EDC Table of Contents Department / Division Overviews.............................................. EDC 3 Economic Development and Communications Department.............................EDC 4 Corporate Communications Division........................................... EDC 16 Economic Development Division.............................................. EDC 19 Current Budget Highlights................................................... EDC 23 Consolidated Change from 2009............................................... EDC 24 Capital Budget and Forecast..................................................EDC 25 2010 Capital Budget & 2011‐2019 Capital Forecast...................................EDC 26 2010 Capital Budget – Project Detail Summaries.................................... EDC 27 1
consulting services to our internal clients across the organization,
including Council and its Committees. This section works closely with our
internal design and production, media relations and corporate events
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Economic Development and Communications: Department Overview
City of Brampton | 2010 Current and Capital Budget EDC
teams to ensure that client projects and campaigns are completed on
time, on budget and on strategy, and positively promote the City’s many
services and programs
Corporate Events and Protocol is responsible for the planning and
execution of corporate events including, among others, the Mayor’s New
Year’s Day Levee, Brampton Day, and the Annual Christmas Tree
Lighting. In addition, Corporate Events staff is available for consultation
support for department‐led events and also supports community‐led
events such as Remembrance Day and Day of Mourning
Graphic Design and Production coordinates the design and production of
all print production collateral on behalf of the City of Brampton and our
various clients, including advertising, brochures and publications. The
section is responsible for ensuring that all City‐produced publications
reflect a high quality of graphic standards and brand integrity
Media Communications manages the City’s media relations including
coordinating and responding to inquiries and requests from the media for
information and interviews with City staff; issues management including
identifying emerging issues, tracking and monitoring ongoing issues; and
corporate writing services including the development and production of a
number of corporate publications including the Mayor’s Newsletter,
Councillors’ Ward Reports, the Annual Report and a bi‐monthly internal
newsletter
Goals and Objectives To provide visionary leadership as Brampton continues its evolution to a strong and vibrant City with an exceptional quality of life for its residents and businesses. The delivery of the department’s services will be organized around the following performance goals:
o Service/ Operational Excellence
o Fiscal Responsibility
o Environmental Stewardship and Responsible Growth Management
o Customer Service and Community outreach
o Employer of Choice – A Skilled and Motivated Workforce
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Economic Development and Communications: Department Overview
City of Brampton | 2010 Current and Capital Budget EDC
Specific Measures
o To build, enhance and protect the City’s corporate reputation and brand identity
with key internal and external stakeholders and to support the City in achieving
its corporate priorities and initiatives through effective strategic communications
o To attract and retain Brampton’s share of growth to defined locations in
Brampton’s Official (Land Use) Plan, including Downtown and the Queen Street
Corridor; and Brampton’s Business Park locations
o To support a competitive business infrastructure and key sectors of strength
including manufacturing, green/environmental technologies, professional and
business services among others
o To focus Brampton’s tourism potential on key opportunities and events in key
segments such as: sports, heritage, arts, culture and entertainment sectors.
o To be a leader in the formation of new small businesses
o To promote and celebrate Brampton’s economic value and quality propositions
o To be a leader in fostering strategic partnerships, namely as related to
international business development, foreign government and municipal
cooperation, and with local business and community associations
Major Service Deliverables
o Developed the overall 2009 Corporate Communications Strategy and 60
departmental/corporate project communication plans
o Wrote, designed and produced more than 1000 marketing and promotional
pieces including program and event communication materials (such as ads,
brochures, flyers, etc.), major Corporate pieces (e.g. Annual Report, Ward
REPAIRS, MAINTENANCE AND MATERIALS $10 $10 $23 $13 130.0%
CONTRACTED SERVICES $412 $400 $412 $0 0.0%
UTILITIES AND FUEL $13 $13 $13 $0 0.0%
GRANTS AND SUBSIDIES $0 $0 $0 $0 ‐
Total Expenditures by Type $5,734 $5,720 $5,479 ($255) ‐4.4%
REVENUES BY TYPE
USER FEE AND SERVICE CHARGES ($119) ($168) ($116) $3 ‐2.5%
GRANTS AND SUBSIDIES ($90) ($137) ($90) $0 0.0%
Total Revenues by Type ($209) ($305) ($206) $3 ‐1.4%
VARIANCE
*Forecast year‐ end actuals based on August 31st, 2009 actual results
Note: Figures in the table may not add due to rounding
NOTE:
The Economic Development and Communications Department participated in corporate
reductions including: conferences and staff development, mileage, advertising and promotion,
mobile communications and special events. These mitigation measures are not reflected in this
table, please refer to non‐departmental section for clarification. $13K increase in Repairs,
Maintenance and Materials category offset by equivalent reduction in Office and Administrative
category.
