Body: Committee of the Whole Type: Agenda Meeting: Committee of the Whole Date: October 12, 2016 Collection: Council Agendas Municipality: Frontenac County
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Document Text
Committee of the Whole Meeting Wednesday, October 12, 2016 – 9:30 a.m. The Kingston Frontenac Rotary Auditorium, 2069 Battersea Road, Glenburnie, ON
AGENDA Page 1.
Call to Order
Adoption of Agenda a) Resolved That the agenda for the October 12, 2016 meeting of the Committee of the Whole be approved.
Disclosure of Pecuniary Interest and General Nature Thereof
Deputations and/or Presentations
Reports a) 2016-110 Corporate Services 2017 Draft Budget – Business Plans and Project Proposals
3 - 324
325 - 332
b)
2016-111 Planning and Economic Development Funding Request from Frontenac Community Futures Development Corporation
Rise and Report a) That the Committee of the Whole rise. And Further That the report of the Committee of the Whole Council be forwarded to County Council for Adoption.
Communications
Notice of Motion
Other Business
Page 1 of 332
Page
Public Question Period
Adjournment
Page 2 of 332
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 - 2021 Business Plans 2017 Project Proposals
AGENDA ITEM #a)
Page 3 of 332
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Agenda • • • • •
Brief overview Fairmount Emergency and Transportation Services Planning and Economic Development Corporate Services Human Resources Unit Finance Unit Information Services Unit Legislative Services Unit
2017-2012 Business Plans & 2017 Project Proposals
AGENDA ITEM #a)
Page 4 of 332
• County Council • External Agencies
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Business plan presentation 2016 Updates/highlights
- 2016 KPIs
- New initiatives
AGENDA ITEM #a)
Page 5 of 332 2017-2012 Business Plans & 2017 Project Proposals
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017-2021 Business Plans General themes • Aging population • Regulatory framework • LEAN – continuous process improvement • Resources – right resource at the right time • Process automation AGENDA ITEM #a)
Page 6 of 332 2017-2012 Business Plans & 2017 Project Proposals
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017-2021 Project proposals Process • Accept and move to the 2017 draft budget for final consideration on November 23 • Park awaiting more information as requested from staff • Reject proposal and eliminate from further consideration in 2017. AGENDA ITEM #a)
Page 7 of 332 2017-2012 Business Plans & 2017 Project Proposals
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017-2021 Business Plan
AGENDA ITEM #a)
Page 8 of 332
Fairmount Home
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2016 Accomplishments • Resident Care MOHLTC inspections
• Finance CMI accurate for resident population – NPC $
• Human resources Management team established…almost thriving! Additional PSW shift - pilot LEAN training – management & frontline
SURGE online learning for mandatory training
Fairmount Home - Business Plan 2017 - 2021
AGENDA ITEM #a)
Page 9 of 332
• Information Systems
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2016 Projects - Update • GUDI Evaluation Description: Perform evaluation of water supply wells #1 & 2 to determine if still considered GUDI wells
• Comprehensive Septic System Study Description: Evaluate and confirm lifespan of existing system; alternative new systems; costs AGENDA ITEM #a)
Page 10 of 332 Fairmount Home - Business Plan 2017 - 2021
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2016 Projects – Update GUDI evaluation Total Cost
$17,000
Current Status
Delayed due to expected changes in MOE definition and regulations for GUDI
Recommendation
Defer funding until 2017, if unresolved in 2016
AGENDA ITEM #a)
Page 11 of 332 Fairmount Home - Business Plan 2017 - 2021
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2016 Projects – Update Comprehensive septic system study Total Cost
$40,000
Current Status
On-site work completed in September Preliminary report expected mid-October Final report date – outstanding Next steps (2017) – determine post-study requirements
AGENDA ITEM #a)
Page 12 of 332 Fairmount Home - Business Plan 2017 - 2021
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2016 KPI – Quality of Care Goal
2016 YTD Result
of Residents Fallen
Below Provincial Average 15.2%
21% (Q1) 16% (Q2) 32% (Q3) – new admissions
of Residents Using Restraints
Below Provincial Average 6%
19% (Q1) 13% (Q2) 12% (Q3)
Resident Length of Stay
N/A (2015 – 988 days)
574 days
Resident/Family Satisfaction Survey
95% Satisfaction Level
97%
Accreditation Level Awarded
Maintain “Exemplary” Level
No change
Fairmount Home - Business Plan 2017 - 2021
AGENDA ITEM #a)
Page 13 of 332
Indicator
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Residents - Length of Stay
AGENDA ITEM #a)
Page 14 of 332
Fairmount Home - Business Plan 2017 - 2021
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2016 KPI – Healthy Workforce Indicator
Goal
Reduce Sick Time Costs
80% of employees meeting the target for absenteeism
2016 YTD Result
• Nursing < 10 days in 12-month period
Sep-15 to Dec-15 – 67% Jan-16 to Apr-16 – 73%
• Non-nursing < 7 days in a 12 month period
Sep-15 to Dec-15 – 73% Jan-16 to Apr-16 – 73%
• Non-union < 7 days in a 12 month period
Sep-15 to Dec-15 – 80% Jan-16 to Apr-16 – 50%
AGENDA ITEM #a)
Page 15 of 332 Fairmount Home - Business Plan 2017 - 2021
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2016 KPI – Case Mix Index (CMI) Indicator
Goal
2016 YTD result
CMI Revenue
Increase CMI revenue by 1%
2016-2017 Funded CMI: 7.6% increase
Other Revenue Sources
Increase other revenue sources with municipal contributions increases by < inflation rate CPI Ontario – 2.1% (Apr-15 to Apr-16)
2016 budget – 4.0% increase
AGENDA ITEM #a)
Page 16 of 332 Fairmount Home - Business Plan 2017 - 2021
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2016 KPI – Outreach Program Indicator
Goal
2016 YTD Result
Community Information Sessions
50 participants
40 Participants – Responsive Behaviors (Feb-16) 20 Medical Students – information session about LTC in Ontario (Jun-16)
Telemedicine system
Increase use of telemedicine system
2015 – 22 sessions Sep 30-16 YTD – 18 sessions
AGENDA ITEM #a)
Page 17 of 332 Fairmount Home - Business Plan 2017 - 2021
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Service Level Changes • Staffing levels – Unchanged since 2011 before approval of additional PSW Shift (trial basis)
• Resident level of care – Significant changes since 2011
• Subsequent slides provide details AGENDA ITEM #a)
Page 18 of 332 Fairmount Home - Business Plan 2017 - 2021
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Resident Care - Changes • Admissions – most deemed in crisis • Complex care requirements – intravenous therapies, peritoneal dialysis, advanced forms of dementia, aggressive behaviours • Families – increasing expectations AGENDA ITEM #a)
Page 19 of 332 Fairmount Home - Business Plan 2017 - 2021
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Resident Care - Changes 2011
2016
Aggressive Behavior Score (ABS)
29% of Residents
79% of Residents
Active Daily Living (ADL) – mostly independent
13% of Residents
0.8% of Residents
Two (2) Staff to complete care safely
25% of Residents
65% of Residents
AGENDA ITEM #a)
Page 20 of 332 Fairmount Home - Business Plan 2017 - 2021
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Fairmount Residents by Age Group 2% 6% 35%
19%
Fairmount Home - Business Plan 2017 - 2021
AGENDA ITEM #a)
Page 21 of 332
38%
50-59 60-69 70-79 80-89 90+
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Service Level Changes - CMI
AGENDA ITEM #a)
Page 22 of 332
Fairmount Home - Business Plan 2017 - 2021
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Risks and Mitigation Strategies Level
Issue
Mitigation Strategy
Risk
Infrastructure, facility and grounds maintenance
• Environmental services – high priority • Septic system – work closely with MOE and public health • Establish sufficient reserve funds
Municipal contributions vs. provincial base funding increases
• Manage operating expenditures diligently • Document to ensure proper CMI • Seek alternative funding sources • Support OANHSS and other key stakeholders for increases in provincial base funding
Caution and advisements – see next slide
AGENDA ITEM #a)
Page 23 of 332 Fairmount Home - Business Plan 2017 - 2021
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Risks and Mitigation Strategies Issue
Mitigation Strategy
Caution
Staffing levels vs. increase care levels Staff attendance and availability
•Maintain balance between resident care and charting • Monitor and follow-up of employee attendance and overtime • Establish HR Committee to discuss attendance solutions • Deploy different HR strategies
Work Order System – primarily manual, decentralized, capital asset planning challenges
• New work order software will address the work order risk
Scheduling software
- antiquated, vendor long-term support questionable
• New scheduling software will address the scheduling risks
Staff retention
•Increase employee engagement •Proper charting to reflect CMI revenue and staffing •Cross training and succession planning
Advisement
Fairmount Home - Business Plan 2017 - 2021
AGENDA ITEM #a)
Page 24 of 332
Level
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Project Proposals Department
Project Proposal
Administration
• Fairmount share of IS projects
Dietary
• Kitchen main dish wash area – reconfiguration
Environmental services
• Septic system – changes based on septic system study • Administration area – separate air-conditioning unit • Reception area – AODA and functionality
Nursing
• PSW 7.5 hour shift - continuation (Council approved four-month trial to December 31, 2016)
AGENDA ITEM #a)
Page 25 of 332 Fairmount Home - Business Plan 2017 - 2021
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Summary • Challenges Resident level of care – significant changes Family members – increasing expectations Staffing levels – unchanged since 2011 Operating expenditures vs. provincial base funding
• Response
Fairmount Home - Business Plan 2017 - 2021
AGENDA ITEM #a)
Page 26 of 332
Committed to managing risks and striving to continue to provide quality, resident centered care at Fairmount – a home of choice with its Gentlecare TM philosophy
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Questions?
AGENDA ITEM #a)
Page 27 of 332
Fairmount Home - Business Plan 2017 - 2021
PSW Shift 7.5 Hours - Continuation
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Fairmount Home 2017 Budget Project Proposal
AGENDA ITEM #a)
Page 28 of 332
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: PSW Shift 7.5 Hours - Continuation Background Residents are entering into long term care homes with increasingly complex care requirements. Current staffing levels do not match the resident care needs required. Therefore, delivering safe, quality, dignified and resident-centered care has become more challenging. AGENDA ITEM #a)
Page 29 of 332 Fairmount 2017 Project Proposal - PSW Shift
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: PSW Shift 7.5 Hours - Continuation Project Description To continue with the PSW shift 7.5 hours that Council previously approved on July 20, 2016 that assists nursing staff on all four (4) units with resident bathing, feeding and nourishments.
