Executive Committee Agenda

January 9, 2020 Council Chambers County Administration Centre, Walkerton

1. Call to Order

2. Declaration of Pecuniary Interest

3. Action Items

a. Closed Meeting Investigator Report

b. Procedure By-law Update

c. Bruce County Participation in the Municipal Innovation Council

d. 2020 Departmental Annual Business Plans

4. Information Items

a. Cultural Action Plan and Archaeological Management Plan

5. Act on Recommendations

That in accordance with the Procedure by-law, staff be authorized and directed to give effect to the actions of the Executive Committee in respect of all resolutions passed during the January 9, 2020 meeting.

6. Next Meeting

February 6, 2020

7. Adjournment Corporation of the County of Bruce brucecounty.on.ca Executive

Committee Report To: Warden Mitch Twolan Members of the Executive Committee

From: Donna Van Wyck Clerk

Date: January 9, 2020

Re: Closed Meeting Investigator Report

Staff Recommendation: That the findings in the Closed Meeting Investigator’s Report dated December 2, 2019 be accepted; and,

That Council, Board Members and Senior Staff be trained on the proper application of the requirements of Section 239 of the Municipal Act, 2001, once per term of Council; and,

That the portion of the Closed Museum Committee Reports and Minutes of May 17, 2018; July 5, 2018; July 12, 2018; October 4, 2018 and January 3, 2019 pertaining to discussions regarding 254 High Street, Southampton and the Museum Expansion be made public. Background: The County of Bruce received a complaint about closed meetings of the Museum Committee held on May 17, 2018; July 5, 2018; July 12, 2018; October 4, 2018 and January 3, 2019 claiming the subject matters were not eligible to be discussed in the absence of the public under the exceptions cited in the resolutions authorizing the closed sessions of the Committee.

The County received the Closed Meeting Investigator’s report on December 2, 2019. The report was included on the December 5, 2019 Council Agenda and was referred to the Executive Committee.

The Closed Meeting Investigator’s report provided the following:

Conclusions:

The closed sessions of the County of Bruce Museum Committee meetings of May 17, July 5, July 12, and October 4, 2018 were not closed in compliance with Section 239 and any of the permitted exceptions to its open meetings provisions.

Page 2 of 134 The January 3, 2019 closed session of the Museum Committee meeting was not closed in accordance with any of the exceptions included in the resolution that authorized the closed session. It could have been closed with respect to the disposition of property provision, since it dealt with the possible sale of a structure on County property.

None of the sessions that are the subject of this report proceeded properly with respect to the provision of direction to staff in closed session. There were no records of any resolutions dealt with in closed session providing such direction, although the ensuing open minutes referred to direction having been given.

The Municipal Act only contemplates providing direction in closed session by way of resolution.

Recommendations:

County staff should familiarize themselves, and members of Council and Committees with the proper application of the requirements of Section 239 of the Municipal Act and reaffirm their commitment to open and transparent local government as cited in their procedure bylaw.

Bill 68 introduced a new requirement for municipalities to address closed meeting investigations. Section 239.2 (12) of the Municipal Act requires: “If a municipality or a local board receives a report from a person referred to in clause 239.1 (a) or (b) reporting his or her opinion, and the reasons for it, that a meeting or part of a meeting that was the subject- matter of an investigation by that person appears to have been closed to the public contrary to section 239 or to a procedure by-law under subsection 238 (2), the municipality or the local board, as the case may be, shall pass a resolution stating how it intends to address the report.”

Staff consulted with external counsel on how to address the findings in the closed meeting investigation report and the following direction was provided:

As noted in the investigator’s report the relevant meetings should have been held in public. Given the assumption that the County has no basis to challenge the findings the following steps apply: a) Under Municipal Act, s.239.1(11) the County is required to make the investigator’s report available to the public.

This was achieved by posting the report on the December 5, 2019 Bruce County Council Agenda which was published on the website. b) Under Municipal Act, s.239.1(12) the County is required to pass a resolution stating how it intends to address the report.

In this instance, a resolution accepting the findings of the report should be presented for Council’s approval.

Page 3 of 134 c) To address the specifics on the treatment of the minutes from the affected meetings, in the absence of any ground to find the meetings were eligible to be held in-camera, I recommend that the Minutes and Reports pertaining to 254 High Street and the Museum Expansion be treated as publicly accessible.

This will be achieved by creating supplementary Minutes and Agendas which will include the relevant reports and excerpts from the Closed Meetings. These documents will be published on the County Website within a reasonable period, not likely to exceed 30 days from the passing of the motion referred to in b) above, to provide staff adequate time to respond to Committee’s direction.

A mandatory training session for all Members of Council and senior staff has been arranged.

Financial/Staffing/Legal/IT Considerations: There is no financial, staffing, legal or IT considerations associated with this report. Interdepartmental Consultation: There was no interdepartmental consultation. Link to Strategic Goals and Elements: None identified.

Approved by:

Bettyanne Cobean Acting Chief Administrative Officer

Page 4 of 134

REPORT TO THE COUNCIL OF THE COUNTY OF BRUCE REGARDING THE INVESTIGATION OF CLOSED SESSIONS OF THE BRUCE COUNTY MUSEUM COMMITTEE MEETINGS OF MAY 17, 2018; JULY 5, 2018; JULY 12, 2018; OCTOBER 4, 2018; AND JANUARY 3, 2019.

Complaint

The County of Bruce (“County”) received a complaint about in-camera portions (“closed sessions”) of Museum Committee meetings held in 2018 and 2019.

The essence of the complaint is the subject matters discussed in closed session were not eligible to be discussed in the absence of the public under the exceptions cited in the resolutions authorizing the closed sessions of Committee.

The complaint was sent to the offices of Amberley Gavel Ltd. for investigation.

Jurisdiction

The County of Bruce appointed Local Authority Services (LAS) as its closed meeting Investigator pursuant to section 239.2 of the Municipal Act, 2001, as amended (“Municipal Act”). LAS has delegated its powers and duties to Amberley Gavel Ltd. to undertake the investigation and report to the Council of the County of Bruce.

Background

(1) The Municipal Act

Section 239 of the Municipal Act provides that all meetings of a municipal council, local board or a committee of either of them shall be open to the public. This requirement is one of the elements of transparent local government. The section sets forth exceptions to this open meeting rule. It lists the reasons for which a meeting, or a portion of a meeting, may or shall be closed to the public:

…

1 Page 5 of 134 (2) A meeting or part of a meeting may be closed to the public if the subject matter being considered is,

(a) the security of the property of the municipality or local board; (b) personal matters about an identifiable individual, including municipal or local board employees; (c) a proposed or pending acquisition or disposition of land by the municipality or local board; (d) labour relations or employee negotiations; (e) litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board; (f) advice that is subject to solicitor-client privilege, including communications necessary for that purpose; (g) a matter in respect of which a council, board, committee or other body may hold a closed meeting under another Act; (h) information explicitly supplied in confidence to the municipality or local board by Canada, a province or territory or a Crown agency of any of them; (i) a trade secret or scientific, technical, commercial, financial or labour relations information, supplied in confidence to the municipality or local board, which, if disclosed, could reasonably be expected to prejudice significantly the competitive position or interfere significantly with the contractual or other negotiations of a person, group of persons, or organization; (j) a trade secret or scientific, technical, commercial or financial information that belongs to the municipality or local board and has monetary value or potential monetary value; or (k) a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board. 2001, c. 25, s. 239 (2); 2017, c. 10, Sched. 1, s. 26

(3) A meeting or part of a meeting shall be closed to the public if the subject matter being considered is,

(a) a request under the Municipal Freedom of Information and Protection of Privacy Act, if the council, board, commission or other body is the head of an institution for the purposes of that Act; or

(b) an ongoing investigation respecting the municipality, a local board or a municipally controlled corporation by the Ombudsman appointed under the Ombudsman Act, an Ombudsman referred to in subsection 223.13 (1) of this Act, or the investigator referred to in subsection 239.2 (1). 2014, c. 13, Sched. 9, s. 22.

2 Page 6 of 134 (3.1) A meeting of a council or local board or of a committee of either of them may be closed to the public if the following conditions are both satisfied:

1. The meeting is held for the purpose of educating or training the members.

2. At the meeting, no member discusses or otherwise deals with any matter in a way that materially advances the business or decision-making of the council, local board or committee.

Section 239 also requires that before a council, local board or committee moves into a closed meeting, it shall pass a resolution at a public meeting indicating that there is to be a closed meeting. The resolution must include the general nature of the matter(s) to be deliberated at the closed meeting.

Subsections 239 (5) & (6) limit the actions that may be taken by the council, local board or committee at the closed session. Votes may only be taken at a closed meeting for procedural matters or giving direction or instructions to staff or persons retained by the municipality such as a lawyer or planner. It provides as follows:

Open meeting (5) Subject to subsection (6), a meeting shall not be closed to the public during the taking of a vote. 2001, c. 25, s. 239 (5). Exception (6) Despite section 244, a meeting may be closed to the public during a vote if, (a) subsection (2) or (3) permits or requires the meeting to be closed to the public; and (b) the vote is for a procedural matter or for giving directions or instructions to officers, employees or agents of the municipality, local board or committee of either of them or persons retained by or under a contract with the municipality or local board. 2001, c. 25, s. 239 (6).

Section 239.1 provides that any person can ask for an investigation into whether a council, local board or committee of either of them has breached the open meeting requirements of the Municipal Act or its own procedural by-law.

Investigation

The complaint was presented in substantial detail. The senior staff member leading the matters under review before the Committee was on sick leave when the complaint was filed and is no longer in the County’s employ. Documents provided by the County and reviewed included agendas, reports, minutes, the County’s Procedure and Notice By- laws, and applicable legislation.

3 Page 7 of 134 An investigation under Section 239.1 of the Municipal Act is confined to assessing whether the council, local board or committee of either complied with the open meetings provision of the Municipal Act and/or its own procedural by-law.

In addition, an investigator is bound by the rules of confidentiality as stipulated in Section 239.2(5).

Once the investigation is completed, if the investigator “is of the opinion that the meeting(s) or part of the meeting that was the subject-matter of the investigation appears to have been closed to the public contrary to Section 239 or to a procedure by-law under Section 238(2), the investigator shall report his or her opinion and the reasons for it to the municipality or local board, as the case may be, and may make such recommendations as he or she thinks fit” (section 239.2(10)).

Facts and Evidence

(1) The County’s Procedure By-law

Section 238 of the Municipal Act requires that every municipality and local board pass a procedure by-law. Section 238 reads in part as follows:

(2) Every municipality and local board shall pass a procedure by-law for governing the calling, place and proceedings of meetings. (2.1) The procedure by-law shall provide for public notice of meetings.

The County of Bruce has a Procedure By-law that governs the calling, place, and proceedings of meetings, as well as public notice of meetings.

The Procedure By-law provides for closed meetings of Council and its Committees, and requires that, prior to moving in-camera, Council or Committees of Council pass a motion in public session stating:

i. the fact of the holding of the closed meeting and the specific subsection authorizing closure; ii. a description of the general nature of the matter to be considered at the closed meeting.

A review of the Procedure By-law and Notice Policy determined that both comply with the Municipal Act.

The Bruce County Museum Committee is covered by the rules regarding procedures, complaints and investigations because all Committees are referenced in its Procedure By- law. Even if they were not, the Municipal Act requires adherence to the open meeting provisions and investigation procedures where fifty percent or more of the members are elected officials. In this case, elected membership appears to be one hundred percent.

4 Page 8 of 134 (2) The Sections cited for excluding the public by resolution in the meetings subject of this investigation included:

Section 239(2) (a) the security of the property of the municipality or local board, (c) a proposed or pending acquisition or disposition of land by the municipality or local board, (k) a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board, and

Section 239 (3.1) 1. The meeting is held for the purpose of educating or training the members.

In summary, resolutions excluding the public with respect to the meetings subject of this complaint cited the sections above:

May 17, 2018 (c) above July 5, 2018 (a), (k) and indirectly (c) above July 12, 2018 (a), (k) and indirectly (c) above Oct 4, 2018 (a), (k) and indirectly (c) above Jan 3, 2019 (a), (k) and 3.1(1)

(3) Interpretations

Before considering whether the cited exceptions (or other exceptions available under the Municipal Act) were applicable it is important to explore what each exception means in our opinion.

(1) (a)Security of property in our opinion has a plain meaning that deals with threats to the physical or financial aspects of the property from some outside source. For example, it might include a terrorist threat, a probable risk of diminution of value, or susceptibility to vandalism or theft. At the heart of security is protection from an outside source. (2) (c)Acquisition or disposition of land includes the land and structures appurtenant thereto and deals with sale, purchase, lease, rental or gifting of property involving another party. It does not include change of use by the owner. (3) (k) This subsection has broad applicability if negotiations are occurring or contemplated (4) (3.1) (1) Education in our opinion is not intended to mean simply “briefing” or “informing”. We consider that in this context it means acquisition of knowledge or skills that are transferable and or useful in other situations. (4) The meetings:

5 Page 9 of 134

May 17, 2018

Reviewing the staff report provided to Committee, the minutes of the Committee meeting and in the absence of any resolutions passed in Committee providing direction, or considered when the open portion of the meeting resumed, we find no evidence that the discussion involved the acquisition or disposition of land in accordance with S 239(c). The County already owned the properties discussed at this meeting

July 5, 2018

The focus of the report to the closed session and the discussion reflected in the minutes was not the security of the property, instructions regarding negotiations, or acquisition or disposition of land. It apparently dealt with the use of property owned by the county. There was no indication from the minutes of the closed session that any specific or formal direction was given to staff by committee, since there was no record of a motion considered in accordance with the Municipal Act. However, the minutes of the open portion of the Museum Committee meeting cited the Chair as indicating that direction had been provided to staff in closed session. If it was, it appears not to have been done in accordance with the Municipal Act requirements.

July 12, 2018

A review of the July 12 closed and open minutes, and the confidential report provided to the closed session, does not indicate to us that the subject matter discussed was security of property, acquisition or disposition of property, or actual or contemplated negotiations. The resolution that emerged in the open session following the closed session dealt with a recommendation applicable to future County budgets only regarding archival expansion.

October 4, 2018

Again, we conclude that the sections cited do not apply to what the closed meeting discussions apparently entailed. The subject property had been acquired by the County, there were no security issues cited, and while negotiations might have ensued in future, at best the subject matter involved circumstances that might ultimately need to negotiations with a potential tenant.

January 3, 2019

6 Page 10 of 134

Again, we saw no evidence that the security of the property was discussed, or that any negotiations were contemplated nor was there any attempt to provide members with “education” on any matter. Even if education took place, it appears that there was discussion that would materially advance the business or decision making of Council in contravention of Section 239 (3.1) (2) as the committee rose from closed session and passed a resolution in open session to deal with “…Option 2, sale and removal of the house located at 254 High Street in Southampton through and RFP……”. Again, it is impossible to ascertain how or if direction was provided to staff in closed session, but it appears that it was for the motion to come forward in open session. However, this resolution, that arises from a confidential staff recommendation delivered to the closed session, confirms that the closed session dealt with the “disposition of property” a permitted exception even if it was not cited in the resolution authorizing the closed session.

Conclusions and Recommendations

The closed sessions of the County of Bruce Museum Committee meetings of May17, July 5, July 12, and October 4, 2018 were not closed in compliance with Section 239 and any of the permitted exceptions to its open meetings provisions.

The January 3, 2019 closed session of the Museum Committee meeting was not closed in accordance with any of the exceptions included in the resolution that authorized the closed session. It could have been closed with respect to the disposition of property provision, since it dealt with the possible sale of a structure on County property.

None of the sessions that are the subject of this report proceeded properly with respect to the provision of direction to staff in closed session. There were no records of any resolutions dealt with in closed session providing such direction, although the ensuing open minutes referred to direction having been given. The Municipal Act only contemplates providing direction in closed session by way of resolution.

County staff should familiarize themselves, and members of Council and Committees with the proper application of the requirements of Section 239 of the Municipal Act and reaffirm their commitment to open and transparent local government as cited in their procedure bylaw.

Public Report

We thank the complainant and the County Clerk for their assistance.

This report is forwarded to the Council of the County of Bruce. The Municipal Act provides that this report be made public. It is suggested that the report be included on the

7 Page 11 of 134 agenda of the next regular meeting of Council or at a special meeting called for the purpose of receiving this report prior to the next regular meeting.

