First draft of the 2012 City of Brantford budget documents

2012 BUDGETTABLE OF CONTENTS Council Priorities 2010-2014 2012 Net Operating Budget Summary Operating Budget Detail by Department Base Budget Increases/Decreases Road Map - Reductions to Meet Budget Target Proposed Fee Increases Recommended Service Level Reductions Non Recommended Service Level Reductions Unmet Needs Capital & Reserve Funds Funded Capital Summary 2012-2016 Funded Capital Unfunded Capital Operating Budget Impact Reserve Fund Summary

COUNCIL PRIORITIES 2010 TO 2014STRATEGIC ACTION4.10 Develop a comprehensive human resources plan that addresses the needs for staff training and development, and succession planning.

PRIORITY LEVEL

Overall Ranking

1

1

1.8

Enhance opportunities for higher education.

1

2

1.11 Assess and promote culture and heritage as economic drivers.

1

3

2.8

Develop & coordinate partnerships with community organizations and other levels of government to address and support the needs of those most in need. Explore the establishment of a residential addictions treatment centre and children/youth mental health services in the community. Develop a Community Prosperity Initiative. 1 4

2.11 Maintain and enhance a strong volunteer base. Explore the creation of a Volunteer Centre in the City. Strengthen relationships with neighbourhood associations. Explore the establishment of a Community Action Initiative. 1 5

3.10 Implement the Waterfront Master Plan including a financing plan.

1

6

1.7

Expand tourism opportunities and benefits to the community. Develop a link from the arts, cultural, sports, and heritage assets of the City to the tourism opportunities and benefits of the community. 1 7

2.7

Examine the feasibility of proceeding with initiatives to enhance community health and wellness.

1

8

3.5

Develop a Green Infrastructure Strategy.

1

9

4.8

Re-establish a Customer Service Strategy to ensure excellence in service delivery.

1

10

4.9

Develop a Communication Plan to enhance internal and external communication.

1

11

STRATEGIC ACTION1.2 Create an investor friendly environment, which rolls out the red carpet, not the red tape.

PRIORITY LEVEL

Overall Ranking

2

12

1.3

Explore opportunities to develop and expand niche economic sectors including green energy initiative.

2

13

1.4

Address the shortfall of serviced industrial land. Review the reporting structure between the Economic Development Advisory Committee and City Council. 2 14

1.5

Implement the Economic Development Strategy. Continuous monitoring, evaluation, and reporting of recommendations. 2 15

1.6

Implement Workplace Development Strategy. Continuous monitoring, evaluation, and reporting of recommendations with a link to focus Post-Secondary Education to Workplace Development. 2 16

2.3

Continue to support & invest in sports & recreation facilities & programs through the implementation of the Parks and Recreation Master Plan. Review the relationship between the City and user groups.

2

17

2.5

Undertake a Social Services Needs Study.

2

18

2.10 Continue to implement and enhance investment in the Citys Bikeways/Trails Multi-Use Master Plan. Examine the expansion of bike lanes within road right-of-ways and the requirements for bike racks throughout the City. Increase the visibility of walkability initiatives in the City. 2 19

3.2

Maintain the Infrastructure Management Strategy including roads, sewer, water, and municipal buildings. The inclusion of regular briefings of City Council.

2

20

4.1

Create opportunities to enhance public understanding and involvement at City Hall including the implementation of the e-Government Initiative and the development of a public consultation procedure.

2

21

4.11 Evaluate the Citys future role in the Brantford Utility Group of Companies

2

22

2.4

Implement the Affordable Housing Strategy. Review the Citys role and financial commitment in affordable housing. Explore new partnerships opportunities with community organizations. 2 23

4.2

Review the Citys Strategic Financial Plan.

2 2

24

4.3

Develop a long-term strategy for the use of the casino monies.

25

STRATEGIC ACTION1.10 Develop ways to increase access to early years learning and define the Citys role in the changing early years learning environment.

PRIORITY LEVEL

Overall Ranking

2

26

2.1

Implement the Municipal Cultural Plan.

2

27

2.2

Develop a City-Wide Heritage Master Plan that includes incentives, utilization of community improvement plans, and heritage grants.

2

28

2.9

Implement the Fire Master Plan. Explore a region-wide emergency preparedness plan with the County of Brant and Six Nations of the Grand River. 2 29

3.3

Implement the Long-Term Solid Waste Management Sustainability Plan.

2

30

STRATEGIC ACTION1.1 Implement the Downtown Master Plan. Explore a Downtown Heritage Designation. Explore opportunities for pedestrians, cyclists, and outdoor open space.

PRIORITY LEVEL

Overall Ranking

3

31

2.6

Review the Citys services and programs to adapt to the changing demographics. Implement the Aging Master Plan. 3 32

3.1

Undertake a new Transportation Master Plan.

3

33

3.4

Work with other levels of government to improve regional transportation links including the exploration of opportunities for Go Transit for the City.

3

34

3.6

Review and update the Growth Management Strategy.

3

35

4.7

Review the current ward structure and Council remuneration.

3

36

3.7

Undertake an Official Plan Review.

3

37

3.8

Monitor the Provincial Places to Grow Strategy and its impact on the City.

3

38

3.9

Focus brownfield initiatives on the Greenwich/Mohawk and Syndenham/Pearl projects.

3

39

4.4

Lobby and pursue opportunities with the Provincial and Federal governments for appropriate municipal funding though a strategy to pursue such funding opportunities.

3

40

4.5

Continue to implement a corporate business planning process and monitor the process for improvements.

3

41

4.6

Evaluate the Program Review process.

3

42

CITY OF BRANTFORD 2012 NET OPERATING BUDGET SUMMARYBase Budget Increases & (Decreases) 14,179 36,156 50,335 Base Budget Incr/(Decr) % 2012 Fee Increases Recommended Service Level Reductions 2012 BUDGET With Recommended Reductions 198,020 263,453 461,473 Budget Incr/(Decr) % After Recommended Reductions 7.71% 15.91% 12.24%

2011 BUDGET EXECUTIVE AND LEGISLATIVE MAYOR'S OFFICE MEMBERS OF COUNCIL TOTAL EXECUTIVE AND LEGISLATIVE CHIEF ADMINISTRATIVE OFFICER CHIEF ADMINISTRATIVE OFFICER BRANTFORD POWER DEPARTMENT CHIEF ADMINISTRATIVE OFFICER PUBLIC HEALTH, SAFETY & SOCIAL SERVICES ONTARIO WORKS SOCIAL HOUSING CHILD CARE FIRE POLICE SERVICES POLICE BOARD HONORARIUMS BRANT COUNTY HEALTH UNIT LAND AMBULANCE JOHN NOBLE HOME LIBRARY ST. JOSEPH'S LIFECARE CENTRE HEALTH CARE TASK FORCE 911 TELEPHONE SYSTEM TOTAL PUBLIC HEALTH, SAFETY & SOCIAL SERVICES COMMUNITY SERVICES PARKS AND RECREATION GOLF OPERATIONS PLANNING BUILDING SERVICES & PROPERTY STANDARDS ECONOMIC DEVELOPMENT, TOURISM & COMMUNICATIONS SANDERSON CENTRE TOTAL COMMUNITY SERVICES ENGINEERING & OPERATIONAL SERVICES ENGINEERING ADMINISTRATION DESIGN & CONSTRUCTION PUBLIC WORKS, OPERATIONS & MAINTENANCE TRANSPORTATION SERVICES WATER TREATMENT & DISTRIBUTION WASTEWATER SOLID WASTE MANAGEMENT PROPERTY MANAGEMENT FLEET SERVICES TOTAL ENGINEERING & OPERATIONAL SERVICES CORPORATE SERVICES CORPORATE SERVICES ADMIN HUMAN RESOURCES LEGAL & REAL ESTATE CITY CLERK FINANCE INFORMATION TECHNOLOGY TOTAL CORPORATE SERVICES SUBTOTAL PRIOR TO CORPORATE FINANCING CORPORATE FINANCING SUPPS/P-I-L/ADJ ON TAXES INVESTMENT INCOME CURRENT & RETIREE BENEFITS CASINO FINANCING DEBT FINANCING CAPITAL FINANCING UTILITY FINANCING REVENUES INSURANCE OPERATING BUDGET CONTINGENCY TOTAL CORPORATE FINANCING TOTAL NET EXPENDITURE

2012 BUDGET

NON RECOMMENDED REDUCTIONS TO MEET BUDGET TARGET OF 1% -

2012 BUDGET With All Reductions 198,020 263,453 461,473

Budget Incr/(Decr) % With All Reductions 7.71% 15.91% 12.24%

2012 Unmet Needs -

2012 BUDGET With All Reductions & Unmet Needs 198,020 263,453 461,473

$ 2012/11 INCREASE/ (DECREASE) 14,179 36,156 50,335

% 2012/11 INCREASE/ (DECREASE) 7.71% 15.91% 12.24%

183,841 227,297 411,138

198,020 263,453 461,473

7.71% 15.91% 12.24%

374,161 374,161

79,228 79,228

453,389 453,389

21.17% 0.00% 21.17%

-

-

453,389 453,389

21.17% 0.00% 21.17%

(75,486) (75,486)

377,903 377,903

1.00% 0.00% 1.00%

91,700 91,700

469,603 469,603

95,442 95,442

25.51% 0.00% 25.51%

7,003,619 7,642,240 840,114 14,626,280 25,428,254 31,174 2,111,287 2,588,931 1,492,860 3,899,155 870,996 37,094 66,572,004

