Essex County Council Regular Meeting Agenda
(also available at www.countyofessex.on.ca)
Wednesday, February 4, 2015 County Council Chambers 2nd Floor, Essex County Civic Centre
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4:00 PM Regular Meeting
1. Prayer or Moment of Reflection
2. Singing of ‘O Canada’
3. Recording of Attendance
4. Disclosure of Pecuniary Interest
5. Adoption of Regular Meeting Minutes
Moved by Seconded by That the minutes of the January 21, 2015 Regular Meeting of Essex County Council be adopted as presented.
6. County Warden’s Welcome and Remarks
7. Delegations and Presentations
A) There are no delegations scheduled for the February 4th, 2015 meeting.
Corporation of the County of Essex Phone: 519-776-6441 360 Fairview Avenue West, Essex, Ontario, N8M 1Y6 FAX: 519-776-4455 TTY Telephone (Toll Free): 1-877-624-4832 Essex County Council Agenda Regular Meeting February 4, 2015
8. Communications
A) Correspondence
1) Association of Municipalities of Ontario (AMO)
View the online versions of the AMO Watch File, dated January 22, 2015 and January 29, 2015.
2) Association of Municipalities of Ontario (AMO)
Received e-mail, dated January 28, 2015 from AMO regarding the 2015 – 2019 Rural Ontario Municipal Association (ROMA) Board Nominations Report.
3) Windsor-Essex County Health Unit (WECHU)
Received copy of correspondence, dated January 12, 2015 from Gary McNamara, Chair, Board of Health, WECHU to the Minister of Health and Long Term Care regarding their resolution to encourage further policy development in the area of smoke free outdoor spaces and tobacco use prohibitions.
4) Federation of Canadian Municipalities (FCM)
Received e-mail, dated January 27, 2015 regarding the FCM’s Annual Conference registrations.
If County Councillors are interested in attending the 2015 FCM Conference taking place June 5 – 8, 2015 in Edmonton, on behalf of the County of Essex, please contact Valerie Fox in County Administration.
2 of 408 Essex County Council Agenda Regular Meeting February 4, 2015
5) City of Belleville
Received correspondence, dated January 26, 2015 from Taso A. Christopher, Mayor City of Belleville regarding the 2015 Ontario Small Urban Municipalities (OSUM) Conference taking place April 29 – May 1, 2015 in Belleville.
If County Councillors are interested in attending the 2015 OSUM Conference, please contact Valerie Fox in County Administration.
6) WindsorEssex Economic Development Corporation (WEEDC)
Received e-mail, dated January 21, 2015, from Sandra Pupatello, CEO, WindsorEssex Economic Development Corporation, providing County Council with 2014 WEEDC highlights and proposed 2015 initiatives.
Moved by Seconded by That the correspondence listed on the regular agenda for February 4, 2015, be received and any noted action be approved.
B) Resolutions
1) There are no resolutions for consideration for the February 4th, 2015 meeting.
9. Consent Agenda
A) There are no items for the Consent Agenda for the February 4th, 2015 meeting.
3 of 408 Essex County Council Agenda Regular Meeting February 4, 2015
10. Reports and Questions
A) County of Essex 2015 Budget Overview
Report Number 2015-R04-FIN-0204-RM, dated February 4, 2015, from Robert Maisonville, Director of Corporate Services/Treasurer regarding County of Essex 2015 Budget Overview.
• 2015 Budget Overview presentation
B) 2015 Budget – Housing with Supports/Counseling Services
Report Number 2015-R05-FIN-0204-RM, dated February 4, 2015, from Robert Maisonville, Director of Corporate Services/Treasurer regarding 2015 Budget – Housing with Supports/Counseling Services.
• 2015 Budget – Housing with Supports/Counseling Services presentation
Moved by Seconded by That Report Number 2015-R05-FIN-0204-RM be received and further that the 2015 Departmental Budget Estimates for Housing with Supports/Counseling Services be referred to the February 18, 2015 meeting of County Council for final disposition.
C) 2015 Budget – Sun Parlor Home (SPH)
Report Number 2015-R001-SPH-0204-LM, dated February 2015 from Lynda Monik, Administrator, Sun Parlor Home regarding the 2015 SPH Proposed Budget.
• 2015 Sun Parlor Home Proposed Budget presentation
Moved by Seconded by That Report Number 2015-R001-SPH-0204-RM be received and further that the 2015 Departmental Budget Estimates for Sun Parlor Home be referred to the February 18, 2015 meeting of County Council for final disposition.
4 of 408 Essex County Council Agenda Regular Meeting February 4, 2015
D) 2015 Budget – Essex-Windsor Emergency Medical Services
Report Number 2015-R001-EMS-0204-BK, dated February 2015 from Bruce Krauter, Chief, Essex-Windsor Emergency Medical Services regarding Essex-Windsor Emergency Medical Services 2015 Budget.
• 2015 Windsor-Essex Emergency Medical Services presentation
Moved by Seconded by That Report Number 2015-R001-EMS-0204-BK be received and further that the 2015 Departmental Budget Estimates for Windsor-Essex Emergency Medical Services be referred to the February 18, 2015 meeting of County Council for final disposition.
Recess for Dinner Break – (30 minutes)
E) 2015 Budget – Transportation Services
Report Number 2015-R004-ENG-0204-TRB, dated February 2015 from Tom Bateman, County Engineer regarding Proposed 2015 Transportation Services Budget.
• 2015 Transportation Services presentation
Moved by Seconded by That Report Number 2015-R004-ENG-0204-TRB be received and further that the 2015 Departmental Budget Estimates for Transportation Services be referred to the February 18, 2015 meeting of County Council for final disposition.
F) 2015 Budget – Essex County Library Board
Report of the Essex County Library Board meeting, dated January 21, 2015, Mr. Richard Meloche, Chair.
Library Administrative Report, dated February 4, 2015, from Robin Greenall, Chief Librarian/Chief Executive Officer, Essex County Library Board regarding 2015 – Essex County Library Board Budget.
5 of 408 Essex County Council Agenda Regular Meeting February 4, 2015
• 2015 Essex County Library Budget presentation
Moved by Seconded by That the minutes of the Essex County Library Board, dated January 21, 2015, be received and further that the 2015 Estimates, as approved by the Essex County Library Board (Resolution 15/09 – January 21, 2015), be referred to the February 18, 2015 meeting of County Council for final disposition.
G) 2015 Budget – General Government Services
Report Number 2015-R06-FIN-0204-RM, dated February 04, 2015 from Robert Maisonville, Director of Corporate Services/Treasurer regarding 2015 General Government Services Budget.
• Presentation of Members of Council Budget Estimates • Presentation of the Administration Budget Estimates • Presentation of the Financial Expenses Budget Estimates • Presentation of the Human Resources Budget Estimates • Presentation of the Planning Services Budget Estimates • Presentation of the Emergency Management Co- ordination Budget Estimates
Moved by Seconded by That Report Number 2015-R06-FIN-0204-RM be received and further that the 2015 Departmental Budget Estimates for General Government Services including: Members of Council, Administration, Financial Expenses, Human Resources, Planning Services and Emergency Management Co-ordination, be referred to the February 18, 2015 meeting of County Council for final disposition.
H) 2015 Budget – External Commitments Budget
Report Number 2015-R07-FIN-0204-RM, dated February 4, 2015, from Robert Maisonville, Director of Corporate Services/Treasurer regarding 2015 External Commitments Budget.
6 of 408 Essex County Council Agenda Regular Meeting February 4, 2015
• 2015 External Commitments presentation
1) Funding request from Windsor Essex Active Retirement Community Initiative
The following resolution was adopted at the February 4th, 2015 meeting of County Council:
“Moved by Mr. Antaya Seconded by Mr. Bondy That the funding request from the Windsor-Essex Active Retirement Community Initiative (WEARCI) in the amount of $60,000 per year for the years 2015 to 2019, be referred to budget deliberations scheduled for Wednesday, February 4, 2015. Carried”
Moved by Seconded by That Report Number 2015-R07-FIN-0204-RM be received and further that the 2015 Departmental Budget Estimates for External Commitments be referred to the February 18, 2015 meeting of County Council for final disposition.
11. Unfinished Business
12. New Business
13. Adoption of By-Laws
A) By-law Number 04-2015
Moved by Seconded by That By-law Number 04-2015, having been read a first, second and third time, be finally passed and enacted.
14. Notice of Motion
15. Adjournment
This document is available in alternative formats upon request.
7 of 408
Essex County Council Regular Meeting Minutes
(also available at www.countyofessex.on.ca)
Wednesday, January 21, 2015 County Council Chambers 2nd Floor, Essex County Civic Centre
7:00 PM Regular Meeting
1. Prayer or Moment of Reflection
2. Singing of ‘O Canada’
3. Recording of Attendance
Absent were: Mayor Gary McNamara and Deputy Mayor Al Fazio
4. Disclosure of Pecuniary Interest
There was no disclosure of pecuniary interest.
5. Adoption of Regular Meeting Minutes
1-15 Moved by Mr. Queen Seconded by Mrs. MacDonald That the minutes of the December 17, 2014 Meeting of Essex County Council be adopted as presented. Carried
6. County Warden’s Welcome and Remarks
Warden Bain welcomed the members and noted that he had attended the following events:
• United Way Vibrant Neighbourhood Workshop
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6. County Warden’s Welcome and Remarks (Continued…)
• Meeting with the Minister of Universities and Colleges where the various industries such as agriculture, education, health and manufacturing were represented. The Minister was requested to provide funding for additional skilled trades training in the Essex-Windsor area.
• Meeting with Minister of Finance to bring forward the County’s concerns for the Provincial Budget.
• Meeting with Mayors of Southwestern Ontario where issues such as jobs, the SWIFT project, interest arbitration and how to improve communication with the federal and provincial governments, especially as it relates to funding projects, were discussed.
• Joint Council Orientation
• Windsor Family Credit Union
• Announcement of new Call Centre in Windsor
• Western Ontario Warden’s Caucus meeting
• Closing ceremonies at Victoria Street Manor.
7. Delegations and Presentations
A) South West Integrated Fibre Technology (SWIFT)
Mr. Geoff Hogan, SWIFT Project Technical Lead and Director of IT, Grey County and Mr. Brian Gregg, Chief Administrative Officer, County of Essex, to speak to County Council regarding SWIFT. [For disposition, see Section 8 – Reports and Questions, Item 10 C)]
2-15 Moved by Mr. Bachetti Seconded by Mr. McDermott That Mssrs. Hogan and Gregg be permitted to address County Council. Carried
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7. Delegations and Presentations (Continued…)
Mr. Gregg explained that the South West Integrated Fibre Technology (SWIFT) project was a region-wide fibre optic network proposal initiated by the Western Ontario Wardens’ Caucus (WOWC).
Mr. Hogan presented a PowerPoint presentation on the South West Integrated Fibre Technology (SWIFT) project.
It was noted that the budget estimate for SWIFT construction is $243M. The funding model to support SWIFT anticipates 1/3 contributions from federal, provincial and municipal sources which equates to a contribution of approximately $81M from each level. Of the $81M, $65M would be raised from the private sector, either through direct capital investment or in-kind contribution of existing infrastructure, leaving $16M to be raised from participating SWIFT municipalities. An application seeking federal and provincial funding was submitted to the New Building Canada Fund – Small Communities Fund. If funding is not received from each of the federal and provincial governments, the SWIFT project would not move ahead.
Mr. Hogan advised that they should hear within 60 days if funding will be provided. He stated that SWIFT hoped money would be allotted in the 2015 municipal budgets so that if funding is approved, the project can go forward.
B) Windsor-Essex Active Retirement Community Initiative
Ms. Krista Del Gatto, President, Windsor-Essex Active Retirement Community Initiative (WEARCI) to speak to County Council regarding a funding commitment for WEARCI for the years 2015 through 2020.
3-15 Moved by Mr. Santos Seconded by Mr. Bondy That Ms. Del Gatto be permitted to address County Council. Carried.
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7. Delegations and Presentations (Continued…)
Ms. Del Gatto presented a PowerPoint presentation on the Windsor-Essex Active Retirement Community Initiative (WEARCI). She advised that previously the County had provided $60,000 annually for five years which funding ended in 2014. WEARCI was asking for the same commitment from the County for the next five years.
4-15 Moved by Mr. Antaya Seconded by Mr. Bondy That the funding request from the Windsor-Essex Active Retirement Community Initiative (WEARCI) in the amount of $60,000 per year for the years 2015 to 2019, be referred to budget deliberations scheduled for Wednesday, February 4, 2015. Carried
C) Windsor-Essex County Health Unit
Ms. Kristy McBeth, Manager of Chronic Disease and Injury Prevention Department, Windsor-Essex County Health Unit (WECHU) and Mr. Eric Nadalin, Health Promotion Specialist, WECHU to speak to County Council requesting to have municipalities consider adopting a county-wide outdoor spaces no smoking by-law so the rules are consistent across the County.
5-15 Moved by Mr. Queen Seconded by Mr. Santos That Ms. McBeth and Mr. Nadalin be permitted to address County Council. Carried
Ms. McBeth and Mr. Nadalin presented a PowerPoint presentation on a county-wide outdoor spaces no smoking by-law.
The Windsor-Essex County Health Unit would like County Council to support a motion to proceed in seeking municipal support, in the form of council resolution, for an Essex County-wide smoke-free outdoor space by-law.
Ms. McBeth noted that the goal of this strategy would be to:
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7. Delegations and Presentations (Continued…)
• Develop comprehensive, representative, and consistent protections against the harms of smoking and tobacco in municipally owned outdoor spaces.
• Demonstrate leadership in Ontario towards the development of healthier, safer, and cleaner community.
Several County Councillors spoke against an Essex County- wide smoke–free outdoor space by-law, stating that they felt that it should be left to the local municipality to decide where smoking in outdoor spaces would be allowed. Other Councillors suggested that no smoking policies should be consistent across the County so residents are not confused. It was noted that there was not sufficient support for an Essex County-wide smoke-free outdoor space by-law at this time.
8. Communications
A) Correspondence
6-15 Moved by Mr. Bondy Seconded by Mr. Bachetti That the correspondence listed on the regular agenda for January 21, 2015, be received and any noted action be approved. Carried
Mr. Paterson spoke to item no. 11 relating to the proposed closing of the obstetrics ward at Leamington District Memorial Hospital. He noted that the City of Windsor had replied to the request for support from the County and indicated that they did not “entertain requests from persons, organizations, associations and other municipal governments to endorse resolutions in accordance with its Procedure By-law”. Mr. Paterson expressed disappointment in the City’s response since health care was a regional issue. Warden Bain stated that he would discuss the issue with Mayor Dilkens.
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9. Consent Agenda
A) Municipal Drainage Report and Assessment
Council was provided Report Number 2015-R003-ENG- 0121-TRB, dated January 21, 2015 from Tom Bateman, County Engineer regarding Municipal Drainage Report and Assessment.
B) Approval of Invoices – Legal/Consulting Services
Council was provided Report Number 2015-R001-ADM- 0121-BG, dated January 21, 2015 from Brian Gregg, Chief Administrative Officer regarding Approval of Invoices – Legal/Consulting Services.
C) 9-1-1 Technical Advisory Committee
Council was provided with the report of the 9-1-1 Technical Advisory Committee, dated November 12, 2014.
7-15 Moved by Mr. Santos Seconded by Mr. DiCarlo That the recommendation(s) contained in the Administrative Reports listed on the Consent Agenda for January 21, 2015 as item(s) 9.A) and B) be adopted, and that the information item listed on the said Consent Agenda as item 9.C) be received. Carried
10. Reports and Questions
A) 2015 Proposed Road Rehabilitation Program
Council considered Report Number 2015-R001-ENG-0121, dated January 21, 2015 from Tom Bateman, County Engineer regarding the 2015 Rehabilitation Program.
Mr. Santos noted that Project 574 in Appendix 5 of the report should say Leamington and not Kingsville.
Mr. Paterson questioned if it would be prudent to move up the construction of trails along County Road 50 as part of the County Wide Active Transportation System. Mr.
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10. Reports and Questions (Continued…)
Maisonville advised that a schedule was in place for construction of trails and noted that this could be discussed during budget deliberations.
8-15 Moved by Mr. Santos Seconded by Mr. Paterson That the 2015 Rehabilitation Program be approved as presented in Report Number 2015-R001-ENG-021 and the highlighted projects with an estimated value of $5,407,000 be advanced as early release projects. Carried
B) South West Integrated Fibre Technology Project
Council considered Report Number 2015-R001-ADM-0121- BG, dated January 21, 2015 from Brian Gregg, Chief Administrative Officer regarding South West Integrated Fibre Technology Project (SWIFT).
Mr. Gregg explained that the South West Integrated Fibre Technology project was a region-wide fibre optic network proposal initiated by the Western Ontario Warden’s Caucus (WOWC). He stated that the WOWC wishes to see southwestern Ontario compete globally and in order to be competitive, it must have affordable, accessible and scalable fibre optic infrastructure across the entire WOWC region.
A question was raised regarding servicing the “last mile” and how service would be provided to rural remote areas. Mr. Gregg acknowledged that some areas of the province may not be serviced until 2040. He also noted that the business plan and technical planning are not complete - pending a decision on funding from other levels of government, but it was hoped that municipal funding would be included in the 2015 budgets for this proposal.
Mr. Gregg was asked what would happen if the Small Independent Local Exchange Carriers (SILEC) did not want to join. Mr. Gregg stated that it was hoped that the 2/3 funding would entice them to participate. He also noted that a consultation process would take place with the
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10. Reports and Questions (Continued…)
partners. To date, there have been many letters of support.
Mr. Paterson questioned why the Municipality of Leamington would want to join if they were already planning on providing high speed connectivity for their whole municipality. Mr. Hogan stated that joining the project would move their municipality ahead quicker.
Mrs. Macdonald asked if the County’s portion would be paying for other municipalities that hadn’t previously made the same level of investment in fibre optic networks as the County of Essex had. Mr. Hogan stated that since the County of Essex already had many areas with fibre optic servicing, most of their money would be spent on doing “last mile” servicing compared to municipalities such as Grey County, where they would still need to connect to the individual municipalities.
9-15 Moved by Mr. Queen Seconded by Mr. DiCarlo That Report Number 2015-R001-ADM-0121-BG regarding South West Integrated Fibre Technology Project be received for information. Carried
C) Councillors’ Expense Allowance
Council considered Report Number 2015-R01-FIN-0121- RM, dated January 21, 2015, from Robert Maisonville, Director of Corporate Services/Treasurer regarding Councillors’ Expense Allowance.
10-15 Moved by Mr. Santos Seconded by Mr. Meloche That By-Law 01-2015 be adopted authorizing the continuation of the expense allowance tax benefit to members of Essex County Council and its Local Boards. Carried
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10. Reports and Questions (Continued…)
D) Ontario Regulation 284/09
Council considered Report Number 2015-R02-FIN-0121- RM, dated January 21, 2015 from Robert Maisonville, Director of Corporate Services/Treasurer referring to Ontario Regulation 284/09 regarding the 2015 Budget.
11-15 Moved by Mr. Antaya Seconded by Mr. McDermott That Report Number 2015-R02-FIN-0121-RM, dated January 21, 2015 from Robert Maisonville, Director of Corporate Services/Treasurer referring to Ontario Regulation 284/09 regarding the 2015 Budget, be adopted. Carried
E) Declaration of Surplus Property
Council considered Report Number 2015-R03-FIN- 0121- RM, dated January 21, 2015 from Robert Maisonville, Director of Corporate Services/Treasurer regarding the Declaration of Surplus Property – Victoria Street Manor – 184 Victoria Street, Amherstburg.
12-15 Moved by Mr. Bondy Seconded by Mr. Queen That Essex County Council declares the real property known as Victoria Street Manor, located at 184 Victoria Street in the Town of Amherstburg, to be surplus to the needs of the Corporation.
And further that notice is hereby given that the said surplus real property will be sold in accordance with the procedures governing the sale of real property as set out in By-Law #26- 2009. Carried
F) Proposed Revisions to Fees and Charges By-law
Council considered Report Number 2015-R001-CS-0121- MB, dated January 21, 2015 from Mary Brennan, Director of Council Services/Clerk regarding Proposed Revisions to Fees and Charges By-law.
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10. Reports and Questions (Continued…)
13-15 Moved by Mrs. MacDonald Seconded by Mr. DiCarlo That By-law 02-2015 which establishes the fees and charges for the Corporation of the County of Essex for 2015, be adopted. Carried
11. Unfinished Business
12. New Business
A) Thames Sydenham and Region Source Protection Committee
Council considered emailed correspondence requesting support for Chatham-Kent Councillor Frank Vercouteren to be appointed representative for Essex County on the Thames Sydenham and Region Source Protection Committee for the term of Council.
14-15 Moved by Mr. Bondy Seconded by Mr. Antaya That Essex County Council support the appointment of Chatham-Kent Councillor Frank Vercouteren to the Thames Sydenham and Region Source Protection Committee as the representative for Essex County. Carried
Administration was requested to ask for periodic updates on the activities of the Committee for Council’s information.
13. Adoption of By-Laws
A) By-law Number 01-2015
A By-law to Authorize the Continuation of the Expense Allowance Tax Benefit to Members of Essex County Council and its Local Boards.
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13. Adoption of By-Laws (Continued…)
B) By-law Number 02-2015
Being a By-law to Impose Fees and Charges by The Corporation of the County of Essex.
C) By-law Number 03-2015
Being a By-law to Confirm the Proceedings of the Council of The Corporation of the County of Essex.
15-15 Moved by Mr. McDermott Seconded by Mr. Paterson That By-law Number(s) 01-2015 through Number 03-2015, having been read a first, second and third time, be finally passed and enacted. Carried
14. Notice of Motion
15. Adjournment
Upon motion of Mr. DiPasquale and Mr. Antaya, the meeting adjourned at 9:22 PM.
Tom Bain Warden – County of Essex
Mary Brennan Director of Council Services/Clerk
This document is available in alternative formats upon request.
18 of 408 From: AMO Communications To: Val Fox Subject: 2015 - 2019 ROMA Board Nominations Report Date: Wednesday, January 28, 2015 12:48:22 PM
January 28, 2015
There will be an election for ROMA Board Zone representatives at the 2015 OGRA/ROMA Annual Conference.
Zone 1 Candidates: Bill Bilton, Councillor, Township of Dawn/Euphemia Marcel Meyer, County Councillor, County of Middlesex Mark Wales, Councillor, Township of Malahide
Zone 2 Candidates: Bill Knott, Councillor, Township of North Huron Chris White, Mayor, Township of Guelph/Eramosa
Zone 3 Candidates: Dave Elliott, City Councillor, City of Port Colborne Robert Pasuta, Councillor, Ward 14, City of Hamilton Dave A. Thompson, Councillor, Town of Lincoln
Zone 6 Candidates: Rick Phillips, Warden, County of Hastings James Sheedy, Councillor, Township of Laurentian Valley
Zone 7 Candidates: Ron Holman, Mayor, Township of Rideau Lakes Rob Smith, Councillor, Township of Elizabethtown-Kitley
The following positions have been acclaimed: Zone 4: Allan Thompson, Mayor, Town of Caledon Zone 5: Liz Danielsen, Deputy Reeve, Township of Algonquin Highlands Zone 8: Eli El-Chantiry, Councillor, Ward 5, City of Ottawa Zone 9: Bill Vrebosch, Mayor, Municipality of East Ferris
Elections will be held at the OGRA/ROMA Conference. Elected officials whose municipalities are members of AMO are entitled to vote. Delegates are allowed to vote only for
19 of 408 candidates from their own zones. Poll will be held as follows:
Tuesday, February 24, 2015 11:30 a.m. – 2:30 p.m. Salon A, Convention Floor Fairmont Royal York Hotel
Results will be announced on Tuesday, February 24, 2015 at 4:00 p.m. in the Canadian Room, Convention Floor.
For further information contact: Pat Vanini, AMO Executive Director, 416-971-9856 ext 316, [email protected]
DISCLAIMER: Any documents attached are final versions. AMO assumes no responsibility for any discrepancies that may have been transmitted with this electronic version. The printed versions of the documents stand as the official record.
OPT-OUT: If you wish to opt-out of these email communications from AMO please click here.
20 of 408 January 12, 2015
The Honourable Dr. Eric Hoskins Minister of Health and Long-Term Care 1 Hepburn Block, 10 h Floor 80 Grosvenor Street Toronto, ON M7A 2C4
Dear Minister Hoskins:
The Board of Health at the Windsor-Essex County Health Unit would like to congratulate the Ministry of Health and Long-Term Care on the announcement of its amendments to the Smoke-Free Ontario Act {SFOA) and the introduction ofthe Making Healthier Choices Act. Both the amended and proposed legislation will make it easier for Ontario families to make choices that benefit the health of their children for generations to come. Subsequently, these actions provide support to the work being done regionally and are in line with the resolutions recently passed in Windsor-Essex.
On November 20, 2014, the Board of the Windsor-Essex County Health Unit passed two resolutions: The first was to encourage further policy development in the area of smoke free outdoor spaces:
WHEREAS outdoor sport and recreation areas, parks, beaches, trails, and playgrounds are intended to promote the health and well-being for all Windsor-Essex County residents, and
WHEREAS entrances/exits of municipal buildings, transit shelters, and outdoor hospital grounds are other areas of exposure to second-hand smoke, smokeless tobacco use and the use of lighted or heated smoking equipment.
NOW THEREFORE BE IT RESOLVED that the Board of Health for the Windsor-Essex County Health Unit encourages all Windsor-Essex municipalities to develop and adopt by-laws prohibiting smoking, smokeless tobacco use, and lighted or heated smoking equipment such as hookah/waterpipe, and e-cigarettes in all municipally owned outdoor sport and recreation areas, as well as parks, beaches, trails, playgrounds, 9m from entrances/exits of municipal buildings, transit shelters, and outdoor hospital grounds.
The second was to encourage further policy development in the area of indoor smoking and tobacco use prohibitions:
WHEREAS a number of concerns have been identified about lighted or heated smoking equipment (such as hookah/water pipe, and e-cigarettes) including their safety, health risk, impact on youth smoking initiation, potential to normalize smoking behaviour, and ability to undermine existing tobacco control legislation, and
519-258-2146 WINDSOR 1005 Ouellette Avenue, Windsor, ON N9A 418 1-800-265-5822 ESSEX 360 Fairview Avenue West, Suite 215, Essex, ON N8M 3G4 www.wechu.org LEAMINGTON 215 Talbot Street East, Leamington, ON NSH 3X5 21 of 408 Letter to The Minister of Health and Long-Term Care January 12, 2015 Page 2
WHEREAS smokeless tobacco is not a safe substitute for smoking cigarettes, it poses similar health risks oftraditional cigarettes to users, and is often used as an alternative to cigarette smoking indoors,
NOW THEREFORE BE IT RESOLVED that the Board of the Windsor-Essex County Health Unit encourages the Ontario Minister of Health and Long-Term Care (MOHLTC) to amend the SFOA and Regulations to prohibit the use of all forms of smokeless tobacco and lighted or heated smoking equipment such as hookah/water pipe, and e-cigarette use in areas where smoking is prohibited. It is also recommended that the MOHLTC further amend the SFOA and ban stores from selling e cigarettes to those under 19 and from displaying, advertising or promoting them.
AND FURTHER, that the Board of the Windsor-Essex County Health Unit encourages all Windsor Essex municipalities to amend existing or develop by-laws prohibiting the use of all forms of smokeless tobacco and lighted or heated smoking equipment such as hookah/water pipe, and e cigarettes use in areas where smoking is prohibited.
The Board of Health at the Windsor-Essex County Health Unit looks forward to the passage ofthe Making Healthier Choices Act which would regulate the use of electronic cigarettes in a manner similar to that recommended in the abovementioned board resolutions. In addition, we would encourage the MOHLTC to regulate the use of hookah/waterpipe and smokeless tobacco in a similar manner by specifically prohibiting their use in indoor public places and workplaces and in outdoor spaces where existing regulations prohibit tobacco smoking.
Sincerely,
= Gary McNamara Chair, Board of Health
F:\Administration\Committees\Board\Letters\Board Resolutions\Board Resolution-Smoke-Free Policies--2015 Jan 12.docx cc: Windsor-Essex Board of Health Local MPPs Ms. Monika Turner, Director of Policy, AMO Dr. David Mowat, Interim Chief Medical Officer of Health Dr. Peter Donnelly, President and CEO, Public Health Ontario Ms. Sue Makin, President, The Ontario Public Health Association Mr. Gordon Fleming, Manager of Public Health Issues, alPHa Han. Dipika Damerla, Associate Minister of Health and Long-Term Care Association of Local Public Health Agencies Ontario Boards of Health
22 of 408 r------~ R~~_r:~Ar.l M yor- Taso A. Christopher
1 Front Street, Belleville, Ontario K8N 2Y8 Phone: (613) 967-3267 Fax: (613) 967-3209 ~ -· ··~ ·~ ~--~- - :- .. _...... :;~.~~~ ~ .\ ·.. ..- . ·•·• : ~ · ..: .. _:: r :::,; ::n January 26th, 2015
Dear OSUM Member,
On behalf of the City of Belleville, I am pleased to extend an invitation to join us at the 62nd Annual Ontario Small Urban Municipalities Conference taking place April 29th - May 1st, 2015 in Belleville "The Friendly City". We value the relationship that we share with the OSUM membership and are honoured to be able to host our fellow municipalities here in the Quinte region.
The conference will be hosted in the state of the art Quinte Sports and Wellness Centre and will include expert guest speakers, early bird activities, a complete companion package, a Mayor's Reception and award-winning entertainment. The theme for this year, "Building Better Communities", is highlighted throughout the event with a special emphasis on some of Belleville's latest successful community projects.
We hope that you can join us and take in some of the many outstanding features our City has to offer.
Sincerely,
Taso A. Christopher Mayor
23 of 408 62 nd ANNUAl OSUM CONFERENCE & TRADE SHOW "Building Better Communities ..
APril 29. 2015 - May 1. 20 15 DELEGATE REGISTRATION FORM
Full Delegate Package Cost: $499.00 + HST = $563.87 Each Delegate will receive a registration kit, access to all workshops, Wednesday evening Welcome Reception/ Opening Ceremonies & Trade Show including hot and cold Hors Doeuvres and cash bar, Thursday evening's Mayor's Reception and Ron James entertainment along with breakfast and lunch on Thursday & Friday.
Early Bird GOLF OUTING Cost: $90.00 (HST included) Wednesday April 29th- Black Bear Ridge Golf Course - BBQ Lunch -Shotgun start at 10:30 Golf, cart, range and lunch- Cost $90.00 (inlcuding all taxes). For further details please visit our website: www.OSUM2015.ca
Early Bird Cheddar & Ale Tour Cost: $95.00 + HST = $107.35 For those who are not taking part in the golf outing please consider enjoying a relaxing afternoon sampling Cheddar & Ale throughout Hastings County. Further details on the Cheddar & Ale Trail can be found at: www.OSUM 2015.ca
Companion Program Cost: $150.00 + HST =$169.50 The companion program includes Wednesday evening Welcome Reception & Trade Show, inlcuding hot and cold Hors D'oeuvres and cash bar. Join the delegates for the Mayor's Reception and Ron James entertainment on Thursday, breakfast on Thursday and breakfast and lunch on Friday. A Full Day Wine tour is planned for Thursday April 30th Wine & Food the perfect combination! Enjoy a delightful day exploring the wines and culinary treasures in Prince Edward County. For more details please visit: www.OSUM2015.ca
62ndCIBC Wood Gundy "Dine-Around" & Ron James Entertainment The City of Belleville is thrilled to invite all OSUM delegates to take part in the "Dine-Around" in historic down town Belleville. We invite you to choose where you would like to have dinner in one of our five star restaurants in downtown Belleville. Full details and menus are available on the OSUM website at www.OSUM2015.ca. Please make your reservation at the restaurant of your choosing by March 18, 2015. The City of Belleville is thrilled to announce that RON JAMES will be the LIVE entertainment on Thursday eve ning. We invite all delegates back to the Empire Theatre following dinner to enjoy the award winning comedian. For further details on the evening events visit: www.OSUM2105.ca
Accommodations: Please visit www.OSUM2015.ca for a full listing of accommodations available for the Conference. Please mention that you are attending OSUM when reserving your room.
24 of 408 DELEGATE REGISTRATION FORM
Delegate Name: ------ Title/Position: ------~un icip a lity/~rgan i za t ion: ______
~ aili ng Address: ------Telephone: ______Fax: ______Cell: ______Email: ------Companion Name:------
Delegate Package $499 + 13% $563.87 Companion Program $150 + 13% $169.50 Early Bird Cheddar & $95 + 13% $107.35 Ale Tour Early Bird Golf Day $90 --- $90.00
TOTAL
Belleville will be hosting three tours as part of the "Thursday afternoon programming. If interested please choose which tour you would like to take. Information on the tours can be found on our website: www.OSUM201 5.ca
1. Build Belleville Project Centre 2. New Fire Hall
3. Water Treatment Plant
If you are golfing please list team members. If you do not have a team you will be matched up.
!.______2. ______3. ______4. ______
REFUND POLICY: C ANCELLATION MUST BE MADE IN WRITING (MAIL, EMAIL OR FAX) BEFORE APRIL 15, 2015. AN ADMINISTRATION CHARGE OF $50.00 WILL APPLY. ANY CANCELLATIONS AFTER APRIL 15, 2015 WILL NOT BE REFUNDED. REGISTRATION DEADLINE: MARCH 18, 2015.
Trade show inquiries should be made to: Angela Allen, [email protected] or (613) 967-3221
For updates regarding conference programming, please visit: www.~SUM20 1 5.ca
PAYMENT METHOD: CHEQUE PAYABLE To: "ciTY OF BELLEVILLE"
Please mail this registration form and payment to: Questions or Inquires: City of Belleville, Attn: Sarah Tummon-Button Phone: (613) 967-3215 169 Front St. Belleville, ~N K8N 2Y8 Fax: (613) 967-3209
25 of 408 January 21, 2015 (sent via e-mail to Essex County Councillors)
Dear Warden Bain and Members of Essex County Council:
I am pleased to provide you with attachments that outline activities of the WindsorEssex Economic Development Corporation.
This is an outline of the 2014 calendar year, as well as our plan for some of our 2015 activities.
While we are not asking for additional funding, we have been operating at 2010 funding levels. We hope that we will have an opportunity to provide you with great detail of our work on your behalf.
In speaking with Warden Bain, he has agreed to organize our attendance at one of your upcoming meetings, hopefully in March – we will work with your administration to confirm this. In the meantime please contact me on my cell at 519-XXX-XXXX, should you have any questions related to any of our activities.
We have increased our level of activity in this last calendar year, and we have done so with funding from other sources. As many of the county leadership will know, we have had a much greater focus on food processing this year, and that continues into 2015 as well.
I look forward to seeing you in person – thanks so much for your consideration.
Best Regards,
Sandra Pupatello, CEO cc: WindsorEssex Economic Development Corporation – Board of Directors
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WindsorEssex Economic Development Corporation
Year 2014 highlights
BUSINESS DEVELOPMENT
Summary of Client files:
Yr. 2013 BD files still active in Yr.2014:
Department Sector Files
BRE Agri-business 7
Renewable Energy 1
Manufacturing 13
Total – BRE 21
BA Agri-business 3
Professional 2 Services
Renewable Energy 1
Logistics 3
Manufacturing 23
Total – BA 32
700 California, Suite 200, Centre for Engineering Innovation, Windsor, ON N9B 2Z2
ECONOMIC DEVELOPMENT OFFICE SMALL BUSINESS CENTRE Ph: 519-255-9200 Fx: 519-255-9987 Ph: 519-253-6900 Fx: 519-255-9987 27 of 408 Toll Free: 1-888-255-9332 Essex Satellite Office Ph: 519-776-1116 choosewindsoressex.com windsoressexsmallbusiness.com
2014 BD files:
Department Sector Files
BRE Agri-business 12
Professional 1 Services
Life Sciences 1
Logistics 3
Manufacturing 34
Total-BRE 51
BA Agri-business 5
Professional 4 Services
Renewable Energy 3
Life Sciences 4
Manufacturing 21
Total - BA 37
Business Ombudsman: Over 80 companies assisted. Files resolved - 50 Open files – 50
Additionally the Business Ombudsman participated in several public consultations on an ongoing basis to address issues and concerns with policy, legislation and regulations impacting businesses in our region.
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Other Activities:
Developed sector sell sheets to be used as a marketing tool for Business Development - Sheets focused on Advanced Manufacturing, Agri-business and Life Sciences. Sell sheets for other sectors are in progress.
Developed new tool “Buy WindsorEssex “for procurement specialists, supply chain development companies and investors. Database tool includes products and services in Agri business, Advanced Manufacturing and ICT sectors.
Continued participation in three regional alliances focused on specific industry sectors for the purpose of attracting FDI to member communities: Ontario Automotive Communities Alliance, Ontario Clean Technology Alliance and Ontario Food Cluster.
Successfully recruited HGS Canada (Contact Centre). Total nos. of jobs - 600
Life Sciences Cluster Work – Hosted Roundtable meeting with Paul Lucas (Pres. and Chair of Life Sciences Ontario) with reps from Life Sciences Sector Task Force. Hosted Life Sciences event in partnership with MEDEC (Medical Devices Canada) and local community partners to develop a plan to grow the sector, specifically in Medical devices, Clinical trials and R&D
Developed package for Professional Services Sector and have reached out to several prospective clients
Announced and supported new owners of Heinz Plant–Highbury Canco –Leamington
Agri Business Sector: Contracted two consultants to work exclusively on Agri Business sector. Applied to Federal and Provincial governments for grants to assist Heinz’s supply chain companies during the transition. Total of $400,000 was received from both levels of government and will be spent by February 2015. Ec. Dev made contact with 57 total identified at risk companies; 38 Full Risk Assessments were completed; 27 business visits have been completed; 19 business planning meetings have been completed; and 13 Sales meetings done (i.e. making sales call on behalf of or with supplier company). At year’s end, the effect through efforts of Ec. Dev and other stakeholders, the supplier and grower community stayed in business during the transition period. Between the Highbury Canco deal and a good growing and packing season with other packers, most businesses were able to keep their full time staff contingent and continue to operate in Windsor Essex.
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Project Leaders and Grant writers: To assist our businesses Ec. Dev has developed a roster of government grant writers and project leaders providing Ec. Dev. the opportunity to offer this information and respond quickly to the needs of potential investors and clients. This also serves as a differentiator from other communities and enhances the reputation of W-E as a Business Friendly Community
Provided support to existing companies, i.e. – Bonduelle, resulting in doubling of Bonduelle’s freezer capacity
Energy constraints in Essex County: Arranged meeting between Energy Minister Bob Chiarelli, Essex County Stakeholders and Hydro One officials to resolve Essex County Supply and Transmission issues. Hydro One has since moved application to Ontario Energy Board.
Windsor Essex Capital Angel Network (WECAN) – Helped facilitate the establishment of an Angel Investor group. Participated in initial Steering Committee.
Speaking Engagements: o BHD Canada Conference (Accountants) – opportunity to share resources and provide a connection for clients expanding beyond each firm’s market area o Ontario Economic Summit (Oct) o Michigan’s Food & Agriculture Border Gateway Summit o Nano Ontario Conference in Windsor o Chemical Industry of Canada – Ontario West Leadership Conference o Roundtable with U.S. Consul General to Canada
SMALL BUSINESS CENTRE:
Impact to the Community:
During Yr. 2014, Small Business Centre fielded 5,000 small business inquiries, 900 one-on-one business consultations and delivered 100 workshops to over 5,000 start- up and existing business owners and entrepreneurs.
The SBC delivered a number of community outreach presentations including speaking engagements, participation at various expos and in classroom presentations.
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These efforts resulted in the creation of over a reported 200 small business start- ups, 65 business expansions and the creation of over 300 new full-time jobs in the region.
Events Held:
Aboriginal Entrepreneurship Event: Strength through Connections hosted on Jan 24 – Over 80 members of the surrounding Aboriginal Entrepreneurship Community and wider business community attended. The day included funding presentations by BDC Aboriginal Banking, Tecumseh Community Development Corporation and Waubetek Business Development Corporation. Highlights included Keynote presentation by Mary Spencer and afternoon tradeshow booths, entrepreneur presentations and roundtable discussions.
Youth Jobs Strategy: Idea Forum hosted on Jan 31 – Over 100 individuals from across Windsor-Essex and Chatham-Kent attended. The day included presentations by MEDTE/MRI about the new youth programs be launched and presentation by CEO
Change Management Strategies: How to Protect Your Business in a Changing Economy – Feb 25 –SBC and Business Development organized this event in Leamington to support the affected independent operators of Heinz who make up the supply chain.
Women Inspiring Women Event – March 5 – Over 70 women led business owners attended a day to celebrate and support women in business, entrepreneurship and corporate leadership. The forum featured an inspirational presentation by Sarah Lewis, founder of Socks Warm Your Heart (social entrepreneur) and keynote by Angelique Mohring, CEO – Women Powering Technology and President GainX Inc. to provide an inspiring and hands on practical business techniques.
Launched with Minister Kellie Leitch -“Economic Prosperity: Positioning Women for Success” event
Launched re-fresh of Small Business Centre web-site
Other business development workshops – The SBC hosted a variety of business development workshops and networking events in partnership with the professional business community. Over 100 such events were hosted by the SBC. Topics include business fundamentals including Business Planning 101, Starting Your Start-up,
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Bookkeeping, Sales and Marketing to more immediate and advanced business topics covering Lean Startup, Cash Flow Management, Human Resources, Tax Compliance and Social Media.
Small Business Month - Kicked off Small Business Month by launching the Starter Company program and celebrated the economic contributions of the small business sector during a news conference on Oct 3. Other events include hosting a number of business development workshops geared towards startups, youth and existing business owners. A print, radio and social media campaign was developed and ran during the course of the month to small business and featured a number of small business client testimonials throughout the campaign.
Youth Entrepreneurship Development:
Starter Company Program– Worked with the province to secure a new microloan program to provide mentoring, training and seed capital to youth (15-29) to start, grow or buy a small business. Eligible applicants under 30 years of age receive structured training, a $ 5,000 grant, on-going support from the SBC and are paired with a business mentor for a minimum of 6 months.
Starter Company Regional Grant Administrator (RGA) Program – Worked with the province to assume the added responsibility for establishing and governing the operations of Starter Company including the establishment of a Grant Committee and management and disbursement of all Starter Company submissions and allocation of micro-grants across the wider Southwestern Ontario Region encompassing Windsor-Essex, Chatham-Kent, Sarnia, London, St Thomas, Woodstock and Huron.
Summer Company Program – 20 student’s secondary and post-secondary students accepted into the program. Participants received hands-on training, business mentorship and a $3,000 grant to launch and operate their own summer company. Businesses included arts and crafts, landscaping, tutoring, small scale manufacturing and retail.
Futurepreneur Canada Program - Local delivery agent for this program which provides low- interest loans of up to 45,000 to young people under 34 years of age to start a business and mentoring up to 2 years. Over $100,000 leveraged and 5 new start-ups.
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MEDIA/MARKETING:
Updated 2 current and leading edge marketing tools to dispense Windsor-Essex message. As of September 2014, 9 videos completed for You Tube channel/social media and for use in investor presentations “We are the Business Partner you are looking for- Most Business Friendly Community- Launched at the AGM, Agri-Business Video with Nature Fresh, Highline Mushrooms, and Peele Island Winery). Logistics (Port and Warehousing)
Media Launches i.e., CEN Bio Tech, Highbury Canco, HGS
Accelerated all of our social media tools with significant increase to Ec. Dev. Website, Facebook, Twitter and YouTube.
Hosted visit by editor of Automobil Produktion magazine of Germany to profile the automotive manufacturing strengths of the region and that of Ontario.
In addition to the above, marketing worked closely with Business Development and Small Business Centre to launch several initiatives as highlighted in respective sections of BD and SBC.
AWARDS Received Bronze Award from Site Selection’s Canada Best to Invest In
Received Bronze Award from International Economic Development Council (IEDC) for Key Sector Data Base
Received citation for multimedia excellence for Toronto Board of Trade event.
DELEGATIONS Partnered for the Ontario Productivity Benchmarking Road Tour- Ec. Dev. hosted a delegation from Western Canada on a lean manufacturing benchmark ideas for implementing lean manufacturing principles and systems
Hosted an inbound Brazilian delegation in April, 2014
Invited Counsel General of India and arranged meetings with local companies.
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Hosted two delegations from the Chinese Consulate in Toronto, one of which included the Consul General.
Hosted a delegation of Chinese manufacturers
Hosted delegation of purchasing directors from five Mexican Tier 1 automotive manufacturers. Delegation visited eight local companies.
Presentation by CEO to international delegations from Austria and Mexico as well as provincial and federal officials posted abroad.
CAREER FAIRS Developed and implemented a Career Fair to respond to the demand for Technical and Skilled Trades people by the Manufacturing Sector.
Promoted and advertised the Career Fair throughout Ontario, Western Canada specifically Alberta. 29 Manufacturing companies participated, offering up to 300 permanent full time positions. Over 400 potential candidates attended the job fair. Evaluation regarding outcomes with the companies will occur at the end of January 2015
DATA Community Data Repository Project – Developed a secure, password-protected area of choosewindsoressex.com website accessible only to local municipal administrators and select community partners to house extensive repository of photos, reports, presentations and detailed community data. Repository is constantly updated as new reports and data become available. A training session was held to familiarize users with the repository.
WORKSHOPS, FORA, SEMINARS
Hosted “Doing Business with Government Workshop” - Doing Business with All 3 Levels of Government – Presentations and insight from Government representatives into their procurement systems, on how businesses can promote themselves and their goods and win government contracts
Co-hosted a Ministry of Labour information session for small business (focusing on the manufacturing sector) regarding new Health & Safety regulations impacting their business
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Hosted an information session in partnership with Ministry of Economic Development and Trade on “Investment Ready: Certified Site Program” for local Developers, Commercial Realtors, and Municipal Administration. This has resulted in 10 local applications (1/3 of the Prov. total). A Windsor-Essex site is one of the first 3 `sites to be certified and marketed on the Ministry’s website
Held “Immigrant Investor Forum” – to engage the local community’s network to attract immigrant investors to Windsor-Essex region.
Hosted “Innovation Information Forum” for Windsor-Essex businesses to provide information on various provincial and federal programs that support innovation (ie. FedDev, Build in Canada Innovation Program, etc.)
Hosted workshop to assist local companies interested in doing business in China featuring presentations by the Canada China Business Council.
Launched the Agri-Business & Food Showcase in October- Well attended with over 300 participants. Several companies from outside of Windsor-Essex region were provided overview of Windsor/Essex, food industry, economy, quality of life. Introduction to local companies was facilitated.
Exhibited in Windsor Mold Expo
9 of 9 35 of 408 Business Attraction Initiatives for Yr. 2015
Project Budget Activity Resources required Time line # code BA-01-15 Chair OACA alliance Staff, Mktg Throughout the year BA-02-15 Host companies/conference on Staff 2nd quarter Light Weighting BA-02-15 Organize “Invest in Windsor- Consultant 1st quarter Essex “ event in Middle East BA-03-15 Trade mission to India 1st quarter BA-04-15 Lead generation in Life Sciences Consultant On going - IDIR BA-05-15 Establish Life Sciences cluster at Part time 1st quarter HDGH staff BA-06- Connect with different ethnic Staff, Mktg On going 15 business communities in the support region BA-07-15 Identify opportunities in supply Staff, BRE 2nd quarter chain of MNCs in the region support BA-08- Establish presence Consultant/ 3rd quarter 15 /representation in Mktg China,India,Middle East support BA-09- Participate in OFC Staff Throughout 15 the year BA-10- Participate in OCTA Staff Throughout 15 the year BA-11- OEM support Staff, Throughout 15 consultant the year BA-12- FedDev Application – Grant for Staff, 2nd quarter 15 LS sector consultant
Business Attraction activities:
Lead generation Prospect’s needs identification Timely & customized response Prospect nurturing & Landing investment Unique positioning Intelligence gathering /Research Understanding of Industry trends and requirements
Current Lead Generation sources:
Networking Media searching and scanning Industry/sector trends Market research 36 of 408 Customer/client profiles Supply chain opportunities, Consultants, Trade Missions/Shows Referrals from Business community DFAIT/MEDTE Collaborative investment attraction strategies : OACA,OCTA, CAR, OFC, Detroit Chamber, TiE Org
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Business Retention & Expansion Initiatives for Yr. 2015
Project # Activity Resources Time line required BRE-01-15 Rapid Response – Reactive staff Ongoing Respond to at risk or announced closures with support BRE-02-15 Client Response – Reactive Networks Ongoing Response to local business clients i.e. and partner expansion, funding, employees, referrals, suppliers, advice, strategy, staff diversification BRE-03-15 Business Connectivity – Proactive Staff, Mktg 2nd quarter Business profile development, online support toolkit for businesses , CRM development, Success story promotion, accessing CEDA BRE-04-15 Business Preparedness - Proactive Staff 4th quarter Economic Disaster Planning BRE-05-15 Supply Chain Development – Staff, partner 2nd - 4th Proactive and Reactive organizations quarter Target 3 companies for supplier days + manage incoming opportunities BRE-06-15 Skills Gap + Recruitment Campaign – Staff, 2nd and 3rd Proactive marketing quarter Recruit skilled trades from southern, support northern Ontario and Alberta – events in WE and outside BRE-07-15 Enhancement of CAMM/APM 2nd quarter buywindsoressex.com by connecting A, IT support, with CAMM/APMA staff BRE-08-15 Seminars/Workshops to support local Various 2nd quarter and business – pursuit of new partner 4th quarter opportunities/ sectors – 2 total organizations – Marketing support, staff BRE-09-15 Business Ombudsman – Investment Staff, 1st quarter Ready Day Marketing support BRE-10-15 Business Ombudsman – Business Staff, Ongoing information sessions – one per Marketing quarter support
38 of 408 Other BRE Activities without Budget Requirements:
• Consultations with government officials and staffers i.e. Industry Canada, DFATD, OMAFRA, MEDEI, etc. • CAMM Board Member • OCME Member • Workshops and seminars – attendance and presentations • Joint projects with local groups, ie. WFWE (employment issues, youth engagement, strategy setting, project resource, program matrix); WEtech (Regional Resource Table, client engagement); School Boards – guest lecturer re: employer expectations • Letters of Support – SWODF, other funding programs re: direct funding to businesses and local agencies • Response to requests for information from local businesses • Refer clients to other services
Investment Ready Communities Outreach to employees/businesses and engagement of local Municipal Council in BRE activity; Visits to top 10 employees/business per community
Investment Ready: Certified Site Program Direct contact with the Ministry of Economic Development, Employment and Infrastructure for local outreach about Program, oversight of Program and assistance to applicants and stakeholders, locally
Business Retention & Expansion Activities: Business Ombudsman • Direct outreach to business to assist with navigating public policy at multiple levels of government; • Direct interface and consultation with government and Ministry officials at all levels, (including key policy decision makers), and local CAO team and Administrations • Front line problem resolution for business including client referrals from Bus Dev and other W-E Ec Dev departments and affiliates • Issues Management, monitoring of trends, regulatory environment, and policies impacting the growth of our businesses • Resource support to clients, local groups and associations, including funding support resources, issues management, conducting information sessions, • Resource support to W-E Ec Dev departments and their projects,(BR & E, BA, Marketing, SBC), Data Portal updates • Community Engagement with local groups, associations – business and other
39 of 408 Small Business Centre Objectives - Yr. 2015
Budget # Activity Required Time line Resources 1. SBC Profile and Brand Awareness: 1. Social Media Campaign SBC/Mktg On-going 2. Windsor Star Campaign SBC/Mktg On-going
2. Target Business Development Programs: 1. Immigrant Entrepreneur – provide SBC/BD/Mktg Q3 orientation to the region, networking business resources
2. Seniorpreneur Programming Q3
3. Young Entrepreneur Modular On-going Training Series and Pitch Meetings (Target 4)
4. Enhanced Business Training to Q2-Q4 existing rural business owners (Essex (Target 3) Satellite) SBC/BD/Mktg Q1 5. Hiring Employees Seminar/Expo (Everything you need to know about expanding your workforce including hiring incentives.)