Closed Meeting Investigator

AMBERLEY GAVEL LTD. ______Per: Nigel Bellchamber

December 2 2019

8 Page 12 of 134 Corporation of the County of Bruce brucecounty.on.ca Executive

Committee Report To: Warden Mitch Twolan Members of the Executive Committee

From: Donna Van Wyck, Clerk

Date: January 9, 2020

Re: Procedure By-law Update Staff Recommendation: That the following changes to the Procedure By-law be approved; and,

Section Additions/Changes 2.5 Updated the referred to sections in the definition to be Closed Meeting Definition 7.1; 7.2 and 7.3 10. Election of Warden Added Section 10.17 – “The Warden will call for a motion to destroy the ballots.” 24. Duties of the Committees Paramedic Services Committee was updated to remove the reference to being a division of the Health Services Department as this Department was dissolved.

That a by-law be introduced to govern the proceedings of the Council and Committees of the Corporation of the County of Bruce; and,

That by-law 2019-045 be repealed.

Background: A review of the Procedure By-law was undertaken and the following changes are being recommended:

Section Additions/Changes 2.5 Updated the referred to sections in the definition to be Closed Meeting Definition 7.1; 7.2 and 7.3 10. Election of Warden Added Section 10.17 – “The Warden will call for a motion to destroy the ballots.” 24. Duties of the Committees Paramedic Services Committee was updated to remove the reference to being a division of the Health Services Department as this Department was dissolved.

Page 13 of 134 Financial/Staffing/Legal/IT Considerations: There is no financial, staffing, legal or IT considerations associated with this report. Interdepartmental Consultation: There was no interdepartmental consultation. Link to Strategic Goals and Elements: None identified.

Approved by:

Bettyanne Cobean Acting Chief Administrative Officer

Page 14 of 134 Corporation of the County of Bruce brucecounty.on.ca Executive

Committee Report To: Warden Mitch Twolan Members of the Executive Committee

From: Bettyanne Cobean Acting Chief Administrative Officer

Date: January 9, 2020

Re: Bruce County Participation in the Municipal Innovation Council

Staff Recommendation: That Council approve Bruce County’s participation in the Municipal Innovation Council, as a three-year pilot project, in partnership with Nuclear Innovation Institute and additional municipal partners, and;

That Bruce County’s contribution be $50,000 annually, for a three-year commitment, totaling $150,000 over the life of the project, and;

That the 2020 membership fee be funded through the Provincial one-time efficiency/modernization grant assigned on July 11th, 2019, with subsequent years funded through similar grants (if available) and/or the levy, considered for approval during future budget deliberations, and;

That the Corporate Strategic Initiatives Specialist be appointed as the representative on the Municipal Innovation Council for the County of Bruce, and;

That a By-law be introduced to authorize the Warden and Clerk to sign the Memorandum of Understanding between the Municipal Innovation Council and Bruce County.

Background:

Over the past several months the Town of Saugeen Shores, through a partnership agreement with Nuclear Innovation Institute (NII), has been working to advance the Municipal Innovation Council (MIC), developing the concept and fostering collaborative relationships amongst municipal partners. As part of the NII’s Advance Technology Hub, the MIC aims to leverage learnings and discover efficiencies, through collaborative and strategic thinking, transforming the way local municipalities operate – building smarter and stronger communities.

The MIC, a three-year pilot project to find efficiencies, build smarter processes and ensure municipal services are sustainable, highlights four focus areas, including:

Page 15 of 134 1. Construction and infrastructure; 2. Municipal sustainability; 3. IT and digital enhancements, and; 4. Livable communities.

To date, six local municipalities have approved participation in the MIC, including; Huron- Kinloss, South Bruce, Saugeen Shores, Kincardine, Arran-Elderslie and Brockton. Northern Bruce Peninsula is still considering (to be brought forward to their Council in January 2020). South Bruce Peninsula has withdrawn from the MIC, after originally approving participation, recognizing that the inability to opt out of the MIC places a significant financial commitment on the municipality.

Clearly there is opportunity within the MIC, to share, learn, collaborate and improve municipal functions and service; however, this is not without risk. Identified risks were presented as part of the Executive Committee Report on November 7th for consideration (i.e. strong innovation mandate already in place, new initiatives will require additional resources, variation between the services delivered, solutions potentially focus on local municipal needs given the structure).

Status Update:

Following the November 7th Executive Committee meeting, staff connected with the MIC and its municipal partners to provide an update - principally that Bruce County Council supported moving the proposed expenditures to budget deliberations. It was also noted that $50,000 of one-time provincial funding has been earmarked for the MIC, but that no further commitment has been made. Concern about the full contribution requested of Bruce County ($114,952 annually), by the MIC was also expressed, given competing budget priorities (Brucelea Haven, etc.), the significant variation in municipal partner contributions (6%-10% versus 37%) and the appearance in the funding model of “double dipping”, applying the $2.50 per household to both tiers of local government.

To equal out the contribution County staff proposed that consideration be given to reducing the upper tier contribution to $1.00 per household. This would lower the County’s annual contribution to $53,181 ($12,000 annual membership fee, plus $41,181 ($1/household)). A co-chair model was also suggested to reflect the voice of the upper tier; and, that the collective Memorandum of Understanding (MOU), related to the appointed Chair of the MIC, be changed to include job titles, rather than individual names, to avoid any future conflict between the partners. Specifically requesting that it be the Saugeen Shores “Manager, Strategic Initiatives” and the County’s “Corporate Strategic Initiatives Specialist”. These suggestions are not supported by the MIC collective. However, the County participating in the MIC at $50,000 does have support (Brockton, South Bruce, Saugeen Shores & Huron- Kinloss). The other three municipalities did not respond to the suggestions put forward by Bruce County staff.

Additionally, the County proposed that our contribution could include in-kind resources to support initiatives related to shared services (ex. Information Technology Services - cybersecurity, BruceWorx, etc.). This will be reiterated during the MIC Launch Event on January 16, 2020 in Port Elgin.

Page 16 of 134 As requested, Jessica Linthorne (Manager, Strategic Initiatives, Town of Saugeen Shores and Chair of the Municipal Innovation Council) presented an update to Bruce County Council, December 5, 2019, on the MIC, as she has done for the local municipalities, providing additional insights and answering questions. Her presentation is attached to this report.

Partnership & Financing Partnership with the MIC is a three-year commitment and requires representation and financial contribution from the partnering municipality. The funding model proposed for the MIC includes a $12,000 annual membership fee, plus $2.50 per household, for each local municipality and an annual flat fee of $50,000 for Bruce County – described in Table 1.

Table 1 – Proposed MIC Financial Contribution Annual 3-yr Commitment Percentage South Bruce $17,952 $53,856 8% Arran-Elderslie $19,575 $58,725 9% Huron Kinloss $22,092 $66,276 10% Brockton $22,630 $67,890 11% Northern Bruce Peninsula* $24,672 $74,016 11% Kincardine $26,707 $80,121 12% Saugeen Shores $30,915 $92,745 14% Bruce County $50,000 $150,000 23% TOTAL $214,543 $643,629 100%

A three-year commitment is required to provide funding stability in support of collaborative staffing, research, and implementation during the three-year project (2020-2022). While outside the agreed upon budget and funding model for the local municipalities, Bruce County’s proposed contribution remains significantly higher than any other municipality. Northern Bruce Peninsula needs to opt in in order to achieve the minimum of $200,000 annually required to make the MIC viable*.

Financial/Staffing/Legal/IT Considerations: As per the 2020 budget deliberations, Bruce County’s proposed year-one commitment is $50,000. There are further financial considerations associated with this report that have been outlined that can be considered as part of the 2021 and 2022 budget deliberations. Interdepartmental Consultation: There was no interdepartmental consultation. Link to Strategic Goals and Elements: Goal #7 Stimulate and reward innovation and economic development F. Try small and then go BIG – act on ideas and take calculated risks G. Assignment to seek out like-minded partners for retail, agriculture and industrial development

Written by: Bettyanne Cobean, Acting Chief Administrative Officer and Matt Meade, Strategic Initiatives Specialist

Page 17 of 134

Approved by:

Bettyanne Cobean Acting Chief Administrative Officer

Page 18 of 134 MUNICIPAL INNOVATION COUNCIL MEMORANDUM OF UNDERSTANDING

PARTNERS OF THE MUNICIPAL INNOVATION COUNCIL (MIC) AGREE TO:

• Contribute financially to the Municipal Innovation Council to support the agreed upon budget and funding model. ▪ Funding will support collaborative staffing, research, and implementation during the three-year project (2020-2023). • Appoint a municipal staff person to represent each municipal partner. ▪ MIC member will be responsible to attend MIC meetings (quarterly) and will actively participate and engage with partners of MIC. ▪ The appointed representative will act as the point of contact for the partner municipality, participate and share in priority setting and act as a supporter for change in their organization. ▪ This representative should possess a collaborative attitude and demonstrate innovative thinking. ▪ The position of MIC representative is not a paid position by the MIC or by NII. • Participate in priority setting exercises, strategic planning and evaluation review for the Municipal Innovation Council. • Participate in conversation with invited resources including MIC representatives, CAOs, other key staff or appointed individuals connected to draft areas of focus: ► Construction and Infrastructure ► IT and Digital Solutions ► Municipal Sustainability ► Liveable Communities • Decision making: ▪ Members who contribute financially and have identified municipal staff representation are deemed voting members ▪ A majority of voting members will represent quorum ▪ MIC members will vote on priority areas ▪ MIC will approve its annual budget, with expenses reported to MIC members quarterly (Saugeen Shores purchasing protocol will be used) ▪ MIC members will collectively define the work plan for the Lab Director, with regular work oversight performed by Saugeen Shores’ MIC representative • The Lab Director will prepare quarterly reports for MIC representatives to submit to municipal Councils as required • The Lab Director will provide an annual in-person report to member municipal Councils

This MOU is at-will and may be modified by mutual consentPage of authorized 19 of officials.134 MUNICIPAL INNOVATION COUNCIL MEMORANDUM OF UNDERSTANDING

THE TOWN OF SAUGEEN SHORES, acting as the lead for the Municipal Innovation Council, will:

• Coordinate and secure partnerships for the Municipal Innovation Council, ensuring local communities are informed and invited to join • Chair the Municipal Innovation Council • Sit on the Board of Directors of NII, participating in conversations and decisions which offer opportunity to the Municipal Innovation Council • Be responsible for budget including reporting to MIC partners, and payroll to Lab Director position • Be responsible for employment of the position of Lab Director, collectively funded by MIC partners • Recruitment and operational oversight • MIC partners to be engaged in work plan development and evaluation • Ensure sufficient space and resources for Lab Director, as outlined in MOU between Saugeen Shores and NII

Signed:

Mayor, Arran Elderslie Date

Mayor, Brockton Date

Warden, Bruce County Date

Mayor, Huron Kinloss Date

Mayor, Kincardine Date

Mayor, North Bruce Peninsula Date

Mayor, Saugeen Shores Date

Mayor, South Bruce Date

Page 20 of 134 Mayor, South Bruce Peninsula Date Municipal Innovation Council December 2019

Page 21 of 134 Introduction

Jessica Linthorne Manager, Strategic Initiatives Town of Saugeen Shores

[email protected]

519-832-2008 x123

Page 22 of 134 Introduction Role of Nuclear Innovation Institute (NII)

Page 23 of 134 Introduction Role of the Town of Saugeen Shores • Lease agreement signed between Saugeen Shores and NII • MOU signed with NII to advance MIC • Agreement states: Saugeen Shores will lead MIC, as the main engagement arm for municipalities in accessing NIII to advance municipal innovation, subject to Council approval Together with NII, engage local government in the MIC Have access to NII resources to successfully advance the MIC NII will provide physical space for 1-2 people to support and advance the MIC with access to innovation team space

Page 24 of 134 Collaboration: our history

We’ve tried.. To streamline To be innovative To think outside the box To work together on common municipal challenges

Lack of assigned staff and funding have caused barriers to advance collaborative measures.

Page 25 of 134 Collaboration: our opportunity

With the right model, we can..  Deliver results  Foster relationships  Leverage strengths  Seek advice and share expert opinions  Collectively fund new opportunities  Streamline process  Be creative

Page 26 of 134 Collaborative project: background

May June July August September October

• Introduced idea • Introduced idea • Introduced idea • Saugeen • Advanced • Seeking support to NII to area to Saugeen Shores secured concept and partnership municipal staff Shores Council formal document and for 2020 partnership business plan (lease & MOU • Seven for MIC) with NII Municipal partners have joined the MIC

Page 27 of 134 Collaborative project: how does it work?

• Three-year pilot project

• Partner contributions: 1) Appoint municipal staff to participate in strategic planning discussion, collaborate with partners, advance and implement new process

2) Funding MIC will ensure staffing, resources available to advance initiatives, including research, studies, implementation

Page 28 of 134 Collaborative project: how does it work?

 MIC to meet quarterly with regular connection through email, conference call as required  Municipal Lab Director to be hired, collectively funded by MIC partners  Solution driven, well connected innovator to achieve results (3-year contract)  Leverage NII resources  Innovation teams, partners, members, researchers, administrative staff, etc.

Page 29 of 134 Significant opportunity

Leveraging Nuclear Innovation Institute Physical space

Researchers Consultants

Partners and members

Innovation Administrative teams support

Build and enhance relationships Page 30 of 134 Municipal Innovation Council

Vision: The Municipal Innovation Council will transform the way our municipalities do business. Partners of the MIC will learn, collaborate and transform the way we work. Through strategic thinking and innovative solutions, the MIC will work toward finding efficiencies and ensuring sustainability.

Partners will leverage learning and discover efficiencies in order to build smarter, stronger and more resilient communities.

Page 31 of 134 MIC areas of focus

Construction IT and Digital Municipal Liveable and Services Sustainability Communities Infrastructure

Page 32 of 134 Business plan overview

 Becoming a partner  Membership contribution  Budget details  Operations  Governance  Timelines and accountability

Page 33 of 134 MIC funding model

$12,000 base fee (annual) + $2.50 per house hold (annual) – based on 2016 census

Bruce County $114,952 per year

*Aligns with provincial one-time efficiency fund received in 2019

Page 34 of 134 Other spaces

Page 35 of 134 Next steps

• Bruce County municipalities are invited to join • Seven municipalities have joined MIC • Collective MOU being signed

Page 36 of 134 MIC Launch Event

Save the Date - formal invitation will follow

Thursday January 16th 9am – 11am Lakeshore Recreation, Port Elgin

Page 37 of 134 Thank you!

Jessica Linthorne Manager, Strategic Initiatives Town of Saugeen Shores

[email protected]

519-832-2008 x123

Page 38 of 134 Corporation of the County of Bruce brucecounty.on.ca Executive

Committee Report To: Warden Mitch Twolan Members of the Executive Committee

From: Bettyanne Cobean Acting Chief Administrative Officer

Date: January 9, 2020

Re: 2020 Departmental Annual Business Plans

Recommendation: That the 2020 Departmental Annual Business Plans be approved. Background: The draft Departmental Annual Business Plans were presented to the Corporate Services Committee on November 14th and 28th, 2019 as part of the 2020 budget deliberations. The plans have since been amended to reflect any budgetary adjustments.

The 2020 Annual Business Plans consist of 44 projects and are designed to support the CAO’s initiatives including the Mental Wellness Program – 2nd Generation, First Aid in Mental Wellness and Enhancing Mindfulness along with progressing our Lean Transformation. They also support modernizing the corporate Strategic Plan and introducing a Corporate Organizational Review along with moving forward Council’s commitment to affordable housing and corporate cyber security. The Business Plans build on the desire for continuous improvement and innovation in all Departments and advancing our infrastructure.

Attached to this report is a summary listing of the 2020 Major Initiatives and the detailed departmental Annual Business Plans.

The vision of the Executive Committee and the decisions to support the 2020 Annual Business Plans sets a solid foundation for future year’s technology and innovation initiatives, which will return high value to the Bruce County taxpayer.

Financial/Staffing/Legal/IT Considerations: The 2020 approved budget includes the funding to complete the projects identified in the Business Plans. There are no staffing, legal or ITS considerations associated with this report. Interdepartmental Consultation: The Senior Management Team have prepared their Departmental Annual Business Plans.

Page 39 of 134 Link to Strategic Goals and Elements: Report links to all goals included in the Strategic Plan.