137,384 245,283 28,617 730,478 1,570,957 341 63,338 531,513 44,103 37,044 2,882 3,391,940

7,141,003 7,887,523 868,731 15,356,758 26,999,211 31,515 2,174,625 3,120,444 1,536,963 3,936,199 870,996 39,976 69,963,944

1.96% 3.21% 3.41% 4.99% 6.18% 1.09% 3.00% 20.53% 2.95% 0.95% 0.00% 0.00% 7.77% 5.10%

-

-

7,141,003 7,887,523 868,731 15,356,758 26,999,211 31,515 2,174,625 3,120,444 1,536,963 3,936,199 870,996 39,976 69,963,944

1.96% 3.21% 3.41% 4.99% 6.18% 1.09% 3.00% 20.53% 2.95% 0.95% 0.00% 0.00% 7.77% 5.10%

(67,348) (168,861) (20,216) (584,215) (1,316,674) (42,225) (505,623) (29,174) (2,734,336)

7,073,655 7,718,662 848,515 14,772,543 25,682,537 31,515 2,132,400 2,614,821 1,507,789 3,936,199 870,996 39,976 67,229,608

1.00% 1.00% 1.00% 1.00% 1.00% 1.09% 1.00% 1.00% 1.00% 0.95% 0.00% 0.00% 7.77% 0.99%

23,252 5,558 207,762 236,572

7,096,907 7,724,220 848,515 14,772,543 25,890,299 31,515 2,132,400 2,614,821 1,507,789 3,936,199 870,996 39,976 67,466,180

93,288 81,980 8,401 146,263 462,045 341 21,113 25,890 14,929 37,044 2,882 894,176

1.33% 1.07% 1.00% 1.00% 1.82% 1.09% 1.00% 1.00% 1.00% 0.95% 0.00% 0.00% 7.77% 1.34%

8,816,395 403,144 1,619,655 442,868 1,811,001 663,952 13,757,015

137,106 (290,799) 14,073 37,866 18,110 (36,831) (120,475)

8,953,501 112,345 1,633,728 480,734 1,829,111 627,121 13,636,540

1.56% -72.13% 0.87% 8.55% 1.00% -5.55% -0.88%

(14,200) (14,200)

-

8,953,501 112,345 1,633,728 480,734 1,829,111 612,921 13,622,340

1.56% -72.13% 0.87% 8.55% 1.00% -7.69% -0.98%

(48,942) (37,300) (7,700) (93,942)

8,904,559 112,345 1,633,728 443,434 1,829,111 605,221 13,528,398

1.00% -72.13% 0.87% 0.13% 1.00% -8.85% -1.66%

539,242 115,000 30,000 120,445 18,000 822,687

9,443,801 227,345 1,663,728 443,434 1,949,556 623,221 14,351,085

627,406 (175,799) 44,073 566 138,555 (40,731) 594,070

7.12% -43.61% 2.72% 0.13% 7.65% -6.13% 4.32%

1,334,218 983,370 6,226,365 7,738,811 1,740,331 1,131,358 19,154,453

13,116 59,383 59,758 188,800 (209,198) (5,330) 106,529

1,347,334 1,042,753 6,286,123 7,927,611 1,531,133 1,126,028 19,260,982

0.98% 6.04% 0.96% 2.44% 0.00% 0.00% -12.02% -0.47% 0.00% 0.56%

-

(84,000) (9,500) (93,500)

1,347,334 958,753 6,286,123 7,918,111 1,531,133 1,126,028 19,167,482

0.98% -2.50% 0.96% 2.32% 0.00% 0.00% -12.02% -0.47% 0.00% 0.07%

(104,580) (104,580)

1,347,334 958,753 6,286,123 7,813,531 1,531,133 1,126,028 19,062,902

0.98% -2.50% 0.96% 0.97% 0.00% 0.00% -12.02% -0.47% 0.00% -0.48%

31,540 9,680 41,220

1,378,874 958,753 6,286,123 7,823,211 1,531,133 1,126,028 19,104,122

44,656 (24,617) 59,758 84,400 (209,198) (5,330) (50,331)

3.35% -2.50% 0.96% 1.09% 0.00% 0.00% -12.02% -0.47% 0.00% -0.26%

918,294 86,484 1,330,848 2,554,706 2,151,778 7,042,110 107,310,881

189,501 6,299 (22,147) (10,886) 156,180 70,429 389,376 3,896,933

189,501 924,593 64,337 1,319,962 2,710,886 2,222,207 7,431,486 111,207,814

N/A 0.69% -25.61% -0.82% 6.11% 3.27% 5.53% 3.63%

(14,200)

(93,500)

189,501 924,593 64,337 1,319,962 2,710,886 2,222,207 7,431,486 111,100,114

N/A 0.69% -25.61% -0.82% 6.11% 3.27% 5.53% 3.53%

(130,753) (87,000) (217,753) (3,226,097)

189,501 924,593 64,337 1,319,962 2,580,133 2,135,207 7,213,733 107,874,017

N/A 0.69% -25.61% -0.82% 1.00% -0.77% 2.44% 0.52%

67,421 50,000 209,510 326,931 1,519,110

256,922 974,593 64,337 1,529,472 2,580,133 2,135,207 7,540,664 109,393,127

256,922 56,299 (22,147) 198,624 25,427 (16,571) 498,554 2,082,246

N/A 6.13% -25.61% 14.92% 1.00% -0.77% 7.08% 1.94%

(4,059,687) (1,365,508) 751,251 1,641,072 12,840,616 (2,559,022) 1,504,694 (193,768) 8,559,648 115,870,529

1,064,350 138,308 (6,683) 640 (640) (42,340) 237,598 344,168 1,735,401 5,632,334

(2,995,337) (1,227,200) 744,568 1,641,712 12,839,976 (2,601,362) 1,742,292 150,400 10,295,049 121,502,863

26.22% 10.13% -0.89% 0.00% 0.04% 0.00% -1.65% 15.79% 177.62% 20.27% 4.86%

(14,200)

(93,500)

(2,995,337) (1,227,200) 744,568 1,641,712 12,839,976 (2,601,362) 1,742,292 150,400 10,295,049 121,395,163

26.22% 10.13% -0.89% 0.00% 0.04% 0.00% -1.65% 15.79% 177.62% 20.27% 4.77%

(350,000) (350,000) (3,576,097)

(2,995,337) (1,227,200) 744,568 1,641,712 12,489,976 (2,601,362) 1,742,292 150,400 9,945,049 117,819,066

26.22% 10.13% -0.89% 0.00% 0.04% -2.73% -1.65% 15.79% 177.62% 16.19% 1.68%

50,000 50,000 1,569,110

(2,995,337) (1,227,200) 744,568 1,641,712 12,489,976 (2,601,362) 1,792,292 150,400 9,995,049 119,388,176

1,064,350 138,308 (6,683) 640 (350,640) (42,340) 287,598 344,168 1,435,401 3,517,647

26.22% 10.13% -0.89% 0.00% 0.04% -2.73% -1.65% 19.11% 177.62% 16.77% 3.04%

ASSESSMENT GROWTH INCREASE - 0.67% NET MUNICIPAL BUDGET $ Increase % Increase

776,253 116,646,782 121,502,863 4,856,081 4.16% (14,200) 4,841,881 4.15% (93,500) 4,748,381 4.07% 121,395,163 (3,576,097) 1,172,284 1.00% ** 117,819,066 1,569,110 2,741,394 2.35% 119,388,176 2,741,394 2.35%

** The 1% budget increase target shown above would equate to an AVERAGE 1.5% residential tax increase based on a $212,000 property value.

CITY OF BRANTFORD 2012 NET OPERATING BUDGET SUMMARYBase Budget Incr/(Decr) $ Base Budget Incr/(Decr) %

2011 BUDGET EXECUTIVE AND LEGISLATIVE MAYOR'S OFFICE MEMBERS OF COUNCIL TOTAL EXECUTIVE AND LEGISLATIVE CHIEF ADMINISTRATIVE OFFICER CHIEF ADMINISTRATIVE OFFICER BRANTFORD POWER DEPARTMENT CHIEF ADMINISTRATIVE OFFICER PUBLIC HEALTH, SAFETY & SOCIAL SERVICES ONTARIO WORKS SOCIAL HOUSING CHILD CARE FIRE POLICE SERVICES POLICE BOARD HONORARIUMS BRANT COUNTY HEALTH UNIT LAND AMBULANCE JOHN NOBLE HOME LIBRARY ST. JOSEPH'S LIFECARE CENTRE HEALTH CARE TASK FORCE 911 TELEPHONE SYSTEM TOTAL PUBLIC HEALTH, SAFETY & SOCIAL SERVICES COMMUNITY SERVICES PARKS AND RECREATION GOLF OPERATIONS PLANNING BUILDING SERVICES & PROPERTY STANDARDS ECONOMIC DEVELOPMENT, TOURISM & COMMUNICATIONS SANDERSON CENTRE TOTAL COMMUNITY SERVICES ENGINEERING & OPERATIONAL SERVICES ENGINEERING ADMINISTRATION DESIGN & CONSTRUCTION PUBLIC WORKS, OPERATIONS & MAINTENANCE TRANSPORTATION SERVICES WATER TREATMENT & DISTRIBUTION WASTEWATER SOLID WASTE MANAGEMENT PROPERTY MANAGEMENT FLEET SERVICES TOTAL ENGINEERING & OPERATIONAL SERVICES CORPORATE SERVICES CORPORATE SERVICES ADMIN HUMAN RESOURCES LEGAL & REAL ESTATE CITY CLERK FINANCE INFORMATION TECHNOLOGY TOTAL CORPORATE SERVICES SUBTOTAL PRIOR TO CORPORATE FINANCING CORPORATE FINANCING SUPPS/P-I-L/ADJ ON TAXES INVESTMENT INCOME CURRENT & RETIREE BENEFITS CASINO FINANCING DEBT FINANCING CAPITAL FINANCING UTILITY FINANCING REVENUES INSURANCE OPERATING BUDGET CONTINGENCY TOTAL CORPORATE FINANCING TOTAL NET EXPENDITURE

