2018 approved budget - perth county, ontario · 2018-03-17 · contents-lbuer no 1 capital budget...

2018 Approved Budget

Includes

2018-2020 3-year Operating Budget

2018-2027 10-year Capital Budget

March 2018

This document is available in alternate formats, upon request

CONTENTS

-LBUEr

NO 1

CAPITAL BUDGETIT, BRIDGES, ROADS, FACILITIE

LEET,EQUIPMENT.

OPERATING BUDGET

NDEPT. , S H ARED SERVICE S

SUMMARY, COUNCIL, GRAN

CAD OFFICECAO, HUMAN RESOURCES,

SMECONOMIC DEVELOPMENT &

NO 4

COUNTY CLERKFINANCE, TECHNOLOGY SERVICEmPROVINCIAL OFFENCES,

NOARCHIVES, CLERK

PUBLIC WORKSADMINISTRATION, ROADS,

No.6 FACILITIES, FLEET IPLANNING & DEVELOPMENT

INo.7

EMERGENCY SERVICESPARAMEDIC SERVICES,

NO 8 ENY MANAGEMENT

flAVERV’READY INDE XS DIVIDERS

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Overall Budget Summary2018‐2020

Budget Budget Budget Budget

2017 2018 2019 2020

% of Levy % of Overall % of Levy % of Overall % of Levy % of OverallOperating Levy 11,186,407 11,801,188 614,781 5.50% 4.32% 12,273,754 472,566 4.00% 3.18% 12,943,816 670,062 5.46% 4.31%

Capital Levy 3,040,000 3,045,000 5,000 0.16% 0.04% 3,270,000 225,000 7.39% 1.52% 3,340,000 70,000 2.14% 0.45%

Overall Levy 14,226,407 14,846,188 619,781 4.36% 15,543,754 697,566 4.70% 16,283,816 740,062 4.76%

1% Levy Increase142,264$

4.10%

4.20%

4.30%

4.40%

4.50%

4.60%

4.70%

4.80%

2018 2019 2020

Overall Levy %

Overall Levy

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000

16,000,000

18,000,000

2017 2018 2019 2020

Capital Levy

Operating Levy

Updated Mar‐15‐2018 5 ‐ Approved Budget

2018

Salary Change Analysis2018 - Approved Budget

Approved

Division 2017 Budget FTEs 2018 Budget FTEs $$ FTEs % % of Total % $$ Comments/Assumptions11 CAO 142,691$ 1.00 153,149$ 1.00 10,458$ - 7.33 6.12% 40.9% 4,281

12 CLERK 166,163$ 2.64 228,525$ 3.30 62,362$ 0.66 37.53 36.52% 40.9% 25,528 13 HUMAN RESOURCES 225,310$ 3.00 236,267$ 3.00 10,957$ - 4.86 6.42% 40.9% 4,485 15 ECONOMIC DEVELOPMENT & TOURISM 148,962$ 2.70 169,712$ 3.04 20,750$ 0.34 13.93 12.15% 100.0% 20,750 1 Summer Student Added to Division22 FINANCE 263,629$ 3.45 219,826$ 3.00 43,803-$ 0.45- -16.62 -25.65% 40.9% 17,931- Reduction of Director of Corporate Services allocation

23 TECHNOLOGY SERVICES 190,253$ 2.25 285,491$ 4.00 95,238$ 1.75 50.06 55.77% 40.9% 38,985 24 PROVINCIAL OFFENCES 258,091$ 4.49 256,145$ 4.34 1,946-$ 0.15- -0.75 -1.14% 0.0% - Reduction of Director of Corporate Services allocation25 ARCHIVES 295,238$ 5.35 289,939$ 5.23 5,299-$ 0.12- -1.79 -3.10% 56.0% 2,967- Reduction of Director of Corporate Services allocation30 PW ADMINISTRATION 150,955$ 2.00 159,260$ 2.00 8,305$ - 5.50 4.86% 70.0% 5,814 31 ROADS 1,082,478$ 16.69 1,105,682$ 16.69 23,204$ - 2.14 13.59% 95.0% 22,044 32 FACILITIES 152,263$ 2.33 148,435$ 2.33 3,828-$ - -2.51 -2.24% 0.0% - 33 FLEET 164,734$ 2.00 167,556$ 2.00 2,822$ - 1.71 1.65% 0.0% - 41 PLANNING 485,565$ 7.32 262,658$ 3.32 222,907-$ 4.00- -45.91 -130.53% 90.0% 200,616- Reduced by 1 planner and 1 Clerk/Secretary. 2 GIS positions moved to IT52 PARAMEDIC SERVICES 7,187,433$ 78.39 7,392,732$ 77.63 205,299$ 0.76- 2.86 120.22% 23.3% 47,752 $211K Bill 148; See below for more details54 EMERGENCY MANAGEMENT 75,810$ 1.00 82,735$ 1.00 6,925$ - 9.13 4.06% 100.0% 6,925 80 COUNCIL 153,056$ 155,290$ 2,234$ - 1.46 1.31% 100.0% 2,234

Total Salaries 11,142,631$ 134.61 11,313,402$ 131.88 170,771$ 2.73- 1.53 42,717-$

Benefits 2,564,870$ 2,654,972$ 90,102$ 22,539-$ Total Salaries & Benefits 13,707,501$ 13,968,374$ 260,873$ 65,256-$

Benefits as % of Salaries 23.0% 23.5%-0.46%

14,226,407 PS Salary BreakdownIncrease in budget 205,299$ Non-UnionCPI 1.46% 16,359$ (2017 base of 1,120,467 X 1.46%)

Benefits 2017 2018 ChangeGrid Movements, vacation allotment increases, (decrease) backfill of PT hours 58,907-$ CPP Expense 368,016 372,295 4,279 1%

42,548-$ EI Expense 175,645 181,785 6,140 3%Union EHT Expense 214,292 219,595 5,303 2%COLA 1.25% 75,263$ (2017 Base 6,021,042 x 1.25%) Total Union Salaries FT & PT OMERS 985,225 1,019,791 34,566 4%Bill 148 Impact 210,706$ Health Benefits 821,692 861,506 39,814 5%Grid Movements, vacation allotment increases, (decrease) backfill of PT hours 38,122-$

247,847$ 2,564,870 2,654,972 90,102

Total Combined SalariesCPI increase 1.34% 149,757$ includes weighted avg of Union (1.25%) + Non-Union (1.46%)Remainder of changes 0.19% 21,014$

170,771$

Total Increase in Salaries 170,771$ 1.53%Union Increases 247,847$ 2.19%Non-Union Increases 77,076-$ -0.69%

Non Union IncreaseCPI 72,777 1.46%FTE Changes 243,377- Bill 148 Impact 12,109 Other (Job Evaluation Reviews, Grid Movements) 81,415 JE & Grid Movements, etc. ($114K 2013, $66K 2014, $56K 2015, $25K 2016, -$14K))

77,076-

Year-over-Year Change Change Impact to Levy

Revised County Clerk, New Record Management Clerk

Added GIS positions and reduction of Director of Corporate Services allocation

5 - Approved Budget

Balance Contributions Contributions Contributions Transfers Expenditures Balance

Projected From From From Between From ProjectedJan 1, 2018 Operating /

OtherCapital Levy Interest Reserves Reserves Dec 31, 2018

Capital Reserves

3810 Facilities Reserve 2,065,493 622,956 0 34,341 613,783 2,109,0073820 Medical Equipment Reserve 396,725 0 125,000 3,953 453,352 72,3263825 Equipment Reserve 62,828 0 0 1,068 0 63,8963830 Fleet Reserve 21,678 506,319 0 214 524,500 3,7113840 Roads Reserve 2,208,204 1,634,097 2,200,000 35,681 4,052,759 2,025,2233850 Bridges & Culverts Reserve 878,315 159,050 720,000 10,142 1,442,500 325,0073860 Computer Systems Reserve 154,938 150,000 0 1,291 12,000 293,750 24,479 $5,788,181 3,072,422$ 3,045,000$ 86,690$ 12,000$ 7,380,644$ $4,623,649

Earmarked Reserves

3130 County WSIB Reserve 398,832 0 0 5,783 0 404,6153150 County Levy Stabilization Reserve 753,715 0 0 8,151 513,616 248,2503190 Assessment Appeals 91,521 0 0 1,327 0 92,8483234 Winter Maintenance Reserve 230,448 0 0 3,341 0 233,7893310 EMS Employment Reserve 172,676 0 0 2,504 0 175,1803330 EMS WSIB Reserve 331,472 0 0 4,806 0 336,2783340 EMS Inter‐Mun Billing Reserve 28,584 0 0 272 0 28,8563400 Archives Equipment Reserve 130,099 0 0 1,886 ‐12,000 0 119,9853410 Archives General Reserve 45,316 0 0 657 0 45,9733500 Land Division General Reserve 35,734 0 0 518 0 36,2523600 Planning Photoimagery Reserve 13,024 2,000 0 124 0 15,148 2,231,421$ 2,000$ ‐$ 29,369$ 12,000‐$ 513,616$ 1,737,174$

Discretionary Reserves

3100 County General Reserve 52,963 19,582 0 1,292 3,500 70,337 52,963$ 19,582$ ‐$ 1,292$ 3,500$ 70,337$

Sub‐Total Reserves 8,072,565 3,094,004 3,045,000 117,351 0 7,897,760 6,431,160

3160 Working Fund 1,614,726 0 0 23,414 0 1,638,1401,614,726$ ‐$ ‐$ 23,414$ ‐$ 1,638,140$

Total Reserves 2018 9,687,291 140,765 8,069,300

5 ‐ Approved Budget


Projected From From From Between From Projected1‐Jan‐19 Operating /

OtherCapital Levy Interest Reserves Reserves 31‐Dec‐19

Capital Reserves

3810 Facilities Reserve 2,109,007 623,695 0 33,172 839,114 1,926,7603820 Medical Equipment Reserve 72,326 0 130,000 1,454 103,603 100,1773825 Equipment Reserve 63,896 0 0 1,086 0 64,9823830 Fleet Reserve 3,711 532,247 0 278 506,940 29,2963840 Roads Reserve 2,025,223 1,989,521 2,400,000 22,218 5,826,036 610,9263850 Bridges & Culverts Reserve 325,007 167,400 740,000 3,965 1,090,890 145,4823860 Computer Systems Reserve 24,479 150,000 0 406 12,240 163,455 23,670 $4,623,649 3,462,863$ 3,270,000$ 62,579$ 12,240$ 8,530,038$ $2,901,293

Earmarked Reserves

3130 County WSIB Reserve 404,615 0 0 5,867 0 410,4823150 County Levy Stabilization Reserve 248,250 0 0 3,600 110,516 141,3343190 Assessment Appeals 92,848 0 0 1,346 0 94,1943234 Winter Maintenance Reserve 233,789 0 0 3,390 0 237,1793310 EMS Employment Reserve 175,180 0 0 2,540 0 177,7203330 EMS WSIB Reserve 336,278 0 0 4,876 0 341,1543340 EMS Inter‐Mun Billing Reserve 28,856 0 0 418 0 29,2743400 Archives Equipment Reserve 119,985 0 0 1,740 ‐12,240 0 109,4853410 Archives General Reserve 45,973 0 0 667 0 46,6403500 Land Division General Reserve 36,252 0 0 526 0 36,7783600 Planning Photoimagery Reserve 15,148 2,000 0 220 0 17,368 1,737,174$ 2,000$ ‐$ 25,189$ 12,240‐$ 110,516$ 1,641,607$




3160 Working Fund 1,638,140 0 0 23,753 0 1,661,8931,638,140$ ‐$ ‐$ 23,753$ ‐$ 1,661,893$

Total Reserves 2019 8,069,300 112,541$ 6,292,232



Projected From From From Between From Projected1‐Jan‐20 Operating /

OtherCapital Levy Interest Reserves Reserves 31‐Dec‐20

Capital Reserves

3810 Facilities Reserve 1,926,760 556,863 0 30,592 711,270 1,802,9453820 Medical Equipment Reserve 100,177 0 130,000 1,739 125,780 106,1363825 Equipment Reserve 64,982 0 0 1,105 0 66,0873830 Fleet Reserve 29,296 705,600 0 783 672,098 63,5813840 Roads Reserve 610,926 2,090,424 2,450,000 9,481 4,646,882 513,9493850 Bridges & Culverts Reserve 145,482 164,892 760,000 3,614 790,704 283,2843860 Computer Systems Reserve 23,670 150,000 0 696 12,485 127,959 58,892 $2,901,293 3,667,779$ 3,340,000$ 48,010$ 12,485$ 7,074,693$ $2,894,874

Earmarked Reserves

3130 County WSIB Reserve 410,482 0 0 5,952 0 416,4343150 County Levy Stabilization Reserve 141,334 0 0 2,049 0 143,3833190 Assessment Appeals 94,194 0 0 1,366 0 95,5603234 Winter Maintenance Reserve 237,179 0 0 3,439 0 240,6183310 EMS Employment Reserve 177,720 0 0 2,577 0 180,2973330 EMS WSIB Reserve 341,154 0 0 4,947 0 346,1013340 EMS Inter‐Mun Billing Reserve 29,274 0 0 424 0 29,6993400 Archives Equipment Reserve 109,485 0 0 1,588 ‐12,485 0 98,5873410 Archives General Reserve 46,640 0 0 676 0 47,3163500 Land Division General Reserve 36,778 0 0 533 0 37,3113600 Planning Photoimagery Reserve 17,368 2,000 0 252 0 19,619 1,641,607$ 2,000$ ‐$ 23,803$ 12,485‐$ ‐$ 1,654,925$




3160 Working Fund 1,661,893 0 0 24,097 0 1,685,9901,661,893$ ‐$ ‐$ 24,097$ ‐$ 1,685,990$

Total Reserves 2020 6,292,232 97,179$ 6,340,579


CONTENTS

-LBUEr

NO 1


LEET,EQUIPMENT.

OPERATING BUDGET





NO 4


NOARCHIVES, CLERK



INo.7


NO 8 ENY MANAGEMENT


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Fire Radio Equipment Projects

Fire Radio EquipmentCF0001 $26,000 $26,000Total Fire Radio Equipment Projects $26,000 $26,000

Network Equpment ProjectsNetwork EquipmentCN0001 $24,000 $24,000

Total Network Equpment Projects $24,000 $24,000Printer Projects

Printer ReplacementsCP0001 $750 $750Total Printer Projects $750 $750

Server Projects

Server ReplacementsCV0001 $12,000 $12,000Total Server Projects $12,000 $12,000

Software ProjectsSoftware LicensingCS0001 $142,000 $142,000Website Renewal/EnhancementsCS0002 $32,000 $32,000

Total Software Projects $174,000 $174,000Workstation Projects

EMS Toughbook ReplacementCW0002 $27,000 $27,000Workstation ReplacementsCW0004 $30,000 $30,000

Total Workstation Projects $57,000 $57,000Bridge & Culverts Projects

Structure #044237BC0025 $1,165,000 $1,165,000Small CulvertsBC0039 $225,000 $225,000Culvert Rehab 180234BC0050 $105,000 $52,500 $52,500

Total Bridge & Culverts Projects $1,495,000 $52,500 $1,442,500Road Surface Projects

Road 118RS0011 $315,000 $315,000Line 9RS0023 $605,000 $605,000Line 72 WestRS0024 $1,000,000 $315,798 $388,890 $295,312Line 72 DonegalRS0028 $1,235,000 $1,196,672 $38,328Municipal Addressing SignsRS0048 $200,000 $200,000

Total Road Surface Projects $3,355,000 $1,512,470 $388,890 $1,453,640Work in Progress

Work In ProgressWP0001 $50,000 $50,000Total Work in Progress $50,000 $50,000

Building Projects

Courthouse SignageFB0015 $15,000 $15,000Listowel EMS Renovations and RepairsFB0021 $25,000 $25,000Server Room UpgradesFB0027 $25,000 $25,000Courthouse SecurityFB0028 $75,000 $75,000Facility Condition AssessmentFB0031 $25,000 $20,000 $5,000

Total Building Projects $165,000 $20,000 $145,000Furniture Purchases

Miscellaneous Furniture ReplacementFF0001 $24,000 $24,000Total Furniture Purchases $24,000 $24,000

Class A Maintenance Vehicle

Annual Fleet ReplacementsVA0002 $27,500 $27,500Total Class A Maintenance Vehicle $27,500 $27,500

Class B Tandem TruckTandem Truck ReplacementVB0001 $285,000 $285,000

Total Class B Tandem Truck $285,000 $285,000

2018Budget

Grants/ Other Capital Levy Reserves Financing OtherRevenue

County of PerthCapital Budget Summary

2018 Budget Year

5-Approved BudgetPage No: 1Run Date: Mar 16, 2018

$ , $ ,Class C Pickup Truck

PW Pickup ReplacementVC0001 $62,000 $62,000Total Class C Pickup Truck $62,000 $62,000

Class D AmbulanceAnnual Ambulance ReplacementsVD0002 $150,000 $150,000

Total Class D Ambulance $150,000 $150,000Medical Equipment projects

Replacement of Medical EquipmentEM0004 $23,370 $23,370Pediatric RestraintsEM0006 $7,500 $7,500Training MannequinsEM0007 $10,000 $10,000Defibrillator/CPR EquipmentEM0009 $392,482 $392,482

Total Medical Equipment projects $433,352 $433,352Sub-total $6,340,602 $1,584,970 $388,890 $4,366,742

Transfers to Capital ReservesRV0001 $2,656,110 ($2,656,110)Total $2,656,110 ($2,656,110)

Total $6,340,602 $1,584,970 $3,045,000 $1,710,632

2018Budget

Grants/ Other Capital Levy Reserves Financing OtherRevenue

County of PerthCapital Budget Summary

2018 Budget Year


Fire Radio Equipment Projects

Fire Radio EquipmentCF0001 $26,000 51,000 52,020 53,060 54,120 55,205 56,310 57,435 58,580 59,755

Total Fire Radio Equipment Projects $26,000 51,000 52,020 53,060 54,120 55,205 56,310 57,435 58,580 59,755

Network Equpment Projects

Network EquipmentCN0001 $24,000 27,030 54,621 43,509 44,378 103,233 54,058 27,569 74,397 63,340

Total Network Equpment Projects $24,000 27,030 54,621 43,509 44,378 103,233 54,058 27,569 74,397 63,340

Printer Projects

Printer ReplacementsCP0001 $750 22,695 3,069 4,139 1,767 845 4,882 3,456 26,173

Total Printer Projects $750 22,695 3,069 4,139 1,767 845 4,882 3,456 26,173

Server Projects

Server ReplacementsCV0001 $12,000 12,240 12,734 12,989 13,514 13,784 14,341

Total Server Projects $12,000 12,240 12,734 12,989 13,514 13,784 14,341

Software Projects

Software LicensingCS0001 $142,000 8,976 6,242 6,367 5,412 22,082 13,514 10,109 7,030 7,171

Website Renewal/EnhancementsCS0002 $32,000 54,120

Total Software Projects $174,000 8,976 6,242 6,367 59,532 22,082 13,514 10,109 7,030 7,171

Workstation Projects

EMS Toughbook ReplacementCW0002 $27,000 16,524 36,489 37,218

Workstation ReplacementsCW0004 $30,000 24,990 14,566 11,249 3,680 11,262 8,447 43,651 28,704 16,731

Total Workstation Projects $57,000 41,514 14,566 11,249 3,680 11,262 44,935 80,868 28,704 16,731

Bridge & Culverts Projects

Structure #151012BC0018 193,800

Structure #056036BC0021 34,170

Structure #107030BC0024 530,400

Structure #044237BC0025 $1,165,000

Bridge & Culvert RehabilitationsBC0028 530,604 557,130 595,320 55,205 56,310 459,480 527,220 59,755

Bridge 163058BC0029 1,464,060

Structure 135025BC0031 552,050

Structure 130010BC0034 147,900

Small CulvertsBC0039 $225,000 255,000 265,300 276,025 287,175 298,775

Structure #072008BC0046 1,553,630

Bridge Rehab 020115BC0049 184,620

Culvert Rehab 180234BC0050 $105,000

Total Bridge & Culverts Projects $1,495,000 1,345,890 530,604 822,430 595,320 883,280 1,520,370 746,655 527,220 1,912,160

Road Lighting Projects

Listowel Traffic LightsRL0001 212,240

Total Road Lighting Projects 212,240

Road Surface Projects

Line 8RS0010 1,910,160

Road 118RS0011 $315,000

Road 113RS0013 1,224,000

Road 112RS0014 765,000

Line 55RS0017 494,190

Line 44 WestRS0018 1,336,200

Line 86 EastRS0020 867,000

Line 72 EastRS0021 433,587

Road 121 SouthRS0022 811,800

Line 9RS0023 $605,000

Line 72 WestRS0024 $1,000,000

2018Budget

2019Budget

2020Budget

2021Budget

2022Budget

2023Budget

2024Budget

2025Budget

2026Budget

2027Budget

County of Perth10 Year Capital Budget Summary

2018 - 2027 Budget Years

5-Approved BudgetPage No: 1

Road 131RS0026 3,433,320

Line 72 DonegalRS0028 $1,235,000

Line 55RS0029 2,139,780

Road 120ARS0030 291,830

Line 44 EastRS0032 1,326,500

Line 56RS0033 788,340

Road 135RS0034 927,444

Line 93RS0035 1,168,992

Line 20 WestRS0036 684,542

Road 121RS0037 1,731,840

Line 86 WestRS0038 1,214,510

Line 33RS0039 1,711,355

Line 24RS0040 1,013,580

Perth Road 101-Tavistock EastRS0042 1,723,050

Perth Line 44 135-Hwy 23RS0043 1,493,310

Perth Road 163RS0046 3,749,120

Road 140 RoundaboutRS0047 714,000

Municipal Addressing SignsRS0048 $200,000 204,000

Perth Road 135RS0049 3,943,830

Total Road Surface Projects $3,355,000 5,110,200 3,927,510 3,528,490 3,712,632 4,537,851 4,375,287 3,216,360 3,749,120 3,943,830

Work in Progress

Work In ProgressWP0001 $50,000 51,000 52,020 53,060 54,120 55,205 56,310 57,435 58,580 59,755

Total Work in Progress $50,000 51,000 52,020 53,060 54,120 55,205 56,310 57,435 58,580 59,755

Building Projects

Courthouse SignageFB0015 $15,000

Renovations to Courthouse CampusFB0017 3,876,000

Registry RoofFB0019 51,000

Courthouse Hydro UpgradesFB0020 204,000

Listowel EMS Renovations and RepairsFB0021 $25,000

Courthouse Masonry RepairsFB0022 35,700

Registry HVAC ReplacementFB0024 93,636

Server Room UpgradesFB0027 $25,000

Courthouse SecurityFB0028 $75,000

Facility Condition AssessmentFB0031 $25,000

Total Building Projects $165,000 4,166,700 93,636

Furniture Purchases

Miscellaneous Furniture ReplacementFF0001 $24,000 24,480 24,970 25,469 25,978 26,498 27,029 27,569 28,118 28,682

Total Furniture Purchases $24,000 24,480 24,970 25,469 25,978 26,498 27,029 27,569 28,118 28,682

Capital Land Improvements

Courthouse Parking LotLI0001 86,700

PW Mitchell Parking Lot ReplacementLI0002 46,818

Total Capital Land Improvements 86,700 46,818

Class A Maintenance Vehicle

Annual Fleet ReplacementsVA0002 $27,500 327,726 137,956 77,287 39,417 28,718 64,438

Total Class A Maintenance Vehicle $27,500 327,726 137,956 77,287 39,417 28,718 64,438

Class B Tandem Truck

Tandem Truck ReplacementVB0001 $285,000 290,700 302,442 308,484 349,122 712,194 363,196 340,604

Total Class B Tandem Truck $285,000 290,700 302,442 308,484 349,122 712,194 363,196 340,604

Class C Pickup Truck

PW Pickup ReplacementVC0001 $62,000 63,240 32,252 65,794 34,912 71,219 36,320 37,048

2018Budget

2019Budget

2020Budget

2021Budget

2022Budget

2023Budget

2024Budget

2025Budget

2026Budget

2027Budget




EMS Pickup TrucksVC0002 151,536

Total Class C Pickup Truck $62,000 63,240 32,252 65,794 151,536 34,912 71,219 36,320 37,048

Class D Ambulance

Annual Ambulance ReplacementsVD0002 $150,000 153,000 312,120 159,180 162,360 496,845 168,930 172,305 175,740 358,530

Total Class D Ambulance $150,000 153,000 312,120 159,180 162,360 496,845 168,930 172,305 175,740 358,530

Medical Equipment projects

Replacement of Medical EquipmentEM0004 $23,370 14,598 20,899 15,029 13,451 61,324 11,518 14,993 30,376 16,602

Bariatric EquipmentEM0005 9,829 97,381 4,298 59,532 89,681 71,761 139,827

Pediatric RestraintsEM0006 $7,500 3,779

Training MannequinsEM0007 $10,000 4,748 6,339 15,547 1,218 6,244 2,027 7,581 51,550 23,036

Defibrillator/CPR EquipmentEM0009 $392,482 76,500 6,242 187,255 5,852 13,514 18,379 444,601 1,793

Total Medical Equipment projects $433,352 105,675 130,862 34,873 261,456 166,879 98,821 40,953 526,528 181,257

Total Asset Classes $6,340,602 11,561,040 5,609,036 5,472,993 5,446,585 6,437,394 6,853,374 5,268,055 5,701,426 7,049,377

2018Budget

2019Budget

2020Budget

2021Budget

2022Budget

2023Budget

2024Budget

2025Budget

2026Budget

2027Budget




County of Perth10 Year Reserve Continuity Schedule2018 - 2027 TRXCOMPSYS Computer Systems

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027RESERVES

Opening Balance: 154,938 24,479 23,670 58,892 81,587 64,901 39,755 27,719 4,579 15,691TRANSFERS IN:Contributions from Capital Levy - Current 126,812 126,736 91,804 69,597 86,334 121,128 132,850 155,694 154,480 157,543Contributions from Capital Levy - Future 23,188 23,264 58,196 80,403 63,666 38,872 27,150 4,306 15,520 12,457Transfer from Archives Equipment Reserve 12,000 12,240 12,485

162,000 162,240 162,485 150,000 150,000 160,000 160,000 160,000 170,000 170,000

Total Available for Current Projects 316,938 186,719 186,155 208,892 231,587 224,901 199,755 187,719 174,579 185,691

CAPITAL PROJECT COMMITMENTS:

CF0001 Fire Radio Equipment 26,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 CN0001 Network Equipment 24,000 26,500 52,500 41,000 41,000 93,500 48,000 24,000 63,500 53,000 CP0001 Printer Replacements 750 22,250 2,950 3,900 1,600 750 4,250 2,950 21,900 CS0001 Software Licensing 142,000 8,800 6,000 6,000 5,000 20,000 12,000 8,800 6,000 6,000 CS0002 Website Renewal/Enhancements 32,000 50,000 CV0001 Server Replacements 12,000 12,000 12,000 12,000 12,000 12,000 12,000 CW0002 EMS Toughbook Replacement 27,000 16,200 32,400 32,400 CW0004 Workstation Replacements 30,000 24,500 14,000 10,600 3,400 10,200 7,500 38,000 24,500 14,000

Inflation Adjustment 3,205 2,509 4,989 6,521 10,728 9,954 13,963 12,109 16,333

Total Committments To Capital Projects 293,750 163,455 127,959 128,489 167,921 186,028 172,604 183,413 159,059 173,233

TRANSFERS OUT:Transfers to Operating budgetTransfers to Other Reserves

Total Expenditures Against Reserves 293,750 163,455 127,959 128,489 167,921 186,028 172,604 183,413 159,059 173,233

Closing Balance Before Interest 23,188 23,264 58,196 80,403 63,666 38,872 27,150 4,306 15,520 12,457

Interest Income 1,291 406 696 1,184 1,235 882 569 272 171 239

Closing Reserve Balance 24,479 23,670 58,892 81,587 64,901 39,755 27,719 4,579 15,691 12,697

Total Contributions To Reserves

Updated 3/16/2018 5 - Approved Budget

0

50,000

100,000

150,000

200,000

250,000

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2018 2019 2020 2021 2022 2023 2024 2025 2026 2027

Dollars

10 Year Forecast

Computer Systems Capital Reserve

Capital Projects

Ending ReserveBalanceContributions toCapital

Perth CountyCapital Projects

ProjectDepartmentVersion Year

CF0001 Fire Radio EquipmentTechnology Services5-Approved Budget 2018

DescriptionProject Description

The County is responsible for the maintenance and replacement of the communication infrastructure that enables the County fire departments to communicate. Efforts have been made to identify and plan for major equipment replacements but these schedules can be impacted by exposure to severe weather conditions experienced in the County. Work will continue in 2018 to maintain the condition of the radio infrastructure, and engage a third party consultant to assist us in the development of a plan for future direction of the system and service.

Project Justification

Perth County is the clearing house for the county fire department radio communications system. The County holds the licences for fire operations radios and paging systems. The County owns the communications infrastructure throughout the county, including equipment at Stratford Fire Dispatch, Stratford tower, St. Marys water tower, FS Partners towers in Mitchell and Milverton, and Listowel Fire Station tower; mobile repeaters on Shakespeare, Monkton and Mitchell trucks. All operational costs are billed back to each partner annually, as per the Fire Radio Communications System Agreement. End-user radios and pagers are the property and responsibility of the participating Fire Dept

Additional Comments / Notes

BudgetFuture 2021202020192018 2022Total

ExpendituresExpenditures

Costs of Purchase 26,000 50,000 50,000 50,000 50,000 250,000476,000476,000 26,000 50,000 50,000 50,000 50,000 250,000476,000 26,000 50,000 50,000 50,000 50,000 250,000Expenditures Total

FundingReserves

Computer Systems Reserve 26,000 50,000 50,000 50,000 50,000 250,000476,000476,000 26,000 50,000 50,000 50,000 50,000 250,000476,000 26,000 50,000 50,000 50,000 50,000 250,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Technology Services Asset Classification Fire Radio Equipment Contract No. 23-2-FIREQUIP Fire Radio Equipment Projects Project Start Year 2018 Project End Date 2027Status Project Status Approved

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CN0001 Network EquipmentTechnology Services5-Approved Budget 2018


Certain network equipment identified as past its useful life (as defined in current asset management policies) will be retired. Replacements will be purchased to ensure current levels of reliability and productivity.


Network devices are the basic building blocks of the corporate computer network. The corporate network is vital to day to day productivity activities (e-mail, document access, website access). New network equipment will help improve overall service levels specifically related to reliability, access speeds and reduced power consumption. The average age of the equipment to be replaced is 9.2 years. The useful life threshold is 6 years.


Replacing this equipment, as prescribed by the defined useful life thresholds, ensures that the corporate network is capable of meeting current user performance and reliability demands while reducing the maintenance costs associated with older equipment Network disruptions service outages and slow performance are just a few risks that could negatively impact




FundingReserves


AttributesAttribute Value CommentAttributes Contract Department Technology Services Asset Classification Network Equipment Contract No. 23-2-NETEQUIP Network Equpment Projects Project Start Year 2018 Project End Date 2028Status Project Status Approved

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CP0001 Printer ReplacementsTechnology Services5-Approved Budget 2018


Printing devices will be purchased to replace those identified as being beyond their useful life threshold as defined by the current Asset Management policy.


Printing devices past their useful life threshold will often require extra staff effort, time and costs to maintain and support. Sourcing and purchasing spare parts becomes harder and more expensive as the devices age. Extending these devices past their useful life threshold increases the County's risk associated with higher probability of hardware failures and the resulting down time and lost employee productivity. The age of the equipment to be replaced is over 10 years The useful life threshold is set at 6 years




Costs of Purchase 750 22,250 2,950 3,900 31,45061,30061,300 750 22,250 2,950 3,900 31,45061,300 750 22,250 2,950 3,900 31,450Expenditures Total

FundingReserves

Computer Systems Reserve 750 22,250 2,950 3,900 31,45061,30061,300 750 22,250 2,950 3,900 31,45061,300 750 22,250 2,950 3,900 31,450Funding Total

AttributesAttribute Value CommentAttributes Contract Department Technology Services Asset Classification Printers Contract No. 23-2-PRINTERS Printer Projects Project Start Year 2018 Project End Date 2027Status Project Status Approved

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CS0001 Software LicensingTechnology Services5-Approved Budget 2018


Software licenses will be purchased, for multiple products, to reflect the current level of software usage and replacement requirements according to current asset management policies. Other new licenses will be purchased in order to meet new service level requirements. Included in 2018 is the purchase and deployment costs associated with an electronic records document management system as identified in the Clerks division 2017 - 2019 Business plan as well as a strategic planning software system.


The County is required to align its current license inventory with its current level of software usage in order to remain in legal compliance. Shortfalls in our current license inventory must be corrected if we are to maintain current usage levels. New service offerings and systems may also require new software licenses to be purchased and deployed.


There is also an asset management component to this. Some software is past it’s useful life, according to current asset management policies. Bringing all software up to a standard level will reduce IT support issues (associated with supporting multiple versions of software) and ensure compatibility between all County department software




FundingReserves


AttributesAttribute Value CommentAttributes Contract Department Technology Services Asset Classification Software Contract No. 23-2-SOFTWARE Software Projects Project Start Year 2018 Project End Date 2027Status Project Status Approved

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CS0002 Website Renewal/EnhancementsTechnology Services5-Approved Budget 2018


The current County website underwent a technological upgrade in 2009. At that time, the interface and navigation were modernized, and a content management system was introduced that allowed certain staff to update the content of the site directly. Since then, continual updates have included the addition of social media integration, meeting certain accessibility standards and the ability to process travel permit payments online. The County website is also a portal site, with links to other portals that include the Opportunity Lives Here regional economic development site, the County's Economic Development Divisional site.


Modernizing the County website will include a consistent theme and style as the other portal sites. As mobile devices become the mainstream devices on which websites are viewed, the website needs the ability to scale to different viewing platforms. More online transactions are envisioned in the future, and thus incorporating an online 'store' where multiple transactions can be processed at the same time will allow for more e-government services.


The County has chosen a vendor eSolutions to develop the new Website of the County. The project was initiated but not completed in 2017 so money from the approved 2017 budget has been rolled over to 2018 in order to meet the remaining project costs once completed in 2018



Costs of Purchase 32,000 50,00082,00082,000 32,000 50,00082,000 32,000 50,000Expenditures Total

FundingReserves

Computer Systems Reserve 32,000 50,00082,00082,000 32,000 50,00082,000 32,000 50,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Technology Services Asset Classification Software Contract No. 23-2-SOFTWARE Software Projects Project Start Year 2018 Project End Date 2018Status Project Status Approved

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CV0001 Server ReplacementsTechnology Services5-Approved Budget 2018


In identified years, one server will be purchased with the power and capabilities to replace current servers past their useful life span as defined in current Asset Management policies. Server hardware needs to be refreshed in order to maintain service levels (reliability and responsiveness) expected and required by County staff. As new systems are implemented or upgraded, the expectations and requirements dictate that server hardware accommodate these changes.


According to current asset life cycles, certain servers are overdue for scheduled replacement and require extra costs and time to maintain. Service outages, loss of employee productivity and additional maintenance and equipment costs are just a few risks associated with maintaining server hardware past its useful life thresholds. The age of the equipment to be replaced is 10 years. The useful life threshold is set at 6 years.


New server hardware being purchased will improve reliability and response time for staff while reducing costs associated with cooling, power consumption and maintenance.



Costs of Purchase 12,000 12,000 12,000 12,000 36,00084,00084,000 12,000 12,000 12,000 12,000 36,00084,000 12,000 12,000 12,000 12,000 36,000Expenditures Total

FundingReserves

Computer Systems Reserve 12,000 12,000 12,000 12,000 36,00084,00084,000 12,000 12,000 12,000 12,000 36,00084,000 12,000 12,000 12,000 12,000 36,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Technology Services Asset Classification Servers Contract No. 23-2-SERVERS Server Projects Project Start Year 2017 Project End Date 2026Status Project Status Approved

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CW0002 EMS Toughbook ReplacementTechnology Services5-Approved Budget 2018


Ultra rugged laptops will be purchased, configured, tested and deployed to Emergency Service Paramedic fleet vehicles.


The laptops to be replaced are past the defined useful life and have been fully amortized according to the current Asset Management policy. Laptop models must remain consistent in order to ensure that they are compatible with all docking hardware installed in all Emergency Services Paramedic vehicles. Ensuring that compatible hardware is purchased will reduce user issues related to dissimilar hardware and ensure that all hardware is compatible with the entire fleet and working at peak performance.




Costs of Purchase 27,000 16,200 64,800108,000108,000 27,000 16,200 64,800108,000 27,000 16,200 64,800Expenditures Total

FundingReserves

Computer Systems Reserve 27,000 16,200 64,800108,000108,000 27,000 16,200 64,800108,000 27,000 16,200 64,800Funding Total

AttributesAttribute Value CommentAttributes Contract Department Technology Services Asset Classification Workstations Contract No. 23-2-WKSTNS Workstation Projects Project Start Year 2018 Project End Date 2027Status Project Status Approved

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CW0004 Workstation ReplacementsTechnology Services5-Approved Budget 2018


Computers will be purchased to replace those identified as being beyond the useful life threshold as defined in the current Asset Management policy, and to maintain current software compatibility and employee productivity.


Workstations are how employees access and utilize the data of the corporation and thus need to meet certain functional requirements. As new software is introduced or existing software is updated, the workstations must be able to meet any new demand in functionality and productivity. The average age of the equipment to be replaced is 7.4 years, useful life is set at 7years.


Increased support and hardware maintenance costs and decreased employee productivity, due to breakdowns and overtaxed systems, are just two risks associated with maintaining employee workstations past the useful life thresholds.




FundingReserves


AttributesAttribute Value CommentAttributes Contract Department Technology Services Asset Classification Workstations Contract No. 23-2-WKSTNS Workstation Projects Project Start Year 2017 Project End Date 2025Status Project Status Approved

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County of Perth10 Year Reserve Continuity Schedule2018 - 2027 TRXBRIDGES Bridges & Culverts

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027RESERVES

Opening Balance: 878,315 325,007 145,482 283,284 411,707 792,537 909,855 407,085 696,481 1,232,519TRANSFERS IN:Contributions from Capital Levy - Current 405,135 598,483 480,330 374,151 17,613 0 444,015 172,820 0 512,141Contributions from Capital Levy - Future 314,865 141,517 279,670 405,849 782,387 820,000 395,985 687,180 880,000 387,859Grants and Subsidies - Federal 0Grants and Subsidies - Provincial 0Grants and Subsidies - Municipal 52,500Regional Roads Revenue - City of Stratford 159,050 167,400 164,892 164,995 166,000 166,250 166,500 166,750 167,000 167,500

931,550 907,400 924,892 944,995 966,000 986,250 1,006,500 1,026,750 1,047,000 1,067,500

Total Available for Current Projects 1,809,865 1,232,407 1,070,374 1,228,279 1,377,707 1,778,787 1,916,355 1,433,835 1,743,481 2,300,019

CAPITAL PROJECT COMMITMENTS: BC0018 Structure #151012 190,000 BC0021 Structure #056036 33,500 BC0024 Structure #107030 520,000 BC0025 Structure #044237 1,165,000 BC0028 Bridge & Culvert Rehabilitations 510,000 525,000 550,000 50,000 50,000 400,000 450,000 50,000 BC0029 Bridge 163058 1,300,000 BC0031 Structure 135025 500,000 BC0034 Structure 130010 145,000 BC0039 Small Culverts 225,000 250,000 250,000 250,000 250,000 250,000 BC0046 Structure #072008 1,300,000 BC0049 Bridge Rehab 020115 181,000 BC0050 Culvert Rehab 180234 105,000


Total Committments To Capital Projects 1,495,000 1,090,890 790,704 822,430 595,320 883,280 1,520,370 746,655 527,220 1,912,160

TRANSFERS OUT:Transfers to Operating budget

Total Expenditures Against Reserves 1,495,000 1,090,890 790,704 822,430 595,320 883,280 1,520,370 746,655 527,220 1,912,160

Closing Balance Before Interest 314,865 141,517 279,670 405,849 782,387 895,507 395,985 687,180 1,216,261 387,859

Interest Income 10,142 3,965 3,614 5,858 10,150 14,348 11,100 9,301 16,258 13,773

Closing Reserve Balance 325,007 145,482 283,284 411,707 792,537 909,855 407,085 696,481 1,232,519 401,633



0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027

Dollars

10 Year Forecast

Bridges and Culverts Capital Reserve

Capital Projects

Ending ReserveBalance

Contributions toCapital



BC0025 Structure #044237Bridges5-Approved Budget 2018


This project is the complete replacement of the Meyer Bridge (044237). Engineering and design work is to begin in late 2017. This work will include site survey, geotechnical, hydrology and preliminary design. Concurrent to this would be application for approvals and completion of Environmental Assessment documents. Demolition of the existing structure and construction of a new bridge would begin in 2018. The engineering program is based on the replacement bridge having a slightly longer span and reduced skew angle.


As a result of the aborted rehabilitation in 2014, further testing/inspection, subsequent load restriction and engineering studies, the Meyer Bridge must be replaced. The probability of failure of this structure would be the highest of all 114 structures (> 3m) in Perth County's asset inventory. The consequence of failure of the Meyer Bridge is also one of the highest of all our structures. Both of these factors create a very high risk rating within our asset management plan.


2017 OCIF top-up application was submitted for this project and was unsuccessful



Consultant Fees 158,000158,000Contractor 1,007,0001,007,000

1,165,000 1,165,0001,165,000 1,165,000Expenditures Total

FundingReserves

Bridges & Culverts Reserve 1,165,0001,165,0001,165,000 1,165,0001,165,000 1,165,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Bridges Asset Classification Bridges Concrete Contract No. 31-2-BRDGCON Bridge & Culverts Projects Project Start Year 2018 Project End Date 2018Status Project Status Approved

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BC0025 Structure #044237Bridges5-Approved Budget 2018

Gallery\\perthcounty.local\data\documents\Corporate Services\Finance\PSAB\Perth County\044237-Soffit_2014.JPG

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BC0039 Small CulvertsBridges5-Approved Budget 2018


Replacement of small concrete culvert on Perth Road 113.

Project JustificationSmall structures (span <3.0m) which are identified to be in poor condition. Perth Road 113 is scheduled in 2019 for recycle/repave project. Culvert work is best done the year prior to road reconstruction.


Targeting project for late summer or early fall. MTO roundabout project to commence in early 2018 at Perth Line 26. Perth Road 113 will be used as detour route.



Consultant Fees 25,000 25,000 25,000 75,000150,000Contractor 200,000 225,000 225,000 675,0001,325,000

1,475,000 225,000 250,000 250,000 750,0001,475,000 225,000 250,000 250,000 750,000Expenditures Total

FundingReserves

Bridges & Culverts Reserve 225,000 250,000 250,000 750,0001,475,0001,475,000 225,000 250,000 250,000 750,0001,475,000 225,000 250,000 250,000 750,000Funding Total


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BC0050 Culvert Rehab 180234Bridges5-Approved Budget 2018


Culvert 180234 is a cast in place concrete culvert with a span of 3.05 metres. The culvert was built in 1960. On Perth Road 180, 0.7 km north of Line 34

Project JustificationStructure is in overall good condition. However, minor concrete repair and retaining wall repair are required. Also, concrete footings require rip wrap protection.


This is a boundary structure with Huron County.



Consultant Fees 15,00015,000Contractor 90,00090,000

105,000 105,000105,000 105,000Expenditures Total

FundingGrants

Other Municipalities Revenue 52,50052,50052,500 52,500

ReservesBridges & Culverts Reserve 52,50052,500

52,500 52,500105,000 105,000Funding Total


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GalleryL:\Corporate Services\Finance\PSAB\Data Collection\2015-16 OSIM Data\Pictures\180234\IMG_5364.JPG

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GalleryL:\Corporate Services\Finance\PSAB\Data Collection\2015-16 OSIM Data\Pictures\180234\IMG_5354.JPG

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County of Perth10 Year Reserve Continuity Schedule2018 - 2027 TRXROADS Roads Reserve

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027RESERVES

Opening Balance: 2,208,204 2,025,223 610,926 513,949 853,986 1,766,488 1,322,136 1,083,486 2,927,696 3,446,391TRANSFERS IN:Contributions from Capital Levy - Current 210,458 1,811,292 1,945,532 1,657,544 805,598 1,303,896 1,586,789 0 0 0Contributions from Capital Levy - Future 1,989,542 588,708 504,468 842,456 1,744,402 1,296,104 1,063,211 2,700,000 2,750,000 2,800,000Grants and Subsidies - Federal 1,196,672 1,196,672 1,196,672 1,196,672 1,196,672 1,196,672 1,196,672 1,196,672 1,196,672 1,196,672Grants and Subsidies - Provincial 315,798 485,747 486,000 486,000 486,000 486,000 486,000 486,000 486,000 486,000Grants and Subsidies - Municipal 106,120 584,496 861,525Regional Roads Revenue - City of Stratford 121,627 307,102 407,752 503,505 510,000 510,000 510,000 510,000 510,000 510,000

3,834,097 4,389,521 4,540,424 4,792,297 5,327,168 4,792,672 4,842,672 5,754,197 4,942,672 4,992,672



RL0001 Listowel Traffic Lights 200,000 RS0010 Line 8 1,800,000 RS0011 Road 118 315,000 RS0013 Road 113 1,200,000 RS0014 Road 112 750,000 RS0017 Line 55 475,000 RS0018 Line 44 West 1,310,000 RS0020 Line 86 East 850,000 RS0021 Line 72East 385,000 RS0022 Road 121 South 750,000 RS0023 Line 9 605,000 RS0024 Line 72 West 1,000,000 RS0026 Road 131 3,300,000 RS0028 Line 72 Donegal 1,235,000 RS0028 Line 55 1,900,000 RS0030 Road 120A 275,000 RS0032 Line 44 East 1,250,000 RS0033 Line 56 700,000 RS0034 Road 135 840,000 RS0035 Line 93 1,080,000 RS0036 Line 20 West 620,000 RS0037 Road 121 1,600,000 RS0047 Road 140 Roundabout 700,000 RS0048 Municipal Addressing Signs 200,000 200,000 Remaining Projects 50,000 50,000 50,000 50,000 50,000 2,700,000 950,000 2,850,000 3,250,000 3,350,000Inflation Adjustment 101,200 154,530 218,790 286,752 433,056 496,597 423,795 557,700 653,585

Total Committments To Capital Projects 3,405,000 5,161,200 3,979,530 3,793,790 3,766,752 4,593,056 4,431,597 3,273,795 3,807,700 4,003,585TRANSFERS OUT:Transfers to Operating budget 647,759 664,836 667,352 670,000 670,000 670,000 670,000 670,000 670,000 670,000

Total Expenditures Against Reserves 4,052,759 5,826,036 4,646,882 4,463,790 4,436,752 5,263,056 5,101,597 3,943,795 4,477,700 4,673,585

Closing Balance Before Interest 1,989,542 588,708 504,468 842,456 1,744,402 1,296,104 1,063,211 2,893,888 3,392,668 3,765,478

Interest Income 35,681 22,218 9,481 11,529 22,086 26,032 20,275 33,808 53,723 61,301

Closing Reserve Balance 2,025,223 610,926 513,949 853,986 1,766,488 1,322,136 1,083,486 2,927,696 3,446,391 3,826,779



0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

7,000,000

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027

Dollars

10 Year Forecast

Roads Capital Reserve

Capital Projects




RS0011 Road 118Roads5-Approved Budget 2018


Recycle and repave Perth Road 118 from Perth Line 9 to Highway 7 ( approx. 2 km).

Project JustificationThis project was originally scheduled back in 2014 and was put off to be included with Perth Line 9 project. The road is in poor condition and carries approximately 1500 vehicles per day. The road was recycled and paved back in 1997 (20 years old). The road had early signs of distress (excessive transverse cracking).


Road section ID is 118001. Project to be included with Perth LIne 9 project as same method of rehabilitation is recommended. Project will also include paving of shoulders near Perth Line 9 as washouts are a common maintenance problem at this intersection.



Consultant Fees 8,0008,000Contractor 303,273303,273Labour 3,7273,727


FundingReserves

Roads Reserve 315,000315,000315,000 315,000315,000 315,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Roads Asset Classification Roads Surface Contract No. 31-2-ROADSURF Road Surface Projects Project Start Year 2018 Project End Date 2018Status Project Status Approved

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RS0023 Line 9Roads5-Approved Budget 2018


Recycle and repave project on Perth Line 9 from Hwy 7 to St. Marys' town limits (3.75km)

Project JustificationPerth Line 9 carries approximately 4500 vehciles per day. This road was formerly a MTO roadway. Construction history indicates a hot mix overlay was done in 1993. In 2010, this road was micro-surfaced.