AGENDA ITEM #a)
Page 30 of 332 Fairmount 2017 Project Proposal - PSW Shift
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: PSW Shift 7.5 Hours - Continuation
Options Evaluated • Revert to previous status quo – eliminate 7.5 hours PSW shift after trial period •
Risk due to increased levels of care required & inadequate staffing levels
• Continue with PSW shift at 7.5 hours per day •
Addresses issues with care levels & staffing
•
Further addresses issues with care levels & staffing
Fairmount 2017 Project Proposal - PSW Shift
AGENDA ITEM #a)
Page 31 of 332
• Add Additional PSW shift(s)
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: PSW Shift 7.5 Hours - Continuation Safety to Persons/Property • Resident safety Delayed response to call bells – residents try to get up themselves and risk falls/injury
•
Staff safety
Fairmount 2017 Project Proposal - PSW Shift
AGENDA ITEM #a)
Page 32 of 332
Working alone with resident responsive behaviors Two-person transfers may be done solo - increased risk of injury to staff and/or resident Increase stress & burnout
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: PSW Shift 7.5 Hours - Continuation
Legislative Requirements Long-Term Care Homes Act •
•
Charting and nourishments are not consistently being completed with current staffing levels High risk for neglect due to length of time residents waiting for call bell responses, meals/nourishment and brief changes AGENDA ITEM #a)
Page 33 of 332 Fairmount 2017 Project Proposal - PSW Shift
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: PSW Shift 7.5 Hours - Continuation
Council Strategic Priorities •Goal #1 Seniors and the Aging Tsunami Residents care needs not being consistently met due to inadequate staffing levels
•Goal #3 Respect for the Taxpayer
Fairmount 2017 Project Proposal - PSW Shift
AGENDA ITEM #a)
Page 34 of 332
Inadequate staffing levels – increase absenteeism, decrease staff morale & negative impact on quality care
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: PSW Shift 7.5 Hours - Continuation Fairmount Objectives • #1 - Improve quality care Challenge due to increasing levels of care and current staff levels
• #2 - Reduce occurrence & effect of illness/injury Inadequate time to complete proper care e.g. 2-person transfers Working alone – residents with responsive behaviours Stress & burnout
• #3 - Maximize use of non-municipal funding Insufficient time to properly chart that impacts on CMI & funding
Fairmount 2017 Project Proposal - PSW Shift
AGENDA ITEM #a)
Page 35 of 332
resources
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: PSW Shift 7.5 Hours - Continuation Operational Efficiencies • Improved charting - properly reflect level of care Accurate CMI and resulting provincial funding Proper allocation of resources (staffing) among units
• • •
Fairmount 2017 Project Proposal - PSW Shift
AGENDA ITEM #a)
Page 36 of 332
Improved attendance, productivity and morale Healthier workforce – decrease in injury Ministry – decrease in critical incident reporting & subsequent inspections
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: PSW Shift 7.5 Hours - Continuation Financial Evaluation • Total cost of permanent position . Wages & benefits - $85,800
• •
Revenue source – Provincial Increased CMI funding Timing of project
Fairmount 2017 Project Proposal - PSW Shift
AGENDA ITEM #a)
Page 37 of 332
Continue following pilot period (Sep-16 to Dec-16) and successful evaluation results
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: PSW Shift 7.5 Hours - Continuation
Questions?
AGENDA ITEM #a)
Page 38 of 332 Fairmount 2017 Project Proposal - PSW Shift
Administration Area Air Conditioning Unit
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Fairmount Home
AGENDA ITEM #a)
Page 39 of 332
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: Administration Area AC Unit
Fairmount 2017 Project Proposal - Admin Area AC Unit
AGENDA ITEM #a)
Page 40 of 332
Background Due to the configuration of the heating, ventilating and air conditioning (HVAC) system, sufficient cooling cannot be achieved for the administration area due to legislative requirements for resident areas. During the hot weather, temperatures can exceed 80F in some administration offices/areas that negatively impacts on the employees and productivity.
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: Administration Area AC Unit Project Description Install supplemental split air conditioning (AC) unit to address high temperatures in the administration suites and main reception desk area.
AGENDA ITEM #a)
Page 41 of 332 Fairmount 2017 Project Proposal - Admin Area AC Unit
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: Administration Area AC Unit Options evaluated • Existing roof top unit (RTU) - increase flow and lower temperature set point. Low temperature violation of the LTCHA for the resident home areas • Install stand alone AC units in each Administration office. Quote was more costly than recommended option. AGENDA ITEM #a)
Page 42 of 332 Fairmount 2017 Project Proposal - Admin Area AC Unit
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: Administration Area AC Unit Safety to Persons/Property • Administration staff negatively affected in offices/areas when temperatures exceed 27 Celsius (80 Fahrenheit) during hot weather • Residents negatively affected if current HVAC settings are reduced for resident home areas
AGENDA ITEM #a)
Page 43 of 332 Fairmount 2017 Project Proposal - Admin Area AC Unit
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: Administration Area AC Unit
Legislative Requirements •
Long-Term Care Homes Act – O. reg. 79/10, s.21 Air temperature maintained at a minimum temperature of 22 Celsius (72 Fahrenheit)
•
Occupational Health & Safety Act – O. reg. 67/93, s.21
Fairmount 2017 Project Proposal - Admin Area AC Unit
AGENDA ITEM #a)
Page 44 of 332
Health Care & Residential Facilities – enclosed workplace maintained at a temperature…that is not likely to cause physical stress because of heat
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: Administration Area AC Unit
Council/Policy Direction •
Fairmount Home Heat Stress Policy Health & Safety Index #14 – enhanced breaks for temperatures in excess of 28 Celsius (82 Fahrenheit)
AGENDA ITEM #a)
Page 45 of 332 Fairmount 2017 Project Proposal - Admin Area AC Unit
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: Administration Area AC Unit
Operational Efficiency • Improve workplace air temperature and thereby maintain/increase employee productivity
AGENDA ITEM #a)
Page 46 of 332 Fairmount 2017 Project Proposal - Admin Area AC Unit
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: Administration Area AC Unit
Financial Evaluation Total cost of project - $26,335 Timing of project – pre-spring/summer 2017 Revenue sources – municipal levy County share $8,427 AGENDA ITEM #a)
Page 47 of 332 Fairmount 2017 Project Proposal - Admin Area AC Unit
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: Administration Area AC Unit
Questions?
AGENDA ITEM #a)
Page 48 of 332 Fairmount 2017 Project Proposal - Admin Area AC Unit
Dietary – Kitchen Main Dish Wash Area
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Fairmount Home 2017 Budget Project Proposal
AGENDA ITEM #a)
Page 49 of 332
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: Reconfigure Kitchen Main Dish Area
Fairmount 2017 Project Proposal - Main Dish Wash Area
AGENDA ITEM #a)
Page 50 of 332
Background Due to the design of the main kitchen dish area, there is a risk for cross contamination, ergonomic injuries and wasted chemicals. Current configuration has dirty and clean dishes flowing directly into each other, sinks are too deep that requires the use of a false bottom and no spray station to remove soiled food from dishes at the dishwasher end resulting in excess dishwasher cycles to adequately sanitize dishes.
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Existing Layout
AGENDA ITEM #a)
Page 51 of 332
Fairmount 2017 Project Proposal - Main Dish Wash Area
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: Reconfigure Kitchen Main Dish Area Project Description In conjunction of Hendrix Restaurant Equipment & Supplies, design and install a new dish area that ensures food safety standards are being met and staff are able work safely and efficiently.
AGENDA ITEM #a)
Page 52 of 332 Fairmount 2017 Project Proposal - Main Dish Wash Area
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Proposed Redesign
AGENDA ITEM #a)
Page 53 of 332
Fairmount 2017 Project Proposal - Main Dish Wash Area
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: Reconfigure Kitchen Main Dish Area Options evaluated • Status quo • Redesign the main dish area for the most efficient and cost effective way to address the risks and workflow issues (in consultation with Hendrix Restaurant Equipment & Supplies) AGENDA ITEM #a)
Page 54 of 332 Fairmount 2017 Project Proposal - Main Dish Wash Area
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: Reconfigure Kitchen Main Dish Area Safety to Persons/Property • Higher risk of cross contamination that increases the possibility of food borne illness • Higher risk of staff injury due improper body mechanics and extra motion due to inefficient configuration AGENDA ITEM #a)
Page 55 of 332 Fairmount 2017 Project Proposal - Main Dish Wash Area
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: Reconfigure Kitchen Main Dish Area
Legislative Requirements • •
Long-Term Care Homes Act – O. reg. 02/45, s.72 There must be institutional food service equipment with adequate capacity to clean and sanitize all dishes, utensils and equipment used in food production, dining and snack service AGENDA ITEM #a)
Page 56 of 332 Fairmount 2017 Project Proposal - Main Dish Wash Area
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: Reconfigure Kitchen Main Dish Area
Council/Policy Direction •
Fairmount – Dietary & Hydration Services – 49 A comprehensive food safety program, including Sodexo’s 24 Points to Food Safety and HACCP program will be used To ensure the serving of safe food to our residents and guests
AGENDA ITEM #a)
Page 57 of 332 Fairmount 2017 Project Proposal - Main Dish Wash Area
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: Reconfigure Kitchen Main Dish Area
Financial Evaluation Total cost of project – $7,500 Timing of project – Spring/early summer 2017 Revenue sources – Municipal levy County share $2,400 AGENDA ITEM #a)
Page 58 of 332 Fairmount 2017 Project Proposal - Main Dish Wash Area
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: Reconfigure Kitchen Main Dish Area
Questions?
