Wednesday, May 31, 2017

9:30 a.m. – Regular Meeting

Council Chambers – 4th

Floor – City Hall

Members: Regional Councillor G. Gibson – Wards 1 and 5

Vice-Chair, Recreation Regional Councillor E. Moore – Wards 1 and 5 Vice-Chair, Service Brampton and Facilities

Regional Councillor M. Palleschi – Wards 2 and 6 Chair, Community Services Section

Vice-Chair, Public Works and Engineering Regional Councillor M. Medeiros – Wards 3 and 4 Regional Councillor G. Miles – Wards 7 and 8

Chair, Corporate Services Section Regional Councillor J. Sprovieri – Wards 9 and 10

Vice-Chair, Transit Services Vice-Chair, Engineering and Construction City Councillor D. Whillans – Wards 2 and 6

Chair, Public Works and Engineering Section Vice-Chair, By-law Enforcement

Vice-Chair, Economic Development and Culture City Councillor J. Bowman – Wards 3 and 4 Chair, Economic Development and Culture

Vice-Chair, Fire Services City Councillor P. Fortini – Wards 7 and 8

City Councillor G. Dhillon – Wards 9 and 10 Vice-Chair, Corporate and Financial Affairs

For inquiries about this agenda, or to make arrangements for accessibility accommodations

for persons attending (some advance notice may be required), please contact: Sonya Pacheco, Legislative Coordinator, Telephone 905.874.2178, TTY 905.874.2130

cityclerksoffice@brampton.ca Note: Some meeting information may also be available in alternate formats upon request.

Agenda

Committee of Council The Corporation of the City of Brampton

Agenda Committee of Council

2017 05 31 Page 2 of 8

Note: Please ensure all cell phones, mobile and other electronic devices are turned off

or placed on non-audible mode during the meeting. Council Members are prohibited from sending text messages, e-mails and other electronic messaging during the meeting.

The order of the following agenda sections will rotate with each meeting. For this

meeting, the sections will be dealt with in the order outlined below:

6. Community Services Section

7. Corporate Services Section 8. Economic Development Section 9. Public Works and Engineering Section

1. Approval of Agenda

2. Declarations of Interest under the Municipal Conflict of Interest Act

3. Consent

* The following items listed with an asterisk (*) are considered to be routine

and non-controversial by the Committee and will be approved at this time. There will be no separate discussion of any of these items unless a

Committee Member requests it, in which case the item will not be consented to and will be considered in the normal sequence of the agenda.

(6.2.1, 7.2.3, 7.2.4, 7.2.7, 7.2.8, 7.3.1, 9.3.1, 9.3.2)

4. Announcements

4.1. Announcement – International Right of Way (Chapter 29) Employer of the Year Award and Presidential Appointment – Vicki Wong

(Council Sponsor – Regional Councillor Moore)

A. Meneses, Commissioner, Community Services, will be present to make the

announcement.

5. Delegations

5.1. Delegation from Ella Korets-Smith, Executive Director, TO Health!, and Melicent Lavers, Corporate Communications, Medtronic, re: Update on TO Health!

(See Item 8.2.3)

Note: A presentation will be distributed prior to the meeting.

Agenda Committee of Council

2017 05 31 Page 3 of 8

5.2. Delegation from David Laing, Chair, BikeBrampton, re: Bike the Creek Event –

June 24, 2017.

5.3. Delegation from Ziggy Musial, President, Brampton Major Excelsior Lacrosse Club (BELC), re: Brampton Major Excelsior Lacrosse Club 2017 Community

Grant Request.

5.4. Delegation from Liz Cunningham, Executive Director, Making Our Seniors Matter, re: Request for Relief of Rental Fees for a Seniors Event at the

Chinguacousy Curling Centre – September 9, 2017.

6. Community Services Section

(Regional Councillor Palleschi, Chair)

6.1. Staff Presentations

6.2. Reports

* 6.2.1. Report from S. Connor, General Manager, Transit, Office of the Chief Administrative Officer, dated May 9, 2017, re: Transit Shuttle Services for the

2017 Special Olympics Ontario Provincial Summer Games (RM 24/2017).

Recommendation

6.2.2. Report from V. Wong, Senior Manager, Realty Services, Community Services, dated May 9, 2017, re: Proposed Fire Station 217 – Goreway Drive – Ward

10.

Recommendation

6.3. Other/New Business

6.3.1. Minutes – Brampton Sports Hall of Fame Committee – April 6, 2017

To be approved

6.4. Correspondence

Agenda Committee of Council

2017 05 31 Page 4 of 8

6.5. Councillors Question Period

7. Corporate Services Section

(Regional Councillor Miles, Chair)

7.1. Staff Presentations

7.1.1. Presentation by F. Peacefull, Director, Human Resources, Office of the Chief Administrative Officer, re: People Advantage.

(See Item 7.2.1)

Recommendation

7.1.2. Presentation by J. Pittari, Commissioner, Corporate Services, re: Modernizing

Corporate Services Policies and Procedures – Strategic Way Forward Council Update.

(See Item 7.2.2)

7.2. Reports

7.2.1. Report from F. Peacefull, Director, Human Resources, Office of the Chief Administrative Officer, dated May 8, 2017, re: Building Customer Service

through Employee Engagement.

(See Item 7.1.1)

Recommendation

7.2.2. Report from J. Pittari, Commissioner, Corporate Services, dated May 11, 2017, re: Modernizing Corporate Services Policies and Procedures – Strategic Way Forward.

(See Item 7.1.2)

To be received

* 7.2.3. Report from D. Sutton, Treasurer, Corporate Services, dated April 17, 2017, re: 2017 Final Tax Levy Report.

Recommendation

Agenda Committee of Council

2017 05 31 Page 5 of 8

* 7.2.4. Report from D. Sutton, Treasurer, Corporate Services, dated February 2, 2017, re: Status of Tax Collections Accounts. To be received

7.2.5. Report from D. Sutton, Treasurer, Corporate Services, dated May 2, 2017, re: 2016 Year End Operating Budget and Reserve Report. To be received

7.2.6. Report from M. Kuzmanov, Manager, Accounting, Corporate Services, dated May 2, 2017, re: 2016 Year End Capital Project Financial Status Report and Budget Amendment. Recommendation

* 7.2.7. Report from M. Kuzmanov, Manager, Accounting, Corporate Services, dated April 27, 2017, re: 2016 Annual Development Charges Statements. To be received

* 7.2.8. Report from P. Gunasekera, Senior Manager, Information Technology, Corporate Services, dated May 4, 2017, re: Request to Begin Procurement – Purchasing By-law Section 4.0 – PeopleSoft Annual Support Contract for a Five Year Period with Renewal Options. Recommendation

7.2.9. Report from P. Fay, City Clerk, Office of the Chief Administrative Officer, re: Matters Arising from the Member Services Committee Meeting of May 8, 2017 – Council Office Constituency Assistant Positions. To be distributed prior to the meeting

7.3. Other New/Business

* 7.3.1. Minutes – Inclusion and Equity Committee – April 27, 2017 To be approved

Agenda Committee of Council

2017 05 31 Page 6 of 8

7.4. Correspondence

7.5. Councillors Question Period

8. Economic Development and Culture Section

(City Councillor Bowman, Chair)

8.1. Staff Presentations

8.1.1. Presentation by K. Stahl, Senior Manager, Cultural Services, Economic Development and Culture, re: Brampton – Your City, Your Summer – 2017 Summer Events.

8.2. Reports

8.2.1. Report from H. Schlange, Chief Administrative Officer, dated May 2, 2017, re: Economic Development Master Plan (2041) Project Initiation 2017/2018.

Recommendation

8.2.2. Report from B. Darling, Director, Economic Development and Culture, dated May 8, 2017, re: Downtown Brampton BIA 2017 Summer In-Kind Service

Request (RM 25/2017).

Recommendation

8.2.3. Report from B. Darling, Director, Economic Development and Culture, dated May 4, 2017, re: TO Health! – Toronto Region Human Health Sciences Cluster Initiative.

(See Item 5.1)

Recommendation

8.2.4. Report from K. Stahl, Senior Manager, Cultural Services, Economic

Development and Culture, dated May 18, 2017, re: Celebrate Canada Grant and Contribution Agreement.

Recommendation

Agenda Committee of Council

2017 05 31 Page 7 of 8

8.3. Other/New Business

8.4. Correspondence

8.5. Councillors Question Period

9. Public Works and Engineering Section

(City Councillor Whillans, Chair)

9.1. Staff Presentations

9.1.1. Presentation by J. Holmes, Director, Capital Works, Public Works and Engineering, re: Downtown Reimagined.

(See Item 9.2.1)

9.2. Reports

9.2.1. Report from I. Hans, Senior Project Engineer, Capital Works, Public Works and

Engineering, dated May 3, 2017, re: Budget Amendment – Downtown

Streetscape Environmental Assessment Study – Wards 1 and 3.

(See Item 9.1.1) Recommendation

9.2.2. Report from M. Tunio, Traffic Operations Technologist, Public Works and Engineering, dated March 21, 2017, re: All-way Stop Review: Church Street and Victoria Street – Ward 6 (File I.AC [TRAF]).

Recommendation

9.2.3. Report from M. Tunio, Traffic Operations Technologist, Public Works and Engineering, dated April 5, 2017, re: Traffic Related Issues – U-turns on Glenvale Boulevard – Ward 8 (File I.AC [TRAF]).

Recommendation

Agenda Committee of Council

2017 05 31 Page 8 of 8

9.2.4. Report from M. Tunio, Traffic Operations Technologist, Public Works and Engineering, dated April 12, 2017, re: Stopping Related issues – Bramtrail Gate – Ward 2.

Recommendation

9.3. Other/New Business

* 9.3.1. Minutes – Environment Advisory Committee – April 11, 2017

To be approved

* 9.3.2. Minutes – Brampton School Traffic Safety Council – May 4, 2017

To be approved

9.4. Correspondence

9.5. Councillors Question Period

10. Referred Matters List

Note: In accordance with the Procedure By-law, the Referred Matters List will be published quarterly on a meeting agenda for Committee’s reference and

consideration. A copy of the current Referred Matters List for this Committee is publicly available on the City’s website.

11. Government Relations Matters

12. Public Question Period

15 Minute Limit (regarding any decision made at this meeting)

13. Closed Session

14. Adjournment

Next Regular Meeting: June 14, 2017

4.1

5.1

Attention:

Meeting: □ City Council □ Planning & Development Committee

□ Committee of Council

□ Other

Meeting Date Requested: Agenda Item (if applicable):______________

Email/

Fax No.

Note: a delegation is limited to not more than five minutes.

□ Yes □ No

□ Computer Notebook □ DVD Player □□

Note:

I will require the following audio-visual equipment/software for my presentation:

Name of Individual(s):

Position/Title:

Organization/Person

being Represented:

Telephone No.

Subject Matter to

be Discussed

Full Address for Contact:

Action

Requested

I am submitting a formal presentation to accompany my delegation:

Once the above information is received by the City Clerk's Office, you will be contacted by a

Legislative Coordinator to confirm your placement on the appropriate agenda.

Personal information on this form is collected under authority of the Municipal Act, SO 2001, c.25 and/or the Planning Act,

R.S.O. 1990, c.P.13 and will be used in the preparation of the applicable Council/Committee agenda and will be attached to that

agenda. Questions about the collection of personal information should be directed to the Deputy City Clerk, Office of the CAO,

2 Wellington Street West, Brampton, Ontario, L6Y 4R2, tel. 905-874-2115.

PowerPoint

Delegates are requested to provide to the City Clerk's Office well in advance of the meeting

date: (i) 25 copies of all background material and/or presentations for publication with the

meeting agenda and/or distribution at the meeting, and (ii) for PowerPoint and other visual

presentations, an electronic copy of the presentation (e.g., DVD, CD, .ppt file) to ensure

compatibility with corporate equipment.

Other - please specify_______________________________

Attach additional page if required.

Request for Delegation City Clerk's Office, City of Brampton, 2 Wellington Street West, Brampton ON L6Y 4R2 Email: cityclerksoffice@brampton.ca Telephone: (905) 874-2100 Fax: (905) 874-2119

5.2-1

Bike the Creek in Brampton’s Bicycle Friendly Community

Brampton Committee of Council, May 31, 2017

5.2-2

Bicycle Friendly Community Bronze

5.2-3

“Go for Bronze” BFC Strategy

Engineering

Education

Encouragement

Enforcement

Evaluation and Planning

5.2-4

Brampton’s Signature Cycling Event

• 4th Annual

• 2014 – 150 riders

• 2015 – 400 riders

• 2016 – 550 riders

• 2017 – expecting 700–1000 riders

5.2-5

Our Event Partners 5.2-6

Our Event Sponsors, so far…

• Title Sponsor:

• Sponsors:

5.2-7

Bike the Creek Rides

• 5 Route Choices

• 11 km - 58 km

• County Court – Old School Rd.

• 2 Watersheds

– Etobicoke Creek

– Fletcher’s Creek

• 12 Pavillions

5.2-8

Bike Rodeo

• Kids learning bike skills

• Brampton Recreation Cycling Courses

5.2-9

Cultural Heritage Pavillions

• Pavillions & ‘Points of Interest’ showcasing: Bovaird House, Pendergast Log House, Dale Estate Greenhouses, Richard Jennings House, Carnegie Library, Old Fire Hall, The Armoury, Old Peel Court House, Memorial Arena, Bonny Braes, CPR Station Mount Pleasant, Alloa Cemetery, Sharpe’s School #7

5.2-10

Natural Heritage Pavillions

• TRCA: Water Quality, Etobicoke Creek Headwater, Woodlot, Stormwater Pond

5.2-11

County Court SNAP Projects, County Court Park

Fletcher’s Creek SNAP Project, Chris Gibson Rec. Centre

Sustainability Pavillions 5.2-12

Police Support

• Peel Regional Neighbourhood Policing Unit

• Caledon OPP

5.2-13

Political Support 5.2-14

Healthy Communities

• Dr. Eileen de Villa, Peel Medical Officer of Health

5.2-15

Provincial Support

• Minister of Natural Resources & Forestry, Kathryn McGarry (MPP-Cambridge)

• TRCA Director Chandra Sharma

5.2-16

Ontario Municipal Cycling Infrastructure Plan Grant (OMCIP)

• Etobicoke Creek Trail connecting Waterfront Trail to Greenbelt Trail

Oct 2016 opening

5.2-17

Cycle Tourism

• TOUR BY BIKE - Ontario’s Cycling Tourism Plan, announced Apr 12, 2017

• “powerful economic driver”

• Bike the Creek promoted at Toronto International Bike Show

5.2-18

‘Did You Know’ Quick Facts Twitter Campaign

5.2-19

Council Support for Bike the Creek

• Attend as Dignitary – June 24th

• Ride a route, if you can

• Ward newsletter

• Social Media promotion

• ATMP on-going support

5.2-20

Request for Delegation

Attention: City Clerk's Office, City of Brampton, 2 Wellington Street West, Brampton ON L6Y 4R2 Email: cityclerksoffice@brampton.ca Telephone: (905) 874-2100 Fax: (905) 874-2119

Meeting: □ City Council □ Planning & Development Committee

X Committee of Council

□ Other

Meeting Date Requested: May 31, 2017 Agenda Item (if applicable):______________

Name of Individual(s): Ziggy Musial

Position/Title: President

Organization/Person BELC being Represented:

Full Address for Contact:

Telephone No. Email/Fax No.

Subject Matter to be Discussed

The City of Brampton has supported the Brampton Major Excelsiors for over 20 years and this year did not approve their Community Grant request.

Action Requested

Financial assistance for the Major Excelsior Lacrosse Club for the 2017 season.

Note: a delegation is limited to not more than five minutes. Attach additional page if required.

I am submitting a formal presentation to accompany my delegation: X Yes □ No

I will require the following audio-visual equipment/software for my presentation:

□ Computer Notebook □ DVD Player □ PowerPoint

X Other - Grant Application Request 2017

Note: Delegates are requested to provide to the City Clerk's Office well in advance of the meeting

date: (i) 25 copies of all background material and/or presentations for publication with the

meeting agenda and/or distribution at the meeting, and (ii) for PowerPoint and other visual

presentations, an electronic copy of the presentation (e.g., DVD, CD, .ppt file) to ensure

compatibility with corporate equipment.

Once the above information is received by the City Clerk's Office, you will be contacted by a Legislative Coordinator to confirm your placement on the appropriate agenda.

Personal information on this form is collected under authority of the Municipal Act, SO 2001, c.25 and/or the Planning Act, R.S.O. 1990, c.P.13 and will be used in the preparation of the applicable Council/Committee agenda and will be attached to that agenda. Questions about the collection of personal information should be directed to the Deputy City Clerk, Office of the CAO, 2 Wellington Street West, Brampton, Ontario, L6Y 4R2, tel. 905-874-2115.

5.3

5.4

Report

Committee of Council The Corporation of the City of Brampton

2017-05-31

Date: 2017-05-09

Subject: Transit Shuttle Services for the 2017 Special Olympics Ontario

Provincial Summer Games

Contact: Suzanne Connor

General Manager, Transit 905.874.2750 ext 62304 suzanne.connor@brampton.ca

Recommendations:

1. That the report from Suzanne Connor, General Manager, Transit, dated May 9,

2017, to the Committee of Council Meeting of May 31, 2017, re: Transit Shuttle Services for the 2017 Special Olympics Ontario Provincial Summer Games,

be received; and

2. That Brampton Transit be authorized to provide shuttle services for the 2017

Special Olympics Ontario Provincial Summer Games at the reduced internal City rate of $115 per hour, for approximately 206 service hours, at a total cost of

approximately $23,700, and that the organizers shall be invoiced accordingly subject to their acceptance of these terms.

Overview:

The Peel Region Police are hosting the 2017 Special Olympics Ontario Provincial Summer Games from July 13-16, 2017 at multiple locations

throughout the Region of Peel.

A grant application for the event to be held July 13-16, 2017 has been

approved through the 2017 Community Grant Program (CW048-2017). In-kind services of up to $52,000 may be provided by the City of Brampton in support of the event.

The organizers have requested Brampton Transit to provide shuttle services for the event, to be included as part of the in-kind services,

totaling approximately 206 service hours at a cost value of $36,066 based on the Council-approved charter rate.

As per the City’s Community Grant Policy (Corporate Policy 14.1.1)

transportation costs are considered to be ineligible for in-kind services.

6.2.1-1

Staff recommend that the shuttle services be provided at a reduced rate of

$115 per hour (versus the standard charter rate of $175 plus HST) at a total cost of $23,700 (including HST). The rate of $115 per hour would cover core

costs for these services. There was a similar internal arrangement made within City departments for the provision of shuttle services during the Canada 55+ Games (held in Brampton from August 16-19, 2016).

Background:

The Region of Peel is scheduled to host the 2017 Special Olympics Ontario Provincial Summer Games, with Peel Regional Police acting as official games host. The games themselves will be carried out at 5 separate venues throughout Peel Region this July 13,

2017 to July 16, 2017. The 2017 games are a qualifier for the 2018 National Summer Special Olympics which will be held in Antigonish, Nova Scotia. In 2018 Special

Olympics will celebrate 50 years in Canada. In support of this important community event, Peel Regional Police applied for and

received approval for a Community Grant in the amount of $52,000 of in-kind services to be provided by the City as part of the 2017 Community Grant Program (CW048-2017).

This program is managed corporately by Economic Development & Culture. At the Committee of Council Meeting held on April 19 th 2017, Jennifer Evans, Peel

Police Chief, and Deborah Pendlebury, Acting Staff Sergeant, Peel Regional Police, provided a presentation on the 2017 Special Olympics Ontario Summer Provincial

Games taking place throughout the Region from July 13-16, 2017. Specifically, various ways the City of Brampton can support these games were outlined.

The following motion was considered and subsequently approved by Council:

CW142-2017 That the delegation from Jennifer Evans, Peel Police Chief, and Deborah Pendlebury, Acting Staff Sergeant, Peel Regional Police, to the Committee of Council Meeting of April 19, 2017, re: 2017 Special

Olympics Ontario Provincial Summer Games – July 13-16, 2017 be referred to staff for a report back to Committee on assistance to be

provided by the City. Current Situation:

Peel Regional Police have identified (to date) the in-kind services to be provided by the

City in support of this event. Refer to Table 1 below:

Description In-Kind Support Services Amount

Recreation Centers (various) $6,225.34

Signage (various) $1,900.00 Committed In-Kind Support $8,125.34

6.2.1-2

Uncommitted In-Kind Funding Remaining $43,874.66

Table 1

Brampton Transit was contacted by Peel Regional Police to request shuttle bus services be provided for the four days of the games, and that these shuttle services be provided at no cost as part of the in-kind services provided by the City. The shuttle bus service

would transport participants to and from one of three athlete villages to their athletic venue(s) and the opening and closing ceremonies.

Historically transit services have not been provided on an in-kind (zero cost) basis.

Peel Regional Police have identified various pick-up locations to be serviced by Brampton Transit shuttle services during the event including games and social event

venues. Corporate Implications:

As outlined in the City’s Community Grant Policy (14.1.1), transportation services are

deemed to be ineligible for in-kind support. Refer to Appendix A attached to this report for the existing rates and fees charged by Transit.

In support of this community event, staff are recommending that the shuttle services be provided at the reduced internal City rate of $115 per hour (inclusive of HST) versus the

Council-approved charter rate of $175 per hour (plus HST). There was a similar (internal) arrangement made for the provision of shuttle services during the Canada 55+ Games (held in Brampton from August 16-19, 2016).

Financial Implications:

Refer to Table 2 below which summarizes the daily shuttle requirements. Brampton Transit Shuttle Bus – 2017 Shuttle Summary of Service (Estimated)

Table 2

Transit services listed above total approximately 206 service hours and would be charged at the reduced internal City rate of $115 per hour (inclusive of HST). The rate of $115 per hour would cover core costs required to provide the shuttle services

6.2.1-3

including: operating, maintenance, and supervision costs. Based on the reduced internal City rate, the $23,700 cost to provide the shuttle services would be invoiced to the organizers upon their acceptance. Strategic Plan:

This report achieves the Strategic Plan priorities, “Strong Communities” and “Move and Connect” by providing the necessary means for citizens to enjoy social interaction and

sport while supporting diversity and enabling wellness through health and recreation.

Conclusion:

Brampton Transit has received a request from Peel Regional Police to provide

approximately 206 hours of in-kind shuttle bus services for the 2017 Special Olympics Ontario Provincial Summer Games.

Brampton Transit has the capacity to provide the shuttle services requested. Although the organizers have requested these services to be provided as part of the approved

grant for in-kind services ($52,000) staff are recommending that, based on previous similar arrangements made with Canada 55+ Games, the shuttle services be provided at

the reduced internal City rate of $115 per hour. With the reduced rate applied (including HST) the total cost of $23,700 would be invoiced to the organizers, subject to their acceptance of these terms.

Approved by: Approved by:

Suzanne Connor, General Manager, Transit

Harry Schlange, Chief Administrative Officer

Attachments:

Appendix A - City’s User Fee (Municipal Act) By-law 380-2003 - Schedule G (Transit)

Report authored by: Scott Gillner, Senior Advisor, Transit Policy

6.2.1-4

APPENDIX A

Schedule G – By-law 380-2003

(Amended by By-laws 51-2004, 393-2004, 200-2005, 418-2005, 174-2006, 2-2007, 174-2007, 382-2007, 320-2008, 228-2010, 243-2010, 65-2011, 62-2012, 373-

2012, 366-2013, 320-2015, 290-2016)

Transit Division Fees & Charges Effective March 6, 2017

ITEM Fares

Effective March 28, 2016

Effective March 6, 2017

Person with Vision Loss (with CNIB Card) Free Free

Pre-Schooler (age 5 & under, with a fare paying passenger) Free Free

Support Person (with a fare paying passenger)

As per Accessibility for Ontarians with Disabilities Act (AODA)

Free

Free

Cash Fare

Universal Senior (Brampton resident with photo ID card)

$3.75 $1.00

$3.75 $1.00

Adult

Presto e-Purse (per ride) $2.90 $2.95

Presto Weekly Pass $32.00 $32.50

Presto Monthly Pass $120.00 $122.00

Child (Ages 6-12) / Youth (Ages 13-19)

Presto e-Purse (per ride) $2.50 $2.50

Presto Weekly Pass $27.00 $27.00

Presto Monthly Pass $105.00 $105.00

Senior (65 years of age & over)

Presto e-Purse (per ride) $1.60 $1.60

Presto Weekly Pass $16.00 $16.00

Presto Monthly Pass $52.00 $52.00

Veteran Pass Program As per the program guidelines

Free

Free

GO Transit Fare Integration

As per the program guidelines

$.80

$.80

GTA Weekly Pass

Set by TTC and other participating transit partners

$61.00

$61.00

Dufferin-Peel Catholic District School Board and Peel District School Board

Special Purpose Tickets for special education students as per the program guidelines

Special Purpose Tickets (Strip of 10)

Free

$24.00

Free

$24.00

Registered Charities & Non-Profit Agencies Special Purpose Tickets (Strip of 10)

$29.00

$29.50

Smart Commute Discounted Transit Pass Program Monthly Adult Pass with 15% Discount

As per the program guidelines

$102.00

$103.70

The City of Brampton Employee Transit Pass Program

Monthly Adult Pass with 50% Discount As per the program guidelines

$60.00

$61.00

6.2.1-5

Schedule G - Transit Fees/Charges

ITEM Fares

Effective March 28, 2016

Effective March 6, 2017

Charter Rate $175/hour plus HST

$175/hour plus HST

PRESTO Card (New & Replacement) $6.00

Incl. HST $6.00

Incl. HST

PRESTO Card Protective Sleeve $2.00

Incl. HST $2.00

Incl. HST

Photo ID Card (Replacement Fee) $5.00

Incl. HST $5.00

Incl. HST

6.2.1-6

Report

Committee of Council The Corporation of the City of Brampton

2017-05-31

Date: 2017-05-09

File: AR-16-500

Subject: Proposed Fire Station 217, Goreway Drive, Ward 10

Contact: Vicki Wong, Senior Manager, Realty Services 905.874.2131

Recommendations:

1. That the report from Mark Norsworthy, Senior Real Estate Coordinator, Realty Services, dated May 5, 2017, to the Committee of Council meeting of May 31, 2017, entitled “Information Report - Proposed Fire Station 217, Goreway Drive, Ward 10” be received and a new City-owned site be considered for

Proposed Fire Station 217.

Overview:

At the Community & Public Services Committee on November 2, 2016 staff

reported on potential property acquisition matters related to future Fire Station 217.

Staff have identified City property located immediately north of 10521

Goreway Drive on the east side of Goreway Drive as an ideal site. The site

was dedicated to the City from a Plan of Subdivision.

Staff investigated the possibility for a co-locate of both a designated senior

citizen’s residence on-site, or a room within Fire Station 217. The co-locations are not recommended on the basis of risk/safety, cost and

location, and general incompatibility related to emergency operations concerns.

Background:

Brampton Fire and Emergency Services (“Fire”) require a site for a new Fire Hall 217 in

the vicinity of, and south of the intersection of Goreway Drive and Countryside Drive. As such, at the Community & Public Services Committee meeting on January 20, 2016, staff reported on potential property acquisition matters related to future Fire Station 217.

As it typically requires about three years to acquire private lands, design and construct a Fire Station, the report sought authority to begin negotiations with the owners of

potential sites as soon as possible, if needed.

6.2.2-1

Upon further investigation, it was determined that City of Brampton lands in the vicinity of the noted intersection are ideal for use by Fire. The specific property is located

immediately north of 10521 Goreway Drive, on the east side of Goreway Drive with an area of 3.38 acres (the “Property”). This site is commonly referred to as the ‘Goreway barn site’, since a large shed exists on the Property. This shed would likely be

demolished. The Property is composed of three separate PINs and the zoning varies from Agriculture to Residential and about half of the area is affected by “Fill Regulation

Lines”. Current Situation:

The Property is considered ideal for a location of future Fire Station 217. The site is flat with a useful shape and is large enough to accommodate the proposed use. The location has been carefully considered by Fire for acceptable response times to the area

that must be served by this Fire Station.

In November 2016, and subsequent conversations, staff was requested to consider the inclusion of a senior citizen’s residence and/or room on the same site. As such, staff investigated the potential accommodation and the following factors were considered.

Risk: Fire vehicles responding to emergencies in close proximity to senior citizen traffic may pose a risk of collisions as fire stations are built with the intention of avoiding large

vehicle and public pedestrian interaction. There is a potential negative impact or response interruptions with respect to possible delayed response times.

Cost: Special measures to accommodate inside (the room) and outside partitions (e.g. parking) of the facility would also result in additional cost, as Fire intends to use an

existing Fire Station architectural plan at this location to expedite delivery and reduce overall costs. Changes from the existing architectural plan would involve special

measures needed to separate the traffic flows of the two uses of the facility. Location: Planning commented that the site is not large enough to accommodate a

modern Fire Station and a senior citizen’s usage on the basis of separation of uses and the partitions in the parking that would facilitate uninterrupted emergency use of the

Property. In consideration of these items, staff do not recommend the co-location of a designated

senior’s use of any portion of the Property.

As Fire requires about 1.4 acres of developable land for the Fire Station, the Property is considered suitable for their needs subject to completion of due diligence studies.

In addition, the northerly neighbour at 10459 Goreway Drive previously indicated a desire to purchase a portion of the Property for incorporation into their residential

property. A recommendation to declare surplus a portion of the Property may be explored in the future after the Fire Station has been constructed, and the amount of excess land and compatible use is determined.

6.2.2-2

Corporate Implications:

Financial Implications:

There are no financial implications to this report.

Other Implications:

Fire and Emergency Services recommend the development of the Property for Fire

Station 217. Demolition of an existing large shed is a possible consequence of the development of the subject site for Fire Station 217.

Strategic Plan:

The information in this report supports the Corporate Strategic Plan priority of Good Government, specifically the goal to “Practice proactive, effective and responsible

management of municipal assets”, in this case, using City property assets rather than purchasing private lands for a public purpose.

Conclusion:

This report is an update on activities to date, with reference to a previous Council endorsement of the Fire’s “Fire Station Location and Apparatus Deployment Study for

Brampton Fire and Emergency Services” report and presentation, and authority to negotiate acquisition of private lands for the Fire Station 217.

Brampton Fire and Emergency Services has identified a future need for additional fire response capability in the vicinity of Goreway Drive and Countryside Drive. Staff have

identified that this need may be accommodated with a new Fire Station 217 located immediately north of 10521 Goreway Drive. Fire will continue due diligence and if the

site remains as viable, design the works and construct the Fire Station on the Property. Approved by: Approved by:

Vicki Wong, Sr. Manager,

Realty Services

Al Meneses,

Commissioner, Community Services

Report authored by: Mark Norsworthy, Senior Real Estate Coordinator, 905.874.3465

Appendix “A” - Location Maps

6.2.2-3

Appendix “A” - Location Maps

6.2.2-4

Thursday, April 06, 2017

Members Present: Dean McLeod, Chair Stephen Clarke, Vice-Chair Carmen Araujo, Treasurer Norman Da Costa Don Doan Ken Giles Elizabeth Harris-Solomon Sindy Maguire Glenn McClelland Harnek Singh Rai Mario Russo Gurmit Singh City Councillor Doug Whillans – Wards 2 and 6 City Councillor Jeff Bowman – Wards 3 and 4 (left at 7:25 p.m.)

Members Absent: Ron Noonan, Curator (regrets) City Councillor Pat Fortini – Wards 7 and 8 (personal)

Staff Present: Community Services Department

Garry Hardy, Supervisor, Sport and Community Partnerships Heidi Calder, Coordinator, Sport and Community Partnerships City Clerk’s Office Chandra Urquhart, Legislative Coordinator

Minutes

Brampton Sports Hall of Fame Committee

Committee of the Council of

The Corporation of the City of Brampton

6.3.1-1

Minutes Brampton Sports Hall of Fame Committee

2017 04 06 Page 2 of 4

The meeting was called to order at 7:05 p.m. and adjourned at 8:12 p.m.

1. Approval of Agenda SHF019-2017 That the agenda for the Brampton Sports Hall of Fame Committee

Meeting of April 6, 2017 be approved, as printed and circulated. Carried

Committee recessed for a photo session in the Council lounge.

2. Declarations of Interest under the Municipal Conflict of Interest Act 3. Previous Minutes 3.1. Minutes - Brampton Sports Hall of Fame - March 2, 2017

The minutes were considered by Committee of Council on April 5, 2017 and approved by Council on April 12, 2017. The minutes were provided for Committee’s information.

4. Delegation/Presentations 5. Reports 6. Sub-Committees 7. Other/New Business 7.1. Discussion at the request of Dean McLeod, re: City of Brampton Parks and

Recreation Master Plan - Stakeholders Meeting.

Dean McLeod, Chair, advised that a Parks and Recreation Master Plan Stakeholders’ meeting is scheduled for Tuesday, April 25, 2017 at Century Gardens Recreation Centre. He met with senior staff to discuss upgrades that are required for the Sports Hall of Fame and questioned whether this matter could be considered through the Master Plan. Staff acknowledged that the existing space deficiency needs to be addressed.

6.3.1-2

Minutes Brampton Sports Hall of Fame Committee

2017 04 06 Page 3 of 4

Committee discussion took place and included the following:

Possibility of a delegation at Council on behalf of the Sports Hall of Fame regarding the shortage of storage space at the Powerade Centre

Statement that storage in a City owned building that is frequented by high volume of people is preferred

Suggestion that members visit other municipalities with similar facilities to view design, layout and technology to determine what would be suitable for Brampton

Arranging site visits with staff to visit locations

Dean McLeod, Chair, indicated he will attend the site visits when organized and suggested that other members may participate. Heidi Calder, Coordinator, Sport and Community Partnerships, acknowledged the comments from Committee. She advised that staff intent is to present the Parks and Recreation Master Plan to Council in the summer.

7.2. Discussion at the request of Carmen Araujo (Treasurer), re: Role of the

Treasurer for Sports Hall of Fame.

Carmen Araujo, Treasurer, requested clarification with respect to her role as ‘Treasurer’ of Brampton Sports Hall of Fame, given that the budget for the Committee was now being managed by the City. Committee acknowledged that clarification was required on the Treasurer’s role. The position was discussed and it was indicated that Committee would appreciate monthly updates on the budget. It was suggested that the ‘Treasurer’ act as a conduit between the Committee and City and provide details on the status of operating investments and balances. Councillor Doug Whillans offered to coordinate a meeting with Ms. Araujo and the appropriate City staff to discuss and define the role of the Treasurer. An update will be provided at the next meeting.

8. Correspondence 9. Information Items

6.3.1-3

Minutes Brampton Sports Hall of Fame Committee

2017 04 06 Page 4 of 4

9.1. News Items – Future / Potential Inductees – Ken Giles

Ken Giles, Member, provided information to Committee on the accomplishments of various Brampton athletes in sports, including women’s hockey, basketball, soccer, football, boxing, wrestling and track and field.

10. Question Period

1. Mario Russo, Member, inquired how staff will address a media release advertising ‘early-bird’ tickets for the Induction Ceremony at a cost of $45.00. He provided a copy of the document for perusal. Staff confirmed that the media release forwarded to Communications stated tickets were $55.00 with no reference to ‘early-bird’ tickets. Staff will further investigate the matter.

2. Glenn McClelland, Member, inquired about assistance from Committee

members at the Induction Ceremony. Members were advised that they may wish to greet attendees as they arrive.

3. Norman Da Costa, Member, inquired about the media release featuring the

inductees that should have been sent to the Brampton Guardian. Staff confirmed that the release was forwarded to the newspaper on March 1, 2017.

11. Public Question Period 12. Closed Session 13. Adjournment SHF020-2017 That the Brampton Sports Hall of Fame Committee do now adjourn

to meet again on Thursday, June 1, 2017 at 7:00 p.m. Carried ______________________________________ Dean McLeod, Chair

6.3.1-4

Delivering Exceptional Service.

Building Engagement.

Driving Results.

Thinking Bigger.

7.1.1-1

2

A CONNECTED CITY THAT IS INNOVATIVE, INCLUSIVE AND BOLD

7.1.1-2

Why People Advantage?

It guides the evolution of our organizational culture

It prescribes how we engage and develop our people

It helps us create a work culture and environment to:

• have pride in our work and make a difference

• become better and bolder at what we do

• contribute to the overall success of our work and community

Our Future Ready mindset strengthens our foundation of people, customer service, financial management and government relation.

3

7.1.1-3

The Time is Now for Brampton

We need to invest in our people. • Our People will pivot the strategic plan and deliver results for our

community. Investing in our employees is key to success of our game changers and foundational elements.

Engaged employees knock it out of the park for customers. • Data and research validates this correlation. Customer service is our

number one priority.

We need to attract and retain top talent. • There is fierce competition for talent. And, our workforce is aging.

Human Resources needs to modernize the way we deliver services.

We need to leapfrog the competition. • Lead the way and be a global leader.

4

7.1.1-4

Industry Leaders

Leverage our Assets

Voice of Employees

5

7.1.1-5

Industry Leaders

7.1.1-6

compensation & benefits

new employee welcome

learning & development

internships

tuition reimbursement

career development

workplace modernization

health & wellness

corporate social responsibility

Leverage our Assets

7

7.1.1-7

face-to-face

site-specific outreach

team-based outreach

survey

Voice of Employees

7.1.1-8

Engaged employees are:

High-performing

Energized and enthusiastic

Solution-focused

Invested

Passionate

Clear about their roles

People are our foundation

Engaged employees will

knock it out of the park for customers

9

7.1.1-9

The Framework: our starting point

7.1.1-10

The Framework: our starting point

17% productivity

41%

absenteeism

10% customer service

effectiveness

44% talent retention

70%

workplace injuries

7.1.1-11

High-performing teams that demonstrate character and competence with a Future Ready mindset, will deliver results for our community.

We will invest in our teams.

Peer-to-Peer recognition Recruitment experience Talent/Learning Management System Diversity and Inclusion Strategy

Results & Value

7.1.1-12

Engaged, high-performing employees continuously grow their knowledge and experience to deliver exceptional customer service.

We will invest in our employees.

Learning aligned to goals Mentorship program Workforce planning Career development Employee values and culture

Results & Value

7.1.1-13

Strong, dynamic leaders inspire and develop their teams. Leadership is critical to grow a culture of high performance to deliver results for our organization.

We will invest in our leaders.

Foster a community of leaders Succession planning Leadership competencies Performance management and coaching

Results & Value

7.1.1-14

Workplaces that build a holistic view of health, safety and wellness recognize the value of bringing quality of life to the work environment. Healthy employees are more productive, present, and safe.

We will invest in our workplace health.

Mental health and workplace resiliency Workplace modernization Wellness programming Employee and family assistance program

Results & Value

7.1.1-15

A comprehensive, results-based people plan derived from industry leaders, Brampton assets, and the voice of our employees. • Employee focus groups and survey in May and June.

Align efforts with the enhanced customer service experience for our community.

Modernize Human Resource operations. • Think bigger and sharpen our focus to position Brampton as a hub for

jobs and innovation, a future city, and a leader on the global stage.

A stretch goal of 80% employee engagement for 2021.

Next

16

7.1.1-16

People are our foundation.

6,000 + employees contribute to the quality of life of

600,000+ Bramptonians every single day.

7.1.1-17

Modernizing Corporate Services Policies and Procedures – Strategic Way Forward

Council Update

7.1.2-1

2

Delegation of

Authority By-law

Streamline Purchasing

Innovative systems

Financial Planning

and Policies

P & P

Leads

Building Engagement. Driving Results. Thinking Bigger.

Lead – James Macintyre

People System Steering Committee

Lead – Dave Sutton

Lead – Claire Hicks

Champion: Joe Pittari

7.1.2-2

Delegation of Authority By-law – Highlights

Initiated a review of the existing by-law identifying aspects for streamlining

Conducting outreach with client groups to obtain their input as part of the process

Revised policy framework and summary risk matrix have been drafted – noting changes and areas that we require direction and input from CLT and Council

Continuing consultations through May

Draft Policy - June

Presentation to CLT July/Aug followed by Council in September

3

7.1.2-3

Streamline Purchasing – Highlights

Summarizing key items we can change re: red tape related to procurement (outside the by-law)

Launch of e-bidding

Will start using e-signatures and eliminate unnecessary steps in process to reduce timelines

Ombudsman report considerations – completed and ongoing

Innovation and corporate performance operational review findings are being reviewed and actioned

4

7.1.2-4

Streamline Purchasing – Highlights

Pcard – reviewing how to better implement and improve their ease of use; increase use; and reduce additional sign-off and expense forms

Formal review of bylaw (Q3-Q4) – which will include purchasing thresholds, signing authorities, etc. Presentation to Council on proposed changes in January 2018

P2P improvements – links to several other processes and systems (Pcards, POS, ERP)

VOR and SOA implementation to further reduce procurement timelines – underway and ongoing

5

7.1.2-5

Innovative Systems – Highlights

People Systems steering committee meets regularly to discuss TLMS, ERP, Time and Attendance, POS system initiatives

New TLMS and Time and Attendance (i.e. no more timesheets!!) systems on target for acquisition and implementation

POS for Rec (i.e. CLASS replacement) and Transit in progress; Finance will be next phase

ERP replacement is a 2019 project

6

7.1.2-6

Financial Planning & Policies – Highlights

Long Term Financial Master Plan (LTFMP) – includes numerous recommendations and key actions for the City to implement. Report and presentation with coming to Council in June 2017

Delegation for sign off. Lower it to Division leads (i.e. cost centres)

Updating the budget policy to align with the delegated authority/financial spending authority and put accountability for budgetary spending in its proper place (with Department management). Cash handling policies

7

7.1.2-7

Report

Committee of Council The Corporation of the City of Brampton

2017-05-31

Date: 2017-05-08

Subject: Building Customer Service through Employee Engagement

Contact: Fiona Peacefull

Recommendations:

1. That the report from Fiona Peacefull, Director, Human Resources, Office of the Chief Administrative Officer, dated May 10, 2017, to the Committee of Council Meeting of May 31, 2017, re: Building Customer Service through Employee Engagement, be received; and

2. That Committee of Council support staff efforts to create, implement, and sustain a fulsome people plan for the City of Brampton, referred to as People Advantage,

along with complementary work to modernize Human Resources programs and services.

Overview:

Investing in people is a critical component to our Future Ready mindset of thinking bigger, to position Brampton as a global leader.

The research and data is clear: engaged employees allow businesses to outperform and leapfrog competitors, demonstrate resilience in times of

transformation and progress, and deliver a better customer experience.

In parallel, Human Resources will modernize and drive innovation within our programs, services, and policies/procedures.

The time is now for the City of Brampton to build, implement, and sustain a results-based, measured people plan – “People Advantage.” This is a

foundational element to modernize the corporation, helping our success in delivering the Strategic Plan game changers.

7.2.1-1

Background:

On March 29, 2017, Council unanimously endorsed the pivot to the City of Brampton

Strategic Plan, which identified six game-changing initiatives to help position Brampton as a global leader. Foundational to this strategy is investing in our people through a

leading edge people plan, which we are calling “People Advantage.” Engaged employees are the precursor to delivering exceptional customer service and results for our community.

Current Situation:

People Advantage directly connects to our Future Ready mindset and efforts to build a high-performing culture. This approach builds upon working as a team, while placing

high value on leadership and talent. People Advantage will help us continue to move to a strong, positive culture that fosters innovation and accountability into everyday working

life. We need to lead the way and leapfrog the competition – both to attract and retain top talent, and deliver results for our community.

Recent national and international studies demonstrate the most competitive public and private sector organizations are those that have invested in comprehensive people

plans. To be a high-performing organization, Brampton needs to be better than average. A 2015 global survey placed the engagement scores of the best companies in the world

at an average of 82% (Mercer). In Canada, best-in-class employers are realizing an engagement score of 80% (AON Hewitt). Gallup, a leader in employee engagement

strategy, states that companies with highly engaged workforces outperform their peers by 147% in earnings per share, and contribute to a 17% increase in productivity. Best-in-class private sector organizations recognize that investing in people makes good

business sense.

Average engagement for Ontario municipalities is within the range of 60-65%. The City of Brampton is looking to raise the bar on municipal engagement, recognizing that Brampton residents are comparing city services not just to other municipalities, but also

to high-performing private sector organizations in our community.

Industry data shows that raising engagement scores can result in a 10-12% increase in customer satisfaction and a 5-7% increase in financial performance. This target will move us from average to on-par with the top quartile of organizations worldwide

(Mercer). To this end, the City of Brampton has set a stretch target of reaching an 80% engagement score by 2021.

Being a high-performing best-in-class organization has three key components:

living our vision and values by integrating them into the way we do business and how we work with each other

7.2.1-2

having the right skills to work together the best way we can in a way that is dedicated to our business, our customers and each other

having clear organizational priorities

People Advantage will support our employees to build the skills needed now and in the

future. This will align to customer service, organizational strategy, and performance results within our game changers and strategic foundations.

Development/Implementation Plan

People Advantage will be developed using three main inputs: learning from industry leaders; leveraging Brampton assets; and listening to the voice of the employee. These

inputs will be complemented by comprehensive data collection, metrics and analysis, and measurable plans. Industry

Leaders Research and identify best practices in leading

high-performing organizational cultures and investigate opportunities for implementation. Ensure

alignment with measurable results and actions. We have industry leaders within our community, namely Amazon, Canon and Rogers.

Q1/Q2 2017

Brampton

Assets Establish an inventory of current organizational

initiatives working well at the City. Identify opportunities to build on programs and maintain

success in the organization.

Q1/Q2 2017

Voice of the Employee

Strategy development will be rooted in employee consultation. A fulsome employee engagement

strategy allows for all City employees the opportunity to provide meaningful input and recommendations, create a broad awareness of the

strategy’s intent and purpose, and foster an understanding of the benefits of investing in

employees for our organization and community.

Q2/Q3 2017

Sustained Employee Engagement

Results

Develop a multi-year strategy (work plans with key metrics) to ensure a sustained organizational commitment to employee engagement that will

result in enhanced results for our organization and community.

2017 - ongoing

Baseline

Engagement Data

Collect data on corporate culture, engagement

levels within the organization, and employee health and well-being. Data will be used to inform and prioritize investments within People Advantage and

team-based action plans.

2018 (3-year

cycle)

7.2.1-3

Engagement

Pulse Checks Build upon baseline engagement data to deliver on

relevant subsequent pulse surveys (frequency to be determined). This tool will be used to measure progress and dig deeper into priority areas.

2019 and

beyond

Subsequent Engagement Data

Collect data on corporate culture, engagement levels within the organization, and employee health and well-being. Data will be used to inform and

prioritize investments within People Advantage and team-based action plans, and to determine success

in regard to the 80% engagement goal.