Road section ID's include 09000, 09018





FundingReserves

Roads Reserve 605,000605,000605,000 605,000605,000 605,000Funding Total


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RS0024 Line 72 WestRoads5-Approved Budget 2018


Recycle and repave Perth Line 72 from Highway 23 west to Huron/Perth Boundary (6.5 km)

Project JustificationThe last road improvements were done in 1991 (26 years old). Currently the road condition is rated poor. Approximately 2000 vehicles per day use this section of road. Perth Line 72 is a main East-West travel route connecting Huron County to the Region of Waterloo through Newry, Donegal and Millbank.


Road section ID's include 72236, 72216, 72196





FundingGrants

Provincial Grants 315,798315,798315,798 315,798

ReservesRoads Reserve 295,312295,312

295,312 295,312Levy

Levy 388,890388,890388,890 388,890

1,000,000 1,000,000Funding Total


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RS0028 Line 72 DonegalRoads5-Approved Budget 2018


Recycle and repave Perth Line 72 from Highway 23 east to the Donegal Curves (approximately 8.1 km)

Project JustificationThis project has previously been scheduled in the 10 year capital plan for 2019. The road was last reconstructed back in 1998 with a recycle/repave project. This section of road showed early signs of surface distress (loss of fine aggregate, cracking) and was micro-surfaced in 2010 as a preservation technique. This section of road carries almost 2900 vehicles per day. With the 72 West project scheduled this year (2018), it would be reasonable to move this project up a year and take advantage of economies of scale.


Road section ID's are 72176, 72156, 72135, and a portion of 72108.



Consultant Fees 15,00015,000Contractor 1,208,8181,208,818Labour 11,18211,182


FundingGrants

Federal Grants 1,196,6721,196,6721,196,672 1,196,672

ReservesRoads Reserve 38,32838,328

38,328 38,3281,235,000 1,235,000Funding Total


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RS0048 Municipal Addressing SignsRoads5-Approved Budget 2018


Replacement of municipal 911 addressing signs and intersection signs. This would include the replacement of approximately 9,300 property address signs and 760 intersection signs (including hardware) over a 2 year period (2018 - 2019)

Project JustificationReflective material has degraded and the signs have now reached the end of their useful life (luminous properties).


Currently road signage is allocated and included in the road base with our Asset Management Plan.



Contractor 150,475 149,172299,647Labour 49,525 50,828100,353

400,000 200,000 200,000400,000 200,000 200,000Expenditures Total

FundingReserves

Roads Reserve 200,000 200,000400,000400,000 200,000 200,000400,000 200,000 200,000Funding Total


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WP0001 Work In ProgressRoads5-Approved Budget 2018


Work In Progress is used for future capital projects for which the specifics are unknown at budget time. The budget amount includes funds for engineering, and for County personnel to perform work on projects prior to them becoming capital assets. Throughout the year, once the work to be started is identified as belonging to a particular project that will result in a future asset, the budget dollars will be moved from this project to that project, for a zero net effect.

Project JustificationIt is usually necessary to prepare for capital projects a year or more in advance. This project contains funds for pre-engineering as well as miscellaneous works such as road widenings in advance of paving projects.




Consultant Fees 40,000 40,000 40,000 30,000 30,000 150,000330,000Equipment Own 10,000 10,000 10,000 10,000 10,000 60,000110,000Labour 10,000 10,000 40,00060,000

500,000 50,000 50,000 50,000 50,000 50,000 250,000500,000 50,000 50,000 50,000 50,000 50,000 250,000Expenditures Total

FundingReserves

Roads Reserve 50,000 50,000 50,000 50,000 50,000 250,000500,000500,000 50,000 50,000 50,000 50,000 50,000 250,000500,000 50,000 50,000 50,000 50,000 50,000 250,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Roads Asset Classification Work In Progress Contract No. 31-2-WIP Work in Progress Project Start Year 2017 Project End Date 2026Status Project Status Approved

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County of Perth10 Year Reserve Continuity Schedule2018 - 2027 TRXFACILITIES Facilities

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027RESERVES

Opening Balance: 2,015,493 2,070,581 1,925,079 1,822,776 1,875,773 1,914,257 1,939,874 1,951,830 1,954,344 1,946,645TRANSFERS IN:Contributions from Capital Levy - Current 0 0 0 0 0 0 0 0 0 0Contributions from Capital Levy - Future 480,432 525,935 443,380 475,960 478,531 483,531 488,531 498,531 508,531 518,531EMS Base Leases - Principal Payments 134,000 134,000 134,000 134,000 134,000 134,000 134,000 134,000 134,000 134,000Grants and Subsidies - Federal 20,000

Total Contributions To Reserves 634,432 659,935 577,380 609,960 612,531 617,531 622,531 632,531 642,531 652,531Debt Financing Proceeds 3,876,000



FB0015 Courthouse Signage 15,000 FB0017 Renovations to Courthouse Campus 3,800,000 FB0019 Registry Roof 50,000 FB0020 Courthouse Hydro Upgrades 200,000 FB0021 Listowel EMS Renovations and Repairs 25,000 FB0022 Courthouse Masonry Repairs 35,000 FB0024 Registry HVAC Replacement 90,000 FB0027 Courthouse Server Room 25,000 FB0028 Courthouse Security 75,000 FB0031 Facility Condition Assessment 25,000 FF0001 Miscellaneous Furniture Replacement 24,000 24,000 24,000 24,000 24,000 24,000 24,000 24,000 24,000 24,000 LI0001 Courthouse Parking Lot 85,000 LI0002 PW Mitchell Parking Lot Replacement 45,000


Total Committments To Capital Projects 189,000 4,277,880 165,424 25,469 25,978 26,498 27,029 27,569 28,118 28,682

TRANSFERS OUT:Transfers to Operating budgetTransfers to Other ReservesFinancing Payments 424,783 437,234 545,847 562,667 580,013 597,900 616,347 635,371 654,990 588,265

Total Expenditures Against Reserves 613,783 4,715,114 711,271 588,136 605,991 624,398 643,376 662,940 683,108 616,947

Closing Balance Before Interest 2,036,142 1,891,402 1,791,188 1,844,601 1,882,314 1,907,390 1,919,029 1,921,421 1,913,766 1,982,229

Interest Income 34,439 33,677 31,588 31,173 31,944 32,484 32,801 32,923 32,879 33,395

Closing Reserve Balance 2,070,581 1,925,079 1,822,776 1,875,773 1,914,257 1,939,874 1,951,830 1,954,344 1,946,645 2,015,624


0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

4,500,000

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027

Dollars

10 Year Forecast

Facilities Capital Reserve

Capital Projects




FB0015 Courthouse SignageFacilities5-Approved Budget 2018


Update Courthouse Signage to provide building locations for County and tenants, wayfinder signage, security signage and ODA signage.


Current Courthouse location signage is outdated due to office relocations for both County and tenants. Upgraded directional signage needed to enable the public to find services, courtrooms, County offices along with information signs detailing daily events in the building. Wayfinder signs needed as a requirement of the approved Fire Safety Plan. New security signage to provide notice of building entrances, restricted areas and information regarding building access. Provide updated ODA signage and signage for health & safety requirements.


Amount carryover from 2017 Capital Budget with an additional $5,000 added in 2018.



Contractor 15,00015,00015,000 15,00015,000 15,000Expenditures Total

FundingReserves

Facilities Reserve 15,00015,00015,000 15,00015,000 15,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Facilities Asset Classification Buldings Contract No. 32-2-BLDGS Building Projects Project Start Year 2016 Project End Date 2017Status Project Status Approved

Page No. : 1



FB0021 Listowel EMS Renovations and RepairsFacilities5-Approved Budget 2018


Renovations to "living quarters", bathroom, kitchen, new windows and covers and new water softener.


Building was built in 1990 and has 2 floors with a total square footage of 2,764 sq. feet. Updated budget reflects estimates for all new windows, window coverings, kitchen cabinetry, vanities, fixtures and water softener. It is anticipated that work will be quoted and awarded piecemeal with facility staff overseeing schedule and coordination of work.


County will not be undertaking any work that would trigger a building permit. North Perth Building Division has been contacted and informed of scope of work. They have indicated that this would not require permitting.




FundingReserves


AttributesAttribute Value CommentAttributes Contract Department Facilities Asset Classification Buldings Contract No. 32-2-BLDGS Building Projects Project Start Year 2018 Project End Date 2018Status Project Status Approved

Page No. : 2



FB0027 Server Room UpgradesFacilities5-Approved Budget 2018


Upgrades to the Server Room in the Courthouse. The current "nerve center" of our operations requires upgrades to ensure the environment and surroundings provide protection and controlled conditions for the IT infrastructure. Upgrades such as wall finishes, storage, access, air movement and environmental controls are included.





Contractor 10,00010,000Material 15,00015,000


FundingReserves


AttributesAttribute Value CommentAttributes Contract Department Facilities Asset Classification Buildings Contract No. 32-2-BLDGS Building Projects Project Start Year 2018 Project End Date 2019Status Project Status Approved

Page No. : 3



FB0028 Courthouse SecurityFacilities5-Approved Budget 2018


To develop and implement security measures and equipment to create a safe environment for staff and visitors. The scope of this project is now being expanded to include all County owned facilities.


Improvements to facility security as identified in previous security assessments. Systems to include access controls for doors, security camera network, public address/paging system, renovations to support single entry point to the building, upgrades to security identification badging and contract security provider.





FundingReserves



Page No. : 4



FB0031 Facility Condition AssessmentFacilities5-Approved Budget 2018


A Facility Condition Assessment is conducted on County owned buildings through visual, non-destructive site assessments and review of existing building data and maintenance history. The assessment is used to identify and prioritize immediate, short and long term capital renewal requirements for each facility, including probable costs for each item. A Facility Condition Index (FCI) is calculated for each building. The data from the assessment will be utilized for the development of the Facilities component of the County’s Asset Management Plan. It will also be used to develop and analyze the management of our buildings including energy, building systems, preventative maintenance, sustainability and space planning. The Facility Condition Assessment will also provide a “baseline” for our newly built facilities.

Project JustificationA Facility Condition Assessment was last conducted on County owned facilities in 2008. The 2008 assessment did not include a Facility Condition Index. Development of the County’s Asset Management Plan (AMP) for Facilities has primarily been an “aged” based approach. Condition indexes are better tools for developing AMP’s, strategies and prioritizing capital works. Since 2008, the County has more than doubled the square footage of its facility portfolio with three new buildings.


Carried over from 2017 Capital Budget as money will be spent in 2018



Consultant Fees 25,00025,00025,000 25,00025,000 25,000Expenditures Total

FundingGrants

Federal Grants 20,00020,00020,000 20,000

ReservesFacilities Reserve 5,0005,000

5,000 5,00025,000 25,000Funding Total


Page No. : 5



FF0001 Miscellaneous Furniture ReplacementFacilities5-Approved Budget 2018


Project is for miscellaneous furniture replacements that occur annually at the various County facilities.

Project JustificationThis is an annual project, with actual expenditures varying from year to year based on need.




Material 24,000 24,000 24,000 24,000 24,000 120,000240,000240,000 24,000 24,000 24,000 24,000 24,000 120,000240,000 24,000 24,000 24,000 24,000 24,000 120,000Expenditures Total

FundingReserves

Facilities Reserve 24,000 24,000 24,000 24,000 24,000 120,000240,000240,000 24,000 24,000 24,000 24,000 24,000 120,000240,000 24,000 24,000 24,000 24,000 24,000 120,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Facilities Asset Classification Furniture Contract No. 32-2-FURN Furniture Purchases Project Start Year 2018 Project End Date 2027Status Project Status Approved

Page No. : 1

County of Perth10 Year Reserve Continuity Schedule2018 - 2027 TRXFLEET Fleet Capital Reserve

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027RESERVES

Opening Balance: 21,678 3,711 29,337 3,152 49,299 145,158 263,269 377,085 72,942 109,788TRANSFERS IN:Contributions from Capital Levy - Current 480,959 503,229 587,161 662,220 573,081 428,974 329,113 607,351 566,752 626,393Contributions from Capital Levy - Future 0 6,298 2,839 12,780 101,919 221,026 320,887 42,649 83,248 73,607Grants and Subsidies - Federal .Grants and Subsidies - ProvincialGrants and Subsidies - MunicipalTransfers from Other ReservesSale of Fleet - Proceeds 25,360 22,720 55,600 36,000 41,600 38,800 50,800 26,500 25,000 25,000

506,319 532,247 645,600 711,000 716,600 688,800 700,800 676,500 675,000 725,000

Total Available for Current Projects 527,997 535,958 674,937 714,152 765,899 833,958 964,069 1,053,585 747,942 834,788


VA0002 Annual Fleet Replacements 27,500 315,000 130,000 70,000 35,000 25,000 55,000 VB0001 Tandem Truck Replacement 285,000 285,000 285,000 285,000 310,000 620,000 310,000 285,000 VC0001 PW Pickup Replacement 62,000 62,000 31,000 62,000 31,000 62,000 31,000 31,000 VC0002 EMS Pickup Trucks 140,000 VD0002 Annual Ambulance Replacements 150,000 150,000 300,000 150,000 150,000 450,000 150,000 150,000 150,000 300,000



TRANSFERS OUT:Transfers to Operating budgetTransfers to Other Reserves



Interest Income 214 319 314 519 1,639 3,442 5,397 3,793 1,540 1,771




0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027

Dollars

10 Year Forecast

Fleet Capital Reserve

Capital Projects

Ending ReserveBalance

Contributions toCapital



VA0002 Annual Fleet ReplacementsFleet4-Council Review 2018


Automated Vehicle Location (AVL) system with live tracking, monitoring, and reporting of snow plows, material spreaders, sensors and operators. Provides critical data and metrics for winter maintenance operations.


Our current tracking system is not “live”. The data is downloaded through a wifi connection when the plow truck comes back from to the yard. The equipment, software and downloading process is not reliable and the manufacturer’s support for the system is poor. The upkeep, monitoring and maintenance of our current system is cumbersome and time consuming for our IT and PW staff. The information and metrics from these systems are vital to our winter maintenance operations, asset management and liability/risk management.




Costs of Purchase 27,500 315,000 130,000 185,000657,500657,500 27,500 315,000 130,000 185,000657,500 27,500 315,000 130,000 185,000Expenditures Total

FundingReserves

Fleet Capital Reserve 27,500 315,000 130,000 185,000657,500657,500 27,500 315,000 130,000 185,000657,500 27,500 315,000 130,000 185,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Fleet Asset Classification Maintenance Vehicles Contract No. 33-2-VEH_CL_A Class A Maintenance Vehicle Project Start Year 2018 Project End Date 2027Status Project Status Not Approved

Page No. : 1



VB0001 Tandem Truck ReplacementFleet4-Council Review 2018


Replacement of a tandem truck and snow plow equipment.

Project JustificationTruck 7 is a 2008 Sterling with approximately 275,000 kms.




Costs of Purchase 285,000 285,000 285,000 285,000 1,525,0002,665,0002,665,000 285,000 285,000 285,000 285,000 1,525,0002,665,000 285,000 285,000 285,000 285,000 1,525,000Expenditures Total

FundingReserves

Fleet Capital Reserve 285,000 285,000 285,000 285,000 1,525,0002,665,0002,665,000 285,000 285,000 285,000 285,000 1,525,0002,665,000 285,000 285,000 285,000 285,000 1,525,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Fleet Asset Classification Tandem Axle Dump Trucks Contract No. 33-2-VEH_CL_B Class B Tandem Truck Project Start Year 2018 Project End Date 2018Status Project Status Not Approved

Page No. : 2



VC0001 PW Pickup ReplacementFleet4-Council Review 2018


Replacement of 2 Public Works pick up trucks.


Unit 1020 is a 2010 Dodge Ram with approximately 275,000 kms.Unit 1122 is a 2011 GMC with approximately 300,000 kms.Both have been used extensively for patrolling.





FundingReserves

Fleet Capital Reserve 62,000 62,000 31,000 62,000 155,000372,000372,000 62,000 62,000 31,000 62,000 155,000372,000 62,000 62,000 31,000 62,000 155,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Fleet Asset Classification Pickup Trucks Contract No. 33-2-VEH_CL_C Class C Pickup Truck Project Start Year 2018 Project End Date 2027Status Project Status Not Approved

Page No. : 3



VD0002 Annual Ambulance ReplacementsFleet4-Council Review 2018


Replacement of one front line ambulance.





Costs of Purchase 150,000 150,000 300,000 150,000 150,000 1,200,0002,100,0002,100,000 150,000 150,000 300,000 150,000 150,000 1,200,0002,100,000 150,000 150,000 300,000 150,000 150,000 1,200,000Expenditures Total

FundingReserves

Fleet Capital Reserve 150,000 150,000 300,000 150,000 150,000 1,200,0002,100,0002,100,000 150,000 150,000 300,000 150,000 150,000 1,200,0002,100,000 150,000 150,000 300,000 150,000 150,000 1,200,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Fleet Asset Classification Ambulances Contract No. 33-2-VEH_CL_D Class D Ambulance Project Start Year 2018 Project End Date 2027Status Project Status Not Approved

Page No. : 4

County of Perth10 Year Reserve Continuity Schedule2018 - 2027 TRXMEDEQUIP Medical Equipment

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027RESERVES

Opening Balance: 396,725 72,326 100,177 106,136 215,989 117,246 118,084 182,874 301,303 4,471TRANSFERS IN:Contributions from Capital Levy - Current 36,627 31,277 25,603 0 25,563 33,899 0 0 148,106 147,196Contributions from Capital Levy - Future 88,373 98,723 104,397 140,000 114,437 116,101 150,000 150,000 1,894 2,804Grants and Subsidies - FederalGrants and Subsidies - ProvincialGrants and Subsidies - Municipal

Total Contributions To Reserves 125,000 130,000 130,000 140,000 140,000 150,000 150,000 150,000 150,000 150,000

Total Available for Current Projects 521,725 202,326 230,177 246,136 355,989 267,246 268,084 332,874 451,303 154,471CAPITAL PROJECT COMMITMENTS:

EM0001 Exercise Equipment EM0004 Replacement of Medical Equipment 23,370 14,312 20,087 14,162 12,427 55,542 10,227 13,052 25,927 13,892 EM0005 Bariatric Equipment 9,636 93,600 4,050 55,000 81,225 63,720 117,000 EM0006 Pediatric Restraints 7,500 3,423 EM0007 Training Mannequins 10,000 4,655 6,093 14,650 1,125 5,655 1,800 6,600 44,000 19,275 EM0008 EMS HQ EM0009 Defibrillator/CPR Equipment 392,482 75,000 6,000 173,000 5,300 12,000 16,000 379,482 1,500



TRANSFERS OUT:Transfers to Operating budget 20,000Transfers to Other Reserves



Interest Income 3,953 1,454 1,739 2,715 2,809 1,983 2,537 4,081 2,577 62


Updated 2/23/2018 4 - Council Review

0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

450,000

500,000

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027

Dollars

10 Year Forecast

Medical Equipment Capital Reserve

Capital Projects




VA0002 Annual Fleet ReplacementsFleet5-Approved Budget 2018


Automated Vehicle Location (AVL) system with live tracking, monitoring, and reporting of snow plows, material spreaders, sensors and operators. Provides critical data and metrics for winter maintenance operations.


Our current tracking system is not “live”. The data is downloaded through a wifi connection when the plow truck comes back from to the yard. The equipment, software and downloading process is not reliable and the manufacturer’s support for the system is poor. The upkeep, monitoring and maintenance of our current system is cumbersome and time consuming for our IT and PW staff. The information and metrics from these systems are vital to our winter maintenance operations, asset management and liability/risk management.




Costs of Purchase 27,500 315,000 130,000 185,000657,500657,500 27,500 315,000 130,000 185,000657,500 27,500 315,000 130,000 185,000Expenditures Total

FundingReserves

Fleet Capital Reserve 27,500 315,000 130,000 185,000657,500657,500 27,500 315,000 130,000 185,000657,500 27,500 315,000 130,000 185,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Fleet Asset Classification Maintenance Vehicles Contract No. 33-2-VEH_CL_A Class A Maintenance Vehicle Project Start Year 2018 Project End Date 2027Status Project Status Approved

Page No. : 1



VB0001 Tandem Truck ReplacementFleet5-Approved Budget 2018


Replacement of a tandem truck and snow plow equipment.

Project JustificationTruck 7 is a 2008 Sterling with approximately 275,000 kms.




Costs of Purchase 285,000 285,000 285,000 285,000 1,525,0002,665,0002,665,000 285,000 285,000 285,000 285,000 1,525,0002,665,000 285,000 285,000 285,000 285,000 1,525,000Expenditures Total

FundingReserves

Fleet Capital Reserve 285,000 285,000 285,000 285,000 1,525,0002,665,0002,665,000 285,000 285,000 285,000 285,000 1,525,0002,665,000 285,000 285,000 285,000 285,000 1,525,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Fleet Asset Classification Tandem Axle Dump Trucks Contract No. 33-2-VEH_CL_B Class B Tandem Truck Project Start Year 2018 Project End Date 2018Status Project Status Approved

Page No. : 2



VC0001 PW Pickup ReplacementFleet5-Approved Budget 2018


Replacement of 2 Public Works pick up trucks.


Unit 1020 is a 2010 Dodge Ram with approximately 275,000 kms.Unit 1122 is a 2011 GMC with approximately 300,000 kms.Both have been used extensively for patrolling.





FundingReserves

Fleet Capital Reserve 62,000 62,000 31,000 62,000 155,000372,000372,000 62,000 62,000 31,000 62,000 155,000372,000 62,000 62,000 31,000 62,000 155,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Fleet Asset Classification Pickup Trucks Contract No. 33-2-VEH_CL_C Class C Pickup Truck Project Start Year 2018 Project End Date 2027Status Project Status Approved

Page No. : 3



VD0002 Annual Ambulance ReplacementsFleet5-Approved Budget 2018


Replacement of one front line ambulance.





Costs of Purchase 150,000 150,000 300,000 150,000 150,000 1,200,0002,100,0002,100,000 150,000 150,000 300,000 150,000 150,000 1,200,0002,100,000 150,000 150,000 300,000 150,000 150,000 1,200,000Expenditures Total

FundingReserves

Fleet Capital Reserve 150,000 150,000 300,000 150,000 150,000 1,200,0002,100,0002,100,000 150,000 150,000 300,000 150,000 150,000 1,200,0002,100,000 150,000 150,000 300,000 150,000 150,000 1,200,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Fleet Asset Classification Ambulances Contract No. 33-2-VEH_CL_D Class D Ambulance Project Start Year 2018 Project End Date 2027Status Project Status Approved

Page No. : 4

CONTENTS

-LBUEr

NO 1


LEET,EQUIPMENT.

OPERATING BUDGET





NO 4


NOARCHIVES, CLERK



INo.7


NO 8 ENY MANAGEMENT


cbridges

Rectangle

2017 2017 2018Budget Projected Budget

ActualsRevenues

CA General11 CAO 340,093 214,310 488,50112 CLERK 245,471 212,254 400,55113 HUMAN RESOURCES 412,671 401,374 446,61115 ECONOMIC DEVELOPMENT & TOURISM 22,000 23,825 52,200

CS General22 FINANCE 493,879 394,450 443,13423 TECHNOLOGY SERVICES 612,199 576,612 785,21224 PROVINCIAL OFFENCES 1,738,500 1,483,884 1,673,50025 ARCHIVES 302,872 281,710 312,554

PW General30 PW ADMINISTRATION 1,167,554 1,100,067 1,298,53631 ROADS 4,182,771 4,175,326 4,154,35032 FACILITIES 2,280,333 2,285,954 2,342,56733 FLEET 2,140,804 1,984,827 2,109,636

PD General41 PLANNING 85,200 136,481 270,200

ES General52 PARAMEDIC SERVICES 8,892,726 8,821,153 9,228,14254 EMERGENCY MANAGEMENT COORDINATION 0 5,268 0

Council80 COUNCIL 0 0 0

Non Departmental90 NON‐DEPARTMENTAL 2,602,722 13,584,502 2,117,31893 GENERAL LIABILITY INSURANCE 95,700 90,390 96,660

Sub‐total Revenue 25,615,495 35,772,387 26,219,672Expenses

CA General Expense Chg Rev Chg Net Levy Chg %Levy Chg11 CAO 340,093 214,311 488,501 148,408 148,408 0 0.00%12 CLERK 245,471 212,255 400,551 155,080 155,080 0 0.00%13 HUMAN RESOURCES 412,671 401,374 446,611 33,940 33,940 0 0.00%15 ECONOMIC DEVELOPMENT & TOURISM 362,624 357,995 472,111 109,487 30,200 79,287 0.56%

CS General22 FINANCE 493,879 394,451 443,134 (50,745) (50,745) 0 0.00%23 TECHNOLOGY SERVICES 612,199 576,614 785,212 173,013 173,013 0 0.00%24 PROVINCIAL OFFENCES 1,738,500 1,483,884 1,673,500 (65,000) (65,000) 0 0.00%25 ARCHIVES 681,918 635,628 703,923 22,005 9,682 12,323 0.09%

PW General30 PW ADMINISTRATION 1,167,555 1,100,067 1,298,537 130,982 130,982 0 0.00%31 ROADS 7,730,979 7,760,550 7,902,268 171,289 (28,421) 199,710 1.40%32 FACILITIES 2,182,423 2,188,041 2,277,287 94,864 62,234 32,630 0.23%33 FLEET 2,140,804 1,984,826 2,109,636 (31,168) (31,168) 0 0.00%

PD General41 PLANNING 845,857 783,925 663,466 (182,391) 185,000 (367,391) ‐2.58%

ES General52 PARAMEDIC SERVICES 11,588,060 11,451,975 12,200,188 612,128 335,416 276,712 1.95%54 EMERGENCY MANAGEMENT COORDINATION 148,970 142,674 162,939 13,969 0 13,969 0.10%

Council80 COUNCIL 218,606 207,839 223,106 4,500 0 4,500 0.03%92 GRANTS 28,450 28,580 28,930 480 480 0.00%

Non Departmental90 NON‐DEPARTMENTAL 1,259,737 1,030,481 1,027,789 (231,948) (485,404) 253,456 1.78%91 COST SHARED PROGRAMS 4,507,406 4,507,407 4,616,511 109,105 109,105 0.77%93 GENERAL LIABILITY INSURANCE 95,700 90,390 96,660 960 960 0 0.00%

Sub‐total Expenses 36,801,902 35,553,267 38,020,860 1,218,958 604,177 614,781 4.32%

Contribution to (from) Net Municipal Position 219,120% of Levy % of Overall

Operating Levy 11,186,407 11,801,188 614,781 5.50% 4.32%

Capital Levy 3,040,000 3,045,000 5,000 0.16% 0.04%

Overall Levy 14,226,407 14,846,188 619,781 4.36%

Levy Summary Change by Division

03/15/18 5 - Approved Budget

Revenue

CA General

CAO11 340,093 214,310 $488,501 148,408 (43.64%) 274,191 (127.94%) $287,211 $246,408

HUMAN RESOURCES13 412,671 401,374 $446,611 33,940 (8.22%) 45,237 (11.27%) $464,890 $473,362

ECONOMIC DEVELOPMENT & TOURISM15 22,000 23,825 $52,200 30,200 (137.27%) 28,375 (119.10%) $27,400 $27,400

CS General

CLERK12 245,471 212,254 $400,551 155,080 (63.18%) 188,297 (88.71%) $481,104 $496,682

FINANCE22 493,879 394,450 $443,134 (50,745) 10.27% 48,684 (12.34%) $446,098 $457,588

TECHNOLOGY SERVICES23 612,199 576,612 $785,212 173,013 (28.26%) 208,600 (36.18%) $798,685 $812,550

PROVINCIAL OFFENCES24 1,738,500 1,483,884 $1,673,500 (65,000) 3.74% 189,616 (12.78%) $1,694,500 $1,715,500

ARCHIVES25 302,872 281,710 $312,554 9,682 (3.20%) 30,844 (10.95%) $327,743 $342,963

PW General

PW ADMINISTRATION30 1,167,554 1,100,067 $1,298,536 130,982 (11.22%) 198,469 (18.04%) $1,364,368 $1,401,135

ROADS31 4,182,771 4,175,326 $4,154,350 (28,421) 0.68% (20,976) 0.50% $4,066,457 $4,022,723

FACILITIES32 2,280,333 2,285,954 $2,342,567 62,234 (2.73%) 56,613 (2.48%) $2,368,443 $2,385,967

FLEET33 2,140,804 1,984,827 $2,109,636 (31,168) 1.46% 124,809 (6.29%) $2,168,141 $2,124,171

PD General

PLANNING41 85,200 136,481 $270,200 185,000 (217.14%) 133,719 (97.98%) $70,200 $70,200

ES General

PARAMEDIC SERVICES52 8,892,726 8,821,153 $9,228,142 335,416 (3.77%) 406,989 (4.61%) $9,422,235 $9,508,242

EMERGENCY MANAGEMENT COORDINATION54 5,268 (5,268) 100.00%

Non Departmental

NON-DEPARTMENTAL90 2,602,722 13,584,502 $2,117,318 (485,404) 18.65% (11,467,184) 84.41% $1,868,618 $1,598,302

GENERAL LIABILITY INSURANCE93 95,700 90,390 $96,660 960 (1.00%) 6,270 (6.94%) $100,526 $104,547

Sub-total Revenue 25,615,495 35,772,387 $26,219,672 604,177 (2.36%) (9,552,715) 26.70% $25,956,619 $25,787,740

ExpensesCA General

CAO11 340,093 214,311 $488,501 148,408 43.64% 274,190 127.94% $287,211 $246,408

HUMAN RESOURCES13 412,671 401,374 $446,611 33,940 8.22% 45,237 11.27% $464,890 $473,362

ECONOMIC DEVELOPMENT & TOURISM15 362,624 357,995 $472,111 109,487 30.19% 114,116 31.88% $459,052 $473,448

CS General

CLERK12 245,471 212,255 $400,551 155,080 63.18% 188,296 88.71% $481,104 $496,682

FINANCE22 493,879 394,451 $443,134 (50,745) (10.27%) 48,683 12.34% $446,098 $457,588

TECHNOLOGY SERVICES23 612,199 576,614 $785,212 173,013 28.26% 208,598 36.18% $798,685 $812,550

PROVINCIAL OFFENCES24 1,738,500 1,483,884 $1,673,500 (65,000) (3.74%) 189,616 12.78% $1,694,500 $1,715,500

ARCHIVES25 681,918 635,628 $703,923 22,005 3.23% 68,295 10.74% $738,444 $773,035

PW General

PW ADMINISTRATION30 1,167,555 1,100,067 $1,298,537 130,982 11.22% 198,470 18.04% $1,364,369 $1,401,136

ROADS31 7,730,979 7,760,550 $7,902,268 171,289 2.22% 141,718 1.83% $8,060,453 $8,197,584

FACILITIES32 2,182,423 2,188,041 $2,277,287 94,864 4.35% 89,246 4.08% $2,368,443 $2,385,967

FLEET33 2,140,804 1,984,826 $2,109,636 (31,168) (1.46%) 124,810 6.29% $2,168,141 $2,124,171

PD General

PLANNING41 845,857 783,925 $663,466 (182,391) (21.56%) (120,459) (15.37%) $434,522 $455,095

ES General

PARAMEDIC SERVICES52 11,588,060 11,451,975 $12,200,188 612,128 5.28% 748,213 6.53% $12,423,236 $12,608,486

EMERGENCY MANAGEMENT COORDINATION54 148,970 142,674 $162,939 13,969 9.38% 20,265 14.20% $175,514 $181,304

Council

COUNCIL80 218,606 207,839 $223,106 4,500 2.06% 15,267 7.35% $232,131 $239,096

GRANTS92 28,450 28,580 $28,930 480 1.69% 350 1.22% $28,930 $28,930

Non Departmental

NON-DEPARTMENTAL90 1,259,737 1,030,481 $1,027,789 (231,948) (18.41%) (2,692) (0.26%) $1,042,416 $928,519

COST SHARED PROGRAMS91 4,507,406 4,507,407 $4,616,511 109,105 2.42% 109,104 2.42% $4,461,708 $4,628,148

GENERAL LIABILITY INSURANCE93 95,700 90,390 $96,660 960 1.00% 6,270 6.94% $100,526 $104,547

Sub-total Expenses : 36,801,902 35,553,267 $38,020,860 1,218,958 3.31% 2,467,593 6.94% $38,230,373 $38,731,556

Contribution to Net Municipal Position 219,120Net Levy Requirement 11,186,407 (219,120) $11,801,188 614,781 12,020,308 $12,273,754 $12,943,816

5.50% 4.00% 5.46%

2017Budget

2017YearEnd

Projections

2018Budget

2017-2018Budget $

Change

2017-2018Budget %

Change

2017-2018YE Projection

$ Change

2017-2018YE Projection

% Change

2019Budget

2020Budget

County of Perth2018 OPERATING BUDGET

5-Approved BudgetRun Date: Mar 16, 2018

Revenue

Subtotal Revenue : $0 $0 $0 $0 0 $0 $00.00% 0.00% 0.00%

ExpensesSalaries5000 $153,056 $151,269 $155,290 $2,234 1.5% 4,021 2.66% $157,853 $160,773CPP Expense5010 $2,310 $2,523 $2,372 $62 2.7% (151) (5.98%) $4,756 $5,024EHT Expense5030 $1,990 $1,998 $2,019 $29 1.5% 21 1.05% $3,078 $3,135Insurance5150 $475 $475 $475 $0 0.0% 0 0.00% $494 $514 Includes share of excess indemnity and occupational accident

insurance.

Memberships5210 $8,475 $8,623 $8,700 $225 2.7% 77 0.89% $8,700 $12,400 AMO Membership ‐ $3,500; WOWC Membership ‐ $5,000.

Mileage5220 $14,000 $10,379 $14,000 $0 0.0% 3,621 34.89% $14,000 $14,000Miscellaneous Expense5230 $500 $17 $500 $0 0.0% 483 2,841.18% $500 $500Professional Development5280 $16,000 $13,682 $18,500 $2,500 15.6% 4,818 35.21% $21,500 $21,500 Anticipated additional training for Bill 68 changes.Telecommunications5320 $800 $248 $250 ($550) (68.8%) 2 0.81% $250 $250County Banquet6158 $10,000 $9,974 $10,000 $0 0.0% 26 0.26% $10,000 $10,000 To be reviewed in 2018 along with Staff Appreciation

Program.

Educational Tour / Council Retreat6190 $1,000 $1,360 $1,000 $0 0.0% (360) (26.47%) $1,000 $1,000 Annual Tourism FAM tour and Road tourPublic Relations6580 $1,500 $1,254 $1,500 $0 0.0% 246 19.62% $1,500 $1,500Session Expenses6640 $6,000 $6,037 $6,000 $0 0.0% (37) (0.61%) $6,000 $6,000 Cost of food increase and anticipated additional meetings.

Integrity Officers6725 $2,500 $0 $2,500 $0 0.0% 2,500 0.00% $2,500 $2,500 Estimated costs of integrity commissioner and meeting investigator services,

Subtotal Expenses : $218,606 $207,839 $223,106 $4,500 15,267 $232,131 $239,0962.06% 4.05% 3.00% Includes share of excess indemnity and occupational accident insurance.

Net Levy Requirement $218,606 $207,839 $223,106 $4,500 15,267 $232,131 $239,0962.06% 4.05% 3.00%

2017

Budget

2017

ActualsProjected

2018

Budget

2017‐2018

Budget toBudget $

2017‐2018

Budget toBudget %

2017-2018

Actuals toBudget $

2017-2018

Actuals toBudget %

2019

Budget

2020

Budget

Budget Comments

County of Perth80 COUNCIL

2018 OPERATING BUDGET


Revenue


ExpensesNorth Perth ‐ EPC6480 $8,400 $8,880 $8,880 $480 5.7% 0 0.00% $8,880 $8,880 Per 2018 grant applicationPerth County 4‐H General Programme6520 $3,000 $3,000 $3,000 $0 0.0% 0 0.00% $3,000 $3,000 Per 2018 grant applicationPerth County 4‐H Go for the Gold/Dairy C6522 $800 $450 $800 $0 0.0% 350 77.78% $800 $800 Added to Budget 01‐05‐17 based on resolution 2017‐12 upon

request

Perth County Plowmen's Association6530 $1,250 $1,250 $1,250 $0 0.0% 0 0.00% $1,250 $1,250 Per 2018 grant applicationTree Planting Grants ‐ Lower Tiers6785 $15,000 $15,000 $15,000 $0 0.0% 0 0.00% $15,000 $15,000

Subtotal Expenses : $28,450 $28,580 $28,930 $480 350 $28,930 $28,9301.69% 0.00% 0.00% Per 2018 grant application

Net Levy Requirement $28,450 $28,580 $28,930 $480 350 $28,930 $28,9301.69% 0.00% 0.00%

2017

Budget

2017

ActualsProjected

2018

Budget

2017‐2018

Budget toBudget $

2017‐2018

Budget toBudget %

2017-2018

Actuals toBudget $

2017-2018

Actuals toBudget %

2019

Budget

2020

Budget

Budget Comments

County of Perth92 GRANTS



North Perth Seniors Board of Directors

Chairperson………………………………..Mary Lou Raynard

Vice Chairperson……………...………….. James D. Beirnes

Treasurer & Board Member………………..Donna McCutcheon

Secretary & Board Member………………..Bernice Askett

Bus Tours & Board Member………………..Joan MacDonald

Membership Sales & Board Member……….Liz Christian

Door Ticket Sales & Board Member………..Shirley Sturgeon

Door Ticket Sales & Board Member………..Pat Graham

Board Member……………………………..Diane Osborn

Boardmember………………………………Vince Judge

Board Member..……………………………June Beirnes

Board Member..……………………………Nancy Doak

Board Member..……………………………Carol Charles

Board Member..……………………………Keith Damen

Board Member..……………………………Marilyn Damen

Program Coordinator………………………Cara Smith (Only Paid Position)

June

1st John & Geneva

8th Millbank 5

15th Al Crawford

22nd

Wellington Country

29th Touch of Grey

July

6th Serenaders

13th Country Serenaders

20th Touch of Grey

27th Al Crawford

August

3rd

John & Geneva

10th Sunshine Country

17th R-Songs

24th The Country Versatiles

31st John & Geneva

September

7th The Country Horizons

Band

14th Serenaders

21st HOLIDAYS ~ NO DANCE

28th HOLIDAYS ~ NO DANCE

October

5th Johnny Borton

12th John & Geneva

19th Al Crawford

26th Wellington Country

November

2nd

Greenwood Hill Bluegrass

9th R-Songs

16th Christmas Party

23rd

Just Fun

30th Millbank 5

December

7th Viola’s Tribute

14th The Country Versatiles

Next program will be January

4th, 2018

For additional program information or trip information or to reserve your seat Call Cara Smith ~ North Perth Seniors Program Coordinator

Monday to Friday 9am to 5pm at 519-323-8582 or Email me at [email protected]

NORTH

PERTH

SENIORS

Seniors Dance

50+

Listowel Legion

Auditorium

Dance begins

@ 2pm

Admission

$3.00

Door Prizes &

Spot dances

Refreshments

2017 Day Trips ~ NORTH PERTH SENIORS

OLG Slots @ Mohawk Raceway ~ Milton

Wed. July 12th Depart at 9:00AM $17.00

Includes: $10 Slotplay & Stop at Toronto

Premium Outlet ; FPD: June 28th

Hamilton Tour

Mon. July 24th Depart at 8:30AM $95.00 Includes: Admission to Dundurn Castle, Lunch

& Guided tour at Botanical Garden and Admission to Denninger’s Food of the World;

FPD: June 26th

Fallsview Casino ~ Niagara Falls

Wed. Aug 2nd Depart at 9:00AM $15.00 Includes: $10 Spotplay FPD: July 19th

Summer Mystery

Mon. Aug 14th Depart at 8:45AM $85.00 Includes: Lunch & Attraction Admissions

FPD: July 14th

Celebrate Canada ~ 150 Years

Wed. Sept. 6th Depart at 8:30AM $85.00 Includes: Admission to Canadian Warplane Heritage Museum, Lunch at the Mandarin, and Admissions to the Forty Creek & Mag-

notta Winery Facilities FPD: Aug. 7th

OLG Slots @ Georgian Downs ~ Innisfil

Mon. Sept 11th Depart at 8:30AM $17.00 Includes: OLG required Secondary Stop at

Tanger Outlets, $10.00 Slot play FPD: Sept 1st

Fall Mystery Tour

Wed. Oct 4th Depart at 8:30AM $95.00 Includes: Lunch & Attraction Admissions

FPD: Sept 8th

Casino Rama~ Orillia

Mon. Oct 16th Depart at 8:30AM $15.00 Includes: Lunch Buffet FPD: Oct 2nd

OLG Brantford Casino ~ Brantford

Mon. Nov 13th Depart at 8:30AM $17.00 Includes: OLG required Secondary Stop at Mary Maxim, $10 Spotplay FPD: Oct 30th

Casino Niagara~ Niagara

Wed. Dec 13th Depart at 9:30AM $15.00 Includes: $10 Slotplay FPD: Nov 29th

Not a Member ?? Become a member for $5.00

Benefits of becoming a member is it saves you the $5.00 per bus trip for non-members

Budget '16 Budget '17 Budget '16 Budget '17 Budget '16 Budget '17Newsletter 1,200.00$ 800.00$ -$ (1,200.00)$ (800.00)$ Go For The Gold 100.00$ 150.00$ -$ (100.00)$ (150.00)$ Judging Competition 500.00$ 400.00$ 500.00$ 400.00$ -$ -$ Annual Meeting 525.00$ 800.00$ 470.00$ 670.00$ (55.00)$ (130.00)$ Exchange & Registration Fee 9,000.00$ 12,000.00$ 9,000.00$ 12,000.00$ -$ -$ Area Expense 450.00$ 450.00$ -$ (450.00)$ (450.00)$ Recoginition Programs/Awards 400.00$ 600.00$ -$ (400.00)$ (600.00)$ Leader Training/Volunteer Recruitment 100.00$ 100.00$ -$ (100.00)$ (100.00)$ 4-H Ontario/AGM Conference 1,200.00$ 1,200.00$ -$ (1,200.00)$ (1,200.00)$ Special Events -$ 250.00$ -$ -$ (250.00)$ Accounting 700.00$ 750.00$ -$ (700.00)$ (750.00)$ 4-H Supplies & Promotions 500.00$ 500.00$ 200.00$ 200.00$ (300.00)$ (300.00)$ Bank Charges/Interest 20.00$ 75.00$ 21.00$ 21.00$ 1.00$ (54.00)$ Membership Fees-BH & Reimbursement -$ 100.00$ 100.00$ 100.00$ 100.00$ Office/Postage/Phone/Fax/Copies 550.00$ 550.00$ -$ (550.00)$ (550.00)$ Resources (Member/Volunteer) 100.00$ 100.00$ -$ (100.00)$ (100.00)$ Opportunitites 200.00$ 200.00$ -$ (200.00)$ (200.00)$ Fundraising-Sales -$ 250.00$ 250.00$ 250.00$ 250.00$ Fundraising Account-Interest -$ 1.00$ 1.00$ 1.00$ 1.00$ Friend of 4-H Donations -$ 2,500.00$ 2,500.00$ 2,500.00$ 2,500.00$ Friend of 4-H Interest -$ 150.00$ 150.00$ 150.00$ 150.00$ 4-H Ontario MSP -$ 250.00$ 250.00$ 250.00$ 250.00$ Memorial Account & Remberances 100.00$ 100.00$ 3,000.00$ 3,000.00$ 2,900.00$ 2,900.00$ County Grant -$ 3,500.00$ 3,500.00$ 3,500.00$ 3,500.00$ Donations & Sponsorships 4,000.00$ 4,000.00$ (4,000.00)$ (4,000.00)$ Capital -$ -$ -$ Travel Account -$ -$ -$ Misc -$ -$ -$

TOTAL 19,645.00$ 23,025.00$ 19,942.00$ 23,042.00$ 297.00$ 17.00$

Expense Income Net AmountPerth County 4-H Association - 2017 Proposed Budget

PERTH COUNTY 4-H ASSOCIATION

Developing Tomorrow’s Leaders ~ Today

September 20, 2017

Perth County 4-H Association Board of Directors

President-Erica Murray Vice President-Amy Halls Secretary-Lesley Chapman Treasurer-Grace Oesch Past President-Jennie Nichol Directors- -Jean Morris -Jennifer Aikens -Ben Lindner -Todd Fawcett -Nellie van den Hoven -Carolyn van der Heiden

Thanks

Grace Oesch, Treasurer/Membership Coordinator Perth County 4-H Association

PERTH COUNTY 4-H ASSOCIATION 1201 Lichty Rd, RR 2, Wellesley, Ontario N0B 2T0 Phone: 519-656-2199 [email protected]

Developing Tomorrow’s Leaders ~ Today

September 20, 2017

PROGRAM OUTLINE

- Participating members, ages 9-21 have the options to choose from many agricultural, life skills and a wide range of general interest projects with new ones being added yearly - They are able to participate in skill developing County activities such as judging, communication and public speaking training, parliamentary procedure skills, running effective meeting skills, Go for the Gold competition – all of which lead to networking skills - They also have the opportunity to participate in these same activities on a Regional and Provincial level thereby allowing them to meet and network with members from across the Province, Canada and Internationally - Members can participate in as many clubs as they choose as long as they meet the minimum completion requirements for each project - Many of our current volunteer leaders were themselves members either locally or in another are of the province - The 4-H Motto is “Learn to do by doing” - Members receive awards from the Provincial Association to recognize the various levels of project completion in their 4-H career as well as recognition for graduation from the program at age 21 - Ontario has recently introduced a “Clover Bud” program for 4-H participants age 6, 7, and 8 which started in Perth County in 2013 - Perth County have had numerous 4-H program members who have gone on to many other successful avenues in life, and have won many competitions to which they have attributed their success to their 4-H training and experience [including several members that have won Queen of the Furrow competitions, Fair Ambassador competitions and a recent Miss Oktoberfest]

PERTH COUNTY 4-H ASSOCIATION 1201 Lichty Rd, RR 2, Wellesley, Ontario N0B 2T0 Phone: 519-656-2199 [email protected]

Perth County Plowmen'sStatement of Income and ExpensesNov. 1, 2016 ‐ to Oct. 31, 2017

IncomeMembership 310Bertrand Interest GIC 11.36Bertrand Principal 100

Grants ‐ Country 1250Grants ‐ BMO 704Bank Charges Reversed 39Advertising Revenue 500Sponsorship 3559.33BBQ revenue 530Plowing Registration 400Income from 2015‐2016 250Donations 7Pop and water sales 7float returned 445Silent Auction 125Book entry 299

8536.69

Expenses

Meeting Hall rental 40Honoranium ‐ Sec & treas 300Cash float taken out 445Bank Charges 76.8IPM Contestants 1000OPA convention ‐ delgates 339Awards and Prizes 3460BBQ ‐ 1417Plowing Expenses 649.35Program 76.39Queen Expenses 299.15OPA membership fee 79.09Book Entry 299Queen Expenses conventio 242.93Queen Honoranium 150Misc 8.19

8881.9

Difference 345.21

President Bryan Bertrand R. R. #1 / 5165 Line 10 St Marys, ON N4X 1C4 (519) 229 6745 email: [email protected]

Secretary Bert J. Vorstenbosch (Jr) R. R. #3 / 5755 Line 34 Mitchell, ON (519)348-8761 Email: [email protected]

PPeerrtthh CCoouunnttyy

Dear Reader Perth County Plowmen’s Association 2016/17 Executive President : Sara Wood 5905 Line 42 Mitchell, ON, N0K 1N0 Phone – 519-272-5525 Email – [email protected] 1st Vice : Anthony Bertrand R. R. #2 4256 Perth Line 9 St. Marys, ON, N4X 1C5 Phone – 519-284-4601 Email - [email protected] Secretary : Bert J. Vorstenbosch R. R. #3 5755 Line 34 Monkton, ON, N0K 1N0 Phone – (519) 348-8761 Email – [email protected] Treasurer : Debbie Little

R. R. #2 Monkton, ON N0K 1P0 (519) 345 2827 6745 Secretary and Treasurer are given 150.00 each for the

position to cover expenses incurred preforming the position __________________________ Bert J. Vorstenbosch (Jr.)

mailto:[email protected]

RevenueGeneral Tax Levy4010 $0 $11,186,416 $0 $0 0.0% (11,186,416) 100.00% $0 $0Supplementary Tax4020 $240,000 $240,000 $240,000 $0 0.0% 0 0.00% $240,000 $240,000 Based on 5 Year AveragePayments In Lieu of Tax4030 $10,000 $10,000 $10,000 $0 0.0% 0 0.00% $10,000 $10,000 Based on 5 Year AverageOMPF Funding4040 $1,954,500 $1,954,500 $1,661,400 ($293,100) 15.0% (293,100) 15.00% $1,412,200 $1,200,400 Based on 2018 Allocation Notice. 2019‐2020 based on 2018

minimum funding guarantee percentage.