3. Target Regional Outreach:
1. Host business professionals day meetings (bankers, lawyers, Q1-Q2 accountants) to inform and build partnerships (rural and urban)
2. Host Settlement Agency Service Q1-Q2 Providers
4. Website Phase 2: 1. Integrate Small Business Directory SBC/Mktg Q4 (client engagement and business exposure) Wired Solutions 5. Small Business Month 1. Advertising/Celebration Campaign SBC/Mktg Q4 2. High Profile Event SBC/Mktg/BRE
40 of 408 Marketing Initiatives for Yr. 2015
Project Activity Resources Time line # required 1. Manage Website &Social Mktg Q1-Q4 Media Assets
2. Media Intelligence Mktg. Q1-Q4 Scans and access to journalist &Distribution
3. Media Events Mktg. Q1-Q4
4. Annual General Meeting Mktg Q2
5. Annual Report (Publication) Mktg. Q2
6. Publications & Promo Items Mktg. Q1-Q4
7. Sponsorships Mktg. Q1-Q4
8. Photography/Videos Mktg Q2-Q4 9. EXTERNAL –Advertising Mktg. Q1-Q4 10. LOCAL- Advertising (Includes Mktg. Q1-Q4 airport& ads)
11. Contingency Mktg.
41 of 408 Administrative Report
Office of the Director of Corporate Services/Treasurer
To: Warden Tom Bain and Members of County Council
From: Robert Maisonville Director of Corporate Services/Treasurer
Date: February 4, 2015
Subject: County of Essex – 2015 Budget Overview
Report #: 2015-R04-FIN-0204-RM
Purpose
The purpose of the report is to provide Council with a corporate overview of issues affecting operations for 2015 and their corresponding impact on the County Levy and municipal tax rates.
Background
The operating estimates for the Corporation address the following two principal functions:
• Services provided / delivered directly by the County
• Funding provided to agencies external to the County
Costs of providing services delivered by the County can be further delineated as being either operational or capital in nature. External commitments funded by the County can be classified as mandatory (i.e. required by legislation or regulation) or discretionary (nature and extent determined by County Council).
Robert Maisonville, Director of Corporate Services/Treasurer Corporation of the County of Essex, Suite 202, 360 Fairview Avenue West, Essex, ON N8M 1Y6 Phone: 519-776-6441, ext. 1328; Email: [email protected] 42 of 408 Administrative Report Page 2 February 4, 2015 County of Essex – 2015 Budget Overview
Budget estimates have been prepared under the premise that existing service levels are acceptable, all one-time expenditures, to the extent possible, have been drawn from the Corporation’s Rate Stabilization Reserve and proposed enhancements have only been advanced in circumstances where current service delivery levels expose the Corporation to undue risk or are judged to fall short of mandated or endorsed standards.
The estimates are prepared using a combination of incremental budgeting and modified zero-based budgeting. Estimates for routine, ongoing operational expenditures are prepared by analyzing current expenditures and projecting costs for the upcoming year. Discretionary expenditures are reviewed and must be fully rationalized annually.
Inherent in the development of the budget is the recognition of risk. Estimates are prepared based upon an evaluation of the best information available, in light of current operating conditions and circumstances. As budget estimates are developed, care is exercised in assessing the risk of the likelihood of differing outcomes materializing and the effect such outcomes may have on service delivery levels and financial results.
The work plans and associated expenditures contained within the Budget are intended to position Essex County as a vibrant, sustainable and healthy community that fosters opportunity and promotes an enriched quality of life by:
• Delivering regional and/or broad-based services that meet the evolving needs of the Community.
• Operating efficiently and effectively in a fiscally responsible manner.
• Being a leader in community building initiatives.
• Managing the impacts of growth to provide a liveable, energetic and thriving community, making Essex County a preeminent location to live, learn, work, play, invest and visit.
The Budget reflects the vision of Council, focusing upon its core values as they relate to service delivery while simultaneously looking forward, preparing to meet the challenges of the future.
43 of 408 Administrative Report Page 3 February 4, 2015 County of Essex – 2015 Budget Overview
Discussion
The development of the 2015 County of Essex budget builds upon Council’s commitment to accountability, transparency and excellence in financial management. Provided below are high level discussions on various matters having corporate significance in terms of risks, financial impact, challenges, opportunities and external influences on County of Essex operations for 2015 and beyond:
Fiscally Responsible Government
As Council is aware, Essex County continues to be faced with financial pressures from inflation, service demand growth, major operational cost increases, own capital requirements (growth and asset replacement related), facility and roadway infrastructure (replacement and expansion), modest change in assessment growth, reduction in provincial and federal funding, competing demands for new County-wide initiatives, in addition to regional capital requests. These pressures will continue to impact Council decisions related to program delivery, priorities and service levels in 2015 and beyond.
The County has established standards of service delivery that effectively manage the demands and the needs of residents while minimizing the effect of increased costs upon the property tax base of its community.
During the 2015 Budget development, Administration has been guided by fundamental principles previously endorsed by Council, namely:
• The current levels of service being delivered to the community are appropriate.
• The Corporation is prepared to maintain its commitment to the community as represented by current discretionary funding levels (i.e. external commitments).
• In making decisions with respect to the 2015 budget, consideration has been given to the consequences of such decisions upon the Corporation’s future financial stability.
Standard and Poor’s, a leading provider of financial market intelligence and the Corporation’s bond rating agency, recognized the County of Essex’s sound financial practices in the Corporation’s most recent credit rating (November 2014). Standard and Poor’s highlighted the following
44 of 408 Administrative Report Page 4 February 4, 2015 County of Essex – 2015 Budget Overview
performance strengths in affirming the County’s credit rating at AA with a stable outlook:
• Strong financial position, derived from very low debt and debt service burdens;
• Exceptional liquidity, a result of the Corporation’s ongoing commitment to a solid Reserve Strategy;
• Consistently very strong record in terms of budgetary performance. Solid operating surpluses have provided the Corporation with the means to fund its capital expenditures largely from internal sources, reducing debt issuance needs;
• Long standing life-cycle capital program, which plans for the replacement of assets over their useful lives through contributions to and from capital/infrastructure reserves, validating the County’s “pay- as-you-go” philosophy of funding capital/infrastructure requirements by creating capacity in the budget in a measured way and through the effective use of reserve balances;
• Very predictable and well-balanced institutional framework, with a qualified management team exercising prudent financial decisions, and
• Diversified economic development efforts away from automotive manufacturing towards alternative energy, medical equipment, tourism, aerospace and agri-businesses.
It is these principles of sound financial stewardship that have positioned the County ahead of its peers and provided Council with the ability to effectively manage changes to tax rates year over year. Provided in the Chart 1 below is a cumulative comparison of the change in Consumer Price Index (CPI) and change in County Tax Rates (with and without Infrastructure Expansion) since 2002 (twelve years). As is evident from the chart, the County’s tax rate increase, exclusive of the 1.5% annual increase associated with Infrastructure Expansion has been basically flat (less than 0.2% per year). The total increase in tax rate has increased by approximately 14% over 12 years, or approximately 1.2% per year. In contrast, over this same time period, annual inflation has increase by approximately 23% or approximately 1.9% per year.
45 of 408 Administrative Report Page 5 February 4, 2015 County of Essex – 2015 Budget Overview
Chart 1: CPI and Tax Rate Comparison, 2002-2014
2015 Budget
Provided in Chart 2 is a condensed summary of the proposed operations for 2015, compared to 2014 Budget and Projected Actual (see Appendix A for full Budget Summary Comparison). Gross Operations for 2015 are budgeted at $145 million with $54.2 million in recoveries (provincial and third party contributions, user fees, investment income etc.) and a net contribution from reserve of $9.5 million, resulting in a Levy requirement of $81.6 million, a $3.2 million increase from prior year with a corresponding tax rate increase of 1.5% (equivalent to a $13.78 increase, or $908.19 on a house assessed at $200,000 – see tax rate comparison on page 19). Chart 2: Budget Summary (excerpt from Appendix A) 2014 2014 2015 Budget Summary Budget Projection Budget Total Gross Expenditures 138,773,830 128,633,170 145,237,950 Departmental Recoveries (51,466,870) (55,794,090) (54,170,090) Net Expenditures 87,306,960 72,839,080 91,067,860 Net Contribution to(from) (8,969,760) 5,498,120 (9,502,110) Reserves Total County Requirement 78,337,200 78,337,200 81,565,750
For 2015, the County of Essex is challenged by a number of key operating conditions and capital expenditures imposing a significant year-over-year increase in net levy requirements, on a stand-alone basis. Offsetting these expenditures, in part, are savings achieved through: the upload of Ontario Works social assistance costs and employment benefit costs; reduction in social assistance caseloads; anticipated marginal increases in subsidy for
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Emergency Medical Services and at the Sun Parlor Home, a net positive change in Current Value Assessment / marginal assessment growth and various departmental cost reduction/containment initiatives proposed throughout the departmental budgets. Highlighted in Chart 3 and discussed in the proceeding pages are various external influences or County of Essex specific conditions giving rise to a projected net tax increase of approximately 1.5%.
Chart 3: Summary of Levy Impacts Levy Tax Impact Impact Budget 2015 - Summary of Levy Impacts $ % County Levy 2014 78,337,200 -2.49% Regional Services cost sharing (EMS, S.S., S.H.) 211,600 0.28% Roadway expansion (1.5% of Levy) 1,175,100 1.46% Social Housing – inflationary & federal block funding 373,200 0.46% Social Services – caseload reductions, prov. upload (734,100) -0.91% Wages, benefits & stat. deductions (EI,CPP,EHT,WSIB) 1,020,300 1.27% Construction Rehabilitation Program (incl. OCIF) 1,025,000 1.28% Asset amortization (linear, facility, fleet & equipment) 413,100 0.51% Victoria Street Manor (discontinued service delivery) (99,700) -0.12% County-Wide Active Transportation Infrastructure 100,000 0.12% SPH - increases in subsidy (per diems & CMI change) (463,900) -0.58% Net expenditures/recoveries (utilities/contracts/supplies) (155,250) -0.19% External Commit. (WECHU/TWEPI/MPAC/WEARCI) 23,200 0.03% Economic Initiatives (new regional hospital, other…) 340,000 0.42% County Levy 2015 81,565,750 1.54%
Regional Service Delivery – Cost Sharing
The County of Essex and City of Windsor share service delivery costs for Social Services, including social assistance and childcare, Social Housing and Emergency Medical Services. Social Services and Social Housing are cost shared on a proportional basis of 60% weighted assessment and 40% actual costs, as determined through an arbitration ruling. Emergency Medical Services are cost shared based on weighted assessment, as prescribed by legislation. Under existing tax policy rules/decisions, the projected change to the weighted assessment figures for the City and County based on MPAC’s preliminary Phased-In Assessment Reports would indicate a shift or a relative increase in property assessment in the County of Essex, in comparison to the City of Windsor, by approximately 0.44%.
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Based on 2015 estimates, this relative change in weighted assessment translates into a shift in cost sharing onto the County of Essex for 2015 of approximately $211,600.
Infrastructure Expansion
Council has adopted a financial forecasting tool to address the roadway expansionary requirements as identified in the Essex Windsor Regional Transportation Study, updated for inflationary considerations, along with estimates, based on recent reports, for the expansion cost of County Roads 17, 19, 22, 42 and 46. The model was premised on 1.5% Levy increases through 2018 to accommodate the approximate $440 million of infrastructure. In 2012, the financial model was amended to identify and prioritize expansion requirements exclusive of senior government funding and grade separations. In order to accommodate 100% municipal funding, the schedule has been elongated to manage the financial burden within reasonable limits of the County Levy. The current plan amounts to approximately $400 million (excludes grade separations on County Roads 19 & 22) with a time-line extending through 2038. Assuming no change to the current plan of incorporating a 1.5% increase in the annual levy, the annual base funding level will continue to grow from $11.5 million in 2015 to $15 million in 2018, providing sufficient financial resources for the management of both the volume of expansion and the timing for financing, without the requirement of debt issuance, and then ultimately position the County to maintain this infrastructure on a go forward basis. Adherence to a structured plan of self-funding minimizes long-term costs on the local tax base; affirming the Corporation’s pay-as-you-go philosophy of funding infrastructure expansion.
It is important to note that the current analysis assumes: limited receipt of funding from provincial/federal sources (Administration will continue to pressure upper levels of government on the merits of funding expansion projects, County Road 19 & 22 specifically, in light of the anticipated extensive use and degradation associated with the construction of the Rt. Hon. Herb Gray Parkway project); the continued cost share of Federal Gas Tax revenue at 80% local municipal / 20% County, and a modest allowance for inflationary considerations on project cost. If it is Council’s desire to narrow the time-frame of expansion, without the receipt of senior government funding, the County would need to either substantially increase the annual tax levy allocation to support transportation infrastructure expansion, continue the 1.5% levy
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allocation beyond 2018 or issue debt; in all cases resulting in a greater tax burden on the residents and businesses of Essex County both at present and in the long-term.
Social Housing
For 2015, the estimated annual cost increase for Social Housing is $373,200. The cost increase reflects general inflationary adjustments and a reduction in Federal Block Funding.
Social Services – Ontario Works Benefits
Notwithstanding the fact that the Essex/Windsor region continues to experience one of the highest rates of unemployment in the Country, Ontario Works caseloads are expected to remain consistent with 2014 Actual, a reduction from 2014 Budget of approximately 200 cases, for a budgeted average monthly caseload of 9,400, as outlined in Chart 4. Offsetting the savings associated with the reduction in caseload from prior period budget are increases in OW benefit payments and inflationary increases associated with wages, benefits and cost of service delivery.
Chart 4: Ontario Works – Caseload Data, 2005-2015
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Social Services - Provincial Upload of Ontario Works
The Government of Ontario announced in 2008, that the Province will assume the cost of the municipal share of Ontario Works (OW) income and employment assistance benefits. The upload of OW began in 2010 and will be gradually phased-in over a nine-year period, with 100% upload of benefit costs achieved in 2018. The estimated annual impact of this upload, on a percentage basis, is on Chart 5. The estimated benefit for 2015, net of inflationary adjustments and a budgeted minor reduction in caseloads, is $734,100.
Chart 5: Ontario Works – Provincial Upload Ontario Works Provincial Cost Share Pre-upload 80.0% 2010 80.6% 2011 81.2% 2012 82.8% 2013 85.8% 2014 88.6% 2015 91.4% 2016 94.2% 2017 97.2% 2018 100.0%
Wages and Benefits
With an employee base in excess of 800 staff, approximately 40% of the Corporation’s gross expenditures are accounted for in salaries, wages and benefits. Collective agreements for CUPE 2974 (Library), CUPE 2974.1 (inside/outside) and Teamsters 880, along with adjustments to Non-Union staff compensation have been resolved. CUPE 860 and ONA collective agreements remain outstanding from March 31, 2013 and March 31, 2012, respectively. CUPE 2974.2 (EMS) contract expires March 31, 2015. Modest allocations consistent with negotiated settlements have been accrued and budgeted for these employee groups through 2015. In addition, adjustments to staffing levels have been advanced to meet mandated training requirements, to support the County’s investment in community communication, and to mitigate risk in areas that have experienced sustained strain on their ability to maintain service levels. Potentially compounding negotiated settlements, the Corporation is legislated to maintain compliance with pay equity and is currently undertaking a
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comprehensive job evaluation review. In addition to anticipated adjustments in salaries/wages, the Corporation will also experience an increase in all statutory deductions (CPP, EI, EHT, WSIB), health/dental benefit premium increases and pension costs, either directly through rate increases or indirectly as a result of the increase to the yearly maximum pensionable earning limits. In total, including projected retroactive adjustments to base wages, anticipated pay equity adjustments, estimated wage settlements for 2015, County share of EMS WSIB NEER settlements and all associated benefits costs account for a net increase in 2015 of $1,020,300.
Transportation – Construction Rehabilitation Program
An increase in the annual expenditure level of the Rehabilitation Program in the amount of $1,025,000 has been included for 2015, providing total funding of $9 million (inclusive of Federal Gas Tax and Ontario Community Infrastructure (OCIF) Funding). Up until 2012, the base funding level had not been increased since 2003. As was recently reported to Council in Report#2013-R19-FIN-1120-RM, as part of the development of the Corporation’s Asset Management Plan (AMP), historic funding levels are not adequate to address the ongoing maintenance requirements of the network. Based on condition assessments, lifecycle costing and existing maintenance rehabilitation levels annual capital requirements over the next 25 years have been developed in support of the AMP. The expenditure forecast over the 25 year time period is estimated at over $290 million, or an average of $11.2 million per year.
As is evident, the existing budget allocation, inclusive of Federal Gas Tax and OCIF funding, will not meet the funding requirements necessary to preserve and improve the existing road system. Additional funding resources for infrastructure operation / maintenance and capital rehabilitation will be necessary. Funding from upper levels of government will continue to be explored, gradual municipal increments in capital rehabilitation and operational/maintenance allocations will continue to be pursued in the context of good corporate governance, weighing the balance of acceptable levels of service necessary for regional use, while mitigating risk and liability.
Asset Amortization
As reported earlier to Council (Report #2015-R02-FIN-0121-RM) amortization expense reported within the Corporation’s financial statements, in theory, reflects the annual use of the Corporation’s assets. However, amortization is measured as straight line depreciation of the cost
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to acquire that asset over a defined asset life-cycle; neither the estimated cost to replace the asset nor the actual useful life of the asset, are considered in the calculation. For 2015, based on the 2014 asset structure and taking into consideration new assets coming into service for 2015, the estimated amortization expense that will be reported as part of the 2015 audited financial statements will be approximately $11 million (excluding consolidation of EWSWA).
Included within the 2015 Budget, are contributions to reserves for capital replacement equal to approximately $4.5 million, an increase of approximately $413,100. Linear assets (roads, bridges, culverts) are replaced on a pay-as-you-go basis, budgeted at $9 million for 2015 as discussed above. Therefore, in total, factoring in roadway construction costs, the quantum of funds established for the replacement of assets equates to approximately $13.5 million.
While the amount included within the 2015 estimates for capital replacement exceeds the estimated cost of asset usage (amortization expense), it still remains below the true cost to replace corporate assets, after factoring inflation. The increased allocation proposed for 2015 supports the Corporation’s efforts to manage the continued viability of the Corporation’s asset base proactively in a measured way and through the effective use of reserve balances.
An update to the Corporation’s AMP will be forthcoming in 2015, expanding asset reporting from linear assets to include facility and components, fleet, heavy equipment, I.T. infrastructure etc.
Victoria Street Manor
In the fall of 2014, County Council, after careful deliberation and consultation, made the decision to cease operations at Victoria Street Manor (VSM), a supportive senior care facility located at 184 Victoria Street in the Town of Amherstburg.
It was determined that health and safety obstacles could not be adequately overcome, in a cost effective manner, to manage timely evacuation in the event of a fire or other emergency, given resident mobility, facility design and construction.
Effective January 1, 2015 all residents have been assisted with securing appropriate alternative housing and care and the facility is now unoccupied
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and surplus to County operations. Required facility operational costs will continue while the disposition of the facility is determined. Operational savings from prior year budget are projected at $99,700.
County-Wide Active Transportation Infrastructure
The focus and role of municipal highways has begun to experience a shift away from “motor vehicle only” to accommodating other modes of transportation. These other modes include pedestrian and bicycle access in a safe and sustainable manner. The County of Essex has recognized this paradigm shift, embraced the concepts and identified the significant impacts that must be addressed. In 2010, the County initiated the County Wide Active Transportation Study (CWATS) aimed at identifying opportunities to support and strengthen the Active Transportation plans and networks across the region. The Study was designed to improve and designate a regional active transportation network of on-road corridors and off road trails, to improve connections between the proposed regional and local municipal systems and to promote the use of active transportation with the Region. The CWATS includes an implementation strategy that provides recommendations on priorities, funding and timing to develop the proposed network as well as a maintenance strategy to ensure quality and safe use into the future. Building upon the efforts of the local municipalities, the CWATS is intended to provide a continuous network with improved connectivity across the Region.
Aside from the capital cost to develop this network, the implementation of the recommendations will have impacts on Maintenance Operations and affect the on-going Rehabilitation Program. Timing, co-ordination and funding will present numerous challenges.
In 2013, County Engineering provided Council with a report update (Report#2013-R041-ENG-1204-TRB), revising the total project cost at $59 million, with a County portion of approximately $30 million. Included within the 2015 estimates is a provision of $1.4 million, an increase of $100,000 from prior year, to address the County component funding of this program over an estimated 20-year period. As noted in the report update, a Steering Committee was established in 2013, with the goal of developing annual implementation plans; work by the Committee is on-going and reports will be brought forward for County Council’s consideration. It is important to note that for the County to fulfill its commitment within the 20-year time horizon, future annual incremental levy allocations will be necessary.
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Directly Delivered Services
Increasingly complex resident care requirements in long term care; rehabilitation, reconstruction, maintenance and expansion of a county-wide arterial road network; increased care level requirements and demand for service from the regional emergency medical services unit; expansion of library services, and the commitment to developing a county-wide active transportation network are but a few of the interests that continue to compete for resources. Cognizant of the economic realities of our region, Corporate Services has worked with all departments, reviewing all resources in an effort to present Council with a budget that balances operating requirements against economic constraints, while not jeopardizing the Corporation’s future financial stability. The Corporation, across all departments, is subject to inflationary adjustments for supplies, service contracts, equipment replacement, utilities etc. Every effort is being made to reduce line expenditures, where possible, to mitigate the various external financial impacts on the County’s net levy. In many cases, capital requests have been deferred, operational considerations reduced, and reserves utilized to the extent possible. In total, included within the budget estimates for 2015 is a net decrease in other operational costs/recoveries of $155,250.
Economic Initiatives
For the past several years, Council has been approached and discussed the need to establish a funding mechanism to deal with economic requests, both regional and county specific, that would allow Council to react in a timely fashion should an appropriate request be granted. To begin preparing for initiatives such the “bricks & mortar” requests for the new regional hospital, which could require a multi-million dollar, multi-year request, an allocation of $340,000 towards an Economic Initiatives Reserve has been included within the 2015 Budget.
Facility Asset Renewal
As has been discussed in various reports and prior year budgets, the Corporation’s Reserve Strategy had focused on the replacement of: linear assets, facility equipment; heavy equipment & vehicles; and major computer system components. New facilities and major facility replacement expenditures, such as roofs, exterior cladding, HVAC and window replacements were funded through various grant programs, including the Community Reinvestment Fund (CRF), Ontario Municipal
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Partnership Fund (OMPF) and most recently through Infrastructure Stimulus Funding (ISF). In the absence of these funding mechanisms, the Corporation, in 2011, began setting aside a funding base to construct and maintain the Corporation’s facility infrastructure.
Listed below are some of the outstanding / current demands for facility infrastructure, estimated at upwards of $12 million.
• EMS facilities (South-West Windsor) $2-4 million
• Transportation facilities (base rationalization) $2-4 million
• Civic Centre $4-5 million
• Sun Parlor Home (structural components, elevators) $4-5 million
• Library expansions (furnishings & shelving) $300K/library
Included in the 2015 Budget is the property acquisition and facility development for the West-End Transportation Depot ($2.5 million), replacement of HVAC equipment at the Sun Parlor Home ($2 million) and project management and temporary financing for the reconstruction of the Civic Centre façade and improvements to building accessibility (County share $3 million).
Budget Risk Factors
It is important to highlight for Council that there are risk factors inherent with any budget, in most cases beyond the control or discretion of Administration or Council. Economic realities potentially impacting operations include, but are not limited to:
• EMS delivery issues related to hospital emergency off-load delays
• EMS call volume – demographics & response time framework
• Service requirements on an increasing frail and higher level of acuity resident complement at Sun Parlor Home
• Increase in social service caseloads
• Public Health – lack of provincial funding / change in cost share %
• Municipal impact of potential Federal & Provincial deficit mitigation
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• Winter control maintenance costs
• Province-wide municipal insurance issues
• Cost of fuel, medical and other supplies necessary across a diverse set of operating programs, specifically in EMS, Sun Parlor Home and Transportation Services
• Interest earned on investments
• Continued OMERS pension funding requirements
• Continued premium increases for WSIB and other statutory deductions
• Health & welfare premiums (usage & escalation in service costs)
• Outstanding collective bargaining / arbitration results
Taxation Comparison with Other Municipalities
Chart 6 on the following page provides a comparison of residential, multi- residential, commercial and industrial tax rates among South-Western Ontario Counties from prior year. As is evident from the gr aphs the County’s tax rates remain below average and among the lowest of its peer group comparison. It is important to highlight that these low tax rates are achieved despite the fact that Essex County is the only upper tier municipality that redistributes 60% of its Federal Gas Tax revenue to its lower tier municipalities (>$3 million annually) and currently contributes in excess of $700,000 annually to “bricks & mortar” projects external to its core operations (i.e. Leamington Hospice, hospitals and John McGivney Children's Centre).
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Chart 6: 2014 Tax Rate Comparisons, South-Western Ontario Counties
Chart 7 on the following page provides 2014 tax comparisons for residential (including water and wastewater), multi-residential, commercial and industrial rates of local municipalities (including County allocation) to immediate neighbours to the west and east. The favourable rates provide an economic advantage for residing and doing business in Essex County.
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Chart 7: 2014 Tax Rate Comparison – Essex County / Windsor / Chatham-Kent
County Levy & Tax Rates
For comparison purposes, the graph below provides an analysis of the growth in the County Levy and the associated Residential Tax Rates over the past 5 years. Over this period the County Levy has increased, due in large part, to address expansion requirements of the County roadway and active transportation infrastructure. Further, as the County assessment increases relative to the City, a greater shift of costs is transferred from the City to the
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County for shared programs including: Social Services, Social Housing, Child Care and Emergency Medical Services.
Although the County Levy has steadily grown over the past five years, tax rates remained fairly constant, due in large part, to prudent financial management decisions and moderate but stable growth in assessment in the County of Essex over this same period.
Illustrated in Chart 8 is the net change in the County Levy and residential tax rate, resulting in a net 1.5% tax rate increase for 2015. Chart 8: Residential Tax Rate vs County Levy, 2010-2015
The consolidation of the departmental budget estimates produce a residential tax rate for County purposes for 2015, assuming no change in tax policy, of .00454096, representing a 1.5% increase from prior year.
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Chart 9 illustrates the change in County tax rates on a typical residence valued at $200,000. Chart 9: Residential Tax Rate Comparison, 2014-2015
Year Assessed Res. Tax Rate Taxes Tax Change % Value
2014 $200,000 .00447203 $894.41 nil nil
2015 $200,000 .00454096 $908.19 $13.78 1.5%
Conclusion
Cognizant of the many requests for County dollars, Administration, in consultation with all departments has strived to provide Council with a sound budget plan for 2015, a budget that:
• addresses the demands for service for the coming year;
• positions the County to manage future capital expansion / remediation;
• is cognizant of the economic realities of our region and the impact these service demands have on the tax rates and ratepayers of Essex County,
• does not compromise the Corporation’s strong financial foundation for future operations and continued maintenance of stable tax rates for the future.
As Council is aware, the significant proportion of the County level expenditures are either mandated services or legislated obligations. Experience has demonstrated that excessive utilization of reserves, reductions in service and/or substantial deferral of capital initiatives will only serve to expose the Corporation to greater risk and liability while creating significant financial burdens in the future when service reduction impacts and operating / infrastructure gaps will eventually need to be addressed.
Despite the uncontrollable external factors, inflationary pressures and operational considerations discussed above, Administration remains confident that a tax rate increase of 1.5% (inclusive of the 1.5% levy increase for infrastructure expansion) is manageable, focuses on current operating realities, provides the necessary capital allocation for the County’s current
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requirements, while positioning the organization favourably to address future capital needs, all without adversely impairing/compromising future operations and/or creating significant future tax rate adjustments.
Recommendation
Respectfully Submitted Concurred With,
Robert Maisonville Brian Gregg
Originally Signed by Robert Maisonville Originally Signed by Brian Gregg Director of Corporate Services/Treasurer Chief Administrative Officer
Appendix No. Title of Appendix Appendix A 2015 Budget Summary Comparison
61 of 408 Corporation of the County of Essex - Budget Summary Category Department 2014 2014 2015 Budget Projection Budget (restated) (unaudited)
Expenditures Housing with Supports / Counselling 1,910,630 1,858,840 1,994,480 Expenditures Sun Parlor Home 22,104,530 22,572,860 24,739,510 Expenditures Emergency Medical Services 36,373,980 36,612,720 37,035,840 Expenditures Transportation Services 40,043,750 28,752,790 42,987,700 Expenditures Library Services 5,490,090 5,637,340 5,369,090 Expenditures General Government Services 7,615,240 8,217,190 7,568,110 Expenditures External Commitments 25,235,610 24,981,430 25,543,220 Expenditures Total 138,773,830 128,633,170 145,237,950
Recoveries Housing with Supports / Counselling 1,523,700 1,471,910 1,607,550 Recoveries Sun Parlor Home 14,868,200 15,391,760 14,905,340 Recoveries Emergency Medical Services 26,854,540 27,213,440 27,649,880 Recoveries Transportation Services 3,895,490 4,661,430 5,261,790 Recoveries Library Services 370,620 400,220 348,620 Recoveries General Government Services 3,894,320 6,595,330 4,336,910 Recoveries External Commitments 60,000 60,000 60,000 Recoveries Total 51,466,870 55,794,090 54,170,090
Contrib. to (from) Reserves Sun Parlor Home (274,530) 117,400 (2,688,290) Contrib. to (from) Reserves Emergency Medical Services (958,200) (537,660) (541,450) Contrib. to (from) Reserves Transportation Services (8,029,660) 3,953,100 (7,044,550) Contrib. to (from) Reserves Library Services (529,320) (646,970) (325,570) Contrib. to (from) Reserves General Government Services 681,950 1,579,230 1,132,750 Contrib. to (from) Reserves External Commitments 140,000 140,000 (35,000) Contrib. to (from) Reserves Rate Stabilization Reserve - Surplus 0 893,020 0 Contrib. to (from) Reserves Total (8,969,760) 5,498,120 (9,502,110)
Net Department Operations Housing with Supports / Counselling 386,930 386,930 386,930 Net Department Operations Sun Parlor Home 6,961,800 7,298,500 7,145,880 Net Department Operations Emergency Medical Services 8,561,240 8,861,620 8,844,510 Net Department Operations Transportation Services 28,118,600 28,044,460 30,681,360 Net Department Operations Library Services 4,590,150 4,590,150 4,694,900 Net Department Operations General Government Services 4,402,870 3,201,090 4,363,950 Net Department Operations External Commitments 25,315,610 25,061,430 25,448,220 Net Department Operations Overall County Surplus 0 893,020 0 Total County Requirement 78,337,200 78,337,200 81,565,750
62 of 408 Administrative Report
Office of the Director of Corporate Services/Treasurer
To: Warden Tom Bain and Members of County Council
From: Robert Maisonville Director of Corporate Services/Treasurer
Date: February 4, 2015
Subject: 2015 Budget – Housing With Supports / Counselling Services
Report #: 2015-R05-FIN-0204-RM
Purpose
To provide Council with the 2015 budget estimates for Housing with Supports / Counselling Services as per the attached Appendix A.
Discussion
The Housing with Supports program / Counselling Services provide assistance to at-risk County residents who also have need of financial assistance. Counselling services and residential care for the elderly and persons with mental and developmental disabilities are provided through purchase of service agreements.
As part of the Long Term Affordable Housing Strategy, the Community Homelessness Prevention Initiation (CHPI) consolidated a number of homelessness initiatives to provide a better coordinated and integrated service delivery system that is people-centred, outcome-focused and reflects a Housing First approach to prevent, reduce and address homelessness in communities across the Province.
Robert Maisonville, Director of Corporate Services/Treasurer Corporation of the County of Essex, Suite 202, 360 Fairview Avenue West, Essex, ON N8M 1Y6 Phone: 519-776-6441, ext. 1328; Email: [email protected] 63 of 408 Administrative Report Page 2 February 4, 2015 2015 Budget – Housing with Supports / Counselling Services
Program consolidation allows municipalities to use funding in a more flexible manner that is reflective of the region’s local needs. Locally, County Administration has been involved in the steering committee (the Long Term Affordable Housing Strategy Advisory Committee (LTAHSAC)), along with community partners and stakeholders, tasked with the development of a 10- year work plan to address housing and homelessness.
While municipal contributions towards the CHPI program are discretionary, administration is recommending no change to the County’s support of this key homelessness initiative.
Prior Year Performance
The County of Essex continues to provide the Housing with Supports Program via purchase of service agreements with 12 service providers located throughout the County. All facilities are inspected annually and operating agreements are reviewed to ensure compliance with standards of operation set by the County of Essex.
Funding for the Housing with Supports program is per diem based. After a detailed review, a 3 year strategy for per diem increases was approved in 2014, with all costs fully funded by CHPI funding. The 2014 per diem rate is $50.18 (a 2% increase over prior year).
At the beginning of 2014, one-time funding was made available to all service providers for staff training enhancements. Training included topics such as non-violent crisis intervention, food handling courses, first aid, behavior management, and emergency planning.
Estimates for 2014 operations are projected to be on budget. Savings that occur in the Housing with Supports program are directed towards other CHPI programs that are experiencing increases in demand (such as utility support programs).
Proposed Budget
The flexible funding format of the CHPI model allows the region to be more responsive to the changing housing needs of all residents. As a result, there has been a significant increase in County staff participation in regional committee meetings to plan, review and reform the region’s funding priorities.
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With a full time staff complement of only one, the department is struggling to achieve client service and facility standards objectives. The 2015 budget therefore includes a mid-year increase of one full time staff. The additional cost is anticipated to be fully funded through the CHPI provincial funding envelope with no additional cost to the County of Essex, nor any reduction in the level of program support.
Following the 3 year plan approved in 2014, the 2015 per diem will increase to $50.69 (1%) at April 1. Based on current client income levels, it is anticipated that the additional cost will be managed within the CHPI funding envelope with no additional cost to the County of Essex.
Recommendation
For the information and consideration of Council.
Respectfully Submitted Concurred With,
Robert Maisonville Brian Gregg
Originally Signed by Robert Maisonville Originally Signed by Brian Gregg Director of Corporate Services/Treasurer Chief Administrative Officer
Appendix No. Title of Appendix Appendix A 2015 Budget – Housing With Supports / Counselling Services
65 of 408 Housing With Supports / Counselling Services
Statement of Purpose
The Housing with Supports program / Counselling Services provides support for at-risk County residents who also have need of financial assistance. Service Description
The Housing with Supports program provides assistance to County residents who require residential care and assistance with daily living activities and are also in need of financial assistance. This program is provided through purchase of service agreements with twelve rest and retirement homes throughout Essex County, and provincial funding is administered by the City of Windsor Social Services department as a part of the Community Homelessness Prevention Initiative (CHPI). Counselling services are provided through a purchase of service agreement with Family Services Windsor. Both programs are discretionary services for the County of Essex. Staffing Chart
2012 2013 2014 2014 2015 Staffing 2012 2013 2014 2015 Actual Actual Budget Actual Budget ($000) ($000) ($000) ($000) ($000) Full-Time 1 1 1 2 63 63 63 63 120 Student 1 1 1 1 8 9 9 8 9 Total 2 2 2 3 71 72 72 71 129
Prior Year Performance
As a part of the Community Homelessness Prevention Initiative (CHPI) provincial funding for this program has been consolidated with a number of other homelessness initiatives, and funding is managed by the City of Windsor Social Services department. Program consolidation allows municipalities to use funding in a more flexible manner that is reflective of and reactive to the region’s local needs, and the County continues to participate in the committees tasked with developing long-term work plans to address housing and homelessness needs. For 2014, the County Contribution will be on budget. Savings generated in the Housing with Supports program is anticipated to be fully used to meet the increased demand for assistance in other CHPI-funded programs such as utility support. With a one-time subsidy of $55,000, the County was able to provide for additional staff training for service providers in 2014. Training needs were identified and prioritized by the service providers and included topics such as non-violent crisis intervention, food handling courses, first aid, behavior management, and emergency planning.
Robert Maisonville, Director of Corporate Services/Treasurer Corporation of the County of Essex, Suite 202, 360 Fairview Avenue West, Essex, ON N8M 1Y6 Phone: 519-776-6441, ext. 1328; Email: [email protected] 66 of 408 Housing With Supports / Counselling Services
Further, a 3 year strategy to increase per diems for Housing with Supports was approved in 2014, and the cost of these increases will be fully funded by CHPI funding. At April 1, 2014 the per diem increased by 2% to $50.18, with additional 1% increases approved for 2015 and 2016. Despite the increase in per diems, this program experienced a favourable variance in 2014. The number of individuals served has not decreased, but the actual cost of subsidy to these clients varies with the income levels of the residents. Proposed Budget – Current Year
The 2015 budget includes an amendment to the service delivery model for this program. Currently, program delivery is realized through one full time employee, supported by one summer student. The flexible funding format of the CHPI model has allowed the region to be more responsive to the housing needs of our residents, but this has resulted in increased staff participation in committee meetings to plan, review and reform the region’s response to homelessness on a number of levels. It is considered beneficial to maintain active County participation in these regional initiatives; however this has resulted in decreased available staff time for direct client contact and monitoring facility / operating service delivery compliance. Further, increased staffing demands have resulted from changes to standards and increased reporting requirements of statistical data. To achieve our service objectives, one additional full time person is recommended to be hired in 2015. The additional costs (which would become annualized in 2016) are anticipated to be fully funded through the CHPI envelope, and hiring would not proceed until funding has been approved. Based on current client income levels, it is anticipated that the planned per diem increase at April 1, 2015 (to $50.69) will be able to be managed without an overall increase to the cost of Housing with Supports services. A nominal increase in the Counselling Services is recommended. Some of the challenging issues facing this sector are: • Despite the increase in per diems, many operators continue to express concerns that it is not sufficient to meet the full cost of providing care. • Lack of affordable transportation for medical appointments. ODSP and OW recipients are eligible for mandatory medical travel and transportation whereas seniors receiving OAS or CPP are not. Municipal discretionary dollars continue to be allocated to assist with transportation needs. • Access to mental health resources continues to be a challenge in the County. New programs have become available, and more are planned, but the need for in-house counseling and support continues. Family Services continues to support group and individual counseling at this time.
The net cost of delivering this program will not increase for 2015.
67 of 408 Housing With Supports / Counselling Services Increased Levels of Service (Chart)
Housing with Supports Increased Levels of Service Gross Cost of 2001 - 2015 Service
$2,000,000 2015 Per Diem 240 $1,800,000 $50.69 220 $1,600,000
$1,400,000 200
$1,200,000 180 $1,000,000 160 $800,000 140 $600,000 120 $400,000
$200,000 100
$0 80
Cost of Purchased Service Average Residents per Month
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Category Account Description 2014 2014 2015 Number Budget Projection Budget (Unaudited)
Salaries and Wages 161041101 Full Time - Salaried & Student - Total 72,100 71,400 129,200
Benefits 161041201 Employment Insurance 1,410 1,400 2,570 Benefits 161041202 Canada Pension 2,810 2,790 4,980 Benefits 161041203 O.M.E.R.S. 6,120 6,070 11,690 Benefits 161041204 Employer Health Tax 1,410 1,400 2,520 Benefits 161041205 Health Insurance 5,900 5,860 10,690 Benefits 161041206 Group Insurance 340 340 770 Benefits 161041207 Disability Insurance 830 830 1,450 Benefits 161041208 WSIB 1,620 1,610 2,900 Benefits Category Total 20,440 20,300 37,570
Staff Expense 161043001 Mileage 2,500 2,550 5,000 Staff Expense 161043002 Training / Workshops 500 400 1,000 Staff Expense 161043696 Administration Fees 65,160 65,160 69,850 Staff Expense Category Total 68,160 68,110 75,850
Office Expense 161043101 Telephone 1,480 1,400 2,060 Office Expense 161043102 Postage 600 250 500 Office Expense 161043103 Office Supplies 300 300 400 Office Expense 161043106 Copier Charges 800 750 800 Office Expense 161043107 Fax 200 180 200 Office Expense 161043110 Printing - Internal 400 350 400 Office Expense 161043198 Other 200 200 200 Office Expense Category Total 3,980 3,430 4,560
Equip. Lease/Maint. 161043204 Computer Maintenance - Total 200 100 300
Purchased Service 161043301 Legal / Consulting 1,000 1,000 1,000 Purchased Service 161043337 Municipal Discr. & Client Transport. 2,000 2,000 2,000 Purchased Service 161043338 Translation Services 1,500 500 1,500 Purchased Service 161015134 Housing with Supports 1,716,000 1,612,000 1,716,000 Purchased Service 161043686 One Time Training (Funded) 0 55,000 0 Purchased Service 161015138 Purchased Counselling 24,000 24,000 25,000 Purchased Service Category Total 1,744,500 1,694,500 1,745,500
Capital 161043801 Equipment - Total 1,250 1,000 1,500
Expenditures Category Total 1,910,630 1,858,840 1,994,480
Recoveries 161016334 Provincial Subsidy 1,523,700 1,405,110 1,607,550 Recoveries 161016302 Provincial Subsidy - Training 0 55,000 0 Recoveries 161016634 Recovery - Housing with Supports 0 11,800 0 Recoveries Category Total 1,523,700 1,471,910 1,607,550
Total County Responsibility 386,930 386,930 386,930
69 of 408 Administrative Report
Office of the Administrator, Sun Parlor Home
To: Warden Tom Bain and Members of County Council
From: Lynda Monik Administrator, Sun Parlor Home
Date: February 4, 2015
Subject: 2015 Budget – Sun Parlor Home
Report #: 2015-R001-SPH-0204-LM
Purpose
To provide Council with the 2015 budget estimates for the Sun Parlor Home (see Appendix A).
Background
There are more demands on the health care system than ever before. The population is aging and advancements in technology, medicine and treatments put additional pressures on the health care system that require investments in updating and purchasing technologies, equipment and educating and training staff, volunteers and students. Operations are being challenged to work as a system and support stakeholders across the continuum of care. The Home is asked to assume care for residents that typically in the past remained in acute care. Funding allocations often do not flow with the client/patient or resident to support the change. There are more and more requests to ensure accountability across the system, but no investments by senior levels of government to support the requests. Legislative requirements continue to change which demand additional investments. Staff is asked to do more with the resources available.
Lynda Monik, Administrator Sun Parlor Home for Senior Citizens, 175 Talbot St. E., Leamington, Ontario, N8H 1L9 Phone: 519-326-5731, ext. 202; Email: [email protected] 70 of 408 Administrative Report Page 2 February 4, 2015 2015 Sun Parlor Home Budget
Discussion
Prior Year Performance
The Home implemented significant changes to meet legislative requirements and regulations under the Long Term Care Home Act. Additional changes continue to be implemented to support compliance.
Investments in education and training were a priority as was safety and security of the Home.
The 2014 budget anticipated scheduling reductions and reallocation in the Nursing department that were unable to be achieved, resulting in unfavourable variances in wages and benefits. These were exacerbated by unusually high overtime and part time hours throughout all departments as the Home experienced an extended period of outbreak (which included staff illness), unusually harsh winter conditions and absence due to medical issues and retirements, and increased staffing requirements to address fire safety and evacuation procedures. These variances were partially offset by unbudgeted subsidy increases.
The closure of the Victoria Street Manor resulted in $205,000 of additional unfavourable variance. Fire safety and evacuation issues became the focus after changes were made by the Ontario Fire Marshall’s office early in the year. Issues were identified surrounding staffing levels, facility construction and the lack of sprinklers. After careful deliberation and consultation with the Erie St. Clair LHIN, County Council approved Administration’s recommendation to discontinue operations, and the last resident was moved on December 31, 2014.
Proposed Budget – 2015
The 2015 budget reflects staffing pattern adjustments implemented in 2015 (fire plan), with augmentation to support additional training requirements, and to further the Corporation’s focus on facility renewal and asset replacement. An increase of $184,080 (2.6%) is recommended.
Investments in upgrades to the wireless communication system, nurse call system, and replacement of the original HVAC system will be made. Several contracts will be tendered this year: oxygen, continence products, wireless communication, nurse call. The Home has two unions, the Ontario Nurses Association (ONA) and the Canadian Union of Public Employees (CUPE) with
71 of 408 Administrative Report Page 3 February 4, 2015 2015 Sun Parlor Home Budget
contract negotiations going to arbitration. Ongoing efforts continue to explore and identify further opportunities to partner and work collaboratively with stakeholders across the continuum of care and in the public sector to ensure the residents’ needs are met, the budget is adhered to and legislative requirements and regulations are met.
Recommendation
For the information and consideration of Council.
Respectfully Submitted Concurred With,
Lynda Monik Brian Gregg
Originally Signed by Lynda Monik Originally Signed by Brian Gregg Administrator, Sun Parlor Home Chief Administrative Officer
Appendix No. Title of Appendix Appendix A 2015 Budget – Sun Parlor Home
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Statement of Purpose
The Home’s Mission is “to serve our community by providing supportive, resident-focused care that promotes quality of life.” As a not-for-profit, municipally owned and subsidized long-term care home with 206 residents, all of the Home’s resources are dedicated to its residents. Service Description
Since 1991, the Home has also been the owner/operator of Victoria Street Manor. Victoria Street Manor is an assisted living facility that cares for as many as 14 frail, elderly seniors. In November 2014, at the recommendation of Administration and following careful deliberation and consultation with respect to resident safety and service delivery requirements for emergency evacuation, County Council voted to discontinue operations at Victoria Street Manor. The Sun Parlor Home and Victoria Street Manor are funded by the County of Essex, the Erie St. Clair Local Health Integration Network (LHIN), Ministry of Health and Long Term Care (MOHLTC), residents and other funding sources (Late Career Nursing Initiative etc.). To support community engagement, the Home opened its doors to organizations interested in providing on-site education (Windsor Essex County Health Unit). Space was also offered to improve access for local residents to participate in a Mobile Falls Prevention Clinic (July). A Christmas Shopping Day featuring local vendors (November) was hosted to offer residents, families and the local community an opportunity to shop. The Home continues to offers space to local groups including Alcoholics Anonymous. The Sun Parlor Home offers clinical placement opportunities to university, college, and high school students through educational partnerships. The Home is well regarded by students as a clinical placement opportunity of choice. In addition, the Home partners with educational institutions/others to offer on-site courses for the convenience of staff to fulfill employment education/training requirements (ex. Food Handler’s Course). In addition to preparing meals for the Sun Parlor Home residents, the Home prepares over 18,600 meals over the year for the South Essex Community Council (SECC) Meals on Wheels program. Meals on Wheels programs support people living in their own homes allowing them to “age in place”. A Day Away Program offered by SECC on-site at the Home provides socialization and medical monitoring for adults. The clients are on-site Monday to Friday from 8:30 am to 2:00 p.m. The Home has been supportive of the MOHLTC’s Peritoneal Dialysis Program and continues to work with the Ministry, LHIN and the Chronic Kidney Disease Regional Program.
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Prior Year Performance
The Home’s occupancy rate for 2014 year-to-date is 98%. To maintain the Home’s funding allocation from the LHIN and provincial sources an occupancy rate of 97% is required. There are currently 58 people on the wait list for a bed at the Home. As the population ages, with the advancement of technology, medicines and other devices, the Home continues to admit residents with complex physical, cognitive, psychological and functional needs. The admission of residents with complex diagnoses, devices and needs requires an on-going investment in staff education and training. Numerous education/training opportunities were offered to staff during the year including education on Cytotoxic Drugs, Pain and Symptom Management, Capacity Assessments, Neurological Assessments, Preventing Violence/Resident Abuse in the Workplace and Automatic External Defibrillators. The opening of the new Schlegel Villages at St. Clair College in the summer of 2014 had a minimal impact on the Home. With the addition of 256 Long Term Care Home beds in Essex County, there was some capacity for Sun Parlor Home residents to move to other Long Term Care Homes in the area and the Home experienced some discharges. Demand for service however remains high as evident from the existing wait list. In September and October of 2013, the Home participated in a Resident Quality Inspection (RQI) conducted by the MOHLTC. The results of the inspection were shared with the Home’s Management Team in November 2013. Using these results, management set the work plan priorities for 2014. In early 2014, a Resident Satisfaction Survey (65 questions) was sent/shared with all 206 residents/families and representatives. This was the Sun Parlor Home’s first Resident Satisfaction Survey. A Resident Satisfaction Survey must be completed annually to comply with the MOHLTC legislation. The results of the survey were shared with the Home’s residents, families, staff and Quality Council, which includes residents. Priorities were identified and work plans were developed. The Life Enrichment Department moved to providing service 7 days a week, 365 days a year, including holidays and expanded evening hours. The expansion of service was achieved with the same number of staff and minimal impact to the budget. Every Long-Term Care Home must have a documented care plan that is developed for each resident, with the resident/family’s input and inter professional teams consultation. While the Sun Parlor Home did have care plans in place for each resident, an opportunity existed to streamline the care plans to better reflect the ever changing needs of the residents and provide the optimal “need to know” information for staff to respond safely and appropriately to the resident’s care needs. A Consultant was hired to support the Home to revitalize the care planning process, including opportunities to examine other internal processes which support the development of the resident’s care plan. The Consultant is working with a member of the Nursing Leadership Team to mentor her to assume the lead role for care planning at the Home. A network of internal champions is also being nurtured, so that the Home can “own” the process for updating/revising care plans. The Home’s Infection Control policies and procedures were updated. A Consultant was contracted to update 24 of the Home’s policies and procedures. The Assistant Director of
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Nursing and the Infection Control Committee reviewed 13 policies and procedures. In total, 37 policies and procedures were updated. A Staff Training Needs Survey was devised and circulated to staff. The results have been shared with the Home’s Wellness Committee. Several initiatives resulted from the survey including lunch and learn dates, flyers with wellness/safety information affixed to pay stubs. Other opportunities for improvement were recognized as a result of the RQI. The Resident & Family Handbook was updated. The Resident & Family Handbook is provided to new residents and their families as part of the admission process to the Home to help them become acquainted with the features of the Home and the many programs and services the Home has to offer. As a result of an Environmental Assessment completed in 2010, the Home renewed its commitment to safety and invested in video surveillance cameras. A Staff Satisfaction Survey was conducted from February-March. During the 11 days the survey was open, 98 staff completed the survey. The survey was previously conducted by John Noble Homes (JNH) in Brantford, Ontario. The Homes results were benchmarked and compared to the JNH’s results. The results were shared with staff and the union. The findings determine that long service staff are generally more satisfied with the Home than new hires. Efforts to support new hires by improving the orientation process and offering schedules in advance of the one week obligation identified in the Collective Agreements are being pursued. The Staff Lounge was renovated to offer staff a quiet, comfortable place to take their breaks. The Home continues to experience pressures from external sources to offer mandatory education, some of which was not identified as a need during the budget process. The education includes accessibility training, creating accessible documents, Health and Safety Supervisor training and fire safety/evacuation training and reporting back upon compliance. The Home’s fire safety plan is 263 pages. An Emergency Plan Committee was established to lead the development of the plan. Members of the Management Team (six), including the Administrator, participated in Supervisory and Owner/Operator training offered by the Office of the Ontario Fire Marshall. The Home signed an agreement with the other long term care homes in the area and Leamington District Memorial Hospital to establish guidelines for placement of residents should an emergency evacuation become necessary. To support the fire safety plan, staffing levels on the night shift were reviewed. The Home re- assigned two Administration staff to the Ward Clerk classification. The Ward Clerks are now scheduled 24/7, 365 days of the year. Resulting from a retirement and a promotion, the Home was able to post two skilled trade positions within the Maintenance Department. These two staff will be assigned to the day/midnight shift. The skilled trade positions will help the Home save on service contracts and the use of external vendors. All new job postings will identify the opportunity for staff to work three shifts (days, evenings and nights). With some changes in the Housekeeping Department, the opportunity existed to re-assign staff to the night shift. Many areas of the Home can now be cleaned without interruption on the night shift. County Council provided the Home with approximately $250,000 in incremental funding to support the development and implementation of the fire safety plan. Some of the dollars will
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be expended in 2014 and some in 2015. As a result of media attention to new and evolving diseases/infections, the Home examined some of its practices around protective personal equipment (PPE) and renewed its emphasis on ensuring compliance (all staff are FIT-tested). Similarly, the Home has supported the educational initiatives of the Erie-St. Clair Behavioural Supports project by offering staff this type of training on an ongoing basis. Within the Nursing and Personal Care Department, staffing patterns were adjusted to better meet the needs of residents, 7 days a week. Sun Parlor Home operations for 2014 resulted in an unfavourable variance of $336,700. Unbudgeted subsidy increases of approximately $530,000 were more than offset by unfavourable wage variances throughout the Home. Scheduling reductions that were anticipated in the 2014 budget for the Nursing department were not able to be achieved, and overtime at the beginning of the year was unusually high due to an extended period of outbreak (which included staff illness) and an unusually harsh winter (service staff called in for winter control, and staff unable to get to work due to poor weather). A significant portion of the variance is due to the closure of the Victoria Street Manor. The decision to cease Victoria Street Manor operations was the result of careful deliberation and consultation. The fire safety plan for Victoria Street Manor required additional staff at an annual cost of at least $300,000. Other issues, including the construction of Victoria Street Manor (wood building, 2 storey, no sprinkler system) impacted the decision to discontinue operations. Residents were assisted in finding new housing and care, and the last resident moved out on December 31, 2014. Additional staffing levels, reduced resident revenue and final severance costs resulted in $205,000 unfavourable variance. Proposed Budget – Current Year
The Home is aging. Investments in major capital expenditures are a priority for 2015. Complete replacement of the rooftop HVAC system is scheduled for completion in 2015 (approximately $2 million). Requests for proposals will be shared with vendors in 2015 to upgrade the wireless communication connectivity in the Home, replace the aging nurse call system, and completely review the communication systems used in the Home. Significant upgrades to the IT server room are also required in 2015, in addition to continued updating of the resident room furnishings and the resident dining rooms. In total, $3.3 million of capital work is planned for the Sun Parlor Home, with funding being provided by the Corporation’s Capital Reserve (Facility Capital Renewal funding) and the Donation Reserve (Wehenkel estate). In addition, $255,000 of Structural Capital projects (including ongoing fire system upgrades, replacement of resident lift / seating equipment and life cycle replacement of the Home’s equipment) will take place in 2015. These expenditures are funded by provincial funding for maintaining the Home as a A-rated facility. The Home is supportive of all staff expanding their scope of practice to realize their full potential to ensure the Home ultimately provides the best care possible. Investments in education and training on an on-going basis will be made to ensure compliance with legislative requirements, and additional training hours have been built into the 2015 budget to accomplish this. Staffing levels included in the 2015 budget reflect current operating levels, and increases
76 of 408 Sun Parlor Home have only been advanced where they are necessary to meet fire code restrictions, maintain health and safety or provide mandatory care to the residents of the Home. The collective agreements have expired with the two unions representing staff at the Home, the Canadian Union of Public Employees and the Ontario Nurses Association. Negotiated settlements were not attained between the parties; as a consequence, settlements will be awarded at arbitration. Results of arbitration could result in unfavourable budget variances. An element of risk exists around the Nursing and Personal Care funding, which has been calculated based on the Home’s Case Mix Index. This index fluctuates annually based on the Home’s resident acuity levels relative to the entire province. The actual funding could be higher or lower when the new rates are implemented. Overall, the Home’s 2015 budget represents an increase of $183,910 (2.6%) over the prior year.
