability matters to promote theprotection, enhancement and management ofthe City’s natural and built environment

• One Member of Council, 12-15 citizen members


• Meets six times a year

• Re-established from Brampton EnvironmentalPlanning Advisory Committee (BEPAC)

PAGE 21

PAGE 22

Brampton Heritage Board• To advise Council on the identification,

conservation and promotion of resources thathave cultural heritage value or interest

• One Member of Council• Five to 17 citizen members• Reports to Planning & Infrastructure Committee• City By-law 12-2010 and provincial legislation• Meets monthly (Tuesdays at 7:00 pm)

• Continuing committee - will include mandate forformer Churchville Heritage Board

PAGE 22

PAGE 23

Brampton School Traffic Safety Committee

• To consider student pedestrian / traffic safetymatters around schools

• One Member of Council

• Seven to 10 citizen members


• By-law 98-2013

• Meets monthly plus site inspections

• Continuing committee

PAGE 23

PAGE 24

Sports Hall of Fame Committee

• To recognize and honour the names of those whohave brought sports fame to Brampton

• Minimum of one Member of Council

• Up to 13 citizen members

• Annual induction ceremony: Tuesday, May 12

• Reports to Community & Public ServicesCommittee

• Continuing committee – re-designed

• Meets monthly

PAGE 24

PAGE 25

Compliance Audit

Adjudicative Committees andAdministrative Tribunals

Compliance Audit

PAGE 25

Committee of

Committee

Committee of

TribunalBrampton Appeal

StandardsCommittee ofAdjustment

Property

Revision

Committee

Brampton AppealTribunal Adjustment

Committee ofProperty

StandardsElection

Revision

Committee

Election

Committee

• Established by Council to make delegated and statutory final decisions

• Do not report to Council – make binding decisions

PAGE 26

Brampton Appeal Tribunal

• Hears appeals from the decisions of theLicense Issuer and the Pound Keeper

• Licensing By-law and Dog By-law


• Meets monthly as needed

PAGE 26

PAGE 27

Committee of Adjustment• Hears applications for minor variances to any

zoning by-law re land, building, or their use

• Hears applications for granting consents, eg.severing new lots, rights of way, easements


• Meets every three weeks

• Serves as Committee of Revision – hearsobjections against proposed localimprovement work

PAGE 27

PAGE 28

Election Compliance Audit Committee

• Reviews applications for a compliance audit ofa candidate’s campaign finances anddetermines if an audit is warranted

• Already established in 2014

• Seven citizen members, four alternatemembers appointed

PAGE 28

PAGE 29

Property Standards Committee

• Hears appeals from orders to repair ordemolish – makes decisions to confirm,modify or rescind the orders


• Meets monthly as needed

PAGE 29

PAGE 30

Brampton PublicLibrary

Local Boards / Grant-receivingOrganizations

PAGE 30

Brampton PublicLibrary

Brampton DowntownDevelopment Corporation

Brampton DowntownDevelopment Corporation

Independent operational boards (with partial annual City funding)

Community-based operational organizations (with partial annual City funding)

Brampton ArtsCouncil

Brampton SafeCity Association

PAGE 31

Brampton Library Board

• Provides a comprehensive and efficient publiclibrary service that reflects the community’sunique needs

• By-law 271-91 as amended – “minimum oftwo” - Library Board requests two Members

• School boards no longer nominate two Boardmembers each – Council appointed five citizenmembers – now eight citizen members

• Total ten Board members - meets monthly

PAGE 31

PAGE 32

Brampton Downtown DevelopmentCorporation (BDDC)

• Leadership role in strengthening theprosperity, quality and vitality of DowntownBrampton

• Three Members of Council to be appointed

PAGE 32

PAGE 33

Brampton Arts Council

• To fulfill the Vision that all Bramptoniansparticipate in a vibrant arts and culturalcommunity recognized for its excellence anddiversity

• One Member of Council to be appointed

• Meets monthly

PAGE 33

PAGE 34

Brampton Safe City Association

• To make Brampton a safer community byreducing injuries and fatalities to citizens andvisitors and to maintain the City’s status as adesignated International Safe City

• One Member of Council to be appointed

PAGE 34

PAGE 35

Corporate / Staff Committees

• Citizen Awards Committee (3 Members)

• NW Brampton – Heritage Heights Committee

• Emergency Management Committee (1 Member)

• Employee Fundraising / United Way (1 Member)

PAGE 35

PAGE 36

External Agencies (citizen reps)

• Greater Toronto Airports Authority

– Consultative Committee

– Community Environment & Noise AdvisoryCommittee (CENAC)

External Agencies (staff reps)

• Humber Watershed Alliance

• Etobicoke-Mimico Watersheds Coalition

PAGE 36

PAGE 37

External Agencies

• Brampton Senior Citizens Council (1)

• Brampton Sports Alliance (2+1)

• Friends of Bovaird House (1)

• St. Leonard’s House (1 Regional Councillor)