Other Municipal4070 $108,207 $111,689 $109,707 $1,500 (1.4%) (1,982) 1.77% $109,707 $109,707Fees4120 $800 $350 $800 $0 0.0% 450 (128.57%) $800 $800 Commissioner of Oaths services.Other Income4140 $1,500 $27,255 $1,500 $0 0.0% (25,755) 94.50% $1,500 $1,500 Sale of maps and other promotional itemsInterest Income4280 $283,215 $50,995 $31,895 ($251,320) 88.7% (19,100) 37.45% $32,395 $32,395 Interest on operating reservesTransfer from Reserve ‐ County General4400 $4,500 $3,297 $3,500 ($1,000) 22.2% 203 (6.16%) $3,500 $3,500 To offset expenses under 6080 Public Relations.Transfer from Reserve ‐ Levy Stabilizati4450 $0 $0 $58,516 $58,516 0.0% 58,516 0.00% $58,516 $0 Portion of SWIFT Grant refundable at end of contributions

Subtotal Revenue : $2,602,722 $13,584,502 $2,117,318 ($485,404) (11,467,184) $1,868,618 $1,598,302(18.65%) (11.75%) (16.91%) Based on 5 Year Average

ExpensesCPP Expense5010 $0 $4 $0 $0 0.0% (4) (100.00%) $0 $0EI Expense5020 $0 $3 $0 $0 0.0% (3) (100.00%) $0 $0EHT Expense5030 $0 $3 $0 $0 0.0% (3) (100.00%) $0 $0Transfer to Reserve ‐ County General5410 $1,000 $1,110 $500 ($500) (50.0%) (610) (54.95%) $500 $500 Estimated Interest earned on reservesTransfer to Reserve ‐ County WSIB5440 $4,000 $4,550 $4,000 $0 0.0% (550) (12.09%) $4,000 $4,000 Estimated Interest earned on reservesTransfer to Reserve ‐ Levy Stabilization5460 $6,000 $7,563 $6,200 $200 3.3% (1,363) (18.02%) $6,700 $6,700 Estimated Interest earned on reservesTransfer to Reserve ‐ Passport Radio5466 $0 $119 $0 $0 0.0% (119) (100.00%) $0 $0 No Reserve remaining at the end of 2016Transfer to Reserve ‐ Working Fund5470 $10,000 $18,181 $10,000 $0 0.0% (8,181) (45.00%) $10,000 $10,000 Estimated Interest earned on reservesTransfer to Reserve ‐ Assessment Appeals5496 $20,850 $23,162 $1,044 ($19,806) (95.0%) (22,118) (95.49%) $1,044 $1,044 No longer transfering 20% of annexsation agreement with

City and Perth South

Transfer to Reserve ‐ Public Works Winte5514 $6,000 $3,058 $4,000 ($2,000) (33.3%) 942 30.80% $4,000 $4,000 Estimated Interest earned on reservesTransfer to Reserve ‐ Paramedic Services5570 $1,650 $1,968 $1,650 $0 0.0% (318) (16.16%) $1,650 $1,650 Estimated Interest earned on reservesTransfer to Reserve ‐ Paramedic Services5590 $3,000 $3,768 $3,000 $0 0.0% (768) (20.38%) $3,000 $3,000 Estimated Interest earned on reservesTransfer to Reserve ‐ Paramedic Services5600 $300 $325 $300 $0 0.0% (25) (7.69%) $300 $300 Estimated Interest earned on reservesTransfer to Reserve ‐ Archives Equipment5620 $500 $1,295 $500 $0 0.0% (795) (61.39%) $500 $500 Estimated Interest earned on reservesTransfer to Reserve ‐ Archives General5630 $450 $516 $450 $0 0.0% (66) (12.79%) $450 $450 Estimated Interest earned on reservesTransfer to Reserve ‐ Land Division Gene5640 $350 $407 $350 $0 0.0% (57) (14.00%) $350 $350 Estimated Interest earned on reservesTransfer to Reserve ‐ Planning Photoimag5660 $115 $130 $95 ($20) (17.4%) (35) (26.92%) $95 $95 Estimated Interest earned on reservesTransfer to Reserve ‐ Broadband5665 $113,987 $113,987 $113,897 ($90) (0.1%) (90) (0.08%) $113,897 $0 Money now being paid to SWIFT.MPAC6450 $692,510 $692,510 $728,303 $35,793 5.2% 35,793 5.17% $742,430 $742,430 Per MPAC 2017 NoticePublic Relations6580 $4,500 $3,297 $3,500 ($1,000) (22.2%) 203 6.16% $3,500 $3,500 Used for employee retirement gifts, per policy.Doubtful Accounts Expense7970 $240,000 $0 $0 ($240,000) (100.0%) 0 0.00% $0 $0Tax Write‐Offs7990 $150,000 $150,000 $150,000 $0 0.0% 0 0.00% $150,000 $150,000 Based on 5 Year AverageTax Capping Adjustments7992 $4,525 $4,525 $0 ($4,525) (100.0%) (4,525) (100.00%) $0 $0 No more properties included in Capping in 2018

Subtotal Expenses : $1,259,737 $1,030,481 $1,027,789 ($231,948) (2,692) $1,042,416 $928,519(18.41%) 1.42% (10.93%) Estimated Interest earned on reserves

Net Levy Requirement ($1,342,985) ($12,554,021) ($1,089,529) $253,456 11,464,492 ($826,202) ($669,783)(18.87%) (24.17%) (18.93%)

2017

Budget

2017

ActualsProjected

2018

Budget

2017‐2018

Budget toBudget $

2017‐2018

Budget toBudget %

2017-2018

Actuals toBudget $

2017-2018

Actuals toBudget %

2019

Budget

2020

Budget

Budget Comments

County of Perth90 NON-DEPARTMENTAL2018 OPERATING BUDGET


Revenue


ExpensesPerth District Health Unit6550 $711,397 $711,397 $731,962 $20,565 2.9% 20,565 2.89% $763,535 $793,486Social Services6660 $3,181,077 $3,181,078 $3,242,968 $61,891 1.9% 61,890 1.95% $3,030,745 $3,142,256Spruce Lodge6690 $519,982 $519,982 $545,207 $25,225 4.9% 25,225 4.85% $569,416 $592,630Stratford‐Perth Museum6710 $94,950 $94,950 $96,374 $1,424 1.5% 1,424 1.50% $98,012 $99,776

Subtotal Expenses : $4,507,406 $4,507,407 $4,616,511 $109,105 109,104 $4,461,708 $4,628,1482.42% (3.35%) 3.73%

Net Levy Requirement $4,507,406 $4,507,407 $4,616,511 $109,105 109,104 $4,461,708 $4,628,1482.42% (3.35%) 3.73%

2017

Budget

2017

ActualsProjected

2018

Budget

2017‐2018

Budget toBudget $

2017‐2018

Budget toBudget %

2017-2018

Actuals toBudget $

2017-2018

Actuals toBudget %

2019

Budget

2020

Budget

Budget Comments

County of Perth91 COST SHARED PROGRAMS



RevenueInterdepartmental Revenues4150 $95,700 $90,390 $96,660 $960 (1.0%) 6,270 (6.94%) $100,526 $104,547

Subtotal Revenue : $95,700 $90,390 $96,660 $960 6,270 $100,526 $104,5471.00% 4.00% 3.85%

ExpensesInsurance5150 $95,700 $90,390 $96,660 $960 1.0% 6,270 6.94% $100,526 $104,547 Increase Insurance by 4% as result of Prior year insurance

RFP

Subtotal Expenses : $95,700 $90,390 $96,660 $960 6,270 $100,526 $104,5471.00% 4.00% 4.00% Increase Insurance by 4% as result of Prior year insurance RFP

Net Levy Requirement $0 $0 $0 $0 0 $0 $00.00% 0.00% 0.00%

2017

Budget

2017

ActualsProjected

2018

Budget

2017‐2018

Budget toBudget $

2017‐2018

Budget toBudget %

2017-2018

Actuals toBudget $

2017-2018

Actuals toBudget %

2019

Budget

2020

Budget

Budget Comments

County of Perth93 GENERAL LIABILITY INSURANCE



CONTENTS

-LBUEr

NO 1


LEET,EQUIPMENT.

OPERATING BUDGET





NO 4


NOARCHIVES, CLERK



INo.7


NO 8 ENY MANAGEMENT


cbridges

Rectangle

RevenueInterdepartmental Revenues4150 $210,093 $210,613 $233,401 $23,308 (11.1%) 22,788 (10.82%) $235,011 $246,408Transfer from Reserve ‐ County General4400 $10,000 $3,697 $0 ($10,000) 100.0% (3,697) 100.00% $0 $0Transfer from Reserve ‐ Levy Stabilizati4450 $120,000 $0 $255,100 $135,100 (112.6%) 255,100 0.00% $52,200 $0 Strategic Plan update to be funded from the Levy

Stabilization Reserve

Subtotal Revenue : $340,093 $214,310 $488,501 $148,408 274,191 $287,211 $246,40843.64% (41.21%) (16.56%) Strategic Plan update to be funded from the Levy Stabilization Reserve

ExpensesSalaries5000 $142,691 $144,336 $153,149 $10,458 7.3% 8,813 6.11% $162,163 $171,218 Progression through salary levelsCPP Expense5010 $2,564 $2,845 $2,594 $30 1.2% (251) (8.82%) $2,892 $3,077EI Expense5020 $1,171 $1,305 $1,202 $31 2.6% (103) (7.89%) $1,211 $1,220EHT Expense5030 $2,782 $2,832 $2,986 $204 7.3% 154 5.44% $3,162 $3,339OMERS5040 $17,759 $17,928 $19,140 $1,381 7.8% 1,212 6.76% $20,456 $21,778Health Benefits5060 $7,750 $7,607 $8,014 $264 3.4% 407 5.35% $8,241 $8,469Consultant Fees5130 $0 $0 $10,000 $10,000 0.0% 10,000 0.00% $0 $0 Consultant ‐ Ontatio Community Transportation Grant

program

Insurance5150 $464 $464 $494 $30 6.5% 30 6.47% $514 $535Legal5190 $15,000 $8,697 $10,000 ($5,000) (33.3%) 1,303 14.98% $10,000 $10,000 Legal advice and reviewsMemberships5210 $2,200 $1,446 $1,700 ($500) (22.7%) 254 17.57% $1,800 $1,900Mileage5220 $2,350 $1,527 $2,450 $100 4.3% 923 60.45% $2,550 $2,650Office Supplies5250 $400 $441 $400 $0 0.0% (41) (9.30%) $400 $400Photocopying5260 $0 $1,187 $500 $500 0.0% (687) (57.88%) $500 $500Professional Development5280 $7,500 $7,918 $7,500 $0 0.0% (418) (5.28%) $7,750 $7,850 AMO, OMAA, Ontario West, ROMATelecommunications5320 $700 $453 $700 $0 0.0% 247 54.53% $700 $700Interdepartmental Charges ‐ Rent5404 $13,362 $13,361 $10,172 ($3,190) (23.9%) (3,189) (23.87%) $10,172 $10,172 Rent reallocations of sq. ft. used within the County

Courthouse

Public Relations6580 $3,400 $1,964 $2,400 ($1,000) (29.4%) 436 22.20% $2,500 $2,600Strategic Initiatives6708 $120,000 $0 $255,100 $135,100 112.6% 255,100 0.00% $52,200 $0 Joint Service Delivery Review ($46,300 in 2018), and joint

Strategic Plan ($208,800 in 2018 and $52,200 in 2019

Subtotal Expenses : $340,093 $214,311 $488,501 $148,408 274,190 $287,211 $246,40843.64% (41.21%) (14.21%) Progression through salary levels

Net Levy Requirement $0 $1 $0 $0 (1) $0 $00.00% 0.00% 0.00%

2017

Budget

2017

ActualsProjected

2018

Budget

2017‐2018

Budget toBudget $

2017‐2018

Budget toBudget %

2017-2018

Actuals toBudget $

2017-2018

Actuals toBudget %

2019

Budget

2020

Budget

Budget Comments

County of Perth11 CAO



COUNTY OF PERTH Office of the Chief Administrative Officer

Human Resources / Accessibility

2018-2020 Business Plan September 2017

2 Human Resources/Accessibility Business Plan 2018-2020

This document is formatted for double-sided printing. The contents are premised for an internal, corporate audience to use as a basis on which to gauge the Human Resources Division of the Chief Administrative Officer’s Department.

No part of this document may be reproduced, stored in or introduced into a retrieval system, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise), or for any purpose, without the express written permission of the County of Perth.


Table of Contents

Human Resources Business Plan 2017-2019 4

Preamble _________________________________________________ 4

Service Strategy ___________________________________________ 4

Key Customers ____________________________________________ 4

Core Businesses/Services ____________________________________ 5

Legislated Standards ________________________________________ 5

Program Maps _____________________________________________ 6

Key Linkages with Strategic Plan ______________________________ 7

Human Resources ________________________________________ 7

Accessibility _____________________________________________ 7

Achievement of 2015-16 Program ______________________________ 8

Major Initiatives for 2017, 2018, 2019 __________________________ 10

Program Delivery Plan ______________________________________ 12

How will the program be delivered and at what level? ____________ 12

What changes will impact program delivery in the future? _________ 12

Financial Allocation/Deployment Plan __________________________ 12

Significant Variances _______________________________________ 13

Training and Development __________________________________ 13


Human Resources Business Plan 2017-2019 September 2017

Preamble The planning, management and execution of the human resources business plan in line with the strategic goals of Council, is critical to the success of Perth County. The Human Resources Division is charged with developing policy, procedures and systems that reinforce relevant legislative requirements and provide tools to manage and reduce risk in human resource management practices and accessibility requirements.

Service Strategy The Human Resources Division aims to provide a support system to management, supervisors and employees that drives fair and effective human resources management practices at the County. By ensuring human resources practices are comprehensive, fair and clear, this facilitates organizational trust and integrity, encourages collaboration and engagement, and ensures the County remains an attractive employer to the labour market.

The human resources systems at the County integrate safe, risk averse and accessible work practices and use critical data collected and maintained on all employees to expedite good management decisions.

Human Resources ensures we have the right knowledge, skills and abilities, in the right place at the right time. This in turn allows the County to deliver timely and effective services to the residents of Perth County.

Key Customers All employees, managers and supervisors of the County CUPE Local 4514 and National Representatives County Council Regulatory Bodies: Ministry of Labour (Health & Safety, Labour Board and

Employment Standards), WSIB, Ontario Human Rights Tribunal, Employment and Infrastructure

Member and Partner municipalities / employers / networks Consultants/Other Professionals (medical, legal)/trainers Insurance Companies (Equitable Life, CHUBB, Crawford, Homewood) OMERS


HRIS provider (HR Systems Strategies Inc.) Community Citizens (applicants)

Core Businesses/Services Recruitment, selection and orientation of new hires Develop and maintain performance management system based on organizational

core competencies Develop and administer human resources, health and safety and accessibility

policies and procedures and provide training as necessary to staff Provide advice on all human resources management issues Disability management, claim submission, return to work planning and

administration to mitigate claims costs and ensure early and safe return to work Report and process WSIB and Disability Insurance claims and risk management Administration of employee benefits and pension plan Use human resources information system to track all employee records including

HR files, training, attendance, leaves, illness, etc. Work closely with Finance to oversee compensation system to ensure staff are

paid accurately in accordance with policies and legislation Recognition of employees for service to the County Negotiations to renew Collective Agreement with CUPE – Local 4514 Investigations into complaints (human rights) and dispute resolution Corporate training and employee development – make training opportunities

available in house to support employee competency requirements and improve skills in line with the corporate strategic plan

Legislated Standards Employment Standards Act, 2000 Labour Relations Act, 1995 Occupational Health and Safety Act Human Rights Code, 1995 Accessibility for Ontarians with Disabilities Act (AODA, 2005) Workplace Safety and Insurance Act (WSIA) Municipal Freedom of Information and Protection of Privacy Act (MFIPPA) Personal Information Protection and Electronic Documents Act, 2000, c.5 Canada Pension Plan Act


Program Maps

Human Resources Accessibility

Personnel Records Management Policy Updating & Development

Employee Relations, Investigations & Grievances

Community Awareness

Recruitment, Selection & Orientation Training to Legislative Requirements

Corporate Staff Training & Development; Performance Management

Accessible Communications & Information

Health, Safety & Wellness Consulting

Disability Management, Return to Work & Accommodation

Compliance Reporting to Ministry

Collective Agreement Negotiations Grant Applications

Policy Updating & Development Support & Leadership to Accessibility Advisory Committee (AAC)

Group Benefits, Employee Assistance Plan & OMERS Administration

Site Plan Control Reviews

Compensation & Pay Equity Age-Friendly Community Planning Initiatives


Key Linkages with Strategic Plan

Human Resources 1. Ensuring core business activities are in place to fulfill the staffing

requirements needed relevant to Strategic Plan activities. 2. Integrate where possible (per the Community’s Voice – Section 5 of the

Strategic Plan) a better co-ordination of services between the County and local municipalities. An example of this is working with staff in the Member Municipalities to meet Human Resources needs.

3. Collaborative Approaches and Partnerships: Perth County and the Member Municipalities have formed a Consortium with Huron County for the purposes of improving our group rate insurance costs and are working together to identify ongoing priorities and synergies.

Accessibility The Accessibility Division operates using as a guide the key principles outlined in County of Perth Strategic Plan:

1. Honest and Accountable Operational Performance: focusing on responding to community concerns as they relate to County responsibilities identified under Accessibility Standards Legislation.

2. Collaborative Approaches and Partnerships: fostering relationships with Partner Municipalities in order to promote accessibility county-wide.

3. A Clear and Forward Looking Plan: using the Accessibility for Ontarians with Disabilities Act (AODA) and the legislated implementation deadlines as a guide.

Over the next three years, the Accessibility Division will be working on several projects with departments within the County, with Member Municipalities as well as the City of Stratford to ensure compliance with updated AODA standards and to co-ordinate Accessibility goals and projects identified under the Strategic Plan Corporate Actions.


Achievement of 2016-17 Program

2016-17 HR Goals/Objectives Achieved Comments

Collaborate with Member Municipalities

Ongoing Currently awaiting meeting with member municipal CAOs for review of draft Accessibility agreement.

Efforts are continuously made to collaborate on relevant HR and Accessibility issues.

Policy Updates Completed and Ongoing

Several key policies were updated, including Respect in the Workplace (Bill132), Personal Protective Equipment, Job Evaluation, Fleet & License Policy etc.

Staff Training on Policies Completed Updated training for WHMIS 2015 and Workplace Harassment legislation

Synchronizing of HR and Payroll systems

Completed HR Assistant worked with InfoHR and Payroll to ensure accuracy of synchronized information.

Targeted All-Staff Training Completed and Ongoing

Change management training was provided in 2017.

Supervisor H&S training provided to all who required, including member municipal staff.


2016-17 Accessibility Goals/Objectives

Achieved Comments

Staff Training – IASR and Human Rights Code as it pertains to disability.

Completed and Ongoing.

Ongoing, as new staff are hired. Live and Moodle training.

Ensure all County Policies & Procedures incorporate Accessibility criteria where required.

Ongoing. Update to Customer Service Standard released July 1, 2016. Need to update Corporate Accessibility Policy.

Accessible Documents Training Completed Eliquo web-based training organized and rolled out beginning September 2016. Completion September 2017.

Update Accessible Washroom Guide for Perth County


Work with IT to ensure accessibility of new website


Work with IT to ensure accessibility of new website

Organize booth for 2016/17 Home & Lifestyle Shows in Listowel & Stratford


Worked with Stratford, St. Marys and Perth County AACs to participate in Home Shows for advocacy and awareness. Well received.

Plan an event to celebrate International Day for Persons with Disabilities

Site Plan Control Reviews. Ongoing AAC review of all submitted site plans.

Age-Friendly Communities Initiatives. Ongoing. Stage 1, Development of AFC Action Plans completed. Stage 2 – Implementation Plans – beginning 2017


Major Initiatives for 2018, 2019, 2020

2018 Goals / Objectives Comments: Initiate collective bargaining process (contract expiry 12.31.2018)

Background work required to prepare for bargaining, initiating end of 2018.

Update WHMIS standard Ensure all staff complete updated training to achieve compliance. Track completion and tie to performance appraisal process.

Policy Development Ongoing for HR, H&S, and Accessibility

Continually evolves to meet legislative and organizational requirements. ESA and LRA changes starting in 2018 will require multiple HR policy and process updates.

Staff Training on policy changes and skill/competency development

Work with SMT to identify key areas for corporate training over next 3 years; including: E-scribe, developing SMART goals, leadership competency development, etc.

Wellness Program Development

Corporate wellness program development, with the help of the Wellness Committee and in line with our workforce analytics.

Identify updates required for HRIS

Work with external provider (HR Systems Strategies Inc.) & Finance to ensure accurate tracking of information; synergies to be gained and additional system modifications to save time and increase accuracy. HR participation in InfoHR seminars to be aware of system capabilities.

Update Accessibility Standards Policies and implement training as Legislation is updated.

The Ontario government is required to review and update each of the accessibility standards every five years. Once new updates are released, we are required to update our corporate policies and train staff, volunteers and third parties on the updated standard and the updated policy.

Formation of Perth County Age-Friendly Communities Implementation Committee

The Implementation Committee will assist the Member Municipalities in the implementation of the four AFC Action Plans developed through the AFC


2018 Goals / Objectives Comments: Grant.

Work with City of Stratford on Accessibility Compliance

Ongoing work with City of Stratford to help meet their Accessibility requirements.

2019 Goals / Objectives Comments: Policy Development related to Human Resources, H&S and Accessibility

Ensure all policies are compliant with Employment Standards Act and Labour Relations Act amendments

Update Orientation & Onboarding program

Ensure legislative and corporate requirements are being met. Enhance collaboration with internal functions to ensure all necessary information is shared in the most effective way, during onboarding process.

Develop Staff Training initiatives, in line with updated strategic plan, corporate values and competency model

Once strategic planning process is complete, HR programs will be redeveloped to align with corporate goals, values and identified competencies. Including recruitment and selection, orientation, corporate training, performance management and HR policies.



Update Accessibility Standards Policies and implement training as Legislation is updated.


File Accessibility Report Accessibility Report due December 31st biannually.

2020 Goals / Objectives Comments: Policy Development related to Human Resources, H&S and Accessibility

Further ESA and LRA changes effective 2019 will require additional HR policy and procedure updates.

Update Performance Appraisal process

Ensure staff are trained and knowledgeable on effective goal setting and that goals are aligned with


2018 Goals / Objectives Comments: corporate strategy.



Update Accessibility Standards Policies and implement training as legislation is updated.


Program Delivery Plan

How will the program be delivered and at what level? HR has 3 FTE staff

o HR Assistant o Accessibility Coordinator o HR Manager

Core office hours 8:30 a.m. to 4:30 p.m., Monday to Friday

What changes will impact program delivery in the future? Changes Mandated by Other Levels of Government

Amendments to Employment Standards Act and/or Labour Relations Act Amendments to Health & Safety Legislation Amendments to Human Rights Code Amendments to the Accessibility for Ontarians with Disabilities Act Organizational Needs May Change

Direction Received from County Council and CAO Structure of County operations Policy decisions Service requests from other departments and Member Municipalities Service requests from the City of Stratford

Financial Allocation/Deployment Plan


Service FTE Requirements by Year

Human Resources Division 2018 2019 2020

Total Program FTE Requirements 3 3 3

Significant Variances No changes in FTEs forecasted

Training and Development HR Staff attend Annual Ontario Municipal HR Conference HR Manager – Labour Relations course through Queen’s IRC Various other Workshops pertinent to positions, as need arises Accessibility Coordinator will attend accessibility related conference and

workshops

Comments Budget activities as listed in the 2018-2020 Human Resources budget reflect no change in the ongoing operations of the Division.

RevenueOther Municipal ‐ City of Stratford4080 $12,000 $14,062 $12,000 $0 0.0% (2,062) 14.66% $12,000 $12,000 Accessibility services to City of Stratford.Interdepartmental Revenues4150 $400,671 $387,312 $434,611 $33,940 (8.5%) 47,299 (12.21%) $452,890 $461,362

Subtotal Revenue : $412,671 $401,374 $446,611 $33,940 45,237 $464,890 $473,3628.22% 4.09% 1.79% Age-Friendly Grant funding, only for 2016.

ExpensesSalaries5000 $225,310 $226,134 $236,267 $10,957 4.9% 10,133 4.48% $243,327 $246,452 Grid movements.CPP Expense5010 $7,692 $8,117 $7,781 $89 1.2% (336) (4.14%) $8,675 $9,230EI Expense5020 $3,512 $3,719 $3,605 $93 2.6% (114) (3.07%) $3,632 $3,660EHT Expense5030 $4,394 $4,519 $4,607 $213 4.8% 88 1.95% $4,745 $4,806OMERS5040 $23,672 $24,076 $24,835 $1,163 4.9% 759 3.15% $25,866 $26,322Health Benefits5060 $18,143 $22,046 $18,419 $276 1.5% (3,627) (16.45%) $18,597 $18,676Advertising5100 $8,280 $6,785 $8,280 $0 0.0% 1,495 22.03% $8,280 $8,280Consultant Fees5130 $19,830 $12,488 $9,830 ($10,000) (50.4%) (2,658) (21.28%) $9,830 $9,830 Job mandates update 2018Insurance5150 $1,170 $1,170 $1,271 $101 8.6% 101 8.63% $1,322 $1,375Legal5190 $2,500 $7,843 $3,500 $1,000 40.0% (4,343) (55.37%) $3,500 $3,500 Employment related legal costs have been increasing, while

budget has not been increased in years.

Memberships5210 $1,607 $2,186 $1,867 $260 16.2% (319) (14.59%) $1,867 $1,867 Membership costs have increased since last budgetted.

Mileage5220 $5,836 $4,394 $5,836 $0 0.0% 1,442 32.82% $5,836 $5,836Office Supplies5250 $1,350 $770 $1,350 $0 0.0% 580 75.32% $1,350 $1,350Photocopying5260 $987 $654 $987 $0 0.0% 333 50.92% $987 $987Postage5270 $100 $38 $100 $0 0.0% 62 163.16% $100 $100Professional Development5280 $8,195 $8,666 $11,680 $3,485 42.5% 3,014 34.78% $11,580 $8,195 One‐time Labour Relations courseProfessional Development ‐ Corporate5282 $17,762 $17,780 $40,762 $23,000 129.5% 22,982 129.26% $49,262 $56,762 Focus for next 3 years will be leadership training, project

management, performance management.

Special Projects5300 $2,800 $1,149 $8,300 $5,500 196.4% 7,151 622.37% $8,800 $8,800 Increase to cover Age Friendly Communities action plan initiatives, and $5K for staff appreciation program.

Subscriptions5310 $0 $0 $1,200 $1,200 0.0% 1,200 0.00% $1,200 $1,200Telecommunications5320 $880 $751 $880 $0 0.0% 129 17.18% $880 $880Interdepartmental Charges ‐ Rent5404 $26,271 $26,271 $22,704 ($3,567) (13.6%) (3,567) (13.58%) $22,704 $22,704 Rent reallocations of sq. ft. used within the County

Courthouse

Accessibility Advisory Committee6020 $7,790 $4,429 $7,960 $170 2.2% 3,531 79.72% $7,960 $7,960Accessibility Accommodations6021 $1,000 $1,018 $1,000 $0 0.0% (18) (1.77%) $1,000 $1,000Health & Safety6340 $17,280 $13,195 $17,280 $0 0.0% 4,085 30.96% $17,280 $17,280 Includes H&S training and Wellness initiatives.Public Relations6580 $1,310 $668 $1,310 $0 0.0% 642 96.11% $1,310 $1,310Technology Services6740 $5,000 $2,508 $5,000 $0 0.0% 2,492 99.36% $5,000 $5,000

Subtotal Expenses : $412,671 $401,374 $446,611 $33,940 45,237 $464,890 $473,3628.22% 4.09% 1.82% Grid movements.


2017

Budget

2017

ActualsProjected

2018

Budget

2017‐2018

Budget toBudget $

2017‐2018

Budget toBudget %

2017-2018

Actuals toBudget $

2017-2018

Actuals toBudget %

2019

Budget

2020

Budget

Budget Comments

County of Perth13 HUMAN RESOURCES2018 OPERATING BUDGET


COUNTY OF PERTH

Office of the CAO

Economic Development and Tourism Division

2018-2020 Business Plan

January 2018

This document is formatted for double-sided printing.

No part of this document may be reproduced, stored in

or introduced into a retrieval system, or transmitted in

any form or by any means (electronic, mechanical,

photocopying, recording, or otherwise), or for any

purpose, without the express written permission of the

County of Perth.

Table of Contents

Business Plan 2018-2020 1

Economic Development and Tourism ...................................................... 1

Preamble ................................................................................................. 1

Service Strategy ...................................................................................... 1

Key Customers ........................................................................................ 2

Core Businesses/Services ....................................................................... 2

Legislated Standards ............................................................................... 3

Key Linkages with Strategic Plan ............................................................ 5

Financial Allocation/Deployment Plan ................................................... 21

Significant Variances ............................................................................. 21

Training and Development .................................................................... 21

Comments: ............................................................................................ 21

Economic Development and Tourism Division Page 1

Business Plan 2018-2020

Economic Development and Tourism

January 2018

Questions should be forwarded to the Economic Development and Tourism

Coordinator.

Preamble

Economic Development has become an increasingly important function for municipal governments in the past 25 years. It is rooted in economic and planning theory and aims to ensure sustained, concerted actions that promote high standard of living and economic health of a specific area. Economic development can be described as “a process that influences growth and restructuring of an economy to enhance the economic well-being of a community or region”. Economic development activities include initiatives aimed at retaining existing businesses and creating a business environment that will enable local businesses to expand and prosper. These activities include business recruitment, investment attraction, strategic alliances and partnerships, entrepreneurship, quality of life, workforce development, downtown revitalization, tourism development, updating the official municipal plan to increase capacity for growth and improving municipal infrastructure, etc. These factors combine to position a community for growth and long term economic sustainability. Perth County Tourism will continue to promote Perth County as a destination area, promoting and strengthening the local economy, towns and community events. Perth County Tourism Through new marketing initiatives and new signature events/activities Perth County Tourism will continue to increase visitor spending and visitor overnight stays.

Service Strategy

The Service Strategy of the Economic Development and Tourism Division is to facilitate

and implement regional economic development and tourism strategies as a means of


promoting the County as a viable business location and place to live and visit. This is

achieved by developing and delivering programs and policies that support, increase and

strengthen the business communities of Perth County. By engaging and working with

businesses, business organizations, community organizations, municipal and provincial

government partners, investors and associations. A collaborative approach is taken to

ensure timely delivery of projects that will promote Perth County business development

and stabilization.

The Economic Development and Tourism Division strives to provide exceptional service

by participating as a key partner in regional initiatives, serving as a resource to Perth

County’s member communities and ensuring responsive action to inquiries and

challenges facing business. This is achieved by ensuring a high level of

professionalism, a proactive approach to dealing with challenges and ensuring high

level of expertise and industry knowledge, as well as fostering partnerships and

relationships within and beyond Perth County. Perth County Tourism will continue to

strive to market our beautiful and tranquil setting that we call home to all the tourists

across the globe. Many of us that live in our communities forget how stunningly beautiful

a landscape we live in. We are fortunate to be able to offer so many unique events that

will strengthen are ability to promote our County.

Key Customers

County Businesses and Industry

County Council

Entrepreneurs

Business Investors

Business Associations, BIAs and Chambers of Commerce

Member Municipalities, staff and elected officials

Sector Associations (Federation of Agriculture etc).

Other Economic Development based organizations

Taxpayers

Provincial Ministries

Federal Departments

Core Businesses/Services

Respond to business start-up and investment inquiries

Promote the County as a region to invest, live and work

Implement and maintain an effective Business Retention and Expansion program


Provide leadership support to member Municipalities, Businesses, Business

Associations, industry and community organizations

Serve as resource and partner for local BIAs and Chambers

Lead and facilitate economic development and research projects to support

business and community development

Support the continued success of key economic sectors such as Agriculture

Execute marketing strategies

Identify emerging trends, challenges and opportunities and design effective

responses

Establish meaningful contact with other levels of government, business

community, education institutions and interest groups to develop and further

economic initiatives and goals

Pursue funding and manage administration of grant programs

Develop and maintain an accessible online presence including web and social

media

Conduct research to gather information and identify resources to assist

businesses and entrepreneurs

Engage key stakeholders to ensure community-designed strategies

Maintain and analyze statistical data about the County needed to monitor socio-

economic trends

Work closely with other departments to consider economic impacts of County

policies and programs

Administration of annual divisional budget and work plans

Legislated Standards

Municipal Act, SO 2001

Ontario Regulations

County of Perth By-laws & Policies

Municipal By-laws & Official Plans

Municipal Freedom of Information and Protection of Privacy Act

Development Charges Act

Personal Information Protection and Electronic Documents Act, 2000, c.5

Provincial Policy Statement, 2014

County of Perth Official Plan

Accessibility for Ontarians with Disabilities Act (AODA)


Core Programs Policy & Administration Economic & Business

Analysis

Business Retention +Expansion Policy Development

Socio-economic statistical data analysis

Marketing & Promotion Divisional Budget

Business consultation and advising

Member Municipal Support Grant Administration Primary research

Strategic Plan implementation Grant Procurement

Performance monitoring of programs

Business & Investment attraction and support

Procurement of Services Strategic Planning

Program development

Interdepartmental Communication of Economic interests Problem solving

Communications Manage Contracted Staff

Recruitment

Communications & Public Relations

Communications with Member Municipalities

Web and Social Media Presence

Stakeholder & Community Engagement

Media Promotion

Support to BIAs, Chambers and Stakeholders


Promote Perth County Brand


Economic Development is a key focus of the County 2012-17 Strategic Plan. As such a

larger number of goals and actions are linked to the County Economic Development

Department, Primarily Goals 1, 2 and 3 and the subsequent actions are directly tied to

the delivery of economic development or have overlap with economic development

programs and priorities. In addition, Economic Development interests extend into other

aspects of the Corporation. Policies and regulations can have unintended economic

impacts on the business community. A cohesive informed approach is important.

Goal 1: Action 6- leverage the Official Plan Review as a means to attract new

employment and residential growth

Goal 2: Create an environment that supports and engages a diverse range of local

businesses.

Goal 3: Support the Continued Strength and Success of our Agricultural Businesses

Goal 4: Support existing and new Opportunities to engage the County’s residents and

visitors

The Economic Development Program continues to grow as a result of strategic

planning, research and action plans that have been developed to address issues facing

business (Labour Market, Youth, Red-tape, Financing) identified in the BR+E, Labour

Market Strategy and the County Strategic Plan. As the business community has

become more aware of the County and the profile of the County increases, in addition to

ongoing implementation of core programs, there is a need for additional staff support.

The Economic Development office has identified the addition of a shared role of an

Economic Development/Communications Assistant (Perth4Youth Project Coordinator)

to support the Youth Program and Communications in 2017. It should be noted that

the absence of the position will impact the Economic Development program put forward

for 2017.


Achievement of 2017 Program

2017 Goals / Objectives Achieved Comments

Update Economic Development and Tourism Strategic Plan

On hold until corporate strategic plan is complete

Implement service agreement with member municipalities

In progress – first draft submitted to CAO October 13th.

Implementation of Labour Market Initiatives (Goal 2:6)

2017 initiatives complete

Ongoing implementation of the work plan until 2020 –EDC, ED assistant and regional partners

1. Supported EmployerOne Survey and purchased/shared Labour Mobility Data from the Four County Labour Market Planning Board

2. Business Networking Events (partnered with Stratford Perth Centre for Business on 5 networking breakfasts)

3. Ongoing maintenance of OpportunityLivesHere Website –$10,000 in revenue from the Town of St Marys and the City of Stratford.

4. MOU with the Town of St. Marys and the City of Stratford completed and signed.

Membership and FDI attraction through SOMA

Complete Perth County participated in the ConAgg expo in March, an international trade show for the construction industry. We participated in the Process Expo September 19th-22nd, which had food and beverage processors from small to large companies


across the globe. We met with 13 companies that had expressed interest in expanding into the Canadian market. We also met with the Canadian consulate to promote the SOMA region.

Participated in the FDI Forum in October and attended SEMA Oct 31-Nov 3rd (Specialty Equipment Market Association) met with 13 pre-qualified leads/companies that have expressed interest in expansion in Ontario.

Update Investment Prospectus based on 2016 census

Complete Design chosen and content complete - waiting on final stats to be released from Stats Can on November 28th and then will go to print.

Ongoing Business Retention and Expansion (Goal 2)

Complete Visit and/or consult 20 businesses and expand on local industry visits.

Ongoing marketing and promotion

Complete Advertising, direct marketing, web and social media

Joint projects with education and training partners

Complete and carried

forward

Promote career opportunities, support youth retention

Business Directory Update Complete Updated business directory module on the new website, new mailing list with Constant Contact - CASSL compliant

Integration of Planning Guidelines onto Website

Complete New website with refreshed content

Updated municipal industrial land inventory and spec sheets

Ongoing Available lands module on new website being explored. Spec sheets have been updated.

Regional Ride Share Complete and carried

forward

Ongoing promotion of the program


Newsletter Complete Published 4 editions.

Branding Guidelines/Policy Development

Complete Approved by council in September

Youth attraction/retention program

Complete and carried

forward

Lower tier strategic plans complete.

Submitted RED application in September for regional project based on common themes of workforce development and youth engagement. If approved, execution will begin February 2018.

Youth Re-attraction project/ campaign – Fall 2017 - #ProsperInPerthCounty

New website Complete Launched September 7th

Broadband Research Project with ISP’s

Complete

Economic Development and Tourism TOMRMS Files Complete

75% Digital files updated.

Economic Development and Tourism Photography

75% 4 season photography featuring local models to be featured on website and other marketing materials. It will be complete December 2017 after winter shots are taken (skating, snow shoeing, etc.)

Toolkit for Agri-tourism and farm gate sales

Application submitted

RED application submitted September 29th for local farm gate/local food mapping project

Develop a signature food event for Perth County

ON HOLD On hold until 2018

Tourism Media Campaign Complete and

Where Am I magazine ad – 1.2 million people in Canadian & US


ongoing promotion

carried forward

markets, OTIC Posters – in 4 Boarder Crossing

Travel Centres – these centres welcome over 1 million+ visitors annually,

Stratford Shopping Guide: 40,000 copies total,

Perth East Community Guide

Printed 30,000 Tourism Brochures – over 24,000 distributed across Ontario.

“Discover More” selfie contest complete.

Travel writers from Let’s Discover ON visited in August along with Canadian Lodging News and Bacon is Magic

Web enhancement and social media (Economic Development/Tourism)

Complete and

ongoing promotion

carried forward

Tourism Social Media accounts created: Instagram, Facebook and Twitter.

Tourism landing page on new County website.

Refreshed Web presence on OntarioTravel.net

Develop a Tourism Brochure (no ads)

Complete Complete and printed 30,000 Tourism Brochures – over 24,000 distributed across Ontario.

Streamline Tourism Marketing Materials

Complete Milverton community guide, Stratford Festival Guide, ongoing online campaigns

Rural Tourism Partnership with Stratford Tourism Alliance

Complete for 2017

Partnership underway and includes the following:

-Dedicated page on STA website

-Advertising opportunity in STA shopping Guide

-Brochure rack space in STA information centre locations


-Select social media promotion

-Window display opportunity in the STA office – Completed Fall 2017

Tourism Trail Mobile Mapping Application

Carried Forward

Funding application for tourism trail mapping application led by Perth CFDC was not approved.

Trail/Cycling Route Mapping: working with County GIS to refine data. Preliminary meeting scheduled for October 4, 2017.

Investigate in Doors Open Ontario Program

No interest Support any member municipalities who would like to participate.

Tradeshows Complete Canadian Dairy XPO – April 2017

North Perth Home and Leisure Show – May 2017

Breakfast on the Farm (2000+ attendees)

Stratford Festival Group Trade Show for tour operators with 80+ people

New Tourism Display Banners

Complete Design & produce new pop-up banners for Economic Development & Tourism

New Tourism Promotional Items

Complete Ordered

Tourism/Economic Development Familiarization Tour

Complete Tour Completed July 12, 2017

Combined roads/tourism tour complete November 9, 2017.


Other 2017 Major Achievements

In addition to the items identified in last year’s business plan several projects were undertaken to support and further goals and actions identified in the strategic plan. These include:

Promotion of Opportunity Lives Here – County job opportunities, the job board has seen significant activity (50+ jobs per month on average)

Business events (Summer Company launch, Bridges to Better Business, Perth South/St. Marys Joint Business Breakfast)

Member of the Economic Development Council of Ontario Planning Committee and Professional Development Committee

Actively participate in the London Middlesex Immigrant Employment Council

Applied for funding to for regional youth attraction project and local food/agri-tourism mapping project

Applied for ICCI funding for marketing materials

Applied for 3 EDCO Awards

Board member of the Technical Training Group

Participated in the Manufacturing Day initiative in partnership with the Four County Labour Market Planning Board

Participated on the advisory committee and provided support for the Skills Advance Ontario Pilot Project “Connect 2 Skills” led through the Four County Labour Market Planning Board

Participated in tourism events with a tradeshow booth (Breakfast on the Farm,

Craft Beer & Cider Event at Stratford Perth Museum & , Stratford Festival Group

Trade Show for tour operators)


Major Initiatives for 2018, 2019, 2020:

As the Economic Development and Tourism Program continues to grow as a result of

undertaking the development of strategies and actions in the Strategic plan, the ongoing

implementation and support of those programs no longer are achievable with a staff

complement of one. In January 2017, a full-time Tourism Specialist was hired. In March

2017, a full-time Economic Development/Communications Assistant was hired.

2018 Goals / Objectives Comments

Economic Development and Tourism Strategic Plan Goals and Objectives

ON HOLD – will apply for Rural Economic Development Funding once Corporate Strategic Plan is completed

Implementation of Labour Market Initiatives

Ongoing shared among partners until 2020

Management of Opportunity Lives Here job portal/web page


$30,000

Trade missions for 2018:

NPE Show, Spring 2018

National Hardware Show, May 2018

Food Processing, May 2018

Advanced Manufacturing Show, June 2018

CAR Show (Centre for Automotive Research), July 2018

Specialty Equipment Market Show, October 2018

Food Processing, October 2018

FDI Forum – October 2018

Update Community Profiles for our four member municipalities

Apply for funding through the ICCI program (Application submitted October 2017)

Update Marketing Materials for Economic Development

Apply for funding through the ICCI program (Application submitted October 2017)


Ongoing Business Retention and Expansion

Visit and or support to 20 businesses

Support to member municipalities, BIAs and Chambers

Meetings, support for projects, joint promotion and shared resources


Promote career opportunities, support youth retention, University of Guelph shared research opportunities

Regional Ride Share Program Support and promote the Regional Ride Share Program

(Annual) Business Directory Updated

Update new businesses, old and CASSL consent

County Policy Development Ongoing input into planning policy Development

Implementation of Youth Attraction/Retention Program

Regional project implementation based on common themes identified during the Perth4Youth strategic planning process: workforce development and youth engagement. More specifically, the need to strengthen the connection between youth, employers and education. Youth that are engaged in the community are much more likely to want to stay in their communities and/or return after pursuing their post-secondary education.

(RED application submitted September 2017)

Develop a toolkit for Agri-tourism and farm gate sales

Web-accessible tool kit

Local agri-tourism mapping project implementation (upon RED funding approval) January-December 2018 to develop a brand and marketing material for both a print and digital map/directory resource.

Tourism Media Campaign Destination Ontario Boarder Crossing Posters

STA Shopping Guide

STA Food Guide


Stratford Festival Brochure


Regular social media program, encouraging engagement from our business community, business associations, community groups and residents that promotes our unique tourism experiences. Update content regularly, newsletters etc.

#DiscoverMore

#ProsperInPerthCounty

Continue Producing/Distributing Tourism Brochure

Tourism brochure promoting tours, trails, programs and activities

Key information/travel centres at border crossings and surroundings jurisdictions

Tourism Marketing Materials Intergraded maps into tourism guide to be investigated and developed in 2017 deployed in 2018

Collaborative visitor focused mapping project with Stratford Tourism, Stratford City Centre and St. Mary’s directing to points of interest in geographic Perth

Trail Development / County Tourism Asset Map

Work with County GIS, member municipalities and stakeholders to pull together data in digital format.

Look into developing a trail map that includes all of Perth County’s trail system.

Cycling Map/Program – Look closely into cycling programs across the province and find ways for Perth County to piggy back on their programs while developing our own routes.


Rural Tourism Membership with the Stratford Tourism Alliance - $4000.00

Tradeshows Continue to participate in tradeshows promoting Perth County as a destination

Local Shows:


Dairy Xpo

Breakfast on the Farm

North Perth Home Show

Mitchell Home Show

Destination Ontario Media FAM Tour

Craft BeerFest at the Museum

Flavors of Perth

Tourism Promotional Items Purchase tourism promotional items to hand out during events.

Tourism Media Writer Recruitment Recruit media writers to Perth County, encouraging them to write/blog and post about their experiences in Perth County.

Tourism /Economic Development Familiarization Tour

Organize a familiarization tour for front line staff, municipal staff and stakeholders.



Implementation of ED Strategic Plan Goals and Objectives

Based on the outcome of the strategic Plan




$30,000

Update Community Profiles and Marketing Materials for Economic Development

Apply for funding through the ICCI program (Applications due October 2018)



Ongoing Marketing and promotion Advertising, County Signage, direct marketing, web and social media, newsletters, communications of grants etc.





Regional Ride Share Program County EDC with support from ED/Communications Assistant

(Annual) Business Directory Updated Update new businesses, old and CASSL consent


E.g. Rural CIPs for agriculture businesses


Based on the outcome of the strategic Plans each member municipal partner’s CORE team completed.


Continued promotion of the toolkit for Agri-tourism and farm gate sales


Tourism Media Campaign Focus resources on promoting media writers to our area, encouraging them to write stories on their experiences here.


Regular social media program, encouraging engagement from our business community, business associations, community groups and residents by developing a hashtag that promotes our unique tourism experiences. Update content regularly, newsletters etc.




Strengthen the branding to coincide with the Counties look and feel

Intergraded maps into tourism guide to be investigated and developed in 2017 deployed in 2018.

Including:


Trail Development – Look into developing a trail map that includes all of Perth County’s trail system



Tradeshows Continue to participate in consumer tradeshow promoting Perth County as a destination




Implementation of ED Strategic Plan Goals and Objectives

Based on the outcome of the strategic Plan




$30,000

Update Community Profiles and Marketing Materials for Economic Development

Apply for funding through the ICCI program (Applications due October 2019)



Ongoing Marketing and promotion Advertising, County Signage, direct marketing, web and social media, newsletters, communications of grants etc.





Regional Ride Share Program County EDC with support from ED/Communications Assistant

(Annual) Business Directory Updated Update new businesses, old and CASSL consent


E.g. Rural CIPs for agriculture businesses


Based on the outcome of the strategic Plans each member municipal partner’s CORE team completed.


Continued promotion of the toolkit for Agri-tourism and farm gate sales


Tourism Media Campaign Focus resources on promoting media writers to our area, encouraging them to write stories on their experiences here.


Regular social media program, encouraging engagement from our business community, business associations, community groups and residents by developing a hashtag that promotes our unique tourism experiences. Update content regularly, newsletters etc.




Strengthen the branding to coincide with the Counties look and feel

Intergraded maps into tourism guide to be investigated and developed in 2017 deployed in 2018.

Including:


Trail Development – Look into developing a trail map that includes all of Perth County’s trail system

Promotion of these developed tools



Tradeshows Continue to participate in consumer tradeshow promoting Perth County as a destination







2017 2018 2019

Economic Development and Tourism Division

Total Program FTE Requirements

2.7 2.7 2.7

Significant Variances

The projected growth of 1.7 FTEs is based on the activities and projects identified in this

business plan, which include the addition of a Tourism Specialist, and an Economic

Development/Communications Assistant.

Training and Development

Annual association conferences

Mandatory continuing education for EcD and CEcD certifications

Sector specific workshops or training provided by Ministry (OMAFRA, Ministry of

Economic Development)

Various training workshops pertinent to position

Comments:

The addition of an Economic Development and Communications Assistant will have an

impact on the operating budget for 2017, as well, bringing Tourism under Economic

Development. Additional requirements as the programs grow throughout the coming

years will impact future budgets.

