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City of Brampton | 2011 Current and Capital Budget EDC

Table of Contents

Department / Division Overviews. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . EDC 3

Economic Development and Communications Department. . . . . . . . . . . . . . . . . . . . . . . . . . . . .EDC 4

Corporate Communications Division. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . EDC 14

Economic Development Division. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . EDC 18

Current Budget Highlights. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . EDC 23

Consolidated Change from 2010. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . EDC 24

Capital Budget and Forecast. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .EDC 25

2011 Capital Budget & 2012‐2020 Capital Forecast. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .EDC 26

2011 Capital Budget – Project Detail Summaries. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . EDC 27

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Department / Division

Overviews

3

Economic Development and Communications: Department Overview


Department: Economic Development and Communications

Commissioner: Dennis Cutajar

What function(s) does the Economic Development & Communications

Department serve?

o ECONOMIC DEVELOPMENT DIVISION

Small Business Services manage the operations of an accessible and

visible ‘street‐front’ small business enterprise centre location and assists

with the formation and growth of small and medium‐sized businesses

and employment in Brampton

Business Development and Marketing Services focus on attracting new

business establishments, investment, employment and ICI development

to Brampton in targeted sectors and locations

Downtown and Queen Street Economic Development serves to facilitate

the attraction, retention and expansion of business establishments,

employment and investment in the Queen Street Corridor

Business Information and Competitive Policy specialize in collecting,

analyzing, reporting and communication/dissemination of competitive

and comparative economic, market, financial and real estate information

supporting policy, business development and marketing plans in

Brampton.

Business Retention and Expansion: assist existing and new companies

with policy and process issues, which relate to their production/service

mandates and administrative functions, their employees and facilities in

Brampton

Tourism Services are focused on attracting visitors to Brampton venues

and targeted special events in key market segments

o CORPORATE COMMUNICATIONS DIVISION

Communications Advisory Services offers corporate communications

consulting services to all departments across the organization, including

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Council and its Committees. This section works closely with our internal

design and production, media communications and corporate events

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 such as the Council Inaugural 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 all

departments, 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,

Councilors’ Ward Reports, the Annual Report and a bi‐monthly internal

newsletter

Goals and Objectives Management of the department’s services is aligned with the following corporate 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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Specific Measures The following are anticipated outcomes from the services provided by the Department:

o Attraction of new business from key industry sectors and targeted domestic and

international markets

o Retention of existing Brampton based businesses

o Expansion of existing businesses in Brampton

o Formation and Growth of Small Business in Brampton

o Attraction of overnight visitors to Brampton based tourism venues

o Assistance and support to businesses

o Engage businesses in the promotion of Brampton as a place to invest

o Strengthen the City’s brand identity with key internal and external stakeholders

and to support the City in achieving its corporate priorities and initiatives

through effective strategic communications

Service Drivers

o Business Attraction in targeted industry sectors and geographic markets ‐ e.g.,

Creative Economy; Wellness/Health/Life Sciences; ICT; Food and Beverage;

Advanced Mfg and Design Technology; Clean‐Tech and Green Energy;

Professional and Business Services; Tourism

o Business Retention and Expansion – Focus on SME Growth from within

economic base

o Entrepreneurship and Innovation ‐ Expansion of College/University linkages with

Companies ‐ Focus on Sheridan Davis Campus; Foreign skills – facilitate bridging

education programs and internships; Small Business Enterprise Centre.

o International Business Development – Internationalization of Local Economy

(FDI, Export Promotion, Strategic Alliances, Access to Local Skills, Talent and

Entrepreneurs); Promote key partnerships with organizations such as the

Greater Toronto Marketing Alliance (GTMA), Foreign Consul Offices in Canada;

International Business Chambers.

o GTA Regional Economic Development Coordination (GTR Summit; GTA Mayors

and Chairs; GTAEDP, TRRA, GTMA, InvestToronto)

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o Competitiveness Policy: New CIP Incentives to Promote Business Attraction and

Expansion in Brampton’s Central Area; Tackle trade corridor policy (in‐land port

issues confronting companies); Cost of Doing Business; Preserve Employment

Lands.

o Investment Marketing and Branding ‐ Promote Brampton’s Advantages

o Sports Tourism Development and Event Attraction

Please see the Corporate Communications Division and the Economic Development Division

sections of this plan for specific Service Drivers in each municipal service area.

