2017 business plan & budget - northumberland · pdf fileo mrf, 5 job postings o hr, ......

2017 Business Plan & Budget

Human Resources & Payroll Services

Prior Year Accomplishments

Economic Innovation & Prosperity

Assisted all departments in reducing WSIB costs through disability case management, early return to work plans, timely reporting, permanent accommodations, and navigation through WSIB appeals processes. See claim costs under 2017 Health, Safety, Emergency Planning Business Plan. Provided support to all departments in their efforts to manage innocent absenteeism by reporting absenteeism quarterly, disability case management, and early return to work plans. Identified as a priority for managers.

Sustainable Infrastructure & Services

Labour Relations: • Collective Bargaining 2016

o CUPE – Golden Plough Lodge, January 1, 2016 to December 31, 2017 o CUPE – Social Services, expires September 30, 2016 o CUPE – Roads, October 1, 2016 to September 30, 2019 o ONA – GPL expired March 31, 2016, negotiations delayed by

ONA central. • Grievances Settled in House (October 1 to September 26):

o 4 GPL o 2 Paramedics o 3 MRF

• Grievances Settled at Mediation (October 1 to September 26): o 6 GPL o 1 Paramedics

• Grievances to Arbitration (October 1 to September 26): o 1 Paramedics

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• Outstanding grievances as of September 26, 2016: o 8 GPL o 1 Paramedics

Recruitment & Selection:

• External recruitments October 1, 2015 to September 26, 2016: 63 o Average time to complete recruitment: 8 weeks o Number of positions vacant due to market shortages: 2

• Internal job postings October 1, 2015 to September 26, 2016: o GPL CUPE, 44 job postings o GPL ONA, 2 job postings o Paramedics OPSEU, 2 job posting o Court Services, 1 job posting o T&W, 4 job postings o MRF, 5 job postings o HR, 1 job posting

• Job advertising process updated in collaboration with Corporation Branding and Communications.

o Magnet included as means of reaching candidates in Ontario. Retention/Turnover Reasons for separation: resignation for alternate employment, retirements, maternity/parental leaves of absence, dismissal, completion of contract Training & Development:

• Participated in GPL mandatory education (10 days), covering Bill 132, with special emphasis on gender identity, and Accessible Customer Service.

• Management development – Managing & Leading in a Municipal Environment (Loyalist College)

• Microsoft Office • Employment related conferences and seminars • Online learning and performance support tools – Northumberland

Leadership Resources Centre • Webinars • Bi-annual management development day • UOIT Career Development Program • Customer Service • Investigation training – 48 participants from across Eastern Ontario • Employee Engagement Workshop for Management Development • Continuing Education:

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o Facilitator of Adult learning o Accessibility o Leadership o Pathfinder assessments o Food service worker o Road to Mental Readiness o Food Security certificate program o Bachelor of Nursing o DOC/ADOC Leadership certificate program

Payroll & Benefits:

• Staff Right, implementation for first phase • OMERS sessions for staff • Service Awards • Computer Purchase Program

Accessibility for Ontarians with Disability Act:

• Customer service refresher training • Department reviews to identify and remove barriers • Design of Public Spaces effective January 2016 • Learn to be a Sited Guide workshop during National Accessibility

Awareness week Team Building/Workplace Culture Initiatives:

• Managing a Multi-Generational Work Force in-house seminar. • Development and introduction of the Employee Engagement Strategy in

collaboration with the Communications department. Performance Management Plans:

• Provided assistance with plans for corrective action: 4 GPL, 3 TW&F, 1 Finance, 2 Paramedics and 1 Corporate Services.

Investigations, Workplace Bulling, Harassment, and Workplace Misconduct: 12 Human Resources Policies & Procedures: 8 policies reviewed, revised and approved. Thriving & Inclusive Communities Ontario Municipal Human Resources Association

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Eastern Ontario Human Resources Group Inter-Municipal Committees: Human Resources Committee, Inter-Municipal Accessibility Advisory Committee Inter-Municipal Training: Loyalist, Managing and Leading in a Municipal Environment; OMLI Customer Service Northumberland Accessibility Advisory Committee Human Resources Professional Association Conference Guest speaking engagements at the Community Training & Development Centre about County jobs. Networking meeting with local employers held by HKPR District Health Unit (Healthy Eating at Work), information for the Wellness Committee. Payroll assistance provided to member municipalities. Human Resources assistance/guidance provided to member municipalities as needed. Ontario Network of Accessibility Professionals Organizational Excellence Leadership Development

• Spring and fall 2016 intakes for Loyalist “Managing & Leading in a Municipal Environment” Program.

• Continued support for individual development opportunities. • Reviewing Executive Education (Masters Certificate in Public Sector

Management) • Employee Engagement Workshop for Management Development

Support Succession Planning Initiatives that Promote from Within

• New program rolled out called Career Development Program • Held eight UOIT career development program modules • Mentorship component • Action learning presentations

Review of Compensation Policies to Ensure Competitiveness

• Non-union compensation review completed in Q2 2016. Completed in-house

• Updated job evaluations reviewed by external consultant, analyzed and implemented.

Continue to Revise Hiring Practices that Capture Changing Demographics

• Implemented new reference checking process utilizing Survey Monkey. Excellent results and efficient use of staff time.

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• Reviewing alternate methods for receiving applications for employment using technology.

• Researching software to receive applications and perform initial screening. • Updating Recruitment and Selection policy to respond quickly to external

funding initiatives. • Orientation Checklists: outlining responsibilities of managers, Human

Resources, Occupational Health & Safety • Worked with GPL, HR and H&S to review and improve GPL’s orientation

process. • Introducing process for modernizing the Corporate HR Orientation process

by developing professional video chapters to cover key information. Policies and Procedures

• New guideline/policy for employees who are Volunteer Firefighters. • Reviewing next policies for updating.

Payroll

• Review payroll processes Introduction of Donal O’Reardon team/group dynamics Court Services and Paramedics Management Team Introduced revised Non-Union Performance Review form

2017 Service Objectives & Initiatives


Continue to assist all departments in reducing WSIB costs and innocent absenteeism costs. Sustainable Infrastructure & Services

• Continue to review payroll process to identify efficiencies • Continue to gain feedback from operating departments to ensure we are

providing the support that is required • Conduct compensation review annually to ensure that we remain

competitive with our internal and external comparators. Collective bargaining:

• UFCW Material Recovery Facility

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• CUPE Golden Plough Lodge Thriving & Inclusive Communities

• Continue to provide periodic payroll support to our member municipalities.

• Continue to provide periodic Human Resources support to member municipalities

• Continue with Northumberland Accessibility Advisory Committee department accessibility reviews.

Organizational Excellence Learning and Development:

• Education for managers regarding Employee Incident Reporting, WSIB Claims Management, Follow Through from Day 1 to Claim Closure

• Lean and Project Management Program – introduction and initial implementation

• Municipal Administration Program • Accessible Customer Service • Accessible document training • Additional intake for the Managing and Leading in a Municipal

Environment program • IAP2 (International Association for Public Participation): Foundations in

Public Participation program Policies:

• Initiate regular training and signing of policies, to review all policies once every four years, two departments per year.