Approved by:

Bettyanne Cobean Acting Chief Administrative Officer

Page 40 of 134 2020 Major Initiatives Department Status Update 1. Lean Transformation CAO  Complete Phase 1 Building Foundations. 2. Mental Wellness Program – CAO  2nd Generation i. Continue First Aid in Mental Wellness 3. Corporate Strategic Plan CAO 4. Nuclear Innovation Centre CAO  Support for Centre for Business Incubation and Acceleration  Municipal Innovation Council (MIC)

5. Organizational Review CAO 6. Corporate Cybersecurity and Cybersecurity Training Corporate Services 7. Update of Continuity of Operations Plans (COOP) Corporate Services 8. Modernize Council Chambers Phase 1 (multi-year Corporate Services project) 9. Implement an Information Technology Shared Corporate Services Services Model (multi-year project) 10. Accountable Management and Staff Human Resources 11. Commitment to employee safety & wellness Human Resources 12. Innovation & Continuous Improvement Human Resources 13. Managing Workforce Risk Human Resources 14. Social Assistance Business Practices Transformation Human Services 15. Increasing Access to Affordable Housing Human Services 16. Kincardine Housing Build Human Services 17. Increasing Access to Quality Child Care Human Services 18. Structural Balcony Repairs Human Services 19. Doors, Windows, Siding replacements Human Services 20. Common area Flooring Replacements Human Services 21. Life Safety Improvements Human Services 22. Mechanical Systems Upgrades Human Services

Page 41 of 134 23. Bookmobile Phase 4 Library 24. Marketing Strategy Phase 3 Library 25. Strategic Plan 2020-2025 Museum 26. Standardize operations across both Homes ensuring Homes legislative requirements are achieved and sustained 27. Implement a stakeholder relations plan to regain Homes community, staff and MLTC trust and confidence in Bruce County long term care services 28. Implement and absenteeism program that promotes Homes a healthy workplace and “coming to work” 29. Achieve removal of cease of admission order at Homes Brucelea Haven and implement successful readmission plan to restore Brucelea Haven to full occupancy 30. Business Systems Museum 31. Museum Archive / Community Wing Expansion Museum Capital Project 32. Replacement of Two (2) ambulances Paramedic Services 33. New Saugeen Shores Ambulance Station Paramedic Services 34. 2020 Ministry of Health Emergency Services, Service Paramedic Services Review 35. PLAN the Bruce County Official Plan Planning and a. Foundational Work to advance Guiding Principles Development (2020) b. ‘New” County Official Plan (2020/2021) 36. Community Development – Bruce County Regional Planning and Strategy Development 37. Project Innovate – Energy Supercluster Planning and Development Bruce Innovates: Foundational Hydrogen Project

38. Workforce Attraction Strategy Planning and Development

Page 42 of 134 39. Increase performance measurement and quality Transportation & management Environmental Services 40. Develop and implement processes for work and Transportation & information management. Includes implementation Environmental of operational review recommendations Services 41. Complete detailed asset inventory and inspections Transportation & for baseline database and introduce preventative Environmental maintenance management system Services 42. Develop Master Transportation Plan(s)/Schedules Transportation & Environmental Services 43. Plan and implement vegetation and wildlife Transportation & Management on County roads, trails and forests Environmental Services 44. Deliver capital programs Transportation & Environmental Services

Page 43 of 134 2020 Bruce County Business Plan

Department: CAO Strategic Priorities: 1. Find Creative new ways to engage our public: through focusing on making the County accessible to people through access to information. 2. Eliminating our own red tape: through focusing on the internal and external customer/client first. 3. Explore alternate options to improve efficiency and services: through elimination of duplication of services among departments and our communities. 4. Find creative new ways to engage our public: through an update of the corporate strategic plan 5. Find creative new ways to involve all staff in our future: through an update of the corporate strategic plan 6. Stimulate and reward innovation and economic development: The focus will be a higher learning facility for the entire region and create an international presence for Bruce County as an energy cluster of top intellectual talent. 7. Coordinate concerted efforts to advance our agenda: Through a mutually beneficial partnership in the area of economic development and life-long learning with Bruce Power.

2020 Bruce County Business Plan - Key Performance Indicators: 2015 2016 2017 2018 2019 Indicator 2019 Budget 2020 Budget Actual Actual Actual Actual (Q3 or to date) % of total operating cost governance 1.8% 1/60% 1.58% 1.58% 1.60% N/A 1.60% Total staff connected to service 32.5 33.5 34 36 34 30 34 departments (IT, HR, Finance, Clerk % of annual projects delivered on time 85% 83% 84% 75.5% 85% N/A 85% and on budget # of organization projects with goals of 12 25 25 27 27 N/A TBD innovation and cost containment

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2020 Major Initiatives Operational Capital Combined Total Quarterly Update Budget Budget Cost (year) Cost Budget Cost (year) (year) 1. Lean Transformation $55,000 $55,000  Complete Phase 1 Building The $55,000 budget is Foundations. the assignment of the CAOs annual corporate training budget and is not new spend and not entirely allocated to Lean Transformation 2. Mental Wellness Program – $60,000 $60,000 2nd Generation (The $60,000 budget is  Continue First Aid in Mental within individual Wellness departmental budgets and is not new spend.

3. Corporate Strategic Plan $15,000 $15,000 (Funded from Reserves) 4. Nuclear Innovation Institute i) $250,000 Action i) An application (i) Support for Centre for Plan for funding for the Business Incubation and Development and Centre for Business Acceleration Consulting Fees Incubation and Acceleration for the entire cost will be submitted, to the Ontario Labour Market Partnership and the project will only proceed if provincial funding is received.

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2020 Major Initiatives Operational Capital Combined Total Quarterly Update Budget Budget Cost (year) Cost Budget Cost (year) (year) (ii) Municipal Innovation ii) $50,000 ii)$50,000 funding Council (MIC) from the Ministry of Municipal Affairs and Housing one- time funding to offset the MIC 2020 contribution. 5. Organizational Review $30,000 $30,000 (Funded from the Tax Stabilization Reserve)

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Estimated 2020 Major Initiatives Program Budget Project Description Budget Outcome (Operational & Owner) Pressure Category Cost (year) 1. Lean Transformation – Utilize the Office of the CAO $55,000 is The employees within Council Priority complete Phase 1 Building annual corporate training included in the the organization know Foundations budget to progress our Lean Office of the their work Transformation to complete CAO budget to requirements better Phase 1. Allow staff to solve supplement than anyone. This their work problems and special training tool gives the Owner: SMT issues with visible problem and freedom to discuss solving work with creative Departmental and solve problems solutions. The $55,000 training is thereby returning budget is the assignment of included in each higher value to the the CAOs annual corporate budget Bruce County Clients. training budget and is not new spend. 2. Mental Wellness Program Continue to advance the 2nd $60,000 Employee sense of Council Priority – 2nd Generation generation of our Mental (The $60,000 is well-being and Wellness program. Enhance within individual advancement of Owner: SMT the Lunch ‘n Learn program departmental employee tools across the organization and budgets and is toward managing deliver impactful programing not new spend) their overall mental 12 months of the year. wellness. Continue the First Aid for Each operational Mental Wellness Training department has across the corporation for adjusted their employees. existing annual Complete the 4th annual training program to Guarding Minds employee absorb and survey with a focus by accommodate this Department and promote next generation of participation by all the program over a employees. multi year period if

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Estimated 2020 Major Initiatives Program Budget Project Description Budget Outcome (Operational & Owner) Pressure Category Cost (year) necessary due to budget limitations

3. Corporate Strategic Plan Discussion and update $15,000 Modernize the Council Priority Discussion and update current plan (From Reserves) Corporate Strategic current plan Plan with new initiatives and goals 4. Nuclear Innovation i) The Centre for Business (i)$250,000 (i) Supported by the Council Priority Institute (NII) Incubation and Acceleration Action Plan County for the first of the NII supports the Development 12 months with the (i)Support for Centre for nurturing of entrepreneurial and goal of integrating Business Incubation and innovation in energy and Consulting into the NII by end of Acceleration environment. This business Fees (will 2021 incubation and acceleration only proceed function will advance with Will be dependant on through an Action Plan. Provincial approval of Provincial Funding) Funding

(ii)Municipal Innovation (ii) As part of the NII, the (ii)$50,000 ii) The MIC aims to Council (MIC) MIC details a three-year pilot annually for 3 leverage learnings project to find efficiencies, years. and discover Owner: CAO, Director of build smarter processes and efficiencies, through Planning & Economic ensure municipal services are collaborative and Development and sustainable. strategic thinking, Corporate Strategic transforming the way Specialist local municipalities operate – building smarter and stronger communities.

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Estimated 2020 Major Initiatives Program Budget Project Description Budget Outcome (Operational & Owner) Pressure Category Cost (year) 5. Organizational Review The budget and the CAO $30,000 Conducting an Council Priority Business Plan have been organizational review amended to include $30,000 is expected to to undertake an determine if organizational review to be improvements are financed from the Tax required to the Stabilization Review. current structure and will involve looking at factors such as our organizational design, organizational chart and may include a review of certain processes and procedures.

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Estimated 2020 Major Initiatives Program Budget Project Description Budget Outcome (Capital) Pressure Category Cost (year) 1. 2. 3.

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Key Performance Indicators Index: Key Performance Indicators Description % of total operating cost governance Total Legislative Services Net Taxation levy

Total staff connected to service Full time Equivalent based on 1820 annual hours of Information Technology, departments (IT, HR, Finance, Clerk Finance, Legislative Services, HR (excluding Payroll & HS)

% of annual projects delivered on time Total Special Projects contained in current Annual Business Plans Completed on and on budget time and on Budget Number of Special Projects in Current Budget

# of organization projects with goals Total Projects in Annual Business Plans addressing Strategic Goal # 7 “Stimulate and of innovation and cost containment Reward Innovation and Economic Development”

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Page 51 of 134 2020 Bruce County Business Plan

Department: Corporate Services Strategic Priorities: 1. Leverage Technology: Introduce modern and efficient ways to do business, 2. Eliminate our Own Red Tape: Assessing steps and actions that do not add value 3. Explore alternative options to improve efficiency and service: Encourage the application of Lean Processing 2020 Bruce County Business Plan - Key Performance Indicators:

2015 2016 2017 2018 2019 2019 Indicator 2020 Budget Actual Actual Actual Actual Budget (Q2)

Insurance Claims (Liability) received in current year 1 3 1 0 2 0 2 Total Website Visits 2.9M 3.1M 1.0M 2.01M 2.2 M 1.3M 2.2M Information Technology Service Desk Support Tickets 3,140 3,544 1,193 5,359 3,000 2,690 5,000 Average # of invoices processed weekly 406 435 499 471 525 481 535 Invoices returned to Approver monthly (NEW) 35 98 15

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Combined Quarterly Update 2020 Major Initiatives Operational Capital Total Budget Budget Cost Budget Cost (year) Cost (year) (year)

1. Corporate Cybersecurity and $316,000 $121,000 $437,000 Cybersecurity Training Cybersecurity Training Internal Time required (up to 21 hours annually per computer user) 2. Update of Continuity of Internal Staff Time 0 TBD Operations Plans (COOP) required (est: hours vary by department) 3. Modernize Council Chambers $25,000 $25,000 Phase 1 (multi-year project) 4. Implement an Information Internal Staff Time 0 TBD Technology Shared Services required Model (multi-year project) (70 hours / municipality for assessment and report)

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Estimated Program Budget 2020 Major Initiatives Project Description Budget Outcome Pressure (Operational & Owner) Cost (year) Category 1. Corporate Cybersecurity Hire Information Security $437,000 Increased redundancy Council Priority Improvements and Analyst and increase and resiliency to external Cybersecurity Training County’s redundancy and Cybersecurity threats to our resiliency against ever Internal Time information and evolving cybersecurity required operations. Staff trained threats through software and (up to 21 hours in awareness to detect Owner: Director of Corporate training improvements. per computer and avoid cyber attacks. Services and the user annually) Information Technology Services Manager

2. Update of Continuity of The current plan(s) were Internal Staff A Continuity of Service Initiative Operations Plans (COOP) adopted in 2015. A pilot Time required Operations Plan (COOP) program with the Human (est: hours vary that compliments the Services Department trialed by department) Pandemic Influenza a new template in 2019 in Contingency Plan, the preparation of updating all County of Bruce plans in 2020. The COOP Emergency Response refers to the internal efforts Plan and other to assure the capability departmental exists to continue to contingency plans. A essential functions in plan that is an integral response to a broad component of a system spectrum of emergencies or that assures our operational interruptions. capability to carry out Owner: Director of Corporate COOP planning is an ongoing essential functions in Services, Community process that is driven in part time of emergency. Emergency Management by growth and change in Coordinator and the Senior information systems, Management Team personnel, and mission

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Estimated Program Budget 2020 Major Initiatives Project Description Budget Outcome Pressure (Operational & Owner) Cost (year) Category critical needs. Individual Departments will work with the CEMC to update the current plans that identify three potential phases of operation: 1. Activation and Relocation 2. Alternate Facility Operations 3. Reconstitution 3. Modernize Council Phase 1 - Renovate the $25,000 Phase 1 - Improved Service Initiative Chambers (Phase 1) Council Chambers to raise (Phase 1) accessibility to users of the lower level and construct the Council Chambers. Owner: Director of Corporate a ramp to give access to all Minimal Internal Services, Environmental levels. Staff Time Phase 2 (2021) - Improve Services Manager, required the technical functions Information Technology Phase 2 (2021) - Modernize for onsite meetings, live Services Manager, the technology to improve Phase 2 streaming and applying Purchasing Manager and the sound/speaker system 70 hours Internal the tools of BruceWorx the Clerk’s Office and the livestreaming of Staff Time to allow for remote meetings. required in 2020 meeting access. for planning. 4. Implement an Information Leveraging County Internal Staff The goal of this shared Council Priority Technology Shared experience, expertise and Time required services delivery model Services Model (multi systems to the Lower Tiers to (70h / is to allow each year project) deliver secure, modern, municipality for municipality to focus its scalable, cost-effective, and assessment and limited resources on reliable Information report) activities that support Technology services. This the municipality’s goals.

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Estimated Program Budget 2020 Major Initiatives Project Description Budget Outcome Pressure (Operational & Owner) Cost (year) Category will begin with a review of Technology has often the current state of the been the driver for infrastructure and shared services within an capabilities followed with organization because it Report and Direction, can be expensive to Owner: Director of Corporate Remediation and purchase, maintain and Services and the Standardization to reach a train employees to use. Information Technology Centralized IT Service The phased approach will Manager model. insure the alignment of information technology systems, support, processes, standards and security.

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Key Performance Indicators Index: Key Performance Indicators Description Insurance Claims (Liability) received in The total number of new insurance claims (liability) received in the current year current year

Total Website Visits This is for all County sites

Information Technology Service Desk Annual tickets logged at [email protected] Support Tickets

Average # of invoices processed Using the accounts payable control report, calculate the difference between the weekly first and last transaction number processed in the month. The difference is divided by 4 to get the weekly number of invoices processed.

Invoices Returned to internal approver If an invoice is incomplete, it is returned to the internal approver (Department). monthly (NEW) The Accounts Payable process underwent a lean transformation in 2018 to insure that the process is more consistent, shorter, faster and easier for all, and with clear accountabilities. The starting point for this KPI was July 2018 with 145 invoices returned to the internal improver. The goal is to reduce this number as we continue on the lean path.

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Department: Human Resources Strategic Priorities: 1. Find Creative new ways to engage our public: through focusing on making the County accessible to people through access to information. 2. Eliminating our own red tape: through focusing on the internal and external customer/client first. 3. Explore alternate options: to improve efficient/services through elimination of duplication of services among departments and our communities. 2020 Bruce County Business Plan - Key Performance Indicators:

2015 2016 2017 2018 2019 2019 Indicator 2020 Budget Actual Actual Actual Actual Budget (Q3 or to date)

Turnover Rate* 10.9% 9.8% 8.5% 9.4% 9% 9.4% 8% *Permanent staff FTE 523 546 543 547 538 517 540 Headcount** 624 625 609 622 625 629 625 Full-time -- 387 379 394 397 393 400 Part-time 238 230 228 228 236 225 *Permanent Active

Lost Time Injury Frequency Rate 0.7 1.6 1.1 3.3 2.4 2.9 2.0 Sick Time Paid $824,419 $927,616 $1,094,634 $1,109,777 $990,000 $805,969 $975,000 #LTD Claims (current) 5 10 17 13 WSIB Claims 36 33 28 32 10 33 32 (total Medical Aids and Lost time Incidents) % of Staff Unionized - OMBI 61.57% 60% 63% 65% 65% 65% 65%

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Combined Quarterly Update 2020 Major Initiatives Operational Capital Total Budget Cost Budget Budget

(year) Cost (year) Cost (year) 1. Accountable Management and Staff. $15,000 $15,000 Internal Staff Time 2. Commitment to employee safety & wellness. $43,500 $68,500 $25,000 (Internal Staff Time) 3. Innovation & Continuous $35,000 $35,000 Improvement. (Internal Staff Time) 4. Managing Workforce Risk. $30,000 $10,000 $40,000 (Internal Staff Time)

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Estimated 2020 Major Initiatives Program Budget Project Description Budget Outcome (Operational & Owner) Pressure Category Cost (year) 1. Accountable Management  Evaluate current employee $15,000 Performance Reviews Maintain Service and Staff. In order to performance appraisal (internal staff) Q3 -Q4 deliver a lean forms Design Forms, project organization, we need to  Enhance performance plan, Q3 optimize productivity and reviews for all employees, measure performance. setting performance HR will lead the standards and investigation of current communicate performance processes and the expectations. Q1 – Q3. implementation of an Monitor, coach and automated performance evaluate performance. Q4. management system and  Investigate using current processes for all staff, software functionality with the goal of  Provide training on optimizing individual performance management performance which  Add automation to the includes recognition of process with an end goal to achievements. transition to a paperless process

Owner: HR Supervisor HRMS & Project Coord.

