Notice and Agenda Joint Services Committee of Leeds and Grenville
Wednesday, September 9, 2020 9:00 a.m. Council Chambers 25 Central Avenue West, Brockville, Ontario
Pages
1. Call to Order
2. Adoption of the Agenda
3. Disclosure of Pecuniary Interest and General Nature Thereof
4. Adoption of the Minutes of the Previous Meeting
4.1 Meeting Minutes Dated July 8, 2020 1 - 10
5. Delegations/Presentations - Nil
6. Correspondence, Communications and Petitions - Nil
7. Information Items
7.1 Certificate of Appreciation to the Leeds Grenville Paramedic Service from 11 - 11 MPP Steve Clark
8. Staff Reports
8.1 Housing and Social Services
8.1.1 Report No. JSC-028-2020: Program and Service Delivery Activity 12 - 21 Community and Social Services
8.1.2 Report No. JSC-029-2020: Annual Housing and Homelessness Plan 22 - 34 Public Report
8.1.3 Report No. JSC-034-2020: Temporary Social Distancing Shelter 35 - 53
8.1.4 Report No. JSC-035-2020: Social Services Relief Fund (SSRF) - 54 - 56 Phase 2 8.2 Paramedic Service
8.2.1 Report No. JSC-033-2020: Land Ambulance Services Grant 57 - 64 Funding
8.2.2 Report No. JSC-032-2020: 2020 Second Quarter Statistical Report 65 - 76 Paramedic Service
8.3 P.O.A. - Nil
8.4 All Services
8.4.1 Report No. JSC-030-2020: Operating Budget Projections July 2020 77 - 87
8.4.2 Report No. JSC-031-2020: Capital Budget Projection Report July 88 - 93 2020
9. Sub-Committee, Ad Hoc Committee and Member Reports
10. Unfinished Business
10.1 CAO's Report - Joint Services Committee Requests 94 - 94
11. Announcements
12. Notice of By-law/Notice of Motion
13. Questions from the Media
14. Questions from the Public
15. Closed Meeting - Nil
16. Adjournment
2 The Joint Services Committee of Leeds and Grenville Minutes
Wednesday, July 8, 2020 9:00 a.m. Tele/Video Conference – Council Chambers 25 Central Avenue West, Brockville, Ontario
Members Present: Brant Burrow, Chair (In Chambers) Pat Sayeau, Warden (In Chambers) Video Conference: Roger Haley, Arie Hoogenboom, Robin Jones, Doug Malanka, Nancy Peckford, Corinna Smith-Gatcke, Doug Struthers, United Counties of Leeds and Grenville Jason Baker, City of Brockville (Video Conference) Brett Todd, Town of Prescott (Video Conference) Ted Lojko, Town of Gananoque (Video Conference)
Staff Present: Andy Brown, Chief Administrative Officer (Video Conference) Alison Tutak, Director of Community and Social Services (Video Conference) Jeff Carss, Paramedic Chief (Video Conference) Pat Huffman, Treasurer (Video Conference) Chris Morrison, Manager of Social Housing (Video Conference) Lesley Todd, Clerk (In Chambers) Sheena Earl, Deputy Clerk (Video Conference) Andrea Bolton, Deputy Clerk (Recording Secretary) (In Chambers)
1. Call to Order
The Chair called the Joint Services Committee meeting to order at 9:07 a.m.
2. Adoption of the Agenda
Resolution No. JSC-025-2020 Moved by Arie Hoogenboom Seconded by Jason Baker
1 Joint Services Committee Meeting Minutes July 8, 2020
THAT the Agenda for the July 8, 2020 meeting of the Joint Services Committee be adopted as circulated. CARRIED
3. Disclosure of Pecuniary Interest and General Nature Thereof - Nil
4. Adoption of the Minutes of the Previous Meeting
4.1 Meeting Minutes Dated June 10, 2020
Resolution No. JSC-026-2020 Moved by Roger Haley Seconded by Doug Malanka THAT the Minutes of the Joint Services Committee Meeting held June 10, 2020 be adopted as circulated. CARRIED
5. Delegations/Presentations – Nil
6. Correspondence, Communications and Petitions – Nil
7. Information Items – Nil
8. Staff Reports
8.1 Housing and Social Services
8.1.1 Report No. JSC-022-2020: Approval of Housing and Homelessness Plan Five Year Review
The Committee discussed the report, noting Leeds and Grenville is mandated by the Province to have 987 housing units to provide rent-geared-to-income housing. It was noted the Counties operates 667 of the 987 units. The 667 units
2 2 Joint Services Committee Meeting Minutes July 8, 2020
are in good repair and are meeting a need in the community. There are approximately 250 non-profit housing providers and 90 pluse are rent supplement. The Counties is currently exceeding its mandate by approximately 30 additional units due in part to the rent supplement agreement with the Marguerita Residence Corporation. The Committee noted rent supplement agreements are more flexible to manage than units owned by the Counties; however, owning and operating the units allows them to protect the purpose of the buildings within the community. It was noted municipalities no longer receive dedicated funds for the construction of rent-geared-to-income housing. Affordable housing can now be built through the Co-investment Fund; developers work with Canada Mortgage and Housing, who administers the program. The Committee noted the Minister of Municipal Affairs and Housing is pushing for new housing units in the Province.
The Committee discussed the need for housing for those with physical disabilities and mental health issues and that Lanark, Leeds and Grenville Mental Health is a key partner with 400 units of different types of housing; however, the adequacy of some of the units was in question. It was noted the recent experience with the Social Distancing Centre run by Community and Social Services illustrated there is insufficient support for people with mental health and addictions issues. It was noted there is no homeless shelter, detox centre or sexual assault centre in Leeds and Grenville. Ms. Peckford stated she has spoken with Minister Clark about a mobile sexual assault centre. Mr. Baker noted the Committee should not make the assumption that the large urban centres are where the shelters need to be located. He said with benefits come hard costs and he would like to be at the table when this is discussed.
The Committee looked at housing needs in various parts of Leeds and Grenville, noting there is a lack of housing stock in the Town of Gananoque. It was suggested one way to increase the availability of affordable housing is to work with developers with the need to involve local planners. The efforts of the Affordable Housing Task Force in North Grenville was discussed. Ms. Peckford explained they are encouraging new builds, retrofitting existing builds with granny suites and encouraging homeowners and developers when expanding housing stock. They have set a 25% affordable housing target for developers. She noted for those developers putting a granny suite in a new home, the Municipality is offsetting some of the development charges.
3 3 Joint Services Committee Meeting Minutes July 8, 2020
The Committee discussed the location of housing in Leeds and Grenville, noting that 47% of housing stock is in the City of Brockville. It was stated that for transportation reasons individuals have often located near services in the urban centres. Redistribution of housing throughout the 13 municipalities was suggested. It was also suggested that when working with developers, instead of taking a financial commitment in lieu of parkland, municipalities could request a lot, or a percentage of units be rent-geared-to-income.
With respect to the report, Mr. Todd said it is not innovative enough and doesn’t address the current needs. He commended the efforts taking place in North Grenville and said he would like this matter deferred until the Committee could learn more about what is being done in North Grenville. He said he would like to see that kind of innovation at the Counties. It was noted in 2010, community housing renewal was called housing regeneration and was dedicated to examining housing stock that was 50 to 60 years old; however, there have been no dramatic rebuilding or renovation efforts in housing. It was suggested the report provides the Committee with a starting point for regeneration.
Regarding the motion to recommending approval of the report to Counties Council, it was explained the draft review went to the Ministry in December of 2019 and there were no changes recommended by the Ministry. The Ministry seeks to ensure the plan is approved by the governing body, which is why the report is being submitted for the approval of the Joint Services Committee and Counties Council.
Mr. Todd moved that the report be deferred. Mr. Haley seconded the motion.
The Committee discussed the proposed deferral. The Committee was advised if approval of the report is deferred the Ministry will have to be notified and staff will need to find out what are next steps from the Province. The Committee debated whether or not the report prohibits a top-down approach to regeneration, or whether it represents a review of the activities of the past five years of the housing plan. It was confirmed by staff the review, if accepted, does not preclude any changes moving forward; a deferral will require the Committee to address the matter again at a future meeting. In addition, it was suggested the deferral would allow the Committee to hold a discussion, and would provide time to identify next steps. It was recommended the Committee take the opportunity to look at housing in the long-term and set an agenda. It was also
4 4 Joint Services Committee Meeting Minutes July 8, 2020
noted the report could be approved and the Committee could still pursue the issues identified at this meeting.
Resolution No. JSC-027-2020 Moved by Brett Todd Seconded by Roger Haley THAT the motion to recommend to Counties Council the approval of the Housing and Homelessness Plan Five Year Review as attached to Report No. JSC-022-2020 be deferred. CARRIED
Member Number of Votes Yea Nay Baker, Jason 16 16 Burrow, Brant 9 9 Haley, Roger 3 3 Hoogenboom, Arie 13 13 Jones, Robin 1 1 Lojko, Ted 4 4 Malanka, Doug 6 6 Peckford, Nancy 13 13 Sayeau, Pat 6 6 Smith-Gatcke, Corinna 10 10 Struthers, Doug 3 3 Todd, Brett 4 4 Totals 88 57 31
Resolution No. JSC-028-2020 Moved by Nancy Peckford Seconded by Robin Jones THAT the Joint Services Committee of Leeds and Grenville recommends to the Counties Council the approval of the Housing and Homelessness Plan Five Year Review as attached to Report No. JSC-022-2020. DEFERRED
Ms. Peckford proposed the establishment of a housing working group through the Joint Services Committee, available to all members of the Committee, to speak to emerging issues regarding the housing needs of residents in this region.
5 5 Joint Services Committee Meeting Minutes July 8, 2020
The Committee discussed whether or not a facilitated idea session with an accredited third party, designed to capture ideas, would be of assistance. It was determined this is not just about idea generation, it’s about a critical path. The matter is substantive and the group must rely on staff. The threshold and outcomes have to be defined by the political body. It was noted idea generation could be part of it, but the group would be looking at what is available federally, provincially, regionally and municipally.
Resolution No. JSC-029-2020 Moved by Nancy Peckford Seconded by Robin Jones THAT the Joint Services Committee establish a housing Working Group to speak to emerging and new efforts regarding the housing needs of this region. CARRIED
8.2 Paramedic Service – Nil
8.3 P.O.A. – Nil
8.4 All Services
8.4.1 Report No. JSC-026-2020: Budget Variance Analysis May 2020
Mr. Baker noted he does not see any details on the mitigation efforts that are taking place. Mrs. Huffman said the three Managers that oversee these departments have been looking at mitigation strategies. She noted there is no professional development taking place, She noted the POA expenses, because there are no court hearings taking place, are trending around 33%.
Ms. Tutak noted mitigation in Community and Social Services has been similar in terms of professional development. The departments have had a couple of positions that have not been immediately filled. She noted there has not been an increase in costs specific to Community and Social Services, unlike the increased costs in Paramedic Service and Maple View Lodge. Ms. Tutak noted Community and Social Services is anticipating a savings of $100,000 under Budget by the end of the year.
6 6 Joint Services Committee Meeting Minutes July 8, 2020
Mr. Baker noted the report indicates any surplus or deficit will be made up by the members at the end of the year. He stated the City of Brockville needs to know in advance if the Joint Services Committee will be experiencing a deficit and will be adding to the costs at the end of 2020. The more information they have about the size of any deficit, the better.
In response t a question from Mr. Burrow, Mrs. Huffman said projections are done in October; she noted the variances are shared with the partner treasurers so they are also aware. She said she can have a closer look and meet with the managers responsible for the departments and provide more information in the next variance update and definitely more in the projections report.
Ms. Jones noted in the past couple of years there has been concern regarding sick leave and other issues with the paramedics. She stated she wanted to check that the work they are doing as community paramedics hasn’t had a negative impact and the work is being maintained by staff who are healthy. Chief Carss said things are progressing well and they have not seen increases in time off. They have been encouraging people to take time off and vacation time for rejuvenation. There are no trends to the negative. They are also encouraging peer support and mental health and wellness.
In response to a question from Ms. Jones regarding ambulances, Chief Carss said the burnt vehicle was replaced by insurance. The others have arrived in Ontario but are getting final installs on equipment; they will be in service at the end of the month and will be replacing older vehicles.
Mr. Baker noted there were increases coming from the Province to the Paramedic Service in the amount of 4% which has not been received to date. He felt it would make sense for someone in the group to ask questions about that when they speak to the Province later today.
In response to a question from Warden Sayeau, Chief Carss noted this is not the end of the multi-year procurement of ambulances, though he would have to check to determine how many years remain.
With regard to a question from Warden Sayeau, Chief Carss stated the Paramedic Service does not receive any statistics regarding the results of COVID-19 testing; the results go through the Health Unit and the physician.
7 7 Joint Services Committee Meeting Minutes July 8, 2020
Resolution No. JSC-030-2020 Moved by Corinna Smith-Gatcke Seconded by Robin Jones THAT the Joint Services Committee of Leeds and Grenville accepts the Budget Variance Analysis for May 2020 as attacked to Report No. JSC-026- 2020. CARRIED
8.4.2 Report No. JSC-027-2020: Capital Project Status Report May 2020
Resolution No. JSC-031-2020 Moved by Robin Jones Seconded by Doug Struthers THAT the Joint Services Committee of Leeds and Grenville accepts the Capital Project Status Report for May 2020 as attached to Report No. JSC- 027-2020. CARRIED
8.4.3 Joint Services COVID-19 Update
Chief Carss stated the Paramedic Service continues to work with the Health Unit and Ontario Health East to develop a localized strategy for testing in individual communities, making the requirement to drive to Brockville less onerous. The Paramedic Service is doing well in terms of Personal Protective Equipment (PPE). He is slightly concerned with the infections rate to the south of Leeds and Grenville. The are trying to build up the supply of PPE to get ahead of the curve.
Mrs. Huffman reported they just received notice the POA courts will be closed to at least September 11th. Staff are working hard on a re-opening plan so the department will be ready when the courts are re-opened. Mrs. Huffman also noted they have been doing soft collections like reminder letters and transfers to the tax roll.
Ms. Tutak stated the most notable impact in Community and Social Services is regarding childcare. A number of childcare operators have resumed operations this week and others will be resuming in the next few weeks. There are two daycare programs that are not restarting until September, which impacts capacity in Leeds and Grenville. They are waiting for the Province to advise the next steps in childcare in September. In some programs there are not enough spaces for
8 8 Joint Services Committee Meeting Minutes July 8, 2020
the demand, noting it is a good thing that it is the summer months and with vacations and working from home, and some daycares may be better equipped to meet the demand they are seeing. Longer term is the concern as to the capacity and health of the childcare system.
Mr. Hoogenboom stated he has been made aware that some unlicensed daycares are requiring a new contract with parents if they have to shut down again, parents will have to continue paying for service. He asked if that is something that the Committee can affect, and is it the same for licensed daycares. Ms. Tutak said there are no licensed daycares that do that. The Premier put an order in place that they cannot charge parents. In the unlicensed system, there is nothing to restrict an informal childcare provider on insisting on something like that.
9. Sub-Committee, Ad Hoc Committee and Member Reports
10. Unfinished Business
10.1 CAO's Report - Joint Services Committee Requests
11. Announcements
Mr. Burrow advised the partner municipalities that the Counties has requested a delegation at the Association of Municipalities of Ontario (AMO) Conference regarding concerns around childcare and the anticipated financial impacts.
12. Notice of By-law/Notice of Motion
13. Questions from the Media
There were no members of the media present.
14. Questions from the Public
There were no members of the public present.