Job Descriptions:

• Updated descriptions for all County positions. Recruitment and Selection:

• Recruitment short-listing software • Electronic performance review software • Introduction of refined orientation program

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Long Term Plan & Strategic Objectives

Sustainable Infrastructure & Services Continue to find efficiencies within the payroll process. Thriving & Inclusive Communities Continue to provide periodic payroll support to member municipalities Continue to provide periodic human resources support to member municipalities Organizational Excellence Continue to gain feedback from operating departments and staff on current and future support needs to incorporate into our strategic objectives. Continually review our processes to ensure we are meeting the needs of employees and operating departments.


Continue researching HRIS technology to find solutions that meet our requirements with the possibility of a total Enterprise System that would include an employee self-serve where employees can access information quickly such as vacation entitlement, benefit information, EFAP information and pension information.

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2017 Issue Paper

Recruitment Software

Purpose

To request approval for the one time purchase and implementation of recruitment software that will provide an electronic application process as well as an automated short listing process for candidates applying for positions within Northumberland County.

Background

The County of Northumberland is committed to recruiting and selecting individuals who are the most qualified to perform the requirements of each position available.

The Human Resources department maintains control of the hiring of employees by ensuring, through a requisition procedure, that all hiring for new positions or replacements is administratively approved within budgeted staff complements.

The Manager, in consultation with the Human Resources department will determine whether recruitment for a vacant non-union position will be targeted at internal candidates, external candidates or both internal and external candidates. In general, positions above Job Grade C must be advertised both internally and externally.

Where it is determined that the position will be advertised to external candidates, the external recruitment will include advertisement of the position on the County of Northumberland website and promotion of the position on a County-wide basis through the use of local print media. Additional sources for external recruitment will be identified by the Manager and Human Resources and can include other forms of print media, notices to professional associations, social media and employment agencies.

At the close of the competition, the Human Resources department drafts a screening tool to determine which applicants possess the minimum qualifications as described in the job posting. Sample of current format attached. This draft document is forwarded to the hiring department manager for review and input before proceeding. Once the screening tool has been approved by the hiring department manager, the Human Resources department will review all applications and complete the initial screening to determine those applicants who possess the minimum qualifications, as described in the job posting.

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On completion of the initial screening, the Human Resources department will forward to the hiring manager the screening results and resumes for the top 10 qualified applicants. The manager will review the initial screening results and select those applicants who will be interviewed.

This process can be very lengthy depending on the number of resumes that are received for the position. This varies from 8 – 10 resumes for specialized positions or up to 300 – 400 for entry level positions.

The short listing component is a very manual process which can result in the recruitment being delayed depending on the number of resumes received and the overall number of recruitments taking place at any given time. The majority of resumes are submitted through e-mail and printed in order to review the document during the short listing process. This adds time and cost to the process.

In order to reduce the timeline for recruitments and provide more accurate short listing information to the hiring manager we require recruitment software that will pre-screen applicants with mandatory requirement questions before allowing them to upload their resume and proceed to the second screening tool. This is a common tool used within the private sector.

The Human Resources department completes approximately 75 recruitments per year and the number of resumes received for each of these positions can range from 10 – 400. Printing each of these resumes, reading each one and scoring them based on the criteria set by the hiring manager is a very lengthy and daunting task. Although there would be no direct financial savings there would be a significant amount of time saved that will enable staff to fulfill other Human Resources duties that are often delayed during recruitment, as an example alleviating administrative pressures associated with collective bargaining, human resources information management, maintenance of human resource and payroll files etc. Additionally the implementation of an automated system will reduce the overall recruitment timelines with the expectation of filling vacancies in an expedited manner.

Consultation/Options

A Request for Proposal will be issued with submissions being reviewed to determine which company will provide the software that best matches our needs at a reasonable cost.

Financial Impact Request for Proposal will be issued in 2017 and submissions will be reviewed for software performance and overall cost. The initial cost to purchase and implement the software would

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be approximately $60,000 with an annual fee thereafter of approximately $5,000 to support and maintain the software. The estimated time that is spent on shortlisting ranges from one day to four days depending on the number of resumes received. With the average time to shortlist being 10 hours for each position in one year this would equate to 750 hours or 21 weeks spent exclusively on shortlisting potential candidates. By using technology to do the initial shortlisting this number would significantly reduce the overall time spent on shortlisting, thereby enabling the incumbent to absorb more human resources & payroll functions that currently are not completed and/or are delayed due to time limitations.

Risk Considerations The objectives of HR Policy # 4.18.1 are:

· Employ the best applicant for each job opening based on relevant education, training, experience, knowledge, skills and abilities

· Provide equal treatment without discrimination based on the protected grounds of the Ontario Human Rights Code.

· Ensure fairness. · Proactively remove barriers for people with disabilities · Describe the responsibilities of Directors, Managers and the Human Resources department

with respect to carrying out the recruitment and selection process.

By purchasing and implementing this software will ensure that all of our objectives are met in a more timely fashion.

Impacts to Member Municipalities/Partners This process reflects the County of Northumberland’s recruitment process and has no direct impact on the member municipalities.

Included in 2016 Long Term Plan: YES/NO Yes, as part of Sustainable Infrastructure & Services

· Continue to work with operating departments to identify efficiencies in the recruitment process which would include applicant short listing software or other automated methods.

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2017 Issue Paper

Performance Review Software

Purpose

To request approval for the one time purchase and implementation of performance review software that will provide an electronic process for the completion and tracking of employee performance.

Background The County of Northumberland is committed to implementing, communicating and monitoring a performance management program that will focus on assessing and improving employee performance, productivity, and effectiveness, with the goal of facilitating employee success. Feedback on performance and recognition of personal achievements will be its hallmark. Effective performance management relates employee goals, work performance and achievements to department objectives and the strategic plans and priorities of the County. Employees at all levels should be able to clearly understand how their job activities and the level of their performance directly contribute to the success of the County. By providing accurate and honest feedback to employees we ensure that they remain engaged and encouraged to succeed. Performance management is not a once a year initiative. It is a continuous and interactive process which encourages and supports employees to work to their potential and helps departments achieve business plan goals and the County accomplish strategic plans and priorities. Each year directors, managers and supervisors are responsible for preparing performance reviews for each member of their team documenting the past years performance. The annual performance review measures the employee’s level of performance throughout the year and should include any incidents or behaviors that are out of the ordinary. These incidents could be positive or negative and are extremely important not only for setting goals but for formally addressing and documenting performance concerns. Annual performance reviews play an important role in providing positive feedback and outlining developmental opportunities for staff. The supervisor and the employee meet to review the performance assessment to discuss

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the results that were achieved, the performance factors that contributed to their accomplishment, and the learning & development plan progress. The performance review forms are heavily relied upon in the event there are employee issues which could lead to discipline or dismissal. Currently all of the non-union performance reviews are printed and stored within the personnel files located in the Human Resources area making the information not readily accessible to the managers. Additionally, the lengthy form and time required to complete several reviews is a daunting task for Managers, Supervisors and Directors, sometimes resulting in less than adequate completion of the manual forms.