2012 BUDGET

183,841 227,297 411,138

198,020 263,453 461,473

14,179 36,156 50,335

7.71% 15.91% 12.24%

374,161 374,161

453,389 453,389

79,228 79,228

21.17% 0.00% 21.17%

7,003,619 7,642,240 840,114 14,626,280 25,428,254 31,174 2,111,287 2,588,931 1,492,860 3,899,155 870,996 37,094 66,572,004

7,141,003 7,887,523 868,731 15,356,758 26,999,211 31,515 2,174,625 3,120,444 1,536,963 3,936,199 870,996 39,976 69,963,944

137,384 245,283 28,617 730,478 1,570,957 341 63,338 531,513 44,103 37,044 2,882 3,391,940

1.96% 3.21% 3.41% 4.99% 6.18% 1.09% 3.00% 20.53% 2.95% 0.95% 0.00% 0.00% 7.77% 5.10%

8,816,395 403,144 1,619,655 442,868 1,811,001 663,952 13,757,015

8,953,501 112,345 1,633,728 480,734 1,829,111 627,121 13,636,540

137,106 (290,799) 14,073 37,866 18,110 (36,831) (120,475)

1.56% -72.13% 0.87% 8.55% 1.00% -5.55% -0.88%

1,334,218 983,370 6,226,365 7,738,811 1,740,331 1,131,358 19,154,453

1,347,334 1,042,753 6,286,123 7,927,611 1,531,133 1,126,028 19,260,982

13,116 59,383 59,758 188,800 (209,198) (5,330) 106,529

0.98% 6.04% 0.96% 2.44% 0.00% 0.00% -12.02% -0.47% 0.00% 0.56%

918,294 86,484 1,330,848 2,554,706 2,151,778 7,042,110 107,310,881

189,501 924,593 64,337 1,319,962 2,710,886 2,222,207 7,431,486 111,207,814

189,501 6,299 (22,147) (10,886) 156,180 70,429 389,376 3,896,933

N/A 0.69% -25.61% -0.82% 6.11% 3.27% 5.53% 3.63%

(4,059,687) (1,365,508) 751,251 1,641,072 12,840,616 (2,559,022) 1,504,694 (193,768) 8,559,648 115,870,529

(2,995,337) (1,227,200) 744,568 1,641,712 12,839,976 (2,601,362) 1,742,292 150,400 10,295,049 121,502,863

1,064,350 138,308 (6,683) 640 (640) (42,340) 237,598 344,168 1,735,401 5,632,334

26.22% 10.13% -0.89% 0.00% 0.04% 0.00% -1.65% 15.79% 177.62% 20.27% 4.86%

ASSESSMENT GROWTH INCREASE - 0.67% NET MUNICIPAL BUDGET

776,253 116,646,782 121,502,863 4.16%

Appendix 2

2012 Business Unit Financial SummaryMAYOR'S OFFICE 2009 Actuals 2010 Actuals Number Business Unit Description 2011 Forecasted Actuals

2011 Budget 2012 Budget

Variance Inc/Dec(-)

$

$

$

$

$

$

%

101000 Mayor's Office 102000 Mayor's Orders 103000 Mayor's Gala

139,397 37,579 0

136,754 41,934 0

138,917 40,104 0

146,737 37,104 0

160,916 37,104 0

14,179 0 0 0

9.66% 0.00% 0.00% 0.00% 7.71%

TOTAL

176,976

178,688

179,021

183,841

198,020

14,179

1

Appendix 3

Department/Commission:

MAYOR'S OFFICE

2012 BASE BUDGET INCREASES/DECREASES2011 Council Approved Budget 183,841

Mandatory increases due to new or changes to existing legislation Mandatory increases to staffing levels (complete on Appx 3a and 3b): Annual staff increases (App 3a) One Time staff increases (App 3b) $0 $0 $0 $0

-

Increases in employee compensation Salaries: Benefits: Honorariums: $1,773 $2,508 $2,241 $0

6,522

Annualization of new staff and services approved in the 2011 Budget $0 $0 $0 $0

-

Contractual Obligations (only where a formal contract exists) $0 $0 $0 $0

-

2

Appendix 3

Increases/Decreases for Utilities and Fuel Natural Gas/Electricity: Water/Sewer: Fuel: Telephone: $0 $0 $0 $0 $0

-

Inflationary Increases $0 $0 $0 $0 $0 Previously approved City Council Initiatives $0 $0 $0 $0

-

-

Service Delivery Efficiencies $0 $0 $0 $0

-

Changes to Revenue Commissions Utility Company Recoveries ($703) ($5,000) $0 $0 $0

(5,703)

3

Appendix 3

Removal of One-Time Amounts approved in the 2011 Budget $0 $0 $0 $0 Other (Please Specify) Overhead Charges: $13,360 $0 $0 $0

-

13,360

2012 Adjusted Base Budget (this figure must balance to what has been entered into JDE)

198,020

4

Appendix 4

2012 Business Unit Variance ExplanationBusiness Unit # Business Unit Description Explanation of Increase or Decrease

101000

Mayor's Office

Reduced Overhead Recoveries $13,360, Salary/Benefit increases offset by addition of Utility Company recoveries

102000

Mayor's Orders

103000

Mayor's Gala

5

Appendix 6

Road Map to Achieve 2012 Base Budget Target of 1% 2011 Approved Budget 2011 Budget including Target Increase of 1% 2012 Budget183,841 185,679 198,020

Amount of Total Reductions Needed to Meet Budget Target

12,341

Proposed Fee Increases (did not receive early approval)1 2 3 0 0 0

Budget Reduction Amount -

Total Proposed Fee Increases Recommended Service Level Reductions1 2 3 4 5 0 0 0 0 0

-

-

Total Recommended Service Level Reductions Non-Recommended Reductions to Achieve Target1 2 3 4 5 0 0 0 0 0

-

-

Total Non-Recommended Reductions to Achieve Target Total Budget Reductions

6

Appendix 2

2012 Business Unit Financial SummaryMEMBERS OF COUNCIL 2009 Actuals 2010 Actuals Number Business Unit Description 2011 Forecasted Actuals


Variance Inc/Dec(-)

$

$

$

$

$

$

%

121000 Members of Council Admin 123000 Council Administration - Corporate 123000 Council Administration - Councillors

275,280 0 0

0 (70,647) 277,499

0 (79,467) 306,764

0 (79,467) 306,764

0 (55,983) 319,436

0 23,484 12,672

0.00% 29.55% 4.13%

TOTAL

275,280

206,852

227,297

227,297

263,453

36,156

15.91%

1

Appendix 3


MEMBERS OF COUNCIL


Mandatory increases due to new or changes to existing legislation Mandatory increases to staffing levels (complete on Appx 3a and 3b): Annual staff increases (App 3a) One Time staff increases (App 3b) $0 $0 $0 $0

-

Increases in employee compensation Honorariums: Benefits: $8,540 $4,132 $0 $0

12,672


-


-

2

Appendix 3


-


-

-

Service Delivery Efficiencies $0 $0 $0 $0

-

Changes to Revenue Commissions (Police Board Honorarium) 2011 Conference Account Reserve Funding ($124) $50,000 $0 $0 $0

49,876

3

Appendix 3

Removal of One-Time Amounts approved in the 2011 Budget 2011 Conference Account ($50,000) $0 $0 $0 Other (Please Specify) Overhead Charges: Reallocation from Clerk's Admin for Data Comm. Fees Reallocation from Finance for Finance Committee Meals $17,084 $2,400 $4,125 $0

(50,000)

23,609


263,453

4

Appendix 4

2012 Business Unit Variance ExplanationBusiness Unit # Business Unit Description Explanation of Increase or Decrease The increase in whole is the result of the reduction in the Corporate Services Recovery. The loss of revenue was $17,083. Budget transfers for data communication fees and meals. Not Applicable

123000

Council Administration Corporate

123000

Council Administration Councillors

5

Appendix 5

Reconciliation of Business Unit Budget ReallocationAmount of Reallocation (From)/To$2,400

Business Unit Transferring From303105.7025

Business Unit Transferring To123000.4314.1000

Explanation of TransferReallocation of $2400 to Council Admin for Data Comm Fees - transfer from Clerks Admin. Printing cost reduction re: introduction of iPads Reallocation of $4125 to Council Admin for Finance Committee Meals

306110.4025

123000.4025 1000

$4,125

6

Appendix 6



33,883

Proposed Fee Increases (did not receive early approval)1 2 3 4 5 0 0 0 0 0

Budget Reduction Amount -

Total Proposed Fee Increases Recommended Service Level Reductions1 2 3 0 0 0

-

-

Total Recommended Service Level Reductions Non-Recommended Reductions to Achieve Target1 2 3 0 0 0

-

-


7

2012 BUSINESS PLANChief Administrative Officer Office of the CAO

Link to Financials

1

Appendix 1 2012 Business Plan CAO Office

1.0

Mission StatementTo advise City Council on matters of community and strategic significance and provide corporate leadership in the administration of the day-to-day affairs of the organization through the effective implementation of Councils priorities and Corporate policies and procedures.