PAGE 37

PAGE 38

Legislative Meeting Schedule

PAGE 38

JANUARY 2015

Sunday

4

11

18

25

Monday

5

PISC

Tuesday

6

CPSC

Wednesday

7

EDCCSC

Thursday1

8

12 13

19

PISC20

CPSC

14

COUNCIL

21

EDCCSC

15

22

26 27 28

COUNCIL29

Friday Saturday2 3

9 10

16 17

23 24

30 31

Advisory Committees

Advisory Committees Regionof Peel

Advisory Committees

Advisory Committees

PAGE 39

Legislative Meeting Schedule

PAGE 39

Council and Committee Meeting ScheduleSUN MON TUE WED THU

1

FRI

2

SAT

3

SUN MON TUE WED THU FRI SAT SUN MON TUE WED THU FRI SAT

1 2 C of A 3Holiday

4 5 6 7

CPSC EcDev SC

AAC CorpSv SHFP&IS-7

4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 11 12 13 14

C of A SC MSC EcDev SC RC

RC CPSC CorpSv

P&IS-7 SHF11 12

Council

13 14 15 16 17 8 9 10 11 12 13 14 15 16 17 18 19 20 21

Council Council RC Council C of A RCWrkshp Wrkshp Wrkshp Workshop ENV C-1

P&IS-7 AAC AAC18 19 20 21 22 23 24 15 16 17 18 19 20 21 22 23 24 25 26 27 28

C of A EcDev Family EcDev C of A RC

CPSC CorpSv Day CPSC CorpSv C-1

HB HB CYCL HB25 26 27 28 29 30 31 22 23 24 25 26 27 28 29 31

Council Audit RC

P&IS-1 Wrkshp C-1 P&IS-1 C-1 P&IS-1 CPSC

Approved by Council:

JANUARY FEBRUARY MARCH

30

MARCH BREAK

2015 Brampton CityDraft dated December 11, 2014

FCM Board of Directors

PAGE 40

Next Steps

• Discussion on proposed Committee structure

• Consider your participation on the variouscommittees and boards

• Complete “Committee Structure and AppointmentPreference Form” – submit to Peter or Earl

• Member appointments to be considered atDecember 17 Council meeting

• Clerk’s Office will advertise for citizen applications

• Citizen Appointment Committee will interview andrecommend to Council in Q1 2015

PAGE 40

Council Meeting Procedures –Facilitating Effective and Efficient

Meetings


Alderlea

PAGE 1

2PAGE

Outline

• Staff proposed changes to Procedure By-law– Recommended meeting rule changes for consideration at Special Council Meeting

• Other meeting discussion items• closed session

• participation and decorum

• “meetings”

• Other meeting issues/ideas?

2PAGE

3PAGE

Staff Report RecommendationsStaff are proposing a number of changes to Council’s Procedure By-law:

• Standing Committees

• Other Committees

• Chairs and Vice-chairs

• Order of Business on Agendas– Announcements

– Proclamations

– Delegations

– Public Question Period

• Conduct at Meetings

3PAGE

4

Committees• Standing Committees

– Role and responsibility defined in Procedure By-law– Council appointment of Chairs Vice-chairs

4PAGEPAGE

• Other Committees– Any other committees established by Council must have terms

of reference approved by Council– Any committee with 50%+ Council membership is a

functional/ad-hoc committee– Any committee with less than 50% Council membership is a

citizen-based advisory committee• Subject to citizen-based advisory committee guideline and appointment

procedure

5

Citizen-based Advisory CommitteesSubject to approval by CouncilGuideline:

PAGE5PAGE

• Criteria for establishing a citizen-based advisory committee:– aligns with the City’s Strategic Plan– requires a citizen voice– involves a broad subject matter– addresses emerging issues important to City– helps streamline discussion– handles work that staff do not regularly perform– defined by a clear mandate/work plan

• Terms of Reference approved by Council• Reports regularly to Council through a defined Standing Committee• Establishes annual work plan and reports results to Council• Members of Council appointed to committee not counted for quorum• Committee recommendations are advice and opinion provided to Council without commitment of

City funds, resources or assets, unless approved by Council or prescribed in legislation• Citizen chairs shall not chair successive terms, if re-appointed, and committees should rotate

chairs regularly

6

Citizen-based Advisory CommitteesSubject to approval by CouncilAppointment Procedure:

6PAGEPAGE

• Clerk’s Office to canvass for citizen appointments• Qualifications:

– Brampton resident or non-resident Brampton-based organizational orbusiness representative

• Council may establish other criteria for appointment, including general or specificqualifications

– Applicants interviewed by proposed Citizen Appointments Committee

• Citizen Appointments Committee recommendations presented toCouncil for approval

• Citizen appointments may be subject to Vulnerable Sector ReferenceCheck

7PAGE

Chairs and Vice-chairs

• Two-year appointment

• Empowered leadership role

– Political leadership for administrative portfolio

• works closely with Operational Leads (Chief/Executive Director)

– Leadership role at Committee and Council meetings

• Introduction of staff reports and agenda business at Committee

• Introduction of Committee Reports / business at Council beforedebate

7PAGE

8PAGE

Order of Business on Agendas

• Announcements– Permitted at Council or Committee (2 minutes)

– Must be sponsored by a Member of Council (1 per meeting)

– Member introduces Announcement (1 minute)

– Chair or sponsoring Member responds

• Proclamations– Issued by Mayor, on behalf of Council, as per City practice

– Issued Proclamations listed on agenda only

– No longer read and presented at meeting

8PAGE

9PAGE

Order of Business on Agendas• Delegations

– Facilitate “Discussion Item” listing on Standing Committee agenda forMembers bring new business for committee discussion