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Economic Development and Communications: Department Overview
City of Brampton | 2010 Current and Capital Budget EDC
2010 Budgeted Expenditures by Type
SALARIES, WAGES AND BENEFITS
70.8%
OFFICE AND ADMINISTRATIVE
1.6%
ADVERTISING, MARKETING & PROMOTION
18.6%
STAFF DEVELOPMENT
0.4%
PROFESSIONAL SERVICES0.5% REPAIRS,
MAINTENANCE AND MATERIALS
0.4%
CONTRACTED SERVICES7.5%
UTILITIES AND FUEL0.2%
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Economic Development and Communications: Department Overview
City of Brampton | 2010 Current and Capital Budget EDC
Staffing Complement
DIVISIONS
2009
COMPLEMENT
RECOMMENDED
ADDITIONS
2010
COMPLEMENT
CORPORATE COMMUNICATIONS 21 0 21
ECONOMIC DEVELOPMENT 20 0 20
DEPARTMENT TOTAL 41 0 41SOURCE: HUMAN RESOURCES (as of Oct. 31/09)
Note: Administrative function included in Economic Development figures (4 staff).
Capital Budget Summary
($000s) 2006 2007 2008 2009 2010
ECONOMIC DEVELOPMENT AND
COMMUNICATIONS
$0 $0 $0 $0 $13
Total Approved Capital $0 $0 $0 $0 $13
Note: Based on approved Capital Budgets
Note: Figures in the table may not add due to rounding
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Economic Development and Communications: Corporate Communications Overview
City of Brampton | 2010 Current and Capital Budget EDC
Division: Corporate Communications
Director: T‐Jay Upper
What function(s) does the Corporate Communications Division serve?
o The Division’s mandate is to build, enhance and protect the City’s corporate
reputation and brand identity with key internal and external stakeholders and to
support the City in achieving its corporate priorities and initiatives through
effective communications. To that end, Corporate Communications develops
and delivers strategic and corporate communications services to Council and
Departments, including communications planning and tactical execution;
corporate events and protocol; graphic design; and media relations/issues
management.
o Through disciplined coordination and management of brand standards and
communications protocols, Corporate Communications ensures that all
communications, marketing, media and event initiatives are aligned with
strategic priorities, resonate with key stakeholders and are flawlessly executed.
Success depends upon a total corporate commitment: working together with
our departmental partners across the organization, Corporate Communications
helps shape and communicates Brampton’s well‐deserved reputation as a
leading Canadian municipality.
o As Brampton evolves and grows, developing and following a strategic, integrated
approach to communications is vital to ensure that we project the desired image
of a world‐class city.
Goals/Objectives
o Develop and execute the 2010 Corporate Communications Plan encompassing all
departmental/corporate/Council priorities and requirements o Apply disciplined editorial and brand standards to ensure the City of Brampton
showcases and communicates one consistent brand across all our promotional
materials
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Economic Development and Communications: Corporate Communications Overview
City of Brampton | 2010 Current and Capital Budget EDC
o Expand media outreach activities o Achieve flawless execution for all corporate events as well as provide events
consultation to other departments to ensure consistency of execution across the
Corporation
o Continue to consolidate marketing and advertising opportunities across
Departments for effectiveness and efficiency
Service Drivers
o Continued need for a City‐wide corporate communications strategy as the umbrella for all communications and events activity to establish a more consistent approach and direction across the corporation
o Continued need for alignment of departmental communication programs with corporate strategic priorities
o Expectation for a higher level and broader reach for media profile, brand reputation, communications/marketing, and events execution appropriate for a growing city
o Continued need for enhanced level of support to Council on corporate priorities
2010 Service Initiatives
o Develop annual communications plans for each major operating
department/Council Committee and identified corporate projects. Key initiatives
will include the 2010 Municipal Election, Communities in Bloom, Urban Design
Awards, ZUM Rapid Bus Transit initiative, and Environmental Master Plan, to
name a few.