9 9 Joint Services Committee Meeting Minutes July 8, 2020
15. Closed Meeting – Nil
16. Adjournment
Resolution No. JSC-032-2020 Moved by Robin Jones Seconded by Doug Malanka THAT the meeting of the Joint Services Committee adjourn at 11:19 a.m. CARRIED
______Brant Burrow, Chair
______Lesley Todd, Clerk
10 10 11 SEPTEMBER 9, 2020
JOINT SERVICES COMMITTEE REPORT
REPORT NO. JSC-028-2020
PROGRAM AND SERVICE DELIVERY ACTIVITY COMMUNITY AND SOCIAL SERVICES
SHANNON BROWN MANAGER, CHILDREN'S SERVICES
KIMBERLY LITTLE MANAGER, INTEGRATED PROGRAM DELIVERY
CHRIS MORRISON MANAGER, HOUSING DEPARTMENT
ALISON TUTAK DIRECTOR, COMMUNITY AND SOCIAL SERVICES
RECOMMENDATIONS
For information only.
BACKGROUND
Nil.
DISCUSSION/ALTERNATIVES
This information report provides a summary of program and service delivery activity for the various programs that are delivered through the Division of Community and Social Services. The statistics are as at June 30, 2020.
12 Page 2 PROGRAM AND SERVICE DELIVERY ACTIVITY COMMUNITY AND SOCIAL SERVICES JOINT SERVICES COMMITIEE
Ontario Works
Geographic Distribution of Caseload as of June 30, 2020 % Leeds Grenville 38.4% City of Brockville 45.9% Town of Gananoque 7.6% Town of Prescott 8.0% Average Monthly Caseload # of Households 2020 1,548 2019 1,564
How is the Ontario Works caseload changing over time?
Number of cases [O'i?!;.; ··· 1,700
Year 1,600 • 2016 2017 • 2018 1,500 2019 • 2020
1,400 January February March April May June July August September October November December
Source: Social Assistance Interactive Performance Report - Ontario Works - Leeds Grenville, August 8, 2020.
2020 as at June 30, 2020 YTD 2019 YE Outcome Measures Annual Actual Provincial Actuals Target Performance Comparators Average Monthly Amount of Employment Earnings for $819.00 N/A $791.00 $894.00 Participants with Earninqs Percentage of Caseload with 19.93% N/ A 15.67% 10.29% Employment Income Percentage of Terminations 24.83% 25.57% 27.62% 19.96% Exitinq to Employment Percentage of Caseload 1.59% 1.63% 1.18% 0.75% Exitinq to Employment * Performance requirements are presently deferred for COVID-19 impact and targets for 2020 have not yet been negotiated. These figures reflect the provincial pre-pandemic expectation of a minimum 3% performance improvement.
13 Page 3 PROGRAM AND SERVICE DELIVERY ACTIVITY COMMUNITY AND SOCIAL SERVICES JOINT SERVICES COMMITTEE
Funerals
Number of Assisted Funerals and Burials - 2020 vs. 2019 VTD as at June 30, 2020 Low Ineligible or ow ODSP Totals Income Cancelled 2020 2 11 9 22 11 2019 4 16 8 28 15
Child Care Fee Subsidy
As a result of the COVI D-19 pandemic, the licensed child care system was mandated to close by the Government of Ontario effective March 13, 2020. Operators were permitted to re-open child care sites effective June 12, 2020; however, re-opening across the Leeds and Grenville child care system has been sporadic, with most programs not re-opening until July.
Average Number of Children, Monthly, Subsidized as at June 30, 2020, by Age Group Infant Toddler Preschool JK/SK School Age Totals 23 66 132 87 154 462 children (4.9%) (14.2%) (28.6%) (18.8%) (33.3%)
Total Number of Unique Children and Families Receiving Child Care Fee Subsidy as at June 30, 2020 Children 509 Families 345
Average Number of Children, Monthly, Receiving Child Care Fee Subsidy by Munici :>ality of Residence As of June 30, 2020 No. % Leeds Grenville 218 46.98% City of Brockville 171 36.8% Town of Gananoque 42 9% Town of Prescott 34 7.3%
Emergency Child Care
Under the direction of the Government of Ontario, three (3) existing licensed child care operators were selected to operate Emergency Child Care. Operating within four (4)
14 Page4 PROGRAM AND SERVICE DELIVERY ACTIVITY COMMUNITY AND SOCIAL SERVICES JOINT SERVICES COMMITTEE sites in Kemptville and Brockville, these Operators provided service between April 26 and June 27. Emergency child care was provided at no cost to parents, the full expense of emergency child care is being funded by the Government of Ontario.
Emergency Child Care April 26 to June 27, 2020 Total number of families that applied 127 Total number of children cared for 116 Total number of families determined eligible 69 Total number of families determined ineligible 39 Total number of families that withdrew their application 19 or failed to provide required information
EarlyON Child and Family Centre
As a result of the COVID-19 pandemic, the EarlyON C.F.C. was legislated closed effective March 13, 2020 and at the time of this report, had not yet been permitted to resume in person service. Following closure, staff quickly shifted to delivering virtual services to families, weekly emails with at home activity suggestions and providing parent support via the telephone. Utilizing the existing Children's Services Department Facebook platform, staff pivoted to provide virtual EarlyON C.F.C. services with regular Group Time, Story Time and Play and Learn sessions.
EarlyON C.F.C. In-Person Participation for the Period of January 1 to March 13, 2020 Centre Based Outreach* Totals Brockville Gananoque Prescott Kemptville No. of unique 219 81 61 207 265 833 children No. of parents I 139 68 48 165 181 601 caregivers Total number of child visits (cumulative all proqrams) 2,794 Total number of parent/caregiver visits (cumulative all programs) 1,913 *Outreach programming is delivered weekly in Athens, Cardinal and Lansdowne (January to June/ September to December) as well as weekly (year round) in Elgin as well as at Limerick Forest and the Brockville Public Library.
15 Page 5 PROGRAM AND SERVICE DELIVERY ACTIVITY COMMUNITY AND SOCIAL SERVICES JOINT SERVICES COMMITTEE
EarlyON C.F.C. Virtual Services March 16 to June 30, 2020 Virtual Program Number of Events Posted Number of Views Storytime 15 Videos 2,272 Play and Learn 22 Videos 3,166 Group Time 61 Videos 15,872
The Ch ildren's Se rvices Department Facebook page continues to prove to be an excellent platform for increasing access for families to services/supports. Since its launch in May 2018, t he Facebook page has experienced continuous growth in foll owers, with a significant increase of followers occurring since March 2020.
Even with the expected re-opening of in-person Ea rlyON C. F.C. programs in the fa ll, t he growth in followers and level of engagement on the page signals a need to continue with virtual service delivery in addition to regular in-person programs.
Children's Services Department Facebook Followers January 1 to June 30, 2020
1600 1334 1358 1400 1252 1099 1200 1059 11~
1000
800 600
4 00 200 0 January February March April May June
16 Page 6 PROGRAM AND SERVICE DELIVERY ACTIVITY COMMUNITY AND SOCIAL SERVICES JOINT SERVICES COMMITTEE
Social Housing Waitlist
The Social Housing Registry administers and maintains the coordinated access for social housing applicants for Leeds Grenville and most Non-Profit housing units. The following represents a cumulative accounting for January to June 2020.
Total Number of Total Number of Total Number of new Applicants Applicants Housed Households Eligible Applicants Jan. 1/20 to as of as of June 30/20 June 30/20 June 30/20 Seniors (age 65 +) 52 15 85 Family 147 8 114 (with children) Single/Couple 144 16 200 (no children) Total 343 39 399
Investment in Affordable Housing - Housing Allowance Program
This program provides a monthly housing allowance to eligible families living in the private market to assist with high accommodation costs. These numbers are as at June 30, 2020.
Actual $ Approved/Committed Total Number of Total Number of IAH Recipients OH Pl Recipients $232,209.00 135 121 Geographic Distribution of Recipients Leeds and Grenville 18 25 City of Brockville 103 77 Town of Gananoque 4 9 Town of Prescott 10 10
Investment in Affordable Housing - Home Ownership Program* - 2019/20 Funding Year
This program assists low-income families by way of a forgivable loan with first-time home purchases. These numbers are as at June 30, 2020. The 2020/21 funding year commenced on April 1, 2020.
17 Page 7 PROGRAM AND SERVICE DELIVERY ACTIVITY COMMUNITY AND SOCIAL SERVICES JOINT SERVICES COMMITTEE
Actual $ Approved/Committed Total Number of Families $134,874.07 4 Geographic Distribution of Recipients Leeds and Grenville 2 City of Brockville 2
Investment in Affordable Housing - Ontario Renovates* - 2019/20 Funding Vear
This program provides financial assistance to eligible homeowners by way of a forgivable loan with major home repairs. These numbers are as of June 30, 2020. The 2020/21 funding year commenced on April 1, 2020.
Actual $ Approved/Committed Total Number of Families $196,670.74 3 Geographic Distribution of Recipients Leeds and Grenville 1 City of Brockville 1 Town of Prescott 1
*Both programs have been impacted due to COVID-19
Vacant Unit Turnover
The Housing Department's established expectations for vacant units is that they are prepared for the new tenant within the next calendar month of becoming vacant. If a tenant was to vacate on March 31st the unit would be ready for April z7th for the new lease as of May 1st .
The vacancy statistics for 2020 are:
Date Vacant Number in Ready for Ready for Ready for Rental Month Rental within Rental within in more than 30 days 60 days 60 Days January 31 4 4 February 28 7 6 1 March 31 6 6 April 30 4 4 May 31 5 5 June 30 7 7 Totals 33 32 1 0
18 Page8 PROGRAM AND SERVICE DELIVERY ACTIVITY COMMUNITY AND SOCIAL SERVICES JOINT SERVICES COMMITIEE
The following chart identifies the vacancies and waitlists as of June 30, 2020.
Total Apartment Building Waitlist #'s # of Units Vacancies Locations as June 30/20* 2020 Brockville - 11 Hastings Drive 48 0 125 Brockville - 55 Reynolds Drive 42 1 174 Brockville - 80 Water Street 82 8 2 Cardinal - 240 Helen Street 39 3 4 Gananoque - 150 Stone Street 51 0 30 Kemptville - 200 Bridge Street 35 1 48 Kemptville - 201-203 Prescott 8 0 34 Street Lansdowne - 43 Centre Street 16 1 4 Mallorytown - 3 Miller Drive 17 2 4 Merrickville - 105 Lewis Street 20 2 8 Merrickville - 318 Brock Street 20 3 10 Prescott - 275 Water Street 51 1 36 Prescott - 503 Fort Town Drive 24 0 27 Prescott - 523 Hyde Street 7 0 45 Spencerville - 33 Bennett 15 1 6 Street Westport - 56 Bedford Street 21 3 10 Totals 26 567 *Applicants may be on multiple building waitlists.
19 Page 9 PROGRAM AND SERVICE DELIVERY ACTIVITY COMMUNITY AND SOCIAL SERVICES JOINT SERVICES COMMITIEE
Total Vacancies Waitlist #'s Family Units # of Units 2020 as of June 30/20
Brockville - Bartholomew 28 1 33 Street Brockville - 15 1 63 Sisley/Salisbury/Reynolds Brockville - Brighton Crescent 40 1 77 Brockville - Glengarry Road 20 2 40 Brockville - Peden Blvd. 1 0 28 Prescott - Boundary/Churchill 13 0 28 Prescott- Edward Street 2 0 13 Prescott - Fort Town Families 34 1 27 Prescott - RobertaNictor Road 10 1 N/A* Prescott - Victor Crescent 12 0 N/A* Totals all Units 671 7 309 *Through attrition, these units are being converted to market rent.
Rent Supplement Leeds Grenville currently offers rent supplement programs, which enable subsidized housing for eligible families within the private rental market. These numbers are as of June 30, 2020.
Municipality Total Leeds Grenville 26 City of Brockville 81 Town of Prescott 9 Total 116
FINANCIAL IMPLICATIONS
Nil.
ATTACHMENTS
Nil.
20 Page 10 PROGRAM AND SERVICE DELIVERY ACTIVITY COMMUNITY AND SOCIAL SERVICES JOINT SERVICES COM MITT EE
SHANNON BROWN, MANAGER DATE CHILDREN'S SERVICES
Kl ~ NAGER DAT INTEGRATED PROGRAM DELIVERY
CHRIS MORRISON, MANAGER DATE HOUSING DEPARTMENT
~ · ? I /:?,:1dCJ DAT / DIRECTOR
) ANDY BROWN f'r, ~ DATE CHIEF ADMIN ISTRATIVE OFFICER
21 SEPTEMBER 9, 2020
JOINT SERVICES COMMITTEE REPORT
REPORT NO. JSC-029-2020
ANNUAL HOUSING AND HOMELESSNESS PLAN PUBLIC REPORT
CHRIS MORRISON MANAGER, HOUSING DEPARTMENT
ALISON TUTAK DIRECTOR, COMMUNITY AND SOCIAL SERVICES
RECOMMENDATION CS)
THAT the Joint Services Committee of Leeds and Grenville recommends that Counties Council approve the Annual Housing and Homelessness Plan Public Report for 2020.
BACKGROUND
The Housing Services Act was enacted in 2011, and one of the requirements established was for Consolidated Municipal Service Managers (CMSM's) to develop a ten-year Housing and Homelessness Plan. The Housing Plan was approved by Council in May 2014. Another requirement of the Housing Services Act was that starting in 2015 public reports on the housing activities related to the plan of the previous calendar year are required. The report is to include:
• Measures taken and the progress achieved to meet the objectives and targets in the Housing Plan. • The report must mirror the requirements in the Housing Services Act. • Provide the Minister of Municipal Affairs and Housing with the same information provided to the public, and the method in which it was reported to the public by June 30th of each year.
22 Page 2 LEEDS GRENVILLE HOUSING PLAN PUBLIC REPORT JOINT SERVICES COMMITIEE
Although, in 2019 significant effort was undertaken during the Five Year Review of the Housing and Homelessness Plan Service Managers are still required to make the Annual Report. The report for 2020 was delayed due to the COVID-19 pandemic, and the MMAH was made aware of the delay.
DISCUSSION
The Housing and Homelessness Plan has identified three main strategic goals, and with each of these strategic goals, a number of Outcomes and Action items were identified.
Attachment 1 outlines the Actions and Outcomes for the past year (2019). Once approved, this document, along with this report, will be made public by posting it to the Leeds Grenville website.
FINANCIAL IMPLICATIONS
There have been no funds provided by MMAH with respect to the costs of implementing the Plan. The Housing Department does rely on the Housing Plan when considering the utilization of MMAH funds, such as the Community Homelessness Prevention Initiative (CHPI), Canada-Ontario Community Housing Initiative (COCHI), or the Ontario Priorities Housing Initiative (OPHI) Programs.
ATTACHMENTS
Attachment 1: 2019 Housing and Homelessness Plan: Strategic Outcomes and Actions ~- CHRIS MORRISON, MANAGER HOUSING DEPARTMENT
DIRECTOR
23 Page 3 LEEDS GRENVILLE HOUSING PLAN PUBLIC REPORT JOINT SERVICES COMMITIEE
ANDY BROWN CHIEF ADMINISTRATIVE OFFICER
24 2019 HOUSING AND HOMELESSNESS PLAN: STRATEGIC OUTCOMES AND ACTIONS
Strategic Goal 1: Maintain Current Affordable Housing Services and Programs
ACTION: Energy Management Plan for the public housing portfolio that promotes savings, energy conservation and environmental sustainability.
Supporting Action Indicators Timeline/Status Budget
Window Replacement at 55 Reynolds Energy consumption costs will be Canceled due to Allocated in 2020 Drive, Brockville; 11 Hastings Drive, reduced COVID-19 Capital Budget Brockville; and 240 Helen Street, Cardinal Replacement of Air Make-up Units at 275 Energy consumption costs will be Will be completed in Allocated in 2020 Water Street, Prescott, and 503 Fort Town reduced 2020 Capital Budget and Drive, Prescott OPHI Funding
ACTION: Revitalization and Social Improvement through the enhancement of interior/exterior of units of community housing portfolio.