2.0

Departmental Role and Business Unit Areas The Chief Administrative Officer (CAO) reports directly to City Council. The Chief Administrative Officer is the administrative leader and key point of contact between Council, the community and staff. The Office of the CAO ensures that City Councils priorities and policies are implemented by communicating those priorities and policies, providing leadership, and directing staff.

ROLE OF THE CHIEF ADMINISTRATIVE OFFICERCAO

Advisor to City Council

Administrative Leadership

Corporate Administrative Policy & Management Practices

Liaise with Community

Manage Corporate Departments

There are five main services/functions provided by this Office which include:

1. Advisory Services to City Council Ongoing advice to the Mayor and members of City Council on a variety of policy, administrative and strategic matters.

2. Administrative Leadership. Leadership and managerial responsibilities for all Departments Initiatives to strengthen the workplace in order to create an environment where people can work effectively, and that provides a supportive work environment for all staff. Ensure the delivery of quality services and programs in order to improve and maintain the quality of life for the residents and businesses of the community.

2


3. Corporate Policy & Management Practices Ensure that the organization supports and implements City Councils priorities and policies. Develop initiatives designed to ensure that the organization maintains a corporate and long-term focus.

4. Liaison with Community Liaise with community organizations, other municipalities, First Nations representatives, and senior government agencies and departments on a wide range of issues.

5. Manage Corporate Departments Ensure that all Departments are managed efficiently and effectively Ensure all Departments meet the expected outcomes approved by Council annually Ensure that operations work within the established guidelines and budgets approved by Council

Chief Administrative OfficerExecutive Assistant CEO, Brantford Power Inc.

General Manager Community Services

Manager, Corporate Policy & Management Practices

General Manager Engineering and Operational Services

General Manager Public Health, Safety and Social Services

General Manager Corporate Services

3


3.0

Major Customers or Clients The primary customers or clients of the Department include: Mayor and Members of City Council. General Managers, Directors, Managers and staff of the City. Community leaders and citizens. Political and administrative representatives from federal, provincial, and other municipal governments.

4.0

Achievements in 2011 The following represents significant Actions and Initiatives undertaken in 2011 GOAL: ECONOMIC VITALITY AND INNOVATION Actions/InitiativesDialogue with Laurier to further advance postsecondary investment in City

StatusOngoing

GOAL:

HIGH QUALITY OF LIFE AND CARING FOR ALL CITIZENS Actions/Initiatives StatusOngoing

Support for the partnership to facilitate the construction of a new Y/post-secondary athletic complex in the Downtown Area

GOAL:

EXCELLENCE IN GOVERNANCE AND MUNCIPAL MANAGEMENT Actions/Initiatives StatusCompleted Completed To begin in 2012 In progress (Human Resources Committee of Council established) In progress Expected completion December 2011 In-progress Expected completion December 2011 In-progress Expected completion December 2012 In progress Report September 2011 Initial meeting March 2011 In progress

Participate in the orientation of the newly elected City Council. Assist the new City Council in the identification of its priorities for the term. Development of a Human Resources Master Plan. Implement Organizational Review of 2010 and recruit new executive leadership team Initiate affiliate code compliance with BPI Inc. Ensure completion of the Employee Suggestion/Policy Review Initiative. Develop a long term staff accommodation strategy Initiate customer service task force and report to council Establish Labour Management committee

4


5.0

Departments Significant Trends and Challenges

Goal Economic Vitality and Innovation Trends Laurier Brantford and Nipissing University continue to grow and provide education opportunities to both City residents and those outside of the community, as well as contribute to the revitalization of the Downtown Area. Brantford continues to grow and diversify its economic base in all sectors. Infilling of existing building inventory has increased in 2011 with over 500,000 square feet being sold and/or leased, creating new jobs and increasing the tax assessment base.

Challenges The national, provincial and local economies are still in recovery from the 2009 recession. The recovery has been slow and expected to remain as such for the next two years. This has impacted existing and potential new industrial development in the City, particularly in the area of manufacturing. Recovery in the local job market is very sensitive to the global economy and external situations. The Citys unemployment rate has decreased slightly since January 2011 (8.9%), however, it continues to exceed the National (7.5%) and Ontario rates (7.2%). Instability in the First Nations Territory has negatively impacted the image of the community, and will likely continue to be a significant challenge to the Citys ability to attract new industrial/commercial and residential development.

.

Goal High Quality of Life and Caring for All Citizens Trends As a result of Federal and Provincial government funding (provided in 2010-11) through Infrastructure Stimulus Programs the City was able to make improvements to its major recreation facilities (Wayne Gretzky Sport Centre and Civic Centre), as well as the Brantford Municipal Airport and Brantford Farmers Market, which will assist in improving the quality of life for all citizens in the community.

Challenges With the economy in a slow recovery, many members of the community will likely continue to experience hardship impacting both the Citys social services staff and its financial resources. As municipalities continue to face financial challenges in providing services and maintaining infrastructure while not increasing the tax base beyond a level of affordability, the need to leverage volunteer resources and access various sources of funding is significant

5


Goal Managed Growth and Environmental Leadership Trends There is increasing awareness of environmental stewardship responsibilities of local government.

Challenges Notwithstanding significant funding provided by the Federal and Provincial Governments through the Infrastructure Stimulus Programs, there continues to be the need to deal with aging infrastructure.

Goal Excellence in Governance and Municipal Management Trends Organizational effectiveness and administrative improvements through corporate/departmental initiatives including process improvement, structural and procedural change, and quarterly/annual reporting to make the organization more effective and efficient through the gradual process of continuous improvement.

Challenges Delivering a wide variety of local government services in an ever-changing environment and with increasing demands for financial prudence. Retaining and attracting key managerial personnel and highly skilled professional and technical staff. Ongoing relationships with the County of Brant and Six Nations remain sensitive.

6.0

Financial Resource Information 2012 Budget Estimates 2012 Business Unit Financial Summary Appendix 2 2012 Base Budget Increases/Decreases Appendix 3, 3a, 3b 2012 Business Unit Variance Explanation Appendix 4 Road Map to Achieve 2012 Budget Target Appendix 6 Impact of Non Recommended Budget Reductions Appendix 6c Summary of 2012 Unmet Needs Appendix 7 2012 Justification of Unmet Needs Appendix 7a 2012 Funded ProjectAppendix 10a and 10b

7.0

2012 Departmental Priorities Funded from the Operating Budget

City Council has confirmed its priorities through an update of the Citys Strategic Plan. The Citys Strategic Plan identifies the Communitys Vision, Goals, and Long-Term Desired Outcomes.

6


The achievement of each of these components of the Strategic Plan is dependant upon the dedication of each of the Citys departments and the agencies funded by the City to focus their activities in this common direction. For 2012, this Department will focus its Strategic Actions/Major Initiatives on the following Goals of the Strategic Plan: Economic Vitality and Innovation High Quality of Life and Caring for All Citizens Managed Growth and Environmental Leadership Excellence in Governance and Municipal Management (Identify only those Goals included in your 2012 Departmental Priorities chart below)

The following is a prioritized list of the 2012 Departmental Priorities that the Department intends to undertake with the 2012 Operating Budget requested as part of this Business Plan: 2012 DEPARTMENTAL PRIORITIESPriority

Strategic Actions/Major InitiativesDevelop a comprehensive human resources plan that addresses the needs for staff training and development, and succession planning. Maintain and enhance a strong volunteer base. Explore the creation of a Volunteer Centre in the City. Strengthen relationships with neighbourhood associations. Explore the establishment of a Community Action Initiative. Re-establish a Customer Service Strategy to ensure excellence in service delivery. Develop a Communication Plan to enhance internal and external communication. Create opportunities to enhance public understanding and involvement at City Hall including the implementation of the eGovernment Initiative and the development of a public consultation procedure Evaluate the Citys future role in the Brantford Utility Group of Companies Develop a long-term strategy for the use of the casino monies Work with other levels of government to improve regional transportation links including the exploration of opportunities for Go Transit for the City Review the current ward structure and Council remuneration Monitor the Provincial Places to Grow Strategy and its impact on the City Lobby and pursue opportunities with the Provincial and Federal governments for appropriate municipal funding though a strategy to pursue such funding opportunities

Strategic Plan Goal 4

Funding Source Existing Operating Funds Anticipated to be funded from Casino Reserve funds or Operating Program New Operating Funds Funded Capital Existing Operating Funds Brantford Power Inc. Council and Staff working group

1

1

2

1 1

1 4

2

4

2 2 3 3 3 3

4 4 3 4 3 3

Citizen and Staff supported Committee

7

Appendix 2

2012 Business Unit Financial SummaryCAO 2009 Actuals 2010 Actuals Number Business Unit Description 2011 Forecasted Actuals


Variance Inc/Dec(-)

$

$

$

$

$

$

%

110100 CAO

360,693

395,980

391,759

374,161

453,389

79,228

21.17%

TOTAL

360,693

395,980

391,759

374,161

453,389

79,228

21.17%

8

Appendix 3


CAO


Mandatory increases due to new or changes to existing legislation

-

$0 $0 $0 $0

Increases in employee compensation Salaries: Benefits: $12,316 $10,369 $0 $0

22,685


-


-

9

Appendix 3


-

Inflationary Increases

379

Fax Machine Copier

$179 $200 $0 $0

Previously approved City Council Initiatives Customer Service Training & Communications $30,000 $0 $0 $0

30,000

Service Delivery Efficiencies Travel Meals ($1,000) ($1,000) $0 $0

(2,000)

Changes to Revenue $0 $0 $0 $0 $0

-

10

Appendix 3

Removal of One-Time Amounts approved in the 2011 Budget $0 $0 $0 $0 Other (Please Specify) Overhead Charges: Memberships & Subscriptions Supplies $26,615 $349 $1,200

-

28,164


453,389

11

Appendix 4


110100

CAO

To reflect actual costs in office supplies, telephone and fax machine, and subscriptions; reduction in overhead charges; Customer Service Training & Communications increase.