A Request for Proposal will be issued with submissions being reviewed to determine which company will provide the software that best matches our needs at a reasonable cost.

Financial Impact Request for Proposal will be issued in 2017 and submissions will be reviewed for software performance and overall cost. The initial cost to purchase and implement the software would be approximately $35,000 with an annual fee thereafter of approximately $5,000 to support and maintain the software. Although there is no financial savings, the electronic process would eliminate the paper performance reviews currently stored in the employee personnel files. The system would also create an electronic database that managers could access anytime. Having one electronic copy as opposed to possibly several paper copies would also provide a more secure records management process. Additionally, the system will electronically measure overall completion of goals set for the previous year and provide ‘follow-up’ reminders to managers, thereby ensuring that identified corrective measures are not missed or neglected.

Risk Considerations The objectives of HR Policy # 4.16.2 Performance Management are:

· Plan for and support employee performance and the achievement of departmental and organizational objectives.

· Ensure employees know that their strengths are recognized and appreciated. · Motivate future performance by continuing to establish new goals.

Purchasing and implementing this software will ensure that all of our objectives are met in a more timely fashion. Performance management is not a once a year initiative, it is a continuous process and using technology to prepare and store this information would provide more

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accurate, accessible and current information. The software will also reduce the amount of time required to complete and deliver the performance information.

Impacts to Member Municipalities/Partners This process reflects the County of Northumberland’s performance management program and has no direct impact on the member municipalities.

Included in 2016 Long Term Plan: YES/NO Yes, as part of Sustainable Infrastructure & Services

· Continue to find efficiencies within the human resources and payroll process including the implementation of an HRIS with the possibility of expanding to an entire enterprise system. An enterprise system would include not only payroll information but also human resources, compensation, benefits, training & development, employee relations, H&S, performance management, skills inventories and applicant tracking. Systems that are reviewed for implementation in advance of the introduction of an HRIS system will be compatible with potential HRIS systems.


Health, Safety, Emergency Planning



Health and Safety: • Assisted all departments in reducing WSIB costs through disability case management

return to work and injury/property damage investigation initiatives. o 2010 claims = 35 ($374,547) o 2011 claims = 40 ($186,319) o 2012 claims = 42 ($114,491) o 2013 claims = 37 ($158,558) o 2014 claims = 45 ($119,149) o 2015 claims = 47 ($102,388) o 2016 claims = 32 ($63,584) July 2016


• Supported 4 County Health and Safety Committees; • Health & Safety Training: New Employee Orientation, Defensive Driving, Traffic Control,

MOL Health and Safety Rep Certification, First Aid, Competent Supervisor Training, Mental Health Awareness, Bill 163 Supporting Ontario’s First Responders Act, Workplace Bullying Harassment and Sexual Harassment Policy

• Completed Ergonomic Reviews: Paramedic Administration, Administration Staff, GPL Staff, Sit-Stand Unit Installations

• Completed Physical Demands Analysis for positions at the GPL, Paramedics, Material Recovery Facility

• Completed a new Corporate OHS Policy to follow the 2015 – 2019 Strategic Plan • Introduced Risk Identification, Assessment, Prioritization – Transportation Division • Introduced a Corporate Occupational Health and Safety Strategic Plan

Thriving & Inclusive Communities

Health and Safety: • Hosted First Aid for Community Social Service Childcare Service Providers

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• Completed Ergonomic Reviews for Cobourg Economic Development Service

Emergency Planning:

• Conducted emergency management training: Joint Control Group Training with Town of Cobourg, Inter-municipal Basic Emergency Management Training

• Supported Emergency Social Service Training, Emergency Information Training • Completed Evacuation Shelter Operations: Town of Cobourg Community Centre Shelter

Final Plan • Continued County wide inter-municipal communications: Fire Services, Public Works;

County radio tower • Conducted Inter-municipal County Hazard Identification Risk Assessment • Continued as Co-chair for the Severn Sector of the Office of the Fire Marshall and

Emergency Management Ontario • Completed Joint municipal initiatives for Public Education: Radio, Print, and

Northumberland Safe Community Display • Conducted Emergency Exercises: Joint Functional Emergency Exercise with the Town of

Cobourg, Inter-Municipal Emergency Information Exercise, Joint Emergency Exercise with Peterborough County and Fleming College, Designed Trent Hills Emergency Exercise

Organizational Excellence

• Supported Wellness Committee on the initiatives Wellness Fair, Corporate Yoga, MRF Pilates, Perks Plus Program, Safe Driving, healthy food snacks, Fitbit Competition.

• Membership with the Ontario Municipal Health and Safety Representatives Association • Assisted with compliance with Bill 132 Sexual Harassment and Violence • Supported Bill 163 Supporting Ontario's First Responders Act (Post Traumatic Stress

Disorder) • Supported and compensated staff training in health and safety courses and emergency

planning courses and conferences (Business Continuity Training, World Conference Disaster Management, Partners in Prevention Conference)

• Supported participation in UOIT Leadership Development Certificate Program; Certificate in Health, Safety and Environmental Processes; Certificate in Business Continuity

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Health and Safety: • Continue to support all departments with a Corporate H&S Program to reduce worker

injury and WSIB costs as a participant in the Disability Case Management Committee. • Implement cost tracking of non-WSIB injuries


Health and Safety: • Promote Corporate Due Diligence with implementation of reasonable care standards

and policies. (Post-Traumatic Stress Disorder, PPE, working at heights, confined space, lockout)

• Support County Health and Safety Committees initiatives and MOL compliance • Support all departments with Health & Safety initiatives to reduce worker injury using

control measures of job hazard analysis, protective training, and ergonomic reviews. • Implement Physical Demands and Cognitive Demands Analysis for the Transportation

Waste Facility Department • Continue Health & Safety Training: New Employee Orientation, Defensive Driving, Traffic

Control, MOL Health and Safety Rep Certification, First Aid, Competent Supervisor Training, Mental Health Awareness, Bill 163 Supporting Ontario’s First Responders Act, Workplace Bullying Harassment and Sexual Harassment Policy

• Continue Wellness Committee initiatives: lunch/learns (healthy eating, body wellness), wellness fair, elder support program, monthly healthy food snacks, Fitbit Competition, and Healthy and Lean Competition

• Continue liaison with Ontario Municipal Health and Safety Representatives Association Emergency Planning:

• Continue to support a Corporate Emergency Management Program and compliance with the Office of the Fire Marshall and Emergency Management

• Support Alternate CEMC: CEMC and Note Taking Training • Staff Training: IMS, Public Inquiry, Control Group, Emergency Social Services • Exercises: Joint County / Municipality of Trent Hills • Continue review of County radio infrastructure for County wide inter-municipal

communications system. • Continue corporate wide business continuity planning

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Emergency Planning: • Network with the CEMC’s - joint projects and training initiative. • Continue emergency management training initiatives with member municipalities. • Continue to support the Fleming Emergency Program and inter-municipal exercises. • Collaborate with the Northumberland County Fire Chiefs, Chief Administrative Officers,

and Eastern Ontario Regional Network for a dedicated County wide inter-municipal emergency services communication system.