Supporting Action Indicators Timeline/Status Budget
Flooring Replacement at 503 Fort Town Enhance appearance Will be completed in Allocated in 2020 Drive, Prescott; 240 Helen Street, Cardinal; 2020 Operational Budget 150 Stone Street, Gananoque; and 80 Water Street, Brockville
25 2019 HOUSING AND HOMELESSNESS PLAN: STRATEGIC OUTCOMES AND ACTIONS
Supporting Adion Indicators Timeline/Status Budget
Interior Painting at 201-203 Prescott Enhance appearance Will be completed in Allocated in 2020 Street, Kemptville; 240 Helen Street, 2020 Operational Budget Cardinal, 11 Hastings Drive, Brockville; and 150 Stone Street, Gananoque
ACTION: Ensure stability and access to housing for low-income, persons, families and seniors through planned maintenance of current community housing portfolio.
Supporting Adion Indicators Timeline/Status Budget
Set annual criteria for Community Housing Stock is maintained for future Ongoing Annual Budget Capital Reserve based on amortization to Consideration ensure funds are available to maintain the community housing portfolio Maintain Asset Management Plan and Update Asset Management Plan Ongoing Annual Budget database Annually Consideration
Maintain and Replenish Social Housing Allocate Operational Budget Ongoing Reserve Fund Surplus to Reserve
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26 2019 HOUSING AND HOMELESSNESS PLAN: STRATEGIC OUTCOMES AND ACTIONS
ACTION: Continue to leverage partnerships with key stakeholders to support individuals and families in accessing safe, adequate, and affordable housing.
Supporting Action Indicators Timeline/Status Budget
Connect Youth Inc. - two Emergency Service Agreement is in place April 1, 2020 to Community Shelters March 31, 2021 Homelessness Prevention Initiative (CHPI) Lanark, Leeds and Grenville Addictions and Service Agreement is in place April 1, 2020 Community Mental Health - Hoarding Assistance to March 31, 2021 Homelessness Program Prevention Initiative IAH 2014 Extension - Rental Housing Affordable Housing Unit - Occupancy date Investment in Service Agreement with North Grenville Kemptville September 2020 Affordable Housing Community Living (11 Units) affordable to continue Funding for period of twenty (20) years Participate in Home Ownership Program 13 new first-time buyers (2019) Ongoing Revolving Funding
Participate in Ontario Renovates Program 26 home owners remained in Ongoing Revolving Funding home (2019) Participate in Housing Allowance Program 159 (average monthly recipients) Ongoing Investment in renters in private market receiving Affordable Housing assistance (2019) Funding
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27 2019 HOUSING AND HOMELESSNESS PLAN: STRATEGIC OUTCOMES AND ACTIONS
ACTION: Support the financial viability and stability of current non-profit and co-operative housing providers. Recognizing the end of operating agreement, support, non-profit and co-operative housing to continue to provide affordable housing.
Supporting Action Indicators Timeline/Status Budget
Initiate Building Condition Assessments for Completed COCHI all NPP/COOP Providers Funding Marguerita Residence Corporation - Wall 30 Rent Supplement Units July 1, 2018 - Ongoing Operational Street Rent Supplement Agreement Complete operational reviews to ensure Operational Reviews conducted Ongoing Operational mandatory requirements under the Act are on two housing providers met Establish new operating agreements for Maintained 19 housing units as Ongoing COCHI non-profits and cooperative that have part of service level standards Funding expired with two non-profits. Marguerita Residence Corporation - Loan Secured 30 units (Church Street) Ongoing No Cost Agreement Security to count towards mandated service levels
Strategic Goal 2: Enhance Services to Reflect the Changing Needs of the Community
ACTION: Acquisition of properties or subsidies in high demand areas.
Supporting Action Indicator Timeline/Status Budget
Affordable housing project in North Increase in Affordable Housing Occupancy 2020 IAH/SIF Funding Grenville Units by 11 units
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28 2019 HOUSING AND HOMELESSNESS PLAN: STRATEGIC OUTCOMES AND ACTIONS
Supporting Action Indicator Timeline/Status Budget
Participate in Housing Allowance Program 119 (average monthly recipients) Ongoing OPHI renters in private market receiving Funding assistance (2019)
ACTION: Regeneration/Renewal
Supporting Action Indicator Timeline/Status Budget
Possible sale of units in Prescott. Four Reduction in waitlist times for Ongoing have been sold to date areas in greater demand 2016- 2024
Designate twelve units as Market Rent in Create flexibility to meet 2016 - Ongoing Prescott mandate. 19 units currently converted to market rent
ACTION: Enhance the provision of modified units and personal supports.
Supporting Action Indicator Timeline Budget
Maintain and/or enhance the The number of March of Dimes Ongoing N/A memorandum of understanding with the units in the public housing March of Dimes portfolio and in the community is maintained or increased
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29 2019 HOUSING AND HOMELESSNESS PLAN: STRATEGIC OUTCOMES AND ACTIONS
ACTION: Develop a performance measure to track and report on housing need and demand within the community. Hidden homeless will be quantified. Data will support and substantiate the need and demand.
Supporting Action Indicator Timeline Budget
Creation of Housing Table involving 2018 - Ongoing various community partners Create a tool to enumerate, measure, Allocation of resources to Ongoing 2016 - 2019 monitor, and report on housing and appropriate need homelessness numbers
ACTION: Enhance provision of emergency housing services. Meet the housing needs of the changing demographic population. Ensure stability and access to housing for low-income families and individuals.
Supporting Action Indicator Timeline Budget
Negotiation of agreement with Victim Services in our community as Ongoing -2020 CHPI funding Services Leeds Grenville for emergency tracked by voucher system and after-hours support reports
Community Homelessness Prevention Initiative (CHPI) reporting Maintain emergency services voucher Services in our community as Ongoing - 2020 CHPI funding system tracked by voucher system and reports Implement additional short-term stay Two (2) family shelters in Ongoing - 2020 CHPI funding shelter units Brockville
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30 2019 HOUSING AND HOMELESSNESS PLAN: STRATEGIC OUTCOMES AND ACTIONS
Supporting Action Indicator Timeline Budget
Two (2) youth shelters in partnership with Connect Youth in Prescott and Kemtpville Five (5) single shelter units in Brockville 106 people assisted Emergency utility assistance Partnership with Employment and 2020 CHPI funding Education Centre Risk of homelessness remain housed 20 people assisted Homelessness Prevention Benefit Households - homeless or at risk, Ongoing - 2020 CHPI funding remain housed (2018) 339 people assisted Hoarding Assistance Program Partnership with Lanark, Leeds, Ongoing - 2020 CHPI funding Grenville, Addictions and Mental Health Risk of homelessness remained housed 39 people assisted
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31 2019 HOUSING AND HOMELESSNESS PLAN: STRATEGIC OUTCOMES AND ACTIONS
ACTION: Assessment of current public housing portfolio for regeneration and revitalization opportunities.
Supporting Adion Indicators Timeline/Status Budget
Assess the Social Housing portfolio based UCLG Social Housing Needs and Ongoing on demand and demographic profile of Demand Study completed social housing applicants Assessment/review of waiting list and bring forward recommendations
ACTION: Enhance customer services and supports.
Supporting Action Indicators Timeline/Status Budget
Community Engagement Case Manager Eviction rate decreases Ongoing - 2020 CHPI
Increased awareness, knowledge and support
Links to community support services 40 Referrals in 2019 Conduct customer satisfaction survey of Completed survey Next survey 2021 tenants every two (2) years Greater responsiveness to tenants
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Supporting Adion Indicators Timeline/Status Budget
Consideration of the conversion of single Increase unit numbers for Proposed 2018 - 2024 Consideration for homes for duplexes mandate Annual Capital Budget Increase use of Leeds Grenville website Greater communication and Ongoing Operating responsiveness to tenants Create a tool to enumerate, measure, Allocation of resources to Ongoing 2016 - 2019 monitor and report on housing and appropriate need homelessness numbers
Strategic Goal 3: Involve all Stakeholders in the Development and Implementation of the Housing Plan
Action: Partner with Community Partners to deliver housing services. Improved coordination and shared knowledge of services for customers. Community at large will understand and have knowledge of the Housing and Homelessness Plan and all housing programs. More holistic approach to service delivery.
Supporting Adion Indicators Timeline/Status Budget
Create a Housing Table Assessing stabilized housing Initiated 2018 Pursue the delivery of services in Social Increased use of space Ongoing Housing Common Rooms Social participation Develop and implement a Social Housing Increase interaction with Proposed Communication Plan, including media community partners releases, newsletter, website and annual progress report
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33 2019 HOUSING AND HOMELESSNESS PLAN: STRATEGIC OUTCOMES AND ACTIONS
Supporting Action Indicators Timeline/Status Budget
Work with Connect Youth and other youth Data/information availability Ongoing CHPI Funds organizations to develop a mechanism to quantify and develop a strategy to support homeless youth Share a common definition of "affordable Great understanding of what Ongoing housing" "affordable housing" is
ACTION: Optimize land use incentives and other resources to support housing opportunities and develop linkages to the private market.
Supporting Action Indicators Timeline/Status Budget
Develop partnerships with the private New development Ongoing market and non-profit for new affordable/RGI housing developments Create a land availability registry through Registry Proposed the GIS system Encourage partner Municipalities to allow Increase in building permits for Proposed secondary suites/garden suites garden suites Work with partner municipalities to waive New builds Proposed development fees and building permit fees for new affordable housing
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34 SEPTEMBER 9, 2020
JOINT SERVICES COMMITTEE REPORT
REPORT NO. JSC-034-2020
TEMPORARY SOCIAL DISTANCING SHELTER
ALISON TUTAK DIRECTOR, COMMUNITY AND SOCIAL SERVICES
RECOMMENDATIONS
THAT the Joint Services Committee of Leeds and Grenville direct staff to prepare and issue a request for proposal to the community for temporary homelessness support utilizing existing funds until March 21, 2021 from the initial allocation of Social Services Relief Funding.
BACKGROUND
In the early days of the Covid-19 pandemic, concerns arose about the ability of people in the community that were unable to socially distance because of precarious housing or homelessness. As people began to stay at home and businesses shut down, the pre existing reality of homelessness came to the forefront with a number of agencies concerned that these individuals were at risk of contracting and spreading Covid.
Following discussion amongst community agencies, there was consensus that some form of action needed to occur in the interest of the people that were precariously housed and the broader community.
The Counties had at the time, been recently provided with Social Services Relief Funding (SSRF) from the Ministry of Municipal Affairs and Housing (MMAH) and the Ministry of Children, Community and Social Services (MCCSS), and these funds would be able to help support a temporary initiative.
Partner agencies were not prepared to take a lead in this project. The Counties agreed from the context of emergency planning and its traditional role in setting up evacuation centres, that staff would take a lead but with the full recognition that staff resources
35 Page2 TEMPORARY SOCIAL DISTANCING SHELTER JOINT SERVICES COMMITTEE
would be required from various partners to ensure the day-to-day operation of any initiative. A number of locations were considered and assessed by the Counties and Public Health and eventually a local hotel agreed to provide a block of rooms.
At the onset, a total of ten rooms were secured along with two rooms for staff (office/ meeting space and storage). Having staff coverage from partner agencies at the temporary shelter was a challenge; the scheduled staffing resources came from:
• The United Counties of Leeds and Grenville • Leeds Grenville Lanark District Health Unit • Victim Services Leeds and Grenville
During the opening of the temporary shelter, the office of Community and Social Services continued to receive inquiries, as per normal business, as to people that were struggling with homelessness or the inability to socially distance. Many people were assisted outside of the temporary shelter with hotel stays in other hotels, placement in the Counties' short-term stay shelters, and assistance to obtain long-term housing. If the initial assessment indicated a need for a supervised setting, they would be referred to the temporary shelter; otherwise, they were assisted by other means.
DISCUSSION/ALTERNATIVES
The operation of the temporary shelter was not sustainable in the long term. A number of issues became obvious in the early days and these included, but were not limited to:
• Staff resources - too few available to provide services ongoing; • Lack of security - could not be hired due to not being available, but was needed; • Concerns for staff safety, and safety of those accessing the temporary shelter; • Incongruent expectations of the temporary shelter by agencies and the community.
Gradually through attrition, the temporary shelter was closed effective June 26, 2020. The attached report on the temporary shelter provides the details of the temporary initiative and includes the feedback received from various community partners through a survey.
Recognizing that as a community the importance of continuing to be vigilant about Covid-19, staff are currently drafting a request for proposal (RFP) for the provision of assistance to those that are homeless/precariously housed. The RFP would only be until
36 Page 3 TEMPORARY SOCIAL DISTANCIN G SHELTER JOINT SERVICES COMMITTEE
March 31, 2021, and would be for a temporary program(s) that could help in further informing long-term approaches. The funds that still remain in the initial allocation of SSRF would be made available for this purpose. The RFP would reflect Ministry guidelines.
Fl NANCIAL IMPLICATIONS
The total cost for the operation of the temporary social distancing shelter was $78,014.00. The costs to operate the shelter included such things as hotel fees, cleaning, meals, and other miscellaneous expenses. All of the staffing costs, with the exception of a nominal amount that was contributed to the Health Unit for peer support, were borne by the participating agencies. Thus, the total cost of operating the shelter does not give consideration to the significant amount that was provided "in kind" by the partner agencies. All funds used to support the temporary social distancing shelter were from the SSRF, as provided by MMAH and MCCSS.
As of August 24, 2020 there is $750,000.00 remaining from the initial SSRF allocation that can be utilized towards a community RFP.
ATTACHMENTS
Attachment 1 - Temporary Social Distancing Shelter Report (August 2020)
PAT HUFFMAN DATE / TREASURER
~ 3/ /.;o ;;Ja DATE / DIRECTOR
ANDY BROWN A~ DATE CHIEF ADMINISTRATIVE OFFICER
37 eeds(~ renv11Te
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Executive Summary
On March 17th, 2020, the provincial government declared a state of emergency in response to the COVID-19 pandemic. The United Counties of Leeds and Grenville followed suit by declaring a state of emergency on April 3th, 2020. To support homeless or precariously housed persons unable to properly social distance due to their cu rrent living arrangements, a temporary social distancing shelter (TSDS) was established. The shelter, located in a motel in the City of Brockville, opened April 16, 2020 and closed after the last guest left on June 26, 2020.
Section 1 of this report provides a demographic description of those housed at TSDS and other statistical data related to supports provided and outcomes for guests; data gathered from intake forms, case notes and shelter tracking tools. Section 2 provides the results of a survey to review the effectiveness of the initiative. Service providers, individuals, and partners that worked at the shelter or supported its operations completed the survey.
The Temporary Social Distancing Shelter (TSDS) accommodated 20 individuals between April 16th, 2020, and June 26th, 2020 with the support of the United Counties of Leeds and Grenville, agency professionals, community partners and volunteers. Guests of the TSDS were mostly si ngle men; however, a third of guests were women. No children stayed at the shelter. Most guests were between the ages of 30-39 and 50-59 years. Nearly all of the guests were in receipt of either Ontario Works or Ontario Disability Support Program. Generally, guests were able to provide a previous address at intake; however, the security of the tenancy at this previous address was not determined. Most guests stayed at the shelter for 14 days or less, while one quarter stayed for longer than four weeks.
Various community agencies and professionals attended the shelter to assist guests with their health needs, provide COVID-19 testing, wellness visits, and addiction support. Other agencies and professionals attended the shelter to assist guests in securing appropriate housing and financial support.
Guests exited the shelter for a number of reasons. Many shelter guests exited to community accommodations such as an apartment, rooming house, short-term rental motel, supportive housing and group homes, while others exited to hospital, or moved in with family. Severa l shelter guests were asked to leave the shelter for reasons including drug trafficking, weapons, not following distancing rules, and violent behaviour.