– Clarify public delegations on new business directed to Standing Committees• Delegations “permitted as of right” at Council meeting on agenda business• No new business delegations permitted at Council

• Public Question Period– Continue at committee meetings– Discontinue at Council meetings, since delegations permitted on agenda

business

• Conduct at Meetings– Decorum at meetings– Follow City guidelines while attending meetings

9PAGE

PAGE 10

Other issues

• Closed Session Rules

• “Meetings”

• Behaviour

PAGE 10

PAGE 11

Closed Session

• Current Rules and Requirements

• Attendance Requirements

• Other possible meeting controls

PAGE 11

PAGE 12

Open MeetingsAll meetings open to the public.Limited exceptions for “closed meetings”

• security of municipal property

• personal matters about an identifiable individual

• proposed or pending acquisition or disposition of land

• labour relations or employee negotiations

• litigation or potential litigation

• advice that is subject to solicitor-client privilege

• training or education purposes

• without advancing business or council decision-making

• matter permitted under another Act to be considered in a closed meeting

• consideration of a Freedom of Information request

PAGE 12

PAGE 13

Closed Session

• Portion of the meeting held in private

PAGE 13

• For very specific and limited circumstances• Closed Session Agenda

– All business approved by City Solicitor– Clerk circulates agenda to Members and other authorized staff

• Public motion required to proceed into closed session stating Municipal Actprovision authorizing closed session– Once in closed session, new business cannot be added to agenda

• Closed Session Minutes– Identify Members and senior staff present– Record of proceedings, summary discussion and any direction provided

to staff

PAGE 14

Closed Session• Member obligations (unless expressly authorized by Council):

– Cannot distribute any closed session report or item– Cannot disclose content of closed session discussions

• Council or committee can give direction to staff in public on a closedsession report, without moving into closed session, and Clerk shalldocument action

• For closed session matters involving an identifiable employee, CAO willdetermine which staff will be present and may be the designate for the Clerkfor that closed session

• Clerk can require copies of closed session agenda, reports, documentsreturned

• Clerk maintains closed session meeting agendas and minutes• Request for an closed meeting investigation, under Municipal Act, received

by Clerk and referred to Closed Meeting Investigator

PAGE 14

PAGE 15

Closed Session Metrics

PAGE 15

Reasons for Closed Sessions

YearMeetings

* MinutesSolicitor-

Client

Acquisition /Disposition of

PropertyPersonal

Matter

Litigation /PotentialLitigation

Security ofCorporateProperty

LabourRelations MFIPPA Total

AvgItems

per mtg

2011 37 29 5 11 3 7 0 5 0 60 1.62

2012 32 29 5 15 15 23 0 2 0 89 2.78

2013 34 34 6 14 8 26 1 6 0 95 2.79

2014 29 27 3 29 6 24 0 4 1 94 3.24

119 19 69 32 80 1 17 1

* - City Council and Committee of Council meetings

PAGE 16

Closed Session - AttendanceAt its December 3, 2014 meeting, Committee of Council referred the following matter to the Council Workshop:

Recommendation CW348-2014

That the following motion be referred to the next Council Workshop for discussion:

1. That, as part of the City’s closed session meeting procedures, in accordance with the Council’s ProcedureBylaw, attendance by staff at closed sessions of Council and Committee meetings be limited only to thefollowing persons:

a. Chief Administrative Officer and Department Chiefs (or designates);b. City Clerk and Deputy Clerk (or designates);c. City Solicitor and Deputy City Solicitor (or designates);d. appropriate City staff with subject-matter expertise, as identified by the Chief Administrative Officer and/orChiefs, may be invited in when appropriate; and,

2. That any additional person attending closed session shall be subject to Council or the respectiveCommittee’s approval; and,

3. That the use of cell phones/communications devices be prohibited during closed session meetings.

PAGE 16

PAGE 17

Other Possible Closed Session Controls

– Prohibition on mobile devices

– Distribution and retrieval of closed session materials

– Audio recording of closed session

PAGE 1717

PAGE 18

Meetings

What is a meeting?

• Municipal Act definition:“any regular, special or other meeting of a council, of alocal board or of a committee of either of them”

• Ontario Ombudsman’s working definition:“Members of Council (or a Committee) must cometogether for the purpose of exercising the power orauthority of the Council (or Committee), or for the purposeof doing the groundwork necessary to exercise that poweror authority”

PAGE 18

PAGE 19

Meetings

• Is the following happening?