• Support the Emergency Information Committee joint initiatives. • Support the Evacuation Committee in developing evacuation centers; finalize Cobourg

Community Centre and revisions to Campbellford District High School • Design and implement an exercise for joint response with the County and Municipality

of Trent Hills


Health and Safety: • Implement a Corporate Occupational Health and Safety Strategic Plan • Conduct Risk Identification, Assessment, and Prioritization, Waste Division, Golden

Plough Lodge, Paramedic • Support Wellness Committee on the initiatives of employee work life balance and

mental health • Support and compensate staff training in health and safety courses and conferences. • Support participation in employee engagement/development initiatives • Conduct WHMIS 2015 training. • Conduct a mock injury / documentation training and exercise. • Conduct Disability Case Management training for managers. • Review programs to digitally document hazardous materials Emergency Planning: • Support and compensate staff training in emergency management courses and

conferences.

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Long Term Plan & Strategic Objectives The Health Safety and Emergency Planning (HSEP) Department is a support service to the County operational departments and the member municipalities. The HSEP Department identifies with the long term objectives of those operational areas and offers support under the umbrella of the County’s vision, mission, and values.


Health and Safety: • Continue to support all departments with a Corporate H&S Program to reduce worker

injury and WSIB costs as a participant in the Disability Case Management Committee.


Health and Safety: • Promote Corporate Due Diligence with implementation of reasonable care standards

and policies. • Support County Health and Safety Committees initiatives and MOL compliance. • Support all departments with Health & Safety initiatives to reduce worker injury using

control measures of job hazard analysis and protective training. • Continue to conduct Physical Demands and Cognitive Demands Analysis:

o 2018 Community and Social Service, Corporate Services o 2019 Finance Services o 2020 Economic Development and Tourism

• Continue liaison with Ontario Municipal Health and Safety Representatives Association Emergency Planning:

• Continue to support a Corporate Emergency Management Program and business continuity


Emergency Planning: • Continue to support member municipalities and partner agencies on joint initiatives: • CEMC’s joint projects. • Emergency management training • Inter-municipal exercises.

o 2018 – Township of Alnwick/Haldimand / Alderville First Nations and County o 2019 – Municipality of Brighton and County o 2020 – Municipality of Port Hope and County

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o 2021 – Township of Cramahe and County o 2022 – All member municipalities and County

• Implement County wide inter-municipal emergency service communication system in collaboration with the Northumberland County Fire Chiefs, Chief Administrative Officers, and Eastern Ontario Regional Network.

• Review the 911 Service Agreement • Support Evacuation Committee in developing evacuation centers

o Keeler Centre o Bewdley Community Centre o Alderville First Nation Community Centre


• Continue to implement an Occupational Health and Safety Strategic Plan • Guide the Corporation to Canada’s Safest Employer initiative. • Continue to support the Wellness Committee on the initiatives of employee work life

balance • Continue to support and compensate staff training in health and safety courses and

emergency planning courses and conferences. • Support participation in employee engagement/development initiatives.

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Clerk, Records Management and Archival Services


Clerk Services


• Prepared Council and Department agenda packages and supporting documents. • Attended meetings of Council requiring the taking of minutes and giving of advice on

procedural matters. • Communicated Council decisions and directives to the Department’s. • Providing administrative and clerical support services to Land Use Planning. • Ensuring the municipality’s compliance with Provincial Legislation as it relates to Council

processes and access to municipal records. • Provide Departments with support in agenda preparation and minute taking.

Research and Policy Development

• Accountability and Transparency Policy - Council • Delegation of Powers and Duties Policy - Council • Freedom of Information and Protection of Privacy Act Policy - Corporate • Commissioner of Oaths & For Taking Affidavits Policy – Corporate • Flag Policy Amendment – Community Flags – Corporate (pending approval) • Video Surveillance Camera Policy – Corporate (pending approval)

Legislative Compliance

• Council Meetings in full compliance • 0% Investigations • Requests Under the Municipal Freedom of Information and Protection of Privacy Act in

full compliance

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• Signing Authority for Plans of Subdivision under the Planning Act

Document Preparation & Management

• By-laws • Council Agendas, Minutes and Resolutions • Closed Session Agendas, Minutes and Resolutions • Department Meeting Agendas and Minutes • Policies • Council Reports • Document Retrieval

Provide Professional Consultation

• Internal and external Records Management and Archival Services


• Renewed archival services agreements with Town of Cobourg, Township of Alnwick-Haldimand and Cramahe Township for additional three year terms.


• Inventoried and described over 2200 physical files in archival collection to verify accuracy and integrity of database information. Data will be used to enable creation of finding aids to facilitate research and exhibit design.

• Data of approximately 800 boxes stored at Iron Mountain entered in the Central File Database to facilitate easier research for staff and improve the destruction process.

• Approximately 1000 road plans from the 1940s-90s inventoried, classified and pending destruction review with assistance from Roads Summer Students. Plans are now accessible to staff and public for research.

• Inventoried, reviewed, and described over 1200 physical files in Central File database to verify accuracy and integrity of database information. Data will be used to increase efficiency of destruction, research, and retrieval processes.

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• As of August 2016, completed 232 internal requests from County departments for

records management services, resulting in the handling of over 1100 records, 94 requests for creating new files, 26 requests for retention and classification review, 39 requests for retrieval and 20 requests for procedure development and review.

• Records Management training provided to Community and Social Services, Transportation, Waste & Facilities, and multiple administrative support staff with a focus on MFIPPA, data integrity, security and the file creation-use-borrowing-destruction processes.

• Organized and participated in three Inter-Municipal Records Management Working Committee meetings as part of the Shared-Services initiative.

• Completed condition reports for over 150 artefacts in the County’s archival collection. Reports include descriptions and photographs and will be used for research, creating exhibits, displays, educational programming and prioritizing conservation efforts.

• Submitted a proposal for the justification, design and construction of a purpose built County Archives facility as part of the new Golden Plough Lodge building.

• Reviewed, authorized and permanently destroyed 423 official records, reducing expenditures at Iron Mountain and generating more on-site storage space.

• Developed inventory procedures for Central File, Archives, Social Services Housing Client file, and Mezzanine projects to ensure continuity and data integrity and accuracy throughout projects.

• Updated and distributed brochures and created a Facebook page for Archives to promote services and the collection.


• As of September 2016, assisted 280 users of archives and processed over 96 research requests with minimal advertising.

• Contacted Cobourg Collegiate Institute History department to begin collaboration on educational programming using local history and artefacts.

• Archives website updated to include more information about services and the collection to assist researchers unable to physically visit Archives.

• Participated on the steering committee for the Art Gallery of Northumberland`s Northumberland Went to War exhibit. Stable materials and reproductions from the County`s collection were on loan for the duration of the exhibit.

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• Created four temporary themed exhibits displayed at 555 Courthouse Road. Exhibits

included: Winters in Northumberland, Northumberland Wears Prada, Summers on Rice Lake, and Northumberland Went to War: The Home Front.

• Recruited two new volunteers to assist with research, conservation and inventory and description.