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Category Description 2014 2014 2015 Budget Projection Budget (restated) (unaudited)
Expenditures Administration 897,810 1,007,020 787,460 Expenditures Nursing and Personal Care 11,848,870 12,367,190 12,316,270 Expenditures Life Enrichment Services 944,990 911,420 950,930 Expenditures Food & Nutrition Services 3,249,650 3,339,800 3,341,870 Expenditures Laundry 910,300 974,690 919,700 Expenditures Housekeeping 1,205,580 1,319,530 1,358,240 Expenditures Maintenance 1,371,460 1,377,810 1,437,450 Expenditures Victoria Street Manor 601,670 779,480 69,940 Expenditures Structural Compliance Capital 304,200 307,620 254,650 Expenditures Major Capital 770,000 188,300 3,303,000 Expenditures Total 22,104,530 22,572,860 24,739,510
Provincial Subsidy Nursing & Personal Care 6,613,210 7,074,660 7,074,660 Provincial Subsidy Program & Support 646,620 656,770 660,150 Provincial Subsidy Food 586,460 589,100 591,730 Provincial Subsidy Accommodation 3,966,940 3,980,470 3,994,010 Provincial Subsidy Equalization Adjustment 210,530 210,530 210,530 Provincial Subsidy Total 12,023,760 12,511,530 12,531,080
Resident Revenue Total (3,888,740) (3,902,280) (3,952,660)
Net Provincial Subsidy 8,135,020 8,609,250 8,578,420
Recoveries Provincial - High Wage Transitional 188,210 188,210 188,210 Recoveries Provincial - Pay Equity Funding 33,760 33,760 33,760 Recoveries Provincial - Structural Capital Allocation 225,560 225,560 225,560 Recoveries Provincial - Special Projects Grant 26,800 26,800 0 Recoveries Provincial - Victoria Street Manor 133,140 133,130 0 Recoveries Provincial - Physician On-Call 20,500 20,500 20,500 Recoveries Provincial - High Intensity Needs 113,390 113,400 113,390 Recoveries Provincial - Nursing Initiative 0 23,060 0 Recoveries Provincial - RAI Early Adopter 85,700 85,700 85,700 Recoveries Provincial - PSW 240,450 253,570 253,570 Recoveries Provincial - Physiotherapy / Exercise 174,800 177,120 177,890 Recoveries Provincial - RPN Initiative 160,810 164,770 159,950 Recoveries Preferred Accommodation 640,000 677,920 650,000 Recoveries Residential VSM 295,920 269,000 0 Recoveries Donations 10,000 (8,850) 0 Recoveries Departmental Recoveries 495,400 496,580 465,730 Recoveries Total 2,844,440 2,880,230 2,374,260
Total Recoveries (incl. Resident Revenue) 14,868,200 15,391,760 14,905,340
Net Operations Sun Parlor Home 7,236,330 7,181,100 9,834,170
Contributions to Capital Reserve (net) 15,000 15,000 9,600 Contributions from Donation Reserves (net) (50,000) (8,850) (60,000) Contributions to (from) Capital Reserve - Major Capital (net) (90,000) 605,000 (2,573,000) Contributions to WSIB NEER Reserve 0 25,000 0 Contributions from Structural Compliance Reserve (78,640) (58,200) (29,090) Contributions from Rate Stabilization Reserve (70,890) (460,550) (35,800) Contributions to (from) Total (274,530) 117,400 (2,688,290)
Total County Responsibility 6,961,800 7,298,500 7,145,880
78 of 408 Sun Parlor Home - Administration
Service Description
The administrative team is comprised of the Administrator, Administrative Assistant, Manager, Resident Services and Clinical Practice and two unionized staff including a Clerk Bookkeeper - Accounts Payable and Clerk Bookkeeper - Payroll. Additional financial support is offered by the County. Administration is responsible for oversight and control of operations for the Sun Parlor Home, as well as policy and procedure development. Staffing Chart
2012 2013 2014 2014 2015 Staffing 2012 2013 2014 2015 Actual Actual Budget Actual Budget ($000) ($000) ($000) ($000) ($000) Full-Time 7 7 7 5 465 482 463 465 369
Prior Year Performance
The Administration Department finished 2014 with an unfavourable variance of $47,600. The most significant contributor to this variance was mandatory training sessions held throughout the Home, and for enhanced supervisory training for the Management team. Significant resources were also committed to fire and evacuation preparedness, however, those costs are funded by reserve, as approved by County Council. The Home hired a new Administrator in November 2013. The Administrator successfully completed the Administrators course (a Long Term Care Home Act requirement) in March 2014. In February 2014, a long serving member of the management team retired after 26 years. As a result of the retirement, the Home changed the job description and requirements for the job. The new position, Manager, Resident Services and Clinical Practice identified the need for an applicant to be a member of a regulatory college. A Registered Nurse was hired into the position. The RN supports the admission and discharge of residents, collaborating with the Community Care Access Centre (CCAC), the adoption of evidence-based clinical practice/education and supports the Nursing Leadership Team, including on-call support. Several process improvements have been made to enhance the admission process. Residents/families are now aware of some of the discretionary items/expenditures for residents that must be agreed upon at the time of admission, that resident payments are collected in an efficient, timely manner, with interest penalties for overdue payments and that procedures exist around resident payments to the Tuck Shop. To support compliance with the fire safety plan, two unionized staff, the Receptionist / Informatics Assistant and the Clerk Bookkeeper- Scheduling were re-allocated to the Ward Clerk classification (Nursing Department). Ward Clerks now support the Home’s operations 24 hours a day, 7 days a week. The 2014 budget was restated to reflect this change.
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Proposed Budget – Current year
Further changes to the Manager, Resident Services and Clinical Practice are being proposed. The Manager will assume responsibility for the electronic patient record – Point Click Care, Care Planning, some committees and quality initiatives.
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Category Account Description 2014 2014 2015 Number Budget Projection Budget (restated) (unaudited)
Salaries and Wages 163011101 Full Time - Salaries 322,800 321,270 261,400 Salaries and Wages 163011103 Full Time - Hourly 140,290 143,500 107,700 Salaries and Wages Category Total 463,090 464,770 369,100
Benefits 163011201 Employment Insurance 7,830 8,100 6,020 Benefits 163011202 Canada Pension 15,890 16,200 12,160 Benefits 163011203 O.M.E.R.S. 48,330 48,510 39,140 Benefits 163011204 Employer Health Tax 9,040 9,080 7,200 Benefits 163011205 Health Insurance 48,330 54,140 35,020 Benefits 163011206 Group Insurance 2,910 2,740 2,640 Benefits 163011207 Disability Insurance 10,220 10,090 8,580 Benefits 163011208 W.S.I.B. 13,880 13,940 10,750 Benefits Category Total 156,430 162,800 121,510
Staff Expense 163013001 Mileage 3,000 3,000 3,000 Staff Expense 163013002 Training 5,000 40,500 5,000 Staff Expense 163013003 Workshops & Conferences 3,500 3,000 3,500 Staff Expense 163013005 Membership Fees 15,000 16,500 16,300 Staff Expense 163013098 Staff-Other 2,000 1,200 2,000 Staff Expense Category Total 28,500 64,200 29,800
Office Expense 163013101 Telephone 35,500 35,000 35,500 Office Expense 163013102 Postage 4,000 3,500 4,000 Office Expense 163013103 Office Supplies 10,000 10,000 12,500 Office Expense 163013104 Computer Supplies 6,600 6,500 6,600 Office Expense 163013105 Subscriptions 500 400 500 Office Expense 163013106 Copier Supplies 9,000 10,500 9,000 Office Expense 163013108 Advertising 2,000 6,000 2,000 Office Expense 163013109 Courier 400 400 400 Office Expense Category Total 68,000 72,300 70,500
Equip Lease & Maint. 163013201 Equipment Maintenance 1,000 900 1,000 Equip Lease & Maint. 163013202 Equipment Leases 9,000 5,000 6,500 Equip Lease & Maint. 163013204 Computer Maintenance 20,000 19,500 20,000 Equip Lease & Maint. Category Total 30,000 25,400 27,500
Purchased Service 163013301 Legal Fees 3,000 3,000 3,000 Purchased Service 163013302 Audit Fees 9,360 9,360 9,550 Purchased Service 163013303 Consultant Fees 8,000 7,800 8,000 Purchased Service 163013391 Public Relations 2,000 1,500 2,000 Purchased Service 163013309 Staff Medicals 2,000 1,900 2,000 Purchased Service Category Total 24,360 23,560 24,550
Occupancy 163013401 Insurance 34,430 32,970 32,100 Occupancy 163013402 Taxes 4,000 4,000 4,000 Occupancy 163013421 Fire / Evacuation Preparedness 0 63,500 0 Occupancy Category Total 38,430 100,470 36,100
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Category Account Description 2014 2014 2015 Number Budget Projection Budget (restated) (unaudited)
Other Expense 163013510 Bad Debt Expense 10,000 10,000 10,000 Other Expense 163013629 Health & Safety 5,000 7,520 5,000 Other Expense 163013698 Other 3,000 3,000 3,000 Other Expense 163013677 Quality Management Program 5,000 5,000 5,000 Other Expense 163013509 Payroll Services 26,000 28,000 29,000 Other Expense Category Total 49,000 53,520 52,000
Capital Expenditures 163013801 Equipment 40,000 40,000 56,400 Capital Expenditures Category Total 40,000 40,000 56,400
Expenditures Category Total 897,810 1,007,020 787,460
Recoveries 163016785 Telephone Recoveries 29,000 28,000 28,000 Recoveries 163016787 Power Generation Revenue 15,000 15,000 15,000 Recoveries 163016794 Rental Income 25,400 25,400 25,400 Recoveries 163216797 Donations 10,000 (8,850) 0 Recoveries 163016798 Miscellaneous 15,000 15,000 15,000 Recoveries Category Total 94,400 74,550 83,400
Net Operations Administration 803,410 932,470 704,060
Contributions to 163014110 Capital Reserve (net) 15,000 15,000 9,600 Contributions from 163016806 Rate Stabilization Reserve (70,890) (134,390) 0 Contributions to (from) 163214166 Donation Reserve 10,000 (8,850) 0 Contributions to (from) Category Total (45,890) (128,240) 9,600
Total County Responsibility 757,520 804,230 713,660
82 of 408 Sun Parlor Home – Nursing and Personal Care
Service Description
The Nursing and Personal Care Department is responsible for the provision of care that promotes the residents quality of life and considers each resident’s individuality, personal well- being, dignity and freedom of choice. Personal care is provided 24/7/365. The Nursing Department is comprised of registered nurses (RN), registered practical nurses (RPN), health care aids and personal support workers (PSW). The Nursing Department is the largest department at the Home. Staffing Chart
2012 2013 2014 2014 2015 Staffing 2012 2013 2014 2015 Actual Actual Budget Actual Budget ($000) ($000) ($000) ($000) ($000) Full-Time 86 86 86 88 4,900 4,849 5,175 4,868 5,169 Part-Time 98 98 98 98 3,902 3,865 3,663 4,376 4,030 Total 184 184 184 186 8,802 8,714 8,838 9,244 9,199
Prior Year Performance
The Nursing department ended the year in a slightly favourable position. Significant unbudgeted subsidy increases were offset by unfavourable wage variances. The 2014 Nursing budget included reductions and realignments to nursing resources, and was based on a previous staffing pattern which allocated the majority of staff to the day shift between Monday to Friday. After much consideration, the Home determined that the budgeted changes to the staffing pattern could not be achieved without a negative impact on the residents. Changes were then made to the nursing staffing pattern based on the guiding principle that resident needs do not diminish on the weekends/holidays. This resulted in unfavourable wage and benefit variances but allowed the Home to achieve improvements in resident care. Additionally, overtime was unusually high at the beginning of the year due to extended periods of outbreak (where staff were also ill) and the severe winter (staff unable to get to work, etc.) The WSIB NEER assessment is recorded in the Nursing department as the majority of employees with claims are in this department. The Home received a rebate in 2014 which will be transferred to the NEER Reserve, along with all amounts budgeted for NEER but unspent. The Home managed administrative absences by re-aligning the responsibilities for the Nursing Leadership Team.
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Proposed Budget - Current year
The 2015 Nursing budget represents a net increase of $27,500, which is less than 1%. The Home will continue to support the current staffing pattern, and enhancements to training and in-service hours have been included in the budget. To support compliance with MOHLTC Regulations, the Home will survey staff/residents regarding staffing patterns and care routines. The role and duties of the Nursing Leadership team remains under review. Increases in Nursing wages and benefits are offset by anticipated increases to the Nursing and Personal Care Subsidy. An element of risk exists around this calculation, which is based on an estimate of the Home’s Case Mix Index. This index fluctuates annually based on the Home’s resident acuity levels relative to the entire province. The actual level of subsidy received could be higher or lower depending on the Case Mix Index. One time training costs related to the development of the Fire Plan and evacuation procedures will be funded by the Corporation’s reserves, as approved by County Council. A quality management recovery of $60,000 will be allocated to support the replacement of computers and devices used in the electronic charting and patient care systems.
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Category Account Description 2014 2014 2015 Number Budget Projection Budget (restated) (unaudited)
Salaries / Wages 163021101 Full Time - Salaries (Mgt, RAI & RN) 1,152,100 1,067,000 1,094,600 Salaries / Wages 163021102 Part Time - Salaries (RN) 867,500 990,000 876,100 Salaries / Wages 163021103 Full Time - Hourly (PSW, RPN, Ward Clerks) 4,023,210 3,800,500 4,074,200 Salaries / Wages 163021104 Part Time - Hourly (PSW, RPN, Ward Clerks) 2,795,100 3,386,500 3,154,400 Salaries / Wages Category Total 8,837,910 9,244,000 9,199,300
Benefits 163021201 Employment Insurance 197,390 206,460 211,180 Benefits 163021202 Canada Pension 369,920 386,920 393,630 Benefits 163021203 O.M.E.R.S. 632,160 661,210 651,550 Benefits 163021204 Employer Health Tax 171,820 179,720 179,390 Benefits 163021205 Health Insurance 508,870 471,700 508,970 Benefits 163021206 Group Insurance 37,310 33,060 37,340 Benefits 163021207 Disability Insurance 213,760 200,190 212,790 Benefits 163021208 W.S.I.B. 287,430 300,640 299,980 Benefits 163021208 W.S.I.B. NEER Surcharge (Rebate) 25,000 0 25,000 Benefits Category Total 2,443,660 2,439,900 2,519,830
Staff Expense 163023001 Mileage 3,000 4,500 3,500 Staff Expense 163023002 Training 5,500 7,510 6,500 Staff Expense 16302300x One Time Training - Fire / Emergency Mgt 0 119,000 25,000 Staff Expense 163023094 IT Allocation 77,000 77,000 78,000 Staff Expense 163023303 Consulting (STD Adjudication) 0 280 500 Staff Expense Category Total 85,500 208,290 113,500
Equipment 163023208 Resident Charting Equip. Lease / Mtce 16,200 5,000 16,200 Equipment 163023207 Resident Charting Software Maintenance 31,000 31,000 31,000 Equipment Category Total 47,200 36,000 47,200
Operations 163023630 Medical Supplies 65,000 65,000 72,240 Operations 163023631 Prescription Drugs 500 500 500 Operations 163023698 Other 3,500 18,000 7,500 Operations 163023628 Home Physician 30,000 30,000 30,000 Operations 163023670 High Intensity Needs (Claims Based) 60,000 60,000 60,000 Operations 163023672 High Intensity Needs (Per Diem Based) 55,000 55,000 55,000 Operations 163023677 Quality Management Expenditures 60,000 60,000 60,000 Operations 163023678 Physician On-Call 20,600 20,500 20,600 Operations 163023639 Incontinent Supplies - Disposables 120,000 110,000 110,000 Operations Category Total 414,600 419,000 415,840
Capital 163023801 Equipment 20,000 20,000 20,600 Capital Category Total 20,000 20,000 20,600
Expenditures Category Total 11,848,870 12,367,190 12,316,270
Recoveries 163026795 W.S.I.B. Recoveries 0 130 0 Recoveries 163026798 Miscellaneous 75,000 80,000 75,000 Recoveries 163026777 Quality Management Recoveries 60,000 60,000 60,000 Recoveries 163026389 Subsidy - High Int. Needs (Claims Based) & Lab Fees 57,000 57,010 57,000 Recoveries 163026392 Subsidy - High Intensity Needs (Per Diem) 47,370 47,370 47,370 Recoveries 163026385 Subsidy - Physician On-Call 20,500 20,500 20,500 Recoveries 163026383 Subsidy - RAI - MDS Early Adopter 85,700 85,700 85,700 Recoveries 163016389 Subsidy - Nursing & Personal Care 6,613,210 7,074,660 7,074,660 Recoveries 163026379 Subsidy - Behavioural Supports Ontario 32,000 32,000 0 Recoveries 163016302 Subsidy - Spec. Projects Grant -Training 26,800 26,800 0 Recoveries 163026387 Subsidy - Nursing Initiative-Late Career 0 23,060 0 Recoveries 163026380 Subsidy - PSW Funding 240,450 253,570 253,570 Recoveries 163026381 Subsidy - RPN Initiative 160,810 164,770 159,950 Recoveries Category Total 7,418,840 7,925,570 7,833,750
85 of 408 Sun Parlor Home - Nursing and Personal Care
Category Account Description 2014 2014 2015 Number Budget Projection Budget (restated) (unaudited)
Contributions to 163024163 WSIB Reserve 0 25,000 0 Contributions from 163026806 Rate Stabilization Reserve 0 (119,000) (25,000) Contributions to (from) Total 0 (94,000) (25,000)
Total County Responsibility 4,430,030 4,347,620 4,457,520
86 of 408 Sun Parlor Home – Life Enrichment Services
Service Description
The Life Enrichment Department is responsible for enriching the lives of each resident by helping them achieve their optimum physical, mental, social and spiritual goals. Programs are adapted and varied to meet individual resident needs. Activities change over time as resident’s needs change. The Department must offer a variety of programs to meet the needs of residents who are cognitively impaired to full functioning. The Department also provides physiotherapy and occupational therapy services utilizing external practitioners. Support is furnished to the Residents’ Council, the Sun Parlor Home Auxiliary, Volunteers, Pastoral Care and Hairdressing. A Family Council has been established and is experimenting with different ways to attract and encourage members by offering education to the families of residents. Staffing Chart
2012 2013 2014 2014 2015 Staffing 2012 2013 2014 2015 Actual Actual Budget Actual Budget ($000) ($000) ($000) ($000) ($000) Full-Time 7 7 7 7 421 411 409 394 415 Part-Time 6 6 6 6 129 145 173 165 175 Total 13 13 13 13 550 556 582 559 590
Prior Year Performance
The Life Enrichment Department experienced a small favourable variance in 2014. Unbudgeted subsidy increases and savings in purchased therapy costs were coupled with wage variances due to gapping in the manager’s position. These variances are not expected to recur in 2015. A redistribution of staffing hours provided coverage during evenings (Tuesday and Thursday), weekends and holidays to offer access to programming 365 days of the year. This adjustment in staff hours supports compliance with the Long-Term Care Home Act (Regulation 65 - Recreational and social activities program) and a Compliance Order (#4) issued following a Resident Quality Inspection (RQI) conducted by the MOHLTC in September and October of 2013. The increased number of opportunities for residents to participate in social, leisure and community-based activities is anticipated to improve resident care outcomes for an increasingly complex resident population. Proposed Budget – Current Year
The 2015 budget will see staffing levels remain the same, and the net budget includes a small decrease due to additional subsidy. A new Manager has been appointed to the Department. The new Manager is a 29 year employee of the Home. Efforts are being made to attract more volunteers to support the Sun Parlor Home’s programming. Links with local vendors are being encouraged to support community engagement.
87 of 408 Sun Parlor Home - Life Enrichment Services
Category Account Description 2014 2014 2015 Number Budget Projection Budget (unaudited)
Salaries and Wages 163031101 Full Time - Salaries 152,000 138,850 153,600 Salaries and Wages 163031103 Full Time - Hourly 257,000 255,000 260,800 Salaries and Wages 163031104 Part Time - Hourly 172,700 165,000 175,200 Salaries and Wages Category Total 581,700 558,850 589,600
Benefits 163031201 Employment Insurance 12,750 12,250 13,070 Benefits 163031202 Canada Pension 24,210 23,260 24,810 Benefits 163031203 O.M.E.R.S. 45,440 43,660 45,980 Benefits 163031204 Employer Health Tax 11,340 10,900 11,500 Benefits 163031205 Health Insurance 48,470 46,500 44,060 Benefits 163031206 Group Insurance 2,930 2,800 2,970 Benefits 163031207 Disability Insurance 14,110 13,800 14,140 Benefits 163031208 W.S.I.B. 19,140 18,390 19,400 Benefits Category Total 178,390 171,560 175,930
Staff Expense 163033001 Mileage 1,500 1,200 1,500 Staff Expense 163033002 Training 6,500 6,000 6,500 Staff Expense 163033303 Consulting - STD Adjudication 0 110 500 Staff Expense Category Total 8,000 7,310 8,500
Purchased Services 163033333 Physiotherapist Services 114,500 114,750 114,500 Purchased Services 163033397 Chaplain Services 14,000 14,100 14,000 Purchased Services 163033334 Purchased Therapy 13,000 5,000 13,000 Purchased Services Category Total 141,500 133,850 141,500
Lease & Maintenance 163033201 Total - Equipment Maintenance 1,000 950 1,000
Operations 163033626 Resident Payments 900 900 900 Operations 163033632 Entertainment 17,000 22,000 17,000 Operations 163033686 Event Expenditures 4,000 3,500 4,000 Operations 163033634 Hobby Crafts 2,000 2,300 2,000 Operations 163033698 Other 3,500 3,300 3,500 Operations Category Total 27,400 32,000 27,400
Capital Expenditures 163033801 Equipment 7,000 6,900 7,000 Capital Expenditures Category Total 7,000 6,900 7,000
Expenditures Category Total 944,990 911,420 950,930
Recoveries 163036798 Miscellaneous 0 1,080 0 Recoveries 163036786 Event Revenue 4,000 4,610 4,000 Recoveries 163236797 Donations - Life Enrichment 1,800 230 500 Recoveries 163036377 MOHLTC - Physiotherapy Funding -Exercise 20,300 20,300 20,300 Recoveries 163036378 MOHLTC - Subsidy - Physiotherapy 154,500 156,820 157,590 Recoveries 1630363xx MOHLTC - Program & Support Subsidy 646,620 656,770 660,150 Recoveries Category Total 827,220 839,810 842,540
Total County Responsibility 117,770 71,610 108,390
88 of 408 Sun Parlor Home – Food & Nutrition Services
Service Description
The Food & Nutrition Department is responsible for the production of over 240,000 safe, nutritious and attractive meals to both residents of the Sun Parlor Home, and to the community (through participation in the Meals on Wheels program & Adult Day Away program). Residents are offered a pleasurable dining experience with several meal choices at each meal, with snacks provided between meals. The Home’s team, consisting of a Nutrition Manager, Food Services Supervisor, Registered Dietitian, Cooks and Food Service Workers ensure meals and customer service is held to optimal standards for the industry. Expertise in the field allows the team to manage dietary programs for residents with increasingly complex care needs, which contributes to the overall quality of life of the Home’s residents. In addition, the department offers Registered Dietitian services to each resident by providing nutritional assessment, evaluating risk and development of an individualized nutritional care plan including counseling and quarterly reviews. An enhanced weight-monitoring program allows the department to follow all weight variances and address them immediately to ensure the resident’s nutritional well-being. Furthermore, all residents deemed at nutritional risk are seen by the Registered Dietitian at least monthly to ensure all safe and nutritional needs are being met. Services provided by the Food & Nutrition Department form an essential and integral part of the function of the Home and contribute to the health and well-being of the residents. Staffing Chart
2012 2013 2014 2014 2015 Staffing 2012 2013 2014 2015 Actual Actual Budget Actual Budget ($000) ($000) ($000) ($000) ($000) Full-Time 19 19 19 20 969 873 990 896 1,037 Part-Time 27 27 28 28 871 815 694 883 679 Total 46 46 47 48 1,841 1,688 1,684 1,779 1,716
Prior Year Performance
The Food & Nutrition Services Department ended the year in a deficit position due to unusually high variances in wages and benefits. While savings in full time wages were achieved, these savings were more than offset by part time wages that were significantly higher than budget. Additional part time hours were required to cover union-related absences, an unusually high amount of sickness (partially due to extended outbreak status at the beginning of the year), modified work duties for full time staff and participation in committee work. The Sun Parlor Home continues to be a member of the Ontariofresh.ca – Buy Local Program in Ontario. This program is designed to promote the consumption of Ontario food and it is especially geared towards the needs of institutional buyers who are looking to incorporate
89 of 408 Sun Parlor Home - Food & Nutrition Services more delicious Ontario food into their menus. Moreover, it allows the Home to substantially invest in and help sustain agriculture in Ontario. Staff training included providing the opportunity for all staff to be certified Food Service Workers (new educational requirement to work in Long Term Care). The Home will continue to encourage staff to attain their Food Service Worker Certificate in the upcoming year. With recent changes to High Intensity Needs funding, this department is responsible for 100% of all food costs associated with tube feeds. The Home can no longer apply for reimbursement by individual claim as was done in previous years. Currently, tube feed formula costs up to $11.25 per day to feed and the Home receives only $7.99 per day from the Ministry. There are 4 residents that require tube feeds at this time. Proposed Budget – Current Year
The 2015 budget includes an increase of $72,150 (2.9%), largely due to increases in wages and benefits. This budget contains staffing adjustments as described below. Highlights for the current budget include: • Addition of a Part time Food Services Supervisor, beginning in May. These additional supervisory hours will provide weekend coverage and a small increase during the week; • Addition of a fulltime equivalent in staffing to address deep cleaning requirements, and this has been accomplished with an offsetting reduction to Part Time hours; • Significant training for all staff due to new legislated requirements (32 hours per staff member); • Complete revamp and update of the Resident Care plan; • Replacement of the original refrigeration/freezer units on 2 of the 8 serveries; • Installation of digital menu boards on each unit; • A battery operated floor scrubber for cleaning the department floors; • Food costs have been impacted by unfavorable weather conditions in the south, and marketplace volatility has resulted in rising prices for the protein market (beef, pork, poultry, etc.) with an estimated price increase of 6-10% for next year. The decline in the value of the Canadian dollar has also triggered increases. • The department will continue to partner with community agencies and the local LHIN in providing meals to the elderly through the Meals on Wheels Program and the Adult Day Away Program. Food and Nutrition Services will continue to support the Home’s strategic directives including; • Finding quality improvement opportunities to identify best practices and look at ways to simplify and streamline departmental roles and communication; • Supporting the multidisciplinary approach to electronic charting and related information gathering; • Improving efficiencies through utilization of technology; • Supporting the “go green” initiatives where possible. 90 of 408 Sun Parlor Home - Food and Nutrition Services
Category Account Description 2014 2014 2015 Number Budget Projection Budget (unaudited)
Salaries and Wages 163041101 Full Time - Salaries 133,000 133,500 143,600 Salaries and Wages 163041102 Part Time - Salaries 0 7,500 26,300 Salaries and Wages 163041103 Full Time - Hourly 856,500 762,000 892,900 Salaries and Wages 163041104 Part Time - Hourly 694,100 875,800 652,900 Salaries and Wages Category Total 1,683,600 1,778,800 1,715,700
Benefits 163041201 Employment Insurance 40,730 43,040 41,760 Benefits 163041202 Canada Pension 73,810 77,990 74,520 Benefits 163041203 O.M.E.R.S. 124,080 131,100 133,900 Benefits 163041204 Employer Health Tax 32,830 34,690 33,460 Benefits 163041205 Health Insurance 98,250 86,200 104,750 Benefits 163041206 Group Insurance 6,850 6,000 7,350 Benefits 163041207 Disability Insurance 37,710 33,840 42,200 Benefits 163041208 W.S.I.B. 55,390 58,530 56,440 Benefits Category Total 469,650 471,390 494,380
Staff Expense 163043001 Mileage 3,000 2,950 3,000 Staff Expense 163043002 Training 9,000 8,800 9,000 Staff Expense Category Total 12,000 11,750 12,000
Lease & Maintenance 163043201 Total - Equipment 15,000 14,000 15,000
Operations 163043620 Food 803,400 800,000 823,570 Operations 163043619 Food Supplements 60,000 55,000 60,000 Operations 163043670 High Intensity Needs (Per Diem Based) 12,000 13,860 16,500 Operations 163043636 Cleaning Supplies 37,000 36,000 37,000 Operations 163043637 Smallwares 17,000 16,800 17,000 Operations 163043638 Paper Goods 35,000 38,000 35,000 Operations 163043627 Service Contracts 20,500 20,000 20,500 Operations 163043698 Other (Group Purchasing Fee, etc) 3,500 3,200 3,500 Operations Category Total 988,400 982,860 1,013,070
Purchased Services 163043303 Total - Consultant - Dietitian 66,000 66,000 76,720
Capital Expenditures 163043801 Equipment 15,000 15,000 15,000 Capital Expenditures Category Total 15,000 15,000 15,000
Expenditures Category Total 3,249,650 3,339,800 3,341,870
Recoveries 163046793 Meals on Wheels Program 123,000 113,950 123,000 Recoveries 163046750 Cafeteria / Vending 54,000 56,000 56,000 Recoveries 163046389 Subsidy - High Intensity Needs (Per Diems) 9,020 9,020 9,020 Recoveries 163046798 Miscellaneous 2,000 3,970 2,000 Recoveries 163046782 Food Rebates 12,000 16,000 14,000 Recoveries 1630463xx MOHLTC - Food Subsidy 586,460 589,100 591,730 Recoveries Category Total 786,480 788,040 795,750
Contributions from 163044119 Rate Stabilization Reserve 0 0 (10,800)
Total County Responsibility 2,463,170 2,551,760 2,535,320
91 of 408 Sun Parlor Home - Laundry
Service Description
The function of the Laundry and Linen Services is to ensure the cleanliness and upkeep of residents’ clothing and linen supplies. An inventory system of all residents clothing and belongings is maintained in accordance with the Ministry of Health and Long Term Care (MOHLTC) legislation. All laundry is processed in-house. This includes sheets, towels, re-washable incontinent products, personals and draperies, etc. This department is also responsible for arranging dry cleaning services for the residents. The seamstress mends, repairs and adjusts residents’ clothing. She also maintains a preventative maintenance program with general linen supplies. The laundry processes approximately 900,000 lbs. per year. As with other departments, the workload in the laundry department continues to be impacted by the increasingly complex medical needs of the residents (infection control, specialized cleaning etc.) Staffing Chart
2012 2013 2014 2014 2015 Staffing 2012 2013 2014 2015 Actual Actual Budget Actual Budget ($000) ($000) ($000) ($000) ($000) Full-Time 7.5 7.5 7.5 7.5 415 425 391 410 390 Part-Time 8 8 8 8 300 296 278 316 282 Total 15.5 15.5 15.5 15.5 715 721 669 726 672
Prior Year Performance
The department experienced unfavourable wage and benefit expenditures for 2014. Additional part time hours were required to cover short-term disability absences in full time staff, and overtime was high at the beginning of the year due to outbreak (including staff illness) and difficult winter weather conditions. Full time salaries were over budget due to one time payouts following a staff retirement. Supply expenditures are expected to be under budget. Proposed Budget – Current year
Staffing levels remain constant for 2015, and the budget includes an increase of $9,400 (1%). The Laundry and Linen Services Department is exploring new ways to enhance resident services (for example by washing resident’s clothes on admission to the Home and adopting recommendations from the Centers for Disease Control and Prevention). The Department is also looking at strategies to conserve energy. The Home will support some staff to participate in the Laundry and Linen Technology course offered by the Ontario Healthcare Housekeepers Association.
92 of 408 Sun Parlor Home - Laundry
Category Account Description 2014 2014 2015 Number Budget Projection Budget (unaudited)
Salaries and Wages 163051101 Full Time - Salaries 47,100 61,000 40,500 Salaries and Wages 163051103 Full Time - Hourly 343,900 349,200 349,200 Salaries and Wages 163051104 Part Time - Hourly 277,900 316,000 282,100 Salaries and Wages Category Total 668,900 726,200 671,800
Benefits 163051201 Employment Insurance 16,110 17,500 16,490 Benefits 163051202 Canada Pension 29,220 31,730 29,890 Benefits 163051203 O.M.E.R.S. 41,920 45,520 42,180 Benefits 163051204 Employer Health Tax 13,050 14,170 13,100 Benefits 163051205 Health Insurance 47,920 48,720 49,660 Benefits 163051206 Group Insurance 2,810 2,750 2,800 Benefits 163051207 Disability Insurance 16,270 16,420 16,130 Benefits 163051208 W.S.I.B. 21,850 23,730 22,100 Benefits Category Total 189,150 200,540 192,350
Staff Expense 163053001 Mileage 250 200 250 Staff Expense 163053002 Training 700 500 4,000 Staff Expense Category Total 950 700 4,250
Operations 163053636 Soap Supplies 26,000 23,000 26,000 Operations 163053639 Incontinent Supplies 7,000 7,000 7,000 Operations 163053640 Linen Replacement 18,000 17,000 18,000 Operations 163053698 Other 300 250 300 Operations Category Total 51,300 47,250 51,300
Total County Responsibility 910,300 974,690 919,700
93 of 408 Sun Parlor Home - Housekeeping
Service Description
The Housekeeping Department works to promote a safe and healthy environment. Duties in this department involve the cleaning and sanitizing of all major areas within the Home, with particular emphasis on residential areas to ensure compliance with infection control practices and legislated requirements. Staffing Chart
2012 2013 2014 2014 2015 Staffing 2012 2013 2014 2015 Actual Actual Budget Actual Budget ($000) ($000) ($000) ($000) ($000) Full-Time 10.5 10.5 10.5 11.5 568 520 538 557 590 Part-Time 10 10 10 10 390 395 353 422 415 Total 20.5 20.5 20.5 21.5 958 915 891 979 1,005
Prior Year Performance
The department experienced unfavourable wage and benefit expenditures for 2014. Additional staffing was required for fifty days of outbreak (on two separate occasions, including staff illness) and the new regulations from the Ontario Fire Marshal’s Office. To support compliance with the Fire Marshal’s Office and to support the Home’s guiding principle of decision-making to “do the right work at the right time”, two staff were re-allocated to the night shift, and additional staffing hours were approved and added. Full time salaries were over budget due to one time payouts and an overlap of staffing following the retirement of a senior staff member. The Home experiences an average of 65 admissions annually. In addition to admissions, there are internal transfers to meet a resident’s needs or to optimize the room rate recoveries. Rooms must be cleaned / painted prior to an admission / transfer. Specialized cleaning to support compliance with infection control guidelines and legislative requirements, including cytotoxic medications has been added to the budget. Proposed Budget – Current Year
The 2015 budget continues the staffing levels established in 2014, with the addition of one Full Time housekeeper to support the approved Fire plan and maintain the established midnight shifts. Additional training hours have been included as well. The Home is further committed to supporting all Housekeeping staff to participate in an educational opportunity “Environmental Services for Frontline Staff” offered by the Ontario Healthcare Housekeepers Association. Housekeeping supply costs increased during 2014, therefore new suppliers have been sourced and costs are expected to decline for 2015.
94 of 408 Sun Parlor Home - Housekeeping
Category Account Description 2014 2014 2015 Number Budget Projection Budget (unaudited)
Salaries and Wages 163061101 Full Time - Salaries 47,100 61,000 40,500 Salaries and Wages 163061103 Full Time - Hourly 490,800 495,800 549,500 Salaries and Wages 163061104 Part Time - Hourly 353,400 422,000 415,100 Salaries and Wages Category Total 891,300 978,800 1,005,100
Benefits 163061201 Employment Insurance 21,610 23,740 24,820 Benefits 163061202 Canada Pension 39,780 43,690 45,180 Benefits 163061203 O.M.E.R.S. 76,380 83,880 79,190 Benefits 163061204 Employer Health Tax 17,380 19,090 19,600 Benefits 163061205 Health Insurance 67,450 72,020 81,890 Benefits 163061206 Group Insurance 3,860 3,670 4,230 Benefits 163061207 Disability Insurance 22,810 22,460 24,860 Benefits 163061208 W.S.I.B. 29,160 32,030 33,070 Benefits Category Total 278,430 300,580 312,840
Staff Expense 163063001 Mileage 300 250 300 Staff Expense 163063002 Training 550 400 4,000 Staff Expense Category Total 850 650 4,300
Operations 163063641 Housekeeping Supplies 34,000 39,000 35,000 Operations 163063698 Other 1,000 500 1,000 Operations Category Total 35,000 39,500 36,000
Expenditures Category Total 1,205,580 1,319,530 1,358,240
Recoveries 163066795 Recoveries - WSIB 0 110 0 Recoveries 163066798 Miscellaneous 0 750 0 Recoveries Category Total 0 860 0
Total County Responsibility 1,205,580 1,318,670 1,358,240
95 of 408 Sun Parlor Home - Maintenance
Service Description
The main responsibility of the Maintenance Department is to provide for the efficient operation and required preventative maintenance of the physical plant, 22 acres of grounds and to ensure the security and safety of the residents, staff and visitors to the Sun Parlor Home. These services are maintained twenty-four hours a day, seven days a week, in accordance with relevant legislative requirements. This department also has the responsibility for maintaining a comprehensive inventory system of both consumable goods and equipment, for the distribution of supplies throughout the Sun Parlor Home and for transporting resident supplies and equipment for repairs (resident glasses/dentures). Staffing Chart
2012 2013 2014 2014 2015 Staffing 2012 2013 2014 2015 Actual Actual Budget Actual Budget ($000) ($000) ($000) ($000) ($000) Full-Time 7 7 7 7 367 362 368 342 366 Part-Time 1 1 1 2 68 45 29 79 89 Total 8 8 8 9 435 407 397 421 455
Prior Year Performance
Early in 2014, the Director, Building Services retired and after an exhaustive search, promotion was made from within the Maintenance Department. This vacancy / recruitment process resulted in unusually high part-time hours being expended from March to November 2014, with offsetting savings in Full Time. Full time savings were then reduced by the retirement of a long service employee (30 years) and significant absence due to short term disability. As a result of the retirement and promotion, two full-time vacancies for skilled tradesmen were posted. The Home recruited a plumber and an electrician to support a move to decrease service contract costs. The two skilled tradesmen will be assigned to the night shift to support the Home’s new Fire Safety Plan, a safe work environment, the guiding principle of decision- making to have the “right person do the right work at the right time” and reduce overtime costs. Service contracts are higher due to the Home’s efforts to comply with the new fire regulations. Utility costs have fluctuated due to the extreme cold weather at the beginning of the year and the unusually mild weather at the end. Overall, this department is projected to be $8,700 over budget for 2014. Proposed Budget – Current Year
The 2015 Maintenance budget includes an increase of $62,190 (4.7%). Staffing includes additional part time hours (to support offering on-site access to maintenance department services 24 hours a day 7 days a week), however overtime has been removed from the
96 of 408 Sun Parlor Home - Maintenance budget, and savings in service contract costs are anticipated as the department now employs a licensed plumber and electrician. Utility costs are based on average consumption amounts and anticipated rates. The County of Essex participates in group purchase plans which provide reduced rates for utilities.
97 of 408 Sun Parlor Home - Maintenance
Category Account Description 2014 2014 2015 Number Budget Projection Budget (unaudited)
Salaries and Wages 163071103 Full Time - Hourly 367,900 342,000 365,800 Salaries and Wages 163071104 Part Time- Hourly 28,750 78,500 89,100 Salaries and Wages Category Total 396,650 420,500 454,900
Benefits 163071201 Employment Insurance 8,990 9,540 11,050 Benefits 163071202 Canada Pension 17,590 18,650 20,780 Benefits 163071203 O.M.E.R.S. 31,020 32,890 32,850 Benefits 163071204 Employer Health Tax 7,740 8,210 8,870 Benefits 163071205 Health Insurance 39,530 35,150 46,820 Benefits 163071206 Group Insurance 2,640 2,220 2,620 Benefits 163071207 Disability Insurance 15,280 13,890 15,640 Benefits 163071208 W.S.I.B. 13,060 13,850 14,970 Benefits Category Total 135,850 134,400 153,600
Staff Expense 163073001 Mileage 550 500 550 Staff Expense 163073002 Training 1,500 1,300 4,000 Staff Expense Category Total 2,050 1,800 4,550
Occupancy 163073404 Building Maintenance Supplies 35,000 38,000 38,000 Occupancy 163073406 R&M - Equipment & Building 80,000 80,710 75,000 Occupancy 163073410 R&M - Grounds 7,000 8,000 7,000 Occupancy 163073411 Sewage 81,250 73,000 74,300 Occupancy 163073412 Gas 124,780 130,000 125,000 Occupancy 163073413 Hydro 335,000 318,000 327,000 Occupancy 163073414 Water 37,300 24,000 26,000 Occupancy Category Total 700,330 671,710 672,300
Operations 163073601 Vehicle Operation 7,500 7,300 7,500 Operations 163073627 Service Contracts 79,650 90,000 90,000 Operations 163073642 Cable TV 49,430 51,500 54,000 Operations 163073698 Other 0 600 600 Operations Category Total 136,580 149,400 152,100
Expenditures Category Total 1,371,460 1,377,810 1,437,450
Recoveries 163076798 Miscellaneous 200 850 200 Recoveries 163076796 Cable TV 44,000 41,000 47,630 Recoveries Category Total 44,200 41,850 47,830
Total County Responsibility 1,327,260 1,335,960 1,389,620
98 of 408 Sun Parlor Home – Victoria Street Manor
Service Description
Victoria Street Manor provided quality residential housing and support programs for fourteen (14) frail, elderly, at risk seniors. In November 2014, upon the recommendation of Administration, County Council voted to discontinue operations at Victoria Street Manor. The last resident moved out on December 31, 2014 and the facility is now closed. Staffing Chart
2012 2013 2014 2014 2015 Staffing 2012 2013 2014 2015 Actual Actual Budget Actual Budget ($000) ($000) ($000) ($000) ($000) Full-Time 4 3.3 3.3 0 196 185 194 279 3 Part-Time 5 6 8 0 163 168 168 266 3 Total 9 9.3 11.3 0 359 353 362 545 6
Prior Year Performance
During the year, changes were made by the Ontario Fire Marshall’s office which required the Victoria Street Manor to develop a new fire safety plan. In addition to increasing staffing levels (from one staff on each shift to two, at an annual cost of approximately $300,000), other issues around the construction of the building were identified (wood building, 2 storey, lack of sprinkler system). The decision by County Council to close Victoria Street Manor was as recommended by Administration, and was the result of careful deliberation and consultation. Prior to 2014, Victoria Street Manor staffed the facility with one staff member 24/7, supported by occasional additional staffing to assist with baths / housekeeping and special events. An additional staff member on every shift was added beginning in September 2014 to ensure the facility could be safely evacuated in the event of an emergency and to ensure compliance with the fire safety plan. Increased wages and benefits, combined with a reduction in resident revenue have caused a significant unfavourable variance for 2014. Management worked closely with Community Care Access Centre (CCAC), other community partners, including the Erie St. Clair Local Health Integration Network (LHIN) and the union representing employees, the Canadian Union of Public Employees (CUPE) to support residents, their families and the staff through this difficult transition to discontinue operations. The last resident moved out on December 31, 2014. Some staff were able to be accommodated into vacant positions at the Sun Parlor Home, and all final payments for terminated staff have been included in the 2014 projection. Capital expenditures in the past year include repairs for water damage, the repairs to the boilers of the heating and cooling system, replacement of the heating/cooling system controllers, the replacement of a refrigerator temperature sensor, repairs to the freezer, roof repairs and the hiring of two consultants to develop and validate the fire safety plan.
99 of 408 Sun Parlor Home – Victoria Street Manor
Proposed Budget – Current Year
January 31, 2015 was originally identified as the date that Victoria Street Manor would close, however, all residents had moved out by December 31, 2014 and operations ceased on January 2, 2015. 2015 wages and benefits include wages for the first 2 days of the year, as well as a small allocation to allow for the final Open House / Closing ceremony preparations and work required towards final closing. Minimal maintenance and utility costs to keep Victoria Street Manor functional until a buyer is found are anticipated, and an allocation has been included for any remediation required prior to sale. No revenue is expected for 2015, as there is uncertainty as to the LHIN’s funding obligation to Victoria Street Manor and the County after the last resident leaves.