RevenueConditional Grants ‐ Provincial4060 $12,000 $12,000 $36,000 $24,000 (200.0%) 24,000 (200.00%) $15,000 $15,000 ICCI Funding $13,500, RED Funding Youth Project $21,000,

Red Funding Farm $7,500

Conditional Grants ‐ Other Agencies4065 $0 $0 $1,200 $1,200 0.0% 1,200 0.00% $2,400 $2,400 Student Grant ‐ Summer StudentOther Municipal4070 $10,000 $10,000 $15,000 $5,000 (50.0%) 5,000 (50.00%) $10,000 $10,000 $5,000 each from St. Marys and City of Stratford to manage

Opportunity Lives Here website

Other Income4140 $0 $1,825 $0 $0 0.0% (1,825) 100.00% $0 $0Subtotal Revenue : $22,000 $23,825 $52,200 $30,200 28,375 $27,400 $27,400

137.27% (47.51%) 0.00% ICCI Funding $13,500, RED Funding Youth Project $21,000, Red Funding Farm $7,5

ExpensesSalaries5000 $148,962 $161,518 $169,712 $20,750 13.9% 8,194 5.07% $184,869 $194,134 Coordinator + Tourism Specialist + 0.70 Ec Dev

Assistant/Commications position + summer student

CPP Expense5010 $6,273 $7,613 $7,086 $813 13.0% (527) (6.92%) $7,786 $8,348EI Expense5020 $3,012 $3,620 $3,436 $424 14.1% (184) (5.08%) $3,499 $3,524EHT Expense5030 $2,905 $3,177 $3,309 $404 13.9% 132 4.15% $3,605 $3,786OMERS5040 $14,155 $8,752 $15,289 $1,134 8.0% 6,537 74.69% $17,100 $18,344Health Benefits5060 $14,749 $10,414 $15,252 $503 3.4% 4,838 46.46% $15,629 $15,862Advertising5100 $29,500 $29,934 $45,531 $16,031 54.3% 15,597 52.10% $46,031 $46,531 To account for market increases in advertisting costs.Insurance5150 $759 $759 $1,045 $286 37.7% 286 37.68% $1,087 $1,130 Includes share of excess indemnity and occupational accident

insurance.

Memberships5210 $34,100 $35,607 $36,679 $2,579 7.6% 1,072 3.01% $36,929 $36,929 Includes SOMA ($30K), Stratford Tourism ($4l) other misc assoc. fees

Mileage5220 $10,000 $5,545 $10,000 $0 0.0% 4,455 80.34% $10,050 $10,050Office Supplies5250 $1,000 $1,517 $1,000 $0 0.0% (517) (34.08%) $1,050 $1,050Professional Development5280 $6,300 $5,256 $6,300 $0 0.0% 1,044 19.86% $6,550 $6,550Special Projects5300 $35,000 $34,671 $82,000 $47,000 134.3% 47,329 136.51% $41,000 $41,000 Projects anticipated Youth Attraction Project, Business

Retention and Expansion Plan, Dairy Xpo Sponsorship, Tourism Visitor Attraction Plan, Farm gate/agri tourism

development

Telecommunications5320 $4,000 $1,852 $4,000 $0 0.0% 2,148 115.98% $4,000 $4,000Interdepartmental Charges ‐ Overhead5402 $13,737 $12,460 $34,300 $20,563 149.7% 21,840 175.28% $42,195 $44,538Interdepartmental Charges ‐ Rent5404 $15,672 $15,672 $15,672 $0 0.0% 0 0.00% $15,672 $15,672 Based on Facilities Rent operating Plan changesRural Transportation6495 $2,000 $1,410 $2,000 $0 0.0% 590 41.84% $2,250 $2,250 Regional Ride Share Year 4.Public Relations6580 $10,500 $8,225 $9,500 ($1,000) (9.5%) 1,275 15.50% $9,750 $9,750Promotional Items6585 $5,000 $4,992 $5,000 $0 0.0% 8 0.16% $5,000 $5,000Tradeshows6775 $5,000 $5,001 $5,000 $0 0.0% (1) (0.02%) $5,000 $5,000

Subtotal Expenses : $362,624 $357,995 $472,111 $109,487 114,116 $459,052 $473,44830.19% (2.77%) 3.14% Coordinator + Tourism Specialist + 0.70 Ec Dev Assistant/Commications position +

summer student


2017

Budget

2017

ActualsProjected

2018

Budget

2017‐2018

Budget toBudget $

2017‐2018

Budget toBudget %

2017-2018

Actuals toBudget $

2017-2018

Actuals toBudget %

2019

Budget

2020

Budget

Budget Comments

County of Perth15 ECONOMIC DEVELOPMENT & TOURISM



CONTENTS

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NO 1


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OPERATING BUDGET





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COUNTY OF PERTH Corporate Services Department

Finance Division

2018-2020 Business Plan November, 2017

This document is formatted for double-sided printing. No part of this document may be reproduced, stored in or introduced into a retrieval system, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise), or for any purpose, without the express written permission of the County of Perth.

Table of Contents

Preamble ................................................................................................. 1


Key Customers ........................................................................................ 1



Program Maps ......................................................................................... 3


Achievement of 2016 Program ................................................................ 4

Major Initiatives for 2017, 2018, 2019 ...................................................... 5

Program Delivery Plan ............................................................................ 7

How will the program be delivered and at what level? .......................... 7

What changes will impact program delivery in the future? ................... 7

Financial Allocation/Deployment Plan ..................................................... 8

FTE Variances ........................................................................................ 8

Training and Development ...................................................................... 8

Comments ............................................................................................... 8

This document is formatted for double-sided printing, and thus this page intentionally left blank.

Finance Division Business Plan 2018-2020 1

Business Plan 2018-2020 Finance

November, 2017 Questions can be forwarded to the Manager of Financial Services & Treasurer.

Preamble

The financial system of any organization is a key tool to ensure that business objectives are carried out in accordance with the policies set forth by Council and all legislative requirements. Strategic financial management allows for greater collaboration by improving data access and providing information and analytic tools to business units for enhanced decision making.

Service Strategy

To provide a system of financial management and reporting that allows Council to fulfill its fiduciary duty, and to provide timely and relevant financial data to County departments to enable effective management decisions.

We are committed to supporting staff, investing in capacity building, and identifying and modelling behaviours which demonstrate:

• Collaboration, mutual respect and productive working relationships. • Courteous, respectful and effective communication. • Innovation and creativity. • A commitment to excellence, professional development and a strategic approach

to achieving results. • Personal drive and integrity.

Key Customers

Taxpayers / Citizens County Council County departments and staff Member and Partner municipalities Suppliers / Vendors Provincial Ministries



Administration of annual budget Administration of procurement policies Advice on financial legislative obligations Reserve and reserve fund administration Financial impacts and analysis Investments and borrowing Financial & tax policies and procedures Insurance claims Financial institutions and other stakeholder relations Software support for financial system Administration of employee payroll Coordination of Asset Management


Municipal Act, SO 2001, c.25, and related Ontario Regulations Public Sector Accounting Board Handbook County of Perth By-laws & Policies Eligible Investment O. Reg. 438/97, as amended Municipal Freedom of Information and Protection of Privacy Act Personal Information Protection and Electronic Documents Act, 2000, c.5 Income Tax Act Wages Act Canada Pension Plan Act Employment Insurance Act Ontario Municipal Employees Retirement System Act, 2006, c.2 Employment Standards Act, SO 2000, c.41


Program Maps

Accounting Financial

Planning/Policy Financial Analysis

Accounts Payable Financial Policy Development Variance Reports

Accounts Receivable Taxation Policies & By-laws Analytics

Payroll Risk Management Business Intelligence

Capital Assets Budget Audit

Recruitment

Investment Management

Cash Flow Management

Reserve/Reserve Funds

Borrowing & Financing


Finance is linked with every program and service within the Corporation through the ongoing processing of financial obligations and through the provision of financial and budgetary services. As such, its actions link with Goal 1: Ensure residents are being served by an efficient, cohesive, accessible and comprehensive service delivery model, of the County’s 2012-2017 strategic plan, adopted August 16, 2012.

As well, through the development of taxation policies as an upper tier government, in which adoption of tax ratios and tax parameters affect the distribution of tax burden amongst the various tax classes of the lower tier municipalities, its actions also link to Goal 2: Create an environment that supports and engages a diverse range of local businesses.




County’s Comprehensive Asset Management Plan update – Roadmap program

In progress

Asset Management is a major component of the activities of finance and public works. Continued development of procedures, methodologies and training and will be ongoing in the future until the project of asset management is completed.

Policies - Development No Time has been focused on Asset Management on organizational structure changes delaying the current and new policy development of the County. 2018 focus for policies will be on an investment policy and asset management policy

Updated Strategic Plan No Strategic plan development has been delayed. More time required on collaboration with member municipalities

Payroll Solutions Review Yes Based on the Payroll RFP in 2017 it was determined to look at a smaller solution related to electronic timesheet instead of an entire new payroll system.

Banking Services Review No Project delayed and will be embarking on a joint review with our member municipalities

Most of Finance’s goals and objectives have again been unachieved with many projects being delayed during the year with a lot of discussion about organizational structure, service delivery and updated strategic plan.




County’s Comprehensive Asset Management Plan

Year 2 of the implementation of the asset management proposal and refine the asset management plan of the County

Updated Strategic Plan Development pf a new Strategic Plan in conjunction with our member municipalities to assist in making more focused and strategic decisions into the future by setting the priorities and goals of the County.

Service Delivery Review project

Providing input to service delivery review and assessing possible impacts of any outcomes from the review

Banking Services Review The organization will be looking at bank services to ensure to evaluate our payment processes and supporting bank products to enhance products and services while highlighting ways to run our business better

Document Management System Project

Assessing the document management for Finance and determining next steps to process and procedures for both paper and electronic formats

Policies – Development Strengthen the County’s financial framework and sustainability, (i.e. investments, financing & debt, grants, reserves.

Payroll Solutions Review Review solution for electronic timecards and possible procedures and processes in implementing new electronic timecards with in the organization



County’s Comprehensive Asset Management Plan update

Continue to refine the asset management plan of the County

Implementation of Strategic Plan – Goals and Initiatives

Continued development and implementation with Stakeholders who are demanding greater leadership, accountability and decisive action for continuous improvement practices on municipal funding as well as spending activities around issues such as infrastructure needs.

Service Delivery Review - Implementation

Depending on the results of the review will drive the implementation plan

Document Management System - Implementation

Depending on the document management project will determine the implementation plan for Finance

Policies – Implementation. Development of process and procedures linking policies to practice.

Strengthen the County’s financial framework and sustainability, (i.e. investments, financing & debt, grants, reserves). New Policies will drive process and procedure development of the Finance Division with the policy framework in place to enhance the way the finance and all Department and Divisions do business.


County’s Comprehensive Asset Management Plan update

Continue to refine the asset management plan of the County


Policies – Implementation. Development of process and procedures linking policies to practice.

Process and procedure development will utilize the policy framework to enhance the way the finance and all Department and Divisions do business.


How will the program be delivered and at what level?

1 Manager of Financial Service & Treasurer 1 Financial Analyst 1 Finance & Payroll Clerk Office hours 8:30 a.m. to 4:30 p.m., Monday to Friday

What changes will impact program delivery in the future?

Changes Mandated by Other Levels of Government Amendments to Municipal Act, SO 2001 Amendments to Public Sector Accounting Handbook (PSAB) Changes to Generally Accepted Accounting Principles (GAAP) Changes to other Acts and Regulations

Direction Received from County Council and CAO Structure of County operations Policy decisions Service demands from other departments Council priorities

Major Project Outcomes Asset Management Plan implementation Banking Services Review implementation Procurement process implementation Investment policy development (Cash flow and investment management) Strategic plan update Service Delivery Review implementation




2017 2018 2019 2020

Finance Division


3.45 3.00 3.00 3.00

FTE Variances

Change in Director of Corporate Services & Treasurer position for 2018 on going.


Capital Asset Management Training to assist in development of benchmarks and processes within the framework of the County

Record Management Training Project Management Training Continuation of management training program for supervisory staff Training to familiarize new staff with municipal operations and processes Various training workshops pertinent to positions as need/opportunity arises

Comments

County will be embarking on a Service Delivery review and updated Strategic Plan in 2018. Time and resources will be spent in these two projects to determine the direction of Finance into the future The County updated the Asset Management Plan of the in 2016. This major project will again be in the forefront of initiatives of the Finance Division with assistance of other Divisions throughout the organization to continue to refine the asset management of the County. Comprehensive Asset Management Plan of the County will again be a major focus for Finance and other supporting Divisions in 2018. This will support the related capital budget and assist in providing management and Council with better information for decision making on the long term plan of the County. This County will be working


with a Consultant throughout 2018-2020 to assist in these matters. Other budget activities as listed in the 2018-2020 Finance Division budget reflect no change in the ongoing operations of the Division, but may change after the results of the strategic plan update and service delivery review.

RevenueInterdepartmental Revenues4150 $493,879 $394,450 $443,134 ($50,745) 10.3% 48,684 (12.34%) $446,098 $457,588

Subtotal Revenue : $493,879 $394,450 $443,134 ($50,745) 48,684 $446,098 $457,588(10.27%) 0.67% 2.51%

ExpensesSalaries5000 $263,629 $222,657 $219,826 ($43,803) (16.6%) (2,831) (1.27%) $232,389 $242,072 Includes Finance Manager/Treasurer, Financial Analyst,

Finance and Payroll Clerk

CPP Expense5010 $8,846 $6,529 $7,698 ($1,148) (13.0%) 1,169 17.90% $8,528 $9,157EI Expense5020 $4,039 $3,147 $3,605 ($434) (10.7%) 458 14.55% $3,632 $3,660EHT Expense5030 $5,141 $3,650 $4,287 ($854) (16.6%) 637 17.45% $4,531 $4,720OMERS5040 $27,764 $18,790 $22,618 ($5,146) (18.5%) 3,828 20.37% $24,298 $25,683Health Benefits5060 $20,959 $14,684 $18,006 ($2,953) (14.1%) 3,322 22.62% $18,321 $18,565Audit5120 $29,147 $25,585 $28,277 ($870) (3.0%) 2,692 10.52% $29,126 $30,000 Based on agreement with BDOConsultant Fees5130 $0 $0 $14,500 $14,500 0.0% 14,500 0.00% $0 $0 3 year Actuarial Study ‐ WSIB and Tax Ratio StudyCourier5140 $100 $41 $100 $0 0.0% 59 143.90% $100 $100Insurance5150 $1,557 $1,557 $1,393 ($164) (10.5%) (164) (10.53%) $1,449 $1,507Legal5190 $2,000 $992 $1,000 ($1,000) (50.0%) 8 0.81% $2,000 $1,000 Reduced. Legal as requiredMemberships5210 $3,685 $3,790 $3,140 ($545) (14.8%) (650) (17.15%) $3,150 $3,160Mileage5220 $800 $453 $630 ($170) (21.3%) 177 39.07% $645 $660 Based on 2016 year's usageOffice Supplies5250 $4,500 $3,246 $4,000 ($500) (11.1%) 754 23.23% $4,100 $4,100 Based on 5 year averagePhotocopying5260 $4,670 $4,702 $4,700 $30 0.6% (2) (0.04%) $4,700 $4,700 New corporate copier agreements.signed end of 2016Postage5270 $3,900 $3,578 $3,700 ($200) (5.1%) 122 3.41% $3,600 $3,600 Based on a 5 year average. Continued decline with addition

of electronic mailing formats

Professional Development5280 $8,175 $7,888 $4,500 ($3,675) (45.0%) (3,388) (42.95%) $4,500 $4,000 Slight reduction. Full usage anticipated for 2018 with all roles filled.

Subscriptions5310 $120 $117 $120 $0 0.0% 3 2.56% $120 $120Telecommunications5320 $248 $88 $248 $0 0.0% 160 181.82% $273 $298Interdepartmental Charges ‐ Rent5404 $32,249 $32,249 $29,336 ($2,913) (9.0%) (2,913) (9.03%) $29,336 $29,336Bank Charges6080 $6,200 $5,191 $6,300 $100 1.6% 1,109 21.36% $6,400 $6,500Public Relations6580 $150 $208 $150 $0 0.0% (58) (27.88%) $150 $150Contractor6720 $55,000 $28,926 $55,000 $0 0.0% 26,074 90.14% $55,000 $55,000 Continued Procurement coordinator, contracted 2 days a

week in 2018‐2020

Technology Services6740 $11,000 $6,383 $10,000 ($1,000) (9.1%) 3,617 56.67% $9,750 $9,500 Based on a 5 year averageSubtotal Expenses : $493,879 $394,451 $443,134 ($50,745) 48,683 $446,098 $457,588

(10.27%) 0.67% 2.58% Includes Finance Manager/Treasurer, Financial Analyst, Finance and Payroll Clerk


2017

Budget

2017

ActualsProjected

2018

Budget

2017‐2018

Budget toBudget $

2017‐2018

Budget toBudget %

2017-2018

Actuals toBudget $

2017-2018

Actuals toBudget %

2019

Budget

2020

Budget

Budget Comments

County of Perth22 FINANCE



COUNTY OF PERTH

Technology Services Division


Table of Contents

Preamble ................................................................................................. 1


Key Customers ........................................................................................ 1


Program Maps ......................................................................................... 2

2017 Service Summary ........................................................................... 3







FTE Variances ........................................................................................ 7


Comments ............................................................................................... 7

Technology Services Division Business Plan 2018-2020 1

Business Plan 2018-2020 Technology Services Division

November, 2017

Questions should be directed to the Information Technology Manager.

Preamble

From an organizational standpoint, public institutions are experiencing an ever-increasing use of current and emerging information technologies. Realistically, it has become nearly impossible for a public organization to operate without the extensive use of technology and the associated services.

The Technology Services division supports corporate strategic goals and objectives by providing services that enable staff to deliver municipal services in the most efficient and effective manner.

Service Strategy

To provide technology services, support and leadership to County Council, County departments & staff, and liaison with member municipalities and community partners. Technology Services strives to provide a secure and reliable computing infrastructure, responding to IT needs in a timely, innovative and efficient manner, through teamwork and partnership. Through this infrastructure, staff is able to utilize technology services to deliver cost-effective and innovative public services essential to the County’s staff and its residents.

Key Customers

County departments and services County Council Member Municipalities on an advisory basis



Managing Local and Wide Area Networks and all associated services (including high speed internet access, email and directory services)

Installation and support of all corporate hardware and software (Office Suites, Operating systems, computers, servers, printers, etc.)

Technical support, assistance and training to all County staff Centralized IT purchasing, project management and consultation Development and maintenance of Corporate IT Policies, Procedures and

Standards Administration and maintenance of the County’s public web sites Communication systems administration and support (telephones and mobile

devices) Electronic information security and protection (anti-virus, internet security, data

backup and disaster recovery)

Program Maps

System Design, Build and Transition

System Operation and Maintenance

Service Desk

Design of IT Services and Processes (new and changed services)

System Security Maintenance (anti-virus, security policies)

Incident Management (break/fix activities)

Policy, procedure and system documentation (create and maintain)

Maintenance and support of server infrastructure components (hardware maintenance, software updates)

Service and Change Request Management (request for new services or minor system changes)

Design, build and implement all Network infrastructures (cabling plants and hardware and software deployment)

Central data storage protection (backup and restore)

Support end-user Technology Training

Manage physical network infrastructure (monitor usage, purchase/manage assets and IT reserve)

Hardware Warranty and Repair (vendor relationships)


2018 Service Summary

11 Locations all connected via a Wide Area Network 154 Technology users 98 Computers and 25 Printers 22 Server systems hosted on 7 physical servers

Telecom infrastructure including 82 telephone sets and 34 mobile devices

30+ End-user specific productivity software applications

Network infrastructure of fibre optics, cable, ADSL2+, dedicated VLANs, including 25+ interconnected devices including switches, routers and wireless access points


Municipal Act, S.O. 2001, c.25 Electronic Commerce Act, S.O. 2000, c.17 Personal Health Information Protection Act, S.O. 2004, c. 3 (PHIPA) Municipal Freedom of Information and Privacy Protection Act (MFIPPA) Accessibility for Ontarians with Disabilities Act, S.O. 2005, c. 11 World Wide Web Consortium (W3C) Web Standards and Guidelines Payment Card Industry (PCI) Data Security Standard County of Perth Technology Use Policy and relevant By-laws Employment Standards Act, SO 2000, c.41 Canada's anti-spam legislation (CASL), S.C. 2010, c. 23


Technology Services is linked with every program and service within the Corporation through the ongoing provision and support of technology services and processes.

As such, its actions link with Goal 1: Ensure residents are being served by an efficient, cohesive, accessible and comprehensive service delivery model, of the County’s 2012-2017 strategic plan, adopted August 16, 2012.

As well, through its direct and indirect influence on the County’s online services (website, email and social media), its actions also link to Goal 4: Support existing and new opportunities to engage the County’s residents and visitors.




Web GIS Upgrade In-progress

Migrate current Web GIS software system to new vendor software providing greater functionality and options for accessibility needs and mobile device use

Replace main storage area network (SAN) appliance

In-progress

Replace current external storage appliance to meet ever-increasing disk space requirements

County Website Upgrade Complete Upgrade aging website platform to incorporate new technologies including social media and mobile friendly design.

The items listed above are major initiatives, reflective of items that would fall under the first program area of System Design and Transition, and not inclusive of regular, ongoing work that would be categorized under the other program areas of System Operations and Maintenance and Service Desk. These latter items make up the largest share of items and time spent by staff.



Provide support for records managements project

Work with Clerks division and staff to research and define the technological requirements of records management project, including the specification and purchase of an electronic document records management software system

New Public Works Automated Vehicle Location (AVL) equipment.

Work with Public Works to deploy new equipment for plow trucks to provide “live” GPS data, material spreader data downloads and sensors. System provides critical winter maintenance metrics.


Complete Network Security Assessment

Engage a third party to perform a throughout internal network security assessment and perform any system, policy or hardware changes recommended to ensure the County’s network is as secure as possible

Strategic Planning application roll-out

Work with selected vendor and all staff to fulfill all technology based requirements for the setup and rollout of the new strategic planning application.

Courthouse Server Room Upgrades

Work with Facilities to design and complete upgrades to the Courthouse server room to protect critical IT infrastructure


Provide support for records managements project

Worth with Clerks division and all staff to further define, implement and tune the electronic records document management system


Replace backup Appliance Replace critical backup system to ensure reliable data retention and recovery and increase space to accommodate future growth

Technology Services main focus is to provide valuable technology based services to County departments. Each year, the Division’s major goals and objectives will be influenced by the current and future needs of each department as they are brought forward.




1 Information Technology Manager 1 Systems Administrator Contract labour as defined in the project scopes Office hours 8:30 a.m. to 4:30 p.m., Monday to Friday


Changes Mandated by Other Levels of Government Changes to other Acts and Regulations (i.e. Accessibility for Ontarians

with Disabilities Act)

Direction Received from County Council and CAO Structure of County operations Policy decisions Service demands from other departments Amendments to Municipal Act, SO 2001 or other legislative standards

noted above.



2018 2018 2019 2020

Technology Services Division


2.25 2 2 2


FTE Variances

2018 to 2020 FTE consists of 1.0 of Information Technology Manager staff time and 1.0 of Systems Administrator staff time, along with costs of 2.0 FTE labour and service costs for GIS

No other changes in FTEs forecasted


Various training workshops pertinent to positions as need/opportunity arises Current core infrastructure systems (Microsoft technologies, Exchange,

SharePoint, SQL server and server operating systems)

Comments

There are several outstanding County initiatives that may impact Technology Services project priorities depending on these outcomes. As the County continues to increase its use of computer systems to improve service delivery and realize cost savings through efficiencies, it may require additional Technology Services staff resources in order to provide acceptable levels of service. Technology Services must remain flexible in the approach to yearly projects in order to accommodate the priorities of the business to meet all strategic goals.

Other budget activities as listed in the 2018-2020 Technology Services Division budget reflect no change in the ongoing operations of the Division.

RevenueOther Municipal4070 $54,450 $53,590 $54,890 $440 (0.8%) 1,300 (2.43%) $54,890 $54,890Interdepartmental Revenues4150 $557,749 $523,022 $730,322 $172,573 (30.9%) 207,300 (39.64%) $743,795 $757,660

Subtotal Revenue : $612,199 $576,612 $785,212 $173,013 208,600 $798,685 $812,55028.26% 1.72% 1.71%

ExpensesSalaries5000 $190,253 $166,563 $285,491 $95,238 50.1% 118,928 71.40% $295,039 $305,477CPP Expense5010 $5,769 $5,429 $10,375 $4,606 79.8% 4,946 91.10% $11,518 $12,306EI Expense5020 $2,634 $2,487 $4,806 $2,172 82.5% 2,319 93.24% $4,843 $4,880EHT Expense5030 $3,710 $3,218 $5,567 $1,857 50.1% 2,349 73.00% $5,753 $5,957OMERS5040 $20,794 $17,860 $28,818 $8,024 38.6% 10,958 61.35% $30,128 $31,651Health Benefits5060 $14,133 $12,291 $23,804 $9,671 68.4% 11,513 93.67% $24,044 $24,307Amortization Expense5110 $120,000 $120,000 $130,000 $10,000 8.3% 10,000 8.33% $130,000 $130,000Capital Renewal Expense5111 $20,000 $20,000 $20,000 $0 0.0% 0 0.00% $20,000 $20,000Insurance5150 $883 $883 $1,486 $603 68.3% 603 68.29% $1,545 $1,607Memberships5210 $500 $454 $500 $0 0.0% 46 10.13% $500 $500Mileage5220 $600 $661 $1,200 $600 100.0% 539 81.54% $1,200 $1,200Office Supplies5250 $120 $106 $120 $0 0.0% 14 13.21% $120 $120Professional Development5280 $6,000 $2,335 $7,500 $1,500 25.0% 5,165 221.20% $7,500 $7,500Telecommunications5320 $1,100 $1,032 $1,100 $0 0.0% 68 6.59% $1,100 $1,100Telephone/Internet5332 $37,900 $40,197 $37,950 $50 0.1% (2,247) (5.59%) $38,000 $38,050Interdepartmental Charges ‐ Rent5404 $5,978 $5,978 $18,335 $12,357 206.7% 12,357 206.71% $18,335 $18,335911/Mun Addressing Expense6010 $0 $0 $2,000 $2,000 0.0% 2,000 0.00% $2,000 $2,000GIS Supplies6310 $0 $0 $1,000 $1,000 0.0% 1,000 0.00% $1,000 $1,000Hardware Maintenance6330 $12,000 $13,841 $13,500 $1,500 12.5% (341) (2.46%) $13,500 $13,500 Increase in server warranty renewal costsLicensing ‐ General6400 $82,375 $85,295 $81,605 ($770) (0.9%) (3,690) (4.33%) $82,005 $82,005 Savings associated with transition to lower cost support

plans on certain softwares

Network Support6470 $20,000 $18,137 $27,765 $7,765 38.8% 9,628 53.08% $27,765 $27,765 Added website accessibility and direct email communications services

Radio Maintenance6600 $54,450 $53,590 $54,890 $440 0.8% 1,300 2.43% $55,390 $55,890 Contracted increases to tower site rentals and Bell leased lines

Website Maintenance6828 $13,000 $6,257 $27,400 $14,400 110.8% 21,143 337.91% $27,400 $27,400 2018 First year of annual service fees for new hosted website. Includes Perth County module costs and costs for modules shared with Member municipalities.

Subtotal Expenses : $612,199 $576,614 $785,212 $173,013 208,598 $798,685 $812,55028.26% 1.72% 1.74% Increase in server warranty renewal costs


2017

Budget

2017

ActualsProjected

2018

Budget

2017‐2018

Budget toBudget $

2017‐2018

Budget toBudget %

2017-2018

Actuals toBudget $

2017-2018

Actuals toBudget %

2019

Budget

2020

Budget

Budget Comments

County of Perth23 TECHNOLOGY SERVICES



COUNTY OF PERTH Provincial Offences Division

2018-2020 Business Plan August 12, 2017

Table of Contents

Preamble ................................................................................................. 1


Key Stakeholders .................................................................................... 2



Program Maps ....................................................................................... 4





How will the program be delivered and at what level? .......................... 7

What changes will impact program delivery in the future? ................... 7


FTE Variances ........................................................................................ 8


Comments ............................................................................................... 8

Provincial Offences Division Business Plan 2018-2020 1

Business Plan 2018-2020 Provincial Offences Division

August 16, 2017

Questions should be directed to the POA Coordinator.

Preamble

In Ontario the court system comprises three distinct courts: the Ontario Court of Justice, the Superior Court of Justice, and the Ontario Court of Appeal. The Provincial Offences Division of the Corporate Services Department operates the Provincial Offences (POA) court, which is part of the Ontario Court of Justice. The purpose of the Provincial Offences Division is to provide administrative support to the Ontario Court of Justice – Provincial Offences Court the judiciary other court offices general public enforcement agencies legal profession

The Provincial Offences Division answers enquires and responds to request from the general public in relation to offences committed under the legislation governed by the Provincial Offences Act. There is a great deal of data entry and processing of payments. Accuracy is of paramount importance to this office since errors can affect a large number of stakeholders. The Provincial Offences Division administers charges, conviction and enforcement for over 150 statutes. While the greatest volume of charges are under the Highway Traffic Act, other administered charges are under such statutes as the Compulsory Automobile Insurance Act, the Liquor Licence Act, the Occupational Health and Safety Act, the Retail Sales Tax Act, the Environmental Protection Act, etc. including all municipal bylaws and parking. As part of the Local Service Realignment Review of 2000, Provincial Offences Administration was downloaded from the Province in March 2000 through a Memorandum of Understanding between the Ministry of the Attorney General and the County of Perth. The County of Perth also entered into an inter-municipal Service Agreement with the municipalities within the geographic Perth County, formalizing the County of Perth as the service provider for the Provincial Offences Court.


Service Strategy

To serve the function of the Ontario Court of Justice – Provincial Offences. This is executed by office procedures guiding job function rotation as a guideline for priority of service. Clerks are to provide professional, accurate, impartial, timely service in the following order:

1. Person present at the counter. 2. Telephone. 3. Fax/E-mail/Voice mail/correspondence.

The priority of service is reinforced throughout training and operations. The County of Perth Provincial Offences Division has opted in to the Early Resolution System. Defendants are given the opportunity to meet with the prosecutor in an attempt to resolve their matter rather than going directly to trial. The Municipal Prosecutor has been provided a separate office to facilitate private resolution meetings. Accessibility:

Staff has completed training in “Accessible Customer Service”. The staff schedule interpreters as requested by the defendant or as ordered by the court. The right to adequate court interpretation is entrenched in the Charter of Rights. Twice a year we are provided with a bilingual Justice of the Peace and all French trial requests are scheduled for these dates.

Key Stakeholders

• County Council • Taxpayers of the County of Perth • General Public • The Judiciary • Police Enforcement Agencies • Ministry of the Attorney General • Crown Attorney’s Office • Municipal Prosecutors • Ontario Court of Justice – Provincial Division • Probation and Parole • Ministry of Transportation • Defaulted Fines Control Centre


• Collections Agencies • Ministry of Environment • Ministry of Finance • Ministry of Labour • Ministry of Natural Resources • Perth District Health Unit • Ontario Society for Prevention of Cruelty to Animals • Local Tier Municipalities


Court Monitor, Court Reporter, Clerk of the Court Trial and court appearance coordination of resources and availability of judiciary,

crown and defendant(s) Preparation of transcripts in accordance with Ministry of Attorney General

standards Court administration: case management, tracking courtroom utilization. Cashier, processing payments: balancing daily cash receipts Providing explanation of options to defendant. Providing application forms (extension, reopening, appeal) Monitoring payment plans, mailing out collection notices, enforcing defaulted

fines. Monitoring performance of collection agencies. Preparing statistical information as required by the Regional Senior Justice of the

Peace. Bookkeeper: balancing all monies, investigating incorrect payments and

balancing month-end.


Provincial Offences Act Evidence Act Municipal Act County of Perth By-laws & Policies Municipal Freedom of Information and Protection of Privacy Act Ministry of Attorney General Best Practices


Program Maps

Trial Coordination Court Administration Prosecutions

Justice of the Peace Scheduling Coordination Case Management

Manage Early Resolution Meetings

Coordination of counsel and judiciary for court appearances

Fine collection. Ensuring funds are properly applied to case

Support/Coordinate with police for court appearances

Trial scheduling Respond to enquiries from the general public

Assess & prosecute cases, summarize evidence and make recommendations for judgement

Assist Early Resolution Meetings

Record courtroom utilization

Recruitment

Court Monitor

Clerk of the Court.

Ensure accurate court recording for legal and judicial transcripts.

Manage information and certificates before the court.

Judiciary support.


The Provincial Offences Division collects fine revenue. Court dockets are reconciled to ensure accuracy. Deposits are reconciled daily. Monthly analysis by location of offence ensures that these funds are distributed in accordance with the local side


agreement between all Perth County municipalities. As such, its actions link with Goal 1: Ensure residents are being served by an efficient, cohesive, accessible and comprehensive service delivery model, of the County’s 2012-2017 strategic plan, adopted August 16, 2012.



2016 POA Municipal Partner Annual Report submitted to Ministry of Attorney General

Yes Transmitted March 15, 2017; Consolidated Financial Statements followed on July 24, 2017.

Pilot project: Two third party collection agencies continue to collect defaulted fines on our behalf.

Ongoing Analysis of collection data continues.

Enhanced Plate Denial. Yes System went live May 1, 2017. Continue to work with Ministry of Transportation and Service Ontario to solve issues.

Determine feasibility of implementing E-tickets with the OPP

Ongoing Discussions continue.



Complete pilot project utilizing multiple collection agencies.

Both agencies perform well. They are collecting the difficult files using civil enforcement.


Download of Part III Prosecutions

On August 2, 2017 the CAO received notification that sometime in 2018 or 2019, the Ministry of Attorney General will download the prosecution of most Part III matters to our municipality. When this happens, our prosecution costs will increase by an estimated 51% since these are the complex and more serious cases.


Work with the Ministry of Attorney General and with guidance from the Municipal Court Managers’ Association to implement POA modernization and POA streamlining initiatives.


Work with the Ministry of Attorney General and with guidance from the Municipal Court Managers’ Association to implement POA modernization and POA streamlining initiatives.

The Division continues to work as efficiently as possible. By adopting an electronic document policy we have made the court more conveniently accessible. Daily and monthly reports are received and stored electronically resulting in a reduction of the amount of paper we use and consequentially the amount of storage we require. We send court appearance notices and correspondence by e-mail when we have permission from the recipient to do so. The Division had the benefit of a summer student from May to the end of August. We were able to avoid any backlog and the summer student tackled the time-consuming project to change the disbursement codes on all the outstanding cases.




1 Provincial Offences Coordinator 3 Provincial Offences Court Administration Clerks 1 Summer student (May to September) Office hours 8:30 a.m. to 4:30 p.m., Monday to Friday


Changes Mandated by Other Levels of Government Amendments to Municipal Act, SO 2001 Amendments to Provincial Offences Act Changes to other Acts and Regulations

Download of Part III Prosecutions to the Municipal Partner Direction Received from County Council and CAO

Structure of County operations Policy decisions




2017 2018 2019 2020

Provincial Offences Administration Division


4.49 4.34 4.34 4.34

FTE Variances

No changes in staffing levels anticipated. Re-apportionment of Director’s allocation had a slight drop in FTE.


o Administration Clerks – 2018 professional development budget allows the following opportunities for staff:

o Clerk/Monitor training, ICON training, MTO DFCC Seminars o Court Reporter certification when offered by MCMA Education Committee o Trial Coordinator Meetings

o Coordinator – 2018 professional development budget allows for the following conference:

o Municipal Court Manager’s Association Conference o MCMA Committee Meetings o Annual POA Collections Conference

Comments

Revenue for the Provincial Offences Division is difficult to predict as it relies upon a number of factors. Budgeted revenue and net distribution are based on a 5-year average. Final revenue distribution is based on the location of the offence.


Renovations and upgrades to the POA office were completed in December 2008. Upgrades provide improved safety features and ergonomic improvements for staff. An ergonomic assessment was completed in 2013. Further ergonomic improvements were implemented in 2014, but accessibility of the POA court room continues to remain a critical issue. There are additional issues related to delivering this service through the existing facility, such as lack of parking, lack of waiting area, lack of reception, and lack of meeting room space to facilitate early resolution mediation meetings. We were notified that the Provincial Administration charges would increase in 2015. Monitoring and Enforcement Costs doubled in 2016 to $4,700/year. The hourly rate we are charged by the Province for Judicial Court time increased from $200/hour to $300/hour.

Changes to legislation made in 2015 promised improvements to the collection of outstanding fines, which include the expansion of the use of plate denial as an enforcement tool for defaulted fines. This enhancement would make it more difficult for vehicle owners to avoid paying their overdue parking fines by linking the ownership records to the driving records so that a person with a suspended licence will not be able to renew the validation on their licence plates. The expansion of plate denial went live in May 2017. Once a driver’s licence is suspended, the driver can pay their entire fine and the additional $198 reinstatement fee at any Service Ontario location, as long as the sentence date is after May 1, 2010. We continue in our efforts to make the system work but it is a strain on our resources. Staff at our office are regularly questioned on matters unrelated to Provincial Offences that are referred by Service Ontario. For example: our office cannot assist with 407 charges or parking tickets from any of the larger municipalities other than we can provide contact information for the source municipality. We cannot access reasons for licence suspension other than defaulted fines since that is under the authority of the Ministry of Transportation. . Under section 1.3.2 of the Memorandum of Understanding, the County of Perth is responsible for providing a municipal prosecutor for proceedings under Part I of the Provincial Offences Act. The cost to provide municipal prosecution services continues to increase. It appears that the defendants find the early resolution option less intimidating than the trial option and we are receiving more requests as a result. The impact of demerit points and convictions on insurance rates seems to motivate drivers toward this option as well. Court days are quite full and the municipal prosecutor sub-contracts a second municipal prosecutor to improve the flow of persons in and out of the courthouse. On August 2, 2017 the Province notified the County that they will be proceeding with the download of most Part III Prosecutions to the municipal partners. This is projected to increase our prosecution expenses by 51% per year. Part III matters are the more complex cases and more serious charges. Every person charged under Part III is


summoned to court and in all cases where a person does not appear for court, an ex-parte trial is required in order to register a conviction. More preparation time is required and more court time is required. In 2016 we paid $6,448 to the Province for Part III prosecution costs as part of the Provincial Administration Charges. That amount will be reduced with this download, but not completely eliminated. Traditionally external ministries such as the Ministry of Labour, Ministry of Transportation and Ministry of Environment, send their own specialized prosecutors. The memorandum does not address if that practice will continue. The same person has provided prosecution service to the County for Part I prosecutions and to the Crown for Part III prosecutions for quite some time. It is a more efficient way to deliver the service from an operational standpoint, but with this download, our costs will increase. Working with Stratford Police Service we continue to upload Part I E-tickets using CAMS. This has greatly reduced the amount of data entry, and we have continued discussions with OPP on feasibility of uploading their e-tickets. I have encouraged the local OPP to contact Waterloo Region to see if their e-ticketing solution would be suitable for their needs. Other budget activities as listed in the 2018-2020 Provincial Offences budget reflect no change in the ongoing operations of the Division.

RevenueFines4220 $1,610,000 $1,376,922 $1,550,000 ($60,000) 3.7% 173,078 (12.57%) $1,570,000 $1,590,000 Estimate is based on previous 5‐year average (actuals).

Fines ‐ Other Court Areas4230 $120,000 $100,055 $115,000 ($5,000) 4.2% 14,945 (14.94%) $116,000 $117,000 Fines collected on our behalf by other court areas that are forwarded to us quarterly. Budget is based on 5‐yr actual average.

Transcript Revenue4240 $1,500 $214 $1,500 $0 0.0% 1,286 (600.93%) $1,500 $1,500 Transcript revenue dependant on number of requests for transcripts for which we can charge the per page rate.

Interest Income4280 $7,000 $6,693 $7,000 $0 0.0% 307 (4.59%) $7,000 $7,000 Interest earned on the bank account before release of funds to partners.

Subtotal Revenue : $1,738,500 $1,483,884 $1,673,500 ($65,000) 189,616 $1,694,500 $1,715,500(3.74%) 1.25% 1.22% Estimate is based on previous 5-year average (actuals).

ExpensesSalaries5000 $258,091 $243,436 $256,145 ($1,946) (0.8%) 12,709 5.22% $267,195 $279,083 Three Court Administration Clerks, one POA Co‐ordinator.

Normal CPI increases plus 1 summer student to assist during vacation vacancies and reduce backlog and scheduling delays

CPP Expense5010 $10,510 $10,653 $10,758 $248 2.4% 105 0.99% $11,819 $12,768EI Expense5020 $5,076 $5,093 $5,039 ($37) (0.7%) (54) (1.06%) $5,080 $5,118EHT Expense5030 $5,033 $4,783 $4,995 ($38) (0.8%) 212 4.43% $5,211 $5,442OMERS5040 $23,929 $27,020 $23,296 ($633) (2.6%) (3,724) (13.78%) $24,592 $26,258Health Benefits5060 $23,477 $22,283 $22,813 ($664) (2.8%) 530 2.38% $23,087 $23,377Insurance5150 $1,590 $1,590 $1,676 $86 5.4% 86 5.41% $1,743 $1,813 Includes share of excess indemnity and occupational accident

insurance.

Legal5190 $1,000 $0 $1,000 $0 0.0% 1,000 0.00% $1,000 $1,000Memberships5210 $400 $200 $200 ($200) (50.0%) 0 0.00% $200 $200 Municipal Court Managers Association (MCMA)Mileage5220 $1,200 $246 $1,200 $0 0.0% 954 387.80% $1,200 $1,200Office Supplies5250 $3,500 $2,778 $3,500 $0 0.0% 722 25.99% $3,500 $3,500Photocopying5260 $2,826 $2,705 $2,826 $0 0.0% 121 4.47% $2,826 $2,826Postage5270 $3,000 $2,548 $3,000 $0 0.0% 452 17.74% $3,000 $3,000 We send documents by e‐mail and fax when that method of

delivery is approved by the recipient. We do this in an attempt to keep the postage costs down.

Professional Development5280 $4,675 $2,726 $3,720 ($955) (20.4%) 994 36.46% $3,720 $3,720 Annual MCMA Conference; Training opportunities for Staff

Subscriptions5310 $1,600 $1,691 $1,600 $0 0.0% (91) (5.38%) $1,600 $1,600 Current LegislationInterdepartmental Charges ‐ Overhead5402 $93,261 $84,582 $108,102 $14,841 15.9% 23,520 27.81% $115,353 $117,687 Corporate Overhead based on previous years' budgeted

expenses

Interdepartmental Charges ‐ Rent5404 $57,309 $57,309 $47,137 ($10,172) (17.7%) (10,172) (17.75%) $47,137 $47,137Bank Charges6080 $20,000 $16,749 $20,000 $0 0.0% 3,251 19.41% $20,000 $20,000 Charges for online fine payments, credit card charges,

pre‐authorized payment fees, and banking fees, are increasing due to increased usage of electronic payment options.

2017

Budget

2017

ActualsProjected

2018

Budget

2017‐2018

Budget toBudget $

2017‐2018

Budget toBudget %

2017-2018

Actuals toBudget $

2017-2018

Actuals toBudget %

2019

Budget

2020

Budget

Budget Comments

County of Perth24 PROVINCIAL OFFENCES



Collection Charges6140 $78,000 $70,801 $78,000 $0 0.0% 7,199 10.17% $78,000 $78,000 Total amount that is paid out to the collection agencies. We recover most of these costs and those amounts are included in our revenue. The higher this number, the more defaulted fines have been collected.

Dedicated Fines6170 $4,000 $4,230 $4,000 $0 0.0% (230) (5.44%) $4,000 $4,000 Paid to the Province in relation to violations of hunting, fiishing, conservation and shipping regulations.

Fines ‐ Other Court Areas6240 $121,000 $134,334 $121,000 $0 0.0% (13,334) (9.93%) $121,000 $121,000 Fines we collect on behalf of other court areas.Fines ‐ County6260 $350,064 $231,382 $283,569 ($66,495) (19.0%) 52,187 22.55% $281,415 $281,494 Based on 5 year average, County share is 58.91% of net

revenue.

Fines ‐ St. Marys6270 $23,886 $14,170 $19,321 ($4,565) (19.1%) 5,151 36.35% $19,174 $19,180 Based on 5 year average, St. Marys share is 4.01% of net revenue.

Fines ‐ Stratford6280 $201,623 $158,810 $178,453 ($23,170) (11.5%) 19,643 12.37% $177,098 $177,147 Based on 5 year average, Stratford share is 37.07% of net revenue.

Prosecution Expense6560 $70,000 $68,568 $106,000 $36,000 51.4% 37,432 54.59% $106,000 $106,000 Reflects download of Part III ProsecutionsProvincial Administration Charges6570 $84,500 $87,973 $79,500 ($5,000) (5.9%) (8,473) (9.63%) $79,500 $79,500 Monitoring & Enforcement costs have doubled; Judicial Court

time rate increased by $100/hour. When Part III prosecution is downloaded, the amount we pay the Province for Part III prosecution will be reduced.

Technology Services6740 $5,150 $2,512 $5,150 $0 0.0% 2,638 105.02% $5,150 $5,150Tickets/Forms/Supplies6750 $11,000 $8,765 $11,000 $0 0.0% 2,235 25.50% $11,000 $11,000 Ticket books, roadside summons, notices of fines & due

dates, and docket paper.

Transcript Expense6780 $1,000 $579 $1,000 $0 0.0% 421 72.71% $1,000 $1,000Victim Fine Surcharge6810 $265,800 $208,219 $263,500 ($2,300) (0.9%) 55,281 26.55% $266,900 $270,300 On average 16‐18% of fine revenues paid to the Province

quarterly, collected as part of total payable of each fine.

Witness/Interpretor Fees6850 $6,000 $7,149 $6,000 $0 0.0% (1,149) (16.07%) $6,000 $6,000Subtotal Expenses : $1,738,500 $1,483,884 $1,673,500 ($65,000) 189,616 $1,694,500 $1,715,500

(3.74%) 1.25% 1.24% Three Court Administration Clerks, one POA Co-ordinator. Normal CPI increases plus 1 summer student to assist during vacation vacancies and reduce backlog and scheduling delays


2017

Budget

2017

ActualsProjected

2018

Budget

2017‐2018

Budget toBudget $

2017‐2018

Budget toBudget %

2017-2018

Actuals toBudget $

2017-2018

Actuals toBudget %

2019

Budget

2020

Budget

Budget Comments

County of Perth24 PROVINCIAL OFFENCES



COUNTY OF PERTH

Archives Division (Stratford-Perth Archives)

2018-2020 Business Plan September, 2017

This document is formatted for double-sided printing.

No part of this document may be reproduced, stored in or introduced into a retrieval system, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise), or for any purpose, without the express written permission of the County of Perth.

Table of Contents Archives Division Business Plan 2018-2020 2

Preamble ................................................................................................. 2


Key Customers ........................................................................................ 2



Program Maps ......................................................................................... 5

Collections Management 5

Collections Development 5

Service to Municipal Governments 5

Service to Public Clients 5


Table 1: Achievement of 2017 Program 6

Table 3: Major Initiatives for 2018 8



Program Delivery Plan .......................................................................... 10

How will the program be delivered and at what level? 10

What changes will impact program delivery in the future? 10


Table 6: Archives Services Division FTE Requirements by Year 11

FTE Variances ...................................................................................... 11


Comments ............................................................................................. 11

Archives Division Business Plan 2018-2020 1



Archives Division Business Plan 2018-2020 September 2017

Questions should be directed to the Archivist.

Preamble The Stratford-Perth Archives is the municipal archives for the City of Stratford, the County of Perth and the County’s member municipalities of Perth East, Perth South, North Perth and West Perth.

Service Strategy The Archives supports efficient and effective governance by providing timely access to historical records for municipal staff and elected officials. The Archives supports transparent and accountable government by capturing key evidence of local government decisions and activities and making it available to citizens.