• 2015 Archives Summer Student returned for employment for 2016. • Recruited and hired Corporate Records and Archival Services Assistant for a permanent

eight month, part-time position. • Corporate Records and Archival Services Coordinator attended ARMA Canada

Conference in Halifax, Nova Scotia to further information management knowledge, network, and develop strategies for implementation at Northumberland County.

• Supervised two students from Durham College’s Library and Information Technician program’s Job Shadow and Work Placement assignments.


Clerk Services


Clerk’ Services is committed to providing support and resources to elected officials to ensure effective governance. To ensure legislative requirements are met and assisting Directors and Managers to meet their reporting commitments to Council through effective processes.

• Governance support to elected officials and procedural advice to administration • Support corporate records management systems • Maintain and protect the official corporate record of the municipality • Facilitate access to information, as corporate MFIPPA lead • Research best practices in impending legislation to maintain full compliance

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To maximize the functionality of iCompass for Report Writing, Action Tracking and Electronic Records Management. Records Management and Archival Services


• Retain and maintain archival service agreements with member municipalities. • Research and implement alternate methods of cost recovery for Archives.


• Install two storage cages and three shelving units at 600 William Street Mezzanine to increase on-site storage capacity from 190 boxes to 1194 boxes, allowing for the permanent removal of boxes stored at Iron Mountain.

• Permanently remove minimum of 50% of records stored at Iron Mountain and relocate to on-site storage facilities to increase accessibility for staff and reduce annual spending on third party contracts.

• Complete destruction of all retention-expired Ontario Works Client files stored on-site. • Continue to develop and convert departmental shared drives to TOMRMS file structure

for easier retrieval and management of electronic documents. • Provide on-going training to staff regarding Records Management practices,

classification, labelling, and destruction processes to reduce discrepancies in filing, classifying, borrowing, and retrieval.

• Develop list of common naming conventions and a standard vocabulary for corporate use.

• Conduct minimum of three internal audits to ensure compliance to Records Management policies and procedures in various County departments.

• Ongoing development and population of a searchable archives database to facilitate research, access and collection management.

• Develop and implement de-accession, education/outreach, and preservation policies for archives program.

• Continue organizing and participating in the Inter-Municipal Records Management Working Committee meetings under the Shared Services program.

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• Continue to work with departments to enhance retention and classification schedule to

meet legislated and administrative requirements. • Continue to create archival collection descriptions and inventories to facilitate research.


• Continue to offer volunteer opportunities for members of the public with varying abilities and interests in Records Management and Archives.

• Organize and participate in Doors Open Northumberland in honour of Canada’s 150th birthday celebration.

• Provide minimum of two presentations relating to archival services or local history to Northumberland County Service groups

• Continue to partner with Durham College’s Library and Information Technician program.


• Gather and analyze data to prepare a business case to increase Corporate Records and Archival Services Assistant position to a full-time permanent position to assist with the implementation of the Corporate Records Management program.

• Enroll staff in ARMA Canada 2017 conference in Toronto and project management courses.

• Continue to supervise students from Durham College’s Library and Information Technician program’s Job Shadow and Work Placement assignments.


Clerk Services


• Research best practices and monitor proposed legislation to ensure policies and procedures are presented to Council for adoption.

Records Management and Archival Services

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• Research and implement alternate methods of revenue generation for Records Management and Archives programs.

• Enter into Archival Service Agreements with local businesses as a means of revenue generation.


• Continue to implement cost saving initiatives that will not jeopardize the efficiency of the Records Management program or the preservation of archival records.

• Continue to work with all departments to find cost-saving initiatives and efficiencies that relate to the creation, storage, and retrieval records.

• Continue to work with member municipalities in the areas of records management and archives to share administrative and service delivery and reduce overall costs in those two areas.

• Construct or renovate a publically accessible facility for the purpose of researching, preserving and displaying the County and Member Municipality Archival and Museum Collections as well as any collections of local organizations or businesses with Service Agreements. Facility would also store inactive County and Municipal records requiring long-term storage.


• Working with the County’s network of community agencies, develop educational outreach programs such as “show and tells” and travelling exhibits, to bring services closer to residents and to overcome challenges associated with transportation and isolation

• Maintain relationship with Durham College and develop relationships with other educational institutions offering Records Management and Archives programs.

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2017 Issue Paper

Records Storage Equipment

Purpose

To request approval for the purchase and installation of two storage cages and three shelving units at 600 William Street for long-term records storage.

Background

When 600 William Street was purchased, the mezzanine was deemed inappropriate for office space and was identified as suitable records storage. The purpose of the decision was to reduce spending at Iron Mountain, the County’s third party record storage and shredding provider. The space then became utilized and one storage cage with a shelving capacity of 190 bankers boxes has been installed. A process has also been established for accessing the mezzanine and transferring records. The records storage cage at 600 William Street has now reached maximum capacity and there are no other secure records storage areas available at County facilities to store additional boxes of records. All in-active records must be sent to Iron Mountain until their retention periods have expired and can be destroyed. There is space available to install two additional record storage cages and shelving at 600 William Street. The purchase and installation of two cages with shelving will create storage for 796 bankers boxes. Installation of new shelving in the current cage will increase capacity from 190 boxes to 398, bringing the total storage capacity to 1194 bankers boxes. There are 812 bankers boxes currently stored at Iron Mountain. Installation of the cages and shelving will allow all records at Iron Mountain to be permanently removed and stored on-site. This will reduce retrieval times and annual storage costs to a third party provider by approximately $9,400 per year. The processes for transfer, retrieval, and destruction will also be more efficient for records management staff. The new shelving layout will create storage space for an additional 192 bankers boxes above those currently stored in the mezzanine and to be transferred from Iron Mountain. The extra

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space could be used to store records from other County buildings to create more usable office space or active records storage. Costs for destruction of records will also be reduced in future. Costs will now be incorporated into the regular on-site shredding process currently established. This process is significantly less expensive than shredding records stored at Iron Mountain as a premium of $6.04 per box is paid to retrieve each box from Iron Mountain storage prior to being destroyed. For all future records stored in the cages and not sent to Iron Mountain, this fee will no longer be applicable.


Consultations were held with the Manager of Facilities and Chief of Paramedics with regards to allocation and utilization of space of the mezzanine. The Paramedic department is currently storing decommissioned equipment and excess supplies. Facilities are also using a section as a workshop. The installation of the cages will not interfere with the space Paramedics currently occupy at the front of the mezzanine or to the left of the current cage. With the re-organization of their current shelving, removal of decommissioned equipment and re-organization of the facilities workshop, there will be ample storage room for paramedic pallets and current supplies. A proposal and quote for budgetary purposes was received for the design, layout and purchase of shelving and two cages. Shelving design and layout will meet AODA and Health and Safety standards. Projected Iron Mountain savings are calculated by consulting the 2016 Records Management Budget for Contracted Services actual expenditures and the 2016 Iron Mountain Schedule of Fees.

Financial Impact Carryover funds for a 2016 Archive shelving project will partially fund the 2017 project in the amount of $13,207 (transfer from reserves). Purchase of two cages and three shelving units is approximately $38,188. With projected annual storage savings of $9,400, the equipment is expected to pay for itself in approximately 4.1 years.