100 of 408 Sun Parlor Home - Victoria Street Manor (Amherstburg)
Category Account Description 2014 2014 2015 Number Budget Projection Budget (unaudited)
Salaries and Wages 163081101 Full Time - Salaries 34,500 36,760 1,000 Salaries and Wages 163081103 Full Time - Hourly 159,900 242,100 2,500 Salaries and Wages 163081104 Part Time - Hourly 167,600 266,030 2,500 Salaries and Wages Category Total 362,000 544,890 6,000
Benefits 163081201 Employment Insurance 8,830 10,100 150 Benefits 163081202 Canada Pension 16,560 19,100 300 Benefits 163081203 O.M.E.R.S. 22,250 30,530 500 Benefits 163081204 Employer Health Tax 7,060 9,990 120 Benefits 163081205 Health Insurance 16,230 16,170 0 Benefits 163081206 Group Insurance 1,370 1,700 0 Benefits 163081207 Disability Insurance 7,270 8,000 0 Benefits 163081208 W.S.I.B. 11,910 14,000 200 Benefits Category Total 91,480 109,590 1,270
Staff Expense 163083001 Mileage 2,200 2,000 600 Staff Expense 163083002 Training 650 0 0 Staff Expense Category Total 2,850 2,000 600
Office Expense 163083101 Telephone 2,450 2,700 1,500 Office Expense 163083103 Office Supplies 600 500 0 Office Expense 163083108 Advertising 750 850 750 Office Expense 163083130 Communication Services 2,900 3,400 750 Office Expense 163083207 Resident Charting Software Maintenance 1,550 650 500 Office Expense Category Total 8,250 8,100 3,500
Purchased Services 163083301 Legal Fees 100 750 0 Purchased Services 163083302 Audit 3,030 3,030 3,090 Purchased Services Category Total 3,130 3,780 3,090
Occupancy 163083401 Insurance 2,060 1,970 1,930 Occupancy 163083406 Repairs & Maintenance 13,000 20,000 10,000 Occupancy 163083498 Other Operational 0 100 0 Occupancy 163083412 Gas 3,400 2,900 850 Occupancy 163083413 Hydro 13,400 13,000 3,350 Occupancy 163083414 Water / Sewage 5,800 6,000 1,500 Occupancy Category Total 37,660 43,970 17,630
Operations 163083620 Food 28,150 27,000 4,800 Operations 163083626 Resident Supplies 450 200 40 Operations 163083627 Service Contracts 26,400 26,400 26,400 Operations 163083632 Entertainment 1,000 1,000 2,500 Operations 163083642 Cable TV 3,000 3,000 250 Operations 163083637 Smallwares 2,000 1,200 170 Operations 163083698 Housekeeping & Mntce. Supplies 7,350 7,350 620 Operations Category Total 68,350 66,150 37,850
Capital Expenditures 163083801 Equipment 27,950 1,000 0 Capital Expenditures Category Total 27,950 1,000 0
Expenditures Category Total 601,670 779,480 69,940
Recoveries 163086796 Cable TV Recoveries 3,000 2,500 0 Recoveries 163086389 Provincial Subsidy 133,140 133,130 0 Recoveries 163086693 Resident Revenue 295,920 269,000 0 Recoveries Category Total 432,060 404,630 0
Total County Responsibility 169,610 374,850 69,940
101 of 408 Sun Parlor Home – Structural Capital Allocation
Service Description
The Sun Parlor Home is recognized by the MOHLTC as being an “A” rated home (the highest rating). It is imperative that resources be allocated to maintain the structural and operational integrity of the Home to maintain this rating. The Corporation has continued to identify a portion of provincial funding for structural capital expenditures. Prior Year Performance
In 2014, the Home replaced 1 whirlpool tub on 2 South. There are 14 tubs in the Home, and an average of 2 whirlpool tubs per year is replaced. The whirlpool tubs are being replaced with still bath tubs as an infection control strategy, to minimize the potential spread of infection. One of the 4 - 80lb washing machines in the Laundry and Linen Service department was replaced, along with a dryer. Resident lift slings, batteries and chargers are regularly inspected and replaced annually or as needed. Some budgeted projects were deferred in order to renovate the staff lounge to offer all staff a quiet, comfortable place to take their breaks. To enhance security for both staff and residents, a security camera system was installed in 2014, and this project was funded by the Corporation’s Capital Reserve. Renovations and purchases to comply with the new fire regulations were unanticipated, and will continue into 2015. Proposed Budget – Current Year
Maintaining the structural and operational integrity of the Sun Parlor Home is a high priority for 2015. The 2015 budget includes the regular life-cycle replacement and refurbishing of equipment and structure in the home, in addition to the following projects: • Replacement of an 80lb washing machine is scheduled • A bed pan flusher on 1 South is expected to be replaced. This bed pan flusher is over 23 years old • Two whirlpool tubs will be replaced with still bath tubs (infection control) • Flooring projects in the tub rooms and dining rooms will be a priority in 2015 • Floor scrubbers will be purchased to improve cleaning and decrease staff injury in the kitchen • Fire system upgrades will continue into 2015 including the addition of a pull station and amendments to the system alerts to avoid false fire alarms
102 of 408 Sun Parlor Home - Structural Capital Allocation
Category Description 2014 2014 2015 Budget Projection Budget (unaudited)
Capital - Direct Resident Care Hospital Beds (Hi/Low re:Restraint std.) 0 0 10,000 Capital - Direct Resident Care Whirlpool Tubs 50,000 26,000 28,000 Capital - Direct Resident Care Recliner / Seating / Custom devices 5,000 0 0 Capital - Direct Resident Care Hygiene System (shower chairs) 8,000 0 8,000 Capital - Direct Resident Care Ceiling Lifts 10,000 5,500 6,000 Capital - Direct Resident Care TV's - Common Areas / Resident Rooms 5,000 3,000 1,000 Capital - Direct Resident Care Patient Lifts, Slings, Batteries, Chargers 30,000 30,000 30,000 Capital - Direct Resident Care Furniture Replacement - various areas 10,000 5,000 5,000 Capital - Direct Resident Care Euroflusher 0 14,000 14,000
Capital - Automation Phone system 12,000 5,000 12,000
Capital - Mechanical Refrigerators in serveries 13,000 13,310 20,000 Capital - Mechanical Oven / Combi oven / Kitchen equip 0 500 0 Capital - Mechanical HVAC - Compressors / Motors 20,000 20,000 20,000 Capital - Mechanical Laundry - washers/dryers/serger 25,000 30,800 21,000 Capital - Mechanical Garburators 13,000 0 4,000 Capital - Mechanical Faucet Aerators 0 1,500 0 Capital - Mechanical Heating Boilers - domestic 26,000 34,900 0 Capital - Mechanical Roll In Refrigerator 5,200 5,200 0 Capital - Mechanical Floor Scrubbers 0 0 5,650
Capital - Structural Flooring 30,000 20,000 20,000 Capital - Structural Canopies / Awnings 0 400 0 Capital - Structural Paint / Drapery / Artwork 35,000 5,000 10,000 Capital - Structural Staff Lounge Area Refurbishment 0 35,000 0 Capital - Structural Security System / Cameras 0 23,860 0 Capital - Structural Fire Doors / Safe Area 1W 0 4,800 0 Capital - Structural Gas Heaters - Garage 0 4,850 0 Capital - Structural Fire System Upgrade / Repairs 0 14,000 30,000 Capital - Structural Tree Removal, Yard Cleanup 7,000 5,000 10,000 Capital Expenditures Total 304,200 307,620 254,650
Recoveries - Subsidy Structural Capital Allocation 225,560 225,560 225,560 Recoveries Total 225,560 225,560 225,560
Net Operations Sun Parlor Home - Structural Capital 78,640 82,060 29,090
Contribution from Structural Capital Reserve (78,640) (58,200) (29,090) Contribution from Rate Stabilization Reserve 0 (23,860) 0 Contribution from Total (78,640) (82,060) (29,090)
Total County Responsibility 0 0 0
103 of 408 Sun Parlor Home – Major Capital Expenditures
Service Description
Major capital repairs and renovations are addressed on a proactive basis for the Sun Parlor Home. As the Home ages, every effort is being made to maintain the Home to the highest standards, ensuring a safe, secure home for all. Prior Year Performance
The replacement of all dietary freezers and kitchen flooring to accommodate the new freezers was completed in 2014. This project was fully funded from the Corporation’s Rate Stabilization Reserve. Planned replacement of resident room furnishings and dining room furniture has been deferred in order to better assess resident priorities and to accommodate other Home priorities. The Information Technology review, upgrades to wireless connectivity and a comprehensive review of communication systems has also been deferred to 2015. Proposed Budget – Current year
Investments in the major capital needs of the Sun Parlor Home are a priority for 2015. Complete replacement of the rooftop HVAC system, along with necessary remediation of the roof (approximately $2 million) is the most significant project scheduled for completion in 2015. Structural projects will also include the retrofitting and upgrading of door sensors for 2 passenger elevators and 1 service elevator (estimated at $100,000) and improvements to the parking lot ($120,000) to remedy flooding problems. A comprehensive review of all communication and information technology systems used at the Home is a complicated and essential project for 2015. The Nurse Call System (used by residents to call for assistance) is approaching the end of its useful life; parts can no longer be supplied. The Home will need to replace the system along with an upgrade to the patient wandering system. At the same time, telephone systems and data collection systems will also be reviewed, along with each system’s requirement for wireless connectivity. The Corporation has also identified the need to upgrade the server room at Sun Parlor Home to provide a secure environment for this critical hardware. Before any of these projects begin, this budget has allowed $10,000 to study all Information Technology needs and the interrelation of all of these systems to ensure a consistent IT infrastructure with sufficient capacity to meet all needs and a smooth transition process. It is expected that a series of RFP’s will be completed in 2015 to accomplish these goals. A survey was circulated in September 2014 inviting residents/families, staff, volunteers and students to identify priorities for the spending of proceeds from the Wehenkel bequest (currently in the Donations reserve). A committee with representation from residents/families, staff and volunteers has reviewed the results of the survey. Two priorities were identified: furniture in resident’s rooms and dining room furniture. An allocation has been included in the 2015 budget to proceed with these projects. Continued improvements related to fire safety include the installation of sidewalks from the fire exits, and improvements to the fire doors within the building. Funding for these capital projects is being provided by the Capital Reserve (Facility Capital Renewal funding) and the Donation Reserve (Wehenkel Estate), with $60,000 of levy funding. The 2015 budget includes an increase to Amortization as the Home moves toward fully funded lifecycle costing.
104 of 408 Sun Parlor Home - Major Capital Expenditures
Category Description 2014 2014 2015 Budget Projection Budget (unaudited)
Capital - Structural Replacement of Resident Room Furnishings 60,000 0 60,000 Capital - Structural Resident Dining Rooms 50,000 0 45,000 Capital - Structural Replace freezers / flooring - Dietary 0 170,300 0 Capital - Structural Server Room Upgrades 0 0 120,000 Capital - Structural Sidewalks (from fire exits) 0 0 50,000 Capital - Structural Fire Doors 0 13,000 15,000 Capital - Structural Replacement of rooftop HVAC units 0 5,000 2,000,000 Capital - Structural IT Needs Review - Charting / Comm / Wireless 10,000 0 10,000 Capital - Structural Upgrade Wireless Connectivity 150,000 0 150,000 Capital - Structural Comm.Systems (incl. Nurse call / Pt. Wandering) 400,000 0 633,000 Capital - Structural Home Improvement - Parking Lot 0 0 120,000 Capital - Structural Home Improvement - Elevator Door Sensors 100,000 0 100,000 Capital Expenditures Total 770,000 188,300 3,303,000
Contributions from Rate Stabilization Reserve 0 (183,300) 0 Contributions from Donations Reserve (60,000) 0 (60,000) Contributions from Capital Reserve (650,000) 0 (3,183,000) Contributions to Capital Reserve - Amortization 560,000 605,000 610,000 Contributions to (from) Total (150,000) 421,700 (2,633,000)
Total County Responsibility 620,000 610,000 670,000
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Administrative Report
Office of the Chief, Essex-Windsor Emergency Medical Services
To: Warden Tom Bain and Members of County Council
From: Bruce Krauter Chief, Essex-Windsor Emergency Medical Services
Date: February 4, 2015
Subject: Essex Windsor EMS Budget 2015
Report #: 2015-R001-0204-BK
Purpose
To provide the Warden and County Council with a report regarding the proposed Essex Windsor EMS budget for 2015. The 2015 Budget is attached as Appendix A.
Background
The total gross budgeted operating expenditures for the Emergency Medical Services Department in 2014 were $36,373,980. This budget is cost-shared with the Province of Ontario through a 50% cost-sharing grant in accordance with the Land Ambulance Approved Cost Funding Template. The remaining 50% of the cost is funded by the City of Windsor, the County of Essex and the Township of Pelee. In 2010, the MOHLTC amended its funding formula, such that current year funding would be based on 50% of the prior year budget, adjusted for inflation. Accordingly, the estimated provincial funding for EWEMS is projected to be 48%.
Bruce Krauter, Chief, Essex-Windsor Emergency Medical Services Corporation of the County of Essex, Suite 115, 360 Fairview Avenue West, Essex, ON N8M 1Y6 Phone: 519-776-6441, ext. 2654; Email: [email protected] 106 of 408 Page 2 February 4, 2015 Essex Windsor EMS 2015 Budget
The portion of the EWEMS budget funded collectively by the City of Windsor, the County of Essex and the Township of Pelee is shared based on regional weighted assessment, as prescribed by legislation. As such, the following percentages have been applied to apportion the costs associated with the 2015 EWEMS budget: City of Windsor 51.988%, the County of Essex 47.717% and the Township of Pelee 0.295%.
In 2014, EWEMS continued to respond to significant system pressure including increased call volumes and increased hospital off load delays. In 2014, it is estimated that Code 1 to 4 call volume increased by 2.45% from 2013. In 2014, EMS responded to approximately 54,000 patient contact requests and provided another 48,000 standby or coverage request within the region. The EMS fleet travelled in excess of 2.2 million kilometers.
Analysis indicates that the ten (10) year annual call volume increase stands at approximately 2%. With the aging population and the increased use of EMS, it is anticipated that the annual increase will remain at 2% or increase depending on other uncontrollable events, such as acute care bed availability, long term care residence availability, “aging at home” strategies or other service initiatives offered throughout the community.
The Essex/Windsor area continues to experience one of the highest rates of EMS response per population in the province of Ontario, at approximately 140 calls per 1,000 population as compared to a 123 per 1,000 median rate of the comparator group (OMBI 2013). Historical data and population projections suggest that the call volumes will continue to steadily increase as the economic and demographic conditions change in Windsor and Essex County.
EMS response times are affected by system pressures, including call volumes and hospital off load delays. Historically, EMS response times were measured against the 1996 90th Percentile, which was benchmarked by the MOHLTC at 10 minutes 25 seconds. Response time standards are now established locally. In 2014, it is estimated that the 90th percentile response time increased from 2013 to 10 minutes 26 seconds.
107 of 408 Page 3 February 4, 2015 Essex Windsor EMS 2015 Budget
The County of Essex is required to set response time targets under the Land Ambulance Response Time Standard. The following chart indicates the Response Time Target, as approved by County Council for 2014 and the performance experienced in 2014 and compared to 2013.
Level of Time 2014 2013 Actual 2014 Actual Acuity (min:sec) Response Percentile Percentile Time Plan Target (estimated)
Sudden 6:00 55% 51% 58.47% Cardiac Arrest CTAS 1 8:00 75% 80% 75.38% CTAS 2 10:00 90% 89% 84.75% CTAS 3 12:00 90% 95% 94.53% CTAS 4 14:00 90% 97% 90.22% CTAS 5 14:00 90% 97% 90.97%
Essex Windsor EMS continually monitors response times, call volumes, off load delays to adjust resources enabling EWEMS to provide the best level of service possible.
Discussion
The budget for 2015 represents a total expenditure level of $37,035,840, with significant recoveries including: $17,159,060 from the Province (“50%” grant funding); $982,070 from the Province for the Ambulance Off-Load Nurse Program; $9,350,690 from the City of Windsor and $53,060 from the Township of Pelee. The estimated net levy allocation for the County is $8,844,510.
The 2015, Essex Windsor Emergency Medical Services budget reflects the projected costs of operating a public service based on the actual experience of 2014 and maintaining current service levels.
108 of 408 Page 4 February 4, 2015 Essex Windsor EMS 2015 Budget
Some challenges that the department will face in the proposed 2015 budget are:
• Increasing shortfall in Provincial Funding –amended formula • Ambulance Off-Load Delays at all emergency departments • Increasing call volumes and associated costs • Evolving population demographics in and around the region • Systemic Ontario health care issues concerning lack of physicians, specialists, community care services, lack of long term and acute care beds • Evolving technologies associated with the provision of patient care and paramedic safety. The 2015 proposed budget submission supports the continued service delivery to the residents and visitors of the County of Essex, City of Windsor and Township of Pelee while maintaining current service levels.
Recommendation
For the consideration of Council
Respectfully Submitted Concurred With,
Bruce Krauter Brian Gregg
Originally Signed by Bruce Krauter Originally Signed by Brian Gregg Chief, Essex-Windsor Emergency Chief Administrative Officer Medical Services
Appendix No. Title of Appendix Appendix A Essex Windsor EMS – 2015 Budget
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Statement of Purpose
The County of Essex, Essex-Windsor Emergency Medical Services is committed to providing the highest quality Emergency Medical Services to the citizens of the County of Essex, the City of Windsor and the Township of Pelee. Our purpose is to foster fiscally responsible quality care through: • Maintaining mutually supportive relationships with other emergency services and health care agencies in the community • Participation in public education for prevention and awareness • Programs of Continuous Quality Improvement to ensure the highest standards of patient care are achieved • Supporting employees by providing them with the tools and methods to accomplish quality care The department adheres to the five principles that were mandated by the Province of Ontario at the time of the transfer of Emergency Medical Services to the County of Essex which are to provide the community with an EMS system that is: • Accessible • Accountable • Responsive • Seamless • Integrated Service Description
The Emergency Medical Services Department is responsible for the operation of the public ambulance service for the City of Windsor, the County of Essex and the Township of Pelee. Essex Windsor EMS serves a population base of approximately 390,000 and 1,852 square kilometres of area to cover. At maximum staffing, there are 25 vehicles on the road and the annual on-the-road staffing hours for one year is approximately 174,200 for paramedics alone, not including Chief, Deputy Chiefs or District Chiefs hours on-the-road and available to respond to ambulance calls. The EMS department has a fleet of 38 front line ambulances, 12 Emergency Response Vehicles, 1 Logistics Vehicle, 1 Administration Vehicle, a Special Operations Trailer, Hazmat Trailer and an Off Road transport vehicle. There are 12 ambulance stations located throughout the County of Essex, the City of Windsor and the Township of Pelee.
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Departmental Staffing
Staffing 2012 2013 2014 2015 2012 2013 2014 2014 2015 Actual Actual Budget Actual Budget ($000) ($000) ($000) ($000) ($000) Full-time 164 164 164 164 11,778 12,256 13,914 12,503 14,239 paramedics Part-time 85 102 102 102 5,331 5,582 4,160 5,883 4,279 paramedics Full-time 27 27 28 28 2,645 2,483 2,697 2,673 2,737 Management & Administration Total 276 293 294 294 19,754 20,321 20,771 21,059 21,255 Organizational Chart
County Council
CAO
Chief
Administrative Assistant
Deputy Chief Deputy Chief Deputy Chief Administration Planning & Physical Operations Professional Standards Manager Resources
Equipment/ District Captains Administrative Scheduling Clerks Maintenance Chiefs Assistant Supervisor
Vehicles Services Logistics Paramedics Technician Technician
North South Division Division
Tecumseh, Jefferson Lakeshore, Kingsville, Mercer, Dougall, LaSalle Essex, Harrow, Amherstburg, Leamington Pelee Island
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Mandatory Programs
Essex Windsor Emergency Medical Services, as mandated by legislation, must: • Obtain and continue to maintain a certificate from the Province of Ontario licensing the County to operate a Land Ambulance Service. • Develop a Deployment Plan outlining station locations, staffing patterns, emergency coverage patterns and plan; • Respond to requests for emergency medical assistance in the community by sending the closest available resource; • Provide emergency medical care to those in need and transport to the most appropriate medical facility; • Develop and administer mandatory paramedic documentation and performance auditing processes to ensure quality of care and compliance with legislated patient care and documentation standards; • Provide continuing education programs for paramedics to ensure compliance with legislation; • Develop and administer strict ambulance vehicle maintenance schedule; • Develop and administer strict medical and conveyance equipment maintenance schedule; • Develop and administer mandatory medical supply inventory management; • Develop an annual response time performance plan. Ensure that this plan is continually maintained, enforced and where necessary, updated. Provide each plan and each update to the ministry and report to ministry on the response time performance achieved under the previous year’s plan. • Participate in triennial audit and review (Service Review) in order to demonstrate compliance with all mandatory programs necessary for renewal of Provincial Certification. Discretionary Programs
• Develop and administer a public relations program to educate related to public safety initiatives, use of EMS and 911 and to promote the EMS Department; • Provision and coordination of a regional Public Access Defibrillation Program including oversight of training and program quality assurance; • Coordinate the MOHLTC funded Dedicated Ambulance Offload Nurse program in conjunction with area hospital emergency departments; • Participation and cooperation in patient referral programs such as Community Referral by EMS (CREMS), Community Outreach and Support Team (COAST) and Mental Health Response Unit (MHRU) • Participation in the development and coordination of local Health Link initiatives.
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Prior Year Performance
In 2014, net departmental operations are anticipated to end the year $300,380 over budget (County of Essex share). The significant factors leading to the budget variance included wage, benefit and operational costs as follows: • Modified work assignments (for WSIB / Pregnancy / injury). • WSIB NEER costs exceeding $500,000 for 2014 • Vehicle repairs and maintenance largely associated with aging fleet. • A 6.4% increase in call volume from 2013 to 2014 (projected) for all Codes. (1 to 4 and Code 8) • Increase in emergency call volume of 3.35% which increases use of consumable supplies. Performance Metrics
Between 2009 and 2013, Code 1 to 4 call volumes grew on average by 2.34% annually. A 2.45% increase is projected between 2013 and 2014. With the aging population and its expected increased use of EMS services, it is anticipated that the annual increase of code 1 to 4 calls will be in the in the 2% to 3% range.
Code 3 & 4 Responses, 2001 to 2014 60000 50000
40000 30000 Sum of Code 3 20000 Call Volume Sum of Code 4 10000 Sum of Code 3 & 4 0
Year
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Municipal Call Volumes For reference purposes, the charts below highlight projected call volumes for 2014 (Codes 1 to 4) by origin of call. 2014 Patient contact by Municipality
25000 22762
20000
15000
10000
5000 2227 1477 1445 1336 1487 1422 2173 112 2 58 0
2014 Patient contact by Municipality Amherstburg Chatham - Kent Essex 4% 1% 4% Amherstburg Kingsville 4% Chatham - Kent Lakeshore 4% Essex LaSalle Kingsville 4% Leamington Lakeshore 7% London LaSalle 0% Pelee Leamington Windsor 0% 66% Tecumseh London 6% Pelee Tecumseh Windsor
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Response Times Steady increase in call volume and off load delays has impacted response times over the past four (4) years. Essex Windsor EMS has reviewed and modified deployment plans, monitored and changed staffing hours, but response times continue to increase. One measurement tool is the 90th Percentile. The Ministry of Health and Long Term Care set the Standard in 2000 in regards to the 1996 90th Percentile. That time was set at 10 minutes, 25 seconds. In 2014, we are projected to be above the 90th Percentile at 10 minutes, 26 seconds. 90th Percentile Response Time 2007 thru 2014 10:30 10:33 10:27 10:26 10:16 10:19
10:04 9:58 9:57 9:53 9:50 9:44
9:36 MINUTES:SECONDS 9:21
9:07 2007 2008 2009 2010 2011 2012 2013 2014 YEAR
1996 90th Percentile
Response Time Standard replaced the 90th Percentile and in 2014, Essex Windsor EMS acheived the 2014 target as follows;
CTAS Time 2013 2013 2014 2014 Min. Target Actual Target Actual Estimated Sudden Cardiac Arrest 6 55% 51% 55% 58.47% CTAS 1 8 75% 80.00% 75% 75.38% CTAS 2 10 90% 89.43% 90% 84.75% CTAS 3 12 90% 95.16% 90% 94.53% CTAS 4 14 90% 97.75% 90% 90.22% CTAS 5 14 90% 97.73% 90% 90.97%
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The targets for the 2015 Response Time Standard Plan remain the same as 2014, as approved by County Council. OMBI - Ontario Municipal Benchmarking Essex Windsor Emergency Medical Service continues to participate in the Ontario Municipal Benchmarking Initiative (OMBI) program along with 15 other EMS services across Canada. Through OMBI and other initiatives, administrations provide comparable data to allow municipalities to assess best practices and make informed decisions on service performance, quantity and cost. In reviewing statistical data, such as OMBI, care must be exercised to recognize the unique characteristics related to each community’s socio-demographics, geographic location, population density, and other influencing factors. The benefits of comparisons are to provide enhanced information for decision making, identification of innovative ideas for service improvement and ultimately more efficient and effective service to the citizens served. According to the 2013 OMBI results, the Essex/Windsor Area continues to experience one of the highest rates of EMS response per population in the province of Ontario at 140 calls per 1,000 population as compared to the median rate of 123 calls per 1,000 for the OMBI comparator group. EMS Stations
In 2014, the County of Essex commenced the process of purchasing the EMS Station located at 2620 Dougall Avenue in Windsor from the Province of Ontario, with the intent of constructing a new facility on the site in 2016. Special Events
The department continues to staff Special Events that occur throughout the City and the County which require the presence of EMS resources. In 2014, Essex Windsor EMS attended over 50 Special Events, with these events requiring EMS staff and vehicles at a cost to the system. To every extent possible, the events were managed by utilizing the support of the Volunteer Windsor Paramedic Bike Patrol, volunteers of the Safety Village Paramedic Partnership and personal volunteer attendance. A few of the events included Corn Fest, a variety of local fairs, Sun Splash, Summerfest Fireworks, various marathons and other events. However, some larger events create a financial and operational expense to the service. In these cases, the cost associated with supplying EMS coverage and supplies is recouped utilizing the Fees and Charges By-Law # 74- 2013 Bylaw. Further, Essex Windsor EMS enters into a Service Agreement with any organization or agency which is paying for the service, as per the EWEMS Special Events Service Agreement By-Law # 48-2014. The largest cost recovery events covered during 2014 were the Ontario Summer Games, the Colour Run and the Windsor Spitfires.
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Proposed Budget – Current Year
The budget for 2015 represents a total expenditure level of $37,035,840, with significant recoveries including: $17,159,060 from the Province; $982,070 from the Provincial government for the Off Load Nursing initiative, and $9,403,750 from the City of Windsor and the Township of Pelee. The estimated net levy allocation for the County is $8,844,510. The 2015 Emergency Medical Services budget reflects the projected costs of operating a public service based on the actual experience of 2014. Senior EMS Management continues to review statistical information specific to a number of service delivery metrics. A review of the Response Time Targets and Off Load Nurse pressures has identified the requirement for increased vigilance in the area of patient off load. Partnerships between EWEMS and Windsor Regional Hospital have been developed to mitigate the demands of off load to assist with the increasing response times. Essex Windsor EMS remains committed to continual analysis of performance and seeks system improvement opportunities, however, operating conditions and trends suggest that the current response time targets are both reasonable and attainable with current deployment plans and resources. As such, the department has not proposed any staffing changes within the 2015 budget. While the benefits of economies of scale continue to be realized in many operational areas, a number of uncontrollable costs have contributed to an increase in County Responsibility of $283,270.These costs are mainly associated with; • Less than 50% funding from the Province • Rising WSIB-NEER Costs • Inflationary increases to fuel, supplies and services. • Administration / Information Technology / Human Resource Support – due to a substantial increase in the amount of IT support required for electronic scheduling, fleet management, and implementation of electronic Ambulance Call Reporting • Shift in Regional cost sharing proportions • Increase to legal expenses
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The chart provided below highlights a continued shift in the regional weighted assessment realized in 2014 along with the reallocation of municipal cost. Cost allocation for 2015 budget planning has been based on preliminary 2015 regional weighted assessment and 2014 tax ratios.
Municipal Share Actual 2014 EST 2015 % Allocation Wgt Assess Wgt Assess
City of Windsor 52.431% 51.988%
Township of Pelee 0.300% 0.295%
Total recovery-service partners 52.731% 52.283%
County Responsibility 47.269% 47.717%
The 2015 budget includes a draw from reserves ($2,122,350) for vehicles and equipment. Amortization of vehicles, equipment and stations is included in the annual expenditures (transferred to reserve) and the cost of replacement assets is drawn from these reserves. Challenging Issues 2015
The cost of operating an EMS system is directly correlated to factors that are systemic MOHLTC issues which are beyond the control or influence of the Essex Windsor EMS Service. Staffing and funding for Hospitals, Long Term Care Facilities, Community Services and the Community Care Access Centres coupled with the lack of general practitioners and specialists in the Essex/Windsor area place an increased burden on the municipal share of providing Emergency Medical Services. This concept is demonstrated by current and potential future increase in cost of provision of Ambulance Services on Pelee Island associated with the change in service provided to the community by the MOHLTC funded clinic. Inability to Unload Patients in the Emergency Room Offload Delay - Dedicated Emergency Room Nurses Essex Windsor EMS continues to deal with the inability to unload patients in the emergency rooms (Code 7). Commencing in 2008, the Ministry of Health and Long Term Care (MOHLTC) provided temporary funding for Dedicated Emergency Room Nurses to be put in place in the local hospitals to receive and off-load ambulance patients. Essex Windsor EMS was instrumental in advancing this initiative and, as a result, the MOHLTC provided $250,000 to the County to implement the Dedicated Emergency Room Nurse program.
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The program continues to date with a funding level of $982,070 for the 2014/15 MOHLTC fiscal year. This increased funding will allow for continued Dedicated Emergency Room Nurse coverage 24 hours/day, 7 days/week at the two campuses of Windsor Regional Hospital. Off Load Delay (OLD) Comparison 2013/2014 Projected
Off Load Delay 2014 2013 % Increase/Decrease
Total OLD 9163 6902 48.6%
Total OLD Hours 8,842.8 4,684.7 88.8%
OLD/Day 30.1 20.2 48.6%
AVG Length (Min) 57.9 45.6 82.6%
Given ongoing occupancy rates in excess of 100% for both Windsor Regional Hospital’s Met and Ouellette Campuses, Off Loads Delays will continue to be an ongoing issue. As these occupancy rates can be tied directly to the high number of Alternate Level of Care (ALC) patients occupying Acute Care Beds, this problem was expected to be resolved or reduced with the additional Long Term Care beds promised by the Province in 2007. Although a new long term care facility was opened in the spring of 2014, Essex Windsor EMS did not experience the anticipated reduction in Off Load Delays. While the Off Load Nurse Program has provided some relief, funding for the program for 2014/15 and beyond remains an ongoing concern. This program was introduced as a temporary measure until such time as permanent solutions are fully investigated though Ontario’s ER Wait Time Strategy. In the interim, Essex-Windsor EMS must submit an annual business case requesting continued funding of the Offload Nurse Program. Emergency Departments will continue to be backed up, leading to occurrences of “ER Time Consideration” status, and resulting in Off Load Delays when the dedicated nurse has reached the 5 patient maximum at any given time. Aging Population
The effects of an aging population and Provincial initiatives to have people age in place rather than placement in a Long Term Care facility are placing increased demand on the services of EMS in the Essex/Windsor area. Although the MOHLTC is providing more funding for in-home services, there is a direct impact on the demand for services of EMS as patients are being transported to the Emergency Departments for services such as blood work and dehydration. As seniors age at home, in general, their medical needs become more complex and more frequent, leading to more calls to EMS. As a result of these factors, call volumes increase each year.
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In addition to the current Provincial initiatives, recent reports such as the Drummond Report and The Ontario Seniors Care Strategy have recommended the development and expansion of Community Paramedicine programs across Ontario as a support to the aging at home strategies. For the 2014/2015 Ministry year, Essex Windsor EMS received provincial funding, of up to $93,000 for the research and development of a Community Paramedic Program on Pelee Island. The project vision is to have both EWEMS Paramedics and VON nurses work in conjunction to provide increased and optimum care to the residents and visitors of Pelee Island. Additionally, the funding may be leveraged to strengthen the current Paramedic Referral Program, which will connect EMS patients to other community partners. An aging population has an impact on the Health Care system which has an impact on the EMS system. For example, an initiative is underway marketing the area as a retirement destination. While the benefits to the local economy are promoted, an increase of retirees in the area will have a direct impact on demand for EMS services as described above. With the leveraged Community Paramedic Funding, the goal would be to reduce the EMS patient transfers to the emergency rooms and provide the necessary treatment or health care services to the patients in their homes. Essex Windsor EMS is committed to growing and fostering our partnerships with agencies such as CACC, Erie St. Clair LHIN, Community Health Links and other community health care or support agencies to ensure that the residents are provided the right care, at the right time at the right place.
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Population Growth Projection Essex-Windsor Region – 2006 to 2031
180000 160000 140000 0-19 120000 20-44 100000 45-64 65+ 80000 Linear (0-19) 60000 Linear (20-44) Linear (45-64) 40000 Linear (65+) 20000 0 2006 2016 2026 2031
Windsor-Essex and City Of Windsor Population And Housing Projections: 2006-2031 and Affordable Housing Targets Lapointe Consulting Inc. January 16, 2008
Emergency Calls per Population
The Essex/Windsor Area continues to experience one of the highest rates of EMS response per population in the province of Ontario at 140 calls per 1,000 population (OMBI 2013) as compared to the median rate of 123 calls per 1,000 for the provincial comparator group. Further, Essex/Windsor’s call volume per vehicle or per unit hour of service continues to be one of the highest in the Province. Historical data and population projections suggest that the call volumes will continue to increase as challenging economic and demographic conditions in Windsor and Essex County continue.
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Between 2001 and 2014, Code 1 to 4 call volumes grew on average by 1.98% annually. In 2011, Code 1 to 4 call volume increased disproportionately by approximately 9.4% followed by an approximate 0.63% decrease in 2013. With the aging population and its increased use of EMS services, it is anticipated that the annual increase of code 1 to 4 calls will be in the 2% to 4% range. This means that by 2021, there could be as high as 80,000 to 100,000 requests for ambulance service. 100000 Projected Code 1-4 Call Volume Growth and 90000 Projection 80000 2014 thru 2020
70000
60000
50000
CALL VOLUMECALL 40000
30000
20000
10000
0 Historic 2% 4% 6% 8% 10% 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Long Distance Transfers
The EMS system continues to regularly transport patients from the Essex/Windsor area to hospitals in London and Detroit. Trips to London place Essex/Windsor ambulances out of service for a minimum of 5.5 hours, while Detroit trips place ambulances out of service in excess of one hour per trip. Many patients are required to go to London to receive medical treatment for services unavailable in Essex / Windsor (such as Cardiac By-Pass Surgery). The current Health Care system in Ontario relies heavily on the ability of MOHLTC to guide the patient to the right hospital for the most appropriate care in the quickest manner. The MOHLTC utilizes Criticall to ensure that patients in Ontario are directed to the most appropriate facility for care. Therefore, every Hospital must contact Criticall if the care needs of a patient in their facility cannot be sufficiently met. In these instances, the patient must be transferred a distance to another facility.
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Criticall will make all the arrangements, but in many cases the local EMS provider is not notified until a team from another area arrives in the local jurisdiction, requiring EMS transport back to the receiving facility. In the Essex/ Windsor area, the service is transporting sick paediatric patients to London/Toronto on very short notice and usually at hours when vehicle staffing is limited. This creates a strain on the system and, in many instances, Essex Windsor EMS is required to up-staff to accommodate the needs of local citizens. This creates a significant burden on the department’s budget. Special Events
As highlighted under Prior Year Performance, Special Events consume a significant amount of time, managing both the event coverage and paramedics performing their duties. Attendance at local festivals, fireworks and fairs has always been considered an element of EMS’s civic responsibility. In recent years, a number of events have brought in provincial and sponsorship funding. Essex Windsor EMS is not generally reimbursed for the staffing hours provided for events. As municipalities endeavour to attract more events into the region, consideration must be given to the impact event coverage has on the daily operations of the EMS system and the cost to provide this service. Central Ambulance Communications Centre (CACC)
It is important to note that the County does not control how vehicles are dispatched; this is controlled by the Province of Ontario through the Central Ambulance Communications Centre. Administration is responsible for developing deployment plans but how the deployment plans are implemented is based on how the CACC dispatches the vehicles. Administration is accountable for EMS service delivery, but has no control or authority over vehicle dispatch. The Ontario Association of Paramedic Chiefs (OAPC) continues to raise a number of shortcomings of CACC’s with the MOHLTC, but there has been little movement on the Ministry’s part to consider alternative dispatch systems. In 2011, the MOHLTC concluded a review of the Niagara and Ottawa Dispatch Centers which are currently being operated on a pilot basis by the local EMS system utilizing an alternate Medical Priority Dispatch System. Following up on this analysis, MOHLTC is expected to recommend the preferred delivery model for CACC’s. While the analysis of the effectiveness of the pilot project has been concluded, the MOHLTC has yet to publicly release the results and recommendations. Technology Advances
Essex Windsor EMS implemented an Electronic Ambulance Call Report system in 2011, becoming fully operational in 2012. In order to support this technology a number of hardware and software installations have been required to ensure connectivity, security and transfers of electronic data.
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In 2014, all of Essex Windsor EMS ambulances and ERU’s became WiFi hotspots. This achievement allows for critical patient data to be sent to the hospitals as soon as reasonably possible. The data sent is found to be crucial for physician treatment both in the Emergency Department as well as the other supporting departments, such as the cardiac catheterization lab. For 2015, the MOHLTC has announced new initiatives that will allow the sharing of electronic data between the CACC and the paramedics during a response and another that provide real time viewing of ambulance performance and capacity. Both initiatives will allow EWEMS to provide the best possible care to our residents and to monitor the status of our resources in real time to assist in mitigation of any off load or delay in response issues. These technological advancements continue to place an increasing burden on the Information and Technology Department and the cost of providing additional support is addressed in this budget. Legislated Response Time Standard
Prior to the downloading of land ambulance services to the UTM/DDA, the Ministry of Health and Long-Term Care (MOHLTC) funded and operated ambulance services based on approved staffing levels and a management fee. There were no legislated response time standards in place until after the MOHLTC downloaded the land ambulance services in 1996. At that time the Ministry introduced a standard that required the UTM/DDA to maintain the 1996 90th percentile response time to urgent and emergency calls for the entire service area. There was a growing concern voiced by the UTMs and DDAs that the 90th percentile response time set in 1996 was not a true standard as it was different for every UTM and DDA and that it was not based on any medical evidence. In response, the MOHLTC struck a Response Time Standard Working Group under the joint provincial-municipal Land Ambulance Committee to review this issue and based on the committee’s recommendations amended the legislation to introduce new response time standards and targets. The new legislated response time standards mandates that: No later than October 1 in each year after 2011, every upper-tier municipality and every delivery agent responsible for provision of land ambulance services shall establish a performance plan for the next calendar year respecting response times. O. Reg. 267/08, s. 1 (2). The performance plan must include: 1. The percentage of times that a person equipped to provide any type of defibrillation has arrived on-scene to provide defibrillation to sudden cardiac arrest patients within six minutes of the time notice is received. 2. The percentage of times that an ambulance crew has arrived on-scene to provide ambulance services to sudden cardiac arrest patients or other patients categorized as CTAS 1 within eight minutes of the time notice is received respecting such services.
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3. The percentage of times that an ambulance crew has arrived on-scene to provide ambulance services to patients categorized as CTAS 2, 3, 4 and 5 within the response time targets set by the upper-tier municipality or delivery agent under its plan established under subsection (2). O. Reg. 267/08, s. 1 (2). The following chart provides details of 2014 Response Time Plan and actual 2013 and 2014 estimated response time data within the County of Essex and City of Windsor for each CTAS category.
Level of Acuity Time 2014 2013 Actual 2014 Actual (min:sec) Response Percentile Percentile Time Plan (estimated) Target Sudden Cardiac 6:00 55% 51% 58.47% Arrest CTAS 1 8:00 75% 80% 75.38% CTAS 2 10:00 90% 89% 84.75% CTAS 3 12:00 90% 95% 94.53% CTAS 4 14:00 90% 97% 90.22% CTAS 5 14:00 90% 97% 90.97%
2015 Response Time Plan
Following review of past performance metrics and subsequent to Council approval, Essex Windsor EMS has filed the following Response Time Performance Plan for the calendar year of 2015; Level of Acuity Time (min:sec) Percentile % Sudden Cardiac Arrest 6:00 55% CTAS 1 8:00 75% CTAS 2 10:00 90% CTAS 3 12:00 90% CTAS 4 14:00 90% CTAS 5 14:00 90%
These targets remain unchanged from the previous Response Time Plan and have been determined with consideration of the following: • A review of historic response time performance in comparison to patient acuity; • Consideration of call volume trends; • Impact of significant and persistent Ambulance Offload Delay pressures; • An evaluation of current performance related to cardiac arrest save rates; • Sets achievable standards that build on Essex-Windsor EMS’ strong overall performance.
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Essex Windsor EMS remains committed to continual analysis of performance and seeks system improvement opportunities, however; current operating conditions and trends suggest that the proposed response time targets are both reasonable and attainable.
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Category Description 2014 2014 2015 Budget Projection Budget (unaudited)
Expenditures Salaries and Wages 20,770,600 21,059,060 21,255,700 Expenditures Benefits 6,662,200 6,936,400 6,869,300 Expenditures Staff Expense 87,600 84,360 87,600 Expenditures Office Expense 92,590 81,280 88,760 Expenditures Equipment Lease / Maintenance 131,450 127,590 152,460 Expenditures Purchased Service 1,220,090 1,231,700 1,247,170 Expenditures Occupancy Expense 1,573,390 1,522,340 1,572,400 Expenditures Operating Expense 3,394,510 3,528,500 3,627,900 Expenditures Capital Expenditures 2,441,550 2,041,490 2,134,550 Expenditures Total 36,373,980 36,612,720 37,035,840
Recoveries Cross Border Revenue 0 20,000 20,000 Recoveries Dedicated ER Nurse 992,790 876,000 982,070 Recoveries Province 16,503,360 16,503,360 17,159,060 Recoveries Service Partners 9,288,390 9,580,700 9,403,750 Recoveries Community Paramedicine 0 12,150 0 Recoveries Special Events Revenue 0 25,000 15,000 Recoveries Insurance Recovery 0 33,570 0 Recoveries Staff Recovery - CUPE 50,000 52,660 50,000 Recoveries Miscellaneous Revenue 20,000 110,000 20,000 Recoveries Total 26,854,540 27,213,440 27,649,880
Net Operations Total 9,519,440 9,399,280 9,385,960
Contributions to Equipment Reserve 782,140 798,790 759,700 Contributions to Vehicle Reserve 695,660 769,740 821,200 Contributions to Total 1,477,800 1,568,530 1,580,900
Contributions from Equipment Reserve (1,241,000) (922,950) (662,350) Contributions from Vehicle Reserve (1,195,000) (1,113,240) (1,460,000) Contributions from Severance Reserve 0 (70,000) 0 Contributions from Total (2,436,000) (2,106,190) (2,122,350)
Total County Responsibility 8,561,240 8, 861,620 8,844,510
127 of 408 Emergency Medical Services Category Account Description 2014 2014 2015 Number Budget Projection Budget (unaudited)
Salaries and Wages 1101 Mgmt/Supervision 2,697,000 2,673,040 2,737,100 Salaries and Wages 1103 Full Time - Hourly 13,913,500 12,502,980 14,239,200 Salaries and Wages 1104 Part Time - Hourly 4,160,100 5,883,040 4,279,400 Salaries and Wages Category Total 20,770,600 21,059,060 21,255,700
Benefits 1201 Employment Insurance 336,100 329,720 346,400 Benefits 1202 Canada Pension Plan 676,000 659,310 686,200 Benefits 1203 O.M.E.R.S. 1,918,000 1,918,400 1,908,600 Benefits 1204 Employer Health Tax 413,000 414,270 408,300 Benefits 1205 Health Insurance 1,277,300 1,259,340 1,357,600 Benefits 1206 Group Insurance 148,600 132,770 146,200 Benefits 1207 Disability Insurance 314,100 324,450 308,100 Benefits 1208 W.S.I.B. 1,229,100 1,398,140 1,207,900 Benefits 1208 W.S.I.B. NEER 350,000 500,000 500,000 Benefits Category Total 6,662,200 6,936,400 6,869,300
Staff Expense 3001 Mileage 3,000 1,500 3,000 Staff Expense 3002 Training 46,000 42,000 46,000 Staff Expense 3003 Workshops / Seminars 9,500 8,700 9,500 Staff Expense 3004 Out of Town Meetings 12,500 11,300 12,500 Staff Expense 3005 Membership Fees 4,000 4,280 4,000 Staff Expense 3096 Overtime Meal Allowance 10,000 10,000 10,000 Staff Expense 3098 Other 2,600 6,580 2,600 Staff Expense Category Total 87,600 84,360 87,600
Office Expense 3101 Telephone 38,870 35,540 39,720 Office Expense 3102 Postage 1,000 380 1,000 Office Expense 3103 Office Supplies 18,000 11,000 15,000 Office Expense 3104 Computer Supplies 5,200 4,420 5,200 Office Expense 3105 Subscriptions 1,200 100 1,200 Office Expense 3108 Advertising 1,500 6,010 1,500 Office Expense 3109 Courier 1,500 1,500 1,500 Office Expense 3110 Printing - Internal 2,000 1,250 2,000 Office Expense 3111 Printing - External 5,500 6,850 8,000 Office Expense 3130 Communication Services 17,020 14,000 12,840 Office Expense 3198 Other 800 230 800 Office Expense Category Total 92,590 81,280 88,760
Equip. Lease/Maint. 3201 Office Equipment Maint. 2,000 540 2,000 Equip. Lease/Maint. 3203 Copier Lease & Maint. 10,000 11,600 11,630 Equip. Lease/Maint. 3204 Computer System Maint. 119,450 115,450 138,830 Equip. Lease/Maint. Category Total 131,450 127,590 152,460
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Purchased Service 3301 Legal Expenses 120,000 250,000 150,000 Purchased Service 3303 Consultant Fees 25,000 19,700 30,000 Purchased Service 3345 ER Nursing 992,790 876,000 982,070 Purchased Service 3350 Pelee Island 9,000 8,000 9,000 Purchased Service 3390 Employee Assistance 40,000 44,000 40,000 Purchased Service 3391 Public Relations 15,000 15,000 15,000 Purchased Service 3506 Payroll Services 18,300 19,000 21,100 Purchased Service Category Total 1,220,090 1,231,700 1,247,170
Occupancy Expense 3401 Insurance 347,300 324,760 309,600 Occupancy Expense 3403 Utilities 133,250 139,700 139,180 Occupancy Expense 3405 Janitorial Services 34,050 36,200 36,090 Occupancy Expense 3406 Repairs & Maintenance 160,000 160,000 160,000 Occupancy Expense 3407 Facility Lease/Office Rental 863,790 830,730 872,530 Occupancy Expense 3420 Medical Waste Disposal 5,000 5,000 5,000 Occupancy Expense 3490 Insurance Deductibles 30,000 25,950 50,000 Occupancy Expense Category Total 1,573,390 1,522,340 1,572,400
Operations Expense 3601 Vehicle Licenses/Permits 12,110 14,900 15,200 Operations Expense 3602 Equipment Lease & Maint. 151,590 138,400 151,590 Operations Expense 3611 Vehicle Fuel 510,000 505,000 530,000 Operations Expense 3612 Vehicle Repairs & Maint. 540,000 650,000 600,000 Operations Expense 3622 Cleaning Supplies 37,000 34,500 37,000 Operations Expense 3630 Medical Supplies & Equip. 500,000 540,000 520,000 Operations Expense 3633 Transportation 3,000 3,600 3,000 Operations Expense 3640 Bedding 126,000 120,300 151,700 Operations Expense 3651 Laundry - Uniforms 55,000 57,230 55,000 Operations Expense 3652 Laundry - Linen 22,200 26,260 22,200 Operations Expense 3654 Oxygen 90,000 90,700 90,000 Operations Expense 3655 Uniforms 150,000 150,000 155,000 Operations Expense 3656 Heart & Stroke PAD 37,000 37,000 37,000 Operations Expense 3696 Administration fees 314,010 314,010 361,110 Operations Expense 3698 IT Mtce / Support / HR 846,600 846,600 899,100 Operations Expense Category Total 3,394,510 3,528,500 3,627,900
Capital Expenditures 3801 Equipment 1,246,550 928,250 674,550 Capital Expenditures 3805 Vehicles 1,195,000 1,113,240 1,460,000 Capital Expenditures Category Total 2,441,550 2,041,490 2,134,550
Expenditures Category Total 36,373,980 36,612,720 37,035,840
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Recoveries 6510 Cross Border Revenue 0 20,000 20,000 Recoveries 6302 Dedicated ER Nurse 992,790 876,000 982,070 Recoveries 6370 Province 16,503,360 16,503,360 17,159,060 Recoveries 6503 Service Partners 9,288,390 9,580,700 9,403,750 Recoveries 6374 Community Paramedicine 0 12,150 0 Recoveries 6640 Special Events Revenue 0 25,000 15,000 Recoveries 6780 Insurance Recovery 0 33,570 0 Recoveries 6784 Staff Recovery - CUPE 50,000 52,660 50,000 Recoveries 6798 Miscellaneous Revenue 20,000 110,000 20,000 Recoveries Category Total 26,854,540 27,213,440 27,649,880
Net Operations Emergency Medical Services 9,519,440 9,399,280 9,385,960
Contributions to 4135 Equipment Reserve 782,140 798,790 759,700 Contributions to 4130 Vehicle Reserve 695,660 769,740 821,200 Contributions to Category Total 1,477,800 1,568,530 1,580,900
Contributions from 6801 Equipment Reserve (1,241,000) (922,950) (662,350) Contributions from 6801 Vehicle Reserve (1,195,000) (1,113,240) (1,460,000) Contributions from 6801 Severance Reserve 0 (70,000) 0 Contributions from Category Total (2,436,000) (2,106,190) (2,122,350)
Total County Responsibility 8,561,240 8,861,620 8,844,510
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Administrative Report
Office of the County Engineer
To: Warden Tom Bain and Members of County Council
From: Tom Bateman County Engineer
Date: February 4, 2015
Subject: Proposed 2015 Transportation Services Budget
Report #: 2015-R004-ENG-0204-TRB
Purpose
The purpose of this report is to provide to County Council information and recommendations pertaining to the proposed 2015 Transportation Services Budget (see Appendix A).
Background
The focus of the 2015 Budget is to maintain the current level of service provided, preserve and improve the condition of the highway infrastructure, continue to develop the active transportation network and provide opportunities to improve the network’s capacity.
The development of the budget recognizes and attempts to address the following critical issues: • Ability to keep up with day-to-day maintenance needs at appropriate service levels
• Ability to maintain funding for and manage the Construction Program • Ability to fund and manage future planned Capacity Improvements
Tom Bateman, County Engineer Corporation of the County of Essex, Suite 201, 360 Fairview Avenue West, Essex, ON N8M 1Y6 Phone: 519-776-6441, ext. 1316; Email: [email protected] 131 of 408 Administrative Report Page 2 February 4, 2015 Proposed 2015 Transportation Budget
Discussion
Projected net 2014 results of operations indicate a favourable variance of $74,140. Favourable tendering, asphalt price index adjustments that were lower than anticipated, minor scope adjustments, project deferrals and non- recurring revenue due to special rehabilitation assessments on oversized loads resulted in favourable variances in the overall Construction Program. This favourable variance was offset by higher than anticipated expenditures in road maintenance programs resulting from extended summer operations and significant winter control operations.
The proposed 2015 Transportation Services Department budget includes an expenditure level of $42,987,700.
An increase in the level of County responsibility is proposed for the 2015 Transportation Services Department programs. Efforts to expand the County’s roadway infrastructure are the most significant portion of this budget, as well as the continued trend for increased service demands of the maintenance program and the negotiated increases to wages, contractual increases to benefits and inflationary increases to materials.
The County Road network has been increasing in terms of total lane kilometres as a result of roadway expansion projects. In 2004, the network had an inventory of 1,472.18 km and has since increased by 31.07 lane km to a total of 1,503.25. This increase in the amount of pavement that must be maintained has had a significant impact on maintenance operations in particular the level of annual expenditures for Winter Control. As the network length continues to grow and new facilities are built, the demands for maintenance will increase.
The proposed increase from the 2014 budget level is $2,562,760, which represents an increase of 9.0% year over year. The significant factors affecting this increase are:
• 1.5% Levy increase for Capacity Project funding, in concert with a Council approved / supported multi-year funding strategy ($1,175,100)
• Incremental increase to annual Rehabilitation Program ($600,000)
• Incremental increase to CWATS funding ($100,000)
• CWATS Rehab Alignment Project funding ($425,000)
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• Increases in County Maintenance activities to address maintenance deficiencies ($50,000).
The balance of the year over year variance is related to negotiated salary adjustments, inflationary pressures on operational costs, and program adjustments, including one additional summer student for maintenance operations.
The 2015 proposed budget establishes an overall Construction Program, including Planning/Engineering/Construction at an expenditure level of approximately $29,668,820 and a Maintenance Program established at $13,318,880. These represent aggressive programs that will challenge the Department in their delivery while maintaining an appropriate focus on day- to-day operations.
Recommendation
It is recommended that the proposed 2015 Budget for the Transportation Services Department be submitted for County Council’s consideration.
Respectfully Submitted Concurred With,
Tom Bateman Brian Gregg
Originally Signed by Tom Bateman Originally Signed by Brian Gregg
County Engineer Chief Administrative Officer
Appendix No. Title of Appendix Appendix A 2015 Budget – Transportation Services
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Statement of Purpose
Transportation Services has responsibility for the Planning, Engineering, Construction and Maintenance activities required to manage the County Road Network. Service Description
The Transportation Services Department of the County of Essex, through programs and policies approved by County Council, provides for all maintenance and construction on the roads, bridges and related infrastructure that constitute the County Road System. The County Road System is comprised of 730 centreline kilometres of various classes of highway from high volume urban arterials to rural highways. In addition to the roadways, the County has responsibility for 87 bridge structures, 47 traffic control systems, active transportation facilities and 114 large drainage culverts. The County Road network has been increasing in terms of total lane kilometres as a result of roadway expansion projects. In 2004, the network had an inventory of 1,472 lane km and has increased by 31 lane km to a total of 1,503. This increase in the amount of pavement that must be maintained has had a significant impact on maintenance operations, particularly the level of annual expenditures for Winter Control. As the network length continues to grow and new facilities are built the demands for maintenance will increase. Planning/Engineering/Construction and Administration is provided from the Essex County Civic Centre. Maintenance services are delivered from 4 active locations and one storage facility. Critical Issues: • Ability to keep up with day to day maintenance demands at appropriate service levels • Ability to maintain funding for and manage the Rehabilitation Program • Ability to fund and manage future planned Capacity Improvements Prior Year Performance
Projected net 2014 results of operations indicate a favourable variance of $74,140. Favourable tendering, asphalt price index adjustments that were lower than anticipated, minor scope adjustments, project deferrals and non-recurring special rehabilitation assessments for oversized loads resulted in favourable variances in the overall Construction Program. This favourable variance was offset by higher than anticipated expenditures in road maintenance programs resulting from extended summer operations and significant Winter Control Operations. Proposed Budget – Current year
The proposed 2015 Transportation Services Department budget includes an expenditure level of $42,987,700.