2010 Accomplishments/Achievements

o Hotel and Convention Centre Study Agreement with Metrolinx

o Economic Development Consideration of Downtown Parking Management Plan

o HACE Creative Economy Plan – Completion of Project

o GTMA Services Agreement – 2010

o Central Area Program ‐ New Marketing and Statistical Package

o Art of Jazz Global Jazz Village Festival – Approval to Explore Project with

Organizers

o Communication and Event Support of Lorna Bissell Memorial Dedication

o PMH Redevelopment Task Force – Assistance with Business & Economic Study

o Regional Tourism Organization #5 – Provincial Governance Model

o EDO Marketing Plan – 2011‐2014

o 2015 Pan Am Games Follow‐up Report

o IIFA Approval

o Execute Communication Plan in Support of Municipal Election

o Execute Event and Communication Plan in Support of Council Inaugural

o Plan and Execute the Events, Proclamations, Merchandise and Protocol Program

o Plan and Execute the Non‐Core Grants and Sponsorship Programs

o Plan and Execute the Downtown and Queen Street Economic Development Plan

o Plan and Execute the Business Development and Marketing Plan

o Plan and Execute the Competitive Research Plan

o Plan and Execute the Small Business Services Plan

o Plan and Execute the Tourism Brampton Plan

o Plan and Execute the Media, Communication Planning, Graphic Design Program

o Plan and Execute Naming Program for 2010

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o Business Establishment Census (Business Directory Product)

o Brampton Farmers’ Market 2010

o Economic Development web site: new web site (with dedicated content,

technology and maintenance staff) featuring current events, general business

news, sector news/stats, economic‐market reports, statistics, listings,

transactions, financial assistance, and grants

2011 Service Initiatives

o Creative Economy (HACE) Plan – Partnership between the Brampton Arts

Council, BDDC, Region of Peel, Brampton Library and the City of Brampton

o International Business Development

o Economic Development Committee Governance Review

o New Corporate Advertising Policy (Advertising on City Property)

o GTMA Services Agreement 2011 –

o Social Media Applications for EDO

o Business Attraction and Retention Marketing

o Small Business Branding and Web Portal

o Central Area Marketing Program

o Enhanced Brampton Farmers Market

o 2011 Brampton Business Census and Directory

o Green Energy and CleanTech Economic Development

o 2011 Corporate Communications Plan (consultation with all City Departments to

identify communications assistance required during 2011) + Execution (including

design and production, media communications and events assistance)

o Cultural Diversity Advertising Program

o Weekly City Page

o 2015 Pan Am Games Project Team

o 2011 United Way Campaign – EDO is the lead Division

o 2011 Census Survey by Statistics Canada (monitor, analyze and report Brampton

findings)

Please refer to the respective divisional overviews for details.

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Organizational Structure

Commissioner, EDO & Comm'ns

Cutajar, Dennis

Director Economic Development

Eastwood, Donald

Director, Corp Comm'n Srvcs

Upper, T‐Jay

9



Current Budget Financial Summary

($000s)

2010

BUDGET

2010

ACTUALS*

2011

BUDGET

2011 BUDGET

VS

2010 BUDGET

%

CHANGE

DIVISIONAL BREAKDOWN

CORPORATE COMMUNICATIONS $2,472 $2,419 $2,556 $84 3.4%

ECONOMIC DEVELOPMENT $2,966 $3,089 $3,197 $231 7.8%

Net Expenditures $5,438 $5,508 $5,754 $315 5.8%

BREAKDOWN BY CATEGORY

Labour Expenditures $4,062 $4,157 $4,237 $175 4.3%

Other Expenditures $1,588 $1,661 $1,778 $190 12.0%

Total Expenditures $5,650 $5,818 $6,015 $365 6.5%

Gross Revenues ($212) ($310) ($262) ($50) 23.6%


VARIANCE

*Forecast year‐end actuals based on August 31st, 2010 actual results

Note: Figures in the table may not add due to rounding

2011 Net Expenditures by Division

CORPORATE COMMUNICATIONS

44.4%

ECONOMIC DEVELOPMENT

55.6%

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2011 Budgeted Expenditures and Revenues by Type

($000s)