2021

Upon completion of the above effort, phases, the data and research will be analyzed and formulated into a fulsome multi-year strategy. People Advantage will be

complemented by engaging, timely, and meaningful employee communications and outreach plans.

People Advantage Framework

Employee engagement is critical to our productivity. We are committed to ensuring every employee comes to work each day understanding their role in the larger

organization, and that each of us play a role in fostering an environment to be Future Ready. Employee engagement data is a cornerstone of the People Advantage framework, comprised of the following four elements: Building Our Team; Investing in

Employees; Developing Leadership Excellence; and Fostering a Healthy Workplace.

Metrics/Key Performance Indicators In parallel with the development/implementation plan, the Human Resources team is

developing comprehensive work plans to build upon the voice of our employees, and align with metrics and key performance indicators (KPIs). Our efforts and priorities within

People Advantage need to be intentional and measurable. We are fully invested in providing updates to Council on the outcomes and effects of People Advantage – a more comprehensive update will follow in Q4 2017.

Human Resources Modernization

In parallel to our efforts to build People Advantage, it is critical Human Resources dedicate significant effort to transform the way we do business. Through a more

innovative, transformative lens, we will review all processes, systems, and policies in place that will leverage our ability to have a sharper focus on customer needs, the City’s

priorities, and actively contribute to, and enable, a Future Ready mindset.

7.2.1-4

Corporate Implications:

Financial Implications:

Through the 2017 budget process, Council endorsed the allocation of budget dollars to the Human Resources division for the provision of a people plan. This investment will be

used to create, implement, and sustain People Advantage and modernize human resources services. Strategic Plan:

Underpinning the Strategic Plan’s game changers is the theme of good government, which reinforces the City’s transformational shift in operations. Customer service and employee engagement represent core elements of this foundation.

Conclusion:

The City of Brampton has experienced substantive organizational change, and is now building a culture of engagement, with a view to be a global leader. This effort is

foundational to delivering results within our Strategic Plan, moving the City as a best-in-class organization that is better positioned to deliver results and high quality services for

residents and businesses in Brampton.

Approved by: Approved by:

Fiona Peacefull Harry Schlange

Director, Human Resources Chief Administrative Officer

Attachments:

Presentation – P35 2017

Report authored by: Fiona Peacefull

7.2.1-5

Report

Committee of Council The Corporation of the City of Brampton

2017-05-31

Date: 2017-05-11

Subject: Modernizing Corporate Services Policies and Procedures -

Strategic Way Forward

Contact: Joseph Pittari, Commissioner, Corporate Services, 905-874-5922

Recommendations:

1. That the report from Joseph Pittari, Commissioner, Corporate Services, dated May 11,

2017 to the Committee of Council Meeting of May 31, 2017, re: Modernizing Corporate

Services Policies and Procedures – Strategic Way Forward be received.

Overview:

To further enable and facilitate the City’s transformation initiated in September 2016, staff have assessed the functional and operational components of the City’s various businesses.

The Commissioner of Corporate Services completed a preliminary assessment of “people, processes, policies, procedures and technology” delivered by the

Corporate Services department. Further, the Corporate Leadership Team (CLT) facilitated two workshops to identify opportunities for enhancement to best

enable and empower Brampton to be Future Ready.

Thirty (30) items were identified and grouped into four themes including: Delegation of Authority, Purchasing, Financial Planning and Policies, and

Innovative Systems.

Modernization of the Delegation of Authority By-law has been made a strategic

priority of senior management so that staff are empowered and accountable to provide effective and balanced direction.

Improving procurement is a critical component of the City’s efforts to become “Future Ready”. The changes being implemented reflect best practices and optimize efficiencies. Efforts will continue with streamlining and automating our

processes while balancing risk and ensuring compliance with the Purchasing By-law, legislation and contract law. Modernizing procurement will improve access

to the vendor community and encourage competition and maximize value for

7.2.2-1

money.

Further, by having a clear direction and focus for long-term financial planning will strengthen our position as a corporation.

The corporation of the City of Brampton is focused on having the right people, with the right tools, processes and technology in the right places.

Background:

Under the leadership of the CAO, supported by Council and senior leadership, the City undertook a transformation in September 2016. The changes implemented were done

with the following considerations: making the organization more agile and responsive; improving client services internally and externally; embracing strategy and innovation; and, driving accountability.

Following the structural changes implemented in September 2016, there was a need to

assess the functional and operational components of the City’s various businesses to achieve the desired objectives of the transformation. To obtain the input related to functions and processes to enable the required changes, the Commissioner of

Corporate Services completed a preliminary assessment of “people, processes, policies, procedures and technology” delivered by the corporate services department. Further,

the Corporate Leadership Team (CLT) facilitated two workshops to identify opportunities for enhancement to best enable and empower Brampton to be Future Ready to support the implementation of its strategic plan. These engagements identi fied a series of key

findings and requisite actions, which have been synthesized and presented in the following report as an update for Council and staff.

Current Situation:

Based on feedback obtained by the Commissioner of Corporate Services as well as the

extensive feedback from CLT, approximately 30 corporate policies and procedures (under the responsibility of the Commissioner of Corporate Service) were identified

requiring attention. The corporate policies and procedures issues fall within two areas: policy (requiring review and approval by Council) and procedures (requiring review and approval of any changes by CAO and CLT). Further, while 30 items were identified,

many of the issues have been grouped into four themes including:

1. Delegation of Authority

2. Purchasing 3. Financial Planning and Policies 4. Innovative Systems

In an attempt to streamline and enable our workforce, the following is a synopsis of the

actions and changes being implemented and considered.

7.2.2-2

Delegation of Authority By-law Legal Services, in consultation with the City Clerk and Commissioners, has undertaken a review and modernization of the By-law. This project involves stakeholder

consultations currently underway with appointed resources from the Commissioner’s lines of business; legal review of relevant legislation for consistency and applicable

amendments; and benchmarking with other GTA municipalities for best practices to ensure the City has a leading edge document.

In addition to revising existing delegations under Schedules A and B of the By-law to provide clear authority for decision making and flexibility for Council to add or remove

delegations, new delegations will be added to address existing gaps. Further, the front-end of the By-law will be revised to address sub-delegations and vacancies. It will also address delegations to staff during summer and election recess.

The By-law was consolidated in 2011 without a comprehensive stakeholder review

process. Since that time, amendments to legislation, including the Municipal Act have been made and staff have identified areas for improvement that would advance commercial efficacies for the City.

A final report to Council is anticipated in September 2017 with the proposed

amendments to the By-law for consideration. Purchasing

Progress Over Process - Work has commenced to achieve procurement efficiencies across the Corporation by streamlining and automating internal processes; re-

engineering workflows; reducing duplication; empowering staff and removing redundant approvals. Efforts aimed at disentangling administrative red tape and duplication in the legal and procurement functions have commenced and will be resolved through

employing a more balanced approach to mitigate risk. Clarifying roles in procurement documentation and specification development through training for staff involved in

procurement functions across the Corporation is underway. Implementing these process, automation and risk mitigation practices will result in the estimated reduction of procurement cycle times by 20-30% when fully automated.

eProcurement - Updating technology to modernize procurement (“eProcurement”) is

underway with a focus on three streams; implementing a more user friendly bidding process for vendors; automating internal processes to optimize efficiencies and leveraging data analytics to achieve value for money. This month the launch of a fully

integrated eProcurement platform will allow vendors to view, download and submit bids entirely online. This will improve customer service to the vendor community; reduce

internal costs and expedite procurement cycle times and minimize the number of noncompliant bids and reduce the risk of exposure to litigation. Work has commenced for automation and workflow of procurement documentation development to improve

cycle times. Automation provides better information and the ability to utilize business

7.2.2-3

intelligence to support decision making in procurement expenditures and drive value for money.

Purchasing Card - A Purchasing Card program that is well-designed and managed with the appropriate controls to mitigate risk can achieve significant efficiencies for municipal

business. The Purchasing Card is a low cost, efficient tool to procure and pay for low value goods and services. The Purchasing Card agreement provides for an annual rebate to the City based on card usage. Benchmarking by the National Association of

Purchasing Card Professionals reports typical savings resulting from P-Card usage are about $63 per transaction versus a traditional Purchase Order. Therefore, the

opportunity exists to expand the program to increase usage and achieve these financial incentives. As such the program is being reviewed and updated to ensure the appropriate training and education is provided along with the right balance of financial

and commodity controls.

Purchasing By-law - The recent amendment to the By-law in Q1 of 2017 ensured accountability and responsibility in the management of the procurement function as well as centralizing reporting. Staff committed to conduct a more comprehensive review to

ensure alignment with forthcoming legislation, address recommendations from the Provincial Ombudsman’s report and efforts to streamline and automate processes. A

project charter and staff advisory committee has been established to conduct the review this year and report back to Council in January 2018.

Staff training - Providing training and business enablement for staff is a key component to improving procurement across the City. Work has commenced to providing enhanced

support, training and education for staff involved in the various procurement functions across the corporation including departmental roles in specification development and staff delegated to purchase lower value goods and services.

Vendor Management - As stewards of public funds establishing a Corporate Vendor

Management program is foundational to ensure vendor performance and demonstrating value for money. Work has commenced to develop a strategy to update current policies and processes for capital works and construction; and enhance support for departmental

staff responsible for Contract Administration and vendor performance.

Service Delivery - A review the Purchasing Division has been conducted to optimize business and operational functions and enhance service delivery by shifting the focus of staff from transactional activities to higher value-added activities, strategic procurement

planning and advisory services; employing progressive procurement processes to achieve departmental outcomes; utilizing business intelligence and data analytics to

achieve value for money as well as establishing best practices. The improvements implemented include using flexible, innovative and expedited

procurement methods such as online evaluations; expanding the use of pre-qualifications, co-operative procurements; provincial Vendor of Records and Standing

7.2.2-4

Offer Agreements and establishing rosters of for consulting and specialized services. Following up with the improvements to the regular Purchasing Activity reporting to Council introduced earlier this year; internal Purchasing Approval and Contract

Extension reports have been revised to reduce duplicate and redundant information. These improvements are designed to expedite the approval process and prepare for

automation and workflow planned this year. In order to provide this enhanced Service Delivery, the Purchasing Division has been

realigned under two streams; the Deputy Purchasing Agent will manage the procurement supply chain stream and the Manager, Procurement Performance will

oversee reporting, training, technology and the Purchasing Card and Vendor Management programs.

Financial Planning and Policies Long-Term Financial Master Plan - A significant tool for the City and focusing our

financial planning activities, is the creation and adoption of a Long-Term Financial Master Plan (LTFMP). Significant efforts have been made in completing this Master Plan including a recent council workshop to gather feedback on the key findings and

proposed directions. Under the leadership of the City Treasurer, the Master Plan has been revised based on stakeholder feedback and the final document and staff

recommendations will be presented to Council for endorsement in June 2017. Many of the proposed recommendations will direct the efforts of the financial planning and analytics of the Finance Division, as well as provide direction to future policy framework

considerations.

Delegation for sign-off – To further empower staff, increase accountability, and streamline processes by reducing signoffs/approvals, authority will be delegated to Division leads (i.e. cost centres) for operational/procedural functions. This will be

coordinated with Human Resources and updated in the budget policy to align with the delegated authority/financial spending authority and put accountability for budgetary

spending in its proper place (with Department/Division management). Innovative Systems

Transformation can be synthesized as “having the right people, with the right tools, skills and technology in the right places”. Innovative systems will provide our staff with the

right tools and technology. We have a People Systems Steering Committee comprised of the CIO, Director of HR, City Treasurer, select senior managers and managers from the IT Division. This committee is supported by an advisory committee of staff

representing divisions from across the corporation.

These groups meet on a regular basis to identify and implement key innovative systems including:

Talent and Learning Management System (TLMS)

Enterprise Resource Planning (ERP), Time and Attendance Management,

7.2.2-5

Point of Sale (POS) These people systems will innovate and improve efficiency by automating and

streamlining how we manage and collect information. It will also improve the customer experience by enhancing point of sale transactions for recreation, transit and finance.

Corporate Implications:

There are no corporate implications associated with this report.

Financial Implications:

There are no financial implications related to this report. Any of the noted systems have approved funding sources. The improvements to people, processes and technology will increase staff efficiencies resulting in time that could be allocated to other initiatives (i.e.

“doing more with the same”). Strategic Plan:

The report achieves the Strategic Plan priorities by supporting strong foundations and good government. Specifically, the recommendations in this report respond directly to

two of the three objectives related to good government:

Investing in a collaborative environment with supportive organizational and

governance practices and policies; and

Practice proactive, effective and responsible management of municipal assets

and services. Conclusion:

Following the structural changes implemented in September 2016, there was a need to assess the functional and operational components of the City’s various businesses to

achieve the desired objectives of the transformation. Thirty items were identified and grouped into the following four themes:

1. Delegation of Authority

2. Purchasing 3. Financial Planning and Policies

4. Innovative Systems

Modernization of the Delegation of Authority By-law has been made a strategic priority

of senior management so that staff are empowered and accountable to provide effective and balanced direction. Improving procurement is a critical component of the City’s

efforts to become “Future Ready”. The changes being implemented reflect best practices and optimize efficiencies. Efforts will continue with streamlining and automating our processes while balancing risk and ensuring compliance with the

Purchasing By-law, legislation and contract law. Modernizing procurement will improve access to the vendor community and encourage competition and maximize value for money. Further, by having a clear direction and focus for long-term financial planning

7.2.2-6

will strengthen our position as a corporation. The corporation of the City of Brampton is focussed on having the right people, with the right tools, processes and technology in the right places.

Approved by: Approved by:

Joseph Pittari, Commissioner, Corporate Services

Harry Schlange, Chief Administrative Officer

Report authored by: Joseph Pittari, Commissioner, Corporate Services

7.2.2-7

Report

Committee of Council The Corporation of the City of Brampton

2017-05-17

Date: April 17, 2017

Subject: 2017 Final Tax Levy Report

Contact: David Sutton, Treasurer

905-874-2577 david.sutton@brampton.ca

Recommendations:

1. That the report from David Sutton, Treasurer, Corporate Services, dated, April

17, 2017 to the Committee of Council Meeting of May 31, 2017 re: 2017 Final Tax Levy and By-law be received; and;

2. That a By-law be passed for the levy and collection of 2017 Final Realty

Taxes.

Overview:

An annual By-law is required for the Final Levy and Collection of Realty

Taxes. This report details the background for 2017 tax year.

Background:

To provide for the levy and collection of annual realty taxes, a By-law is required each year. The rates set out in the attached schedules for the City and Region are based on

2017 budget requirements while the Education rates are set by the Province through an Ontario Regulation. Taxes are based on the current value assessments (CVA) as provided by the Municipal Property Assessment Corporation (MPAC). In 2016, MPAC

undertook a re-assessment updating CVA to reflect the market as of a January 1, 2016 valuation date. Assessment increases from the previous base year of 2012 are to be

phased in equally over the four taxation years 2017 to 2020. Any decreases in assessment are reflected immediately and will apply for all four years.

7.2.3-1

Current Situation:

The attached Schedule “A” itemizes the total amount to be levied in each tax class for

City, Region and Education purposes based on the tax rates as listed.

The tax rates indicated in the schedule will generate the total 2017 levy of $1,063,950,062 from all the various property classes, allocated as follows:

City $436,599,526 41.04%

Region $351,635,466 33.05%

Education $275,715,070 25.91%

a) 2017 Property Taxes

The overall levy for 2017 will be distributed as follows:

1. Residential (includes pipeline, farm, managed forest)

City $332,394,163

Region $267,709,062

Education $122,576,122

2. Commercial / Industrial / Multi-Residential (“capped” property classes)

Property Class City Region Education

Commercial $71,129,105 $57,286,953 $116,140,792

Industrial $20,195,942 $16,265,707 $34,248,887

Multi-Residential $12,880,316 $10,373,744 $2,749,269

TOTAL $104,205,363 $83,926,404 $153,138,948

b) Peel Memorial Centre for Integrated Health and Wellness (PMC)

In April 2013, Council amended the 2013 budget to include an additional tax levy of

$9,833,333 per year, commencing in 2013 and ending in 2018, to support the new Peel

7.2.3-2

Memorial Centre for Integrated Health and Wellness. These funds are to be held in Reserve #126 - Pledge to Peel Memorial Hospital until payments are due in accordance with the Memorandum of Understanding between the City of Brampton and William

Osler Health Services. On an average home assessed at $443,000, approximately $49 on the city portion of the tax bill will be allocated to this reserve for 2017 taxation. The

specific amount for each property tax account will be displayed on each individual tax bill at 2017 Final Tax billing.

c) Downtown Brampton Business Improvement Area

The Tax Levy By-law has been prepared to include a special charge for the Downtown Brampton Business Improvement Area, pursuant to Section 208(2) of the Municipal Act,

2001, to be levied against the business classes of property in the improvement area defined in By-law 276-88. The total 2017 requirement is $392,943 which is a 2%

increase from the 2016 levy of $385,239. The 2017 tax rate will be 0.255309%. d) New Construction Tax Rates

Ontario Regulation 315/08 was filed on September 11, 2008 creating the “New Construction” classes to facilitate announced Business Education Tax (BET) rate reductions. For 2017 taxation, the province has reduced the target maximum rate to

1.14% from the 2016 target level of 1.18%. Where a municipality’s BET rate is already below 1.14%, the lower education tax rate would continue for existing and newly

constructed properties. The BET rate in Brampton for the commercial property class in the 2017 taxation year is

1.042947%, which is below the maximum BET rate. Newly constructed commercial properties would continue to be taxed at a BET rate of 1.042947%. However, in the

industrial property class, the City’s 2017 BET rate (1.231495%) is above the maximum rate. Therefore, newly constructed industrial properties deemed eligible will benefit from the lower BET rate of 1.14%.

In order to qualify for the New Construction BET rate, the following criteria must be met:

Application for the first building permit must be received by the municipality after March 22, 2007

Construction must be for either a commercial or industrial property

For additions or renovations to existing properties, the new construction must

increase the current value assessment (CVA) of the property by a minimum of 50%

The New Construction BET rate takes effect once construction is completed, eligibility requirements are met and the new construction commences to be used. Where the

7.2.3-3

municipality’s BET rate for the class is below 1.14%, the lower BET rate is to be used for New Construction properties in that class.

The new classes mirror the existing definitions for the commercial and industrial property classes but only apply to new construction. The New Construction property classes are:

New Construction Commercial New Construction Shopping Centre

New Construction Office Building New Construction Industrial

New Construction Large Industrial The attached Schedule A includes any New Construction tax classifications assessed

on the 2016 for 2017 assessment roll. The attached Schedule “B” details the tax rates for all New Construction classes that may be subject to supplementary or omitted

assessments in the future. e) New Multi-Residential Tax Rate

On April 20, 2017, the province released Ontario’s Fair Housing Plan. The plan implements a mandatory New Multi-Residential property class province-wide to ensure that municipalities tax new multi-residential buildings at a similar rate as other residential

properties. The new class will apply to any multi-residential development receiving a building permit on or after April 20, 2017. The intent is to support and encourage the

development of new, purpose-built rental housing as a step to improve housing affordability in the rental market. The City of Brampton currently has zero assessment in this property class for 2017 taxation. The regulation for the new rate has yet to be

released and may require an amending by-law to establish the tax ratio which is currently set at 1.1.

f) Tax Bill Production and Mailing

2017 Final tax bills will again be produced in the standardized format as required by the Province of Ontario. For residential and other non-capped classes, tax bills will be mailed by mid-June with due dates of July 19th, August 23rd, and September 20th 2017.

The tax bills for the Commercial, Industrial, and Multi-Residential (capped classes) will be mailed by mid-July with due dates of August 23rd, September 20th and October 18th 2017. Preauthorized tax accounts (PTP) will have the additional option of payment dates

on the 1st or the 15th, or the next business day in the event of a weekend or a statutory holiday, for a maximum of the six (6) months of July through December.

7.2.3-4

Corporate Implications:

Financial Implications:

The approval of this report and By-law is essential to support the budget requirements of the City, Region of Peel, and the Province for education. An information brochure will accompany the bills with information concerning the 2017 City Budget and the various

payment options. In addition, the City will place an advertisement in the local media advising residents of the instalment due dates for the 2017 final billing.

Other Implications:

N/A

Strategic Plan:

This report achieves the Strategic Plan Priority of Good Government by contributing to

the Strategic Initiative of Continued Financial Stability and it promotes transparency in the reporting of the City’s financial affairs.

Conclusion:

This tax levy By-law supports the 2017 budget requirements as previously set by

Council. The levy amounts for the Region of Peel and the Education portion are as directed by Regional By-law 21-2017, Ontario Regulation and Section 257.12(5) of the Education Act. The education rates have been provided by the Assistant Deputy

Minister at the Ministry of Education and the corresponding regulation is imminent. The accompanying tax rates described in Schedule “A” and Schedule “B” will be utilized for

all tax bill calculations and tax adjustments pertaining to the 2017 tax year.

Approved by: Approved by:

David Sutton Treasurer

Joseph Pittari Commissioner, Corporate Services

7.2.3-5

Report authored by: Martin Finnegan, Senior Manager, Revenue

Appendices:

Schedule A – 2017 Tax Rates and Levy Schedule B – 2017 New Construction Tax Rates

Schedule C – Downtown Brampton BIA Boundary By-law – 2017 Final Tax Levy

7.2.3-6

Schedule "A"

Corporation of the City of Brampton

2017 Tax Rates and Levy

($000's)

Tax Class Description Tax Class CVALower Tier

Tax Rate

Upper Tier

Tax Rate

Education

Tax Rate

Total Tax

RateCity of Brampton Region of Peel Education Total

Residential & Farm RT 67,333,784,064 0.492331% 0.396521% 0.179000% 1.067852% 331,505 266,993 120,527 719,025

Residential Taxable (full rate, shared PIL) RH 0 0.492331% 0.396521% 0.179000% 1.067852% - - - -

Res. Farmland Awaiting Dev. Ph. I R1 3,373,125 0.147699% 0.118956% 0.053700% 0.320355% 5 4 2 11

Res. Farmland Awaiting Dev. Ph. II R4 0 0.492331% 0.396521% 0.179000% 1.067852% - - - -

Multi-Residential MT 1,532,322,025 0.839424% 0.676068% 0.179000% 1.694492% 12,863 10,360 2,743 25,965

New Multi-Residential NT 0 0.541564% 0.436173% 0.179000% 1.156737% - - - -

MR Farmland Awaiting Dev. Ph. I M1 11,941,125 0.147699% 0.118956% 0.053700% 0.320355% 18 14 6 38

MR Farmland Awaiting Dev. Ph II M4 0 0.839424% 0.676068% 0.179000% 1.694492% - - - -

Commercial Taxable Full Rate CT 6,446,103,888 0.638603% 0.514327% 1.042947% 2.195877% 41,165 33,154 67,229 141,549

Office Building New Construction: Full YT 64,663,735 0.638603% 0.514327% 1.042947% 2.195877% 413 333 674 1,420

Office Building New Construction: Excess Land YU 10,769,888 0.447022% 0.360029% 0.730063% 1.537114% 48 39 79 166

Shopping Centre New Construction: Full ZT 367,684,205 0.638603% 0.514327% 1.042947% 2.195877% 2,348 1,891 3,835 8,074

Shopping Centre New Construction: Excess Land ZU 13,816,102 0.447022% 0.360029% 0.730063% 1.537114% 62 50 101 212

Commercial Taxable (full rate, shared PIL) CH 16,250,500 0.638603% 0.514327% 1.042947% 2.195877% 104 84 169 357

Commercial Taxable - (no school taxes) CM 0 0.638603% 0.514327% 0.000000% 1.152930% - - - -

C.Farmland Awaiting Dev. Ph I C1 13,386,100 0.147699% 0.118956% 0.053700% 0.320355% 20 16 7 43

C.Farmland Awaiting Dev. Ph II C4 0 0.638603% 0.514327% 1.042947% 2.195877% - - - -

Commercial Excess Land CU 126,408,716 0.447022% 0.360029% 0.730063% 1.537114% 565 455 923 1,943

Commercial Taxable (vacant land, shared PIL) CJ 0 0.447022% 0.360029% 0.730063% 1.537114% - - - -

Office Building DT 348,054,508 0.638603% 0.514327% 1.042947% 2.195877% 2,223 1,790 3,630 7,643

Office Building Taxable (full rate, shared PIL) DH 0 0.638603% 0.514327% 1.042947% 2.195877% - - - -

Office Building Excess Land DU 1,093,675 0.447022% 0.360029% 0.730063% 1.537114% 5 4 8 17

Shopping Centres ST 2,270,643,878 0.638603% 0.514327% 1.042947% 2.195877% 14,500 11,679 23,682 49,861

Shopping Centres Excess Land SU 4,768,908 0.447022% 0.360029% 0.730063% 1.537114% 21 17 35 73

Parking Lot GT 26,867,000 0.638603% 0.514327% 1.042947% 2.195877% 172 138 280 590

Commercial Vacant Land CX 253,542,459 0.447022% 0.360029% 0.730063% 1.537114% 1,133 913 1,851 3,897

Commercial New Construction : Full XT 1,276,600,482 0.638603% 0.514327% 1.042947% 2.195877% 8,152 6,566 13,314 28,033

Commercial New Construction : Excess Land XU 44,038,525 0.447022% 0.360029% 0.730063% 1.537114% 197 159 322 677

Commercial New Construction : Vacant Land XX 234,950 0.447022% 0.360029% 0.730063% 1.537114% 1 1 2 4

Industrial Taxable Full Rate IT 1,673,030,280 0.723727% 0.582886% 1.231495% 2.538108% 12,108 9,752 20,603 42,463

Industrial New Construction : Full JT 11,274,550 0.723727% 0.582886% 1.140000% 2.446613% 82 66 129 276

Industrial New Construction Vacant Land JX 428,750 0.506609% 0.408020% 0.798000% 1.712629% 2 2 3 7

Industrial Taxable (full rate, shared PIL) IH 21,364,650 0.723727% 0.582886% 1.231495% 2.538108% 155 125 263 542

Large Industrial New Construction : Full KT 20,344,025 0.723727% 0.582886% 1.140000% 2.446613% 147 119 232 498

I. Farmland Awaiting Dev. Ph I I1 44,202,950 0.147699% 0.118956% 0.053700% 0.320355% 65 53 24 142

I. Farmland Awaiting Dev. Ph II I4 0 0.723727% 0.582886% 1.231495% 2.538108% - - - -

Industrial Excess Land IU 43,104,710 0.506609% 0.408020% 0.862047% 1.776676% 218 176 372 766

Industrial Vacant Land IX 127,672,950 0.506609% 0.408020% 0.862047% 1.776676% 647 521 1,101 2,268

Industrial Vacant land, Shared PIL IJ 5,201,650 0.506609% 0.408020% 0.862047% 1.776676% 26 21 45 92

Industrial Excess Land Shared PIL IK 5,131,100 0.506609% 0.408020% 0.862047% 1.776676% 26 21 44 91

Large Industrial Taxable LT 905,474,036 0.723727% 0.582886% 1.231495% 2.538108% 6,553 5,278 11,151 22,982

Large Industrial Excess Land LU 32,801,440 0.506609% 0.408020% 0.862047% 1.776676% 166 134 283 583

Pipelines PT 153,665,300 0.454865% 0.366346% 1.288127% 2.109338% 699 563 1,979 3,241

Farmland FT 148,727,150 0.123083% 0.099130% 0.044750% 0.266963% 183 147 67 397

Managed Forests TT 1,962,625 0.123083% 0.099130% 0.044750% 0.266963% 2 2 1 5

TOTAL 83,360,734,024 436,600 351,635 275,715 1,063,950

7.2.3-7

Schedule "B"

The Corporation of the City of Brampton

2017 New Construction Final Tax Rates

Tax Class DescriptionTax

Class

Lower Tier

Tax Rate

Upper Tier

Tax Rate

Education

Tax Rate

Total Tax

Rate

Industrial New Construction Shared (PIL for Ed) JH 0.723727% 0.582886% 1.140000% 2.446613%

Industrial New Construction - Water Intake System (PIL for Ed) JI 0.723727% 0.582886% 1.140000% 2.446613%

Industrial New Construction Vacant Land (PIL for Ed) JJ 0.506609% 0.408020% 0.798000% 1.712629%

Industrial New Construction Excess Land (PIL for Ed) JK 0.506609% 0.408020% 0.798000% 1.712629%

Industrial New Construction - Non-Generating Station (PIL for Ed) JN 0.723727% 0.582886% 1.140000% 2.446613%

Industrial New Construction - Generating Station (PIL for Ed) JS 0.723727% 0.582886% 1.140000% 2.446613%

Industrial New Construction JT 0.723727% 0.582886% 1.140000% 2.446613%

Industrial New Construction Excess Land JU 0.506609% 0.408020% 0.798000% 1.712629%

Industrial New Construction Vacant Land JX 0.506609% 0.408020% 0.798000% 1.712629%

Large Industrial New Construction Shared (PIL for Ed) KH 0.723727% 0.582886% 1.140000% 2.446613%

Large Industrial New Construction - Water Intake System (PIL for Ed) KI 0.723727% 0.582886% 1.140000% 2.446613%

Large Industrial New Construction Excess Land (PIL for Ed) KK 0.506609% 0.408020% 0.798000% 1.712629%

Large Industrial New Construction - Non-Generating Station (PIL for Ed) KN 0.723727% 0.582886% 1.140000% 2.446613%

Large Industrial New Construction - Generating Station (PIL for Ed) KS 0.723727% 0.582886% 1.140000% 2.446613%

Large Industrial New Construction KT 0.723727% 0.582886% 1.140000% 2.446613%

Large Industrial New Construction Excess Land KU 0.506609% 0.408020% 0.798000% 1.712629%

Large Industrial New Construction Vacant Land KX 0.506609% 0.408020% 0.798000% 1.712629%

Commercial New Construction - Lower Tier and Education Only XC 0.638603% 1.042947% 1.681550%

Commercial New Construction - Education Only XD 1.042947% 1.042947%

Commercial New Construction Shared (PIL for Ed) XH 0.638603% 0.514327% 1.042947% 2.195877%

Commercial New Construction Vacant Land (PIL for Ed) XJ 0.447022% 0.360029% 0.730063% 1.537114%

Commercial New Construction Excess Land (PIL for Ed) XK 0.447022% 0.360029% 0.730063% 1.537114%

Commercial New Construction - Upper Tier and Education Only XL 0.514327% 1.042947% 1.557274%

Commercial New Construction XT 0.638603% 0.514327% 1.042947% 2.195877%

Commercial New Construction Excess Land XU 0.447022% 0.360029% 0.730063% 1.537114%

Commercial New Construction Vacant Land XX 0.447022% 0.360029% 0.730063% 1.537114%

Office Building New Construction - Lower Tier and Education Only YC 0.638603% 1.042947% 1.681550%

Office Building New Construction - Education Only YD 1.042947% 1.042947%

Office Building New Construction Shared (PIL for Ed) YH 0.638603% 0.514327% 1.042947% 2.195877%

Office Building New Construction Excess Land (PIL for Ed) YK 0.447022% 0.360029% 0.730063% 1.537114%

Office Building New Construction - Upper Tier and Education Only YL 0.514327% 1.042947% 1.557274%

Office Building New Construction YT 0.638603% 0.514327% 1.042947% 2.195877%

Office Building New Construction Excess Land YU 0.447022% 0.360029% 0.730063% 1.537114%

Shopping Centre New Construction - Lower Tier and Education Only ZC 0.638603% 1.042947% 1.681550%

Shopping Centre New Construction - Education Only ZD 1.042947% 1.042947%

Shopping Centre New Construction Shared (PIL for Ed) ZH 0.638603% 0.514327% 1.042947% 2.195877%

Shopping Centre New Construction Excess Land (PIL for Ed) ZK 0.447022% 0.360029% 0.730063% 1.537114%

Shopping Centre New Construction - Upper Tier and Education Only ZL 0.514327% 1.042947% 1.557274%

Shopping Centre New Construction ZT 0.638603% 0.514327% 1.042947% 2.195877%

Shopping Centre New Construction Excess Land ZU 0.447022% 0.360029% 0.730063% 1.537114%

7.2.3-8

Brampton Downtown Business Improvement Area Boundary

7.2.3-9

THE CORPORATION OF THE CITY OF BRAMPTON

BY-LAW

Number _____________________

A By-Law to Provide for the Levy and

Collection of Realty Taxes for the Year 2017

_________________________

WHEREAS section 3 of the Assessment Act, R.S.O. 1990, c. A.31, as amended,

provides that all real property, with specific exceptions, is subject to assessment and

taxation;

AND WHEREAS the property classes have been prescribed by the Minister of

Finance under the Assessment Act, R.S.O. 1990, c. A.31, as amended, and the

regulations thereto;

AND WHEREAS it is necessary for the Council of The Corporation of the City of

Brampton, pursuant to the Municipal Act, 2001 to levy upon the whole of the

assessment for real property for the property classes according to the last revised

assessment roll for The Corporation of the City of Brampton the sums set forth for the

purposes in Schedule "A" and Schedule “B” hereto attached for the current year;

AND WHEREAS, the Regional Municipality of Peel has adopted estimates of all

sums required by The Regional Municipality of Peel during the year 2017 for the

purposes of the Regional Corporation and has provided for a general levy and special

levies on Area Municipalities;

AND WHEREAS the tax rates for school purposes are prescribed by Ontario

Regulation;

AND WHEREAS the Regional Municipality of Peel delegated to the Council of each

area municipality the authority to pass a By-law establishing tax ratios and setting out

a method by which the portion of Regional levies will be raised in each area

municipality for the 2017 taxation year;

7.2.3-10

Page 2 to By-law ________________________

AND WHEREAS the City of Brampton Tax Ratios By-law established the relative

amount of taxation to be borne by each property class;

AND WHEREAS it is expedient to provide for the levy and collection of taxes by

instalments and to impose penalties on all overdue current levies and interest on all

arrears of taxes pursuant to the Municipal Act, 2001;

AND WHEREAS an Interim levy was made by The Corporation of the City of

Brampton before the adoption of the estimates for the current year;

NOW THEREFORE the Council of The Corporation of the City of Brampton ENACTS

as follows:

1. For the year 2017, the tax rates shown on Schedule “A” and Schedule “B” to this By-law shall be levied upon the whole of the assessment in each property class shown on Schedule “A” and Schedule “B” to this By-law.

2. Any amounts levied by the interim levy for 2017 shall be deducted from the amounts levied by this By-law.

3. (1a) Every property within the tax classes of Residential, Farm, Managed Forest & Pipelines shall be taxed according to the tax rates shown on Schedule A to this By-law, and the taxes levied shall be collected in three (3) instalments, (due July 19th, August 23rd, and September 20th 2017 respectively) provided that the first instalment shall be due not earlier than 21 days from the date of the mailing of the tax notice.

(1b) Every property within the tax classes of Commercial, Industrial and Multi-

Residential shall be taxed according to the tax rates shown on Schedule A and

Schedule B to this By-law, and the taxes levied shall be collected in three (3)

instalments, (due August 23rd, September 20th and October 18th respectively)

provided that the first instalment shall be due not earlier than 21 days from the

date of the mailing of the tax notice.

(2) Notwithstanding subsection 3 (1a) & (1b), the final levy for real property taxes

including local improvement assessments, for those properties subject to an

agreement for monthly payments under the City of Brampton Pre-Authorized Tax

Payment Program shall be due and payable to the Corporation of the City of

Brampton in six (6) instalments where practicable based on the withdrawal day

consisting of the option of payment dates on the 1st or the 15th, or the next

subsequent business day in the event of a weekend or a statutory holiday, during

the months of:

July 2017

August 2017

September 2017

October 2017

November 2017

December 2017

7.2.3-11

Page 3 to By-law ________________________

(3) For the year 2017, pursuant to Sections 208(2) of the Municipal Act, 2001, a special charge or tax rate of 0.255309% shall be levied against the ratable property in the improvement area as defined in By-law 276-88, that belongs to a class of property prescribed under the Assessment Act as a business property class for the purposes of Sections 204 to 215 of the Municipal Act, 2001, sufficient to provide the sum of $392,943 for the purposes of the Brampton Downtown Business Improvement Area, together with interest on the sum at such rate as is required to repay any interest payable by the City on the whole or any part of that sum.

(4) For Payments-in-Lieu (P.I.L.’s) of taxes due to the City, the actual amount due to the City shall be based on the Assessment Roll and the tax rates for 2017, unless otherwise required by regulation.

(5) That realty taxes to be levied as a result of additions to the Tax Roll pursuant to the Assessment Act, shall be due and payable in three (3) instalments, provided that the first instalment shall be due not earlier than 21 days from the date of the mailing of the tax notice. (6) Notwithstanding subsection (5) where realty taxes are levied as a result of additions to the Tax Roll pursuant to the Assessment Act, at such points during the year that it is impractical or otherwise not feasible for such taxes to be payable in three instalments then these taxes shall be due and payable on such dates as may be determined by the Treasurer of the Corporation of the City of Brampton.

4. There shall be added to the Collector's Roll all or any Local Improvement or Special Charges, arrears of charges, fees, costs or other expenses as may be permitted by applicable Provincial legislation and such Local Improvement or Special Charges, arrears of charges, fees, costs or other expenses shall be deemed to be taxes, collected as taxes, or collected in the same manner as municipal taxes, as may be specifically authorized by the applicable statute.

5. (1) Pursuant to Section 345(2) of the Municipal Act, 2001 the Treasurer shall add a late payment charge as a penalty for non-payment of the instalment(s) of taxes on the respective due date(s) of one and one quarter percent (1 ¼ %) of the amount of taxes due and unpaid for the first day of default in the year in which the taxes were levied.

(2) Pursuant to Section 345(3) of the Municipal Act, 2001 the Treasurer shall add

an interest charge of one and one-quarter percent (1 ¼%) for the non-payment of

taxes due and unpaid on the first day of each calendar month.

7.2.3-12

Page 4 to By-law ________________________

6. The Treasurer is hereby authorized to accept part payment from time to time on account of any taxes due and to give a receipt for such part payment, provided that acceptance of any such part payment does not affect the collection of any late payment charges imposed and collectable under the provisions of subsection 5(1) and 5(2) of this By-law, in respect of non-payment of any taxes or any class of taxes or of any instalment thereof.

7. (1) That the following institutions are hereby authorized to collect instalments of taxes to be credited to the Treasurer:

(1a) All Schedule I and Schedule II banks pursuant to the Bank Act;

(1b) Trust Companies incorporated under the laws of the Province of Ontario;

(1c) Credit Union and Caisses Populaires.

(2) The institutions shall provide a receipt to the taxpayer and the City shall credit

the taxpayer's account for the amount paid effective on the date of the

institution's receipt to the taxpayer.

8. That the Treasurer is hereby authorized to mail every tax notice or cause the same to be mailed to the address of the residence or place of business of the person taxed unless directed otherwise by the taxpayer or agent of the taxpayer, as provided by the Municipal Act, 2001 as amended.

9. If any section or portion of this By-law is found by a court of competent jurisdiction to be invalid, it is the intent of Council for the Corporation of the City of Brampton that all remaining sections and portions of this By-law continue in force and effect.

ENACTED and PASSED this 7th day of June, 2017

__________________________ Linda Jeffrey, Mayor

__________________________ Treasurer Peter Fay, City Clerk

Approved as to form.

26/04/2017

JZ

Legal

Approved as to content

04/26/17

_____D.S._____

Colin Grant

7.2.3-13

Report

Committee of Council The Corporation of the City of Brampton

2017-05-31

Date: 2017-02-02

Subject: Status of Tax Collections Accounts

Contact: David Sutton, Treasurer

Recommendations:

1. That the report from Martin Finnegan, Senior Manager, Revenue, dated April 28, 2017 to the Committee of Council Meeting of May 31, 2017 re: Status of Tax

Collection Accounts be received.

Overview:

The Tax Billing and Collection Policy (number 13.10.0) includes a requirement to report annually to Council outlining the status of the City’s

overdue tax accounts.

This report provides information on the collection activities and status of

property tax accounts that are in arrears.

Background:

The Tax Billing and Collection Policy (number 13.10.0) includes a requirement to report annually to Council outlining the status of the City’s overdue tax accounts.

The Property Tax Billing and Collection Policy provides the framework for the administration of the City’s property taxes receivable including the processes to be followed when accounts fall into arrears.

Overdue notices are produced two times per year (May and October) for accounts in arrears and are mailed to the taxpayer. Overdue notices provide the taxpayer with the

status of their property tax account showing the amount of taxes in arrears plus penalties, interest and items added to the tax roll.

Once an account is two years in default, in October of each year collection letters are sent advising the owner of potential Tax Sale proceedings if the account remains in

7.2.4-1

arrears as of January 1st of the following year. The letter will request payment in full and offer the property owner the opportunity to make specific payment arrangements to clear the account.

All tax accounts three years or more in arrears will be subject to collection proceedings,

which could lead to a tax sale to settle the arrears as provided for by the Municipal Act, 2001. A title search will be conducted to confirm the current ownership and identify any parties with a registered interest in the property. The City must provide information on

outstanding tax arrears to all registered mortgagees shown on the property records of the Land Registry Office. Such notice is often successful in securing payment before

initiation of the Tax Sale process.

After the third year of default the City may employ the services of a third party to assist

with collection. Since 2006, the City has utilized the service of a bailiff for the collection of tax arrears for both residential and non-residential properties.

If the bailiff is unsuccessful in collecting the tax arrears, and the account is still three years or more in arrears then a “Tax Arrears Certificate” is registered on title for a period

of one (1) year. After the “Tax Arrears Certificate” is registered only full payment of taxes, penalties, interest, and other costs can be accepted by the City.

After the “Tax Arrears Certificate” and the 1-year registration period have expired the property is liable for Tax Sale.

Current Situation:

On December 31, 2016 the City of Brampton administered 164,844 property tax

accounts with an annual combined billing for City, Regional, and Education taxes of approximately $1.04 billion. The total amount of taxes billed but not yet collected (Taxes

Receivable) as of year-end 2016 was $46,566,687or 4.48% of the 2016 billings. Table 1 - Taxes Receivable Comparison 2014-2016, shows comparative percentages

of total taxes receivable as of December 31, 2016 compared to 2015 and 2014. These figures include tax amounts billed in the current year, but with a due date that could also

be in the following year (future dues). The figures in Table 1 show that Brampton’s annual billing for 2016 increased by

approximately $49 million or just under 5% compared to 2015 ($1,039,418,868 versus $990,514,071). In the same period the total taxes receivable has decreased by almost

$3.6 million or -7.14% ($46,566,687 versus $50,149,541).

7.2.4-2

A sample of the collection activities performed by Collection staff during 2016 is summarized in Table 2 - 2016 Tax Collection Activities, with comparisons to activities

performed in 2015 and 2014.

TABLE 1 TAXES RECEIVABLE COMPARISON 2014-2016

2014 Total Annual Billing

Tax es Receiv able December 31, 2014

2014 Tax es Receiv able vs Billing Amount

2015 Total Annual Billing

Tax es Receiv able December 31, 2015

2015 Tax es Receiv able vs Billing Amount

2016 Total Annual Billing

Tax es Receiv able December 31, 2016

2016 Tax es Receiv able v s Billing Amount

$932,366,427 $57,768,305 6.20% 990,514,071 $50,149,541 5.06% *$1,039,418, 868 *$46,566,687 4.48% * 2016 FIR preliminary figures

TABLE 2

2016 COLLECTION ACTIVITY SUMMARY WITH COMPARATIVE FIGURES TO 2014 AND 2015

Activity Volume 2014 Volume 2015 Volume 2016

Overdue Notices 49,425 48,433 48,896

Title Searches 457 453 340

Tax Arrears Certificates Registered 30 33 28

Accounts Assigned to Bailiff 118 72

96

Tax Sale 0 1 2

2017 – 2018 Changes to Tax Collections Processes

In 2017 and 2018 Corporate Collections will implement a new Tax Collection Module which will impact current procedures and statistical reports. The new tax collection module automates many collections processes and contains improved tools and

enhanced reports that allow for better monitoring and tracking of collection activities and provide a more comprehensive status of the tax arrears accounts.

Corporate Implications:

N/A

Financial Implications:

There are no financial implications associated with the information provided in this

report.

7.2.4-3

Strategic Plan:

This report achieves the Strategic Plan priority of Good Government by practicing proactive, effective and responsible management of finances, policies and service

delivery and promotes transparency in the reporting of the City’s financial affairs.

Conclusion:

Collection staff has actively worked with taxpayers to facilitate suitable payment arrangements for tax accounts in arrears and have carried out all collection activities in accordance with the Municipal Act, 2001 and the Tax Billing and Collection Policy. In

accordance with the Municipal Act, 2001 and City of Brampton Tax Billing and Collection policy, specific collection activities have been performed on accounts three years in

arrears subject either to registration of a Tax Arrears Certificate or bailiff’s action. The collection actions utilizing internal staff, registration of a Tax Arrears Certificate and

the service of a bailiff were successful in the recovery of property taxes, although in 2016 the City had to resort to the ultimate remedy of a tax sale to recover tax arrears on

two properties. The tax sales were successfully conducted on November 1st 2016.

Approved by: Approved by:

Martin Finnegan Senior Manager, Revenue

David Sutton Treasurer

Attachments:

Report authored by: Annemilia Scola, Manager, Corporate Collections

7.2.4-4

Report

Committee of Council The Corporation of the City of Brampton

2017-05-31

Date: 2017-05-02

Subject: 2016 Year End Operating Budget and Reserve Report

Contact: David Sutton, Treasurer

905-874-2257 david.sutton@brampton.ca

Recommendations:

1. That the report from David Sutton, Treasurer, Corporate Services Department, dated

May 2, 2017, to the Committee of Council meeting of May 31, 2017 re: “2016 Year End Operating Budget and Reserve Report” be received.

Overview:

Operating Budget

The 2016 Operating Budget year-end surplus is $0.6 million. This

represents a variance of 0.1% of total budgeted expenditures of $647.1 million.

Departmental operations resulted in a surplus of $6.1 million.

General Government accounts resulted in a deficit of $5.5 million.

Reserves / Reserve Funds

The year-end status of the City’s primary Reserves and Reserve Funds,

including rate stabilization reserves and development charge reserve funds, is also presented.

Background:

The City’s Budget Control policy requires the Corporate Services department to report to the Corporate Leadership Team and to Council on Operating Budget status updates

at regular intervals during the year. In addition, this report provides an update on the status of Reserves and Reserve Funds.

7.2.5-1

Current Situation:

The 2016 Operating Budget year-end net surplus, before transfers to Reserves is $0.6

million. This variance represents 0.1% of total budgeted expenditures of $647.1 million.