o Roll out the outstanding elements of the refreshed 2009 Visual Identity Manual.
o Grow the number of proactive media pitches, host additional media roundtables,
and provide enhanced Media Room content on the City’s website
o Working with Rogers TV, launch a weekly, one‐minute “City TV” segment about
Brampton‐related events and activities to air on Rogers and to post to the City’s
website.
o Expand “City Page” in The Brampton Guardian.
o Manage the landing page for the City’s new website as well as develop/edit
corporate content on the various portals on an ongoing basis.
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Economic Development and Communications: Corporate Communications Overview
City of Brampton | 2010 Current and Capital Budget EDC
Organizational Structure
Current Budget Financial Summary ‐ Division
($000s)
2009
BUDGET
2009
ACTUALS*
2010
BUDGET
2010 BUDGET VS.
2009 BUDGET
%
CHANGE
BREAKDOWN BY CATEGORY
Labour Expenditures $1,935 $1,791 $1,907 ($28) ‐1.4%
Other Expenditures $498 $498 $460 ($39) ‐7.7%
Total Expenditures $2,433 $2,289 $2,367 ($66) ‐2.7%
Gross Revenues ($8) $0 $0 $8 ‐100.0%
Net Expenditures $2,425 $2,289 $2,367 ($58) ‐2.4%
VARIANCE
*Forecast year‐ end actuals based on August 31st, 2009 actual results Note: Figures in the table may not add due to rounding
Director, Corp Comm'n Srvcs
Upper, T‐Jay
Coord, Production
Cowie, Jeff
Mgr, Corp Events & Protocol
Proctor, Janet
Mgr, Graphic Design
Dobo, Alex
Mgr, Media Communications
Smith, Gordon
Mgr,Communication AdvisrySrvc
Williams, Alice
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Economic Development and Communications: Economic Development Overview
City of Brampton | 2010 Current and Capital Budget EDC
Division: Economic Development
Director: Donald Eastwood
What function(s) does the Economic Development Division serve?
o The Division’s mandate is to attract and expand business investment in
Brampton that sustains economic prosperity and future employment
opportunities.
o We provide valuable advice and “one point of contact” for information for
industrial and commercial business investors and provide insight and
information about relevant Federal, Provincial and Local government programs
and services. We provide a customer‐focused response to investors wanting to
start, locate or expand a business in Brampton by providing rapid response,
confidentiality of lead information and the highest quality of written and verbal
communication. We provide timely and complete information to tourists, travel
trade operators and business travelers who are visiting Brampton.
Goals/Objectives
o Increase Brampton’s profile in the industrial and commercial marketplace as a
competitive location for investment
o Address local operating conditions (the City’s climate for business) to encourage
business expansion and retention
o Identify target industries and economic sectors that meet Brampton’s long‐term
objectives for generating employment, are compatible with land use plans and
are environmentally sustainable
o Promote and facilitate the revitalization and intensification of Brampton’s
Downtown and Queen Street Corridor
o Attract new business and leisure travelers and tourists to Brampton
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Economic Development and Communications: Economic Development Overview
City of Brampton | 2010 Current and Capital Budget EDC
Service Drivers
o The global realignment of goods production and trade flows means that
Brampton competes for investment at a global scale
o The basis of economic competitiveness is not just based on the lowest cost place
to do business but about a place’s ability to support innovation, enable “speed to
market”, and ability to meet rapidly changing customer expectations.