12

Appendix 6



75,486

Proposed Fee Increases (did not receive early approval)1 2 3

Budget Reduction Amount

Total Proposed Fee Increases Recommended Service Level Reductions1 2 3

Total Recommended Service Level Reductions Non-Recommended Reductions to Achieve Target1 General Service Reduction 2 3

-

75,486


75,486 75,486

13

Appendix 7

Summary of 2012 Unmet NeedsONGOING ANNUAL COST 80,000 25,000 ONE TIME OR ANNUAL Annual Annual

ITEM UNMET NEEDS 1 Customer Service Coordinator 2 Leadership Training 3 4 5 6 7 8 9 10

2012 NET COST 66,700 25,000

Grand Total

91,700

105,000

14

Appendix 7a

2012 Justification of Unmet Needs 1) Title: Customer Service CoordinatorAnnual Mar-12

One Time or Annual: Effective Date:

Description: A Customer Service Coordinator is required to manage, develop, implement, monitor, and evaluate corporatewide customer service programs, ensuring that customer service strategies, policies, procedures, and processes are applied consistently across the organization; to identify customers needs and continuously adapt the citys customer service programs to meet those needs; to provide research and input to customer service related projects and/or surveys. Justifications: The City of Brantford embarked on a Customer Service Strategy in 2001 with a well-documented plan for implementation approved in 2003. Since that time, the resources and budget have been removed, leaving an undesirable impact of corporate withdrawal for the strategy as it was no longer supported by Council. From a structural perspective, customer service within the City has become de-centralized. The recent Organizational Review completed by the Randolph Group pointed to both Customer Service and Communication as two specific areas that were under-serviced in the existing structure. Currently there is no one person or department responsible for ensuring customer service performance. While there are some standards and performance measures taking place in the City of Brantford, in general, many departments do not have service standards and key performance indicators are not measured. What you dont measure, you cant manage. Community Base Strategic Plan Goals: Excellence in Governance and Municipal Management Business Unit/ 110100.2105 - Full-Time Reg Earnings Object Code: 110100.2210 - Employee Benefits 2012 Net Municipal Cost: 2013 Net Municipal Cost: 66,700 80,000

15

Appendix 7a

2012 Justification of Unmet Needs

2)

Title: Leadership TrainingAnnual Jan-12

One Time or Annual: Effective Date:

Description: Leadership training that enhances existing leaderships skills while increasing leadership capacity is required. The training sought would be for members of the Senior Management structure of the City

Justifications: Successful organizations are dynamic in nature and adapt to an ever-changing environment. Existing and emerging leaders require leadership training to increase their effectiveness and enhance their capacity to respond, adapt and provide divisional and cross-divisional sector and cross-sector leadership to those they lead. Investing in leadership training will allow the city to maximize the effectiveness of its current leadership team while supporting succession planning and the development of emerging leaders.

Community Base Strategic Plan Goals: Excellence in Governance and Municipal Management Business Unit/ 110100.4015 - Education Object Code: 2012 Net Municipal Cost: 25,000 2013 Net Municipal Cost: 25,000

16

2012 BUSINESS PLANCAOs Office Brantford Power

Link to Financials

1

Appendix 1 2012 Business Plan CAO Brantford Power Department

1.0

Mission StatementOur mission statement has been adopted from Brantford Power Inc., which is in the largest user of the department. The mission, vision and values are as follow.

Mission:

Brantford Power provides safe, reliable and competitively priced services to our customers, while ensuring excellent shareholder returns. Brantford Power is driven to be a leading electricity distribution company.

Vision:

Values:

Safety Openness and integrity in all relationships Innovation and creativity A customer focus Employee engagement

2.0

Departmental Role and Business Unit Areas The department has the following areas, which provide services to the Energy Group of companies: Brantford Energy, Brantford Power, Brantford Hydro and Brantford Generation. The Brantford Power Administration and Regulatory business unit fulfils two service requirements: o Corporate Secretariat and General Administrative Services including corporate secretariat services, administrative support [report and correspondence preparation, conference booking, etc], switchboard/reception, meeting management, time and attendance administration, records management, policy administration and preparation, contract administration, corporate communications; Regulatory Compliance to fulfill Brantford Power's regulatory obligations as defined by the Ontario Energy Board's codes, rulings and directives.

o

The Engineering and Construction area provides all electrical engineering services for Brantford Power, which includes support for the Operations area. This area provides technical support in implementing the Green Energy Act (GEA), Asset Management (AM) and Systems and software implementation & integration. This area is also responsible for tendering of major capital projects, inspection of those projects, as well as inspection of developer installed works that will be assumed by Brantford Power. The Metering and Settlement area manages: electricity measurement for revenue billing purposes; electricity measurement for settlement of Brantford

2


Power wholesale electricity purchases; delivery of Ontario Power Authoritys LDC Conservation and Demand Management (CDM) programs; and distribution connection processes for all local electricity generators connecting to the grid. The Brantford Power Operations maintains the electrical grid, controls the distribution of power throughout the City of Brantford. Provides service to the corporation of Brantford through Street lighting maintenance, works in cooperation with the Street Crime Unit, Emergency Measures Organization and various other groups. Operations construct and develop capital projects throughout the City.

The CFO-Utilities provides the following services to the Energy Group of Companies:

o

Direction and oversight of accounting and financial services to ensure compliance with generally accepted accounting principles, requirements of the federal and provincial Income Tax Acts and in the case of Brantford Power Inc., compliance with the Ontario Energy Boards Accounting Procedures Handbook and related direction; Provide direction and operational supervision to the accounting staff of the utilities accounting group of the City of Brantfords Finance Department; Perform on a part time basis, the CEO responsibilities for Brantford Hydro Inc. and Brantford Generation Inc. Develop strategies and manage the Brantford Energy Group of Companies financing program and related portfolio of third party credit faculties.

o

o

o

Brantford Power

Operations

Engineering & Construction

Metering and Settlement

Administration and Regulatory.

Financial

Staff Establishment: 41(Full-time Staff Only)

3.0

Major Customers or Clients The primary and only role of the Department is to provide services to Brantford Energy Inc., Brantford Power Inc. Brantford Hydro Inc. and Brantford Generation Inc.

4.0

Achievements in 2011

3


The following represents significant Actions and Initiatives undertaken in 2011 GOAL: ECONOMIC VITALITY AND INNOVATION Actions/InitiativesSystem expansion and refurbishment

StatusSystem expansion and refurbishment of existing aging system is ongoing. Rebuild of Dundson Street/Brantwood Park Subdivision is underway at an approximate cost of $1,000,000. Expected completion of the project is December 2011. 18 have been completed at this time Completed for all current proceedings; however, this is always an ongoing activity

Connect fit and Micro Fit generation within the city OEB Regulatory Proceedings

GOAL:

HIGH QUALITY OF LIFE AND CARING FOR ALL CITIZENS Actions/Initiatives StatusSuccessful external Audit, ESA Due Diligence Inspections(DDIs) and Declaration of Compliance - Completed July 2011 $350,000 rebuild part of approx. 1.5 km of line in order to upgrade the wire size for transfer of maximum energy between the west and east of the City. The new line is designed for an ultimate requirement of four feeders on a single pole. This line will help in improving the reliability to our customers. Estimated completion December 2011. Completed additional and revised existing Underground and Overhead Standards for use by Brantford Power Staff and Contractors to expand and rebuild distribution system. This is a requirement under ESA Regulation 22/04. This is an ongoing task. The Protection Scheme upgrades at the Powerline MTS (PMTS) on the request of Hydro One were completed on June 21, 2011 These upgrades will eliminate any nuisance tripping of 115 KV transmission circuits from Burlington TS because of the faults on or downstream of the PMTS 27 KV busses, therefore improving the reliability to our customers.