Departmental operations contributed $6.1 million to the favourable surplus, due to savings in outside services, transit fuel and materials. Partially offsetting these savings

were unfavourable variances in planning revenues, transit revenues and transit vehicle maintenance.

General Government accounts resulted in a $5.5 million deficit. $5.0 million of the deficit is due to utilizing the surplus from departmental operations to substitute tax

supported debt financing in capital projects (Council Resolution # CS127-2016). Other variances contributing to the deficit consist of subdivision administrative fees

and forgoing the budgeted draw from the General Rate Stabilization Reserve. These negative variances are offset by better than anticipated supplemental taxes, investment income and general recoveries.

In recognition of the City’s policy on surplus management, a contribution to the

General Rate Stabilization Reserve has been made in the amount of $0.6 million to balance 2016 revenues and expenditures.

The 2016 Financial Statements have been audited by the City’s External Auditor, KPMGLLP, and will be reported at the June 6, 2017 Audit Committee meeting. A

reconciliation between cash based operating results (consistent with budget preparation and the annual tax levy), and PSAB adjusted financial reporting will be provided to the Audit Committee in the report on the 2016 Audited Financial Statements.

The following tables summarize the 2016 Operating Budget year-end results, which

includes a departmental breakdown of the surplus, along with highlighted specific

variances that are deemed material significant to the Corporation:

7.2.5-2

2016 OPERATING BUDGET FINANCIAL SUMMARY

Annual

Net

Budget

Year End

Actual

($000s) %

Departmental (Operating) Variance:

Office of the CAO 21,733 20,724 (1,009) -4.6%

Corporate Services 47,771 46,463 (1,308) -2.7%

Planning & Development Services 293 1,101 808 275.5%

Public Works & Engineering 88,554 88,055 (499) -0.6%

Community Services 66,476 67,075 599 0.9%

Economic Development 6,766 7,122 356 5.3%

Fire & Emergency Services 60,427 60,355 (73) -0.1%

Transit 60,917 59,205 (1,712) -2.8%

Mayor & Members Of Council 3,240 3,147 (93) -2.9%

General Government - Department Specific

Labour Budgets

3,211 0 (3,211) -100.0%

Departmental Operating Surplus (6,143)

General Government Variance:

General Government Deficit 5,535

Corporate Variance:

Corporate Operating Surplus (607)

General Rate Stabilization Reserve

contribution required to balance overall

expenditures and revenues

Year-end Net Operating Position 0

(Favourable) /

Unfavourable

Variance

607

Note: Due to the recent restructuring of the organization, divisional variance details are unavailabl e for the 2016

fiscal year. Financial systems have been updated for the 2017 fiscal year and divisional breakdowns will be included

in future financial reports.

7.2.5-3

2016 OPERATING BUDGET DETAILED VARIANCES

(Favourable) /

Unfavourable

Variance Notes

($000s)

DEPARTMENTAL

Individual Business Variances

Transit Fuel (3,341) Savings due to lower fuel price than budgeted

Planning Revenues 1,143 Actual results less than budgeted 5 year average

Transit Revenues 1,156 Revenues below budget estimate, but continue

to increase year over year

Transit Vehicle Maintenance and other 2,645 Higher than expected repair & maintenance

Corporate-wide Variances (Net of individual business variances above)

Outside Services (5,411) Savings throughout the Corporation

Materials (1,745) Savings throughout the Corporation

Other Minor Adjustments (591) Minor variances in several accounts

Departmental Surplus (6,143)

GENERAL GOVERNMENT

Contribution to Reserve # 4 5,046 Use of surplus to replace debt financing in 2016

approved capital projects

Contribution from GRS Reserve 3,000 Budgeted reserve draw not required due to

surplus

Supplemental Taxes (2,176) Higher than anticipated supplemental taxes

Subdivision Admin Fees 1,532 Revenues less than budgeted 5 year average

Investment Income (1,339) Higher investment income than budgeted

General Recoveries (1,163) Higher general revenue than anticipated

Other Minor Adjustments 636 Minor variances in several accounts

General Government Deficit 5,535

The variance experienced for year-end 2016 have been incorporated into the 2017 approved budget, to ensure that budgets accurately reflect ongoing requirements to

deliver existing services. For example, the 2017 budget includes adjustments for transit vehicle maintenance, transit revenues, fuel costs and planning revenues.

The 2016 operating budget included a one-time payment of $40 million to the Peel Memorial Centre for Integrated Health and Wellness. There is no net variance

associated with this transaction in the 2016 budget, as the funding was collected and transferred via the Hospital Levy, which was initiated in 2013.

7.2.5-4

Standard and Poor’s (S&P) Credit Rating Standard & Poor’s (S&P) affirmed the City of Brampton’s Triple A rating in October

2016. Along with the credit rating, S&P has issued a ‘Stable’ outlook for the City of Brampton. Triple ‘A” is the highest credit rating a municipality can receive and

according to Standard & Poor’s (S&P), the rating reflects the City’s solid economic fundamentals.

Excluding the United States of America, globally only 18 municipalities have a S&P Triple ‘A’ rating and Brampton is one of only six Canadian municipalities to have this

rating. Standard & Poor’s is a worldwide leader in the provision of credit ratings and financial market intelligence. RESERVES AND RESERVE FUNDS (Schedule A)

The Financial Flexibility Indicator is reported on an annual basis to enable Council and the Public to more readily evaluate the status and health of the City’s discretionary

reserve funds. Discretionary reserve funds could be used by the City to fund day-to-day operations, in the event of an unanticipated economic downturn or similar fiscal

event. The Financial Flexibility Indicator declined in 2016, from 26 weeks of funding to 23.

This decline is primarily due to the one-time contribution of $40 million to the Peel Memorial Centre for Integrated Health and Wellness. This contribution resulted in a

one-time increase to the expenditure budget of $40 million. For example, the City’s 2017 expenditure budget of $631.5 million is less than the 2016 expenditure budget of $647.1 million, due to the removal of this one-time expenditure. Excluding this

contribution from the calculation results in 25 weeks of funding, which is in line with historical levels.

FINANCIAL FLEXIBILITY INDICATOR ($000s)

2011 2012 2013 2014 2015 2016

Discretionary Reserve and Reserve Funds 221,499 230,254 232,039 258,341 287,886 286,718

Annual Expenditure Budget 429,493 454,902 501,370 530,197 570,550 647,054

% of Discretionary Reserve on Expenditure Budget 52% 51% 46% 49% 50% 44%

# of Weeks of Funding 27 26 24 25 26 23

Staff will continue to monitor the Financial Flexibility Indicator and provide status updates annually. Furthermore, as part of the Long Term Financial Master Plan, staff will provide recommendations to Council on sustainable reserve balance targets.

Further information on the City’s primary Reserve and Reserve Funds are provided below:

7.2.5-5

Development Charge Reserve Funds Development Charge (DC) Reserve Funds have been in a deficit position for over a

decade. Beginning in 2015, the City began taking steps to eliminate this deficit with the adoption of several strategies and actions, such as capital contract budgeting and the

ongoing capital project status review. As of December 31, 2016, the overall Development Charge Reserve Funds are in a surplus position of $79.2 million for the first time in more than a decade.

Building Rate Stabilization Reserve Fund As of December 31st, the balance in this reserve fund was $38.3 million. The success

in building revenues versus operational costs have been considerable over the last 5 years, which has resulted in this reserve fund increasing from $5.4 million in 2009

during the last significant economic downturn to the current balance of $38.3 million. The Building Rate Stabilization Reserve Fund year-end balance provides considerable assurance against a future short term downturn in building activity.

The City is obligated to transfer any surplus resulting from building related operations to this reserve fund in accordance with the requirements of Bill 124 (Building Code Statute Law Amendment Act, 2002).

Cash In Lieu of Parkland

As of December 31st, there was a balance in this reserve fund of $91.7 million, which is a significant improvement over prior years. With sizeable land acquisition costs

required as the City approaches greenfield build out, a recommended strategy will be considered as part of the long term financial plan review.

General Rate Stabilization Reserve

The General Rate Stabilization Reserve was initially established as a Tax Rate

Stabilization (TRS) Reserve Fund in 1991. The purpose of the TRS was to smooth fluctuations in tax rates by receiving unbudgeted annual surpluses and contributing to the Current Fund to prevent unbudgeted deficits. In 2002, a contribution of $27.9 million

was directed to this fund as part of the financial strategy for the Hydro Sale Proceeds. In 2004, the TRS was renamed the General Rate Stabilization Reserve (GRS). This

reserve continues to act as the primary contingency fund to ensure that the municipality has the ability to meet its legislative requirement for a balanced operating budget at year end. The fund can be drawn upon when unforeseen or non-recurring events occur,

essentially protecting taxpayers from any major volatility in tax rates from year to year. This reserve has served its purpose well as evidenced during the 2008 global economic

recession. As of December 31st, the balance in this reserve was $76.3 million. The General Rate

Stabilization (GRS) Reserve balance target has been set by Council at 10% of

7.2.5-6

budgeted gross annual operating and capital expenditures, which for 2016 equates to $77.5 million. The GRS balance target is being reviewed as part of the Long Term Financial Master Plan. Staff will report to Council any potential modifications to the

current target, resulting from the review.

Interest Rate Stabilization Reserve Fund

As of December 31st, the uncommitted balance in this Reserve Fund was $11.0 million. The balance continues to be drawn upon to fund annual operating shortfalls

on budgeted Hydro investment income and staff recommends that the balance continue to be protected for use in mitigating any shortfalls in investment income expected in future years.

Legacy, Community Investment, and Community Development Reserve Funds The Legacy, Community Investment and Community Dividend Reserve Funds were

established in 2002 with contributions from the sale of Brampton Hydro. The Council approved objectives of these funds are as follows:

Fund Objective Original

Amount Current Amount

Legacy Principal to be preserved and invested; investment income available for use

$100,000,000 $100,000,000

Community Investment

Principal for capital financing through internal borrowing; principal to be preserved over the

long term; investment income available for use

$100,000,000 $25,506,000

Community

Dividend

Principal available for direct spending on community orientated initiatives and other extraordinary, non-recurring expenditures; To

be used only after consideration of all alternative funding sources; investment income

available for use

$30,000,000 $0

As at December 31st, the Legacy Fund had a balance of $100 million and has

generated $77.8 million in interest revenue since the inception of the fund. Of this, $62.7 million has been transferred to the Current Fund during that time, which has offset tax levy requirements and the balance has been transferred to

the Interest Rate Stabilization Reserve Fund.

The Community Investment Fund has outstanding internal loans of $74.5 million committed against this fund for initiatives such as the Rose Theatre, Provincial Offences Act Courthouse and Public Works Yards. Annual interest on the fund

has also been built into the base budget to offset tax levy needs. The remaining uncommitted balance plus annual principal repayments will be available for

internal financing of capital projects in 2017 and beyond. The balance available for future initiatives was $25.5 million, as at December 31, 2016.

7.2.5-7

The Community Dividend Fund has been fully drawn down for projects of citywide benefit and was closed out in 2009. Funding was committed towards initiatives such as the Rose Theatre, Downtown Revitalization and Sheridan

College.

Strategic Plan:

This report achieves the draft Strategic Plan priority of Good Government by practicing proactive effective management of finances, policies and service delivery. Conclusion:

Based on operating results as at December 31st, the Corporation recognized a year-

end surplus of $0.6 million. This variance represents 0.1% of total budgeted expenditures of $647.1 million.

In recognition of the City’s policy on surplus management, a contribution to the General Rate Stabilization Reserve has been made in the amount of $0.6 million to

balance 2016 revenues and expenditures.

Approved by: Approved by:

David Sutton Treasurer, Corporate

Services

Joe Pittari Commissioner, Corporate

Services Attachments:

Report authored by: Mark Medeiros

7.2.5-8

SCHEDULE A: RESERVE AND RESERVE FUND BALANCES ($000s) AS OF DECEMBER 31, 2016

Discretionary Reserve and Reserve Funds

2014 2015 2016

Financial Strategy Reserve Funds

Res # 211 - Interest Rate Stabilization $13,715 $12,593 $11,018

Res # 100 - Legacy Fund $100,000 $100,000 $100,000

Res # 110 - Community Investment Fund $9,965 $18,911 $25,506

Res # 120 - Community Development Fund $0 $0 $0

Subtotal $123,680 $131,504 $136,524

Other-Development Related

Res # 26 - Cash-In-Lieu of Downtown Parking $39 $39 $40

Res # 37 - Official Plan Review Reserve Fund $522 $147 $304

Subtotal $560 $186 $344

Tax Base Capital Reserve Funds

Res # 4 - Asset Replacement $15,958 $4,664 $14,592

Res # 36 - Joint Use Facility Agreements $438 $455 $467

Res # 58 - Theatre Capital Improvements $241 $248 $186

Res # 78 - 10% Non-DC $2,020 $4,078 $7,390

Subtotal $18,657 $9,443 $22,636

Special Purpose Reserve Funds

Res # 3 - Workers' Compensation Fund $7,870 $8,123 $7,758

Res # 8 - 3rd Party Liab. Self Insurance $8,559 $10,727 $12,980

Res # 10 - Civic Centre/Corporate Facilities $3,356 $4,024 $1,144

Res # 12 - Land Proceeds $631 $691 $1,088

Res # 15 - Conversion of Employee Sick Leave $7,252 $7,375 $7,478

Res # 16 - Community Grant Surplus Reserve $0 $312 $710

Res # 19 - Employee Ben. Prem. Rate Stab. $8,221 $7,584 $6,957

Res # 23 - Brampton Columbarium $2 $4 $18

Res # 25 - Municipal Elections $498 $1,095 $1,728

Res # 42 - C.A.R.E. Program $2 $4 $1

Res # 53 - Brampton Senior Fund $50 $50 $50

Res # 54 - LACAC $43 $44 $45

Res # 59 - Fire / Life Safety Centre $172 $180 $183

Res # 88 - Downtown DC Waiver Reserve $1,134 $883 $595

Res # 96 - Transportation Initiatives Reserve $4,753 $5,835 $8,460

Res # 97 - Multi -Year Non-Capital Projects $259 $258 $131

Res # 125 - Heritage Initiatives $438 $468 $41

Res # 126 - Pledge to Peel Memorial Hospital $21,125 $31,418 $1,524

Res # 129 - Brampton University Reserve Fund $0 $23 $24

Subtotal $64,367 $79,077 $50,891

Total Reserve Funds $207,264 $220,210 $210,395

Reserves

General Rate Stabilization Reserve $51,078 $67,676 $76,323

Subtotal $51,078 $67,676 $76,323

Total Discretionary Reserve and Reserve Funds $258,341 $287,886 $286,718

7.2.5-9

SCHEDULE A: RESERVE AND RESERVE FUND BALANCES ($000s) AS OF DECEMBER 31, 2016

Obligatory Reserve Funds 2014 2015 2016

Development Charges

Res # 130 - DC:Growth Studies & Other $1,162 $2,269 $3,134

Res # 132 - DC:Library ($16,005) ($14,063) ($12,010)

Res # 133 - DC:Fire Protection ($18,210) ($15,496) ($13,138)

Res # 134 - DC:Recreation $22,843 $69,465 $104,293

Res # 135 - DC:Transit ($43,705) ($45,653) ($40,859)

Res # 136 - DC:Public Works Buildings & Fl ($39,998) ($37,781) ($35,990)

Res # 137 - DC:Roads ($115,103) ($20,606) $47,624

Res # 138 - DC:Parking Lots $7,914 $7,670 $7,579

Res # 142 - DC:Bramwest North South Trans $11,364 $16,026 $18,540

Subtotal ($189,738) ($38,168) $79,172

Other-Development Related

Res # 2 - Cash in lieu of Parkland $62,680 $80,351 $91,697

Res # 18 - Dev. Cont. for Future Construction $26,871 $28,230 $28,917

Res # 38 - Subdivision Maintenance $12,603 $13,313 $14,033

Res # 80 - CIL $0 $0 $0

Subtotal $102,153 $121,894 $134,647

Special Purpose Reserve Funds

Res # 22 - Sport /Entertainment Centre $8,221 $8,225 $8,228

Res # 89 - Dedicated Gas Tax Reserve $3,869 $4,406 $4,790

Res # 91 - Federal Gas Tax Reserve $8,473 $14,452 $9,063

Res # 92 - Federal Gas Tax Reserve (Region of Peel) $0 $0 $0

Res # 93 - Building Rate Stabilization $28,185 $36,970 $38,325

Res # 94 - Federal Public Transit Reserve $0 $0 $0

Res # 95 - Accele Ride Reserve $16,804 $10,120 $9,118

Res # 99 - Metrolinx Bikelinx Program $0 $0 $0

Res # 121 - Municipal Transit Capital $716 $726 $18

Res # 122 - Municipal Road & Bridge Infrastructure $553 $562 $17

Res # 123 - Miscellaneous Fed / Prov Transit Capital Grant $439 $519 $89

Res # 124 - Municipal Transit Demand Management $3 $3 $3

Res # 127 - Major Maintenance Reserve Fund $319 $964 $1,617

Res # 128 - Brampton Starter Company $114 $63 $161

Subtotal $67,696 $77,011 $71,429

Total Obligatory Reserve Funds ($19,889) $160,737 $285,248

Total Obligatory and Discretionary Reserve and Reserve Funds $238,453 $448,623 $571,966

7.2.5-10

Report

Committee of Council The Corporation of the City of Brampton

2017-05-31

Date: May 2, 2017

Subject: 2016 Year End Capital Project Financial Status Report and

Budget Amendment

Contact: David Sutton, Treasurer

905-874-2257 Recommendations:

1. THAT the report from Maja Kuzmanov, Manager of Accounting, dated May 2, 2017 to the Committee of Council meeting on May 31, 2017, re: 2016 Year End Capital Project Financial Status Report and Budget Amendment, be received;

2. THAT the budget be amended for the following capital projects:

Capital Project #083610.006 - Project Design - Williams Parkway: McLaughlin to North Park be increased by $300,000 to support additional

scope of work funded from DC Reserves - Roads

Capital Project #093610.003 - Project Design - Castlemore: Airport to Goreway be increased by $80,000 to support additional scope of work

from DC Reserves - Roads

Capital Project #143625.001 - Utility Relocation - Castlemore: Goreway to

McVean be increased by $50,000 to support additional costs related to gas relocation from DC Reserves - Roads

Capital Project #165560.001 - Fitness Equipment Replacement be

increased by $5,000 to reflect donation received for the purchase of BBQ at the FCCC

7.2.6-1

Overview:

The purpose of this report is to provide City Council with the annual update on the financial status of the City’s Capital Program as of December 31,

2016.

The City’s capital program at December 31, 2016 included 492 (2015: 496)

active capital projects with a total approved budget of $1.6 billion.

$1.2 billion of the approved budget has been spent as of December 31, 2016.

The remaining capital budget is $374.9 million as of December 31, 2016 (2015: $532.2 million). Of this amount, $195.9 million has been committed

through purchase requisitions (procurement in progress) and purchase orders (contracted works underway) for specific projects, leaving $179.0

million uncommitted (where efforts are being made in the form of research, specification development, documentation, etc. to progress these projects).

Staff continues to actively manage, review and monitor all active capital projects with a commitment to on-time and on-budget capital project

delivery and returning funds no longer required to their original funding sources. Funding of $63.4 million was returned and made available for future allocation to other priorities.

Finance staff recommends that the budget of four capital projects be

amended in order to reconcile overall funding for the projects and accommodate additional scope of work.

Background:

The Capital Project Financial Status Report provides a financial update of the City’s

Capital Program that includes analysis compiled from submissions made by the departments managing their various capital programs. This report keeps Council informed on the use of financial resources and supports senior leaders with project

oversight and delivery.

Although there are a number of methods of measuring progress in Capital Program delivery, the level of spending on projects compared to the approved budget is used as a performance indicator that is common to all projects. The financial analysis and

information reported helps to generate discussion at the senior management level responsible for project delivery and to draw attention to project areas that might require

7.2.6-2

course correction. It is not meant to replace the detailed status reports that project managers and project teams produce and use for their own day-to-day project management and reporting.

Current Situation:

As of December 31, 2016, the City had 492 active projects with a total budget of $1.6

billion. The City has spent $1.2 billion toward completion of these projects, with $374.9 million (2015: $532.2 million) of available budget to be spent in the coming years. Of

this amount, $195.9 million has been committed through purchase requisitions (procurement in progress) and purchase orders (contracted work underway) for various capital projects. This leaves $179.0 million remaining in open capital projects

uncommitted where efforts are being made by staff to progress these initiatives.

The available budget before commitments as of December 31, 2015 was $532.2 million and the decrease of $157.3 million (29.6%) from the end of 2015 to year to date 2016 is an indication that the continuous capital program review and increased emphasis on

capital delivery is progressing the capital program in a positive direction.

Schedule A provides a summary, by department, of capital spending and the budget remaining, which includes all committed and remaining budgets. Schedule D provides a detailed list of all open projects with the same of information.

This report includes analysis of the following topics:

Capital Budget Remaining

Top 30 Projects by Ward Reporting

2016 Capital Budget Analysis

Capital Expenditure Forecast

Return of Financing and Budget Commitment Reduction

Budget Remaining (Appendix A)

The total capital project budget remaining before commitments, through purchase requisitions and purchase orders, often referred to as unspent budget or money yet to be spent, as of December 31, 2016, is $374.9 million. This amount is $157.3 million

lower than the amount reported as of December 31, 2015 of $532.2 million.

7.2.6-3

The following schedule shows the 2016 financial activities of the Capital Program.

$ Million

Remaining Budget before Commitments as of December 31, 2015

532.2

Less: 2016 Capital Spending

223.8

Less: 2016 Net Adjustments

(e.g. Return of Financing, Budget Amendments) 47.1

Sub Total

261.2

Add: Council approved 2016 Capital Budget

(excluding Brampton Library)

113.6

Remaining Budget before Commitments as of December 31, 2016

374.9

$ Million

Remaining Budget before Commitments as of December 31, 2016

374.9

Less: Purchase Orders (contracted works underway) 150.0

Less: Purchase Requisitions (procurements in progress) 45.9

Remaining Budget, Uncommitted as of December 31, 2016

179.0

In addition to the $150.0 million committed through purchase orders and $45.9 million purchase requisitions orders respectively, there is also approximately $19 million of work

that will be completed by Developers on infrastructure projects, such as road construction, through Developers’ Agreements. The Developer delivered projects are in various stages of completion and as such Developers have not yet been paid for this

work. The delivery of Developer constructed projects is not managed by the City and as

7.2.6-4

a result is not captured as a commitment by the City for financial reporting purpose. This means the budget remaining to be invested in capital projects is $160.0 million, after consideration of Developer delivered capital work.

Positive Trend

As a result of staff’s ongoing review of the capital program, focus on capital delivery as well as the implementation of the Capital Contract Budgeting methodology, there has

been a steady decrease in uncommitted capital budget balances.

As of December 31, 2014

As of December 31, 2015

As of December 31, 2016

Remaining Budget,

Uncommitted

$512.9 million $257.2 million $179.0 million

# of Years of Uncommitted Budget Remaining*

2.4 1.2 0.8

*Based on 3-Year Average Capital Spending

Top 30 Projects by Ward Reporting (Appendix B)

For the purpose of this analysis, staff has identified 30 major Council approved capital projects, representing 6% of the number of all open projects and 59% of the uncommitted budget of the Capital Program. All of these projects are progressing in

various stages of project management.

The status of the 30 major projects is as follows:

4 projects have an uncommitted budget of 90% or more.

8 projects were approved prior to 2011, some with budget top-ups in recent years.

Delivery status of the 30 projects

o 17 of the projects are in construction stage

o 4 are in various stages of planning, approval and design

o 2 projects are in the procurement

o 3 projects are in either the close-out, litigation or warranty stage

o remaining 4 projects are comprised of multiple activities with various stages of completion

7.2.6-5

2016 Capital Budget Analysis

Beginning in 2015, the City adopted a new Capital Contract Budgeting methodology. Under this new methodology, new Capital Budgets requests are based on departmental

estimates of the capital project procurements (purchase orders) that can be awarded within the fiscal year.

This new methodology aligns the Capital Budget with the City’s capacity to deliver capital projects and reduces the amount of approved capital projects going forward.

Based on the new Capital Contract Budget methodology, Council approved a Capital Budget of $113.6 million (excluding Library portion) for 2016. The following Table

provides an analysis of 2016 Capital Budget spending to December 31, 2016 and it indicates that $68.1 million of the approved $113.6 million has been either spent or

procured on a year to date basis.

2016 Capital Budget Spending to December 31, 2016

$ Million

Council Approved 2016 Capital Budget 113.6

Less: YTD Spending against 2016 Budget 35.9

Less: Purchase Orders (contracted work under way)

against 2016 Budget 32.2

Subtotal 45.5

Less: Purchase Requisitions (procurement in progress)

against 2016 Budget 17.6

2016 Capital Budget Remaining Uncommitted 27.9

Capital Expenditure Forecast (Appendix C):

The City forecasted through the 2016 budget process that it would achieve $167.8

million in capital spending (cash flow) during the 2016 fiscal year. This includes 2016 spending on projects approved in the 2016 budget and open projects approved in prior

years. Actual spending as of December 31, 2016 on all capital projects was $223.4 million comprised of $35.9 million related to the 2016 Capital Budget and $187.5 million related to projects approved prior to 2016.

7.2.6-6

In addition to significant road construction activity, major contributors to capital spending in 2016 were Sandalwood Works Yard expansion, Gore Meadows Phase 2 and Williams Parkway Phase 2 projects.

Return of Financing and Budget Commitment Reduction

During 2016, $63.4 million of funding was returned to source and/or budget commitment

reduced and made available for future allocation to other priorities. One hundred five (105) projects were determined complete and therefore closed and $26.5 million of the

budget remaining associated with these projects was returned to source. An additional $36.9 million was returned to source for projects that remain active.

It is worth noting that ongoing rigorous capital project review has resulted in $41.1 million being returned to Development Charges Reserve Funds and additional $4.6

million reduction in budget commitment. Staff will continue to review the City’s capital program regularly to determine which

projects should remain open, with the goal of returning financing, that is no longer required for project completion. Budget Amendments and Reallocations (Appendix E):

Budget amendments related to Capital Projects are required in order to reconcile overall

funding for the projects as following:

Capital Project #083610.006 - Project Design - Williams Parkway:

McLaughlin to North Park be increased by $300,000 to support additional scope of work; funded from Reserve #137 – DC Reserves: Roads

Capital Project #093610.003 - Project Design - Castlemore: Airport to Goreway be increased by $80,000 to support additional scope of work;

funded from Reserve #137 – DC Reserves: Roads

Capital Project #143625.001 - Utility Relocation - Castlemore: Goreway to McVean be increased by $50,000 to support additional costs related to gas

relocation; funded from Reserve #137 – DC Reserves: Roads

Capital Project #165560.001 - Fitness Equipment Replacement be

increased by $5,000 to reflect donation received for the purchase of BBQ at the FCCC

7.2.6-7

Corporate Implications:

Financial Implications:

$63.4 million of capital funding has been returned to source and made available for future allocation to other priorities.

Other Implications:

The semi-annual Capital Status report will serve to maintain focus on project delivery

and as a tool to identify available financial resources to be reallocated to other City priorities.

Strategic Plan:

This report achieves the Strategic Plan priority of Good Government by practicing proactive, effective and responsible management of finances, policies and service

delivery and promotes transparency in the reporting of the City’s financial affairs. Conclusion:

This report provides Council with a financial status of the City’s capital program and

contributes to improved management oversight of the City’s capital program. As of December 31, 2016, the City had spent $1.2 billion on the 492 open projects with a further $179.0 million remaining uncommitted with effort being made to advance and

deliver the projects; which is a significant improvement from prior periods.

Staff will continue to manage the capital program by implementing appropriate solutions in an effort to advance the delivery of the capital program efficiently.

Approved by: Approved by:

David Sutton Treasurer

Joseph Pittari Commissioner, Corporate Services

Attachments:

Schedule A: Capital Projects Unspent Summary Schedule B: Capital Projects with Significant Budgets Remaining

Schedule C: Budget Expenditures vs. Actual Schedule D: Opened Projects Analysis

Schedule E: Budget Amendments and Reallocations Report authored by: Maja Kuzmanov, Manager of Accounting

7.2.6-8

Schedule A

Expenditures Total Budget Total Total Budget

No. of Original Approved Revised Total as a % of Remaining Purchase Purchase Commitment Remaining

Projects Budget Changes Budget Expenditures Revised Budget before Commitments Requisitions Orders Balance after Commitments

Summary of All Projects

CAO-Corp.-COO-Council 39 5,725,652 1,232,000 6,957,652 2,464,655 35.42% 4,492,997 701,000 942,826 1,643,826 2,849,171

Corporate Services - ITC 21 16,822,000 5,665,000 22,487,000 16,756,496 74.52% 5,730,504 152,220 1,694,726 1,846,946 3,883,558

PS-Business Services-BSO 5 1,773,000 5,638,505 7,411,505 5,005,274 67.53% 2,406,231 1,150,000 523,108 1,673,108 733,123

PS-Facility Services 51 85,440,000 3,138,990 88,578,990 43,845,311 49.50% 44,733,679 8,803,669 7,373,471 16,177,140 28,556,539

PS-Recreation & Culture 29 98,212,000 141,994,459 240,206,459 213,505,400 88.88% 26,701,059 986,810 3,848,750 4,835,560 21,865,499

PS-Fire 33 38,358,000 11,860,161 50,218,161 31,024,747 61.78% 19,193,414 1,236,540 9,879,935 11,116,475 8,076,939

PS-Transit 39 109,932,000 274,509,669 384,441,669 324,110,349 84.31% 60,331,320 3,294,847 33,462,231 36,757,078 23,574,242

PS-Service Brampton 3 1,487,000 - 1,487,000 1,252,599 84.24% 234,401 - 56,043 56,043 178,358

PIS-Engineering & Development 64 163,189,000 28,854,116 192,043,116 141,590,606 73.73% 50,452,510 18,472,830 7,908,474 26,381,304 24,071,206

PIS-Public Works 159 454,123,456 119,119,786 573,243,242 436,222,172 76.10% 137,021,070 8,997,291 74,347,622 83,344,913 53,676,157

PIS-Planning & Building 47 14,452,534 781,817 15,234,351 7,600,138 49.89% 7,634,213 493,622 2,588,891 3,082,513 4,551,700

Library 2 36,750,000 1,700,000 38,450,000 22,449,694 58.39% 16,000,306 1,592,514 7,438,220 9,030,734 6,969,572

Total City 492 1,026,264,642 594,494,503 1,620,759,145 1,245,827,441 76.87% 374,931,704 45,881,343 150,064,297 195,945,640 178,986,064

Summary of 2016 Projects

CAO-Corp.-COO-Council 11 1,456,652 100,000 1,556,652 306,096 19.66% 1,250,556

Corporate Services - ITC 7 4,658,000 - 4,658,000 2,037,697 43.75% 2,620,303

PS-Business Services-BSO 3 552,000 - 552,000 10,967 1.99% 541,033

PS-Facility Services 9 26,685,000 650,000- 26,035,000 4,573,586 17.57% 21,461,414

PS-Recreation & Culture 3 2,352,000 - 2,352,000 570,733 24.27% 1,781,267

PS-Fire 6 8,710,000 - 8,710,000 430,938 4.95% 8,279,062

PS-Transit 9 18,182,000 2,650,000 20,832,000 3,759,885 18.05% 17,072,115

PS-Service Brampton 1 60,000 - 60,000 - 0.00% 60,000

PIS-Engineering & Development 11 13,873,000 995,973 14,868,973 8,037,347 54.05% 6,831,626

PIS-Public Works 28 39,526,000 4,017,326 43,543,326 18,116,694 41.61% 25,426,632

PIS-Planning & Building 13 2,125,000 150,000 2,275,000 140,552 6.18% 2,134,448

Library - - - - - 0.00% -

Total City 101 118,179,652 7,263,299 125,442,951 37,984,495 30.28% 87,458,456

Summary of 2015 Projects

CAO-Corp.-COO-Council 12 2,575,000 934,000 3,509,000 1,221,610 34.81% 2,287,390

Corporate Services - ITC 4 3,600,000 - 3,600,000 1,984,393 55.12% 1,615,607

PS-Business Services-BSO 1 215,000 1,300,000 1,515,000 78,427 0.00% 1,436,573

PS-Facility Services 8 19,191,000 1,323,240- 17,867,760 5,327,016 29.81% 12,540,744

PS-Recreation & Culture 3 595,000 - 595,000 411,202 69.11% 183,798

PS-Fire 4 1,906,000 465,000- 1,441,000 1,111,839 77.16% 329,161

PS-Transit 6 16,852,000 225,000 17,077,000 14,038,979 82.21% 3,038,021

PS-Service Brampton - - - - - 0.00% -

PIS-Engineering & Development 7 4,944,000 577,000 5,521,000 1,786,648 32.36% 3,734,352

PIS-Public Works 27 67,727,000 1,680,010 69,407,010 46,175,875 66.53% 23,231,135

PIS-Planning & Building 7 1,230,000 35,000 1,265,000 121,508 9.61% 1,143,492

Library - - - - - 0.00% -

Total City 79 118,835,000 2,962,770 121,797,770 72,257,497 59.33% 49,540,273

Summary of 2014 Projects

CAO-Corp.-COO-Council 7 542,000 - 542,000 144,876 26.73% 397,124

Corporate Services - ITC 4 4,679,000 1,370,000 6,049,000 4,792,005 79.22% 1,256,995

PS-Business Services-BSO - - - - - 0.00% -

PS-Facility Services 8 3,825,000 90,000 3,915,000 816,517 20.86% 3,098,483

PS-Recreation & Culture 5 4,308,000 220,020- 4,087,980 2,881,465 70.49% 1,206,515

PS-Fire 6 2,976,000 213,990- 2,762,010 2,275,289 82.38% 486,721

PS-Transit 12 33,350,000 109,506,000 142,856,000 107,700,364 75.39% 35,155,636

PS-Service Brampton 2 1,427,000 - 1,427,000 1,252,599 0.00% 174,401

PIS-Engineering & Development 10 26,400,000 5,157,791 31,557,791 17,830,342 56.50% 13,727,449

PIS-Public Works 30 89,754,706 5,784,739- 83,969,967 59,595,485 70.97% 24,374,482

PIS-Planning & Building 7 1,435,000 2,127,096 3,562,096 1,950,845 54.77% 1,611,251

Library - - - - - 0.00% -

Total City 91 168,696,706 112,032,138 280,728,844 199,239,787 70.97% 81,489,057

Summary of 2013 Projects

CAO-Corp.-COO-Council 6 727,000 198,000 925,000 442,328 47.82% 482,672

Corporate Services - ITC 1 1,000,000 1,000,000 2,000,000 1,923,990 96.20% 76,010

PS-Business Services-BSO - - - - - 0.00% -

PS-Facility Services 9 10,507,000 5,391,000 15,898,000 11,690,123 73.53% 4,207,877

PS-Recreation & Culture 4 13,402,000 4,834,928 18,236,928 16,656,403 91.33% 1,580,525

PS-Fire 7 11,056,000 180,849- 10,875,151 6,085,883 55.96% 4,789,268

PS-Transit 3 1,887,000 3,500,000 5,387,000 5,111,441 94.88% 275,559

PS-Service Brampton - - - - - 0.00% -

PIS-Engineering & Development 9 32,027,000 12,026,507 44,053,507 34,064,189 77.32% 9,989,318

PIS-Public Works 19 58,801,000 130,225,533 189,026,533 159,692,998 84.48% 29,333,535

PIS-Planning & Building 6 477,000 30,000 507,000 273,841 54.01% 233,159

Library 1 21,750,000 - 21,750,000 8,159,088 0.00% 13,590,912

Total City 65 151,634,000 157,025,119 308,659,119 244,100,284 79.08% 64,558,835

Summary of 2012 and Prior Projects

CAO-Corp.-COO-Council 3 425,000 - 425,000 349,745 82.29% 75,255

Corporate Services - ITC 5 2,885,000 3,295,000 6,180,000 6,018,411 97.39% 161,589

PS-Business Services-BSO 1 1,006,000 4,338,505 5,344,505 4,915,880 91.98% 428,625

PS-Facility Services 17 25,232,000 368,770- 24,863,230 21,438,069 86.22% 3,425,161

PS-Recreation & Culture 14 77,555,000 137,379,551 214,934,551 192,985,597 89.79% 21,948,954

PS-Fire 10 13,710,000 12,720,000 26,430,000 21,120,798 79.91% 5,309,202

PS-Transit 9 39,661,000 158,628,669 198,289,669 193,499,680 97.58% 4,789,989

PS-Service Brampton - - - - - 0.00% -

PIS-Engineering & Development 27 85,945,000 10,096,845 96,041,845 79,872,080 83.16% 16,169,765

PIS-Public Works 55 198,314,750 11,018,344- 187,296,406 152,641,120 81.50% 34,655,286

PIS-Planning & Building 14 9,185,534 1,560,279- 7,625,255 5,113,392 67.06% 2,511,863

Library 1 15,000,000 1,700,000 16,700,000 14,290,606 85.57% 2,409,394

Total City 156 468,919,284 315,211,177 784,130,461 692,245,378 88.28% 91,885,083

With respect to Schedule A, we have reclassifed projects to different budget years with the following criteria at this point in time:

If the budget amendment for a given year is higher than 25% of the original approved budget, the year with the highest

amendment is picked up as the project year if there are multiple budget amendments.

CAPITAL PROJECTS UNSPENT SUMMARY

AS AT DECEMBER 31, 2016

7.2.6-9

Schedule B

Budget Budget

Budget Remaining Total Remaining

Proj # Budget Amend. Project Description Status Budget Project to Date Before Requisitions Purchase Commitment After Uncommitted Department Ward Stage

Year Year Spending Commitments Orders Balance Commitments Budget %

012810 2001 2013 Sandalwood Works Yard Open 113,480,000 103,017,501 10,462,499 600,000 6,242,101 6,842,101 3,620,398 3% PIS - PUBLIC WORKS City Wide Construction

044580 2004 2010 Torbram Rd. / CNR Grade Separation Design Open 19,773,000 2,190,265 17,582,735 - 15,602,232 15,602,232 1,980,503 10% PIS - PUBLIC WORKS 8 Construction

045810 2004 2014 Creditview / Sandalwood City-wide Park Open 14,866,291 10,492,313 4,373,978 4,053,223 46,858 4,100,081 273,897 2% PIS - ENGINEERING & DEVELOPMENT 6 Construction

085850 2008 2012 Bram East Community Parkland Campus Open 98,308,242 78,326,361 19,981,881 - 3,127,392 3,127,392 16,854,489 17% PS - RECREATION & CULTURE 10 Construction

096940 2009 2009 District Library 1 Open 16,700,000 14,290,606 2,409,394 - - - 2,409,394 14% LIBRARY 10 Project complete

102120 2010 2012 Station & Apparatus & Maintenance Facility Open 14,350,000 9,730,575 4,619,425 - 964,653 964,653 3,654,772 25% PS - FIRE 3 Construction

103770 2010 2010 Castlemore Rd Widening: Gore Rd - Hwy. 50 Open 15,735,000 10,733,724 5,001,276 - 835,098 835,098 4,166,178 26% PIS - PUBLIC WORKS 10 Construction complete: in litigation

105710 2010 2013 Mississauga / Bovaird Community Park Open 7,515,000 3,857,272 3,657,728 - 3,081,064 3,081,064 576,664 8% PIS - ENGINEERING & DEVELOPMENT 5 Construction

113413 2011 2011 Creditview Rd: Spine Rd. - Fairhill Ave. Open 3,920,000 1,401,969 2,518,031 - - - 2,518,031 64% PIS - ENGINEERING & DEVELOPMENT 6 Constructed. Under warranty

113625 2011 2011 Utility Relocation Open 3,450,176 741,419 2,708,757 - 2,421,695 2,421,695 287,062 8% PIS - PUBLIC WORKS City Wide Utility relocation in process

123412 2012 2013 Creditview Rd. Reconstruction: Creditview - CN Open 31,340,000 24,594,613 6,745,387 - 6,713,356 6,713,356 32,031 0% PIS - PUBLIC WORKS 6 Construction

124800 2012 2014 Acceleride / Zum Open 125,246,000 93,621,781 31,624,219 720,153 20,402,624 21,122,777 10,501,442 8% PS - TRANSIT City Wide Construction (Zum Phase II))

132506 2013 2013 Station 204 Relocation & Expansion Open 4,600,000 910,880 3,689,120 339,634 3,187,929 3,527,563 161,557 4% PS - FIRE 4 Construction

133880 2013 2013 Bramalea Road Widening: Countryside to Mayfield Open 9,217,427 2,579,984 6,637,443 - 6,617,096 6,617,096 20,347 0% PIS - PUBLIC WORKS 9 Construction

136961 2013 2013 Springdale Library & Neighbourhood Park Open 21,750,000 8,159,088 13,590,912 1,592,514 7,438,220 9,030,734 4,560,178 21% LIBRARY 9 Construction

143380 2014 2014 Humberwest Parkway: Exchange Dr-Williams Pkwy Open 4,900,000 12,964 4,887,036 - - - 4,887,036 100% PIS - PUBLIC WORKS 8 Detailed design, tender 2017

143451 2014 2014 New Road A: Financial Dr - Embleton Rd Open 2,673,000 - 2,673,000 - - - 2,673,000 100% PIS - ENGINEERING & DEVELOPMENT 6 Various Projects at various stages

143580 2014 2014 Goreway Drive: CN Halton - Grade Separation-Ph. 1 Open 3,200,000 2,388 3,197,612 - - - 3,197,612 100% PIS - PUBLIC WORKS 10 Detailed design/property acquisition

143770 2014 2014 Castlemore Road: Airport Rd - Goreway Dr Open 4,000,000 231,401 3,768,599 - 3,071,854 3,071,854 696,745 17% PIS - PUBLIC WORKS 10 Construction

143940 2014 2014 Countryside Dr: Airport Rd - Goreway Dr Open 24,487,500 20,269,809 4,217,691 - 2,802,570 2,802,570 1,415,121 6% PIS - PUBLIC WORKS 10 Construction

144801 2014 2016 Zum Project Office Open 5,379,000 2,217,575 3,161,425 - - - 3,161,425 59% PS - TRANSIT City Wide Construction (Zum Phase II))

151650 2015 2015 Facilities Repair & Replacement Open 13,443,540 4,121,738 9,321,802 389,538 1,815,057 2,204,595 7,117,207 53% PS - FACILITY SERVICES City Wide Various projects at various stages

153811 2015 2015 Financial Dr: Steeles Ave. - South City Limit Open 13,331,000 5,240,952 8,090,048 - 7,170,447 7,170,447 919,601 7% PIS - PUBLIC WORKS 6 Construction

161650 2016 2016 Facilities Repair-Replacement Open 22,300,000 3,598,988 18,701,012 5,412,742 3,359,913 8,772,655 9,928,357 45% PS - FACILITY SERVICES City Wide Various projects at various stages

162310 2016 2016 Fire Vehicle Replacement Open 2,600,000 71,268 2,528,732 - 1,791,226 1,791,226 737,506 28% PS - FIRE City Wide Vehicles are currently being built

162570 2016 2016 Fire Campus Design Open 5,000,000 133,966 4,866,034 200,000 2,729,636 2,929,636 1,936,398 39% PS - FIRE 7 Design

164680 2016 2016 Bus Refurbishments Open 4,375,000 858,617 3,516,383 1,550,000 - 1,550,000 1,966,383 45% PS - TRANSIT City Wide Procurement

164690 2016 2016 Bus Purchases Open 8,025,000 407 8,024,593 - 7,535,571 7,535,571 489,022 6% PS - TRANSIT City Wide Procurement (Buses Ordered)

164954 2016 2016 Outdoor Asset Replacement - PIS Open 6,000,000 1,949,576 4,050,424 1,830,046 652,602 2,482,648 1,567,776 26% PIS - PUBLIC WORKS City Wide Various projects at various stages

167720 2016 2016 Downtown Revitalization Open 3,050,000 1,778 3,048,222 - - - 3,048,222 100% PIS - PUBLIC WORKS 1, 3 Detailed design, tender 2017

623,015,176 403,359,778 219,655,398 16,687,850 107,609,194 124,297,044 95,358,354

Commitments

CAPITAL PROJECTS WITH SIGNIFICANT BUDGETS REMAINING

AS AT DECEMBER 31, 2016

7.2.6-10

Schedule C

2016 Cash Flow YTD Actual YTD Actuals vs.

Budget Cash Flow Budget

Planning and Infrastructure Services 76,700,000 119,776,877 (43,076,877)

Public Services 78,500,000 89,014,922 (10,514,922)

Corporate Services 7,400,000 7,798,812 (398,812)

Other Departments 5,210,000 7,170,063 (1,960,063)

TOTAL (excluding Library) 167,810,000 223,760,674 (55,950,674)

BUDGET CAPITAL CASH FLOW VS ACTUAL CAPITAL CASH FLOW

AS AT DECEMBER 31, 2016

7.2.6-11

Schedule D

Budget Budget

Budget Remaining Total Remaining

Proj # Budget Amend. Project Description Status Budget Project to Date Before Purchase Purchase Commitment After

Year Year Spending Commitments Requisitions Orders Balance Commitments

CAO, CORPORATE SERVICES, COO & COUNCIL

091441 2009 2009 HRM-Performance Mgmt Program Automation Open 355,000 286,484 68,516 - - - 68,516

111210 2011 2011 Printing Production Equipment Open 35,000 33,191 1,809 - - - 1,809

111430 2011 2011 Councillors Technology Acquisition Open 35,000 30,070 4,930 - - - 4,930

121441 2012 2013 Corporate Learning & Talent Mgmt System Open 360,000 124,062 235,938 - - - 235,938

131299 2013 2013 Minor Capital - Council Members Open 13,000 - 13,000 - - - 13,000

131419 2013 2013 Council Meeting / Agenda Management Open 200,000 179,932 20,068 - 15,280 15,280 4,788

131421 2013 2013 Case Assessment Litigation System Open 15,000 12,238 2,762 - - - 2,762

131443 2013 2013 Purchasing Process Automation Open 238,000 115,119 122,881 - 38,160 38,160 84,721

131459 2013 2013 Mobile Corporate Printing Productivity Enhancement Open 99,000 10,977 88,023 - 87,646 87,646 377

141061 2014 2016 Financial Master Plan & Long Term Financial Model Open 400,000 157,990 242,010 - 74,218 74,218 167,792

141299 2014 2014 Minor Capital - Council Members Open 13,000 - 13,000 - - - 13,000

141398 2014 2014 Minor Capital - Human Resources Open 14,000 9,471 4,529 - - - 4,529

141430 2014 2014 Technology Acquisition-Refresh-Council Open 35,000 1,646 33,354 - - - 33,354