2010

BUDGET

2010

ACTUALS*

2011

BUDGET

2011 BUDGET

VS

2010 BUDGET

%

CHANGE

EXPENDITURES BY TYPE

SALARIES, WAGES AND BENEFITS $4,062 $4,157 $4,237 $175 4.3%

OFFICE AND ADMINISTRATIVE $71 $71 $72 $2 2.1%

ADVERTISING, MARKETING & PROMOTION $1,049 $1,161 $1,181 $132 12.6%

STAFF DEVELOPMENT $19 $19 $19 $0 0.0%

PROFESSIONAL SERVICES $11 $11 $11 $0 0.0%

REPAIRS, MAINTENANCE AND MATERIALS $23 $23 $13 ($10) ‐43.5%

CONTRACTED SERVICES $402 $363 $458 $57 14.1%

UTILITIES AND FUEL $13 $13 $13 $0 0.0%

GRANTS AND SUBSIDIES $0 $0 $10 $10 ‐

Total Expenditures by Type $5,650 $5,818 $6,015 $365 6.5%

REVENUES BY TYPE

USER FEE AND SERVICE CHARGES ($122) ($145) ($122) $0 0.0%

GRANTS AND SUBSIDIES ($90) ($165) ($140) ($50) 55.6%

Total Revenues by Type ($212) ($310) ($262) ($50) 23.6%

VARIANCE

*Forecast year‐end actuals based on August 31st, 2010 actual results


Notes:

Advertising, marketing and promotion variance reflects increase in the advertisement and

promotion on economic development and corporate communication programs; namely; Small

Business Enterprise Center (SBEC) program costs (100% offset by MEDT funding), creative

economy plan and ethnicity advertising program.

Contracted Services variance includes an increase for international business development

(Phase 1 of 2).

Grants and Subsidies revenue increases are from Ontario general support grant for the Small

Business Enterprise Centre (100% offset by increased program costs).

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2011 Budgeted Expenditures by Type

SA LA RIES, WAGES AND BENEFITS

7 0 .4%

OFFICE AND ADM INISTRA TIV E

1 .2%

ADV ERTISING , M ARKETING & PROM OTION

1 9 .6%

STA FF DEV ELOPM ENT

0 .3%

PROFESSIONA L SERV ICES0 .2%

REPA IRS, M A INTENANCE AND M ATERIA LS

0 .2%

CONTRA CTED SERV ICES7 .6%

UTIL ITIES AND FUEL0 .2%

12



Staffing Complement

DIVISIONS

2010

COMPLEMENT

RECOMMENDED

ADDITIONS

2011

COMPLEMENT

CORPORATE COMMUNICATIONS 21 0 21

ECONOMIC DEVELOPMENT 20 0 20

DEPARTMENT TOTAL 41 0 41

*Includes F/T and conversions to F/T

SOURCE: HUMAN RESOURCES (as of Dec. 31/10)

Capital Budget Summary

($000s) 2007 2008 2009 2010 2011

ECONOMIC DEVELOPMENT AND

COMMUNICATIONS $0 $0 $0 $13 $3

Total Approved Capital $0 $0 $0 $13 $3 Note: Based on approved Capital Budgets


13

Economic Development and Communications: Corporate Communications Overview


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 Flower City 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, web‐portal, media and event initiatives are aligned with

strategic priorities, resonate with key stakeholders and are executed on time and on

budget. 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.

2010 Highlights

o Fulfilled more than 2000 internal service requests to support corporate and department

communication requirements including the Corporate Publications Program that

encompasses Ward Reports (two editions), Mayor’s Newsletter, the employee

newsletter Connections (six editions), and an award‐winning Annual Report;

development and execution of integrated issues management and media relations for

Council initiatives/decisions/announcements; and design and execution of a variety of

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mixed media tactics including City Page (in The Brampton Guardian), 46 editions of

Brampton Bulletin (a weekly 60‐second look at news and information highlights from

the City of Brampton broadcast daily during Rogers First Local News at 6 pm and also

posted to the City of Brampton website); and numerous videos, advertisements,

posters, banners, pamphlets and brochures.

o Managed the corporate photo library, a new electronic system that allows users to

easily identify and download photos for electronic and print use.

o Successfully executed the 2010 “Celebrating Cultural Diversity” advertising program to

recognize cultural/national independence days associated with the South Asian

community via congratulatory advertisements from Council placed in ethnic print

media.

o Successfully landed numerous proactive media pitches including the National Firefit

Challenge on CBC, CTV and TSN; leveraged filming in Brampton of Score: A Hockey

Musical to obtain broadcast and print coverage in numerous GTA mainstream and

ethnic media outlets; and planned and executed a Media Roundtable for the 2010

Municipal Election attended by community and ethnic media outlets.

o Refreshed the design and content for the splash page on the City’s external website and

developed a new strategy for updating its content

o Planned and successfully executed a comprehensive Corporate Events & Protocol Plan

including all ongoing annual events as well as new events including: government

relations/media events to support the New Flyer Bus Unveiling for Züm and the Züm

Launch; David Morrison Soccer Stadium Naming Ceremony; Downtown Heritage

Walking Tours Launch; Bram East Library Groundbreaking; Lorna Bissell Fountain

Dedication; Downtown Mural Unveiling; 2012 Ontario Seniors Games ‐ Actifest

Announcement; and the 2010‐2014 Council Inauguration.