o The decline of manufacturing as the primary source of employment in Brampton
and the rest of the GTA means that Brampton must compete for other sources of
long‐term employment in specific niche areas such as technology‐based services,
high‐value products that require high quality inputs or with short product life
cycles, personal and business services industries that serve both local and global
markets and population serving employment
o The continuing importance of supporting the emergence and success of new
business start‐ups and a culture of entrepreneurship
o The need to adopt new technology platforms to carry the City’s marketing and
promotional messages to ensure maximum visibility, access and usability of the
information to clients and customers
2010 Service Initiatives
o Complete a strategic realignment of the City’s economic development marketing
strategy to define and focus marketing efforts where Brampton has competitive
advantage to attract new business investment in specific industries
o Undertake a Q50 corporate calling program to visit 50 Brampton companies each
quarter to better understand what economic conditions affect their competitive
position in their market space and how the City could respond
o Offer an ICI Concierge Program to assist small and medium‐sized business to
receive quick approvals
o Actively participate and support initiatives to enhance technological innovation
and diversification of the economic base of Brampton (such as the Research
Innovation Commercialization Program and Sheridan College’s CAMDT)
o Undertake a program review of the Brampton Small Business Centre to ensure
that services and programs are in line with changing client needs
o Launch an updated City Business Directory
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Economic Development and Communications: Economic Development Overview
City of Brampton | 2010 Current and Capital Budget EDC
o Enhance staff competencies and undertake staff training across the Division in
Web content publishing, project management and customer relationship
management
Organizational Structure
Director, Economic Develoment
Eastwood, Don
Mgr, Business Dev & Marketing
Powers, Jennifer
Mgr, Bus Info & Competitive Policy
Baines, Jeff
Mgr, Small Business Services
Baccardax, Cassandra
Prog. Mgr, Central Area
Darling, Bob
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Economic Development and Communications: Economic Development Overview
City of Brampton | 2010 Current and Capital Budget EDC
Current Budget Financial Summary ‐ Division
($000s)
2009
BUDGET
2009
ACTUALS*
2010
BUDGET
2010 BUDGET VS.
2009 BUDGET
%
CHANGE
BREAKDOWN BY CATEGORY
Labour Expenditures $2,001 $2,069 $1,974 ($26) ‐1.3%
Other Expenditures $1,300 $1,361 $1,138 ($163) ‐12.5%
Total Expenditures $3,301 $3,431 $3,112 ($189) ‐5.7%
Gross Revenues ($201) ($305) ($206) ($5) 2.5%
Net Expenditures $3,100 $3,126 $2,906 ($194) ‐6.3%
VARIANCE
*Forecast year‐ end actuals based on August 31st, 2009 actual results Note: Figures in the table may not add due to rounding
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EDC
Current Budget
Highlights
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Economic Development and Communications: Current Budget Highlights
City of Brampton | 2010 Current and Capital Budget EDC
Consolidated Change from 2009 ($000s)
2010 Budget
vs. Category 2009 Budget Description
BASE OPERATING ADJUSTMENTS
CORE ADJUSTMENTS
> Compensation ‐ provisions for non union and union collective agreements, and other adjustments to reflect actual costs
(54) Compensation Adjustments
> Telephone Costs ‐ transferred to Finance / IT for new VOIP system implementation
(53) Service
SUBTOTAL, CORE ADJUSTMENTS (107)
SUBTOTAL, BASE OPERATING ADJUSTMENTS
(107)
RECOMMENDED ADJUSTMENTS
MITIGATION MEASURES
> Economic Development Marketing / Advertising
(110) Mitigation Measure
> Economic Development Research (15) Mitigation Measure
> Printing and product expenditures (15) Mitigation Measure
> Reduce expenditures for trade shows (5) Mitigation Measure
SUBTOTAL, MITIGATION MEASURES (145)
TOTAL, NET EXPENDITURE CHANGE (252)
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EDC
Capital Budget
and
Forecast
25
2010 CAPITAL BUDGET & 2011 - 2019 CAPITAL FORECAST ($000)