AGENDA ITEM #a)
Page 59 of 332 Fairmount 2017 Project Proposal - Main Dish Wash Area
Reception Area – AODA & Functionality
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Fairmount Home
AGENDA ITEM #a)
Page 60 of 332
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: Reception Area – AODA & Functionality Background The reception desk area requires changes to improve the functionality. Proposed changes also address AODA legislation for service counters. Funding was previously approved in 2016 for AODA retrofits including Fairmount’s service counter for its residents many of whom require mobility aids. AGENDA ITEM #a)
Page 61 of 332 Fairmount 2017 Project Proposal - Reception Area
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: Reception Area – AODA & Functionality Project Description Reconfigure reception area to address functionality issues and meet AODA legislative requirements for service counters.
AGENDA ITEM #a)
Page 62 of 332 Fairmount 2017 Project Proposal - Reception Area
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: Reception Area – AODA & Functionality
Fairmount 2017 Project Proposal - Reception Area
AGENDA ITEM #a)
Page 63 of 332
Options evaluated • Status quo – receptionist work area remains as is; service counter not accessible for mobility aids • Reconfigure service counter only based on AODA requirements – cost estimate $2,000 • Reconfigure area to address both functionality issues & AODA requirements – cost estimate $9,500
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Reception Area – Status Quo Limited Storage Space
Fairmount 2017 Project Proposal - Reception Area
Service Counter not suitable for mobile aids
AGENDA ITEM #a)
Page 64 of 332
Mobile cart moved nightly
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Reception Area – Proposed Changes
Storage Space
Fairmount 2017 Project Proposal - Reception Area
AGENDA ITEM #a)
Page 65 of 332
Service Counter
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: Reception Area – AODA & Functionality
Legislative Requirements Accessibility for Ontarians with Disabilities Act, 2005 •
Service Counters – when constructing new service counters, which includes replacing existing service counters, the following requirements must be met:
Fairmount 2017 Project Proposal - Reception Area
AGENDA ITEM #a)
Page 66 of 332
- There must be at a minimum one service counter that accommodates a mobility aid for each type of service provided… and the accessible service counter must be clearly identified with signage, where there are multiple queuing lines and service counters.
- Each service counter must accommodate a mobility aid, where a single queuing line serves a single or multiple counters. O. Reg. 413/12, s. 6.
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: Reception Area – AODA & Functionality
Alignment with Key Strategic Directions • #1 - To provide responsive and dignified care to residents always seeking to improve their quality of life • #2 - To provide an efficient, positive and safe work environment based upon best practices and mutual respect AGENDA ITEM #a)
Page 67 of 332 Fairmount 2017 Project Proposal - Reception Area
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: Reception Area – AODA & Functionality Financial Evaluation • Total cost of project $9,500 ~ $2,000 previously approved for 2016
• • •
Fairmount 2017 Project Proposal - Reception Area
AGENDA ITEM #a)
Page 68 of 332
Timing of project – early 2017 Revenue sources – Municipal levy County share(net of reserve transfer from Ontarians with Disabilities $2k) $1040
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Fairmount Home Project: Reception Area – AODA & Functionality
Questions?
AGENDA ITEM #a)
Page 69 of 332 Fairmount 2017 Project Proposal - Reception Area
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
AGENDA ITEM #a)
Emergency and Transportation Services Page 70 of 332
2017-2021 Business Plan
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2016 Budget Project Proposal #1 To increase logistics support from 1.6 to 2.0 Full Time Equivalents (FTEs) and add one fleet vehicle: • Project was implemented on January 1, 2016
Emergency and Transportation Services - Business Plan 2017-2021
AGENDA ITEM #a)
Page 71 of 332
– Positive improvement to station supply and maintenance. – Reduction of stretcher and oxygen equipment maintenance time.
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2016 Budget Project Proposal #2 To change the deployment model at the Wolfe Island Paramedic Station:
Emergency and Transportation Services - Business Plan 2017-2021
AGENDA ITEM #a)
Page 72 of 332
• Three year implementation strategy • Project was implemented on February 22, 2016 • On target for 265 days of coverage, in 2016, under new model
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2016 Key Performance Indicators Goal
2016 YTD Result
Legislated Response Time Standard
CTAS 1 – 8 minutes or less 68% of the time
73.5% (August)
Urban Area Unit Hour Utilization (UHU)
<.35
.34 (August)
Attendance/Ability Management
80% of employees meeting target of = to or <12 days
66.67% (April)
Emergency and Transportation Services - Business Plan 2017-2021
AGENDA ITEM #a)
Page 73 of 332
Indicator
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Service Level Changes Year
Proposed Change
Rationale Relative to Objectives
2017
Additional 12 hour ambulance CP – Wellness Clinics
UHU and RTS compliance
2018
Performance Standards/Training Superintendent
Increase in legislated training for paramedics
2019 to 2021
New Station or Colocation with Kingston Fire & Rescue
UHU and RTS compliance
Council Strategic Goals
AGENDA ITEM #a)
Page 74 of 332 Emergency and Transportation Services - Business Plan 2017-2021
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Risk Analysis Level
Issue
Caution
The Ontario Government 50/50 Land Ambulance Grant (based on previous year approved budget) is discretionary and not legislated. In past years the ratio has slipped as low as 37%. The County’s current work order system is primarily manual, decentralized and maintained with a variety of tools, which would require extensive effort to amalgamate for capital asset planning. The current system may also present a risk if the County is audited for compliance with the Ambulance Act and MFIPPA.” The Collective Agreement with OPSEU paramedics expired on December 31, 2015 and we have not scheduled bargaining dates.
Advisement
Changes in land ambulance deployment by neighbouring municipalities may have either positive or negative effects on FPS call volumes, deployment and response times.
Emergency and Transportation Services - Business Plan 2017-2021
AGENDA ITEM #a)
Page 75 of 332
Advisement
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Response Time Standards
AGENDA ITEM #a)
Page 76 of 332
Emergency and Transportation Services - Business Plan 2017-2021
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Unit Hour Utilization
AGENDA ITEM #a)
Page 77 of 332
Emergency and Transportation Services - Business Plan 2017-2021
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
QUESTIONS
AGENDA ITEM #a)
Page 78 of 332
Emergency and Transportation Services - Business Plan 2017-2021
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 ETS – FPS DRAFT Budget Project Proposal
Additional 12hrs/365day Paramedic Coverage in Urban Area AGENDA ITEM #a)
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2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: ETS/FPS Project: Additional 12hrs/ 365 days Paramedic Coverage Project Description:
Enhance paramedic coverage by adding twelve hours of staffing in the urban response
2
2017 ETS – FPS Budget Project Proposal
AGENDA ITEM #a)
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area.
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: ETS/FPS Project: Additional 12hrs/365days Paramedic Coverage
Project Description: Background:
• Two (2) factors are contributing to the need for additional resources
3
2017 ETS – FPS Budget Project Proposal
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• Year over year increase in our Unit Hour Utilization to near .35 • 6% decrease over the last three (3) years in our Response Time Standard (RTS) on CTAS 1 calls
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: ETS/FPS Project: Additional 12hrs/365days Paramedic Coverage
2017 ETS – FPS Budget Project Proposal
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2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: ETS/FPS Project: Additional 12hrs/365days Paramedic Coverage
Project Ranking:
- Safety to Persons/Property • To meet the Response Time Standard set annually for all CTAS levels of patients • Monitor UHU to ensure adequate resources available to meet response time goals
2017 ETS – FPS Budget Project Proposal
AGENDA ITEM #a)
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2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: ETS/FPS Project: Additional 12hrs/365days Paramedic Coverage
Project Ranking: 2. Legislative Requirements • The Ambulance Act • Regulation 257/00 • Land Ambulance Certification Standards
2017 ETS – FPS Budget Project Proposal
AGENDA ITEM #a)
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2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: ETS/FPS Project: Additional 12hrs/365days Paramedic Coverage
Project Ranking: 3. Council/Policy Direction Response Time Standards – CTAS 1
68% within 8 minutes from the time ambulance dispatch
7
2017 ETS – FPS Budget Project Proposal
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conveys thecall information to the paramedic, the County of Frontenac will endeavour to have a PARAMEDIC as defined by the Ambulance Act and duly equipped at the location of a patient determined to be CTAS 1.
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: ETS/FPS Project: Additional 12hrs/365days Paramedic Coverage
2017 ETS – FPS Budget Project Proposal
AGENDA ITEM #a)
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2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: ETS/FPS Project: Additional 12hrs/365days Paramedic Coverage
• Kingston Urban Station Study
9
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Project Ranking: 4. Operational Efficiency • Meet industry risk management practices • Reduce time pressures on crews • Right resources, right time, right location
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: ETS/FPS Project: Additional 12hrs/365days Paramedic Coverage
Municipal levy County share 2017 $45,500 / 2018 $68,700 10
2017 ETS – FPS Budget Project Proposal
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Financial Evaluation: Total cost of project – $426,120 increase in wages, benefits and statutory deduction (to be implemented over two (2) fiscal years; 2017 and 2018) Revenue sources – The staffing increase will become eligible for the 50/50 funding through MOHLTC grant in the year following the implementation
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
QUESTIONS
AGENDA ITEM #a)
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2017 ETS - FPS Budget Project Proposal 11
Project Proposal
Community Paramedicine Wellness Clinics
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 ETS – FPS DRAFT Budget
AGENDA ITEM #a)
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2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: ETS/FPS Project: Community Paramedicine – Wellness Clinics
Project Description: To increase the frequency of Wellness Clinics throughout Frontenac.