– A majority of members present

– There is an opportunity to discuss municipal business oradvance the business of the municipality

• If yes, then it is a meeting, and must meet the following:

– Public notice given about the meeting

– If closed session, must say so and meet Municipal Act tests

– Be “clerk’d” with a meeting record prepared and maintained

PAGE 19

PAGE 20

Participation and DecorumRoles and Responsibilities• Members

– Prepare, listen, question, debate, propose, vote• Chair

– Prepare, lead, facilitate, order, vote• Clerk

– Prepare, interpret, advise, record• CAO/Staff

– Prepare, present, answer, advise, recommend, act• Public

– Prepare, attend, observe, delegate, question, advise, participate

PAGE 20

PAGE 21

Member ConductNo Member shall:• speak disrespectfully of another person• use offensive or unparliamentarily language• speak on subject other than subject of debate• disobey meeting rules or decision of the Chair on questions of order, practice or interpretation of rules

If a Member:– breaches or disregards meeting rules or interpretation thereof, or– disregards decision of Chair on Point of Order / Point of Privilege

then Chair shall:– advise and correct Member– request apology or withdrawal of remark from Member– warn Member– call Member to order (Member shall be seated and not speak until recognized by Chair)– name the Member (Member called to order and name and offence recorded in minutes)– expel or exclude the Member– if persistent inappropriate conduct, after being called to order or named by Chair:

• Chair immediately takes vote (no debate) to decide whether to order Member to leave remainderof meeting

• Member leaves, if ordered by vote, but if apologizes, Chair takes vote for Member to resume seatand participate in meeting

PAGE 21

PAGE 22

Points of Order and PrivilegeWhen Member speaking (has the floor) no Member shall interrupt speaking except for Point of Order or Pointof Personal Privilege

PAGE 22

Point of Order• Call to Chair’s attention a matter regarding:

• Any breach of the meeting rules• Irregularity in proceedings of meeting• Relevance of discussion to business item under consideration• Use of improper, offensive or abusive language

Point of Personal Privilege• Call to Chair’s attention a matter regarding:

– A statement challenging integrity of Member, committee or Council– Right and privileges of Council or committee (accuracy of reports and information, conduct of staff,

visitors, public, comfort of Members)Process:• Ask permission of Chair to raise Point of Order or Privilege• Chair grants permission to Member to rise to state Point• Member rises and states Point to Chair and sits down until Chair has decided Point• Chair immediately decides Point (ruling)• A Member only addresses Chair to appeal Chair’s decision

– Appeal put to vote immediately to uphold Chair’s decision (majority vote) and decision is final• If no appeal of Chair’s decision, it is final

PAGE 23

Other Meeting Issues/Ideas?

PAGE 23

Council Meeting Procedures –Facilitating Effective and Efficient

Meetings


Alderlea

PAGE 24

Delegation of AuthorityBy-law

Presented by: Peter SimmonsChief Corporate Services Officer

Presentation

1. Review• What is the Delegation of Authority By-law?

2. Background and Historical review• 2007 to 2013

3. What the Delegation of Authority By-law means, anddoesn’t mean

4. Samples of authority granted within the By-law

5. Reporting requirements and commitments

6. Next steps

2

What is the Delegation of Authority By-law ?

The Delegation of Authority by-law is a document thatconsolidates other Brampton council approved by-lawsand previously delegated authority to officers,employees, committees and tribunals of the City, whichallows and/or authorizes the execution of actions,specific agreements, the approval of invoices, and otheradministrative matters.

* A delegation of authority (or power, duty) policy is not discretionary. It is required under Section270 of the Municipal Act, 2001

3

Background and Historical Review

• Pre-November 2007 – Delegation of authority provided through by-law as a long-standing and common practice

• November 2007 – Council adopts a Delegation of Authority policy (as provided throughMunicipal Act, 2001, Section 270)

• April 2008 – Complementary Real Estate policy passed by Council delegating certainreal estate transaction authority to staff

• May 2011 – Staff recommend consolidating all existing authority granting by-laws intoone (1) authorizing by-law

• June 2011 – Delegation of Authority by-law passed inclusive of Real Estate policy

• November 2011, March 2012, May 2012 – Amendments to the by-law adding standardtransit agreements, insurance deductible claims, Municipal Statements (CondominiumAct)

• September 2013 – Realignment/structural reorganization of the Corporation includingthe merging of divisions and departments prompted by-law 279-2013, whichrecognized new job titles, and corporate divisions.

4

What the Delegation of Authority By-law means:

Assists in overall administrative efficiency A clean and consolidated authority reference

Provides clear authority for decision-making Removes ambiguity in accountability

Identifies department and Chief of the department

As a Council approved by-law it vests the authority in Council to add/removeauthority as it sees fit, and deems appropriate

And what it doesn’t mean:

That Council is hands-off from the corporation Rather, Council is always free to act and the by-law can be expanded or contracted

A concentration of power It is a reference consolidation of distributed powers conferred by Council

That Council’s role is reduced, or oversight is eliminated Staff is required to conform to the authority granted, and a reporting process to Council

5

Samples of bylaws granting authority to staff and committees:

By-law 98-2008 – Surplus declaration for excess property or rights to be conveyedto a utility for installation /maintenance of services, or for a property or rightsto be conveyed to another government (Chief of the operating department).

By-law 141-92 – The day-to-day control and management of each cemeterygoverned by By-law 141-92, as amended, shall be delegated to the Managerfor a cemetery.

By-law 48-2008 – Hearing appeals under Dog By-Law 250-2005 and Licencing By-law 1-2002 as amended

By-law 93-93 – The Chief of Planning and Infrastructure may authorize the use ofa highway or sidewalk under the City’s jurisdiction by a person seeking toplace, construct, maintain and use objects in, on, or under, or over thehighway or sidewalk, and use executing any agreements required for such use.