Goals/Objectives

o Develop and execute the 2011 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 a consistent Flower City brand across all our promotional

materials

o Continue to expand media outreach activities

o Execute all corporate events on time and on budget, as well as provide events

consultation to other departments to ensure consistency of execution across the

Corporation

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o Continue to consolidate marketing and advertising opportunities across Departments to

promote corporate effectiveness and efficiency

Service Drivers

o Continued need for a City‐wide corporate communications strategy as the umbrella for

all communications and events activities 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


o Develop annual communications plans for each major operating department/Council

Committee and identified corporate projects. Key initiatives will include Infrastructure

Stimulus Fund projects, 2012 Ontario Senior Games ‐ Actifest, TO2015 Pan/ParaPan Am

Games, Phase Two of the Züm Bus Rapid Bus Transit initiative, BramEast Library and

Community Centre and Environmental Master Plan, to name a few.

o Continue to grow the number of proactive media pitches, host additional media

roundtables, and provide enhanced Media Room content on the City’s website

o Continue to work with Rogers TV to broadcast “Brampton Bulletin”, a weekly, one‐

minute segment promoting Brampton‐related events and activities, which is also posted

to the City’s website.

o Continue to capitalize on City page to promote items of City wide interest.

o Manage the landing page for the City’s website as well as develop/edit corporate

content on the various portals on an ongoing basis.

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Current Budget Financial Summary ‐ Division

($000s)

2010

BUDGET

2010

ACTUALS*

2011

BUDGET

2011 BUDGET

VS

2010 BUDGET

%

CHANGE



Other Expenditures $479 $403 $501 $22 4.6%


Gross Revenues $0 $0 $0 $0 ‐


VARIANCE

*Forecast year‐ end actuals based on August 31st, 2010 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 Advisry Srvc

Williams, Alice

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Economic Development and Communications: Economic Development Overview


Division: Economic Development

Director: Donald Eastwood

What function(s) does the Economic Development Division serve?

The primary mandate of the Division is to attract and foster expansion of business investment

in Brampton that sustains the City’s economic prosperity, provides employment opportunities

and creates the basis for future innovation and creative enterprise.

The Division is guided by a strategic marketing plan to provide information to prospective

investors, entrepreneurs and existing businesses: staff can act as a single point of contact on

information about applicable federal, provincial and local government assistance programs,

regulations and needed approvals. The Division adopts a confidential “customer‐first” approach

and advocates on behalf of both small and large business client to quickly and efficiently deal

with their requests and needs. The Division also responds to tourists, travel trade operators and

business travelers who need information on Brampton.

2010 Highlights

o Fielded approximately 4660 inquiries about the City’s economic development program

which included information requests regarding new plant investment, expansion and/or

relocation.

o Updated the City’s economic Development web portal with new graphics and refreshed

data.

o Received honorable mention for marketing collateral from the Economic Developers

Council of Ontario.

o Undertook over 700 staff‐initiated calls to downtown and Queen Street corridor

businesses as part of the Central Area Economic Development Program and assisted

with almost 100 new business openings in the Central Area.

o Received a total of over 17,000 inquiries directed to the Small Business Enterprise

Centre via email, website visits, and telephone and walk‐in clients this past year (making

it the busiest year of operation since 2004 in terms of client interaction) and facilitated

the establishment of a new Caledon satellite Centre.

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o New business registrations in Brampton totaled 5952 for the year 2010.

o Secured continued MEDT funding and private sector sponsorship from Scotiabank

for operations of the Small Business Enterprise Centre.

o Produced updated annual Tourism Visitor Guide and updated Floral Tour and Colour

Tour publications and initiated new Tourism Partnership with Tourism Toronto.

o Conducted six strategic consultation sessions as part of economic development

marketing strategy update and undertook over 50 corporate calls in support of the

initiative.

o Received over 230 requests for information on film and televisions production

locations during the year.