Through an online survey, twenty-five agency professionals, community partners, Counties' staff and volunteers reviewed the effectiveness of the shelter initiative and reflected on how our community can better support the issue of homelessness.
Temporary Social Distancing Shelter Report, August 2020 Executive Summary - i
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Overall, respondents felt the facility used fo r the TSDS was su itable for its intended purpose. The layout of the rooms was appropriate for maintaining social distancing wh ile still being operationally suitable for staff and volunteers. Geographically, the TSDS was deemed easily accessible to potential and actual guests. Rules and processes were fair and reasonable, and most respondents believed registration of shelter guests was effective. Many respondents felt the stay of up to ten days was not long enough for guests to secure su itable housing upon leaving the shelter, though no shelter guest following the rules was asked to leave after ten days and several guests left in adva nce of ten days. There was also some va riability when judging the capacity of the shelter to house all referred perso ns.
Regarding staffing, most respondents felt staffing leve ls were appropriate throughout operation of the TSDS; however many noted security should have been present at all times, and a staff member trained in mental health and addictions would have been beneficial on every shift. Shift length was considered to be the right duration, and shift transitions smooth. Generally, staff felt adequately orientated to work at the shelter. Almost all staff felt they were supported in their health and safety while working at the shelter. Nonetheless, several safety concerns were raised regarding exposure to drug use, and unpredictable behavior related to mental health and addictions. There was an adequate supply of PPE and cleaning supplies for staff, volunteers and shelter guests.
With respect to resources and coordination of services, almost all respondents agreed coordination of services was smooth, and the process of referring homeless and precariously housed persons to the shelter was effective, as was scree ning guests for Covid-19. Most felt that referring guests to community agency supports was also effective; however, there were some barriers to accessing mental health supports partially due to agencies being closed, or working at reduced capacity at the onset of the shelter initiative.
Overall, the majority of respondents believed guests were appropriately assisted and could identify a number of positive outcomes. Respondents noted working collaboratively affected better outcomes for the guests, and the shelter brought awareness of the homelessness issue in Leeds and Grenville to the community. Learning about the ro les and services offered by other community agencies was also id entified as a positive outcome. Respondents noted several cases where guests were able to find appropriate shelter and receive needed assistance with addictions, mental and/or physical health.
Almost all respondents who commented on gaps in services and/or resources highlighted the prevalence of mental hea lth and addiction issues among guests and the need for increased mental hea lth and addiction support throughout the guests' stays. Many respondents found this gap and managing subseq uent behaviour crises to be the most challenging aspect of the shelter's operation. Respondents were faced with unpredictable and violent behavior, verbal
Temporary Social Distancing Shelter Report, August 2020 Executive Summary - ii
40 J Peds(l~ Grenv1lle abuse, drug use and overdose. Other common challenges noted included the inability to enforce social distancing between guests and frequent arrival of visitors. Some respondents noted there was a lack of clear direction and purpose among agencies.
Many agreed Leeds Grenville would benefit from more inter-agency collaboration, expanded assistance for mental health and addictions, more education, a permanent shelter and shelter alternatives, and more options for men in crisis. Respondents noted their role in addressing the homelessness issue is to promote awareness of the issue and act as advocate, provide affordable housing and financial support, identify and refer persons in need, and to collaborate in strategic planning.
The TSDS supported a vulnerable population with complex needs. Guests not only required emergency accommodation to social distance, but inter-agency collaboration to support mental, physical and financial needs. While gaps in services were identified, so were opportunities for strengthening Leeds and Grenville's response to homelessness to affect better outcomes for this at-risk population.
Temporary Social Distancing Shelter Report, August 2020 Executive Summary - iii
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Introduction
Following emergency declarations by the Province and the United Counties of Leeds and Grenville in response to the COVID-19 pandemic, a Temporary Social Distancing Shelter (TSDS) was established in Leed s Grenville. The purpose of the TSDS was to support homeless or precariously housed persons unable to properly social distance due to their current living arrangements.
Section 1 of this report provides a demographic description of those housed at TSDS and other statistical data related to supports provided and outcomes for guests. This data gathered from intake forms, case notes and shelter tracking tools. Section 2 provides the results of a survey undertaken to review the effectiveness of the initiative. Service providers, individuals, and partners that worked at the shelter or supported its operations completed the survey.
Background
1 On March 17 \ 2020, the provincial government declared a state of emergency in response to the COVID- 19 pandemic. The United Counties of Leeds and Grenville followed suit by declaring a state 1 of emergency on April 8 \ 2020. Upon closure of local business and services, the "hidden homeless" were no longer hidden; in most situations, the state of homelessness was not the result of COVID-19 but rather became more evident to members of the community. There was concern that without the ability to socia l distance or isolate, there was risk these persons would not only acquire COVID- 19, but also spread it to the community. The TSDS was established to support homeless and precariously housed persons in adhering to public health measures in effect at the time.
The shelter, located in a hotel in the City of Brockville, opened April 16, 2020 and was staffed by Community and Social Services, the Leeds, Grenville and Lanark District Health Unit, and Victim Services of Leeds and Grenville, other community partners. Volunteers from the community also assisted at the shelter for the first several weeks of operation, and with daily meal delivery for the duration of shelter operation. Staff we re on site seven days per week between the hours of 8:00 a.m. and 10:00 p.m., with no staffing during the over-night hours. The shelter closed after the last client left on June 26, 2020.
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Guests were provided accommodation at the shelter for up to 10 days, and were expected to work with staff (Counties' Case Managers or other agency Shelter staff) to secure more stable living arrangements. Guests were screened for health prior to admittance, and vis ited daily by healthcare staff. Personal protective equipment was avai lable for staff and guests, and protocols developed with the advice of Public Health were followed.
Section 1: Demographics, Supports, Outcomes
Shelter Use A total of 20 people resided in the shelter, with one shelter guest staying two separate periods. Initially, staff planned for guests to stay a maximum of 10 nights; however, once the shelter was operating, it became apparent some of the guests required a longer stay. The median length of stay was nine nights, and guests most frequently stayed between 3-7 nights (7 people; 33%), or 8- 14 nights (7 people; 33%). Five guests (24%), stayed for longer than 28 nights. The shortest shelter stay was three nights, and the longest was 69 nights. A total of ten hotel rooms were secured for guests and an additional two rooms for staff administration.
Demographics Th e majority of shelter guests were male (67%), and 33% were female. Sixteen guest we re single, and four were couples. No dependant children resided in the shelter. Shelter guests ranged in age from 21 to 59 years old, with a median age of 37 years. Guests in their 30's comprised the largest group (1 O; 50%), followed by guests aged 50-59 years (5; 25%).
Source of Income The majority of shelter guests received Ontario Works financial ass ista nce (67%), or ODSP (29%) as their primary source of income. One shelter guest was in receipt of the Canada Emergency Response Benefit.
Previous Accommodation At intake, shelter guests were asked to provide their previous address and sixteen (76%) guests provided an address. It was not indicated if a guest was renting, owned the home, or had a less permanent re sidency at that address (e.g. was couch surfing) prior to leaving. At intake, guests confirmed they were no longer at the address or no longer able to stay at the address provided. The rea son for leaving the previous residence was not documented. Three (14%) guests were couch surfing prior to entering the shelter, and two indicated they were homeless.
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Supports Provided
Shelter guests had complex needs and behaviours requiring the attention of emergency services and community agencies. Several shelter guests had substance use and addiction behaviours; one third of guests were already engaged with supports from Change Healthcare at time of admission to the shelter. Change Healthcare provides opioid substitution therapy to individuals suffering from the effects of opioid dependence. A local physician attended on-site to attend medical concerns of shelter guests on seven occasions. Public Health nurses were on-site daily to attend to the health needs of guests.
Staff called police five times to address issues such as verbal aggression, escalating arguments between guests, or to conduct a wellness check. Staff from La nark, Leeds & Grenville, Addictions and Mental Health were initially accessible to guests by phone or through a tablet at the shelter, and later for in-person drop in support at the shelter. Leeds Grenville Paramedic Services conducted wellness visits and COVID-19 testing on guest request or as indicated by daily screening.
Ontario Works Case Managers staffed the shelter daily, assisting guests' search for permanent housing, and issued financial assistance needed for living or moving costs. Shelter guests were also provided with financial supports, such as bus fare, taxi fare, grocery, and household item gift cards when exiting the shelter. The OW/ODSP medical transportation benefit was provided as needed. Each guest received a daily hot dinner, arranged and delivered through a collaboration of the United Way of Leeds and Grenville and the Volunteer Centre of St. Lawrence-Rideau.
It is important to note that the TSDS was not the sole means of meeting isolation/quarantine, social distancing or homelessness needs during this period. Counties' staff and partners continued to provide homelessness supports throughout the communities of Leed s Grenville. The provision of supports was expanded beyond homelessness to also address needs arising out of the pandemic; numbers served are more than double for the same period year prior. During the ten weeks the TSDS was open, an additional 160 people were assisted. • 58 people were provided hotel/motel stay totalling 160 nights. • 17 people stayed in 21-day shelters. • 85 people received transportation or other supports to secure or maintain housing.
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Exiting the Shelter Guests exited the shelter for various reasons, with 50% of guests leaving to more stable or permanent accommodations.
• Eight moved to a rooming house, short-term rental motel, an apartment or in with family.
• Two guests were placed in accommodation supported by Lanark, Leeds & Grenville Mental Health and Addictions.
• One left for a brief stay in hospital and returned to the shelter upon discharge.
• Eight guests were asked to leave; some had alternate solutions such as staying with a friend, some did not have a housing plan. Shelter guests were asked to leave for reasons including selling illega l drugs, not following social distancing rules, having undeclared weapons in their possession (e.g . knife, gun), behaviour issues and fighting with other guests. The majority of guests asked to leave the shelter were male (75%).
• Two others left without sharing their plans.
Section 2: Survey to Review Effectiveness A survey was undertaken to review the effectiveness of the TSDS initiative and to help the Counties understand how our community can better support the issue of homelessness. The results of this survey follow here.
Methodology Survey Communication and Delivery The survey was available for completion online through the Community Programs webpage of the Leeds Grenville website. Community organizations, volunteers and internal United Counties of Leeds and Grenville staff who worked at and/or supported the TSDS received an email invitation with a link to the survey on June 29, 2020 requesting survey completion by July 10, 2020.
Forty-two emails were sent. One community organization wa s encouraged to forward the survey to the volunteers who worked at the TSDS through their organization. Of the 42 invitations, 25 surveys were completed for a response rate of 59.5%.
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Figure 5. Respondents' involvement with the Temporary Social Distancing Shelter.
AGENCY PROFESSIONAL THAT WORKED AT THE SHELTER
COMMUNITY PARTNER INVOLVED IN SUPPORTING THE .. .
COUNTIES PROFESSIONAL THAT WORKED AT THE .. .
VOLUNTEER THAT WORKED AT THE SHELTER
OTHER
0 1 2 3 4 5 6 7 8 9 10
Survey Design The survey consisted of a mix of multiple-choice and open-ended questions. Multiple choice questions asked respondents their agreement with statements using a 5-point sca le from "strongly agree" to "strongly disagree", with an additional option of "unknown". Questions were related to the shelter's format, staffing, resources, multi-agency coordination, and impact. Each multiple choice question was followed by an open-ended question to allow respondents to provide details when they disagreed with a statement. At the end of the survey open-ended questions asked respondents to comment on gaps in service, positive outcomes, cha llenges, insights acq uired, and future roles in supporting the issue of homelessness in Leeds Grenville. (Appendix A - Survey Tool).
Findings: Format Half of respondents (48% or 12) strongly agreed the facility used for the temporary shelter was suitable for housing homeless or precariously housed persons who were unable to properly social distance due to their current living arrangements. A further 28% (7) somewhat ag reed the facility was suitable. Only three respondents indicated that they either somewhat or strongly disagreed the facility was su itable. Comments highlighted concerns for guests with mobility issues and use of second fl oor rooms; rooms were sma ll for appropriate physica l distancing between staff and guests; the shelter needed a safe use room and large open areas to physically distance together to reduce feelings of isolation.
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Layout: Social Distancing "The layout of the rooms used for the shelter was appropriate for maintaining social distancing"; nine respondents (36%) strongly agreed, and a further 16% (4 respondents) somewhat agreed. Only one respondent disagreed with this statement noting that had there been a space where guests had the ability to interact while still maintaining the proper distance, there would have been fewer people spending time in other guests' rooms. A safe consumption site would also have reduced "room hopping". Eight respondents (32%) left this question blank; all of these respondents were community partners who may not have physically attended the shelter.
Layout: Operationally Suitable More than half of the respondents indicated the layout of the rooms used for the shelter was operationally suitable for staff and volunteers, with one respondent indicating they somewhat disagreed and noted the size of the room limited the number of staff who could be present wh ile maintaining appropriate physical distancing. A more open layout was suggested. Again, 32% left this question blank; all of these respondents were community partners who may not have physically attended the she lter.
Geographic Accessibility Eighty percent of respondents agreed the shelter was located in a geographically accessible area. Four respondents disagreed. Comments noted the shelter was less accessible to potential guests who did not live in Brockville, and for those that did, it was not as accessible as a location closer to the downtown area where some guests were more familiar. Only one respondent chose "Unknown".
Length of Stay The statement, "The length of stay of up to ten days was adequate for guests to secure suitable housing upon leaving the shelter" was agreed to by six respondents (24%), with two respondents neither agreeing nor disagreeing. Twelve respondents (48%) did not agree the length of stay was adequate, with seven of the twelve choosing "Strongly Disagree". Several comments noted actual stays for almost half of the guests were longer than ten days based on the individual and their complex needs and circumstances. Suggestions for a more appropriate length of stay included 2-3 weeks, 2-3 months, or not stipulating a maximum length of stay all together. Generally, respondents agreed flexibility in a maximum length of stay was necessary. "Five respondents selected "Unknown".
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Shelter Capacity Asked about the capacity of the shelter to house all referred persons, 10 respondents (40%) agreed it was sufficient, one-quarter (6 respondents) chose "Neither Agree or Disagree" and a further 25% (6) disagreed. Respondents felt that ma ny more individuals could have been assisted citing use of a waitli st, turning referrals away, and the use of alternative Counties shelters when appropriate.
Rules and Processes Most respondents (64%) agreed the rules and processes implemented were fa ir and reasonable, spl it evenly between "Strongly Agree" and "Somewhat Agree". Eight respondents (16%) disagreed with the statement. One respondent felt the rules were not strict enough to achieve appropriate physical distancing. Another noted that some rules were inappropriate for the population accessing the shelter (i.e. curfew), and indicated rules were not consistently applied among guests.
Registration Over 50% (13 respondents) agreed registration and intake of shelter guests was effective. Two respondents chose "Somewhat Disagree" indicating some potential guests were treated poorly by registration/intake staff, or not assisted at all by shelter staff. No one chose "Strongly Disagree". Eight respondents (32%) chose "Unknown". The high percentage of unknown may be attributed to not being involved in the intake process.
Staffing levels Nine respondents (36%) ag reed staffing levels at the shelter were appropriate throughout its operation. Six respondents disagreed with the statement. Several comments noted the need for staffing 24 hours a day including security. Others remarked on the need for more staff with a background in mental health and addictions. Again, eight respondents left this question blank; these were all community partners that may not have staffed the shelter.
Shift Length Of the 16 respondents who answered this question, one indicated unknown and the remaining 15 respondents agreed the shift length was appropriate.
Shift Transitions All respondents who answered this question agreed that shift transitions were smooth. No respondents disagreed to the statement.
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Communication of Expectations There were no responses to this question. All 25 respondents left this question blank.