141437 2014 2014 Corporate Scheduling System Strategy Open 100,000 43,748 56,252 - - - 56,252

141438 2014 2014 Corporate Budget System Strategy Open 33,000 8,940 24,060 - 20,379 20,379 3,681

141466 2014 2014 Prosecution Tracking-Migration Open 217,000 - 217,000 200,000 - 200,000 17,000

141476 2014 2014 Human Resources Process Automation Open 130,000 81,071 48,929 - 13,227 13,227 35,702

141485 2014 2015 Enterprise Document & Records Mgmt System Open 1,371,000 902,832 468,168 - 361,129 361,129 107,039

151034 2015 2015 Corporate Time, Attendance & Scheduling Open 123,000 27,213 95,787 1,000 - 1,000 94,787

151075 2015 2015 Corporate Asset Management Plan Open 980,000 150,464 829,536 500,000 149,755 649,755 179,781

151131 2015 2015 Central Area Model Open 60,000 - 60,000 - - - 60,000

151132 2015 2015 Hospital Area Economic Development Plan Open 200,000 73,836 126,164 - 49,219 49,219 76,945

151197 2015 2015 Minor Capital - Office of the COO Open 9,000 3,754 5,246 - - - 5,246

151199 2015 2015 Minor Capital - Office of the CAO Open 2,000 1,437 563 - - - 563

151201 2015 2015 Corporate Performance Measurement Dashboard Open 100,000 - 100,000 - - - 100,000

151299 2015 2015 Minor Capital - Council Members Open 13,000 - 13,000 - - - 13,000

151341 2015 2015 Talent Management Open 621,000 62,074 558,926 - - - 558,926

151398 2015 2015 Minor Capital - Human Resources Open 14,000 - 14,000 - - - 14,000

151436 2015 2015 Health & Safety Mgmt System Enhancement Open 16,000 - 16,000 - - - 16,000

161112 2016 2016 POA Court Customer Service Digital Signage Open 20,000 - 20,000 - - - 20,000

161122 2016 2016 2018 Municipal Election Model Open 691,652 2,023 689,629 - - - 689,629

161141 2016 2016 Printer Fleet Management System Open 188,000 142,937 45,063 - 44,291 44,291 772

161142 2016 2016 Risk Master Application Upgrade Open 10,000 - 10,000 - - - 10,000

161199 2016 2016 Minor Capital - Office of the CAO Open 2,000 - 2,000 - - - 2,000

161202 2016 2016 Audio Video Upgrades to Board & Meeting Rooms Open 95,000 1,689 93,311 - 89,522 89,522 3,789

161203 2016 2016 Central Area Mobile Application Open 60,000 - 60,000 - - - 60,000

161204 2016 2016 Community Improvement Plan Fin. Planning Tool Open 75,000 - 75,000 - - - 75,000

161299 2016 2016 Minor Capital - Council Members Open 13,000 - 13,000 - - - 13,000

161399 2016 2016 Minor Capital - Internal Audit Open 2,000 1,457 543 - - - 543

TOTAL CAO, CORP. SERVICES, COO & COUNCIL6,957,652 2,464,655 4,492,997 701,000 942,826 1,643,826 2,849,171

CORPORATE SERVICES - ITC

061440 2006 2008 Corporate Property Solutions Open 1,145,000 1,031,363 113,637 - - - 113,637

061710 2006 2009 City Wide Telephone Open 4,100,000 4,052,335 47,665 - 21,642 21,642 26,023

121401 2012 2013 Management of Data Centre Open 2,000,000 1,923,990 76,010 - 58,413 58,413 17,597

121406 2012 2012 CSP Portal Online Services Open 350,000 349,999 1 - - - 1

121407 2012 2012 CSP Portal System Upgrade Open 410,000 410,000 - - - - -

121415 2012 2014 Corporate Radio Network Upgrade-Replacement Open 2,302,000 1,410,244 891,756 - 891,366 891,366 390

121471 2012 2012 GIS Integration Planning Open 175,000 174,714 286 - - - 286

141425 2014 2014 Desktop Technology Acquisition / Refresh Open 1,032,000 672,178 359,822 - - - 359,822

141427 2014 2014 Technology Infrastructure Management Program Open 2,600,000 2,594,802 5,198 - - - 5,198

141467 2014 2014 Mobility & Field Workforce Productivity Open 115,000 114,781 219 - - - 219

151401 2015 2015 Data Centre Space / Infrastructure Management Open 900,000 322,942 577,058 - - - 577,058

151425 2015 2015 Desktop Technology Acquisition / Refresh Open 235,000 148 234,852 - - - 234,852

151427 2015 2015 Technology Infrastructure Management Program Open 2,070,000 1,470,421 599,579 - - - 599,579

151478 2015 2015 Citizen Self-Service Online Service Tools Open 395,000 190,882 204,118 - 20,173 20,173 183,945

161401 2016 2016 Data Centre Management Business Continuity Open 200,000 - 200,000 - - - 200,000

161427 2016 2016 Technology Infrastructure Management Program Open 3,362,000 1,466,691 1,895,309 152,220 484,533 636,753 1,258,556

161471 2016 2016 GIS Integration Planning Open 100,000 89,723 10,277 - - - 10,277

161480 2016 2016 Office 365 - Exchange Implementation Open 396,000 125,099 270,901 - 157,543 157,543 113,358

161481 2016 2016 Windows 10 Desktop Operating System Upgrade Open 100,000 93,571 6,429 - - - 6,429

161483 2016 2016 Citrix Licensing Open 100,000 - 100,000 - 61,056 61,056 38,944

161499 2016 2016 Minor Capital - IT Open 400,000 262,613 137,387 - - - 137,387

TOTAL CORPORATE SERVICES - ITC 22,487,000 16,756,496 5,730,504 152,220 1,694,726 1,846,946 3,883,558

PS - BUSINESS SERVICES - BSO

071433 2007 2009 Corp. Asset Mgmt-Maintenance Mgmt. Systems Open 5,344,505 4,915,880 428,625 - 145,844 145,844 282,781

151790 2015 2015 Business Systems Initiatives Open 1,515,000 78,427 1,436,573 1,000,000 232,256 1,232,256 204,317

161543 2016 2016 Land Acquisition-Fire Station 214 & 217 Open 100,000 - 100,000 - - - 100,000

161582 2016 2016 Study - Acquisiton of the Powerade Centre Open 152,000 - 152,000 - 145,008 145,008 6,992

161790 2016 2016 Business Systems Initiatives Open 300,000 10,967 289,033 150,000 - 150,000 139,033

TOTAL PS - BUSINESS SERVICES - BSO 7,411,505 5,005,274 2,406,231 1,150,000 523,108 1,673,108 733,123

PS - FACILITY SERVICES

035110 2003 2003 City Hall Expansion Open 8,000,000 7,726,790 273,210 261,250 8,388 269,638 3,572

061520 2006 2006 Energy Programs Open 842,000 827,206 14,794 - 14,526 14,526 268

081500 2008 2008 Corporate Indoor Asset Replacement Open 2,541,000 2,176,152 364,848 22,283 154,882 177,165 187,683

091500 2009 2009 Corporate Indoor Asset Replacement Open 3,292,000 2,955,647 336,353 71,287 164,786 236,073 100,280

091530 2009 2009 Accessibility Program Open 1,500,000 1,341,002 158,998 - - - 158,998

091540 2009 2009 Coroporate Signage Open 97,000 96,783 217 - - - 217

CAPITAL PROJECT STATUS REPORT - OPEN PROJECTS

AS AT DECEMBER 31, 2016

Commitments

Page 1

7.2.6-12

Schedule D

Budget Budget

Budget Remaining Total Remaining

Proj # Budget Amend. Project Description Status Budget Project to Date Before Purchase Purchase Commitment After

Year Year Spending Commitments Requisitions Orders Balance Commitments

Commitments

101910 2010 2010 Strategic Accomodation Planning Initiative Open 1,170,000 1,123,685 46,315 - 17,134 17,134 29,181

111500 2011 2011 Corporate Indoor Asset Replacement Open 958,400 646,167 312,233 - 236,683 236,683 75,550

111520 2011 2011 Energy Programs Open 805,000 780,289 24,711 - 17,974 17,974 6,737

111530 2011 2011 Accessibility Program Open 563,000 122,856 440,144 - - - 440,144

111760 2011 2011 Portfolio Management Open 340,000 315,679 24,321 - - - 24,321

111910 2011 2011 Strategic Accomodation Planning Initiatives Open 926,000 508,915 417,085 - - - 417,085

121500 2012 2012 Corporate Indoor Asset Replacement Open 921,830 669,825 252,005 - 56,656 56,656 195,349

121520 2012 2012 Energy Management Programs Open 700,000 661,386 38,614 - 20,723 20,723 17,891

121799 2012 2012 Minor Capital - Business Service Open 35,000 34,805 195 - - - 195

121900 2012 2012 Corporate Churn - Corporate Buildings Open 350,000 298,567 51,433 - - - 51,433

121910 2012 2012 Strategic Accomodation Planning Initiatives Open 1,822,000 1,152,315 669,685 - 66,084 66,084 603,601

125110 2012 2013 SWQ Transition and Fit-up Open 8,199,000 7,205,872 993,128 261,250 26,098 287,348 705,780

131500 2013 2013 Corporate Indoor Asset Replacement Open 1,407,000 837,173 569,827 25,692 210,394 236,086 333,741

131520 2013 2013 Energy Management Open 750,000 285,883 464,117 201,879 96,386 298,265 165,852

131599 2013 2013 Minor Capital - Indoor Assets Open 182,000 110,030 71,970 - - - 71,970

131760 2013 2013 Portfolio Management Open 200,000 178,268 21,732 - 9,565 9,565 12,167

131799 2013 2013 Minor Capital - Business Services Open 85,000 57,852 27,148 - - - 27,148

131850 2013 2013 Corporate Security Systems Open 200,000 171,879 28,121 - - - 28,121

131900 2013 2013 Corporate Churn Open 290,000 230,976 59,024 - - - 59,024

131910 2013 2013 Strategic Accommodation Planning Initiatives Open 4,585,000 2,612,190 1,972,810 423,569 150,028 573,597 1,399,213

141500 2014 2014 Corporage Indoor Asset Replacement Open 874,000 41,169 832,831 739,695 89,600 829,295 3,536

141520 2014 2014 Energy Programs Open 890,000 265,202 624,798 253,121 15,283 268,404 356,394

141530 2014 2014 Accessibility Program Open 85,000 - 85,000 - - - 85,000

141599 2014 2014 Minor Capital - Indoor Assets Open 257,000 43,739 213,261 75,000 - 75,000 138,261

141760 2014 2014 Facility Assets Management Open 70,000 69,792 208 - - - 208

141799 2014 2014 Minor Capital - Business Services - PS Open 85,000 8,773 76,227 - - - 76,227

141900 2014 2014 Corporate Churn - Corporate Buildings Open 200,000 194,470 5,530 - - - 5,530

141910 2014 2014 Strategic Accommodation Planning Initiatives Open 1,454,000 193,372 1,260,628 - 48,074 48,074 1,212,554

151599 2015 2015 Minor Capital - Facilities Operations & Mtce. Open 307,000 11,901 295,099 - - - 295,099

151650 2015 2015 Facilities Repair & Replacement Open 13,443,540 4,121,738 9,321,802 389,538 1,815,057 2,204,595 7,117,207

151760 2015 2015 Facility Inspections & Audits Open 1,398,220 594,571 803,649 166,363 385,668 552,031 251,618

151799 2015 2015 Minor Capital - Facility Services Open 35,000 990 34,010 - - - 34,010

151850 2015 2015 Corporate Security Systems Open 100,000 62,282 37,718 - - - 37,718

151899 2015 2015 Minor Capital - Corporate Security Open 60,000 56,499 3,501 - - - 3,501

151900 2015 2015 Interior Design Services - Corporate Churn Open 400,000 305,407 94,593 - - - 94,593

151910 2015 2015 Office Renovation, Reconfiguration & Furniture Open 2,124,000 173,628 1,950,372 275,000 385,350 660,350 1,290,022

161500 2016 2016 Corporate Indoor Asset Replacement Open 650,000 628,376 21,624 - 21,624 21,624 -

161599 2016 2016 Minor Capital - Facilities Operations & Maintenance Open 300,000 - 300,000 - - - 300,000

161650 2016 2016 Facilities Repair-Replacement Open 22,300,000 3,598,988 18,701,012 5,412,742 3,359,913 8,772,655 9,928,357

161760 2016 2016 Facility Inspections & Audits Open 1,575,000 244,998 1,330,002 225,000 - 225,000 1,105,002

161770 2016 2016 Riverstone Clubhouse & Golf Course Open 50,000 6,106 43,894 - - - 43,894

161850 2016 2016 Corporate Security Systems Open 200,000 3,895 196,105 - - - 196,105

161899 2016 2016 Minor Capital - Corporate Security Open 60,000 6,989 53,011 - - - 53,011

161900 2016 2016 Interior Design-Corp. Churn Open 400,000 84,234 315,766 - 2,595 2,595 313,171

161910 2016 2016 Office Renovation, Reconfiguration & Furniture Open 500,000 - 500,000 - - - 500,000

TOTAL PS - FACILITY SERVICES 88,578,990 43,845,311 44,733,679 8,803,669 7,373,471 16,177,140 28,556,539

PS - RECREATION & CULTURE

025770 2002 2006 Cassie Campbell Recreation Facility Open 53,794,000 53,793,554 446 - - - 446

055610 2005 2005 Heritage Programs Open 869,000 862,731 6,269 - - - 6,269

075660 2007 2009 Alder Lea Open 11,106,000 11,094,772 11,228 - 2,578 2,578 8,650

076801 2007 2008 Rose Theatre - Urban Spaces Open 4,370,000 4,162,219 207,781 - - - 207,781

085310 2008 2008 Victoria Park Field House Open 1,800,000 1,748,253 51,747 - 53,612 53,612 (1,865)

085550 2008 2008 Indoor Asset Replacement Open 5,871,158 5,867,536 3,622 - - - 3,622

085850 2008 2012 Bram East Community Parkland Campus Open 98,308,242 78,326,361 19,981,881 - 3,127,392 3,127,392 16,854,489

085950 2008 2008 Chinguacousy Park Enchancements Open 3,300,000 3,292,853 7,147 - - - 7,147

095340 2009 2013 Tennis Club Relocation Open 634,000 563,627 70,373 - 70,075 70,075 298

096410 2009 2009 Chinguacousy Park Infrastructure Project Open 25,177,000 25,093,804 83,196 - - - 83,196

115510 2011 2011 Asset Replacement - Energy Systems Open 2,662,700 2,440,784 221,916 - 33,922 33,922 187,994

115550 2011 2011 Indoor Asset Replacement Open 2,141,597 2,129,305 12,292 3,440 5,841 9,281 3,011

115610 2011 2011 Heritage Program Open 700,000 75,438 624,562 - - - 624,562

125550 2012 2012 Indoor Asset Replacement Open 4,419,854 3,949,648 470,206 2,000 11,600 13,600 456,606

125610 2012 2012 Heritage Program Open 415,000 148,339 266,661 227,939 752 228,691 37,970

125950 2012 2013 Chinguacousy Park Enhancements Open 10,270,000 10,162,300 107,700 - 68,489 68,489 39,211

135550 2013 2013 Indoor Assets Open 5,845,130 4,460,110 1,385,020 143,759 54,679 198,438 1,186,582

135781 2013 2013 Powerade Centre Scorebox Open 1,487,798 1,470,366 17,432 - 17,432 17,432 -

145550 2014 2014 Indoor Asset Replacement - PS Open 2,913,980 1,995,310 918,670 294,169 39,994 334,163 584,507

145610 2014 2014 Heritage Program Open 250,000 - 250,000 - - - 250,000

145620 2014 2014 Chinguacousy Wellness Centre - Fitness HVAC Open 130,000 130,000 - - - - -

145621 2014 2014 Ching. Wellness Centre - Pool Dehumidifier Open 340,000 319,142 20,858 - 20,857 20,857 1

145630 2014 2014 Memorial Arena - Roof Replacement Open 454,000 437,013 16,987 - - - 16,987

155560 2015 2015 Recreation Misc. Initiatives Open 360,000 270,247 89,753 - 34,744 34,744 55,009

155780 2015 2015 Powerade Centre Open 100,000 98,865 1,135 - - - 1,135

156810 2015 2015 Arts & Culture Misc. Initiatives Open 135,000 42,090 92,910 - - - 92,910

165560 2016 2016 Recreation - Misc Initiatives Open 1,436,000 203,431 1,232,569 315,503 306,783 622,286 610,283

165780 2016 2016 Powerade Centre Open 285,000 278,500 6,500 - - - 6,500

166810 2016 2016 Arts & Culture Misc. Initiatives Open 631,000 88,802 542,198 - - - 542,198

TOTAL PS - RECREATION & CULTURE 240,206,459 213,505,400 26,701,059 986,810 3,848,750 4,835,560 21,865,499

PS - FIRE

091840 2009 2009 Emergency Measures Open 190,000 160,471 29,529 - - - 29,529

092510 2009 2010 Design / Construct Fire Station 211 Open 6,100,000 6,059,709 40,291 - 2,025 2,025 38,266

102120 2010 2012 Station & Apparatus & Maintenance Facility Open 14,350,000 9,730,575 4,619,425 - 964,653 964,653 3,654,772

112125 2011 2011 52 Rutherford Road Open 750,000 733,620 16,380 - 32 32 16,348

112460 2011 2011 Fire Fighting Equipment Open 100,000 99,173 827 - - - 827

112501 2011 2011 Station 202 Renovation - Addition Open 300,000 254,012 45,988 - - - 45,988

122200 2012 2012 Fire Station Repairs Open 550,000 546,876 3,124 - - - 3,124

122420 2012 2012 MDU-Mobile Command Post Technology Open 115,000 84,938 30,062 - 30,027 30,027 35

122460 2012 2012 Fire Fighting Equipment Open 225,000 222,530 2,470 - 2,219 2,219 251

122501 2012 2012 Fire Station Renovations & Additions Open 3,750,000 3,228,894 521,106 304,425 106,781 411,206 109,900

132110 2013 2013 Fire Miscellaneous Initiatives Open 201,000 187,594 13,406 - - - 13,406

132200 2013 2013 Station Repairs Open 550,000 529,005 20,995 10,835 - 10,835 10,160

132300 2013 2013 Additional Vehicles Open 814,275 114,275 700,000 - 652,713 652,713 47,287

Page 2

7.2.6-13

Schedule D

Budget Budget

Budget Remaining Total Remaining

Proj # Budget Amend. Project Description Status Budget Project to Date Before Purchase Purchase Commitment After

Year Year Spending Commitments Requisitions Orders Balance Commitments

Commitments

132310 2013 2013 Vehicle Replacement Open 845,876 658,863 187,013 - 3,915 3,915 183,098

132430 2013 2013 Dispatch Equipment Open 3,539,000 3,364,837 174,163 - 168,678 168,678 5,485

132460 2013 2013 Fire Fighting Equipment Open 325,000 320,429 4,571 - 4,571 4,571 -

132506 2013 2013 Station 204 Relocation & Expansion Open 4,600,000 910,880 3,689,120 339,634 3,187,929 3,527,563 161,557

142110 2014 2014 Fire Miscellaneous Initiatives Open 276,000 200,934 75,066 - 18,345 18,345 56,721

142200 2014 2014 Station Repairs Open 450,000 445,238 4,762 - - - 4,762

142310 2014 2014 Fire Vehicle Replacement Open 700,000 615,383 84,617 - 3,916 3,916 80,701

142480 2014 2014 SCBA Replacements-Upgrades Open 1,000,000 858,945 141,055 - 91,024 91,024 50,031

142555 2014 2014 Station 201-HQ Replacement Open 250,000 118,782 131,218 79,646 - 79,646 51,572

142610 2014 2014 Emergency Measures Initiatives Open 86,010 36,007 50,003 - - - 50,003

152110 2015 2015 Fire Miscellaneous Initiatives Open 161,000 55,653 105,347 - 7,371 7,371 97,976

152300 2015 2015 Fire Growth Vehicles Open 150,000 126,691 23,309 - - - 23,309

152310 2015 2015 Fire Vehicle Replacement Open 775,000 741,410 33,590 - 16,437 16,437 17,153

152430 2015 2015 Dispatch Equipment Open 355,000 188,085 166,915 - 64,713 64,713 102,202

162110 2016 2016 Fire Miscellaneous Initiatives Open 150,000 31,383 118,617 - 8,335 8,335 110,282

162300 2016 2016 Fire Growth Vehicles Open 260,000 36,963 223,037 110,000 - 110,000 113,037

162310 2016 2016 Fire Vehicle Replacement Open 2,600,000 71,268 2,528,732 - 1,791,226 1,791,226 737,506

162430 2016 2016 Dispatch Equipment Open 350,000 - 350,000 - 25,389 25,389 324,611

162460 2016 2016 Fire Fighting Equipment Open 350,000 157,358 192,642 192,000 - 192,000 642

162570 2016 2016 Fire Campus Design Open 5,000,000 133,966 4,866,034 200,000 2,729,636 2,929,636 1,936,398

TOTAL PS - FIRE 50,218,161 31,024,747 19,193,414 1,236,540 9,879,935 11,116,475 8,076,939

PS - TRANSIT

034860 2003 2006 Bus Storage & Repair Facility Open 38,050,000 38,006,110 43,890 - - - 43,890

064610 2006 2007 Smart Bus Open 7,180,000 4,967,054 2,212,946 - 2,071,255 2,071,255 141,691

084730 2008 2008 Customer Information Kiosk Open 250,000 77,865 172,135 - - - 172,135

084760 2008 2008 Transit Signal Priority Open 1,300,000 1,299,242 758 - - - 758

084800 2008 2009 Acceleride / BRT Open 150,804,669 148,678,116 2,126,553 - 625,715 625,715 1,500,838

094890 2009 2014 Transit Facility Roof Repair Open 450,000 346,418 103,582 - - - 103,582

104701 2010 2013 Hurontario / Main Street Corridor Master Plan Open 3,925,000 3,653,557 271,443 - 123,382 123,382 148,061

104820 2010 2010 Terminal / Facility Repaving Open 175,000 15,181 159,819 - - - 159,819

104835 2010 2014 Replacement of Underground Fuel Tanks Open 605,000 593,766 11,234 - - - 11,234

114700 2011 2011 Vehicle Maintenance System Pilot Open 250,000 205,643 44,357 - - - 44,357

124702 2012 2012 Fencing Open 30,000 2,254 27,746 - - - 27,746

124780 2012 2012 Shelter Electrification Open 250,000 248,215 1,785 - - - 1,785

124800 2012 2014 Acceleride / Zum Open 125,246,000 93,621,781 31,624,219 720,153 20,402,624 21,122,777 10,501,442

124850 2012 2016 Existing Facility Refurbishmnt Open 350,000 212,559 137,441 - 97,099 97,099 40,342

134680 2013 2013 Bus Refurbishments Open 1,275,000 1,270,909 4,091 - - - 4,091

134799 2013 2013 Minor Capital - Transit Open 187,000 186,975 25 - - - 25

144610 2014 2014 Smart Bus Open 1,000,000 - 1,000,000 - - - 1,000,000

144672 2014 2014 Smartbus Interface - Expansion Open 250,000 - 250,000 - - - 250,000

144680 2014 2014 Bus Refurbishments Open 3,134,000 2,314,929 819,071 - 788,111 788,111 30,960

144690 2014 2014 Bus Purchases Open 9,475,000 9,446,929 28,071 - - - 28,071

144703 2014 2014 Queen Street LRT Open 1,200,000 169,960 1,030,040 - 906,752 906,752 123,288

144770 2014 2014 Bus Shelters-Pads-Stops Open 459,000 458,811 189 - 106 106 83

144799 2014 2014 Minor Capital - Transit Open 187,000 164,161 22,839 21,612 - 21,612 1,227

144801 2014 2016 Zum Project Office Open 5,379,000 2,217,575 3,161,425 - - - 3,161,425

144850 2014 2014 Existing Facility Refurbishmnt Open 100,000 99,477 523 - - - 523

144881 2014 2014 Terminal in Northwest End Open 750,000 484,132 265,868 - - - 265,868

154690 2015 2015 Bus Purchases Open 12,445,000 12,098,917 346,083 - - - 346,083

154714 2015 2015 Transit IT Initiatives Open 550,000 101,760 448,240 440,000 - 440,000 8,240

154770 2015 2015 Bus Shelters / Pads / Stops Open 470,000 468,580 1,420 - 1,051 1,051 369

154799 2015 2015 Minor Capital - Transit Open 187,000 184,121 2,879 - - - 2,879

154850 2015 2015 Existing Facility Refurbishmnt Open 1,425,000 696,839 728,161 563,082 - 563,082 165,079

154860 2015 2015 Bus Storage & Repair Facility Open 2,000,000 488,762 1,511,238 - 826,973 826,973 684,265

164680 2016 2016 Bus Refurbishments Open 4,375,000 858,617 3,516,383 1,550,000 - 1,550,000 1,966,383

164690 2016 2016 Bus Purchases Open 8,025,000 407 8,024,593 - 7,535,571 7,535,571 489,022

164714 2016 2016 Transit IT Initiatives Open 600,000 - 600,000 - - - 600,000

164770 2016 2016 Bus Shelters / Pads / Stops Open 416,000 367,076 48,924 - 22,712 22,712 26,212

164799 2016 2016 Minor Capital - Transit Open 187,000 60,302 126,698 - 20,199 20,199 106,499

164840 2016 2016 Terminal Improvements Open 1,000,000 - 1,000,000 - - - 1,000,000

164850 2016 2016 Existing Facility Refurbishmnt Open 500,000 43,349 456,651 - 40,681 40,681 415,970

TOTAL PS - TRANSIT 384,441,669 324,110,349 60,331,320 3,294,847 33,462,231 36,757,078 23,574,242

PS - SERVICE BRAMPTON

141463 2014 2014 Corporate Digital Signage Solutions Open 57,000 5,103 51,897 - - - 51,897

141731 2014 2014 Corporate Customer Service Strategy Phase 2 Open 1,370,000 1,247,496 122,504 - 56,043 56,043 66,461

161468 2016 2016 Customer Service Enhancements Open 60,000 - 60,000 - - - 60,000

TOTAL PS - SERVICE BRAMPTON 1,487,000 1,252,599 234,401 - 56,043 56,043 178,358

PIS - ENGINEERING & DEVELOPMENT

045810 2004 2014 Creditview / Sandalwood City-wide Park Open 14,866,291 10,492,313 4,373,978 4,053,223 46,858 4,100,081 273,897

065840 2006 2009 Chinguacousy / Queen Community Park Open 9,652,386 9,483,753 168,633 - 12,571 12,571 156,062

065870 2006 2010 Springdale Central Community Park Open 8,440,662 8,414,770 25,892 - - - 25,892

067510 2006 2006 Misc. Engineering Studies Open 350,000 174,600 175,400 49,950 - 49,950 125,450

075940 2007 2007 Pathways Implementation Program Open 1,922,100 1,243,534 678,566 - - - 678,566

083310 2008 2008 Clarkway Dr: N of Cottrelle - N of Bellchase Open 1,240,000 1,240,000 - - - - -

083311 2008 2008 Clarkway Dr: Cottrelle - N of Cottrelle Open 560,000 560,000 - - - - -

083870 2008 2010 James Potter Rd:Queen - 30 Metres South Open 8,915,000 8,095,924 819,076 804,900 - 804,900 14,176

085940 2008 2012 Pathways Implementation Program Open 2,289,605 388,078 1,901,527 - - - 1,901,527

095770 2009 2009 Chinguacousy / Sandalwood Facility Open 1,570,000 1,568,322 1,678 - - - 1,678

096000 2009 2009 Valleyland Development Open 1,100,603 1,099,514 1,089 - 1,728 1,728 (639)

097730 2009 2009 Mt.Pleasant Mobility Hub Infrastructure Project Open 27,813,561 25,580,807 2,232,754 - - - 2,232,754

103411 2010 2010 Creditview Road: Steeles Avenue - Queen St. Open 3,100,000 1,394,235 1,705,765 1,676,200 - 1,676,200 29,565

104950 2010 2010 Stormwater Management Study Open 197,800 135,471 62,329 - 79,031 79,031 (16,702)

105330 2010 2010 Kabaddi Stadium Open 572,000 571,960 40 - - - 40

105580 2010 2013 Norton Park Development Open 7,169,000 6,366,585 802,415 - 802,414 802,414 1

105710 2010 2013 Mississauga / Bovaird Community Park Open 7,515,000 3,857,272 3,657,728 - 3,081,064 3,081,064 576,664

105940 2010 2010 Pathways Implementation Program Open 2,647,000 440,354 2,206,646 1,300,000 67,776 1,367,776 838,870

106000 2010 2010 Valleyland Development Open 2,771,177 2,223,833 547,344 - - - 547,344

113413 2011 2011 Creditview Rd: Spine Rd. - Fairhill Ave. Open 3,920,000 1,401,969 2,518,031 - - - 2,518,031

114940 2011 2011 Storm Water Management - Restoration Open 3,279,133 3,116,989 162,144 27,000 25,298 52,298 109,846

114950 2011 2011 Storm Water Management Study Open 200,000 104,973 95,027 - 89,891 89,891 5,136

116000 2011 2011 Valleyland Development Open 1,842,847 1,760,663 82,184 - 81,483 81,483 701

Page 3

7.2.6-14

Schedule D

Budget Budget

Budget Remaining Total Remaining

Proj # Budget Amend. Project Description Status Budget Project to Date Before Purchase Purchase Commitment After

Year Year Spending Commitments Requisitions Orders Balance Commitments

Commitments

117360 2011 2011 Transportation & Transit Master Plan Open 80,000 76,071 3,929 - - - 3,929

123811 2012 2012 Financial Drive Open 2,205,000 1,579,916 625,084 614,600 - 614,600 10,484

123870 2012 2012 James Potter Road Open 3,902,000 2,567,419 1,334,581 1,311,500 - 1,311,500 23,081

124940 2012 2012 Storm Water Management - Restoration Open 3,293,371 2,954,829 338,542 - - - 338,542

124950 2012 2012 Storm Water Management Study Open 200,000 66,933 133,067 - 133,065 133,065 2

125860 2012 2012 Neighbourhood Parks Open 1,597,600 1,596,155 1,445 - - - 1,445

126000 2012 2012 Valleyland Development Open 2,380,000 2,031,008 348,992 - 134,890 134,890 214,102

133500 2013 2013 North-South Spine Rd: Creditview Rd to Sandalwood Open 2,870,000 2,850,592 19,408 - - - 19,408

134940 2013 2013 Storm Water Management - Restoration Open 2,407,907 924,298 1,483,609 - 829,069 829,069 654,540

134950 2013 2013 Storm Water Management Study Open 200,000 - 200,000 - 134,793 134,793 65,207

135700 2013 2013 Mississauga / Embleton Facility Open 16,980,000 15,626,518 1,353,482 - - - 1,353,482

135860 2013 2013 Neighourhood Parks Open 4,710,000 3,534,088 1,175,912 822,328 - 822,328 353,584

135940 2013 2013 Pathways Implementation Program Open 965,000 436,883 528,117 - 2,168 2,168 525,949

136000 2013 2013 Valleyland Development Open 1,236,600 467,953 768,647 655,487 - 655,487 113,160

143450 2014 2014 New Road A: Steeles Ave - Financial Dr Open 3,176,000 1,624,106 1,551,894 1,336,727 - 1,336,727 215,167

143451 2014 2014 New Road A: Financial Dr - Embleton Rd Open 2,673,000 - 2,673,000 - - - 2,673,000

143780 2014 2014 Sandalwood Parkway: Creditview - Mississauga Rd Open 2,971,000 2,120,298 850,702 - - - 850,702

143811 2014 2015 Financial Dr: Mississauga Dr - Heritage Rd Open 3,127,000 1,450,592 1,676,408 - - - 1,676,408

143870 2014 2014 James Potter Rd: Ashby Field Rd - Bovaird Dr Open 1,530,000 1,089,852 440,148 - - - 440,148

144940 2014 2014 Storm Water Management - Restoration Open 979,000 20,897 958,103 933,569 - 933,569 24,534

145860 2014 2014 Neighbourhood Parks Open 2,088,500 1,009,529 1,078,971 374,088 - 374,088 704,883

145940 2014 2014 Pathways Implementation Program Open 195,000 25,556 169,444 - 137,890 137,890 31,554

146000 2014 2014 Valleyland Development Open 2,726,000 1,410,050 1,315,950 480,543 231,765 712,308 603,642

146210 2014 2014 Civic Design Open 353,000 37,741 315,259 - 187,854 187,854 127,405

154950 2015 2015 Storm Water Management Study Open 300,000 15,000 285,000 - - - 285,000

155945 2015 2015 Pathways Implementation Program Open 394,000 28,527 365,473 - 183,588 183,588 181,885

156000 2015 2015 Valleyland Development Open 290,000 22,407 267,593 218,550 7 218,557 49,036

156770 2015 2015 Natural Heritage Land Acquisition Open 960,000 32,647 927,353 - - - 927,353

157240 2015 2015 Parks & Recreation Plan & Studies Open 300,000 222,684 77,316 - 65,187 65,187 12,129

157355 2015 2015 Active Transportation Plans & Study Open 150,000 14,791 135,209 - 115,549 115,549 19,660

163500 2016 2016 North - South Spine Road Open 2,580,000 984,614 1,595,386 1,567,792 - 1,567,792 27,594

163501 2016 2016 East - West Spine Road Open 2,335,000 2,307,892 27,108 - - - 27,108

163640 2016 2016 Countryvillage Collector Open 2,520,000 2,485,118 34,882 - - - 34,882

163870 2016 2016 James Potter Road Open 1,337,000 - 1,337,000 1,313,876 - 1,313,876 23,124

164950 2016 2016 Storm Water Management Study Open 450,000 - 450,000 - 99,999 99,999 350,001

165580 2016 2016 Norton Park Development Open 970,000 20,460 949,540 - 949,539 949,539 1

165860 2016 2016 Neighbourhood Parks Open 1,278,915 1,075,374 203,541 - - - 203,541

166000 2016 2016 Valleyland Development Open 1,800,000 175,990 1,624,010 932,497 36,387 968,884 655,126

166210 2016 2016 Civic Design Open 600,000 228,378 371,622 - 371,579 371,579 43

166700 2016 2016 Tableland Acquisition - Land Acquisition Open 983,058 754,610 228,448 - - - 228,448

167299 2016 2016 Minor Capital - Development Engineering Open 15,000 4,911 10,089 - 7,031 7,031 3,058

TOTAL PIS - ENGINEERING & DEVELOPMENT 192,043,116 141,590,606 50,452,510 18,472,830 7,908,474 26,381,304 24,071,206

PIS - PUBLIC WORKS

012810 2001 2013 Sandalwood Works Yard Open 113,480,000 103,017,501.00 10,462,499 600,000 6,242,101 6,842,101 3,620,398

043930 2004 2008 Wexford Rd. Extension Open 975,000 974,533 467 - - - 467

044500 2004 2012 Environmental Assessments Open 997,849 994,234 3,615 - - - 3,615

044580 2004 2010 Torbram Rd. / CNR Grade Separation Design Open 19,773,000 2,190,265 17,582,735 - 15,602,232 15,602,232 1,980,503

053630 2005 2005 Fogal Road: Hwy. 50 - Gore Rd. Open 2,574,220 2,573,310 910 - - - 910

063610 2006 2006 Project Design Open 4,560,120 4,293,332 266,788 - 38,499 38,499 228,289

064500 2006 2006 Environmental Assessments Open 2,047,710 2,004,721 42,989 - 3,817 3,817 39,172

073610 2007 2007 Project Design Open 3,079,753 2,612,171 467,582 - 467,498 467,498 84

083380 2008 2013 Humberwest Pkwy: Airport Rd - Castlemore Rd Open 4,210,039 4,176,663 33,376 - 10,095 10,095 23,281

083610 2008 2015 Project Design Open 8,752,710 6,501,817 2,250,893 - 1,220,421 1,220,421 1,030,472

083625 2008 2008 Utility Relocation Open 1,365,400 1,268,507 96,893 - - - 96,893

083980 2008 2008 Cottrelle Blvd: Gore - Highway 50 Open 3,780,000 3,779,881 119 - - - 119

084500 2008 2008 Environmental Assessments Open 1,876,290 1,754,944 121,346 - 26,417 26,417 94,929

092710 2009 2009 Traffic Signalization Open 663,200 612,870 50,330 - 17,645 17,645 32,685

092910 2009 2009 New Equipment Open 1,220,000 1,218,938 1,062 - - - 1,062

092950 2009 2009 Replacement Equipment Open 4,315,384 4,315,333 51 - - - 51

093610 2009 2009 Project Design Open 3,473,781 3,074,971 398,810 - 241,779 241,779 157,031

093625 2009 2015 Utility Relocation Open 3,182,700 1,204,109 1,978,591 - 75,274 75,274 1,903,317

093920 2009 2009 McLaughlin Road Widening Open 8,932,700 8,911,683 21,017 - 20,979 20,979 38

093950 2009 2010 Wanless Drive Widening / Reconstruction Open 10,345,000 10,313,346 31,654 - 4,970 4,970 26,684

094500 2009 2009 Environmental Assessments Open 2,391,869 1,832,799 559,070 - 351,613 351,613 207,457

095400 2009 2009 Outdoor Asset Replacement Open 5,872,818 5,839,501 33,317 - - - 33,317

102940 2010 2010 Hardware Open 115,000 72,309 42,691 - - - 42,691

102950 2010 2010 Replacement Equipment Open 1,000,000 999,965 35 - - - 35

103310 2010 2010 Clarkway Drive Widening Open 4,032,000 3,957,766 74,234 - 38,091 38,091 36,143

103610 2010 2010 Project Design for 2011 Projects Open 3,083,700 2,373,961 709,739 - 384,735 384,735 325,004

103625 2010 2011 Utility Relocation Open 1,237,400 535,850 701,550 - 695,862 695,862 5,688

103770 2010 2010 Castlemore Rd Widening: Gore Rd - Hwy. 50 Open 15,735,000 10,733,724 5,001,276 - 835,098 835,098 4,166,178

104300 2010 2010 Noise Walls Open 476,900 463,424 13,476 - 13,475 13,475 1

104500 2010 2010 Environmental Assessments Open 2,350,000 1,737,071 612,929 - 368,989 368,989 243,940

105400 2010 2010 Outdoor Assets Open 6,049,817 5,859,350 190,467 - 176,859 176,859 13,608

105430 2010 2010 Wayfinding & Signage Program Open 300,000 236,005 63,995 - 32,747 32,747 31,248

112710 2011 2011 Traffic Signalization Open 945,400 810,383 135,017 - - - 135,017

112770 2011 2011 Traffic Signal Modernization Program Open 625,000 607,909 17,091 - - - 17,091

112910 2011 2011 New Equipment Open 1,024,000 1,003,321 20,679 - - - 20,679

112950 2011 2011 Replacement Equipment Open 5,176,743 5,176,743 - - - - -

113412 2011 2011 Creditview Road CN Underpass Open 1,552,000 1,396,711 155,289 - 129,770 129,770 25,519

113550 2011 2011 Mayfield Road-Region: Bramalea Rd - Airport Rd Open 610,000 61,363 548,637 - 28,148 28,148 520,489

113610 2011 2011 Project Design Open 4,537,600 3,449,793 1,087,807 - 663,381 663,381 424,426

113625 2011 2011 Utility Relocation Open 3,450,176 741,419 2,708,757 - 2,421,695 2,421,695 287,062

113750 2011 2011 Chinguacousy Rd: Steeles Ave. - Queen St. Open 17,343,779 17,143,701 200,078 - 173,252 173,252 26,826

113751 2011 2011 Chinguacousy Rd: Queen - Major William Sharpe Open 7,669,810 7,425,896 243,914 - 23,598 23,598 220,316

114500 2011 2011 Environmental Assessments Open 1,326,564 1,208,562 118,002 - 29,497 29,497 88,505

114530 2011 2011 Streetlighting Open 948,200 857,421 90,779 - 30,634 30,634 60,145

115400 2011 2011 Outdoor Asset Replacement Open 3,366,354 3,296,267 70,087 - 69,978 69,978 109

122731 2012 2012 Flashing 40km/hr Beacon System Open 125,000 121,704 3,296 - 34,304 34,304 (31,008)

122770 2012 2012 Traffic Signal Modernization Program Open 190,000 186,588 3,412 - - - 3,412

122870 2012 2012 W&T Facility Refurbishment Open 150,000 136,701 13,299 - - - 13,299

Page 4

7.2.6-15

Schedule D

Budget Budget

Budget Remaining Total Remaining

Proj # Budget Amend. Project Description Status Budget Project to Date Before Purchase Purchase Commitment After

Year Year Spending Commitments Requisitions Orders Balance Commitments

Commitments

122899 2012 2012 Minor Capital - Business Service Open 15,000 8,760 6,240 - 6,106 6,106 134

122950 2012 2012 Replacement Equipment Open 4,473,939 4,473,939 - - - - -

123030 2012 2012 Safety Performance Functions & Network Screening Open 65,000 - 65,000 - - - 65,000

123412 2012 2013 Creditview Rd. Reconstruction: Creditview - CN Open 31,340,000 24,594,613 6,745,387 - 6,713,356 6,713,356 32,031

123610 2012 2012 Project Design Open 1,682,030 1,469,112 212,918 - 83,834 83,834 129,084

123625 2012 2012 Utility Relocation Open 1,899,200 1,337,621 561,579 - 403,676 403,676 157,903

123941 2012 2012 Countryside Dr. Widening: Bramalea - Torbram Open 7,970,935 7,970,848 87 - - - 87

124230 2012 2012 Bridge Repairs Open 740,900 557,686 183,214 - 30,541 30,541 152,673

124270 2012 2012 Bridge Condition Surveys Open 16,630 40 16,590 - 11,494 11,494 5,096

124500 2012 2013 Environmental Assessments Open 2,686,664 1,026,477 1,660,187 - 1,043,598 1,043,598 616,589

124530 2012 2012 Streetlighting Open 1,550,000 1,473,036 76,964 - 1,871 1,871 75,093

125400 2012 2012 Outdoor Asset Replacement Open 7,003,235 6,153,883 849,352 - 104,211 104,211 745,141

125430 2012 2012 Wayfinding & Signage Program Open 215,000 36,949 178,051 - 1,629 1,629 176,422

126600 2012 2014 Emerald Ash Borer Program Open 4,941,706 4,720,727 220,979 - 85,241 85,241 135,738

131432 2013 2015 Asset Management System - Hansen Open 3,503,000 1,236,327 2,266,673 1,600,000 140,999 1,740,999 525,674

132710 2013 2013 Traffic Signalization Open 780,000 688,978 91,022 - 28,262 28,262 62,760

132790 2013 2014 Traffic Signal Communications Project Open 1,137,000 124,098 1,012,902 - - - 1,012,902

132899 2013 2013 Minor Capital - Business Services Open 41,000 11,202 29,798 7,095 10,159 17,254 12,544

132910 2013 2013 New Equipment Open 184,000 20,991 163,009 - 29,314 29,314 133,695

132950 2013 2013 Replacement Equipment Open 1,703,363 943,362 760,001 120,000 147,663 267,663 492,338

132999 2013 2013 Minor Capital - Equipment Open 70,000 69,399 601 - - - 601

133410 2013 2013 Creditview Rd (Old) & Pleasant Rd Urbanization Open 2,706,788 2,678,613 28,175 - 28,087 28,087 88

133411 2013 2013 Creditview Rd Reconstruction: Farhill to Sandalwood Open 5,311,885 5,166,630 145,255 - 138,636 138,636 6,619

133610 2013 2013 Project Design Open 2,017,710 1,612,520 405,190 - 76,396 76,396 328,794

133625 2013 2013 Utility Relocation Open 2,525,020 945,220 1,579,800 - 114,438 114,438 1,465,362

133790 2013 2013 Linkdale & Skegby Drainage Improvements Open 1,130,900 1,121,392 9,508 - 9,434 9,434 74

133880 2013 2013 Bramalea Road Widening: Countryside to Mayfield Open 9,217,427 2,579,984 6,637,443 - 6,617,096 6,617,096 20,347

133940 2013 2013 Countryside Drive Widening: Torbram to Airport Open 5,423,237 5,335,503 87,734 - 87,445 87,445 289

134530 2013 2013 Streetlighting Open 1,580,000 1,373,276 206,724 - 47,147 47,147 159,577

134561 2013 2013 Civic Design - Region of Peel Open 375,000 262,387 112,613 - 107,758 107,758 4,855

135400 2013 2013 Oudoor Asset Replacement Open 4,243,500 4,068,287 175,213 83,019 79,898 162,917 12,296

142710 2014 2014 Traffic Signalization Open 360,000 183,887 176,113 - 149,707 149,707 26,406

142741 2014 2014 Overhead Vehicle Detection Open 70,000 - 70,000 - - - 70,000

142770 2014 2014 Traffic Signal Modernization Program Open 200,000 196,884 3,116 - - - 3,116

142799 2014 2014 Minor Capital - Traffic Open 32,000 13,910 18,090 7,445 - 7,445 10,645

142855 2014 2015 Indoor Asset Replacement - PIS Open 236,000 86,317 149,683 - 75,389 75,389 74,294

142870 2014 2014 Facility Refurbishment - Fleet & Facilities Open 25,000 21,339 3,661 - - - 3,661

142899 2014 2014 Minor Capital - Business Services - PIS Open 25,000 1,932 23,068 - - - 23,068

142950 2014 2014 Replacement Equipment Open 2,500,000 2,449,730 50,270 50,000 - 50,000 270

143010 2014 2014 Traffic Calming Measures Open 150,000 60,439 89,561 - - - 89,561

143140 2014 2014 Railway Reconstruction Open 250,000 144,395 105,605 - - - 105,605

143200 2014 2014 Intersection Improvements Open 130,000 57,514 72,486 - - - 72,486

143380 2014 2014 Humberwest Parkway: Exchange Dr-Williams Pkwy Open 4,900,000 12,964 4,887,036 - - - 4,887,036

143411 2014 2014 Creditview Road: Sandalwood Pkwy - Mayfield Rd Open 9,288,382 8,852,574 435,808 - 435,787 435,787 21

143580 2014 2014 Goreway Drive: CN Halton - Grade Separation-Ph. 1 Open 3,200,000 2,388 3,197,612 - - - 3,197,612

143610 2014 2014 Project Design Open 2,198,900 791,121 1,407,779 242,000 3,962 245,962 1,161,817