2017 ETS – FPS Budget Project Proposal
AGENDA ITEM #a)
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2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: ETS/FPS Project: Community Paramedicine – Wellness Clinics
Project Description: Background:
14
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• 2014 – Wellness Clinics on Wolfe Island • 2015 – expanded to include clinics in South, Central and North Frontenac through County Council budget and MOHLTC grant • Clinics have been “wildly” successful and are now aligned through the North and South Frontenac Community Services Diner’s Club schedules for maximum exposure
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: ETS/FPS Project: Community Paramedicine – Wellness Clinics
2015: • Wolfe Island had 11 clinics with a total of 66 client contacts • Northern Frontenac (SF,CF, NF) had a total of 7 clinics with a total of 87 client contacts
15
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In 2016(Apr-Sept): • Wolfe Island had 5 clinics with a total of 29 client contacts • Northern Frontenac (SF,CF,NF) had 4 clinics with 81 client contacts
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: ETS/FPS Project: Community Paramedicine – Wellness Clinics
Project Ranking: 3. Council/Policy Direction
16
2017 ETS – FPS Budget Project Proposal
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Meeting the Aging Tsunami Challenge for Frontenac Seniors • Community Paramedicine programs may assist with the Senior Housing strategy and help maintain seniors remaining in their own homes as they age. • Community Paramedicine projects are effective in reducing 911 calls and can be correlated to RTS
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: ETS/FPS Project: Community Paramedicine – Wellness Clinics
Financial Evaluation: Total cost of project – $18,000 per year Revenue sources – MOHLTC – CP funding of $3000 Municipal levy – County share $15,000
2017 ETS – FPS Budget Project Proposal
AGENDA ITEM #a)
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2016-110 Corporate Services 2017 Draft Budget – Business Pla…
QUESTIONS
AGENDA ITEM #a)
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2017 ETS - FPS Budget Project Proposal 18
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017-2021 Business Plan
AGENDA ITEM #a)
Economic Development Page 97 of 332
Planning and
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2016 – What Did We Do? •
•
• • •
Planning and Economic Development – Business Plan 2017-2021
AGENDA ITEM #a)
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•
First County Official Plan – January 2016 $300,000 in external funding approved for Advancing Economic Development in Frontenac through Collaboration Private Roads Study approved First Regional Brand for Frontenac Harrowsmith Community Improvement Plan adopted Business Ambassador program launched #InFrontenac
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2016 Projects Update Harrowsmith Community Improvement Plan •
To encourage rehabilitation initiatives and/or stimulate development in the hamlet of Harrowsmith. Once implemented, the plan allows South Frontenac to provide tax assistance, grants or loans to assist in the rehabilitation of lands and/or buildings within the defined Community Improvement Project Area.
Total Cost
$70,000
Current Status
Completed October 2017
Planning and Economic Development – Business Plan 2017-2021
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CIP Evaluation
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2016 Projects Update Advancing Economic Development in Frontenac through Collaboration •
Branding – A region-wide brand to define Frontenac and showcase diversity. This is not a traditional corporate brand, it is a tool to foster a sense of place and grow the reputation of Frontenac as a desirable place to live, visit, and do business.
Total Cost
$40,000
Current Status
Completed
Planning and Economic Development – Business Plan 2017-2021
AGENDA ITEM #a)
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Branding Evaluation
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2016 Projects Update Advancing Economic Development in Frontenac through Collaboration – Cont’d •
Community Development Coordinator (CDO) (includes wages, benefits, office and transportation costs) – to be hired on a 3-year contract to deliver the actions of the economic development implementation plan . CDO Evaluation
$ 100,000 per year
Current Status
On-going – CDO was hired for a 3-year contract effective August 15, 2016.
Planning and Economic Development – Business Plan 2017-2021
AGENDA ITEM #a)
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Total Cost
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2016 Projects Update Advancing Economic Development in Frontenac through Collaboration – Continued • Food & Beverage Business Retention and Expansion – to encourage an environment that lends to enhancing and growing the current and future food related businesses in Frontenac . F&B Evaluation $10,000
Current Status
Work-in-progress - A Business Ambassador Program is being delivered by the CDO and is on-going. Food and beverage businesses are a priority in the program. This project is augmented by approved external funding.
Planning and Economic Development – Business Plan 2017-2021
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Total Cost
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2016 Projects Update Advancing Economic Development in Frontenac through Collaboration – Continued •
Web-based Portal – A one-stop data tool for residents, visitors and businesses who are looking for information on Frontenac .
WB Portal Evaluation $20,000
Current Status
Work-in-process – an URL (infrontenac.ca) has been secured. The site will be developed and hosted by the current web provider for the County. The site is slated to be completed by December 31, 2016. This project is augmented by approved external funding. (now $30,000)
Planning and Economic Development – Business Plan 2017-2021
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Total Cost
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2016 Projects Update Advancing Economic Development in Frontenac through Collaboration – continued •
Accommodation Study - to encourage and support the opening and operation of 100 new accommodation beds in the Frontenacs by 2020.
Accommodation Study Evaluation $50,000
Current Status
Not started – RFP to go out in November, 2016
Recommendation
Defer the project to 2017 to allow for staff time to manage the project
Planning and Economic Development – Business Plan 2017-2021
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Total Cost
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2016 Projects Advancing Economic Development in Frontenac through Collaboration – continued •
External Funding – Department staff were tasked to increase the 3 year $500,000 budget by two fold.
Planning and Economic Development – Business Plan 2017-2021
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Funding has been approved in 2016 as follows: • External funding (to be later named) $ 300,000 • Township Collaborative contribution $ 65,000 • Private Donation $ 5,000 • Big Data for Small Places $ 50,000
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2016 Projects Update Communal Services Study • A planning, fiscal, and environmental study to consider new development in settlement areas to be built using communal services. This can result in smaller lot sizes and better integration into the existing village fabric, and increase number of citizens within walking distance of commercial areas . CSS Evaluation $80,000
Current Status
Not started – RFP to go out in November, 2016
Recommendation
Defer the project to 2017 to allow for available staff time to manage the project
Planning and Economic Development – Business Plan 2017-2021
AGENDA ITEM #a)
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Total Cost
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2016 Projects Update Age-Friendly Community Plan • To best meet the needs of seniors the County recognizes that the ways in which we plan and design our communities, deliver public services, and engage and communicate with seniors should be enhanced .
AFCP Evaluation $40,000 ($35,000 grant; $5,000 in-kind)
Current Status
Work-in process - to be completed by February 2017
Planning and Economic Development – Business Plan 2017-2021
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Total Cost
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2016 Projects Update Senior Housing Study • Ongoing development of a seniors’ housing project in each Township. Marysville (Frontenac Islands) project commenced in 2015. North, Central and South Frontenac started the process in 2016.
SHS Evaluation $24,000
Current Status
On-going
Planning and Economic Development – Business Plan 2017-2021
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Total Cost
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2016 Projects Update Private Roads Study • A study to create land use policy criteria and use of legal tools to allow for continued waterfront development on private roads (currently 40% of County assessment is on private roads).
PRS Evaluation $60,000
Current Status
Completed
Planning and Economic Development – Business Plans 2017-2021
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Total Cost
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Key Performance Indicators 2016 • • • • • • •
100% planning recommendations endorsed One successful hearing - Ontario Municipal Board Community Improvement Plans R.O.I. 3 km K&P Trail development to Sharbot Lake $420,000 leveraged from other funding sources Four partnerships Two of collaborative projects completed AGENDA ITEM #a)
Page 110 of 332 Planning and Economic Development – Business Plans 2017-2021
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
New or Enhanced Initiatives Regional Signage Strategy and Implementation
Local Food/AgriBusiness
Ferry by Foot Program
Description: Bring awareness of the new brand for Frontenac to businesses, residents and visitors. Includes Business Ambassador Program
Description: Using the new region-wide brand determine and install the signage required for major roads, gateways, hamlets, trails and way-finding.
Description: Build on existing momentum to increase local food capacity and expand awareness of the value of local food /agri-business
Description: Develop a program to encourage visitors to Frontenac Islands to travel by foot rather than by vehicle.
Timelines: 2016-2017
Timelines: 2016-2019
Timelines: 2016-2018
Timelines: 2016-2019
Responsibility: Manager of Economic Development, Community Development Officer
Responsibility: Manager of Economic Development, Community Development Officer
Responsibility: Manager of Economic Development; Community Development Officer
Responsibility: Manager of Economic Development; Community Development Officer
Resources: Internal Communications Officer External: Township staff; Business Brand Ambassadors - ($85,000 Economic Development Actions Plan augmented by external funding.
Resources: Internal GIS Specialist; External – Township staff and Economic Development Committees. ($135,000 Economic Development Actions Plan augmented by external funding)
Resources: Internal Communications Officer, GIS Specialist; External Township staff; Economic Development Committees ($110,000 Economic Development Actions Plan augmented by external funding)
Resources: Communications Officer, External – Township staff; Local community organizations; ($65,000 Economic Development Actions Plan augmented by external funding)
Planning and Economic Development – Business Plan 2017-2021
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- Brand Recognition Program
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Key Performance Indicators - 2017 • • •
• • •
•
Planning and Economic Development – Business Plan 2017-2021
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•
Percentage planning recommendations endorsed Success rate at Ontario Municipal Board Community Improvement Plans R.O.I. K&P Trail development to Sharbot Lake Dollars leveraged from other funding sources Number of partnerships Number of collaborative projects completed Number of Business Ambassador agreements
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Questions?
AGENDA ITEM #a)
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2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal
AGENDA ITEM #a)
Economic Development Page 114 of 332
Planning and
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Planning and Economic Development Project: Community Opportunities Grant Background: •Former Grant : Small Scale Community Sustainability Initiatives was an approved project in the County’s Integrated Community Sustainability Plan (ICSP) from 2009-2015
•It is recognized that a number of community projects contribute towards sustainability.
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•Supported building community capacity and covered all four pillars of sustainability: social, cultural, economic and environmental.
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2017 Budget Project Proposal Department: Planning and Economic Development Project: Community Opportunities Grant
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•2009-2014 County investment approximately $280,000 • Total project value to communities $720,000 • Community groups have few funding recourses - grants available are few • Complements Community Improvements Plans • Encourages volunteerism
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Planning and Economic Development Project: Community Opportunities Grant The grant will be offered in three streams:
- Individual
- Groups/Organizations
- Businesses
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P r i o r i t y w i l l b e g i v e n t o a s k s /p roj e c ts t h a t f a l l w i t h i n t h e t h e m e s a n d d e m o g rap hi c s o f t h e E c o n o mi c D e ve l o p m ent C h a r t er: Tr i p s a n d Tr a i l s , F o o d a n d B e v e r a g e, R e c r eat i on al L i f e s t y l e a n d Yo u t h a n d S e n i o r s .