Goals/Objectives

The Division’s objectives for 2011 are focused primarily on generating new business investment and attracting new job creation to the City in the following ways:

o Increasing Brampton’s profile in the domestic and international marketplace

o Enhancing the opportunities for business retention and expansion by making it

easier to do business with the City and expediting approvals.

o Focusing efforts on target industries such as Advanced Manufacturing, Information

and Communications Technology, Retail Administration and Logistics, Food and

Beverage Manufacturing

o Extending the Central Area Economic Development Program to encompass the

entire length of the Queen Street Corridor

o Attracting increased numbers of tournaments and sports tourism, as well as

business travelers to spend time in Brampton.

o Increasing the number of successful entrepreneurial start‐up and the sustainability

of new small business in Brampton

o Overlay an environmentally friendly approach to all economic development

activities

Service Drivers

o Need for rapid response and timely information in response to business investment

inquiries

o Increasing competition from offshore locations for new and expanding business

operations, especially in manufacturing means that the local business and the City

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itself has to compete on the basis of its responsiveness, adaptability and speed to

market

o The emergence of social media as a primary information gathering and collaborative

planning means that the City must embrace a rapid deployment of these tools to

“stay in the game”

o Continued need to refresh the Brampton “brand” in an increasingly congested and

competitive marketplace where specialized market segmentation is becoming the

norm


o International Business Development

Targeted marketing and promotion plan to raise awareness of Brampton as an investment destination in key overseas markets

Participate with the GTMA, the BBOT and other business organizations in international business missions, trade shows and hosting delegations in key sectors and markets. Engage local businesses in various networking, ambassador and partnership activities.

o Domestic and local Business Investment Marketing

Business, employment and investment attraction marketing. Develop domestic marketing partnerships with organizations like the RIC and

CME to support City of Brampton economic development priorities Complete the update and integration of the City’s Economic Development

Marketing Strategy with the City’s New Corporate Plan o Formalize and implement a new Business Retention and Expansion Plan that include

regular corporate calls and issues reporting to Committee

o Continue the Central Area Economic Development Plan across the entire Queen

Street corridor with the development of new marketing materials, retail recruitment

initiatives and business calling programs

o Enhanced Tourism Marketing Program in collaboration with the Regional Tourism

Organization, Tourism Toronto

o New Business Information and Competitive Policy initiatives that include bi annual

business census, quarterly business outlook survey, semi‐annual real estate survey

and mobile property mapping application project

o Implement a revised Small Business Enterprise Operating Strategy with enhanced

web‐based and social media applications to help prospective start‐up businesses, a

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“train the trainer” program with other local community and ethnic business

organization, and stabilize the staffing of the Centre to sustain and enhance services

to increasing clients.


Director, Economic Develoment

Eastwood, Don

Mgr, Business Dev & Marketing

Johnston, Nancy

Mgr, Bus Info & Competitive Policy

Baines, Jeff

Mgr, Small Business Services

Baccardax, Cassandra

Prog. Mgr, Central Area

Darling, Bob

Mgr, Tourism

Wicox, Sharon

21



Current Budget Financial Summary ‐ Division

($000s)

2010

BUDGET

2010

ACTUALS*

2011

BUDGET

2011 BUDGET

VS

2010 BUDGET

%

CHANGE



Other Expenditures $1,109 $1,258 $1,277 $168 15.1%


Gross Revenues ($212) ($310) ($262) ($50) 23.6%


VARIANCE

*Forecast year‐end actuals based on August 31st, 2010 actual results Note: Figures in the table may not add due to rounding

22


Current Budget

Highlights

23

Economic Development and Communications: Current Budget Highlights


Consolidated Change from 2010 ($000s)

2011 Budget

vs.

2010 Budget Category Description

CORE ADJUSTMENTS

> Compensation ‐ provisions for non union

and union collective agreements, and

other adjustments to reflect actual costs

175 Compensation Adjustments

> Operating expenditure adjustments to

reflect actuals and forecasted actuals

‐ Administrative expenses 25 Growth / Work Volume

SUBTOTAL, CORE ADJUSTMENTS 200

200

GROWTH AND SERVICE PRIORITIES

> Creative economy plan 80 Service

> International economic development

(Phase 1 of 2)

35 Service

115

TOTAL, NET EXPENDITURE CHANGE 315

BASE OPERATING ADJUSTMENTS

DECISIONABLE INITIATIVES

SUBTOTAL, BASE OPERATING

ADJUSTMENTS

SUBTOTAL, GROWTH AND SERVICE

PRIORITIES

24


Capital Budget

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Economic Development and Communications: 2011 Capital Budget ‐ Project Detail Summaries


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table of contents · city of brampton | 2011 current and capital budget edc table ... and...

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