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Labour to complete the project and costs of permanently removing materials from Iron Mountain will be absorbed in the annual operating budget for the department as regular operations.

Impact on 2017 Levy Project Costs And Proposed Funding

Item Cost Purchase and Installation of Two Cages $13,738 Purchase and Installation of Three Shelving Units

$24,450

Total Project Costs $38,188 Source of Funding Reserves (2016 Carryover) $13,207 Total Impact on Levy $24,981

Risk Considerations If the storage equipment is not purchased and installed, the County will continue to pay Iron Mountain on an annual basis for the storage, retrieval and off-site destruction of records. Future annual physical record growth may increase beyond cage capacity, resulting in re-instating Iron Mountain contract. If cages are installed, the Paramedic department will need to re-evaluate their current shelving and storage layout in the mezzanine. This will require staff time dedicated to purging the decommissioned equipment currently in storage and potentially purchasing additional shelving equipment for their supplies.

Impacts to Member Municipalities/Partners No financial impact to member municipalities.

Included in 2016 Long Term Plan: YES/NO Yes. Project is identified as a cost saving initiative that will not jeopardize the efficiency of the records management program.


Forest Service



• Participated in “For the Love of Wood” event promoting local wood artisans and products

• Hosted 2 mountain biking events. One winter “fatbiking event” with approximately 75 participants and a summer mountain biking event with 163 participants

• Performed 14 Weed Control Act inspections


• Provided for more than 44,000 trail uses in the County Forest • Completed a portion of the Forest Management Plan through the development,

approval and implementation of a 5-year Silvicultural Operations Plan • Performed a 20-year timber supply analysis • Developed a volunteer management strategy and management plan. • Continued development of a trail management strategy • Continued Natural and Cultural Heritage surveys in the County Forest including

development of a GIS database: o Annual breeding bird surveys o Mottled Duskywing Surveys o Game camera surveys o Confirmed a location for Eastern Hog-nosed Snake in Forest o Historic building footprint surveys (GPS’ed) o Trent University frog research at ponds

• Prepared and sold 117ha of trees in conifer plantations for timber harvest operations. • Completed updating 2002 forest resource inventory data • Maintained Forest Stewardship Council® Certification under the Eastern Ontario Model

Forest’s certificate • Continued the development of an arboretum along the Universal Trail. Planted 3 new

species and installed more than 50 interpretive tree id signs • Continued invasive species control in the County Forest:

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o Protected 18 ash trees along Universal Trail from Emerald Ash Borer using TreeAzin insecticide

o Pulled >1000 Garlic Mustard plants from Carstairs picnic area o Planted 280 mixed oak trees and treated invasive (dog-strangling vine and

thistles) with herbicide in 2015 prescribed burn area o Planted 1010 plants (grasses, forbs and shrubs) and cut >4000 scotch pine

saplings where invasive Scotch Pine were removed in 2013/2014 o Herbicidal treatment of Japanese Knotweed patch near MacDonald Rd

• Continued treatment of Dog-Strangling Vine in Beagle Club Road area • Removed more than 2110 hazard trees from trails and forest roads • Brushed and pruned corridors on more than 70km of trails • Performed signage inventory throughout County Forest • Trail repair:

o Repaired wet area of Bowmanton Road motorized trail using fill from nearby ditching operations

o Repaired corners on Lookout Mountain trail with aggregate o Constructed 1600m of single-track trail to finish Dragonfly Loop and close up

second access point o Repaired corners on Lookout Mountain Trail

• Administered 38 Forest Conservation By-Law harvest permits and 4 minor relief applications

• Maintained Forest Stewardship Council certification for County Forest through the Eastern Ontario Model Forest


• Developed trail map application for ArcGIS through Sir Sandford Fleming College’s GIS credit for product program.

• Worked with Cobourg Collegiate Institute courses through planting and invasive species removal and construction of interpretive sign posts

• Purchased wheeled rescue basket and Fire ban signs for Alnwick Haldimand Fire and Rescue

• Attended events with displays, guided walks or presentations: o Port Hope Probus o For the Love of Wood (Hilton Hall) o Prairie Day (Alderville Black Oak Savannah and Northumberland County Forest)

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• Staff attended: o Professional Trail Builders Association Sustainable Trails Conference o Trailhead Ontario o International Society of Arboriculture annual education conference o Annual Weed Inspector Conference o Natural Areas Association Conference: Climate Change Adaptation and Natural

Areas o Webinars:

Climate change and wildlife management Wild Parsnip best management practices Preventing conflict on trails Using LIDAR for forest management Control and management of Japanese Knotweed Trail Towns (trail tourism)

• Forest Manager completed “Deepening your leadership skills” through Loyalist College • Trails coordinator completed Sustainable Trails Certificate at Sir Sandford Fleming

College • Provided chainsaw training to employees from local municipalities • Provided hazardous plant training to County Roads Department • Hosted a 2 week Forestry Technician placement through Algonquin College • Hosted 40 students from Sir Sandford Fleming’s Outdoor Adventure Skills program for

trail building • Hosted 70 Sir Sandford Fleming College Forestry Technician students



• Initiate development of a local wood products guide • Continue Weed Control Act and Forest Conservation By-Law administration and

enforcement duties • Complete Emerald Ash Borer Management Plan


• Complete Forest Master Plan • Complete development and begin implementation of trail management plan including

long-term planning of asset management (ex. trail and road repair, poison ivy control)

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• Continue hazard tree management • Continue implementation of silvicultural operations plan including establishment of

Permanent Survey Plots • Develop and implement natural and cultural heritage management plan • Continue collecting data on natural and cultural heritage (ex. species-at-risk, farmstead

locations) • Continue stewardship in areas of conservation value including habitat restoration

through plantings and invasive species removal • Continue administration and enforcement of the County Forest Conservation By-Law • Develop and install interpretive signage related to natural and cultural heritage of the

County Forest


• Implement volunteer program • Continue outreach about dangerous vegetation • Continue improving the safety and recreational experience of County Forest Trails

through signage, mapping and brochures • Continue public engagement through open houses, speaking opportunities and public

information booths


• Attend 2017 American Trails International Trails Conference • Attend Forests Ontario Annual Meeting • Attend Trailhead Ontario conference • Attend Annual Weed Inspector conference • Continue development of standard operating procedures and safety training for Forest

service’s equipment • Continue fostering and implementing partnerships for program delivery such as our

timber harvest program



• Improve outreach of invasive species and develop strategies for early identification. • Seek and foster forest-related economic development opportunities, particularly models

such as Ottawa Valley Wood

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• Consider and evaluate opportunities that would benefit the Forest and local economy such as research partnerships with post-secondary institutions

• Pursue opportunities for forest and natural area economic development initiatives that benefit the economy and the environment


• Continue implementation of high-level plans such as the Silvicultural Operations Plan • Implement an asset management strategy for County Forest infrastructure (Issue Paper

for this expected in 2018 budget) • Aim to develop programs and follow other community forest models that will reduce

the burden of the Forest Department on the tax levy while developing a model management program, recognizing the long-term, historic lack of management and financial support for this asset and its extensive infrastructure