Assisted by: Retention Specialist HR Generalist HR Clerk

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Estimated 2020 Major Initiatives Program Budget Project Description Budget Outcome (Operational & Owner) Pressure Category Cost (year) 2. Commitment to employee  Extend the pilot for the $35,000 Early Intervention Service Initiative safety and wellness. early intervention program (Service Program The County is committed at Brucelea Haven to allow provider) Brucelea Haven to delivering a for a longer pilot program $5,000 extended for six comprehensive for results to gage the (internal staff) months then re- occupational health and success of the program. evaluated based on safety program providing Before transitioning to a results. a safe, healthy and permanent year-round injury-free work program. Initially the environment for staff. program was going to be This includes delivering a piloted in both locations comprehensive safety for a six-month period. It program, ergonomic was determined that six program, wellness months did not provide program and mental enough data to measure health program to address the success of the the growing number of program. employee-related issues in these areas.  Deliver New Supervisory Continuation to deliver Maintain Services Owner: Manager, Health & Health & Safety & HR $15,000 up-dated Supervisory Safety training to include all (Internal staff) Training to supervisory staff Q2 to Q4. Supervisors. Assisted by: Employee Relations &  Mindfulness Program – $8,000 Mindfulness Program – Wellness Specialist Portal Development which (Service deliver two cohorts Maintain Service HR Generalist includes specific sections provider) Q2 & Q3 HR Generalist & Retention for Paramedics and Long- $2,500 Specialist Term Care related to (Internal staff) nature of business.

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Estimated 2020 Major Initiatives Program Budget Project Description Budget Outcome (Operational & Owner) Pressure Category Cost (year)

3. Innovation and Continuous Identify, track and $10,000 Identify and Maintain Service Improvement. These are measure additional key HR (internal staff) implement internal HR key elements in the metrics in order to easily KPI’s to reach specific County’s corporate share them with leaders to corporate goals and explorer culture. drive operational decisions provide insights to Creating a culture of through people, data and leaders. innovation and risk taking insights. includes making continuous improvement and innovation in a more visible, systemic and measurable manner  Utilize new survey tool launched 2019 Q4 to Owner: collect and enhance $15,000 Utilize new survey tool HR Supervisor employee feedback. On (Internal staff) in different manners HRMS & Project Coord. Boarding and a Off to collective and Boarding Survey through enhance employee Assisted by: the Qualtrics Software feedback. Retention Specialist HR Generalist HR Clerk

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Estimated 2020 Major Initiatives Program Budget Project Description Budget Outcome (Operational & Owner) Pressure Category Cost (year) 4. Managing Workforce Risk.  Continue to lean HR $10,000 Formalize processes Maintain Services Build a stable foundation to Processes reviewing (Avanti Eliminate duplicate manage the day to day HR opportunities for upgrades) accounts functions. automation / Avanti clean-up efficiencies of payroll / $10,000 and human resources i.e. (internal staff) forms and reports

 Complete audit of Job Fulsome inventory of Descriptions/Job $10,000 all County Job Maintain Services Information (Internal Staff) Descriptions and Job Owner: Questionnaires Evaluation Information Payroll Supervisor Compensation & Benefits  Complete the audit and Coordinator updating of HR policies $10,000 Maintain Service HR Supervisor (Internal Staff)

Assisted by: HRMS & Project Coordinator HR Clerk

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Estimated 2020 Major Initiatives Program Budget Project Description Budget Outcome (Capital) Pressure Category Cost (year) 1. Managing Workforce Automation $10,000 Leaner Processes Maintain 2. 3.

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Key Performance Indicators Index: Key Performance Indicators Description Turnover Rate Turnover is calculated by: Total Number of employees who left the company (quit, retired, terminated) Total number of employees on the payroll X 100 =Turnover rate This is a new KPI for 2014 developed for this report Full-time Equivalents The definition of FTE (full time equivalent) is the number of working hours that represents one full-time employee during a fixed time period, such as one year. FTE simplifies work measurement by converting work load hours into the number of people required to complete that work.

The number of FTE needed = workload hours / the working hours of 1 FTE in our organization Headcount The total number of staff employed by the County or vacant roles, within any of the employment classification categories.

Lost Time Injury Frequency Rate LTIFR refers to Lost Time Injury Frequency Rate, the number of lost time injuries (LTIFR) occurring in a workplace per 100 Workers per year. An LTIFR of 7, for example, shows that 7 lost time injuries occur on a jobsite per 100 workers per year. Formula: # of Lost-Time Injuries x 200,000 Total Hours Worked

Note: Based on 2018 WSIB Statistical report an employer offering similar services would be expected to have an LTIFR of 2.4.

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Key Performance Indicators Description Sick Time Paid The County is committed to enhancing the wellness and well-being of its staff. #LTD Claims Workplace wellness and productivity go hand in hand as workforce well-being generates higher levels of employment engagement, in turn leading to better performing workplaces. Tracking non-work-related Long-Term Disability claims with assist with this wellness and productivity measure. Currently we track total sick time paid, however, do not report on number of long-term disability claims paid. Actuals are reporting only the claims report as of last quarter. WSIB Claims The total of Medicals Aids + Lost Time Incidents = Total WSIB Claims (total Medical Aids and Lost Time Incidents)

% of Staff Unionized-OMBI We don’t anticipate a large change in the amount of unionized staff within the County in the next 2 years.

Notation: Ergonomics – the matching of the workplace to the worker to minimize or prevent injury – has become a focus for regulators as well as employers in Ontario. In 2018 the MOL announced an ergonomics initiative that specifically targets the municipal sector to ensure that appropriate ergonomic programs are in place to minimize or eliminate musculoskeletal injuries in the workplace.

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Department: Human Services Strategic Priorities: 1. Find Creative new ways to engage our public: through focusing on making the County accessible to people through access to information. 2. Eliminating our own red tape: through focusing on the internal and external customer/client first. 3. Explore alternate options: to improve efficient/services through elimination of duplication of services among departments and our communities. 2020 Bruce County Business Plan - Key Performance Indicators: 2015 2016 2017 2018 2019 2019 2020 Indicator Actual Actual Actual Actual Budget (Q2) Budget Average length of time that clients receive 23 27 22 26 25 25.6 25 social assistance

Cost of a subsidized child care space (annualized $4,737 $4,803 $4,729 $5,362 $5,453 $5,655 $5,972 and weighted based on age)

Number of immediate actions for 2020 20% 30% 30% 44% 50% 50% 100% completed from the Housing & Homelessness Plan Update

Number of available regulated child care spaces 154 193.53 181.20 194.51 194 201.27 211 per 1,000 children (age 0 – 12)*

Number of households receiving social 623 605 594 575 601 551 580 assistance

Number of business days from screening to 7.4 5 5 4 4 3 4 financial eligibility decision

Percentage of available child care spaces 13% 10% 10% 10% 11% 9% 10% subsidized

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2015 2016 2017 2018 2019 2019 2020 Indicator Actual Actual Actual Actual Budget (Q2) Budget Percentage of capital priorities delivered on 84% 88.2% 100% 83.3% 89.5% 100% 92% time

Percentage of capital priorities delivered on 84% 88.2% 94.1% 93.3% 85.5% 92% 85% budget

Percentage of caseload exiting to employment 1.56% 1.77% 1.57% 1.73% 1.78% 1.48% 1.78% (New Indicator in 2020) Percentage of caseload with employment 15.28% 20.88% 19.41% 20.35% 20.96% 18.08% 20.96% earnings (New Indicator in 2020) Percentage of waiting list housed annually 57% 43% 30% 27% 36% 20% 40%

*Bruce County Child Population (ages 0-12) according to 2016 census data was 9, 475. Value represents spaces per 1, 000 children.

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Combined Quarterly Update 2020 Major Initiatives Operational Capital Total Budget Cost Budget Cost Budget Cost

(year) (year) (year) 1. Social Assistance Business $71,500 $71,500 Practices Transformation 2. Increasing Access to Affordable $97,830 $97,830 Housing 3. Kincardine Housing Build $26,000 $11,962,723 $11,988,723

4. Increasing Access to Quality $36,400 $36,400 Child Care 5. Structural Balcony Repairs $14,000 $175,000 $189,000

6. Doors, Windows, Siding $61,074 $763,437 $824,511 replacements 7. Common area Flooring $16,976 $212,198 $229,174 Replacements 8. Life Safety Improvements $34,256 $428,200 $462,456

9. Mechanical Systems Upgrades $8,450 $169,000 $177,450

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Program Estimated 2020 Major Initiatives Budget Project Description Budget Outcome (Operational & Owner) Pressure Cost (year) Category 1. Social Assistance In the April 2019 Provincial Budget, Protecting What ERS Tool= Phase 1 – Q1 Service Business Practices Matters Most, the Government of Ontario reaffirmed its $1,300 Phase 2 – Q1-Q4 Initiative Transformation commitment to implementing social assistance reforms Phase 3 – Q3-Q4 that were announced in November 2018. Changes are Internal Staff Phase 4 – Q4- Owner: Income and expected and understood at a strategic level, although the Time = 2021 Employment Supports specific extent and impacts are unknown at this time. $70,200 Manager, Income Support Through the implementation of provincial changes, in To align business Supervisor, and key staff Total= alignment with Bruce County Strategic priorities, staff will practices with $71,500 continue to focus on human services integration, improving new provincial daily service delivery, and reducing administration while requirements optimizing value to social assistance clients remains the while optimizing priority. value to our clients. The work will be undertaken in the following phases: Phase 1 – Modernization of services, using technology to improve business practises, beginning with implementation of reloadable payment cards (RPC). Phase 2 – Strengthen focus on outcome-based program delivery & meeting service targets tied to provincial funding. For example, by piloting implementation of an Employment Readiness Scale (ERS) client assessment and support tool. Phase 3 – Prepare for provincial implementation of broad Employment Ontario Transformation beginning in 2021. Phase 4 - Evaluation to confirm that changes are having the expected positive impact and to learn of and mitigate any unexpected negative outcomes which may have occurred.

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Program Estimated 2020 Major Initiatives Budget Project Description Budget Outcome (Operational & Owner) Pressure Cost (year) Category 2. Increasing Access In 2019 Council approved the Housing & Homelessness Plan Phase 1 = Phase 1 – Q1-Q3 Council to Affordable 2019-2023. The updated plan reflects the previous $5,000 Phase 2 – Q2-Q4 Priority Housing direction, set in the Bruce County Long Term Housing Phase 3 – Q1-Q4 Strategy 2013-2023 while introducing awareness of Phase 2 = Owner: Housing Services particular issues that are emerging in Bruce County. $60,000 Manager and Key Staff The plan outlines specific actions and timelines. In 2020, Phase 3 = staff will undertake the necessary work on specific action $5,000 related to increasing the access to affordable housing stock, which will include collaborating with stakeholders; Internal Staff better understanding the needs of Youth & Indigenous time = groups; increasing housing support options and developing $27,830 a coordinated system with strong partnerships. Total = The work will be undertaken in the following phases: $97,830 Phase 1 - Collaborate with Planning & Development to develop tools and strategies to increase affordable housing stock in partnership with key stakeholders. Phase 2 - In partnership with the YMCA of Owen Sound Grey Bruce, develop and conduct a research project to identify best practices to prevent and deter youth homelessness. Phase 3 - Continue to partner with community agencies including the local health services to develop a coordinated access system and opportunities to explore supportive housing options.

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Program Estimated 2020 Major Initiatives Budget Project Description Budget Outcome (Operational & Owner) Pressure Cost (year) Category 3. Kincardine In 2019 the Kincardine Housing Build initiative was Internal Staff Phase 2 -Q1 –Q4 Council Housing Build launched with four phases, Phase 1 – Planning & Design Time = Phase 3 – Q3 -Q4 Priority work being completed in 2019. The balance of the Phases $26,000 Phase 4 – Q4 2; 3; and 4 of construction; inspection; and tenant Owner: Housing Facilities occupancy planned to occur in 2020. Capital Manager; Key Housing Project Facilities Staff and The specific work to occur in each phase outlined as Budget = Housing Services Staff follows: $11,962,723 Phase 2 – Construction will be the longest phase of the project, lasting approximately 18 months; launch in fall of Total = 2019. The detailed timelines will be scoped based on the $11,988,723 Design and Tender results. Phase 3 – Inspection will occur periodically throughout the construction phases as per the Design Consultant Schedule, with final inspections occurring at project closeout in Q3 to Q4 of 2020. The detailed timelines will be scoped based on the Design and Tender ready documents in Phase 1. Phase 4 – Tenants will occupy the building late 2020. Housing Services staff will provide support and assistance to tenants that will be moved from existing stock to the new stock. Staff have been providing communication to impacted tenants and will continue to do so through the length of the project.

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Program Estimated 2020 Major Initiatives Budget Project Description Budget Outcome (Operational & Owner) Pressure Cost (year) Category 4. Increasing Access In 2019, Council approved the Child Care and Early Years Internal Staff Phase 1 – Q1-Q2 Council to Quality Child Service System Plan for 2019-2024. Based on caregiver and Time = Phase 2 – Q2-Q3 Priority Care community feedback, a key area of focus is increasing $36,400 Phase 3 – Q4 access to quality, child care programs in Bruce County. Owner: Children’s Fundamental to this initiative is the recruitment and Services Manager and retention of Registered Early Childhood Educators (RECEs). Key Staff

In 2020, staff will move forward on strategies to increase the number of child care programs as outlined in the following phases:

Phase 1 - Collaborate with key stakeholders to develop strategies, action plans, processes, supports and promotional materials to recruit RECEs and support new and existing child care programs. Phase 2 - Implement action plans, supports and promotional strategies. Phase 3 - Ensure mechanisms are in place to measure results and seek ongoing feedback from key stakeholders.