By-law 51-89 – Hearing minor variance and consent applications under thePlanning Act

6

Reporting on delegated authority

• As of April 2011, all Staff reports to Council respect the by-lawand the authority granted

• To ensure transparency and openness, Staff now report toCouncil on various matters including real estate transactions(quarterly), purchasing activity (quarterly) , planning matters(frequent), and year-end projections and year-to-date reports(quarterly)

• To further round-out the processes for reporting to Council andto enhance transparency, contemplated mechanisms and toolsinclude: use of standing committees, quarterly in-camera reportsummary, and on-line reporting.

7

Introduction toPublic Procurement

Council Workshop

December 15, 2014

1

Canadian Public Procurement

• Canada the most litigious Country in the area ofPublic Procurement

2

• 1981 Supreme Court of Canada Decision

– Ontario v. Ron Engineering & Construction Ltd.

– Revolutionary impact on the law of tendering inCanada

– Created Procurement “Contract A” environment

The Five Major Implied Duties

• Canadian procurement case law has establishedfive major implied duties of procuring agencies:

3

– Duty to run a fair process

– Disclosure duty

– Duty to reject non-compliant tenders

– Duty to award to the winning bidder

– Duty to award the contract as tendered

Brampton’s Purchasing By-law (2012)

• Required by the Municipal Act, 2001

• Alignment with Inter-Government Agreements

– Agreement on Internal Trade (AIT) – Federal Governmentand Provinces

4

– Ontario and Quebec Trade and Cooperation Agreement

• Adopts Honourable Madam Justice Bellamy’sProcurement Recommendations from the “TorontoComputer Leasing Inquiry” (MFP Scandal)

• Reflects Current Canadian Public ProcurementEnvironment

Purchasing By-law

• Based on 3 over-arching principles

– Fair, Open and Transparent Procurement

– Best value for the taxpayers’ dollars

5

– Procurements conducted when there is no internalcapacity to deliver (e.g. snow clearing 15/85)

• By-law developed with extensive consultation

– With all departments and Internal Audit

– Internal and external legal counsel

– Benchmarking with other public sector entities

Purchasing By-law Principles

• Principles prescribed by the Agreement on

6

Internal Trade– Non-Discrimination– Transparency– Fair Acquisition Process– Exceptions (from competitive procurement)– Canadian Content– Language– Confidentiality

• Additional Principles– Ethical Procurement– “Green” Procurement

Council Involvement in Procurement

• Council approves Annual Budget

• Any Council input on a procurement must occurafter budget approval and before a procurementprocess commences

7

• Council is directly involved and gives approval tocommence a procurement process for aprocurement expenditure for:

– All procurements $1,000,000 and greater, and/or

– Procurements of community interest, significant riskor security concerns

Council Involvement in Procurement

• Only prior to procurement process

• Due to procurement case law the opportunityfor Council to affect change at the end of aprocurement process is very limited due largelyto:

8

• The Duty to Award to the winning bidder, and

• The Duty to Award the contract as tendered

• The outcome of a procurement processdetermines the winning bidder

Procurement Contract Awards

• Staff conducts procurement in accordance withPurchasing By-law

9

• Contract award is an administrative process,adhering to the 5 Implied Duties:

– Duty to run a fair process

– Disclosure duty

– Duty to reject non-compliant tenders

– Duty to award to the winning bidder

– Duty to award the contract as tendered

Reporting To Council

• Comprehensive reporting to Council– Enables effective oversight

10

– Provides full, transparent disclosure

• On a quarterly basis the report provides summary ofpurchasing activities for the previous quarter and cumulativeyear-to-date activities

• Reporting includes:

• Contract awards • Consulting contract awards• Contract extensions • Single-Sourced contract awards• Sole-Sourced contract

awards• Emergency contracts/Purchase

Orders• Purchasing By-law

non-compliance• Non-Standard Results

• Disposal of surplus goods andequipment

Exclusions From Competitive Procurement

• Direct Negotiated Process– Exclusions from competitive procurement are consistent

with provisions set-out in Agreement on Internal Trade(AIT)

11

– Single-source and sole source procurements:

• Specifically defined by AIT

• Remain subject to the approval limit requirements ofthe By-law

• Must be approved by City Council when they meet thetest of:

– $1 million and greater, and/or

– Community interest, significant risk or security concerns


• Definitions

– “Single-Source” means there is more than one source inthe open market but only for reasons of function or serviceone vendor is recommended

12

– “Sole-Source” means there is only one source of supply

• Exceptions defined in By-law are consistent with theAgreement on Internal Trade


• Emergency Procurements

– Must meet the By-law definition of an emergency

• An unforeseeable, serious emergency situation where theimmediate purchase of goods, services or construction isessential in order to maintain a required service or toprevent danger to life, health or property, and

13

• The goods, services or construction cannot be obtained intime by means of an open, competitive procurementmethod

– Chief Administrative Officer or Department Head(s) areauthorized to use the direct (emergency) procurementmethod for any dollar value

Tie Bids

• When there are two or more identical winningbids:

14

– Tie bid language must be consistent with provisionsof the Agreement on Internal Trade

• Cannot discriminate on the basis of geographiclocation (e.g. local contractor)

– Tie Bid Process

• Tie bid resolved with a coin toss (consistent withprocurement best practice and legally recognized)

Approval Thresholds

Tenders and RFPs (excluding Consultants)