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An increase in the level of County responsibility is proposed for the 2015 Transportation Services Department’s program. Efforts to expand the County’s roadway infrastructure are the most significant portion of this budget, as well as the continued trend for increased service demands of the maintenance program. Negotiated increases to wages, mandatory increases to benefits and inflationary increases to materials have also been included as appropriate. The proposed increase from the 2014 budget level is $2,562,760, which represents an increase of 9.0% year over year. The significant factors affecting this increase are: • 1.5% Levy increase for Capacity Project funding ($1,175,100) • Incremental increase to annual Rehabilitation Program ($600,000) • Incremental increase to CWATS funding ($100,000) • CWATS Rehab Alignment Project funding ($425,000) • Increases in County Maintenance activities to address maintenance deficiencies ($50,000) The balance of the year over year variance is related to negotiated and anticipated salary adjustments, mandatory increases in pension and benefit premiums and inflationary pressures on operational costs, and program adjustments, including one additional summer student for the maintenance operations. A Planning/Engineering/Construction Program with an expenditure level of $29,668,820 and a Maintenance Program of $13,318,880 is proposed for 2015. The 2015 Rehabilitation Program totals $8,910,650, in part through the use of $2,058,400 in Federal Gas Tax Program Funding and a $600,000 incremental increase required to advance the program towards its target funding level. The recently completed Asset Management Plan, approved by County Council in 2013, identified a required annual average expenditure level of $11,200,000 over the next 25 years; at the current funding level this results in an annual rehabilitation funding gap in excess of $3,000,000 per year. The Rehabilitation Program represents an aggressive undertaking of some 35 projects. In addition to the rehabilitation projects, the 2015 Budget includes groupings of projects related to capacity improvements, active transportation, drainage projects as well as a series of planning/engineering projects. The capacity/drainage works have a total value of $13,330,740, including expansion of CR 22, and work on County Connecting Links as well as several large drainage projects. The Engineering assignments have a value of $1,092,000 which includes detailed design on CR 22 and CR 19, Environmental Assessment work on CR 19, CR 22, CR 20, allowance for land acquisition and development of a Regional Transportation Corridor Management and Design Manual. Work plans also include updating of traffic count data across the network and a project to produce new rainfall intensity curves for use in detailed design of infrastructure recognizing the impacts of climate change. Preliminary estimates suggest that the County portion of the $59 million CWATS initiative amounts to approximately $30 million. Included within the 2015 estimates is an allocation of $1,400,000, which has been increased by $100,000 over the prior year to continue planned funding of this program over an estimated 20 year period. The overall expenditure level of the CWATS Program for 2015 is established at $4,318,510. In addition to the projects reviewed by the CWATS Steering Committee for 2015 and to take advantage of economies of scale, paved
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shoulders on rehabilitation projects for County Roads 29 and 34 (two locations) will be completed as part of the 2015 Rehabilitation Program, with a total funding estimate of $975,000 offset in part by $550,000 from the Corporation’s CWATS Reserve. As noted, the proposed 2015 Budget includes several initiatives related to intersection and roadway improvements. These include continuation of the Rural Intersection Illumination Program, traffic signal upgrades with uninterrupted power supply and improvements at various intersections. The proposed budget also provides funding for several projects on County Connecting Links to be undertaken in cooperation with the local municipalities (CR 20, CR 6, CR 34, CR 22 / CR 27). Included in the 2015 Budget are projects related to the improvements to CR 22 and several large municipal drain projects. Phase 5B of the CR 22 Safety and Capacity Improvement Program provides funding of $3,500,000 to complete the intersection reconstruction and widening at CR22/CR2. This project will include the construction of a multilane roundabout to replace the existing intersection. Funding in the amount of $607,000 is provided for the detailed design for capacity and safety improvements for the CR 22 / CR 19 corridor and the expansion of CR 22 east of CR 25 in Puce. Funding is also provided in the amount of $6,000,000 to acquire property and undertake several intersection improvements as part of the CR 19/CR 22 Advanced Construction Program Included within the Maintenance Operations budget are funds to support the various municipal drain assessments levied against the County by the local municipalities. These funds are adequate to address the routine/minor drain maintenance requirements but not the larger drain projects. The annual allocation has been established to accommodate these anticipated projects. In addition, several projects have been established as standalone projects, including CR 19 in Tecumseh at $312,000 and CR 8 in Amherstburg at $90,740, CR 34 in Lakeshore at $100,000, CR 31 in Lakeshore at $316,000 and CR 34 in Tecumseh at $90,000. Current Initiatives
• Annual Construction/Rehabilitation Program • Pavement Preservation Program Development • Roads Funding Mechanism Study • Bridge and Culvert Condition Survey • Let’s Get Windsor Essex Moving Projects • Countywide Active Transportation Study Implementation • Environmental Assessments CR 19, CR 22, CR 42, CR 20 • Preliminary Design CR 22, CR 19 • Detailed Design CR 22, Bridges, Culverts, CR 46/CR 23 • Traffic Signals Operations Service Monitoring • Salt Management Plan Implementation and Monitoring • Transportation Modeling Update EWRTMP
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• Herb Gray Parkway Municipal Advisory Group Participation • Essex County Highways (ECH) Policy Manual refinement • CR 42 Corridor Protection Strategy • Transportation Impact Study Guidelines • West End Depot Redevelopment • Municipal Dataworks Expansion • BioDiesel Pilot Project • Fleet/Fuel Management System • Facility Renewal Program • Traffic Operations Study, counts, travel time • Alternative Energy Developments • SuperPave transition monitoring • Permit Process Update Implementation Future Initiatives
• New EA’s in support of future capacity projects • Regional Transportation Corridor Management and Design Manual • Roadway Weather Information Station Development with MTO • Salt Vulnerable Areas Analysis and Mitigation Strategy • Intersection Improvement Program • Warm Asphalt and Rubberized Asphalt Trials • CR 25 Diversion Study External Initiatives
In addition to the initiatives noted above that are managed by the County, the Department is heavily involved in numerous projects and undertakings of other agencies including MTO, City of Windsor, Chatham-Kent and the local municipalities. Capacity Expansion Program
Council has adopted a financial forecasting tool to address the roadway expansionary requirements as identified in the Essex Windsor Regional Transportation Study, updated for inflationary considerations, along with estimates, based on recent reports, for the expansion cost of County Roads 3, 9, 7, 11, 17, 19, 22, 25, 42, 43 and 46. The model is premised on a 1.5% Levy increases through 2018 to accommodate the approximate $400 million of infrastructure. In 2012, the financial model was amended to identify and prioritize expansion
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requirements exclusive of senior government funding and grade separations. In order to accommodate 100% municipal funding, the schedule has been elongated to manage the financial burden within reasonable limits of the County Levy. As noted, the current plan amounts to approximately $400 million (excludes grade separations on County Roads 19 & 22) with a time-line extending through 2036. Assuming no change to the current plan of incorporating a 1.5% increase in the annual levy, the annual base funding level will continue to grow from $10.2 million in 2014 to $15 million in 2018, providing sufficient financial resources for the management of both the volume of expansion and the timing for financing, without the requirement of debt issuance, and then ultimately position the County to maintain the infrastructure on a go forward basis. Adherence to a structured plan of self-funding minimizes costs on the local tax base, affirming the Corporation’s pay-as-you-go philosophy of funding infrastructure expansion. It is important to note that the current analysis assumes: limited receipt of funding from provincial/federal sources (Administration will continue to pressure upper levels of government on the merits of funding expansion projects, County Road 19 & 22 specifically, in light of the anticipated extensive use and degradation associated with the construction of the Rt. Hon. Herb Gray Parkway project); the continued cost share of Federal Gas Tax revenue at 80% local municipal / 20% county, and a modest allowance for inflationary considerations on project cost. If it is Council’s desire to narrow the time-frame of expansion, without the receipt of third party funding, the County would need to either substantially increase the annual tax levy allocation to support transportation infrastructure expansion, continue the 1.5% levy allocation beyond 2018 or issue debt; in all cases resulting in a greater tax burden on the residents and businesses of Essex County.
138 of 408 Transportation Services Category Description 2014 2014 2015 Budget Projection Budget (restated) (unaudited)
Construction Roads, Bridges & CWATS 25,556,010 16,276,540 28,410,080 Construction Administration & Overhead 1,192,030 1,202,510 1,258,740 Construction Total 26,748,040 17,479,050 29,668,820
Maintenance Roads, Bridges & CWATS 6,214,570 6,757,390 6,264,570 Maintenance Administration & Overhead 2,587,960 2,622,930 2,667,040 Maintenance Total 8,802,530 9,380,320 8,931,610
Capital Requirements Total 4,493,180 1,935,410 4,387,270
Net Expenditures Total 40,043,750 28,794,780 42,987,700
Recoveries Ministry of Natural Resources 27,000 31,830 27,000 Recoveries Miscellaneous Departmental Recoveries 0 2,590 0 Recoveries Equipment Utilization Recovery 975,120 1,002,430 1,023,880 Recoveries Recoveries, Permit Fees, Signs, Maps,etc. 70,000 207,810 70,000 Recoveries Sale of Surplus Equipment 54,000 66,500 38,500 Recoveries CR21-Via Rail Pedestrian Crossing (LS) 115,540 0 125,000 Recoveries CWATS - Recoveries from Municipalities 595,430 1,233,980 1,723,510 Recoveries Ontario Communities Infrastructure Fund 0 0 195,500 Recoveries Federal Gas Tax Program 2,058,400 2,116,290 2,058,400 Recoveries Total 3,895,490 4,661,430 5,261,790
Net Operations Transportation 36,148,260 24,133,350 37,725,910
Contrib from Capital Reserve (3,098,470) (44,200) (3,105,850) Contrib to (from) Roadway Expansion Reserve (3,371,630) 5,389,900 (2,808,700) Contrib from CWATS Reserve (1,174,820) (626,310) (770,000) Contrib from Rate Stabilization Reserve (384,740) (766,290) (360,000) Net Contrib to (from) Total (8,029,660) 3,953,100 (7,044,550)
Total County Responsibility 28,118,600 28,086,450 30,681,360
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Service Description
The County Construction Program, consisting of the Planning and Engineering Programs as well as the Rehabilitation, Capacity Improvement Programs, provides for major improvements to the roads, bridges, railway crossings, active transportation and drainage infrastructure that make up the Essex County Highway Network. The Engineering and Construction Divisions provide the technical services required for the construction and maintenance of the County Road System, including preparation of plans, tenders and specifications, studies, reports, project surveys, inspection and contract administration. Consultants provide engineering services as required, supplementing in-house staff. Roadside development approvals for subdivisions, severance, access and setback permits, utility and sewer installations involve various staff members. The Planning Division provides the technical services required to manage the delivery of the CWATS program, property acquisitions in support of expansion projects, Environmental Assessments and departmental environmental issues. Further responsibilities are related to corridor management, policy development, facilities redevelopment and engineering consultant management. The Division maintains a major focus on transportation related studies, funding program management and participation on external projects. The increasing number of capacity improvement demands and related projects has subjected the Department to large and very complex engineering programs/projects with multimillion- dollar values. This is challenging the group to maintain appropriate focus on day-to-day operational tasks. The 2015 Budget, with its increased level of expenditure in the Rehabilitation Program, Engineering Projects, CWATS Program and new Capacity Improvement initiatives, is an aggressive undertaking that matches the maximum amount of project management the current staffing levels can provide. The expenditure level of these programs combined is approximately $29,668,820. The Rehabilitation Program, focusing on the rehabilitation projects, is managed within our existing Engineering staff. Progress on these projects will be closely monitored and adjustments to the current staffing may be required to maintain the anticipated schedules. Staffing Chart
2012 2013 2014 2014 2015 Staffing 2012 2013 2014 2015 Actual Actual Budget Actual Budget ($000) ($000) ($000) ($000) ($000) Full-Time 12 12 12 12 827 838 849 857 871 Part-Time 1 2 2 2 9 17 18 17 18 Total 13 14 14 14 836 855 867 874 889
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Prior Year Performance
The net 2014 Construction Program (Planning/Engineering/Construction Administration) is projected to be over budget by $(22,070). Several road rehabilitation projects were under spent as a result of tender pricing, scope revision and asphalt price adjustments. Several bridge projects came in over budget, however, most projects were on budget. One large bridge project was deferred due to timing of utility relocation and anticipated cost escalation. Expenditures were also under budget in preventative maintenance projects. Some initiatives and design projects were also not fully completed in 2014. These projects and initiatives (along with their funding from the Capital Reserve) have been carried forward into 2015 for completion. Several projects within the CWATS Program were completed above the original estimates due to scope revisions resulting in the unfavorable year end position. Co-ordination with the local municipalities and other agencies, weather considerations and approval process delays have necessitated the schedule adjustments. The Essex Windsor Regional Transportation Study was completed and adopted by County Council in the fall of 2005 and represents an extremely important planning document for the County to utilize in the future. This study identified a series of capacity improvement projects that will be required to maintain an acceptable level of service on the County Road Network in the future. Utilizing the study as a foundation, the County’s Capacity Program 2007 – 2020 was developed and is updated annually. This program now identifies the scope, value and timing of the required capacity improvement projects to be considered for undertaking between the current year and 2036. The early approval of the 2014 Rehabilitation Program provided positive tendering results as well as allowing for completion of work in advance of the onset of poor weather. In addition, it provided an opportunity to organize the work and schedule the contractors more efficiently. This allowed for a more sequential and timely completion of the multi-contract projects. This protocol will be followed again in adopting the 2015 Rehabilitation Program. The 2014 Rehabilitation Program consisted of 35 projects including 6 bridge projects, 19 road projects, and 10 culvert projects. Utility relocation and site preparation in support of the CR 22 Phase 5 work at CR 2 was undertaken as well as the construction of the new bridge over the Puce River. The 2014 CWATS program delivered several projects and initiatives in partnership with the local municipalities and various agencies. Further detail will be provided in the CWATS Status Report that will review the 2014 projects and candidates for 2015 construction. The Environmental Assessment and Preliminary Design for CR 19 from VIA Rail to Hwy #3 was completed as a joint management project with MTO funded under the LGWEM Initiative. The approval/clearance of the Environmental Study Report for the project was received in 2009. The project moved into the Preliminary Engineering and Detailed Design Phases which commenced in 2014 with a modified phasing approach to the construction scopes and sequencing. This program is referred to as the County Road 19/22 Advanced Construction Program. Funds were provided to undertake an Environmental Assessment on CR 42 in 2011. The scope of this project as originally envisioned changed with the development of a partnership with the City of Windsor and the Ministry of Transportation. The work includes a full
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Environmental Assessment for the CR 42 corridor from Walker Road to CR 25 and Environmental Assessment/Preliminary Design for the extension of Lauzon Parkway from E.C. Row Expressway to Highway 3. A consultant was selected and work commenced in 2011 administered by the MTO. The project will be completed in Winter 2015. A Roads Funding Mechanism study continued in 2014. The final report with recommendations is expected to be finalized in 2015 Proposed Budget – Current year
Proposed for 2015 is a net construction program totalling $17,931,430, an increase of $2,025,100 from prior year budget. This increase realizes the continued reduction in dependence on reserves to subsidize reconstruction projects; however some initiatives such as land for Right of Ways and the addition of several capacity improvement initiatives continue to be funded by reserves. Included for 2015 is an incremental increase of $600,000 to the annual Rehabilitation Program to move towards a targeted annual expenditure level. The Federal Gas Tax program provides $2,058,400 to the levy-supported rehabilitation program level of $6,852,250. To access the $2.0 million in Federal Gas Tax Funding the historic rehabilitation program of $5 million must be maintained. The 2015 Budget includes a new funding allocation from the Province. The Ontario Community Infrastructure Fund is providing $195,500 which will be utilized to support the Rehabilitation Program and is expected to be available through 2017. The existing inventory of roads, bridges and culverts is aging rapidly and the rate of deterioration is outpacing the rate at which rehabilitation is being undertaken. Some infrastructure rehabilitation is being deferred to a point in time when rehabilitation is no longer an option and more expensive full replacement is required. Current funding levels are considered the very minimum necessary to address the current deficiencies. Additional base funding will be necessary in the future if it is Council’s desire to improve the overall condition of the inventory. A rehabilitation program valued at $8,910,650 is proposed for 2015. This program will be presented for Council’s consideration in January 2015. Challenges are continuing to be presented related to the purchasing power of the program as the unit rates for rehabilitation work continue to escalate. As a result, the target level of expenditure will require monitoring and an upward adjustment is required in order to keep pace with the cost of rehabilitation and rate of deterioration experienced across the network. Based on current cost models and the condition rating of the pavements, culverts, and bridges the appropriate level of funding for the annual Rehabilitation Program is targeted at approximately $11M. In an effort to move towards this target funding level incrementally the 2015 Rehabilitation Program budget was increased by $600,000. The 2015 Rehabilitation Program totals $8,910,650, in part through the use of $2,058,400 in Federal Gas Tax Program Funding and the $600,000 incremental increase required to advance the program towards its target funding level. The recently approved Asset Management Plan identified a required average annual expenditure level of $11,200,000 over the next 25 years, at the current funding level this results in an annual rehabilitation funding gap in excess of $3,000,000. Opportunities to provide additional increases will be explored within future budget development. Included in the 2015 Budget are several large municipal drain projects in Amherstburg on CR 8, Tecumseh on CR 19, CR 34 and in Lakeshore on CR 34, CR 31. County Connecting Link
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projects are proposed on CR 20 in Amherstburg, CR 6 in LaSalle, CR 20 in Kingsville, CR 19 in Tecumseh, CR22/CR27 in Lakeshore, CR 34 in Leamington. Funding is also provided for capacity improvement projects on CR 22 and CR 19. County Council adopted the CWATS Master Plan in the fall of 2012 which included a strategic implementation plan. Current estimates suggest that the County portion of the CWATS initiative amounts to approximately $30 million. The 2015 CWATS expenditure level is proposed at $4,318,530 with recoveries from partners of $1,723,510. Included within the 2015 CWATS program is a base funding amount of $1,400,000, which includes a $100,000 increase to the initial annual allocation to continue funding this program over an estimated 20 year period. This funding level will be reviewed for future budgets upon the development and approval of a detailed implementation plan. Additional funding for 2015 is provided from the Rehabilitation Program and the CWATS Reserve to fund the Rehab Alignment Projects for 2015, however this strategy is not fully sustainable. Further detail will be provided in the 2015 CWATS Status Report in early 2015. In order to continue both the build of the core CWATS projects and the Rehab Alignment projects additional annual funding is required. In 2007, County Council approved a program for Rural Intersection Illumination that will provide a minimum of two intersection illumination projects per municipality per year. The locations are based on priorities established with the local municipalities. Funding for the program in the amount of $27,000 is provided in the 2015 Budget. The 2015 Budget continues to provide funding for an initiative to provide an Uninterrupted Power Supply (UPS) for the traffic signal system at high volume intersections. The UPS will allow for continuous operation of the traffic signals in the event of power failures. This will improve the operational safety of the intersection, eliminate the need for police presence and reduce the costs related to service calls. It is proposed to continue this program in 2015 and provide four installations estimated at $27,000 in total. The locations will be finalized following field review of the existing hardware and software. Included in the 2015 Budget is a project to complete the construction on CR 22 at the intersection of CR22/CR2. The improvements to CR 22 from Lakeshore Boulevard to Patillo Road were broken into five phases and the last of the five construction projects was undertaken in 2011. The project at the Puce River will be delivered in two Phases of construction with an estimated value of $14,500,000. Phase 5A was undertaken in 2013/2014 to expand the bridge structure and adjacent intersections estimated at $11,000,000. Phase 5B will follow in 2015 to complete the works to the east of the river joining up with the previously completed four lane expansion with an estimated value of $3,500,000. The Essex-Windsor Regional Transportation Study was completed in the fall of 2005 and has identified several large and complex capacity related projects. Further refinements were made under the County’s Capital Capacity Program 2009 – 2040. Environmental assessments will be commenced or continued for several corridors / intersections that are experiencing poor levels of service due to high traffic volumes and inadequate capacity. Work will continue in 2015 on Environmental Assessments and Engineering Assignments on CR 42, CR 22 and CR 19 that commenced previously. Additional Environmental Assessment work and pre engineering will be undertaken in 2015 on these and other corridors such as CR 20 between Kingsville and Leamington.
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Included in the 2015 Budget is a project to support the CR19/CR22 Advanced Construction Program which proposes to complete the detailed design for strategic improvements to the corridors targeted at improving existing traffic conditions. Funding in the amount of $6,000,000 is provided to acquire property and undertake several intersection improvements as part of the advanced program. Detailed design for CR 22 Phase 6A will commence for the expansion east of Puce. The funding proposed for 2015 in the amount of $607,000 will allow the detailed design to be completed and allow for the initial stages of property acquisition. Full funding has not been included to allow for the property purchasing as the magnitude and timing of the acquisition has not been fully identified. If acquisitions are required in 2015 funding scenarios will be developed and presented to County Council for approval. In 2012, work on a joint program with the City of Windsor and the Ministry of Transportation commenced on an Environmental Assessment for the CR 42 corridor from Walker Road to CR 25, Environmental Assessment and Preliminary Design for the new Lauzon Parkway Extension from E.C.Row Expressway to Highway 3 and Secondary Plan / Environmental Assessments in the Sandwich South Employment Lands within the City of Windsor. This is a Total Project Management assignment managed through the MTO’s Windsor Border Improvement Implementation Group. The County, City and MTO are co-proponents of the Study as per the applicable highway jurisdictions. This project is expected to be finalized in Winter 2015. Minor property acquisitions are being budgeted at $5,000 (funded by Capital reserve) for projects related to the operational improvement on County Roads. These are anticipated to be minor land acquisitions not reflective of the full project based requirements. The larger scale property acquisitions are projected at $450,000, funded from Infrastructure Expansion allocations. In addition, funding for property acquisition for the intersection expansion of CR 42 / CR 43 is included at $565,000. An update to the existing traffic count data will be conducted on the high volume roads in areas experiencing current growth. The biannual Bridge and Culvert Condition survey was originally conducted in 2011 utilizing internal resources. The data collected was used to review and update the bridge/culvert rehabilitation program, as well as populate the MDW database. The data was shared with OGRA to assist in their efforts to secure long term sustainable infrastructure funding for municipalities. Updates to the inspections and documentation are required every two years and work to complete these tasks for the bridges and culverts will be done in 2015. A new initiative is included to develop a Regional Transportation Corridor Management and Design Manual. This document will be utilized as reference in the preparation of Class EA’s, master plans, development proposals, land use plans etc. It will further provide consistency regarding guiding principles, development and application of best practices for management of the County Road Network. A technical section will present design guidelines and standards for use in construction contracts. The final document will also set the foundation and context for the next update to the Essex Windsor Regional Transportation Master Plan. Equipment and software purchases include replacement of 2 computers and workstations. The current AutoCAD suite of software and Microsoft Office are also proposed to be updated this year, as well as the purchase of a software package to assist in transportation modelling and forecasting. Maintenance costs for existing software packages are also included in the estimates.
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Included for 2015 is the update of the Department’s Microsoft Office Suite, CWATS website operational/support expenses and the development of an electronic permitting system.
145 of 408 Construction - Roads and Bridges
Category Account Description 2014 2014 2015 Number Budget Projection Budget (restated) (unaudited)
Roadway Expansion 13107-454 CR 22 - Phase 5A (Puce Bridge) 6,000,000 2,200,000 500,000 Roadway Expansion 13107-545 CR 22 - Phase 5B (Puce Bridge) - Part 2 3,000,000 500,000 3,500,000 Roadway Expansion 13106-3826 Land for Right-of-Way - Major 450,000 87,790 450,000 Roadway Expansion 13107-xxx CR 42/CR 43 Property 0 0 565,000 Roadway Expansion 13107-458 CR 20 - (KV CCL) - Improvement 50,000 0 0 Roadway Expansion 13107-455 CR 23 / 46 Intersection Improvement 120,000 0 120,000 Roadway Expansion 13107-460 CR 19 (TEC CCL) 357,600 357,600 0 Roadway Expansion 13107-456 CR 6 (LA CCL) 300,000 0 300,000 Roadway Expansion 13107-386 CR 42 EA - COW to CR 25 / Lauzon Pkwy 300,000 300,000 0 Roadway Expansion 13107-390 CR 22 / CR19 Detailed Design 484,240 178,500 307,000 Roadway Expansion 13107-367 CR 22/27 (LS CCL) (Notre Dame -2) 400,000 64,770 0 Roadway Expansion 13107-543 CR 22/27 (LS CCL) (Notre Dame -3) 350,000 370,780 50,000 Roadway Expansion 13107-468 CR 29 (KV CCL) 200,000 150,600 0 Roadway Expansion 13107-469 CR 23 (SX CCL) 150,000 150,000 0 Roadway Expansion 13107-544 CR 34 (LEA CCL) 150,000 0 230,000 Roadway Expansion 13107-xxx CR 20 - (KV CCL) 0 0 400,000 Roadway Expansion 13107-xxx CR 22/CR 19 - Interim Improvements - Phase 1 (TEC/LS) 0 0 6,000,000 Roadway Expansion 13107-xxx CR 22 Detailed Design - CR25 to IC Roy (LS) 0 0 300,000 Roadway Expansion 13107-xxx CR 20 - Environmental Assessment (KV/LEA) 0 0 250,000 Roadway Expansion Category Total 12,311,840 4,360,040 12,972,000
2015 Rehab Program Category Total 0 0 8,910,650
Road Reconstruction 13107-305 Rural Intersection Illumination (annual) 27,000 27,010 27,000 Road Reconstruction 13107-306 Signal Upgrades UPS 27,000 33,020 27,000 Road Reconstruction Category Total 54,000 60,030 54,000
Resurfacing 13107-401 CR 20 - Mill & Pave - Lowes Sdrd to CR 16 (AB - CCL) 350,000 350,000 150,000 Resurfacing 13107-528 CR 8/CR 11 Intersecton -Pavement Rehabilitation -TEC/SX/AB 115,000 107,200 0 Resurfacing 13107-529 CR 8/CR 9 Intersection - Pavement Rehabilitation - LS/TEC/AB 90,000 110,320 0 Resurfacing 13107-530 CR 9 - Pavement Rehabilitation CR 18 to Alma St - AB 775,000 708,830 0 Resurfacing 13107-531 CR 2 - Pavement Rehabilitation CR 31 to Rochester Twln - LA 440,000 409,240 0 Resurfacing 13107-532 CR 7 - Recycling and Resurfacing Laurier Pkwy to CR 9 - LS 584,000 611,670 0 Resurfacing 13107-533 CR 13 - Pavement Rehabilitation 100m N. of Kael to Gore Rd. SX 260,000 294,050 0 Resurfacing 13107-534 CR 14 - Recycling and Resurfacing CR 31 to Graham Sdrd - LEA 642,000 659,720 0 Resurfacing 13107-535 CR 15 - Pavement Rehabilitation CR 12 to CR 18 - SX 169,000 192,960 0 Resurfacing 13107-536 CR 20 - Recycling and Resurfacing CR 33 to Erie St (LEA-CCL) 180,000 200,340 0 Resurfacing 13107-537 CR 23 - Recycling and Resurfacing Hwy 3 to CR 34 - SX 260,000 280,320 0 Resurfacing 13107-538 CR 25 - Recycling and Resurfacing CR 22 to CR 42 - LS 339,000 331,710 0 Resurfacing 13107-539 CR 27 - Recycle & Resurface 500m N. of CR46 to S.Woodslee - LS 407,000 355,120 0 Resurfacing 13107-540 CR 34 - Recycle & Resurface - CR 37 to CR 1 (West half) - LEA 400,000 342,590 0 Resurfacing 13107-541 CR 34 - Recycle & Resurface - Malden Rd. to CR27 (West half) - KV 339,000 340,500 0 Resurfacing 13107-542 CR 50 - Pavement Rehabilitation CR 41 to CR 13 - SX 127,000 144,940 0 Resurfacing Category Total 5,477,000 5,439,510 150,000
Bridges & Drainage 13107-504 Various - Ditching & Additional Shoulders 110,400 100,000 0 Bridges & Drainage 13107-509 Various - Pavement Preservation 275,000 244,890 0 Bridges & Drainage 13107-510 Various - Bridge Preservation / Deck Patch 115,000 30,760 79,240 Bridges & Drainage 13107-511 Various - Culvert Preservation / Deck Patch 100,000 24,650 70,760 Bridges & Drainage 13107-512 Various - Mid-Size Culvert Replacement 115,000 31,020 0 Bridges & Drainage 13107-513 Various - Guiderail Replacement / Upgrades 75,000 57,000 0 Bridges & Drainage 13107-514 Various - Rail Crossing Improvement - former Caso Line - LS 150,000 88,820 61,180 Bridges & Drainage 13107-482 CR 8 - Bridge at Belle River (B-08-31) - D&A - KV/LA 10,000 10,000 0 Bridges & Drainage 13107-483 CR 18 - Bridge at Big Creek (B-18-02) - D&A - AB 10,000 23,940 0 Bridges & Drainage 13107-484 CR 31 - Culvert at Ruscom River (C31-210) - D&A - KV/LEA 10,000 16,870 0 Bridges & Drainage 13107-485 CR 43 - Culvert at Sullivan Creek (C-43-045) - D&A - TEC 8,000 8,000 0 Bridges & Drainage 13107-489 CR 42 - Bridge at Moison Creek (B-42-24) - LA 6,500 6,500 0 Bridges & Drainage 13107-490 CR 43 - Culvert at Gzowski Drain (C-43-061) - TEC 0 10,350 0 Bridges & Drainage 13107-515 CR 2 - Bridge at Big Creek (B-02-33) - D&A - LA 40,000 55,000 0
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Category Account Description 2014 2014 2015 Number Budget Projection Budget (restated) (unaudited)
Bridges & Drainage 13107-516 CR 8 - Bridge at Silver Creek (B-08-39) - D&A - LS/LEA 40,000 40,000 0 Bridges & Drainage 13107-517 CR 11 - Bridge at Sucker Creek (B-11-11) - D&A - AB/SX 40,000 40,000 0 Bridges & Drainage 13107-518 CR 34 - Culvert at Lebo Creek (C-34-406) - D&A - LEA 35,000 45,000 0 Bridges & Drainage 13107-519 CR 42 - Culvert at 6-7 Sideroad Drain (C-42-293) - D&A - LA 30,000 36,590 0 Bridges & Drainage 13107-520 CR 46 - Culvert at Gzowski Drain (C-46-055) - D&A - TEC 30,000 30,000 0 Bridges & Drainage 13107-522 CR 18 - Bridge at Big Creek (B-18-02) - AB 335,000 370,960 0 Bridges & Drainage 13107-523 CR 14 - Culvert at Graham Sdrd Drain (C-14-036) - KV 125,000 187,980 0 Bridges & Drainage 13107-524 CR 14 - Culvert at Orton Drain (C-14-027) - KV 324,000 22,640 425,000 Bridges & Drainage 13107-525 CR 25 - Culvert at Chauvin-Blanchette D&W - LA 105,000 76,150 0 Bridges & Drainage 13107-526 CR 31 - Culvert at Ruscom River (C31-210) - KV/LEA 380,000 399,700 0 Bridges & Drainage 13107-527 CR 43 - Culvert at Sullivan Creek (C-43-045) - TEC 475,000 413,660 0 Bridges & Drainage Category Total 2,943,900 2,370,480 636,180
Municipal Drain 13107-426 CR 19 - ETL Drain (TEC) 312,000 0 312,000 Municipal Drain 13107-472 CR 34 - Malden Rd West Drain (TEC) 78,390 0 90,000 Municipal Drain 13107-546 CR 8 - North Townline Drain (AB) 81,000 0 90,740 Municipal Drain 13107-547 CR 37 - Mellow Drain (LS) 101,340 101,500 0 Municipal Drain 13107-548 CR 31 - Ruscom River Outlet No. 1 - 9 384,000 68,000 316,000 Municipal Drain 13107-xxx CR 34 - N Talbot Rd Dr Enclosure (LS) 0 0 100,000 Municipal Drain Category Total 956,730 169,500 908,740
Misc. Project 13106-3806 Land for Right-of-Way - Minor 4,620 12,210 5,000 Misc. Project 13106-3896 Capital Financing - Walker Road 221,390 221,390 0 Misc. Project 13107-259 Roads Funding Study - Phase 2 45,740 45,740 0 Misc. Project 13107-xxx Regional Transportation Corridor Mgmt & Design Manual 0 0 235,000 Misc. Project 13107-261 Environmental Assessment / Engineering- County Roads 25,000 2,500 25,000 Misc. Project 13107-388 SMP Update / SVAA 15,000 0 15,000 Misc. Project 13107-389 MDW Data Conversion 10,000 0 10,000 Misc. Project 13106-3372 Traffic Count Update 45,000 20 45,000 Misc. Project 13107-474 ERCA IDF 10,000 10,000 0 Misc. Project 13107-507 CR 21 - Via Rail Pedestrian Crossing at CR 21 (LS) 115,540 0 125,000 Misc. Project Category Total 492,290 291,860 460,000
Expenditures Category Total 22,235,760 12,691,420 24,091,570
Recoveries 131066404 Federal Gas Tax Program (net) (2,058,400) (2,116,290) (2,058,400) Recoveries 131066363 Ontario Communities Infrastructure Fund 0 0 (195,500) Recoveries 13107-xxx CR 21 - Via Rail Pedestrian Crossing at CR 21 (LS) (115,540) 0 (125,000) Recoveries Category Total (2,173,940) (2,116,290) (2,378,900)
Contributions to (from) 13106-6801 Roadway Expansion Reserve (3,371,630) 5,389,900 ( 2,808,700) Contributions to (from) 13106-xxxx Capital Reserve - Prior year projects,carried over (net) (399,120) 86,340 (667,540) Contributions to (from) 13106-6801 Rate Stabilization Reserve - Various Studies (384,740) (266,290) (305,000) Contributions to (from) Category Total (4,155,490) 5,209,950 (3,781,240)
Total County Responsibility 15,906,330 15,785,080 17,931,430
147 of 408 Construction - County Wide Active Transportation System (CWATS)
Category Account Description 2014 2014 2015 Number Budget Projection Budget (restated) (unaudited)
Expenditure 13107-800 County-Wide Active Transportation Infrastructure 288,030 288,030 2,623,510 Expenditure 13107-xxx 2015 CWATS / Rehabilitation Alignment Projects 0 0 975,000 Expenditure 13107-xxx CWATS - Contracted Services 0 0 50,000 Expenditure 13107-801 Municipal Partnership Program 100,000 171,410 100,000 Expenditure 13107-802 WECHU / Go For Health - Outreach & Monitoring Prog 25,000 26,170 50,000 Expenditure 13107-803 Consulting Services 10,000 18,350 50,000 Expenditure 13107-804 Trans Canada Connection Plan 18,970 526,880 25,000 Expenditure 13107-805 County of Essex Website 0 17,500 20,000 Expenditure 13107-806 Signage (Leam-14 to 28, COE-13 to 15) - LEA 34,750 35,500 0 Expenditure 13107-807 Signage (Las-2, 4 to 6, 14, and 15) - LS 10,000 10,000 0 PPS - CR 50 Dunn Rd. to Walnut Ln, CR 13 to Island View Dr Expenditure 13107-808 110,000 104,330 0 (partial) - SX (Ess-11) Expenditure 13107-809 PPS - CR 34 Malden Rd. to Mun #344 - KV (Kings-1) 286,000 307,370 0 Expenditure 13107-810 FDS - CR 50- 90m of S. Sycamore Ave to Cull Dr.- KV (Kings-9) 52,800 52,800 0 Expenditure 13107-811 FDS - CR 20 Dimenna Dr. to CR 31 - KV (Kings-13B) 49,820 49,820 0 Expenditure 13107-812 MUT - CR 7 Laurier Pkwy to Broderick - LS (Las-2,4,5) 407,000 278,820 0 Expenditure 13107-813 PPS - CR 25 from CR 22 to CR 42 - LA (Lake-37) 286,000 302,990 0 Expenditure 13107-814 CT - CR 50 Dunn Rd to CR 13 (partial) - SX (Ess-11) 392,400 473,500 0 Expenditure 13107-815 MUT - CR 6 Malden Rd to Tenth - LS (Las-6) 425,000 0 425,000 Expenditure 13107-816 FDS - CR 20 from CR 31 to Sherk Dr. - LEA (Leam-11-a,b,c) 57,420 17,750 0 Expenditure 13107-817 PPS - CR 34 CR 37 to CR 1 (west side) - LEA (Leam-3) 286,960 337,350 0 Expenditure 13107-818 PPS - CR 2 from Ruscom River to CR 31 - LA (Lake-5, 6) 290,110 338,020 0 Expenditure 13107-819 PPS - CR 13- 100m N of Kael Ct to Dunn Rd - SX (Ess-8,10) 189,990 186,540 0 Expenditure Category Total 3,320,250 3,543,130 4,318,510
Recoveries 13107-804 Trans Canada Connection Plan Recovery 0 (526,880) 0 PPS - CR 50 Dunn Rd. to Walnut Ln, CR 13 to Island View Dr Recoveries 13107-808 (66,000) (62,970) 0 (partial) - SX (Ess-11) Recoveries 13107-810 FDS - CR 50- 90m of S. Sycamore Ave to Cull Dr. - KV (Kings-9) (31,680) (31,680) 0 Recoveries 13107-811 FDS - CR 20 Dimenna Dr. to CR 31 - KV (Kings-13B) (29,890) (29,890) 0 Recoveries 13107-812 MUT - CR 7 Laurier Pkwy to Broderick - LS (Las-2,4,5) (79,200) 0 0 Recoveries 13107-813 PPS - CR 25 from CR 22 to CR 42 - LA (Lake-37) (171,600) (171,600) 0 Recoveries 13107-814 CT - CR 50 Dunn Rd to CR 13 (partial) - SX (Ess-11) 0 (221,240) 0 Recoveries 13107-815 MUT - CR 6 Malden Rd to Tenth - LS (Las-6) 0 0 (255,000) Recoveries 13107-816 FDS - CR 20 from CR 31 to Sherk Dr. - LEA (Leam-11-a,b,c) 0 (10,650) 0 Recoveries 13107-818 PPS - CR 2 from Ruscom River to CR 31 - LA (Lake-5, 6) (107,070) (107,070) 0 Recoveries 13107-819 PPS - CR 13- 100m N of Kael Ct to Dunn Rd - SX (Ess-8,10) (109,990) (72,000) 0 Recoveries 13107-xxx 2015 CWATS Project Recovery 0 0 (1,468,510) Recoveries Category Total (595,430) (1,233,980) (1,723,510)
Contrib from 13107-xxx CWATS Reserve (1,174,820) (626,310) (770,000) Contrib from Category Total (1,174,820) (626,310) (770,000)
Total County Responsibility 1,550,000 1,682,840 1,825,000
148 of 408 Construction - Administration and Overhead Category Account Description 2014 2014 2015 Number Budget Projection Budget (restated) (unaudited)
Salaries / Wages 131061101 Full Time - Salaried 848,700 857,280 871,100 Salaries / Wages 131061105 Students 17,800 16,380 18,000 Salaries / Wages Category Total 866,500 873,660 889,100
Benefits 131061201 Employment Insurance 14,450 14,450 15,520 Benefits 131061202 Canada Pension Plan 29,550 29,550 31,330 Benefits 131061203 O.M.E.R.S. 86,730 86,270 87,790 Benefits 131061204 Employer's Health Tax 16,900 16,400 17,340 Benefits 131061205 Health Insurance 70,200 70,320 74,200 Benefits 131061206 Group Insurance 5,170 5,280 5,870 Benefits 131061207 Disability Insurance 12,160 12,240 12,410 Benefits 131061208 W.S.I.B. 18,120 18,120 18,710 Benefits Category Total 253,280 252,630 263,170
Staff Expense 131063001 Mileage 1,000 1,000 1,000 Staff Expense 131063002 Training 3,000 3,000 3,000 Staff Expense 131063003 Workshops & Seminars 10,000 10,000 10,000 Staff Expense 131063004 Meetings 500 830 500 Staff Expense 131063005 Association Membership Fees 6,100 6,050 6,100 Staff Expense 131063006 Clothing Allowance 1,800 1,800 1,800 Staff Expense 131063098 Other 500 500 500 Staff Expense Category Total 22,900 23,180 22,900
Office Expense 131063101 Telephone 8,000 7,200 9,020 Office Expense 131063102 Postage 600 600 600 Office Expense 131063103 Office Supplies 1,800 1,800 1,800 Office Expense 131063104 Computer Supplies 1,000 1,000 1,000 Office Expense 131063105 Prints, Plans & Subscriptions 1,500 1,500 1,500 Office Expense 131063106 Copier Charges 1,500 1,930 1,500 Office Expense 131063107 Fax 900 620 900 Office Expense 131063108 Advertisements 3,500 3,670 3,500 Office Expense 131063110 Printing - Internal 1,500 1,500 1,500 Office Expense 131063608 Engineering Supplies 2,000 2,000 2,000 Office Expense 131063198 Other 750 750 750 Office Expense Category Total 23,050 22,570 24,070
Purchased Service 131063301 Legal Fees 5,000 9,170 5,000 Purchased Service 131063371 Culvert Condition Survey 500 500 500 Purchased Service 131063370 Bridge Condition Survey 500 500 500 Purchased Service 131063303 Consultant Engineering Services 5,000 5,000 5,000 Purchased Service Category Total 11,000 15,170 11,000
149 of 408 Construction - Administration and Overhead Category Account Description 2014 2014 2015 Number Budget Projection Budget (restated) (unaudited)
Capital 131063801 Equipment & Software Purchases 15,300 15,300 16,000 Capital 131063801 E-Permits Application 0 0 32,500 Capital Category Total 15,300 15,300 48,500
Expenditures Category Total 1,192,030 1,202,510 1,258,740
Contribution from 131066801 Rate Stabilization Reserve 0 0 (32,500) Contribution from Category Total 0 0 (32,500)
Total County Responsibility 1,192,030 1,202,510 1,226,240
150 of 408 Transportation Services – County Maintenance
Service Description
Essex County Highway staff, complemented by various specialty contractors throughout the year, perform the maintenance of County roads, bridges and related infrastructure. Specialty areas of responsibility include design, construction and installation of roadway signage, pavement markings and traffic signal maintenance and facility maintenance. The Maintenance Office of Essex County Highways provides for the supervisory and clerical functions associated with the maintenance of the County Road System. The compilation of daily maintenance activity records provides the means for cost control and statistical analysis. The 2015 Budget provides an expenditure level of $13,318,880 for the Maintenance Program, inclusive of equipment expenditures. Staffing Chart
2012 2013 2014 2014 2015 Staffing 2012 2013 2014 2015 Actual Actual Budget Actual Budget ($000) ($000) ($000) ($000) ($000) Full-Time 6 6 6 6 498 484 524 548 533 (mtce. office) Full-Time 30 30 32 32 1,766 1,803 1,887 1,921 1,937 (mtce. crew) Students 7 7 7 8 79 83 99 86 114 (mtce. crew) Total 43 43 45 46 2,343 2,370 2,510 2,555 2,584
Prior Year Performance
The 2014 actual expenditures for the maintenance operations (including administrative costs) are anticipated to be over budget by $575,200 mainly due to Winter Control activities. This was offset by a Council approved $500,000 contribution from the Rate Stabilization Reserve. The budgets established for numerous maintenance activities have historically not been adequate in addressing the demand for the service. The level of service required is dependent on issues such as emergency repairs, legislative requirements, increased lane kilometres and severity of weather. As a result, the level of expenditures has exceeded the budget amounts year over year in several programs. Winter Control expenditures were significantly above the 2014 budget ($669,520). The early winter period experienced a significant increase in the frequency of small snow events with several large events. The spring period expenditures were aligned with the five year average however numerous full rollouts were required to address the smaller events. The cold and extreme conditions also required significant amounts of road patching operations. The months of November and December were unseasonably mild, resulting in approximately four additional weeks of summer maintenance. This extended period of summer based activities
151 of 408 Transportation Services – County Maintenance resulted in over expenditures in several activities, specifically, roadside mowing and grading shoulders. The line painting and railroad signal maintenance program expenditures were managed to mitigate some of the other program budget overruns. Proposed Budget – Current year
The County of Essex has been aggressively improving its road network through numerous capacity improvements programs and projects. These projects have significantly increased the amount of lane kilometres that the County must maintain as well as adding new traffic control signal installations. These projects have also created additional turn lanes, longer tapers and urbanized sections on high volume, high maintenance classified roads. The additional pavements have resulted in increased maintenance demands and costs. This trend will continue as additional projects are completed and made operational. Included in the annual maintenance program is a funding allocation for assessments made under the Municipal Drain Act. These Municipal Drain projects are managed and undertaken by the local municipalities and the County is assessed as the Road Authority for lands being serviced by these drains. The last several years have experienced increasing assessments which have surpassed the annual budget allocation. The increase in number and complexity of drainage projects is likely a result of the impacts of climate change. The frequency of rainfall events as well as their severity and amounts of rainfall produced are increasing. To address these over expenditures large drainage projects which have been identified during the budget preparation cycle have been established as standalone projects and funded from reserves. This approach is not fully sustainable and several large projects have been brought forward post budget resulting in significant budget shortfalls. The majority of programs for 2015 are established at similar levels to 2014. The 2015 Budget also includes adjustments to several programs to more appropriately reflect actual program demands. Winter Control budget was maintained at the 2014 level of $3,000,000. The joint maintenance on CR 1 the Chatham – Kent boundary road the budget was increased to reflect historic level of expenditure. These adjustments together result in an overall increase to the Maintenance Program of approximately $50,000 Deck, expansion joint and railing repairs are planned for 5 bridges in 2015. Estimates for mowing and spraying, brushing and tree trimming / removal, debris pick-up and washouts are based on the 5-year average of actual expenditures. The lifecycle of road paint, particularly special markings at intersections such as stop bars and turn arrows, has been problematic since the industry wide switch to water based paints several years ago. In 2007, the County purchased the equipment and materials to install “durable paint markings” to extend the life of these installations. The material is more expensive but frequency of repainting is reduced. In 2015, it is proposed to continue and expand this initiative. Another initiative commenced in 2007 was to expand the amount of white edge lines provided on the high volume County Roads. These continuous edge lines historically had only been provided at locations such as curves, bridges or intersections. Operational safety of the road can be improved with the provision of the edge lines even on straight flat sections of roads. In 2015, the program to provide additional lines will continue. The sign program continues to experience pressures with programs such as the Share the Road, Water Front Regeneration and CWATS initiatives and expected increase in general
152 of 408 Transportation Services – County Maintenance
signage activity. The budget for 2015 has been increased by $30,000 to accommodate the increased maintenance of signs and pavement markings in support of the new CWATS facilities. Future budget adjustments will most likely be required in other maintenance tasks such as winter control, pavement patching and sweeping in order to properly maintain these active transportation facilities. Salary adjustments (including the addition of one summer student) and inflationary pressures are also impacting Maintenance Administration and Overhead. Anticipated year over year savings in insurance premiums have been reallocated to address the increasing cost of insurance deductibles. Equipment and software purchases include the replacement of 3 computers, updating of Sign Shop software and acquisition of computer software for use in engine diagnostics. Software will also be acquired in support of the Traffic Signal systems for diagnostics and programming as well as the fleet/fuel management systems. It is proposed to acquire and electronic Road Patrol software system to aide in maintaining compliance with the Minimum Maintenance Standards set out in the Highway Traffic Act. In the Fall of 2013, County Council approved the transition for maintenance of the Traffic Control System from an external contracted service delivery methodology to an internal service. The transition is intended to significantly improve the service levels, quality of work, improve adherence to regulations, provide improved scheduling and response times and realize costs savings through co-ordinated repair and preventative maintenance activities. It is further intended to extend these services to the local municipalities to assist with the management of their systems.