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Planning and Economic Development Project: Community Opportunities Grant Examples Theme/ Demographic
Individual (up to $500) Provincial/ National/ World
Group/Organization (up to $1000)
Business Marketing (up to $5000)
Accommodation
Mountain Biking
Food & Beverage
Chef competition
Farmer’s Markets
Food Council
Artisan Cheese
Breweries
Recreational Lifestyle - Extreme Kayaking
Cycling Tour
ATV Run
Outfitters
Youth / Senior
Team games
Marathons
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Trips & Trails
- Snowmobile Club
- EOTA
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Planning and Economic Development Project: Community Opportunities Grant •
•
•
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Grants for individuals would be awarded on a basis of a person being involved in an event at a provincial, national or world level and could be awarded the grant for each year to a maximum of three years. Grants for groups and/organizations could be awarded for more than one year but each subsequent year would be reduced by 25% (year 1= $1000; year 2= $750; year 3= $500). Grants for businesses would be awarded on a one time basis. It would require the business to contribute 50% matching funds or if the business was matching funds with another funding (example Community Futures Development Corporation) a 1/3, 1/3, 1/3 combination could be considered.
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Planning and Economic Development Project: Community Opportunities Grant Financial Evaluation: Timing of the project – 2017-2021 2017 Revenue Source: • Levy $28,000 ($1 per resident) Note: increased over the following two years to be the equivalent of $2/county resident by 2019
AGENDA ITEM #a)
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2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Questions?
AGENDA ITEM #a)
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2016-110 Corporate Services 2017 Draft Budget – Business Pla…
AGENDA ITEM #a)
Human Resources
Page 122 of 332
2017-2021 Business Plan
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Key Process Improvements - YTD Electronic Competition Filing e-Reference Checking
e-Documentation
Human Resources - Business Plan 2017 - 2021
AGENDA ITEM #a)
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RTW & Accom. LEAN
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Key Stats – Recruitment Activity 250
200
190 169
150
149 117
120
129
100
47.3
50
13.4 2.6
0.08
2014
2015
0 2012
2013 -30.8
-50
of Competitions
Human Resources - Business Plan 2017 - 2021
% Increase/Decrease
2016 YTD Proj
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2011
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Key Stats – Labour Relations Activity
INVESTIGATIONS BY UNION GROUP 10 9 8 7 6 5 4 3 2 0 CUPE 2290
OPSEU 462
2011
2012
Human Resources - Business Plan 2017 - 2021
2013
CUPE 109
2014
2015
of
Eee’s
CUPE 2290 FMT
183
OPSEU 462 FPS
132
CUPE 109 Marine
16
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1
Union Group
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Key Stats – Labour Relations Activity
Grievances by Union Group 40 35
30 25 20 15 10 5
CUPE 2290 FMT
OPSEU 462 FPS 2011
Human Resources - Business Plan 2017 - 2021
2012
2013
2014
CUPE 109 Marine 2015
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0
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Key Stats – Labour Relations Activity
Arbitrations By Union Group 30 25 20 15 10 5
CUPE 2290
OPSEU 462 2011
Human Resources - Business Plan 2017 - 2021
2012
2013
CUPE 109 2014
2015
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0
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Key Stats – WSIB Activity WSIB 377 320 250 50.3%
50.0%
41.1%
145
142 111
119
73 51
71 41
49 31
2012
2013 Workplace Incidents
Severity Rate
Human Resources - Business Plan 2017 - 2021
48.7%
139
133 119
54 31
58 37
2015 WSIB Lost Time Shifts
2016
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WSIB Claims
2014 WSIB Lost Time
38.8%
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Key Program Review - 2017 • Market review of the benefits program • Pay equity maintenance • Competency framework developed for nonunion positions • Education and development plan • Policy review AGENDA ITEM #a)
Page 129 of 332 Human Resources - Business Plan 2017 - 2021
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Risk Analysis Level Risk Caution Advisement
Issue WSIB appeal; WSIB Schedule 2 and presumptive legislation; Absenteeism levels – short-term; Pay Equity; Pay Equity Commission; OPSEU 462 and CUPE 2290 CB; Arbitration – 2017
AGENDA ITEM #a)
Page 130 of 332 Human Resources - Business Plan 2017 - 2021
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Risk Mitigation Strategy Issue
Mitigation Strategy
Caution 1.
WSIB schedule 2
Prevention plan and strategies lead by FPS
WSIB decision reversals (1)
Legal contracted with WSIB expertise – appeals/hearings
Absenteeism - short-term disability
Ongoing monitoring and reporting; Third party adjudication or Abilities Management Consultant to manage complex absenteeism cases
Advisement 4. Pay equity
Will have financial implications
OPSEU 462; CUPE 2290
Collective Bargaining – potential Fall 2016/Spring 2017
Arbitration
Engage legal expertise
AGENDA ITEM #a)
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2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2016 KPI Progress Goal
2016 YTD Result
Abilities Management/ Attendance Management
Minimum 80% of employees meeting attendance standard
FMT Nursing FMT Non-Nursing FMT Non-Union FPS Non-Union FPS Union Marine Services County Union County Non-Union -
Labour Relations
Collective Agreement settlements within financial budgets and within comparator freely negotiated settlement and arbitrated awards Minimum number of grievances referred to mediation/arbitration
CUPE 2290 – 1.5% and 1.5% (2015 - 2016) OPSEU 462 – 1.75% and 1.75% (2014 – 2015) Grievance activity: 2016 – CUPE 2290 – 11 YTD; 3 resolved 2016 OPSEU 462 – 8 YTD; 2 withdrawn; 2 resolved (trending at 11 – 12 for the year)
Competency Based Performance Management Framework
Minimum 80% of performance appraisals completed on time. Identified employees improving competence
60.6% Competency based framework TBD in 2017
Human Resources - Business Plan 2017 - 2021
54.7% 64.4% 100.0% 82.4% 52.6% 66.7% 90.9% 90.9%
AGENDA ITEM #a)
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Strategy
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Questions?
AGENDA ITEM #a)
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Human Resources- Business Plan 2017 - 2021
Competency Based Review
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Human Resources
AGENDA ITEM #a)
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2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Human Resources Project: Competency Based Framework
Background:
2
AGENDA ITEM #a)
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• Competency framework has not been updated since 1998 • Core and job specific competencies evolve to meet operational demands • Competencies are the framework to accurate job descriptions, effective recruitment & selection, learning & development, performance management and succession planning
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Human Resources Project: Competency Based Framework
3
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Project Proposal • Hire a temporary full time (up to six months) Human Resources Generalist/Consultant to support the development of the competency based framework and updating of related tools.
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Human Resources Project: Competency Based Framework
Other Options Evaluated: • Develop over a longer period of time with existing resources (18-24 months)
AGENDA ITEM #a)
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4
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
- Competency Based Framework Job Descriptions
Succession Planning
Competency: Recruitment & Selection
Skill Ability
Human Resources - Business Plan 2017 - 2021
Education & Development
AGENDA ITEM #a)
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Performance Management
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Human Resources Project: Competency Based Framework
- Legislative Requirements
6
AGENDA ITEM #a)
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• Competencies related to accommodations, RTW • Salary planning and pay equity • WSIB • Human Rights • Recruitment of key skills and appropriate reflection of these skills in advertising
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Human Resources Project: Competency Based Framework
- Operational Efficiency • Complete performance management cycle linked to strategic direction of the County Increasing retention and engagement
7
AGENDA ITEM #a)
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• Hiring the best • Developing • Managing • Promoting
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Human Resources Project: Competency Based Framework
Financial Evaluation: Total cost of project: $38,000 Timing of project: 2017 Revenue sources: Municipal levy AGENDA ITEM #a)
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8
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Human Resources Project: Competency Based Framework
AGENDA ITEM #a)
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9
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
AGENDA ITEM #a)
Financial Services
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2017-2021 Business Plan
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Update 2016 Major Initiatives
Financial Services - Business Plan 2017 - 2021
AGENDA ITEM #a)
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• Retro pay and pension modules have been implemented on the financial system • Work order system has received a Lean review and procurement for software solution will be reviewed in 2017 budget • Request for proposal for audit services has been delayed to 2017 in order to investigate external audit as a shared service with the Townships
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Major Initiatives
AGENDA ITEM #a)
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Financial Services - Business Plan 2017 - 2021
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Major Initiatives
AGENDA ITEM #a)
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Financial Services - Business Plan 2017 - 2021
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Risk Analysis and Mitigation Strategies
Financial Services - Business Plan 2017 - 2021
AGENDA ITEM #a)
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• Current work order system is primarily manual, decentralized and maintained with a variety of tools, which requires extensive effort for capital planning purposes • Work order system has received a Lean review and project team has select a new software solution • Procurement of the new software system will be reviewed in 2017 budget
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
AGENDA ITEM #a)
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Financial Services - Business Plan 2017 - 2021
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Key Performance Indicators 2016
AGENDA ITEM #a)
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Financial Services - Business Plan 2017 - 2021
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Questions?
AGENDA ITEM #a)
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Financial Services - Business Plan 2017 - 2021
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
County Work Order System
AGENDA ITEM #a)
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2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Corporate Services Project: Work Order System
AGENDA ITEM #a)
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Project Description: This project will involve the implementation of a integrated work order system to service the County of Frontenac. Current Challenges: 9,400 maintenance, rehabilitation and service requests annually Inefficient manual process involving emails to track No feedback from maintenance schedule for capital planning and budget forecasting for asset replacement.
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Fairmount’s Email Based Work Order System
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Frontenac Paramedic Services Work Order System
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2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Corporate Services Project: Work Order System
- Safety to Persons/Property • Streamlined process to alert maintenance of outstanding issues
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Reduce risk of damage by quickly implementing corrective actions Protect safety of employees/residents by ensuring issues are addressed quickly
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2017 Budget Project Proposal Department: Corporate Services Project: Work Order System 3. Council/Policy Direction Recognizing that there is only one ratepayer that bears the burden of property taxes and further that ongoing spending control is a priority
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AGENDA ITEM #a)
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2017 Budget Project Proposal Department: Corporate Services Project: Work Order System 4. Operational Efficiency • Data from work order system will assist with:
AGENDA ITEM #a)
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Budgeting Forecasting Best practice analysis Life cycle management Comparing actual vs. expected work order costs Risk management
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2017 Budget Project Proposal Department: Corporate Services Project: Work Order System $60,000 $15,000
Revenue sources: OCIFA & Federal Gas Tax
$60,000
2017 Municipal levy - County share:
$4,052
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Financial Evaluation Initial Purchase: Annual Cost:
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Questions?