Staff and Volunteer Orientation When asked their agreement with the statement that staff and volunteers were adequately orientated to work at the shelter, 10 respondents (40%) agreed, with four strongly agreeing to the statement. Six respondents disagreed (24%) with the statement, split evenly between "Somewhat Disagree" and "Strongly Disagree". Respondents noted they would have appreciated learning more about the role of each participating agency. A PPE session would have been useful related to onsite drug use, as would have additional information regarding mental health and addictions including de-escalation and responding to overdoses. Several respon dents indicated had they had not been made aware drug use would be onsite. Again, eight respondents left the question blank. All of the respondents who left the question blank were community partners.
Health and Safety Forty eight percent (12 respondents) felt supported in their health and safety while working at the shelter, ten of whom strongly agreed they were supported. Three respondents did not agree that they were supported in their health and safety, with two respondents strongly disagreeing. Comments noted the need for security onsite, as well as at least three staff members during shifts for safety. One respondent stated all shifts needed staff trained in mental health and addiction, and another felt management needed to be on site during all shifts. Two respondents believed there needed to be more thorough debriefing for onsite incidents. La stly, two respondents objected to the cumulative exposure to cigarette smoke, cannabis and other inhaled substances.
Availability of PPE When about the ava ilability of PPE and cleaning supplies for staff, volunteers and shelter guests, 60% of respondents agreed these were adequately available. Ten respondents strongly agreed, and four respondents somewhat agreed. No respondents strongly disagreed to the statement, and one somewhat disagreed citing the shelter was not able to provide some guests with requested cleaning supplies. Eight community partner respondents left this question blank.
Coordination of Services All respondents excluding the eight community partners agreed the coordination of services went smoothly, with 13 respondents (52%) in strong agreement.
Temporary Social Distancing Shelter Report, August 2020 Page 8 of 72
49 J Peds(l~ Grenv1TTe
Referral Process to access Shelter Sixty percent of respondents (15 individual s) ag reed the process of referring or accessing the shelter was effective. Four of those respondents chose "Strongly Agree". Two respondents disagreed with the statement and six (24%) of respondents said "Unknown". The one comment recorded for this question stated there was a lack information and direction, or inconsistent in struction for referrals.
Referral to Community Supports "Referring guests to access community agency supports was effective", eleven respondents agreed (44%) to this statement, with two respondents choosing "Strongly Agree". Five respondents disagreed with the statement, two of which "Strongly Disag reed". Getting appropriate mental hea lth support for guests was noted as the most challenging issue. Comments emphasized that there were many barriers to accessing mental health services including some agencies not being available during this time, not returning phone calls, providing the wrong information, "passing the buck" onto others, or not taking the issue se riou sly. Inadequate communication between agencies led to delayed follow-up, as staff we re not aware of contacts made and next steps. Seven respondents (28%) indicated "Unknown".
COVID-19 Screening Sixty percent (15 respondents) agreed that COVID-1 9 screening of shelter guests was effective. Eleve n respondents strongly agreed. No respondents strongly disagreed to the statement, and one respondent somewhat disagreed with the statement statin g some referred guests were unaware of the social distancing aspect of the shelter. Six respondents indicated "Unknown".
Overall Guest Assistance Overall, respondents agreed guests were appropriately assisted, with sixty percent agreeing to the statement. No respondent strongly disagreed, and one somewhat disagreed with the statement. Three respondents chose "Unknown" and four others left the question blank.
Gaps in Services Forty four percent (11 respondents) noticed gaps in service and/or resources that resu lted in unmet meets. Almost all of these respondents identified the need for additional access to mental health and addictions services and trained mental hea lth and addictions staff on site. The shelter also needed more constant supervision and security 24 hours per day. One response suggested
Temporary Social Distancing Shelter Report, August 2020 Page 9 of 72
50 J Peds(l~ Grenv1lle police presence could have assisted with ru les and safety. Respondents also suggested that Leeds Grenville needed a more permanent shelter and/or supportive housing options. One response noted there was not enough attention in helping people find accommodation that is more permanent. Forty percent (10 respondents) did not notice any gaps in service and/ or resources that resulted in unmet needs. Four respondents left this question blank.
Positive Outcomes for Guests Over half of respondents (52%) could identify a situation that demonstrated the shelter stay contributed to a positive outcome for the shelter guest. Respondents commented on guests finding appropriate supportive housing, reconnecting with family, and receiving assistance with med ica l appointments. Other positive outcomes for guests included observable improvements in mental health, safe access to harm reduction supplies, and a redu ction in police phone ca lls. Eight respondents (32%) could not identify a situation with a positive outcome, and four respondents left this question blank.
Most Positive Outcome Of the 15 responses describing the most positive outcome of the shelter, the outcome stated most often was the TSDS provided shelter, meals and safety to those in need. Working collaborative ly with other agencies to affect better outcomes was also highlighted. Several respondents noted how the initiative helped draw attention to the significance of the homelessness issue in Leeds Grenville. Other positive outcomes included the initiative allowed respondents to learn about the roles and services offered by other community agencies, and the initiative reduced police ca ll s and homeless presence on the street.
Challenges Encountered Seventeen respondents noted what they found to be the most challenging aspect of the shelter's operation. The challenges most acknowledged related to working with addictions and mental hea lth. Comments cited unpredictable and sometimes violent behaviour, challenges in engaging guests to discuss plans, limited rehousing option s, and the inability to properly address the underlying issues of addiction and mental health as it relates to homelessness. Several comments noted drug dealing, use and overdoses on site.
Another cha ll enge emphasized by respondents was the inability to enforce social distancing between guests and the frequent arrival of visitors, which contravened the objective of the TSD S.
Temporary Social Distancing Shelter Report, August 2020 Page 70 of12
51 J Pedsl ~ Gr'env11Te
Some respondents noted they found the lack of clear direction for all agencies was the most challenging. Two respondents noted they believed the most challenging aspect was inadequate 24/7 staffing and security.
Other cha llenges recorded included:
• ignorance of the difficulties faced by the guests (e.g. mental hea lth, diseases, weapons) and how to work with these cha llenges
• withdrawal of commitment from agencies
• lack of thorough communication between agencies
• difficulty in balancing hotel ambiance for paying hotel guests with shelter presence
• many guests did not get permanent housing
• there was not enough space
• some people needed more flexibility when it came to following rules.
• not taking advantage of advice from professionals with education, experience and connections.
Learned Insights When asked what they learned that could help inform how our community ca n better support the issue of homelessness, sixteen respondents answered with various insights. Many respondents agreed that Leeds Grenville would benefit from more inter-agency collaboration, expanded assistance for mental health and addictions, educating the community and governing leaders about homelessness, the establishment of a permanent shelter and shelter alternatives (e.g warming houses, hygiene stations, street outreach), and more options for men in crisis.
Future Role in Addressing Homelessness Fourteen respondents provided comments to the question asking, "What role do you see for yourself or your agency in contributing to addressing homelessness in our community?" Roles identified included promoting awareness of the homelessness issue in Leeds Grenville and acting as advocate. Several respondents indicated their role is to contribute by providing affordable housing and financial support. Some respondents stated their role would be to identify and refer persons in need, and others identified themselves in a role charged with collaboration and strategic planning. One respondent stated their role would be as volunteer at a shelter.
Temporary Social Distancing Shelter Report, August 2020 Page 7 7 of 72
52 Jpeds<= ~ Grenv1Tle
Additional Feedback A number of respondents had additional feedback to share. A few comments provided appreciation for participants, others noted further challenges and gaps they observed at the TSDS. These challenges and gaps were similar to what was noted earlier, including drug dealing and use on site, partners not following the referral process, and inability to social distance due to room size and lack of security. One respondent felt the objective for the TSDS was either not well defined or not well communicated as the various agencies and partners had different views on the purpose of the TSDS, ranging from a simple homelessness shelter, to a shelter meant for physical distancing, to a safe injection site.
In Conclusion The TSDS was established to offer short-term interim shelter during the state of emergency. As the local economy began to resume and the office of Community and Social Services was able to manage the requests for homeless ness supports, steps were taken to gradually cease operation of the shelter. The last shelter guest departed on June 26, 2020.
During operation, the TSDS provided va luable support for vulnerable residents of Leeds and Grenville. Shelter guests experiencing homelessness had complex needs and required not only emergency accommodation to social distance, but also assistance in finding more permanent, appropriate accommodations, and intensive supports from medical personnel, financial, mental health and addiction agencies. While gaps in services were identified, so too were opportunities for strengthening Leeds and Grenville's response to homelessness to affect better outcomes for this vulnerable population.
Appendices A...... Survey Tool B...... Written Comments
Temporary Social Distancing Shelter Report, August 2020 Page 72 of 72
53 SEPTEMBER 9, 2020
JOINT SERVICES COMMITTEE REPORT
REPORT NO. JSC-035-2020
SOCIAL SERVICES RELIEF FUND (SSRF) - PHASE 2
ALISON TUTAK DIRECTOR, COMMUNITY AND SOCIAL SERVICES
RECOMMENDATIONS
THAT the Joint Services Committee of Leeds and Grenville approves the submission of the required business case to the Ministry of Municipal Affairs and Housing to utilize Social Services Relief Fund Phase 2 funds for a capital project that will create a number of long-term housing units in 2021.
THAT the Joint Services Committee of Leeds and Grenville authorizes the Chief Administrative Office to sign an offer of purchase agreement in the event the Ministry of Municipal Affairs and Housing approves the business case.
BACKGROUND
On August 12, 2020, the United Counties of Leeds and Grenville (Counties) received a letter from the Ministry of Municipal Affairs and Housing (MMAH) advising of an allocation of $1,076,906.00 under the Social Services Relief Fund (SSRF) Phase 2 program. The Counties had previously received an allocation of SSRF in spring 2020 of $1,553,000.00.
The Phase 2 funds allow for a business case to be submitted and for the funds to be used either for operating or for capital. It is rare that funds can be utilized for a capital project and therefore it is recommended that staff utilize the full allocation of the SSRF Phase 2 funding for this purpose.
The SSRF Phase 2 guidelines have a number of conditions, and following are a few of the key parameters that will need to be considered in moving forward:
54 Page 2 Social Services Relief Fund - Phase 2 JOINT SERVICES COMMITTEE
• Business case for the utilization of Phase 2 funds must be submitted to the MMAH by September 11, 2020. • Applications must ensure that vulnerable populations are the focus of the project proposed. • The Counties will be advised in early October 2020 as to whether it is approved to move forward. • Business cases will be reviewed by the MMAH and staff from seven other ministries as to ensure a diverse focus on health, housing, homelessness and social services sectors. • In accordance with the guidelines, capital projects are to create more permanent/ independent housing solutions. • Capital projects may include acquisition or conversion, but the tight timeframes will not enable new construction. • Upon approval of the business case, the Counties will have until January 2021 to finalize the details of the plan (including acquisition if applicable). • Full project readiness/implementation may not be later than December 2021.
DISCUSSION/ALTERNATIVES
Staff are recommending that the SSRF Phase 2 funding be used towards the acquisition and conversion of one or more properties to create small, single-sized studio units for people that are homeless or precariously housed and who require support for mental health and/or addiction. The creation of the physical units would be done within the available SSRF Phase 2 funding and the ongoing staff support for the individuals would be through community partnerships with the lead of Lanark, Leeds and Grenville Addictions and Mental Health (LLGAMH). While this project would involve many community partners, LLGAMH is willing to be the co-lead partner with the Counties as staff work to ensure the business case submission by September 11, 2020.
Staff envision an opportunity to create up to eight individual housing units at one or more properties in Leeds and Grenville. This would be dependent upon the real estate market, local zoning restrictions and cost.
There are many details that are not fully worked through at this time and that will need to be put into place should the business case be approved. In consideration of the challenging real estate market at this time, staff have recommended in this report that the CAO be authorized to sign an "offer to purchase" should a suitable property become available.
55 Page 3 Social Services Relief Fund - Phase 2 JOI NT SERVICES COMMITIEE
FINANCIAL IMPLICATIONS
The Counties has been advised of an allocation of SSRF Phase 2 funding in the amount of $1,076,906.00. Of this amount, 3% ($32,307.00) can be used towards administration costs.
ATTACHMENTS
Nil.
~ , I PAT HUFFMAN DATE TREASURER A~~ ~ DIRECTOR
ANDY BROWN DATE
56 SEPTEMBER 9, 2020
JOINT SERVICES COMMITTEE REPORT
REPORT NO. JSC-033-2020
LAND AMBULANCE SERVICES GRANT FUNDING
JEFF CARSS, PARAMEDIC CHIEF
RECOMMENDATIONS
For information only
BACKGROUND
This report is an update with respect to the land ambulance services grant that Leeds Grenville Paramedic Service (LGPS) receives from the Province on an annual basis.
DISCUSSION/ALTERNATIVES
The United Counties of Leeds and Grenville provides paramedic services for the citizens and visitors in Leeds and Grenville.
The annual land ambulance services grant, from the Ministry of Health to fund paramedic services, has traditionally been 50% funding based on the prior-year operating budget, plus a cost of living increase averaging between 1-2%. This method was in place from 2001 until 2018.
In 2019, LGPS received a 4% increase from prior-year funding as the provincial funding formula was not used. The LGPS level of service increases that were implemented in 2018 were not fully covered by the change in funding formula. As a result, LGPS had to mitigate expenditures in 2019 to recognize the reduced funding. Therefore, in 2020, a 4% increase in provincial funding was used to calculate the 2020 LGPS operating budget, and not the previous provincial funding formula.
57 Page 2 LAND AMBULANCE SERVIC ES GRANT FUNDING JOINT SERVICES COMMITIEE
In September of each year, a planning form looking at yea r-to-date operating expenses, projections to year end, and a funding calculation for the following yea r's LASG is completed and submitted to the Province for approval,
Prio r to 2019, this was used by the Province to plan for the upcoming year's LASG using the 50% cost-share formula. On August 10, 2020, LGPS received notification from the Deputy Premier and Minister of Health, Christine Elliott, that the 2019 submission was approved in full, resulting in provincial operating funding of $7,518,288.00. This funding is based on 50% of the 2019 operating budget with a 0% incremental increase.
Staff is reviewing the Service's 2020 costs in light of the increased expenditures dealing with COVID-1 9. A report will be brought back to the Joint Services Committee regarding the use of the increased funding, whether if, and how much, will be required to address any potential shortfalls.
FINANCIAL IMPLICATIONS
The 2020 operating budget incl uded $7,026,522.88 in provincial funding for LGPS. Actual provincial funding announced on August 10, 2020, is $7,518,288.00, an increase of $491,765.12 over budget.
ATTACHMENTS
• Attachment 1 - Funding letter from Minister Christine Elliott - undated • Attachment 2 - Funding letter from Assistant Deputy Minister Alison Bla ir - August 11, 2020
• JEFF CARS DATE
PAT HUFFMAN DATE I TREASURER
58 Page 3 LAND AMBULANCE SERVICES GRANT FUNDING JOINT SERVICES COMMITTEE
ANDY BROWN C' {~ DATE CHIEF ADMINISTRATIVE OFFICER
59 Attachment 1
Ministry of Health Ministere de la Sante Office of the Deputy Premier Bureau du vice-premier ministre and Minister of Health et minlstre de la Santa
777 Bay Street, 5th Floor 777, rue Bay, 5e etage TorontoON M7A 1N3 Toronto ON M7A 1N3 Telephone: 416-327-4300 Telephone: 416 327-4300 www.ontarlo.ca/health www.ontario.ca/sante
eApprove-182-2020-48
Mr. Pat Sayeau Warden The United Counties of Leeds and Grenville 25 Central Avenue West Suite 100 Brockville ON K6V 4N6
Dear Warden Sayeau:
As you know, the government is building a modern and sustainable health care system that is centred on patients, families and caregivers.
Ministries, agencies and transfer-payment partners are all expected to think differently about how programs and services can be delivered in an improved and sustainable manner that drives efficiencies and maximizes value for money. As the province is taking steps to modernize and transform its own operations, it expects service delivery partners to do the same -to identify and realize opportunities for efficiencies, improved service delivery, and better patient outcomes.