ESA Regulation 22/04

Powerline Feeder Rebuild

Standards and Specifications

Powerline MTS Protection Upgrade

GOAL:

MANAGING GROWTH AND ENVIRONMENTAL LEADERSHIP Actions/Initiatives StatusThis is a requirement from the Ontario Energy Board (OEB). This plan will list the condition of the existing assets and the maintenance and capital investment that needs to be done in order to keep these assets safe and reliable. This plan is to be submitted with the next Rate Application. The work on this plan is underway with the help of a consultant, UEM. The first phase of the

Asset Management Plan

4


Distributed Generation (DG) including FIT and MicroFIT programs

Brantford Generation Inc. (BGI) Landfill Project

Empey Storage Facility

project will be completed by the end of the year and phase two will be undertaken in next year. The provincially mandated Green Energy Act (GEA) requires LDCs including Brantford Power to facilitate and encourage connection of DGs to the Distribution System. Internal processes and resource needs have been identified. A number of Fit/MicroFit projects have been connected and other in the process. This is an ongoing activity. Brantford Power facilitated this application and coordinated with BGI consultant and Hydro One for connection of this facility to the BPI Distribution System. The last equipment called the Zigzag Transformer (ZZT) was installed and connected in 2011. The project is now completed and up and running. To have our facility become inactive due to a active part of the organization to identify and destroy PCBs within the City

GOAL:

EXCELLENCE IN GOVERNANCE AND MUNCIPAL MANAGEMENT Actions/Initiatives StatusIn process expected to be completed in time for January 1, 2012 fiscal year reporting in early 2013. In process, to be completed by December 31, 2011 Started implementing some of the provisions of the revised Conditions of Service, namely assuming ownership of distribution system in some townhomes and the primary services. More ownership means an increase in rate base and changes in demarcation point in favour of customers. This is an ongoing activity and will continue for the next several years. More changes in CoS are underway and will be completed by the end of the year. We have sold the existing vacant substation property on Glenwood Drive and Barnes Ave. Sale of four other properties is in process. These sales will save on maintenance, insurance/liability costs. This activity will continue during rest of 2011 and into the next year. Upgraded the existing 9.4 version of Intergraph GIS G/Technology System to their latest version 10.1 with lot more capabilities and ease of governing and managing the mapping data base.

IFRS Implementation

Secure $4,000,000 financing program Brantford Power Conditions of Service(CoS)

Sale of vacant substation properties

Upgrade Geographic Information System (GIS)

5.0

Departments Significant Trends and Challenges Emerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the Department. An awareness of these trends and challenges allows City Council and staff to monitor and react to them in order to take advantage of opportunities and

5


minimize impacts so that the City can continue to provide quality services. significant trends and challenges for 2012 and beyond are as follows: Goal Economic Vitality and Innovation Trends Continued construction activity including major roadwork by province and municipality Challenges

The

Level of construction activity, particularly during peak time, is an ongoing challenge. Major 2011 projects to include rebuild of existing system including replacing primary cables and removing transformers from below ground vaults. Goal High Quality of Life and Caring for All Citizens Goal Managed Growth and Environmental Leadership Trends Government is continuing to rely on Conservation and Demand Management (CDM) programs as a significant contributor to meeting electricity demand and the goal of closing greenhouse gas emitting generating stations. We are working toward delivery of provincially-mandated CDM programs in 2011-2014, and achievement of provincial CDM targets which are a condition of the Brantford Power distribution license. Challenges A significantly increased involvement in CDM program delivery is required Goal Excellence in Governance and Municipal Management Trends Planned change in financial reporting standards is expected to significantly impact the accounting and reporting processes for the Brantford Energy Group of Companies. Challenges Ability to prepare financial forecasts become more difficult as the OEB needs to update all regulatory instruments to reflect the impact of new financial reporting standards resulting in forecasts which are based on significant assumptions; Core accounting and reporting is becoming more complex to achieve the mandated expanded level of external disclosure and reconciliations required.

Trends Public concern over high electricity costs. Challenges This concern will result in greater difficulty in obtaining cost recoveries due to enhanced OEB sensitivities to rate impacts possibly affecting the financial performance of the utility

6


Trends Compliance with Electrical Safety Authority Regulation 22/04 Challenges Continuous development and updating of Standards and Specifications to ensure ongoing compliance with this regulation, which came into since 2005, including up to three Due Diligence Inspections annually by the Electrical Safety Authority and annual audit by an external Auditor. Trends The regulatory environment in which electricity distributors like Brantford Power Inc. operate continues to evolve. Regulatory issues are identified and resolved through a variety of mechanisms including stakeholder consultations, formal regulatory proceedings and precedents established through distributor-specific matters brought before the regulator. Such outcomes of regulatory proceedings impacts Brantford Power Inc.'s operations. As well, the implementation of International Financial Reporting Standards [IFRS] in 2012 will impact regulatory and rate-setting policies and procedures including, as examples, benchmarking, cost allocation and regulatory reporting requirements

Challenges Ongoing monitoring of and, where appropriate, participating in regulatory proceedings that impact Brantford Power Inc. Define and implement on an annual basis the evidentiary requirements, data and analyses required to support Brantford Power Inc.'s next cost-of-service rate rebasing application Trends The Ontario Energy Board's 3 Generation Incentive Regulation rate-setting regime, which is the basis for Brantford Power Inc.'s rates from 2009 to 2001, features regulatory mechanisms to automatically adjust rates and revenues downwards as an incentive to achieve operational efficiencies. At the same time, Brantford Power Inc.'s deemed debt/equity structure will continue its migration to a 60/40 debt/equity ration by 2010. Challenges Controlling costs in order to maximize returns to the shareholder in the period of 3d generation incentive rate-setting. 6.0 Financial Resource Information 2012 Budget Estimates 2012 Business Unit Financial Summary Appendix 2 2012 Base Budget Increases/Decreases Appendix 3, 3a, 3b 2012 Business Unit Variance Explanation Appendix 4 Roadmap to Achieve 2012 Budget Target Appendix 6 Summary of 2012 Unmet Needs Appendix 7 2012 Justification of Unmet Needs Appendix 7ard

7


7.0

2012 Departmental Priorities Funded from the Operating Budget City Council has confirmed its priorities through an update of the Citys Strategic Plan. The Citys Strategic Plan identifies the Communitys Vision, Goals, and Long-Term Desired Outcomes. The achievement of each of these components of the Strategic Plan is dependant upon the dedication of each of the Citys departments and the agencies funded by the City to focus their activities in this common direction. For 2012, this Department will focus its Strategic Actions/Major Initiatives on the following Goals of the Strategic Plan: Economic Vitality and Innovation High Quality of Life and Caring for All Citizens Managed Growth and Environmental Leadership Excellence in Governance and Municipal Management (Identify only those Goals included in your 2012 Departmental Priorities chart below)

The following is a prioritized list of the 2012 Departmental Priorities that the Department intends to undertake with the 2012 Operating Budget requested as part of this Business Plan: 2012 DEPARTMENTAL PRIORITIESPriority

Strategic Actions/Major Initiatives

1

IFRS Implementation Financial business process and accounting and reporting design and implementation to accommodate Affiliate Relationship Code compliance changes Introduction of additional JD Edwards automation in accounting and reporting activities

1

2

1

Asset Management. Phase 2 Cost-of Service Rate Rebasing Application System Integration Study ARC Compliance

1 1 1

2

e-Government Initiative

Strategic Plan Goal Excellence in Governance and Municipal Management Excellence in Governance and Municipal Management Excellence in Governance and Municipal Management Excellence in Governance and Municipal Management Economic Vitality and Innovation Economic Vitality and Innovation Economic Vitality and Innovation Excellence in Governance and Municipal Management

Funding Source Current operating funds

Current operating funds

Current operating funds

Existing Operating Funds Existing Operating Funds Existing Operating Funds Existing Operating Funds Existing Operating Funds

8

Appendix 2

2012 Business Unit Financial SummaryBRANTFORD POWER DEPARTMENT 2009 Actuals 2010 Actuals Number Business Unit Description Consolidated 809999 815005817890 825005827890 834715837890 845610854236 855605857630 868601868680 875679 Power Dept Budgeted Surplus Engineering Operations & Maintenance Metering and Settlement Administration CFO Utilities OPA CDM Fleet - Home Account 380,735 (88,249) (198,285) (72,260) (50,518) (15,619) (7,183) 51,379 388,134 (81,585) (198,970) (84,189) (50,279) (15,982) (7,334) 50,204 9,503 (1,063) (2,510) (5,931) 9,503 (1,063) (2,510) (5,931) 15,713 (1,206) (2,641) (11,866) 6,210 (143) (131) (5,935) 65.35% 0.00% -13.45% 0.00% -5.22% -100.07% 0.00% 0.00% 2011 Forecasted Actuals


Variance Inc/Dec(-)

$

$

$

$

$

$

%

TOTAL

0

-

-

-

-

-

0.00%

9

Appendix 3


BRANTFORD POWER DEPT/ CHIEF ADMINISTRATIVE OFFICER

2012 BASE BUDGET INCREASES/DECREASES2011 Council Approved Budget -

Mandatory increases due to new or changes to existing legislation Mandatory increases to staffing levels (complete on Appx 3a and 3b): Annual staff increases (App 3a) One Time staff increases (App 3b) Mandatory increases due to CDM program $0 $516,796 $0

516,796

Increases in employee compensation Salaries: Benefits: Increase in retiree benefit costs VUDO $122,403 $91,717 $6,946 ($17,766)

203,300


-


-

10

Appendix 3


-


-

-

Service Delivery Efficiencies Unfilled Positions - Attrition Wages Unfilled Positions - Attrition Benefis Reduction in expenses ($208,432) ($47,610) ($10,138) $0

(266,180)

Changes to Revenue

(453,916)

Increase in recoveries from Btfd Energy Group of Companies

($453,916) $0 $0 $0

11

Appendix 3

Removal of One-Time Amounts approved in the 2011 Budget $0 $0 $0 $0 Other (Please Specify) Overhead Charges: $0 $0 $0

-

-


-

12

Appendix 4


809999

Power Dept Budgeted Surplus

815005817890

Engineering

825005827890

Operations & Maintenance

834715837890

Metering and Settlement

845610854236

Administration

855605857630

CFO Utilities

868601868680

OPA CDM

875679

Fleet Home

13

2012 BUSINESS PLANPublic Health, Safety & Social Services Ontario Works(Income & Employment Support)

Link to Financials

1

Appendix 1 2012 Business Plan Public Health, Safety & Social Services Ontario Works

1.0 Mission Statement To ensure a healthy community by providing a social infrastructure that ensures the citizens of Brantford social policies that focus on early learning and childcare, affordable housing, incomes support and employment assistance.