AGENDA ITEM #a)
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Frontenac Municipal Information Services
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2017-2021 Business Plan
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2016 Key Performance Indicators
Indicator
Goal
2016 YTD Results 34%
Identify top 3 work orders requests and provide training
NO repeat of top three staff difficulties
- 604 Website Maintenance requests
- 229 User setup requests
- 151 Intranet maintenance requests
Client Satisfaction Survey
Achieve a 95% positive response rate.
98%
Frontenac Municipal Information Services Business Plan 2017 - 2021
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Service Desk Orders closed Achieve a 50% rate or within one hour of creation resolution within one hour
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Service Level Changes
2017
Employee Scheduling Software
Initial cost $60,000
2017
Corporate Intranet
Initial cost $15,000
AGENDA ITEM #a)
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Service Level Changes 2018
Open Data
Cost= $3000.00 Following our 2016 priorities to public awareness and accountability. The county will initiate an Open Data initiative.
AGENDA ITEM #a)
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Risk Analysis Level
Issue
- No immediate risk.
Caution
- Current employee scheduling system is not fulfilling all requirements. Long term status of the employee scheduling system current vendor is a concern.
- Increase of social designed SPAM and cryptography attacks.
Advisement
- Township internal network and Internet access
Frontenac Municipal Information Services Business Plan 2017 - 2021
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Risk
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Risk Mitigation Risk Level
Issue
Caution
- Tender for new scheduling system
Advisement
- Encourage townships to build out both internal and external network capabilities.
- Maintain our multi level security measures currently in place and user awareness training.
AGENDA ITEM #a)
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Questions?
AGENDA ITEM #a)
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Frontenac Municipal Information Services Business Plan 2017 - 2021
County Staff Intranet
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2017 Budget Project Proposal Information Services
AGENDA ITEM #a)
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2017 Budget Project Proposal Department: Information Services Project: Staff Intranet Background:
Information Systems 2017 Project Proposal Staff Intranet
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The County’s current Intranet was a trial project that was constructed without budget or dedicated resources. It has proven as a valuable conduit to information for County staff.
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Information Services Project: Staff Intranet Project Description: The current intranet is limited in reach as staff can only access it from within the County’s protected network. This Intranet project would be an externally
from outside the Counties buildings.
Information Systems 2017 Project Proposal Staff Intranet
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hosted solution enabling staff to access resources
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Information Services Project: Staff Intranet Options Evaluated: • Update the current intranet side without providing external access to staff.
Information Systems 2017 Project Proposal Staff Intranet
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• Status quo
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2017 Budget Project Proposal Department: Information Services Project: Staff Intranet Legislative Requirements: • Accessibility for Ontarians with Disabilities (AODA)
AGENDA ITEM #a)
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2017 Budget Project Proposal Department: Information Services Project: Staff Intranet Operational Efficiency:
Information Systems 2017 Project Proposal Staff Intranet
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• Beyond their operational benefits, intranets can also help develop and reinforce the corporate culture of the County. • As this will be a externally hosted intranet our partner municipalities could be extended an invitation to participate.
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2017 Budget Project Proposal Department: Information Services Project: Staff Intranet Financial Evaluation: Total Cost of Project:
$15,000
Revenue Source: $15,000
2017 Municipal Levy – County Share:
$6,665
Information Systems 2017 Project Proposal Staff Intranet
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2017 Municipal Levy:
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2017 Budget Project Proposal Department: Information Services Project: Staff Intranet
Questions?
AGENDA ITEM #a)
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Staff Scheduling System
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2017 Budget Project Proposal Information Services
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2017 Budget Project Proposal Department: Information Services Project: Staff Scheduling System Background:
Information Systems 2017 Project Proposal Staff Scheduling System
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It has been identified that our current employee scheduling software is not satisfying all the Counties functional requirements. The longevity of the current vendor has also been identified as a concern.
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
2017 Budget Project Proposal Department: Information Services Project: Staff Scheduling System Project Description: This project will investigate the replacement of
the current corporate staff scheduling system
Information Systems 2017 Project Proposal Staff Scheduling System
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which has been in use since 2006.
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2017 Budget Project Proposal Department: Information Services Project: Staff Scheduling System System Deficiency:
Information Systems 2017 Project Proposal Staff Scheduling System
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• Labour-intensive timecard tracking, data entry, and approval processing • The current application does not allow for employees to access their work schedule’s from outside the corporate network. • All Time off Requests, Shift Exchanges, Schedule Views and Availability Changes must be completed from a County Computer on our internal network.
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2017 Budget Project Proposal Department: Information Services Project: Staff Scheduling System Other Options Evaluated: •
Status Quo
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2017 Budget Project Proposal Department: Information Services Project: Staff Scheduling System Operational Efficiency •
processing would be automated.
Information Systems 2017 Project Proposal Staff Scheduling System
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•
An automated time and attendance solution will see efficiency by enforcing schedule practices and Collective Agreement compliance consistently and accurately across the organization. Labour-intensive timecard tracking, data entry, and approval
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2017 Budget Project Proposal Department: Information Services Project: Staff Scheduling System Operational Efficiency • •
Reducing the administrative time associated with attendance exceptions and employee inquiries. An invitation would be extended to our partner municipalities to participate
AGENDA ITEM #a)
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2017 Budget Project Proposal Department: Information Services Project: Staff Scheduling System $60,000 6,000 12,000
Revenue Source: 2017 Municipal Levy: Transfer from Replacement Reserves:
$78,000 $18,400
2017 Municipal levy – County Share :
$13,104
Information Systems 2017 Project Proposal Staff Scheduling System
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Financial Evaluation Initial Purchase: Ongoing annual maintenance fee: Allocation to replacement reserve :
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2017 Budget Project Proposal Department: Information Services Project: Staff Scheduling System
Questions? AGENDA ITEM #a)
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AGENDA ITEM #a)
Legislative Services
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2017-2021 Business Plan
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Status of Major Initiatives Cont.
Legislative Services - Business Plan 2017 - 2021
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• 2016 first year of accessibility awareness campaign and included: » County and Township Councils proclaimed April 3 – 9 as Accessibility Awareness Week » A Twitter campaign with the hashtag #AccessibleFrontenac reached 19,922 accounts accounting for 56,231 Impressions » Frontenac News published a story on Accessibility Week #InFrontenac » Staff attended ICSP Breakfast on April 7 and reached 22 organizations/businesses. • Moved the County’s shared network drive over to a TOMRMS filing system • Finalized a complaints handling policy • Council approved updates on four major policies related to accountability and transparency
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Strengthen Community Engagement Media Releases
News Print
2016
21
$3,700
2015
14
$41,250
2014
29
$5,000
AGENDA ITEM #a)
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Strengthen Community Engagement
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Legislative Services - Business Plan 2017 - 2021
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Why Social Media?
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Legislative Services - Business Plan 2017 - 2021
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What’s New 2. Records Management
Description: There are three aspects to open government, those being:
Description: In 2017, the County’s Records Archival and hard copy filing will be taken through a Lean Process to ensure the County’s records are easily
- Personal Health Information Protection Act Training Description: The County of Frontenac, collects personal health information and must comply with Personal Health Information Protection Act. The province is focused on tightening the rules around the use, collection and disclosure of personal health information..
Timelines: 2017-2021
Timelines: 2016-2017
Timelines: 2017-2019
Responsibility: Clerk, IT,
Responsibility: Clerk
Responsibility: Clerk
Resources: Internal
Resources: Internal
Resources: Internal
Open data Open information Open dialogue
Legislative Services - Business Plan 2017 - 2021
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- Open Government
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Accomplishments for 2016
Legislative Services - Business Plan 2017 - 2021
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Major Policy Review Review of Accountability and Transparency Policies which resulted from the Bill 8 • Delegation of Authority By-law; • Procedural By-law updates regarding changes to closed meeting requirements; • Designation of Head for the purposes of MFIPPA and PHIPA; • Complaints Handling Policy.
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Service Level Changes 2016/17
2018
Proposed Service Level Change County building needs/space assessment and accessibility review – in conjunction with CAO Implementation of Civic Web Portal
Rationale/Relative to Objectives Council has referred this the an administrative office design task force for recommendations To provide the public, council members and staff with easy online access to information. Published agendas and supporting items become available online within this user friendly and completely accessible interface. • •
2019
Broadcasting of County Council meetings and events
Legislative Services - Business Plan 2017 - 2021
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Searchable database of records and meeting documents Subscription features so members of the public can receive agendas via email automatically • Public request forms connected to the clerk’s department • Attendance and voting tracking • Customize colors and images so it matches your current website Small population with a land mass of 4,000 km2 made up of small communities prohibits residents from attending meetings. Streaming will provide the public with an opportunity to watch Council meetings live, helping to promote citizen engagement and provide citizens with a sense of community with respect to the region. This technology is mobile and will permit not only the streaming of Council meetings, but also the streaming of any event.
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Risk Analysis and Mitigation Strategies Risks Caution • New legislation and shift in Provincial direction
Legislative Services - Business Plan 2017 - 2021
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Advisement • Complaints » Ombudsman/Patient Ombudsman » IPC • New penalties for wilful destruction of Records • Increased fines for persons guilty under offence under PHIPA • No limitation period for prosecutions under PHIPA (previously was six months)
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Key Performance Indicators Goal
2016 YTD Result
% of policies updated to meet legislation within first 6 months and with 12 months % new followers to County’s Twitter
70% updated within 6 months
90%
100% updated within 12 months.
100%
10%
46%
% new followers to FPS Twitter % new followers to County’s facebook page
of businesses provided
with AODA information per year % of complaints meeting the complaints policy criteria % of internal client satisfaction
10%
100%
10%
80%
100
45
90%
N/A this will start in 2017
90%
98.95%
Legislative Services - Business Plan 2017 - 2021
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Indicator
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Questions?