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Program Estimated 2020 Major Initiatives Budget Project Description Budget Outcome (Capital) Pressure Cost (year) Category 5. Structural Balcony Repair balconies at 50 Park St. Ripley, 52 Maria St. Contract Tender Q2. Maintain Repairs Tara, 286 Albert St. Paisley. Budget= Construction Service $175,000 Q2 - Q3 Owner: Housing Facilities Internal Staff Manager Time = $14,000 6. Window, Door, Replace windows and doors at 510 Wellington St. Contract Tender Q1 Maintain siding Replacements Port Elgin, Phase 6 539 Ivings Dr. Port Elgin, Patio Budget= Construction Service Doors at 920 Old Durham Rd. $763,437 Q2-Q4. Owner: Housing Facilities Internal Staff Manager Time $61,074 7. Common Area Replace flooring in all common areas at 621 Mary Contract Tender Q1 Maintain Flooring St. Wiarton Budget= Construction Service Replacement $212,198 Q2 - Q3 Internal Staff Owner: Housing Facilities Time $16,976 Manager 8. Life Safety Replace Fire Alarm Systems at 915 Huron Terrace Contract Tender Q2 Legislative Improvements Kincardine, 81 2nd St., 83 2nd St, and 59 4th St., Budget= Construction Requirement Chesley $428,200 Q3 -Q4 Owner: Housing Facilities Internal Staff Manager Time $34,256.00

9. Mechanical Systems Replace Electric Make Up Air System, Domestic Hot Contract Tender Q2 Energy Upgrades Water and Laundry with Propane Fired equipment Budget= Construction Savings $169,000 Q2 - Q3 initiative Owner: Housing Facilities Internal Staff Manager Time $8,450.00

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Key Performance Indicators Index: Key Performance Description Indicator Average length of The calculation is based on the average length of time that clients receive social assistance in months. time that clients receive social assistance Full Day equivalent is weighted based on the age of the child and converted into the number of normalized subsidized spaces: School Age = 1.00 Preschool = 1.50 Cost of a subsidized Toddler = 3.00 child care space Infant = 4.50

The gross fee subsidy which includes parent fees is then divided by the normalized number of subsidized spaces Number of The number of actions is counted from the work plan which lists a status on each immediate action from the Housing & Homelessness Plan Update. immediate actions The total actions complete are divided by the total actions to arrive at the percentage of actions completed. for 2020 completed from the Housing & Homelessness Plan Update Number of available Total Regulated Spaces is the number of licensed spaces in child care centres, nursery school and Bruce County Home Child Care Program divided regulated child care by the 0-12 population in Bruce County, based on 2016 Census Data. spaces per 1,000

Number of The number of households receiving social assistance is a data count. Currently the data is manually corrected from CRS100M Integrated Case households receiving Summary Report in SAMS. social assistance

Number of business The number of business days from screening to financial eligibility system is generated based on a count of each individual applicant divided by the days from screening total number of applicants. to financial eligibility decision

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Percentage of This number uses the total number of fee subsidy spaces (child care program, nursery school and home child care) divided by the number of available child care licensed spaces. spaces subsidized Percentage of The number of capital priorities delivered on time is counted from the project list in which each project has a status of on time or not. The total capital priorities projects on time are divided by the total projects to arrive at the percentage of projects delivered on time. delivered on time

Percentage of The number of capital priorities delivered on budget is calculated from the project list in which each project has an approved budget. The total capital priorities projects on budget are divided by the total projects to arrive at the percentage of projects delivered on budget. delivered on budget

Percentage of The number represents the average percentage of Ontario Works recipients who exit social assistance to employment, derived by dividing the total caseload exiting to number of clients leaving social assistance because they have found employment by the total number of Ontario Works recipients each month. employment Percentage of The number represents the average percentage of Ontario Works recipients who have employment earnings while receiving social assistance caseload with (earning limits are set provincially), derived by dividing the total number of clients receiving earnings from employment by the total number of employment Ontario Works recipients each month. earnings Percent of waiting The percent of the waiting list housed annually is calculated by dividing the total number of applicants housed by the total number of applicants list housed annually on the waiting list annually. It requires that interim reports be provided based on projections of the number of applicants to be housed, divided by the total number of applicants on the waiting list, in the remaining months of any year.

Housing Facility staff Housing Facility staff hours include, but not limited to, the following: reviewing or creating documents; posting, and coordinating tenders; fielding hour estimations are phone calls/emails (from consultants, tenants, manufacturers, contractors; co-ordinating meetings and entry to units; travel; time on-site during based of three construction (meetings, in units, reviews, etc.); processing draws; requesting lien searches; investigating incentives. To estimate the amount of defined categories of staff hours required, all of planned/tendered capital work is estimated based on three categories. work: 1. Regular Unit Entry – projects that involve regular work carried out within the occupied units. These projects typically require the most amount of coordinating as we are required by law to give at least 24 hours’ notice before entering a unit. It is also a BCHC policy to have a 1. Regular Unit staff member present when a contractor is doing work within a unit when the tenant is not home. This type of work is estimated to require Entry staff time that is 3.5% of the total budgeted amount. 2. Non-Unit Entry

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3. Plans 2. Non-Unit Work – projects that involve little to no work carried out within the occupied units. These typically include work done in service areas, common areas and exterior. Contractor is able to perform the work without staff members present. This type of work is estimated to require staff time that is 3% of the total budgeted amount. 3. Plans – projects that involve the preparation of plans for the following year. Plan budgets are nominal compared to construction budgets but still require significant staff time for coordination, identifying scope of work and review. This type of work is estimated to require staff time that is 20% of the total budgeted amount.

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Department: Library Strategic Priorities: 1. Leverage technology. Continue to enhance services to meet the needs of tech-savvy visitors. 2. Find creative new ways to engage our public. Continue to enhance programming opportunities to reflect the current and changing needs of our communities. Adapt our marketing to reach current and potential members. Find new partnerships. 3. Explore alternative options to improve efficiency, services. Find ways to add services that provide convenience for the public.

2020 Bruce County Business Plan - Key Performance Indicators: 2019 to date 2015 2016 2017 2018 2019 Indicator (Quarterly 2020 Budget Actual Actual Actual Actual Budget Update) Staff-led programs held 2,487 1,362 1,545 2,607 2,300 2,058 2,400 Program participation number 19,896 10,856 16,897 23,275 22,000 19,019 23,000 Electronic Database use (# of sessions) 5,474 6,703 12,588 6,742 12,000 6,847 10,500 Active library members 25,952 25,424 28,319 28,234 25,000 26,149 25,500 Circulation of physical items 439,483 457,627 430,064 429,261 430,000 313,287 420,000 Circulation of online resources (eBooks & 50,228 58,912 62,593 75,740 70,000 64,659 75,000 eMagazines) Visits to the library website and online catalogue 199,783 205,998 238,901 282,215 300,000 237,848 305,000

Followers on social media 2,237 2,966 3,656 4,065 4,200 4,432 4,500 Staff training hours in current technologies 263 234 228 320 320 155 300

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Combined Quarterly Update 2020 Major Initiatives Operational Capital Total Budget Cost Budget Budget

(year) Cost (year) Cost (year) 1. Bookmobile Phase 4 $12,000 $25,000 $37,000 Consultant (Transfer for to Bookmobile Reserves) (From Reserves) 2. Marketing Strategy Phase 3 $5,400 0 $5,400 Promotional advertising

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Estimated 2020 Major Initiatives Program Budget Project Description Budget Outcome (Operational & Owner) Pressure Category Cost (year) 1. Bookmobile - Phase 4 The bookmobile will be a The bookmobile Service Initiative large multi-year project. $12,000 project will allow us to Owner: Library Director, Phase 4 will involve external Consultant deliver library services Assistant Director, fundraising by reaching out for to areas and residents Communications to community partners, Bookmobile who don’t currently Coordinator, Library businesses and service from have convenient Frontline staff groups. Reserves access to a library branch. BCPL Strategic Priority: We $25,000 will sell our ideas – plan and Transfer to Expected completion invest for large future capital Q4 projects Reserves County Strategic Priority: Explore alternate options to improve efficiency and service Support Corporate Initiative: Lean process Communication Strategy

2. Marketing Strategy - The marketing strategy has $5,400 The marketing Maintain Services Phase 3 been finalized based on Promotional strategy will help us to Service Initiatives demographic and market advertising increase engagement, Owner: Library Director, data. Profiles have been awareness of library Assistant Director, Library created for each services, and Supervisors, Communications municipality with suggestions membership across the Coordinator on how to target non-library county through user groups. targeted marketing.

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Estimated 2020 Major Initiatives Program Budget Project Description Budget Outcome (Operational & Owner) Pressure Category Cost (year) Expected completion Q4

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Estimated 2020 Major Initiatives Program Budget Project Description Budget Outcome (Capital) Pressure Category Cost (year) 1. 2. 3.

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Key Performance Indicators Index: Key Performance Indicators Description Staff-led programs Programs consist of weekly programs like story time or baby time, special programs like an author visit, technology training, and community development such as outreach at Fall Fairs or partnered programs with community groups. Staff will count number of programs held.

Program participation Total participation in library programs by the public at all branches or at outreach events. Staff will count number of participants at programs.

Electronic database use Data collected through vendor site statistics. Counts sessions/logins for all online resources.

Active library members Counts of members with cards that have not expired. Report generated from Integrated Library System (ILS).

Circulation of physical items Counts number of physical items circulated (books, DVDs, audio books). Report generated from ILS. Circulation on-line resources (eBooks Counts number of items checked out on-line via our eBooks/eAudiobooks catalogue and and eMagazines) eMagazines collection. Data collected through vendor site statistics.

Total circulation Counts number of physical items circulated as well as circulation of on-line resources. Report from ILS and eBook vendor (OverDrive).

Visits to our website and online Counts number of visits. Data collected from web statistics. catalogue

Followers on social media (Facebook, Counts number of followers on Twitter and Instagram and Facebook. Data collected from Twitter, Instagram) social media statistics reports.

Staff training hours in current Counts number of paid hours spent on training staff in current library technologies. technologies Supervisors will report on number of hours spent attending training each month.

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Department: Health Services Strategic Priorities: 1. Find creative ways to engage our public. Make the county fully accessible to people through access to information. Engage in cross- departmental streamlining – specialize in the solution, not the department. 2. Explore alternate options to improve efficiency and service. Develop a system for measuring our processes and their successful desired outcome. Look for economy of scale or shared services among our departments and our communities. Coordinate working with other agencies. 3. Develop Key Performance Indicators (KPIs) that are meaningful and report on them. Set measurable goals and evaluate against them. Build in accountability and evaluation mechanisms. 4. Eliminate our own red tape. Focus on the internal and the external customer / client needs first and eliminate all duplications of services and data. 2019 Bruce County Business Plan - Key Performance Indicators: 2018 2019 2015 2016 2017 2019 2020 Indicator Actual (Q2 or to Actual Actual Actual Budget Budget date) How many municipal bed days are available? 89,060 89,060 89,060 89,060 89,060 44,530 85,865 Percentage of Occupancy rates based on 99% 97% 99% 98.11% 99% 96.88% 96.15% maximum 244 Long Term Care residents in County of Bruce. Number of Residents on combined waiting lists 70 54 73 92 70 76 75 How much does it cost on average to provide one $217.94 $218.39 $220.22 $225.95 $223.00 $267.31 $267.31 long-term care bed in LTC in Bruce County per day (County res/day Contribution) ($30.71) ($28.45) ($29.03) ($30.15) ($32.00) ($70.86) ($70.86) How satisfied are residents with municipal Long 90% 99.5% 95% 95.2% 95% 95.2% 90% Term Care Services.

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Publicly Reported Indicators as published by CIHI and HQO for LTC Homes. MOHLTC typically publishes its quarterly performance indicators twelve weeks after the end of each quarter

Indicator 2015 2016 2017 2016-2017 2018 2019 2020 Actual Actual Actual Provincial BLH Q3 Projected BLH Q4 BLH Q4 BLH Q4 Averages GWH BLH BLH GWH Q4 GWH Q4 GWH Q4 GWH GWH Percentage of residents who 15.1 % 15.1 % 17.7 % 15.3% 16.1% 15.0 % had a recent fall 15.3 % 14.8 % 21.0 % 15.6 % 18.9% 15.3% 15.0% Percentage of residents who 5.7 % 5.7 % 4.5% 6.9% 6.4% 4.0 % had worsening pressure ulcer 2.9 % 2.9 % 5.4 % 2.7 % 5.2% 5.2% 2.7% Stage 2-4 Physically Restrained Daily 19.6 % 19.6 % 15.2 % 11.1% 8.6% 6.0 % 8.0 % 6.3 % 5.8 % 5.3 % 2.0% 4.8% 5.3% Percent of Residents with 44.2 % 44.2 % 33.4 % 26.4% 23.7% 25.0 % Worsening bladder control in 18.4 % 17.9 % 18.2 % 17.2 % 21.7% 22.6% 17.2% 90 days Potentially Avoidable N/A N/A 3 N/A 9.4 10.4 5 Emergency Room Visits N/A N/A N/A 5.8 5.6 5 Potentially Inappropriate use of 27.8 % 27.8 % 26.3 % 17.1% 18.1% 19.0% antipsychotics 25.7 % 19.0 % 19.0 % 21.0 % 16.5% 14.7% 19.0%

Improved physical functioning 34.6 % 34.6 % 24.0 % 31.4% 32.0% 35.0% 3 indicators averaged 20.6 % 19.4 % 20.5 % 18.8 % 29.0% 26.2% 20.0% Worsened Physical functioning 44.2 % 44.2 % 44.7% 39.4% 44.6% 36.0 % 3 indicators averaged 32.6 % 31.8 % 16.3 % 24.7 % 34.8% 38.2% 30% Experiencing Pain 19.1 % 19.1 % 3.6 % 3.5% 3.4% 3.4 % 10.5 % 10.5 % 9.0 % 6.2 % 5.8% 11.6% 10.5% Experiencing Worsening Pain 10.9 % 10.8% 22.2 % 16.0% 14.9% 12.0 % 10.6 % 10.4 % 7.6 % 10.0 % 7.5% 7.7% 10.0% Worsening Depressive Mood 30.4 % 30.4 % 27.9 % 28.9% 39.7% 23.0 % 24.3 % 22.7 % 22.4 % 23.3% 25.7% 26.2% 25.0%

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Combined Quarterly Update 2020 Major Initiatives Operational Capital Total Budget Cost Budget Cost Budget Cost

(year) (year) (year) 1. Standardize operations across $140,000 $140,000 both Homes ensuring legislative Brucelea requirements are achieved and sustained. 2. Implement a stakeholder $338,600 $579,600 relations plan to regain (Brucelea) community, staff and MLTC trust $241,000 and confidence in Bruce County (Gateway) LTC services. 3. Implement an absenteeism $30,000 $30,000 program that promotes a healthy (Internal Staff workplace and “coming to work”. Time) 4. Achieve removal of cease of Assumption admission order at BLH and reflected in implement successful Budget for readmission plan to restore BLH Brucelea to full occupancy. Haven resident payments that re- admission will begin in Q1.

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Program Estimated 2019 Major Initiatives Budget Project Description Budget Outcome (Operational & Owner) Pressure Cost (year) Category 1. Standardize operations 1. Policy and procedures educated and $140,000 Q2 Implementation Maintain across both Homes implemented with regular review Brucelea of New Services ensuring legislative schedule assigned. Requirement requirements are 2. Quality Program implemented. Schedule for achieved and 3. Reporting structure that achieves Nursing Staff at sustained. transparency and risk management Brucelea Haven implemented. and to return Owner: 4. Staffing plan consistent across both budget to full staff Long Term Care Homes Homes that ensures regulatory compliment Administrators; requirements. Q2 Review and Management 5. Resident centred care and services propose Consultant approach implemented. Requirement Schedule for Gateway Nursing Complement to be implemented in Q3

2. Implement a 1. Achieve Compliance and maintain in $338,600 Sustainable Council stakeholder relations “good” standing rating with MLTC. (Brucelea) Environment to Priorities plan to regain 2. Increase waitlists. $241,000 meet all Ministry community, staff and 3. Increase staff engagement. (Gateway) Regulations and MLTC trust and 4. Recruit and retain qualified staff. Guidelines confidence in Bruce 5. Positive media relations. County LTC services. 6. Improve community trust through transparency and engagement. Owner: 7. Ensure the active engagement of Long Term Care Homes Councils in both Homes with a focus on Administrators; this is “Home”. Management Consultant 8. Increase use of volunteers.

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Program Estimated 2019 Major Initiatives Budget Project Description Budget Outcome (Operational & Owner) Pressure Cost (year) Category

3. Implement an 1. Collaborate with Human Resources to 30,000 Q1 Begin to Maintain absenteeism program assess current absenteeism plan. (Internal Explore options Services that promotes a healthy 2. Explore options. Staff Time) with the intent that workplace and “coming 3. Educate Administrators and department Human Resources to work”. managers on implementation of plan. would report back 4. Educate staff and engage Unions in to committee in Q4 Owner: healthy workplace strategies. with an action plan. Long Term Care Homes 5. Establish benchmarks for analytics and Administrators; HR reporting. Director 6. Implement regular follow up to ensure Homes are fully staffed.