143625 2014 2014 Utility Relocation Open 100,000 - 100,000 - - - 100,000

143770 2014 2014 Castlemore Road: Airport Rd - Goreway Dr Open 4,000,000 231,401 3,768,599 - 3,071,854 3,071,854 696,745

143820 2014 2014 Road Resurfacing Program Open 9,371,200 9,299,906 71,294 - 71,286 71,286 8

143940 2014 2014 Countryside Dr: Airport Rd - Goreway Dr Open 24,487,500 20,269,809 4,217,691 - 2,802,570 2,802,570 1,415,121

143950 2014 2014 Wanless Dr: Creditview Rd - Mississauga Rd Open 6,996,000 6,428,356 567,644 - 596,515 596,515 (28,871)

144230 2014 2015 Bridge Repairs Open 3,573,000 3,135,026 437,974 - 132,693 132,693 305,281

144270 2014 2014 Bridge Condition Surveys Open 100,000 - 100,000 - - - 100,000

144300 2014 2014 Noise Walls Open 234,500 113,176 121,324 - 145 145 121,179

144410 2014 2014 Sidewalks Open 431,700 421,673 10,027 - - - 10,027

144411 2014 2014 Sidewalks - Region of Peel Open 1,056,300 166,969 889,331 - 888,777 888,777 554

144500 2014 2014 Environmental Assessments Open 1,456,400 48,465 1,407,935 580,000 391,245 971,245 436,690

144530 2014 2014 Streetlighting Open 1,187,000 979,860 207,140 - 74,857 74,857 132,283

144561 2014 2014 Civic Design – Region of Peel Open 548,400 546,710 1,690 - - - 1,690

144954 2014 2014 Outdoor Asset Replacement - PIS Open 3,813,979 3,407,660 406,319 156,028 65,486 221,514 184,805

145400 2014 2014 Outdoor Asset Replacement Open 779,000 47,598 731,402 - - - 731,402

152710 2015 2015 Traffic Signalization Open 300,000 3,946 296,054 160,000 127,639 287,639 8,415

152742 2015 2015 Video Detection Replacement Open 710,000 708,760 1,240 - - - 1,240

152743 2015 2015 Pay & Display Screen Replacement Open 15,000 - 15,000 - 14,999 14,999 1

152744 2015 2015 Traffic Monitoring Cameras Open 100,000 40,933 59,067 - - - 59,067

152799 2015 2015 Minor Capital - Traffic Open 50,000 38,465 11,535 - - - 11,535

152870 2015 2015 Facility Refurbishment Open 25,000 13,301 11,699 - - - 11,699

152899 2015 2015 Minor Capital - Business Services - PIS Open 95,000 11,492 83,508 - - - 83,508

152910 2015 2015 New Equipment Open 669,000 254,277 414,723 - 258,647 258,647 156,076

152950 2015 2015 Replacement Equipment Open 2,200,000 1,757,489 442,511 150,000 174,869 324,869 117,642

153099 2015 2015 Minor Capital - Operations Open 10,000 1,216 8,784 - - - 8,784

153610 2015 2015 Project Design Open 1,471,400 363,098 1,108,302 - 905,247 905,247 203,055

153625 2015 2015 Utility Relocation Open 1,401,000 349,256 1,051,744 - 859,464 859,464 192,280

153760 2015 2015 Torbram Rd: Countryside Dr. - Mayfield Rd. Open 7,941,000 6,673,565 1,267,435 - 1,267,341 1,267,341 94

153811 2015 2015 Financial Dr: Steeles Ave. - South City Limit Open 13,331,000 5,240,952 8,090,048 - 7,170,447 7,170,447 919,601

153820 2015 2015 Road Resurfacing Program Open 10,947,700 10,767,639 180,061 63,000 21,942 84,942 95,119

154230 2015 2015 Bridge Repairs Open 700,000 613,275 86,725 - 57,848 57,848 28,877

154410 2015 2015 Sidewalks Open 665,500 567,490 98,010 - 96,663 96,663 1,347

154485 2015 2015 Parking Garage System Computer Upgrade Open 30,000 - 30,000 19,788 - 19,788 10,212

154954 2015 2015 Outdoor Asset Replacement - PIS Open 4,605,000 3,581,014 1,023,986 - 569,251 569,251 454,735

154960 2015 2015 Canada 150 Community Infrastructure Program Open 2,793,000 1,701,751 1,091,249 - 687,450 687,450 403,799

155180 2015 2015 New Animal Shelter Open 100,000 - 100,000 - - - 100,000

156600 2015 2015 Emerald Ash Borer Program Open 2,000,000 1,324,360 675,640 - 675,640 675,640 -

162710 2016 2016 Traffic Signalization Open 350,000 19,120 330,880 330,870 - 330,870 10

162732 2016 2016 Electronic Speed Advisry Signs Open 225,000 11,132 213,868 - 223,872 223,872 (10,004)

162770 2016 2016 Traffic Signal Modernization Program Open 600,000 4,057 595,943 - 411,315 411,315 184,628

162799 2016 2016 Minor Capital - Traffic Open 10,000 - 10,000 - 3,272 3,272 6,728

162855 2016 2016 Indoor Asset Replacement - PIS Open 50,000 2,894 47,106 - 10,125 10,125 36,981

162870 2016 2016 Facility Refurbishment Open 25,000 - 25,000 - - - 25,000

162899 2016 2016 Minor Capital - Business Services - PIS Open 15,000 - 15,000 - - - 15,000

162910 2016 2016 New Equipment Open 1,226,000 99,026 1,126,974 - 480,943 480,943 646,031

Page 5

7.2.6-16

Schedule D

Budget Budget

Budget Remaining Total Remaining

Proj # Budget Amend. Project Description Status Budget Project to Date Before Purchase Purchase Commitment After

Year Year Spending Commitments Requisitions Orders Balance Commitments

Commitments

162930 2016 2016 Special Tools Open 35,000 10,405 24,595 - - - 24,595

162950 2016 2016 Replacement Equipment Open 2,424,000 477,425 1,946,575 - 863,003 863,003 1,083,572

163010 2016 2016 Traffic Calming Measures Open 250,000 - 250,000 - - - 250,000

163099 2016 2016 Minor Capital - Operations Open 10,000 6,558 3,442 - - - 3,442

163201 2016 2016 Intersection Improvements - Region of Peel Open 500,000 206,923 293,077 - 194,809 194,809 98,268

163610 2016 2016 Project Design Open 635,000 309,547 325,453 - 102,645 102,645 222,808

163620 2016 2016 Pre-Engineering Open 750,000 217,695 532,305 - - - 532,305

163625 2016 2016 Utility Relocation Open 1,650,000 6,590 1,643,410 - - - 1,643,410

163820 2016 2016 Road Resurfacing Program Open 11,000,000 10,435,911 564,089 368,000 134,352 502,352 61,737

163830 2016 2016 Road Infrastructure - Misc. Open 250,000 226,300 23,700 - 20,101 20,101 3,599

164020 2016 2016 Land Acquisitions Open 4,517,326 2,112,893 2,404,433 - 34,172 34,172 2,370,261

164110 2016 2016 Hurontario Light Rail Transit Open 1,650,000 253,786 1,396,214 - - - 1,396,214

164230 2016 2016 Bridge Repairs Open 2,413,000 5,601 2,407,399 2,375,000 - 2,375,000 32,399

164410 2016 2016 Sidewalks Open 450,000 205,198 244,802 - - - 244,802

164486 2016 2016 Parking Garage System Upgrade Open 350,000 - 350,000 - - - 350,000

164530 2016 2016 Streetlighting Open 1,305,000 20,747 1,284,253 255,000 764,154 1,019,154 265,099

164531 2016 2016 Streetlighting LED Retrofit - Arterials Open 100,000 21,838 78,162 - - - 78,162

164954 2016 2016 Outdoor Asset Replacement - PIS Open 6,000,000 1,949,576 4,050,424 1,830,046 652,602 2,482,648 1,567,776

166600 2016 2016 Emerald Ash Borer Open 3,703,000 1,511,694 2,191,306 - 2,182,795 2,182,795 8,511

167720 2016 2016 Downtown Revitalization Open 3,050,000 1,778 3,048,222 - - - 3,048,222

TOTAL PIS - PUBLIC WORKS 573,243,242 436,222,172 137,021,070 8,997,291 74,347,622 83,344,913 53,676,157

PIS - PLANNING & BUILDING

057430 2005 2005 OP Review & Growth Mgmt. Communication Open 150,000 143,720 6,280 - 6,280 6,280 -

067970 2006 2011 Sustainable Development Guidelines Open 180,000 156,336 23,664 - - - 23,664

079730 2007 2007 Secondary Plan Reviews Open 50,000 40,987 9,013 - - - 9,013

089700 2008 2008 Misc. Planning Study Open 200,000 193,025 6,975 - 6,442 6,442 533

097000 2009 2013 Miscellaneous Planning Studies Open 130,000 96,016 33,984 - 32,366 32,366 1,618

097720 2009 2009 Downtown Revitalization Open 4,372,000 2,875,487 1,496,513 145,877 122,902 268,779 1,227,734

097813 2009 2016 Large Format Mixed Use/Comm. Dev. Guidelines Open 100,000 23,441 76,559 - 26,559 26,559 50,000

107300 2010 2010 Secondary Plan Reviews Open 100,000 45,213 54,787 - 30,909 30,909 23,878

117175 2011 2011 Provincial Growth Plan Conformity Open 21,540 7,547 13,993 - 13,988 13,988 5

117230 2011 2011 Environmental Study Peer Review Open 150,000 - 150,000 - - - 150,000

117370 2011 2011 TTMP Implementation - Queen St. Analysis Open 80,000 43,376 36,624 - 36,623 36,623 1

117480 2011 2011 Environmental Master Plan Study Open 235,100 158,441 76,659 - - - 76,659

117822 2011 2011 Mobility Hub Study - Guidelines Open 97,400 92,294 5,106 - 5,088 5,088 18

117836 2011 2011 Midrise - Design Guidelines for Transit Dev. Open 50,000 49,254 746 - 723 723 23

117837 2011 2011 3D Model - Main St Transit Corridor Open 150,000 125,755 24,245 - 23,283 23,283 962

117852 2011 2015 Queen St West DPS Implementation Open 85,000 46,918 38,082 - 16,875 16,875 21,207

117860 2011 2011 Heritage Heights Community Study Open 1,789,215 1,181,957 607,258 - 538,266 538,266 68,992

131470 2013 2014 Plan Trak Enterprise System Enhancements Open 855,000 436,173 418,827 - 241,014 241,014 177,813

137030 2013 2013 Downtown Flood Risk Mitigation Open 267,000 120,127 146,873 - 144,419 144,419 2,454

137420 2013 2014 Official Plan Review Studies Open 701,000 576,376 124,624 - 124,624 124,624 -

137499 2013 2013 Minor Capital - Building Open 30,000 16,045 13,955 7,745 - 7,745 6,210

137740 2013 2014 Building Permit On-Line Open 1,105,000 396,949 708,051 - 164,343 164,343 543,708

137814 2013 2013 Central Area Study Open 20,000 14,609 5,391 - 1,920 1,920 3,471

137821 2013 2013 City Wide Urban Design Open 30,000 - 30,000 - 29,614 29,614 386

137827 2013 2014 Community Improvement Plan Program Open 571,096 520,514 50,582 - - - 50,582

137866 2013 2013 Heritage Studies Open 30,000 27,044 2,956 - 1,897 1,897 1,059

141475 2014 2014 Building Division-Compliance Letter Open 50,000 - 50,000 - - - 50,000

147499 2014 2014 Minor Capital - Building Open 30,000 - 30,000 - - - 30,000

147741 2014 2014 Amanda Building Permit System Upgrade Open 250,000 20,833 229,167 - 55,714 55,714 173,453

151470 2015 2015 Plan Trak Enterprise System Enhancements Open 350,000 62,155 287,845 - 94,199 94,199 193,646

157201 2015 2015 Official Plan Review Studies - Zoning By-Law Review Open 250,000 7,856 242,144 - 242,144 242,144 -

157341 2015 2015 Heart Lake Road Improvement Study Open 150,000 - 150,000 - 119,108 119,108 30,892

157420 2015 2016 Official Plan Review Studies - Official Plan Review Open 750,000 112,746 637,254 - 412,257 412,257 224,997

157827 2015 2015 Community Improvement Plan Program Open 300,000 - 300,000 - - - 300,000

157854 2015 2015 Minor Capital - B.S.- Multispectral Imagery Program Open 50,000 4,579 45,421 - - - 45,421

157855 2015 2015 Minor Capital - Bus. Serv. - Oblique Imagery Open 80,000 - 80,000 - - - 80,000

167040 2016 2016 Forecast Update for DC By-Law Open 50,000 - 50,000 - - - 50,000

167250 2016 2016 Age Friendly City Master Plan Open 75,000 - 75,000 - - - 75,000

167360 2016 2016 Transportation Master Plan - TMP Open 250,000 - 250,000 250,000 - 250,000 -

167399 2016 2016 Minor Capital - Business Services - PD&D Open 20,000 4,365 15,635 - - - 15,635

167722 2016 2016 Central Area Downtown Implementation Master Plan Open 100,000 - 100,000 - - - 100,000

167823 2016 2016 Downtown Mobility Hub Master Plan Open 100,000 - 100,000 - - - 100,000

167827 2016 2016 Community Improvement Plan Program Open 300,000 - 300,000 - - - 300,000

167833 2016 2016 Development Design Guidelines Update-Consolidation Open 100,000 - 100,000 90,000 - 90,000 10,000

167834 2016 2016 Development Design Guidelines-High Rise Guidelines Open 100,000 - 100,000 - 97,334 97,334 2,666

167865 2016 2016 Natural Areas Inventory Open 80,000 - 80,000 - - - 80,000

167867 2016 2016 Cultural Heritage Plan Open 250,000 - 250,000 - - - 250,000

TOTAL PIS - PLANNING & BUILDING 15,234,351 7,600,138 7,634,213 493,622 2,588,891 3,082,513 4,551,700

LIBRARY

096940 2009 2009 District Library 1 Open 16,700,000 14,290,606 2,409,394 - - - 2,409,394

136961 2013 2013 Springdale Library & Neighbourhood Park Open 21,750,000 8,159,088 13,590,912 1,592,514 7,438,220 9,030,734 4,560,178

TOTAL LIBRARY 38,450,000 22,449,694 16,000,306 1,592,514 7,438,220 9,030,734 6,969,572

1,620,759,145 1,245,827,441 374,931,704 45,881,343 150,064,297 195,945,640 178,986,064

Page 6

7.2.6-17

AS AT DECEMBER 31, 2016 Schedule E

Budget Amendments:

Project # Project Description Activity # Amount Department Comment

083610Project Design - Williams Parkway:

McLaughlin to North Park006 300,000 Planning and Infrastructure Services Budget increase to support additional scope of work

093610Project Design - Castlemore:

Airport to Goreway003 80,000 Planning and Infrastructure Services Budget increase to support additional scope of work

143625Utility Relocation - Castlemore:

Goreway to McVean001 50,000 Planning and Infrastructure Services Budget increase to support additional costs related to gas relocation

165560 Fitness Equipment Replacement 001 5,000 Public Services Budget increase to reflect donation received for the purchase of BBQ at the FCCC

Total 435,000

BUDGET AMENDMENTS

7.2.6-18

Report

Committee of Council The Corporation of the City of Brampton

2017-05-31

Date: April 27, 2017

Subject: 2016 Annual Development Charges Statements

Contact: Maja Kuzmanov, Manager of Accounting

905-874-2259

Recommendations:

THAT the report from Maja Kuzmanov, Manager of Accounting, Corporate Services

dated April 27, 2017 to the Committee of Council meeting on May 31, 2017, re: 2016 Annual Development Charges Statements be received.

OVERVIEW:

Development Charges are collected under authority of the Development Charges Act, 1997 (the “DCA”) for the purpose of funding necessary growth

related services.

Section 43 of the DCA and Section 12 of Ontario Regulation 82/98 requires that

the Treasurer of the municipality provide to Council, annually, a financial statement relating to development charge by-laws and reserve funds

established under section 33 of the DCA.

Schedule A summarizes the DC reserve financial transactions for the year

ended December 31, 2016. Closing balance of the DC Reserve Fund balances as of December 31, 2016 is $91 million, which represents an increase of $129

million (2015: $38 million deficit).

DC statements for 2016 are presented to Council for receipt, and these

statements must be made available to the public. A copy will be forwarded to the Ministry of Municipal Affairs and Housing on request.

7.2.7-1

Background:

Development Charges (DC) are collected by the City for the sole purpose of providing

necessary infrastructure to new residents and businesses. All DC funds collected can be used only for this purpose in accordance with the Development Charges Act (DCA).

These funds are collected so that existing property owners are not unduly burdened by the cost of growth-related infrastructure.

The attached DC Statements have been provided to the Committee of Council for

information in accordance with requirements of the DCA. The purpose of the report and associated statements is to ensure that all transactions related to development charges

have been correctly accounted for and reported, as stipulated under the Act. The new DC rates came into effect on August 1th, 2014 with the approval of the City’s

new DC By-law. The new DC By-law retained the existing reserve fund classifications as it accurately reflects how individual program areas have managed the DC revenue

received. These reserve funds represent monies currently collected for and spent on the following program areas: General Government, Library Services, Fire Services, Recreation Services, Transit Services, Public Works, Roads Services, Parking, and the

Bramwest / North and South Transportation Corridor.

The City of Brampton does not impose, directly or indirectly, a charge related to a development or a requirement to construct a service related to development, except as permitted by the DCA or another Act, in compliance with subsection 59.1 (1) of the DCA.

Statement of Development Charge Reserve Funds – 2016

The table below presents a summary of information reported in Schedule A of the report which outlines the 2016 DC reserve fund

balances:

$ Million Beginning Balance as at January 1, 2016 (38.17)

Add: Development Charge Proceeds 99.38

Less: Interest Charges on reserve deficit 0.47 Add: Transfer from Capital Projects 29.02

Balance before Outstanding Section 38 Credits 90.70

Outstanding Section 38 Credits ( 0.03) Closing Balance as at December 31, 2016 90.67

7.2.7-2

Current Situation:

DC Reserve Statements

Schedule A summarizes information for each reserve fund in respect of each service

program for which development charges have been imposed by the City of Brampton. The schedule shows:

The opening balance as of January 1st, 2016;

The distribution of the development charge proceeds received during the year;

The apportionment of accrued interest;

The closing balance as at December 31st, 2016.

The closing DC Reserve Fund balances as of December 31, 2016 is $91 million, which represents an increase of $129 million (2015: $38 million deficit). The increase in fund

balances was due to following factors:

Net transfer from capital fund of $29 million. Transfer from capital fund was due to return of financing resulting from the review of capital projects

Capital Contract Budgeting where capital budgets are only approved for contracts that can be executed within the approval year

Not included in the DC Reserve Fund balances is $45 million in discretionary exemptions/discounts approved by Council, which will not be recoverable from

development charges and will need to be funded through the general tax base. City Council has already approved a plan that will recover $11 million of the above noted

balance from the tax levy. In 2000, City Council approved the Central Area Community Improvement Plan. One of the key components of this plan was the Downtown

Development Incentive Program which since inception has granted $17 million in DC waivers. Of the $17 million, $6 million has been recovered through the general tax base as of December 31, 2016. The remaining $11 million is part of the $45 million noted

above and is scheduled to be repaid from the general tax base by 2034. This leaves $34 million of discretionary DC exemptions/discounts unfunded.

Schedule B details the approved financing transfers for each reserve fund, outlining the

Development Charge financing (DC) and Non-Development Charge Financing (Non-DC)

for each project. This schedule provides additional detail to the “Transfer to Capital Project/Current Fund” column in Schedule A by capital project in each program area.

When capital projects are closed or excess financing has been identified, the financing is returned back to the original Reserve Fund. The figures in brackets indicate returned financing. Schedule C lists the remaining Section 14 credits by Plan and Block Number as at

December 31st, 2016.

7.2.7-3

Schedule D details the status of DC credits accorded or committed to developers for

undertaking works on behalf of the City as at December 31, 2016.

Miscellaneous Definition and Treatment of Reserve Funds and Credits related to old DC by-laws

Outstanding Section 38 Credits

Section 38 of the DCA stipulates that a municipality shall give a person credit toward the DCs payable if it agrees to allow the person to perform work that

relates to a service to which a DC by-law relates. The amount of the credit is the reasonable cost of doing the work as agreed. The current Section 38 credits included in Schedule A are minor in nature and are fully related to parkland

improvements performed in old subdivisions. Since there has been no activity on these subdivisions in many years there has been no opportunity to provide the

credit for work performed in the past. This does not preclude the possibility of the credits being applied in a redevelopment or new development project in those areas in the future.

Section 14 Credits (see Schedule C)

In 1989 The Province enacted the Development Charges Act, 1989 (“Old DCA”) which replaced the lot levy regime with DCs. Municipalities were empowered to impose DCs pursuant to DC by-laws enacted under the Old DCA. The Old DCA

did not exempt from the payment of DCs those lands that were subject to pre-existing lot levy agreements or lands for which lot levies had been paid. Instead,

these prior payments were treated as credits against DCs otherwise payable, pursuant to Section 14 of the Old DCA, by October 31st, 1999.

The Old DCA was replaced by the 1997 DCA and. O. Reg 82/.98 in 1998 which sets out a mechanism for recognizing credits for lot levies paid under old

agreements. The owners and former owners were required to apply for credits by October 31st, 1999. The City is obligated to fund the total credit claims applied for within the prescribed period.

7.2.7-4

Corporate Implications:

Financial Implications:

$34 million of the current DC deficit represents unfunded DC exemptions/discounts to

developers approved by Council. A repayment strategy similar to the Downtown Development Incentive Program would have to be developed in order to achieve a consistent approach regarding voluntary DC discounts.

Other Implications:

There are no other implications resulting from this report.

Strategic Plan:

This report achieves the Strategic Plan priority of Good Government by practicing

proactive, effective and responsible management of finances, policies and service delivery and promotes transparency in the reporting of the City’s financial affairs. Conclusion:

In accordance with the Development Charges Act, 1997, this report provides Council

with a statement of the DC reserve funds for the year ending December 31st, 2016. Report Approved by:

Maja Kuzmanov Dave Sutton Manager of Accounting Treasurer

Report Author: Maja Kuzmanov, Manager of Accounting

Appendices:

Schedule A: Statement of Development Charge Reserve Funds

Schedule B: Details of Project Funding

Schedule C: Section 14 Credits

Schedule D: Development Charges Credits

7.2.7-5

SCHEDULE A

Service Expenses

Development Transfers to Outstanding

Res. Opening Charge Capital/Current Section 38 Closing

Fd Balance Proceeds Interest Fund Subtotal Credits Balance

Growth Studies and Other 130 2,269 835 49 93- 3,246 - 3,246

Library 132 (14,063) 2,270 (217) - (12,010) - (12,010)

Fire Protection 133 (15,496) 2,403 (246) (201) (13,138) - (13,138)

Recreation 134 69,465 31,496 1,525 (4,229) 106,715 32 106,682

Transit 135 (45,653) 5,828 (664) 31 (40,520) - (40,520)

Public Works Buildings & Fleet 136 (37,781) 2,421 (630) - (35,990) - (35,990)

Roads 137 (20,606) 52,039 246 (24,608) 56,287 - 56,287

Parking Lots 138 7,670 (32) 128 186 7,579 - 7,579

New Bramwest Pkwy N & S Trans Corridor142 16,026 2,126 283 (105) 18,540 - 18,540

Totals (38,168) 99,385 474 (29,017) 90,709 32 90,676

Statement of Continuity (38,168)$ 99,385$ 474$ (29,017)$ 90,709$ 32 90,676

Revenues

THE CORPORATION OF THE CITY OF BRAMPTON

STATEMENT OF DEVELOPMENT CHARGE RESERVE FUNDS

AS AT December 31, 2016

($000s)

7.2.7-6

FINANCING TRANSFERS:

RESERVE DC GAS TAX TAX-BASED OBLIGATORY DISCRETIONARY GOVERNMENT OTHER TOTAL TOTAL

FUND DEPARTMENT PROJECT # PROJECT NAME FINANCING RESERVES RESERVES RESERVES RESERVES GRANTS FUNDING NON-DC FINANCING

130 Growth Studies & Other 117175 Prov. Growth Plan Conformity (80) - - - (9) - - (9) (89)

130 Growth Studies & Other 117480 Environmental Master Plan Stdy (13) - - - (2) - - (2) (15)

(93) - - - (11) - - (11) (104)

133 Fire Protection 082430 Fire Dispatch Equipment (13) - (49) - - - - (49) (62)

133 Fire Protection 102460 Fire Fighting Equipment (5) - (10) - - - - (10) (15)

133 Fire Protection 142170 Opticom (62) - - - - - - - (62)

133 Fire Protection 142300 Fire Additional Vehicles (120) - - - - - - - (120)

(200) - (59) - - - - (59) (259)

134 Recreation 025920 Park Development (441) - - - (36) - - (36) (477)

134 Recreation 045960 Park Development (9) - - - (1) - - (1) (10)

134 Recreation 065840 Chinguacousy-QueenCommunity Pk (630) - - - (70) - - (70) (700)

134 Recreation 065870 Springdale Central CommunityPk (35) - - (53) (4) - - (57) (92)

134 Recreation 095340 Tennis Club Relocation (308) - - - (8) - - (8) (316)

134 Recreation 095770 Ching Sandalwood Facility (2,187) - - - (243) - - (243) (2,430)

134 Recreation 096000 Valleyland Development (29) - - - (3) - - (3) (32)

134 Recreation 105330 Kabaddi Stadium (160) - - - (18) - - (18) (178)

134 Recreation 105940 Pathways Implementation Prgm (56) - - - (6) - - (6) (62)

134 Recreation 106000 Valleyland Development (157) - - - (17) - - (17) (174)

134 Recreation 115860 Neighbourhood Parks (307) - - - (34) - - (34) (341)

134 Recreation 116000 Valleyland Development (29) - - - (3) - - (3) (32)

134 Recreation 125860 Neighbourhood Parks (188) - - - (21) - - (21) (209)

134 Recreation 126000 Valleyland Development (355) - - - (40) - - (40) (395)

134 Recreation 135860 Neighbourhood Parks (165) - - - (18) - - (18) (183)

134 Recreation 136000 Valleyland Development (10) - - - (1) - - (1) (11)

134 Recreation 145860 Neighbourhood Parks (54) - - - (6) - - (6) (60)

134 Recreation 155860 Neighbourhood Parks (91) - - - (11) - - (11) (102)

134 Recreation 156000 Valleyland Development (288) - - - (32) - - (32) (320)

134 Recreation 165580 Norton Park Development 20 - - - - - - - 20

134 Recreation 165860 Neighbourhood Parks 1,075 - - - - - - - 1,075

134 Recreation 166000 Valleyland Development 176 - - - - - - - 176

(4,228) - - (53) (572) - - (625) (4,853)

135 Transit 084800 Acceleride - Zum 3,659 - - - (3,659) - - (3,659) -

135 Transit 124800 Acceleride - Zum 3,978 - - - (6,499) 11,130 615 5,246 9,224

135 Transit 144690 Bus Purchases 157 - - - (157) - - (157) -

135 Transit 144770 Bus Shelters-Pads-Stops 31 - - - (31) - - (31) -

135 Transit 144881 Terminal in Northwest End 75 - - - (75) - - (75) -

135 Transit 154690 Bus Purchases 734 5,053 - - (734) - - 4,319 5,053

135 Transit 154770 Bus Shelters-Pads-Stops 31 - - - (31) - - (31) -

135 Transit 154860 Bus Storage-Repair Facility 200 - - - (200) - - (200) -

135 Transit 164690 Bus Purchases - - - - - - - - -

135 Transit 164770 Bus Shelters-Pads-Stops 31 - 104 - - - - 104 135

8,896 5,053 104 - (11,386) 11,130 615 5,516 14,412

137 Roads 063200 Intersection Improvements (333) - (18) (13) - - - (31) (364)

137 Roads 063610 Project Design (8) - - - - - - - (8)

137 Roads 064500 Environmental Assessments (9) - - - - - - - (9)

137 Roads 073610 Project Design (48) - (5) - - - - (5) (53)

137 Roads 083610 Project Design 200 - - - - - 204 204 404

137 Roads 083625 Utility Relocation (135) - - - - - - - (135)

137 Roads 083960 Cottrelle -Goreway-McVean Dr (3) - - - - - - - (3)

137 Roads 084500 Environmental Assessments (49) - - - - - - - (49)

137 Roads 093430 Queen Street East Widening 449 - 24 - - - - 24 473

137 Roads 093625 Utility Relocation (320) - - - - - - - (320)

137 Roads 093920 McLaughlin Road Widening (159) - (8) - - - - (8) (167)

137 Roads 094411 Sidewalks-Region of Peel (341) - - - - - - - (341)

137 Roads 094500 Environmental Assessments 126 - - - - - - - 126

137 Roads 094501 Clarkway Environmental Assesmt (37) - - - - - - - (37)

137 Roads 103311 Clarkway Drive Realignment (2,155) - - - - - - - (2,155)

137 Roads 103410 Creditview Road Reconstruction (4,510) - (238) - - - - (238) (4,748)

137 Roads 103625 Utility Relocation (193) - - - - - - - (193)

137 Roads 104300 Noise Walls (213) - - - - - - - (213)

137 Roads 104500 Environmental Assessments (500) - - - - - - - (500)

137 Roads 112710 Traffic Signalization (105) - - - - - - - (105)

137 Roads 113550 Mayfield Road - Region (800) - - - - - - - (800)

137 Roads 113610 Project Design (608) - - - - - 25 25 (583)

137 Roads 113625 Utility Relocation (65) - - - - - - - (65)

137 Roads 113750 Chinguacousy Rd Widening (55) - - - - - - - (55)

137 Roads 113751 Chinguacousy Rd Widening (47) - - - - - - - (47)

137 Roads 113951 Wanless Dr Widening-Recon. (266) - - - - - - - (266)

137 Roads 114410 Sidewalks (102) - - - - - - - (102)

137 Roads 114500 Environmental Assessments (166) - - - - - - - (166)

137 Roads 122710 Traffic Signalization (24) - - - - - - - (24)

137 Roads 123412 Creditview Road Reconstruction (298) - (1) (1) - - - (2) (300)

137 Roads 123610 Project Design (1,717) - - - - - - - (1,717)

137 Roads 123625 Utility Relocation (711) - - - - - - - (711)

137 Roads 133410 Creditview Rd Reconstruction (4) - - - - - - - (4)

137 Roads 133411 Creditview Rd Reconstruction (196) - - (4) - - 244 240 44

137 Roads 133610 Project Design (334) - - - - - - - (334)

137 Roads 133625 Utility Relocation (704) - - - - - - - (704)

137 Roads 143200 Intersection Improvements (48) - (2) - - - - (2) (50)

137 Roads 143411 Creditview Road Reconstruction (2,203) - - (75) - - 5 (70) (2,273)

137 Roads 143413 Creditview Road Reconstruction (1,065) - - - - - - - (1,065)

137 Roads 143610 Project Design (97) - - - - - - - (97)

137 Roads 143940 Countryside Dr Widening-Recon. (940) - (50) - - - - (50) (990)

137 Roads 143950 Wanless Dr Widening-Reconstrn. (1,700) - - - - - 66 66 (1,634)

137 Roads 144020 Land Acquisitions (9,017) - - - - - - - (9,017)

137 Roads 144300 Noise Walls (456) - - - - - - - (456)

137 Roads 144410 Sidewalks (100) - - - - - - - (100)

137 Roads 144411 Sidewalks-Region of Peel (182) - - - - - - - (182)

137 Roads 144500 Environmental Assessments (394) - - - - - - - (394)

137 Roads 144561 Civic Design – Region of Peel (570) - - - - - - - (570)

137 Roads 153201 Intersection Improvemnt-Region - - - - - - - - -

137 Roads 153610 Project Design (14) - (10) - - - - (10) (24)

137 Roads 153625 Utility Relocation (199) - - - - - - - (199)

137 Roads 153760 Torbram Rd Widening-Reconstrct (1,900) - (100) - - - 1,668 1,568 (332)

137 Roads 154410 Sidewalks (275) - - - - - - - (275)

137 Roads 154411 Misc Sidewalks–Region of Peel (6) - - - - - - - (6)

SCHEDULE B

THE CORPORATION OF THE CITY OF BRAMPTON

AS AT December 31, 2016

DETAILS OF PROJECT FUNDING

Page 1

7.2.7-7

FINANCING TRANSFERS:

RESERVE DC GAS TAX TAX-BASED OBLIGATORY DISCRETIONARY GOVERNMENT OTHER TOTAL TOTAL

FUND DEPARTMENT PROJECT # PROJECT NAME FINANCING RESERVES RESERVES RESERVES RESERVES GRANTS FUNDING NON-DC FINANCING

SCHEDULE B

THE CORPORATION OF THE CITY OF BRAMPTON

AS AT December 31, 2016

DETAILS OF PROJECT FUNDING

137 Roads 162710 Traffic Signalization 19 - - - - - - - 19

137 Roads 163201 Intersection Improvements 207 - - - - - - - 207

137 Roads 163500 North-South Spine Road 985 - - - - - - - 985

137 Roads 163501 East-West Spine Rd 2,308 - - - - - - - 2,308

137 Roads 163610 Project Design 253 - 57 - - - - 57 310

137 Roads 163620 Pre-Engineering 218 - - - - - - - 218

137 Roads 163625 Utility Relocation 7 - - - - - - - 7

137 Roads 163640 Countryvillage Collector 2,485 - - - - - - - 2,485

137 Roads 163830 Road Infrastructure Misc. 198 - 28 - - - - 28 226

137 Roads 164020 Land Acquisitions 2,113 - - - - - - - 2,113

164410 Sidewalks 205 - - - - - - - 205

(24,608) - (323) (93) - - 2,212 1,796 (22,812)

138 Parking Lots 034490 Parking Garage (268) - - - (453) - - (453) (721)

(268) - - - (453) - - (453) (721)

142 New Bramwest Pkwy 143610 Project Design (105) - - - - - - - (105)

(105) - - - - - - - (105)

Approved Financing for Capital Projects: (20,606) 5,053 (278) (146) (12,422) 11,130 2,827 6,164 (14,442)

Total Approved Transfers: (20,606) 5,053 (278) (146) (12,422) 11,130 2,827 6,164 (14,442)

Page 2

7.2.7-8

($000s)

M-Plan Block Reference Plan Part Section 14 DC

Credit

811 Blk 3 RP24203 Part 1 $28.69

811 Blk 3 RP24203 Part 3 $9.38

811 Blk 3 RP24203 Part 4 $16.29

880 Blk 2 RP16527 Part 10 $6.28

880 Blk 2 RP16527 Part 11 $6.28

880 Blk 2 RP16527 Part 12 $6.89

880 Blk 4 RP16529 Part 5 $12.66

880 Blk 5 RP16529 Part 13 $6.69

880 Blk 5 RP16529 Part 16 $10.78

880 Blk 5 RP16529 Part 17 $9.98

880 Blk 5 RP16529 Part 18 $9.38

880 Blk 9 RP16527 Part 19 $11.65

880 Blk 9 RP16527 Part 20 $11.29

880 Blk 9 RP16527 Part 21 $16.30

931 1 $15.95

945 Blk 1 RP27636 Part 1 $24.22

1008 Blk 1 RP24556 Part 3&4 $5.89

Totals: $208.62

Schedule C

THE CORPORATION OF THE CITY OF BRAMPTON

DEVELOPMENT CHARGES RESERVE FUNDS

Section 14 Credits

as at December 31, 2016

7.2.7-9

NAME OF DEVELOPERPROJECT

NUMBERPROJECT DETAILS

OPENING

BALANCEDISBURSEMENTS

CLOSING

BALANCE

Roads Development Charges

Metrus Development Inc. (West) 163640-001Inspire Boulevard - Countrywide Village Collector-Dixie Rd

To West Limit Of Draft Plan 21T-11006B989 515 474

Metrus Development Inc. (West) 163640-002

Inspire Boulevard - Countrywide Village Collector-West

Limit Of Draft Plan 21T-10006B To The West Limit Of Draft

Plan 21T-11005B

471 - 471

Metrus Development Inc. (West) 163640-003Inspire Boulevard - Countrywide Village Collector-North

Limit Of Draft Plan 21T-11006B To Bramalea Rd1,060 - 1,060

Metrus Central Properties Ltd

Tesch Development Inc123811-001 Financial Dr - Steeles Avenue To Mississauga Rd 626 - 626

Erin Mills Development Corporation 143811-001 Financial Dr - Mississauga Rd To Heritage Rd 145 - 145

Erin Mills Development Corporation 143811-001 Financial Dr - Mississauga Rd To Heritage Rd-Culvert 700 - 700

Scottish Heather Developments 143811-001 Financial Dr - Mississauga Rd To Heritage Rd 1,278 - 1,278

Scottish Heather Development Inc 143451-001 Rivermont Rd - New Rd A-Financial Dr To Embleton 2,673 - 2,673

1212949 Ontario Inc. 143450-001Rivermont Rd - New Rd A-Steeles Ave. To 0.65 Km N Of

Steeles Ave.2,576 1,624 952

143450-002Rivermont Rd - New Rd A-1.3 Km N Of Steeles Ave. To

Financial Dr247 - 247

Deford Estates - Phase 1 123870-002James Potter Rd - Steeles Avenue To South Of Williams

Pkwy1,338 - 1,338

Helport 143870-001 James Potter Rd - Ashby Field Rd To Bovaird Dr 1,530 - 1,530

163870-001James Potter Rd - North Limit Denford To South Of Williams

Pkwy1,337 - 1,337

Mattamy (Credit River) Ltd 113413-001 New Creditview Rd - North-South Spine Rd To Farhill Ave 564 - 564

Mattamy (Credit River) Ltd 143413-001 New Creditview Rd - Bovaird Dr. To North-South Spine Rd. 499 - 499

Mattamy (Credit River) Ltd 143413-002New Creditview Rd - North Of Station Rd To South Of North

Spine Rd566 - 566

Mattamy (Credit River) Ltd 133500-001 Veterans Dr-Creditview Rd-Primont Homes 653 - 653

Primont Homes (Mount Pleasant) 133500-002 Veterans Dr-Mattamy Ashwid-Wanless Dev.Inc 71 - 71

Northwest Brampton Development 133500-003 Veterans Dr-Primont Homes-Sandalwood Pkwy. 174 - 174

Primont Homes (Mount Pleasant) 133500-004 Veterans Dr-Nhs Structure 144 - 144

Wanless Developments Ph.2 163500-001Veterans Dr-South Limit Of Peel Police Lands To East-West

Spine Rd2,234 738 1,496

Primont Homes Ph.2 163500-002Veterans Dr-North Edge Of Of Pavement Of Sandalwood

Parkway To South Limit Of Peel Police Lands346 246 100

Paradise Homes 163501-001Remembrance Rd-Creditview Rd To The West Limit Of The

21T-10011B Draft Plan1,088 1,083 5

Wanless Developments Inc 163501-002Remembrance Rd-West Limit Of 21T-10011B Draft Plan To

North-South Spine Rd747 - 747

Wanless Developments Inc 163501-003Remembrance Rd-Nhs Structure-Within The Limits Of 21T-

10011B Draft To North South Spine Rd500 - 500

Argo Wanless 183501-001Remembrance Rd-Creditview Rd To The East Limit Of The

Draft Plan-Approx. Hammerhead Rd1,307 - 1,307

Landmart Phase 1&2 183501-002

Remembrance Rd-West Limit Of The Plan-Approx.

Hammerhead Rd To The East Limit Of The Phase2-

Approx.Nhs

372 - 372

Landmart Phase 3 183501-003Remembrance Rd-West Limit Of Phase3-Nhs To The East

Limit Of The Plan-Chinguacousy Rd1,391 - 1,391

Empire Communities - Phase 1 183501-004

Remembrance Rd-West Limit Of Phase 1-Approx. Queen

Marry Dr To The Nhs Crossing Being The West Limit Of The

Plan

813 - 813

Empire Communities - Phase 2 183501-005Remembrance Rd-Mclaughlin Rd To The West Limit Of

Phase 1-Approx. Queen Marry Dr801 - 801

Sabro Developments Inc 143780-001Sandalwood Parkway-Creditview Rd To The West Limit Of

The 21T-10013B Draft Plan360 - 360

Northwest Brampton Development 143780-002Sandalwood Parkway-West Limit Of The 21T-10012B Draft

Plan To Mississauga Rd351 - 351

Sabro Developments Inc 143780-003

Sandalwood Parkway - Nhs Structure Within The Limits Of

Creditview Rd To The West Limit Of The 21T-10013B Draft

Plan

144 - 144

Subtotal Roads And Bridges 28,096 4,206 23,890

Recreation Development Charges

SCHEDULE D

DETAILS OF DEVELOPMENT CHARGES CREDITS

AS AT December 31, 2016

($000)

7.2.7-10

NAME OF DEVELOPERPROJECT

NUMBERPROJECT DETAILS

OPENING

BALANCEDISBURSEMENTS

CLOSING

BALANCE

SCHEDULE D

DETAILS OF DEVELOPMENT CHARGES CREDITS

AS AT December 31, 2016

($000)

Mattamy Sabro 045810-000 North Edge Of Creditview Sandalwood Park 1,530 - 1,530

Pavilion 125860-005 Park; Phase 1; Block 98; File C07E15.0009 95 - 95

Criterion 125860-006 Park; Phase 2; Block 273; File C10E09.005 110 - 110

Black Forest Estates 125860-007 Park; Block 44; File C10E09.006 20 - 20

Sundial Pavilion 135860-001 Park; Phase 2; Block 92; File C07E15.009 300 - 300

Chinguacousy Farms 135860-002 Park; Phase 3; Blocks 121, 129; File C03E12.004 230 - 230

Quintessa 135860-005 Park; Block 184; File C03W03.006 205 - 205

Fieldgate 135860-006 Park; Phase 1; Block 426; File C03W05.013 385 - 385

Eaglebay 135860-010 Park; Block 23; File C07E12.013 230 - 230

Sabrewood 135940-002 Pathway Extension Into White Spruce Park 250 - 250

Paradise Homes & Fieldgate Phase 3 136000-001 Valley; Blocks 76 & 137; File C03W05.010 & .013 5 - 5

Black Forest Estates 136000-002 Valley; Block 42; File C10E09.006 20 - 20

Helport 136000-004 Valley; Phases 2; Block 99; File C03W03.005 205 - 205

Fieldgate 136000-005 Valley; Phase 1; Block 442; File C03W05.013 330 - 330

Highcastle Homes 136000-006 Valley; Blocks 107, 112, 113; 109; File C09E09.005 185 - 185

Trinison 136000-007 Valley; Blocks 127-131; File C09E10.004 75 - 75

Yellow Park 145860-001 Park; Blocks 59, 148; File C11E10.004 330 - 330

Chinguacousy Farms 145860-002 Park; Phase 2; Block 158; File C03E12.004 325 - 325

Amber Fields 145860-003 Park; Block 172; File C04W16.002 375 - 375

Fp Block5 145860-004 Park; Block 83, C03W05.016 445 - 445

Fp Block5 146000-001 Valley; Phase 2; Block 154 + Vistas; File C03W05.016 180 - 180

Mattamy Lockwood 146000-002 North Edge Of Woodlot; File C03W05.011 115 - 115

Ashwid 146000-003 Pathway; Stage 1; File C04W12.002 625 - 625

Primont 146000-004 Pathway; Mount Pleasant Phase 1; File C04W14.006 5 - 5

Ashwid 146000-005 Valley; Stage 2; File C04W12.002 25 - 25

Walness / Northwest 146000-006 Valley; Stage 2; File C04W16.003 45 - 45

Sabro 146000-007 Valley; Stage 2; File C04W12.002 345 - 345

Vales Of Humber to be assigned Park; Phase 1; Block 215B; File C09E17.008 405 - 405

Vales Of Humber to be assigned Park; Phase 1; Block 244A; File C09E17.008 400 - 400

Rossma to be assigned Park; Stage 3; File C04W16.003 410 - 410

Chinguacousy Subdivision to be assigned Park; Block 69; File C03W03.013/.014 345 - 345

Bluegrass to be assigned Park; Block 220; C04W09.004 430 - 430

Denford Estates to be assigned Park; Phase 2; Block 232; File C03W07.006 425 - 425

Ashley Oaks to be assigned Park; Block 79; File C05W01.005 275 - 275

Erin Mills South to be assigned Park; Block 306; File C05W02.006 475 - 475

Great Gulf to be assigned Park; Phase 1; Block 115; C05W04.005 360 - 360

Rossma (Mattamy) to be assigned Park; Phase 4; Block 336; File C04W12.002 500 - 500

Primont / Centre Town to be assigned Park; Phase 2; Block 3; File C04W14.006 200 - 200

Mount Pleasant 51-1 to be assigned Park; Blocks 35, 64, 152, 153; File C04W14.006 260 - 260

Melrose Wanless to be assigned Park; Phase 2; Block 433; File C04W16.003 1,220 - 1,220

Walness to be assigned Park; Phase 2; Block 434; File C04W16.003 300 - 300

Upper Mount Pleasant to be assigned Park; Phase 2; Block 232; File C04W17.002 1,325 - 1,325

Denford Estates to be assigned Park; Phase 1; Block 288; File C03W07.006 325 - 325

Mattamy Walness to be assigned Park; Phase 2; Block 143; File C03W16.002 360 - 360

Argo Wanless to be assigned Park; Block 300; File C03W16.002 315 - 315

Savannah Landmart to be assigned Park; Block 122; File C03W16.004 445 - 445

Countryside Villages to be assigned Park; Phase 1A; Block 238; File C04E16.002 400 - 400

Hayford Holdings to be assigned Park; Block 180; File C08E16.005 390 - 390

Mosaik to be assigned Park; Block 84; File C08E17.007 505 - 505

Markview to be assigned Park; Block 380; File C09E17.008 375 - 375

Markview to be assigned Park; Block 381; File C09E17.008 440 - 440

Vales Of Humber to be assigned Park; Block2 241A And 211B; File C09E17.008 1,285 - 1,285

Bluegrass to be assigned Valley; Block 114; File C04W09.004 415 - 415

Erin Mills to be assigned Channel; File C05W02.006 140 - 140

Erin Mills to be assigned Channel / Woods; Blocks 301, 302; C05W02.006 125 - 125

Kaneff French Cross to be assigned Channel / Woods; Blocks 108, 111, 112, 116; C05W03.006 115 - 115

Great Gulf to be assigned Pathway; Block 128; File C05W04.005 5 - 5

Guglietti to be assigned Valley; File C05W04.005 600 - 600

Argo Wanless to be assigned Valley; Blocks 301, 302; File C03W16.002 35 - 35

Empire Lakeside to be assigned Valley; Blocks 179-183; File C02W16.002 80 - 80

Erin Mills to be assigned Pathway; File C05E02.006 80 - 80

Daniels Lr to be assigned Valley; Blocks 29-30; File C09E10.008 45 - 45

Fulton Bridge to be assigned Valley; File C09E17.008 50 - 50

Ouray North Dev. to be assigned Park Block 17; C10E05.020 376 - 376

Ouray North Dev. to be assigned Valleyland Bridge and Path; C10E05.020 417 - 417

Countryside Villages Ph. 1C to be assigned Park Block 162; C04E16.002 593 - 593

7.2.7-11

NAME OF DEVELOPERPROJECT

NUMBERPROJECT DETAILS

OPENING

BALANCEDISBURSEMENTS

CLOSING

BALANCE

SCHEDULE D

DETAILS OF DEVELOPMENT CHARGES CREDITS

AS AT December 31, 2016

($000)

Vales of the Humber Ph.2 to be assigned Park Block 168; C09E17.008 492 - 492

Great Gulf Ph. 2 (40-3 Riverview Heights) to be assigned Pathway 190 - 190

Subtotal Recreation Development Charges 22,918 - 22,918

Grand Total 51,014 4,206 46,808

NOTE: Disbursements include the 1.76% non-recoverable HST amount

7.2.7-12

Report

Committee of Council The Corporation of the City of Brampton

2017-05-31

Date: 2017-05-04

Subject: Request to Begin Procurement - Purchasing By-law Section 4.0

PeopleSoft Annual Support Contract for a Five Year Period with

Renewal Options

Ward:

Contact:

City-wide Prasanna Gunasekera, Senior Manager,

IT Corporate Services, 905-874-5318, prasanna.gunasekera@brampton.ca

Recommendations:

1. THAT the report from Prasanna Gunasekera, Senior Manager, IT Corporate Services titled "Request to Begin Procurement - Purchasing By-law Section 4.0

PeopleSoft Annual Support Contract for a Five Year Period with Renewal Options" dated May 4, 2017 to the Committee of Council meeting of May 31, 2017, be received; and

2. THAT the Purchasing Agent be authorized to commence procurement to replace

the existing PeopleSoft annual support contract.