Key Customers Councillors and staff of Perth East, Perth South, North Perth, West Perth, Perth

County and City of Stratford and staff of their agencies, boards and commissions Citizens of Perth County, member municipalities and City of Stratford General public

Core Businesses/Services The Stratford-Perth Archives identifies, acquires, preserves and promotes access to municipal government and local community archival records documenting the history of the County of Perth, the Municipalities of Perth South, West Perth, Perth East and North Perth, the City of Stratford, their predecessors and their agencies, boards and commissions. For 2018 and beyond, the goal of the Stratford-Perth Archives remains to provide this professional archives service with specific objectives addressing the core functions of:

• Collections Management

• Collections Development

• Service to Municipal Government Clients

• Service to Public Clients


Legislated Standards Municipal records in Ontario are subject to a variety of legislation dictating how they are created, accessed and, in some cases, preserved in perpetuity. Municipal Act, SO 2001, c.25, Sec. 254-255 Canada Revenue Agency (CRA) – Keeping Records (Canada – RC4409) Books & Records Retention/Destruction (Canada – IC78-10R3) CGSB 72-11-93 Microfilm & Electronic Images as Documentary Evidence CGSB 72-34-2005 Electronic Records as Documentary Evidence Personal Information Protection & Electronic Documents Act (PIPEDA – Canada

Bill C6) Municipal Freedom of Information and Protection of Privacy Act (MFIPPA –

Ontario) Evidence Act (Ontario) Canada Evidence Act (Canada) Electronic Commerce Act (Ontario – Bill 88, 2000) Records Disposition Authority No. 96/023 – Records Relating to Electronic

Imaging Archives Ontario – Information Bulletin #6 Electronic Records Systems –

Recorded Information Management (RIM) Requirements Assessment Act (Ontario) Vital Statistics Act, R.S.O. 1990, CHAPTER V.4 (Ontario) Education Act,1990, c.E.2 (Ontario) Archives and Records Keeping Act, 2006 (Ontario) Copyright Act, RSC 1985, c C-42 (Canada) County of Perth By-laws & Policies, especially, Perth By-Law 2983 …to establish

schedules of retention periods for documents, records and other papers of the corporation of the County of Perth

Member Municipalities’ By-laws & Policies, especially West Perth By-Law No. 32-2004…to establish a schedule for the retention and destruction of records; North Perth By-Law No. 49-AD-1999, as amended by 86-AD-2002…to establish a schedule for the retention and destruction of records; and, Perth East By-Law No. 13-2001…to establish schedules of retention periods for documents, records and other papers of the municipality


City of Stratford By-laws & Policies, especially By-law 192-2000, as amended, establishing schedules of retention periods for documents, records and other papers of the City of Stratford

Association of Canadian Archivists’ Code of Ethics

http://archivists.ca/sites/default/files/pdfs/about_aca/65%20-%20Code-of-Ethics.pdf


Program Maps

Collections Management

• Maintain optimal storage conditions for collections • Document legal rights to collections • Reappraisal of collections • Catalogue and document status of collections • Disaster response plan

Collections Development

• Appraise and acquire information • Curate rare book and reference library

Service to Municipal Governments

• Information management support through records transfers • Reference and research • Digitizing government records and community collections

Service to Public Clients

• Reference & Research • Community Outreach, including website content • Digitizing government records and community collections


Key Linkages with Strategic Plan Archives Division is linked with every program and service within the County of Perth and member municipalities and the City of Stratford and their agencies, boards and commissions through the ongoing processing of records and information obligations. As such, its actions link with Goal 1: Ensure residents are being served by an efficient, cohesive, accessible and comprehensive service delivery model, of the County’s 2012-2017 strategic plan, adopted August 16, 2012. As well, through the provision of archival reference services to the community, such as involvement of heritage tourism activities and providing content for marketing purposes, its actions also link to Goal 2: Create an environment that supports and engages a diverse range of local businesses.

Table 1: Achievement of 2017 Program


Service to Clients Deferred to 2018 due to other

emerging priorities in

2017

Digitize first decade of Council minutes for all pre-amalgamation municipalities to mark Canada’s 150th.

Service to Municipal Government Clients

On-Going Project

Work jointly with the Clerk Division on document management.

Collections Management Completed Develop guidelines and timetable for digitization of heavily used photograph collections.

Collections Management On-Going Project

Arrange and describe (“catalogue”) the Gaffney Construction Company records donated in 2016. Extensive conservation work completed by Archives Technician on 40 boxes of these records in 2017. Cataloguing can now begin.


Collections Management Completed Clean and rebox Stratford Beacon-Herald newspaper negatives from 1971 – 2003.

Collections Management On-going project

with majority of published

family histories

completed in 2017

Add reference books from Listowel and Mitchell branches to PCIN on-line catalogue.

Public Outreach Completed Canada 150th Anniversary Exhibit

Table 2: Other 2017 Major Achievements

2017 other Achievements Achieved Comments

Public Outreach Completed 5 free exhibits in James Anderson Gallery, 159 local history newspaper articles published, and Archives portion of County website content redone.

Collections Management Completed File list finding aids created for Orr Family fonds, James Anderson collection, and Pequegnat Family fonds

Collections Management Completed Contents of art storage “cubbies” and wall rack organized and listed.

Collections Management Completed Created in-house standards and guidelines for digitizing archival records.


Table 3: Major Initiatives for 2018


Service to Clients Formal service strategy, including social media plan for Archives.

Service to Clients Digitize first decade of Council minutes for all pre-amalgamation municipalities.

Service to Clients Begin digitizing photograph collections per guideline and timetable developed in 2017.

Public Outreach Exhibits on themes of local women and 100th Anniversary of end of World War 1

Public Outreach Archives user survey to inform development of formal service strategy.

Collections Management Arrange and describe (“catalogue”) the Gaffney Construction Company records donated in 2016.




Service to Clients Digitize tax assessment rolls for Stratford, Mitchell, Listowel and Milverton up to 1918.


Work jointly with the Clerk’s Division on document management.

Public Outreach Community Theatre Exhibit



Service to Clients Online public access catalogue


Work jointly with the Clerk’s Division on document management.




1 Archivist 1 Archives Clerk-Secretary 1 Archives Clerk-Technician 2 part-time Archives Clerks 1 part-time Archives Clipping Clerk (back-fills as Archives Clerk as needed) 1 summer student requested for 2018 Office hours 8:30 a.m. to 4:30 p.m., Monday to Friday Public service hours 10 a.m. to 4 p.m., Monday to Saturday Saturday opening by appointment October - March


Changes Mandated by Other Levels of Government Amendments to Municipal Act, SO 2001 Changes to Professional / Institutional standards for archives Changes to other Acts and Regulations

Direction Received from County Council and CAO Structure of County operations Policy decisions Service demands from other departments



Table 6: Archives Services Division FTE Requirements by Year

Year 2017 2018 2019 2020 Total Program FTE Requirements

5.23 5.23 5.23 5.23

FTE Variances No changes in FTEs forecasted, though some staff will shift focus of duties from

reference and research support to collection management and digitization work as we settle into operating one reading room rather than three. A summer student is requested for 2018.

Training and Development Training to familiarize new staff with municipal operations and processes Various training workshops and conferences pertinent to positions as

need/opportunity arises

Comments The budget includes a request for a summer student enrolled in college or university to assist with work on Collection Management projects, specifically in 2018 to process the digitization of the material prepared for in 2017.

Other budget activities as listed in the 2018-2020 Archives Division budget reflect no other changes in the ongoing operations of the Division.

RevenueOther Municipal ‐ City of Stratford4080 $297,822 $277,984 $307,504 $9,682 (3.3%) 29,520 (10.62%) $322,693 $337,913Sales4100 $250 $422 $250 $0 0.0% (172) 40.76% $250 $250Fees4120 $1,800 $1,391 $1,800 $0 0.0% 409 (29.40%) $1,800 $1,800Other Income4140 $2,500 $1,538 $2,500 $0 0.0% 962 (62.55%) $2,500 $2,500Donations4270 $500 $375 $500 $0 0.0% 125 (33.33%) $500 $500

Subtotal Revenue : $302,872 $281,710 $312,554 $9,682 30,844 $327,743 $342,9633.20% 4.86% 4.44%

ExpensesSalaries5000 $295,238 $264,656 $289,939 ($5,299) (1.8%) 25,283 9.55% $296,950 $303,694CPP Expense5010 $12,030 $11,499 $12,131 $101 0.8% 632 5.50% $13,009 $13,768EI Expense5020 $5,955 $5,703 $6,034 $79 1.3% 331 5.80% $6,102 $6,172EHT Expense5030 $5,757 $5,388 $5,654 ($103) (1.8%) 266 4.94% $5,790 $5,922OMERS5040 $24,074 $20,937 $21,323 ($2,751) (11.4%) 386 1.84% $21,728 $22,189Health Benefits5060 $18,025 $16,843 $16,965 ($1,060) (5.9%) 122 0.72% $17,039 $17,123Advertising5100 $1,520 $1,269 $1,570 $50 3.3% 301 23.72% $1,570 $1,570Insurance5150 $1,588 $1,588 $1,638 $50 3.1% 50 3.15% $1,707 $1,779Memberships5210 $4,800 $4,501 $4,800 $0 0.0% 299 6.64% $4,800 $4,800Mileage5220 $1,500 $821 $1,000 ($500) (33.3%) 179 21.80% $1,000 $1,000 Decrease per 2017 actualsMiscellaneous Expense5230 $1,500 $442 $500 ($1,000) (66.7%) 58 13.12% $500 $500Office Supplies5250 $2,200 $2,188 $2,200 $0 0.0% 12 0.55% $2,200 $2,200Photocopying5260 $5,140 $6,144 $5,800 $660 12.8% (344) (5.60%) $5,800 $5,800Postage5270 $200 $46 $200 $0 0.0% 154 334.78% $200 $200Professional Development5280 $2,500 $2,435 $3,000 $500 20.0% 565 23.20% $3,000 $3,000 Staff require access to training to become familiar with or

refresh knowledge of archival practices.

Subscriptions5310 $1,200 $788 $1,200 $0 0.0% 412 52.28% $1,200 $1,200Telephone5330 $400 $277 $400 $0 0.0% 123 44.40% $400 $400Interdepartmental Charges ‐ Overhead5402 $38,631 $35,036 $44,559 $5,928 15.3% 9,523 27.18% $45,439 $46,708Interdepartmental Charges ‐ Rent5404 $225,000 $225,000 $250,000 $25,000 11.1% 25,000 11.11% $275,000 $300,000 Annual increase to target of $300K for the operations of the

archives facility, including repayment of debenture.

Acquisitions6030 $2,100 $2,096 $2,100 $0 0.0% 4 0.19% $2,100 $2,100Archival Supplies6050 $4,000 $1,466 $4,000 $0 0.0% 2,534 172.85% $4,000 $4,000Bank Charges6080 $1,000 $955 $1,000 $0 0.0% 45 4.71% $1,000 $1,000Equipment Maintenance6210 $1,900 $2,198 $2,250 $350 18.4% 52 2.37% $2,250 $2,250 Increase per actual cost to cover 2017 service contract for

SpaceSaver Compact Shelving system in Archives Collections Room.

Exhibits and Programs6230 $2,500 $1,462 $2,500 $0 0.0% 1,038 71.00% $2,500 $2,500Public Relations6580 $300 $0 $300 $0 0.0% 300 0.00% $300 $300 Includes gifts etc for Archives volunteers.Technology Services6740 $22,860 $21,890 $22,860 $0 0.0% 970 4.43% $22,860 $22,860 Includes PCIN hosting fee and book cataloguing contract,

support contract for collection management softward and internet fee for Archives building.

Subtotal Expenses : $681,918 $635,628 $703,923 $22,005 68,295 $738,444 $773,0353.23% 4.90% 4.68% Decrease per 2017 actuals


2017

Budget

2017

ActualsProjected

2018

Budget

2017‐2018

Budget toBudget $

2017‐2018

Budget toBudget %

2017-2018

Actuals toBudget $

2017-2018

Actuals toBudget %

2019

Budget

2020

Budget

Budget Comments

County of Perth25 ARCHIVES



COUNTY OF PERTH Clerk Division

2018-2020 Business Plan December 2017

2 Clerk’s Division - Business Plan 2018-2020

This document is formatted for double-sided printing. The contents are premised for an internal, corporate audience to use as a basis on which to gauge the Clerk’s Office. No part of this document may be reproduced, stored in or introduced into a retrieval system, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise), or for any purpose, without the express written permission of the County of Perth.


Table of Contents Business Plan 2018-2020 4

Clerk’s Division ........................................................................................ 4

Preamble ................................................................................................. 4


Key Customers ........................................................................................ 5



Main Functions ........................................................................................ 7







FTE Variances ...................................................................................... 12


Comments ............................................................................................. 13



Clerk’s Division

December 2017

The contents of this document are premised for an internal, corporate audience. Any questions should be forwarded to the County Clerk.

Preamble

The clerk is a statutory officer of the municipality and has legislated responsibilities and duties under various statutes, including the Municipal Act, 2001. The clerk’s office provides administrative support to council and staff relating to the preparation of council and committee agendas and minutes. The clerk’s office provides procedural and legislative advice and guidance to council and committees of council. The clerk directs records management and freedom of information requests. The clerk has been delegated as head for the purposes of the Municipal Freedom of Information and Protection of Privacy Act. The clerk’s office assists in communicating with the public and implementing the council approved communications plan, as well as providing support to the community emergency management coordinator in the event of an emergency. The clerk is trained to undertake the role of emergency information officer and the administration support clerk is trained to undertake the role of duty officer.

Service Strategy

The long term outcome for the clerk’s office is to foster public trust and confidence in Perth County government. Short and medium term outcomes include promoting open government by managing and storing records, and fostering an environment that supports corporate information stewardship and openness, ensuring that county council, the CAO and the senior management team have the necessary support on protocol and legislative and delegated requirements, as well as supporting an environment of decision-making process which allow Perth County government to work.

The clerk’s office will support all county staff to assist in the management of information, in all forms, throughout its lifecycle, in an open, accountable, accessible, and transparent manner. The clerk’s office will aim to ensure that records that can be made publicly available are done so, either online or upon request. The clerk’s office aims to assist with effective communication, including the activities of county council. The


clerk’s office will assist the senior management team to ensure up to date and effective policies are in place to undertake administrative activities, including delegation, communications, public notice, and accountability and transparency policies, as well as a public complaints system. The clerk’s office will also work to ensure that council, staff, and the community are provided with relevant information during a Perth County emergency event.

The clerk’s office will provide advice and services to county council, county departments/divisions in an effort to support the corporation in achieving legislative functions, strategic priorities and good governance.

To assist the public to access council decision-making through the provisions of meeting schedules, agendas and minutes, correspondence, delegation support, research and related activities.

Key Customers

Council and committee representatives All departments/divisions and senior management team The public, including residents, businesses, and agencies of Perth County Representatives of provincial ministries and federal departments


Provide statutory duties of the clerk, as well as secretariat services for county council and committees of council (coordinate agenda planner, prepare agenda, record minutes, track and follow-up on items resulting from council decisions with the CAO and senior management team);

Provide updates to council and senior management team on legislative and regulatory changes which may have an impact on council requirements, governance, and reporting.

Undertake research and provide advice and support to county council and committees of council;

Provide advice and support to council, committees of council, senior management team and leadership team on matters of parliamentary procedure, including rules of order and the county’s procedure by-law;

Administrative support and participation at senior management team meetings; Research best practices and draft reports, prepare draft by-laws, agreements,

policies and procedures; Coordinate records management for the corporation, including indexing and

retention of corporate physical and electronic records; Process requests for information and protecting personal privacy under the


Municipal Freedom of Information and Protection of Privacy Act (MFIPPA). Process access requests, appeals and privacy complaints and provide corporate

access/privacy training; Signing authority on behalf of the county for legal agreements and documents; Serve as a Commissioner of Oaths under the Commissioners for taking Affidavits

Act to county departments and the public; Coordinate public notices (with the exception of notices prepared under the

Planning Act); Provide administrative support to the Perth County Municipal Association,

including event planning and organization; Event planning for council sponsored events Liaise and undertake joint research and development of projects with member

municipality clerks Assist in communicating directly with the public and developing corporate

strategies related to communications for the county; Support of a corporate culture where internal communications is a priority for all

county employees; Conduct annual warden’s election; Provide support and assist the CAO and directors to effectively respond to

complaints regarding administrative decisions, and track information for annual reporting to council;

Serve as Emergency Management Information Officer and Duty Officer


• Municipal Act, 2001 and associated regulations • Municipal Freedom of Information and Protection of Privacy Act • Accessibility for Ontarians with Disabilities Act • Municipal Affairs Act • Municipal Conflict of Interest Act • Ombudsman Act • Emergency Management and Civil Protection Act • Commissioner for taking Affidavits Act • Various Case Law associated with municipal government matters • Other Provincial and Federal Legislation & Regulations • Perth County Strategic Plan • Perth County Procedure By-law • Perth County Communication’s Plan and Social Media Policy • Perth County Corporate Policies • Roberts Rules of Order


Main Functions

Council Services Clerk’s Office

Manage meetings for council, including agenda items, preparing reports, and providing support to elected officials

Responsible for recording, without note or comment, the proceedings and decisions of council and committees of council

Assist committees of council with meeting management

Records management and freedom of information and protection of privacy responsibilities and duties

Maintain schedules, draft correspondence, coordinate responses

Commissioner of Oaths and Affidavits

Undertake research and provide advice on Rules of Order, Parliamentary and Governance Issues

Research, Development and Assistance with Reports, Agreements, By-laws, Policies, Procedures

Provide council and committees with administrative support and advice (procedures, templates, meeting software, closed session advice, issues notes)

Emergency Management Information Officer & Duty Officer

Assist with the development of communications from Perth County Council

Assist with corporate communications to staff and the public


The clerk’s office is linked with every Department/Division Business Plan by providing council services and assistance to departments and divisions in a timely and accurate manner. The Strategic Plan and Implementation Plan/Schedule are key reference Plans which provide guidance in the development of the Clerk’s Office Business Plan.

The clerk’s office priorities are linked to council’s adopted goal 1: Ensure residents are being served by an efficient, cohesive, accessible and comprehensive service delivery model.




Records Management – Development of a three to five-year corporate plan for the management of electronic and physical records

This effort is planned to be a significant focus for the clerk’s office over the next three years. Using information from the records management needs assessment will assist in the development of a road map to move the corporation forward to ensure that policies and practices are up to date, and that standard operating procedures are available to all staff, and that they are being followed. This initiative requires financial support of council and support of the senior management team to ensure that objectives of the entire records management program meet the needs of all departments and the overall corporation. Directors will also be responsible for ensuring that they have allocated appropriate resources to the records management program within their own budgets, in terms of both staff resources to implement the plan and financial resources for any capital purchases (e.g. records management electronic software – corporate services; racking systems – public works). In 2018-2020, an approved Records Management Clerk will assist with specific, targeted plan development and implementation identified in the needs assessment (e.g. ensuring the records retention by-law is up to date, drafting standard operating procedures to ensure records are being properly retained). Provide training to council on orders of the Information and Privacy Commissioner related to councillor records.


Governance Manual Research & Development

Research and proposal to be undertaken in 2018. The information is expected to be used to ensure that members of council, county staff and the public have an understanding of Perth County’s governance model and processes, which will demonstrate how good governance is achieved by the county.

Communications Plan Implementation

Continue with implementation schedule, with a primary focus on utilizing updated website to communicate information to the public. Continue to support the CAO and Leadership Team in implementing appropriate internal communications. Provide input and recommendation with respect to any draft council-staff and staff-council communications’ protocol. Provide council with update on progress of implementation schedule, outlining next steps and options for future consideration, including future resource needs.

Procedure By-law Review Initiate review of county procedure by-law and investigate potential for joint review with member municipalities.

Council and Corporate Policy Review

An inventory of council and corporate policies was developed in 2016 by the clerk’s office, for use by the senior management team. The inventory helps to identify what policies need to be reviewed and updated and provides proposed timelines on when draft policy updates can be brought before council to help ensure council’s schedule of policy review is balanced.



Governance Manual Research & Development

Develop a draft governance manual for the new council term of office to help identify the framework and governance approach to fulfilling service requirements in Perth County. It is expected that such a manual will lay out the roles and responsibilities of those involved in governance processes, clarify the principles and processes which ensure that duties and obligations are discharged in a manner that maximizes results; and provide the public with an understanding of how Perth County Council governs, and how the community can be involved in governance.

Records Management – Development of a three to five-year corporate plan for the management of electronic and physical records

Work with senior management and leadership team to outline scope of work and needs associated with electronic document management. Initiate work on the request for proposals for electronic document management software. This initiative requires financial support (outlined in the corporate services IT budget) and support of senior management team to ensure that objectives meet the needs of all departments and the overall corporation. Provide training to staff on needs and obligations to increase of corporate records with respect to the creation, maintenance and use, and disposition of records to achieve corporate objectives.

Council & Corporate Policy Review

Continue to work with senior management team to review and update the inventory of council and corporate policies to help ensure draft policies are brought before council to as part of a balanced schedule.



Continue with implementation schedule and provide council with update on progress, outlining next steps and options for future consideration.

Council Orientation Work with member municipal clerks and partner municipal clerks, to develop orientation materials for new council term.


Records Management – Implementation and ongoing development of a three to five-year corporate plan for the management of electronic and physical records

Continue to work with senior management and leadership team to initiate implementation of electronic document management system for the corporation. Establish standard operating procedures (SOP) for electronic document management for the corporation. Seek approvals from CAO and Directors on SOPs. Work with senior management and leadership teams to provide training to appropriate staff on electronic document management system. This initiative requires financial support (appropriate resource allocations, e.g. training, staff resources) and support of senior management team to ensure that objectives meet the needs of all departments and the overall corporation.

Council & Corporate Policy Review

Continue to work with senior management team to review and update the inventory of council and corporate policies to help ensure draft policies are brought before council to as part of a balanced schedule.


Continue with implementation schedule and provide council with update on progress, outlining next steps and options for future consideration.




2018-2020 – 4.3 FTE County Clerk, Administrative Support Clerk, Communications Assistant (30%), Records Management Clerk (3 year), Legislative Assistant, but with the Clerk as a dept head, the FTE for Clerk purposes would only be 3.6 (0.3 as Clerk).

Office hours 8:30 a.m. to 4:30 p.m., Monday to Friday What changes will impact program delivery in the future?

Delivery of new records management software, policies and practices Requirements for service delivery and improvements on corporate

communications Schedule and pace of projects undertaken jointly with member municipal clerks Service demands from other departments Joint Service Delivery Review decisions Operating budget allocations Availability of training and professional development resources Direction received from the CAO and County Council Changes to Provincial or Federal statutes impacting municipal governance or

introduction of new legislation or regulations



2017 2018 2019 2020

Clerk’s Division


2.64 3.6 3.6 3.6

FTE Variances A summer student for 2017 was utilized to assist with the management of records

for all departments, including reviewing existing records and providing research for the development of policies and procedures.

The assistance of a 3-year Records Management Clerk brings the FTE count to


3.3 for 2018-2020, to assist and support the implementation of records management program, including the development of standard operating procedures, policies and TOMRMS classification system for paper and electronic records. A business case for a Legislative Assistant will be presented for 2018, bringing the FTE to 4.3, but with the Clerk as a dept head, the FTE for Clerk purposes would only be 3.6 (0.3 as Clerk).

Training and Development County Clerk

Escribe Updates as required AMCTO Annual Conference AMCTO Zone Meetings – spring & fall Ontario West Municipal Conference – fall Additional Access & Privacy FOI training Parliamentary Procedures Course

Records Management Clerk Records Management training AMCTO training courses

Administrative Support Assistant AMCTO Zone Meetings AMCTO training sessions

Comments Records management will be a focus for the upcoming three to five years for the Clerk’s Office and all departments. Legislative changes in 2016 as a result of the Public Sector and MPP Accountability and Transparency Act, 2014 (Bill 8) introduced amendments to the Municipal Freedom of Information and Protection of Privacy Act (MFIPPA). Additions to MFIPPA increase the responsibility to the head of an institution and sets out consequences for individuals and adds obligations to ensure that corporate records are maintained according to statute, by-laws and policies. Prior to the changes, only the organization responsible for the records could be held liable for offences under the Act. The amendments expand the liability to those individuals who handle records regulated by MFIPPA.

The development and implementation of a records management plan for both electronic and physical files will require resources from all county departments.

RevenueInterdepartmental Revenues4150 $235,471 $202,254 $400,551 $165,080 (70.1%) 198,297 (98.04%) $481,104 $496,682Transfer from Reserve ‐ Levy Stabilizati4450 $10,000 $10,000 $0 ($10,000) 100.0% (10,000) 100.00% $0 $0 Records management audit delayed from 2016, spent in

2017. To offset one‐time cost in 5300 Special Project line.

Subtotal Revenue : $245,471 $212,254 $400,551 $155,080 188,297 $481,104 $496,68263.18% 20.11% 3.14% Records management audit delayed from 2016, spent in 2017. To offset one-time

cost in 5300 Special Project line.

ExpensesSalaries5000 $166,163 $147,424 $228,525 $62,362 37.5% 81,101 55.01% $291,557 $304,188 Refer to Salary Change Analysis 2018‐2020CPP Expense5010 $5,739 $5,928 $7,915 $2,176 37.9% 1,987 33.52% $11,004 $11,715EI Expense5020 $2,763 $2,896 $3,877 $1,114 40.3% 981 33.87% $5,142 $5,194EHT Expense5030 $3,240 $2,383 $4,456 $1,216 37.5% 2,073 86.99% $5,685 $5,932OMERS5040 $16,446 $11,037 $23,674 $7,228 43.9% 12,637 114.50% $29,792 $31,331Health Benefits5060 $13,416 $8,449 $19,472 $6,056 45.1% 11,023 130.47% $25,215 $25,533Insurance5150 $791 $791 $1,915 $1,124 142.1% 1,124 142.10% $1,992 $2,072Legal5190 $2,500 $0 $15,500 $13,000 520.0% 15,500 0.00% $15,500 $15,500 Costs associated with legal reviews of by‐laws, agreements,

etc., as necessary. Plus cost related to forestry by‐law ‐ legal transferred from Planning.

Memberships5210 $425 $389 $980 $555 130.6% 591 151.93% $980 $980Mileage5220 $490 $16 $690 $200 40.8% 674 4,212.50% $690 $690Miscellaneous Expense5230 $100 $0 $100 $0 0.0% 100 0.00% $100 $100Office Supplies5250 $1,000 $722 $1,000 $0 0.0% 278 38.50% $1,000 $1,000Postage5270 $120 $76 $120 $0 0.0% 44 57.89% $120 $120Professional Development5280 $3,975 $2,488 $8,160 $4,185 105.3% 5,672 227.97% $8,160 $8,160 Professional development fees associated with AMCTO

conference, Zone Meetings, Municipal Clerk Institute program, Municipal Day (3 staff).

Special Projects5300 $15,000 $16,598 $5,000 ($10,000) (66.7%) (11,598) (69.88%) $5,000 $5,000 Anticipated costs associated with records management.

Subscriptions5310 $795 $382 $795 $0 0.0% 413 108.12% $795 $795Telecommunications5320 $0 $124 $0 $0 0.0% (124) (100.00%) $0 $0Interdepartmental Charges ‐ Rent5404 $12,508 $12,508 $26,272 $13,764 110.0% 13,764 110.04% $26,272 $26,272 Additional space occupied by Record Management Clerk.

Weed and Tree Inspections6565 $0 $0 $52,000 $52,000 0.0% 52,000 0.00% $52,000 $52,000 Cost transfered related to Weed and Tree inspector from

Planning.

Public Relations6580 $0 $44 $100 $100 0.0% 56 127.27% $100 $100Subtotal Expenses : $245,471 $212,255 $400,551 $155,080 188,296 $481,104 $496,682

63.18% 20.11% 3.24% Refer to Salary Change Analysis 2018-2020


2017

Budget

2017

ActualsProjected

2018

Budget

2017‐2018

Budget toBudget $

2017‐2018

Budget toBudget %

2017-2018

Actuals toBudget $

2017-2018

Actuals toBudget %

2019

Budget

2020

Budget

Budget Comments

County of Perth12 CLERK



CONTENTS

-LBUEr

NO 1


LEET,EQUIPMENT.

OPERATING BUDGET





NO 4


NOARCHIVES, CLERK



INo.7


NO 8 ENY MANAGEMENT


cbridges

Rectangle

COUNTY OF PERTH Public Works Department

2018-2020 Business Plan October 24, 2017

2 Public Works Business Plan 2018-2020




Preamble ................................................................................................. 4


Key Customers ........................................................................................ 4














Public Works Department

October 24, 2017

Any questions should be forwarded to the Director of Public Works.

Preamble

Consuming approximately 60% of the County’s net levy requirement, the Public Works Department is responsible for the majority of the physical assets owned by the County of Perth and is one of the main providers of direct service to the citizens of Perth County. Roads Division manages 492 kilometres of highways and 114 concrete structures while Fleet Division services and maintains 9 Tandem/Tri-axle trucks, various pieces of maintenance equipment, light-duty vehicles and 10 front line ambulances. The Facilities Division is responsible for 11 County owned buildings including the County Court House, Service Ontario Building, Archives, Paramedic Services Headquarters, four PS bases and three Public Works yards.

Service Strategy

The service Strategy of the Public Works department is to manage most of Perth County’s physical assets. In particular, this includes all linear assets (roads and bridges) as well as vehicles and all pieces of equipment. In managing these assets, Public Works uses as its core values:

a. Safety. All services and assets are in safe usable condition.

b. Value. Good quality service at a reasonable cost.

c. Efficiency. Maximizing the use of the resources available.

d. Effectiveness. Putting resources to work on things that matter.

Key Customers

The customer base for Roads Division is external and includes all members of the


travelling public, whether citizens of Perth County or not. Fleet Division’s customers are internal to the County and include Roads Division, Facilities and EMS staff. Facilities’ customer base is County departments, Council, purchasers of goods and services, members of the public and provincial ministries.


Roads Division is responsible for the operation and maintenance of the County’s highway system (roads, bridges and all appurtenances associated with this system). Roads Division is further subdivided into Summer Maintenance, Winter Maintenance and Capital Projects. Priorities for these sub-service areas are as follows: Summer Maintenance

1. Safety of road users 2. Preventative maintenance to prolong asset life 3. Data collection and management 4. Aesthetics

Winter Maintenance

1. Safety of road users 2. Meeting customer expectations 3. Mitigation of environmental impacts

Capital Projects

1. Value for money 2. Timely asset renewal and repairs 3. Long range planning

Fleet Division does not have any division of services and generally treats all County vehicles and equipment equally. The priorities of the Fleet Division are as follows:

1. Legal compliance 2. Operational readiness 3. Timely preventative maintenance 4. Appropriate procurement practices

Facilities Division maintains, repairs, and operates County Facilities. Customers of Facilities are both internal and external, and include County staff, Provincial staff, members of the public, and 3rd party lessees and lessors. Priorities of Facilities are:


1. Safety of County Buildings 2. Aesthetics and Cleanliness 3. Manage the Maintenance and Repairs of County Facilities 4. Access and Mitigate Workplace Risks and Hazards 5. Provide Asset Management and lifecycle maintenance for building

systems 6. Security of Property and Specific Emergency Preparedness 7. Identify, Develop and Implement Initiatives to reduce Utility Costs 8. Provide or Support Technology Requirements of the County


Like most County operations, Public Works operates under a wide variety of legislated standards, including Federal and Provincial statutes, and municipal by-laws and policies.

Of particular importance to Public Works are the following statutes:

• Occupational Health & Safety Act o O. Reg 213/91 Construction Projects o Reg. 851 Industrial Establishments

• Municipal Act o O. Reg 239/02 Minimum Maintenance Standards

• Highway Traffic Act o O. Reg 555/06 Hours of Service

• Public Transportation and Highway Improvement Act • Ontario Building Code • Ontario Fire Code • Accessibility for Ontarians with Disabilities Act • Official Plan and Zoning By-Laws (County and City) • County Policy PW 2.01.1 Maintenance Standards • County Policy FI 1.01 Procurement

As well, a number of standards are referenced on a regular basis in order to conduct business. Those of particular importance are:

• The Ontario Traffic Manual • Transportation Association of Canada Geometric Design Guide for Canadian

Roads • Ontario Provincial Standards (OPS)


This list is clearly not comprehensive, and is provided only to provide insight into the most commonly cited legislative standards.


Perth County’s mission is that “The County of Perth, in partnership with its lower tiers, provides efficient, effective quality services to its residents, businesses and visitors, fostering strong communities and development across the County.” Public Works includes efficiency and effectiveness as two of its Core Values, aligning with the Strategic Plan.

Public Works aligns fully with the County’s Goals and Objectives, primarily Goal #1, “Ensure residents are being served by an efficient, cohesive, accessible and comprehensive service delivery model.” Service to residents and the public at large is at the heart of what Public Works does, and this naturally includes efficient and comprehensive service delivery.

Further, Public Works aligns with other areas of the County’s Goals and Objectives.

“GOAL 2: Create an environment that supports and engages a diverse range of local businesses. “

“GOAL 3: Support the continued strength and success of our agricultural businesses. “

For rural Ontario, highways are the sole mode of transportation available. Businesses of all types depend on a functional highway system to deliver goods and services to their customers. Public Works will continue to invest in the County’s highway system, which in turns helps to support Goals #2 and #3 of the Strategic Plan.


Achievement of 2017 Program 2017 Goals / Objectives Achieved Comments

Capital Roads Yes

Yes

Yes

Yes

Perth Line 88 and Perth Road 178 (Recycle & Repave) Perth Line 86 West – 1 block of road reconstruction in conjunction with North Perth servicing project. Perth Road 101-Reconstruction from Hwy 7/8 to Punkeydoodles Perth Line 43-Mill and Pave

Capital Bridges & Culverts Yes Yes

6 rehabilitation projects 2 small culvert replacements

Fleet Replacements Yes Yes Yes

3 Ambulance replacements 1 pick-up truck Used Fork Lift

Biennial Structure Inspections Yes 2nd cycle in 4 cycle contract.

New Contracts for Supply of Winter Sand, Contractor -Winter Maintenance Services

Yes Supply of Winter Sand is a 2 year contract. Contractor-Winter Maintenance Services is a 3-year contract. Review of Contracted Winter Maintenance services will be conducted prior to tender.

Courthouse Campus No Design & Engineering

Courthouse Security No Installation of security systems & equipment identified in security assessment.

Accessibility Ramp Land Registry Office

On-Hold Funding received. Project tendered. Deferred and to be included in Campus Solution.

Archives Landscaping/Stormwater Man.

90% Landscaping out front and storm water management out back.

Development of Facility Management Plan

Partial In conjunction with AMP, will include best practices for operations, preventative maintenance, security and energy management.


Major Initiatives for 2018, 2019, 2020 2018 Goals / Objectives Comments

Capital Roads Perth Line 72, Perth Line 9 & Perth Road 118

Capital Bridges & Culverts Meyer Bridge Replacement-Perth Line 44 Small culvert replacement on Perth Road 113

Fleet Replacements 1 Ambulance, 2 Pick-ups, 1 Tandem Plow Truck

Road Needs Study - Update Biennial inspection of County roads.

Intersection and Road Safety Analysis

Accident data review; review of stop bars and pavement markings; lighting; traffic counts; warrants

Review of Public Works Department Structure

Align with asset management needs and priorities while focusing and strengthening maintenance and delivery of services.

Review of Travel Permit Process

Review of Oversize and Overweight permit process and fees.

Updated Strategic Plan Development of a new Strategic Plan in conjunction with our member municipalities.

New Automated Vehicle Location (AVL) equipment.

New equipment for plow trucks to provide “live” GPS data, material spreader data downloads and sensors. System provides critical winter maintenance metrics.

Asset Management Roadmap Completion of work with consultant on asset management roadmap project.

Renovations and Upgrades to Listowel PS Base

Upgrades and minor renovations to Paramedic Services base in Listowel.

Courthouse Server Room Upgrades

Upgrades to server room to protect critical IT infrastructure.


Capital Roads Perth Line 44 West, Perth Road 112, Perth Road 113, Perth Line 86 East


Capital Bridges & Culverts 5 structure rehabs, Small culvert replacement

Fleet Replacements 1 Tandem Truck, 1 Pick-up, 1 ambulance

Biennial Bridge & Culvert Inspections (OSIM)

Bridge and culvert condition inspections performed every 2 yrs.

Courthouse Repairs Masonry, hydro repairs/upgrades


Capital Roads Perth Road 131

Capital Bridges & Culverts 2 rehabs

Fleet Replacements 2 ambulances, 2 pick-ups, 1 Tandem

Road Needs Study

Joint Loader Purchase Loader purchase with member municipality

Registry HVAC Replacement

Program Delivery Plan How will the program be delivered and at what level?

The priorities listed in Core Businesses/Services are in order of precedence. During the annual budget cycle, Public Works will ensure that the highest priority items are fully funded. Other priorities will receive budget dollars as funding permits. Where budget cuts are necessary, lower priority items will be targeted for reduction first. Safety related items will always be fully funded.

While safety has and will be priority for all divisions of Public Works, Facilities Division will need to focus and develop sound facilities management practices moving forward. Previously, facility maintenance and management has been more of a “reactive” process. Focus needs to shift to a more proactive approach where preventative maintenance, lifecycle replacement and monitoring of energy/building systems are managed effectively to maximize the useful life of the County’s assets and protect the investment.


Amendments to Municipal Act O. Reg. 239/02 Minimum Maintenance Standards


Amendments to other legislated standards Direction Received from County Council and CAO

Structure of County operations Policy decisions Service demands

Updates from Road Needs Study and Structure Inspections

Changes Mandated by Other Levels of Government Amendments to ODA & Regulations Amendments to Ontario Fire Code Amendments to OHSA Changes to other Acts and Regulations

Financial Allocation/Deployment Plan Service FTE Requirement by Year

FTE Requirement by Year 2017 2018 2019 2020

PW Administration


2 2 2 2

Service FTE Requirement by Year


PW Roads Division


16.7 16.7 16.7 16.7



PW Fleet Division


2 2 2 2




PW Facilities Division


2.33 2.33 2.33 2.33

Due to the constantly changing nature of Public Works tasks, a wide variety of resources will be deployed as necessary. Public Works uses a combination of full time, part time and seasonal staff to undertake jobs in-house. A proper fleet of equipment and inventory of supplies/materials will be maintained at all times to support the operations. As well, a mix of contractors, consultants and hired equipment are utilized on a regular basis, to compliment maintenance activities and most especially for jobs or projects that are beyond the specialization of Roads & Fleet staff. Staffing levels within the Roads Division fluctuate seasonally, as dictated by the operational requirements of the department, and currently range from a low of 16 persons to as many as 30. Public Works will endeavour to maintain staffing at a level appropriate to the approved work plan, as determined during the budget cycle. Fleet and equipment will likewise be kept at a level appropriate to the work plan and will be set so as to make the most efficient use of existing inventory, and to keep surplus capacity to a minimum while not adversely impacting operational readiness.

Significant Variances Changes to level of service or amendments to legislated standards can affect

certain maintenance activities (eg. Winter maintenance). Staffing levels, equipment compliment and hours of service may need to be increased to support such changes.

Updated Road Needs Studies and Structure Inspections may impact 10 Year Plan for Highways and Structural Repair & Replacement Plan.

Training and Development Annual Health & Safety Training Update job specific training for certain maintenance activities Continuation of management training program for supervisory staff Various training workshops pertinent to positions as need/opportunity arises

$0.00

$500,000.00

$1,000,000.00

$1,500,000.00

$2,000,000.00

$2,500,000.00

$3,000,000.00

$3,500,000.00

$4,000,000.00

Winter Maintenance Expenses (Including Overhead)

2018 (Budget)

2017 (Projected)

2016

2015

2014

2013

3 ‐ Year Average

5 ‐ Year Average

RevenueIntradepartmental Revenues4160 $1,167,554 $1,100,067 $1,298,536 $130,982 (11.2%) 198,469 (18.04%) $1,364,368 $1,401,135

Subtotal Revenue : $1,167,554 $1,100,067 $1,298,536 $130,982 198,469 $1,364,368 $1,401,13511.22% 5.07% 2.62%

ExpensesSalaries5000 $150,955 $156,135 $159,260 $8,305 5.5% 3,125 2.00% $166,226 $173,090CPP Expense5010 $4,949 $5,608 $5,016 $67 1.4% (592) (10.56%) $5,431 $5,743EI Expense5020 $2,341 $2,644 $2,403 $62 2.6% (241) (9.11%) $2,422 $2,440EHT Expense5030 $2,944 $3,155 $3,106 $162 5.5% (49) (1.55%) $3,241 $3,375OMERS5040 $16,046 $16,455 $17,069 $1,023 6.4% 614 3.73% $18,037 $18,984Health Benefits5060 $12,108 $12,342 $12,316 $208 1.7% (26) (0.21%) $12,492 $12,664Consultant Fees5130 $35,000 $52,643 $0 ($35,000) (100.0%) (52,643) (100.00%) $0 $0Insurance5150 $8,357 $8,357 $8,879 $522 6.2% 522 6.25% $9,234 $9,603Memberships5210 $2,700 $1,328 $2,700 $0 0.0% 1,372 103.31% $2,700 $2,700Mileage5220 $0 $1,713 $1,800 $1,800 0.0% 87 5.08% $1,800 $1,800Miscellaneous Expense5230 $1,700 $1,805 $1,700 $0 0.0% (105) (5.82%) $1,700 $1,700Office Supplies5250 $4,000 $1,625 $4,200 $200 5.0% 2,575 158.46% $4,200 $4,200Photocopying5260 $1,656 $1,858 $3,000 $1,344 81.2% 1,142 61.46% $3,050 $3,050Professional Development5280 $4,500 $4,005 $4,500 $0 0.0% 495 12.36% $5,000 $5,000Telecommunications5320 $552 $286 $572 $20 3.6% 286 100.00% $590 $590Telephone5330 $1,650 $1,440 $1,683 $33 2.0% 243 16.88% $1,717 $1,717Interdepartmental Charges ‐ Overhead5402 $905,097 $820,868 $1,057,233 $152,136 16.8% 236,365 28.79% $1,113,329 $1,141,280Interdepartmental Charges ‐ Fleet5406 $7,800 $7,800 $7,800 $0 0.0% 0 0.00% $7,800 $7,800Technology Services6740 $5,200 $0 $5,300 $100 1.9% 5,300 0.00% $5,400 $5,400

Subtotal Expenses : $1,167,555 $1,100,067 $1,298,537 $130,982 198,470 $1,364,369 $1,401,13611.22% 5.07% 2.69%


2017

Budget

2017

ActualsProjected

2018

Budget

2017‐2018

Budget toBudget $

2017‐2018

Budget toBudget %

2017-2018

Actuals toBudget $

2017-2018

Actuals toBudget %

2019

Budget

2020

Budget

Budget Comments

County of Perth30 PW ADMINISTRATION2018 OPERATING BUDGET


General Maintenance31-1-5000

Bridge Repairs5110 5,854 15,054 5,911 57 0.97% (9,143) (60.73%) $6,129 $6,188

Culvert Repairs5120 128,220 115,639 129,408 1,188 0.93% 13,769 11.91% 132,044 133,088

Mowing/Spraying5210 95,849 94,623 98,764 2,915 3.04% 4,141 4.38% 101,022 101,318

Tree Maintenance5230 177,134 150,204 146,760 (30,374) (17.15%) (3,444) (2.29%) 148,515 165,627

Ditch & Tile5240 278,317 176,659 266,789 (11,528) (4.14%) 90,130 51.02% 277,773 279,506

Catch Basins5250 18,328 19,183 18,499 171 0.93% (684) (3.57%) 19,098 19,191

Clean Up Right of Way5260 14,261 13,792 14,539 278 1.95% 747 5.42% 14,780 14,947

Pavement Repairs5310 161,754 151,663 157,903 (3,851) (2.38%) 6,240 4.11% 160,486 162,733

Sweeping, Flushing5330 43,912 34,272 44,430 518 1.18% 10,158 29.64% 46,437 46,861

Shouldering Maintenance5340 404,736 406,142 364,600 (40,136) (9.92%) (41,542) (10.23%) 372,554 421,431

Standby5561 6,262 8,118 6,335 73 1.17% (1,783) (21.96%) 6,501 6,659

Centerline Marking5610 220,781 183,514 306,301 85,520 38.74% 122,787 66.91% 309,052 310,452

Roadway Lighting5620 30,300 25,681 31,710 1,410 4.65% 6,029 23.48% 32,808 32,908

Signs5640 132,469 93,992 133,875 1,406 1.06% 39,883 42.43% 137,370 139,049

Crossing Protection5660 16,118 4,547 16,548 430 2.67% 12,001 263.93% 17,098 17,145

Guiderails5670 7,227 19,837 7,299 72 1.00% (12,538) (63.21%) 7,499 7,593

Grade Repair5760 2,177 (2,177) (100.00%)

Routine Patrol5770 94,325 104,684 123,568 29,243 31.00% 18,884 18.04% 126,181 127,588

Engineering5790 25,791 25,932 32,414 6,623 25.68% 6,482 25.00% 27,784 28,038

Road Closings5791 8,117 11,992 8,199 82 1.01% (3,793) (31.63%) 8,533 8,679

Total 31-1-5000 General Maintenance 1,869,755 1,657,705 1,913,852 44,097 2.36% 256,147 15.45% 1,951,664 2,029,001

Capital Maintenance31-1-5100

Crack Sealing5320 63,070 65,166 64,331 1,261 2.00% (835) (1.28%) $66,196 $66,991

Resurfacing5350 567,625 570,410 583,428 15,803 2.78% 13,018 2.28% 598,640 600,361

Transfers from ReservesRESERVESFROM (630,695) (635,576) (647,759) (17,064) 2.71% (12,183) 1.92% (664,836) (667,352)

Total 31-1-5100 Capital Maintenance

2017

Budget

2017

YearEnd

Projections

2018

Budget

2017-2018

Budget

$ Change

2017-2018

Budget

% Change

2017-2018

YE Projections

$ Change

2017-2018

% Change

YE Projections

2019

Budget

2020

Budget

Budget Comm

County of Perth31 ROADS

2018 Operating Budget by Activity


Winter Maintenance Contract31-1-5500

Winter PatrolPATROL 207,682 195,596 211,132 3,450 1.66% 15,536 7.94% $215,838 $219,415

Plowing/Sanding MaintenancePLOWSAND 3,105,601 3,385,975 3,266,236 160,635 5.17% (119,739) (3.54%) 3,301,045 3,309,785

Winter StandbyWINTERSTANDBY 27,051 9,687 27,256 205 0.76% 17,569 181.37% 29,011 32,886

Total 31-1-5500 Winter Maintenance Contract 3,340,334 3,591,258 3,504,624 164,290 4.92% (86,634) (2.41%) 3,545,894 3,562,086

Roads Division Administration31-1-ADMIN

Admin RoadsADMRD 1,673,387 1,702,345 1,777,179 103,792 6.20% 74,834 4.40% $1,838,826 $1,879,469

General RevenueREVENUE (1,673,387) (1,702,345) (1,777,179) (103,792) 6.20% (74,834) 4.40% (1,838,826) (1,879,469)

Total 31-1-ADMIN Roads Division Administration

Revenue & Reserve Transfers31-1-ADMREVTR

General RevenueREVENUE (1,661,881) (1,654,550) (1,670,503) (8,622) 0.52% (15,953) 0.96% ($1,503,507) ($1,416,171)

Total 31-1-ADMREVTR Revenue & Reserve Transfers (1,661,881) (1,654,550) (1,670,503) (8,622) 0.52% (15,953) 0.96% (1,503,507) (1,416,171)

Maintenance Work for Other Municipal31-9-OTHMUN

Maintenance Work for North PerthNORTHPER 3,615 1,349 3,619 4 0.11% 2,270 168.27% $3,656 $3,698

Maintenance Work for Other MunicipalitiesOTHERMUN 12,553 330 12,559 6 0.05% 12,229 3,705.76% 12,607 12,664

Maintenance Work for Perth EastPEREAST 10,607 3,966 10,619 12 0.11% 6,653 167.75% 10,715 10,827

Maintenance Work for Perth SouthPERSOUTH 4,442 5,879 4,449 7 0.16% (1,430) (24.32%) 4,509 4,579

Revenue from Other MunicipalitiesREVOTHER (58,808) (36,815) (58,909) (101) 0.17% (22,094) 60.01% (59,288) (59,731)

Maintenance Work for West PerthWESTPER 27,591 10,569 27,608 17 0.06% 17,039 161.22% 27,746 27,908

Total 31-9-OTHMUN Maintenance Work for Other Municipal (14,722) (55) (55) 14,667 (99.63%) (55) (55)

Total 31 ROADS 3,548,208 3,579,691 3,747,918 199,710 5.63% 168,227 4.70% 3,993,996 4,174,861

2017

Budget

2017

YearEnd

Projections

2018

Budget

2017-2018

Budget

$ Change

2017-2018

Budget

% Change

2017-2018

YE Projections

$ Change

2017-2018

% Change

YE Projections

2019

Budget

2020

Budget

Budget Comm

County of Perth31 ROADS



24 St. Andrews Street32-1-24ANDREW

ExpensesEXPENSES 20,799 14,891 16,748 (4,051) (19.48%) 1,857 12.47% $15,996 $16,676