4. Achieve removal of 1. Attain compliance with all MLTC Orders. Assumption Q1-Q2 Implement Provincial cease of admission 2. Create readmission plan – 3 residents reflected in of readmission plan Legislation order at BLH and per week. Budget for at Brucelea Haven implement 3. Establish readmission team to ensure Brucelea successful safe, effective care and services to all Haven readmission plan to residents and their families. resident restore BLH to full 4. Monitor resident and family satisfaction. payments occupancy. that re- Owner: admission Long Term Care Home - will begin in BLH Administrator; Q1. Management Consultant

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Estimated 2019 Major Initiatives Program Budget Project Description Budget Outcome (Capital) Pressure Category Cost (year) 1. Automatic Door To meet AODA requirements $50,000 Meet AODA Maintain Services Openers for Balcony for accessibility requirement Doors – Gateway Haven

2. Dietary Menu System to provide visible $10,000 Addressing Resident Maintain Services Management System menu selections in advance Centered Care – Gateway Haven

Key Performance Indicators Index: Key Performance Indicators Description How many municipal bed days are Compiled by multiplying the number of days in year by 244 the number of LTC beds in available? Bruce County Percentage of Occupancy rates based Compiled by dividing the number of days a year by the number of the 244 County on maximum 244 residents LTC beds occupied Number of Residents on combined CCAC – Community Care Access Centre receives all the applications for LTC Those waiting list applying who indicated BLH or GWH as their preference for placement in LTC are placed on a waiting list. How much does it cost on average to The cost of One LTC bed is determined by taking the total annual operational provide one long-term care bed in expenditure excluding capital divided by 365 days divided by 244 (the number Bruce County per day - residing LTC residents in Bruce County) (County res/day Contribution Annual County Contribution assigned to GWH and BLH is divided by 365 days and divided by 244 LTC County residents How satisfied are residents with Derived and compiled from annual Resident Satisfaction survey including evaluation municipal Long Term Care Services at of all LTC services to residents; The survey is based on MOHLTC quality protocols Brucelea Haven and is an integral part of the MOHLTC annual on-site Resident Care Inspection

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Key Performance Indicators Description Percentage of residents who had a The number of residents who fell divided by the total number of residents X 100 % recent fall Percentage of residents who had The number of residents with pressure ulcers divided by the number of residents worsening pressure ulcer Stage 2-4 whose pressure ulcer has worsened X 100% Physically Restrained Daily Number of residents who in connection with their plan of care require physical restraint daily. This would be prescribed by the physician and in agreement with the resident’s POA Percent of Residents with Worsening The number of residents with bladder control issues divided by the number of bladder control in 90 days residents whose bladder control issues has worsened in the past 90 days X 100% Based on RAI – Resident Assessment Instrument facility collected data Potentially Avoidable Emergency Based on RAI – Resident Assessment Instrument facility collected data; reported to Room Visits and compiled by CIHI Canadian Institute for Health Information- using provincial averages and benchmarks for LTC Potentially Inappropriate use of Based on RAI – Resident Assessment Instrument facility collected data; reported to antipsychotics and compiled by CIHI Canadian Institute for Health Information- using provincial averages and benchmarks for LTC

Improved physical functioning 3 Based on RAI – Resident Assessment Instrument facility collected data; reported to indicators averaged and compiled by CIHI Canadian Institute for Health Information- using provincial averages and benchmarks for LTC

Worsened Physical functioning 3 Based on RAI – Resident Assessment Instrument facility collected data; reported to indicators averaged and compiled by CIHI Canadian Institute for Health Information- using provincial averages and benchmarks for LTC

Experiencing Pain Based on RAI – Resident Assessment Instrument facility collected data; reported to and compiled by CIHI Canadian Institute for Health Information- using provincial averages and benchmarks for LTC

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Department: Museum Strategic Priorities: 1. Develop and implement tactics for improved communication: Effectively use key staff to be involved in operational review advisory groups. 2. Leverage Technology: Work with IT and partners to utilize technology for greater accessibility and relevance of our exhibits, collection, archives and programming & appeal to a wider audience. 3. Find creative new ways to engage our public: continue to develop and seek out innovative programming and exhibit content that engages, educates and entertains our public. 2020 Bruce County Business Plan - Key Performance Indicators: 2015 2016 2017 2018 2019 2019 Indicator 2020 Budget Actual Actual Actual Actual Budget (Q3 or to date) Cost per household for service (40033 households $13.94 $12.44 $12.04 $12.04 $11.50 $8.78 $11.35 2011 Census) # of Memberships 643 619 610 653 700 637 700 # of Community Partners 31 30 36 39 41 37 42 Social Media engagement (fb likes) 1,468 2,015 2,688 3,321 3,800 3,722 4,180 # of total visitors 26,349 23,242 26,688 25,570 27,500 19,788 27,500

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Combined Quarterly Update 2020 Major Initiatives Operational Capital Total Budget Cost Budget Budget Cost

(year) Cost (year) (year) 1. Strategic Plan 2020-2025 $30,000 $30,000 2. Business Systems $3,000 $3,000 3. Museum Archive / Community Wing $0 $0 $0 Expansion Capital Project

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Estimated 2020 Major Initiatives Program Budget Project Description Budget Outcome (Operational & Owner) Pressure Category Cost (year) 1. Strategic Plan 2020-2025 Complete the new strategic Strategic Actionable and Maintain Services plan for the Museum through Plan $30,000 measurable strategic Owner: Director, Business internal & external (funded in plan that focuses on Services Manager (other stakeholder engagement. 2019) community relevance internal & external Review and analyse previous and successful stakeholders) strategic plan and identify outcomes. vision and focus for the next 5 years with new build. Phase 1 – Issue RFP Q1 Funded through the Ministry 2020, Select consulting of Municipal Affairs and firm and start Housing (2019) consultation process Phase 2 – Final plan presented to County Council Q2 2020 2. Business Systems Continue implementation of Annual Continue to improve & Maintain Services the PerfectMind business License enhance service Owner: Business Services system to improve and $3,000 and delivery for our clients Manager, Services enhance customer service internal staff creating more value Supervisor and Visitor whiled providing more value time for our customers. Services Staff to our customers and increasing business Better business intelligence. intelligence of customer base to improve service & program delivery.

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Estimated 2020 Major Initiatives Program Budget Project Description Budget Outcome (Operational & Owner) Pressure Category Cost (year) Phase 1 – Facility Rental (booking tool) completed in 2019 Phase 2 – Ticketing & program registration & POS components Q1 2020 targeted completion end of Q2 2020. Phase 3 – CRM targeted completion Q4 2020

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Estimated 2020 Major Initiatives Program Budget Project Description Budget Outcome (Capital & Owner) Pressure Category Cost (year) 1. Museum Archive / Revise fundraising strategy No Levy Phase 1 – Present Council Priorities Community Wing and financial plan to achieve included in revised options Q1 Expansion Capital Project revised goals. Start capital budget and 2020 campaign. will only Phase 2 – Revise and Owners: Director, Archivist, proceed if implement fundraising Development Officer other strategy ad financial funding plan Q2 2020 sources are Phase 3 – Fundraising achieved Apply Infrastructure Grant Q4 2019, $2million Municipal $15K Q1 County 2020, Speaker event Commitment $17,500K Q3 2020 2018

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Key Performance Indicators Index: Key Performance Indicators Description Cost per household for service (40033 Cost per household is based on annual amortized capital assets. households 2011 Census) # of Memberships Total annual number of memberships January – December.

# of Community Partners Total number of community partners including associations, businesses, sponsors.

Social Media engagement (fb likes) Total number of Facebook likes

# of Total Visitors Total number of visitors (paid and unpaid) to visit the museum.

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Department: Paramedic Services Strategic Priorities: 1. Find creative ways to engage our public. Make the county fully accessible to people through access to information. Engage in cross-departmental streamlining – specialize in the solution, not the department. 2. Explore alternate options to improve efficiency and service. Develop a system for measuring our processes and their successful desired outcome. Look for economy of scale or shared services among our departments and our communities. Coordinate working with other agencies. 3. Develop Key Performance Indicators (KPIs) that are meaningful and report on them. Set measurable goals and evaluate against them. Build in accountability and evaluation mechanisms. 4. Eliminate our own red tape. Focus on the internal and the external customer / client needs first and eliminate all duplications of services and data. 2020 Bruce County Business Plan - Key Performance Indicators:

2015 2016 2017 2019 2019 Indicator 2018 2020 Budget Actual Actual Actual Budget (Q2 or to date) Actual Total paramedic responses per 1,000 population 97 98 102 103 104 51 106 Average length of time from crew notification to P 13:25 P 13:45 P 13:31 P: 13:26 P 13:35 P: 13:44 P 13:35 arrival for Code 3 and 4 calls. L 9:28 L 9:48 L 9:28 L: 9:40 L 9:30 L: 10:00 L 9:30 I 9:07 I 8:46 I 8:37 I: 9:20 I 8:30 I: 9:15 I 8:30 C 10:47 C10:40 C 10:25 C: 10:36 C 10:30 C: 10:46 C 10:30

Length of time from crew notification to arrival for P 24:41 P 24:23 P: 25:20 P: 24:37 P: 24:30 P: 25:29 P 24:30 the highest priority calls – 90th percentile. L 16:39 L 17:20 L: 16:14 L: 16:51 L: 16:45 L: 17:10 L 16:45 I 16:43 I 17:55 I: 15:53 I: 17:59 I: 17:00 I: 17:28 I 17:00 A: 20:53 A:20:28 C: 20:19 C: 20:13 C: 20:30 C:20:43 C 20:30 Cost to provide one hour of ambulance service. $188 $182 $166 $169 $176 $174 TBD Annual compliance with Council approved Meets or Met 3 of Met 3 of Met 4 of Meeting all Meet or exceed Ambulance Response time criteria. Met 5 of exceeds 6 criteria 6 criteria 6 criteria criteria criteria 6 criteria criteria

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Combined Quarterly Update 2020 Major Initiatives Operational Capital Total Budget Cost Budget Cost Budget Cost

(year) (year) (year) 1. Replacement of Two (2) $280,000 Q2 2020 ambulances

2. New Saugeen Shores $3,500,000 – Ambulance Station $4,000,000

3. 2020 Ministry of Health $9,000 (staff Q2 2020 Emergency Services, Service time Review absorbed)

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Program Estimated 2020 Major Initiatives Budget Project Description Budget Outcome (Operational & Owner) Pressure Cost (year) Category 1. 2020 Ministry of Health This is a requirement of the Ministry of Health $9,000 (staff Emergency Services that every 3 years a Ministry of Health time Provincial Review Emergency Services Review Team visits the absorbed) Q2 2020 Legislation County and conducts a review of the operations, policy and service delivery by its paramedics Owner: Paramedic and management. Service Management

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Estimated 2020 Major Initiatives Program Budget Project Description Budget Outcome (Capital) Pressure Category Cost (year) 1. New Saugeen Shores Move forward with plans for $3,500,000 - Q3 2020 Service Priority Ambulance Station building a new ambulance $4,000,000 base in Saugeen Shores for Owner: County Council, present and future expansion Paramedic Services of the service Management

2. Replacement of two As per our fleet replacement $395,850 Q2 2020 Service Priority (2) ambulances schedule two (2) new ambulances to be purchased

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Page 100 of 134 2020 Bruce County Business Plan

Key Performance Indicators Index: Key Performance Indicators Description Total paramedic responses per 1,000 This is the number of responses completed per 1,000 population based on the latest population Statistics Canada census of Bruce County total population of 68,000. This illustrates how many calls the service provider is receiving per capita. For 2015 there were 6,433 patient responding calls divided by 66 for a total of 97 responses per 1,000 population. Census data for 2016 shows a population of 68,000 therefore the 2016 and 2017 numbers are now reflecting this population count. Average length of time from crew This is the average length of time from when a call is received by a crew to when the notification to arrival for Code 3 and 4 ambulance arrives on scene for prompt and urgent calls (code 3 and 4). These statistics are calls obtained directly from the MOH<C ADRS database. These times are reported by the County (indicated with a C) as a whole and then by divisions (whereby P is the ‘Peninsula Hub’ consisting of North Bruce Peninsula, South Bruce Peninsula, and Cape Croker, L is the ‘Lakeshore Hub’ consisting of Saugeen Shores, Saugeen 29, Kincardine, and Huron- Kinloss, and I is the ‘Interior Hub’ consisting of Brockton, Arran-Elderslie, and South Bruce.) Length of time from crew notification to This indicates the 90th percentile of how long it takes from the time a call is received by a arrival for the highest priority calls – crew to when the ambulance arrives on scene for the highest priority calls (Code 4). These 90th percentile statistics are obtained directly from the MOH<C ADRS database. These times are reported by the County (indicated with a C) as a whole and then by divisions (whereby P is the ‘Peninsula Hub’ consisting of North Bruce Peninsula, South Bruce Peninsula, and Cape Croker, L is the ‘Lakeshore Hub’ consisting of Saugeen Shores, Saugeen 29, Kincardine, and Huron-Kinloss, and I is the ‘Interior Hub’ consisting of Brockton, Arran-Elderslie, and South Bruce.) Cost to provide one hour of ambulance This shows the cost per hour to have a Paramedic Service vehicle available to respond to service patient calls. Although the full cost of the service including administrative costs, medical supply costs, building operating costs, supervision and overhead are included only the hours that vehicles are available for service are used. As salaries and wages, fuel and other costs increase, this measure will also trend upward. In our case vehicles (including the Shift Superintendents) are available for 64,740 annual hours. As an example for 2017 you take the total expenditures of $10,740,203 divided 64,740 hours for a total cost per hour of $166. For 2018, the total expenditures are estimated in the budget at $10,978,073.

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Page 101 of 134 2020 Bruce County Business Plan

Department: Planning and Development Strategic Priorities: 1. Develop and implement tactics for improved communications. 2. Find creative new ways to engage our public. 3. Find creative new ways to involve all staff in our future. 4. Eliminate our own red tape. 5. Explore alternate options to improve efficiency and service. 6. Stimulate and reward innovation and economic development. 7. Coordinate concerted efforts to advance our agenda. 8. Develop key Performance Indicators (KPIs) that are meaningful and report on them.

2020 Bruce County Business Plan - Key Performance Indicators:

2015 2016 2017 2018 2019 Actual 2020 Indicator Actual Actual Actual Actual Q2 Budget

Applications Processed, Peninsula 77 79 51 78 39 78 Applications Processed, Lakeshore 84 117 112 125 51 125 Applications Processed, Inland 65 91 95 90 55 90 Lot/Unit Creation 129 149 271 299 80 300 (Consent/Subdivision/Condo Units) Commercial Assessment Growth $523 M $544 M $565 M $580 M $584 M $650 M Business Inquiries 446 278 200 257 200 350 Business Consultations 297 178 162 214 86 300 1,416,585 1,400,830 576,878 854,412 479,547 1,750,000 Marketing (Website / Social Media) views views views views views views 4,211 +SM 2,200 +SM 49,147 SM 55,553 SM 55,748 SM 65,000 + SM 44 / 24 / 26 / 41/ 36/ 40/ STB Grants Total / Leverage $ $453,036 $220,257 $633,024 $402,403 $430,548 $750,000

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Page 102 of 134 2020 Bruce County Business Plan

2015 2016 2017 2018 2019 Actual 2020 Indicator Actual Actual Actual Actual Q2 Budget

Adventure Passport Submissions 3770 2422 3512 2639 1316 n/a Business Starts via Client Support 21 22 32 32 12 65 Jobs Created via Businesses 28 28 36 78 19 70 Supported

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Page 103 of 134 2020 Bruce County Business Plan

Combined 2020 Major Initiatives Operational Capital Quarterly Update Total Budget Cost Budget Cost Budget Cost

(year) (year) (year)

1. PLAN the Bruce County Official Plan $50,000 Nil $50,000 2. A. Foundational Work to advance Guiding Principles (2020) $20,000 $20,000 B. ‘New” County Official Plan (2020/2021) (existing Nil (existing 3. $110,000) $110,000)

2. Community Development – Bruce $10,000 $10,000 Nil 3. County Regional Strategy (existing) (existing)

3. Project Innovate – Energy Supercluster 4.

Bruce Innovates: Foundational $35,000 Nil $35,000 Hydrogen Project (existing) (existing)

$70,000 $70,000 4. Workforce Attraction Strategy Nil (existing) (existing)

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Page 104 of 134 2020 Bruce County Business Plan

Estimated Program Budget 2020 Major Initiatives Project Description Budget Outcome Pressure Category (Operational & Owner) Cost (year)

1. PLAN the BRUCE Highlighting the 2019 work from the Council Priority County Official Plan Bruce GPS – 8 Guiding Principles form the Discussion Papers to the new OP. Provincial Legislation

A. Foundational Work 1: Guiding Principle #3: To support Planning staff / Q1 2020 Discussion to advance Guiding our key economies, including Resources from Paper with policy Principles (2020) supporting a thriving agricultural 2019 LEAR framework and community. Project mapping of Agriculture and Owner: Land Use PLAN the BRUCE: Agriculture Rural lands Planning with support presented. from other To develop a new policy framework Departments for the Agriculture/Rural lands including mapping LEAR Study. Additional industry specific policies developed with Official Plan work.

2: Guiding Principle #2: To increase Planning Staff Q1 2020 Discussion the supply and mix of homes. with support Paper with policy from Human framework PLAN the BRUCE: Homes Services presented. Department Work with Human Services to advance a policy framework that supports both the Long-Term Housing Strategy (2013-2023) and the Housing and Homelessness Plan Update (2019-2023) integration in the Official Plan.