Overview:

This report is to obtain Council authority to commence procurement to replace the City’s existing annual maintenance and support contract for the Orac le

PeopleSoft Enterprise Human Capital Management (HCM) and Financial and Supply Chain Management (FSCM) software applications.

The Oracle PeopleSoft Enterprise applications are critical enterprise business

systems that assist in the management of the City's Finance, Purchasing and Human Resource operations including Payroll.

Oracle will cease support for the installed Version 9.1 of PeopleSoft HCM and FSCM software applications at the end of 2017.

Oracle offers a limited extended support option to continue support beyond the

published end of support date. There is at least one other vendor that also offers

7.2.8-1

extended support options.

Information Technology on behalf of Finance, Purchasing and Human Resource Divisions is seeking approval to commence the procurement

process to replace the existing Oracle PeopleSoft annual support contract.

The contract will be funded through existing approved Operating Budget.

Background:

The Oracle PeopleSoft Enterprise Financials and Supply Chain Management (FSCM) and Human Capital Management (HCM) systems have been used since 1999 by all

Corporate departments for critical Finance, Purchasing and Human Resource Division administration needs including Payroll.

The software vendor, Oracle, has announced the end of support for PeopleSoft Version 9.1 presently used by the City. Support will end in 2017.

An extended support contract is needed to ensure continued access to break / fix

support, maintenance patches, tax updates and regulatory updates to meet legislative changes and mandatory Payroll requirements.

Current Situation:

In late Q3 2016 it was decided to remain on the current Version 9.1 of Oracle PeopleSoft Enterprise HCM and FSCM rather than upgrade to Version 9.2. The

upgrade budget was estimated to be at $1.8 million.

The decision was made in order to align with the new corporate direction of building a future-ready Brampton by investigating in next generation Enterprise Resource

Planning (ERP) solutions available in the market rather than investing further in the Oracle PeopleSoft ERP.

The funding of $1.8 million that was previously secured to upgrade Oracle PeopleSoft Enterprise to the supported Version 9.2 have since been returned in support of a multi-year initiative to acquire alternate ERP solution(s) to replace Oracle PeopleSoft

Enterprise ERP.

Historically, the City has purchased annual support directly from Oracle, the

PeopleSoft vendor. However, there are now other vendors on the market offering

support for Oracle PeopleSoft products. Consequently, it is now in the City’s best

interest to evaluate all available options to obtain support services.

IT Corporate Services in collaboration with Finance, Purchasing and Human

Resources Divisions is ready to begin the procurement process to clarify support

7.2.8-2

service offerings available on the market and obtain competitive bids for the services

required to support the current Oracle PeopleSoft Enterprise 9.1 applications and

technical platform.

Scope of Project:

The project involves contracting with an experienced vendor to provide support for the

Oracle PeopleSoft Enterprise HCM and FSCM Version 9.1 ERP applications

including support for all customizations and extensions developed by or on behalf of

the City of Brampton.

Ongoing support for the Oracle PeopleSoft Enterprise applications will be required

until the City is fully transitioned onto a new ERP platform.

Tentative Project Schedule:

Bid Document Issued June 2017

Contract Start Date September 2017

Corporate Implications:

Purchasing Comments

1. Request for Proposal

A Request for Proposal shall be publicly advertised. Bid Submissions shall be evaluated

in accordance with the published criteria and weighted points within the Bid Document.

Purchase approval shall be obtained in accordance with the Purchasing By-law.

2. Contractor Evaluation

The Contractor’s performance will be evaluated in accordance with the City’s Vendor Performance Evaluation Process as set out in the Vendor Performance Standard

Operating Procedure. The performance evaluation will be used to provide feedback to the Contractor; to provide the contractor with the opportunity to implement performance improvements during the duration of the contract; and to justify an award or non-award

of future contracts by the City in accordance with the terms of the Vendor Disqualification Purchasing Protocol.

3. Communication during Procurement

All communications with Bidders involved in the procurement must occur formally, through the contact person identified in the Bid Document. This shall commence when

the bid call is solicited and ends when the Purchase order is issued.

Financial Implications:

The total estimated cost for this five-year initiative from 2018 – 2022 is $3,185,922.90. Sufficient annual funding is available within account 201156.001.0187.0.0001 “Outside

7.2.8-3

Services – Application” as approved by council in the 2017 operating budget submission.

The IT Division will ensure that sufficient funds are secured in the 2018 Budget cycle for

the year 2020 to 2022, subject to council approval. The estimated annual cost is identified as follows:

2018 2019 2020 2021 2022 TOTAL Annual Cost $601,365.06 $619,274.82 $637,184.58 $655,094.34 $673,004.10 $3,185,922.90

*Inclusive of 1.76% non-recoverable HST and this is a high level maximum estimation

Strategic Plan:

The upgrade project aligns with and supports the City’s strategic objectives:

For good government through proactive, effective and responsible management of municipal assets and services

Conclusion:

This report summarizes the scope of the project, identifies available funding, and provides a tentative schedule with procurement methodology to replace the Oracle PeopleSoft annual support contract. It is recommended that Council authorize the

Purchasing Agent to commence procurement, as described in this report.

Staff will continue to provide periodic updates as the project proceeds.

Approved by: Approved by:

Prasanna Gunasekera

Senior Manager

IT Corporate Services

David Sutton

Treasurer

Approved by: Approved by:

Fiona Peacefull

Director, Human Resources

Joseph Pittari

Chief Information Officer (Interim)

7.2.8-4

Report authored by: Jon Kogan

7.2.8-5

Thursday, April 27, 2017

Boardroom WT-2C and WT-2D 2nd Floor – West Tower

Members Present: Gurratan Singh (Chair) Amaleethan Xavier (Vice-Chair) Louis Adams

Gurwinder Gill Joanne Leslie

Bob Pesant Duke Pratt Hemant Tailor

Daisy Wright Kris Noakes – Peel Aboriginal Network

Jeanette Schepp – Canada Mental Health Association – Peel City Councillor Gurpreet Dhillon – Wards 9 and 10 (left at

7:39 p.m. – other municipal business) Regional Councillor Martin Medeiros – Wards 3 and 4 (left at

7:39 p.m. – other municipal business)

Members Absent: Joe Pimentel (Vice-Chair) (regrets) Richard Emode

Cherian Manathara (regrets) Rajinder Saini

Roop Sandhu (regrets)

Staff Present: Office of the Chief Administrative Officer H. Schlange, Chief Administrative Officer

R. Tsingos, Director, Service Innovation and Corporate Performance

M. Boschetto, Senior Manager, Human Resources I. Peressini, Manager, Talent Acquisition, Human Resources

Corporate Services Department Peter Fay, City Clerk

Chandra Urquhart, Legislative Coordinator

Minutes

Inclusion and Equity Committee Committee of the Council of

The Corporation of the City of Brampton

7.3.1-1

Minutes Inclusion and Equity Committee

2017 04 27 Page 2 of 9

The meeting was called to order at 7:00 p.m. and adjourned at 9:11 p.m. 1. Approval of Agenda IE008-2017 That the agenda for the Inclusion and Equity Committee Meeting of

April 27, 2017 be approved, as amended, to add:

6.1 Discussion at the request of Gurratan Singh, Chair, re: Sub-Committee Meetings Schedule.

6.2. Update from Gurwinder Gill, Member, re: Sub-Committee

Meeting – Responsiveness. Carried 2. Declarations of Interest under the Municipal Conflict of Interest Act 3. Previous Minutes 3.1. Minutes - Inclusion and Equity - February 23, 2017

The subject minutes were approved by Council on April 26, 2017 and provided for Committee’s information.

4. Delegations / Presentations 4.1. Presentation by R. Tsingos, Director, Service Innovation and Corporate

Performance, re: City of Brampton Inclusion and Equity City Initiatives Inventory - Strengths, Weaknesses, Opportunities and Threats (SWOT), and the 2017/18 Work Plan Update.

Rhonda Tsingos, Director, Service Innovation and Corporate Performance, provided a recap of the last meeting noting that the City Initiatives Inventory, SWOT and Work Plan were updated based on the discussion. Ms. Tsingos highlighted the following: Inclusion and Equity Framework

o Reflection of internal and external needs with respect to programs and services, infrastructure design, communication and outreach

Framework and Program Support o Cross departmental working team to collect data o Corporate Leadership Team

Inclusion and Equity – City Programs, Initiatives and Services Snapshot o Communication and outreach

7.3.1-2

Minutes Inclusion and Equity Committee

2017 04 27 Page 3 of 9

o Our people Strengths, Weaknesses, Opportunities, Threats (SWOT)

o Strengths – strong support - City Vision and Strategic Plan - New Human Resources and Planning leaders

o Weaknesses - Lack of data to effectively measure workforce diversity - Need to understand some communities to better serve needs

Opportunities o Promote diversity and related programs and services

2017-2018 High-Level Work Plan o Initiatives updated to indicate target date and completion timeframe o Regular progress checks to be provided

Next steps include o Implementation of work plan priorities o Work plan progress o Scheduling City Council update

Committee discussion and comments included the following:

Community engagement opportunities and participation and confirmation that a consultant will be hired to assist

Status of benchmarking regarding best practices and review of Canada’s top diversity employers

Confirmation that Human Resources staff was contributing to all aspects of hiring practices to ensure inclusiveness and diversity

Creating changes through the Work Plan and methods to communicate these changes to the community

Questions whether Council is aware of the efforts by Committee and staff with respect to the Work Plan and how this information is communicated

Staff explained that Council is aware of the efforts of staff through the minutes that are provided to them for approval. Staff suggested that an update may be provided to Council at its meeting in September 2017 at which time members may wish to attend and be introduced to Council. The information to present to Council can be discussed at the next Inclusion and Equity Committee meeting.

In response to questions from Committee regarding the initiative ‘Community Outreach to Attract Talent’ as detailed in the Inventory of Programs, Ms. Tsingos noted that Human Resources staff was present to provide information.

The following motion was considered:

IE009-2017 That the presentation by R. Tsingos, Director, Service Innovation and

Corporate Performance, to the Inclusion and Equity Committee meeting of April 27, 2017, re: City of Brampton Inclusion and

7.3.1-3

Minutes Inclusion and Equity Committee

2017 04 27 Page 4 of 9

Equity City Initiatives Inventory - Strengths, Weaknesses, Opportunities and Threats (SWOT), and the 2017/18 Work Plan Update be received.

Carried 5. Reports / Updates 5.1. Update from I. Peressini, Manager, Talent Acquisition, Human Resources, re:

City of Brampton Equitek Subscription to Promote Job Posting through Ontario's Diverse Community Recruitment Groups.

Iva Peressini, Manager, Talent Acquisition, Human Resources, advised that the City subscribes to Equitek Employment Equity Solutions, in partnership with Workopolis. She summarized the purpose and benefits of subscribing to a company such as Equitek. She explained that job opportunities are posted on Workopolis and through the comprehensive outreach Equitek provides, postings are available to diverse candidates and communities in Ontario that may otherwise be overlooked by traditional recruitment methods. The City’s contract with Equitek ends in 2019 and will be reviewed at that time. Information on the company was circulated to Committee.

Committee discussion and comments included the following:

Methods for promoting/advertising employment opportunities to effectively reach diverse communities o traditional methods versus social media and determining what options are

the most successful

Suggestion that an advertising campaign be considered that advocates diversity, e.g., ethnic community newspapers, local agencies, LinkedIn

Whether data is available on the effectiveness of the services provided by Equitek o response from staff that the company was hired in 2010 and some data

may be available o candidates are not questioned on which recruiting agency they utilized for

employment opportunities

Ms. Peressini acknowledged the comments provided by Committee and advised that the City will review its hiring practices with the assistance of a consultant. The intent is to develop a more comprehensive strategy that is inclusive and attractive to diverse candidates.

The following motion was considered:

7.3.1-4

Minutes Inclusion and Equity Committee

2017 04 27 Page 5 of 9

IE010-2017 That the update and handout from I. Peressini, Manager, Talent Acquisition, Human Resources, to the Inclusion and Equity Committee meeting of April 27, 2017, re: City of Brampton Equitek Subscription to Promote Job Posting through Ontario's Diverse Community Recruitment Groups be received.

Carried 5.2. Update from I. Peressini, Manager, Talent Acquisition, Human Resources, re:

Motion IE004-2017 - Update on the Legislation and City Policy on Employment Equity and Hiring Practices Observed by the City.

Iva Peressini, Manager, Talent Acquisition, Human Resources, provided an overview of the legislation on the City’s Policy on employment equity hiring practices with respect to the following: Terms and Conditions of Employment

o Human Rights o Workplace Accommodation

Recruitment o Employment of Relatives o Employment of Related Persons (Members of Council) o Jobs Postings and Advertising

Ms. Peressini outlined the responsibilities of Human Resources Division, Supervisors and Employees. With respect to complaints, it was noted that all complaints are assessed in a confidential manner through an investigative process. An employee has the option to contact the Ontario Human Rights Commission at any time throughout the process. A copy of the policies was circulated to Committee. In response to comments from Committee on the policies, staff acknowledged that the policies need to the reviewed and updated.

The following motion was considered:

IE011-2017 That the update and handout from I. Peressini, Manager, Talent

Acquisition, Human Resources, to the Inclusion and Equity Committee meeting of April 27, 2017, re: Motion IE004-2017 - Update on the Legislation and City Policy on Employment Equity and Hiring Practices Observed by the City, be received.

Carried

7.3.1-5

Minutes Inclusion and Equity Committee

2017 04 27 Page 6 of 9

5.3. Update from I. Peressini, Manager, Talent Acquisition, Human Resources re: Motion IE004-2017 - Update on the Personal Information that may be Requested from Prospective Employees in Accordance with Legislation and City Policy.

Iva Peressini, Manager, Talent Acquisition, Human Resources, provided an overview of the information requested from prospective employees. She noted that at the pre-offer stage of the process criminal record checks and employment references are requested.

The following motion was considered:

IE012-2017 That the update from I. Peressini, Manager, Talent Acquisition,

Human Resources, to the Inclusion and Equity Committee meeting of April 27, 2017, re: Motion IE004-2017 - Update on the Personal Information that may be Requested from Prospective Employees in Accordance with Legislation and City Policy be received.

Carried 5.4. Update from R. Tsingos, Director, Service Innovation and Corporate Performance,

re: Motion IE002-2017 - Updates on the Mandatory Customer Service Training Provided to Staff. Rhonda Tsingos, Director, Service Innovation and Corporate Performance, provided a summary of the mandatory customer service training that is provided to all staff. The training is offered in an eLearning format and is available through the City’s Accessibility Coordinator. Ms. Tsingos advised that a course titled ‘Human Rights, Workplace Harassment and Violence Prevention’ is provided to non supervisory employees and more detailed information on the same subject is provided to Directors, Managers and Supervisors. The training provides an overview of the Ontario Human Rights Code, Bill 168 and the City’s policies. A handout was distributed to Committee that included the learning outcomes of the session. In response to questions, staff indicated that the Workplace Harassment course is offered in class. With respect to the eLearning module, staff advised that a link to the material will be forwarded by email.

Committee offered to provide a link to staff on an Anti-Oppression training session that is available on line. Staff acknowledged that they are exploring other avenues for information to provide the essential training needed to serve customers. The following motion was considered:

7.3.1-6

Minutes Inclusion and Equity Committee

2017 04 27 Page 7 of 9

IE013-2017 That the update and handout from R. Tsingos, Director, Service Innovation and Corporate Performance, to the Inclusion and Equity Committee meeting of April 27, 2017, re: Motion IE002-2017 - Updates on the Mandatory Customer Service Training Provided to Staff, be received.

Carried 5.5. Update from M. Boschetto, Senior Manager, Human Resources, re: Motion

IE002-2017 – Update on the Availability of Data Regarding Complaints on Equity and Diversity Issues amongst Staff or Customers. Michael Boschetto, Senior Manager, Human Resources, reported that the City received three complaints with respect to equity and diversity. Two of the complaints were resolved and one remains active.

Committee discussion and comments included the following:

Questions regarding complaints process o accessibility of management to staff o providing assurance that confidentiality is maintained o competency and skills of management to support employees o availability of a safe environment for staff

Whether exit surveys are conducted when employees chose to leave the City

Suggestion that management build employee-management relationships through engagement and trust

Conducting ‘stay interviews’ instead of exit surveys to determine what changes maybe required to encourage employees to feel that the City provides a safe working environment

Availability of information regarding customer complaints; response from staff that statistics on complaints are available through the City’s 311 assistance line and can be provided at a future meeting

Staff acknowledged the comments provided by Committee and advised that a report will be presented to the Committee of Council meeting titled ‘Respectful Workplace Policy’ with updated policies on harassment and discrimination.

The following motion was considered:

IE014-2017 That the update from M. Boschetto, Senior Manager, Human

Resources to the Inclusion and Equity Committee meeting of April 27, 2017, re: Motion IE002-2017 – Update on the Availability of Data Regarding Complaints on Equity and Diversity Issues amongst Staff or Customers be received.

Carried

7.3.1-7

Minutes Inclusion and Equity Committee

2017 04 27 Page 8 of 9

5.6. Request for Committee Representative to Serve on (new) Age-Friendly Advisory Committee

Peter Fay, City Clerk, advised that under the Terms of Reference, the newly established Age Friendly Brampton Advisory Committee membership requires a representative of the Inclusion and Equity Committee. Mr. Fay summarized the mandate, scope of activities and meeting schedule and suggested that members indicate their interest in volunteering for the position. Bob Pesant and Joanne Leslie expressed interest in the position. Committee discussed the matter and Mr. Pesant was appointed as the representative and Ms. Leslie as an alternate. The following motion was considered:

IE015-2017 That the following members be appointed to serve on the Age-

Friendly Brampton Advisory Committee for the term ending November 2018:

Bob Pesant

Joanne Leslie (alternate) Carried 6. Other/ New Business 6.1. Discussion at the request of Gurratan Singh, Chair, re: Sub-Committee

Meetings Schedule. Gurratan Singh, Chair, reminded Committee of the three Sub-Committees that were established. He suggested that one member from each Sub-Committee arrange with the Clerk’s Office to book meetings at City Hall and provide updates when the full Committee meets. He clarified that members may meet on the Priorities as often as they choose and attend any of the Sub-Committee meetings.

6.2. Update from Gurwinder Gill, Member, re: Sub-Committee Meeting –

Responsiveness. Gurwinder Gill, Member, provided an update on the Sub-Committee meeting on Responsiveness. Discussed was the SWOT analysis, policies, complaints, surveys, short term deliverables, which programs and services were working well, and the need to have a dedicated Human Resources staff supporting the Committee.

7.3.1-8

Minutes Inclusion and Equity Committee

2017 04 27 Page 9 of 9

Committee discussed a format for reporting information from Sub-Committee meetings. It was suggested that the lead member from the Sub-Committee prepare a template with the key points of the discussion to report to Committee.

7. Inclusion and Equity Ideas

8. Correspondence 8.1. Correspondence from J. Schepp, Jeanette Schepp & Associates, dated April 11,

2017, re: Pride at Work Canada – Invite – LGBT 101 E-Learning Launch and Preview – May 4, 2017.

Jeanette Schepp, Member, advised that the E-Learning invite was free and it was intended for workplace training.

The following motion was considered: IE016-2017 That the correspondence from J. Schepp, Jeanette Schepp &

Associates, dated April 11, 2017, to the Inclusion and Equity Committee meeting of April 27, 2017, re: Pride at Work Canada – Invite – LGBT 101 E-Learning Launch and Preview – May 4, 2017.

Carried

9. Question Period Gurwinder Gill, Member, asked whether City staff are aware of the Inclusion and Equity Committee and suggested promotion and engagement through social media may be helpful.

10. Public Question Period

11. Adjournment IE017-2017 That the Inclusion and Equity Committee do now adjourn to meet again

on Thursday, June 22, 2017 at 7:00 p.m. or at the call of the Chair. Carried _________________________________ Gurratan Singh, Chair

7.3.1-9

BRAMPTONYOUR CITY,

YOUR SUMMER.

8.1.1-1

City

Life.

Experience the very best of

Brampton, from the global

flavours of our diverse

cuisine, to the thrill of

sports events and

celebrations in honour of

Canada's 150th.

8.1.1-2

CeleBrampton

june 10

8.1.1-3

Food & drink

Family & fun

Music & dance

Culture & heritage

What's

On.

8.1.1-4

Public Markets

june 17 & june 22

8.1.1-5

Urban

Bounty.

Downtown Farmers'

Market - June 17

Mount Pleasant Village

Market - June 22

Sample Brampton's

finest ingredients at

one of our open-air

markets and enjoy

food, festivities and fun.

8.1.1-6

Canada Day

july 1

8.1.1-7

Celebrate

Canada. Family fun

Live entertainment

Headline performance

Fireworks display

8.1.1-8

Garden Square

june 12 - sept 30

8.1.1-9

Garden

Square.

MONDAYS. Brampton On Screen

TUESDAYS. Discover Canada

WEDNESDAYS. Brampton On Stage

THURSDAYS. Throwback Thursday

FRIDAYS. Garden Square Live

SATURDAYS. Movies Under The Stars

SUNDAYS. Blue Jays!

8.1.1-10

Rose Theatre

july 20 - august 16

8.1.1-11

Rose Theatre

Brampton.

JULY

Gordon Lightfoot

July 20

Canadian Improv

Showcase

July 28

Confidential Music

Theatre Project

July 30

AUGUST

Norm Foster's Old Love

August 3-5

Barefoot in the Park

August 10-12 & 17-19

8.1.1-12

Community Events

investing for impact

8.1.1-13

Lusofonia Portugese Festival, June 3

National Indigenous Day, June 21

Filipino Fiesta, June 24

Salsa Latin Fest, June 25

Taste of the Caribbean, June 29

Lucas Holtam Carnival, July 8

Carabram, July 14-16

Vibrant Brampton, July 14-15

Bollywood Monster Does Brampton, July 15

Classic Cars, July 21-22

Monster Rock Orchestra, August 18

BMT’s Arts Alive Festival, August 24-26

Heritage Jazz Society Festival, September 9 

8.1.1-14

Sport Tourism

june 2 - september 24

8.1.1-15

PLAY IT.

WATCH IT.25th McCauly Memorial Cup, June 2-4

Special Olympics Ontario Summer Games, July 13-16

Bantam, Midget, Youth Track & Field Provincial, July 13-16

Athletics Ontario Outdoor, July 28-30 

CanAm Youth Ball Hockey Tournament, July 27-30

Ontario Lifeguard Championships, August 5-6

Canada Kabaddi Cup, August 12

Softball Canada Grand Championships, August 16-21

Canadian Lacrosse Minto Cup, August 17-27

Vintage Ontario Baseball Federation, September 22-24

8.1.1-16

Your city to explore.Save the dates.  We'll see you there.

8.1.1-17

Report

Committee of Council The Corporation of the City of Brampton

2017-05-31

Date: 2016-05-02

Subject: Economic Development Master Plan (2041) Project Initiation

2017/2018

Contact: Robert Seguin, Office of the Chief Administrative Officer, Advisor to

the CAO, 905-874-2041, robert.seguin@brampton.ca Recommendations:

1. That the report from Harry Schlange, Chief Administrative Officer, dated May 2, 2017, to the Committee of Council Meeting of May 31, 2017, re: Economic Development Master Plan (2041) - Initiation of Project 2017/18 (CE.x), be

received;

2. That Council receive the Report for information and direct City Staff to initiate the Project as outlined in the Report; and

3. That Council direct City Staff to report back on progress of the project on a quarterly basis to the Committee of Council prior to the submission of the draft

final Economic Development Master Plan (2041) to Council for final approval and implementation in Spring 2018.

Overview:

The desired growth as identified in the Growth Plan and population

projections to 2041 in the City of Brampton must be matched by a similar expansion and sustained prosperity of the business community within the

City. However, there are a range of major economic issues - market, technology, socio-economic conditions - in addition to jurisdictional competitiveness which may impact the City’s desired growth and

prosperity.

The changes in the Economic Development & Culture Division since Sept 2016 have led to major shifts in the City's economic development efforts, goals and measureable results from previous Divisional plans. This is

paired with the revised City Strategic Plan and identification and focus on six "game changer" initiatives.

8.2.1-1

A proposed new Economic Development Master Plan (EDMP) for the City, developed conceptually in 2016, was not pursued given the Divisional

changes and in realization of major new developments in City strategic priorities. This is also seen in significant shifts in business opportunities and challenges, development of improved partnerships, and introduction of

new post-secondary institution in the City with greater opportunities for workforce development, innovation, commercialization, and research

capacity.

A revised EDMP proposal has been developed to better align the City's

economic development strategy with major economic challenges / opportunities facing the business community. The EDMP will build upon

the City's new Strategic initiatives, develop improved partnerships with Brampton business community, post-secondary partners and others, and focus on achievable, measureable results in short and longer term (2041).

The revised EDMP project is to be launched in late Spring 2017. It will

involve a range of City departments, business community representatives, civic engagement and a new major study of significant market, technology, and socio-economic developments affecting developed economies. A

detailed study of a selected group of comparator peer communities to determine best practices and processes for sustained economic growth

and prosperity will also be undertaken. This will be matched by internal economic analyses of Brampton's own performance, focus group and civic engagement with business community and others to develop a long term

(2041) Economic Development Master Plan with a 4-year implementation and specific actions and measureable targets.

Background:

The City of Brampton has experienced considerable economic and demographic growth over the past decades. Past economic development strategies have identified a range of

activities and processes to improve upon the City's economic performance with variable impacts on the business community overall, or on specific firms. An Economic

Development Master Plan that is fully implemented would provide a greater sense of shared focus and shared action by a range of partners on key priorities or remove/limit significant constraints to future growth and prosperity.

The changes in the Economic Development & Culture Division leadership in September 2016 and the subsequent revised economic development strategy signaled shifts in both

economic development activities, processes and desired results. This shift is also reflected in the City's revised Strategic Plan and identification of six "game changer"

8.2.1-2

initiatives which will propel the longer term growth, sustain improvement in quality of life, and the natural environment of the City.

These changes are occurring at a period of continued - at times unprecedented - market, technology, socio-economic changes across all developed economies and on

local businesses and citizens. This period of change is also affected by the development of new post-secondary partnerships and other key institutions in the City of Brampton, affecting business opportunities, and expanded workforce capacity and improvements in

quality of life within the City over the next decades. Current Situation:

A revised EDMP (2041) is now proposed to be initiated in Spring 2017, into Q2 2018.

This Master Plan would strengthen partnerships with the Brampton business community, other institutions, and Brampton citizens, along with internal and external analyses.

A Steering Committee to provide oversight of the EDMP (2041) will be formed consisting of both internal and external representatives. The Committee’s terms of reference will

include review/commentary of the outreach processes, civic engagement, engaging a major international consulting firm, and review/critique of the Final Draft of the Economic

Development Master Plan (2041) prior to formal presentation to Council in Spring 2018. It is proposed that a major consulting firm lead a new economic analysis to examine:

the key market, technology and socio-economic developments which will affect

businesses and municipalities across North America, and developed nations;

identify the impacts, challenges, opportunities which may result from these major

"disruptive" economic forces;

examine a small set of peer comparator municipalities in North America and Europe to learn and understand a range of existing/proposed best practices to

achieve sustained economic growth and prosperity, and tools/tactics to obtain these results, and identify the partnerships needed among business, institutions,

municipal governments, and citizens to achieve the desired results;

focused outreach to the Brampton business community, its partners, as well new civic engagement on economic development with the wider community as well as

within City departments;

examine the above analyses, and outreach/focus group results in the context of

several selected themes to focus priorities for practical and effective results. These themes could include: Competitiveness, Workforce/Talent (with a focus on

youth and newcomer unemployment), Investment, Innovation/Commercialization, and Employment Lands; and,

to develop a series of implementable actions involving public and private sector

participants, with clear, practical results for short term implementation within an initial 4-year period to successfully pursue the longer term Economic

Development Master Plan consistent with City's Planning Vision and new

8.2.1-3

Strategic Plan. This will also identify initiatives to further develop a strengthened capacity of the Brampton business community and its partners.

A full communications plan for implementation will be developed in tandem with the proposed Master Plan. It is proposed that the Final Draft of the EDMP (2041) with

explicit implementation recommendations or actions to lead to the desired results will be presented to City Council late Q2 of 2018 (please refer to Appendix A). Based upon the involvement of the Brampton business community and its partners, these actions will

involve both public and private sector activity to achieve measureable results. An annual review of the document and a full refresh every 4 years will be proposed. It is anticipated

that the approval of the EDMP (2041) will be the base for annual plans by the Economic Development & Culture Division, as well as for key economic actions led by the Planning and Development Department.

Corporate Implications:

Financial Implications:

There is sufficient funding of $100,000 per annum in the 2017 and 2018 base budgets

as approved by Council. This budget resides in the administration cost center within Economic Development & Culture. The Funding will be used to initiate the project,

undertake the proposed major consulting study and used for public outreach. It is anticipated that the total expenditure will not exceed $100,000 per year, effective in 2017 ending in 2018.

Other Implications:

Communications: Following Council acceptance of the Project initiation, communication of a launch plan

for the Economic Development Master Plan will be completed.

A communication plan will be developed in coordination with Strategic Communications and the CAO's Office for the outreach activities and updates as well as for the formal implementation of the EDMP (2041) if approved by Council.

Staffing Impact:

The project initiation will involve several members of City staff on a Steering Committee as well as Economic Development & Culture staff providing internal economic analyses

for the first steps of the proposed EDMP. The Advisor to the CAO, Economic Development will lead the Steering Committee and report to the CAO and Director,

Economic Development & Culture. The Senior Manager, Economic Development will be Vice Chair of the Steering Committee.

8.2.1-4

Strategic Plan:

This report achieves the Strategic Plan priorities of University, Health Partnerships and Urban Centres by cultivating sustained economic growth and prosperity, innovation,

talent and investment. Conclusion:

An EDMP is a critical component to drive forward many of the strategic priorities. In

order to best seize the opportunities presented by the economic climate, it is recommended that Council direct staff to proceed.

Approved by:

Harry Schlange, Chief

Administrative Officer

Appendix A: EDMP 2041 Project Timeline

Report authored by: Robert Seguin, Advisor to the Chief Administrative Officer, Economic Development

8.2.1-5

Economic Development Master Plan (2041)

SteeringCommitteeestablished,internal workbegins

• Q2 2017

RFPreleased

• Q3 2017

Consultantselected

• Q4 2017

DraftEconomicAnalysisReportcompleted

• Q2 2018

Final Reportpresented toCouncil forapproval &implementation

• Q2 2018

Appendix A

8.2.1-6

Report

Committee of Council The Corporation of the City of Brampton

2017-05-31

Date: 2017-05-08

Subject: Downtown Brampton BIA 2017 Summer In-Kind Service

Request.

Contact: Bob Darling, Office of the CAO, Director, Economic Development

and Culture, 905-874-3926, bob.darling@brampton.ca

Recommendations:

1. That the report from Bob Darling, Director, Economic Development and Culture,

dated May 8, 2017, to Committee of Council meeting of May 31, 2017, re: Downtown Brampton BIA 2017 Summer Events in-kind service request, be

received; and

2. That, the City of Brampton provide in-kind support to the Downtown Brampton BIA for the Classic Cars celebration event scheduled for July 20 - 22, 2017 in the amount of $32,540.00; and

3. That, the City of Brampton provide in-kind support to the Downtown Brampton

BIA for the Thursday Night Concert in the Park events scheduled from June 1 - August 31, 2017 in the amount of $7,905.00; and

4. That, the City of Brampton provide in-kind support for to the Downtown BIA

businesses to participate in the Downtown Farmers’ Market scheduled from June 17 - October 9, 2017 in the amount of $5,093.00; and

5. That the Downtown Brampton BIA under the 2017 City of Brampton Community

Grant Program is subject to the execution of the City’s Grant Agreement; and

6. That, the City Clerk and Mayor be authorized to execute the necessary

agreement(s) to effect the recommendations in this report, subject to the content of such agreements being satisfactory to the Director, Economic Development and Culture (or designate) and the form of such agreements being satisfactory to

the City Solicitor (or designate).

8.2.2-1

Overview:

On April 19, 2017, the Economic Development and Culture Committee received a

delegation by Suzy Godefroy, Executive Director from the Downtown Brampton BIA regarding a request for $37,905.00 of in-kind support for their summer

events.

The request included support for; Classic Cars Celebrations ($25,000.00), Thursday Night Concert Series ($7,905.00) and space for select downtown Brampton BIA members to participate in the Downtown Brampton Farmer’s

Market ($5,000.00).

The Community Grant Program policy 14.1.1 specifically lists the Downtown Brampton BIA as an exemption to the application process and therefore requires a staff report, with recommendations, be prepared by the department responsible

for the related program or service.

Staff considered the Downtown Brampton BIA’s request for the in-kind support. Staff’s review and calculation of the in-kind total includes additional equipment,

property rentals and staff resources required to support the 2017 Classic Car Celebration event ($32,540.00), Thursday Night Concert Series ($7,905.00) and eleven vendor spaces at the Downtown Brampton Farmers’ Market for the Main

Street businesses impacted by the street closure ($5,093.00).

Staff supports the request with a one-time, in-kind value of $45,538.00.

Staff will continue to consider additional requests from the Downtown Brampton

BIA for the Downtown Brampton Farmers’ Market on a first-come, first-serve basis, at regular market rates for areas on Main Street, Ken Whillans Square,

and Garden Square.

Background:

The Classic Cars Celebration event (Formerly Classic Cars & Legendary Stars) was

started in 1999 by the Brampton Downtown Business Association (BDBA). In 2014 the event attracted over 30,000 people to Brampton Downtown. The event was not held in 2015 due to the transition period of the BDDC to the Downtown Brampton BIA.

8.2.2-2

In 2016 the event returned to downtown Brampton attracting large crowds who enjoyed the additional elements added to the event, such as the launch of the Thursday Night Concert in Gage Park that continues throughout the summer months.

Since 2014, Council has contributed in-kind support in order for the BDBA to support

Classic Cars Celebration, and since 2016 the Downtown Brampton BIA has contributed to both the Classic Cars Celebration and the Thursday Night Concert Series.

The City of Brampton has historically supported the participation of downtown businesses in the Downtown Brampton Farmers Market by providing spaces to those

who were interested in participating.

2016 in-kind support provided to the Downtown Brampton BIA:

Description Council Resolution City In-Kind

Support

Classic Cars Celebration (BIA) C199-2016 $17,800.00

Thursday Night Concert Series C199- 2016 $5,200.00

Downtown Brampton Farmers’ Market $6,945.00

TOTAL $29,945.00

Current Situation:

On April 19, 2017, Committee of Council received a delegation from the Downtown

Brampton BIA’s Executive Director, Suzy Godefroy requesting in-kind support from the City of Brampton for a total of $37,905.00 in support of their summer events Classic Cars Celebrations ($25,000.00), Thursday Night Concert Series ($7,905.00) and

Downtown Brampton Farmers’ Market ($5,000.00).

For the 2017 season, the Downtown Brampton BIA will support the Downtown Brampton Farmers’ Market will providing vendor spaces for Main Street businesses impacted by the street closure at a total in-kind value of $5,093.00. Staff will continue to consider

additional requests from the Downtown Brampton BIA for vendor spaces from the Downtown businesses on a first-come, first-serve basis, at regular market rates for

areas on Main Street, Ken Whillans Square, and Garden Square. The Downtown BIA estimated 2017 event costs were originally based on 2016 budgets,

however, costs outlined below by city staff include the costs for additional equipment, property rentals and staffing for the 2017 Classic Car Celebration event, increasing the

overall event in-kind request to $32,540.00.

8.2.2-3

2017 in-kind costs:

This total budget of $45,538.00 includes additional equipment, property rentals and staff

resources required to support the 2017 Classic Car Celebration event ($32,540.00), Thursday Night Concert Series ($7,905.00) and eleven vendor spaces at the Downtown

Brampton Farmers’ Market for the Main Street businesses impacted by the street closure ($5,093.00). Any additional services over and above what has been identified in this report will be the responsibility of the Downtown Brampton BIA.

Staff reviewed the Downtown Brampton BIA 2017 events budget and supports the

request with a one-time, in-kind value of $45,538.00.

Department Division Details Amount

Community

Services

Facilities,

Operations and Maintenance

Staff set up/take down, City

Hall Daily Times Square and Conservatory, City Hall security guard, Garden Square

overnight, Garden Square event

$2,889.00

Public Works

and Engineering

Parks Internal event equipment

request and staffing for all required locations. (This number is based on 2016 event costs with an

average increase of 2.4% applied

$14,721.00

Road Maintenance,

Operations and Fleet

Road closure permits and

execution and facilitation of road closures

$4,300.00

Economic Development

and Culture

Cultural Services Garden Square rental venue fees, event audio visual

equipment, technicians, sound systems for Garden square

and Nelson street stages

$10,630.00

Total Classic Cars $32,540.00

Total Thursday Night Concert Series $7,905.00

Total Downtown Brampton Farmer’s Market $5,093.00

Total in-kind Request $45,538.00

8.2.2-4

Corporate Implications:

Financial Implications:

This report recommends a one-time in-kind support with a total value of $45,538.00.

There are no funding implications as costs will be absorbed under the supporting departments operating budgets. There is sufficient capacity for staff resources to support these events without affecting their day-to-day work requirements.

Legal Implications

Legal services will review and approve as to form the Grant agreements to be executed by the Downtown Brampton BIA.

Other Implications:

There are no other implications associated with the recommendations of this report. Strategic Plan:

This report achieves the Strategic Plan priorities by; investing in festivals and events in

our downtown urban centre; celebrating citizens, creating partnerships through arts, culture and social interactions; and, supporting diversity and enabling wellness through health and recreation.

Conclusion:

Based on a review of the 2017 Downtown Brampton BIA proposal, staff recommends supporting the Classic Cars Celebration, Thursday Night Concert Series and vendor

space at the Downtown Brampton Farmers’ Market with one-time assistance of $45,538.00 to the Downtown Brampton BIA as in-kind service support.

Approved by: Approved by:

Kelly Stahl,

Senior Manager, Culture Services Economic Development and

Culture, of the Office of the Chief Administrative Officer

Bob Darling Director

Economic Development and

Culture, of the Office of the Chief Administrative Officer

Report authored by: Heather Frost, Interim Advisor, Community Events, Economic Development and Culture

8.2.2-5

Report

Committee of Council The Corporation of the City of Brampton

2017-05-31

Date: 2017-05-04

Subject: TO Health! - Toronto Region Human Health Sciences Cluster

Initiative

Contact: Denise McClure, Office of the CAO, Sr. Manager, Economic

Development, 905-874-2667, denise.mcclure@brampton.ca Recommendations:

1. That the report from Bob Darling, Director, Economic Development & Culture, dated May 4, 2017, to Committee of Council Meeting of May 31, 2017, re: TO Health! - Toronto Region Human Health Sciences Cluster Initiative (CE.x),

be received;

2. That Council approve the continued City of Brampton participation in the TO Health! partnership;

3. That Council approve a financial contribution of $50,000 annually in 2017 and 2018, funded from the Economic Development and Culture division approved

operating budget, to assist in raising the profile of the Toronto Region’s Human Health & Sciences (HHS) cluster and TO Health!

4. That, staff be authorized to make the payment of $50,000 annually in 2017 and 2018, to MaRS, the successor organization of the Toronto Region Board of Trade

(the founding partner of TO Health!) subject to the execution of an agreement between the City of Brampton and MaRS Discovery District; and

5. That the Director, Economic Development and Culture be authorized to execute the necessary agreement(s) required to effect the recommendations in this report

for the period of 2017-2018, and that such agreement(s) be in a form satisfactory to the City Solicitor (or designate) and the content satisfactory to the Senior Manager, Economic Development.

Overview:

The purpose of this report is to provide Economic Development Committee with an update on the City of Brampton’s participation in the Toronto

Region Human Health and Sciences Cluster Initiative (branded as TO

8.2.3-1

Health!);

TO Health! is an industry led partnership focused on raising the profile of

Toronto Region’s Human Health & Sciences (HHS) cluster;

The City of Brampton entered into a three-year agreement to support the

TO Health! Initiative in 2016, this is the second year of the three-year agreement;

Participation in this partnership supports the City of Brampton’s Strategic Plan and the focus on the Health Partnerships "game changer" initiative

This report recommends that the City of Brampton continue its partnership

with TO Health! and contribute $50,000 towards this cluster initiative in 2017 and 2018 (subject to budget approval);

This request has been included and can be funded from the approved 2017 Current Budget for the Economic Development program.

Background:

The Toronto Region HHS cluster has the largest concentration of health sciences employment and companies in Canada. The cluster includes all of the institutions and

organizations that touch the development and delivery of healthcare, from medical technology and biopharmaceuticals, to health-focused venture capital funds, to hospitals

and university R&D centres. The HHS ecosystem is defined by a convergence of key stakeholders from academia, industry and government.

The TO Health! vision is to elevate the Toronto region HHS cluster to Top 5 global status within 10 years. TO Health! was formed with a mandate to build a community of

stakeholders working in concert to first and foremost stimulate economic growth of the cluster. The City of Brampton entered into a three-year partnership with TO Health! in 2016.

Request of the City of Brampton:

TO Health! has requested that the existing partnership between the City of Brampton and TO Health! continue with the annual financial contribution of $50,000 in 2017 and

2018 (subject to budget approval) to participate in advancing the Toronto Region Human Health Sciences Cluster Initiative.

Current Situation:

8.2.3-2

The City of Brampton recently released a Human Health and Sciences Cluster Development Strategy. This strategy focusses on creating a Health and Life Sciences cluster around the new Peel Memorial Centre for Integrated Health and Wellness. A key

component of this strategy is to grow the health and life sciences sector by building relationships with health providers. This has been identified as a key Game Changer in

the City’s strategic direction. A strong health and life sciences sector in Brampton will bring employment, higher paying jobs and office development to the City. TO Health! is a key partner for the City of Brampton to work with to grow this sector. The City of Brampton has benefited by its partnership with TO Health! and has

participated in the following TO Health! initiatives;

- Participated in TO Health! Committee and Marketing working group meetings,

these meetings are led by leaders from the world of research, finance, industry, medicine and technology.

- Contributed to the development of the TO Health! Cluster Action Plan, see Appendix 1.

- Working closely with TO Health! to develop an asset map of region, ensuring

Brampton companies are well represented. - Participated in TO Health! Innovation Week, attended by hundreds of early-stage

investors, global companies, CEOs, ecosystem players and government partners - Included in TO Health! VIP reception as part of Innovation Week. - Economic Development staff operated a tradeshow booth at 2017 MEDEC

Conference, where the medical technology and healthcare industry gather to engage with high-profile health system leaders and network. The conference

included more than 300 delegates including Brampton companies Stericycle and Medtronic. Economic Development staff engaged with organizations in Quebec, who assist companies in relocating to Ontario. Participation at the conference

showcased Brampton to high profile leaders in the healthcare industry, staff are continuing to build the relationships created at this conference with the goal to

attract more healthcare businesses to Brampton. TO Health! has accomplished the following during the past year:

- Cluster Action Plan submitted to Minister Duguid in December 2016 (Appendix 1)

- Hosted TO Health! Innovation Week in April 2017 - Represented Toronto Region at RESI (Redefining Early Stage Investors) in San

Francisco

- Featured a panel in the main program at Bio Europe Spring in Barcelona with BioXClusters as a partner

- Hosted a delegation to BioForum Family office event in Boston, event was presented by partner, MassBio

- Facilitated meetings with delegations from Norway, France and Brazil

8.2.3-3

To Health! has also committed to partner with the City of Brampton in hosting a Health and Life Sciences event at the end of June 2017 in support of the Health Partnership game changer strategic initiative.

Corporate Implications:

Financial Implications:

Sufficient funding in the amount of $50,000 for the TO Health! Initiative is included in the

Economic Development and Culture annual operating budget (Account 200222.001.0740.0001).

Other Implications:

There are no other corporate implications.

Strategic Plan:

This report achieves the Strategic Plan priorities of Health Partnerships by cultivating sustained economic growth and prosperity, innovation, talent and investment. Conclusion:

This report recommends that Council reaffirm the City’s partnership commitment with TO Health!