15

Consultants

16

Approval Thresholds

Direct Negotiation Approval Requirements

• Limited application as per Agreement on Internal Trade

17

Approval Thresholds

Procurement Value Required ApprovalsUp to $5,000 Purchasing Card or Cheque Requisition$5,000 to $100,000 Purchasing Agent and Dept Head

$100,000 to $1,000,000Purchasing Agent and Dept Head andTreasurer

$1,000,000 and overPurchasing Agent and Dept Head andTreasurer and Chief Administrative Officer

Council Workshop

– February 9, 2015 Council Workshop on Procurement

– Guest Speaker: Mr. Paul Emanuelli

18

– Recognized as one of Canada’s leading public procurementlawyers

– Hailed by Who’s Who Legal as one of the ten top publicprocurement lawyers from around the world

Due Diligence in Public Procurement

– Program Director of Osgoode Professional Development’sCertificate in Public Procurement Law and Practice and the authorof multiple publications, including the leading textbookGovernment Procurement

– Provided significant guidance in the development of the City ofBrampton’s current Purchasing By-law

Introductory RemarksJohn Corbett CAO

December 15, 2014

PAGE 1

Purpose of the Workshop

1. Establish key governance decisions to mobilize and partner Counciland staff for this term of Council;

PAGE 2

2. Staff to support and provide key information to enable decisionmaking; and

3. Staff / Council partnership is a key theme moving forward.

John Corbett CAO

Corporate / Governance Perspective

WE ARE A MAJOR PUBLIC CORPORATION

PAGE 3

o Approx. 6,000 full time / part time staff

o Annual operating budget = approx. $530,000,000 (value for 2014)

o Annual capital budget = approx. $230,000,000 (average approval over the past 5yrs)

o Tangible capital assets = $4.4 billion

o 155 buildings in Building Portfolio = 4 million square feet of mixed use space($963 million replacement value)

o 850 parks and 365 kilometres of City-owned trails in excess4,036 hectares of parkland

o Current population of ~569,000

o Population growth projected to be ~875,000 (2041)

John Corbett CAO

o Customer service, public engagement

o Financial & environmental

PAGE 4

sustainability

o Performance management

John Corbett CAO

Corporate Excellence

o Budget accountability & transparency

o Delivery of core services

o Innovation & creativity in ‘City-building’

o Economic development

o Growth management

VALUES

PAGE 5

John Corbett CAO

Corporate Governance & Structure

ChiefAdministrative

Officer

Public ServicesPlanning &

infrastructureServices

Corporate ServicesChief Operating

Officer

MAYOR & CityCouncil

Community & PublicServices Committee

Planning &Infrastructure

Services Committee

Corporate ServicesCommittee

Organizational Design Proposed Standing Committees

Strong Partnership

Functional Specialization & Innovation

EconomicDevelopment

Committee

John Corbett CAO

Corporate Planning Structure & Strategy

PAGE 6

Master Planning

PAGE 7

CorporateLevel

Strategic Plan

Official Plan

Capital Delivery +InfrastructureGovernance

EnvironmentalMaster Plan

Asset Master Plan

Parks & RecreationMaster Plan

Facilities MasterPlan

John Corbett CAO

Corporate Support +OperationsGovernance

Human ResourcesMaster Plan

IT Master Plan

Finance Master Plan

PAGE 8

John Corbett CAO

Strategic Planning & BudgetRecommended Alignment Process

PartnershipCouncil/ELT develop

shared strategic vision/goalsand priorities

Departmentalbusiness planning and resource

request alignmentwith strategic priorities

Budget is presentedto Council for approval

aligned with the strategicplan

ELT/SMT review budgetand allocate resources

based on strategic direction

PAGE 9

John Corbett CAO

Strategic Plan/Budget Alignment Timeline

Dec 15th

Workshop(Today)

Overviewof proposedalignmentprocess

Jan 13thWorkshop

Developmentof sharedstrategicvision,and goals

Prioritizestrategicinitiatives

Jan 23rd

Managementsubmissionof dep’tbusinessplans

Jan/Feb’15

Staff inputon strategicgoals andprioritiesthroughStaff/Councilfocusgroups

Feb/March’15

Public inputon strategicpriorities andbudgetthroughpublicworkshops

March/April’15

Budget approvaland strategicplan finalized

PAGE 10

John Corbett CAO

Budget Governance Partnership Model

Mayor & Council

Budget Committee - (Committee of the Whole)

Budget Sub-committeeMayor & 3-4 Members of Council &

Executive Leadership Team

Senior Management Team

Departments

NEW

PAGE 11

John Corbett CAO

2015 Budget CalendarDETAILS 2014

Develop Communications Plan COMPLETE

Multi-year (2015-2024) Operating Outlook due COMPLETE

Base Current (operating) Budget - guidelines distributed COMPLETE

Capital - SMT discussions re. funding envelope scenarios commence COMPLETE

Commence developing communications materials ON-GOING

Base Current Budget - Departmental Budget submissions due COMPLETE

Enhance Current & Capital - guidelines distributed COMPLETE

Initiate Communications Plan ON-GOING

Departmental Enhanced Current Budget submissions due COMPLETE

Departmental Capital Budget submissions due COMPLETE

John Corbett CAO

PAGE 12

2015 Budget CalendarDETAILS 2015

Enhanced Current & Capital – Finance consolidates and presents to SMT Early January