AGENDA ITEM #a)
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Legislative Services - Business Plan 2017 - 2021
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2017 County Council Project Proposals
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• Membership in •
•
the Great Lakes & St. Lawrence City Initiative $2,750 the Community Schools Alliance $1,000
AGENDA ITEM #a)
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Report 2016-110 Recommend Report to Committee of the Whole To:
Warden and Council
From:
Kelly J. Pender, Chief Administrative Officer
Prepared by:
Marian VanBruinessen, Director of Corporate Services/Treasurer
Date of meeting:
October 12, 2016
Re:
2017 DRAFT Budget – Business Plans and Project Proposals
Recommendation That the Council of the County of Frontenac receive report 2016-110, 2017 Draft Budget
- Business Plans and Project Proposals; And Further That Council approve the 2017-2021 Business Plans as presented; And Finally That Council include the following Project Proposals for inclusion in the 2017 draft budget deliberations. Fairmount Home Dietary – Kitchen Main Dishwash Area Administration Area Air Conditioning Unit PSW Shift 7.5 Hours - Continuation Reception Area – AODA & Functionality Frontenac Paramedic Services Additional 12hrs/ 365day Paramedic Coverage in Urban Area Community Paramedicine
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AGENDA ITEM #a)
Planning and Economic Development Community Opportunities Grant Corporate Services Council
Membership in: Great Lakes and St. Lawrence City Initiative Community Schools Alliance
Finance
County Work Order System
Human Resources
Competency Based Review
Information Services
County Staff Intranet Staff Scheduling System
Background The County has a number of high level planning documents including the Integrated Community Sustainability Plan, the Official Plan, the Strategic Plan and the Long Range Financial Plan. The Budget Policy, adopted in June 2015, (Appendix A) identifies that business plans will be developed and approved by Council. The planning horizon will generally be five years. At a minimum, the business plans will identify anticipated changes in service level funding considerations, key performance indicators, and risk and customer services objectives. Comment Business Plans: Staff have prepared the second iteration of departmental/unit business plans which have been updated since the 2016 budget deliberations. These will continue to be reviewed and revised, but set a general direction for the next five years. Business plans include staff’s anticipation of future requirements based on analysis of industry trends, demographics, anticipated legislative changes, and other pressures. Any increase in service level anticipated in future years is presented for Council information, as each service level change would be brought to Council for approval prior to implementation. However in approving these business plans, Council is endorsing the work plan and general staff direction for the next five years. Key performance indicators are a critical component of the business plan on which staff will report annually. These indicators will also be reviewed and refined.
Recommend Report –2017 DRAFT Budget Business Plans and Project Proposals October 12, 2016
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AGENDA ITEM #a)
Project Proposals: Staff are providing Council with project proposals for 2017 that align with Council strategic directions and priorities In its review of project proposals it is suggested that Council
- accept the project proposal and move it to the next stage of budget deliberation,
- request additional information from staff
- amend a project proposal and move the amended proposal to the next stage of the budget deliberation
- reject a project proposal Sustainability Implications Sustainability is dependent on good governance and stewardship of County resources. Financial Implications The Budget Policy identifies the target operational levy increase as the Ontario CPI as calculated in August of the year prior to the budget, 1.5% in 2016. As identified in the policy, while the target levy is Ontario CPI, it is important to recognize that many parts of a municipal budget are composed of items that may fluctuate above or below CPI. Increases in service delivery should not be mitigated by stabilization reserve transfers unless it is used to phase increases on to the levy over time. The cost of project proposals and proposed revenue sources are outlined in the attached Schedule A. Organizations, Departments and Individuals Consulted and/or Affected Senior Leadership Team County of Frontenac Corporate Services Managers
Recommend Report –2017 DRAFT Budget Business Plans and Project Proposals October 12, 2016
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Schedule A Project Proposals
Total $
Prov $
Fairmount 1 PSW continuation of position 2 Fairmount AC unit 3 Dietary Kitchen Main Dish Wash area 4 Reception area redesign 5 Share of IS projects - Scheduling software, intranet 6 Share of Work Order software Total County impact Fairmount
85,800 26,335 7,500 9,500 30,240 6,254
Frontenac Paramedic Services 7 New 12 hour service implemented 1/2 year 8 Community paramedicine 5 Share of IS projects - Scheduling software, intranet 6 Share of Work Order software Total County impact FPS
213,060 18,000 44,415 2,471
Human Resources 9 Competency based framework
2017 City/Other $
Fees $
85,800
0 17,908 5,100 6,460 20,563 4,253
0 0
Reserves $
2,000
County $
$
0 8,427 2,400 1,040 9,677 2,001 23,545
0 3,000 0 0
167,506 0 34,823 1,937
1,900
45,554 15,000 7,692 534 68,780
38,000
38,000 38,000
Corporate services 5 Share of IS projects - Scheduling software, intranet 6 Share of Work Order software
18,900 2,644
16,500 1,127
2,400 1,517 3,917
Ferry 5 Share of IS projects - Scheduling software, intranet 6 Share of Work Order software
945 31
756 25
189 6
0 0 0
28,000
28,000
28,000
Council 11 Memberships
4,000
4,000
4,000
CFDC Option 1 Operation Option 2 Food & Beverage
30,000 35,000
30,000 35,000
30,000 35,000
TOTAL
601,095
231,242
231,242
External
89,581
195
259,677
20,400
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Planning & Ec Dev 10 Community Opportunity Grants
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Business Plan 2017-2021 Department: Administrator: Version/Date:
Fairmount Home Lisa Hirvi (Interim) September 2016
Department/Unit Strategic Goals Fairmount Home (“Fairmount”) will provide a holistic lifestyle for all residents by responding to their unique needs and wishes related to their desired lifestyle in an effort to satisfy their physical, social, emotional, spiritual, mental and cultural needs resulting in being recognized as the “home of choice” due to our GentlecareTM approach. Key strategic directions
- To provide responsive and dignified care to Fairmount’s residents always seeking to improve their quality of life
- To provide an efficient, positive and safe work environment based upon best practices and mutual respect
- To seek the involvement of the wider community by reaching out as a leader and participant to improve the lives of the elderly throughout the entire area as a positive voice for long term care Alignment with Council Strategic Priorities: Goal #1 and #3 Meeting the Aging Tsunami Challenge and Respect for the Tax Payer: “Issues surrounding seniors is a common theme running through County of Frontenac Documents”. This plan addresses the needs of the seniors living in the County’s long term care home while at the same time identifies the goal of community outreach to become a leader in the region as the population rapidly ages. This plan incorporates the regular monitoring of best practices for more efficient and improved ways of providing care to seniors respecting our residents, our employees and our ratepayers. Sustainability & Resilience We will endeavour to seek out opportunities and resources that will allow Fairmount to reduce our financial and environmental impact on our community. Also maintain a strategy for recruitment, training and employee retention to ensure an exceptional team of staff and volunteers.
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AGENDA ITEM #a)
Department/Unit Function Fairmount is governed by the Provincial Long Term Care Homes Act, 2007 (LTCHA) and licensed by the Ministry of Health and Long Term Care (MOHLTC). Fairmount is a 128 bed, long term care home serving adults whose needs can no longer be met within the community, whose medical conditions are relatively stable and who do not require intensive, ongoing intervention by physicians and other health professionals. Notwithstanding, residents may have a serious condition requiring intensive personal care or complex medical needs requiring nursing expertise. The waiting list for admission to Fairmount is long and often numbers in excess of 200 people at any one time.
Legislative Framework
Long-Term Care Homes Act, 2007 (LTCHA): http://www.ontario.ca/laws/regulation/r10079 Proclaimed July 1, 2010, the LTCHA, 2007 is the cornerstone of the Province’s strategy in improving and strengthening resident care in Ontario’s long term care homes. The Act emphasizes a resident focused model of care, significant involvement of “resident & family councils” and greater public reporting and transparency. The MOHLTC continues to develop, refine and modify regulations contained within the LTCHA.
Long Term Care Service Accountability Agreement (L-SAA): Local Health Integration Networks (LHINs) assist in delivering the MOHLTC directives of regionally coordinated and integrated health care services. The LHINs have assumed responsibility for long term accountability and funding through the L-SAAs.
All other applicable employment, labour, and environmental legislation
Clients Fairmount provides 24-hour nursing care which incorporates nursing care through a team consisting of physicians, a full-time Nurse Practitioner (NP), Registered Nurses (RNs), Registered Practical Nurses (RPNs), and Personal Support Workers (PSWs). Support services provided include: physiotherapy, occupational therapy, restorative therapy and social work. Fairmount also provides recreational activities, dietary, housekeeping, laundry, maintenance and administrative services. Fairmount enjoys the services of a dedicated and active team of volunteers. Internal: Fairmount Residents External: Resident family members, Power of Attorneys, and volunteers
Fairmount Home Business Plan 2017-2021
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AGENDA ITEM #a)
Resident Population Statistics (January 2016): 50-59
60-69 Years
70-79 Years
80-89 Years
90+ Years
Total # Residents
% of Residents
3
3
7
9
25
20%
5
20
40
34
99
80% 100%
Years Male
3
Female Total
3
8
23
47
43
124
% of Population
2%
6%
19%
38%
35%
100%
Note: At this time, there were four (4) beds waiting to be filled.
Organizational Chart Administrator
Medical Director
Executive Assistant
Receptionist
Interdisciplinary Assistant
Administrative Clerk
Coordinator of Religious & Spritual Care
Volunteer & Special Events Coordinator Manager of Environmental Services
Director of Care
Attending Physician(s)
Assistant Director of Care
Nurse Practitioner
Registered Nurses
Registered Practical Nurses
Lead Hand
Maintenance Assistants
Restorative Care Nurse (RPN)
Housekeeping Aides
Manager of Food Services
Dietician
Cooks
Dietary Aides
Laundry Aides
Personal Support Workers
Documentation Assistants
Occupational Therapist
Rehabilitation Assistant
Recreationists
Physiotherapy Services
Fairmount Home Business Plan 2017-2021
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AGENDA ITEM #a)
Employee Complement 2016
2017
2018 2021
Full Time (non-union)
3
4
4
Full Time (CUPE 2290)
75
75
75
Part-time (non-union)
0
0
0
Part-time (CUPE 2290)
59
59
59
Contract
3
2
2
Total Employees
141
142
142
Notes: Contract employees include Interim Administrator (2016) and Managers of Environmental Services and Food Services. These figures do not include casual employees.