Total 32-1-24ANDREW 24 St. Andrews Street 20,799 14,891 16,748 (4,051) (19.48%) 1,857 12.47% 15,996 16,676

Facilities Division Administration32-1-ADMIN

Admin FacilityADMFAC 306,715 273,084 303,949 (2,766) (0.90%) 30,865 11.30% $304,825 $322,349

General RevenueREVENUE (306,715) (273,084) (303,949) 2,766 (0.90%) (30,865) 11.30% (304,825) (322,349)

Total 32-1-ADMIN Facilities Division Administration

Facilities Reserve Transfers32-1-ADMREVTR

Transfers to ReservesRESERVESTO 168,609 233,484 226,901 58,292 34.57% (6,583) (2.82%) $272,404 $189,849

General RevenueREVENUE (2,035) (2,035) (2,035) (2,035) (2,035)

Total 32-1-ADMREVTR Facilities Reserve Transfers 166,574 231,449 224,866 58,292 34.99% (6,583) (2.84%) 270,369 187,814

Archives Operating Costs32-1-ARCHIVES

ExpensesEXPENSES 209,395 195,574 194,603 (14,792) (7.06%) (971) (0.50%) $191,597 $190,592

General RevenueREVENUE (225,000) (225,000) (250,000) (25,000) 11.11% (25,000) 11.11% (275,000) (275,000)

Total 32-1-ARCHIVES Archives Operating Costs (15,605) (29,426) (55,397) (39,792) 255.00% (25,971) 88.26% (83,403) (84,408)

Courthouse Operating Costs32-1-CRTHOUSE

ExpensesEXPENSES 438,698 395,720 440,284 1,586 0.36% 44,564 11.26% $500,524 $571,178

General RevenueREVENUE (418,773) (418,817) (418,773) 44 (0.01%) (418,773) (418,773)

Total 32-1-CRTHOUSE Courthouse Operating Costs 19,925 (23,097) 21,511 1,586 7.96% 44,608 (193.13%) 81,751 152,405

EMS Head Quarters (Stratford32-1-EMSHQ



Total 32-1-EMSHQ EMS Head Quarters (Stratford (45,104) (35,323) (54,144) (9,040) 20.04% (18,821) 53.28% (59,748) (62,262)

EMS Listowel Base Operating Costs32-1-EMSLIST

ExpensesEXPENSE 42,470 41,901 48,162 5,692 13.40% 6,261 14.94% $48,156 $48,899


Total 32-1-EMSLIST EMS Listowel Base Operating Costs 2,470 1,902 3,162 692 28.02% 1,260 66.25% 3,156 3,899

EMS Milverton Operating Costs32-1-EMSMILV

ExpensesEXPENSE 66,161 66,307 66,126 (35) (0.05%) (181) (0.27%) $66,307 $67,101

2017

Budget

2017

YearEnd

Projections

2018

Budget

2017-2018

Budget

$ Change

2017-2018

Budget

% Change

2017-2018

YE Projections

$ Change

2017-2018

% Change

YE Projections

2019

Budget

2020

Budget

Budget Comments

County of Perth32 FACILITIES



General RevenueREVENUE (67,000) (66,999) (67,000) (1) (67,000) (67,000)

Total 32-1-EMSMILV EMS Milverton Operating Costs (839) (692) (874) (35) 4.17% (182) 26.30% (693) 101

EMS Mitchell Operating Costs32-1-EMSMITCH

ExpensesEXPENSE 94,314 93,465 92,376 (1,938) (2.05%) (1,089) (1.17%) $91,838 $92,582


Total 32-1-EMSMITCH EMS Mitchell Operating Costs (2,686) (3,535) (4,624) (1,938) 72.15% (1,089) 30.81% (5,162) (4,418)

EMS St. Mary's Base Operating Costs32-1-EMSSTMAR

ExpensesEXPENSE 79,800 73,048 73,485 (6,315) (7.91%) 437 0.60% $72,923 $73,755


Total 32-1-EMSSTMAR EMS St. Mary's Base Operating Cost 1,800 (4,952) (4,515) (6,315) (350.83%) 437 (8.82%) (5,077) (4,245)

PW Milverton Yard Operating Costs32-1-PWRMILV

ExpensesEXPENSE 39,659 34,862 37,608 (2,051) (5.17%) 2,746 7.88% $37,924 $39,031


Total 32-1-PWRMILV PW Milverton Yard Operating Costs (10,341) (15,138) (12,392) (2,051) 19.83% 2,746 (18.14%) (12,076) (10,969)

PW Mitchell Operating Costs32-1-PWRMITCH



Total 32-1-PWRMITCH PW Mitchell Operating Costs (189,550) (184,697) (175,405) 14,145 (7.46%) 9,292 (5.03%) (176,912) (175,602)

PW Stratford Operating Costs32-1-PWRSTRAT


General RevenueREVENUE (64,000) (63,999) (64,000) (1) (64,000) (64,000)

Total 32-1-PWRSTRAT PW Stratford Operating Costs (13,391) (21,637) (11,669) 1,722 (12.86%) 9,968 (46.07%) (12,983) (9,463)

Radio Interoperability Equipment32-1-RADIOEQU

Radio EquipmentRADIOEQUIP 428 1,584 946 518 121.03% (638) (40.28%) $851 $1,023

General RevenueREVENUE (1,000) (1,243) (1,000) 243 (19.55%) (1,000) (1,000)

Total 32-1-RADIOEQU Radio Interoperability Equipment (572) 341 (54) 518 (90.56%) (395) (115.84%) (149) 23

Registry Operating Expenses32-1-REGISTRY



2017

Budget

2017

YearEnd

Projections

2018

Budget

2017-2018

Budget

$ Change

2017-2018

Budget

% Change

2017-2018

YE Projections

$ Change

2017-2018

% Change

YE Projections

2019

Budget

2020

Budget

Budget Comments




Total 32-1-REGISTRY Registry Operating Expenses (18,605) (17,858) 256 18,861 (101.38%) 18,114 (101.43%) (2,383) 3,063

Solar Panel Expenses32-1-SOLAR

ExpensesEXPENSE 2,215 1,553 2,251 36 1.63% 698 44.95% $2,314 $2,386

General RevenueREVENUE (15,000) (11,691) (15,000) (3,309) 28.30% (15,000) (15,000)

Total 32-1-SOLAR Solar Panel Expenses (12,785) (10,138) (12,749) 36 (0.28%) (2,611) 25.75% (12,686) (12,614)

Total 32 FACILITIES (97,910) (97,910) (65,280) 32,630 (33.33%) 32,630 (33.33%)

2017

Budget

2017

YearEnd

Projections

2018

Budget

2017-2018

Budget

$ Change

2017-2018

Budget

% Change

2017-2018

YE Projections

$ Change

2017-2018

% Change

YE Projections

2019

Budget

2020

Budget

Budget Comments




Fleet Division Administration33-1-ADMIN

Fleet AdminADMFLT 414,710 361,925 434,551 19,841 4.78% 72,626 20.07% $447,056 $454,086


Total 33-1-ADMIN Fleet Division Administration (15,289) 15,289 (100.00%)

Admin Revenue & Transfer to Reserve33-1-ADMREVTR

Transfers to ReservesRESERVESTO 559,399 979,358 480,959 (78,440) (14.02%) (498,399) (50.89%) $509,527 $446,321

Total 33-1-ADMREVTR Admin Revenue & Transfer to Reserv 559,399 979,358 480,959 (78,440) (14.02%) (498,399) (50.89%) 509,527 446,321

Fleet Contract33-1-FLEET

V040 KOMATSU WA200 5LOADER0440 30,317 16,048 28,346 (1,971) (6.50%) 12,298 76.63% $28,844 $29,255

V043 CAT 4300 IT Backhoe0543 19,593 7,893 17,426 (2,167) (11.06%) 9,533 120.78% 17,806 18,131

V079 2005 20 t trailer0579 5,425 7,029 5,559 134 2.47% (1,470) (20.91%) 5,667 5,754

V016 1999 FL80 Single Axle0616 21,888 8,883 25,417 3,529 16.12% 16,534 186.13% 25,946 26,393

145 Gallon Diesel Kettle w/Hose & Wand0656 7,426 5,057 7,590 164 2.21% 2,533 50.09% 7,718 7,814

V003 2008 16000 F450 truck0703 16,843 16,111 17,174 331 1.97% 1,063 6.60% 17,424 17,601

V029 2008 Tandem Dump Plow VHD64B0729 60,710 41,232 61,913 1,203 1.98% 20,681 50.16% 62,804 63,435

V007 2008 Sterling Tandem Plow0807 55,911 55,063 56,958 1,047 1.87% 1,895 3.44% 57,721 58,234

V009 2009 VOLVO TANDEM/PLOW0909 55,911 55,412 56,958 1,047 1.87% 1,546 2.79% 57,721 58,234

V015 2009 GMC Sierra Pickup0915 21,636 5,720 (21,636) (100.00%) (5,720) (100.00%)

VERMEER BRUSH CHIPPER0967 4,801 1,901 4,903 102 2.12% 3,002 157.92% 4,979 5,034

V008 2010 Tandem1008 75,353 42,161 76,823 1,470 1.95% 34,662 82.21% 77,903 78,656

2011 Dodge Ram1020 20,606 16,016 21,008 402 1.95% 4,992 31.17% 21,307 21,517

V028 2011 Pickup (compact)1028 12,210 7,704 12,472 262 2.15% 4,768 61.89% 12,676 12,833

2011 Chevrolet Silverado LT 2500 1/2 Ton1117 18,418 16,012 22,205 3,787 20.56% 6,193 38.68% 22,536 22,775

2011 GMC 3/4 Ton Pickup1122 20,579 13,494 18,258 (2,321) (11.28%) 4,764 35.30% 18,485 18,631

V035 2011 Caterpillar Grader1135 11,830 13,542 12,081 251 2.12% (1,461) (10.79%) 12,278 12,427

John Deere 644L Loader1150 13,579 66,532 13,860 281 2.07% (52,672) (79.17%) 14,079 14,242

2012 16,000 GVW Chassis Cab Truck1210 16,009 14,837 18,341 2,332 14.57% 3,504 23.62% 18,607 18,798

2017

Budget

2017

YearEnd

Projections

2018

Budget

2017-2018

Budget

$ Change

2017-2018

Budget

% Change

2017-2018

YE Projections

$ Change

2017-2018

% Change

YE Projections

2019

Budget

2020

Budget

Budget Comments

County of Perth33 FLEET



2012 Chevorlet Pickup1223 13,460 15,229 15,750 2,290 17.01% 521 3.42% 15,986 16,160

V001 Tri - Axle Truck1301 51,738 78,238 54,621 2,883 5.57% (23,617) (30.19%) 55,256 55,640

V055 Spray Patch1355 2,149 6,763 3,560 1,411 65.66% (3,203) (47.36%) 3,632 3,694

V005 2014 Tandem Dump Plow1405 51,738 82,287 54,485 2,747 5.31% (27,802) (33.79%) 55,116 55,496

2015 Freightliner Model 114SD /TriAxle1406 51,738 68,699 54,485 2,747 5.31% (14,214) (20.69%) 55,116 55,496

V018 - 3/4 Ton Pickup, Diesel1418 16,742 17,958 17,992 1,250 7.47% 34 0.19% 18,233 18,395

V019 - 1/2 Ton Pickup1419 16,742 13,646 17,992 1,250 7.47% 4,346 31.85% 18,233 18,395

V024 Tri - Axle Truck1524 31,727 59,914 34,173 2,446 7.71% (25,741) (42.96%) 34,607 34,891

V002 Tandem Dump Plow VHD64B1602 31,727 23,949 33,220 1,493 4.71% 9,271 38.71% 33,630 33,891

V014 2016 Chevy Silverado Quad1614 24,666 19,156 25,083 417 1.69% 5,927 30.94% 25,376 25,555

V015 2017 Dodge RAM 1500 4x41715 2,653 15,334 15,334 12,681 477.99% 15,532 15,663

GRAVEL SPREADER9174 11,911 10,470 12,167 256 2.15% 1,697 16.21% 12,362 12,506

EMS Incident TrailerA1000 1,749 1,104 1,792 43 2.46% 688 62.32% 1,826 1,853

2016 AmbulanceA1022 30,619 11,100 31,237 618 2.02% 20,137 181.41% 31,713 32,068

2017 Chevrolet unit #NE-11184A1023 14,055 14,055 14,055 14,328 14,557

2017 Chevrolet unit #NE-11185A1024 29,004 29,004 29,004 29,422 29,724

2017 Crestline unitA1025 29,004 29,004 29,004 29,422 29,724

2015 DemersA1059 30,619 32,036 31,237 618 2.02% (799) (2.49%) 31,713 32,068

2014 DemersA1060 30,619 17,093 31,370 751 2.45% 14,277 83.53% 31,992 32,353

2014 DemersA1061 30,619 20,828 31,370 751 2.45% 10,542 50.61% 31,992 32,353

2013 DemersA1062 30,619 25,325 33,088 2,469 8.06% 7,763 30.65% 33,613 34,012

2015 DemersA1070 30,619 24,858 31,237 618 2.02% 6,379 25.66% 31,713 32,068

2009 DeMersA1258 30,619 9,740 (30,619) (100.00%) (9,740) (100.00%)

2010 DeMersA1264 30,619 24,974 33,088 2,469 8.06% 8,114 32.49% 33,613 34,012

2010 DeMersA1269 30,619 23,137 33,088 2,469 8.06% 9,951 43.01% 33,613 34,012

2008 DeMersA1276 17,817 4,257 (17,817) (100.00%) (4,257) (100.00%)

2017

Budget

2017

YearEnd

Projections

2018

Budget

2017-2018

Budget

$ Change

2017-2018

Budget

% Change

2017-2018

YE Projections

$ Change

2017-2018

% Change

YE Projections

2019

Budget

2020

Budget

Budget Comments




2017 Chevy Silverado Supervisors VehicleA1390 23,778 13,256 24,201 423 1.78% 10,945 82.57% 24,509 24,707

2008 Chey Silverado Supervisors VehicleA1391 23,778 11,861 24,201 423 1.78% 12,340 104.04% 24,509 24,707

2006 DeMersA1506 7,728 (7,728) (100.00%)

2007 DemersA1508 30,619 20,850 (30,619) (100.00%) (20,850) (100.00%)

General RevenueREVENUE (1,726,094) (2,021,828) (1,675,085) 51,009 (2.96%) 346,743 (17.15%) (1,721,085) (1,670,085)

Total 33-1-FLEET Fleet Contract (559,399) (964,072) (480,959) 78,440 (14.02%) 483,113 (50.11%) (509,527) (446,321)

Total 33 FLEET (3) 3 (100.00%)

2017

Budget

2017

YearEnd

Projections

2018

Budget

2017-2018

Budget

$ Change

2017-2018

Budget

% Change

2017-2018

YE Projections

$ Change

2017-2018

% Change

YE Projections

2019

Budget

2020

Budget

Budget Comments




CONTENTS

-LBUEr

NO 1


LEET,EQUIPMENT.

OPERATING BUDGET





NO 4


NOARCHIVES, CLERK



INo.7


NO 8 ENY MANAGEMENT


cbridges

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COUNTY OF PERTH Planning and Development Department


Table of Contents

Preamble ................................................................................................. 1


Key Customers ........................................................................................ 2




Achievements of 2017 Program .............................................................. 5






Significant Variances ............................................................................... 9


Comments: .............................................................................................. 9

Planning and Development Department Business Plan 2018-2020 1

Business Plan 2018-2020 Planning and Development Department

November, 2017

Preamble

The Planning and Development Department has provided day to day planning services, including Geographic Information System (GIS) services, for both the County and each of the County’s member municipalities including: Township of Perth East; Township of Perth South; Municipality of North Perth; and the Municipality of West Perth; as well as on contract for planning services for the Town of St. Marys. The County ceased providing planning services to the Town of St. Marys at the end of March, 2017. Commencing January, 2018 the local municipalities will be providing their own day to day planning services (i.e. Local Official Plan Amendments, Zoning By-law Amendments, Minor Variances, Site Plan Agreements, Part Lot Control By-laws). The Department will continue to administer the County Official Plan and amendments thereto, review and approve applications for Plans of Subdivision and Condominium, and act as the approval authority for Local Official Plan Amendments, and Part Lot Control By-laws. The Department administers the County’s Land Division Committee which makes decisions on applications to divide land, or grant easements under sections of the Planning Act. In addition, the Department manages and administers the County’s Geographic Information System which provides accurate property and asset management information to the Council and staff of the County and its Member Municipalities, as well as the public; The Department also administers the County’s Forest Conservation By-law, as well as supporting the 9-1-1 answering service for the County, City of Stratford, and Town of St. Marys.

Mission Statement To plan with the County of Perth, its member municipalities, and the community for a healthy, viable, and sustainable living and working environment for present and future generations of Perth County residents.


Service Strategy

The Planning and Development Department supports efficient and effective governance by providing:

1) professional land use planning advice and services to both the County and local municipal staff and Councils. The Department supports transparent and accountable government by involving Councils, agencies, and the public in the land use planning process as required by the Planning Act;

2) management and administration of the County’s Geographic Information System which provides accurate property and asset management information to the Council and staff of the County and its Member Municipalities, as well as the public;

3) administration of the County’s Land Division Committee; and 4) administration of the County’s Tree Preservation By-law and the County’s Weed

and Tree inspector; and 5) support of the 9-1-1 answering service for the entire geographic County.


Key Customers

County Council; Councils and staff of member municipalities; Residents and property owners within Perth County; Prospective residents and businesses looking to locate in Perth County Provincial Ministries; and various agencies, boards and commissions;


Advice on planning and development matters; Administration of the County Official Plan; Management and Development of the County’s Geographic Information System; Administration of the County’s Land Division Committee; Maintenance of the Municipal Addressing System; Administration of the County’s Forest Conservation and Weed Control By-laws; Support for the 9-1-1 answering service contract for the County; and Public Consultation and Engagement


Land Use Planning in Ontario is subject to a variety of legislation, including: Provincial Policy Statement, 2014 Planning Act Planning and Development Act County of Perth Official Plan, By-laws & Policies Member Municipality’s By-laws & Policies Aggregate Resources Act; Clean Water Act; Source Water Protection Plans; Condominium Act; Development Charges Act; Environmental Assessment Act; Municipal Act; Nutrient Management Act; and Various Ontario Regulations

In addition, the Planners of the Department are guided by the Ontario


Professional Planners Institute (OPPI) Professional Code of Practice and Standards of Practice. Please see the attached links for further information:

OPPI Professional Code of Practice http://ontarioplanners.ca/Knowledge-Centre/Professional-Code-of-Practice

OPPI Standards of Practice http://ontarioplanners.ca/PDF/Standards-of-Practice.aspx

Program Map

Planning and Development

County Official Plan

Planning Act Applications (County only)

Approval of Local Official Plan Amendments and Part Lot Control By-laws

Geographic Information System Administration

Land Division Committee Administration

Support for the 9-1-1 Answering Service

Municipal Addressing System Administration

Road Map of the County

Public Consultation

Weed and Tree Inspection

Forest Conservation By-law Administration

Weed and Tree Inspector Administration

http://ontarioplanners.ca/Knowledge-Centre/Professional-Code-of-Practice

http://ontarioplanners.ca/Knowledge-Centre/Professional-Code-of-Practice

http://ontarioplanners.ca/PDF/Standards-of-Practice.aspx

http://ontarioplanners.ca/PDF/Standards-of-Practice.aspx



The Planning and Development Department services the County and its member municipalities, and various agencies, boards and commissions, and members of the public through the ongoing processing of Planning Act applications. As such, its actions link with Goal 1: Ensure residents are being served by an efficient, cohesive, accessible and comprehensive service delivery model, of the County’s 2012-2017 strategic plan, adopted August 16, 2012. As well, through the provision of Land Use Planning services to the community, including appropriate land use regulations for agricultural, commercial, and industrial uses, its actions also link to Goal 2: Create an environment that supports and engages a diverse range of local businesses.

Achievements of 2017 Program


5 year review of the County’s Official Plan (OP)

Ongoing First part of the County OP review (County OPA 142) was adopted in Nov. 2014 and the OMB dismissed the appeals on October 19, 2015. Special Council Public Meetings held April 14, 2016 (Monkton) and Sept. 22, 2016 (Mitchell) re: proposed County OPA re: Surplus Farmhouse Severances (SFHS). Council adopted County OPA #153 in Nov. 2016 to permit SFHS. Ongoing consultation and research on various matters including growth and settlement, site specific amendments and requests, PPS 2014 conformity.

Updating of the County’s Geographic Information System and webGIS

Completed and

Ongoing

GIS Coordinator and GIS Technician and IT staff worked together to update the County’s parcel fabric and all data sets.


2017 Goals / Objectives (continued)

Achieved Comments

GIS Mapping of Asset Management information for County and member Municipalities and assistance with GIS needs

Completed and

Ongoing

Completed asset management mapping for some municipalities, working with others to complete. Staff continue to assist County and local staff with their GIS needs.

Content preparation for the County’s new website

Completed Prepared public education information on land use planning throughout the County including County Official Plan, all application forms, access to mapping and other documents.

Natural Heritage Study Ongoing Staff continue to work with the four local Conservation Authorities to complete this Study which will be incorporated into the County OP, as required by the Provincial Policy Statement.

TOMRMS Filing Partial Completion

Staff continue to assess existing files and prepare to implement the new file system

Request for Proposals for New County Official Plan

Ongoing Draft RFP prepared for CAOs review in September, 2017. RFP to be sent out in Fall, 2017.



Work with the selected Consultant, Council, member Municipalities, agencies, and the public on the new County Official Plan

Several reports will be prepared to address Public consultation and municipal comments. In addition, this project will include a review of the Provincial Policy Statement to outline areas where the County OP, and local OPs must be brought into conformity with the PPS.


Transition WebGIS from OnPoint to GeoCortex software, as per Business Case, including staff training.

The transition of the webGIS to Geocortex will update our GIS to the industry standard and save money in the long term.

Natural Heritage Study Complete the Study and incorporate into the County OP, as required by the Provincial Policy Statement.

Negotiation of Planning Service Agreements with Member Municipalities

Part of Service Delivery Review

TOMRMS Filing Implement the new filing system into the electronic records

Corporate Initiatives: Perth County Shared Services Review

Participate in Perth County Shared Services Review

Corporate Initiatives: Perth County Strategic Plan Review with Council

Participate in Corporate Strategic Planning. A strong level of senior sponsorship and engagement is requested for the project by the consultant.

The focus for 2018 will be to work with the planning consultant to prepare a new County of Perth Official Plan for consideration by County Council, Member Municipal Councils, Provincial Agencies, the public, and interested groups and organizations. Of particular note will be the proposed implementation of the Sourcewater Protection Plan policies incorporated into the County Official Plan in winter of 2018 are implemented into each of the local municipal Zoning By-laws by the member municipalities.


Ongoing provision of Planning services to the County with support to member municipalities as requested



Ongoing provision of Planning services to the County with support to member municipalities as requested



1 Director of Planning and Development; 1 Planner; 1 Planner/ Land Division Committee Secretary-Treasurer; 1 GIS Planning Co-ordinator (IT Costs); 1 GIS Technician (IT Costs); 1 student Planner for the summer; and Office hours in Stratford 8:30 a.m. to 4:30 p.m., Monday to Friday.


Decision of either the County or the member municipalities regarding local planning services;

Changes Mandated by Other Levels of Government Amendments to Municipal Act, and Planning Act; Changes to other Acts and Regulations Direction Received from County Council and CAO Structure of County operations Service demands from other Departments, or member Municipalities



2017 2018 2019 2020

Planning and Development


7.25 5.25 5.25 5.25


FTE Variances

As a result of the decision of the four member municipalities to assume responsibility for local planning services, 1 Planner position was deemed redundant by Council in July, 2017 (incumbent resigned – September 13, 2017). 1 Planner position was vacant between July.31, 2017 and October 10, 2017 when the position was replaced with a Planner on a two year contract. The Planning Administration Clerk//Land Division Committee Secretary-Treasurer will be redeployed to the Archives Division commencing January 1, 2018


Upgraded software systems (e.g. OnPoint to GeoCortex) Training to familiarize staff with municipal operations and processes Various training workshops pertinent to positions as need/opportunity arises.

Comments:

Other budget activities as listed in the 2018-2020 Planning and Development budget reflect the changes in the ongoing operations of the Department.

RevenueConditional Grants ‐ Provincial4060 $0 $444 $0 $0 0.0% (444) 100.00% $0 $0Other Municipal ‐ Town of St. Marys4090 $15,000 $10,513 $0 ($15,000) 100.0% (10,513) 100.00% $0 $0 Change in provision of service in 2017.Fees4120 $69,200 $121,900 $69,200 $0 0.0% (52,700) 43.23% $69,200 $69,200 Consists of fees for Plan of Subdivision/Condo; County OPA;

Part Lot Control By‐law approvals; and Consent apps. All fees based on rolling 5 year avg.

Other Income4140 $1,000 $3,624 $1,000 $0 0.0% (2,624) 72.41% $1,000 $1,000Transfer from Reserve ‐ Levy Stabilizati4450 $0 $0 $200,000 $200,000 0.0% 200,000 0.00% $0 $0 County official Plan update funded from Levy Stabilization

Reserve

Subtotal Revenue : $85,200 $136,481 $270,200 $185,000 133,719 $70,200 $70,200217.14% (74.02%) 0.00% Change in provision of service in 2017.

ExpensesSalaries5000 $485,565 $453,506 $262,658 ($222,907) (45.9%) (190,848) (42.08%) $270,615 $278,449CPP Expense5010 $17,881 $18,618 $8,177 ($9,704) (54.3%) (10,441) (56.08%) $9,090 $9,657EI Expense5020 $8,332 $8,795 $3,821 ($4,511) (54.1%) (4,974) (56.55%) $3,852 $3,880EHT Expense5030 $9,469 $8,876 $5,122 ($4,347) (45.9%) (3,754) (42.29%) $5,277 $5,430OMERS5040 $48,429 $44,728 $20,461 ($27,968) (57.8%) (24,267) (54.25%) $20,906 $21,411Health Benefits5060 $37,455 $32,081 $12,953 ($24,502) (65.4%) (19,128) (59.62%) $13,030 $13,117Insurance5150 $2,752 $2,752 $1,348 ($1,404) (51.0%) (1,404) (51.02%) $1,439 $1,495Legal5190 $16,000 $15,820 $2,000 ($14,000) (87.5%) (13,820) (87.36%) $2,000 $2,000 Reduced legal costs as Forest Conservation By‐law update

completed in 2016/17

Meal Allowance5200 $1,200 $988 $400 ($800) (66.7%) (588) (59.51%) $400 $400 Reduced expenses due to reorganization of Planning Services

Memberships5210 $2,500 $2,378 $2,500 $0 0.0% 122 5.13% $2,500 $2,500Mileage5220 $9,300 $8,737 $4,150 ($5,150) (55.4%) (4,587) (52.50%) $4,150 $4,150 Reduced expenses due to reorganization of Planning Services.

No office hours in Local Municipalities. Estimating attendance at each local Council once per month.

Miscellaneous Expense5230 $250 $250 $250 $0 0.0% 0 0.00% $250 $250Office Supplies5250 $2,700 $4,387 $1,800 ($900) (33.3%) (2,587) (58.97%) $1,800 $1,800 Reduced expenses due to reorganization of Planning Services

Photocopying5260 $3,900 $5,615 $2,600 ($1,300) (33.3%) (3,015) (53.70%) $2,600 $2,600 Reduced expenses due to reorganization of Planning Services

Postage5270 $1,600 $1,280 $1,000 ($600) (37.5%) (280) (21.88%) $1,000 $1,000 Reduced expenses due to reorganization of Planning Services

Professional Development5280 $12,000 $6,495 $6,000 ($6,000) (50.0%) (495) (7.62%) $6,000 $6,000 Staff training associated with Geocortex.completed in 2017

Special Projects5300 $7,500 $5,000 $7,500 $0 0.0% 2,500 50.00% $7,500 $17,500Subscriptions5310 $1,500 $1,122 $1,500 $0 0.0% 378 33.69% $1,500 $1,500Telecommunications5320 $1,712 $1,257 $1,712 $0 0.0% 455 36.20% $1,712 $1,712Interdepartmental Charges ‐ Overhead5402 $66,169 $60,011 $77,929 $11,760 17.8% 17,918 29.86% $39,316 $40,659Interdepartmental Charges ‐ Rent5404 $43,893 $43,893 $31,335 ($12,558) (28.6%) (12,558) (28.61%) $31,335 $31,335 Rent reallocations of sq. ft. used within the County

Courthouse

Transfer to Reserve ‐ Planning Photoimag5660 $2,000 $2,000 $2,000 $0 0.0% 0 0.00% $2,000 $2,000911/Mun Addressing Expense6010 $2,000 $1,276 $0 ($2,000) (100.0%) (1,276) (100.00%) $0 $0

2017

Budget

2017

ActualsProjected

2018

Budget

2017‐2018

Budget toBudget $

2017‐2018

Budget toBudget %

2017-2018

Actuals toBudget $

2017-2018

Actuals toBudget %

2019

Budget

2020

Budget

Budget Comments

County of Perth41 PLANNING



( ) ( )County Official Plan Expenses6160 $7,000 $1,169 $205,000 $198,000 2,828.6% 203,831 17,436.36% $5,000 $5,000 Budget for new County OP will cover most of these kinds of

expenses. To be funded from the Levy Stabilization Reserve. To be confirmed by RFP.

GIS Supplies6310 $1,000 $750 $0 ($1,000) (100.0%) (750) (100.00%) $0 $0OPA Expenses6490 $500 $0 $500 $0 0.0% 500 0.00% $500 $500Weed and Tree Inspections6565 $52,000 $51,873 $0 ($52,000) (100.0%) (51,873) (100.00%) $0 $0Public Relations6580 $750 $268 $750 $0 0.0% 482 179.85% $750 $750Subdivision Approval Expense6730 $500 $0 $0 ($500) (100.0%) 0 0.00% $0 $0 No expenses have been changed in last 4 years.

Subtotal Expenses : $845,857 $783,925 $663,466 ($182,391) (120,459) $434,522 $455,095(21.56%) (34.51%) 4.73% Reduced legal costs as Forest Conservation By-law update completed in 2016/17

Net Levy Requirement $760,657 $647,444 $393,266 ($367,391) (254,178) $364,322 $384,895(48.30%) (7.36%) 5.65%

2017

Budget

2017

ActualsProjected

2018

Budget

2017‐2018

Budget toBudget $

2017‐2018

Budget toBudget %

2017-2018

Actuals toBudget $

2017-2018

Actuals toBudget %

2019

Budget

2020

Budget

Budget Comments

County of Perth41 PLANNING



CONTENTS

-LBUEr

NO 1


LEET,EQUIPMENT.

OPERATING BUDGET





NO 4


NOARCHIVES, CLERK



INo.7


NO 8 ENY MANAGEMENT


cbridges

Rectangle

COUNTY OF PERTH Emergency Services

Perth County Paramedic Services

2018-2020 Business Plan December 07, 2017

2 Paramedic Services Business Plan 2018-2020

This document is formatted for double-sided printing. The contents are premised for an internal, corporate audience to use as a basis on which to gauge the Perth County Paramedic Services Division of the Emergency Services Department. No part of this document may be reproduced, stored in or introduced into a retrieval system, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise), or for any purpose, without the express written permission of the County of Perth.



Perth County Paramedic Services Division ............ Error! Bookmark not defined. Preamble ................................................................................................. 4


Key Customers ........................................................................................ 5




Achievement of 2017 Program .............................................................. 10

Major Initiatives for 2018, 2019, 2020 .................................................... 18







Comments: ............................................................................................ 23



Perth County Paramedic Services

December 7, 2017

Preamble

The Emergency Services Department is a County wide department delivered by the County of Perth. Perth County Paramedic Services provides pre hospital care within the legislative guidelines and regulations to all seven Municipalities within the County of Perth, Municipality of North Perth, Municipality of West Perth, Township of Perth East, Township of Perth South, the City of Stratford and the Town of St. Marys.

Perth County Paramedic Services is the largest department in the Perth County structure and has the only unionized workforce, CUPE Local 4514. Perth County Paramedic Services collaborates daily with staff in Human Resources, Finance, Information Technology, Emergency Management, Facilities and Roads Divisions and occasionally with Planning and Accessibility Divisions.

Service Strategy

The mandate of the Perth County Paramedic Services is to provide high quality and effective paramedic services and emergency transportation.

In providing this service, along with the corporate vision statement, Perth County Paramedic Services uses as its core values:

a. Create culture of excellence, education and safety b. Demonstrating value for dollars spent c. Retaining a highly skilled, progressive, experienced workforce d. Sustainability.

Paramedic Services places a high value on creating a culture of safety in the delivery of its services in addition to working towards the goal of engaging paramedics in meaningful education to create an environment where learning, skill practice and engagement is the norm.


Perth County Paramedic Services Strategic Plan The Strategic Plan was reviewed and updated in 2017 by the Paramedic Services Leadership Team when developing key performance indicators.

Strategic Function

Strategic Goals Performance Indicators for 2018

Professional Standards

Provide a Quality Assurance Program that monitors key indicators and mitigates risk to prevent mission failures

• Every 6 months identify trends from investigation reports in 4 different areas vehicles, staffing, patient care and equipment failure

• Number and classes of complaints and commendations/thanks yous, per number of ambulance calls

Meet and / or exceed Regulatory Requirements

• MOH Inspection results • MOH Review results • MOL Inspection Results

Deployment and Patient Care

Work to achieve the best emergency clinical care

• Report semi annually call types including STEMI, CVA, Trauma, Cardiac Arrest

• STEMI (numbers, time to 12 lead placement, time to contact PCI centre)

• CVA (numbers, bypass conducted) Trauma (Patients meeting FIT 6, number taken to LTH or ORNGE activated)

• Cardiac Arrest/ROSC (numbers, Time to contact/defib , Peri-shock pause, meet ROSC ALSPCS Parameters)

• Clinical quality review of all CTAS 1 , STEMI,CVA, Trauma and Cardiac Arrest calls


Provide the right care in the right time

• Number of CCAC referrals • Number of repeat patients • Number of lift assists • Quarterly response time standard

for compliance report • Monitor time parameters for

STEMI, CVA, Trauma, SCA patient calls

• Average patient age • Average population age • Number of calls per 1000

population • Number of hospital delays >30

minutes • Number of ambulance calls > 13

minutes • Number of code criticals per month

Advocate for appropriate dispatching

• Monitor CACC compliance time from call received to crew dispatched

Investing in Staff Provide, protect, promote and value the health, wellness and safety of staff

• number of hours of missed work per ambulance hours staffed

• number of RTW hours per ambulance hours staffed

Data Points feeding the KPI; • number of Peer Support Team

Contacts • Lucas Usage • Hover mat usage • Health and safety specific training

hours Build career paths • Training courses attended

• Number of hours spent on professional development

• # hours spent in training per staffed hours

Embrace a team atmosphere

• Number of grievances per hours worked

• Summary of annual staff survey


Provide innovative learning and development opportunities as a learning organization

• Before and after impact of training/value of education e.g. Time to 12 lead comparison following education

Fit For the Future

Green technology (Reduce, reuse, recycle)

• Number of vehicle idling hours/kms travelled

• Number of vehicle idling hours/ staffed hours

Collaborative partnering • Number of committee hours per year

Effective, innovative and efficient management of resources

• Number of equipment breakdowns per 1000 hours of service

• Cost for ambulance to be available per hour

• % cost of admin on the budget • Cost per capita • Cost per km travelled

Emergency and Disaster Resilience

Prevention

• Public Education types of events attended annually

• Number of Pub Education events attended/refused annually

• Number of AEDs in Community • Use of AED and/or bystander CPR

Mitigation • Risk Assessment Preparation

• Number of training events • Number of exercises attended

Response

• Number of IDERT responses • Number of times trailer used

Recovery •

Key Customers

Citizens Perth County Council

Key Partners • Municipalities of North Perth, West Perth and Townships of Perth East, and Perth

South, • City of Stratford • Town of St Marys


• Ministry of Health and Long Term Care (MIHLOTC) • London Central Ambulance Communication Centre (CACC) • Southwestern Ontario Regional Base Hospital • Area Hospitals • Long Term Care Facilities (LTC) • County of Perth Public Works, Human Resources, Corporate Services • Local Integrated Health Network (LIHNS) • Stratford Airport • Ontario Fire Marshal and Emergency Management (OFMEM) • County Emergency Manager (CEMC) • Neighbouring Paramedic Services • Perth District Health Unit (PDHU) • Local Fire Departments • Stratford Police Department • OPP


Pre-Hospital Emergency Care Emergency Patient Transportation Management of Resource Deployment (paramedics, ambulances, emergency

response trailer, sled, CACC) Multi Casualty Response Emergency Preparedness Public Access Defibrillator (PAD) program Human Resources: Staff (assessment, training, development, safety and welfare) Human Resources: Administration (payroll, records, scheduling, collective

agreement management) Incident Investigation and Assessment Inventory procurement and management Asset management Policy and procedure development Stakeholder relations Software integration/support for Time Manager, Operative IQ, FleetMatic,

Garmin, IMedic


Legislated Standards • Ambulance Services Collective Bargaining Act 2001 • Ambulance Act

o O.Reg 129/99-Apportionment of Costs o O.Reg 257/00

Patient Care Standards Vehicle Equipment Standards Documentation Standards Communicable Disease Standards Certification Standards Basic Life Support Standards Advanced Life Support Patient Care Standards

• Occupational Health and Safety Act • Ministry of Transportation Regulations • Highway Traffic Act • Coroners Act • NIOSH guidelines • PHIPA (Patient Healthcare Information Privacy Act) • Ministry of Health Documentation Standards • Mental Health Act • Municipal Act • Accessibility for Ontarians with Disabilities Act • Regulated Health Profession Act • Municipal Act • Substitute Decisions Act • Health Care Consent Act • Child and Family Services Act • Occupational Health and Safety Act • Controlled Substances Act (Federal) • Criminal Code (Federal)


GOAL 1: Ensure residents are being served by an efficient, cohesive, accessible and comprehensive service delivery model.

• Strategic Objective: Investment in and support of community infrastructure, including Perth County Paramedic Services, Fire, Health and other services that reflect our rate of growth and rural nature.


Achievements of 2017 Program

2017 Business Plan Goals Status 1. Review and Implement New BLS and

ALS Patient Care Standards The Ministry of Health – Emergency Health Services Branch has released new standards for patient care with various implementation dates throughout 2016 and 2017. It will require education and implementation planning for all members of Paramedic Services, MOH-EHS has not provided any training dollars to the Base Hospitals or Paramedic Services to roll out the new standards.

New Documentation Standards and Stemi-Bypass protocols trained and implemented by Education Commander and instructor team New Advanced Life Support/Basic Life Support (BLS) Patient Care Standards began July 2017, and December 11, 2017. The Education Commander collaborated with the South West Paramedic Services Education Working Group to develop and deliver full BLS review for the December implementation. Implementation consisted of on line modules, self directed practice modules and in class sessions.

2. Huron Perth Service Delivery Review Follow Up

Follow up on opportunities for shared services and recommendations from 2015 and 2016 Perth County Paramedic Services service review reports.

The following items have been accomplished Partner in R2MR training to save instructor costs and to open more opportunity for paramedic participation.

• Huron County had already purchased supervisor vehicles and tablets. Defib purchases will be deferred to 2019 and will coincide with Huron County purchasing. Oxygen, laundry services will be reviewed with the procurement coordinator once current priority projects are completed.

The following are pending:

• Perth County Paramedic Services to assess the purchasing methods of medical supplies with new procurement staff person deferred to 2018.

• Perth County Public Works to evaluate in house vs contracting out of ambulance maintenance and repair deferred to 2018.


3. Paramedic Skill Development Development of individual training plans and training modules using the new training environment in the Perth County Paramedic Services HQ (e.g. Mannequins). To be reflected in new PA process.

• Set up of Learning Centre Simulation Rooms

o acquisition of furniture and video equipment is complete,

o training aids refurbished , o training assets entered into

asset management software. Expansion and refining of in-service review delivery leveraging commanders to ensure efficiency.

• Four rounds of CME delivered incorporating online, in-service, simulation and CME coordination with Huron County and Base Hospital.

• Recruitment and development of in-service training group comprised of staff to increase capacity of education to deliver meaningful learning opportunities to Paramedics.

• Individual learning plans that are co-authored by Paramedics is slow going and requires a cultural shift which is slowly occurring through informal learning processes tied to "skills sheets" and in-service evaluations deployed last. (Learning plans remain prescriptive at this time.)

• Patient Care Bulletin Boards added at stations for articles pertaining to learning opportunities currently being delivered, ties informal learning into the education program and recognizes that most learning in the system will happen informally.

• Providing educational support in the delivery of First Aid and Emergency Management Courses in the County.

• 90 day regulatory change philosophy adopted by education commander, no new regulatory or standard change will have education delivered any earlier than


90 days from a provincial regulated in force date for retention and applicability for staff. Whenever resources and systems support.

• New Documentation Standards trained and implemented

• New Stemi Bypass Trained and implemented

• Education Commander currently working with Provincial Services through education working group to develop and deliver full BLS review coming for Dec 2017

• New ALS PCS standards come into Force July 2017, original education conducted by SWORBHP in Nov 2016, education will review these onlion through SWORBHP LMS system and 2 hrs face to face in June 2017

4. Management of medical equipment assets through bar code tracking

Management of medical equipment assets to be implemented through bar code tracking as they move in and out of service and between vehicles.

Expected to be completed by year end

5. Creation of a new Paramedic Performance Appraisal Form

Will coincide with Strategic planning and skill development. Work with HR department to develop a process that meets the unique needs of Paramedics and the Corporation.

Deferred to 2018 and coincide with the completion of the County Strategic Plan and coincide with the County’s work on the activity.

6. Managing LTD and WSIB Claims Work with HR to develop strategies for management of workplace absences with an emphasis on LTD, WSIB and PTSD. It is tied to the report and work being done by Donnelly in 2016.

Have not received report from Donnelly to be able to move forward. Continue to actively work with legal counsel on managing difficult claims. Significant amount of time and collaboration is spent on coordination between employees, Union, Return to Work Committee, Human Resources, benefit provider, WSIB and legal counsel.


7. Workplace Wellness Initiatives Work with the Health and Safety Committee, Peer Support Team, County Wellness Committee, and Union to develop wellness initiatives that support resiliency and a healthy workplace.

Completed PTSD plan with initiatives outlined. Working with Wellness Committee on Workplace Fitness program implementation. Report to Council

8. Develop PTSD Prevention Plan Review current PTSD procedures in PCPS and develop PTSD Prevention Plan for submission to MOL as per new requirements.

Final plan submitted, report to Council following review by Health and Safety Committee, Wellness Committee and Senior Management Team. Working on Quality Assurance Plan for Peer Support team for 2018 budget and implementation.

9. R2MR (Road to Mental Readiness) Training

Road to Mental Readiness: It is an evidence based program, the main objectives are to reduce stigma of mental illness, increase awareness of mental health and offer resources to maintain positive mental health and increase resiliency. R2MR will be jointly offered with Huron County Paramedic Services to save money.

Completed R2MR training for paramedics and management , positive experience working with Huron County, however, logistical planning issues meant more time spent travelling to meetings and coordinating content, and scheduling.

10. Regional Commander Workshop Host/create a leadership workshop for Paramedic Service Commanders in the region. To provide training and create a forum for sharing of experiences and solutions and to build networking relationships.

Education Commander (.75 FTE) looking to 2018 to develop an internal Leadership Program for frontline Supervisory or Leadership staff. Insufficient time and resources to create and deliver a Regional Commander Workshop in 2017.


11. Exploration of “Just Culture” Exploration with Perth County Paramedic Services management team, Union and County Senior Management Team around the implementation of a “Just Culture” philosophy (will need to align with strategic planning work within the County). It is about creating an open, fair and just culture that supports learning, designs safe systems and manages behavioral choices. It is a system that balances the duty to avoid unjustified risk or harm, to produce a desired outcome and to follow procedural rules against the organizational and individual values of such things as safety, cost, effectiveness, equity. It is a culture that is being adopted by Perth County Paramedic Services and health care providers across the province in order to encourage staff to report mistakes to prevent future occurrences.

HR Manager and two Commanders attended April workshop. Paramedic Services waiting to work with Perth County to develop implementation strategies.

12. Succession Planning Succession planning for Perth County Paramedic Services Management team provide AMCTO of equivalent training for Perth County Paramedic Services Acting/PT/Supervisors/Paramedics interested in moving into higher management roles.

Deputy Chief currently enrolled in Executive Coaching Program, Education Commander enrolled in Educational Leadership Program, Paramedics identified to become Supervisors are enrolled in Conestoga College Paramedic Leadership Program. Two Commanders completed AMTCO Leadership Certification.

13. Corporate Initiatives: Payroll Solutions Review

No involvement to date for Paramedic Services division.

14. Corporate Initiatives: Perth County Paramedic Services Strategic Plan Review with Council

Waiting to participate in Corporate Strategic Planning Project, discussions have started at monthly Paramedic Service Team meetings; however, Paramedic Leadership adjusted their current plan as they developed performance indicators.

15. Corporate Initiatives: City Wide Tangible Asset Integration

Paramedic Commanders have been assigned to the corporate wide team working on the initiative.


16 Corporate Initiatives: Records Management TOMRMS final phase

Move all files electronic and paper to TOMRMS filing system. This initiative was difficult to complete in 2016 due to other projects.

Participated in organizational audit, and have moved all administrative electronic files to TOMRMs and are now working on paper files.

17 Corporate Initiatives: Website Project Deputy Chief assigned as web site contributor, website is functional.

Activities not Identified in Business Plan

1. The Virtual Response MCI Challenge Activity was deferred from October 21, 2016.

Event held on April 21st, 2017 at Perth County Paramedic Services HQ. Paramedics from across Ontario competed in MCI scenarios (shooters, train derailments) in virtual environments, with teams fulfilling the Triage & Site Coordinator roles. Competition was judged by Education Supervisors and Deputy Chiefs and assisted by dispatchers from London and Hamilton CACC. Very successful event and planning to implement in 2018 budget.

2. New Hire Selection and Orientation Perth County Paramedic Services assess the need to hire new staff annually to replace employees that leave the service (retirees, resignation, and termination).

Five PT paramedics were hired in 2017. Eight paramedics left the service in 2016 and 2017 - 3 FT, 5 PT.

3. Tiered Response Agreements (TRA) with Local Fire Departments TRA to be reviewed once per term of each Council, carried over from 2016.

Chiefs from Fire and Paramedic Services in Perth County have been meeting to update the TRA. The group shifted to an agreement that was user friendly rather than one with a great deal of legal terminology, however, once this was sent for a legal review by each municipality the consensus was that we would need to revert back to more formal agreement. Additional work has been done and the third draft will be sent to Fire Chiefs and CAOs for review.


4. Acute Stroke Bypass Agreement Development of the Phase 2 HPHA Stroke Redirect Agreement to include Listowel Memorial Hospital.

The Stroke agreement went into effect on April 18th 2017. Education was redrafted and reopened for phase 2 of the project to ensure concepts and principles where refreshed for frontline Paramedic Staff. Pre-registration completed with hospitals for new stroke by pass protocol that will reduce “door to needle” time for stroke patients. Protocol to start December 1, 2017.

5. Opioid Drug Awareness

Opioid drug use is a national safety and health concern that is being closely monitored by agencies in Perth County, Provincially and Nationally.

PCPS participates in monthly Medical Officer of Health and weekly Provincial teleconferences. Education commander provided Carfnetanil/Fenatanyl drug awareness presentation at April Perth County Mutual Aid meeting. Education provided to all Paramedics.

6. Participation in Town of St Marys Emergency Field Exercise May 31

Participated in planning meetings and day long exercise (8 paramedics, 3 Commanders, Deputy Chief, Chief, Scribes and Emergency Manager)




MOH Service Review Preparation MOH Audit occurs every three years, next review in September 2018. Gathering of documentation and evidence.

Paramedic Skill Development Continue with quality education opportunities for Paramedics. Diversify on line education. Promote Culture shift of engagement, internal accountability and self improvement through informal and formal education opportunities. Continue laying the foundations for an instructor team including teaching fundamentals of adult education. Empower paramedic’s participation in the future education development. (supplementary report)

Management of medical equipment assets through bar code tracking

Management of medical equipment assets through bar code tracking as they move in and out of service and between vehicles.

Implementation of Key Performance Indicators reporting outlined in Paramedic Services 2017 Strategic planning work.

In 2017 key performance indicators (KPIs)were developed and outlined in the Paramedic Services Strategic Planning work. In 2018 PCPS will work to report on the KPIs in a meaningful way. (supplementary report)

Creation of a new Paramedic Performance Appraisal Form

Will coincide with Strategic planning and skill development. Work with HR department to develop a process that meets the unique needs of Paramedics and the Corporation.