Our priority continues to be to focus our health care investments where they will have the most impact -- on front-line care. The province has been reviewing all health care programs and services with this goal in mind.
With that in mind the Ministry of Health will provide the United Counties of Leeds and Grenville revised funding of up to $7,518,288 with respect to the Land Ambulance Services Grant (LASG) for the 2020 calendar year.
The Assistant Deputy Minister of Emergency Health Services will write to United Counties of Leeds and Grenville shortly to provide details with respect to the 2020 funding and associated terms and conditions.
. .. 2
60 -2-
We continue to rely on your strong leadership in alignment with the plan to build a modern and sustainable public health care system and ensuring the on-going provision of front-line services that patients rely on every day. Thank you for your dedication and commitment to improving land ambulance services in Ontario and for your ongoing dedication and commitment to addressing the healthcare needs of Ontarians as we modernize and strengthen our public health care system and for all that you and your organization is doing to protect the health and safety of the people of Ontario during the COVID-19 outbreak.
Sincerely,
Christine Elliott Deputy Premier and Minister of Health c: Mr. Andy Brown, Chief Administrative Officer, The United Counties of Leeds and Grenville
61 Attachment 2
Ministry of Health Ministere de la Sante
Assistant Deputy Minister Sous-minlstre adjointe Emergency Health Services Division Services de sante d'urgence Ontario Qi
56 Wellesley Street West 56, rue Wellesley Quest 10th Floor 10° etage Toronto ON M5S 253 Toronto ON M5S 253 Tel.: 416 212-4433 Tel.: 416 212-4433 www.Ontario.ca/health www.ontario.ca/sante
eApprove-182-2020-48 Mr. Andy Brown Chief Administrative Officer The United Counties of Leeds and Grenville 25 Central Avenue West Suite 100 Brockville ON K6V 4N6
Dear Mr. Brown:
Re: 2020 Land Ambulance Services Grant (LASG) Funding for the United Counties of Leeds and Grenville
This letter is further to the recent letter from the Honourable Christine Elliott, Deputy Premier and Minister of Health, in which she informed your organization that the Ministry of Health (the "ministry") will provide the United Counties of Leeds and Grenville up to $7,518,288 with respect to the Land Ambulance Services Grant (LASG) for the 50:50 partnership for the 2020 calendar year.
I am therefore pleased to provide you with your 2020 LASG calculation, attached, that pursuant to section 4.2 of the Agreement, shall replace the calculation in Schedule "B". All terms and conditions contained in the Agreement remain in full force and effect. Please note this amount does not include an inflationary adjustment.
Your grant will be adjusted in your electronic transfer payments.
We appreciate your cooperation with the ministry in managing your funding as effectively as possible and your costs within your approved budget. You are expected to adhere to our reporting requirements, particularly for financial reporting, which is expected to be timely and accurate. Based on our monitoring and assessment of your financial reporting, your cash flow may be adjusted appropriately to match actual services provided.
Please review the attached 2020 LASG calculation carefully. Should you require any further information or clarification, please contact Jenny Poon, Senior Financial Analyst, at ( 416) 327-7873 or by e-mail at [email protected].
. .. 2
62 -2-
Thank you for all that you and your organization is doing to protect the health and safety of the people of Ontario during the COVID-19 outbreak and your ongoing dedication and commitment to improving land ambulance services in Ontario.
Sincerely,
Alison Blair Assistant Deputy Minister
Enclosure c: Mr. Pat Sayeau, Warden, The United Counties of Leeds and Grenville Mr. Jeff Carss, EMS Chief, The United Counties of Leeds and Grenville Mr. Jim Yuill, Director, Financial Management Branch, Ministry of Health (MOH) Mr. Jeffrey Graham, A/Director, Fiscal Oversight & Performance Branch, MOH Mr. Stuart Mooney, Director (Interim), Emergency Health Program Management & Delivery Branch, MOH
63 2020 Land Ambulance Services Grant {LASG) Base Funding Adjustment Calculation Effective January 1, 2020
The United Counties of Leeds and Grenville 2019 Approved Land Ambulance Operating Costs (1) per PSAB Less any one-time costs $15,036,575
Less: 2019 Base Funding at 100% (2) $0
2019 Sharable Land Ambulance Operating Costs {3)=(1 )-(2) $15,036,575
Add: 2020 Incremental Increase (4) $0
2020 Approved Sharable Land Ambulance (5) = (3) + (4) Operating Costs $15,036,575
50.0%
2020 Land Ambulance Services Grant 50:50 (6) = (5) X 50% $7,518,288
Less: 2019 Land Ambulance Services Grant 50:50 (7) $6,756,273
2020 land Ambulance Services Grant 50:50 (8) = (6) - (7) Increase / (Decrease) $762,015
Add: 2019 Land Ambulance Services Grant 50:50 (7) $6,756,273
Add: 2019 Base Funding at 100% (2) $0
2020 land Ambulance Services Grant (50:50, and (9) = (8) + (7) + (2) Other 100%) $7,518,288
64 SEPTEMBER 9, 2020
JOINT SERVICES COMMITTEE REPORT
REPORT NO. JSC-032-2020
2020 SECOND QUARTER STATISTICAL REPORT PARAMEDIC SERVICE
JEFF CARSS, PARAMEDIC CHIEF
RECOMMENDATIONS
For information only
BACKGROUND
This report is a statistical summary of the Leeds Grenville Paramedic Service (LGPS) second quarter and represents the period from April 1 to June 30, 2020.
DISCUSSION/ALTERNATIVES
Emergency Calls
In the second quarter of 2020 (April-June), LGPS responded to a total of 4,758 calls representing a 12.6% decrease in overall call volume for the same period in 2019 (see Attachment 1 - Call Summary Report-April-June, 2020 for additional information).
2020 2019 +/- Change Emergency calls (Codes 3 and 4) 2,985 3,379 -393 11.6% J, Non-urgent Patient Transfers (Codes 1 83 107 -24 22.4% J, and 2) Stand-bys* (Code 8) 1,689 1,958 -269 13.7% J, Total Calls-January to March 4,757 5,444 -687 12.6% J, *The stand-by call volume is a combination of paramedic crews providing balanced emergency coverage across Leeds and Grenville, which includes incident stand-bys for fire and police.
65 Page 2 2020 SECOND QUARTER CALL REPORT - PARAMEDIC SERVICE JOINT SERVICES COMMITTEE
Cross-Border Calls
Neighbouring Paramedic Services LGPS Responding to Calls Outside Responding to Calls Within Leeds and Leeds and Grenville Grenville 2020 2019 +/- 2020 2019 +/- 381 301 +80 180 327 -147
Fleet Mileage
The fleet of seventeen ambulances and three emergency response vehicles (ERVs) travelled 375,824 kilometres and consumed 86,264 litres of fuel during this reporting period.
Average Response Times
The average response time for a life-threatening call (Code 4) within Leeds and Grenville for the first quarter is 8 minutes, 44 seconds.
2020 2019 +/- 8 minutes, 44 seconds 8 minutes, 14 seconds + 30 seconds
Attachment 1 - Call Summary Report - April-June, 2020, shows the number and priority of calls in each municipality, services responding to each municipality, and the average response time for Code 4 calls.
Overall Response Times- Canadian Triage Acuity Scale {CTAS}
LGPS fell below its response time targets for sudden cardiac arrests (SCA) patients during the first quarter of 2020. The response time requirement for this section requires arrivals of a defibrillator within six minutes. In all instances where our response time target was not met, the distance travelled to the scene by the responding paramedic crew was greater than ten kilometres.
Hospital Off-Load
The Queensway Carleton Hospital shows significant increases in the percentage off-load delays as well as the median off load time, even given the fact that the total number of transports to that location decreased by over fifty percent. It is very difficult to interpret these numbers due to the fact that processes for screening and admitting patients into
66 Page 3 2020 SECOND QUARTER CALL REPORT - PARAMEDIC SERVICE JOINT SERVICES COMMITTEE hospitals drastically changed due to COVID 19. The specifics can be found in Attachment 2 - Hospital Off-Load Delay Report - April-June, 2020.
Fire-Tiered/Medical Assist Responses
During the second quarter of 2020, Leeds Grenville Fire Services responded to 173 medical assist calls as compared to 175 calls in the second quarter of 2019, showing a decrease of 2 calls (see Attachment 3 - Fire Medical Assist Ca lls Report - April-June 2020).
FINANCIAL IMPLICATIONS
Nil
ATTACHMENTS
• Attachment 1 - Call Summary Report -April-June, 2020 • Attachment 2 - Hospital Off-Load Delay Report- April-June, 2020 • Attachment 3 - Fire Medical Assist Calls Report - April-June, 2020 • Attachment 4 - Summary of Definitions - Paramedic Se rvice
1 JEFF CARSS DATE
1 ANDYBROWN /~~ DATE CHIEF ADMINISTRATIVE OFFICER
67 Attachment 1
Call Summary Report - April-June, 2020
Total Call Volume by Station Station Name and Code 1 Code 2 Code 3 Code4 Total Pt. Calls Code 8 Total Calls Number
Headquarters Station 0 0 0 7 48 55 10 65 Brockville South Station 1 12 10 207 534 763 357 1,1 20 Brockville North Station 2 2 6 84 316 408 293 701 Kemptville Station 4 27 19 138 342 526 111 637 Elgin Station 5 0 1 73 287 361 249 610 Gananoque Station 6 1 2 86 330 419 190 609 Johnstown Station 10 3 0 131 402 536 479 1,015 Total 45 38 726 2,259 3,068 1,689 4,757 Total Calls Second Quarter 2019 5,444
Percentage Difference 12.61% .J,
Total Call Volume - Second Quarter 2019-2020 Comparison Calls 2020 2019 +/- % Difference Codes 1 and 2 83 107 -24 -22.4% Codes 3 and 4 2,985 3,379 -394 - 11 .6% Code 8 1,689 1,958 -269 -13.7% Total 4,757 5,444 -687
68 Attachment 1
Call Summary Report - April-June, 2020
Total Call Volume within all Municipalities in Leeds and Grenville Municipality Code 1 Code2 Code3 Code4 Total Pt. Calls Codes Total Athens 0 0 9 so 59 10 69 Augusta 0 0 23 90 113 210 323 Brockville 16 19 294 699 1,028 171 1,199 Edwardsburgh Cardinal 0 0 38 170 208 488 696 Elizabethtown-Kitley 0 0 24 123 147 1 148 Front of Yonge 0 0 8 43 51 9 60 Gananoque 0 0 44 155 199 3 202 Leeds and the Thousand Islands 0 0 54 197 251 385 636 Merrickville-Wolford 0 0 1 17 18 7 25 North Grenville 23 19 138 247 427 206 633 Prescott 0 0 39 138 177 2 179 Rideau Lakes 0 0 37 143 180 197 377 Westport 0 0 4 26 30 0 30 Totals 39 38 713 2,098 2,888 1,689 4,577
.
.·, ; ·.. ' ,., ..,< .. ,... , Municipality Code 1 Code 2 Code 3 Code 4 Total Pt. Calls Code8 Total Cornwall - Stormont, Dundas and Glengarry 4 0 1 43 48 0 48 Frontenac 1 0 5 61 67 0 67 Lanark 0 0 2 10 12 0 12 Ottawa 1 0 5 47 53 0 53 Total 6 0 13 161 180 0 180
69 Attachment 1
Call Summary Report - April-June, 2020
Municipality Code 1 Code 2 Code 3 Code 4 Total Pt. Calls Code 8 Total Cornwall - Stormont, Dundas and Glengarry O O O 29 29 0 29 Frontenac 0 0 6 14 20 0 20 Lanark 0 0 103 212 315 9 324 Ottawa 0 4 0 4 8 0 8 Total 0 4 109 259 372 9 381
Response nme Standard and· Results
Target 1st Quarter 2nd Quarter 3rc1 Quarter 4th Quarter Year Total Calls* % Calls* % Calls* % Calls* % Calls* % Sudden cardiac arrest with defib within 6 30% 6/22 27.3% 4/16 25% minutes CT AS 1 - paramedic on 45% 16/42 38.1% 15/30 50% scene within 8 minutes CTAS 2 - 60% of the 60% 355/533 66.6% 322/508 63.4% calls within 10 minutes CTAS 3 - 75% of the 75% 1063/1254 84.8% 914/1083 84.4% calls within 15 minutes CTAS 4 - 90% of the 90% 370/393 94.2% 344/367 93.7% calls within 20 minutes CTAS 5 - 90% of the 90% 239/239 100% 239/239 100% calls within 30 minutes
* refers to the number of calls achieved within the response time standard compared to the total number of calls.
70 Attachment 1
Call Summary Report - April-June. 2020
Average Response Time to Code 4 Calls in Leeds and Grenville 1st Quarter 2nd Quarter 3rc1 Quarter 4th Quarter Full Vear Average 2020 2019 2020 2019 2020 2019 2020 2019 2020 2019 8:25 8:50 8:44 8:14 8:35 8:36
Average Response Time to Code 4 Calls by Municipality (All Services) Municipality Second Quarter - 2020 Second Quarter - 2019 Athens 19:18 18:15 Augusta 12:17 11:45 Brockville 4:46 4:44 Edwardsburqh Cardinal 10:30 10:21 Elizabethtown-Kitley 11:20 11:09 Front of Yonge 15:50 16:16 Gananoque 6:52 7:05 Leeds and the Thousand Islands 13:45 12:41 Merrickville-Wolford 14:38 16:30 North Grenville 7:38 7:22 Prescott 7:51 7:43 Rideau Lakes 12:57 12:24 Westport 16:07 16:22
71 Attachment 1
Call Summary Report - April-June, 2020
LGPS Average Response Times into Each Municipality - Code 4 Calls - 2nd Quarter Comparison 2020-2019 Average Response Time Number of Calls Municipality T2-T4 2020 2019 2020 2019 Athens 19:35 18:30 50 43 Auqusta 12:14 11:45 90 101 Brockville 4:45 4:44 692 797 Edwardsburqh Cardinal 10:27 10:05 170 168 Elizabethtown-Kitley 10:42 10:03 121 134 Front of Yonqe 15:50 16:16 43 26 Gananoque 6:47 6:43 155 196 Leeds and the Thousand Islands 13:43 12:39 197 190 Merrickville-Wolford 15:50 19:34 17 19 North Grenville 7:35 7:25 245 241 Prescott 7:51 7:43 138 164 Rideau Lakes 12:40 12:58 143 128 Westport 16:07 16:22 26 18
72 Attachment 1
Call Summary Report - April-June, 2020
Land Ambulance Average Response Times into Each Municipality Including Neighbouring Seavices - Code 4 Calls Lanark County Frontenac Cornwall SDG Ottawa Paramedic Leeds Grenville Paramedic Seavice Paramedic Service Paramedic Seavice Service into Leeds Paramedic Seavice into Leeds and into Leeds and into Leeds and and Grenville Grenville Grenville Grenville Average Average Average Average Average Response No.of Response No.of Response No.of Response No.of Response No. of Municipality Time Calls Time Calls Time Calls Time Calls Time Calls T2-T4 T2-T4 T2-T4 T2-T4 T2-T4 Athens 19:35 so 5:51 1 Auqusta 12:14 90 15:56 1 Brockville 4:45 692 9:55 6 Edwardsburgh 10:27 170 11:50 24 Cardinal Eliza bethtown- 10:42 121 13:08 45 Kitley Front of Yonge 15:50 43 Gananoque 6:47 155 19:40 6 Leeds and the Thousand 13:43 197 20:44 6 Islands Merrickville- 15:50 17 14:17 48 Wolford North 7:35 245 13:07 4 Grenville Prescott 7:51 138 Rideau Lakes 12:40 143 13:09 111 7:28 1 Westport 16:07 26
73 ATTACHMENT 2
Hospital Off-Load Delay Summary Report - April 1-June 30, 2020
Total Patient Delay Count Transports to Median Off-Load Percentage of (Greater than 30 Location Acute Care Time Occurrences Minutes) Hos1,itals 2020 2019 2020 2019 2020 2019 2020 2019 Brockville General Hospital 1,246 1,400 13 11 74 112 5% 8% Children's Hospital of Eastern Ontario (CHEO) 8 9 12 14 0 0 0% 0% Kemptville General Hospital 264 312 13 10 9 5 2% 2% Kingston General Hospital 433 510 20 18 70 75 16% 15% Montfort (The) 1 0 14 0 0 0 0% 0% Ottawa Hospital, The (Civic) 73 80 24 24 25 33 34% 41% Ottawa Hospital, The (General) 25 26 22 30 8 13 32% 50% Perth Great War 31 45 16 11 2 2 6% 4% Queensway Carleton 17 38 45 23 11 13 65% 34% Smiths Falls 71 83 15 13 9 7 12% 8%
Location - Hospital name Total Patient Transports to Acute Care Hospitals - Number of patients LGPS transported to the specific site. Median Off-Load Time - Median time from arrival of the LGPS vehicle at the hospital to transfer from LGPS stretcher to hospital stretcher. Delay Count - Incidents where LGPS vehicle was greater than 30 minutes transferring care to the staff at the receiving hospital. Percentage of Occurrences - Percentage of incidents where LGPS staff encountered a delay in transferring care at this location.