Enhanced Current & Capital – SMT/ELT review commences Early January

Council Workshop #1 (budget orientation, Council priorities, pressures, drivers)

Budget Process Report

(combine with Council Workshop #1)

Budget Committee public meeting #1 – Budget highlights (priorities, pressures, drivers) – to receive public input

January 27, 2015

January 27, 2015

February 4, 2015

Committee Chair briefings February 10-11, 2015

SMT/ELT Budget recommendations finalizedFebruary 12, 2015

Additional reports to address concerns arising from budget discussions with Committee Chairs, as necessary February 18, 2015

Budget Committee public meeting #2 – Budget overview (proposed budget & tax impact) – to receive publicinput

February 18, 2015

Departments finalize materials February 13-20, 2015

Budget books compiled, reviewed and printed Feb 23 – Mar 6, 2015

Budget books distributed to Members of Budget Committee and staff March 6, 2015

Presentations submitted to Financial Planning (FP to have printed and bring to Committee) March 13, 2015

Budget Committee meetings – final deliberations (2.5 days + 1 extra if needed) Mar 23-27, TBD

Council approval of Budget Committee recommendations (special meeting) April 1, 2015

PAGE 13

John Corbett CAO

PRELIMINARY 2015 Current Budget – Major Pressures

ses

Property – all categories$2.1M

Transit, Fire and Non-Union$3.7Mions

1% Tax plus $1M contribution$4.6Mvy & Contribution

Park, Streetscape and Sportsfield Maintenance$1.2M

Operations$1.4M

Winter Control, Roadway, Traffic Signals & Streetli$3.6M

Fuel and Overtime$1.0Mjustment

9 Buses, 27,000 hours of service$1.7Mce

18 Buses, 54,000 hours of service$4.1M

New Staff and Contracted Services$5.0Mquest

CUPE, Non-Union and Recreation Wage Adjus$6.1M

Business PressuresSalary / Wage Increa

Growth & Service Re

Transit Zum Service

Transit Growth Servi

Transit Operating Ad

Road OperationsFire Services

Parks Operations

Corporate Pressures1% Infrastructure Le

Salary / Wage Provis

Tax Write Offs

Approx. $ Additional Detailstment

ght Maintenance

Tax Rate increase$3.6 million = 1%

THANK YOU!

PAGE 14

Mayor’s Office and Council OfficeSupport Model


Alderlea

PAGE 1

2PAGE

Outline

1. Mayor’s Office Structure Overview

2. Council Office Structure Overview1. 2012 Council Office Review and Findings

3. Discussion

PAGE2

3

Mayor’s Office

3PAGEPAGE

Mayor Jeffrey

Chief of Staff

Policy AdvisorAdministrative

AssistantDirector,

Communications

ExecutiveAssistant

4

Council Office

4PAGEPAGE

Manager, CouncilOffice

CouncillorAdministrative

Assistant,

Wards 1 and 5


Assistant,

Wards 2 and 6


Assistant,

Wards 3 and 4


Assistant,

Wards 7 and 8


Assistant,

Wards 9 and 10

Council OfficeAssistant


Advisor, CouncilCommunications

5PAGE

2012 Council Office Review

• The Review

• Existing Service Delivery Model

• Needs Assessment

• Identified Service Gaps and Opportunities

• Best Practices

• Service Delivery Principles

• Service Delivery Options

PAGE55

6PAGE

The Review

• Conducted in 2011/12, as requested by Council during2011 budget deliberations– Functional review of support model (Council Office only)

– Interviewed Councillors, Council Office staff, administration

– Review of comparative municipal practices

• Discussion Paper presented to Council– October 2012 - Staff recommendation to maintain status quo

pending completion of ward boundary review

– April 2013 - Council Office Committee consensus to maintaincurrent support model for remainder of 2010-2014 term

6PAGE6

7PAGE7PAGE

Manager, CouncilOffice


Assistant,

Wards 1 and 5


Assistant,

Wards 2 and 6


Assistant,

Wards 3 and 4


Assistant,

Wards 7 and 8


Assistant,

Wards 9 and 10



Advisor, CouncilCommunications

Existing Service Delivery Model• 8 +1 staff

– Advisor, Council Communications (2014 - 1 year contract)

Manager, Council Office (1)• Day-to-day office management and staff direction• Budgeting and office expenditure controlCouncillor Administrative Assistant (5)• Administrative support to pair of Councillors• Front-line customer service support to ward constituents• Councillor scheduling, logistics support and file managementCouncil Office Assistant (2)• Reception support, general administration and overflow clerical work, back-up to

Councillor Administrative AssistantsAdvisor, Council Communications (1)• Communication services to the City and Regional Councillors• Advice and counsel on all communication issues

7

8

Council Office Budget and Expenditures

8PAGEPAGE

Salary

Non-Salary

Total

2013

Budget

$639,342

$22,620

$661,962

Expenditures

$668,510

$18,217

$686,727

2014

Budget

$763,747

$22,538

$786,285

Expenditures*

$684,826

$7,517

$692,343

*to October 31, 2014

8

9

Needs Assessment• Effective overall administrative support

• Councillor Administrative Assistants serve as the “glue” between 2Councillors

PAGE9PAGE

– True administrative assistants– “sounding board”– Understand ward/community

composition, issues and context

• Sharing administrativeresources works (within pairings)