2.0 Departmental Role and Business Unit AreasThe Income and Employment department is within the Public Health, Safety and Social Services Commission and as such reports to City Council through the Social Services Committee. The programs and services provided through the Employment and Income departments are an integral part of this Commissions mandate. The Ontario Works Act, 1997 and Regulations provide the legislative framework for social assistance in Ontario. Directive 1.0 states Ontario Works provides employment assistance to people in financial need to increase employability and obtain sustainable employment and provides temporary financial assistance. Per The Ontario Works Act, Regulations and Directives, the Ontario Works Brant department provides Employment Supports, Employment Placement, Community Placements, LEAP (Learning, Earning and Parenting), the Addictions Services Initiative and Income Support. The goals of the department are to: Provide emergency income support while assisting participants in becoming selfreliant by helping them achieve and maintain sustainable employment Provide exemplary customer service in the delivery of HR, labour market and recruitment services Work in partnership to provide coordinated access to services and information Provide an internal social planning and social development function to foster creative solutions to issues as well as long term, strategic analysis and problem solving Employment Services Employment Placements Community Placements Employer workforce solutions Individual job placement assistance

www.Brantjobs.caEmployment Resource Centre Individualized intensive employment planning and support Mental health supports Employment preparation workshops Financial supports Job training Job search Job placement Steps to Success Agency placements Self-identified supported placements

Employment Supports

LEAP

-

Targeted to parents under the age of 25 who lack a

2


Addictions Services Initiative -

high school diploma Individual intensive planning and support Learning activities leading to completion of Ontario Secondary School Diploma (OSSD) or equivalent Earning activities including job placements, co-op and job/career counseling Parenting Activities Addiction counseling Assessment and Treatment Individualized intensive planning and support Financial supports

Income Support Income Support Program Provides financial support and other benefits that assist with the health and well-being of individuals and families Special assistance such as prescription drugs, emergency dental services, indigent burials, prosthetics, housing search support and advocacy, family support through courts or private agreements, emergency hostels, and domiciliary hostels Ontario Child Benefit Programs that assist working families with children attach themselves to the workforce Referrals to meet needs of individuals and families through appropriate community service providers or senior levels of government for more permanent income support Delivery of community based projects such as domestic violence rent bank, ID clinic, Housing Resource Centre. Work with Community stakeholders to identify and address current and emerging Human Services needs Eligibility Review- Quality Assurance Fraud Family Support - Spousal & Child Support Overpayment Recovery - Recover and follow up on monies owing

-

-

-

-

-

Housing Resource Centre Administrative Support Administrative Support -

Housing Search Advocacy Rent Bank Emergency Energy Fund Domestic Violence Rent Bank Trusteeship Program Identification Clinic

Administrative Support Services Clerical (Switchboard & Reception) Technical Support

3


General Manager, Public Health, Safety and Social Services Income & Employment Support Administrative Support Project Management

Income Support Employment Support Intensive Employment SupportsAddiction Services Initiative; Mental Health Services; Steps to Success

Housing Resource Centre

Eligibility Review

Family Support

Case Management

Clerical

Overpayment Recovery

Enhanced Family Support

Staff Establishment: 93(Full-time Staff Only)

4


3.0 Major Customers or ClientsThe primary customers or clients of the Department include: Recipients and/or dependants of Ontario Works Recipients and/or dependants of the Ontario Disability Support Program Homeless or potentially homeless individuals and families Working poor Private sector employers Non-profit organizations (volunteer placements) The secondary customers or clients of the department include: Community Agencies Childrens Aid Society, Community Health Centre, Family Counseling Centre of Brant, Nova Vita Domestic Violence Services, and others Potential recipients of social assistance Other city departments General public

4.0 Achievements in 2011The following represents significant Actions and Initiatives undertaken in 2011.

GOAL:

ECONOMIC VITALITY AND INNOVATION Actions/Initiatives StatusThe department continues to work in strong collaboration with the Economic Development and Tourism department to ensure implementation of the Economic Development Strategy; particularly activities relating to Workforce Development.

Implementation of the Economic Development Strategy

Business Attraction, Retention and Expansion

Through the Brantjobs service, the department participates in meetings with prospective and expanding employers. Provides value added services to encourage the development of local employment opportunities.

Personal Support Worker Training

In partnership with the Grand Erie Board of Education, 16 Ontario Works clients completed PSW training in March of 2011 and 88% (eighty eight percent) of graduates obtained employment in the health care field with the assistance of Ontario Works staff. Five participants obtained a Grade 12 diploma in addition to the PSW certificate. An additional 15 participants commenced training in September 2011 and will graduate in March 2012. This investment continues to exemplify a successful sectorial training partnership. This initiative has been very successful owing to the ongoing coaching provided by staff. 88% of graduates obtained employment. The job retention rate is also

5


GOAL:

ECONOMIC VITALITY AND INNOVATION Actions/Initiatives Statusvery high with 78% remaining employed for over a year, and 57% exited from Social Assistance due to their earnings.

Phase two of the Brantford Immigration Portal redevelopment

Additional funding from the Ministry of Citizenship and Immigration was obtained. The ongoing goal is to enhance features, accessibility, and content of the portal while leveraging the capabilities of existing City owned sites such as mybrantford.ca and brantjobs.ca for a more complete and integrated user experience.

Mentoring Skilled Newcomers project

Department staffs participate Committee for this initiative.

on

the

Steering

GOAL:

HIGH QUALITY OF LIFE AND CARING FOR ALL CITIZENS StatusOntario Works staff continues to participate in Poverty Roundtable initiatives. The department is working towards developing a prosperous community model. Senior staff continues to attend consultations and provincial working groups on an ongoing basis addressing poverty reduction. Poverty Reduction is a key priority of the Provincial government.

Actions/InitiativesPoverty Reduction Initiatives

Develop and coordinate partnerships with community organizations, internal city departments and other levels of government to address and support the needs of those most in need.

Learning Together Time was established as a collaborative program where Learning, Earning and Parenting (LEAP) participants receive support with their independent learning courses while childcare is provided. Continuing Service Engagement partnership with the Childrens Aid Society of Brant funded by the Ministry of Children and Youth Services to increase capacity in supporting families with mental health and/or addictions issues. Positive child welfare outcomes have been achieved including a reduction in apprehensions and increased family stability. Collaborative partnerships forged with Parks and Recreation Department and the Child Care Department to provide child care while involved in other programming.

6


GOAL:

HIGH QUALITY OF LIFE AND CARING FOR ALL CITIZENS StatusPartnering with Grand Erie District School Board (GELA) to ensure availability of secondary school credit programs for adult OW participants. Introduction of new adult learning programs including online courses and flexible scheduling options has assisted clients to move toward achieving a high school diploma. Weekly Learning and Wellness group for Steps to Success clients was created in partnership with Brantford Public Library and Parks and Recreation. In partnership with the Community Resource Centre, 50 food insecure families receive Good Food Boxes monthly.

Actions/Initiatives

Ontario Works Policy and Procedures

MCSS released significant changes to Ontario Works policies and procedures in 2011. Some examples include new Special Diet Allowance criteria and process, rate calculation changes for specific client groups, new file transfer procedures for clients granted ODSP, and changes to the annual eligibility verification review. These changes were staff intensive and required close monitoring. Staff training and local policy development in response to provincial policy is ongoing to keep pace with Ministry initiatives. A major initiative was the implementation of the Online Application for Social Assistance where individuals can apply for Ontario Works online. Contingency plans were developed and implemented to continue business during the labour disruption with Canada Post. This included a marketing initiative for direct banking deposit and a central cheque distribution centre.

Assistance to Individuals Applying for ODSP

Research and development of a Request for Proposal was undertaken to contract with a Psychologist to conduct psychological assessments to support client efforts to apply and be found eligible for ODSP. Collaborative meetings were held with the Legal Clinic to improve ODSP application outcomes, ensuring quality service to people with disabilities.

Social Assistance Review Commission

The province is undertaking a review of social assistance in Ontario. OWB participated by completing a survey of service providers and of consumers. Using those findings and our extensive experience, OWB submitted a report and recommendations to the commission. OWB also

7


GOAL:

HIGH QUALITY OF LIFE AND CARING FOR ALL CITIZENS Statusextended an invitation to the commission to view our programs and to speak directly with participants.

Actions/Initiatives

Master Aging Plan

The city formed an internal working group looking at policy, procedures and services that need to be changed or added as a result of the aging population.

Emergency Preparedness Plan

A Memorandum of Understanding (MOU) has been reached with the Red Cross to perform certain duties in an evacuation centre The MOU is moving through the approval process. Once approved, the MOU will be used to pattern the responsibilities and contributions of other agencies at a reception centre during an emergency. A full scale exercise with the county as well as mock exercise to set up the reception and inquiry facility took place in the spring of 2011 with several changes and/or additions recommended to the manual. Changes and additions to be completed before yearend. An opportunity to test the response of the Social Services team and activate the plan occurred after a house explosion in August 2011. The team was able to carry out the registration, feeding, housing and supportive counseling function for area residents as is required during an emergency.

Health Equity

Department staff participates on a community Health Equity Task Force led by the Grand River Community Health Centre. This Task Force is developing a community strategy to reduce inequities in health outcomes based on social determinants of health. Department staffs are participating in an Executive Breakfast and Health Leaders forum. These activities continue to develop and reinforce important linkages between social services and health sectors.