153 of 408 County Maintenance - Roads, Bridges and CWATS
Category Account Description 2014 2014 2015 Number Budget Projection Budget (restated) (unaudited)
Bridge & Culverts 13101-01 Bridge Repair 30,000 30,000 30,000 Bridge & Culverts 13101-27 Culvert Repair 150,000 150,000 150,000 Bridge & Culverts Category Total 180,000 180,000 180,000
Roadside Maintenance 13101-02 Mowing 100,000 108,100 100,000 Roadside Maintenance 13101-28 Spraying 35,000 35,000 35,000 Roadside Maintenance 13101-03 Brush - Tree Trim Removal 35,000 37,990 35,000 Roadside Maintenance 13101-04 Ditching 150,000 150,000 150,000 Roadside Maintenance 13101-05 Catch Basin, Drains, Curb, Gutter 125,000 125,000 125,000 Roadside Maintenance 13101-06 / 29 Fencing & Debris Pick-up 25,000 25,000 25,000 Roadside Maintenance Category Total 470,000 481,090 470,000
Pavement Maintenance 13101-07/08 Patch - Asphalt, Surface Treatment 450,000 450,000 450,000 Pavement Maintenance 13101-09 Sweeping, Cleaning 30,000 30,000 30,000 Pavement Maintenance 13101-10 Base Repairs 60,000 60,000 60,000 Pavement Maintenance 13101-11 Shouldering 430,000 430,000 430,000 Pavement Maintenance 13101-12 Grading Shoulders 80,000 101,180 80,000 Pavement Maintenance 13101-13 Washouts, Mail Boxes, Other 10,000 10,000 10,000 Pavement Maintenance 13101-14 Surface Treatment/Crack Filling by Contract 100,000 101,580 100,000 Pavement Maintenance Category Total 1,160,000 1,182,760 1,160,000
Winter Control 13101-15 Snow Plowing & Salting 2,140,000 3,136,550 2,620,000 Winter Control 13101-XX Rate Stabilization 1x Winter Control 500,000 320,000 0 Winter Control 13101-17 Snow Fence, Drainage, Spring Clean 15,000 21,290 15,000 Winter Control 13101-18 Night Crew and Equipment Standby 325,000 148,760 325,000 Winter Control 13101-25 Road Patrol 20,000 42,920 40,000 Winter Control Category Total 3,000,000 3,669,520 3,000,000
Safety Devices 13101-19 Lane Line Marking 375,000 306,780 375,000 Safety Devices 13101-XX CWATS Signs / Lane Line Marking 0 0 30,000 Safety Devices 13101-20 Traffic Signal Maintenance 334,570 334,570 334,570 Safety Devices 13101-21 Signs, Traffic Count 215,000 215,000 215,000 Safety Devices 13101-22 Railroad Signal Maintenance 70,000 50,700 70,000 Safety Devices 13101-23 Guiderails & Posts 25,000 25,000 25,000 Safety Devices Category Total 1,019,570 932,050 1,049,570
Drainage 13101-24 Total - Drainage Assessment 350,000 256,970 350,000
Other Maintenance 13101-26 Total - Essex / Kent Boundary Roads 35,000 55,000 55,000
Expenditures Category Total 6,214,570 6,757,390 6,264,570
Contribution from 13102-6801 Rate Stabilization Reserve 0 (500,000) 0
Total County Responsibility 6,214,570 6,257,390 6,264,570
154 of 408 County Maintenance - Administration and Overhead
Category Account Description 2014 2014 2015 Number Budget Projection Budget (restated) (unaudited)
Salaries / Wages 131021101 Full Time Salaries and Office 524,300 548,200 532,600 Salaries / Wages 131021103 Full Time Hourly - Teamsters 1,887,300 1,920,900 1,936,700 Salaries / Wages 131021105 Students - Teamsters 98,700 85,510 114,300 Salaries / Wages Category Total 2,510,300 2,554,610 2,583,600
Benefits 131021201 Employment Insurance 47,230 48,240 49,110 Benefits 131021202 Canada Pension Plan 96,730 97,480 99,750 Benefits 131021203 O.M.E.R.S. 215,360 212,640 221,300 Benefits 131021204 Employer's Health Tax 48,960 48,750 50,390 Benefits 131021205 Health Insurance 252,760 247,800 294,980 Benefits 131021206 Group Insurance 15,750 19,480 16,190 Benefits 131021207 Disability Insurance 32,100 39,150 34,730 Benefits 131021208 W.S.I.B. 55,140 55,080 56,560 Benefits Category Total 764,030 768,620 823,010
Staff Expense 131023001 Mileage 2,000 2,000 2,000 Staff Expense 131023002 Training 10,000 10,000 10,000 Staff Expense 131023003 Workshops & Seminars 3,500 3,500 3,500 Staff Expense 131023004 Meetings 500 500 500 Staff Expense 131023005 Memberships 750 1,870 1,400 Staff Expense 131023006 Clothing & Safety Supplies 22,000 28,680 25,000 Staff Expense 131023629 Health and Safety 500 500 500 Staff Expense 131023098 Other 1,000 1,690 1,000 Staff Expense Category Total 40,250 48,740 43,900
Office Expense 131023101 Telephone 15,090 13,500 14,000 Office Expense 131023103 Office Supplies 2,000 2,000 2,000 Office Expense 131023203 Copier Lease / Maintenance 2,500 1,000 2,500 Office Expense 131023130 Communication Services 7,400 5,300 7,400 Office Expense 131023198 Other 500 500 500 Office Expense Category Total 27,490 22,300 26,400
Equip & Building 131023220 Tool and Tool Repairs 10,000 13,290 13,000 Equip & Building 131023221 Radio Communications Maintenance 64,000 64,000 64,000 Equip & Building 131023405 Janitorial Supplies 3,500 3,500 3,500 Equip & Building 131023431-36 Building - Repairs and Maintenance 47,500 48,850 47,500 Equip & Building Category Total 125,000 129,640 128,000
Purchased Service 131023390 Total - Employee Assistance Prog 1,500 1,500 1,500
Occupancy 131023401 Insurance 517,470 495,990 486,800 Occupancy 131023490 Insurance Deductibles 75,000 95,750 105,700 Occupancy 131023403 Utilities 85,000 78,000 85,000 Occupancy Category Total 677,470 669,740 677,500
155 of 408 County Maintenance - Administration and Overhead
Category Account Description 2014 2014 2015 Number Budget Projection Budget (restated) (unaudited)
Operations 131023117 Answering & Security Service 3,500 3,550 3,500 Operations 131023222 AVL / GPS Operational Costs 26,000 6,000 25,000 Operations 131023698 Other 500 740 500 Operations Category Total 30,000 10,290 29,000
Capital 131023801 Equipment & Software Purchases 15,300 15,870 15,300 Capital 131023801 Road Patrol Software 0 0 22,500 Capital 131023801 Radio System 2,500 2,500 2,500 Capital Category Total 17,800 18,370 40,300
Labour Allocation 131023699 Total - Union Employees (1,605,880) (1,600,880) (1,686,170)
Expenditures Category Total 2,587,960 2,622,930 2,667,040
Recoveries Category Total - Misc Recoveries 0 (2,590) 0
Contribution from 131066801 Rate Stabilization Reserve 0 0 (22,500)
Total County Responsibility 2,587,960 2,620,340 2,644,540
156 of 408 Transportation Services – Equipment Expense
Service Description
The operation and replacement, when necessary, of the roads maintenance equipment is funded in part by revenues generated by the hourly rental rates at which equipment use is charged to activities. The difference between the rates and the actual operating expense is intended to generate a surplus which is meant to address amortization and accumulate in an equipment reserve to be used to fund replacements. Prior Year Performance
In total, net equipment expenditures are projected to be under budget by $28,770 resulting from higher than anticipated utilization resulting from Winter Control operations. The 2014 budget included the replacement of a tandem dump truck, a tractor and mower, highway sweeper truck and two pickup trucks. The tandem was fully winter control outfitted with a front and wing plow as well as a slide in prewet/spreader units. The outfitting of a van for the Signals Operations was undertaken and a new bucket truck was also acquired for Signal Operations. The tendering resulted in savings over the original budget for most of the equipment. The Yard Rationalization Study was completed in 2008 and recommended the redevelopment of the West End Depot and the activation of the Harrow Yard in support of Winter Control operations. The replacement of the existing salt dome at the Harrow Yard was completed in 2009 and placed into operation for Winter 2010. Funds were also provided in the 2012 Budget for land acquisition and related to the redevelopment of the West End Depot. Preliminary work on siting the new depot and land acquisition commenced in 2011 and a site was identified as meeting the County’s requirements and negotiations to acquire the property were expected to be completed in late 2012. Upon completion of the environmental screening and field testing of the site the County chose to not complete the sale and begin a new search process. Another site has been identified and work continues to finalize the purchase agreement. It is expected that the County will take possession of the lands in January 2015 and funds are carried forward for project completion in 2015. In 2014, under the Facilities Renewal Program, several initiatives were undertaken including the repair of the heating/cooling systems at the West Pike Depot, the demolition of the house and gate installations at the Maintenance Depot. Environmental mitigation work at the Tilbury North Depot was deferred from 2013 and completed in 2014. Several projects were deferred from 2014 and will be undertaken in 2015 including lighting upgrades at West Pike Depot and interior renovations at the Maintenance Depot. Proceeds from the sale of surplus equipment are transferred into the Capital Reserve to offset the funding shortfall caused by the difference between amortized equipment value and replacement value. In 2014, the revenue from the sale of surplus equipment was slightly higher than the original estimates.
157 of 408 Transportation Services – Equipment Expense
Proposed Budget – Current year
Equipment and facility expenses are estimated to exceed recoveries by $886,580. Included in the estimates is the replacement of several pieces of equipment that have reached the end of their life cycle (all significant purchases funded by contributions from the capital reserve). These include the replacement of a compact tractor, two tandem dump trucks, a 1.5 ton dump truck and two pickups. New purchases include a preowned bucket truck in support of the Traffic Control Signals Operations funded by contributions from capital reserves. The tandems to be replaced are a 2005 model year with 199,245 km and 6,496 hours of service, a 2006 model year with 216,910 km and 6,586 hours of service. The replacement units will be fully outfitted for Winter Control Operations with front and wing plows and slide in combination salt/prewet/anti icing units. The pickups are a 2006 model year crew cab with 181,459 km, a 2007 model year with 228,006 km and the 1.5 ton dump truck is a 2005 model year with 209,195 km. The compact tractor is a 1995 unit with 2,049 hours of service. The 2015 Facilities Renewal Program will include several initiatives. Several fencing and exterior lighting improvements will be done at the Depots to address liability and security issues. Interior renovations and replacement of the existing septic system will be undertaken at the Maintenance Depot. As noted earlier, work on the redevelopment of the West End Depot will continue into 2015. The County anticipates taking possession of the land in January 2015 and will commence the site work as soon as weather permits. The 2015 Budget has been developed to include funds to construct the buildings and complete the site works. It is anticipated to have this Depot operational for the Fall of 2015.
158 of 408 Equipment Expense
Category Account Description 2014 2014 2015 Number Budget Projection Budget (restated) (unaudited)
Lease/Mtce 131033700 Equipment Maintenance 874,830 898,870 918,570 Lease/Mtce Category Total 874,830 898,870 918,570
Capital 131033820 Tandem Dump Trucks 255,000 255,000 456,400 Capital 131033898 Mower 22,000 15,430 0 Capital 131033898 Tractor 78,000 52,880 17,350 Capital 131033820 1.5 ton Pickup 0 0 55,450 Capital 131033820 Pickups (2) 70,000 49,060 70,000 Capital 131033820 Panel Van 3/4 Ton 25,000 25,000 0 Capital 131033820 Bucket Truck(s) 200,000 140,760 50,000 Capital 131033820 Sweeper Truck 250,000 299,910 0 Capital 131033898 Miscellaneous Equipment 30,000 30,000 30,000 Capital 131033802 Maintenance Depot - Interior Upgrades 50,000 0 260,000 Capital 131033802 Maintenece Depot - Septic Tank Replacement 0 0 75,000 Capital 131033802 Maintenance Depot - House Demolition 20,000 7,500 0 Capital 131033802 Maintence Depot - Yard Gate & Fencing 35,000 20,000 15,000 Capital 131033802-466 Rebuild West End Depot (Redevelop'mt land) 2,474,500 55,000 2,419,500 Capital 131033802 West Pike Depot - Heating/Cooling Upgrades 25,000 12,000 0 Capital 131033802 West Pike Depot - Yard Lighting Upgrades 20,000 0 20,000 Capital 131033802-465 Tilbury North Depot Environmental Mitigation 63,850 74,000 0 Capital Category Total - Equipment/Facilities 3,618,350 1,036,540 3,468,700
Expenditures Category Total 4,493,180 1,935,410 4,387,270
Recoveries 131036798 Sale of Surplus Equipment 54,000 66,500 38,500 Recoveries 131033797 Equipment Utilization Recovery 975,120 1,002,430 1,023,880 Recoveries Category Total 1,029,120 1,068,930 1,062,380
Net Operations Equipment Costs 3,464,060 866,480 3,324,890
Contributions to Capital Reserve (re: Surplus Equipment) 54,000 66,500 38,500 Contributions from Capital Reserve (for equipment) (675,000) (672,280) (446,310) Contributions from Capital Reserve (2,763,350) (209,760) (2,839,500) Contributions to Capital Reserve (re: Amortization) 685,000 685,000 809,000 Contributions to (from) Total (2,699,350) (130,540) (2,438,310)
Total County Responsibility 764,710 735,940 886,580
159 of 408
Essex County Library
Business Arising from The Essex County Library Board Meeting of Wednesday, January 21, 2015
1. Res. 15/01 Richard Meloche elected Chair of the Essex County Library Board for the term of the Board. Page 2.
2. Res. 15/03 Nelson Santos elected Vice Chair of the Essex County Library Board for the term of the Board. Page 2.
3. Res. 15/04 Appointment of Robin Greenall as Secretary/Treasurer for the Essex County Library Board for the term of the Board. Page 3.
4. Res. 15/05 Approval of Essex County Library Board signing authority. Page 3.
5. Res. 15/09 Approval of the 2015 Essex County Library Board Budget recommendations. Page 4.
6. Res. 15/10 Approval of the Progressive Discipline Policy. Page 5.
Essex County Library Phone: 519-776-5241 Suite 101, 360 Fairview Avenue West, Essex, ON N8M 1Y3 FAX: 519-776-6851 160 of 408
Essex County Library
Regular Meeting Minutes
Wednesday, January 21, 2015 Administration Board Room, 360 Fairview Avenue West, Suite 101, Essex, ON
4:00 pm Regular Meeting
(Refer to 14(2) of the Public Libraries Act)
1. Call to Order and Recording of Attendance
Chief Executive Officer Robin Greenall called the meeting to order.
Members Present:
• Deputy Mayor Bart DiPasquale – Amherstburg • Deputy Mayor Hilda MacDonald – Leamington • Deputy Mayor Richard Meloche – Essex • Mayor Nelson Santos – Kingsville • Andrew Dowie – Tecumseh (lay appointee) • Steve Nepszy – Lakeshore (lay appointee) • Bill Varga – LaSalle (lay appointee)
Regrets:
• none
Staff:
• Chief Librarian/CE0 Robin Greenall • Jennifer Franklin-McInnis • Pat Knight
2. Disclosure of Pecuniary Interest
There was no disclosure of pecuniary interest.
Essex County Library Phone: 519-776-5241 Suite 101, 360 Fairview Avenue West, Essex, ON N8M 1Y3 FAX: 519-776-6851 161 of 408 Essex County Library Board Meeting Minutes Regular Meeting Page 2 of 5 January 21, 2015
3. Election of Chair (see 14 (3) of the Public Libraries Act)
The Library Board Chair position has traditionally been held by a member of County Council since the minutes of the Board’s meetings are presented to County Council.
CEO Robin Greenall called for nominations for the position of Library Board Chair.
15/01 Moved by Mr. Santos Seconded by Ms. MacDonald THAT Richard Meloche be nominated as the Chair of the Essex County Library Board for the current term of the Board. Carried
15/02 Moved by Mr. Santos Seconded by Ms. MacDonald THAT nominations be closed. CEO Robin Greenall asked Richard Meloche if he is willing to stand as Essex County Library Board Chair. Richard Meloche assumed the Library Board Chair position. Carried
4. Appointment of Acting Chair (See 14 (4) of the Public Libraries Act)
The Acting/Vice Chair has traditionally been a member of County Council in order to present the Library Board Meeting Minutes in the absence of the Chair.
15/03 Moved by Mr. DiPasquale Seconded by Mr. Nepszy THAT Nelson Santos be appointed as the Acting/Vice Chair of the Essex County Library Board for the current term of the Board. Carried
5. Appointment of Secretary/Treasurer (See 15 (3) (5) of the Public Libraries Act)
The Board has traditionally appointed the Chief Librarian/CEO as Secretary/Treasurer in accordance with 15 (5) of the Public Libraries Act. Discussion to consider separating the appointments.
162 of 408 Essex County Library Board Meeting Minutes Regular Meeting Page 3 of 5 January 21, 2015
15/04 Moved by Ms. MacDonald Seconded by Mr. Nepszy THAT Robin Greenall be appointed as the Secretary/Treasurer of the Essex County Library Board for the current term of the Board. Carried
6. Signing Officers (Past Practice, there is no requirement under the Public Libraries Act)
15/05 Moved by Mr. Varga Seconded by Mr. Nepszy THAT the Board reconfirm that any one of the Chair, Acting/Vice Chair, Secretary-Treasurer, of the Library Board or Treasurer of the County of Essex be the Signing Officers for all cheques under $5,000 and that any two of them be the Signing Officers for all cheques for $5,000 or more for the term of the Board. Carried
7. Adoption of Regular Meeting Minutes
Verbal report. Discussion regarding distribution of Library Board minutes.
15/06 Moved by Ms. MacDonald Seconded by Mr. Varga THAT the minutes of the November 26, 2014 Regular Meeting of Essex County Library Board be adopted as printed and mailed. Carried
8. Communications
A) None
9. Chief Librarian’s and Managers’ Reports
15/07 Moved by Mr. Nepszy Seconded by Mr. Dowie THAT the Chief Librarian’s and Managers’ Reports be received. Carried
10. Treasurer’s Report
15/08 Moved by Mr. Dowie Seconded by Mr. Varga THAT the Treasurer’s Report be received. Carried
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11. Resolutions
A) 2015 Library Board Budget Report (see Section 24 of the Public Libraries Act)
15/09 Moved by Mr. Nepszy Seconded by Mr. Santos THAT the CEO’s 2015 Library Budget Report be received and the 2015 Library budget recommendations be approved.
B) Chief Librarian/CEO’s Progressive Discipline Policy Report
15/10 Moved by Mr. Santos Seconded by Mr. Varga THAT the Chief Librarian/CEO’s Progressive Discipline Policy Report be received and new Essex County Library Progressive Discipline Policy be approved.
12. Unfinished Business
A)
13. New Business
A) Library Board Orientation for New Members
The Chief Librarian/CEO will meet with the two new Board members for an orientation session, and to answer any questions. Other Board members can decide if they would like another meeting with the Chief Librarian/CEO as needed.
B) Request to change the meeting location of the February Board Meeting.
The Chief Librarian/CEO will adjust the Library Board Meeting schedule and advise the Board of the February meeting location.
C) Delivery of Board Agenda and Minutes
The Board was asked how they would like to receive their Board packages. Most members requested an electronic
164 of 408 Essex County Library Board Meeting Minutes Regular Meeting Page 5 of 5 January 21, 2015
version only. Members who wish print copies can request copies sent to their closest library branch.
The Board will receive the Agenda and Board package on the second Friday of the month. A digital copy of the Agenda and Board package will be posted, for public access, on the Essex County Library website on the third Wednesday of the month.
14. Next Regular Meeting
Wednesday, February 25, 2015 at 7:00 pm at the Kingsville – Highline Branch, 40 Main Street, Kingsville.
15. Adjournment
Upon motion of Mr. Nepszy and Mr. Varga, Chair Meloche declared the meeting adjourned at 5:15 pm.
All which is respectfully submitted,
Richard Meloche Chair
165 of 408
Administrative Report
Office of the Chief Librarian/CEO
To: Warden Tom Bain and Members of County Council
From: Robin Greenall Chief Librarian/CEO, Essex County Library Board
Date: February 4, 2015
Subject: 2015 Budget – Essex County Library
Purpose
To provide Council with the 2015 Library Budget as approved by the Essex County Library Board.
Discussion
The 2015 Library budget has been reviewed and approved by the Essex County Library Board.
The Essex County Library is requesting an increase of 2.28%, or $104,750. This Budget supports the following projects and objectives for the 2015 year:
Integrated Library System (ILS) – in December of 2015 the Essex County Library’s contract with its present software/ system provider will expire. The Library will complete an RFP process to review alternative vendors to secure a system that will support the Library’s current and future needs.
Van Replacement- in 2015 the Essex County Library will replace its’ courier vehicle. The Essex County Library provides week day delivery of materials to ensure patrons receive resources in a timely manner.
Marketing - In 2014 the Essex County Library in partnership with the University of Windsor Marketing department, identified marketing potentials
Robin Greenall, Chief Librarian/CEO Essex County Library, 360 Fairview Avenue West, Suite 101, Essex, Ontario, N8M 1Y3 Phone: 519-776-5241, ext. 122; Email: [email protected] 166 of 408 Administrative Report Page 2 February 4, 2015 Budget 2015- Essex County Library Board
for ECL. The 2015 budget supports developing and implementing a cohesive marketing plan.
Collections – In 2014 The Essex County Library added to its digital collection with services such a Hoopla and Freegal. These services supported community access to downloadable books, resources and streaming videos. In 2014, the Essex County Library reported 21% increase in use of its digital materials. The 2015 Budget support the Essex County Library maintain our current digital resources.
In 2015 The Essex County Library will review the current tangible collections, and will expand and provide new alternative formats to meet the needs of our communities. Collections to consider for expansion: larger print and other accessible formats; language materials to support both the French language education system, and that residents have access to resources in their spoken language. Alternative formats include: loanable eReaders and tablet to provide direct access to ECL’s digital resources, story kits to support early literacy development, science and technology kits, and access to resources that support the development of trans-literacy skills (skills required for web based leaning and communication).
Outreach and Partnerships – The Essex County Library will increase its involvements with community organizations through outreach and programming services. This objective will allow the Library to provide direct support to literacy, education and health initiatives within the community.
The goal of these objectives is to identify and support community information and resource needs, and attract new patrons to the services the Public library provides.
Recommendation
For the information and consideration of Council
167 of 408 Administrative Report Page 3 February 4, 2015 Budget 2015- Essex County Library Board
Respectfully Submitted
Robin Greenall
Originally Signed by Robin Greenall
Chief Librarian/CEO Essex County Library
Appendix No. Title of Appendix Appendix A 2015 Budget – Essex County Library Board
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Statement of Purpose
The Essex County Library is the community connection to information resources and services for the residents living in the seven Towns and Municipalities within the County of Essex. The Essex County Library is governed by the direction of the Essex County Library Board and its Mission to “welcome you to a world of discovery, creativity and lifelong learning through accessible resources, programs and innovative services”. Service Description
Essex County Library is connecting communities through 14 branch locations and a 24/7 online service centre: Town of Amherstburg Amherstburg Branch, Amherstburg Ontario Town of Essex Essex Branch, Essex Ontario Town of Kingsville Cottam Branch, Cottam Ontario Highline Branch, Kingsville Ontario Ruthven Branch, Ruthven Ontario Town of Lakeshore Comber Branch, Comber Ontario Toldo Foundation Branch, Emeryville Ontario Stoney Point Branch, Stoney Point Ontario Millen Centre Branch, Woodslee Ontario Town of LaSalle Bill Varga Branch, LaSalle Ontario Municipality of Leamington Leamington Branch, Leamington Ontario Town of Tecumseh Cada Branch, Tecumseh Ontario 24/7 online service www.essexcountylibrary.ca The Essex County Library branches provide direct access to, and personal staffing support for, its collections, programs, and services. The 24/7 online service strengthens the Library’s collections and resources by providing access to its expanding digital content of eBooks, eMagazine and Databases, and supporting membership through self-service options. It is the vision of the Essex County Library to provide welcoming spaces for its membership where: • Knowledgeable staff are sensitive to the needs and aspirations of the community • Innovative ideas and cutting edge technology are embraced • Engaging programs and current comprehensive collections are created • Creative partnerships encourage social interaction and cultural vitality.
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Staffing Chart
2012 2013 2014 2014 2015 Staffing 2012 2013 2014 2015 Actual Actual Budget Actual Budget ($000) ($000) ($000) ($000) ($000) Full-Time 16 16 16 16 960 992 1,015 1,100 991 Part-Time 92 92 92 92 1,715 1,734 1,767 1,649 1,755 Total 108 108 108 108 2,675 2,743 2,782 2,749 2,746
Prior Year Performance
The Essex County Library operations are projected to result in a surplus of approximately $59,000. As approved by the Board, 2014 surplus funds are to be contributed to the Essex County Library’s Rate Stabilization Reserve. This reserve will support staff training and service cost for a 2015 migration of the Library’s software system. A brief description of the most significant variances follows: Wages – 2014 budget allowed for the increase of staffing costs associated with moving three library branches. The budget also included the cost of a two month overlap of the Chief Librarian/ CEO position due to a retirement. Funding for the wage increase was provided by the Enhanced Service and Economic Contingency Reserves. Actual results are anticipated to be under budget. Insurance – In 2014, the Essex County Library was required to pay $17,000 in order to resolve a slip and fall insurance claim. The cost of the claim had a significant impact on the Library’s budget. Fees and Fines – The revenue generated from fees and fines continues to decrease. Patrons continue to adopt the use of electronic resources that do not generate fines, and are supported by electronic self-service options for patron notifications that allows them to renew or return material before fines are applied. Capital Expenditures – the budget to furnish and equip the new facilities for the LaSalle and Lakeshore Libraries was underestimated. The cost to equip and furnish the Woodslee Library was within budget. The full cost for the building projects will be funded by the Library’s Capital Reserves. Tangible Resources – Several variables influenced the underspending of the 2014 tangible resource budget: Publisher availability and shipping of materials decreased the predicted spending amounts; staffing time to select and order material was limited due to time demands to set up and equip three new library branches. Virtual Materials – In 2014, the Essex County Library provided patron access to downloadable music, movies and newspaper resources. The demand for these resources exceeded the predicted cost for the service. Grants - The Essex County Library applied and received Pay Equity and additional grant funding from the Province of Ontario.
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The Essex County Library received $273,620 base fund contribution from the Province of Ontario, representing 6% of the Library’s budget. The Essex County Library received an unsolicited donation of $13,565 from the Levenger Foundation, a charitable organization that supports the promotion of reading and literacy. The funds have been applied to the Enhanced Service Reserve, and will be directed to a 2015 literacy initiative. Proposed Budget – Current Year
The proposed 2015 budget is mindful of financial limitations and constraints, yet strives to maintain a provincial standard for buildings, collections and staffing. This budget supports the actions and goals for library services, as approved by the Essex County Library Board. Collections
The Essex County Library collection resources are growing to meet the demands of the community. As noted in the 2014 budget, there continues to be an increased demand for audio / visual resources (DVD’s/ Blueray) and electronic services (eBooks, video and downloadable music). The cost for electronic resources has been difficult to predict as vendor/ publisher pricing continues to significantly increase for Library purchases. The proposed budget includes an increase of $29,000 for online and virtual resources. This amount is a truer reflection of ECL’s electronic resource spending. As patrons continue to become familiar with the online environment, the demand for these services is predicted to increase. To offset the electronic / virtual collection, the tangible items in the proposed budget was reduced by 2.88%. It is necessary for ECL to maintain a solid collection budget for both tangible and virtual items, as patrons are requiring access to resources in multiple formats. The demand for popular recreational reading, current educational resources, and access to resources in alternate formats (large print, French and alternate languages), continues to stress the tangible collections budget. The Essex County Library will focus on expanding its formats to meet the various reading needs of the communities. Wages
The proposed budget supports the status quo for staffing levels at most branches, with an expected increase in staffing hours for the new Lakeshore facility. (Additional staffing is required due to the larger branch size). The 2015 proposed budget also includes the Essex County Library objective to increase partnership and community engagement through outreach opportunities. Outreach allows the Library to reach patrons who may not visit our branch facilities, such as schools, long term care facilities, and community centres. Proposed funding supports staffing hours to meet this objective.
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Marketing
In 2014, the Essex County Library Board recommended that Library Administration develop a marketing plan. The initial concepts were developed through a joint project with the University of Windsor’s Odette School of Business. A proposed increase of $3,000 supports the implementation of some of the concepts for consistent signage and advertising. Contract Cost - Janitorial Services
The Essex County Library has contracted janitorial services for the LaSalle and Woodslee library branches. The increase in square footage at the LaSalle branch has increased the time and cost for cleaning. Contracted services for these branches include both the cost for daily janitorial services, and additional maintenance services for window and carpet cleaning. Legal Services
The 2015 proposed budget will support: the continuation of the Job Evaluation Committee and the cost for legal services; funding for operational contracts to be finalized for the Woodslee, Lakeshore and LaSalle Libraries; and funding for legal consultation and representation as required for the Essex County Library Board. All one-time costs will be funded by the Rate Stabilization Reserve. Vehicle Replacement
The Essex County Library has an established vehicle replacement plan for its delivery vehicles. In 2015, the Ford van is scheduled to be replaced with the purchase of a larger vehicle similar to the current 2010 Sprinter Cargo Van. The estimated cost for a new 2015 Sprinter Cargo van is $65,000. The funding for the van will come from the Library’s Vehicle reserve fund. ILS Replacement
In 2015, the License contract for the Essex County Library’s Integrated Library Software (ILS) system will be due for renewal. The Essex County Library Board has recommended that the Library Administration complete an RFP process to consider other ILS vendor services and systems. The budget includes $180,000 for the possible cost associated with changing vendors, including licensing, migration of information, service and training costs. The funding to support a possible ILS migration will be supported through the Library’s Capital Reserve and Rate Stabilization Reserve. The 2015 budget proposes an increase of $104,750, or 2.28%. The increase supports developing the accessibility to collections through multiple formats, the hosting and licensing cost to support electronic resources and services, and acknowledges the continual reduction of revenue through the fees and fines account.
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2014 and 2015 Statistics
The following charts represent the 2014 and 2015 budgets, broken down by major categories for gross budget expenditures. Both graphs show that wages and benefits account for two thirds of the budget.
2014 – Gross Budget Expenditures
5.56% 13.19% Wages and Benefits 1.58% Board/Staff 3.59% Materials 14.67% 60.73% Office Purchased Services Occupancy/ Operating 0.68% Capital
2015 Gross Budget Expenditures
7.13% 2.68% 5.91% Wages and Benfits 3.64% Board and Staff Library Materials 16.33% 63.57% Office Purchased Services
0.74% Occupancy / Operating Capital
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Category Description 2014 2014 2015 Budget Projection Budget (unaudited)
Expenditures Salaries and Wages 2,782,690 2,749,000 2,746,500 Expenditures Benefits 675,810 663,170 666,550 Expenditures Board Expense 16,100 16,100 16,100 Expenditures Staff Expense 22,800 22,790 23,800 Expenditures Library Materials 847,500 828,250 876,670 Expenditures Office Expense 234,400 202,000 195,200 Expenditures Purchased Services 79,740 88,910 144,070 Expenditures Occupancy Expense 115,650 131,620 119,900 Expenditures Operating Expense 144,400 181,500 197,300 Expenditures Capital Expenditures 571,000 754,000 383,000 Expenditures Total 5,490,090 5,637,340 5,369,090
Recoveries Ontario Grants 273,620 273,620 273,620 Recoveries Other Grants 0 16,100 0 Recoveries Fees, Service Charges 97,000 110,500 75,000 Recoveries Total 370,620 400,220 348,620
Net Operations Total 5,119,470 5,237,120 5,020,470
Contribution to (from) Vehicle Reserve 10,000 10,000 (54,000) Contribution from Enhanced Service Reserve (23,000) (21,430) (13,570) Contribution from Capital Reserve (480,000) (670,000) (140,000) Contribution to (from) Rate Stabilization Reserve (36,320) 34,460 (118,000) Contributions to (from) Total (529,320) (646,970) (325,570)
Total County Responsibility 4,590,150 4,590,150 4,694,900
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Category Account Description 2014 2014 2015 Number Budget Projection Budget (unaudited)
Salaries and Wages 111011101 Library Services 2,708,940 2,680,000 2,677,200 Salaries and Wages 111011112 Janitorial & Mtce. 73,750 69,000 69,300 Salaries and Wages Category Total 2,782,690 2,749,000 2,746,500
Benefits 111011201 Employment Insurance 66,040 65,000 65,100 Benefits 111011202 Canada Pension 111,490 109,000 108,880 Benefits 111011203 O.M.E.R.S. 237,740 234,000 233,420 Benefits 111011204 Employer Health Tax 54,270 53,600 53,560 Benefits 111011205 Health Insurance 142,000 138,600 143,200 Benefits 111011206 Group & LTD Insurance 54,300 53,000 52,600 Benefits 111011208 WSIB 9,970 9,970 9,790 Benefits Category Total 675,810 663,170 666,550
Board Expense 111012101 Indemnities 10,000 10,000 10,000 Board Expense 111012302 Mileage 2,100 2,100 2,100 Board Expense 111012305 Conferences 3,000 3,000 3,000 Board Expense 111012398 Strategic Planning/Search Committee 1,000 1,000 1,000 Board Expense Category Total 16,100 16,100 16,100
Staff Expense 111013001 Mileage 7,000 8,000 8,000 Staff Expense 111013002 Training 12,000 10,200 12,000 Staff Expense 111013004 Assoc. Meetings 2,000 2,400 2,000 Staff Expense 111013005 Membership Fees 550 530 550 Staff Expense 111013098 Other 1,250 1,660 1,250 Staff Expense Category Total 22,800 22,790 23,800
Library Materials 111013860 Books - Tangible 452,000 420,000 439,000 Library Materials 111013868 Books - Virtual 180,000 175,000 180,000 Library Materials 111013861 Electronic Resources 18,000 12,000 18,000 Library Materials 111013862 Periodicals 25,500 23,000 25,500 Library Materials 111013870 Periodicals - Virtual 15,900 17,000 17,000 Library Materials 111013863 Audio Visual Materials - Tangible 100,000 99,000 100,000 Library Materials 111013869 Audio Visual Materials - Virtual 52,500 80,000 80,000 Library Materials 111013866 Bindery 2,500 1,000 2,500 Library Materials 111013865 Literacy Project (Leverager Funds) 0 0 13,570 Library Materials 111013867 Express and Postage 1,100 1,250 1,100 Library Materials Category Total 847,500 828,250 876,670
Office Expense 111013101 Telephone - Voice 6,000 4,200 5,000 Office Expense 111013102 Postage 2,000 2,100 2,000 Office Expense 111013103 Office Supplies 5,500 5,500 5,500 Office Expense 111013110 Printing 11,500 11,000 11,500 Office Expense 111013114 Copier Lease/Maintenance 9,000 14,000 14,000 Office Expense 111013118 Communication / Connectivity 183,200 145,000 140,000 Office Expense 111013119 Cataloguing Supplies 17,000 20,000 17,000 Office Expense 111013198 Miscellaneous 200 200 200 Office Expense Category Total 234,400 202,000 195,200
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Category Account Description 2014 2014 2015 Number Budget Projection Budget (unaudited)
Operating Expense 111013611 Delivery Van Maintenance & Fuel 11,000 15,000 14,000 Operating Expense 111013612 Repairs & Maintenance 18,000 16,000 18,000 Operating Expense 111013613 Janitorial & Mtce. Supplies 4,000 3,500 4,000 Operating Expense 111013614 Advertising 12,000 10,000 15,000 Operating Expense 111013615 Computer Systems Operation 91,400 130,000 138,300 Operating Expense 111013616 Prof. Program Services/Supplies 8,000 7,000 8,000 Operating Expense Category Total 144,400 181,500 197,300
Purchased Services 111013301 Legal & Consulting 10,000 18,000 50,000 Purchased Services 111013302 Audit Fees 4,410 4,410 4,400 Purchased Services 111013305 Collection Services 2,500 2,000 2,500 Purchased Services 111013307 Janitorial & Mtce. Contracts 1,050 3,000 25,390 Purchased Services 111013381 Electronic Data Hosting Services 53,000 53,000 53,000 Purchased Services 111013380 Payroll Service 8,780 8,500 8,780 Purchased Services Category Total 79,740 88,910 144,070
Occupancy Expense 111013401 Insurance 16,650 33,790 15,900 Occupancy Expense 111013412 Utilities-Gas 33,800 30,000 34,000 Occupancy Expense 111013413 Utilities-Hydro 65,200 67,830 70,000 Occupancy Expense Category Total 115,650 131,620 119,900
Capital Expenditures 111013801 Furnishings & Equipment 15,000 6,000 15,000 Capital Expenditures 111013805 Vehicles 0 0 65,000 Capital Expenditures 111013807 Computer Equipment/Software 51,000 53,000 60,000 Capital Expenditures 111013871 Office Renovations HQ 0 0 15,000 Capital Expenditures 111013872 Migration of ILS - full project cost 0 0 180,000 Capital Expenditures 111013809 Woodslee Library 130,000 110,000 0 Capital Expenditures 111013814 LaSalle Library 150,000 289,000 0 Capital Expenditures 111013815 Lakeshore Library 225,000 296,000 48,000 Capital Expenditures Category Total 571,000 754,000 383,000
Expenditures Category Total 5,490,090 5,637,340 5,369,090
Recoveries 111016201 Provincial Grant 273,620 273,620 273,620 Recoveries 111016382 Service Ontario Grant 0 2,000 0 Recoveries 111016305 Provincial Grant-Pay Equity 0 14,100 0 Recoveries 111016503 Municipal Recoveries - Kingsville 2,500 2,500 2,500 Recoveries 111016607 Copier Fees 9,500 13,700 11,000 Recoveries 111016608 Fees and Fines 71,000 67,100 50,000 Recoveries 111016698 Other 6,000 5,000 5,000 Recoveries 111016660 Data / Fax 2,500 2,100 2,000 Recoveries 111016731 Book Sales 500 500 500 Recoveries 111016798 Miscellaneous 5,000 19,600 4,000 Recoveries Category Total 370,620 400,220 348,620
Net Operations Library Services 5,119,470 5,237,120 5,020,470
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Category Account Description 2014 2014 2015 Number Budget Projection Budget (unaudited)
Contributions from 111016810 Vehicle Reserve 0 0 (65,000) Contributions from 111016865 Enhanced Service Reserve (23,000) (21,430) (13,570) Contributions to 111014121 Vehicle Reserve - Amortization 10,000 10,000 11,000 Contributions to 111014102 Capital Reserve - Amortization 25,000 25,000 25,000 Contributions from 111016811 Capital Reserve (505,000) (695,000) (165,000) Contributions to (from) 111016815 Rate Stabilization Reserve (36,320) 34,460 (118,000) Contributions to (from) Category Total (529,320) (646,970) (325,570)
Total County Responsibility 4,590,150 4,590,150 4,694,900
177 of 408
Administrative Report
Office of the Director of Corporate Services/Treasurer
To: Warden Tom Bain and Members of County Council
From: Robert Maisonville Director of Corporate Services/Treasurer
Date: February 4, 2015
Subject: 2015 Budget – General Government Services
Report #: 2015-R06-FIN-0204-RM
Purpose
To provide Council with the 2015 budget estimates for General Government Services, encompassing the operations of: Council; Administration (Chief Administrative Officer / Council Services / Corporate Serves); Financial Expenses; Human Resources; Planning Services and Emergency Management Co-Ordination (see Appendix A).
Discussion
General Government Services provide corporate leadership, planning and policy setting support for all departmental operations toward achieving their mandate of service delivery. The Corporation’s facility asset renewal / replacement initiatives are also included in General Government. Two major capital projects are included within the 2015 estimates: Transportation West End Maintenance Depot and continuation of the Civic Centre Exterior Renewal. Funding for these two projects will be achieved through a combination of existing current funding levels and the Facility Asset Renewal Reserve (reserve replenishment over a 15-year period from the Civic Centre owners/tenants).
Robert Maisonville, Director of Corporate Services/Treasurer Corporation of the County of Essex, Suite 202, 360 Fairview Avenue West, Essex, ON N8M 1Y6 Phone: 519-776-6441, ext. 1328; Email: [email protected] 178 of 408 Administrative Report Page 2 February 4, 2015 2015 Budget – General Government Services
Prior Year Performance
2014 net operations are projected to result in a favourable variance of approximately $1.2 million. Returns on the Corporation’s investment portfolio are the most significant contributing factor. Monthly returns in the ONE fund fluctuated widely, however year end results were favourable, and investment balances were higher than anticipated due to unexpected delays in capital projects. Modest savings in various expenditures were experienced across all departments.
Proposed Budget
The 2015 proposed budget amounts to $4,363,950, which represents a 0.88% decrease over the prior year. Reserve balances are expected to remain high for the first half of the year, resulting in increased interest income (net of increased interest allocations to the Corporation’s capital reserves). This increase is sufficient to offset all other operational increases in General Government Services.
Increases to staffing complement have been advanced in two areas where service delivery needs are not being met: Internal Technology and Corporate Communications. Mid-year hiring has been proposed to mitigate the impact on the 2015 budget.
In all cases, where budget items are deemed to be of a one-time nature, offsetting allocations from the Corporation’s Reserves have been proposed.
Finally, the 2015 includes an increase of $100,000 to the annual capital allocation to address funding requirements for facility asset renewal and replacement. 2015 capital initiatives include the completion of the Transportation West-End Maintenance Depot, Civic Centre exterior renewal, and the planning for redevelopment of a West Windsor EMS station. Some of the future capital initiatives include:
• Sun Parlor Home (structural components, elevators) $4+ million • Road Maintenance – West End Depot $2 million • Library expansion / renewal (furnishings & shelving) $300,000 / library • EMS facilities – West Windsor $2 million • Social Housing facility renewal • Future capital commitments toward a new regional hospital
179 of 408 Administrative Report Page 3 February 4, 2015 2015 Budget – General Government Services
Recommendation
For the information and consideration of Council.
Respectfully Submitted Concurred With,
Robert Maisonville Brian Gregg
Originally Signed by Robert Maisonville Originally Signed by Brian Gregg Director of Corporate Services/Treasurer Chief Administrative Officer
Appendix No. Title of Appendix Appendix A 2015 Budget – General Government Services
180 of 408 General Government Services
Statement of Purpose
General Government Services provides corporate leadership, planning and policy setting for the Corporation of the County of Essex. Service Description
General Government Services include Council Services, Administrative Services (includes the Offices of the Chief Financial Officer, Director of Corporate Services / Treasurer and Director of Council Services / Clerk), Financial Services, Human Resources, Planning Services and Emergency Management Co-ordination. Corporate Services includes the provision of capital asset management, IT, GIS, treasury, risk management, payroll services and the day to day operations of the Civic Centre. Prior Year Performance
Projected results of 2014 operations indicate a favourable variance of $1.2 million. While ONE Fund investment returns fluctuate widely from month to month, the overall investment income for 2014 was much higher than budgeted. This was due to favourable rates of return as well as higher than anticipated investment balances due to the delays in progress of Roadway Expansion projects and the securing of new property for the Road Maintenance West End Depot. Additional interest contributions were made to the Capital and Donation reserves due to the increased returns. Other favourable variances occurred due to fewer students being hired during 2014, and also due to reductions in the Reverse 911 costs. Expenditures in Council Services were lower than usual during 2014 (the number of meetings was reduced due to municipal elections) but are anticipated to return to normal levels in 2015. Civic Centre facility improvements continued throughout 2014, including window replacement, exterior remediation, increased insulation, improved facility access, accessibility upgrades to the main foyer washrooms and replacement of the elevator. The expected completion is in 2015. The County of Essex provides administrative and managerial services for the Civic Centre operations, and the cost of the facility improvements are being funded by the County of Essex, with full repayment by the Building Operating Fund over the next 15 years. Proposed Budget – Current year
The proposed budget for 2015 amounts to $4,363,950. This decrease of $38,920 (0.88%) over prior year is largely due to an anticipated increase in net interest income. Key initiatives included in the 2015 work plan include: • Implementation of closed captioning services for County Council meetings (funded by grant monies)
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• Continued focus on development of long term plans for the funded renewal and replacement of Corporate assets (an amended Asset Management Plan will be brought to Council in the spring of 2015) • Continued support of an expanding network of servers and technology devices • Implementation of new County intranet site for staff and council, and support of the 2014 investment in a new County web site. • Civic Centre facility renewal continues, with scheduled completion before end of year • Updating County-wide aerial photography • Arbitration hearings for 2 collective agreements, and negotiations begin for one other
182 of 408 General Government Services Category Description 2014 2014 2015 Budget Projection Budget (unaudited)
Expenditures Council Services 398,660 410,030 453,800 Expenditures Administration 3,342,820 3,309,150 3,797,100 Expenditures Financial Services 2,712,380 3,419,990 2,190,700 Expenditures Human Resources 723,680 713,320 730,470 Expenditures Planning Services 231,980 174,640 210,290 Expenditures Emergency Management Co-ordination 205,720 190,060 185,750 Expenditures Total 7,615,240 8,217,190 7,568,110
Recoveries Council Services 0 9,500 6,720 Recoveries Administration 1,609,300 1,765,810 1,681,270 Recoveries Financial Services 1,948,870 4,480,870 2,298,960 Recoveries Human Resources 293,650 293,650 332,460 Recoveries Planning Services 37,000 40,000 12,000 Recoveries Emergency Management Co-ordination 5,500 5,500 5,500 Recoveries Total 3,894,320 6,595,330 4,336,910
Net Operations General Government Services 3,720,920 1,621,860 3,231,200
Contributions from Rate Stabilization Reserve (154,000) (150,000) (140,350) Contributions to Capital Reserve 710,310 1,375,420 1,165,430 Contributions to Insurance Reserve 22,000 22,000 25,000 Contributions to Health Benefit Rate Stabilization Reserve 0 149,700 0 Contributions from Automation Reserve (65,000) (50,000) (81,000) Contributions to Donations Reserve (Interest) 7,000 17,210 10,220 Contributions to County Official Plan Review Reserve 5,000 64,000 0 Contributions to W.S.I.B. Reserve 156,640 150,900 153,450 Contributions to (from) Total 681,950 1,579,230 1,132,750
Total County Responsibility 4,402,870 3,201,090 4,363,950
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Service Description
Essex County Council is comprised of the Mayors and Deputy Mayors of the seven (7) member municipalities. County Council is responsible for establishing the policies governing the operations of the County of Essex. Prior Year Performance
Projected results of operations for 2014 reveal that there will be a small over expenditure, due to the need to relocate the Inaugural meeting of County Council and Warden’s Election. Renovations to the Civic Centre required the elevator to be decommissioned, creating the potential for people not being able to access the Council Chambers. Proposed Budget – Current year
The proposed budget for 2015 reflects an increase of approximately 7.1% over 2014. To a great extent, the increase is due to the return to a full schedule of meetings for Committees and Boards in this first year of a new term of Council. In the prior year, the number of meetings had been reduced due to the municipal election in October. Additional increases relate to conference expenditures, due to the location of some conferences (out-of-Province), and expenditures associated with a new Council, such as Council photos. A new expenditure for the cost of providing Closed Captioning on the Cogeco broadcasts of County Council meetings has been included in the Council Meetings account, however, this cost is being offset in full by a grant provided by Cogeco Cable Canada LP. As well, the acquisition of software to generate accessible electronic agendas is anticipated in 2015. The cost of the initial acquisition is proposed to be drawn from the Rate Stabilization Reserve, with annual licensing and maintenance fees to be included in the base Council Services budget. In accordance with Section 24 of Procedure By-law 54-2014, the formula based salaries and meeting stipends for members of County Council were recalculated for 2015, resulting in a 1.73%, 1.59% and 1.91% increase for the Warden, Deputy Warden and Councillors, respectively. Some savings in the Council Services Budget have been realized by the removal of expenditures in the 2014 budget which were associated with the municipal election, such as the Warden’s Banquet, Warden’s Election and Reception and additional advertising which was required to fill lay positions on various Committees and Boards.
184 of 408 Council Services Category Account Description 2014 2014 2015 Number Budget Projection Budget (unaudited)
Salaries/Indemn. 111011101/2101 Warden's Salary & Indem. 70,840 70,500 72,440 Salaries/Indemn. 111022101 Committee Indem. 15,800 16,500 17,260 Salaries/Indemn. 111022102 Board Indem. 11,120 11,000 16,670 Salaries/Indemn. 111021107 Deputy Warden's Salary & Indem. 11,600 11,500 12,630 Salaries/Indemn. 111021101 Councillors' Regular Salaries & Indem. 114,570 114,500 118,660 Salaries/Indemn. Category Total 223,930 224,000 237,660
Benefits 111011202 Canada Pension Plan 3,900 3,900 4,300 Benefits 111011204 Employer Health Tax 3,680 3,650 3,970 Benefits 111011205 Health Insurance 3,350 3,260 3,400 Benefits Category Total 10,930 10,810 11,670
Warden's Office 111012201 General Expenses 7,000 7,000 8,000 Warden's Office 111012202 Warden's Election & Reception 3,050 5,500 0 Warden's Office 111012203 Warden's Banquet 5,310 5,300 0 Warden's Office 111013101 Telephone / Technology 2,000 1,500 2,000 Warden's Office 111012206 Out-of-town Meetings 1,710 1,500 1,710 Warden's Office Category Total 19,070 20,800 11,710
Council Expense 111022304 Out-of-town Meetings 800 500 800 Council Expense 111022308 Meeting Expenses 3,290 12,860 9,910 Council Expense 111022340 Accessibility Workshop 7,000 7,000 7,000 Council Expense 111022309 Subscriptions 2,410 2,400 2,480 Council Expense 111022310 Council Picture, Photos 0 0 2,500 Council Expense 111022311 Name Plates, Scrolls, Plaques 700 650 600 Council Expense 111022314 Municipal Membership Fees 45,320 46,820 47,070 Council Expense 111022315 Councillors' Insurance 3,780 3,240 2,770 Council Expense 11102xxxx Agenda Software 0 0 25,000 Council Expense 111022318 Agenda Delivery 500 0 500 Council Expense 111023108 Advertising 9,000 9,200 6,000 Council Expense 111022341 Accessibility Standards Implementation 4,000 3,800 4,000 Council Expense 111022398 Other 3,700 3,650 3,700 Council Expense Category Total 80,500 90,120 112,330
Conferences 111012205 Warden 12,540 11,000 14,930 Conferences 111022305 Councillors 29,090 29,500 40,300 Conferences 111022306 Convention Expenses 2,500 3,800 4,000 Conferences 111022307 Association Meetings & Workshops 1,380 1,500 1,380 Conferences Category Total 45,510 45,800 60,610
Mileage 111012204 Warden 6,430 6,300 6,000 Mileage 111022301 Council Sessions 6,660 6,300 8,080 Mileage 111022302 Committee Meetings 4,200 4,700 4,470 Mileage 111022303 External Boards & Agencies 1,430 1,200 1,270 Mileage Category Total 18,720 18,500 19,820
Expenditures Category Total 398,660 410,030 453,800
185 of 408 Council Services Category Account Description 2014 2014 2015 Number Budget Projection Budget (unaudited)
Recoveries 111026798 Misc. Revenue (Closed Captioning) 0 9,500 6,720
Net Operations Council Services 398,660 400,530 447,080
Contibutions from 111026801 Rate Stabilization Reserve 0 0 (20,000)
Total County Responsibility 398,660 400,530 427,080
186 of 408 General Government Services – Administrative Services
Service Description
Administrative Services reflects the operations of the Offices of the Chief Administrative Officer, the Director of Corporate Services / Treasurer and the Director of Council Services / Clerk. Corporate Services provides corporate governance, policy directives, objectives and services (such as Finance, Payroll, IT, GIS and energy management initiatives) that are of benefit both to the Corporation of the County of Essex and to a number of external bodies. The Director of Corporate Services also oversees the day to day operations of the Civic Centre and is the lead on the building renewal project. Staffing Chart
2012 2013 2014 2014 2015 Staffing 2012 2013 2014 2015 Actual Actual Budget Actual Budget ($000) ($000) ($000) ($000) ($000) Full-Time 20 20 20 22 1,328 1,480 1,440 1,433 1,586 Part-Time 1 1 0 0 8 8 16 0 0 Total 21 21 20 22 1,336 1,488 1,456 1,433 1,586
Prior Year Performance
It is anticipated that Administrative Services will be slightly under budget for 2014. Nominal savings are due to staffing savings (students were not hired, staff leaves of absence) and other operational variances. During 2014, Administration led the committee that developed and implemented an updated website (funded by reserve) and is currently creating an intranet site designed to enhance staff training and information access. Insurance coverage was also tendered in 2014, and resulted in significant savings across all departments. Unanticipated recovery of premiums from Green Shield was contributed to the Health Benefit Rate Stabilization Reserve to manage future increases in premium costs across the corporation. Proposed Budget – Current Year
The 2015 budget represents an increase of $173,920 over prior year. Demand for Internal Technology support continues to escalate as Corporate Services maintains an expanding network of servers and equipment for all departments of the County as well as several external bodies. Over the past few years, service delivery in all departments has become increasingly reliant on technology, however technology changes for Sun Parlor Home and EMS have expanded exponentially:
187 of 408 General Government Services – Administrative Services
• Sun Parlor Home – Patient care records, electronic medication records, electronic menu boards, communication devices, hand-held and wall-mounted charting devices • EMS – electronic Ambulance Call Reports, GPS equipment, in-vehicle WiFi hotspots (to transfer patient data to the hospital while enroute) Corporate Services is no longer able to meet demand for IT services with its current complement of technicians. This budget includes the proposed hiring of one additional full time Computer Technician, beginning in April. Additional staffing is also proposed to establish a Communication / Accessibility Co-ordinator that will serve all departments and protect the Corporation from exposure to claims regarding the provision of accessible information to all residents. During 2014, significant resources were devoted to the creation of a new website that is compliant with all Accessibility Legislation. A committee to update and expand the County’s employee intranet site was also formed in 2014, and the 2015 intranet site will be completed and launched in 2015. To protect this investment, the website must be kept current, providing relevant accurate information, and must be regularly monitored to ensure compliance with Accessibility. The 2015 budget includes one additional full time staff, beginning in June. To offset the impact of the additional staffing, all students have been removed from the Administration budget. Replacement of key technology assets and upgrading of software is also planned for 2015, along with the updating of county-wide aerial photography (funded by reserve). An increase to the budgeted contribution to Capital Reserve for funding of Amortization is being recommended to reflect the increasing replacement cost of the Corporation’s capital assets.