• Consistent support model preferred• Increasing work volumes• Need storage space

9

Functions

Clerical Support

Communications Support

Research Support

Protocol Support

Correspondence Support

Technology Support

Constituency/Ward-SpecificSupport

Needs

Met

Partially Met

Need

Need

Met

Met

Met (some need for “TownHall” style ward meetings)

PAGE 10

Service Gaps and Opportunities

• Direct Administrative Support to Councillors

• Indirect and Other Administrative Support to Councillors

• Customer Service Interactions

• Accommodation Needs

PAGE 1010

PAGE 11

New Wards (population)

PAGE 1111

59,27080,56096,620

50,18050,24050,080

52,37057,86060,910

52,84054,73056,820

57,97058,05058,640

52,90055,32058,250

53,52059,18062,730

52,25055,24057,130

57,21067,35078,850

63,46071,93076,730

City Population

2014 551,9702018 610,4402022 656,760

PAGE 12

Comparative Practices

PAGE 1212

Basic Model (Small cities)

• Councillor to staff ratio less than 1:1

• Small complement of full-timepermanent staff

• Duties restricted to reception andadministrative duties

• Staff shared among council

Intermediate Model (mid-sized cities)

Continuum of Models for Council Office Support

Oshawa(149,607)

Brampton(523,911)

Kitchener(219,153)

Markham(301,709)

Vaughan(238,866)

Mississauga(713,443)

Winnipeg(663,617)

Calgary(1,096,833)

Edmonton(812,201)

Hamilton(519,949)

• Councillor staff ratio near 1:1

• Positions are pre-defined

• Staff are full-time permanent ortransitioning to contract

Ottawa(883,391)

Toronto(2,615,060)

Mature Model (Large cities)

• Councillor to staff ratio of 2:1 or higher

• Councillors provided with staffing budget

• Menu of positions available to choose from

• Staff are contract for term of council

• Some permanent full-time staff to provideliaison service to corporation

Population as per Statistics Canada, 2011 Census

PAGE 13

Comparative Practices

PAGE 13

Municipality

Oshawa

Kitchener

Brampton

Vaughan

Markham

Winnipeg

Mississauga

Hamilton

Edmonton

Calgary

Ottawa

Toronto

Dedicated AdministrativeAssistant

No (Shared)

No (Shared)

No (Shared)

Yes

-

-

Yes

Yes

No (Shared)

Yes

Yes

Yes

Dedicated ExecutiveAssistant

-

-

-

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

13

PAGE 14

Service Delivery Principles

• Equality of service delivery

– equal treatment for each Councillor

• Cost-effective and accountable service

– support services that are efficient and effective

• Responsive to growing demands

– flexibility, capacity and adaptability to serve future demands

• Consistency with corporate service delivery

– the need for service alignment with the corporation

PAGE 1414

PAGE 15

Service Delivery OptionsOption 1 - Status Quo

no budget impact

Option 2 - Enhanced Status Quo1 part-time contract Protocol Assistant (1.5 days per week)1 part-time contract Research Assistant (1.5 days per week)$48,000 (2012)

Option 3 – Additional Administrative Assistants to Achieve a 1:1 Administrative Support Ratio5 new Councillor Administrative Assistants (full-time)$418,000 (2012)

Option 4 – Additional Executive Assistants to Achieve a 1:2 Executive Assistant Support Ratio5 new Executive Assistants (full-time)$476,000 (2012)

PAGE 1515

PAGE 16

An Executive Assistant Position• Day-to-day management of general operations of the Councillors office• Awareness of local ward and city-wide municipal matters, current, social and political issues, and other matters

affecting the municipality• Prepare and coordinate speeches and presentation materials for the Councillor• Act as frontline for media inquiries and prepares Councillor for media follow-up• Research draft items for newsletters and other communications materials, and consults with Corporate

Communications for editing support• Ensure Councillor is prepared for meetings of Council, Committees and other meetings• Reviews and analyses agendas for Council and identifies items that may impact the Councillor and the ward• Review and monitor all incoming mail, email, correspondence and telephone messages and prepares daily

summary for Councillor follow-up• Review correspondence of importance with Councillor, advises on, or determines the course of action, if required,

and organizes replies for signature where appropriate.• Attend public meetings as required• Facilitate communication on behalf of the Councillor• Undertake research and analysis for the Councillor with respect to policy matters and departmental initiatives• Monitor and maintain records on committee recommendations and council decisions and follows through on

request and inquiries made by the Councillor to city staff• Maintain confidentiality with respect to issues involving the City and the Councillor and adheres to City’s Conflict of

Interest Policy and Code of Conduct• Monitor Councillor’s webpage and acts as web author, managing changes and site updates• Undertake special assignments as requested by the Councillor

PAGE 1616

PAGE 17

Discussion Points

• Need for dedicated administrative support?

• Need for shared/dedicated strategic support?

• “form follows function” – accommodation impactsfrom Council decisions

PAGE 1717

Mayor’s Office and Council OfficeSupport Model


Alderlea

PAGE 18

Documents

Council Workshop December 15 and 16, 2014 · Announcements 54 1 - - 4 - Proclamations 48 - - - - - Correspondence 27 21 29 6 35 - Resolutions/Motions 353 398 231 104 429 321. Comparative