Approved by: Approved by:

Bob Darling, Director,

Economic Development & Culture

Harry Schlange, Chief

Administrative Officer

Attachments: Appendix A – Toronto Region Human and Health Sciences Cluster Action Plan Summary

Report authored by: Denise McClure, Senior Manager, Economic Development, Economic Development & Culture

8.2.3-4

CONSULTATION DRAFT

Toronto Region Human Health and Sciences

Cluster Action Plan Summary

8.2.3-5

1

LETTER TO MINISTER DUGUID ON BEHALF OF THE

TORONTO REGION HUMAN HEALTH AND SCIENCES

(HHS) CLUSTER

Dear Minister Duguid,

The Toronto region’s Human Health and Sciences (HHS) cluster is home to an incredible concen-tration of people, ideas and investment. On behalf of the HHS cluster and its leaders from the worlds of research, finance, industry, medicine and technology, TO Health! is proud to share with you a Cluster Plan designed to leverage these assets into a long-term, sustainable strategic advantage for the Province of Ontario. This is the first Cluster Plan written and submitted under the Partnership for Jobs and Growth Act passed in 2014. The stakeholders within the cluster have organically aligned and collaborated to design this planning document and we are united in our resolve to move ahead together.

The HHS cluster is invigorated to witness three levels of government united in their focus on building upon regional strengths, investing to improve global competitiveness and fostering eco-nomic development to create the successful enterprises that ultimately lead to more, better-pay-ing jobs. The Federal Growth Council has recommended and inspired the creation of a new economic development office focused on promotion of Canada internationally, in order to better engage and attract global investors and partners. Provincially, Ontario has just created the new Office of the Chief Health Innovation Strategist, a bold move which highlights the province’s fore-sight and intent to improve care and outcomes for Ontarians while driving economic growth for the province through healthcare investment.

Meanwhile, the momentum of the Toronto region’s HHS cluster is being accelerated by recent investments from large multinational private organizations like Bayer and Versant Ventures (to create BlueRock Therapeutics, a stem cell company), Johnson & Johnson (to create the first JLABS outside the US), Celgene (to invest in Blueline Biosciences and multiple other growing biotech companies) and General Electric (to invest in the Toronto region’s Regenerative Medicine development and manufacturing sector).

With government and industry increasingly coordinating and collaborating, the time is ripe for a Cluster Action Plan that captures months of thinking and planning by a wide range of leaders

8.2.3-6

2

across the cluster. To prepare the Plan, TOHealth! organized and convened working groups, collected and summarized the insights and ideas of dozens of groups and individuals, and then organized and convened roundtables that brought together more than 60 sector leaders to re-fine and enhance our common understanding of the key opportunities facing the sector and to begin prioritizing a core set of recommendations that are laid out in the pages to come.

We want to thank you for your support and are looking forward to your response to the Plan to better understanding how the initiatives and tactics laid out in this document can complement and reinforce the leadership already being shown by the Government of Ontario to support the Toronto region’s HHS cluster. We’re proud to share this plan on behalf of the cluster and look forward to working with you and your ministry to create and foster a clear advantage for Ontario.

Sincerely,

Ella Korets-SmithExecutive Director, TO Health!

8.2.3-7

3

Executive Summary

The Toronto region Human Health and Sciences (HHS) cluster is one of Canada’s most high impact and high potential economic superclusters. The HHS cluster includes all of the institutions and organizations that touch the development and delivery of healthcare, from medical technology and biopharmaceuticals, to health-focused venture capital funds, to hospitals and university R&D centres. The HHS ecosystem is defined by a convergence of key stakeholders from academia, industry and government, what some theorists have called the ‘triple helix’1 required to create and expand a successful cluster.

The HHS cluster has the largest concentration of health sciences employment and companies in Canada, as well as a century-long track record of outstanding research innovations. We have undeniable momentum and believe we can grow the economy of the region and improve patient outcomes.

Toronto region’s HHS cluster is central to the Life Sciences ecosystem in Ontario. The Life Sciences sector contributes $3.9 billion to the GDP of the province, with exports of $8.6 billion.2 With nearly 50% of Ontario’s population and a representative percentage of the $5.9 billion healthcare spend, Toronto region is the largest healthcare market in

Figure 1: Toronto region Human Health and Sciences Cluster Map

8.2.3-8

4

Our cluster’s strength stems from our deep expertise in three therapeutic areas: Oncology, Neurological Diseases and Cardiovascular Diseases and Diabetes. These areas of strength allow us to start identifying and leveraging opportuni-ties to increase our competitiveness through research, development and commercialization of technologies to better serve our patients and increase wealth and prosperity in the region. These technology areas of opportunity - including Regenerative Medicine, Genomics, Imaging/Medical Devices and Data/Analytics - have been identified based on the institutions, assets and resources already present in the region upon which we can build.

Investment from multinational enterprises in the cluster is starting to gain momentum. Corporations such as Bayer, Johnson & Johnson, Celgene, GE Healthcare and IBM are establishing major facilities and placing investments in the GTA, many times with support or financial assistance of at least one level of government. A global venture fund, Versant Ventures, has made five major investments in the region over the past three years, including the most recent investment of $225M USD into a new regenerative medicine company using technology from Toronto’s UHN and the McEwan Center for Regenerative Medicine. We expect to build on this momentum to create even more centres of excellence, and with them, jobs.

Our vision is to elevate the Toronto region HHS cluster to Top 5 global status within 10 years. TO Health! has been formed with a mandate to build a community of stakeholders working in concert to first and foremost stimulate eco-nomic growth of the cluster. With a diverse population, a pool of highly-skilled, well-educated people and an engaged group of leaders willing to influence action on priorities, we are in an enviable position to build from strength.

Canada. It also has the largest concentration of research institutions, attracting the lion’s share of Ontario’s $7B spend on R&D. Toronto region is home to over 50+ head offices of multinational companies, homegrown businesses and 1000+ start ups. Overall the region contributes over 10% of Canada’s total GDP output.

Figure 2: HHS cluster Strengths and Opportunities

8.2.3-9

5

This document, called the HHS Cluster Action Plan, represents the framework and roadmap to achieving our objec-tives. The plan is an industry-focused, multi-stakeholder effort, which includes ideas and inputs from past learnings and summarizes required contribution from business leaders, government, and academic institutions. Its ideas have been shaped and supported by foundational work from Influential organizations including Life Sciences Ontario (LSO), Ontario Biotechnology Innovation Organization (OBIO), Ontario Chamber of Commerce (OCC), Toronto Region Board of Trade (TRBOT), MaRS, CIty of Mississauga and others collaborators whose consultation and policy development efforts have laid the groundwork for this plan.

In creating this document, cluster leaders came together at the working sessions held by TO Health! in October 2016 to align, refine and prioritize actions we need to take together to improve the competitiveness of the Toronto region. Participants included business leaders, policymakers, scientists, investors and entrepreneurs whose ideas, insights and energy went into the roundtables and who will continue to play essential roles in the creation and implementation of this plan.

(See Appendices for the full list of participants and detailed session notes).

Following the roundtables, TOHealth! narrowed a longer list of potential actions and tactics into a prioritized set of eight key recommendations that are collectively intended to help Toronto’s HHS cluster raise its profile both at home and abroad, expand access to risk capital, attract and expand the local footprint of multinational enterprises and attract experienced entrepreneurs to (or back to) the region:

8.2.3-10

6

4 OBJECTIVES

8 SHORT TERM OUTCOMES

5 LONG TERM OUTCOMES

8 TACTICS

• Raise the Profile of the Cluster both Internally and Externally

• Expand the Pool of Specialized Risk Capital

• Anchor Cluster with Infrastructure and Corporate Global Mandates

• Attract, Develop and Retain C-Level Talent

• An ability of stakeholders within the cluster to tell the “Toronto HHS cluster story” both internally and externally.• A measured increase in the amount of collaboration between stakeholders within the HHS cluster.• Additional sales resources for the Toronto region, including a complete listing of Global partnerships already in place here.• A more complete understanding of the risk capital landscape for Health Sciences in the Toronto region. • An identified lead and strategic work plan that identifies shorter term and longer term opportunities and a process to connect

these to JPF funds. • An expanded and deepened commitment to attracting and embedding novel significant technological interventions for

delivering better outcomes to patients.• A more detailed understanding of opportunities to use health data to improve patient outcomes as well as anchor growing

healthcare data firms.• An understanding of required skills sets HHS companies need to grow and scale and where to find these kinds of skills.

• A measurable increase in the number of midsize, scaling healthcare companies (100+ people employed)• One major healthcare company anchored in the region• Half of the global multinational healthcare MNEs located within the region will have a focus on partnerships and innovation. • An investment of private capital from a broader range of partners than currently do not invest in Health Sciences or not in

Ontario.• A core group of world class, talented and experienced C-level executives working with companies in the region.

• A detailed, interactive cluster inventory that includes a functional listing of organizations, programs and resources in the cluster.• An ongoing stream of high profile health-related conferences in the Toronto region, including existing major conferences and

new programming.• A Health Science focused stewardship program, facilitating inbound and outbound international engagement, hosting global

delegations and showcasing the cluster.• A government-catalyzed, industry matched and administered venture fund specifically focused on Health Sciences.• Resources and streamlined application processes to help local outposts of leading MNEs secure a new wave of investments,

partnerships and alliances that align with HHS cluster strengths. • Program further leveraging and optimizing public sector procurement to accelerate the absorption of innovation into the

healthcare system.• A plan that prepares the Toronto region to utilize healthcare data to drive better health outcomes and greater economic

benefits.• A targeted program that helps scaling companies access C-level executives with specialized skills.

CLUSTER ACTION PLAN SUMMARY

8.2.3-11

7

Moving forward, TOHealth! and its cluster partners will be focused on three core mandates:

1. Launching a Core Set of immediate Projects

At least three of the recommendations captured above are ready for immediate action – with work on some already well underway: developing an Integrated cluster Inventory; hosting world-class conferences; and creating a dedicated program to expand global HHS connections. TOHealth! and its partners will focus on accelerating the momentum behind these ideas and ensuring they have the resources and support required to successfully launch.

2. Refining and Enhancing Longer-term Projects

From a Health Technology Integration Program to HHS Data Access and Integration to creating a HHS Venture Fund, a number of the recommendations in this plan have been deliberately selected to catalyze debate and discussion and generate opportunities for additional research and refine-ment. TOHealth! and its partners will work diligently to develop detailed implementation plans for those more nascent recommendations.

3. Engaging with Key Strategic and Funding Partners

Working through both its HHS Committee and the broad group of cluster leaders whose insights are captured in the pages above, TOHealth! will communicate the Cluster Action Plan to public and private sector leaders across the region. Particular emphasis will be placed on engaging with a broader set of ministries across the Government of Ontario beyond MEDG, and working closely with both FedDev and Innovation Science and Economic Development Canada – as well as leading municipal government allies and advocates from across the region.

The Toronto region is already home to an HHS ‘Supercluster’, defined by exceptional researchers, world-class innova-tion institutions and an impressive array of early stage and global companies. All stakeholders including government at all levels must (continue to) recognize this cluster’s magnitude and potential. The initiatives and ideas contained in this plan are intended to build on that exceptional foundation to help the cluster achieve its goal of becoming top 5 in 10 years.

8.2.3-12

ELLA KORETS-SMITH

Executive Director, TO Health!

ella.korets-smith@tohealth.cawww.tohealth.ca

CONTACT

8.2.3-13

Report

Committee of Council The Corporation of the City of Brampton

2017-05-31

Date: 2017-05-18

Subject: Celebrate Canada Grant and Contribution Agreement

Contact: Kelly Stahl, Office of the CAO, Senior Manager, Cultural Services,

905.874.5941 kelly.stahl@brampton.ca

Recommendations:

1. That the report from Kelly Stahl, Senior Manager, Cultural Services, Economic

Development and Culture, dated May 18, 2017, to the City Council Meeting of May 31, 2017, re: Celebrate Canada Grant & Contribution Agreement, (CB.x)

be received; and

2. That staff be directed to prepare the necessary approvals to execute the

agreement by June 7, 2017; and

3. That the Commissioner, Community Services be authorized to approve and

execute any required agreements relating to the approved projects as part of the

Canada 150 Community Infrastructure Program, including, but not limited to,

contribution agreements with the government of Canada and any other

agreements and documents deemed necessary for the implementation of the

approved projects, with such agreements based on terms and conditions

satisfactory to the Director of Economic Development and Culture and in a form

acceptable to the City Solicitor or designate.

Overview:

Canadian Heritage provides financial support for activities organized during the Celebrate Canada period, from June 21 to July 1

On November 21, 2016, staff submitted a grant application to the Department of Canada Heritage seeking support for Brampton’s Canada

Day event

The “Brampton Celebrates Canada 150” event will take place on Saturday,

July 1 from 12 noon to 10 pm at Donald M. Chinguacousy Park, offering

8.2.4-1

residents an opportunity to participate in this sesquicentennial celebration

On May 3, 2017, The City of Brampton received notification from the

Department of Canadian Heritage awarding funding in the amount of $70,000.00, to support the “Brampton Celebrates Canada 150” event on July 1, 2017

Staff have been instructed by the Department of Canadian Heritage that in order to receive the funding grant, the agreement must be approved and

executed by June 7, 2017

Background:

The Festivals and Special Events unit, within the Economic Development and Culture division, is responsible for developing, managing and executing corporately owned and funded events.

Recently recognized as a top 100 Festival and Event in Ontario and the largest city-

produced event, Canada Day in Brampton is a fun-filled day of activities and attractions to keep the entire family entertained.

On November 21, 2016, staff submitted an annual grant application to the Department of Canada Heritage seeking financial support for Brampton’s Canada Day event.

Current Situation:

On May 3, 2017, The City of Brampton received notification from the Department of Canadian Heritage advising approval for the grant application funding in the amount of

$70,000.00 to support the City of Brampton’s annual signature event, “Brampton Celebrates Canada 150” on Saturday, July 1, 2017.

In order to meet the objectives of the grant application, staff has planned an event that incorporates activities and attractions that inspire our collective sense of community. In

celebration of Canada’s 150th anniversary of Confederation, the event features live lumberjack shows, a Canadian wildlife show, an Aboriginal craft station, an interactive street hockey zone, and showcases “The Muskoka Chair” public art project. Staff have

been instructed by the Department of Canadian Heritage that in order to receive the funding grant, the agreement must be approved and executed by June 7, 2017.

8.2.4-2

Corporate Implications:

Financial Implications:

The federal grant funding totalling $70,000 will be deposited in the Economic Development and Culture operating budget in account 600999.001.0206.0001.

Other Implications:

There are no other corporate implications.

Strategic Plan:

The Festivals & Special Events Office supports the City of Brampton Strategic Plan priority of Community Engagement and aligns with the strategic goal to foster a positive

civic image through community pride and enhance the quality of life of residents through events. Conclusion:

Staff appreciate the grant funding awarded from the Department of Canadian Heritage in the amount of $70,000.00, to support the “Brampton Celebrates Canada 150” event on

July 1, 2017 and seek approval to execute the contribution agreement.

Approved by: Approved by:

Kelly Stahl Senior Manager, Cultural

Services

Bob Darling Director, Economic

Development & Culture

Report authored by: Andrea Williams

8.2.4-3

Downtown Reimagined

Presentation to Council of Committee

May 31, 2017

Jayne Holmes, Director Capital Works

9.1.1-1

Downtown Reimagined

9.1.1-2

Game Changer: Urban Centres

Economic development master plan

Downtown infrastructure study

Festivals & special events strategy

Parks & Recreation master plan

Active transportation plan

Downtown capital infrastructure and streetscaping project

Downtown & central area master plan

Cultural heritage master plan

Arts & culture strategy

Transportation master plan

Year-round farmers’ market

Attract a university

* Community safety

3

9.1.1-3

Region of Peel’s Downtown Capital Project Phase 1

4

9.1.1-4

Project Limits

5

Main Street: Wellington Street to Nelson Street

East

Queen Street: Mill Street South to Chapel Street

Also Considering: Improvements of the approaches

to both CN Bridge’s on Queen

Street and Main Street; and

Resurfacing outside these limits to

match the Region of Peel’s Capital

Project Phase 1.

9.1.1-5

Problem and/or Opportunity Statement

6

9.1.1-6

EA Process and Public/Stakeholder Engagement

Schedule “C” Class EA as outlined in the Municipal Environmental

Assessment document.

Two (2) Public Information Centres were held on February 23, 2017

and April 27, 2017.

Stakeholder meetings that included the BIA, property owners and

residents were held throughout the process.

Through public engagement, a recommended alternative was

selected.

7

9.1.1-7

EA Process and Public/Stakeholder Engagement

8

9.1.1-8

Recommended Alternative Concept

9

• One vehicle lane and one bicycle lane in each direction

• Wider sidewalks on both sides to allow for café seating and fixed furniture

• Removal of dedicated on-street parking, which can be accommodated in City parking facilities

9.1.1-9

Downtown Parking

10

• The City parking facilities can

accommodate lost on-street

parking.

• At peak times there are almost

600 parking spaces available in

the downtown area.

• An accessible parking spot will

be provided on Main Street near

City Hall, with other located in

various locations in downtown.

9.1.1-10

Potential Loading Zones

11

Potential Loading Zones:

1. Diplock Lane

2. Rose Theatre

3. Harmsworth Lane

4. John Street

5. City Hall/Main Street

*The Environmental Study Report (ESR)

will recommend that the laneways be

further studied to integrate the laneways

into the proposed streetscaping

improvements

9.1.1-11

Traffic Assessment

12

2031 Operations 2021 Operations

• Traffic study shows that the level of service at intersections in the area are within acceptable limits

• Note: PM Peak Operations in the 2021 and 2031 scenarios are all LOS C or better

9.1.1-12

Heritage

13

Design Intent: Streetscaping will complement the

heritage in the downtown.

Planter boxes and wider sidewalks.

One vehicular lane in each direction.

Downtown Brampton Main St. (circa. 1973)

Cultural Heritage

Resource (CHR)

Assessment • Number of CHR’s within or

adjacent to the study area.

• CHR’s will be unaffected by this

project.

9.1.1-13

Themes and Concepts

Streetscape improvements will create an environment where all

modes of travel are accommodated.

Street design encourages outdoor retailing and cafes, festivals and

events.

Contemporary design approach but with materials, colour and styles

that will respect and complement the architectural variety found in

downtown.

New lighting will create an enhanced nighttime experience and the

opportunity for seasonal changes.

The design along City Hall and Garden Square will integrate those

spaces into the street to allow for them to expand for special events.

14

9.1.1-14

Themes and Concepts: Street Furniture

15

Streetlighting and illuminated bollard concepts

Street trees and bicycle lock concepts

Fixed furniture, benches and receptacle concepts

9.1.1-15

Themes and Concepts: Garden Square

16

Design Intent: Extend paving treatment

of Garden Square into the

street for continuity and

larger festivals.

Downtown events may be

displaced for the duration

of the Region’s contract

but enhancements to the

square will allow for an

improved market place.

9.1.1-16

Themes and Concepts: Ken Whillans Square

17

Design Intent: Extend paving treatment into

the street for continuity and

larger festivals.

Remove trellis structure and

relocate Zum shelter into Ken

Whillans Square to increase

the pedestrian zone.

9.1.1-17

Themes and Concepts: Main and Queen Street

18

9.1.1-18

Themes and Concepts: CN Bridge Underpass

19

Mural/Graphics or signage

Lighting or colour

Wider sidewalks under the bridge

Design Intent: • Enhance bridge as a downtown entrance way.

• Improve conditions under the bridge with lighting,

colour and signage.

• Opportunities for public art installation.

9.1.1-19

Costs

20

• The estimated cost for the streetscaping improvements is in the order of

$25M, which includes: Removals, investigations and permits;

Grading, utilities and earthworks;

Roadworks – mix of unit pavers and concrete, curbing, and resurfacing;

Site features – entranceways, CN bridge lighting and improvements, and public art;

Landscaping – trees, plant beds, retaining walls, steps

Site furniture – benches, bike racks, bollards, receptacles, lighting, etc.

• Not included are engineering costs, storm sewer state of good repair

works and any tunnel remediation works

• Region of Peel will be funding underground infrastructure as part of the

Downtown Capital Project Phase 1.

9.1.1-20

Next Steps

File the Environmental Study Report (ESR) for a mandatory 30-day public review period.

Retain a consultant for detailed design of the streetscape works.

Implement the streetscape design into the Region of Peel’s tender and contract.

Approval of funding through the 2018 budget process.

Construction is scheduled to begin in Spring 2018 for underground works and Spring 2019 for streetscaping works.

21

9.1.1-21

Thank you

22

9.1.1-22

Report

Committee of Council The Corporation of the City of Brampton

2017-05-31

Date: 2017-05-03

Subject: Recommendation Report and Budget Amendment - Downtown

Streetscape Environmental Assessment Study - Wards 1 and 3

Contact: Inderjit Hans, Senior Project Engineer, Capital Works, Public Works

and Engineering (905-874-5587) inderjit.hans@brampton.ca Recommendations:

1. That the report from Inderjit Hans, Senior Project Engineer, Capital Works, Public Works and Engineering Department, dated May 3, 2017, to the Committee of Council Meeting of May 31, 2017, re: Recommendation Report and Budget

Amendment - Downtown Streetscape Environmental Assessment Study – Wards 1 and 3 (EA16-3130-231) be received; and

2. That Council approve the Environmental Assessment’s recommended alternative to reconfigure the right-of-way of Main Street from Nelson Street East to Wellington Street and Queen Street from Mill Street South to Chapel Street with

the following layout:

One vehicular lane and one bicycle lane in each direction;

Widened sidewalks on both sides; and

Removal of dedicated on-street parking; and

3. That Council approve a budget amendment of $400,000 to project #173610-004

with funding transferred from Reserve #4 – Asset Replacement in order to retain

an engineering consultant to prepare the detailed design of the recommended alternative to meet the Region of Peel’s Downtown Capital Project Phase 1

tender timelines.

Overview:

In May 2016, Council directed staff to undertake actions to ensure restoration

works associated with the Region of Peel’s Downtown Capital Project Phase 1 to provide increased walkability and pedestrian capacity.

In November 2016, a Notice of Study Commencement was issued for a Schedule “C” Environmental Assessment to improve the streetscape in the downtown on

9.2.1-1

Main Street between Nelson Street East and Wellington Street and on Queen

Street between Mill Street South and Chapel Street.

The Environmental Assessments recommended alternative is to reconfigure Main

Street and Queen Street within the study area limits to one vehicle and one bicycle lane in each direction, widen sidewalks on both sides, and remove dedicated on-street parking.

The estimated cost for the detail design of the recommended alternative is $900,000 (pre-tax). Approved funds are available in capital project #173610-004

in the amount of $500,000. An estimated budget shortfall is $400,000.

The recommended alternative will be incorporated in the Region of Peel’s contract for the Downtown Capital Project Phase 1, for which construction is to

begin in Spring 2018.

The Environmental Study Report will be filed for a mandatory 30-day public

review period after the resolution of this report.

Background:

In May 2016, Council directed staff to undertake necessary actions to ensure the restoration works associated with the Region of Peel’s Downtown Capital Project Phase

1 to provide for increased walkability and pedestrian capacity specifically along Main Street from Nelson Street to Wellington but to also improve other areas as appropriate.

Staff initiated the Environmental Assessment (EA) study under the Ontario Environmental Assessment Act for streetscape improvements on Main Street between

Nelson Street East and Wellington Street and on Queen Street between Mill Street South to Chapel Street due to capacity changes and cost. A Notice of Study Commencement was issued on November 24, 2016 for a Schedule “B” project as

outlined in the Municipal Class EA document. The study was then re-categorized as Schedule “C” due to the increased estimated costs for underground and above ground

infrastructure improvements. Per Schedule “C” requirements, two (2) Public Information Centres (PIC) were held at

the Rose Theatre on February 23, 2017 and April 27, 2017. Staff also engaged with the Downtown Brampton Business Improvement Area (BIA) as well as other community

stakeholders throughout the study process. The EA study is being coordinated with all the other on-going studies and projects in the downtown including the Queen Street Transit Master Plan, Riverwalk, and Active Transportation Master Plan.

In Spring 2018, the Region of Peel will begin construction of Phase 1 of a multi -year

project that will replace aging infrastructure, reline existing sanitary sewers, and install new watermains and sanitary sewers. The focus of this phase is downtown Brampton, as per Attachment 1, with the following conservative limits that allow for traffic

management during construction:

9.2.1-2

Queen Street – Mill Street to Centre Street

Main Street – Church Street to south of Wellington Street

Chapel Street – Queen Street to Peel Street

Moore Crescent; Mary Street – Queen Street to Moore Crescent

Elizabeth Street – Queen Street to Wellington Street

George Street – Queen Street to 50 metres south

Current Situation:

Downtown Brampton within the study limits has a restricted right-of-way of approximately 20-metres. In order to accommodate wider sidewalks, active

transportation and create a place-making destination for Bramptonians; facilities such as dedicated on-street parking, loading zones and utilities have to be relocated to allow for

this change. Through public, agency, and stakeholder input, the recommended alternative cross-

section for Main Street from Nelson Street East to Wellington Street and Queen Street from Mill Street South to Chapel Street is one vehicular lane and one bicycle lane in

each direction, wider sidewalks on both sides, and removal of dedicated on-street parking (See Attachment 2). This cross section improves capacity for active modes, and generally enhances the pedestrian realm through the downtown core.

The limits of the Region of Peel’s work, as described above, extend beyond the limits of

the EA study. Therefore, as part of the overall construction work for streetscape improvements, staff recommends that resurfacing of Main Street and Queen Street match the limits of the Region of Peel’s Downtown Capital Project Phase 1 and be

implemented into the design and tender. Theme and Concept:

Streetscape improvements will create an environment where all modes of travel are

accommodated, and enhancements are made for pedestrians and cyclists. The street design will create a flexible area that when closed to vehicles will be able to easily

transform into event and festival space and wider sidewalks will encourage outdoor retailing and cafes. See Attachments 3 through 6 for more detail.

The design along City Hall and Garden Square will integrate those spaces into the streets to allow them to expand for special events. Lower curb profiles will make it easy

for people to walk around the street during these events and the provision of infrastructure will provide the opportunity for a wide range of programming.

Downtown Brampton has a variety of traditional and contemporary architecture reflective of the evolution of downtown over many years. The design intent of the streetscape

9.2.1-3

improvements is to use a contemporary design approach but with materials, colour and styles that will respect and complement the architectural variety found in downtown.

The palette of streetscape elements, trees and materials will be selected to provide a consistency and richness to downtown. New lighting will create an enhanced nighttime

experience and the opportunity for seasonal changes. Parking:

Staff recommends removing dedicated on-street parking on both Main Street and Queen

Street within the study limits to accommodate wider sidewalks and bicycle lanes. The five (5) parking garages downtown have enough capacity during peak times throughout the year to accommodate on-street parking needs (see Attachment 7). One accessible

parking spot will be provided adjacent to City Hall on Main Street and others will be located in various locations throughout downtown.

Loading Zones:

Staff recommends that loading zones be relocated from Main Street and Queen Street to the City-owned laneways within the downtown (see Attachment 8). This will allow for

continuous, unimpeded cycle lanes and provide for wider pedestrian sidewalks. It was determined that loading zones on Main Street and Queen Street in the context of the recommended cross-section would cause unacceptable delays to traffic and transit, and

could increase vehicular and pedestrian/cyclist interactions. To allow for larger trucks, provisions will be made to implement one loading zone on Main Street adjacent to City

Hall. Cycle Lanes:

At PIC #2, input from the public was requested specifically on the layout of the bicycle

lanes. The feedback received indicated a preference for “raised” bicycle lanes, at grade with the sidewalk, with a mountable curb creating a separation from the vehicular lane. Cyclists will be separated from pedestrians by a street furniture zone that will house

street trees, garbage receptacles, benches, street lights, bollards, etc. This cycling infrastructure through the downtown will enhance active transportation connectivity, and

create favourable conditions to encourage new and experienced cyclists to visit the downtown, and to ride through it in a safe and attractive environment.

Traffic:

By reconfiguring Main Street and Queen Street to one-lane in each direction, traffic is expected to slow down within the study area, which is typical in a downtown environment. It is also expected that some traffic will re-route to by-pass the downtown

area. The traffic impact study conducted through the EA finds side street impacts are

9.2.1-4

within an acceptable range. Staff will continue to monitor the traffic operations in the downtown and surrounding areas after implementation of the recommended alternative.

Transit:

On-going coordination with the Queen Street Transit Master Plan is taking place and the recommended alternative of the EA provides for lanes wide enough to accommodate transit movement. A recommendation from the study is to remove the trellis structure in

Ken Whillans Square to utilize the space by relocating the Zum shelter in this area. This will allow for wider sidewalks, a continuous cycle lane and a smooth transition from the

sidewalk into the Square. At Nelson Street, there may be an opportunity to relocate the Zum shelter from under the CN bridge. This will be investigated further during detail design but is dependent on the availability of land in the area.

Laneways:

Currently there are laneways under various ownership in the downtown area that have the potential to be utilized for loading zones as well as waste removal. Although

laneways are not in the scope of the study, the EA will recommend that a more in depth study be completed on integrating the laneways into the streetscape improvements.

Cost:

The cost of the streetscape work alone is estimated to be in the order of $25M. As detail design progresses, staff will develop a comprehensive project budget to include

streetscape civil work and tunnel remediation for the 2018 capital budget submission. The estimated cost for detail design of the streetscaping improvements is $900,000

(pre-tax). Approved funds are available in capital project #173610-004 in the amount of $500,000. Staff is requesting a budget amendment in the amount of $400,000 to project

#173610-004 in order to retain an engineering consultant for the detailed design of the recommended alternative.

Environmental Assessment Process:

The Environmental Study Report (ESR) will be filed for a mandatory 30-day public review period. During this period a person or party may request that the Minister of the Environment and Climate Change make an order to comply with the Part II of the

Environmental Assessment Act.

9.2.1-5

Corporate Implications:

Financial Implications:

Funding for this initiative is available in Project #173610-004-Project Design. However, a

budget amendment will be required in the amount of $400,000 with a transfer from the Reserve #4 – Asset Replacement in the amount of $400,000.

*Includes the 1.76% HST impact. ** Sufficient funding is available at the project level

Additional funding for streetscape improvements in the order of $25 million will be requested as part of the 2018 capital budget submission, pending Council approval.

Traffic Implications:

As a result of the recommended alternative various amendments to Traffic By-law 93-93

will be required. Staff will report to an upcoming meeting of council with the recommended amendments.

Economic Implications:

The downtown farmers’ market and signature events planned and executed by the Festivals and Special Events Division within Economic Development and Culture promote and support local businesses and bring neighbors together, thus increasing

local social capital and providing a vibrant hub for commerce and creativity in our downtown urban centre. The Region of Peel’s Downtown Capital Project Phase 1, set to

begin in Spring 2018, will temporarily displace the weekly market, and potentially impact the usual location of the signature events. In an effort to maintain consistency and sustain the success of these events, staff are reviewing alternative downtown locations,

with a plan to return to all events to their usual locations once the work is complete. Strategic Plan:

This report achieves the Strategic Plan priorities through Move and Connect and Strong

Communities by investing in new infrastructure, maintaining a state of good repair and creating connected spaces in the heart of the city for people to live, work and play.

Project

#

Prog

# Budget

Budget

Amendment

Revised

Budget

Expenditures and/or

Commitments to Date**

Balance

Available

Amount

Required*

Budget Balance

Remaining**

173610 004 $500,000 $400,000 $900,000 $45,332 $854,668 $915,840 $-61,172

9.2.1-6

Conclusion:

Staff recommends acceptance of the alternative as recommended by the EA study and

that detail design proceed in order to include these works into the Region of Peel’s Downtown Capital Project Phase 1 tender.

Original signed by: Original signed by:

Inderjit Hans, P.Eng.

Senior Project Engineer, Capital Works

Jayne Holmes, P.Eng.

Director, Capital Works

Attachments:

1. Region of Peel Downtown Capital Project Phase 1 Map 2. Preferred Cross-section for Main Street and Queen Street 3. Landscape Concept Plan

4. Garden Square Concept Plan 5. Ken Whillans Concept Plan

6. Main and Queen Street Rendering 7. Parking Garage Map 8. Potential Loading Zone Map

Report authored by: Inderjit Hans, P.Eng.

9.2.1-7

.Region of Peel- Watermain AndSewer Replacement/Relining Program For Brampton Downtown(Phase - 1)

0 7537.5Meters

Figure: 1

Date: 07 April, 2016

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Drawn By: KA

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Legend

Proposed WatermainReplacement Program

Abandon ExistingWatermain

Proposed New 400mmDia Watermain

Proposed Sewer RelineProgram

Proposed SewerReplacement Program

Stream Courses

Railway Line

!!

!!

!!

!!

!!

!!

!!

! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !

9.2.1-8

Rolled

Curb

3.50

Traffic Lane

3.501.20 1.50 1.50 1.20

Traffic LaneFurniture

Zone

Bicycle

Lane

Rolled

Curb

3.30

Clearway &

Market Zone

Clearway &

Market Zone

3.30

Bicycle

Lane

Furniture

Zone

9.2.1-9

LANDSCAPE CONCEPT PLANDOWNTOWN BRAMPTON STREETSCAPE CLASS EA

APRIL 27th, 2017

GATEWAY FEATURECREATE A SENSE OF ENTRY/ARRIVAL INTO DOWNTOWN

TREE PLANTINGTREE PLANTINGS USING A SOIL

CELL SYSTEM

STREET PAVINGDECORATIVE UNIT PAVING FOR

SIDEWALKS AND ROAD

FIXED SEATINGCUSTOM PERMANENT SEATING OPPORTUNITIES WITH PLANTER

STREET LIGHTINGA SIMPLE AND MODERN DESIGN THAT WILL CREATE AN ANIMATED SPACE

ENHANCED INTERSECTIONSCREATES WAYFINDING AND A SENSE OF PLACE, CONCRETE WITH SANDBLAST FINISH, DECORATIVE UNIT PAVER CROSSWALKS

LANEWAY TREATMENTSCONCRETE PAVING WITH SANDBLAST FINISH

RAILWAY UNDER-PASS / OVER-PASS GATEWAYCREATE A SENSE OF ENTRY INTO DOWNTOWN WITH USING COLOUR, LIGHTING AND SIGNAGE

RAILWAY UNDER-PASS / OVER-PASS GATEWAY

CREATE A SENSE OF ENTRY INTO DOWNTOWN WITH USING COLOUR,

LIGHTING AND SIGNAGE

EXTENSION OF CITY HALL PLAZA INTO STREETSCAPE

EXTEND PAVING TREATMENT INTO STREETSCAPE, MOUNTABLE CURBS,

BOLLARDS, FIXED SEATING, RELOCATION OF ZUM BUS SHELTER TO INCREASE

PEDESTRIAN ZONE

GATEWAY FEATURECREATE A SENSE OF ENTRY/

ARRIVAL INTO DOWNTOWN

RE-DESIGN OF KEN WHILLANS SQUARE

EXTENSION OF GARDEN SQUARE INTO STREETSCAPE

EXTEND PAVING TREATMENT INTO STREETSCAPE, MOUNTABLE CURBS,

BOLLARDS, FIXED SEATING, WALK OF FAME (TO REMAIN IN SAME LOCATION)

LEGEND

STREET LIGHTS

CROSSWALKS

STREET TREES

BIKE LANES

SITE FURNISHINGS PALETTE

BENCHES

BIKE RACK

WASTE/RECYCLE RECEPTACLE

REMOVABLE AND ILLUMINATED BOLLARDS

TREE GRATES

NORTH

PREFERRED STREET CROSS SECTION

“Revitalize Downtown Brampton to create an aesthetically beautiful environment that

boosts the image and awareness of the Downtown”

ALTERNATIVE 2 - P.I.C. #1

PROPOSED RESURFACING TO McMURCHY AVE.

PROPOSED RESURFACING TO CHURCH STREET

PROPOSED RESURFACING TO SCOTT STREET

PROPOSED RESURFACING TO HAROLD STREET

ATTACHMENT #3

MILL ST N

ELIZABETH ST S

ELIZABETH ST N

GEO

RG

E ST SG

EOR

GE ST N

CH

APEL STTH

EATRE LN

NELSON ST E

THEATRE LN

NELSON ST W

JOHN ST

WELLINGTON ST E

MILL ST S

9.2.1-10

3D RENDERING

EXISTING VIEW

• EXTEND PAVING TREATMENT OF GARDEN SQUARE INTO STREET FOR CONTINUITY AND LARGER FESTIVALS

• MOUNTABLE CURBS• BOLLARDS • FIXED SEATING

DESIGN INTENT

GARDEN SQUARE CONCEPT PLANDOWNTOWN BRAMPTON STREETSCAPE CLASS EA

ATTACHMENT #49.2.1-11

3D RENDERING

EXISTING VIEW

• EXTEND PAVING TREATMENT INTO STREET FOR CONTINUITY AND LARGER FESTIVALS

• MOUNTABLE CURBS• BOLLARDS• FIXED SEATING• RELOCATION OF ZUM BUS SHELTER TO INCREASE PEDESTRIAN ZONE

• TIE INTO GAGE PARK

DESIGN INTENT

KEN WHILLANS CONCEPT PLANDOWNTOWN BRAMPTON STREETSCAPE CLASS EA

ATTACHMENT #59.2.1-12

9.2.1-13

PARKING GARAGE MAPDOWNTOWN BRAMPTON STREETSCAPE CLASS EA

A Guide to Parking in Downtown Brampton

Metered Parking

Pay & Display Parking

Municipal Parking Lot

Bicycle Parking Available

Legend

Nelson Square Garage

Market Square Garage

West Tower Garage

City Hall Garage

John Street Garage

1

2

3

4

5

Questions or concerns about City parking? Call 905.874.2500 or email us at roads@brampton.ca BramptonRoads

West Tower Garage Capacity 434 Maximum Use 190 Vacancy 244

John Street GarageCapacity 225 Maximum Use 139Vacancy 86

City Hall GarageCapacity 349 Maximum Use 282Vacancy 67

Nelson Square Garage Capacity 275 Maximum Use 184 Vacancy 91

Market Square Garage Capacity 519 Maximum Use 409 Vacancy 110

Capacity Maximum Use VacancyQueen Street 45 31 14Main Street 44 33 11Total 89 64 25

Other On-Street 45 24 21

Parking Garages 1802 1204 598

TOTAL PARKING CAPACITY

On-street parking, if removed, can be facilitated within City parking garages

ATTACHMENT #79.2.1-14

1. DIPLOCK LANE

2. ROSE THEATRE LANE

3. HARMSWORTH LANE

4. JOHN ST

5. CITY HALL/MAIN STREET

POTENTIAL LOADING ZONES

POTENTIAL LOADING ZONE MAPDOWNTOWN BRAMPTON STREETSCAPE CLASS EA

ATTACHMENT #89.2.1-15

Report

Committee of Council The Corporation of the City of Brampton

2017-05-31

Date: 2017-03-21

Subject: All-way Stop Review: Church Street and Victoria Street (Ward 6)

- File I.AC (TRAF)

Contact: Mushtaq Tunio, Traffic Operations Technologist, Road Maintenance,

Operations & Fleet, Public Works & Engineering Department, 905-874-3581

Recommendations:

1. That the report from Mushtaq Tunio, Traffic Operations Technologist, Road

Maintenance, Operations & Fleet, Public Works & Engineering Department,

dated March 21, 2017, to the Committee of Council meeting of May 31, 2017, re: All-way Stop Review: Church Street and Victoria Street (Ward 6) (File

I.AC (TRAF)), be received; and

2. That an all-way stop be implemented at the intersection of Church Street and

Victoria Street

Overview:

Staff was requested to review the intersection of Church Street and

Victoria Street to determine if a convex mirror or alternate form of traffic control should be implemented.

Based on the review of the intersection of Church Street and Victoria

Street, staff recommends all-way stop control.

Staff presented the recommendation to residents who attended the Ward

6 ratepayer meeting on February 27, 2017.

Background:

Staff was requested to review the intersection of Church Street and Victoria Street to determine whether a convex mirror or additional traffic control is required to alleviate

traffic safety concerns.

9.2.2-1

Current Situation:

The current traffic control at the T-intersection of Church Street and Victoria Street includes a yield sign facing southbound traffic. The other two approaches are

uncontrolled. See attached Figure 1 for the location of the subject intersection.

Staff do not recommend the installation of a convex mirror at this location as they are

not frequently used on public roadways for the following reasons:

Convex mirrors distort the image of approaching vehicles and can provide a

false sense of distance, location, and speed of an approaching vehicle;

Convex mirrors can cause sun glare issues;

The use of the mirror is susceptible to weather and environmental impacts

such as dirt/fog/rain/snow/condensation;

Dependent on the configuration of the roadway, placement of the mirror could

be susceptible to movement, damage or misalignment due to vandalism or

wind and would require regular inspections/maintenance. To overcome some

of these issues, the location may have to be located out of the predictable line

of sight for drivers;

Multiple light sources (stopped vehicles, streetlights etc..) reflecting back to

drivers at night, can cause confusion for drivers and pedestrians;

Risk management/liability concerns due to the issues above.

Taking into consideration the above issues related to a convex mirror, staff reviewed the subject intersection to determine the most appropriate actions and forms of traffic control. The options investigated include:

A. Converting the intersection to an all-way stop due to the uniqueness of this

location and to provide more guidance to all drivers.

B. Converting the existing Yield sign (southbound) to a Stop Sign, with a Stop

Line painted (at a location to provide better visibility, but still within acceptable

guidelines).

C. Stop sign only on Church St (Victoria St does not stop).

D. Stop sign on both directions on Victoria St (Church St does not stop).

E. Clearing foliage at the intersection to increase sightlines

After reviewing the options, staff recommend implementing an all-way stop at the location, in combination with clearing foliage, as the other options are either counter

9.2.2-2

intuitive to driver expectations, would allow for a potential conflict between vehicles or do not fully address the sightline concerns.

On Monday, February 27, 2017, staff attended a Ward 6 ratepayer meeting and

presented the concerns with a convex mirror, recommending to area residents the installation of an all-way stop as well as clearing foliage. The feedback received from

the residents on the recommended solution (all-way stop and clearing foliage) was positive.

Based on the above, an all-way stop control is recommended at the subject

intersection.

Corporate Implications:

Financial Implications:

The costs associated with the installation of the traffic signs and pavement marking

changes required to support this initiative are estimated to be $400. These costs are to be funded from account # 200212.001.1320.0001 and # 201127.001.1305.0001.

There are sufficient funds available to proceed with this initiative.

Strategic Plan:

This report achieves the Move and Connect Priority of the Strategic Plan by keeping people and goods moving efficiently by investing in new infrastructure and

maintaining a good state of repair.

Conclusion:

An all-way stop is recommended at the intersection of Church Street and Victoria

Street which requires an amendment to the All Way Stop and Through Highway schedules of City of Brampton Traffic By-law 93-93.

Mushtaq Tunio

Traffic Operations Technologist, Road Maintenance, Operations &

Fleet Public Works & Engineering Department

Michael Parks, C.E.T.

Director, Road Maintenance, Operations &

Fleet Public Works & Engineering Department

Attachments:

Figure 1: Church Street and Victoria Street (Ward 6)

9.2.2-3

9.2.2-4

Report

Committee of Council The Corporation of the City of Brampton

2017-05-31

Date: 2017-04-05

Subject: Traffic Related Issues – U-turns on Glenvale Boulevard (Ward 8)

- File I.AC (TRAF)

Contact: Mushtaq Tunio, Traffic Operations Technologist, Road Maintenance,

Operations & Fleet, Public Works & Engineering Department, 905-874-3581

Recommendations:

1. THAT the report from Mushtaq Tunio, Traffic Operations Technologist, Road

Maintenance, Operations & Fleet, Public Works & Engineering Department, dated

April 5, 2017, to the Committee of Council Meeting of May 31, 2017 re: Traffic

Related Issues – U-turns on Glenvale Boulevard (Ward 8) - File I.AC (TRAF),

be received; and,

2. THAT Traffic By-law 93-93, as amended, be further amended to implement a U-

turn restriction on Glenvale Boulevard between Central Park Drive and a point 30

meters south of Geraldine Court.

Overview:

Staff received a traffic safety concern related to U-turns on Glenvale

Boulevard in the vicinity of Holy Name of Mary Secondary School from an

area resident.

Staff observations reveal a higher than expected number of U-turns on

Glenvale Boulevard at the Holy Name of Mary Secondary School frontage,

resulting in congestion and difficulties for through traffic. As such, staff is

recommending a U-turn restriction for both northbound and southbound

traffic on Glenvale Boulevard adjacent to the Holy Name of Mary Secondary

School.

9.2.3-1

Background:

Staff received a request from an area resident to restrict U-turns on Glenvale Boulevard

at the Holy Name of Mary Secondary School.

Current Situation:

Holy Name of Mary Secondary School is located on Glenvale Boulevard. Motorists were reported to be performing unsafe and disruptive U-turn manoeuvers after dropping

off or picking up students attending the Holy Name of Mary Secondary School. Observations undertaken to determine the frequency of vehicles making U-turns at the

intersection revealed a higher than usual number of U-turns. These U-turns cause congestion and difficulties for through traffic. As such, staff is recommending

implementation of a U-turn restriction for both northbound and southbound on Glenvale Boulevard between Central Park Drive and a point 30 meters south of Geraldine Court. Figure 1, attached, illustrates the recommended restrictions.

Corporate Implications:

Financial Implications:

The costs associated with the installation of the traffic signs required to support this initiative are estimated to be $350.00. These costs are to be funded from account #

200212.001.1320.0001.

There are sufficient funds available to proceed with this initiative. Strategic Plan:

This report achieves the Move and Connect Priority of the Strategic Plan by keeping people moving efficiently by investing in new infrastructure and maintaining a state-of-good-repair.

Conclusion:

Based on received concerns from a resident within the area neighborhood and based on

staff observations, staff recommends implementing a “U-turn” restriction for both northbound and southbound traffic on Glenvale Boulevard in the vicinity of Holy Name of

Mary Secondary School. This will require an amendment to the U-turn Schedule in Traffic By-law 93-93

9.2.3-2

Mushtaq Tunio, Traffic Operations Technologist,

Road Maintenance, Operations & Fleet Public Works & Engineering

Department

Michael Parks, C.E.T. Director,

Road Maintenance, Operations & Fleet Public Works & Engineering Department

Attachments:

Figure 1: Proposed U-turn restrictions Report authored by: Mushtaq Tunio

9.2.3-3

9.2.3-4

Report

Committee of Council The Corporation of the City of Brampton

2017-05-31

Date: 2017-04-12

Subject: Stopping Related issues - Bramtrail Gate (Ward 2)

Contact: Mushtaq Tunio, Traffic Operations Technologist, Road Maintenance,

Operations & Fleet, Public Works & Engineering Department, 905-

874-3581 Recommendations:

1. That the report from Mushtaq Tunio, Traffic Operations Technologist, Road Maintenance, Operations & Fleet, Public Works & Engineering Department, dated April 12, 2017, to the Committee of Council Meeting of May 31, 2017, re: Stopping Related Issues – Bramtrail Gate – (Ward 2) (File I. AC (TRAF)), be

received; and

2. That Traffic By-law 93-93, as amended, be further amended to implement “No

Stopping, Monday to Friday, 8:00 a.m. to 5:00 p.m.” on the south side of Bramtrail

Gate between Baylor Drive and Van Kirk Drive.