188 of 408 Administrative Services
Category Account Description 2014 2014 2015 Number Budget Projection Budget (unaudited)
Salaries and Wages 112011101 Full Time 1,440,600 1,433,000 1,586,200 Salaries and Wages 112011104 Students 15,700 0 0 Salaries and Wages Category Total 1,456,300 1,433,000 1,586,200
Benefits 112011201 Employment Insurance 23,540 23,400 26,200 Benefits 112011202 Canada Pension Plan 47,590 47,400 51,830 Benefits 112011203 O.M.E.R.S. 153,330 154,500 167,180 Benefits 112011204 Employer Health Tax 28,400 29,000 30,930 Benefits 112011205 Health Insurance 104,440 108,200 123,860 Benefits 112011206 Group Insurance 9,280 9,300 11,560 Benefits 112011207 Disability Insurance 20,550 20,700 23,100 Benefits 112011208 W.S.I.B. 29,130 29,000 31,300 Benefits 112011210 WSIB Claims 0 7,500 0 Benefits Category Total 416,260 429,000 465,960
Staff Expense 112013001 Mileage 11,000 10,000 11,000 Staff Expense 112013002 Staff Training 20,100 18,500 20,100 Staff Expense 112013003 Workshops and Seminars 22,900 20,500 22,900 Staff Expense 112013004 Out-of-town Meetings 3,000 3,500 3,500 Staff Expense 112013005 Membership Fees 6,180 6,600 7,040 Staff Expense 112013007 Auto - Maintenance 5,000 5,000 5,000 Staff Expense 112013098 Other 2,000 2,000 2,000 Staff Expense Category Total 70,180 66,100 71,540
Office Expense 112013101 Telephone 14,000 13,800 14,000 Office Expense 112013102 Postage 5,500 5,300 5,500 Office Expense 112013103 Office Supplies 7,500 7,100 7,500 Office Expense 112013104 Computer Supplies 6,700 6,800 7,500 Office Expense 112013105 Subscriptions & Reference Material 3,000 2,900 3,000 Office Expense 112013106 Copier Charges 17,000 17,000 17,000 Office Expense 112013107 Fax Charges 250 150 150 Office Expense 112013108 Advertising 2,500 6,100 3,000 Office Expense 112013109 Courier 200 150 150 Office Expense 112013110 Printing - Internal 3,500 4,200 4,200 Office Expense 112013198 Other 1,500 1,500 1,500 Office Expense 112013603 Paper 3,500 4,300 4,000 Office Expense 112013606 Outside Printing 1,000 1,300 1,000 Office Expense Category Total 66,150 70,600 68,500
Equipment Lease & Maint. 112013201 Office Machine Maintenance 1,500 1,450 1,500 Equipment Lease & Maint. 112013202 Equipment Leases 750 760 800 Equipment Lease & Maint. 112013203 Copier Lease & Maintenance 33,400 23,000 20,400 Equipment Lease & Maint. 112013204 Server/Software Maintenance 128,000 128,000 132,000 Equipment Lease & Maint. Category Total 163,650 153,210 154,700
Purchased Service 112013301 Legal Fees 7,500 12,000 7,500 Purchased Service 112013302 Audit Fees 13,930 13,920 14,250 Purchased Service 112013303 Consultant Fees 7,000 10,000 7,000 Purchased Service 112013304 GIS - Computer Maintenance 165,910 166,000 167,000 Purchased Service 112013398 Regional Communication 272,000 271,900 286,500 Purchased Service Category Total 466,340 473,820 482,250
189 of 408 Administrative Services
Category Account Description 2014 2014 2015 Number Budget Projection Budget (unaudited)
Occupancy Expense 112013401 Insurance 66,000 61,280 61,150 Occupancy Expense 112013408 Shared Costs - Civic Centre 412,940 412,940 433,600 Occupancy Expense 112013490 Insurance Claims & Deductibles 10,000 10,000 10,000 Occupancy Expense Category Total 488,940 484,220 504,750
Capital Expenditures 112013801 Equipment 135,000 135,000 147,800 Capital Expenditures 112013801 Website / Intranet 65,000 50,000 20,000 Capital Expenditures 11201380x Server Room Upgrades 0 0 150,000 Capital Expenditures 112013813 Aerial Photography 15,000 14,200 145,400 Capital Expenditures Category Total 215,000 199,200 463,200
Expenditures Category Total 3,342,820 3,309,150 3,797,100
Recoveries 112016501 Administration - E.W.S.W.A. 172,000 172,000 175,000 Recoveries 112016504 Administration - Civic Centre 62,330 62,330 63,270 Recoveries 112016508 Corp Services / IT Alloc - EMS 866,960 866,960 927,750 Recoveries 112016509 Admin. - Housing Supports 65,160 65,160 69,850 Recoveries 112016512 IT Services - Sun Parlor Home 77,000 77,000 78,000 Recoveries 112016602 IT Services (WEEDC/ERCA) 21,060 16,500 16,410 Recoveries 112016611 Printing Charges - Internal 4,500 15,360 10,000 Recoveries 112016612 Printing Charges - Other 7,500 6,000 6,000 Recoveries 112016705 Rental Revenue - E.W.S.W.A. 29,120 29,130 30,600 Recoveries 112016706 Rental Revenue - EMS 44,890 44,890 47,130 Recoveries 112016713 Rental Revenue - ERCA Storage 4,940 4,940 5,190 Recoveries 112016709 Recoveries - Fax Machine 550 400 400 Recoveries 112016710 Recoveries - Copier 19,500 19,500 20,000 Recoveries 112016795 Recoveries - W.S.I.B. 204,890 205,390 201,770 Recoveries 11201xxxx Recovery - Phone lines (R911) 2,000 2,000 2,000 Recoveries 112016718 Recovery - Aerial Photography 0 550 0 Recoveries 112016798 Health Insurance Premiums 0 149,700 0 Recoveries 112016798 Oil & Gas Lease 14,400 15,000 14,400 Recoveries 112016798 Miscellaneous Revenue 12,500 13,000 13,500 Recoveries Category Total 1,609,300 1,765,810 1,681,270
Net Operations Adminsitrative Services 1,733,520 1,543,340 2,115,830
Contributions to 112014124 Insurance Reserve 22,000 22,000 25,000 Contributions to 11201xxxx Health Benefit Rate Stabiliz. Reserve 0 149,700 0 Contributions to 112014112 W.S.I.B. Reserve 156,640 150,900 153,450 Contributions from 112016803 Capital Reserve (30,000) (29,200) (257,200) Contributions to 112014110 Capital Res. (Amortization) 190,000 190,000 225,000 Contributions from 112016808 Automation Reserve (65,000) (50,000) (81, 000) Contributions to 112014110 Capital Reserve (Oil & Gas) 14,400 15,000 14,400 Contributions to (from) Category Total 288,040 448,400 79,650
Total County Responsibility 2,021,560 1,991,740 2,195,480
190 of 408 General Government Services – Financial Services
Service Description
Financial Services reflects the expenses and recoveries associated with investments and financial activities supporting general corporate operations. Significant Corporate capital initiatives are also captured here. Prior Year Performance
Although investment returns fluctuated greatly throughout the year, net investment income for 2014 was significantly higher than budget. This was the single greatest contributor to the $1.15 million favourable variance experienced in this department. As has been the practice, a portion of the Corporation’s interest income is attributed to capital reserves in an effort to offset the growing gap between the amortized historical cost of the corporation’s assets and the future replacement cost. The other contributing factor was net supplementary taxes. Because of their unpredictable nature, supplementary taxes are not budgeted for, but rather form part of the overall surplus or deficit for the year in which received. The County of Essex owns most of the EMS bases and is responsible for maintaining the buildings and property. During the year, HVAC units were replaced at the Mercer Base, and flooring was replaced at the Amherstburg base, all funded by reserve. Further, after environmental assessments and negotiation, the County has purchased the Dougall Base and will commence plans for demolition / renovation late in 2015. Exterior renewal, window replacement and HVAC upgrades continue at the Civic Centre. The cost of this project does not appear as part of this budget, however it is being financed by the Corporation’s Capital Reserve and will be repaid by the Building Operating Fund over the next 14 years. Proposed Budget – Current Year
The proposed 2015 budget represents a decrease of $221,230. Net interest income has been budgeted to increase in 2015, and this had been offset by a planned $100,000 increase to the annual allocation for Facility Capital Renewal. Capital projects incorporated into the 2015 budget include: • EMS Facilities – planning for demolition / renovation of the Dougall base will begin in 2015, with actual work to occur in 2016. • Civic Centre facility renewal – structural components, exterior cladding, window replacement, improved accessibility and elevator replacement continues into 2015. The full cost of this project is being recouped over 15 years from the Building Operating Fund (repayments began in 2014). Facility Capital projects will be financed without issuance of debt using the annual $2.1 million facility capital renewal funding that was initiated for this purpose in 2010. Some of the future capital initiatives include:
191 of 408 General Government Services – Financial Services
• Sun Parlor Home (structural components, elevators) $4+ million • Road Maintenance – West End Depot $2 million • Library expansion / renewal (furnishings & shelving) $300,000 / library • EMS facilities – West Windsor $2 million • Social Housing facility renewal • Future capital commitments toward a new regional hospital Municipal tax write offs and supplementary taxes are not included in the annual budget estimates due to their unpredictable nature. Net municipal tax write-offs and supplementary taxes are reported separately as part of the year end reconciliation process.
192 of 408 Financial Services
Category Account Description 2014 2014 2015 Number Budget Projection Budget (unaudited)
Financial Expenses 112013503 Bank Charges 120 200 5,200 Financial Expenses 112013504 Municipal Tax Write-offs 0 750,000 0 Financial Expenses 112013904 Debenture Debt - Infrastructure Ont 311,960 311,960 0 Financial Expenses 112013406 Property R&M - EMS Stations 55,000 50,000 20,000 Financial Expenses 112013834 EMS Station - Dougall 313,000 274,000 30,000 Financial Expenses 1120138xx Facility Asset Renewal 2,000,000 2,000,000 2,100,000 Financial Expenses 112013505 Credit Rating Service (S&P) 18,300 18,830 19,800 Financial Expenses 112013506 Payroll Services 14,000 15,000 15,700 Financial Expenses Category Total 2,712,380 3,419,990 2,190,700
Recoveries 112016102 Supplementary Taxes 0 832,000 0 Recoveries 112016714 Rental Income - EMS Facilities 627,480 627,480 628,960 Recoveries 112016121 Financing Recovery - Transp. 221,390 221,390 0 Recoveries 112016702 Net Interest Income 1,100,000 2,800,000 1,670,000 Recoveries Category Total 1,948,870 4,480,870 2,298,960
Net Operations Financial Services 763,510 (1,060,880) (108,260)
Contributions to 112014110 Capital Reserve (net rent) 536,910 536,910 628,960 Contributions from 112014110 Capital Reserve (368,000) (324,000) (50,000) Contributions to 112014110 Capital Reserve - Interest 367,000 986,710 604,270 Contributions to 112014162 Donation Reserve - Interest 7,000 17,210 10,220 Contributions to (from) Category Total 542,910 1,216,830 1,193,450
Total County Responsibility 1,306,420 155,950 1,085,190
193 of 408 General Government Services – Human Resources
Service Description
The Human Resources Department is responsible for recruiting, screening, interviewing and placing employees. They provide employee relations, monitor training and co-ordinate benefits provided through 6 collective agreements and one non union group. Staffing Chart
2012 2013 2014 2014 2015 Staffing 2012 2013 2014 2015 Actual Actual Budget Actual Budget ($000) ($000) ($000) ($000) ($000) Full-Time 4 4 4 4 311 303 317 307 327 Part-Time 1 1 1 1 5 7 9 7 8 Total 5 5 5 5 316 310 326 314 335
Prior Year Performance
Employee attendance continues to be a focus of the department, however, a significant amount of time and third party resources were devoted to assisting with investigations, as well as interest and grievance arbitrations. Job evaluation issues slowed due to related grievances and arbitrations. Operationally, the department ended the year $6,400 under budget, due to a departmental staff vacancy, and less 3rd party sick claim adjudication, offset by increased usage of the Employee Assistance Plan (EAP). Unbudgeted legal costs were funded by the Corporation’s Rate Stabilization Reserve. Proposed Budget – Current Year
The proposed 2015 budget reflects a net increase of $1,600 over the 2014 budget. Significant 2015 initiative/trends that are contributing to this increase are: • Increased usage of 3rd party adjudication for complex sick claims (partially funded by reserve) • Software to increase WSIB/STD claims adjudication and accommodation efficiencies, and recruitment efficiencies. • Interest arbitration is expected to proceed for 2 collective agreements and negotiations are anticipated for one other agreement which expires in March • Increase in EAP usage Because much of this increase relates to EMS, the 2015 budget includes an increase in the recovery for services to EMS. All one-time expenditures have been funded by the Corporation’s Rate Stabilization Reserve.
194 of 408 Human Resources Category Account Description 2014 2014 2015 Number Budget Projection Budget (unaudited)
Salaries and Wages 112031101 Full Time and Students 325,800 313,520 335,400
Benefits 112031201 Employment Insurance 4,900 4,800 5,050 Benefits 112031202 Canada Pension Plan 10,040 9,700 10,270 Benefits 112031203 O.M.E.R.S. 34,670 34,000 35,800 Benefits 112031204 Employer Health Tax 6,310 6,080 6,490 Benefits 112031205 Health Insurance 23,570 21,530 24,380 Benefits 112031206 Group Insurance 2,280 2,100 2,340 Benefits 112031207 Disability Insurance 4,670 4,210 4,810 Benefits 112031208 W.S.I.B. 6,540 6,300 6,720 Benefits Category Total 92,980 88,720 95,860
Staff Expense 112033001 Mileage 6,100 5,400 5,000 Staff Expense 112033002 Staff Training 1,500 2,500 2,500 Staff Expense 112033008 Health & Safety 1,000 1,000 1,000 Staff Expense 112033003 Workshops & Seminars 4,000 2,500 5,500 Staff Expense 112033004 Out-of-town Meetings 500 500 500 Staff Expense 112033005 Membership Fees 2,000 2,000 2,000 Staff Expense 112033009 Employee Relations 1,000 500 500 Staff Expense 112033098 Other / Meeting Expenditures 200 500 300 Staff Expense Category Total 16,300 14,900 17,300
Office Expense 112033101 Telephone 2,500 1,800 1,800 Office Expense 112033102 Postage 300 350 300 Office Expense 112033103 Office Supplies 600 550 600 Office Expense 112033104 Computer Supplies 100 100 100 Office Expense 112033105 Ref. Material 1,500 1,500 1,500 Office Expense 112033123 Ref. Material- Health & Safety 700 700 500 Office Expense 112033106 Copier Charges 100 80 50 Office Expense 112033107 Fax Charges 100 50 50 Office Expense 112033108 Advertising 1,200 5,000 2,500 Office Expense 112033109 Courier 100 100 100 Office Expense 112033110 Printing - Internal 2,000 1,000 2,000 Office Expense 112033198 Other 100 200 100 Office Expense Category Total 9,300 11,430 9,600
Equip. Lease & Maint. 112033203 Copier Lease / Maintenance 2,800 2,700 2,900 Equip. Lease & Maint. 112033204 Computer Maintenance 6,500 8,300 24,680 Equip. Lease & Maint. Category Total 9,300 11,000 27,580
Occupancy Expense 112033407 Rent 7,500 7,500 7,880
Purchased Service 112033301 Legal Fees 120,000 150,000 100,000 Purchased Service 112033303 Consultant Fees 85,000 60,000 61,000 Purchased Service 112033303 Consultant Fees - Job Evaluation 40,000 30,000 30,000 Purchased Service 112033390 Employee Assistance Program 15,000 21,500 22,000 Purchased Service Category Total 260,000 261,500 213,000
Capital Expenditures 112033801 Equipment 2,500 4,750 23,850
Expenditures Category Total 723,680 713,320 730,470
195 of 408 Human Resources Category Account Description 2014 2014 2015 Number Budget Projection Budget (unaudited)
Recoveries 112036720 Allocation to EMS 293,650 293,650 332,460
Net Operations Human Resources 430,030 419,670 398,010
Contribution from 112036801 Rate Stabilization Reserve (154,000) (150,000) (120,350)
Total County Responsibility 276,030 269,670 277,660
196 of 408 General Government Services – Planning Services
Service Description
The Planning Services department provides planning advisory services to County Council on matters related to County-wide land use planning, economic development, and strategic planning matters. This section also prepares responses to provincial policy and program initiatives. The Manager of Planning Services acts as the approval authority in accordance with the Planning Act for plans of subdivision, plans of condominium, part lot control by-laws, and local Official Plan amendments. Staffing Chart
2012 2013 2014 2014 2015 Staffing 2012 2013 2014 2015 Actual Actual Budget Actual Budget ($000) ($000) ($000) ($000) ($000) Full-Time 1 1 1 1 93 93 94 94 95
Prior Year Performance
Operations for 2014 resulted in a favourable variance of approximately $1,340. Savings from budget were achieved in various program expenses, including lower expenditures for legal services, and a delay in the start of the Agricultural Lot Size Study. Additional favourable variance was largely due to subdivision application fees that were triple the budgeted revenue. Additional contributions were made to the Official Plan reserve to offset the future cost of review and approval. All other areas of the budget were on target. Proposed Budget – Current Year
The proposed budget for 2015 of $198,290 represents a decrease year over year of approximately $1,690 (0.8%). The budget has reduced the provision for legal expenses in the event of appeals to decisions as the approval authority, or to protect the County’s interest in appeals of decisions at the local level. It is proposed that one-time legal fees be funded by the Official Plan Reserve. Additional advertising fees have been included for the Agricultural Lot Size Study. The proposed budget acknowledges the current economic situation for the County, and therefore the anticipated recoveries from subdivision application fees to remain at historic levels. The budget also includes an annual $40,000 contribution to the Official Plan review reserve. The mandatory review is required every five years, and this will provide the County with an adequate reserve for the next review that will likely commence in 2017. The next five year review will include new population and employment projections, with the anticipated cost to be shared with the City of Windsor. As a result, this will represent a significant increase in the total cost of the project. In regard to strategic planning matters, there will be continued involvement in regional transportation issues, i.e., International crossing / corridor, Hwy 401 and Hwy 3 improvements and county-wide active transportation study. Other major issues include continued
197 of 408 General Government Services – Planning Services implementation of the recommendations contained in the Windsor/Essex Housing Analysis and Recommended Strategies Study, and the completion of the Windsor Essex Ten Year Housing and Homelessness Plan, through both the Housing Advisory Committee and the Long Term Affordable Housing Strategy Committee. In addition, the Manager serves as the County’s representative on the Committee to review applications for Federal and Provincial funding under the Canada/Ontario Affordable Housing Program. The most significant project for 2015 will be the completion of an Agricultural Lot Size Study. The determination of the appropriate lot size for various types of agricultural operations was an extremely contentious issue throughout the Official Plan review. The Ontario Ministry of Agriculture, Food and Rural Affairs (OMAFRA) insisted that the County include a 40 hectare minimum farm parcel size for general agricultural uses. The current lot fabric within the County indicates that less than 8% of farms meet this minimum standard. Local Official Plans have a range of minimum sizes from 10 hectares to 40 hectares, and those policies remain in effect until the County study is complete. The Official Plan Review Steering Committee preferred a consistent approach across the County. The County committed to completing this study in the new County Official Plan. This project will assist the County in determining the minimum parcel size for all types of agricultural lots, including, but not limited to, new lots for agricultural uses, specialty crop areas, and agriculture related uses. A Request for Proposals will be issued, and a consultant will be selected by a Steering Committee to be comprised of all the local planners and the County Manager of Planning Services. The Steering Committee will meet regularly to review the work completed and provide guidance throughout the project. The local planners are aware, and supportive of, this approach. The budget includes provisions to fund the study from the Official Plan Review reserve account. Initial discussions for this study also included a component that would determine and define Specialty Crop lands. There was potential Provincial funding for this aspect of the study, but it has been determined that the Terms of Reference and deliverables are too difficult to define. The County considered a similar study as part of the five year review of the Official Plan, but it was abandoned for similar reasons.
198 of 408 Planning Services Category Account Description 2014 2014 2015 Number Budget Projection Budget (unaudited)
Salaries and Wages 112021101 Full Time 94,000 94,040 95,400
Benefits 112021201 Employment Insurance 1,180 1,180 1,210 Benefits 112021202 Canada Pension Plan 2,430 2,430 2,480 Benefits 112021203 O.M.E.R.S. 10,780 11,000 10,920 Benefits 112021204 Employer Health Tax 1,840 1,960 1,860 Benefits 112021205 Health Insurance 5,900 5,880 6,100 Benefits 112021206 Group Insurance 680 680 690 Benefits 112021207 Disability Insurance 1,380 1,390 1,400 Benefits 112021208 W.S.I.B. 1,890 1,890 1,910 Benefits Category Total 26,080 26,410 26,570
Staff Expense 112023001 Mileage 4,200 4,000 4,200 Staff Expense 112023002 Training 3,100 2,900 3,100 Staff Expense 112023003 Workshops & Seminars 3,100 2,500 3,100 Staff Expense 112023004 Out-of-town Meetings 1,800 1,700 1,800 Staff Expense 112023005 Memberships 1,250 1,200 1,250 Staff Expense 112023098 Other 600 450 600 Staff Expense Category Total 14,050 12,750 14,050
Office Expense 112023101 Telephone 1,500 1,500 1,500 Office Expense 112023102 Postage 350 500 350 Office Expense 112023103 Office Supplies 500 450 500 Office Expense 112023104 Computer Supplies 300 250 300 Office Expense 112023105 Subscriptions & Reference Material 250 250 200 Office Expense 112023106 Copier Charges 500 450 500 Office Expense 112023107 Fax Charges 100 90 100 Office Expense 112023109 Courier 300 200 300 Office Expense 112023110 Printing - Internal 1,000 1,300 1,000 Office Expense 112023407 Rent 9,250 9,250 9,720 Office Expense Category Total 14,050 14,240 14,470
Equip. Lease & Maint. 112023203 Copier Lease / Maintenance 500 450 500 Equip. Lease & Maint. 112023204 Computer Maintenance 300 250 300 Equip. Lease & Maint. Category Total 800 700 800
Purchased Service 112023301 Legal Exp./Ins. Deductible 19,000 13,000 10,000 Purchased Service 112023303 Consulting Fees 10,000 10,000 5,000 Purchased Service 112023303 Consulting - Farm Size Study 50,000 0 40,000 Purchased Service 112023391 Advertising & Public Relations 2,000 1,500 2,000 Purchased Service Category Total 81,000 24,500 57,000
Capital Expenditures 112023801 Equipment 2,000 2,000 2,000
Expenditures Category Total 231,980 174,640 210,290
199 of 408 Planning Services Category Account Description 2014 2014 2015 Number Budget Projection Budget (unaudited)
Recoveries 112026717 Subdivision Application Fees 12,000 40,000 12,000 Recoveries 11202xxxx OMAFRA Grant Funding (Farm Size Study) 25,000 0 0 Recoveries Category Total 37,000 40,000 12,000
Net Operations Planning Services 194,980 134,640 198,290
Contributions to 112024111 Official Plan Review Reserve 40,000 74,000 40,000 Contributions from 112026819 Official Plan Review Reserve (35,000) (10,000) (40,000) Contributions to (from) Category Total 5,000 64,000 0
Total County Responsibility 199,980 198,640 198,290
200 of 408 General Gov’t – Emergency Management Co-ordination
Service Description
Emergency Management Co-ordination is the activity undertaken in advance of a large-scale emergency to minimize, through the existence of effective, up-to-date and proven emergency management programs (including response plans and training), the risk to the life and health of residents and to reduce damage to property. Emergency management coordination activities include, but are not restricted to, the maintenance, implementation and revision of the County Emergency Response Plan. Other responsibilities include: emergency management assistance to municipalities in the areas of (i) plan maintenance, (ii) plan testing, (iii) training, (iv) public awareness, (v) county-wide workshops, (vi) disaster response, recovery and assistance (ODRAP), and (vii) coordination of emergency planning related functions such as the County Mutual Aid Firefighting System and other protective services such as 9-1-1, emergency notification systems and Hazardous Materials Response. Staffing Chart
2012 2013 2014 2014 2015 Staffing 2012 2013 2014 2015 Actual Actual Budget Actual Budget ($000) ($000) ($000) ($000) ($000) Full-Time 1 1 1 1 62 61 63 63 68 Part-Time* 4 4 4 4 14 14 15 15 16 Total 5 5 5 5 76 75 78 78 84 *includes annual fees paid to the County Fire Coordinator and 2 Deputy Fire Coordinators as part of the Fire Mutual Aid Agreements and by requirement of the Ontario Fire Marshall. Prior Year Performance
For 2014, net operations are projected to be under budget by approximately $16,000. These savings are directly related to lower than expected costs for staff expenses, office supplies/support and contracted services, including unexpected decreases in the annual operating and maintenance costs for R911 and WebEOC. Proposed Budget – Current Year
The proposed budget for 2015 is $180,250 which represents a decrease from the prior year budget of approximately $20,000. Those decreases are directly related to the elimination of annual operating and maintenance and data base costs in support of the R911 system as well as telephone line switchovers to VoIP lines and the subsequent direct savings.
201 of 408 General Gov’t – Emergency Management Co-Ordination
Other key components of this budget include: • Continued savings in WebEOC software upgrade purchases as well as the end-of-life cycle of the R911 notification systems. Although the remaining R911 system will be maintained by local IT resources, there is now the potential for some of these savings to be re-invested into a consolidated review and development of alerting and notification systems that meet the specific needs and staff capabilities of each municipality; • Continued development and implementation of online emergency management training for elected officials and senior managers, Emergency Operations Centre and Emergency Information Officer/Centre courses and annual regional exercises, drills and training; and • Hiring of a summer student to assist with ongoing training and resource allocations / support to assist with a uniform, standardized and contiguous approach to emergency management coordination across the County and region. Projects and initiatives such as a detailed Hazard Identification and Risk Analysis review, Accessibility and Functional Needs Registry developments as a part of the WebEOC applications, Web Site updates and Social Media applications, and improvements in support of regional emergency management coordination and mutual aid agreements, are all designed to increase these standard approaches, efficiencies and economies of scale in support of all municipalities. This will, in turn, lead to the continued development and improvement of disaster resilient communities while exercising a high standard of due diligence in the protection of all residents and businesses.
202 of 408 Emergency Management Co-ordination Category Account Description 2014 2014 2015 Number Budget Projection Budget (unaudited)
Salaries and Wages 122011101 Full Time 62,500 62,500 68,100 Salaries and Wages 121011101 Part Time 15,400 14,500 15,500 Salaries and Wages Category Total 77,900 77,000 83,600
Benefits 122011201 Employment Insurance 1,560 1,550 1,720 Benefits 122011202 Canada Pension Plan 2,960 2,930 3,090 Benefits 122011203 O.M.E.R.S. 6,010 6,060 6,490 Benefits 122011204 Employer Health Tax 1,520 1,510 1,630 Benefits 122011205 Health Insurance 5,900 5,820 6,620 Benefits 122011206 Group Insurance 340 330 490 Benefits 122011207 Disability Insurance 830 630 900 Benefits 122011208 W.S.I.B. 1,580 1,530 1,710 Benefits Category Total 20,700 20,360 22,650
Staff Expense 122013001 Mileage 1,200 1,500 1,500 Staff Expense 122013002 Training 400 250 400 Staff Expense 122013003 Workshops & Seminars (incl DRC Project) 1,000 750 1,000 Staff Expense 122013004 Out-of-town Meetings 1,000 850 1,000 Staff Expense 122013005 Membership Fees 200 200 200 Staff Expense 122013098 Municipal/Emergency/EOC Training 2,000 1,000 1,500 Staff Expense Category Total 5,800 4,550 5,600
Office Expense 122013101 Telephone 900 650 600 Office Expense 122013298 Other (Emerg. Oper. Centre, Sat. Phones) 1,000 850 1,000 Office Expense 122013102 Postage 100 70 100 Office Expense 122013103 Office Supplies 100 60 100 Office Expense 122013104 Computer Supplies 100 80 100 Office Expense 122013105 Subscriptions & Reference Material 50 40 50 Office Expense 122013106 Copier Charges 100 150 150 Office Expense 122013107 Fax 100 100 100 Office Expense 122013109 Courier 50 50 50 Office Expense 122013110 Printing - Internal 750 500 600 Office Expense 122013198 Other / Advertising 50 50 2,000 Office Expense 122013407 Rent 8,470 8,470 8,900 Office Expense Category Total 11,770 11,070 13,750
Equip. Lease & Maint. 122013201 Computer Maintenance 100 90 100 Equip. Lease & Maint. 122013203 Copier Lease / Maintenance 500 450 500 Equip. Lease & Maint. Category Total 600 540 600
Operating Expense 121013602 Radio Tower Maintenance 500 200 200 Operating Expense 121013602 Radio Licence Renewal 350 350 350 Operating Expense 121013602 Other Equipment Maintenance 300 200 300 Operating Expense 121013401 Insurance 3,000 2,790 2,700 Operating Expense Category Total 4,150 3,540 3,550
203 of 408 Emergency Management Co-ordination Category Account Description 2014 2014 2015 Number Budget Projection Budget (unaudited)
Purchased Service 121013340 HAZMAT 20,000 20,000 20,000 Purchased Service 121013340 Red Cross/Social Serv. Support Agreement 20,000 20,000 20,000 Purchased Service 121013340 Web EOC Service Agreement 13,000 12,000 10,000 Purchased Service 121013341 Reverse 911 - Warranty/Service Agreement 10,000 5,500 0 Purchased Service 122013675 Reverse 911 - Telephone Line Rental 13,300 11,000 0 Purchased Service 122013676 Reverse 911 - Database Maintenance 5,500 0 0 Purchased Service Category Total 81,800 68,500 50,000
Capital Expenditures 122013801 Equipment Purchases 3,000 4,500 6,000
Expenditures Category Total 205,720 190,060 185,750
Recoveries 122016715 Detroit Edison Annual Grant 5,500 5,500 5,500
Total County Responsibility 200,220 184,560 180,250
204 of 408
Administrative Report
Office of the Director of Corporate Services/Treasurer
To: Warden Tom Bain and Members of County Council
From: Robert Maisonville Director of Corporate Services/Treasurer
Date: February 4, 2015
Subject: 2015 Budget – External Commitments
Report #: 2015-R07-FIN-0204-RM
Purpose
To provide Council with the 2015 budget estimates for External Commitments (see Appendix A).
Discussion
The External Commitments section is comprised of those programs provided by external agencies for services delivered to the benefit of ratepayers of the County of Essex. The commitments are categorized as legislated, long-term discretionary, current discretionary and discretionary grants.
Prior Year Performance
A net favourable variance is projected as at December 31, 2014. Increases in County share of Social Services and Social Housing costs due to an increased shift in regional weighted assessment towards the County were more than offset by savings due to the declining Ontario Works caseloads. Savings were also experienced in the Windsor Essex County Health Unit (WECHU) and Regional Physician Recruitment costs.
During the year, Council approved a 10 year funding commitment of $200,000 per annum towards the new Leamington Hospice facility. No
Robert Maisonville, Director of Corporate Services/Treasurer Corporation of the County of Essex, Suite 202, 360 Fairview Avenue West, Essex, ON N8M 1Y6 Phone: 519-776-6441, ext. 1328; Email: [email protected] 205 of 408 Administrative Report Page 2 February 4, 2015 2015 Budget – External Commitments
budget impact resulted from this new commitment due to the redirection of funds previously budgeted for Economic Initiatives.
Proposed Budget
The 2015 proposed budget is set at $25,448,220, which is an increase of $133,000 over the prior year.
The continuation of provincial uploading and declining caseloads have resulted in significant reductions in the County share of Social Services costs. These savings will be largely offset by increases in the cost of Social Housing due to the loss of Federal Block funding, operational increases and unfavourable assessments.
Other year over year increases have been proposed for the WECHU, and Tourism Windsor Essex Pelee Island. The budget also includes an increase to the allocation for Economic Initiatives to allow council continued flexibility to address future initiatives such tourism, community “bricks and mortar” requests and future regional economic initiatives.
The 2015 budget continues to provide $700,000 in support of multi-year capital funding commitments to the John McGivney Children’s Centre, Hotel Dieu Grace Healthcare, the Windsor Regional Hospital and Hospice (Leamington location).
Recommendation
For the information and consideration of Council.
Respectfully Submitted Concurred With,
Robert Maisonville Brian Gregg
Originally Signed by Robert Maisonville Originally Signed by Brian Gregg Director of Corporate Services/Treasurer Chief Administrative Officer
Appendix No. Title of Appendix Appendix A 2015 Budget – External Commitments
206 of 408 External Commitments
Statement of Purpose
The County of Essex makes financial contributions towards programs that benefit all County residents. Service Description
Mandatory and discretionary contributions to external boards and agencies are represented in External Commitments. Prior Year Performance
Contributions to external boards and agencies are projected to have a net favourable variance of $254,000. Savings of $240,000 in Social Services were the most significant factor, due largely to declining caseloads for Ontario Works and offset by increased cost due to shifts in regional weighted assessment. Assessment shifts also caused an unfavourable variance in the cost of Social Housing, however this was offset by anticipated savings for the Health Unit and Regional Physician Recruitment costs. Council approved a 10 year funding commitment for the new Hospice location in Leamington in the amount of $200,000 per year. Amounts budgeted for Economic Initiatives have been used to fund this commitment. Amounts levied for rate stabilization were required to address Pay Equity and Job Evaluation commitments throughout the organization. Proposed Budget – Current Year
The proposed budget for 2015 amounts to $25,448,220, an increase of $132,610 over the prior year. Significant operating factors contributing to this net decrease include: • $80,000 anticipated increase for the Health Unit • ($674,130) decrease in Social Services costs due to continued reduction in Ontario Works caseloads and continued provincial uploading of costs, offset by cost increase due to regional weighted assessment shift • $444,190 increase in Social Housing costs due to increases in operating costs, unfavourable assessments and the loss of Federal Block funding. • $16,700 increase for Tourism Windsor Essex Pelee Island The 2015 budget continues the following long-term discretionary commitments: • $200,000 per year (10 years) for John McGivney Children’s Centre • $200,000 per year (10 years) for Hotel Dieu Grace Angioplasty unit
207 of 408 External Commitments
• $200,000 per year (10 years) for Hospice – Leamington • $100,000 per year (10 years) for Windsor Regional Hospital – Cornerstone of Caring (Mental Health Facility)
208 of 408 External Commitments
Category Account Description 2014 2014 2015 Number Budget Projection Budget (restated) (unaudited)
Legislated Obligation 112015108 Health Unit 2,250,000 2,243,210 2,330,000 Legislated Obligation 112015117 Property Assessment 2,450,000 2,447,600 2,436,500 Legislated Obligation 161015160 Social Services 9,244,000 9,004,060 8,569,870 Legislated Obligation 112015119 Social Housing 8,216,000 8,268,100 8,660,190 Legislated Obligation Category Total 22,160,000 21,962,970 21,996,560
Long Term Discretionary 112015180 John McGivney Children's Centre 200,000 200,000 200,000 Long Term Discretionary 112015181 Hotel Dieu Grace Hospital - Angioplasty 200,000 200,000 200,000 Long Term Discretionary 112015125 Hospice - Leamington 0 200,000 200,000 Long Term Discretionary 112015182 Windsor Reg'l Hosp. - Cornerstone of Caring 100,000 100,000 100,000 Long Term Discretionary Category Total 500,000 700,000 700,000
Current Discretionary 112015109 Windsor Essex Economic Dev't Corp. 977,460 977,460 977,460 Current Discretionary 112015109 WEEDC - Marketing Retirement Community 60,000 60,000 0 Current Discretionary 112015110 Tourism Windsor Essex Pelee Island 766,000 766,000 782,700 Current Discretionary 112015120 Windsor Essex County Enviro. Committee 24,150 24,000 24,000 Current Discretionary 159013000 Physician Recruitment Initiatives 222,000 164,000 222,000 Current Discretionary 112015198 Economic Initiatives 200,000 0 340,000 Current Discretionary 112015198 SWIFT - WOWC Broadband Study 25,000 25,000 200,000 Current Discretionary 11201xxxx Rate Stabilization (Pay Equity Settlements) 200,000 200,000 200,000 Current Discretionary 112015115 MTE - Tax Appeals for Lower Tiers 100,000 101,000 100,000 Current Discretionary 112015198 GIS Day Sponsorship 500 500 0 Current Discretionary Category Total 2,575,110 2,317,960 2,846,160
Discretionary Grants 112015104 Ridgetown College 500 500 500
Commitments Category Total 25,235,610 24,981,430 25,543,220
Recoveries 159016798 Physician Recruitment Recoveries 60,000 60,000 60,000
Contributions from 112016801 Rate Stabilization Reserve (25,000) (25,000) (200,000) Contibutions to 112014110 Capital Reserve (Social Housing) 165,000 165,000 165,000 Contibutions to (from) Category Total 140,000 140,000 (35,000)
Total County Responsibility 25,315,610 25,061,430 25,448,220
209 of 408
The Corporation of the County of Essex
By-Law Number 04-2015
Being a By-law to Confirm the Proceedings of the Council of The Corporation of the County of Essex.
Whereas under Section 5(1) of the Municipal Act, 2001, S.O. 2001, c.25 as amended, the powers of a municipality shall be exercised by its Council; and
Whereas under Section 5(3) of the Municipal Act, 2001, S.O. 2001, c.25 as amended, a municipal power, including a municipality’s capacity, rights, powers and privileges under Section 8 of the Municipal Act, 2001, S.O. 2001, c.25 as amended, shall be exercised by by-law unless the municipality is specifically authorized to do otherwise; and,
Whereas it is deemed expedient that the proceedings of the Council of The Corporation of the County of Essex, at this meeting be confirmed and adopted by by-law;
Now therefore the Council of the Corporation of the County of Essex hereby enacts as follows:
1. That the actions of the Council of The Corporation of the County of Essex in respect of all recommendations in reports of committees, all motions and resolutions and all other action passed and taken by the Council of The Corporation of the County of Essex, documents and transactions entered into during the February 4th, 2015, Regular Meeting of Council, is hereby adopted and confirmed, as if the same were expressly embodied in this By-law.
2. That the Warden and proper officials of The Corporation of the County of Essex are hereby authorized and directed to do all the things necessary to give effect to the action of the Council of The Corporation
210 of 408 By-Law Number 04-2015 Page 2
of the County of Essex during the said February 4th, 2015, Regular Meeting referred to in Section 1 of this By-law.
3. That the Warden and the Clerk are hereby authorized and directed to execute all documents necessary to the action taken by this Council as described in Section 1 of this By-law and to affix the Corporate Seal of The Corporation of the County of Essex to all documents referred to in said Section 1.
This By-law shall come into force and take effect after the final passing.
Read a first, second and third time and Finally Passed this 4th day of February, 2015.
Tom Bain, Warden
Mary S. Brennan, Clerk
Clerk's Certificate
I, Mary S. Brennan, Clerk of the Corporation of the County of Essex, do hereby certify that the foregoing is a true and correct copy of By-law Number 04-2015 passed by the Council of the said Corporation on the 4th, day of February 2015.
Mary S. Brennan, Clerk Corporation of the County of Essex
211 of 408 2015 Budget Overview
212 of 408 Fundamental Principles
Appropriate levels of service are being delivered to the community.
The Corporation is prepared to maintain its commitments to the community as represented by current discretionary funding levels (i.e. external commitments).
Consideration has been given to the impact of decisions on the Corporation’s future financial stability.
213 of 408 2 Fiscally Responsible Government
Standard & Poor’s AA Credit rating Very low debt ($0 debt – June 2014) Health liquidity Solid Reserve Strategy Long standing life-cycle capital program Pay-as-go infrastructure
Consistent tax rates well below inflation
214 of 408 3 County Budget Process
Budget Assumptions / Format / Timetable Preparation of Preliminary Departmental Estimates Administrative Review Council Review (February 4, 2015) Budget Adoption (February 18, 2015)
215 of 408 4 2015 Budget Overview
Budget Summary
Impact Variables
Risk & Future Obligations
County Comparators
2015 Tax Rate / Residential Impact
Departmental Reviews
216 of 408 5 Ontario Inflation & County Tax Rates
Inflation Index CPI annual average increase, 2002-2014 = 1.9%
County Tax Rates Annual average tax rate increase, 2002-2014 Excluding Infrastructure Expansion = 0.2% Including Infrastructure Expansion = 1.2%
217 of 408 6 CPI & Tax Rate Comparison
12 Year Cumulative CPI vs. Tax Rate Increase 25%
20%
15%
10%
5%
0% 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
-5%
% Tax Increase (incl. Rd.Exp.)
% Tax Increase (excl. Rd.Exp.)
CPI
218 of 408 7 2015 “Targeted” County Tax Rate
Budgetary Pressure Target
2015 Base Operations 0.50%
Infrastructure Expansion (year 9 of 12) 1.50%
2015 - Total Target Tax Rate 2.00%
219 of 408 8 2015 “Proposed” County Tax Rate
Budgetary Pressure Target Proposed
2015 Base Operations 0.50% 0.04%
Infrastructure Expansion (year 9 of 12) 1.50% 1.50%
2015 - Total Target Tax Rate 2.00% 1.54%
220 of 408 9 Budget Summary
2014 2014 2015 Budget Summary Budget Projected Budget
Total Gross Expenditures $138,773,830 $128,633,170 $145,237,950
Departmental Recoveries (51,466,870) (55,794,090) (54,170,090)
Net Expenditures 87,306,960 72,839,080 91,067,860
Net Contribution to(from) Reserves (8,969,760) 5,498,120 (9,502,110)
Total County Requirement $78,337,200 $78,337,200 $81,565,750
221 of 408 10 2015 Budget – Impact Variables
Tax Variable Levy Impact Impact
County Levy 2014 $78,337,200 -2.49% Regional Services cost sharing (EMS, Social Services, Social Housing) 211,600 0.28% Roadway expansion (1.5% of Levy) 1,175,100 1.46% Social Housing – inflationary & reduction in federal block funding 373,200 0.46% Social Services – minor caseload reductions, prov. uploading (91.4%) (734,100) -0.91% Wages, health benefits & statutory deductions (EI, CPP, EHT, WSIB) 1,020,300 1.27% Transportation Construction Rehabilitation Program (incl. OCIF) 1,025,000 1.28% Asset amortization (linear, facility, rolling stock & equipment) 413,100 0.51% Victoria Street Manor (discontinued service delivery) (99,700) -0.12% County-Wide Active Transportation Infrastructure 100,000 0.12% SPH - increases in subsidy (per diems & CMI change) (463,900) -0.58% Net expenditures/recoveries (utilities, contracts, supplies, int. income) (155,250) -0.19% External Commitment (net – Health Unit, TWEPI, MPAC, WEARIC) 23,200 0.03%
Economic Initiatives (new regional hospital, regional economic requests) 340,000 0.42% County Levy 2015 $81,565,750 1.54%
222 of 408 11 2015 Budget – Impact Variables
Tax Variable Levy Impact Impact
County Levy 2014 $78,337,200 -2.49% Regional Services cost sharing (EMS, Social Services, Social Housing) 211,600 0.28% Roadway expansion (1.5% of Levy) 1,175,100 1.46% Social Housing – inflationary & reduction in federal block funding 373,200 0.46% Social Services – minor caseload reductions, prov. uploading (91.4%) (734,100) -0.91% Wages, health benefits & statutory deductions (EI, CPP, EHT, WSIB) 1,020,300 1.27% Transportation Construction Rehabilitation Program (incl. OCIF) 1,025,000 1.28% Asset amortization (linear, facility, rolling stock & equipment) 413,100 0.51% Victoria Street Manor (discontinued service delivery) (99,700) -0.12% County-Wide Active Transportation Infrastructure 100,000 0.12% SPH - increases in subsidy (per diems & CMI change) (463,900) -0.58% Net expenditures/recoveries (utilities, contracts, supplies, int. income) (155,250) -0.19% External Commitment (net – Health Unit, TWEPI, MPAC, WEARIC) 23,200 0.03%
Economic Initiatives (new regional hospital, regional economic requests) 340,000 0.42% County Levy 2015 $81,565,750 1.54%
223 of 408 12 2015 Budget – Impact Variables
Tax Variable Levy Impact Impact
County Levy 2014 $78,337,200 -2.49% Regional Services cost sharing (EMS, Social Services, Social Housing) 211,600 0.28% Roadway expansion (1.5% of Levy) 1,175,100 1.46% Social Housing – inflationary & reduction in federal block funding 373,200 0.46% Social Services – minor caseload reductions, prov. uploading (91.4%) (734,100) -0.91% Wages, health benefits & statutory deductions (EI, CPP, EHT, WSIB) 1,020,300 1.27% Transportation Construction Rehabilitation Program (incl. OCIF) 1,025,000 1.28% Asset amortization (linear, facility, rolling stock & equipment) 413,100 0.51% Victoria Street Manor (discontinued service delivery) (99,700) -0.12% County-Wide Active Transportation Infrastructure 100,000 0.12% SPH - increases in subsidy (per diems & CMI change) (463,900) -0.58% Net expenditures/recoveries (utilities, contracts, supplies, int. income) (155,250) -0.19% External Commitment (net – Health Unit, TWEPI, MPAC, WEARIC) 23,200 0.03%
Economic Initiatives (new regional hospital, regional economic requests) 340,000 0.42% County Levy 2015 $81,565,750 1.54%
224 of 408 13 Infrastructure Expansion
Expansion requirements identified through the Essex Windsor Regional Transportation Study. Current costs estimate - $400 million. Timeframe 2009 - 2038. Funding model predicated on no senior government funding. County requirement - $400 million, through 1.5% Levy increase through 2018. Current Infrastructure Reserve balance @ 12/31/14 - $35 million. 2015 capital levy dedicated to expansion - $11.5 million (inclusive of 2015 1.5% increment).