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Page 105 of 134 2020 Bruce County Business Plan

Estimated Program Budget 2020 Major Initiatives Project Description Budget Outcome Pressure Category (Operational & Owner) Cost (year)

3: Guiding Principle #1: To put $50,000 Q2 2020 Consultant growth in the right locations with the Report Presented right services. that will provide a strategy to inform PLAN the BRUCE: Good Growth policy direction and mapping in multiple Consultant lead Population, areas in the New Employment and Growth Official Plan. Management Plan to develop a growth forecast and management strategy for Bruce County, including 25-year forecasts.

4: Guiding Principle #8: To manage Planning staff / Q2 2020 Discussion natural resources wisely for future Resources from Paper with policy generations. 2019 Natural framework and Heritage Study mapping. PLAN the BRUCE: Natural Legacy funding

Consultant led project to develop updated mapping for natural systems, water, forest, stone sand and gravel resources and a supporting policy framework.

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Page 106 of 134 2020 Bruce County Business Plan

Estimated Program Budget 2020 Major Initiatives Project Description Budget Outcome Pressure Category (Operational & Owner) Cost (year)

5: Guiding Principle #7: To identify Planning staff to Q3 2020 Discussion and manage our cultural heritage work with Paper with policy resources. Museum, Library framework and and CAO’s Office mapping. PLAN the BRUCE: Heritage as leads

Through the Cultural Action Plan and Archaeological Master Plan the County will update the cultural and heritage policies of the County Official Plan and update the associated archeology mapping.

6: Guiding Principle #5: To improve Planning staff to Q4 2020 Discussion our ability to move people, goods and work with T&ES Paper with policy information between communities. framework.

PLAN the BRUCE: Connecting

Through the Integrated Mobility Masterplan, the County will update the transportation, mobility and connection policies of the County Official Plan as well as the associated mapping.

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Page 107 of 134 2020 Bruce County Business Plan

Estimated Program Budget 2020 Major Initiatives Project Description Budget Outcome Pressure Category (Operational & Owner) Cost (year)

7: Guiding Principle #6: To create Planning Q4 2020 Discussion wellbeing through access to complete and Economic Paper with policy and healthy communities. Development framework. staff resources PLAN the BRUCE: Communities

Through the 2020 Major Initiative: Community Development, a set of healthy and complete community policies will be developed for the County Official Plan. To include a framework to support the Community Safety and Wellbeing Plan(s).

8: Guiding Principle #4: To create Planning and Q2 2021 Discussion opportunities for a diversity of Economic Paper with policy businesses, jobs and employers. Development framework. staff resources PLAN the BRUCE: Business

In 2021, the Economic Development Strategic Plan will be updated, and the new County Official Plan will reflect a framework to support its implementation.

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Page 108 of 134 2020 Bruce County Business Plan

Estimated Program Budget 2020 Major Initiatives Project Description Budget Outcome Pressure Category (Operational & Owner) Cost (year)

B. ‘NEW’ County PLAN the BRUCE County Official Plan $20,000 RFP Issued Q3 2020 Council Priority Official Plan (existing The work of the previous eight $110,000) Provincial Legislation Discussion Papers will culminate in the Owner: Lands Use preparation of a new County Official Planning Plan ensuring it is informed by the Bruce GPS initiative.

The work will include conversations in the community about the next steps needed to bring the guiding principles to life in land use planning.

The goal is to produce a high-level, plain language guiding document that informs how the community grows and develops over the next 25 years (2045).

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Page 109 of 134 2020 Bruce County Business Plan

Estimated Program Budget 2020 Major Initiatives Project Description Budget Outcome Pressure Category (Operational & Owner) Cost (year)

2. Community The core incentives provided through Existing Staff Q1 – Building the Council Priority Development – Bruce the STB program are working to Resources Plan foundation County Regional Strategy concrete vibrant commercial cores across engaged communities. $10,000 Q2 – Q4 Preparing (reallocating the Plan As 2020 sees more communities Adventure organized, it is time for the County to Passport Q1 2021 – identify a Community Development funding) Implementing the Strategy that has a regional focus as Plan Owner: Planning and well as put in place the enabling Economic Development policies to support Community Improvement Plans as a priority.

Phase 1 – Setting priorities, Council direction and lower tier consultation. Phase 2 - Analysis of existing planning framework, identifying opportunities and obstacles, identify potential actions and programs, identify incentive- based programs to address goals, develop supporting policies and measurement. Phase 3 –Execute action plan and measure implementation

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Page 110 of 134 2020 Bruce County Business Plan

Estimated Program Budget 2020 Major Initiatives Project Description Budget Outcome Pressure Category (Operational & Owner) Cost (year)

3. Project Innovate – Project Innovate established a strategy Expand Economic Council Priority Energy Supercluster to develop an energy supercluster in Development Bruce County. The overall vision is to Opportunities Owner: Economic build a diverse collaborative network Development that advances the region of as a global leader in energy production, research and next generation technologies.

Bruce Innovates: 5. 2019 acknowledged hydrogen as the Existing Staff Q1 – Q2 Foundational next generation opportunity for the Resources Foundational work Hydrogen Project region and the best option for a completed catalyst in energy development. 2020 Project sees the development of foundational Allocation Q3 – Q4 Secure work in addition to acquiring partners $35,000 funding / and commercial opportunities to gain (existing) Commercial + Public greater private sector input in addition / Private to Federal and Provincial support. Feasibility Plan $125,000 Phase 1 – Foundational work to include (existing from a feasibility plan and an economic Gas Tax impact business plan to support Funding) opportunities for hydrogen use.

Phase 2 – Seek funding / partnerships for demonstration / deployment

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Page 111 of 134 2020 Bruce County Business Plan

Estimated Program Budget 2020 Major Initiatives Project Description Budget Outcome Pressure Category (Operational & Owner) Cost (year) 6. 4. Workforce Attraction Finding workers is identified as an Existing Q1 – Research Council Priority Strategy ongoing challenge for Bruce County Resources Complete businesses in all sectors. It is Q2 – Strategy important to understand the workforce Formulation Owner: Economic challenge in the County by formulating $70,000 Q3- Q4 – Strategy Development a strategy. (reallocating Execution Adventure Q1 - 2021– Report Phase 1 – Collecting data, review of Passport best practices, understanding funding) workforce requirements, identifying gaps, identifying partners, stakeholder engagement etc.

Phase 2 - Building the plan formulation, setting priorities, strategy development, stakeholder feedback, strategy finalization report to Council

Phase 3 – Action plan advancement and keeping track of the progress

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Page 112 of 134 2020 Bruce County Business Plan

Estimated 2020 Major Initiatives Program Budget Project Description Budget Outcome (Capital) Pressure Category Cost (year) 1. 2. 3.

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Page 113 of 134 2020 Bruce County Business Plan

Key Performance Indicators Index: Key Performance Indicators Description Applications Processed, Peninsula Number of applications received and put through the legislated process

Applications Processed, Lakeshore Number of applications received and put through the legislated process Applications Processed, Interior Number of applications received and put through the legislated process Lot Creation (Consent/Subdivision) Number of lots created through consent application and subdivision growth Commercial Assessment Growth Growth of Assessment in Commercial lands Number of individuals supported to start or grow a business via an under 30-minute Business Inquiries conversation Number of individuals supported to start or grow a business via a one on one Business Consultations business advice consultation 30 minutes or more in length Number of websites uses, social media followers / increase to social media Marketing (Website / Social Media) participation STB Grants Total / Leverage $ Total number of grants awarded / Total dollars leveraged Adventure Passport Submissions The total number of Passports submitted by users of the AP program. Business Starts via Client Support Businesses started by clients of our Business to Bruce Services team. Jobs Created via Businesses Supported Jobs created by clients / business working with our Business to Bruce Services team.

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Page 114 of 134 2020 Bruce County Business Plan

Department: Transportation and Environmental Services Strategic Priorities: 1. Healthy and safe workplace 2. Measure and document performance 3. Central planning, decentralized execution 4. Integrate public and active transportation in mandate 5. Improve communication - right information, right place, right time 6. Develop environmental stewardship 2020 Bruce County Business Plan - Key Performance Indicators: 2015 2016 2017 2018 2019 2019 Indicator 2020 Budget Actual Actual Actual Actual Budget (Q2 or to date) Percentage of paved roads that are rated good to 61.4 68 74 72 70 57 60 very good (PCI)

Percentage of bridges and culverts that are rated 56 56 56 58 62 63 65 good to very good (BCI)

Percentage of minimum maintenance standard Not Not Not Not 100 95 100 met measured measured measured measured Tonnes of MHSW material diverted from landfill 133 136 152 142 140 70 140

Forest area managed/protected (Hectares) 13000/5000 13000/5000 13000/5000 13000/5000 Km’s of Trails Built / Maintained 4.5 5 km/180 0 km/180 0 0 0 km/100km km/175 km km km/180km km/180km km Processes reviewed /mapped Not Not Not 4 12 6 10 measured measured measured Percent completion vegetation inventory 0 0 0 0 100 35 100 Master Plans/schedules (Road/bridges, public, 0 1 0 0 2 2 3 active transportation, road designation)

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Page 115 of 134 2020 Bruce County Business Plan

2015 2016 2017 2018 2019 2019 Indicator 2020 Budget Actual Actual Actual Actual Budget (Q2 or to date) Project Cost Performance Index Not Not Not Not Not Not measured 80 measured measured measured measured measured

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Page 116 of 134 2020 Bruce County Business Plan

Combined Quarterly Update 2020 Major Initiatives Operational Capital Total Budget Cost Budget Budget

(year) Cost (year) Cost (year) 1. Increase performance measurement $200,000 $200,000 and quality management 2. Develop and implement processes for $200,000 $200,000 work and information management. Includes implementation of operational review recommendations 3. Complete detailed asset inventory $350,000 $350,000 and inspections for baseline database and introduce preventative maintenance management system. 4. Develop Master Transportation $50,000 $250,000 Plan(s)/Schedules 5. Plan and implement vegetation and 50,000 $50,000 wildlife Management on County roads, trails and forests 6. Deliver capital programs $9,500,000 $9,500,000

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Page 117 of 134 2020 Bruce County Business Plan

. Estimated 2020 Major Initiatives Program Budget Project Description Budget Outcome (Operational & Owner) Pressure Category Cost (year) 1. Increase performance Use existing data and Internal Programs delivered on Service Initiatives measurement and quality identify new data to measure costs- time on scope and on management compliance to service levels $200,000 budget with flexibility and to identify areas of over to adapt when service Owner: and under delivery of levels are not met. Operation/Engineering/Trails services. Add quality /Forestry/Environment management site inspection. Linked to implementation of corporate work order Use Lean and Loyalist system. Training tools Increase measurement of time and space for all staff to assess workload. Increase ownership of work at all levels.

Leverage technology to reduce paper based or undocumented processes. 2. Develop and implement Create or review then Internal Cost Stabilize work and Service Initiatives processes for work and implement processes using - $200,000 information information management. Lean and Loyalist tools. This management and Includes implementation includes implementation of document processes for upcoming CityWide

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Page 118 of 134 2020 Bruce County Business Plan

Estimated 2020 Major Initiatives Program Budget Project Description Budget Outcome (Operational & Owner) Pressure Category Cost (year) of operational review operational review and BruceWorx recommendations recommendations. initiatives. Demonstrate that Lean Owner: Administration process flow techniques work. Apply Loyalist training.

Complete Lean Training for department (12 staff to cover all work locations and divisions

Train two leaders per Loyalist cohort. 3. Complete detailed asset Develop a comprehensive Outsource- All department assets Maintain Services inventory and inspections inventory of assets and their $150,000 inventoried for baseline and introduce conditions. Establish Internal cost preventative maintenance preventative/predictive – $200,000 Preventative/predictiv management system. maintenance programs for all e maintenance department assets. Linked to program in place for Owner: Director, operations, corporate asset management all assets Trails, forestry, environment plan. 4. Develop Master Develop overall county Outsource- Forestry management Provincial legislated Transportation Master Plans/schedules to $150,000 Plan Plan(s)/Schedules support County Goals. The Internal cost Growth plans should cover – $200,000 Master Transportation Owner: Director, operations, operations and capital Plan Maintain Services Trails, forestry, programs for road and bridge environment, engineering network, public

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Page 119 of 134 2020 Bruce County Business Plan

Estimated 2020 Major Initiatives Program Budget Project Description Budget Outcome (Operational & Owner) Pressure Category Cost (year) transportation and active Five-year capital transportation, trails, programs and one-year environment, Forestry, and delivery schedules Trails. To be synchronized with Official Plan Three-year Development. maintenance programs and one-year delivery schedules

Post plans for stakeholders and public information 5. Plan and implement Identify legislated and Outsourced - Inventories of Provincial legislated vegetation and wildlife official plan requirement. $25,000 vegetation and Management on County Identify scope (inventory), Internal wildlife. Maintain Services roads, trails and forests create plan and costs - directives/policies. Review $25,000 Initial management Owner: Environment and Forest of Forest Management strategies and Forestry Plan implementation for 5 species of plants and 3 species of wildlife.

Include environmental based strategies in all department practices and procedures. 6. Deliver maintenance Plan and implement Outsourced - Deliver on time, one Provincial Legislation programs maintenance programs for $2,000,000 scope and on budget. county roads, bridges, Adapt to unforeseen Maintain Services drainage, traffic signals, changes. Communicate

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Page 120 of 134 2020 Bruce County Business Plan

Estimated 2020 Major Initiatives Program Budget Project Description Budget Outcome (Operational & Owner) Pressure Category Cost (year) vehicles, buildings, Internal project plans and Owner: Director, operations, equipment, trails and costs - updates to Trails, forestry, environment and forestry. $7,300,000 stakeholders environment, engineering Produce multi year program plans and communicate to stakeholders

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Page 121 of 134 2020 Bruce County Business Plan

Estimated 2020 Major Initiatives Program Budget Project Description Budget Outcome (Capital) Pressure Category Cost (year) 1. Deliver Roads, bridges Plan and implement capital Outsource - Deliver on time, one Maintain services and traffic capital programs for county roads, $7,793,000 scope and on budget. programs bridges, drainage, traffic In house cost Adapt to unforeseen - $500,000 changes. Communicate Owner: Engineering project plans and updates to stakeholders Produce multi year program plans and communicate to stakeholders 2. Deliver facilities, Plan and implement capital Outsource - Deliver on time, one Maintain services vehicles and equipment programs for the $1,276,000 scope and on budget. capital program departments’ vehicles, In house cost Adapt to unforeseen equipment, and buildings. - $130,000 changes. Communicate Owner: operations, project plans and administration updates to stakeholders Produce multi year program plans and communicate to stakeholders 3. Deliver capital program Plan and implement capital Outsource - Deliver on time, one Maintain services for trails and forests programs trails and forests $155,000 scope and on budget. In house cost Adapt to unforeseen Owner: Trails and Forests - $15,000 changes. Communicate project plans and

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Page 122 of 134 2020 Bruce County Business Plan

Estimated 2020 Major Initiatives Program Budget Project Description Budget Outcome (Capital) Pressure Category Cost (year) updates to stakeholders Produce multi year program plans and communicate to stakeholders

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Page 123 of 134 2020 Bruce County Business Plan

Key Performance Indicators Index: Key Performance Indicators Description Percentage of paved roads that are The pavement condition index is assessed by road section and is the basis of the rated good to very good road section rating. The Department’s objective is to improve the percentage over time. Percentage of bridges and culverts The bridge condition index is the basis of rating bridges. The Department’s that are rated good to very good objective is to improve the rating over time. A Consulting Engineer undertakes a review of each bridge and culvert every other year. Percentage of minimum maintenance Ensures adequate resources are directed to operation and maintenance to be standard met compliant with legislation and service level.

Tonnes of MHSW material diverted Measures the amount of hazardous waste material that is diverted from area from landfill. landfills.

Forest area managed/protected Ensure that the forest coverage is maintained by area. (Hectares) Km’s of Trails Built / Maintained Total Km’s of official trail built and maintained through the Trails Program.

Processes reviewed /mapped Monitors use of Lean process flow and continuous improvement.

Project Cost Performance Index Approximates how much time you’re behind or ahead of the approved project schedule. CPI is the ratio of the planned budget to what you’ve actually spent to accomplish these tasks. As the Cost Performance Index suggests the relative value of work done, it can be seen as the indicator of the project’s cost efficiency.