Overview:

Staff received traffic related concerns from an area resident related to on-

street parking and/or stopping on Bramtrail Gate in the vicinity of St. Josephine Bakhita Catholic Elementary School.

Staff reviewed and recommends the implementation of No Stopping, Monday to Friday, 8.00 a.m. to 5.00 p.m., on the south side of Bramtrail

Gate between Baylor Drive and Van Kirk Drive.

Background:

Staff received a request from an area resident to investigate the possibility of restricting stopping on Bramtrail Gate in the vicinity of St. Josephine Bakhita Catholic Elementary School.

9.2.4-1

Current Situation:

Staff conducted observations to determine the frequency and impact of on-street

stopping/parking, generated by St. Josephine Bakhita Catholic Elementary School, on the residents of Bramtrail Gate between Baylor Drive and Van Kirk Drive. These

observations revealed a number of vehicles stopped/parked, sometimes blocking driveways and causing difficulties for through traffic. A survey was subsequently undertaken to ascertain the preferences of residents affected by any proposed changes

in restrictions.

Based on the observations and the results of the survey, staff recommends

implementing No Stopping, Monday to Friday, 8:00 a.m. to 5:00 p.m., on the south side of Bramtrail Gate between Baylor Drive and Van Kirk Drive. This restriction will assist the residents in accessing their driveways and provide a clear passage for vehicles

accessing the roadway. The north side of Bramtrail Gate was not recommended for restrictions so as to permit students being dropped off to access St. Josephine Bakhita

Catholic Elementary School without crossing the roadway. Figure 1, attached, illustrates the recommended restrictions.

Corporate Implications:

Financial Implications:

The costs associated with the installation of the traffic signs required to support this

initiative are estimated to be $200.00. These costs are to be funded from account # 200212.001.1320.0001.

There are sufficient funds available to proceed with this initiative.

Strategic Plan:

This report achieves the Move and Connect Priority of the Strategic Plan by keeping people and goods moving efficiently by investing in new infrastructure and maintaining a

good state of repair.

Conclusion:

Based on the review of on-street parking, staff recommends implementation of No Stopping, Monday to Friday, 8:00 a.m. to 5:00 p.m., on the south side of Bramtrail Gate between Baylor Drive and Van Kirk Drive.

9.2.4-2

The implementation of the proposed stopping restrictions will assist the residents in accessing their driveways and provide a clear passage for vehicles accessing the roadway. This will require an amendment to the No Stopping Schedule in Traffic By-law

93-93.

Mushtaq Tunio

Traffic Operations Technologist, Road Maintenance, Operations & Fleet

Public Works & Engineering

Michael Parks, C.E.T.

Director, Road Maintenance, Operations & Fleet

Public Works & Engineering Attachments:

Figure 1: Stopping related issues – Bramtrail Gate (Ward 2)

9.2.4-3

9.2.4-4

Tuesday, April 11, 2017

Members Present: David Laing (Co-Chair) Trevor Boston Rosemary Keenan Davika Misir Roopinder Sandhu Joshua Teves Laila Zarrabi Yan City Councillor Doug Whillans (left at 7:01 p.m. –

other municipal business)

Members Absent: Shintu Cherian Manathara (Co-Chair) (regrets) Douglas Foster (regrets) Krista Kumar Ian McGillivray Filiz Ozmisir (regrets)

Staff Present: Stavroula Kassaris, Environmental Policy Planner, Public Works and Engineering

Michael Hoy, Environmental Policy Planner, Public Works and Engineering

Shauna Danton, Legislative Coordinator, City Clerk’s Office

Minutes

Environment Advisory Committee Committee of the Council of

The Corporation of the City of Brampton

9.3.1-1

Minutes Environment Advisory Committee

2017 04 11 Page 2 of 7

The meeting was called to order at 6:09 p.m. and adjourned at 8:10 p.m. Prior to Approval of the Agenda, Committee expressed appreciation and gratitude to Earl Evans, Deputy Clerk, for his expertise and support, and wished him well in his future endeavours. 1. Approval of Agenda ENV001-2017 That the Agenda for the Environment Advisory Committee Meeting

of April 11, 2017, be approved as printed and circulated. Carried 2. Declarations of Interest under the Municipal Conflict of Interest Act - nil 3. Previous Minutes 3.1. Minutes - Environment Advisory Committee - December 13, 2016

The minutes were considered by Committee of Council on February 1, 2017, and approved by Council on February 8, 2017. The minutes were provided for information only.

4. Delegations/Presentations -nil 5. Reports/Updates 5.1.

Environment Advisory Committee Work Plan

Summary of 2016 Committee Achievements

Moving Forward Committee consideration of the matter included:

Recognition of 2016/2017 accomplishments o Committee Work Plan that supports the City’s Environmental Master

Plan o Online Database of contacts o Grow Green Network o Eco-pledge campaign o Interactive website o Committee budget o Community outreach and advocacy; participation in numerous

environmental initiatives

9.3.1-2

Minutes Environment Advisory Committee

2017 04 11 Page 3 of 7

Discussions regarding the 2017/2018 Work Plan and budget o 2017 Work Plan to consist of the Committee hosted events; Eco-

pledge Campaign in April, Grow Green network event in June , and the Eco-Pledge follow-up celebration in the fall

o Davika Misir volunteered to lead the organization of the network event, and Rosemary Keenan volunteered to lead the organization of the follow-up fall celebration; members were encouraged to participate in the planning of the events

Grow Green Network; frequency of events, associated costs, potential locations and formation of a subcommittee to organize the events

The following motion was considered:

ENV002-2017 1. That the 2017 Committee Work Plan consist of three environmental events, organized and hosted by the Committee:

1. Eco-Pledge Campaign Launch 2. Grow Green Network event 3. Eco-Pledge Follow-up Celebration Event;

2. That Davika Misir, Member, lead the organization of the

Grow Green Network Event; and, 3. That Rosemary Keenan, Member, lead the organization of

the Eco-Pledge Follow-up Celebration. Carried 5.2. Grow Green Network

Webpage

Moving Forward Staff provided an update on the status and proposed content of the Grow Green Network webpage. Committee consideration of the matter included:

Consensus to upload basic information regarding the network, including the objective, environmental initiatives, strategic documents and a link to the Eco-Pledge

Consensus to engage the network members and request feedback regarding web page content

9.3.1-3

Minutes Environment Advisory Committee

2017 04 11 Page 4 of 7

5.3. Grow Green Eco-Pledge

Webpage

Descriptions

Logistics

Promotion Staff provided a presentation outlining the Grow Green Eco-Pledge, including implementation, pledge options, webpage options and the pledge form. Committee consideration of the matter included:

Eco-pledge follow-up email correspondence; calendar of events, reminders and pledge-tacking

Eco-pledge banners and postcards feedback regarding the promotional materials and their content

Logistics regarding the Eco-Pledge Launch event; promotion of Grow Green Network at the event

The following motion was considered:

ENV003-2017 That the presentation by Stavroula Kassaris, Environmental Policy Planner, Public Works and Engineering, to the Environment Advisory Committee Meeting of April 11, 2017, re: Grow Green Eco-Pledge be received.

Carried

5.4. Housekeeping Items

Role of Members and Staff

Committee Procedures

Committee Development

Staff provided a presentation regarding the subject matter that included the following:

Reminder of the Committee’s mandate and Terms of Reference

Members are representatives of the Committee and City of Brampton

Role and responsibilities of the subcommittees

Overview of preparing recommendations and motions; proper procedure and expectations

Member presentations at external events; creation of stock presentation

Member communication with the media; compliance with Corporate Communications expectations

Following the presentation, committee consideration of the matter included:

9.3.1-4

Minutes Environment Advisory Committee

2017 04 11 Page 5 of 7

Concerns regarding Member communication with City employees other than committee support staff; proper channels to reach employees are time consuming, request for clarification on proper communication with City staff

Member attendance and participation; members were encouraged to regularly attend meetings and increase participation in subcommittees and events

The following motion was considered:

ENV004-2017 That the presentation by Michael Hoy, Environmental Policy Planner, Public Works and Engineering, to the Environment Advisory Committee Meeting of April 11, 2017, re: Housekeeping Items be received.

Carried 6. Sub-Committees 6.1. Verbal Update from Trevor Boston and Laila Zarrabi Yan, Members, re:

Community Outreach and Eco-Challenge Working Group

Trevor Boston and Laila Zarrabi Yan, Members, requested that more Members participate in the group and assist with the events.

6.2. Verbal Update from Rosemary Keenan, Member, re: Eco-pledge Fall

Celebration Event

Rosemary Keenan, Member, noted that she will focus on creating a subcommittee dedicated to organizing the event and encouraged members to join the group.

6.3. Verbal Update from Joshua Teves, Member, re: Committee Webpage

Content

Joshua Teves, Member, stated that a lot of work on the website has been completed and noted that the inclusion of links to “sharing” webpage content on personal social media are being considered.

9.3.1-5

Minutes Environment Advisory Committee

2017 04 11 Page 6 of 7

6.4. Committee discussion re: Repurposing of Established Sub-Committees Committee consideration of the matter included discussions regarding the

current priorities and focus of the committee. There was consensus to abolish the existing subcommittees and replace them with an events sub-committee and a Grow Green Network sub-committee.

The following motion was considered: ENV005-2017 That the current subcommittees of the Environment Advisory

Committee be concluded and replaced with an Events Sub-Committee and a Grow Green Network Sub-Committee.

Carried 7. Environmental Ideas 8. Other/New Business 9. Correspondence 9.1. Correspondence from Gaby Kalapos, Clean Air Partnership, dated February 2, 2017,

re: Thursday, June 8th - Clean Air Council Summit

Staff provided an overview of the Clean Air Council Summit. Members who are interested in attending the event were requested to email staff directly. Staff will register the Members and the logistics will be communicated to those attending. Committee consideration of the matter included:

Opportunity for Members to attend other environmental events hosted by external agencies; council approval and budget considerations

Members reporting to Committee after attending an event

Distribution on Committee promotional materials at City and external agency events

Coordinating participation in various environmental events 10. Question Period - nil 11. Public Question Period - nil

9.3.1-6

Minutes Environment Advisory Committee

2017 04 11 Page 7 of 7

12. Adjournment ENV006-2017 That the Environment Advisory Committee do now adjourn to meet

again on Tuesday, June 13, 2017. Carried _____________________________ David Laing, Co-Chair

9.3.1-7

Thursday, May 04, 2017

Council Committee Room 4th Floor – Brampton City Hall

Members Present: Patrick Doran (Chair) Mike Moffat (Vice-Chair) Trustee Carrie Andrews, Peel District School Board

Daminder Ghumman Charles Gonsalves Rakesh Joshi Max Kazman Michael Lobraico Albert Masih Dhanwant Singh Kainth Councillor Pat Fortini – Wards 7 and 8

Members Absent: Trustee Anna da Silva, Dufferin-Peel Catholic District School Board

Stephane Mukendi (regrets) Staff, Agency and Organizational Representatives:

Anna Gentile, Central Planning and Operations Officer, Student Transportation of Peel Region

Marcy Macina, East Planning and Operations Officer, Student Transportation of Peel Region

Sgt. Fortunato Manvati, Regional Divisional Traffic Unit, Peel Regional Police

Craig Kummer, Manager, Traffic Services Mike Mulick, Acting Manager, Enforcement and By-law Services

Kim Bernard, Team Lead, Crossing Guard, Traffic Services Margaret Laramore, Team Lead, Crossing Guard, Traffic Services Chandra Urquhart, Legislative Coordinator, City Clerk’s Office

Minutes

Brampton School Traffic Safety Council Committee of the Council of

The Corporation of the City of Brampton

9.3.2-1

Minutes Brampton School Traffic Safety Council

2017 05 04 Page 2 of 7

The meeting was called to order at 9:30 a.m. and adjourned at 9:46 a.m. Committee was advised by City Clerk’s Office staff that Dhanwant Singh Kainth has joined the Committee. Mr. Kainth was introduced and welcomed by the Committee. 1. Approval of Agenda SC051-2017 That the agenda for the Brampton School Traffic Safety Council

Meeting of May 4, 2017 be approved, as printed and circulated. Carried 2. Declarations of Interest under the Municipal Conflict of Interest Act 3. Previous Minutes 3.1. Minutes - Brampton School Traffic Safety Council - April 6, 2017

The minutes were approved by Council on April 26, 2017 and provided for Committee’s information.

4. Delegations/Presentations 5. Program - Peel Safe and Active Routes to School Committee (PSARTS) 5.1. Update from Violet Skirten, Crossing Guard Supervisor, re: Bike to School

Week - May 29 - June 2, 2017.

Kim Bernard, Team Lead, Crossing Guard, on behalf of the Crossing Guard Supervisor, provided an overview of the Bike to School Week event which is scheduled for the week of May 29 to June 2, 2017. The intent is to promote cycling and active transportation in schools. To date more than 120 schools in Peel have registered to participate in the program, with 59 of them being from Brampton. In response to questions, staff advised that information on the bike training sessions for students will be provided directly to Committee.

9.3.2-2

Minutes Brampton School Traffic Safety Council

2017 05 04 Page 3 of 7

The following motion was considered:

SC052-2017 That the update from Violet Skirten, Crossing Guard Supervisor, to the Brampton School Traffic Safety Council meeting of May 4, 2017, re: Bike to School Week - May 29 - June 2, 2017 be received.

Carried

6. School Travel Planning Program/Sub-Committee/Ad Hoc Committee

Participation 6.1. Update from Violet Skirten, Crossing Guard Supervisor, re: List of Schools

Participating in the School Travel Planning. Below, for reference, is a list of schools participating in the School Travel Planning Program. 1. Agnes Taylor Public School – 80 Beech Street – Ward 1 2. Brisdale Public School – 370 Brisdale Drive – Ward 6 3. Castle Oaks Public School – 155 Castle Oaks Crossing – Ward 4. Eagle Plains Public School – 40 Eagle Plains Drive – Ward 10 5. Edenbrook Hill Public School School – 61 Edenbrook Hill – Ward 6 6. Father C.W. Sullivan Public School – 62 Seaborn Road – Ward 1 7. Fernforest Public School – 275 Fernforest Drive – Ward 9 8. Great Lakes Public School – 285 Great Lakes Drive – Ward 9 9. Harold F. Loughin Public School – 39 Herkley Drive – Ward 1 10. Homestead Public School – 99 Fletcher’s Creek Boulevard – Ward 5 11. Massey Street Public School – 95 Massey Street – Ward 7 12. Mount Royal Public School – 65 Mount Royal Circle – Ward 10 13. Pauline Vanier Catholic School – 56 Oaklea Boulevard – Ward 4 14. Roberta Bondar Public School – 30 Pantomine Boulevard – Ward 6 15. Springbrook Public School – 145 Jordensen Drive – Ward 5 16. Springdale Public School – 100 Dewside Drive – Ward 9 17. St. Jean Brebeuf Public School – 63 Glenforest Road – Ward 8 18. Thorndale Public School – 133 Thorndale Road – Ward 1 19. Westervelts Corners Public School – 20 Brickyard Way – Ward 1 20. Williams Parkway Sr. Public School – 1285 Williams Parkway – Ward 8

Kim Bernard, Team Lead, Crossing Guard, on behalf of the Crossing Guard Supervisor, referenced the list of schools registered to participate in the School Travel Planning program. She reported that a few schools have been added to the list of 20 that was included in the agenda.

9.3.2-3

Minutes Brampton School Traffic Safety Council

2017 05 04 Page 4 of 7

Ms. Bernard advised that staff conducted a walkabout for Springbrook Public School and the issues observed will be discussed with the school principal.

SC053-2017 That the update from Violet Skirten, Crossing Guard Supervisor, to the Brampton School Traffic Safety Council meeting of May 4, 2017, re: Bike to School Week - May 29 - June 2, 2017 be received.

Carried 7. Program - Peel Regional Police - Safety Committee 8. Correspondence 8.1. Correspondence from Wendy Peyer, Principal, re: Request to Review Traffic

Congestion on School Street/School Property, Park and Ride and Crossing Guard - Springdale Public School, 100 Dewside Drive - Ward 9

Committee reviewed the site inspection request for traffic congestion, safety, and the need for a crossing guard at the school site. The following motion was considered:

SC054-2016 1. That the correspondence from Wendy Peyer, Principal, re:

Request to Review Traffic Congestion on School Street/School Property, Park and Ride and Crossing Guard – Springdale Public School, 100 Dewside Drive – Ward 9 be received; and

2. That a site inspection be undertaken.

Carried

9. New School Openings

Trustee Carrie Andrews, Peel District School Board, indicated that Walnut Grove Public School was advised that the school bus service to the school will be removed effective September 2017. A reduction in attendance of 350 students was anticipated.

9.3.2-4

Minutes Brampton School Traffic Safety Council

2017 05 04 Page 5 of 7

10. Changes/Updates to School Boards/Student Population

Dufferin-Peel Catholic District School Board Peel District School Board

Trustee Carrie Andrews, Peel District School Board, advised that enrollment at Walnut Grove Public School has been capped. She explained that several portables have been added to accommodate the increase in student population resulting from residential growth in the area.

11. Brampton School Traffic Safety Council Promotional Activities 12. Other/New Business

12.1. Update from Violet Skirten, Supervisor, re: Crossing Guard Appreciation Day

Kim Bernard, Team Lead, Crossing Guard, on behalf of the Crossing Guard Supervisor, advised that Tuesday, June 13, 2017 is Crossing Guard Appreciation Day. The event will provide an opportunity for the City and community to express appreciation for the Crossing Guards. As a feature of the event, a Crossing Guard of the Year is selected through a nomination process. Details on the nomination process will be available on the City’s website. An announcement about the event will be made at the Council meeting of June 7, 2017.

13. Site Inspection Report(s) 13.1. Site Inspection Report - Thorndale Public School, 133 Thorndale Road

Tuesday, April 11, 2017 - 8:30 a.m. and 3:20 p.m. Traffic Congestion on School Property/School Street

Committee reviewed the observations and recommendations in the site inspection report. The following motion was considered:

SC055-2017 1. That the site inspection report to the Brampton School Traffic

Safety Council meeting of May 4, 2017, re: Thorndale Public School, 133 Thorndale Road - Ward 2 be received; and,

9.3.2-5

Minutes Brampton School Traffic Safety Council

2017 05 04 Page 6 of 7

2. That the Peel District School Board arrange for signs

indicating ‘Bus lanes’ and ‘Kiss and Ride lanes’ to be placed at the entrance of the driveway; and

3. That the Manager of Enforcement and By-law Services

arrange for Parking Control officers to visit the school during arrival and dismissal times; and

4. That the Peel District School Board arrange for a hatched

painted crosswalk on the driveway where the pathway and island connect; and

5. That school staff encourage students to use the sidewalk

leading to the side of the school, instead of crossing at the north end of the driveway; and

6. That the Principal continue to educate parents/community

regarding safety of children around schools.

Carried

14. Future/Follow-up Site Inspection(s) 15. Site Inspection Schedule

Site Inspections were scheduled as follows: Earnscliffe Public School, 50 Earnscliffe Circle – Ward 5 Tuesday, May 9, 2017 - 8:00 a.m. and 3:20 p.m. Parking Issues/Traffic Congestion/Crossing Guard Springdale Public School, 100 Dewside Drive – Ward 9 Tuesday, May 16, 2017 - 8:15 a.m. and 3:05 p.m. Parking Issues/Traffic Congestion/Crossing Guard

16. Information Items

9.3.2-6

Minutes Brampton School Traffic Safety Council

2017 05 04 Page 7 of 7

17. Question Period

City Councillor Pat Fortini inquired whether the increase in enrollment at Walnut Grove Public School was due to illegal basement apartments in the area. Staff explained it was because of residential growth.

18. Public Question Period

19. Adjournment SC056-2017 That the Brampton School Traffic Safety Council do now adjourn to

meet again on Thursday, June 1, 2017 at 9:30 a.m. Carried

_____________________________________ Patrick Doran, Chair

9.3.2-7

Report

Committee of Council The Corporation of the City of Brampton

2017-05-31

Date: 2017-05-23

Subject: Matters Arising from the Member Services Committee Meeting (May 8, 2017) - Council Office Constituency Assistant Positions

Contact: P. Fay, City Clerk, 905.874.2172, peter.fay@brampton.ca Recommendations:

1. That the report from Peter Fay, City Clerk, Office of the Chief Administrative Officer, dated May 23, 2017, to the Committee of Council Meeting of May 31, 2017, re: Matters Arising from the Member Services Committee Meeting (May 8, 2017) – Council Office Constituency Assistant Positions, be received.

Overview:

At its May 8 meeting, the Member Services Committee meeting referred the following matters to staff for review and a report back:

o Converting contract Constituency Assistant positions to permanent full-time positions

o Establishing a “work from home/anywhere” corporate policy for the Corporation, including the Council Office, by July 1, 2017.

This report responds to these matters and reports on the work underway by staff on the “work from home/anywhere” policy. Staff is developing a holistic approach to modernizing the workplace that combines flexible Human Resources policies, mobile technology and updated office space standards. A corporate policy will not be ready by July 1, 2017. More information will be presented to Council later this year with supporting Human Resources policies to follow in 2018.

The current job description for the Constituency Assistant contemplates working from City Hall, with minimal work outside City Hall. Administrative support for Councillors, as currently defined and established by Council decision, cannot be effectively maintained with Constituency Assistants working from any other location other than the Council Office at City Hall.

A related closed session report regarding details pertaining to converting contract Constituency Assistant positions to permanent full-time positions is provided to Committee on the May 31 Committee of Council meeting

7.2.9 - 1

agenda for consideration in closed session as this matter relates to personal matters about identifiable individuals including municipal or local board employees and labour relations or employee negotiation matters.

Background: The Member Services Committee, at its May 8, 2017 meeting, passed the following recommendation (Recommendation MS014-2017):

WHEREAS Council Resolution C173– 2015 states that Members of Council, in consultation with their assistants, will determine the best functional approach to meet their respective support needs in order to ensure an effective support model is in place to best serve constituency demands; and WHEREAS the current combination of full-time and contract-term employees in the Council Office has resulted in administrative challenges to delivering a consistent, equitable level of service to all Members of Council; and WHEREAS the City of Brampton has made a significant investment to upgrade to Windows 365 in order to take advantage of the benefits of cloud computing; therefore, be it resolved THAT the Council Liaison Coordinator be directed to meet with each Member of Council to determine their specific administrative needs with a particular emphasis on developing an administrative framework and the supporting policies and procedures to assist them in achieving the best functional approach to serve their constituency demands; and further That the following clause be referred to staff for a report to the May 31 Committee of Council meeting:

THAT effective immediately, all current and future Council Constituency Assistants become full-time employees of the Corporation of the City of Brampton and the council office budget be adjusted to reflect this change; and further

That the following clause be referred to staff for a report to Committee of Council:

THAT a telecommute/work from home/work from anywhere policy, applicable to the entire Corporation including the Council Office, be developed and implemented by July 01, 2017 to take advantage of the City’s investment in its information technology systems.

7.2.9 - 2

The Council Liaison Coordinator is scheduling meetings with individual Councillors to discuss individual support needs to serve their constituency needs. This report addresses the Committee’s referral requests related to:

general information regarding the conversion of contract Constituency Assistant positions to full-time employees, and

the development of a telecommute/work from home/work from anywhere policy for the Corporation, including the Council Office.

A separate closed session report is provided to Committee on the May 31 Committee of Council agenda regarding details for the conversion of contract Constituency Assistant positions to full-time employees. Current Situation: Council Office Support Model:

In late 2014 and early 2015, Council made and re-considered a number of decisions, to establish an appropriate Council Office support system. Council contemplated establishing executive-assistant positions reporting directly to each Ward pairing of Councillors, and then reconsidered its decision and changed the administrative support model for the Council Office from 5 Councillors Assistants supporting 10 Councillors to 10 Constituency Assistants supporting 10 Councillors.

All new Constituency Assistants hired by the City were through employment contracts for the term of Council, to allow Council the flexibility to determine its most appropriate support model in future terms of Council, and based on prevailing Council support models in place in other large municipalities where Council Office staff are contract staff reporting directly to the Councillor.

A companion closed session report on the implications of converting the contract Constituency Assistant positions to permanent full-time positions is provided to Committee of Council. Work from Home / Work from Anywhere Policy: The Member Services Committee requested staff to establish a “work from home / work from anywhere” policy by July 2017, including the Council Office. The City currently does not have a formal work from home policy. Staff is developing a holistic approach to modernizing the workplace that combines flexible Human Resources policies, mobile technology and updated office space standards. Human Resources, Information technology and Accommodation Planning are establishing a coordinated work plan to enable this vision. Human Resources policies that allow employees to work remotely (i.e. a “work anywhere” policy) will be developed for this initiative. The workplace strategy will support the City’s People

7.2.9 - 3

Advantage strategy which seeks to achieve high levels of employee engagement to drive results for the City. To achieve this modern vision for the organization’s workplace, a deliberate and planned approach will be taken to ensure that management and employees are supported through the change process. More information will be presented on this initiative to Council later this year with supporting Human Resources policies to follow in 2018. In the meantime, the current nature of the Constituency Assistant position, as an administrative assistant to work in the Council office, primarily including managing email, telephone calls, scheduling, communications, meetings, administrative tasks, etc. is a position that is most effective working from the Council Office at City Hall. The nature of the position necessitates good two-way communications between the Ward Councillors and the Constituency Assistants. If the Constituency Assistant is absent from the Council Office on a regular basis, the administrative support for the Councillor is diminished. Constituency Assistants have not been equipped with the technology tools to work from home, nor have those expectations been established through the current employment contract and work expectations. Constituency Assistants are not provided City-issued mobile phones or laptops anticipating work from home opportunities. Issuing Corporate smartphones and/or laptops to 10 Constituency Assistants is not included in the Council Office budget. The current job description for the Constituency Assistant contemplates working from City Hall, with minimal work outside City Hall. Administrative support for Councillors, as currently defined and established by Council decision, cannot be effectively maintained with Constituency Assistants working from any other location other than the Council Office at City Hall. Corporate Implications: Financial Implications:

The conversion of contract Constituency Assistants to full-time positions will result in an immediate budget increase for the Council Office and possible future budget implications, as documented in the companion closed session report.

If Council approves the conversion, staff will request the incremental expenditure increase within the 2018 base budget of Cost Center 0119 – Council Office.

7.2.9 - 4

Other Implications:

Strategic Plan: This report achieves the Strategic Plan priority of Good Government by ensuring effective and transparent governance support systems are in place for the Corporation and Council decision-making. Conclusion: At the Member Services Committee meeting of May 8, 2017, three requests were made of staff:

Meet with individual Councillors to discuss individual support needs to serve their constituency needs. This is being coordinated by the Council Liaison Coordinator.

Report to the May 31, 2017 Committee of Council meeting on the conversion of contract Constituency Assistant positions to full-time employees, and the budget implications of this change. This public session report introduces this matter and a companion closed session report on the same Committee of Council meeting agenda further details the implications of converting the positions.

Report by July 2017 on the development of a telecommute/work from home/work from anywhere policy for the Corporation, including the Council Office. Staff is working on an appropriate policy and program initiative through its PeopleAdvantage strategy, but the program will not be ready until 2018. It is premature to make work from anywhere decisions for Constituency Assistants at this time, and the Council-approved administrative support model for the Constituency Assistant position does not currently align with a work from anywhere approach.

Approved by:

Peter Fay, City Clerk Office of the Chief Administrative Officer

Attachments: Report authored by: Peter Fay, City Clerk.

7.2.9 - 5

7.3.2-1

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7.3.2-4

7.3.2-5

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7.3.2-7

BRAMPTONYOUR CITY,

YOUR SUMMER.

8.1.1-1

City Life.

Experience the very best of

Brampton, from the global

flavours of our diverse

cuisine, to the thrill of

sports events and

celebrations in honour of

Canada's 150th.

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CeleBrampton

june 10

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Food & drink

Family & fun

Culture & entertainment

Community & heritage

What's On.

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Public Markets

june 17 & june 22

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Urban Bounty.Downtown Farmers' Market - June 17

Mount Pleasant Village Market - June 22

Sample Brampton's

finest ingredients at

one of our open-air

markets and enjoy

food, festivities and fun.

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Canada Day

july 1

8.1.1-7

Celebrate Canada. Family fun

Live entertainment

Headline performance

Fireworks display

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Garden Square

june 12 - sept 30

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Garden Square.

MONDAYS. Brampton On Screen

TUESDAYS. Discover Canada

WEDNESDAYS. Brampton On Stage

THURSDAYS. Throwback Thursday

FRIDAYS. Garden Square Live

SATURDAYS. Movies Under The Stars

SUNDAYS. Blue Jays!

8.1.1-10

Rose Theatre

july 20 - august 19

8.1.1-11

Rose Theatre Brampton.

JULY

Gordon Lightfoot

July 20

Canadian Improv

Showcase

July 28

Confidential Music

Theatre Project

July 30

AUGUST

Norm Foster's Old Love

August 3-5

Barefoot in the Park

August 10-12 & 17-19

8.1.1-12

Community Events

investing for impact

8.1.1-13

Lusofonia Portugese Festival, June 3

National Indigenous Day, June 21

Filipino Fiesta, June 24

Salsa Latin Fest, June 25

Taste of the Caribbean, June 29

Lucas Holtom Carnival, July 8

Carabram, July 14-16

Vibrant Brampton, July 14-15

Bollywood Monster Does Brampton, July 15

Classic Cars, July 21-22

Monster Rock Orchestra, August 18

BMT’s Arts Alive Festival, August 24-26

Heritage Jazz Society Festival, September 9 

8.1.1-14

Sport Tourism

june 2 - september 24

8.1.1-15

PLAY IT. WATCH IT.

25th McCauly Memorial Cup, June 2-4

Special Olympics Ontario Summer Games, July 13-16

CanAm Youth Ball Hockey Tournament, July 27-30

Bantam, Midget Youth Track & Field Provincials, July 28-30

Women’s & U14 Girls Canadian Fast Pitch Championships,

August 16-20

Canada Kabaddi Cup, August 20

Canadian Lacrosse Minto Cup, August 17-27

Vintage Ontario Baseball Federation, September 22-24

8.1.1-16

Your city to explore.Save the dates.  We'll see you there.

www.brampton.ca/events

8.1.1-17

www.downtownbramptonbia.ca

76 Main Street North, Brampton ON L6V 1N7

downtownbia@brampton.ca ∙ 905.874.3518

May 29, 2017 City of Brampton Subject: Recommendations Report and Budget Amendment – Downtown Streetscape

Environmental Assessment Study – Wards 1 and 3 Summary: Downtown Reimagined is a spectacular opportunity…a once in a lifetime opportunity to transform the commercial retail and residential activity in the downtown Brampton business district. Downtown Brampton Reimagined will also make our downtown representative of the City we aspire to be. Firstly, the Downtown Brampton BIA would like to thank Jayne Holmes and her team for the work that they have done on the Downtown Brampton Streetscaping Improvements. The Downtown Brampton BIA has attended all of the City of Brampton PICS or public information sessions held in Feb. 15 & April 27, 2017. For the record the DBBIA represents over 340 businesses and property owners in the DBBIA and is the voice of the downtown business community. The Downtown Brampton BIA will be communicating and advocating on behalf of all of our 340+ business owners and operators in the BIA boundary. Downtown Brampton BIA Concerns: A) Ease of Storefront Access:

-Commercial delivery -Loading zones – laneways to be considered – will we get a schematic overview of this to review? -Drop off – people and product – (i.e. dropping people off to various points in the downtown core who may have some sort of mobility issue.

B) Ease of Access to Main & Queen Street Parking: -Report and recommendations addresses parking quantitatively but not qualitatively C) Timeframe:

-Can the Streetscaping follow the watermain in a shorter timeframe? -How did we get to Phase I & Phase II? Can this work be done altogether?

D) Request for Engineering Consultant:

-An ask from the City of Brampton for an additional $400,000.00 is currently in this report to retain an engineering consultant to prepare the detailed design of the recommended alternative to meet the Region of Peel’s Downtown Capital Project - Phase 1. -Can the City of Brampton ensure that these monies will be utilized to address some of the DBBIA concerns with regards to EASE of ACCESS & PARKING?

E) Parking: Parking Study Reports and Traffic Reports – What reports were utilized to support

this report?

9.4.1-1

www.downtownbramptonbia.ca

76 Main Street North, Brampton ON L6V 1N7

downtownbia@brampton.ca ∙ 905.874.3518

F) Handicapped Parking –Will there still be handicapped parking in the downtown on Main & Queen Street?

G) Business Interruption:

-What will the City be doing to address business disruption in the DBBIA during the construction?

9.4.1-2

www.downtownbramptonbia.ca

76 Main Street North, Brampton ON L6V 1N7

downtownbia@brampton.ca ∙ 905.874.3518

APPENDIX A: Questions re: Downtown Brampton Streetscaping Improvements May 30, 2017 Loss of on-street parking:

1. Economic Impact of loss of Parking Spaces on Queen Street and Main Street? 2. Breakdown of people/residents who attended the PIC to arrive at these recommendations 3. Ease of access with people who have mobility challenges 4. Location of drop-off points on Queen Street and Main Street? 5. Ease of access –for people and product delivery? 6. Speeding on Main Street and the removal of parking spaces – what studies have been done in

other downtowns on reducing the speeding that is happening on Main & Queen Street? 7. Ease of access for garbage pick-up

Cycling Lanes:

1. Cycling Lanes on Queen and Main Street – is this safe? Questions to the City of Brampton from DBBIA back in August 2016: (emailed to the City of Brampton August 4, 2016) Downtown Capital Project – Preliminary Questions

1. Project Start Date 2. Estimated Length of time of construction/time frame 3. Phases of Project and Project Overview 4. Scope of project 5. Parking considerations for BIA businesses 6. Delivery consideration for BIA suppliers 7. Physical Limitations of Traffic for:

-Vehicular traffic -Pedestrian traffic -Cyclists

8. How will this impact the Farmer’s Market? 9. How will the Capital Project impact special events in the downtown core? 10. Public Presentation(s) to our membership in the fall – can we secure a few dates? 11. Comparable projects in other downtowns that the BIA could review 12. Money budgeted for by the City for a Communications person for this project? 13. Compensation for business loss?

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Government Relations Matters Briefing Report

City Council

Wednesday, May 31, 2017

Region of Peel Meetings Thursday, June 1, 2017

Peel Housing Corporation

8:30 AM – 10:30 AM http://www.peelregion.ca/council/agendas/2017/2017-06-01-phc-agenda.pdf

Provincial News

Association of Municipalities of Ontario: Local Share – What’s Next Ontario? http://www.amo.on.ca/localshare Summary:

In 2015, AMO launched What’s Next Ontario, a consultation with its membership on how municipal governments can achieve long-term fiscal sustainability to address:

o Demands for services and new challenges. o An estimated $60B infrastructure deficit. o Municipal revenue (i.e. property taxes), not keeping pace with new pressures.

AMO conducted a detailed financial analysis of municipal revenues and expenditures, projecting out to 2025, and found if municipal governments were to rely mainly on property taxes, with all else being equal, would require, on average, an estimated 8% property tax increase for 10 years to fund existing programs and services and fund the infrastructure deficit.

AMO is now seeking member input on a proposal called Local Share, a new 1% sales tax, as an option, dedicated to help fund critical local services. The goal is to reduce the pressure on property tax increases and provide municipal governments with a more diverse source of revenues to build stronger communities.

City of Brampton:

As previously communicated, each Councillor should have already received, or will soon be receiving, further documentations from AMO.

AMO is not looking for a formal position, but asking each elected official to think about Local Share as a potential option to address pressures on municipal governments.

Further details may be available during the AMO Annual Conference (August 13 – 16).

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2

Federal News

Government of Canada Launches Historic Job-Creating Superclusters Initiatives May 24, 2017 https://www.canada.ca/en/innovation-science-economic-development/news/2017/05/government_of_canadalauncheshistoricjob-creatingsuperclustersini.html

Summary:

An investment of $950M, between 2017-2022, to support business-led innovation superclusters identified by the Government of Canada with the greatest potential to energize the economy in high growth sectors.

The initiative will select up to five innovation superclusters that will qualify for this investment.

Designed to foster stronger connections amongst the private and public sectors and post-secondary institutions.

City of Brampton:

Through Federal Budget 2017, the City of Brampton has strong a presence from the specific sectors identified: advanced manufacturing; agri-food; clean technology; digital industries; health/bio-sciences; clean resources.

This initiative is business-led, however, given the recently focused Strategic Plan, the City is well positioned to work with interested private sector and post-secondary institutions, should an opportunity arise.

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Wednesday, May 31, 2017

Building Strong PartnershipsSummary of Meetings with Senior Federal Officials

May 18, 2017, Ottawa

Meetings: Brampton’s Members of Parliament (MPs)

Canada Infrastructure Bank (Senior Officials)Infrastructure & Communities (Senior Officials)

Federation of Canadian Municipalities (FCM - Staff)

Participants: Harry Schlange, Chief Administrative OfficerLowell Rubin-Vaughan, Manager, GR & Public Policy

Summary:

• The City’s government relations framework includes staff engaging in regular discussionswith senior government officials, to identify current and future advocacy opportunities.

• The purpose of these initial meetings with federal government officials and the Federation ofCanadian Municipalities (FCM) were to:

o Establish new federal partnerships and relationships.o Acknowledge (and thank them for) recently announced federal investments.o Highlight City’s strategic priorities and game-changers.o Learn how to align and leverage federal initiatives and funding opportunities.

• Key initiatives raised:o Innovative Infrastructure (University, Shared Services)o Downtown Etobicoke Creek Revitalization (Riverwalk)o Transit Service & Infrastructure (Canada’s Super Innovation Corridor)

• A meeting also took place with Brampton’s MPs, updating them on recent City strategicpriorities and meetings with Federal Departments. They expressed appreciation for the Cityto be taking such a proactive approach in making key federal connections. They continue tobe supportive to work with the City to advance key priorities with the federal government.

• Below is a brief summary of meetings and where available any relevant update. Furtherfollow up work is ongoing.

• The presentation is included as Appendix I.

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2

Department of Finance

Government Officials:

Richard Botham, Assistant Deputy Minister, Economic Development & Corporate FinanceTim Duncanson, Senior Advisor to the Deputy MinisterNiko Fleming, Chief, InfrastructureAmadeus Domaradzki, Economist, Infrastructure

• The focus of this meeting was to become familiar with the role of Finance and how they workwith other departments who operationalize funding programs. (i.e. Department ofInfrastructure & Communities is responsible for administering the Public TransitInfrastructure Fund).

• Expressed interest in receiving feedback on how frameworks for various funding programsare operationalized. Given the significant funding available for transit, green and socialinfrastructure, they are becoming more interested in municipalities’ perspective on howthese programs are implemented.

• Discussed how the City could potentially leverage the Canada Infrastructure Bank (CIB) -legislation currently before the House. They describe conditions the City should consider ifinterested to leverage this source of funding:

o Will the project include a revenue stream?o Is the project at a large enough scale to secure private investments?o What is the level of user fees digestible within a community?

• Noted how the City should be aware of various Departments responsible for fundingportions of the program and suggested further meetings including, Transport ($5B),Environment & Climate Change ($5B), and Infrastructure & Communities ($5B).

Canada Infrastructure Bank (CIB)

Government Officials:

Bruce McCuaig, Executive Advisor (Transition Office)

• Building on the Department Finance discussion, this meeting was intended to exploreopportunities on how to potentially leverage the $35B CIB to advance strategic priorities.

• Recognizing the infrastructure gap through public finances is unsustainable, whenoperationalized (expected late 2017), CIB could provide an additional tool for municipalitiesto transfer equity and debt to the private sector. It was stressed that this will not replace thePrivate Public Partnerships (3Ps) program.

• Additional features of CIB include:o Centre of excellence on infrastructure projectso Foster evidence-based decision making and advise all governments (including

municipalities) on design of revenue-generating projects

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3

o Collect and share data to help governments make better decisions aboutinvestments

• Suggested there could be an opportunity for “bundling” of smaller projects withinmunicipalities to make investment opportunities more attractive to private investors.

Update: The City has been invited, as part of a small group of municipalities, to participate in aCIB information session at the end of June.

Infrastructure & Communities

Government Officials:

Eric Landry, Director General, North/Atlantic/Ontario Directorate, Program, Operations BranchChad Westmacott, Director, Ontario Directorate

• The purpose of this meeting was in part to thank government officials for funding, i.e. PublicTransit Infrastructure Fund (PTIF) and the Clean Water & Wastewater Fund (CWWF), and tobetter understand how to access funding for transit, social and green infrastructure.

• Through the post-secondary education discussion, it was suggested the City explore takingadvantage of the Smart Communities Challenge (currently in consultation phase withprovincial government – and provided contact information of Program Lead).

• In terms of future recreational facilities and services, suggested to reach out to HeritageCanada to explore potential funding opportunities through Phase 2 funding.

• In terms of Riverwalk, discussed that Environment & Climate Change has roughly $2B,nationally, to explore how to leverage flood mitigation funding through a future disaster relieffund.

Update: There has been a number of correspondence in regards to the City’s CWWFannoucnement, including the ability to begin procuring for Phase 1 projects. Officials have alsobeen helpful in identifying provincial counterparts to formally obtain and finalize necessaryagreements.

Innovation, Science & Economic Development

Government Officials:

Alison McDermott, Director General, Science & Innovation, Program Coordination BranchJames Miller, Senior Policy AdvisorAmy Arnold, Senior Policy Advisor

• The focus of the meeting was to explore funding opportunities on how to leverage federalinvestment in innovation to support the City’s initiatives.

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4

• It was mentioned that federal funding, through the Strategic Innovation Fund, supportingpost-secondary education infrastructure has now ended, however, officials indicated therecould be an opportunity through the Building Canada Fund.

• Provided indication of a soon-to-be-announced Innovation Superclusters Initiative (launchedMay 25). This business-led initiative could be an opportunity for the municipality to work withthe private sector and research institutions to leverage the City’s core clusters, includingadvanced manufacturing, agri-food, etc.

• The Officials also suggested to work through Ontario’s Regional Development Offices(FedDev Ontario) to identify additional specific opportunities to advance the City’s innovationagenda.

Update: Follow up since the initial meeting has including receiving further information andcontact information on the Building Canada Fund, FedDev Ontario and Innovation SuperclustersInitiative.

Federation of Canadian Municipalities

Government Officials:

Leanne Holt, Acting Director, Outreach and EngagementEric Scharf, BCMC Advisor

• With the upcoming FCM Annual Conference, this meeting was to provide FCM with Cityinitiatives, and to learn how to best leverage the association.

• FCM advised on the advocacy work with the federal government, specifically aroundaffordable housing and the design of the social housing funding. They shared a copy ofCanada’s Housing Opportunity, their report on the need for federal investment in affordablehousing.

• The City provided an update on its work regarding asset management, and they shared theirMunicipal Asset Management Program and provided further information about fundingopportunities and grants.

Update: The City has received further FCM-led initiatives including Municipalities for ClimateInnovation Program (funding for learning opportunities to enable municipalities to addressclimate challenges) and the Green Municipal Fund (supports initiatives demonstrating aninnovative solution/approach to municipal environmental issues).

11.2-4

Building Strong Partnerships

May 2017

11.2-5

Why we’re here

2

1. Strong Relationships 2. Aligning Priorities

11.2-6

Why we’re here: Thank You

3

Investing $65M Phase 1 PublicTransit Infrastructure Fund

(shared 50-50 with federalgovernment)

Prepared to invest $10.7M instorm water Clean Water &

Waste Water Fund

(shared with ProvincialGovernment)

Investment $1.8B in RegionalExpress Rail

$753M dedicated to Canada’sInnovation Super Corridor

(Toronto-Brampton-WaterlooRegion)

Opportunities for education,innovation, collaboration and

work-integrated learning

Opportunities in affordablehousing, reducing poverty and

cultural and recreationinfrastructure

11.2-7

Who we are

4

11.2-8

Who we are

900,000Projected population by 2041

(600,000 in 2016)

14,000New residents per year

(2nd Fastest Growing City inCanada)

Approx. 40Newcomers come to Brampton

everyday

4th

Fastest growing Canadiancommunity (net increase)

51%Workforce with post-secondary

education

36.5Average Age

(lowest among Canada’s largestcities)

50.6%Percentage of population born

outside of Brampton (2011)

89Languages spoken by 209

different cultures

5

11.2-9

Who we are

Inn

ova

tio

n&

Tech

no

logy

6

Ad

van

ced

Man

ufa

ctu

rin

g

He

alth

&Li

feSc

ien

ces

Foo

d&

Bev

era

ge

Cultural Services

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7

A CONNECTED CITY THAT IS INNOVATIVE, INCLUSIVE AND BOLD

11.2-11

Brampton’s Bold Initiatives

InnovativeInfrastructure

Post-SecondaryCollaborative

Shared Services

Transit Service &Infrastructure

Canada’s SuperInnovation Corridor

DowntownEtobicoke Creek

Revitalization

Flood MitigationRiverwalk: Public

Spaces

11.2-12

Innovative Infrastructure

• Hub for education, innovation & collaboration• Innovative, bold spaces for shared services

11.2-13

• Post-secondary partnership with a focus on STEAM and advanced

technologies

• Creating innovative, bold spaces for shared services, state-of-the-

art library, business and community space

• Key to growing a talented workforce, business incubation and

leverages City’s key business sectors

• Economic catalyst strengthening Canada’s Innovation Super

Corridor eco-system

10

Innovative Infrastructure

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11

Innovative Infrastructure: Partnering for the Future

11.2-15

12

• Flood mitigation• Unlocking development• Creating sustainability and resiliency

Downtown Etobicoke Creek Revitalization

11.2-16

13

Riverwalk: Downtown Etobicoke Creek Revitalization

11.2-17

Riverwalk: Unlocking Economic Development

11.2-18

15

Riverwalk: Long-Term Partnership

11.2-19

16

Transit & the Innovation Super Corridor

Transit Service & Infrastructure

• Fastest growing transit system• Well situated within Canada’s Super

Innovation Corridor

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17

Transit Service & Infrastructure

11.2-21

18

Transit Service & Infrastructure: The Missing Link

• New freight corridor between Kitchener GO & Milton GO Line

Source: Feasibility Study & Business Case of Constructing the Missing Link (IBI Group)

11.2-22

19

Transit Service & Infrastructure: Partnering to move People and Goods

• An integrated regional transit system is essential to thelocal and regional economy

11.2-23

20

Thank you

We look forward toworking with you.

11.2-24