• Seek to grow the Forest land base and generate revenue from land through the harvest of renewal resources

• Consider other revenue generating opportunities that will not negatively affect conservation of the County Forest

• Maintain and foster multi-agency partnerships • Seek opportunities for sharing services between the Forest Department and other

County departments as well as member municipalities and partner organizations. • Host an emergency response exercise in the Forest involving EMS, OPP, Fire and the

Northumberland County Community Control Group • Support and foster the development of volunteer and supportive organizations • Pursue funding opportunities for research programs that would inform forest

management and highlight the ecological value of the Forest


• Foster programs that provide Forest-based opportunities for the public, particularly programs that remove barriers to accessing the Forest including social and economic barriers

• Continually re-evaluate potential recreational opportunities that will not negatively affect conservation of the County Forest’s natural and cultural heritage

• Undertake an economic impact assessment of Northumberland County’s natural heritage assets and infrastructure with a specific focus on the County Forest (Issue paper for this expected in 2018 budget)

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• Ensure that employees have opportunities for learning, development and networking • Continually improve procedures that ensure workplace safety • Maintain participation on committees such as the Rice Lake Plains Joint Initiative and

Eastern Ontario Model Forest’s Certification Working Group

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2017 Issue Paper Forestry Technician Position Amendment

Purpose

To amend the Forestry Technician position from a 2-year contract position to a permanent full-time position.

Background

A 2-year Forestry Technician contract position was approved in the 2015 budget. This position was filled in August of 2015 and expires on August 11, 2017. Initially, this position was approved as a Forester position, but the County was not able to fill that position with qualified candidates. It was outlined in the 2015 budget issue paper that the position would be compared to the use of a contractor at the end of the position’s term. The Forestry Technician position is responsible for performing:

· timber surveys to update County Forest timber supply information · tree marking for timber harvesting · forest conservation by-Law enforcement (County By-Law 2015-27) · timber harvest oversight and compliance surveys · collection of natural and cultural heritage data · helping the Trail Coordinator for tasks that require two people for safety (e.g.,

chainsawing) In June 2016, Northumberland County Council approved entering into a contract for by-law enforcement services and in that report staff outlined that if the Forestry Technician position ends in 2017 that the costs for those services alone will increase significantly. In addition to those costs, are other costs such as harvest inspection, tree marking, forest inventories as well as the support of tasks performed by the Trails Coordinator and requiring two people working together for safety. As identified in the council report, the Forestry Technician is involved in permanent and continuous programs and not short-term projects that would be typical of fixed-term staff or external contracts.

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There are 3 options for this position: 1.) Replace the position with contracted services, 2.) amend the position to permanent at the end of its term, 3.) extend contract position. As part of these options, we have completed a financial review comparing costs versus savings (Appendix A). Option 1 – Replace with contracted services The duties of this position are a recurring requirement for management of the Northumberland County Forest and the County’s Forest Conservation By-Law and would otherwise need to become privately contracted services. The benefits of this position in comparison to contracting out its services have been recently detailed in the council report for contracting Forest Conservation By-Law services and are re-stated in the financial comparison in Appendix A. The 2017 values are provided for perspective in savings, but because we will have the Forestry Technician on contract until August 2017 it can only be used a comparison. The 2018 comparison provides a better outlook on savings as it is full-cost for a complete year. This cost comparison does not include additional costs such as other contractors that would be required to perform tree cutting as it would be unsafe for the Trails Coordinator to perform this by themselves among other tasks. As well, we included a 2% cost estimate increase for services, but all of these would need to be re-tendered and it is possible that we would realize a greater increase as we did in 2016 when Forest Conservation By-Law enforcement services increased from $37.11/hr to $78.33/hr. The use of contractors for different aspects of the position would also require that contractors are available when we require their services. Based on the low number of qualified applicants and qualified bids that we have had for forestry services we have advertised in the past few years, this is likely to be unrealistic. Furthermore, the procurement of these services requires the effort of multiple staff and departments and is not captured in the additional costing. Option 2- Amend the position to permanent This is the preferred staff option as it provides:

· cost savings · greater control and flexibility of scheduling and response to needs · cost stability even if Forest Conservation By-Law permits increase · greater oversight of timber harvest operations in the County Forest · more in-depth management of timber stocks and natural and cultural heritage features

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· support for the recreational trail program (ex. increased staff safety when two people are required)

As explained in Appendix A, this option would result in a cost savings compared to contracting out all of the services required to perform this position. In addition to annually reduced cost, this position will be able to carry out future functions such as putting together the local wood products guide slated to begin in 2018 which would otherwise require additional contracted services. Option 3- Extend contract position This option would result in further cost savings initially, but would likely result in high staff turn-over because contract positions do not include benefits such as medical or pension. As well, contract positions do not offer long-term stability therefore staff commitment is not as strong. The resulting poor morale/engagement and turn-over can be costly and inefficient. Furthermore, the difficulties we have had in filling Forestry positions as contracts is more reason to caution against this option.

Financial Impact There is no additional financial impact as a result of this amendment to the Forestry Technician in the 2017 Forest Service budget. $44,363 was budgeted for this position in 2016 and would be funded through additional savings resulting from performing silviculture tasks, such as tree marking, in-house. Amount allocated in 2016 Budget $44,363 Savings from contracted services being performed in-house (ex. tree marking)

$2,735

Available for position in 2017 budget (total) $47,098 8 Months (contract) $29,094 4 Months (permanent) $18,004 Total cost of position (2017) $47,098 We have budgeted for the full amount of the permanent position (based on 2017 value of $54,011 including overhead) in future year projections.

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Risk Considerations N/A

Impacts to Member Municipalities/Partners All residents of Northumberland County benefit from having a healthy County Forest, particularly through the conversion of conifer plantations to natural mixed forest through timber harvesting. As well, all residents benefit from healthy forest land throughout the landscape through Forest Conservation By-Law enforcement. There is also the potential for additional beneficial impacts to partner agencies such as the Ganaraska Region Conservation Authority and therefore residents as the skills of a Forestry Technician could support their Forester in carrying out timber management in the Ganaraska Forest through a resource sharing agreement.

Included in 2016 Long Term Plan: YES/NO The review of this position and comparison to other options at the end of its term was identified in the 2015 budget issue paper. This was further discussed in the Forest Conservation By-Law Services council report (Resolution 2016-06-15-129).

Appendices Appendix A – Financial review Cost of Forestry Technician position Cost of a permanent Forestry Technician for 2017 (given the contract position ends in August)

$47,098

Cost of permanent Forestry Technician position in 2018 (including COLA and merit increases)

$57,252

Estimated cost of Contracting all Forestry Services in 2018 Cost By-law enforcement services for a typical year of Forest Conservation by-law enforcement (this is a conservative estimate and could be more if more permits are submitted). By-Law Services cost $79.71/hr + mileage

$30,930

Tree marking at $120/ha (although this would need to go to tender and could increase).