Out of the Cold

Entered into a renewable agreement to provide shelter to the highest at risk homeless population.

Community Access to 211 Ontario

The 211 Call Centre and website was launched in May of 2011.

Community Safety and Crime Prevention Task Force

Funding from the Trillium Foundation has provided the

8


GOAL:

HIGH QUALITY OF LIFE AND CARING FOR ALL CITIZENS StatusTask Force with an opportunity to develop a community strategic plan. Through community consultation in partnership with the Task Force organizations, the plan was completed in 2011.

Actions/Initiatives

Internal Tracking Mechanisms

Designed, developed and deployed new software to support efficient caseload management, employment planning and outcome tracking for employment service programs.

Continuing implementation and evaluation of Steps to Success Community Learning and Wellness program neighbourhood-based in Eagle Place and East Ward

Expansion of program capacity has been enabled by financial support obtained from the Ministry of Health. The Grand River Community Health Centre (GRCHC) is providing 0.5 FTE as a preventative service to Non Social Assistance Recipients. Research partnership has been established with Wilfrid Laurier University Centre for Community Based Research.

5.0 Departments Significant Trends and ChallengesEmerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the Department. An awareness of these trends and challenges allows City Council and staff to monitor and react to them in order to take advantage of opportunities and minimize impacts so that the City can continue to provide quality services. The significant trends and challenges for 2012 and beyond are as follows: Goal Economic Vitality and Innovation Trends Beginning in mid-2008, Brantford along with most other Ontario communities began to experience the impact of the global recession. Indicators included plant closures and job losses, increased EI claims, reduced job postings, an increase in OW intake volume and caseload growth. In August 2009 Brantfords unemployment rate hit 13%, the highest level in more than 12 years and nearly double the July 2008 rate of 6.5%. In August 2011, Brantfords unemployment rate was 8.9%, well above the provincial rate of 7.5%. By comparison, in August 2010, Brantford and Ontarios unemployment rates were equal at 8.8%. While the provincial unemployment level has continued to decline over the past 12 months, Brantfords has not. This trend is concerning. Further, Brantfords unemployment rate remains higher that of neighbouring communities such as Kitchener (6.3%) and Hamilton (6.5%), offering evidence that labour market recovery is weaker in Brantford-Brant than in much of the surrounding area. Although the

9


uncertainty in the global economy is having an impact in all jurisdictions, the local economy continues to be exceptionally vulnerable to a slow recovery of jobs due to Brantfords high reliance on the manufacturing sector and relatively low educational level of its adult workforce. Additionally, job losses are continuing to occur in the manufacturing sector. In 2009 Brantford and area lost 695 jobs, 638 in 2010, and 538 to date in 2011. In fact, the comparative jobs picture in Brantford-Brant has become less optimistic over the past 12 months. In contrast to this gloomy forecast, there are some bright spots of growth, including the recent announcement of a significant call centre investment by Bell Mobility expected in early 2012. The Economic Development and Tourism department reports that new industrial investment has created 145 new jobs to date in 2011. Newly created jobs have not, however, offset the jobs lost over the past 3 years.

Challenges Brantfords essentially stalled recovery from the 2008 recession is expected to continue to present challenges for the department in the coming year. Adverse local labour market conditions are structural in nature (workforce attributes; employer size; industry diversification) and as such, improvements may not occur in the short term. Some citizens may continue to experience frustration in their efforts to obtain stable, well paid local employment. A highly competitive environment for available jobs places Ontario Works participants, with less education and work experience than other job seekers, at a disadvantage. Department staff will continue to coach and assist long term unemployed and discouraged workers, whose physical and emotional health is often adversely affected by prolonged joblessness. Department staff will need to continue working with employment services participants to develop marketable employment profiles. More frequent contact and client need has a direct impact on staff resources. Lower wages and contingent (temporary, part time) work opportunities have a constraining effect the ability of families to exit from social assistance due to earnings.

Trends There continues to be a disconnect between the labour market skills required for clients to compete effectively in the knowledge economy and the skills that many job seekers possess. Over the past few decades, the gap in earnings between higher and lower educated workers has been steadily growing.

10


Challenges In addition to direct social assistance costs, the identified human capital deficit in Brantford-Brant threatens the areas future economic growth and prosperity. Local employers in science and technology, gaming, and specialized service and manufacturing industries report having to recruit from surrounding communities in order to find qualified candidates. Provincial Ministries and agencies with a role in workforce development continue to work largely in isolation of each other and the municipality. When department staff identify, through our ongoing work with employers, a lack of skilled candidates in an industry, there is no central, coordinated mechanism for taking action to develop training for workers. This hinders our ability, as a community, to respond nimbly to changes in workforce demand and meet employer requirements. It continues to be difficult to access current, local labour market data and forecasts to indicate growth sectors/occupations. Mohawk Colleges growth plans do not include technical skills training in the Brantford area, and some prospective students may not have the ability to travel to Hamilton. An unacceptably high number of local workers lack a high school diploma, which is the foundation on which to build more advanced skills and training required for higher wage positions. Local employers will require an enhanced investment in ongoing formal and on the job training for their current employees in order to retain a competitive knowledge advantage.

Goal High Quality of Life and Caring for All Citizens Trends Integration of human services is a growing concept within the social services field. There is a lack of integrated human services within and among agencies and senior levels of government.

Challenges A more holistic approach can better address the multiple needs of clients. Having agencies meet and follow through remains a challenge. Although some progress has been made in targeted areas with programs such as Steps to Success and LEAP, many services remain fragmented and there is little evidence that meaningful progress is being made to integrate other services on the ground. One of the contributing factors is that the decision makers within agencies and governments are not at the local table trying to forge partnerships and collaborations. The department looks for opportunities within itself, higher levels of government, and amongst community partners to create person centred services by developing local

11


partnerships and integrating service planning. This requires staff time to meet, plan, and implement action plans and achieve goals. Trends Need for increased benefits and adequacy of rates.

Challenges The health of our community is measured by the well-being of the most vulnerable including children, seniors and the disabled therefore staff continues to work on promoting and directing social policy ensuring no one is marginalized or left out. The current social assistance rates are one of the greatest challenges to human services in the province. Inadequate income impedes the individual's and family's ability to move beyond a crisis level to positive mental health, good physical health, participation in the community, safe and affordable housing and gainful employment. Many other programs and services have been created in the community to compensate for low social assistance rates, for example food banks. In addition, front line staff are continually confronted with urgent requests from participants (eviction prevention, utility disconnections, referrals to other resources) as the monthly social assistance rates do not cover the true cost of basic needs. There discrepancies in which benefits are provided for low income residents. Programs should be streamlined and administered by the Ministry associated with the service i.e.: dental and special diets with the Ministry of Health and Long Term Care or Temporary Care Allowance with the Ministry of Children and Youth Services.

Trends Family Breakdown and Family Violence

Challenges Families continue to experience separation due to family violence, addiction and mental health issues. Intense case management and training are required to keep staff current and informed on the issues to ensure proper actions and supports are provided to victims of family breakdown/abuse. Family violence, poverty and substance abuse often go hand in hand. Many women who have been on assistance express that at one time or another they were involved in a physically or psychologically abusive relationship. The extent of victimization can range from being hit a single time to a pattern of severe violence perpetrated over a long period of time, resulting in physical and emotional injury. Family violence can be a significant barrier for a woman receiving assistance to becoming employed and maintaining employment without proper supports in place. Staff continues to serve on the Mayors Task Force and participate on the DiVA subcommittee to educate the community and bring attention to this issue.

Trends Child poverty rate remains high. Children who grow up in poverty are at high risk of living in poverty as adults.

12


It has also been shown that the stress of growing up in poverty can affect the brain's working memory. It is critically important to find ways to interrupt the generation cycle of poverty and disadvantage through early learning initiatives and effective support services for families.

Challenges Children in families receiving Social Assistance continue to be among the neediest in our community. This group is joined in poverty by 44% of children living with single parent. 30% of all children living in poverty have at least one parent that works full time, year round. Working full time often does not take the family out of poverty. Given that child poverty is driven by their parent(s) living in poverty, it is important to engage the entire family in improving their financial situation. Intensive Case Management has proven effective, however, it is cost prohibitive to provide this level of service to all clients who require it. Although the Ontario Child Benefit (OCB) program assists low income families, child poverty remains a serious concern. Where the OCB has increased incomes for some families, there was no net positive financial impact from the OCB implementation for most families receiving social assistance. As a result of the introduction of the OCB, families on Social Assistance no longer receive the Winter Clothing and Back to School one-time payments. Families are expected to save money each month towards these costs; however, many are unable to do so as all monthly income is needed to pay for basic necessities. The current economic climate has made it more difficult for support payers to pay their support obligations. This means that children do not receive the support income they are entitled to, leaving the family vulnerable to eviction or other adverse circumstances. Additional staff time must be allocated to pursuing support.

Trends Homelessness

Challenges Access to safe and affordable housing is a precondition for engagement in the labour market for those on social assistance. Mental health, addiction issues and lack life skills such as of budgeting are all factors which contribute to the inability to secure and maintain affordable housing. Many Ontario Works recipients divert resources from other basic needs such as food and clothing to pay their rent. This results in an increase in the use of food programs. Inadequate or excessively high cost shelter can have spin-off eff

Date post:	21-Feb-2015
Category:	Documents
Upload:	hugo-rodrigues
View:	1,056 times
Download:	4 times

First draft of the 2012 City of Brantford budget documents

Documents