225 of 408 14 2015 Budget – Impact Variables
Tax Variable Levy Impact Impact
County Levy 2014 $78,337,200 -2.49% Regional Services cost sharing (EMS, Social Services, Social Housing) 211,600 0.28% Roadway expansion (1.5% of Levy) 1,175,100 1.46% Social Housing – inflationary & reduction in federal block funding 373,200 0.46% Social Services – minor caseload reductions, prov. uploading (91.4%) (734,100) -0.91% Wages, health benefits & statutory deductions (EI, CPP, EHT, WSIB) 1,020,300 1.27% Transportation Construction Rehabilitation Program (incl. OCIF) 1,025,000 1.28% Asset amortization (linear, facility, rolling stock & equipment) 413,100 0.51% Victoria Street Manor (discontinued service delivery) (99,700) -0.12% County-Wide Active Transportation Infrastructure 100,000 0.12% SPH - increases in subsidy (per diems & CMI change) (463,900) -0.58% Net expenditures/recoveries (utilities, contracts, supplies, int. income) (155,250) -0.19% External Commitment (net – Health Unit, TWEPI, MPAC, WEARIC) 23,200 0.03%
Economic Initiatives (new regional hospital, regional economic requests) 340,000 0.42% County Levy 2015 $81,565,750 1.54%
226 of 408 15 2015 Budget – Impact Variables
Tax Variable Levy Impact Impact
County Levy 2014 $78,337,200 -2.49% Regional Services cost sharing (EMS, Social Services, Social Housing) 211,600 0.28% Roadway expansion (1.5% of Levy) 1,175,100 1.46% Social Housing – inflationary & reduction in federal block funding 373,200 0.46% Social Services – minor caseload reductions, prov. uploading (91.4%) (734,100) -0.91% Wages, health benefits & statutory deductions (EI, CPP, EHT, WSIB) 1,020,300 1.27% Transportation Construction Rehabilitation Program (incl. OCIF) 1,025,000 1.28% Asset amortization (linear, facility, rolling stock & equipment) 413,100 0.51% Victoria Street Manor (discontinued service delivery) (99,700) -0.12% County-Wide Active Transportation Infrastructure 100,000 0.12% SPH - increases in subsidy (per diems & CMI change) (463,900) -0.58% Net expenditures/recoveries (utilities, contracts, supplies, int. income) (155,250) -0.19% External Commitment (net – Health Unit, TWEPI, MPAC, WEARIC) 23,200 0.03%
Economic Initiatives (new regional hospital, regional economic requests) 340,000 0.42% County Levy 2015 $81,565,750 1.54%
227 of 408 16 Social Services
Ontario Works Upload (from 88.6% to 91.4%) Anticipated reduction in caseloads for 2015 Ontario Works Benefit increase Modest inflationary increases in service delivery costs
228 of 408 17 Social Services
Ontario Works Upload (from 88.6% to 91.4%) Anticipated reduction in caseloads for 2015 Ontario Works Benefit increase Modest inflationary increases in service delivery costs
229 of 408 18 Provincial Upload - OW
Ontario Works Provincial Cost Share
Pre-upload 80.0% 2010 80.6% 2011 81.2% 2012 82.8% 2013 85.8% 2014 88.6% 2015 91.4% 2016 94.2% 2017 97.2% 2018 100.0%
230 of 408 19 Social Services
Ontario Works Upload (from 88.6% to 91.4%) Anticipated reduction in caseloads for 2015 Ontario Works Benefit increase Modest inflationary increases in service delivery costs
231 of 408 20 Social Services
232 of 408 21 Social Services
Ontario Works Upload (from 88.6% to 91.4%) Anticipated reduction in caseloads for 2015 Ontario Works Benefit increase Modest inflationary increases in service delivery costs
233 of 408 22 2015 Budget – Impact Variables
Tax Variable Levy Impact Impact
County Levy 2014 $78,337,200 -2.49% Regional Services cost sharing (EMS, Social Services, Social Housing) 211,600 0.28% Roadway expansion (1.5% of Levy) 1,175,100 1.46% Social Housing – inflationary & reduction in federal block funding 373,200 0.46% Social Services – minor caseload reductions, prov. uploading (91.4%) (734,100) -0.91% Wages, health benefits & statutory deductions (EI, CPP, EHT, WSIB) 1,020,300 1.27% Transportation Construction Rehabilitation Program (incl. OCIF) 1,025,000 1.28% Asset amortization (linear, facility, rolling stock & equipment) 413,100 0.51% Victoria Street Manor (discontinued service delivery) (99,700) -0.12% County-Wide Active Transportation Infrastructure 100,000 0.12% SPH - increases in subsidy (per diems & CMI change) (463,900) -0.58% Net expenditures/recoveries (utilities, contracts, supplies, int. income) (155,250) -0.19% External Commitment (net – Health Unit, TWEPI, MPAC, WEARIC) 23,200 0.03%
Economic Initiatives (new regional hospital, regional economic requests) 340,000 0.42% County Levy 2015 $81,565,750 1.54%
234 of 408 23 Wages, Health & Statutory Deductions
Negotiated & projected wage increases ~25% of increase related to benefits 9 new retirees EMS WSIB NEER $150,000 (County share $72K) Three new staff positions Housing with Supports (no add’l $’s) I.T. Support & Communications Officer Sun Parlor Home Care requirements & legislated add’l training $’s
235 of 408 24 2015 Budget – Impact Variables
Tax Variable Levy Impact Impact
County Levy 2014 $78,337,200 -2.49% Regional Services cost sharing (EMS, Social Services, Social Housing) 211,600 0.28% Roadway expansion (1.5% of Levy) 1,175,100 1.46% Social Housing – inflationary & reduction in federal block funding 373,200 0.46% Social Services – minor caseload reductions, prov. uploading (91.4%) (734,100) -0.91% Wages, health benefits & statutory deductions (EI, CPP, EHT, WSIB) 1,020,300 1.27% Transportation Construction Rehabilitation Program (incl. OCIF) 1,025,000 1.28% Asset amortization (linear, facility, rolling stock & equipment) 413,100 0.51% Victoria Street Manor (discontinued service delivery) (99,700) -0.12% County-Wide Active Transportation Infrastructure 100,000 0.12% SPH - increases in subsidy (per diems & CMI change) (463,900) -0.58% Net expenditures/recoveries (utilities, contracts, supplies, int. income) (155,250) -0.19% External Commitment (net – Health Unit, TWEPI, MPAC, WEARIC) 23,200 0.03%
Economic Initiatives (new regional hospital, regional economic requests) 340,000 0.42% County Levy 2015 $81,565,750 1.54%
236 of 408 25 Construction Rehabilitation
Expansion requirements identified through Corporate Asset Management Plan – Linear Assets (Nov. 2013) Current costs estimate - $290 million. Timeframe 2013 - 2038. Targeted annual funding level $11.2M Current funding level proposed for 2015 $9M
237 of 408 26 Construction Rehabilitation
Class 2013 2014 2015 2016 2017 Bridges 1,725 1,580 1,190 1,985 1,575 Culverts 1,100 1,280 1,610 1,635 2,185 Roads 3,915 4,069 5,027 5,162 5,282 Connecting Links - 548 96 - 133 Municipal Drains - 350 350 350 350 Other 827 847 847 847 847 Total Required 7,567 8,674 9,120 9,979 10,372
Budget 7,567 8,017 9,042 9,979 10,372 Total Required 7,567 8,674 9,120 9,979 10,372 Over(Under)Funded - (657) (78) - -
238 of 408 27 2015 Budget – Impact Variables
Tax Variable Levy Impact Impact
County Levy 2014 $78,337,200 -2.49% Regional Services cost sharing (EMS, Social Services, Social Housing) 211,600 0.28% Roadway expansion (1.5% of Levy) 1,175,100 1.46% Social Housing – inflationary & reduction in federal block funding 373,200 0.46% Social Services – minor caseload reductions, prov. uploading (91.4%) (734,100) -0.91% Wages, health benefits & statutory deductions (EI, CPP, EHT, WSIB) 1,020,300 1.27% Transportation Construction Rehabilitation Program (incl. OCIF) 1,025,000 1.28% Asset amortization (linear, facility, rolling stock & equipment) 413,100 0.51% Victoria Street Manor (discontinued service delivery) (99,700) -0.12% County-Wide Active Transportation Infrastructure 100,000 0.12% SPH - increases in subsidy (per diems & CMI change) (463,900) -0.58% Net expenditures/recoveries (utilities, contracts, supplies, int. income) (155,250) -0.19% External Commitment (net – Health Unit, TWEPI, MPAC, WEARIC) 23,200 0.03%
Economic Initiatives (new regional hospital, regional economic requests) 340,000 0.42% County Levy 2015 $81,565,750 1.54%
239 of 408 28 2015 Budget – Impact Variables
Tax Variable Levy Impact Impact
County Levy 2014 $78,337,200 -2.49% Regional Services cost sharing (EMS, Social Services, Social Housing) 211,600 0.28% Roadway expansion (1.5% of Levy) 1,175,100 1.46% Social Housing – inflationary & reduction in federal block funding 373,200 0.46% Social Services – minor caseload reductions, prov. uploading (91.4%) (734,100) -0.91% Wages, health benefits & statutory deductions (EI, CPP, EHT, WSIB) 1,020,300 1.27% Transportation Construction Rehabilitation Program (incl. OCIF) 1,025,000 1.28% Asset amortization (linear, facility, rolling stock & equipment) 413,100 0.51% Victoria Street Manor (discontinued service delivery) (99,700) -0.12% County-Wide Active Transportation Infrastructure 100,000 0.12% SPH - increases in subsidy (per diems & CMI change) (463,900) -0.58% Net expenditures/recoveries (utilities, contracts, supplies, int. income) (155,250) -0.19% External Commitment (net – Health Unit, TWEPI, MPAC, WEARIC) 23,200 0.03%
Economic Initiatives (new regional hospital, regional economic requests) 340,000 0.42% County Levy 2015 $81,565,750 1.54%
240 of 408 29 2015 Budget – Impact Variables
Tax Variable Levy Impact Impact
County Levy 2014 $78,337,200 -2.49% Regional Services cost sharing (EMS, Social Services, Social Housing) 211,600 0.28% Roadway expansion (1.5% of Levy) 1,175,100 1.46% Social Housing – inflationary & reduction in federal block funding 373,200 0.46% Social Services – minor caseload reductions, prov. uploading (91.4%) (734,100) -0.91% Wages, health benefits & statutory deductions (EI, CPP, EHT, WSIB) 1,020,300 1.27% Transportation Construction Rehabilitation Program (incl. OCIF) 1,025,000 1.28% Asset amortization (linear, facility, rolling stock & equipment) 413,100 0.51% Victoria Street Manor (discontinued service delivery) (99,700) -0.12% County-Wide Active Transportation Infrastructure 100,000 0.12% SPH - increases in subsidy (per diems & CMI change) (463,900) -0.58% Net expenditures/recoveries (utilities, contracts, supplies, int. income) (155,250) -0.19% External Commitment (net – Health Unit, TWEPI, MPAC, WEARIC) 23,200 0.03%
Economic Initiatives (new regional hospital, regional economic requests) 340,000 0.42% County Levy 2015 $81,565,750 1.54%
241 of 408 30 C.W.A.T.S.
o Active Transportation requirements identified through a joint County / local municipal study.
o Current costs estimate - $59 million / County share $30 million
o Timeframe 2012 - 2032. o County funding level proposed for 2015 at $1.4 million, an increase of $100K from prior year
o Contribution will need to grow to ~ $2.5 million per year to build and maintain within 20 yr. timeframe
242 of 408 31 2015 Budget – Impact Variables
Tax Variable Levy Impact Impact
County Levy 2014 $78,337,200 -2.49% Regional Services cost sharing (EMS, Social Services, Social Housing) 211,600 0.28% Roadway expansion (1.5% of Levy) 1,175,100 1.46% Social Housing – inflationary & reduction in federal block funding 373,200 0.46% Social Services – minor caseload reductions, prov. uploading (91.4%) (734,100) -0.91% Wages, health benefits & statutory deductions (EI, CPP, EHT, WSIB) 1,020,300 1.27% Transportation Construction Rehabilitation Program (incl. OCIF) 1,025,000 1.28% Asset amortization (linear, facility, rolling stock & equipment) 413,100 0.51% Victoria Street Manor (discontinued service delivery) (99,700) -0.12% County-Wide Active Transportation Infrastructure 100,000 0.12% SPH - increases in subsidy (per diems & CMI change) (463,900) -0.58% Net expenditures/recoveries (utilities, contracts, supplies, int. income) (155,250) -0.19% External Commitment (net – Health Unit, TWEPI, MPAC, WEARIC) 23,200 0.03%
Economic Initiatives (new regional hospital, regional economic requests) 340,000 0.42% County Levy 2015 $81,565,750 1.54%
243 of 408 32 2015 Budget – Impact Variables
Tax Variable Levy Impact Impact
County Levy 2014 $78,337,200 -2.49% Regional Services cost sharing (EMS, Social Services, Social Housing) 211,600 0.28% Roadway expansion (1.5% of Levy) 1,175,100 1.46% Social Housing – inflationary & reduction in federal block funding 373,200 0.46% Social Services – minor caseload reductions, prov. uploading (91.4%) (734,100) -0.91% Wages, health benefits & statutory deductions (EI, CPP, EHT, WSIB) 1,020,300 1.27% Transportation Construction Rehabilitation Program (incl. OCIF) 1,025,000 1.28% Asset amortization (linear, facility, rolling stock & equipment) 413,100 0.51% Victoria Street Manor (discontinued service delivery) (99,700) -0.12% County-Wide Active Transportation Infrastructure 100,000 0.12% SPH - increases in subsidy (per diems & CMI change) (463,900) -0.58% Net expenditures/recoveries (utilities, contracts, supplies, int. income) (155,250) -0.19% External Commitment (net – Health Unit, TWEPI, MPAC, WEARIC) 23,200 0.03%
Economic Initiatives (new regional hospital, regional economic requests) 340,000 0.42% County Levy 2015 $81,565,750 1.54%
244 of 408 33 2015 Budget – Impact Variables
Tax Variable Levy Impact Impact
County Levy 2014 $78,337,200 -2.49% Regional Services cost sharing (EMS, Social Services, Social Housing) 211,600 0.28% Roadway expansion (1.5% of Levy) 1,175,100 1.46% Social Housing – inflationary & reduction in federal block funding 373,200 0.46% Social Services – minor caseload reductions, prov. uploading (91.4%) (734,100) -0.91% Wages, health benefits & statutory deductions (EI, CPP, EHT, WSIB) 1,020,300 1.27% Transportation Construction Rehabilitation Program (incl. OCIF) 1,025,000 1.28% Asset amortization (linear, facility, rolling stock & equipment) 413,100 0.51% Victoria Street Manor (discontinued service delivery) (99,700) -0.12% County-Wide Active Transportation Infrastructure 100,000 0.12% SPH - increases in subsidy (per diems & CMI change) (463,900) -0.58% Net expenditures/recoveries (utilities, contracts, supplies, int. income) (155,250) -0.19% External Commitment (net – Health Unit, TWEPI, MPAC, WEARIC) 23,200 0.03% Economic Initiatives (new regional hospital, regional economic 340,000 0.42% requests) County Levy 2015 $81,565,750 1.54%
245 of 408 34 Budget Risk Factors
EMS – offload delays (code 7s) EMS – Provincial funding EMS – call volume concerns – demographics / response time SPH – increasingly frail / higher level of care requirements Social Services – caseload increases Public Health – lack of Prov. Funding / Cost Sharing Winter Control maintenance costs Federal & Provincial deficit mitigation measures Escalation in supply costs – fuel, medical supplies… OMERS, WSIB premiums Outstanding collective agreements
246 of 408 35 County Tax Rate Comparisons
2014 Residential Tax Comparison 2014 Multi-Residential Tax Comparison $3,000 $4,000
$3,000 $2,000 $2,000
$1,000 $1,000
$- $-
2014 Commercial Tax Comparison 2014 Industrial Tax Comparison
$4,500 $4,000 $20,000 $3,500 $3,000 $15,000 $2,500 $2,000 $10,000 $1,500 $1,000 $5,000 $500 $- $-
247 of 408 36 Regional Tax Rate Comparisons
IT (Industrial Occupied) Tax Rate
6,000 0.0600 5,000 0.0500 4,000 0.0400 3,000 0.0300 2,000 0.0200 1,000 0.0100 - 0.0000
Wastewater
MT (Multi-Residential) Tax Rate CT (Commercial Occupied) Tax Rate
0.0450 0.0500 0.0400 0.0350 0.0400 0.0300 0.0300 0.0250 0.0200 0.0200 0.0150 0.0100 0.0100 0.0050 0.0000 0.0000
248 of 408 37 Tax Rate Impact
Assessed Res. Tax YEAR Taxes Tax Change % Value Rate
2014 $200,000 .00447203 $894.41 n/a n/a
2015 $200,000 .00454096 $908.19 $13.78 1.5%
249 of 408 38 Questions?
250 of 408 Housing with Supports / Counselling 2015 Budget Presentation
251 of 408 Housing with Supports / Counselling Service Description • Assistance for County residents who require financial assistance and residential care / counselling services
o Residential care - purchase of service agreements with 12 rest home / retirement facilities
o Counselling - purchase of service agreement with Family Services Windsor
252 of 408 2 Housing with Supports / Counselling Prior Year Performance • Funded under the Community Homelessness Prevention Initiative (CHPI)
o Pooled regional funding o Flexible & reactive • No variance for 2014 – program savings support increased demand in other regional CHPI programs (utility support, etc)
253 of 408 3 Housing with Supports / Counselling Prior Year Performance Highlights: • All 12 operator facilities were inspected and meeting / exceeding standards • One-time funding $55K – staff training for service providers • Per Diem increase to $50.18 (2%)
254 of 408 4 Housing with Supports / Counselling Budget Summary
Overview 2014 2014 2015 Budget Projection Budget
Expenditures $1,910,630 $1,858,840 $1,994,480
Recoveries (1,523,700) (1,471,910) (1,607,550)
County Responsibility $386,930 $386,930 $386,930
255 of 408 5 Housing with Supports / Counselling
Housing with Supports Increased Levels of Service Gross Cost of 2001 - 2015 # of Residents Service Served
$2,000,000 2015 Per Diem $50.69 240 $1,800,000 220 $1,600,000
$1,400,000 200
$1,200,000 180 $1,000,000 160 $800,000 140 $600,000 120 $400,000
$200,000 100
$0 80
Cost of Purchased Service Average Residents per Month
256 of 408 6 Housing with Supports / Counselling 2015 Proposed Budget • Additional caseworker:
o Straining to achieve client service / facility standard objectives o Continued participation in regional planning / review / priority setting o No additional cost to County • Per diem increase to $50.69 (1% - Yr 2/3) • Municipal portion discretionary – no reduction in funding recommended for this vulnerable client group 257 of 408 7
Housing with Supports / Counselling 2015 Budget Pressures
• Operator Concerns / Frustrations:
o Per Diem - still concerns of insufficiency o LTC Assessments - Inability to transfer residents with acute need to LTC facilities
o Lack of affordable transportation for residents o Lack of mental health resources
258 of 408 8 Sun Parlor Home
2015 Budget Presentation
259 of 408 1 Health Care Environment
• Demands • Advancements in technology/equipment, medicine • Aging population • Behaviours
260 of 408 2 Demands
261 of 408 2015 Priorities
Safety & Security
262 of 408 4 2015 Priorities Cont’d
o Education - Mandatory Programs o Comply with legislation/regulations • Resident Quality Inspection o Maximize use of technology/enablers to achieve efficiencies o Health Quality Ontario
263 of 408 5 Quality Indicators
264 of 408 Budget Summary - SPH
2014 2014 2015 Overview Budget Projection Budget
Expenditures $ 22,104,530 $ 22,572,860 $ 24,739,510
Recoveries (14,868,200) (15,391,760) (14,905,340)
Net Operations 7,236,330 7,181,100 9,834,170
Contributions to (274,530) 117,400 (2,688,290) (from) Reserves County Responsibility $ 6,961,800 $ 7,298,500 $ 7,145,880
265 of 408 7 Overall Performance
266 of 408 8 Overall Performance Cont’d 2014 2015 • Significant changes • Staffing patterns • Investments in • Facility Renewal education/training • Asset Management • ONA CUPE arbitration • Outbreak • Harsh winter • Fire safety
267 of 408 Administration
2014 2014 2015 Administration Budget Projection Budget
Expenditures $ 897,810 $ 1,007,020 $ 787,460
Recoveries (94,400) (74,550) (83,400)
Net Operations 803,410 932,470 704,060
Contributions to (45,890) (128,240) 9,600 (from) Reserves County Responsibility $ 757,520 $ 804,230 $ 713,660
268 of 408 10 Administration Cont’d
2014 2015 • “attempted to hold the line” • training/education on expenses – RQI • re-alignment Managers obligations • IT – computer room • Request for Proposals • Fire Safety Plan •Wireless • Resident/Family Handbook •Nurse call •Oxygen •Continence •Pharmacy
269 of 408 11 Nursing & Personal Care
Nursing & 2014 2014 2015 Personal Care Budget Projection Budget
Expenditures $ 11,848,870 $ 12,367,190 $ 12,316,270
Recoveries (7,418,840) (7,925,570) (7,833,750)
Net Operations 4,430,030 4,441,620 4,482,520
Contributions from 0 (94,000) (25,000) Reserves County Responsibility $ 4,430,030 $ 4,347,620 $ 4,457,520
270 of 408 12 Nursing & Personal Care Cont’d 2014 2015 • Staffing patterns •Net increase of less than 1% • Rebate – NEER Reserve •Staffing patterns • Recovery $60,000 •Enhancements in • Restructure Leadership training/education Team •Subsidy based on CMI •Recovery $60,000 • One-time fire safety •One-time fire safety (14/15)
271 of 408 13 Life Enrichment
• Enriches the quality of life • Community engagement • Volunteers
272 of 408 14 Life Enrichment Cont’d
Life Enrichment 2014 2014 2015 Services Budget Projection Budget
Expenditures $ 944,990 $ 911,420 $ 950,930
Recoveries (827,220) (839,810) (842,540)
County Responsibility $ 117,770 $ 71,610 $ 108,390
273 of 408 15 Life Enrichment Cont’d
2014 2015 • Staffing levels – • Community engagement evenings, weekends • New and novel and holidays approaches to activities • Education
274 of 408 16 Food & Nutrition • Safe, nutritious and attractive meals and snacks • Registered Dietitians • Increasingly complex needs • Meals on Wheels • Day Away Program
275 of 408 17 Food & Nutrition Cont’d
Food & Nutrition 2014 2014 2015 Services Budget Projection Budget
Expenditures $ 3,249,650 $ 3,339,800 $ 3,341,870
Recoveries (786,480) (788,040) (795,750)
Net Operations 2,463,170 2,551,760 2,546,120
Contributions from 0 0 (10,800) Reserves County Responsibility $ 2,463,170 $ 2,551,760 $ 2,535,320
276 of 408 18 Food & Nutrition Cont’d
2014 2015 • Wages and benefit costs • Staff enhancements • Ontariofresh.ca • Care Plan • Menu management system • Menu management system • Tube feeds • Refrigerators/freezers • Food Service Worker • Food costs Certificate • Education
277 of 408 19 Housekeeping / Laundry
Housekeeping / 2014 2014 2015 Laundry Budget Projection Budget Housekeeping $ 1,205,580 $ 1,319,530 $ 1,358,240 Expenditures
Laundry Expenditures $ 910,300 $ 974,690 $ 919,700
Recoveries 0 (860) 0
County Responsibility $ 2,115,880 $ 2,293,360 $ 2,277,940
278 of 408 20 Housekeeping / Laundry Cont’d 2014 2015 • Rate increases for • Shifted two utilities causing a Housekeeping staff to budget increase nights • Education and training • Home is expansive – lots of space to clean • Residents requiring isolation increasing
279 of 408 21 Maintenance
2014 2014 2015 Maintenance Budget Projection Budget
Expenditures $ 1,371,460 $ 1,377,810 $ 1,437,450
Recoveries (44,200) (41,850) (47,830)
County Responsibility $ 1,327,260 $ 1,335,960 $ 1,389,620
280 of 408 22 Maintenance Cont’d
2014 2015 • Expected rate increases • 24/7 for utilities causing a • Part-time hours budget increase • Service contract • Retirements - Director, savings Charge Person • Group purchase plan – • Hired two skilled trades reduced utility rates
281 of 408 23 Structural Capital
2014 2014 2015 Structural Capital Budget Projection Budget
Expenditures $ 304,200 $ 307,620 $ 254,650
Recoveries (225,560) (225,560) (225,560)
Net Operations 78,640 82,060 29,090
Contributions from (78,640) (82,060) (29,090) Reserves County Responsibility $ 0 $ 0 $ 0
282 of 408 24 Structural Capital Cont’d 2014 2015 - one whirlpool tub - one 80 lb washing machine - one 80 lb washing - bed pan flusher machine/dryer - two whirlpool tubs - resident slings - Flooring projects - Staff Lounge - Floor scrubbers - Camera’s installed - Fire system upgrades - Renovations to comply with fire safety plan
283 of 408 25 Major Capital
2014 2014 2015 Major Capital Budget Projection Budget
Expenditures $ 770,000 $ 188,300 $ 3,303,000
Contributions to (150,000) 421,700 (2,633,000) (from) Reserves County Responsibility $ 620,000 $ 610,000 $ 670,000
284 of 408 26 Major Capital Cont’d
2014 2015 • Wireless connectivity • Wireless connectivity • Nurse call system • Nurse call system • Resident wandering • Resident wandering system system • Security Upgrades • Wehenkel Bequest • Resident room • Rooftop HVAC units furnishings (Wehenkel) • Elevators • Dining room • Elevators
285 of 408 27 Victoria Street Manor
286 of 408 28 Victoria Street Manor Cont’d
2014 2014 2015 Victoria St. Manor Budget Projection Budget
Expenditures $ 601,670 $ 779,480 $ 69,940
Recoveries (432,060) (404,630) 0
County Responsibility $ 169,610 $ 374,850 $ 69,940
287 of 408 29 Emergency Medical Services Department
2015 Budget Presentation
288 of 408 Emergency Medical Services
2014 2014 2015 Overview Budget Projection Budget
Expenditures $ 36,373,980 $ 36,612,720 $ 37,035,840
Recoveries (26,854,540) (27,213,440) (27,649,880)
Net Operations 9,519,440 9,399,280 9,385,960
Contributions from (958,200) (537,660) (541,450) Reserves County Responsibility $ 8,561,240 $ 8,861,620 $ 8,844,510
289 of 408
2014 Performance • 2014 net departmental operations are projected to be $300,380 over budget (County of Essex share). Significant variance factors: • Modified work assignments (for WSIB/maternity/injury) • Escalating WSIB NEER costs • Increased legal costs associated with Grievance Arbitrations • Rising costs of vehicle repairs and maintenance
290 of 408 3 2014 Performance
• Vehicle repair and maintenance over budget . Backlog of timely ambulance replacement, due to extended lead times by the manufacturer . Increases in call volumes resulting in increased kilometers travelled • Medical supplies & equipment over budget . Increases in patient care call volumes • Wages and benefits over budget . Increases in offload delays resulting in increased shift overtime . Increased WSIB and NEER assessment
291 of 408 4 2014 Performance - Power devices • Implementation of Power Stretchers throughout the fleet • Implementation of Power Load devices into five new ambulances • Both devices reduce the risk of back injuries to paramedics
292 of 408 2014 Performance – Code 3 & 4’s 60000
50000
40000
30000 Call Volume Call 20000
10000
0 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Year
Sum of Code 3 Sum of Code 4 Sum of Code 3 & 4
293 of 408 2014 Performance – Code 3 and 4 Calls
• Steady increases of Code 3 calls from 2006 till 2014. • Code 3 calls are lower acuity type patients, requiring non-emergent care resulting in opportunity for off load delays • Code 4 calls remain relatively stable since 2006 • Code 4 calls are higher acuity type patients, requiring emergent care resulting in a timely off load.
294 of 408 2014 Performance – Patient Contact
2014 Patient contact by Municipality Amherstburg Chatham - Kent Essex Amherstburg Kingsville Chatham - Kent 1% 4% 4% 4% Essex Lakeshore Kingsville 4% Lakeshore LaSalle LaSalle 4% Leamington Leamington 7% London London Pelee 0% Windsor Tecumseh 66% Pelee Windsor 0%
Tecumseh 6%
295 of 408 Ontario Municipal Benchmarking Initiative
(OMBI) • In 2014 the EMS Department continued to participate in OMBI with 15 other EMS services from across Ontario and Canada. As per the 2013 OMBI results: • the area continues to experience one the highest rates of EMS response per population at 140 calls per 1,000 population, compared to the median of 123 calls per 1,000 population.
296 of 408
2015 Proposed Budget • Priorities • Continuity of service levels • Maintain mandatory programs and legislated requirements • Address future capital needs • Anticipate call volume growth • Keep abreast of technology • Invest in patient and paramedic safety • Continue collaborative and innovative partnerships
297 of 408
2015 Proposed Budget – Fiscal Responsibility The department continues to provide fiscally responsible quality pre-hospital care through: • Innovative and supportive relationships • Other emergency services • Health care agencies, groups and forums • Participating in community stakeholder groups and discussions • Public education, prevention and awareness • Continuous Quality Improvement • Supporting employees by providing the tools and methods to accomplish quality care
298 of 408
2015 Proposed Budget - Funding
• MOHLTC amended funding formula in 2010 • Current year funding based on 50% of the prior year budget, adjusted for inflation • 2015 estimated provincial funding will be 48%, not 50%
299 of 408 2015 Proposed Budget
Municipal Share Actual 2014 Est. 2015 % Allocation Wgt Assess. Wgt Assess.
City of Windsor 52.431% 51.988%
Township of Pelee 0.300% 0.295%
Total Recovery 52.731% 52.283%
County Responsibility 47.269% 47.717%
300 of 408 2015 Proposed Budget- 90th Percentile 90th Percentile Response Time 2007 thru 2014 10:30 10:33 10:27 10:26
10:19 10:16
10:04 9:58 9:57 9:53 TSSCONDS ETES:S 9:50 9:44
9:36 MINU 9:21
9:07 2007 2008 2009 2010 2011 2012 2013 2014 YEAR
301 of 408
2015 Proposed Budget – Response Time
• Legislated Response Time Plan • Response time targets based on patient acuity • Evidence based • The EWEMS team has established a Response Time Plan that is operationally cost effective while meeting the needs of the community at large • Proposed 2015 budget based on maintaining service levels to meet those targets
302 of 408 2015 Proposed Budget Response Time Standards
2014 2013 2013 2014 2015 CTAS Time Min. Actual Target Actual Target Target (Est.)
Sudden Cardiac Arrest 6 55% 51% 55% 58.47% 55%
CTAS 1 8 75% 80.00% 75% 75.38% 75%
CTAS 2 10 90% 89.43% 90% 84.75% 90%
CTAS 3 12 90% 95.16% 90% 94.53% 90%
CTAS 4 14 90% 97.75% 90% 90.22% 90%
CTAS 5 14 90% 97.73% 90% 90.97% 90%
303 of 408
2015 Proposed Budget
• Essex Windsor EMS has one of the highest call volumes per 1,000 population (OMBI 2013) • Population Growth Projection • Essex Windsor Region – 2006 to 2031 200000
150000 0-19 20-44 45-64 100000 65+ Linear (0-19) Linear (20-44) 50000 Linear (45-64) Linear (65+) 0
2006 2016 2026 2031 304 of 408
2015 Proposed Budget
• Essex Windsor EMS has one of the highest call volumes per 1,000 population (OMBI 2013) • Code 1-4 Call Volume Growth & Projection • Essex Windsor Region – 2004 to 2031 100000 90000 80000 70000 60000 50000 CALL VOLUME 40000 30000 20000 10000 0 Historic 2% 4% 6% 8% 10% 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
305 of 408
2015 Proposed Budget
• System pressures such as off load delays and low acuity call volumes continuing to increase • Deployment strategies established to address system pressures while meeting performance targets. • Therefore the 2015 budget: • Maintains all service and deployment levels while addressing future capital needs • Addresses inflationary increases to operational costs
306 of 408
2015 Proposed Budget Challenging Issues for 2015 – External Influences External influences: • Increasing EMS service delivery demand • Lack of physicians/specialists • Lack of acute care beds • Lack of long term care beds • These external influences impact the daily operations and add costs and pressure to the EMS system
307 of 408
2015 Proposed Budget Challenging Issues for 2015 – External Influences cont’d
• Offload delays at Windsor Regional Hospital • Met and Ouellette Campus’ • MOHLTC funding for the Dedicated Nurse(s) in the emergency department • Offload delays increased in 2014 compared to 2013, 48.6% • Increases in offload delays has a direct relationship to increased costs in wages and benefits
308 of 408
2015 Proposed Budget Off Load Delays (OLD)2009-2014
2009 2010 2011 2012 2013 2014
Total OLD 4,251 6,902 9,302 8,357 6,902 11,238
Total Hours 2,653 5,389 9,281 8,875 5,389 10,773
OLD/Day 11.6 18.9 25.5 24.3 18.9 30.8 Avg. Length (Minutes) 37.5 46.9 59.9 56.5 46.9 57.5
Lost EMS Time Cost 1,331,317 808,350 1,572,340
309 of 408
2015 Proposed Budget Challenging Issues for 2015 – Aging Population Aging Population • The Windsor Essex Demographics indicates that 23% of the population is age 60 or greater • Persons over 60 years of age account for 53% of EMS response • As the “Baby Boomers” continue to increase in population, EMS call volumes will increase proportionately
310 of 408
2015 Proposed Budget Challenging Issues for 2015
Aging Population • Senior Care Strategies increase in home service These strategies place additional: . demand for EMS Response . pressure to provide “non traditional” or Community Paramedic Programs
311 of 408
2015 Proposed Budget Challenging Issues for 2015 - Transfers
Long Distance Transfers • Lack of physician specialists in Essex/Windsor results in . Patients transferred to Health Care Centres in London and Detroit . 2014 resulted in 571 transfers, averaging 11 transfers per week. • Each transfer equates to a vehicle out of the area for: . London- 5.5 hrs (minimum) ~ lost time = 2,315 hrs . Detroit- 1.5 hrs (minimum) ~ lost time = 225 hrs . Time lost for transfers for 2014 = 2,540 hours
312 of 408
2015 Proposed Budget Challenging Issues for 2015 - Technology
Technology Paramedic/Patient Safety and Injury Prevention • Continued implementation of Power Load lifting devices in new ambulances • Continued implementation of patient lifting devices, such as the Hover Mat device. Information and Technology • Evolving technology related to dispatch information, patient records and specialized equipment
313 of 408
2015 Proposed Budget Challenging Issues for 2015 – Fleet and Station Fleet and Station • Dougall Station property purchased in 2014 with planning for construction of new station on the site in 2016
• Continue asset management plan of replacing aging fleet of ambulances.
• Continue asset management plan to address future capital needs
314 of 408 ACCOUNTABILITY INTEGRITY COMPASSION
315 of 408 Transportation Services Department 2015 Budget Presentation
316 of 408 Transportation Services Proposed 2015 Budget • Increase from 2014 of $2,562,760 or 9% • Maintain and enhance existing Levels of Service • 1.5% Levy increase for Capacity Expansion projects • Incremental increase to annual Rehabilitation Program • Incremental increase to CWATS funding • Winter Control program at 2014 level • CWATS Rehab Alignment Projects • Adjustments to maintenance activities, negotiated salary adjustments and inflationary pressures
317 of 408 2 Transportation Services Budget Summary
2014 2014 2015 Overview Budget Projection Budget
Expenditures $ 40,043,750 $ 28,752,790 $ 42,987,700
Recoveries (3,895,490) (4,661,430) (5,261,790)
Net Operations $ 36,148,260 $ 24,091,360 $ 37,725,910
Contributions to (8,029,660) 3,953,100 (7,044,550) (from) Reserves County Responsibility $ 28,118,600 $ 28,044,460 $ 30,681,360
318 of 408 3 Transportation Services Prior Year Performance • 2014 Year End position $74,140 under budget • Factors : o Favourable expenditures in the Construction Program, tendering, ACPI adjustments and minor project scope adjustments, project deferrals o Higher than anticipated recoveries through a special rehabilitation assessment for oversize loads o Over expenditure in Road maintenance • Extended summer operations • Unfavourable Winter Control operations
319 of 408 4 Transportation Services Winter 2014
320 of 408 5 Transportation Services Winter 2014
321 of 408 6 Transportation Services
Winter Control Expenditures Millions $4.0
$3.5
$3.0
$2.5
$2.0
$1.5
$1.0
$0.5
$- 2010 2011 2012 2013 2014 (Projected) 2015 (Budget)
Winter Control Expenditures 4 Yr Avg (2011 - 2014)
322 of 408 7 Transportation Services 2015 Proposed Budget • Highlights: o Capacity Improvement initiatives o Aggressive Rehabilitation Program o Engineering / Traffic Mgmt projects o CWATS Implementation, maintenance o Adjustments to wages and benefits o Most Maintenance expenditures at 2014 levels o Municipal Drainage Assessments o Winter Control held at 2014 levels
323 of 408 8 Transportation Services Construction
2014 2014 2015 Overview Budget Projection Budget
Expenditures $ 22,235,760 $ 12,691,420 $ 24,091,570
Recoveries (2,173,940) (2,116,290) (2,378,900)
Net Operations $ 20,061,820 $ 10,575,130 $ 21,712,670
Contributions to (4,155,490) 5,209,950 (3,781,240) (from) Reserves County Responsibility $ 15,906,330 $ 15,785,080 $ 17,931,430
324 of 408 9 Transportation Services County Wide Active Transportation System
2014 2014 2015 Overview Budget Projection Budget
Expenditures $ 3,320,250 $ 3,543,130 $ 4,318,510
Recoveries (595,430) (1,233,980) (1,723,510)
Net Operations $ 2,724,820 $ 2,309,150 $ 2,595,000
Contributions from (1,174,820) (626,310) (770,000) Reserves County Responsibility $ 1,550,000 $ 1,682,840 $ 1,825,000
325 of 408 10 Transportation Services Construction – Administration & Overhead
2014 2014 2015 Overview Budget Projection Budget
Expenditures $ 1,192,030 $ 1,202,510 $ 1,258,740
Recoveries 0 0 0
Net Operations $ 1,192,030 $ 1,202,510 $ 1,258,740
Contributions from 0 0 (32,500) Reserves County Responsibility $ 1,192,030 $ 1,202,510 $ 1,226,240
326 of 408 11 Transportation Services County Construction • 2014 Performance o Program includes: Planning / Engineering / Construction o Program was over budget by $22,070 from project scope revisions o CR 22 Phase 5A (Bridge) completed, 5B (RAB) commenced o 10 large culverts projects o Rehabilitated 19 roads o Rehabilitated 6 bridges
327 of 408 12 Transportation Services County Construction • 2014 Performance (cont’d) o Improved 4 intersections with UPS systems o CR 19 /CR 22 Detailed Design Project o CR 42 EA Joint MTO/COW Project completed o Several CCL projects constructed o Land Acquisition for Capacity Projects o CWATS paved shoulder projects o Rural intersection illuminations
328 of 408 13 Transportation Services CR 22 at Puce River
329 of 408 14 Transportation Services CR 22 at Puce River
330 of 408 15 Transportation Services CR 22 at Puce River
331 of 408 16 Transportation Services CR 31 at Ruscom River
332 of 408 17 Transportation Services CR 50 at Fox Drain
333 of 408 18 Transportation Services Pavement Recycling
334 of 408 19 Transportation Services Pavement Recycling
335 of 408 20 Transportation Services Pavement Overlay
336 of 408 21 Transportation Services CWATS Cycle Path
337 of 408 22 Transportation Services CWATS Paved Shoulder
338 of 408 23 Transportation Services County Construction • 2015 Program Highlights: o Rehabilitation Program of $8,910,650 presented in January 2015 o Gas Tax Revenue contribution o Incremental increase to funding level o Significant Capacity Improvement initiatives, funded by reserves & planned expansion o CWATS Construction Program o Total value of $29,668,820
339 of 408 24 Transportation Services 2015 Rehabilitation Program
• Rehabilitation value of $9 million • Gas Tax contribution of $2,058,400 • Ontario Communities Infrastructure Fund $195,500 • Total of 35 Projects • 9 Bridges projects • 15 Roads projects • 7 Culvert / Drainage projects • 4 Preservation projects
340 of 408 25 Transportation Services 2015 Capacity Improvement
• CR 42 EA and property • CR 22 Construction – Phase 5B • CR 22 DD - Phase 6A • CR 20 CCL Rehab Project ( KV ) • CR 22 / 19 DD / Advanced Construction • CR 22 CCL Reconstruction Project (LS) • CR 46 / CR 23 Intersection Improvements • CR 34 CCL Rehab ( LEA ) • CR 20 EA (KV/LEA)
341 of 408 26 Transportation Services 2015 Projects • CR 6 CCL Rehabilitation ( LA ) • CR 34, 8, 31 Drain Improvements • CR 19 Drain Improvement ( TEC ) • CR 20 CCL Rehabilitation ( AB ) • CWATS construction projects • CWATS/REHAB alignments projects • CR 21 / VIA Crossing Upgrade • Various Engineering projects
342 of 408 27 Transportation Services 2015 CWATS • Funding level $1.4 million (increase: $100,000) • Numerous Partnership and Supportive programs • Education and Outreach Initiatives • Public Relations and Media Strategy • CWATS Website and Social Media • Community Engagement • Active Transportation Co ordinator (Contract) • 2015 CWATS Construction: o 15 segments, pvd shoulders, signage, MUT, cycle path o 3 Rehab alignment projects, pvd shoulders; $425,000 of additional net Rehab
343 of 408 28 Transportation Services 2015 Initiatives • EA's to support future projects • Intersection Illumination Program • UPS upgrades – Traffic Control Systems • Border related undertakings • ERCA Rainfall Design Study • West End Depot Redevelopment • Salt Vulnerable Area Strategy
344 of 408 29 Transportation Services 2015 Initiatives • Traffic Count Update • Pavement Preservation Program • MDW Data conversion • Bridge and Culvert Condition Survey • Culvert / Bridge Asset Mgmt Update • Fleet/Fuel Management System • Facility Renewal Program • Traffic Operations projects
345 of 408 30 Transportation Services Maintenance, including Administration & Overhead
2014 2014 2015 Overview Budget Projection Budget
Expenditures $ 8,802,530 $ 9,380,320 $ 8,931,610
Recoveries 0 (2,590) 0
Net Operations $ 8,802,530 $ 9,377,730 $ 8,931,610
Contributions from 0 (500,000) (22,500) Reserves County Responsibility $ 8,802,530 $ 8,877,730 $ 8,909,110
346 of 408 31 Transportation Services County Maintenance • 2014 Performance o Program was over expended by $575,200 offset by contribution from Rate Stabilization reserve ($500,000), net result of $75,200 over budget o Significant portion related to Winter Control ($669,520) o Impacts from extended summer maintenance o Several maintenance activities exceeded budget estimates resulting from unanticipated levels of various repairs o Drainage assessments below estimate o Several programs were managed to minimize the impacts from Winter Control expenditures
347 of 408 32 Transportation Services County Maintenance • 2015 Highlights: o Winter Control held at 2014 levels o 5 bridge repairs planned o Essex Kent Boundary increased to five year average o Most levels of service maintained as 2014 o Expenditure levels increased re: CWATS sign and markings
348 of 408 33 Transportation Services Equipment
2014 2014 2015 Overview Budget Projection Budget
Expenditures $ 4,493,180 $ 1,935,410 $ 4,387,270
Recoveries (1,029,120) (1,068,930) (1,062,380)
Net Operations $ 3,464,060 $ 866,480 $ 3,324,890
Contributions from (2,699,350) (130,540) (2,438,310) Reserves County Responsibility $ 764,710 $ 735,940 $ 886,580
349 of 408 34 Transportation Services Equipment • 2014 Performance: o Program is projected to be under budget by $28,770 due to higher W/C utilization o Replacement equipment included a tandem, tractor, mower, sweeper truck and two pickups o New equipment included signal bucket truck o Upgraded computers for Mechanics o Gate and fencing at Maintenance Depot o House demo at Maintenance Depot o Repairs to heating and cooling system at West Pike Creek Depot o West End Depot Redevelopment, design/approvals o Environmental Mitigation at Tilbury North
350 of 408 35 Transportation Services Equipment • 2015 Program Highlights: o Equipment Acquisitions: • Tandem Dump Trucks (2) • 1.5 Ton Dump Truck • Compact Tractor • Pickups (2) • Bucket Truck (preowned)
351 of 408 36 Transportation Services Equipment • 2015 Highlights: o Facilities Renewal Program: • Interior Upgrades - Maintenance Depot • Septic system upgrade- Maintenance Depot • Yard Gate & Fencing - Maintenance Depot • Redevelop West End Depot • Upgrades (yard lighting) - West Pike Creek Depot o Increased Amortization by $124,000
352 of 408 37 Essex County Library
2015 Budget Presentation
353 of 408 Prior Year Highlights Grand opening of 3 branch locations • LaSalle – Bill Varga Branch
354 of 408 2 Prior Year Highlights • Town of Lakeshore – Woodslee Branch
355 of 408 3
Prior Year Highlights • Town of Lakeshore – Toldo Foundation Branch
356 of 408 4
Prior Year Highlights Book Buddies Pilot Program – Leamington Branch
357 of 408 5 Prior Year Highlights
Digital Collections
358 of 408 6 Prior Year Performance
Library Statistics • Circulation of materials o 136,958 Physical Materials o 22,281 Digital streaming resources – new 2014 o 32,346 Digital resources
o Overall circulation increase of 12%
359 of 408 7 Prior Year Performance
Recoveries • Levenger Donation o $13,000 donation o Philanthropic organization support literacy initiatives o Funds will be directed to resources and programs that support early literacy and trans-literacy
360 of 408 8 Prior Year Performance
Fees & Fines o ($4,000) o Continual decrease of fees and fines due to patron notification systems and digital resources Insurance Cost o ($17,000) unbudgeted cost for Slip and Fall injury
Vehicle Repair o ($4,000) o Unexpected cost for repair of Courier Vehicle
361 of 408 9
Prior Year Performance • Capital Expenditures o Woodslee Branch • Project completed within budgeted amount o LaSalle and Lakeshore – Toldo Foundation Branch • Project costs exceeded proposed budget
• Operational Surplus o $59,000 – to be contributed to the Rate Stabilization Reserve
362 of 408 10 Essex County Library
2014 2014 2015 Overview Budget Projection Budget
Expenditures $ 5,490,090 $ 5,637,340 $ 5,369,090
Recoveries (370,620) (400,220) (348,620)
Net Obligations 5,119,470 5,237,120 5,020,470
Contributions from (529,320) (646,970) (325,570) Reserves
County Responsibility $ 4,590,150 $ 4,590,150 $ 4,694,900
363 of 408 11 2015 Proposed Budget • Staffing o Staffing hours for Outreach Programming • Outreach Goals: o Increase partnerships o Increase awareness of Library services and resources o Increase patron membership o Staffing hours – Toldo Foundation Branch • Safety and Service • cleaning
• Contract Services o Contract cleaning service for LaSalle and Woodslee Branches
364 of 408 12 20 2015 Proposed Budget
• Collections o Digital collections • High and fluctuating cost of Digital resources o Tangible Resources • Review and expand Collections to support: o Access to digital collections through loanable eReaders or Tablets o Support Early Literacy and Trans-Literacy through multimedia kits o Support Newcomers – Access to first language resources
365 of 408 13 20 2015 Proposed Budget
• Marketing o 2014 Essex County Library partnered with the University of Windsor – Marketing class to review marketing needs o 2015 The Essex County Library will reveal a refreshed logo o Develop a Marketing plan to implement marketing goals
366 of 408 14 20 2015 Proposed Budget • Van Replacement - $65,000 o Replacement for one of the Library vehicles for courier services • Software Licencing - $180,000 o Integrated Library Software (ILS) licence expires in December 2015 o RFP to investigate alternate system providers o Budget supports: • Possible licencing product with new system provider • Possible migration of information • Possible staff training
367 of 408 15 20 2015 Proposed Budget
• In order to reduce the costs to the taxpayer, the following will be covered from the reserve accounts as these are one-time only costs: o $165,000 from Capital Reserve for ILS project, Lakeshore Branch and minor renovations to Administration Office o $118,000 from Rate Stabilization for ILS project and one-time legal costs o $65,000 from Vehicle Reserve for purchase of new courier vehicle
368 of 408 16 General Government Services 2015 Budget Presentation
369 of 408 General Government Budget Summary
2014 2014 2015 Overview Budget Projection Budget
Expenditures $ 7,615,240 $ 8,217,190 $ 7,568,110
Recoveries (3,894,320) (6,595,330) (4,336,910)
Net Operations $ 3,720,920 $ 1,621,860 $ 3,231,200
Contributions to 681,950 1,579,230 1,132,750 Reserves County Responsibility $ 4,402,870 $ 3,201,090 $ 4,363,950
370 of 408 2 General Government Prior Year Performance • Net favourable variance of $1.2 million • Contributing factors:
o Favourable investment returns • Key Initiatives:
o Civic Centre facility renewal (exterior cladding, windows, accessibility improvements, elevator replacement)
371 of 408 3 General Government 2015 Proposed Budget • Decrease of $38,920 • Key Initiatives:
o Long term planning for funded renewal of corporate assets and facilities
o Increase in return on investments o Additional staff to support expanding service o Aerial Photography update
372 of 408 4 General Government
Members of Council
2015 Budget Presentation
373 of 408 5 General Government Council Services
2014 2014 2015 Overview Budget Projection Budget
Expenditures $ 398,660 $ 410,030 $ 453,800
Recoveries 0 (9,500) (6,720)
Net Operations 398,660 400,530 447,080 Contributions from 0 0 (20,000) Reserves County Responsibility $ 398,660 $ 400,530 $ 427,080
374 of 408 6 General Government Prior Year Performance
• $2,000 over budget • Contributing factors:
o Cost to relocate inaugural meeting of Council and Warden’s Election (Civic Centre elevator)
o Closed Captioning – no additional cost to County
375 of 408 7 General Government 2015 Proposed Budget
• Increase from prior year $28,420 • Highlights
o Return to full schedule of Council / Committee meetings o Council remuneration increases (By-Law 54-2014) o Closed Captioning – no additional cost o Accessible Agenda creation • Cost of software funded by reserve • Additional annual software maintenance cost 376 of 408 8
General Government
Administration
2015 Budget Presentation
377 of 408 9 General Government Administration
2014 2014 2015 Overview Budget Projection Budget
Expenditures $ 3,342,820 $ 3,309,150 $ 3,797,100
Recoveries (1,609,300) (1,765,810) (1,681,270)
Net Operations $ 1,733,520 $ 1,543,340 $ 2,115,830
Contributions to 288,040 448,400 79,650 Reserves County Responsibility $ 2,021,560 $ 1,991,740 $ 2,195,480
378 of 408 10 General Government Prior Year Performance
• Favourable variance: $30,000 • Highlights:
o Internet / Intranet sites o Favourable results of Insurance tendering o No students hired o Unbudgeted recovery of Green Shield premiums transferred to Reserve
379 of 408 11 General Government 2015 Proposed Budget • $174,000 increase • Highlights:
o Additional IT support for expanding server network and increased device usage – offset by reduction in students o Communication / Accessibility Co-ordinator – offset by reduction in students o Update Aerial Photography (every 2 years) – reserve funding o Increased Amortization – working towards
funding of replacement value 380 of 408 12
General Government
Financial Expense 2015 Budget Presentation
381 of 408 13 General Government Financial Services
2014 2014 2015 Overview Budget Projection Budget
Expenditures $ 2,712,380 $ 3,419,990 $ 2,190,700
Recoveries (1,948,870) (4,480,870) (2,298,960)
Net Operations $ 763,510 $ (1,060,880) $ (108,260)
Contributions to 542,910 1,216,830 1,193,450 Reserves County Responsibility $ 1,306,420 $ 155,950 $ 1,085,190
382 of 408 14 General Government Prior Year Performance • Favourable variance of $1.15 million • Contributing factors: o Favourable net interest income (net of allocations to capital reserves) o Final figures for supplementary taxes and tax write-offs outstanding • EMS bases – County owns & maintains o Purchase of Dougall o HVAC at Mercer / Flooring at Amherstburg 383 of 408 15 General Government 2015 Proposed Budget
• Net decrease of $221,000 • Expecting modest increase in net Interest Income • Facility Asset Renewal – Increased $100,000
384 of 408 16 General Government 2015 Proposed Budget
• Facility infrastructure future demands include:
o Sun Parlor Home (structural, elevators) $4-5 million o Road Mtce Base Rationalization/WE Depot $2-4 million o Library expansions (furnishings & shelving) $300,000 ea o EMS facility – South-West Windsor $2-4 million o Civic Centre $4-5 million o Social Housing Facility Renewal ? o Future Regional Hospital ?
385 of 408 17 General Government
Human Resources
2015 Budget Presentation
386 of 408 18 General Government Human Resources
2014 2014 2015 Overview Budget Projection Budget
Expenditures $ 723,680 $ 713,320 $ 730,470
Recoveries (293,650) (293,650) (332,460)
Net Operations $ 430,030 $ 419,670 $ 398,010
Contributions from (154,000) (150,000) (120,350) Reserves County Responsibility $ 276,030 $ 269,670 $ 277,660
387 of 408 19 General Government Prior Year Performance • Minor budget variance of $6,400 • Highlights:
o Significant staff & third-party efforts devoted to negotiation & arbitration resolution
o Legal fees in excess of budget (arbitrations, investigations) - funded by reserve
o Increased usage of Employee Assistance Plan
388 of 408 20 General Government 2015 Proposed Budget • $1,600 increase over prior year • Highlights and impact variables o Continuation of Job Evaluation (from reserve) o Outstanding grievances / arbitration (one-time legal funded by reserve) o Software to increase WSIB / STD claims adjudication, accommodation / recruitment efficiencies o Continued focus on improved employee wellness & attendance Negotiation / Arbitration of 3 collective agreements o 389 of 408 21
General Government
Planning Services
2015 Budget Presentation
390 of 408 22 General Government Planning Services
2014 2014 2015 Overview Budget Projection Budget
Expenditures $ 231,980 $ 174,640 $ 210,290
Recoveries (37,000) (40,000) (12,000)
Net Operations $ 194,980 $ 134,640 $ 198,290
Contributions to 5,000 64,000 0 Reserves County Responsibility $ 199,980 $ 198,640 $ 198,290
391 of 408 23 General Government Prior Year Performance
• Minor favourable variance - $1,300 • Contributing factors:
o Operational savings o Delay in start of Agricultural Lot Size Study o Increased Subdivision Application Fees – transferred to Reserve
392 of 408 24 General Government 2015 Proposed Budget
• Nominal decrease of $1,700
• Highlights o Anticipated reduction in Legal fees o Agricultural Lot Size Study (1-time, reserve funded) o Continued involvement in strategic planning matters, including regional transportation, social housing and county/local/regional planning initiatives
393 of 408 25 General Government
Emergency Management
2015 Budget Presentation
394 of 408 26 General Government Emergency Management
2014 2014 2015 Overview Budget Projection Budget
Expenditures $ 205,720 $ 190,060 $ 185,750
Recoveries (5,500) (5,500) (5,500)
Net Operations $ 200,220 $ 184,560 $ 180,250
Contributions from 0 0 0 Reserves County Responsibility $ 200,220 $ 184,560 $ 180,250
395 of 408 27 General Government Prior Year Performance
• Favourable variance $16,000 • Contributing factors:
o Reverse 911 – elimination of annual operating / maintenance costs / data base support
o Savings from budget in staff expenses, other operating costs
396 of 408 28 General Government 2015 Proposed Budget • Reduction of $20,000
• Highlights
o End of lifecycle for Reverse 911 notification system – continue to maintain the system
o Continued emergency management training support for elected officials
397 of 408 29 External Commitments
2015 Budget Presentation
398 of 408 External Commitments Budget Summary
2014 2014 2015 Overview Budget Projection Budget Legislated $ 22,160,000 $ 21,962,970 $ 21,996,560 Obligations Non-Legislated 3,075,610 3,018,460 3,546,660 Obligations
Recoveries (60,000) (60,000) (60,000)
Net Obligations $ 25,175,610 $ 24,921,430 $ 25,483,220
Contributions to 140,000 140,000 (35,000) Reserves County Responsibility $ 25,315,610 $ 25,061,430 $ 25,448,220
399 of 408 2 External Commitments Legislated Obligations
2014 2014 2015 Overview Budget Projection Budget
Health Unit $ 2,250,000 $ 2,243,210 $ 2,330,000
Property Assessment 2,450,000 2,447,600 2,436,500
Social Services 9,244,000 9,004,060 8,569,870
Social Housing 8,216,000 8,268,100 8,660,190
Total Obligations 22,160,000 21,962,970 21,996,560 Contributions to 165,000 165,000 165,000 Reserves County Responsibility $ 22,325,000 $ 22,127,970 $ 22,161,560 400 of 408 3 External Commitments Legislated –Prior Year
• Projected favourable variance: $197,030 • Contributing factors:
o Social Services - declining caseloads - $240,000 o Social Housing – cost sharing – ($52,000) o Health Unit – operations - $7,000
401 of 408 4 External Commitments Legislated – 2015 Budget • Net decrease: ($163,440) • Health Unit: $80,000 increase
o Provincial Funding < 75% o Includes 1x funding • MPAC – ($13,500)
o Proportionate share of Provincial assessment growth
402 of 408 5 External Commitments Legislated – 2015 Budget • Social Services – ($674,130) decrease
o Provincial Upload Ontario Works (OW) o OW caseload reductions o Cost sharing - shift in regional weighted assessment towards County
403 of 408 6 External Commitments Ontario Works (2005-2015)
404 of 408 7 External Commitments Legislated – 2015 Budget • Social Housing – $444,190 increase
o Increases in operating costs o Loss of Federal Block funding o Cost sharing - shift in regional weighted assessment towards County
405 of 408 8 External Commitments Non-Legislated – Long Term
2014 2014 2015 Overview Budget Projection Budget
John McGivney $ 200,000 $ 200,000 $ 200,000 Children's Centre
Hotel Dieu Grace 200,000 200,000 200,000
Hospice - 0 200,000 200,000 Leamington Windsor Regional 100,000 100,000 100,000 Hospital
County Responsibility $ 500,000 $ 700,000 $ 700,000
406 of 408 9 External Commitments Non-Legislated – Current
2014 2014 2015 Overview Budget Projection Budget
Current Discretionary $ 2,575,610 $ 2,318,460 $ 2,846,660 Commitments
Recoveries (60,000) (60,000) (60,000)
Net Obligations 2,515,610 2,258,460 2,786,660
Contributions from (25,000) (25,000) (200,000) Reserves County Responsibility $ 2,490,610 $ 2,233,460 $ 2,586,660
407 of 408 10 External Commitments Non-Legislated – Current 2015 Proposed Budget • Net increase from prior year of $96,050 • Highlights: o ($60,000) decrease - WEARCI – end of Marketing commitment o $16,700 increase - TWEPI – new Business Plan, set until 2019 o $140,000 increase - Economic Initiatives o SWIFT – WOWC Broadband Study – funded by reserve for 2015
408 of 408 11