$20,400

It is expected that the current Forestry Technician will have completed $1,715

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updating the entire forest by the end of the current contract. However, re-inventorying is needed where recent harvesting has occurred to document the change and succession following harvesting. Given that this should occur annually for 3 years post-harvest, this would mean an average of re-inventorying 366ha per year. Furthermore, detailed pre-prescription timber surveys are needed before prescriptions can be written for timber harvesting. So, in 2017, this results in re-inventorying 536ha. Calculated at 100ha/day and $40/hr and 8 hours per day. Harvest monitoring; Our forestry technician currently performs daily site inspections of timber harvesting. It is not likely that we could get a consultant to perform this level of inspection, but given that harvesting of the area we do generally lasts between 3 and 4 months, this is 60 to 80 potential inspection days. If a contractor were to perform a 4 hour site visit every 3 days, this would be a minimum of 80 hours of site visits. Our current rate is approximately $40/hr, although we would expect this to increase.

$3,200

Post-harvest compliance surveying. To perform post-harvest surveying on our sites requires 10ha/day. In 2017, this would require 17 days to perform the needed surveys, especially given that a hardwood harvest is involved which is more complex that plantation harvesting. This was calculated at $40/hr and 8 hours per day.

$5,440

Permanent Sample Plot monitoring. This was approved in the 2016 5-year silvicultural operations plan. It is expected that these detailed surveys will require 10 days to complete and was calculated at $40/hr and 8 hours/day.

$3,200

2017 Total + unrecoverable HST $66,027 2018 Total + unrecoverable HST (assumes 2% cost increase) $67,347 * - Does not include costs for other tasks such as support for the Forest Trails Coordinator when 2 people are required for safety. Cost Comparison It is difficult to fully compare the costs of using a contractor versus staff in 2017, as the Forestry Technician would perform the duties until the completion of their contract and then a contractor would perform the remainder. For perspective, the comparison below compares a contractor versus staff (with permanency beginning in August) for 2017 and a permanent staff versus a contractor in 2018. Year Contractor Staff Additional Cost of

contracting 2017 $ 66,027 $ 47,098 $18,929

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2018 $ 64,025 $ 57,252 $6,773 Assumptions used in the above table are that the cost of the employee shall increase by a 2% COLA increase and full 4% merit increase and that contractor costs would increase by 2% annually. All of these services would need to be re-tendered and could increase further.

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2017 Issue Paper Full-size Truck Replacement

Purpose

To purchase a new full-size, 4-wheel drive pick-up truck to replace the Forest Service’s 2009 pickup truck.

Background

The Forest Service received the Facilities department’s used pick-up truck (plumbing inspector) in 2013 in exchange for the purchase of a new pick-up truck for the plumbing inspector. In 2013, a reserve was established to replace this truck in 2017.


The Forest Service truck is 8 years old and has been costing approximately $4500 per year to maintain for the past 2 years. As it is used in off-road conditions approximately 50% of the time, it is costly to maintain and those costs are likely to continue rising. Furthermore, it is a ¾ ton diesel which is a larger vehicle than is necessary for the Forest Service and a gasoline engine would be more appropriate.

Financial Impact There is no new financial impact as the cost of replacement was planned for with annual reserve contributions. Annual reserve contributions ($6,000) will continue for its replacement in 6 years. There is no new fuel costs associated with this purchase as they are ongoing from previous years. We have budgeted $500 for maintenance (ex. oil changes and tire changes in summer and winter) in 2017 and 2018 and increase that to $1500 annually in 2019 to 2021 and $2000 in 2022 as we expect maintenance needs to increase. Maintenance savings from this vehicle will be put towards the purchase of an additional truck.

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Impacts to Member Municipalities/Partners This vehicle will mainly be used for the County Forest’s recreational trails and weed inspection programs which are beneficial to all residents in Northumberland County.

Included in 2016 Long Term Plan: YES/NO Yes. This vehicle’s replacement has been in the long-term budget since the establishment of its reserve in 2013.

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2017 Issue Paper Mid-size Truck Purchase

Purpose

To purchase a new mid-size pickup truck for use in Forest Conservation By-Law and Forestry operations and amend the reserve contributions from an off-road utility vehicle to this vehicle’s replacement.

Background

The Forestry Technician and forest technician (summer students) have been using an old Paramedic vehicle since 2013. Prior to that they were using a less efficient system where a Gator (Off-road utility vehicle: UTV) was stored at Alnwick/Haldimand’s Centreton Fire Hall and driven to the forest from there. In 2016, the vehicle was deemed no longer road-worthy and removed from service and replaced with a rental. In 2013, a reserve for the replacement of the UTV was established and replacement was scheduled for 2017. Through discussions with Forest Service staff and given that it has been rarely used since 2014, a truck would be a better tool, especially given that:

1. Staff travel back and forth from Cobourg to the Forest because the office and all forest equipment/supplies are stored at the Veronica St. Yard,

2. Staff require a vehicle to travel around the County to perform Forest Conservation By-Law inspections.

3. There is increased safety and protection from the elements (storms and heat) in a vehicle compared to an open Off-road Utility Vehicle.


Forest Service staff have met and discussed the options as there was a noticeable decline in use of the UTV. As the truck would be used for Forest Conservation By-Law enforcement and travel from the office and storage yard to the County Forest it would be a much better piece of equipment for the required tasks. If a truck were not purchased, one would need to be rented for the Forestry Technician to perform by-law enforcement and for travel related to

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management of the County Forest. The lowest monthly truck rental price is $1,197.00 +HST, therefore, renting a vehicle is not a sound financial option.

Financial Impact Staff would be seeking the purchase of a mid-size pick-up truck as it is expected to be a lower cost than a full-size pick-up truck and the position using it does not need the towing or equipment storage capabilities of other Forest Service positions. The cost of this purchase would be covered in the 2017 Forest Service budget by redirecting the money available in reserve for the replacement of the UTV ($14,000), savings from lower vehicle maintenance costs (2016 truck maintenance costs are expected to be reduced by $9000 in 2017), and savings from vehicle rental (budgeted as $10,000 annually in the 2015 Forester issue paper). Remaining savings would be re-directed into the Forest Service reserve

Costs Truck purchase budget $30,000 Increase in reserve contributions for truck replacement

$ 3,200

Total $33,200 Budget UTV replacement budget (from reserve) $14,000 Savings from rental $10,000 Savings in maintenance $ 9,000 Additional money from current budget $ 200 Total $33,200 This item is not only covered within the 2017 budget and includes ensuring that reserve contributions are adequate for its replacement in 10 years, the rental savings amount will be able to be re-directed to other Forest Service budgetary needs in 2018. There is no new fuel cost associated with this purchase as they are ongoing from previous years. We have budgeted $500 for maintenance (ex. oil changes and tire changes in summer and winter) in 2017 and 2018 and increase that to $1500 annually in 2019 to 2021 and $2000 in 2022 as we expect maintenance needs to increase.

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Impacts to Member Municipalities/Partners Forest Conservation By-Law enforcement benefits residents County-wide.

Included in 2016 Long Term Plan: YES/NO Yes. This item was detailed in the Council-approved Northumberland County Forest 5-year Silvicultural Operations Plan.

2017 business plan & budget - northumberland · pdf fileo mrf, 5 job postings o hr, ......

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