Managing LTD and WSIB Claims Continue to work with HR to develop strategies for management of workplace absences with an emphasis on LTD, WSIB and PTSD. Tied to the report and work being done by Donnelly in 2016.


Implement PTSD Prevention Plan

Revitalization of Peer Support team. Development of Quality Assurance processes, mental health support and oversite for the team. A supplementary report is included in budget package Working with the Health and Safety Committee, Peer Support Team, County Wellness Committee, and Union to develop wellness initiatives that support resiliency and a healthy workplace.

Huron Perth Service Delivery Review Follow Up

Follow up on opportunities for shared services and recommendations from 2015 and 2016 Perth County Paramedic Services service review reports.

New Hire Selection and Orientation Perth County Paramedic Services assess the need to hire new staff annually to replace employees that leave the service (retirees, resignation, long term illness).

Include cognitive and resiliency assessments into selection process.

Succession Planning, 5 members of PCPS are eligible to retire within next 5 years.

Succession planning for Perth County Paramedic Services Management team, provide AMCTO or equivalent training for Perth County Paramedic Services Acting/PT/Commanders/Paramedics interested in moving into higher management roles. Collaborate with County wide initiatives. Allign with County leadership training initiatives that support new County strategic plan.

Corporate Initiatives: Perth County Shared Services Review

Participate in Perth County Shared Services Review

Corporate Initiatives: Perth County Strategic Plan Review with Council

Participate in Corporate Strategic Planning and update Strategic Plan for Paramedic Services. A strong level of senior sponsorship and engagement is requested for the project by the consultant.

Corporate Initiatives: Records Management TOMRMS final phase

Continue to move all files electronic and paper to TOMRMS filing system.



Review of Paramedic staffing deployment

Assess the need for additional ambulance staffing in the County.


Allign with County leadership training initiatives that support new County strategic plan.

Key Perforamce Indicator review Review KPIs for trends and areas to focus on.


Key Perforamce Indicator review Review KPIs for trends and areas to focus on.


Allign with County leadership training initiatives that support new County strategic plan.



0.85 FTE Director of Emergency Services 1 Deputy Chief 1 Quality Assurance and RTW Supervisor (Commander of Regulatory

Compliance and Work Reintegration) 1 Perth County Paramedic Services Administrative Clerk 1 Education Commander (Commander of Education and Clinical Quality) 5 Commanders/Supervisors 4 PT Commanders/Supervisors 50 FT Paramedics 45 PT Paramedics (17.9 FTE) Department Operational Hours 24/7


New legislative requirements for PTSD and occupational mental health as a result of new legislation.

Aging Population resulting in increased requests for service and longer response times


Health Care budget cuts/pressures/realignments/off load delays Council / Policy Decisions Evolving Hazards (Opioid Crisis, Influenza, Ebola, Terrorism) Succession Planning for Perth County Paramedic Services



2017 2018 2019 2020

Perth County Paramedic Services Division

Total Management FTE Requirements

9.65 9.9 9.9 9.9

Significant Variances

2018 to 2020 FTE consists of 0.85 (or 85%) of Director of Emergency Services’ time (15% assigned to Corporate responsibilities and Emergency Management over-site),

In 2018 add .25 Commander of Education and Clinical Quality No changes in paramedic FTEs forecasted

Training and Development 2017

• OAPC Educational Workshops (Chief, Deputy Chief, HR Manager) • OAPC Annual Conference (Chief, Deputy Chief) • R2MR Training (All Staff)

o Supervisor and Management training (8 hour session) o Paramedics (4 hours) o R2MR Train the Trainer (2 staff)

• iMedic Workshop (1 Commander) • Vehicle and Paramedic Services Workshop (1 Commander) • Peer Support Team Training (Peer Support Team members)

o Trauma and Suicide Prevention Course (Team Leader, 1 Commander) o TEMA Peer Support and Symposium (1 member)

• Paramedic Leadership Certificate Program (2 completed, 3 enrolled)


• Basic Emergency Management Certifications (Commanders) o IMS 200 o IMS 300

• AODA Update (All Staff) • Customer Service (All Staff) • WHIMIS (All Staff) • TransCAer Workshop (All Commanders) • Accessibility e-learning (PPT, Excel, Word, pdf(all Paramedic Services

management) • County Website Training • Procurement e-Bids and Tenders • Driver Training (All Staff) • Education Commander enrolled in Educational Leadership Program • St Marys Multi Casualty Simulation Exercise • County of Perth Emergency Management Training • County of Perth Emergency Control Group Training • Executive Coaching (Deputy Chief) • PSHA Workhop (PTSD) (Chief and Deputy Chief) • PTSD Webinar (Chief ) • Community Paramedicine Workshop (Deputy Chief) • Community Paramedicine Forum (Webinar) (Deputy Chief) • First Aid Instructor Recertification (1 Commander) • First Aid, CPR/AED Certification (County and Paramedic staff) • CPR re-certification (Paramedics) • Designated Officer Certification Renewal (1 Commander) • Wrongful Dismissal Webinar (Deputy Chief) • Base Hospital Certification 8 hours of child birth education for all paramedic

services staff November 2, 6, 7, 8, 9 & 10 • Spring Continuing Medical Education (CME) all paramedic services staff 8 hours • Fall Continuing Medical Education (CME) all paramedic services staff 8 hours • Development of internal Paramedic Services Instructor team

o How to develop instructional videos, training and orientation to moodle platform,

o Adult Education instructional techniques • Individual Learning

o Moodle navigation and developing training packages (staff) o I-sim ALSI software (2 paramedics) o IV arm use, care and deployment (2 paramedics) o PPT basics and Moodle (RTW paramedic) o SWOBHRP Sim Course (2 paramedics)


Comments:

Perth County Paramedic Services work plans are always subject to the intervention of emergencies that require an all hands on deck approach. In 2017 the implementation of the new patient care standards and the PTSD legislation provided the focus for much of the work by the Paramedic Services Division in 2017. These changes required significant meetings to develop operational plans and planning hours.

The focus in 2018 will continue to focus on developing sound educational practices, wellness with a focus on resiliency in the prevention of PTSD, participation in the corporate strategic planning process and compiling evidence in preparation for the Ministry Paramedic Services Review.

This document is available in alternate formats, upon request.

Report to Council

To: Warden and Members of Council Date: December 7, 2017 Prepared By: Linda Rockwood, Director, Emergency Services Subject: Paramedic Services Post Traumatic Stress Disorder

(PTSD) Prevention and Employee Wellness Programs – (ES/PS – 2017)

Recommended Action: THAT Perth County Council receives the “Paramedic Services Post Traumatic Stress Disorder (PTSD) Prevention and Employee Wellness Programs – (ES/PS – 2017)” report; and

1. THAT Council approve a program to support Perth County Peer Support Team in the 2018 budget ; and further

2. THAT County Council send a letter to the Minister of Health and Minister of Labour requesting start-up and ongoing funding for PTSD Prevention and Employee Wellness Programs.

Executive Summary: For the 2018 budget year paramedic services would like to focus on a comprehensive mental healthcare program by:

1) Supporting the work that the Perth County Peer Support does by providing the team members with a combined model of care which includes the hiring of a consulting psychologist. The model would provide ongoing mental health support for the members themselves, ability to consult with the psychologist on difficult situations and guidance to the Paramedic Services Division on the day to day operations as it applies to the health and wellness of the paramedic services staff.


2) Provide an opportunity for all municipal emergency responder groups (local fire departments and police) to participate in the Peer Support Team program in the form of a county-wide Peer Support Team.

Perth County Paramedic Services is well on its way in a combined Model of Care; however, there is an identified need to provide additional support to the Perth County Paramedic Services Peer Support Team. The primary functions of the consulting psychologist would be to:

• review our policy and procedure manual for the Peer Support Program to ensure that it employs best practices and minimizes risk to the Peer Support Team members and to the County.

• provide psychological screening through a written test and interviews for new team members. The importance of this step is for the safety of the paramedic to ensure that the person taking on the role is not putting themselves at increased risk of developing an Occupational Mental Illness injury and to ensure their suitability for the program.

• provide recommendations on training to ensure that they are relevant to the Team member and to the organizational needs.

• proactively support the Peer Support Team when reaching out to the involved paramedic (s) to offer mental healthcare

• be available to members of the Peer Support Program to provide guidance in assistance with referrals and transfer of care to professionals in the community.

• pre-screen mental health referral list to include psychologists, psychiatrists and social workers who are experienced in working with paramedics.

• provide an electronic incident notification system to ensure the protection of paramedics' confidential mental health information. The data collected through the incident notification system will be stored and monitored by the consulting psychologist with anonymous, summary reports provided to the employer.

• provide Quality Assurance of the Peer Support Program to help ensure best practice standards are followed, team members operate within their scope of practice and members can seek confidential guidance when required.

• provide assessment of new hires for resiliency and suitableness to the profession.

Having a consulting psychologist overseeing the program will strengthen the program and provide further confidence to the team and staff in the delivery of care. The draft 2018 budget of $60,000 has been prepared as follows:

• Initial testing and evaluation $11,400


• Policy review, Quality Assurance, reporting website and medical oversight $27,400

• Course delivery/continuing medical education $20,200 If implemented, this program will impact future budget years as quarterly training for the team, medical oversight, quality assurance and reporting website will be required. The ongoing annual cost is estimated at $60,000 depending on team attrition, additional members may need to be trained in the future. The ongoing costs will be evaluated each year. $30,000 will be budgeted in each of the benefits and professional development lines in the Paramedic Services budget.

Background Information: PTSD is a mental health condition caused by witnessing or experiencing actual or threatened death, serious injury or violence. Being affected by these types of events is normal, however if the thoughts or memories of these events start to seriously affect the life of the person long after the event, that person could be experiencing PTSD. Signs that someone may be experiencing PTSD include nightmares, uncontrollable memories, persistent fear and severe anxiety. Evidence shows that paramedics and other first responders are at least twice as likely compared to the general population to suffer PTSD, due to the risk of routine exposure to traumatic stressors. In February 2016 Tema Conter Memorial Trust reported that the prevalence of PTSD in paramedics is 25.6% compared to the general population at 9.2%.

Ontario’s Minister of Labour, the Hon. Kevin Flynn, committed Ontario to becoming a leader in dealing with first responder PTSD. He brought forward a plan that addressed prevention and resiliency to PTSD, as well as legislation that makes PTSD a workplace presumption for paramedics and other first responders. The solution lies with a comprehensive approach which includes both preventative and legislative measures. The Supporting Ontario’s First Responders Act, 2016 received Royal Assent on April 6, 2016, and is a key component of a comprehensive strategy to deal with first responder PTSD. The Act provides a presumption that PTSD diagnosed in first responders is work-related, allowing for faster access to WSIB benefits, resources and timely treatment needed to heal and return to work safely. Perth County paramedics are included in the list of workers affected under the new legislation. Included in the Act are strategies to prevent or mitigate the incidence of PTSD including the employer’s responsibility to develop and deliver workplace policies and prevention programs for paramedics and other first responders.

The Act also amends the Ministry of Labour Act to allow the Minister of Labour to collect information about an employer’s plans to prevent PTSD and authorizes the Minister to publish those plans. Perth County Paramedic Services completed its PTSD Prevention


Plan and submitted it to the Ministry of Labour on April 23, 2017 as directed by the Minister.

The development of the PTSD prevention plan has been a coordinated effort by Perth County Paramedic Services management, Human Resources, CUPE Local 4514 and paramedic staff.

2018 PTSD Prevention and Employee Wellness Initiatives For the 2018 budget year paramedic services would like to focus on a comprehensive mental healthcare program by:

1) Supporting the work that the Perth County Peer Support does by providing the team members with a combined model of care which includes the hiring of a consulting psychologist. The model would provide ongoing mental health support for the members themselves, ability to consult with the psychologist on difficult situations and guidance to the Paramedic Services Division on the day to day operations as it applies to the health and wellness of the paramedic services staff.

2) Provide an opportunity for all municipal emergency responder groups (local fire departments and police) to participate in the peer support team program.

Comprehensive Prevention Program The enhancement of program is to continue to proactively address the mental health needs of our paramedics, to reduce stigma in the workplace. Toward that goal, the program inclusively addresses the broad range of paramedic mental health needs. This includes operational stress injuries (OSIs), which refers to any persistent psychological difficulty resulting from operational duties performed while serving as a first responder (Veterans Affairs Canada, 2016). OSI is an inclusive term, which refers to diagnosed psychiatric conditions as well as other conditions that may be less severe but nonetheless interfere with daily functioning (Veterans Affairs Canada 2016). Examples of OSI’s include PTSD, depressive disorders, anxiety disorders alcohol and substance abuse disorders. The latter includes symptoms of psychiatric conditions, which do not meet the threshold required for a diagnosis, and other mental health conditions associated with operational duties (e.g. cumulative stress, burnout and compassion fatigue). The program also provides services for mental health needs that are unrelated to the workplace but that nonetheless may impact the paramedics’ wellbeing personally and/or professionally.


Scope of the Program Comprehensive mental healthcare refers to a program designed to prevent the onset and reduce the severity and impact of psychological health problems in the workplace (MHCC, 2012). It spans prevention through to long-term care for chronic mental health conditions.

There are three phases of comprehensive mental healthcare that span prevention, early intervention and ongoing care (Gray, 2010).

1. Primary Prevention (Resilience) refers to strategies that take place temporally before the exposure to stressors. Primary prevention aims to change individual and organizational conditions that may contribute to psychological health problems, thereby reducing the likelihood that problems may occur.

2. Secondary Prevention (Early intervention) focuses on identifying psychological health problems while they are in their infancy, in a relatively early and mild state, in order to provide proactive mental healthcare. The goal is to help members rebound wherever possible and otherwise, to expedite access to professional mental healthcare.

3. Tertiary Prevention (Ongoing Care) serves to reduce distress and dysfunction

caused by mental disorders. The goal is to lessen or eliminate the impairment and disability resulting from mental disorders and reduce the likelihood of their recurrence.

Perth County Paramedic Services is well on its way in all three areas of the combined Model of Care. Peer Support Program with a Combined Model of Care Having a peer support program in place is a recognized evidence based practice that is utilized in organizations. Perth County has a Peer Support Team that is functioning well. It is important to remember that while peer support is an important part of dealing with OSI’s, it is not a substitute for professional support. Peer support is an intervention that leverages shared experience to foster trust, reduce stigma and create open channels of communication for seeking help, sharing information and support resources. The focus of a peer support program is to establish positive coping strategies, using common language which fosters trust and credibility between team members. The following are some of the benefits of using peer support to address OSI’s in the workplace:


• Peer support is focused on the person. It provides the worker emotional and social support from others who share a common lived experience, the experience may not be specific to the traumatic event, but in relation to the job, emotional pain or mental health challenge that is experienced. It is important for individuals that are suffering from OSI’s to maintain social relationships.

• Peer support can help workers cope with memories of the trauma through the process of sharing stories and learning how to deal with emotions such as anger, shame, guilt or fear.

• Peer support provides a focus on hope and recovery.

• Peer support team members bring credibility of lived experience so they can speak the same language, they understand the organization and how it operates and they know what services are available to the worker within their organization.

• Peer support builds trust with other people, which is important when addressing OSI’s.

• Peer support can help the worker learn how to talk about what is happening to them and support them in seeking help.

Best practice guidelines also encourage a combined model of care, which integrates peer support services and professional mental healthcare. These roles should be strategic and complementary, not redundant, with professional mental healthcare allocated to higher acuity situations and consultation available to management and peer support personnel. Professional mental healthcare and peer support program oversite will be available through the hiring of a consulting psychologist.

The consulting psychologist will review our policy and procedure manual for the Peer Support Program to ensure that it employs best practices and minimizes risk to the Peer Support Team members and to the County. The manual includes direction on the handling of mental health emergencies. The current Peer Support Team Members underwent psychological screening through a written test and assessed by a consulting psychologist through TEMA Conter Trust. It is recommended that in future rounds an interview with a consulting psychologist should occur to further investigate the information in the questionnaire. The employer is not entitled to any of the findings in the questionnaire. In the first selection round this meant that the employee had to self identify any concerns rather than a third party following up and further exploring any areas of concern directly with the proposed team member. The importance of this step is for the safety of the paramedic to ensure that the person taking on the role is not


putting themselves at increased risk of developing an Occupational Mental Illness injury and to ensure their suitability for the program.

Initial training for new current members will consist of 5 days in class covering Individual Crisis Intervention and Group Crisis Intervention from the International Critical Incident Stress Foundation. The training will also include a certificate issued from Frontline Resilience as there is additional content added re: more recent best practice guidelines, strategic response planning, and broadening to support the broad range of OSIs. In 2018 peer support program members will also be expected to attend 2 continuing medical education training days with 3 days being required in each subsequent year. The psychologist will provide the recommendations on training to ensure that they are relevant to the Team member and to the organizational needs.

After receiving an incident notification, the Peer Support Program and/or consulting psychologist will proactively reach out to the involved paramedic (s) to offer mental healthcare. Proactive outreach will be provided for 1) all incident notifications, 2) when requested by a paramedic or employee and 3) other identifiable situations (e.g., extended absences, testifying in an extraordinary legal proceeding, significant investigations, before and during the return to work process, retirement, resignations, and terminations).

Members of the Peer Support Program will follow-up with all paramedics to whom they provided early intervention. The follow-up serves to determine whether additional referrals are needed to address the paramedics mental health needs. Members of the Peer Support Program will be trained on providing referrals and facilitating transfer of care, including compliance with legislative requirements (e.g., Bill 163 requirement for diagnosis from a psychologist or psychiatrist).The consulting psychologist will also be available to members of the Peer Support Program to provide guidance in assistance with referrals and transfer of care. A pre-screened mental health referral list will be established which will include psychologists, psychiatrists and social workers who are experienced in working with paramedics. Having the psychologist assist with the vetting of the list is beneficial when attempting to understand the various professional certifications and the services that they deliver. The list will also include resources for other stressors which paramedics may need support (e.g., financial, legal and family issues). Funding for professional mental healthcare is available through our extended health benefits coverage, Employee Assistance Program, and with approval of the Workplace Insurance and Compensation Board.

An electronic incident notification system will be implemented to ensure the protection of paramedics' confidential mental health information. The data collected through the incident notification system will be stored and monitored by the consulting psychologist with anonymous, summary reports provided to the employer. This part of the program


offers an element that Perth County Paramedics Peer Support Team program has identified as a need in our current program. It allows the coordination of information that is collected by each of the team members, the employer and the employee by having a psychologist review all of the information without compromising patient confidentiality. Currently this information cannot be shared.

Quality Assurance of the Peer Support Program will be provided by the consulting psychologist to help ensure best practice standards are followed, team members operate within their scope of practice and members can seek confidential guidance when required. The team members are performing well under the guidance of their team leader. The team leader is enrolled in Trauma and Suicide Prevention Course at Simon Fraser University through distance learning. They are doing an exceptional job managing the team; however, having a psychologist providing oversite will strengthen the program and provide further confidence to the team and staff in the delivery of care.

Paramedic Services currently has one manager/supervisor and eight paramedics in the peer support program to assist staff at all levels, however, one member is retiring and 2 others have expressed a desire to take a break from the program. The number of staff trained should allow for quick access to a team member when the need arises so the team will be recruiting new members. Peer support program members are compensated for initial and ongoing training and quarterly meetings but responding to calls for assistance is voluntary.

Staff Mental Health Education In June of 2017 Paramedic Services participated in the Road to Mental Readiness program (R2MR) which was offered through the Mental Health Commission of Canada in partnership with Huron County Paramedic Services. The program is developed by clinicians and peers based upon scientific research and best practices aimed to:

• Improve short-term performance and long-term mental health outcomes • Reduce barriers to care and encourage early access to care • Provide skills for leadership to support employees who may be experiencing a

mental illness • Assist leaders in maintaining their mental health as well as promoting positive

mental health in employees

The 4 hour Primary course was offered to all Perth County paramedics at CME in the spring of 2017. The course provides valuable skills, tools and resources specific to:

• Stigma and barriers to care • Healthy coping strategies


• Mental toughness The 8 hour Leadership course was offered to all supervisors and managers in 2017. In addition to topics covered in the employee course, leaders acquire tools and skills specific to:

• Workplace accommodations and return to work • The role of leadership in promoting positive mental health in employees • Ad hoc incident reviews • Early recognition

Timelines for plan implementation are included below:

• Jan/Feb 2018– Peer Support Team member nominations for new members • March 2018 – Peer Support Team member testing and screening • Spring 2018 – Peer Support Team Member training and activation of County

Wide Peer Support Program if approved

Comments

The primary functions of the consulting psychologist would be to:

• review our policy and procedure manual for the Peer Support Program to ensure that it employs best practices and minimizes risk to the Peer Support Team members and to the County.

• provide psychological screening through a written test and interviews for new team members. The importance of this step is for the safety of the paramedic to ensure that the person taking on the role is not putting themselves at increased risk of developing an Occupational Mental Illness injury and to ensure their suitability for the program.

• provide recommendations on training to ensure that they are relevant to the Team member and to the organizational needs.

• proactively support the Peer Support Team when reaching out to the involved paramedic (s) to offer mental healthcare

• be available to members of the Peer Support Program to provide guidance in assistance with referrals and transfer of care to professionals in the community.

• pre-screen mental health referral list to include psychologists, psychiatrists and social workers who are experienced in working with paramedics.

• provide an electronic incident notification system to ensure the protection of paramedics' confidential mental health information. The data collected through


the incident notification system will be stored and monitored by the consulting psychologist with anonymous, summary reports provided to the employer.

• provide Quality Assurance of the Peer Support Program to help ensure best practice standards are followed, team members operate within their scope of practice and members can seek confidential guidance when required.

• provide assessment of new hires for resiliency and suitableness to the profession.

Having a consulting psychologist overseeing the program will strengthen the program and provide further confidence to the team and staff in the delivery of care. The elements above address the identified gaps in our current program. Having professional oversight for a peer support team is a recognized best practice.

Expanding the Program to Perth County Municipal Emergency First Responders

The oversite portion of the program can include the local fire and police services under the paramedic services budget if the group operates as the Perth County Peer Support Team. Each organization would still be able to have their own Peer Support Team but if needed could request support from the other agency’s peer support team since they would all be operating in a common program. Each organization would be required to fund the individual training costs for their own employees associated with salaries.

Provincial Request for Funding

The Ontario Association of Paramedic Chiefs is submitting a letter to the Minister of Health and Minister of Labour requesting that PTSD Prevention Programs be funded for their start-up and ongoing costs. Staff recommend that County Council send a letter to the Minister of Health and Minister of Labour as well requesting that PTSD Prevention Programs be funded for their start-up and ongoing costs. The 2017 Ministry reporting template has a reporting line to identify amounts budgeted for PTSD related costs.

Financial Implications:

A WSIB Actuarial Study is budgeted for 2018. The hours and costs indicated in Chart A and Chart B in 2015, 2016 and 2017 are primarily related to PTSD claims.


Chart “A”: Paramedic Services WSIB Costs 2013 to 2017

Chart “B”: WSIB Hours in Paramedic Services 2006 to Sept 30, 2017

The draft 2018 budget of $60,000 has been prepared as follows:

• Initial testing and evaluation $11,400 • Policy review, Quality Assurance, reporting website and medical oversight

$27,400

2013 2014 2015 2016 2017Employer Associated Costs $7,009 $19,545 $44,911 $95,761 $43,454EMS Employee Costs $19,679 $60,507 $131,979 $290,677 $115,168

$0$50,000

$100,000$150,000$200,000$250,000$300,000$350,000$400,000$450,000

Paramedic Services WSIB Costs 2013 to Nov 2017

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017WSIB - Paid 6.00 31.75 3.00 21.50 8.00 16.50 37.00 42.50 57.50 98.75 25.00 57.75Return to Work - WSIB 1,050 571 134 242 84 92 64 971 1,377 716 468

0

200

400

600

800

1,000

1,200

1,400

1,600

Hour

s

WSIB hours in Paramedic Services 2006 to Sept 30 2017


• Course delivery/continuing medical education $20,200 If implemented, this program will impact future budget years as quarterly training for the team, medical oversight, quality assurance and reporting website will be required. The ongoing annual cost is estimated at $60,000 depending on team attrition, additional members may need to be trained in the future. The ongoing costs will be evaluated each year. $30,000 will be budgeted in each of the benefits and professional development lines in the Paramedic Services budget.

Attachments None


Report to Council

To: Warden and Members of Council Date: Thursday, December 7, 2017 Prepared By: Linda Rockwood, Director Emergency Services Subject: Budget Supplementary Document: Commander of

Education and Clinical Quality – (ES/PS – 2017)

Recommended Action: THAT Perth County Council receives the “Budget Supplementary Document: Commander of Education and Clinical Quality – (ES/PS – 2017)” report; and

THAT Council approve the Commander of Education and Clinical Quality job mandate as attached; and

THAT Council approve the hiring of the full time position effective January 1, 2018.

______________________________________________________________________

Executive Summary: Perth County Paramedic Services has been fortunate to have a .5 to .75 FTE Commander of Education since 2015. 2018 is the year that the position is budgeted to transition to a Full Time designation within the Corporate structure. The position mandate (Appendix A) has been developed and assessed by Barcon Consulting and the position has been placed in grid “I” at the same level as the other Paramedic Services Commanders.

The Commander, Education and Clinical Quality will be the division’s expert on Paramedic education, research and clinical quality and will be responsible for oversight of these program areas.

The Commander will be responsible for providing leadership, direction and oversight for ongoing program activities, including the organization, operation and continuous evolution of the program. They will conduct regular needs assessments and gapping analysis along with attending service- related training, monitor medical outcomes, performance of techniques and quality of clinical service. They will also be accountable


for forecasting, developing, organizing and the delivery of system-wide education programs to Paramedics through the supervision of a core group of Service Instructors.

Through system and program awareness, they will continuously refine short and long term goals to ensure that the program is cost-conscious and outcome driven.

They will also oversee the development and delivery of public awareness and education programs, related to CPR, public access defibrillation and other community safety programs.

Background Information:

It is the municipality’s responsibility to ensure that employees meet the legislative requirements such as the ambulance act, accessibility, Bill 168, Occupational Health and Safety. Municipalities and business alike understand the time and planning required to provide the training and education required to meet the imposed legislative requirements. In 2015 during the budget process the importance of ensuring that paramedic skills meet the standards of care required by the regulations was identified. PCPS had tried many strategies in assessing, teaching and rehabilitating paramedic skills and had some success, but always at the expense of other operational responsibilities. Creating meaningful learning packages takes a significant amount of time and resources, and as such it was recommended that a .5 FTE Education Supervisor be budgeted to provide training for the paramedic services department with the three year budget projection adding .25 in each subsequent year, however, in 2016 the position remained at .5 FTE while a special project FTE position was added to help with the coordination of the new building construction. This was done to flatten budget increases. In 2017 .25 was added to the position and 2018 is the year that the position is projected to become full time. The commander will continue to maintain their skills to be available to respond as an on duty commander in emergency as needed.

It is important to identify that there is a difference between Education and Training, training teaches skills and education teaches the mind to think (Albert Einstein). Organizational culture and behaviour is shaped by attitude, and training and education is a place to support and develop positive attitudes which can lead to increasing efficiency and performance. Training is important in the transfer of information and skills, and maintaining skill competence and knowledge, and building confidence in their skills. Our Commander of Education is well on their way providing exceptional training and education opportunities for our paramedics using our simulation lab, moodle and Camtasia for on line programs. Paramedic Services wants to move from merely training employees to a place where education plays an important role in changing attitudes and getting staff to become a learning organization. ‘Organizations learn only through individuals who learn”.

In business education is highly invested in. Top fortune companies invest in training and development, some is skills based relevant to the job, other programs are linked to individual needs and self-development with the idea being that individuals who learn,


develop a positive attitude because they are valued and supported by their organization. In turn these employees become increasingly engaged in the values and vision of the organization and are far more likely to bring value back into the organization in the form of a positive attitudes, innovative thinking and job satisfaction which equates to positive organizational performance.

Education opportunities expose staff to new ideas, different opinions, current research and generate excitement and motivation around new ideas and energize staff to make change. The time when budgets are stressed and we are looking for new ways to do business is the time to invest in education to allow and encourage staff to seek out new ideas, ways to save money and how to work smarter.

The Commander, Education and Clinical Quality’s own education plan revolves around reaching the adult learner, organizational behavior, change management and the positive impacts of becoming a learning organization. They are uniquely positioned to contribute to the needs of the Corporation and Paramedic Services. Appendix A outlines what the Commander accomplished in 2017. The Commander worked hard to provide quality training opportunities for Paramedics, diversify the on-line education program and promote a culture shift of engagement, internal accountability and self improvement through informal and formal education opportunities. The Commander will continue to lay the foundations for an instructor team including teaching fundamentals of adult education.

Comments: The goal is to engage paramedics in meaningful education to create an environment where learning, skill practice and engagement are the norm. Provide innovative learning and development opportunities as a learning organization.

What is the difference between a person who provides training and a Commander of Education and Clinical Quality? Organizations without dedicated education staff provide required training activities to meet the requirements of the job. It is often a check list to meet compliance. Our Commander is developing a program that goes further, they look at our data, review call audits, and observe real and practice skill performance and then tie the education and training to the needs of the organization. In the past we would provide skill training (e.g. 12 lead application) and then again on a review cycle (often every 2-3 years). Having a dedicated staff person allows the review to occur more frequently but more importantly the Commander was able to identify a drop in use and application of the 12 leads, identify the reasons why they weren’t being applied, and provide further focused education on quantitative and qualitative data. This improved the use rate and quality of application thereby identifying patients that could bypass an Emergency Department and go directly to a specialized Cardiac centre for treatment.

The Commander of Education and Clinical Quality is integral to the strategies identified in the pillar of “Investing in Staff “in the paramedic services strategic plan.


2018 will also be spent further developing the paramedic instructor team, expanding the use of the simulation lab, and leveraging the Education Commander’s knowledge working with Paramedic Services and the corporation to develop frontline leaders. Front line leaders are the people in the organization that are in the unique position to enhance relationships with front line employees and their senior leaders. They are supervisors, managers, instructors, and staff who have influence.

Financial Implications: The financial impact to the 2018 budget is $14,039 resulting from the net difference of the replacement commander starting at level one and an elimination of the back fill by PT commanders at level 5.

Connection to Strategic Plan: Attachments: Appendix A Position Mandate Commander Education and Clinical Quality

Appendix B 2017 Accomplishments


Appendix B 2017 Accomplishments

In addition to working as a front line supervisor (.25 FTE) the commander accomplished the following in 2017.

• Development of Learning Environment

o Developing training program to ensure right skills were conveyed throughout the organization eg. 12 lead acquisition,

o Expansion and refining of in-service training delivery leveraging commanders to ensure efficiency and promote a lead by example model integral to the developing trusting relationships between employees and leaders,

o Recruitment and development of in-service training group comprised of staff to increase capacity of education to deliver meaningful learning opportunities to Paramedics, and to include staff in those initiatives, honouring personal values of those individuals and empowering staff to be a part of the culture of learning,

o Individual learning plans that are co-authored by Paramedics is slow going and requires a cultural shift which is slowly occurring through informal learning processes tied to "skills sheets" and in-service evaluations deployed in 2016,

o Patient Care Bulletin Boards added at stations for articles pertaining to learning opportunities currently being delivered, ties informal learning into the education program and recognizes that most learning in the system will happen informally,

o 90 day regulatory change philosophy adopted by education commander, no new regulatory or standard change will have education delivered any earlier than 90 days from a provincial regulated in force date for retention and applicability for staff,

o Transfer of software technical skills to others in the organization e.g. Moodle and Camtasia training for Paramedics who value training and are interested in education,

o Set up of Paramedic HQ Learning Centre Simulation Rooms

acquisition of furniture and video equipment,

training aids refurbished,

training assets entered into asset management software,


purchasing of simulation aids and mannequins.

• Operations

o Looking for organizational trends

Operative-IQ variance reporting,

Monitoring of new documentation standards, process development for compliance over ride rules in eACR program and incident reports under provincial regulation and reporting requirements,

Monitoring of equipment standards and new equipment that is required for the service under the standards to ensure ordering and compliance for provincial regulation,

o Video creation of processes for teams responsible for their use (e.g. Incident report process mapping, auditing and compliance of documentation, AED inspections and maintenance, stock and inventory management),

o Consultation for new vehicle deployment, orientation packages for staff,

o Health and Safety training modules (e.g. life jacket safety, new vehicle safety systems, PPE donning and doffing, sharps safety, LUCAS use, stretcher operations),

o Four rounds of Continuing Medical Education delivered incorporating on-line pre-course work, 8 classes each round, simulations and coordination with Huron County and Base Hospital,

o Trained and Implemented New Documentation Standards, New StEMI Bypass, Life jacket, Driver training support,

o The Ministry of Health – Emergency Health Services Branch released new standards for patient care with various implementation dates throughout 2016 and 2017. It required education and implementation planning for all members of Paramedic Services, MOH-EHS did not provided any training dollars to the Base Hospitals or Paramedic Services to roll out the new standards.

• Data

o Imedic expertise allowed data mining, data capture and system maintenance,

o Code stat CPR and monitor data quality mining and reporting for staff,

o Key Performance Indicator development, STEMI stats, D50 stats, ACR completion stats, community referral stats,


o Benchmarking initiatives with provincial networks to develop clinical performance guides for education and training of paramedics,

o Operational Pilots (Lucas 2) all of the training data collection and reporting for safety initiatives was conducted by education.

• Orientation/Reorientation

o Skills and Re-education for Paramedics newly integrated into the system or returning after 90 day absence tailored to individual, their needs, comfort levels and learning styles,

o Development of learning style surveys,

o Individual needs assessment done with each returning employee,

o Individual learning plan for each returning employee.

• Return to Work and Modified Work Program

o Engaged interested staff in developing educational packages for paramedics, expanding their understanding of education development.

• Providing educational support in the delivery Courses across the County

o First Aid and CPR Courses for County staff,

o Basic Emergency Management co-instructor,

o IMS co-instructor,

o Field exercise observer.

• Public Automatic Defibrillation (PAD)

o Maintenance of collaborative relationships and partnership agreements in the PAD program,

o Oversees coordinates and maintains all PAD related functions,

o Development and posting for Paramedics interested in maintaining and monitoring PAD facilities and sites,

o Assist public in the purchase of AEDs CPR and AED use for public and employees,


o Reorientations to equipment with facility staff to County AEDs to ensure comfort of use,

o CPR/First Aid training for grade 5 students,

o CPR and AED sessions for Public and employees,

o AED public map development,

o Maintenance of the CAD registry of AEDs, o Training of Paramedic staff to perform inspections, maintenance and

service of AED units to ensure accountability and liability interests of the County are supported as well as to ensure that life saving device is always ready in the event it is required by the public.

• Other

o Collaborative training with neighbouring municipalities,

o Liaison with local medical director through educational councils,

o Liaison with committees and groups, palliative working group, regional stroke group, provincial EMS education and quality groups, situation table, stroke forum working group, and stroke educational group,

o Budgetary Role,

o Business and Continuity Planning Role,

o Succession Planning Role.

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JOB DESCRIPTION

Original Date: Aug 1 2017 Last Updated: Position Title: Commander, Education and Clinical Quality Role Profile: Non Bargaining Management Job Code: Salary Band: Reports To: Deputy Chief, Paramedic Services Division/Section: Paramedic Services Department: Emergency Services

Position Summary:

The Commander, Education and Clinical Quality will be the program’s expert on Paramedic

education, research and clinical quality and will be responsible for oversight of these program

areas.

The Commander will be responsible for providing leadership, direction and oversight for ongoing

program activities, including the organization, operation and continuous evolution of the program.

They will conduct regular needs assessments and gapping analysis along with attending service-

related training, monitor medical outcomes, performance of techniques and quality of clinical

service. They will also be accountable for forecasting, developing, organizing and the delivery of

system-wide education programs to Paramedics through the supervision of a core group of

Service Instructors.

Through system and program awareness, they will continuously refine short and long term goals

to ensure that the program is cost-conscious and outcome driven.

They will also oversee the development and delivery of public awareness and education

programs, related to CPR, public access defibrillation and other community safety programs.

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Major Responsibilities:

LEADERSHIP AND ADMINISTRATION

• Supervises monitors and assigns work to assigned staff; provides leadership to staff on all

aspects of education and clinical quality.

• Ensures the education section’s policies, procedures and objectives are uniformly understood

and properly interpreted, implemented and administered by all assigned staff.

• Through change management initiatives and personal leadership, develops and fosters culture and values which are compatible with the departmental and corporate culture and values.

• Promotes a service-oriented culture and focus within Paramedic Services.

• Develops and empowers staff by giving regular feedback, providing development

opportunities and strategic direction, and encouraging staff’s participation in key decision

making processes, where appropriate.

• Addresses and/or resolves issues escalated from subordinate staff.

• Responsible for performance management of immediate reports.

• Makes staffing decisions for immediate reports.

• Oversees the investigation of and recommendations for innovative strategies to deliver quality

services, including new service development, in the most economical manner.

• Participates in long-range strategic planning for the provision of paramedic services within the

County. • Recommends priorities and core services to the Deputy Chief and other members of the

Paramedic Leadership Team based on regular internal and external environmental

assessments.

• Participates with other members of the Paramedic Leadership Team in the development of

financial forecasts for the entire system covering staffing, productivity, equipment, facilities

and supplies.

• Participates in the development of both short and long term business plans and strategies for

the division.

• Participates in the design, development, implementation and delivery of various HR-related

programs and ensures they are adhered to in accordance with established policy.

• Supports the corporate and departmental education and staff training plan. Provides input

recommendations as training plans are developed.

• Participates in large-scale projects, programs or events which require collaboration with a

variety of internal resources.

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• May assume some or all of the responsibilities of the Deputy Chief, in their absence.

• Other duties as assigned.

EDUCATION

• Develops, designs, coordinates and delivers comprehensive medical and non-medical

training and educational activities, including Continuous Medical Education (CME) remedial

training, regular in service training programs, County training needs, Ministry of Health and

Long-term Care designated training requirements and ad hoc in-service programs as required

for the service. Examples include, but are not limited to, education related to the annual

certification process (CME), in class driver training and health and safety training.

• Supervises Paramedics during any training or educational session.

• Provides expert advice to other commanders and managers in the program as it relates to

medical practice, delegated medical acts and conduct of Paramedics as it relates to the

delivery of patient care and conduct based on the legislation and the BLS/ALS Standards of

Care.

• Works annually with Community Colleges to coordinate and plan for the placement of

Paramedic college students involving coordination of students, orientation of students,

assignment of preceptors and schedule placement. Monitors issues identified by Paramedics

related to student performance and addresses concerns with colleges.

• Monitors outcomes and success of educational sessions, clinical quality programs and

continuing quality improvement programs. Evaluates and monitors participants at post

training intervals to confirm success of training program.

• Develops processes for field-testing new equipment or procedures which may require

coordination with the Base Hospital Medical Director.

• Develops content and curriculum, prepares training manuals, ensuring program content is

consistent with Standard Operating Procedures, Base Hospital protocols and provincial

legislation.

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• Oversees the development of remedial training / educational plans for staff that have been

identified as a result of discipline, investigation or as identified by management. This may

include regular ride-out evaluations with staff to directly observe skills and provide immediate

one to one coaching.

• Negotiates training curriculums with Base Hospital, Ministry of Health and Long Term Care,

external vendors and Program to reach consensus on training schedule, objectives, priorities

and outcomes.

• Represents the Division on committees and working groups related to paramedic education,

research, testing and technology including the Base Hospital Advisory group, corporate

training and other relevant groups.

• Participates in education sessions that maintain knowledge of current pre-hospital care, adult

education and quality management practices.

• Maintains up to date knowledge of trends and developments affecting all training and

education of emergency medical services. Monitors medical advancements (ie journals, web,

Base Hospital communications). Leads in the research, development and evaluation of

medical devices, practices and procedures on behalf of PRPS.

• Identifies research studies which the program can directly participate in based on sound

medical ethics.

• Oversees the development and delivery of public awareness and education programs.

• Monitors larger scale special events and provide guidance and direction to the division’s

present and future strategic plan.

PARAMEDIC RECRUITMENT

• Oversees the coordination of the hiring process for Paramedics by developing selection

criteria and evaluation tools to determine suitability of prospective employees. Coordinates

with Human Resources to ensure compliance with Departmental and Corporate Policies.

• Oversees the facilitation of and development of orientation sessions for new hires.

• Conducts regular evaluations including ride-out / field audits with new hires to directly

observe skills and provide immediate one to one coaching.

QUALITY

• Provides detailed information to management relating to employee performance for the

purpose of conducting performance evaluations. Provides expert advice to management to

create individual development plans for each employee to enhance the capabilities of the

workforce.

• Oversees regular system-wide skills audits and provides analysis and recommendations on

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closing any identified gaps with a goal of continuously raising the minimum standard of

practice.

• Oversees the electronic charting program utilized by paramedics and provides quality checks

on usage and randomized compliance checks with staff. Works with e-charting vendors to

continually improve the software and program usage to ensure charting is within acceptable

requirements to reduce the corporation’s liability.

• Oversees the maintenance of current and accurate records of educational programs including

initial and ongoing staff certification as required by the Program, Ministry of Health & Long

Term Care and the Base Hospital.

• Monitors local Base Hospital activities and provincial legislation changes. Interprets changes

in legislation to forecast implications to existing policies and procedures. Advises on

operational and administrative policies and procedures to ensure effective and efficient

delivery of paramedic services.

EXTERNAL RELATIONS

• Maintains close and efficient working relations with Ministry of Health & Long Term Care,

Base Hospital, Neighboring Paramedics Services, Fire and Police Departments, hospitals,

community colleges and other organizations.

• Facilitates and maintains positive relationships with internal and external stakeholders and

act as the key management representative for paramedic education and clinical quality.

Fosters a co-operative and harmonious team environment amongst all stakeholders. Internal

stakeholders include Divisional and Departmental Senior Management and other county

departments.

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EMERGENCY PLANNING

• Participates in the program’s incident management response and collaborates with divisional emergency management coordinator to provide staff and the public with approved program delivery.

BUDGETING

• Has financial accountability for a section budget relating to training and development

• Responsible for all aspects of Paramedic Education and Public Access Defibrillation section

of the budget, ensuring that all budget expenditures are consistent with the requirements of

meeting operating quality standards.

• Participates in the preparation of the education area budget.

Qualifications:

• University degree and/or College Diploma in a relevant Health Sciences program with a

certificate or designation in Adult Education.

• Current certification as a primary care paramedic (PCP) with a minimum of 5 years’ of full

time working experience. Advanced Care Paramedic (ACP) certification would be an

asset.

• Position requires a minimum 5 years of supervisory experience Paramedic Services

• Familiarity with performance measurement and research methodologies.

• Ability to Supervise, mentor and assign work preferably in a unionized environment

• A minimum of 3 – 5 years’ experience in researching, analyzing, designing and delivering

adult training programs. CPR and First Aid instructor certification would be considered an

asset.

• Must possess Class “F” drivers license and all other qualifications as specified in the

Ambulance Act of Ontario, including a valid CPR certificate.

• High computer literacy including solid working knowledge of all Microsoft Office

applications, social media and learning platforms. (Including I Medic,).

• Client service oriented with an ability to effectively work with staff at all levels.

• Ability to motivate staff and foster a co-operative and harmonious team environment.

Excellent presentation skills and strong, motivating and effective teaching methods.

• Thorough working knowledge of policies, practices and procedures related to Paramedic

Services in Ontario.

• Working knowledge of Quality Assurance theories and techniques including Continuous

Improvement, Root Cause Analysis and Statistical Measurement tools.

• Excellent strategic, analytical, and problem solving abilities combined with demonstrated

judgment, tact and diplomacy skills.

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• Demonstrated planning, analytical and coordination skills with the ability to work

independently on multiple, diverse projects.

• Demonstrated ability to provide professional guidance, expertise and recommendations for

decision-making, delivery of service, quality improvement and operational process

improvements.

Hours of Work: 40 Hours per week, with departmental on call hours


Report to Council

To: Warden and Members of Council Date: Thursday, December 7, 2017 Prepared By: Linda Rockwood, Director Emergency Services Subject: Supplementary Budget Information – (ES/PS – 2017)

Recommended Action: THAT Perth County Council receives the “Paramedic Services Supplementary Budget Information – ES/PS, 2017” report.

Executive Summary: The goal of Perth County Paramedic Services is to provide high quality and effective paramedic services and emergency transportation.

In providing this service, along with the corporate vision statement, Perth County Paramedic Services uses as its core values:

a. Create culture of excellence, education and safety b. Demonstrating value for dollars spent c. Retaining a highly skilled, progressive, experienced workforce d. Sustainability.

In 2018 we will continue to focus on wellness and resiliency in the prevention of PTSD and providing professional oversite for our Peer Support Team, participation in the corporate strategic planning process and compiling evidence in preparation for the Ministry Paramedic Services Review. Perth County Paramedic Services places high value on creating a culture of safety in the delivery of its services in addition to working towards the goal of engaging paramedics in meaningful education to create an environment where learning, skill practice and engagement is the norm.


Background Information:

The following provides further background on some of the items identified in the 2018 Paramedic Services Budget

1. Salaries a. Union

i. Bill 148 Impact on Paramedic Services 1. Public Holiday Pay ($140,284), new legislation only requires

the employee to work 2 shifts in the previous 2 weeks prior to the holiday to be eligible for the full day pay; previously it was prorated to the number of hours worked in the previous 4 weeks.

2. Part Time Emergency Leave Pay ($55,738), new legislation requires employer to give 2 paid sick days annually; Perth County Paramedics currently receive benefits in lieu for sick time.

3. Part Time Vacation Pay ($14,684), new legislation requires 6% in lieu of benefits for employees with over 5 years of services, Perth County Paramedics currently receive 4%.

ii. Salary Increase 1. 1.25% 2018 Collective bargaining increase $75,263

b. Non- Union i. Cost of .25 Educator Commander ($14,039) is the net difference

between the current position and replacing it with a Step 1 Supervisor,

ii. CPI 1.46% ($16,359), iii. Market Salary Increase ($75,961).

2. Professional Development a. Practice Supplies ($4,000)

We are currently using expired service supplies for training and practice where practical and regular supplies that don’t have expiry dates. With the inclusion of an Education Commander it is appropriate to identify supplies that are being used for training and those that are being used for patients.

b. Driver Training The Commander (certified driving instructor) who delivers our driver training program has indicated that they are considering retirement within the next 5 years. Succession planning has begun by training two paramedics who are currently Acting Commanders to assist


with the delivery of the in-house paramedic driver training program. They have shown commitment to the Acting Commander position, to the driver training program and to the County. There are two options for certification, a 16 class course offered at Humber ($3,000 per person) or collaborating with Grey County ($1500 per person) in a 3 day program consisting of 10 hours of theoretical, 8 hours hands on and 4 hours of examination and assessment of their skills. The program consists of 4 independent components Teaching Theory and Coaching, Hands on Learning Techniques, Reverse Narration and Assessment, Prevention and Intervention. Staff will work with Grey County to have them included in the most cost effective option. Through experience the most effective way to deliver the program to paramedics is to set up the course at the Stratford PW parking lot in the off season. PT paramedics staff one ambulance for 8 hours to cover while on duty staff run through the driver training course. It is more efficient to have two staff managing the program than one. Instructors are responsible for training all staff in addition to follow up with staff involved in Motor Vehicle Collisions.

c. First Responders Trauma Prevention and Recovery Certificate: Two staff members (one management and one paramedic) are currently enrolled in the on-line Simon Fraser University Program that explores how trauma in the workplace impacts mental health, and provides them with tools and techniques to better prepare and support themselves and others in the face of trauma. There are 10 modules in the program. The two people registered in the program are key staff involved in support for PTSD and mental health in Paramedic Services. The paramedic enrolled is the leader of the Peer Support Team and the Management individual is the key resource for the management team and someone that all paramedic staff regularly turn to for support. Providing them with additional education gives them confidence in their day to day responsibilities in the organization.


d. Masters in Adult Education with a Focus on Educational Leadership

The experience and knowledge gained from the Master’s Program is being felt throughout the organization. The assignments and research papers are all applicable to our workplace and the information is regularly shared. Organizational culture and behaviour is shaped by attitude, and training and education is a place to support and develop positive attitudes which can lead to increasing efficiency and performance. Training is important in the transfer of information and skills, and maintaining skill competence and knowledge, and building confidence in their skills. Paramedic Services wants to move from merely training employees to a place where education plays an important role in changing attitudes and getting staff to become a learning organization. ‘Organizations learn only through individuals who learn”.