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Page 124 of 134 Corporation of the County of Bruce brucecounty.on.ca Executive

Committee Report To: Warden Mitch Twolan Members of the Executive Committee

From: Bettyanne Cobean Acting Chief Administrative Officer

Date: January 9, 2020

Re: Cultural Action Plan and Archaeological Management Plan

Staff Recommendation: The Cultural Action Plan and Archaeological Management Plan report is for information. Background: The need and opportunity for a Cultural Action Plan (CAP) and Archaeological Management Plan (AMP) has long been recognized. Beginning in response to Bruce County’s Operational Review Recommendation #38 (“The Museum would be a key ingredient in a revised tourism strategy on longer-stay tourist trade”) and the associated Museum Committee Report from March 2, 2017 (attached), the strategic alignment and funding are now in place to advance this effort as a corporate wide initiative.

To be a “complete community”, we require recognition and promotion of all things that are good, special and unique about our community, including the cultural, heritage and archaeological aspects. We have made concerted efforts to move the cultural agenda forward at some departmental levels, particularly through Library and Museum Services. However, we do not currently have this in place at a corporate level.

This causes the following challenges:  We cannot enunciate, with a unified voice, who we are, and who we aspire to be;  Our cultural stories remain anecdotal, we have not inventoried them, so we cannot show them to others;  We do not have an inventory of archaeological resources, and we therefore stumble to evaluate these resources on a case by case basis, as new developments are proposed. This causes friction and anxiety in the system, no one is confident in the process or results, and needless red tape is created – “look for the wrong things in the wrong places”.  We lack a broad corporate strategy that facilitates a process of understanding and collaboration with Indigenous Peoples;  Provincial direction under the 2014 Provincial Policy Statement (PPS) includes, “Significant built heritage resources and significant cultural heritage resources shall

Page 125 of 134 be conserved.” and the definition of ‘conserved’ includes the need for ‘identification’. We lack a County-wide inventory of built heritage resources, cultural heritage landscapes or archaeological resources and we need a basis for addressing the meaning of “significant” in the Bruce County context. The foregoing is required for the upcoming County Official Plan Review. Further, the potential to feature these resources as part of an overall economic development strategy remains latent;  Although both Library and Museum services can identify their respective roles within the broader culture sector, we do not have in place a corporate strategy that outlines “who does what” in relation to cultural and heritage within the County of Bruce, making it difficult to support or enhance other community efforts;  We need to strengthen our links to and help to promote local heritage conservation resources where they are available;  We do not have any links to the Provincial Strategy (The Ontario Culture Strategy: Telling our stories, growing our economy), which limits our exposure and access to Provincial initiatives.

Recognizing the opportunity for interdepartmentally collaboration and the need for external expertise in developing creative approaches to accomplish “made in Bruce County” deliverables, we have hired Timmins Martelle Heritage Consultants Inc. (TMHC) to help us lead the development of a CAP and AMP for the County of Bruce. In collaboration with staff from the Museum, Library, Planning & Development and the Office of the CAO, this effort will not only benefit those departments directly involved in the project, it will align with our current corporate strategic elements (described below) and inform our future strategic plans (Corporate Strategic Plan, Museum Strategic Plan, Bruce County Official Plan, etc.). It will also ensure an appropriate framework is in place to strategically utilize resources and future funds to achieve the larger goal of having heritage and culture play a role in the tourism portfolio for the County.

Planned Approach In order to address the challenges described above, Timmins Martelle Heritage Consultants Inc., supported by Bruce County staff, aim to achieve the following four high-level goals:

1. Make the County a leader in the identification, evaluation and management of archaeological and cultural resources with reasonable yet innovative policies, creative in its solutions and sustainable over the long term;

2. Develop an AMP that addresses identified gaps in the existing planning process and will align the practice across the County with respect to requiring archaeological assessments with the Provincial Policy Statement (2014);

3. Develop a CAP that identifies the County’s cultural resources, strengthens the management of those resources and integrates those cultural resources across all facets of the County’s planning and decision-making processes; and

4. Create a CAP and AMP that are informed by robust consultation with Indigenous communities, municipal partners, a variety of stakeholders and the public.

Page 126 of 134 The planned approach to the development and implementation of a CAP and AMP that accomplishes these high-level goals, is described in TMHC’s six stage work plan and consultation strategy.

1. Initial Consultation Initial consultation for the CAP and AMP will include both informal communications (conversations, emails) and formal meetings. The goal at this stage will be to gain an understanding of the needs of the County and municipalities, and of the overarching themes that municipal partners within the County wish to explore through the CAP and AMP.

Also important to the success of consultation is early notification to Indigenous communities who may have an interest in the Bruce County CAP and AMP. Their interest in participation and preferred form of engagement/consultation will be identified in this phase of the project.

Initial consultation will also include TMHC working with the County’s project team to identify an advisory committee to support the development and implementation of the CAP and/or AMP.

2. Research and Background Paper Archaeological Management Plan (AMP) A key element in the initial stage of the project will be the research and subsequent background paper that will support the development of the AMP, and the policies that will support its implementation. The report will provide the historical context and legislative framework governing archaeology in Ontario. The research will include a literature review and a review of corporate experience.

A gap analysis and identification of specific deficiencies will be developed. Digital datasets of the archaeological potential information and geospatial data to assist users with interpretation of the information being represented, but also for subsequent GIS specialist users to actively update the model and with updated information over time will also be produced.

Cultural Action Plan (CAP) In the early stages of the CAP project, a key step will be the research and development of a background paper that will inform the CAP. The paper will include an overview of the applicable legislative framework and tools, such as the MHSTCI Municipal Cultural Heritage Planning Tool Kit. The research will also involve a review of best practices in CAPs, including the CAPs for the City of London, City of Oshawa and Huron County.

The project team will generate a gap analysis that also draws on consultation to identify specific deficiencies and needs. The gap analysis will also be informed by TMHC staff’s experience in working with municipalities to develop tailored heritage inventory processes that both comply with provincial legislation and meet local requirements.

3. Consultation

The CAP and AMP will be informed by an extensive consultation process that will consider the perspectives of a wide range of stakeholder groups at the County, municipal,

Page 127 of 134 institutional, and community levels. The format of each consultation activity will vary according to the group; possible formats include written notification and follow-up correspondence, in-person interviews and meetings, and open houses (including for the general public). During this phase of work, consultation will be focused particularly on the needs that were identified during the initial consultation. To create efficiencies and reduce capacity strain on individuals and institutions participating in both, consultation will be coordinated (CAP and AMP) wherever possible.

4. Consultation Report The consultation report will include a full description of the forms of consultation that have been undertaken for the project, a description of the consultations held and any associated outcomes. In addition, recommendations will be included with respect to outcomes and further targeted consultation as needed. The consultation report will include a consultation log and infographic to support Bruce County in demonstrating the breadth and depth of the consultation completed as part of the development and implementation of the CAP and AMP.

Archaeological Management Plan (AMP) The draft archaeological management plan is a key component of this process as it will be the first stage at which the individual parts will be combined in a single document. The draft AMP will include: o Overview of the existing AMPs within the region; o Overview of the legislative framework; and o Overview of the model itself and description of the layers that make up the archaeological potential (including maps).

Cultural Action Plan (CAP) Drawing from the background paper and consultation, the draft CAP will include: o Overview of existing arts, culture and heritage resources and programs within Bruce County; o Overview of the legislative framework; o Overview of a Bruce County model for identifying properties of cultural heritage value or interest; and o Identification and prioritization of action items for Bruce County’s cultural sector.

5. Final CAP and AMP and Presentation to Council

Archaeological Management Plan (AMP) The Final AMP will combine the results of the research and background paper, with the outcomes of the consultation and the analysis of the datasets to produce an AMP that supports the County in the effective management of archaeological resources meeting its delegated authority under the Planning Act and aligned with the Provincial Policy Statement (2014). The Final AMP will promote and sustain the County’s goals with respect to the identification, evaluation and management of archaeological resources.

The Final AMP will identify specific areas of higher archaeological sensitivity; those with needs that might not fit within the standard requirements set out by the MHSTCI’s Standards and Guidelines for Consultant Archaeologists (2011). It will also provide distinctive options in recognition of the opportunities that the rich archaeological record of Bruce County.

Page 128 of 134 Cultural Action Plan (CAP) The final CAP will combine the results of the research and background paper, with the outcomes of the consultation, to produce a document that supports and guides Bruce County’s cultural sector. This will include setting out a process for identifying built heritage resources and cultural landscapes throughout Bruce County, that unifies the approaches taken by individual municipalities and is aligned with the Provincial Policy Statement (2014) and current best practices. Additional recommendations in the final CAP will promote and sustain the County’s goals with respect to identifying and inventorying cultural stories, connecting to provincial initiatives, and strategizing roles and responsibilities in the implementation of arts, culture and heritage programs and protocols.

Project Schedule & Next Steps Date Task September 20, 2019 Issue RFP October 18, 2019 RFP Closes October 30, 2019 Evaluation completed November 14, 2019 Select Consultant/Firm Nov. & Dec. 2019 Meet with successful Respondent to set schedule and expectations Dec. 2019 - June 2020 Project Activities In Progress June 30, 2020 Project Activities Complete July 2020 Presentation Bruce County Council

Financial/Staffing/Legal/IT Considerations: Funding from the Federal Gas Tax top-up was assigned to this project (CAP/AMP) during the July 11, 2019 Corporate Services Committee meeting and upon approval, the 2019 budget was amended. Interdepartmental Consultation: Interdepartmental consultations were held with the Museum, Library, Planning & Development and the Office of the CAO.

Link to Strategic Goals and Elements: Goal #1 - Develop and implement tactics for improved communications Element A - Effectively use staff through department integration Element B – One County with a unified voice Element E – Clear and consistent messages across the organization Goal #2 – Leverage Technology, as applicable Goal #3 - Find creative ways to engage our public – community stakeholder consultation Element B – Engage in cross-departmental streamlining – specialize in the solution not the department Goal #4 – Find creative new ways to involve all staff in our future Element C – Invest in expanding the knowledge and skills of our staff Goal #6 – Explore alternate options to improve efficiency, service Element C – Look for economy of scale or shared services among our departments and our communities

Page 129 of 134 Museum Strategic Plan Alignment: Strategic Pillar #1 – Forge Partnerships & Relationships Strategic Pillar #2 - Provide Relevant Compelling Programming Strategic Pillar #4 - Create County Wide Awareness

BCOP Strategic Plan Alignment: Guiding Principle #7: To identify and manage our cultural heritage resources.

BCED Strategic Plan Alignment: Strategic Priorities #2 - Sector Development Priority

Written by Matt Meade, Corporate Strategic Initiatives Specialist, Office of the CAO in consultation with Cathy McGirr, Director, Museum & Cultural Services, Nicole Charles, Director, Library and Mark Paoli, Land Use Planning Manager, Planning Development Approved by:

Bettyanne Cobean Acting Chief Administrative Officer

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Committee Report To: Warden Mitch Twolan Members of the Museum Committee

From: Cathy McGirr Museum Director

Date: March 2, 2017

Re: Operational Review Recommendation #38 Report – Revised Tourism Strategy

RECOMMENDATION: That the Operation Review Recommendation #38 Report, dated March 2, 2017 be received for information.

BACKGROUND: Since 2015 the Museum has been working on the Operational Review Recommendation #38, “The Museum would be a key ingredient in a revised tourism strategy on longer-stay tourist trade”. In November 2015 a very tactical draft was discussed with Planning & Economical Development which in hindsight while good options were presented any implementation of these ideas was premature.

Over the past two years the Planning and Economical Development department has undergone restructuring and realignment to better achieve goals and objectives for the Corporation. During this time the Museum has spent time researching existing cultural portfolios within the County and beyond as well as reviewing and providing input into provincial strategies surrounding Culture such as the Ontario Culture Strategy and the Ontario Museum Association’s 2025 Strategic Vision and Action Plan.

Although the original recommendation focused on a single outcome of making the Museum a key ingredient in a revised tourism strategy on longer-stay tourist trade, with further research and consultation it is believed that this is one part of the overall strategy to infuse culture and heritage into the overall Tourism portfolio.

A scan of cultural development identified that Huron County completed a Cultural Plan in 2014 as well as Grey Highlands in 2013. Huron County commented that developing a Cultural Plan was absolutely worthwhile and they have been implementing many recommendations from the Plan.

Additional research identified that at the lower-tier while many municipalities within Bruce County have culture and or heritage embedded in different planning or strategy documents Huron Kinloss is the only municipality that has a Culture Action Plan that was developed in

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2013. Many, but not all off the lower-tier municipalities also have Heritage Committees in place.

While Bruce County has strong cultural assets such as the Bruce County Library, Bruce County Museum & Cultural Centre and various Tourism products we are lacking in the ability to provide a comprehensive picture and plan for culture within the County. Other cultural partners and assets such as heritage sites, natural heritage, culinary, arts related culture (art galleries, theatre, dance, music, festivals) while somewhat known through the County aren’t comprehensively documented and partnerships with these organizations and assets are not always fully defined or to their full potential.

With the announcement of the new Economic Development Strategic Plan 2017-2021 in conjunction with the Bruce County Library’s Strategic Plan, the Bruce County Museum & Cultural Centres’ Strategic Plan and the Ontario Culture Strategy it is now time to focus our attention further exploring cultural development within the County.

In discussion with Planning and Development staff, a major gap was identified in relation to First Nations Heritage, particularly in relation to First Nations settlement patterns. Current practices rely upon the uses of a “screening tool” to determine areas of high archaeological potential, on a site by site bases. This screening tool is blunt, and experience shows that it not well adapted to the Bruce County Context. There is a feeling that we employ a lot of red tape to look for the wrong things in the wrong places.

To overcome the inadequacy of current screening tools, other jurisdictions have developed maps of known archaeological sites, built heritage resources, traditional land use patterns and areas of archaeological potential. It is developed specifically for a community using local information and reflecting local circumstances.

It is therefore recommended that this component be included with the project terms of reference as a key or critical deliverable.

The development of a comprehensive assessment of cultural partners, assets and the development of a cultural action plan for the County will align with three of the strategic goals for the province: promote cultural engagement and inclusion, strengthen culture in communities and fuel the creative economy, it will further solidify goals for the Bruce County Museum & Cultural Centre, Bruce County Library and Economic Development, in particular for Element 6, Focused Sector Development. The Bruce County Museum & Cultural Centre, Bruce County Library and other cultural partners in the County are essential to the development of the Tourism sector, both in attracting new visitors and in developing repeat visitors to the region.

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Working interdepartmentally with Museum, Library and Economic Development spearheading a process and developing a plan and budget for the creation of a Cultural Action Plan for the County of Bruce, will not only benefit all departments involved it will ensure an appropriate framework is in place to strategically utilize resources and future funds to achieve the larger goal of having heritage and culture play a role in the Tourism portfolio for the County. It is anticipated that the plan and respective budget will be part of the 2018 budget process.

FINANCIAL/STAFFING/LEGAL/IT CONSIDERATIONS: There are no financial, staffing, legal or IT considerations associated with this report

INTERDEPARTMENTAL CONSULTATION: Interdepartmental consultations were held with the Library, Planning & Economic Development.

LINK TO STRATEGIC GOALS AND ELEMENTS: Goal #1 - Develop and implement tactics for improved communications Element A - Effectively use staff through department integration Element B – One County with a unified voice Element E – Clear and consistent messages across the organization Goal #2 – Leverage Technology, as applicable Goal #3 - Find creative ways to engage our public – community stakeholder consultation Element B – Engage in cross-departmental streamlining – specialize in the solution not the department Goal #4 – Find creative new ways to involve all staff in our future Element C – Invest in expanding the knowledge and skills of our staff Goal #6 – Explore alternate options to improve efficiency, service Element C – Look for economy of scale or shared services among our departments and our communities.

MUSEUM STRATEGIC PLAN ALIGNMENT: Strategic Pillar #1 – Forge Partnerships & Relationships Strategic Pillar #2 - Provide Relevant Compelling Programming Strategic Pillar #4 - Create County Wide Awareness

BCLP STRATEGIC PLAN ALIGNMENT: Strategic Priority #2 - We Will Collaborate with the Community and Form New Partnerships

BCED STRATEGIC PLAN ALIGNMENT: Element 6 - Focused Sector Development

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Written by Cathy McGirr, Director, Museum & Cultural Services in consultation with Melissa Legacy, Director, Library and Chris Laforest, Director, Planning & Economic Development

Approved by:

Kelley Coulter Chief Administrative Officer

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