74 Attachment 3 Fire Medical Assist Calls Report - April-June, 2020
January February March A1 ril May June July Department Med* MVC* Med MVC Med MVC Med MVC Med MVC Med MVC Med MVC Athens 0 1 2 2 0 1 2 1 3 1 1 1 Auousta 3 2 2 2 2 1 3 0 2 0 5 4 Brockville 24 8 15 7 8 1 20 2 18 2 25 5 Edwardsburoh Cardinal 3 2 2 2 1 2 1 5 5 4 4 1 Elizabethtown - Kitlev 7 6 2 1 4 0 9 2 2 4 4 0 Front of Yonge 2 2 1 6 1 0 1 0 0 1 0 2 Gananoaue 1 0 1 2 3 0 1 0 1 0 4 1 Leeds and the Thousand Islands 7 7 3 3 6 1 0 2 11 1 9 5 Merrickville-Wolford 3 2 5 2 1 0 3 1 2 1 1 1 North Grenville 6 6 5 7 11 3 1 1 5 5 8 3 Prescott 5 1 2 1 6 0 1 1 3 2 3 0 Rideau Lakes 6 2 8 2 4 2 2 5 5 4 8 2 67 39 48 37 47 11 44 20 57 25 72 25 Monthlv Total - 2020 106 85 58 64 82 97 Monthly Total -2019 114 85 92 60 102 97 2019-2020 Comparison -8 0 -34 4 -20 0
2020-year to 2020 2019 August September Odober November December date YTD YTD Department Med MVC Med MVC Med MVC Med MVC Med Med Med MVC Totals Totals Athens 8 7 15 29 Auausta 17 9 26 80 Brockville 110 25 135 335 Edwardsburah tardinal 16 16 32 90 Elizabethtown - Kitley 28 13 41 99 Front of Vonae 5 11 16 53 Gananoaue 11 3 14 38 Leeds and the Thousand Islands 36 19 55 136 Merrickville-Wolford 15 7 22 20 North Grenville 36 25 61 120 Prescott 20 5 25 86 Rideau Lakes 33 17 so 119 335 157 Monthly Total - 2020 492 Monthly Total -2019 1,205 2019-2020 (VTD) Comparison -713 *"Med" = medical; "MVC" = motor vehicle collision
75 ATTACHMENT 4
Summary of Definitions - Paramedic Service
CTAS Categories
A viable cardiac arrest patient requiring SCA Sudden Cardiac Arrest resuscitation Life or limb patient or has an imminent risk of CTAS 1 Resuscitation deterioration Patient with a potential threat to life or limb CTAS2 Emergent requiring rapid medical interventions Patient conditions that could potentially progress CTAS 3 Urgent to a serious problem requiring medical intervention Patient conditions by which are potentially serious CTAS4 Less Urgent but not as acute in nature Patient conditions by which may be acute but CTAS 5 Non Urgent non-urgent or may be part of a chronic problem
Dispatch Codes
Non-emergency call that if delayed would not be Code 1 Deferrable Call detrimental to the patient Non-emergency call which must be completed at Code 2 Scheduled Call a specific ti me Stable patient or under professional care and not Code 3 Prompt Call in immediate danger Patient's life, limb or function is threatened or in Code4 Urgent Call immediate danqer.
76 SEPTEMBER 9, 2020
JOINT SERVICES COMMITTEE
REPORT NO. JSC-030-2020
OPERATING BUDGET PROJECTIONS JULY 2020
KATIE CLARKE, DEPUTY TREASURER
PAT HUFFMAN, TREASURER
RECOMMENDATIONS
THAT the Joint Services Committee of Leeds and Grenville accepts the Operating Budget Projections for July 2020 as attached to Report No. JSC-030-2020.
BACKGROUND
Normally capital variance reports are presented to the Joint Services Committee beginning in June of each year and continuing until December with projections being presented in October. COVID-19 has altered the way municipalities operate by having a direct impact on both revenues and expenditures and creating the need to understand and react quickly to the changing landscape.
As a result of these new challenges staff are planning to present both operating and capital budget projections in September and will continue to prepare monthly projection updates until the end of the year. The purpose of this report is to project the operating surplus or deficit at year-end. Capital projections will be presented separately in JSC-031-2020. Significant use of estimates, historical knowledge and judgement have been used in projecting budget versus actual variances to year end.
77 Page 2 JSC OPERATING BUDGET PROJECTIONS JULY 2020 JOINT SERVICES COMMITTEE
DISCUSSION/ALTERNATIVES
All divisions of the United Counties of Leeds & Grenville were requested to submit 2020 year-end projections for operating and capital budgets. The anticipated overall operating deficit for Joint Services Committee is $207,339 or 1.26% of the approved net operating budget. As with any forecast, the variance projection will become more accurate as the year unfolds and staff will continue to monitor revenues and expenditures. For 2020, the COVID-19 pandemic creates additional unknowns in terms of additional expenditures, loss of revenues and one-time provincial funding to help alleviate the burden to municipalities.
This report includes actual expenditures incurred to date as well as the projected year end estimates. When looking at actual expenditures, if goods and services have been provided but the invoice has not been received; these transactions are not reflected in the actuals. Also, wages and benefits are currently averaging 56% as only 14.5 pays are included in this report out of a total of 26 bi-weekly pays in 2020.
The overall projected deficit is mainly attributed to a decrease in POA fine revenue.
The decrease is partially offset by the following:
• Additional base funding of $491,765 for Paramedic Service based on the Ministry of Health providing funding based on 50% of the 2019 operating budget instead of a 4% increase as budgeted • A Manulife benefit recovery relating to July 1, 2018- December 31, 2019 was received in the amount of $339,565 in August 2020 as a result of surpluses generated under the health and dental plans. This recovery was unknown to the Counties at year-end 2019. All departments will receive their appropriate share of the savings as a prior year recovery with JSC departments receiving $145,677 of the recovery • Temporary pandemic pay has been excluded from projections as this is a cash flow from the provincial government to the Counties and then to employees with any unused amount will be returned to the provincial government
On August 14, 2020 the Counties also received notification of an additional $899,523 under the Federal Safe Restart Funding to support the reopening of the child care sector. These revenues have not been included in the current projections as staff are awaiting the release of guidelines related to permitted uses.
78 Page 3 JSC OPERATING BUDGET PROJECTIONS JULY 2020 JOINT SERVICES COMMITTEE
The following is a detailed overview of significant variances and projected surpluses or deficits for the Operating Budget:
POA- Deficit of $500,378
• The projected deficit is attributed to the significant decrease in fine revenue. As 5 of July 31 \ fine revenue received was at only 36% of budget. Due to COVID-19, Court locations have been closed and collection activities have been suspended for all new fines. • The deficit in fine revenue is partially offset by the following savings: Justice of the Peace expenses, prosecutor fees, interpreter fees, ICON charges and wages and benefits • Collection agency fees are projected to be over budget however these costs are added to the fine and paid for by the defendant as staff are anticipating a return to normal collection activities before the end of the year
Paramedic Service - Surplus of $86,652
• The surplus is attributed to additional base funding in the amount of $491,765 due to the Ministry of Health providing funding based on 50% of the 2019 operating budget instead of a 4% increase as budgeted • $468,000 in operating recovery is projected as a result of revenue relating to Community Paramedics; as a result of this program, wages and benefits and supplies have increased in order to operate this program • Overall wages and benefits are projected to be over budget due to COVID-19 and the requirement to back fill quarantined staff as well as the Community Paramedicine program • Personal protection equipment, vehicle maintenance, medical supplies and supplies and maintenance will be over budget due to COVID-19 • Cross Border costs are reconciled in December and have been projected as budgeted
Community & Social Services - Overall surplus of $206,387
• Ontario Works is currently at 49% of budget with mileage and travel, postage and courier, professional development, telephone and fax and client Employment Related Expenses being under budget
79 Page4 JSC OPERATING BUDGET PROJECTIONS JULY 2020 JOINT SERVICES COMMITTEE
• Child care continues to receive its provincial cash flow on a monthly basis even though the child care system was closed, except for emergency sites, from March 17th to June 11th which translated to reduced expenditures • The Province has provided reconciliations for the closure period, emergency child care, and the reopening and staff are working through the documents to ensure child care remains as budgeted • One-time funding from the Social Services Relief Fund (SSRF) was received in Community Housing which resulted in an additional $77,650 in administration funding and $698,850 in program funding. Of the $698,850 a total of $562,084 has been expended by July 3pt • Tenant rental income for Community Housing is currently 62.5% of budget • Provincial funding for the Canada-Ontario Community Housing Initiative (COCHI) and the Ontario Priority Housing Initiative (OPHI) has been received but not all the expenditures related to these programs has occurred as COVID-19 delayed some of the scheduled work • Annual insurance for Community Housing was distributed in April and audit expenses have been allocated • In Community Housing, the first property tax installments for 2020 have been paid • Ground maintenance, plumbing, painting, elevator, electrical and general operating expenses being under budget
FINANCIAL IMPLICATIONS
Staff are monitoring revenues and expenditures closely during this unprecedented time. Provincial Offices, Paramedic Services and Community and Social Services are all impacted by COVID-19. Provincial Offences has experienced a reduction in revenue due to the closure of all Provincial Courts and the cessation of collection efforts. Paramedic Service and Child Care have had increasing demands placed on their services.
Both the Provincial and Federal governments have provided monies in the form of the Temporary Pandemic Pay (TPP), Social Services Relief Fund (SSRF) for Community Housing, and the Federal Safe Restart Funding (SRF) for the reopening of childcare. Although not all of the guidelines on how the money can be used have been released, staff will ensure that the funds will be maximized within their respective program areas.
80 Page 5 JSC OPERATING BUDGET PROJECTIONS JULY 2020 JOINT SERVICES COMMITIEE
Currently, there is a projected deficit of $207,339 at year-end. Any final year-end surplus or deficit will be distributed to the Counties, Brockville, Gananoque, and Prescott based on the share allocations determined each year.
ATTACHMENTS
1. JSC Budget/ Projection Variance Report for July 2020 2. JSC Municipal Distribution for July 2020
A'-'1 fl . .;}Oc;)O KA Tl E CLARKE, DATE DEPUTY TREASURER
PAT HUFFMAN, DATE / TREASURER
ANDY BROWN, DATE CHIEF ADMINISTRATIV
81 UNITED COUNTIES OF LEEDS & GRENVILLE 2019 JSC CONSOLIDATED BUDGET BUDGET/PROJECTION VARIANCE REPORT As ot July 31, 2020
2020 2020 2020 2020 Budget/Proj Budget Actual Variance Projection Variance
JOINT SERVICES 192,283.87 114,011.50 -78,272.37 192,283.87 0.00
PROVINCIAL OFFENCES -1,024,007. 78 -266,018.57 757,989.21 -523,630.06 500,377.72
PARAMEDIC SERVICE 8,329,002.87 4,349,105.46 -3,979,897.41 8,242,350.47 -86,652.40
ONTARIO WORKS 2,351,854.19 1,152,192.50 -1,199,661.69 2,231,083.33 -120,770.86
CHILDREN'S SERVICES 611,121.33 -279,436.09 -890,557 .42 599,214.62 -11,906.71
COMMUNITY HOUSING 6,063,006.74 1,408,686.75 -4,654,319.99 5,989,297.77 -73,708.97
TOTAL 16,523,261.22 6,478,541.55 -10,044,719.67 16,730,600.00 207,338.78
82 JOINT SERVICES BUDGET
Municipal Distribution 2020BUDGET Actuals as at July 31, 2020
2020 Budget Distribution
2020 2020 2020 Budget/Proj Overall Budget Actual Projection Variance Brockvllle Ganan29ue Prescott UCLG Munlclf!I Allocation
JSC ADMINISTRATION $ 192.284 $ 114,012 $ 192,284 $ 0 $ 56,551 $ 11,325 $ 11,325 $ 113,082 $ 192,284
P.0.A. $ (1,024,008) $ (266,019) $ (523,630) $ 500,378 $ (177,153) $ (48,026) $ (31,027) $ (767,801) $ (1,024,008)
PARAMEDIC SERVICE $ 8,329,003 $ 4,349,105 $ 8,242,350 $ (86,652) $ 1,549,194 $ 342,322 $ 224,883 $ 6.212,603 $ 8,329,003
ONTARIO WORKS $ 2,351,854 $ 1,152,193 $ 2,231,083 $ (120.n1> $ 743,421 $ 136,172 $ 138,995 $ 1,333,266 $ 2,351,854
CHILDREN'S SERVICES $ 611,121 $ (279,436) $ 599.215 $ (11,907) $ 160,053 $ 32,634 $ 32.206 $ 386.229 $ 611,121
COMMUNITY HOUSING $ 6,063,007 $ 1,408,687 $ 5,989,298 $ (73,709) $ 1,127,719 $ 249,190 $ 163,701 $ 4,522,397 $ 6,063,007
Total $ 1615231261 i 614781542 i 1617301600 $ 207,339 i 314591785 i 7231617 i 5401083 i 1117991776 i 1615231261
83 2020 JOINT SERVICES BUDGET
Brockville Municipal Allocation
2020 2020 2020 2020 2020 Projected Overall Budget January - July Projection Variance Budget Allocation Allocation
JSC ADMINISTRATION $ 192,284 $ 56,551 $ 33,531 $ 56,551 $ 0
P.0.A $ (1,024,008) $ (177,153) $ (46,021) $ (90,588) $ 86,565
PARAMEDIC SERVICE $ 8,329,003 $ 1,549,194 $ 808,934 $ 1,533,077 $ (16,117)
ONTARIO WORKS $ 2,351,854 $ 743,421 $ 364,208 $ 705,245 $ (38,176)
CHILDREN'S SERVICES $ 611,121 $ 160,053 $ {73,184) $ 156,934 $ (3,118)
COMMUNITY HOUSING $ 6,063,007 $ 1,127,719 $ 262,016 $ 1,114,009 $ {13,710)
BROCKVILLE - TOTAL $ 16,523,261 $ 3,459,785 $ 1,349,483 $ 3,475,229 $ 15,444
84 2020 JOINT SERVICES BUDGET
Gananoque Municipal Allocation
2020 2020 2020 2020 2020 Projected Overall Budget January - July Projection Variance Budget Allocation Allocation
JSC ADMINISTRATION $ 192,284 $ 11,325 $ 6,715 $ 11,326 $ 0
P.0.A $ (1,024,008) $ (48,026) $ (12,476) $ (24,558) $ 23,468
PARAMEDIC SERVICE $ 8,329,003 $ 342,322 $ 178,748 $ 338,761 $ (3,561)
ONTARIO WORKS $ 2,351,854 $ 136,172 $ 66,712 $ 129,180 $ (6,993)
CHILDREN'S SERVICES $ 611,121 $ 32,634 $ (14,922) $ 31,998 $ (636)
COMMUNITY HOUSING $ 6,063,007 $ 249,190 $ 57,897 $ 246,160 $ (3,029)
GANANOQUE-TOTAL $ 16,523,261 $ 723,617 $ 282,674 $ 732,866 $ 9,248
85 2020 JOINT SERVICES BUDGET
Prescott Municipal Allocation
2020 2020 2020 2020 2020 Projected Overall Budget January - July Projection Variance Budget Allocation Allocation
JSC ADMINISTRATION $ 192,284 $ 11,325 $ 6,715 $ 11,325 $ 0
P.O.A $ (1,024,008) $ (31,027) $ (8,060) $ (15,866) $ 15,161
PARAMEDIC SERVICE $ 8,329,003 $ 224,883 $ 117,426 $ 222,543 $ (2,340)
ONTARIO WORKS $ 2,351,854 $ 138,995 $ 68,095 $ 131,857 $ (7,138)
CHILDREN'S SERVICES $ 611,121 $ 32,206 $ (14,726) $ 31,579 $ (627)
COMMUNITY HOUSING $ 6,063,007 $ 163,701 $ 38,035 $ 161,711 $ (1,990)
PRESCOTT - TOTAL $ 16,523,261 $ 540,083 $ 207,484 $ 543,150 $ 3,067
86 2020 JOINT SERVICES BUDGET
United Counties of Leeds & Grenville Municipal Allocation
2020 2020 2020 2020 2020 Projected Overall Budget January - July Projection Variance Budget Allocation Allocation
JSC ADMINISTRATION $ 192,284 $ 113,082 $ 67,050 $ 113,082 $ 0
P.O.A $ (1,024,008) $ (767,801) $ (199,461) $ (392,618) $ 375,183
PARAMEDIC SERVICE $ 8,329,003 $ 6,212,603 $ 3,243,998 $ 6,147,969 $ (64,634}
ONTARIO WORKS $ 2,351,854 $ 1,333,266 $ 653,178 $ 1,264,801 $ (68,465}
CHILDREN'S SERVICES $ 611,121 $ 386,229 $ (176,604} $ 378,704 $ (7,525}
COMMUNITY HOUSING $ 6,063,007 $ 4,522,397 $ 1,050,739 $ 4,467,417 $ (54,980}
UCLG-TOTAL $ 16,523,261 $ 11,799,776 $ 4,638,901 $ 11,979,356 $ 179,580
87 SEPTEMBER 9, 2020
JOINT SERVICES COMMITTEE REPORT
REPORT NO. JSC-031-2020
CAPITAL BUDGET PROJECTION REPORT JULY 2020
KATIE CLARKE, DEPUTY TREASURER
PAT HUFFMAN, TREASURER
RECOMMENDATIONS
THAT the Joint Services Committee of Leeds and Grenville accepts the Capital Budget Projection Report for July 2020 as attached to Report No. JSC-031-2020.