In business education is highly invested in. Top fortune companies invest in training and development, some is skills based relevant to the job, other programs are linked to individual needs and self-development with the idea being that individuals who learn, develop a positive attitude because they are valued and supported by their organization. In turn these employees become increasingly engaged in the values and vision of the organization and are far more likely to bring value back into the organization in the form of a positive attitudes, innovative thinking and job satisfaction which equates to positive organizational performance.

Education opportunities expose staff to new ideas, different opinions, current research and generate excitement and motivation around new ideas and energize staff to make change. The time when budgets are stressed and we are looking for new ways to do business is the time to invest in education to allow and encourage staff to seek out new ideas, ways to save money and how to work smarter. It will be important to include the leveraging of the Education Commander’s knowledge in the development of our incoming Paramedic Services Commanders along with the corporation to develop frontline leaders. Front line leaders are the people in the organization that are in the unique position to enhance relationships with front line employees and their senior leaders. They are


supervisors, managers, instructors, and staff who have influence (Ahmed et al., 2010; Alban-Metcalfe & Alimo-Metcalfe, 2010; Phillips et al., 2016; VanVactor, 2012) The Commander is applying what they have learned to reaching the adult learner, organizational behavior, change management and the positive impacts of becoming a learning organization. The skills that they have developed can be applied throughout the organization not just paramedic services such as how to roll out education in a meaningful way, not just getting it done, offer multiple learning methodologies to reach various learning types, or diversify the on-line education program by creating videos. Most importantly our goal is to develop and promote a culture shift of engagement, internal accountability and self-improvement through informal and formal education opportunities and engage paramedics in meaningful education to create an environment where learning, skill practice and engagement are the norm. The Commander will have the knowledge and credibility to develop the foundations for an instructor team including teaching fundamentals of adult education. What is the difference between a person who provides training and someone with a higher level of educational understanding? Organizations without dedicated education staff provide required training activities to meet the requirements of the job which is often a check list to meet compliance. Our Commander is developing a program that goes further, they look at our data, review call audits, and observe real and practice skill performance and then tie the education and training to the needs of the organization. In the past we would provide skill training (eg 12 lead application) and then again on a review cycle (often every 2-3 years). Understanding the processes of learning, behavior, and analysis is allowing the commander to identify and provide new learning strategies to accomplish what is needed. This improved the use rate and quality of application thereby identifying patients that could bypass an ED and go directly to a Catheter Lab for treatment.

e. Paramedic Leadership Certificate Program The Paramedic Leadership program is a certification program that is offered by Conestoga College. The goal is to develop Paramedic leadership skills and knowledge to become our future Paramedic Commanders. The Ontario Association of Paramedic Chiefs


identified a lack of qualified individuals across the province to take on the leadership roles as senior paramedic services managers retire. Perth County Paramedic Services is expected to have difficulty competing with larger paramedic services for the experienced paramedic leaders because of its size and lower remuneration scales for management positions. It is hoped that our reputation in the paramedic world would help to attract new leaders. Having good leaders is important, investing in our own staff shows commitment to the organization, our employees, and provide people the opportunity to grow. Our aim is to provide education to our staff that is committed to and have roots in our organization and in our community with the goal that they will take on the challenge of become a leader in our organization. Two thirds of the management team are expected to retire within the next 5 years.

f. Virtual Reality SIM Course for Multi Casualty Incident (MCI) Training

Paramedic Services are challenged trying to provide training for multi-casualty incidents. All paramedics in our service have received education on MCIs. The challenge is giving every paramedic the opportunity to take on the role of incident commander and to provide the experience of a real MCI without all of the time consuming organizing and planning of a real exercise. The Virtual Reality Course provides an environment where learning can take place and each paramedic can take on the role of an incident commander.


Comments: The information contained within the report is intended to provide Council with additional information not contained in the FMW software budget report. The two charts below compare Perth County to like municipalities. The information is from a larger chart listing all ambulance providers across Ontario. When comparing per capita costs it is important to compare municipalities with similar populations or similar budgets. For example two municipalities could have a budget of 10 million dollars. The cost per capita is impacted by the population; the municipality with a population of 76,000 would have a cost per capita of $131.59 whereas a municipality of 300,000 would have a cost per capita of $33.33. The second one looks cost effective, but doesn’t answer whether the resources are sufficient to meet the population needs.

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$20.00

$40.00

$60.00

$80.00

$100.00

$120.00

$140.00

$160.00

Paramedic Services Provincial Funding Per Capita 2016 (population range 50,000 to 100,000)


Source: https://www.ontario.ca/page/public-accounts-2016-17-volume-3

Transition of Emergency Management Division to Paramedic Services

Transitioning the Emergency Management division directly into the Paramedic Services budget will save the County $82,736. Paramedic Services is the only Emergency Service that responds and provides service to all municipalities in the County of Perth. The CEMC works with the four LTM municipalities to ensure compliance to the legislation governing emergency management. All municipalities in the geographic County benefit from the spill-over of what the CEMC delivers to the partners in the shared services agreement such as public education, training events, interoperability, expertise, emergency notification systems (eg. 511, email activation lists). The CEMC works on behalf of the emergency preparation of all citizens in Perth County. Council is asked to consider transitioning the CEMC directly into the Perth County Paramedic Services Organization chart. The position is currently rated at the same level as the Paramedic Commanders. The CEMC would also take on the Emergency Planning for the Paramedic Services division.

Regulatory Compliance and Work Reintegration Commander

The proposed organization chart that Council has previously reviewed shows a change in title for the Quality Assurance (QA) Supervisor to Regulatory Compliance and Work

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$20.00

$40.00

$60.00

$80.00

$100.00

$120.00

Paramedic Services Provincial Funding per Capita 2016 (funding range 4.8 to 5.9 million)

https://www.ontario.ca/page/public-accounts-2016-17-volume-3


Reintegration Commander. The title is representative of changes occurring in the industry and is reflective of the work that the Commander is currently doing. The original job description identified that the commander was responsible for Public Access Defibrillation program, this function was transferred to an operational commander as one of their additional responsibilities to enable the QA Commander to take on work reintegration functions. Work reintegration is an area that has escalated in recent years and requires dedicated resources as part of our management of WSIB, STD and LTD claims. The Commander provides the link between the employees, Return to Work Committee, WSIB, Human Resources, Union, Short Term and Long Term disability insurance providers, physiotherapists, return to work specialists and Paramedic Services Leadership team. The charts below show the number of hours that have impacted our resources since 2006. Managing work reintegration effectively helps to reduce employer costs, returns employees to work sooner, prevent WSIB fines and help claims to be processed properly to reduce employee economic loss.

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017Return to Work Program 96 569 0 973 462 108 3 138 802 185 35Return to Work - WSIB 1,050 571 134 242 84 92 64 971 1,377 716 468Return to Work - Short Term 1,442 1,253 80 482 85 0 423 418 303 136 438Return to Work - Maternity 420 478 101 0 189 485 778 241 428 311 789Return to Work - Long Term 282 468 0 0 0 0 0 0 112 277 397

0500

1,0001,5002,0002,5003,0003,5004,000

Perth County Paramedic Services RTW Hours 2006 to Sept 2017


2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017WSIB - Paid 6.00 31.75 3.00 21.50 8.00 16.50 37.00 42.50 57.50 98.75 25.00 57.75Return to Work - WSIB 1,050 571 134 242 84 92 64 971 1,377 716 468

0200400600800

1,0001,2001,4001,600

Hour

s WSIB hours in Paramedic Services

2006 to Sept 30 2017

2013 2014 2015 2016 2017Employer Associated Costs $7,009 $19,545 $44,911 $95,761 $43,454EMS Employee Costs $19,679 $60,507 $131,979 $290,677 $115,168

$0$50,000

$100,000$150,000$200,000$250,000$300,000$350,000$400,000$450,000

Paramedics Services WSIB Costs 2013 to Nov 2017

RevenueConditional Grants ‐ Provincial4060 $5,681,715 $5,668,322 $5,852,223 $170,508 (3.0%) 183,901 (3.24%) $6,172,951 $6,273,206Other Municipal ‐ City of Stratford4080 $2,658,684 $2,607,113 $2,785,085 $126,401 (4.8%) 177,972 (6.83%) $2,701,844 $2,694,562Other Municipal ‐ Town of St. Marys4090 $548,827 $538,182 $563,334 $14,507 (2.6%) 25,152 (4.67%) $543,940 $536,974Other Income4140 $3,500 $7,536 $7,500 $4,000 (114.3%) (36) 0.48% $3,500 $3,500Transfer from Reserve ‐ EMS Medical Equi4720 $0 $0 $20,000 $20,000 0.0% 20,000 0.00% $0 $0 Medical Equipment reserve funding the purchase of Coats in

2018

Subtotal Revenue : $8,892,726 $8,821,153 $9,228,142 $335,416 406,989 $9,422,235 $9,508,2423.77% 2.10% 0.90% Medical Equipment reserve funding the purchase of Coats in 2018

ExpensesSalaries5000 $7,187,433 $7,052,047 $7,392,732 $205,299 2.9% 340,685 4.83% $7,528,721 $7,649,211 1.25% paramedic wage increaseCPP Expense5010 $227,061 $240,299 $233,252 $6,191 2.7% (7,047) (2.93%) $254,873 $270,617EI Expense5020 $110,982 $113,140 $117,247 $6,265 5.6% 4,107 3.63% $118,430 $119,976EHT Expense5030 $140,149 $136,968 $144,153 $4,004 2.9% 7,185 5.25% $146,816 $149,156OMERS5040 $637,529 $662,340 $687,822 $50,293 7.9% 25,482 3.85% $704,886 $718,256 Ratio of PT Paramedics entitled to OMERS have increased

over previous estimates

WSIB5050 $100,000 $160,573 $125,000 $25,000 25.0% (35,573) (22.15%) $125,000 $125,000 Increase WSIB based on recent past history of claims within PS division

Health Benefits5060 $540,244 $526,749 $593,677 $53,433 9.9% 66,928 12.71% $595,723 $596,720Courier5140 $600 $259 $600 $0 0.0% 341 131.66% $600 $600Insurance5150 $40,168 $40,168 $40,561 $393 1.0% 393 0.98% $42,183 $43,870Insurance Claims5160 $7,600 $188 $7,600 $0 0.0% 7,412 3,942.55% $7,600 $7,600Internet Expense5170 $12,250 $12,093 $12,250 $0 0.0% 157 1.30% $13,500 $13,500Legal5190 $20,000 $12,907 $40,000 $20,000 100.0% 27,093 209.91% $20,000 $20,000 Increased legal costs associated with WSIB, Long Term

Claims, Collective Bargaining (contract expires Dec 31 2018)

Meal Allowance5200 $4,000 $5,481 $4,000 $0 0.0% (1,481) (27.02%) $4,080 $4,080Memberships5210 $3,232 $2,130 $3,232 $0 0.0% 1,102 51.74% $3,297 $3,297 Canadian Chiefs of Canada ($800), Ontario Association of

Paramedic Chiefs ($1825), Ontario Municipal Management Institute ($132), Designated Officer ($65), Hazardous Waste Information Network ($75), Infection and Prevention Control Canada ($205)

Mileage5220 $4,000 $2,699 $4,000 $0 0.0% 1,301 48.20% $4,080 $4,080Office Supplies5250 $6,500 $8,256 $6,500 $0 0.0% (1,756) (21.27%) $6,630 $6,630Photocopying5260 $3,321 $3,944 $3,321 $0 0.0% (623) (15.80%) $3,321 $3,321Postage5270 $1,000 $744 $1,000 $0 0.0% 256 34.41% $1,020 $1,020Professional Development5280 $49,500 $36,885 $81,875 $32,375 65.4% 44,990 121.97% $58,100 $58,100 OAPC Education Workshop (Chief, Deputy Chief and HR

Manager), (3X$1,100); OAPC Fall Conference (4 X $1100); OAPC Paramedic Awards ($600); Peer Support Team Training ($30,000); Infection Control Workshop $1000; iMedic Workshop and Conference (2 X $1,005); First Aid/CPR Instructor Certification ($600); Paramedic Leadership Certificate Program (10 classes x 5 people $3300); Masters of Education ($4500); Virtual Reality Simulation Course for MCI Training ($9,000), North Bay Vehicle and Training Symposium ($800), Workshops ($5,000), Simon Fraser: First Responders Trauma and Prevention and Recovery Certificate ($4,800); SIM ONe Course (5 X $495); Practice Supplies ($4,000); Driver Training Certification (2 X $3,000).

Rent5290 $0 $0 $9,000 $9,000 0.0% 9,000 0.00% $13,500 $13,770

2017

Budget

2017

ActualsProjected

2018

Budget

2017‐2018

Budget toBudget $

2017‐2018

Budget toBudget %

2017-2018

Actuals toBudget $

2017-2018

Actuals toBudget %

2019

Budget

2020

Budget

Budget Comments

County of Perth52 PARAMEDIC SERVICES2018 OPERATING BUDGET


Subscriptions5310 $260 $230 $260 $0 0.0% 30 13.04% $260 $260Telecommunications5320 $7,888 $7,591 $7,888 $0 0.0% 297 3.91% $7,888 $7,888Telephone5330 $4,500 $5,276 $4,500 $0 0.0% (776) (14.71%) $4,500 $4,500Interdepartmental Charges ‐ Overhead5402 $864,565 $784,108 $1,001,940 $137,375 15.9% 217,832 27.78% $1,086,850 $1,115,656Interdepartmental Charges ‐ Rent5404 $747,000 $747,000 $787,000 $40,000 5.4% 40,000 5.35% $787,000 $787,000Interdepartmental Charges ‐ Fleet5406 $565,000 $565,000 $565,000 $0 0.0% 0 0.00% $565,000 $565,000Bedding Supplies6090 $4,000 $3,927 $4,000 $0 0.0% 73 1.86% $4,000 $4,000Building Supplies6120 $4,000 $3,753 $4,000 $0 0.0% 247 6.58% $4,000 $4,000Protective Equipment6150 $41,500 $41,141 $46,500 $5,000 12.0% 5,359 13.03% $36,500 $36,500 replacement of jacket liners and purchase raincoatsPharmaceuticals6180 $17,000 $18,818 $17,000 $0 0.0% (1,818) (9.66%) $17,350 $17,350 based on 2017 use, addition of medical supplies associated

with new BLS ptient care standards implemented December 2017

Equipment Maintenance6210 $46,420 $51,158 $46,420 $0 0.0% (4,738) (9.26%) $47,320 $47,320 Defibs ($20,800) and LUCAS ($12,800); Ferno Stretchers( $9,000); porticount calibration ($1300); Oxygen calibration and maintenance ($2500). Stretchers being maintained by Ferno, which extends the life of stretchers and results in savings in capital replacement costs.

Laundry6390 $18,000 $17,963 $18,000 $0 0.0% 37 0.21% $18,000 $18,000 reflective of actualsMedical Documentation6420 $1,850 $1,131 $1,850 $0 0.0% 719 63.57% $1,850 $1,850 medical notes, criminal record checksMedical Supplies6440 $90,500 $114,296 $100,500 $10,000 11.0% (13,796) (12.07%) $102,300 $102,300 includes Oxygen, addition tied to changes in new BLS

standards ewffective Dec 2017

Public Relations6580 $5,850 $13,676 $3,350 ($2,500) (42.7%) (10,326) (75.50%) $2,400 $2,400 celebration of life ceremony, Paramedic Services Week events, Bereavement Donations, Education materials, Tent and banners

Technology Services6740 $74,158 $59,037 $84,158 $10,000 13.5% 25,121 42.55% $85,658 $85,658 Includes ongoing cost for FATPOT contract for Fleetmatic; Real Time View addition, allows supervisors to see current and pending calls on dispatchers screen, allows supervisors to manage ambulance deployment ($8,175); JBS Time Manager scheduling software annual support ($420); Compliance Suite Annual Support ($620); Annual Operative IQ ($4,200); General Maintenance and repair ($8,000). Implementation of 511 real time mapping into Emergency Services Fleet.

Subtotal Expenses : $11,588,060 $11,451,975 $12,200,188 $612,128 748,213 $12,423,236 $12,608,4865.28% 1.83% 1.49% 1.25% paramedic wage increase

Net Levy Requirement $2,695,334 $2,630,822 $2,972,046 $276,712 341,224 $3,001,001 $3,100,24410.27% 0.97% 3.31%

2017

Budget

2017

ActualsProjected

2018

Budget

2017‐2018

Budget toBudget $

2017‐2018

Budget toBudget %

2017-2018

Actuals toBudget $

2017-2018

Actuals toBudget %

2019

Budget

2020

Budget

Budget Comments

County of Perth52 PARAMEDIC SERVICES2018 OPERATING BUDGET


COUNTY OF PERTH Emergency Services Department

Emergency Management Division

2018 - 2020 Business Plan December 2017

Emergency Management Business Plan 2018-2020


Table of Contents

31TPreamble31T ................................................................................................. 1

31TService Strategy31T ...................................................................................... 1

31TKey Customers and Partners31T .................................................................. 3

31TCore Businesses/Services 31T ....................................................................... 3

31TLegislated Standards31T ............................................................................... 6

31TProgram Maps31T ......................................................................................... 8

31TKey Linkages with Strategic Plan31T ............................................................ 8

31TAchievements of 2017 Program31T ............................................................ 10

31TMajor Initiatives for 2018, 2018, 201931T .................................................... 17

31TProgram Delivery Plan31T .......................................................................... 22

31THow will the program be delivered and at what level? 31T ........................ 22

31TWhat changes will impact program delivery in the future?31T ................. 22

31TFinancial Allocation/Deployment Plan31T ................................................. 222

31TFTE Variances31T ...................................................................................... 23

31TTraining and Development31T .................................................................... 23

31TComments:31T ............................................................................................ 24

Emergency Management Division Business Plan 2017-2019 1

Business Plan 2018-2020 Emergency Management Division

December 2017

Preamble

The centrally-coordinated Emergency Management program between the County and its Member Municipalities has been in place since 2005. The development and maintenance of this dynamic, comprehensive and robust program ensures a more disaster-resilient community. It also reduces the time and resources that the member municipalities need to devote to program maintenance. Our comprehensive emergency management program (prevention, mitigation, preparedness, response and recovery) encourages response and support organizations, individuals, families, business and non-profit organizations all to work towards our goal of Together We’re Ready.

Service Strategy

As legislated, to develop and maintain a unified Emergency Management Program and ensure legislative compliance for the County of Perth and its four member municipalities as per the Hazard Identification and Risk Assessment. This involves providing advice, liaising and coordinating Emergency Management operations during normal operations, and during an emergency event to ensure an effective and efficient response and recovery. The program review undertaken in 2015-16 demonstrated that a shift in emphasis was needed, away from a complex legislation-based plan driven program to a risk-driven simplified approach emphasizing gap analysis, public education, training, and relationship building. The “Changing Face of Emergency Management” places more expectations on responders and partner agencies, requiring a rethinking of traditional approaches. The foundation to being prepared for major disasters is to have a robust, objective-driven response program. Additionally, it has involved an examination of risks with a view to prevention and mitigation, as well as response capabilities to those priority risks. The year of 2017 presented a wide range of challenges as we worked towards a shared service agreement. Legal opinions have confirmed that the legislation requires that each municipality have an emergency management program, led by a bonafide employee, to meet the legislated requirements. Late in the year, the Province indicated that components of our unified program do not comply with the legislation.


The Office of the Fire Marshal and Emergency Management (OFMEM) have determined that components such as risk identification, critical infrastructure and public education must be done for each municipality individually. This will require some rethinking, unbundling, and rationalization of parts of the unified approach to ensure provincial compliance. This will take time and effort, not just from the emergency coordinator, but also municipal and county stakeholders. In December, a number of announcements confirmed what had been anticipated in our business plans over the last two years. Ontario has fallen behind in emergency management best practices. This was exposed in the Elliot Lake Mall Collapse Inquiry and recommendations centred on inefficient and disjointed response. Change has been very slow in coming but is now imminent. A December 1, 2017 media release unveiled Ontario’s new emergency management action plan, based on an external review of emergency management in the province, delivered in August 2017. The provincial auditor general’s report that followed a few days later on December 6, echoed many of the conclusions of the review. It revealed the province is unprepared for major emergencies and the support to, and enforcement of municipal programs is lacking. Here is some of what the auditor general said: “The Provincial Emergency Management Office (EMO) and the selected ministries need to improve their policies and procedures to ensure that fully effective emergency management programs would be able to respond quickly if needed to protect the public and sustain provincial and municipal operations. We noted that emergency management in Ontario has been negatively impacted by the placement of EMO within a ministry with its own priorities, and by high turnover in leadership positions. We also noted that there has been a lack of province-wide oversight by the Cabinet Committee on Emergency Management. EMO needs to better co-ordinate the provincial emergency management program by providing tools and resources to ministries and municipalities. EMO and the ministries also did not have effective processes to measure, evaluate and publicly report on the emergency management program’s objectives. In addition, we found that emergency management operations at EMO and the ministries, including the disaster financial assistance programs, are not always carried out with due regard for economy and efficiency. The report contains 14 recommendations with 39 action items.”

These reports and recommendations have the potential to impact the service delivery model that the County has been using. Joint program committee meetings, exercises, and training will probably need to be done individually, as we have done in 2017.

We can expect much more enforcement of the act and regulations, with validation and enforcement already increasing. Even on the courses that we offer, there is a movement to stricter adherence to provincial curriculum and training standards. The legislative responsibility for compliance rests with the individual municipality.


While the county will continue to collaborate, communicate, and coordinate, the participation of municipal decision makers is essential to having an effective and compliant emergency management program.

2018 will focus on a review of the vast number of documents and support materials with an effort to make things easier and more focused. Components of the program will also need to be reviewed in terms of the impact of program modernization, strengthened enforcement and legislated changes.FM Section 3.04

Key Customers

Citizens of Perth County County and Member Municipality Councils Local Business, Agricultural, and Industrial Organizations

Key Partners

Emergency Response Agencies All County Departments and Services All Member Municipality Departments Perth District Health Unit and Hospitals Working Groups and Committees Office of the Fire Marshal and Emergency Management Neighbouring Counties, Municipalities and Regions Provincial Ministries and Federal Agencies Non-Governmental Support Agencies


The Emergency Management Program provides a comprehensive service to the community by preventing, mitigating, preparing for, responding to, and recovering from a major emergency. While many of these services are delivered during regular business hours, some activities are provided on a “best effort” model evenings and weekends. The goal of this program to make the communities within the County disaster resilient with specific objectives addressing the core functions of:

Risk Monitoring – Monitoring weather and major road closures is one of the core functions, while also being alert for other situations that may provide risk to the communities of Perth County.


Notifications and Public Information – Use email, Twitter, Municipal 511 and Facebook to inform, educate and notify responders, partner agencies, the media and the public. This includes developing and assisting with escalation procedures, providing appropriate warning messages, as well media/public messaging including preparedness measures.

Gap Analysis – Reviewing processes, procedures and protocols, especially for high risk issues to advocate for integrated and unified preparedness and response programs. Reviewing gaps in response capabilities and recommending alternate sources of support is a component of this process.

Emergency Response - Provide support to Incident Commanders, Responders, Emergency Control Groups and Emergency Operations Centres as required in the event/or threat of an emergency.

On Call Response – Monitor risks, road closures, and major incidents in order to provide appropriate notifications, escalations, and assistance outside of normal business hours (best effort model).

Radio, Mapping and Data Interoperability - Assist with County Interoperability Project that facilitates the effective sharing of information and common radio frequencies. Offer Subject Matter Expertise to the fire departments including Stratford Fire computerized dispatch system upgrade. Work with Geographic Information Systems User Group to ensure mapping capabilities that will assist emergency response agencies.

Municipal 511 System - Act as system administrator for the Municipal 511 system for mapping and road closure notifications. Develop as a common operating picture platform for emergencies and winter storms.

Regional Training Services - Provide OFMEM courses on emergency management and incident management system as well as related seminars and workshops. Provide professional development for responders, municipal officials, and support agencies. Explore seminars of interest to the general public (Severe Weather, CANWARN, etc.). Bring in instructors and speakers as required and feasible (in consultation with member municipality and partner agencies identified needs) .

Member Municipality Support - Coach, support and educate municipal staff in developing the knowledge, skills and abilities to effectively support emergency management activities within their communities.

Spill Response and Hazardous Materials – Bring together organizations who have a vested interest in spill response, patient decontamination, and Hazardous Materials response to have coordinated procedures and the necessary protocols in place.


Partner and Other County/Municipality Support -- Provision of emergency management support during routine and emergency situations as a result of a wide range of Memorandum of Understanding, Partnership Agreements and Mutual Aid Relationships.

Program Administration -- Develop, implement and maintain a centrally

coordinated and comprehensive Emergency Management program in compliance with the Emergency Management and Civil Protection Act (and Regulations); and in accordance with the Hazard Identification and Risk Assessment for the County of Perth and its four Member Municipalities. Addressing the requirements to prevent, mitigate, prepare, respond to and recover from the identified hazards.

Uniform Emergency Plan Template - Develop, implement and maintain the Perth County and Member Municipalities’ Emergency Management Plan template.

Critical Infrastructure – Refine and update comprehensive Critical

Infrastructure directory based on provincial guidelines. Risk-Based Public Education - Initiatives to promote community awareness

and confidence, and to create a disaster-resilient community.

Emergency Control Group Training & Exercises - Coordinate and deliver annual compulsory training of the Emergency Control Group members, support staff, and emergency responders. Annually conduct planned exercises involving Emergency Control Group members, support staff, and volunteer agencies to evaluate the effectiveness of the Emergency Management plans and programs.

Liaison and Interoperability - Coordinate multi-agency and multi-governmental events to work together as a committee to oversee the development of the Emergency Management programs; and to coordinate these agencies during an emergency.

Budget and Strategic Planning - Develop an Emergency Management work plan; and establish and manage the Emergency Management operating budget.

Non-Core Businesses/Services/Activities Outreach and Networking - Participate in provincial working groups and

industry associations. Sector Co-Chair for Ontario Fire Marshal Emergency Management Bruce

Sector and member of the Provincial Emergency Management Coordinating Committee.


Mentor Emergency Management University and College Students and new emergency management professionals.

COOP - Help to facilitate the County’s Corporate Continuity of Operations Program.

Communications - Participate in County Communications Initiatives. Building Emergency Procedures - Assist Facilities with Courthouse emergency

procedures.


Emergency Management and Civil Protection Act and Regulations The Minister of Community Safety and Correctional Services ordered a comprehensive external review of the province’s emergency management systems. This will build on lessons learned from the Elliot Lake Mall Collapse and the 2013 Ice Storm. This review has been presented to government officials and the results announced in early 2018. However, this review is already sparking many activities at the provincial level that are already impacting municipalities. In the summer, OFMEM issued a Municipal Compliance Guide for legislation and standards. The guide was a legal interpretation outlining the intent of the legislation. There has always been subjectivity on how to comply, but it was never really communicated in writing, nor enforced. This has now changed. There are clear indications are that this review will include strengthening enforcement of the legislation and standards for ministries and municipalities. The 2017 compliance documentation has become 17 pages online for each municipality with attachments required in addition. In 2012, it was a single page checklist with no confirming documentation. In October, the OFMEM Sector Officer reviewed the joint Hazard Identification and Risk Analysis (HIRA) and deemed it non-compliant. The Sector Officer also indicated that all other documentation compiled jointly, must be developed individually for all five municipalities. This interpretation of the legislation has the potential to require five times the time and effort for some of the major program components, In November, senior officials in Toronto confirmed as well that the CEMC must be a bonafide employee of the municipality. We were advised that “the legislation is the legislation”, and unfortunately this requirement is clearly stated.


Perth County is rather unique having a single primary CEMC, only Dufferin County has a program structured similarly to ours. Counties with emergency management coordinators provide varying level of services to the member municipalities. In most cases, member municipalities retain individual control over their own programs and have primary CEMCs. The County CEMCs provide the level of service negotiated between the parties. It is evident that Ontario will be fast-tracking changes to the provincial act and standards. Hopefully, that will be done in a consultative and participative fashion. If not, our expectation is that any modernized approach will continue to emphasize the municipal aspects of the responsibilities. We would also anticipate more standards-based legislation, focused on benchmarks from other provinces and jurisdictions. These changes have the potential to impact the service delivery model that we have been using over the years.


Program Maps

UPrevention/Mitigation UPreparedness UResponse URecovery

Risk Analysis, Surveillance and

Monitoring

Training and Implementing Best Practices

Support for Incident

Command

Reception Centre

Planning

Public Education Displays &

Events

Exercises and Evaluation – Continuous

Improvement

Alerting/Notification/ Activation Procedures

Resident and Community

Support

Mitigation efforts Partnerships and

Information Exchange

Communications Planning

Disaster Recovery (IT)

Media Relations

Development/ Maintenance Risk-Based

Response Plans Interoperability

Continuity of Operations

Social Media

Mutual Assistance

Agreements Public

Communications

Debriefing, After-Action,

Reporting and Follow-Up

Mapping Gap and

Response Capability Analysis

Incident Management System

Cost Recovery and Upper Level

Financial Assistance


This business plan supports Strategic Goal #1 - Ensure residents are being served by an efficient, cohesive, accessible and comprehensive service delivery model.

This program is a real example of promoting a Collaborative Approaches and Partnerships Goals and Objectives. It also ensures residents are being served by an efficient, cohesive, accessible and comprehensive service delivery model.

One of the strategic objectives is the investment in and support of community infrastructure, including Paramedic, Fire, Health and other services that reflect our rate of growth and rural nature.

This partnership allows us to cross-utilize facilities and resources, including the new


Paramedic Headquarters station training facility and emergency operations centre.

It also supports Action Item 10 – Develop a Stratford-Perth Regional Interoperability Program so that members of partner emergency response agencies have the ability to share data and information, on demand, in real time, when needed, and as authorized; by addressing the key elements of governance, standard operating procedures/guidelines, technology, training and exercises, and usage.(added October 4, 2012)


Achievements of the 2017 Program

Achievements of the 2017 Program

Complete Comments

Emergency Management Program Review

100% • Consulted with Member Municipalities and partner agencies to confirm program objectives and priorities.

• Assessed process of CEMC sharing and shared services agreement.

• Recommended simplification and rationalization of plan and supporting documents to the 5 program committees.

• Discussed areas of concern with the OFMEM Sector Officer

• Worked with other county CEMCs to compare programs

Shared Services 75% • Worked with member municipalities to and alternate CEMCs to draft service level document.

• Stratford, St. Marys and other partner municipality personnel participated in training on a cost recovery basis

Legislative Compliance (for each municipality)

100% • Joint Training for MECG members (Looking after people in emergencies)

• Exercises for each of the 5 municipalities • Public Education • Annual Review of the Program • Critical Infrastructure List • EOC and appropriate Communications

equipment • Hazard Identification and Risk Assessment • Program Committee Documentation


Incident Management System (Phase 1)

100% • Two day IMS-based Emergency Operations Centre training (Suzanne Bernier) with 24 participants

• Provided two two-day IMS200 Courses with a total of 35 participants

• Contingent on improvements to IMS guidelines and training from OFMEM.

• Developing organizational charts, signage and other tools for EOC operations.

Regional Training Services

100% • One day Crisis Communications Course with 23 participants

• Provided Basic Emergency Management Course for 15 participants

• Hosted Public Education session on Severe Weather with Environment Canada’s Geoff Coulson with 13 participants including emergency responders and municipal official officials.

• Hosted Environment Canada Severe Weather CANWARN training expanding the number of severe weather spotters in the region. 69 participants.


Automated Notification System

70% • Continue to work with stakeholders to revise and refine road closure and routine customer notifications processes.

• Worked with Transnomis Systems to implement and refine their Responder/Municipal 511 system.

• Purchased the system for the county and four member municipalities

• Act as system administrator/user group coordinator

• St. Marys also joined the partnership paying their own licencing fees

• Developed the Permitted Burn feature in partnership with county fire departments.

• Stratford Fire purchased the system to have access to burn permit information.

• Utilize Email, Twitter and Facebook to distribute weather information, major road closures, and incident information.

• Working with Stratford Fire to investigate the capabilities of computerized fire department software to accomplish notification functions.


Public Education 100% • Contributed to web content for new web site, increased Twitter following, generated more followers on Facebook page.

• Attended two home shows (Stratford and Listowel, Emergency Services Day in Mitchell, and Fire Prevention Week events (Sebringville, Mitchell, and Monkton) to distribute information

• Participated in Perth South municipal booth at South Perth P.S fun fair.

• Purchased Advertising – Summer Severe Weather:

• Stratford and Wingham Radio Stations

• Stratford, Listowel, Mitchell, St. Marys newspapers

• Media Coverage: • Emergency Management Expert

Comes to Perth County • Hazardous Materials Incidents • Pulling Over for Emergency Vehicles • Severe Summer Weather • TRANSCAER Workshops • Dutch Student Visit • Improved Mapping • Municipal 511 System • OFMEM Conference


Partnership Opportunities

100% • Southern Ontario County CEMC Group Mailing List and occasional Meetings

• Worked closely with Stratford to assist them in training their four new CEMCs.

• Provided assistance and guidance for St. Marys fire chief who has responsibility for parts of Perth South

• Participated in the Perth Emergency Planning for Healthcare Group.

• Worked with local media to discuss news stories and public service announcements and ads.

• Enhanced Partnership with Environment Canada and the Weather Network.

• Involved with Huron/Bruce/Grey Regional Emergency Response Interoperability Committee.

• Partnered with Huron County CEMC on a number of events including IMS200 course

Radio System Strategic Planning

75% • Provided assistance as subject matter expert in radio systems.

• Participated in meeting concerning radio system documentation and planning

• Work with IT to look at future system options.

Interoperability 75% • Tested Passport radio system monthly

• Worked with Planning Department to provide updated mapping to emergency services and to be able to gather data to update municipal information.

Hazardous Materials

100% • Coordinated discussions with fire chiefs concerning hazardous materials response.

• Hosted three one day TRANSCAER hazardous materials training sessions.


New EOC and Training Centre - Paramedic Headquarters

100% • Worked with facilities and IT staff to determine current and future requirements of the EOC.

• Planned for transition to new EOC location and confirm/refine layout and concept of operations.

Incident Support

75% • Document escalation procedures to provide support services to incident commanders at major incidents. Work with Paramedic Services to equip the Emergency Support Trailer to serve as a Site Command Post for member municipalities. Improve and communicate protocols to arrange for the timely delivery to an emergency site.

Corporate Communications Strategies

100% • Created a positive corporate reputation in relation to emergency management and road closure notifications.

• Established a reputation as a trusted source for emergency information.

• Grew social media audience Twitter and Facebook. Now over 1400 followers on Twitter with 24,000 impressions on some tweets in July. Facebook now has 808 people who have liked the EM page with some posts reaching over 6,000 people.

Emergency Social Services

75% • Strengthened relationship with Non-Government Organizations by inviting them to annual emergency control group training.

• Working with North Perth and Canadian Red Cross to position a 50 person support trailer at the fire hall in Listowel.

• Invited Stratford Social Services to all training events.


Other 2017 Major Achievements

OFMEM Bruce Sector Co-Chair – elected as one of the two CEMCs to shape the agenda and discussion of the province’s sector that covers Perth County and north. Sector co-chairs meet prior to the province-wide meeting to provide OFMEM with issues to bring forward.

Sector Representative on the Provincial Emergency Management Coordinating Committee (PEMCC). Meeting twice annually, this group includes community and ministry emergency management coordinators. It is the opportunity to discuss challenges and make suggestions to OFMEM senior management.

Member of the Provincial IMS Implementation and Communication Working Group. Member of the Provincial IMS Training Working Group. An opportunity to participate in and influence the next phase of the IMS Implementation in Ontario.

Several live interviews and news stories on local AM radio Mentored several college and university emergency management students Attended Ontario Association of Emergency Managers Annual Meeting in

Burlington – Heard presentations on Fort McMurray response and recovery, the Mississauga Explosion, discussed the renewal of emergency management in the province with key OFMEM officials.

OFMEM Conference in Toronto – focused on Climate Change and extreme weather events. Networked with CEMCs from all over the province. Discussed pressing needs with provincial officials.

Attended Toronto Emergency Management Symposium -- heard presentations on major events from the NYPD Police Commissioner, the Pulse nightclub shooting in Orlando from the Chief of Police, risks to Ontario critical infrastructure due to cyber-attacks and potential warfare, flooding response from Eastern Ontario and several moving stories from victims of Post-Traumatic Stress Injury.

Attended and presented at the Canadian Interoperability Technology Information Group.

Visited the State of Massachusetts Emergency Operations Centre (on personal time), met their Boston area officer, toured their multi-million dollar facilities 1960s era bunker, learned about their EM program

Nashua NH CEM Visit (on personal time) – Met with municipal emergency manager with similar interests/background. Learned about their program and some of their public education and GIS programs. As a result of this visit, obtained permission to use FEMA’s “Until Help Arrives” Program

Met with the Assistant Chief of the Burlington (Massachusetts) Fire Department (while on vacation) to tour their facilities and learn about their experiences with


Hazmat and dealing with the university and research communities. JESOAG – Working with the County Emergency Services Director and Fire

Chiefs to form a Joint Emergency Services Operational Advisory Group. Royal Roads Disaster Management Masters Student Internship – Jamie Randel

gaining experience with priority on reviewing the HIRA for each municipality. Stow MA EOC/FD Tour (on vacation) – Met with fire chief/municipal emergency

coordinator. Talked about their program and learned that the chief is Canadian. The Weather Network – letter of support and toured of facilities. Discussed

possible partnership for 2018.



Emergency Management Program Continuing Improvement

Consult with Member Municipalities, Customers and Partners to confirm program objectives and priorities. Research gaps and monitor for changing risks. Respond to provincial initiatives. Validate and clarify emergency plan and supporting documents.

Incident Support Document escalation procedures to provide support services to incident commanders at major incidents. Work with Paramedic Services to equip the Emergency Support Trailer to serve as a Site Command Post for member municipalities. Improve and communicate protocols to arrange for the timely delivery to an emergency site.

Expansion of Shared Services

Provide training and consulting on a cost-recovery basis where feasible to Stratford and St. Marys.

Legislative Compliance (for each municipality)

Complete 2018 requirements of the Act and Regulations including any changes in interpretation, act and standards.

Incident Management System Transition

Develop Implementation Plan and confirm with Program Committees. Continue with IMS training for site and begin to train for the EOC. Develop site scenarios to practice IMS for response agencies.



Regional Training Services Offer Basic Emergency Management Course, EM Refresher, IMS 100 to 300 courses, EM 250 for the EOC, and other training. Explore the possibility of bringing outside trainers in to teach IMS. Other workshops and seminars including severe weather and flooding. Cost recovery where possible.

Public Alerting Notification System

Monitor the success of the new national Wireless Public Alerting System expected April 1, 2018. Review technological solutions; investigate partnering opportunity with Perth County municipalities, Stratford, St. Marys and others.

Road Closures, Email Broadcast List and Responder/Municipal511 System

• Work with IT and Corporate Communications to convert the Emergency Broadcast Email List to a new platform. Work with Communications to separate the recipients to individual lists.

• Review and refine the use of the Municipal 511 system with Public Works departments for their road closure notifications.

• Partner with Municipal 511 vendor Transnomis to become part of the Google/Waze Connected Community Program.

• Work withTransnomis to evolve their Responder/Municipal 511 system to provide a common operating picture/system awareness tool.

• Continue to work with county fire chiefs to implement the Permitted Burn component.

Public Education Continue with creation of Perth County public education documents, post on web site and Social Media, and have printed as budget permits. Seek out opportunities to present to community, business and school groups. Explore the use of the FEMA “Until Help Arrives” and partnering with the Canadian Red Cross on their public education initiatives.



Partnership Opportunities • Southern Ontario County CEMC Group Mailing List and occasional Meetings

• Municipal 511 share group to discuss ideas and challenges with the system

• Work closely with Stratford to assist them in training their four new CEMCs.

• Provide assistance and guidance for St. Marys fire chief who as responsibility for parts of Perth South

• Participate in the Perth Emergency Planning for Healthcare Group.

• Work with local media to discuss news stories and public service announcements and ads.

• Participate in Huron/Bruce/Grey Regional Emergency Response Interoperability Committee.

Radio System Strategic Planning

Provide assistance as a subject matter expert in radio systems. Participate in discussions with the update and transition of Stratford Fire Dispatch. Work with IT to develop multi-year strategic plan for radio system technology/infrastructure.

Interoperability Make enhancements to the Passport radio system. Work with Planning on 9-1-1 coordination and updating. Ensure mapping and planning database is available to response agencies. Stratford fire dispatching system is map-based and also has the capability to automate the EOC processes across the County.



Hazardous Materials • Partner with fire departments to examine hazardous materials risk and response capabilities. Interface with public works, private industry, municipalities, hospitals and health unit.

• Reaffirm current capabilities, challenges and interim plan should we experience another incident.

• Raise awareness of risks in the community including ammonia, propane, insecticides and fertilizers. Monitoring the emerging risks related to Fentanyl.

EMS Headquarters – EOC and Training

Continue to configure facilities to the Incident Management System, update documentation, mapping, and resources to ensure it will properly support a large emergency.

Corporate Communications Strategies

Participate in corporate initiatives and provide expertise in crisis communications and social media.

Emergency Social Services Planning

Assist in establishing ESS network. Work with Stratford Social Services to finalize their ESS plan. Strengthen relationships with Non-Governmental and Support Organizations. Partner with the Canadian Red Cross for services contracted with them in the MOU with City of Stratford.

Courthouse Emergency Procedures

Work with Facilities and Economic Development Officer to develop graphically enhanced corporate emergency procedures signage.


Implement Incident Management System

Convert documentation and plans to Incident Management. Develop a field exercise to practice a local emergency.

Field Exercise Budget and plan for a County-wide disaster simulated multi-casualty scenario with EOC involvement.



Continuity of Operations Planning

Support the initiative to develop County COOP plan by providing educational opportunities for county and member municipalities.




Emergency Management is provided by the following resources: 0.15 FTE Director of Emergency Services 1 Emergency Management Coordinator 5 Alternate CEMCs Office hours 8:30 a.m. to 4:30 p.m., Monday to Friday, with 24x7 emergency on-

call on a best-efforts basis.

Note: Emergency Management is provided in-house. The above FTE represents 100% of the Primary Emergency Management Coordinator, and 15% of the Director’s time. Alternate CEMCs require minimal time during normal operations.


Strengthened enforcement and interpretation of existing legislation including the separation of several county unified processes (HIRA, Critical Infrastructure, Public Education, emergency plan).

Integration of emergency management into the paramedic services operations Modernization of Ontario’s emergency management programs Movement toward the ICS Canada standard on incident command and the

conversion of the existing IMS program/training. Industry best practices and deemed standards Implementation of a computerized dispatch system for county fire departments Selection of a spill response company to serve Perth County Increased demand for emergency management and IMS courses Availability of training rooms in the new EMS headquarters Changing risks (climate change), hazardous materials Direction received from Emergency Management Program Committees, County

Council and CAO, Lower Tier Councils and CAOs Direction Received from County Council and CAO Community and elected officials expectations

Structure of County operations Policy decisions Service demands from other departments




2017 2018 2019 2020

Emergency Management Division

Total Program FTE Requirements 1.15 1.15 1.15 1.15

FTE Variances

2018 to 2020 FTE consists of 0.15 (or 15%) of Director of Emergency Services’ time, and 1.0 of Community Emergency Management Coordinator time.

No changes in FTEs forecasted unless growth of the program to Stratford, St. Marys and/or new provincial requirements adds workload and responsibilities beyond current FTE equivalents.


One major conference (International Association of Emergency Managers) may require out of province travel (Grand Rapids Michigan)

Various training workshops, meetings and symposiums pertinent to position as need/opportunity arises (CITIG, OAEM, WCDM, Toronto EM, OFMEM)

New and emerging threat training (hazardous materials, flooding, weather, etc.)

Training to familiarize new staff and Council with emergency management operations

Training required to become an ICS Canada instructor

Upgraded software systems including GIS applications, new fire dispatch/notifications

Training required to maintain certifications and standards

Continuation of management training program for supervisory staff


Comments:

Most budget activities as listed in the 2018-2020 Emergency Management Division budget reflect no expected change in the ongoing operations of the Division. However, the following activities will have a financial impact: Changes made by the province in the review of emergency management in

Ontario. Separation of the unified program components may result in five detached but consistent programs, resulting in additional time and effort.

Renewal of a training program for basic emergency management and incident management system requires printing and logistical support funding. Adoption of ICS Canada training has the potential to increase the cost of training and expenses related to training instructors.

Response capabilities for supporting site incident team needs to be increased. EOC supplies for the Paramedic HQ needs to be updated, replenished and

increased. Effective communications, activations and notifications requires the use of an

automated system shared by partner agencies. Cost to support the new fire dispatching system and its related notification

module are undetermined at this time. Enhanced public education requires continued funding for printing and

advertising.

RevenueOther Income4140 $0 $5,268 $0 $0 0.0% (5,268) 100.00% $0 $0

Subtotal Revenue : $0 $5,268 $0 $0 (5,268) $0 $00.00% 0.00% 0.00%

ExpensesSalaries5000 $75,810 $82,095 $82,735 $6,925 9.1% 640 0.78% $87,458 $91,632CPP Expense5010 $2,564 $2,797 $2,594 $30 1.2% (203) (7.26%) $2,892 $3,076EI Expense5020 $1,171 $1,292 $1,202 $31 2.6% (90) (6.97%) $1,211 $1,220EHT Expense5030 $1,478 $1,568 $1,613 $135 9.1% 45 2.87% $1,705 $1,787OMERS5040 $7,935 $8,211 $8,859 $924 11.6% 648 7.89% $9,549 $10,013Health Benefits5060 $6,056 $6,023 $6,240 $184 3.0% 217 3.60% $6,359 $6,440Advertising5100 $4,250 $2,679 $4,250 $0 0.0% 1,571 58.64% $4,250 $4,250 Radio and newspaper advertising. Possible creation of videos.

Purchase of New Display for public education

Insurance5150 $415 $415 $443 $28 6.7% 28 6.75% $461 $479Meal Allowance5200 $350 $451 $350 $0 0.0% (101) (22.39%) $350 $350 Increased public education and meetingsMemberships5210 $525 $275 $725 $200 38.1% 450 163.64% $525 $525 International Association of Emergency Managers (CEM

Recertification), Ontario Association of Emergency Managers, Ontario Municipal Managers Institute, Association of Public Safety Communications Officials

Mileage5220 $3,000 $2,001 $3,000 $0 0.0% 999 49.93% $3,000 $3,000Office Supplies5250 $800 $489 $800 $0 0.0% 311 63.60% $800 $800 Replenish Consumable Supplies for EOC & TrainingProfessional Development5280 $4,000 $4,320 $4,000 $0 0.0% (320) (7.41%) $4,000 $4,000 World Conference on Disaster Management, CITIG (Canadian

Interoperability Technology Interest Group), Toronto Police Emergency Management, Ontario Association of Emergency Managers Conference & Workshops, Ontario Fire Marshall/Emergency Management Training and Workshops

Special Projects5300 $2,000 $1,841 $9,000 $7,000 350.0% 7,159 388.86% $9,000 $9,000 MA Student Work, Tent, Display Unit for Public Events, IMS supplies

Telecommunications5320 $15,963 $2,294 $9,963 ($6,000) (37.6%) 7,669 334.31% $15,963 $15,963 Notification, Mapping and Interoperability SystemTelephone5330 $1,000 $1,324 $1,000 $0 0.0% (324) (24.47%) $1,000 $1,000Interdepartmental Charges ‐ Overhead5402 $12,103 $10,978 $14,615 $2,512 20.8% 3,637 33.13% $16,941 $17,719Protective Equipment6150 $500 $147 $0 ($500) (100.0%) (147) (100.00%) $500 $500Public Relations6580 $2,250 $1,942 $2,750 $500 22.2% 808 41.61% $2,750 $2,750 Until Help Arrives Program, Info Sessions, Emergency

Preparedness Week Events, Partnership Meetings

Tools and Equipment6760 $800 $671 $800 $0 0.0% 129 19.23% $800 $800 EOC & Site IMS SuppliesTraining6770 $6,000 $10,861 $8,000 $2,000 33.3% (2,861) (26.34%) $6,000 $6,000 Field Exercise, BEM, IMS, Weather & Risk Workshops

Subtotal Expenses : $148,970 $142,674 $162,939 $13,969 20,265 $175,514 $181,3049.38% 7.72% 3.30% Radio and newspaper advertising. Possible creation of videos. Purchase of New

Display for public education


2017

Budget

2017

ActualsProjected

2018

Budget

2017‐2018

Budget toBudget $

2017‐2018

Budget toBudget %

2017-2018

Actuals toBudget $

2017-2018

Actuals toBudget %

2019

Budget

2020

Budget

Budget Comments

County of Perth54 EMERGENCY MANAGEMENT COORDINATION