BACKGROUND
Normally capital variance reports are presented to the Joint Services Committee beginning in June of each year and continuing until December with projections being presented in October. COVID-19 has altered the way municipalities operate by having a direct impact on both revenues and expenditures and creating the need to understand and react quickly to the changing landscape.
As a result of these new challenges staff are planning to present both operating and capital budget projections in September and will continue to prepare monthly projection updates until the end of the year. The purpose of this report is to project the year-end financial position of the Joint Services' capital program and is based on estimates and assumptions known at the time. Operating projections will be presented separately in Report No. JSC-030-2020.
DISCUSSION/ALTERNATIVES
In February 2020, the Joint Services Committee approved the 2020 Operating and Capital Budgets. The 2020 Capital Budget approved a total investment of $1,165,954.
88 PAGE 2 CAPITAL BUDGET PROJECTION REPORT JULY 2020 JOINT SERVICES COMMITTEE
Almost all of the monies committed went to replacing or refurbishing existing assets with no dollars being committed to the acquisition of new assets.
Two funding sources were identified which include a transfer from the Carry Forward Reserve and a transfer from the Amortization Reserve.
Included in the approved 2020 Budget were 13 capital projects from three different departments broken down as follows: • Paramedic Services -4 • Social Housing - 9
In 2020, the following unbudgeted capital expenditure has been incurred:
• 275 Water Street, Brockville - This work is for air handling units and was included in the tender for the same units at 503 Fort Town Drive, Prescott. Provincial monies through the Ontario Priority Housing Initiative (OPHI) was available for both projects. The total costs for 275 Water Street is $159,906 plus HST with $81,684 being funded with OPHI funds and the remainder coming from cancelled Community Housing capital projects due to COVID-19. Since the April Joint Service Committee was cancelled, this was approved by the CAO under his delegated authority.
All divisions of the United Counties of Leeds & Grenville were requested to submit 2020 year-end capital projections. The attached Capital Budget Projection Report compares the 2020 approved budget, plus or minus any transfers to other capital projects, to the projected expenditure at December 31, 2020 to reflect the projected variance at year end. A status column is also included for notes or comments on the projects as well as a column indicating an estimated completion date for all work in progress.
The committed column includes commitments that have been made through the issuance of purchase orders, authorized internal memos for procurement under $150,000, and reports which have been approved by the Joint Services Committee.
A section has also been added at the bottom of the report which summarizes the funding sources based on the approved Capital Budget, actuals to date, committed amounts, and the variance which reflects the available funds at the time of the report.
The anticipated overall surplus for the JSC capital budget is $50,330. This amount is made up of unbudgeted provincial OPHI funding of $136,320 that was received in 2020 and $186,650 is savings due to projects being completed under budget or that were
89 PAGE 3 CAPITAL BUDGET PROJECTION REPORT JULY 2020 JO INT SERVICES COMMITIEE cancelled. Of the $186,650 in savings, these projects were all budgeted to be funded from transfers from the amortization reserves based on the actual expenditure so any unutilized funds will remain in the respective amortization reserve.
Detailed projections with comments for each 2020 capital project are included in Attachment 2 - 2020 JSC Capital Budget Projections Report.
FINANCIAL IMPLICATIONS
Nil.
ATTACHMENTS
Attachment 1 - 2020 Approved Capital Budget Summary
Attachment 2 - 2020 JSC Capital Budget Projections Report as at July 31, 2020
.A LA..'5 ? I ~ ;) CJ d o KATIE CLARKE, DATE DEPUTY TREASURER cP,a!rLv-- 1 PAT HUFFMAN, DATE T TREASURER
ANDY BROWN u~ DATE CHIEF ADMINISTRA~ ~
90 UNITED COUNTIES OF LEEDS & GRENVILLE 2020 APPROVED CAPITAL BUDGET SUMMARY
DEPARTMENT ESTIMATE PROVINCIAL TRANSFER FROM I TRANSFER FROM NET . . ... ·-·-···---L-----··------·-··· ...... - ·····-··------···--- COST SUBSIDY CARRY FORWARD j AMORTIZATION RESERVE IMPACT RESERVE .. t" . ------. --· ON LEVY PARAMEDIC SERVICE ; .. ---{-~---·----·· . PARAMEDIC.. SERVICE VEHICLES . -l-. ---··---· - AMBULANCES 421,268 -421,268 -. . . - Total PARAMEDIC SERVICE VEHICLES 421,268 -421,268 MEDICAL EQUIPMENT POWER LOAD SYSTEM WITH STRETCHER 169,251 -169,251 . -• - - . ·--· Total MEDICAL EQUIPMENT 169,251 -169,251 BUILDING .. . . -·-----·------... ,-----·------· ·-..-·--···-,.------· ··- ·------~-... -- NEW BROCKVlllE STATION 69,435 -69,435; ·-· ·------. ..-- ELGIN STATION FLOOR 36,000 -36,000 Total BUILDING 105,435 -69,435: -36,000 Total PARAMEDIC SERVICE 695,954 Oi -69,435/ -626,519 0 •• • •-• . ...,._r• J,_ • - • ------· •--' Total PARAMEDIC SERVICE 695,954 0 -69,435! -626,519 0 l I I I SOCIAL HOUSING BETTERMENTS . ·-. 11 HASTINGS DRIVE 80,000· -80,000 ...... 55 REYNOLDS DRIVE 100,000 -100,000 - 240HELENST 15,000 -15,000 3 MILLER DRIVE 17,500 -17,500 .. . - . ~ ~ 318 BROCK STREET 25,000 -25,000 . -·· . - . i 503 FORT TOWN DR 15,000 -15,000· 56 BEDFORD ST 175,000 -175,000 33 BENNETT ST 17,500 -17,500 -- . 105 LEWISST 25,000 -25,000 Total BETTERMENTS 470,000'. -470,000, + 0 F ••-•• Total SOCIAL HOUSING 470,000 0 -470,000· 0 --- ·------Total COMMUNITY & SOCIAL SERVICES 470,000 0 o: -470,000 0 I I I I I Total JOINT SERVICES COMMITTEE CAPITAL PROJECTS 1,165,954 0 -69,435'. -1,096,519 0
91 UNITED COUNTIES OF LEEDS & GRENVILLE 2020 JSC CAPITAL BUDGET PROJECTIONS As of July 31, 2020 PROJECT 2020 2020 : REALLOCATED REALLOCATED COMMITTED PROJECTIONS · VARIANCE STATUS ESTIMATED BUDGET ACTUAL TO(FROM) TO(FROM) COMPLETION ;OTHER CAPITAL OPERATING : PROJECT BUDGET '
i ·--•-- - ...... , . : PARAMEDIC SERVICE
PARAM~DIC SERVICE VEHla~s J - ~ --~ . .. AMBULANCES 421,268.00 428,586.93 l 428,586.93: 7,318.93 :Three new ambulances have been \ ·delivered. Complete Total VEHlaES 421,268.00 428,586.93; o.oo 0.00 o.oo 428,586.93 7,318.931 i
~ -
MEDICAL EQUIPMENT ,. POWER LOAD SYSTEM WITH 169,251.00 o.oo: 163,069.59 163,069.59 (6,181.41) i STRETCHER 'Installation is complete; awaiting ! invoice. Complete Total MEDICAL EQUIPMENT 169,251.00 0.00: 0.00 o.oo 163,069.59 163,069.59 (6,181.41) .
BUILDING NEW &ROCKVILLE STATION 69,435.00 12,281.76,' 6,950.88 69,435.00' 0.00, Direct hire of Apexpro Consulting Inc. ; :for $18,900 plus HSTto analyze location options. Any surplus will 'carryforward to next year for further 2020for .development. consulting ELGIN STATION FLOOR 36,000.00 16,770.75; (2,927.52) 16,770.75 9 229 25 (l , • >• New flooring was installed in July. Complete Total BUILDING 105,435.00 29,052.51 o.oo o.oo 4,02336 86,205.75 (19,229.25). Total PARAMEDIC SERVICE 695,954.00 457,639.44 o.oo 0.00 167,092.94 677,862.27 (18,091.73)
SOCIAL HOUSING BETTERMENTS 11 HASTINGS DRIVE 80,000.00 0.00 77,983.55 o.oo (2,016.45) (BROCKVILLE) Tender canceled due to COVID 19. 55 REYNOLDS DRIVE 100,000.00 o.oo: 22,225.69 0.00 (77,77431) (BROCKVILLE) Tender canceled due to COVID 19. 240 HELEN ST (CARDINAL) 15,000.00 0.00' 0.00 (15,000.00) Tender canceled due to COVID 19. 3 MILLER DRIVE 17,500.00 0.00 11,soo.oo'. o.oo· (MALLORYTOWN) Tender being devoloped. 31-0ct-20 318 BROCK STREET 25,000.00 0.00 o.oo, (25,000.00) · (MERRICKVILLE) .Project cancelled.
92 UNITED COUNTIES OF LEEDS & GRENVILLE 2020 JSC CAPITAL BUDGET PROJECTIONS As of July 31, 2020 PROJECT 2020 2020 REALLOCATED REALLOCATED , COMMlmD PROJECTIONS VARIANCE STATUS E_STI~~!ED~ BUDGET ACTUAL TO(FROM) TO(FROM) COMPLETION '.OTHER CAPITAL OPERATING PROJECT BUDGET i t 503 FORT TOWN DR (PRESCOTT) 15,000.00 0.00 (22,225.69) 91,681.69 91,681.69 54,456.00!
'.Awarded for $90,096 plus HST with ;$54,456 being funded from provincial ; OPHI funding and overage being 1funded form cancelled capital projects. : Project started COVID-19 precautions in place by Contractor. 30-Sep-20 275 WATER STREET o.oo 0.00, (77,983.55) 159,667.55 159,667.55 s1,684.oo, (BROCKVILLE) !Awarded for $159,906 plus HST as part ·of CSS-2020-05 with $81,684.00 being funded from provincial OPHI funding and remainder coming from cancelled ;capital projects. Project started COVID · 19 precautions in place by Contractor. 30-Sep-20 56 BEDFORD ST (WESTPORT) 175,000.00 o.oo 151,412.57 151,412.57 (23,587.43): Awarded per JSC-020-2020 for $148,793.80 plus HST under CAO 'Delegated Authority. Project .. completed in July; awaiting invoice. Complete 33 BENNETT ST (SPENaRVILLE) 17,500.00 o.oo 17,500.00 0.00. Tender being devoloped. 31-0ct-20 105 LEWIS ST (MERRICKVILLE) 25,000.00 o.oo 0.00 (2S,OOO.OO) i Project cancelled. Total BETTERMENTS 470,000.00 0.00 0.00 o.oo 402,761.81 437,761.81 (32,238.19) Total SOCIAL HOUSING 470,000.00 o.oo o.oo o.oo 402,761.81 437,761.81 (32,238.19)'
. :
TOTAL CAPITAL PROJECTS 1165.954.00 457.639.44 o.oo 0.00 569854.75 1.115 624.08 150.329.92) I
I 2020 2020 COMMlmD PROJECTIONS VARIANCE BUDGET ACTUAL I (REVENUE) FUNDING SOURCES i I I I I I I PROVINCIAL SUBSIDIES 0.00 0.00 136,320.00 136,320.00 136,320.00:Actu~I i~cludes.$136K i~ OPHI provincial housing funding. TRF FROM CARRY FORWARD (69,435.00) 12,281.76 6,950.88 69,435.00 o.oo RESERVE ------~~- TRF FROM AMORTIZATION (1,096,519.00) 445,357.68: 426,583.87 909,869.08 (186,649.92) RESERVE NET IMPACT ON LEVY 0.00 o.oo: o.oo 0.00 0.00 TOTAL FUNDING SOURCES (1.165 954.00) 457.639.44 • 569,854.75 1,115,624.08 · (50,329.92)
93 CAO's Report - Joint Services Committee Requests September 9, 2020
Action Details Status Actions Required Completion Date
Joint Services Administration/Governance
no current items
Community & Social Services
staff shall review electric heating costs in social housing Housing hydro costs staff report to Committee October 2020 units to determine if any upgrades needed/feasible redistribution of housing special meeting held in October for Committee to look staff providing Prescott Council information July 2020 stock at housing stock and future directions re: housing units
Housing Task Force first meeting held in August finalize terms of reference, commence work September 2020
Paramedic Services
JSC discussed alternatives to training for new ACPs - Alternative Care review of training for currently must do at own cost and use vacation or other staff to review and report back to Committee October 2020 Paramedics ACP time off JSC asked staff to look at where station(s) should be consultant engaged to analyze data, look at and consider response times in rural areas outside of Paramedic Stations new Brockville station station locations, provide options and October 2020 Brockville, and any impact of the 132 additional beds at recommendations Maple View Lodge
Provincial Offences
No current action issues
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