Existing Service Levels Mandatory services to be provided under the LTCHA include:
Accommodation Lodging Provision of meals Environmental services; laundry, housekeeping and building maintenance Administration Hospitality Services: General recreation Activation programs Spiritual programs Social programming Health Services: Physician services Clinical nursing care Personal care Palliative care Restorative care
Fairmount Home Business Plan 2017-2021
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AGENDA ITEM #a)
Case management – assessment care planning, scheduling, conferencing and documentation Intermittent Health Professionals Services; therapeutic, social work and pharmaceutical
Residents pay for supplemental personal services:
Pharmacy (not covered by OHIP), dental care, foot care, hairdressing, transportation, supplemental recreation i.e. Diner’s Club and day excursions
2016 Ministry of Health & Long Term Care Funding Funding Envelope
Resident per diem funding as at July 1, 2016
Service Envelope Description
Nursing and Personal Care
$94.37 / diem
Resident nursing and care requirements based upon assessed individual needs and adjusted to meet case mix
x 0.9953 CMI (adjusted)
$93.93 / diem (adjusted) Program and Support Services
$9.41 / diem
Resident restorative and social programs inclusive of registered dietician services
Raw Food
$8.33 / diem
Resident meals and snacks inclusive of specialized dietary requirements
Other Accommodation
$54.52 / diem
Resident indirect needs: administration, housekeeping, laundry, dietary services and facility maintenance
Total Resident Per Diem Provincial Funding
$166.19
Fairmount Home Business Plan 2017-2021
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AGENDA ITEM #a)
(Adjusted for CMI) Resident Accommodation Revenue The MOHLTC directs and sets fees for Resident accommodation costs that are recovered through Resident payments remitted to Fairmount. Resident Room
Resident per diem fees as at July 1, 2016
Accommodation Description
Basic (28 beds)
$58.99 / diem
Two residents: shared sleeping space and shared bathroom
Semi-Private (36 beds)
$71.12 / diem
Two residents: separate sleeping space and shared bathroom
Preferred - (64 beds)
$84.27/ diem
One resident: private sleeping space and bathroom
Accommodations
Budget – Revenue Sources for Operating Expenses Revenue Source
2016 Budget 2017 Draft Budget
Province
$5,440,035
$5,977,967
Residents
$2,979,822
$3,015,129
Other including reserve transfers $231,851
$135,097
Major Policy Review Fairmount has policy manuals for administration and programs, infection prevention and control and health & safety, which are reviewed annually. The LTCHA and Regulations require an annual review of specific policies, for example, zero tolerance for abuse and neglect of residents and minimize restraining of residents.
Fairmount Home Business Plan 2017-2021
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AGENDA ITEM #a)
Department/Unit Objectives
Improve quality of care to our residents
Reduce the occurrence and effect of illness and injury on workforce productivity, promote employee engagement and reduce/manage costs
Maximize the use of non-municipal funding resources
Maximize best practice reviews, information technology resources and time saving tools
Improve community outreach Major Initiatives to meet Unit Objectives
Accreditation Indicators
Attendance/Availability Improvement
Description:
Description:
Description:
Development of/and keeping current quality improvement plans and staff/resident surveys
Striving to reach and maintain the highest level of accreditation to ensure that Fairmount maintains a long waiting list of potential residents with a variety of care levels
To decrease the number of sick days, replacement labour costs and reduce the number of overtime shifts
- Development of Quality Improvement Plans
Timelines: 2017-2021 Timelines: 2017-2021
Timelines: 2017-2021 Responsibility: All staff
Responsibility: Management
Responsibility: All staff
Quality Assurance Committee (QAAC) Health Quality Ontario (HQO)
Resources: Internal
Resources: Internal
Resources: Internal
Fairmount Home Business Plan 2017-2021
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AGENDA ITEM #a)
Seek alternative funding sources
Move to full electronic 6. Development of an charting and outreach plan documentation
Description:
Description:
Description:
Work closely with Corporate Services to seek volunteers and revenue sources. Propose that Fairmount be used as a model for pilot projects
Eliminate all paper and manual reporting to improve accessibility to documents and to accurately reflect the time spent with each resident for (Case Mix Index) CMI
To provide educational and networking opportunities to the community for long term care issues and the resources available. Act as a resource in the community by providing guidance and expertise
Timelines: 2017-2021 Timelines: 2017-2021 Timelines: 2017-2021 Responsibility: Responsibility:
Responsibility: Management
Medical teams Fairmount Management Programming staff Volunteer Coordinator
Resources: Internal
Resources: Internal
Resources: Internal
Service Level Changes Fairmount has been fortunate over the years to have completed capital projects including a full redevelopment of the home and replacement of the auditorium. In 2011, the number of PSWs per shift (day and afternoon shifts) was reduced from four (4) to three (3) per unit with the exception of the secure unit that remained at four (4) on a day shift, if there are no sick calls. Staffing levels have remained unchanged since 2011.
Fairmount Home Business Plan 2017-2021
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AGENDA ITEM #a)
Although staffing levels have not changed since 2011, LTC Homes’ landscape is changing, as the residents’ level of care has become heavier and more demanding. This situation makes it challenging for staff to complete their assigned duties within their shift and is contributing to increased stress levels, illness/injury and absenteeism and a decrease in morale. The Director of Care prepared a presentation to County Council regarding the increasing levels of care in LTC Homes that provides detail about the increasing levels of care. Appendix B and B-1 are the Recommend Report to Council (2016-079) and presentation that were approved at its July 20, 2016 meeting. Rationale/ Relative to Objectives
Proposed Service Level Change 2017 Additional PSW Shift
See Project Proposal
(previously approved by Council as a pilot for four (4) months ending December 31, 2016)
Financial Projection See Appendix A.
Risk Analysis Level
Issue
Risk
- Infrastructure, Facility & Grounds Maintenance: potable water, septic, and heating/cooling infrastructure are historic concerns for the Fairmount location. Failure of one of these systems could result in an emergency situation and major financial expenditures
- Municipal contribution increases by less than inflation rate. Based on historical provincial base funding increases compared to the increase in operating costs, it is unlikely that this KPI is achievable
Caution
- Staffing levels vs. Increased Care Levels: heavier care such as lifts, feeding and resident complex behaviors increases the time needed to complete duties and properly chart the activity. Lack of
Fairmount Home Business Plan 2017-2021
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AGENDA ITEM #a)
documentation could result in poor inspection results and decreased revenue. Fairmount reputation could also suffer negatively affecting the resident waiting list 2. Staff Attendance/Availability: poor attendance, the wellness of staff, and lack of availability not only results in additional costs, it reduces available staffing levels 3. The County’s current work order system is primarily manual, decentralized and maintained with a variety of tools, which would require extensive effort to amalgamate for capital asset planning. The current system may also present a risk if the County is audited for compliance with the LongTerm Care Homes Act, Ambulance Act and MFIPPA.”
Advisement
- Staffing Retention: Fairmount will experience a larger staff turnover than the historical average due to retirements, a shrinking workforce, and heavier care requirements
Risk Mitigation Strategies Issue
Mitigation Strategy
Risk: 1.
- Facility Infrastructure
Ensure that environmental services remain a high priority by working closely with the Ministry of the Environment and the Public Health Unit. The septic and water systems are constantly monitored and may require significant future capital investment. Provincial regulations change frequently regarding such systems which may require additional costs beyond available operational funds. Sufficient reserve funds need to be established.
Fairmount Home Business Plan 2017-2021
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Caution: 1.
Availability of experienced personnel may fluctuate due to external forces. The deployment of different strategies such as adjusting the number of years of experience required when posting positions may be necessary.
Maintaining a proper balance between resident care and administration (charting) is essential. Resident care should always be the first priority. Develop “Quality Improvement” Champions on each team. A constant and consistent approach to monitoring and follow-up of employee attendance and overtime costs is required.
Staffing Levels / Increased Care Levels / Charting & Revenue
Staff Attendance/Availability 3. Work Order deficiency 4.
Propose to establish a Human Resources Committee comprised of both Management and front line staff to discuss solutions to current absentee issues.
New work order software system will address the work order risk
Advisement:
Monitor and improvement employee engagement. Staffing Retention
Ensure proper charting for CMI and staffing accordingly.
Cross training and succession planning to “grow our own” dedicated, flexible and knowledgeable employees
Key Success Factors
- Meeting the care needs of our residents in a dignified and professional manner.
- Providing a safe and respectful work environment for our employees.
- Providing affordable long term care services. Fairmount Home Business Plan 2017-2021
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- Engagement of the wider community to improve the lives of the elderly in the region.
Key Performance Indicators Objective 1 – Improve quality of care to our residents and build on Fairmount’s excellent reputation Indicators:
Reduction in number of falls
Goal: Below Provincial average
Goal: Below Provincial average
Reduction of number of restraints used Resident Length of Stay
Resident/family satisfaction survey
Goal: Obtain 95% satisfaction level
Accreditation level awarded
Goal: Maintain “Exemplary” level
Annual compliance audit
Goal: Receive no written orders
Goal: Monitor Resident length of stay as a level of care indicator
Objective 2 – To reduce the occurrence and effect of illness and injury on workforce productivity, to promote employee attachment and reduce/manage costs by continuing to encourage a safe and respectful work environment Indicators:
Reduce sick time costs
Goal: Minimum 80% of employees meeting the target for absenteeism Nursing (CUPE 2290) - no more than 10 days in a 12 month period Non-nursing/Non-Union - no more than 7 days in a 12 month period;
Reduce overtime costs
Reduce labour administration costs (grievances and arbitrations)
Goal: 25% reduction in number of overtime shifts filled
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Goal: 25% reduction in costs
Objective 3 & 4 – Continue to focus on charting resident care to improve the Case Mix Index (CMI) score generating additional non-municipal revenue Indicators:
Increase CMI revenue
Goal: 1% increase CMI revenue
Increase other revenue sources resulting in municipal contributions increasing by less than the rate of inflation
Goal: Obtain special project funding Goal: Coordinate the creation of a “Friends of Fairmount” fundraising community group
Objective 5 – Development and implementation of an outreach program regarding seniors issues Indicator: Host a spring and fall community information session focusing on relevant seniors issues
Goal: To reach 50 participants
Increase the community’s use of telemedicine equipment/system that is in place
Goal: 5% increase the use of the tele-medicine service
Increase the use of social media
Goal: To be determined in consultation with Communications
L-SAA Required Indicators:
Fairmount Home Business Plan 2017-2021
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AGENDA ITEM #a)
Debt service coverage ratio
Goal: Target 1 with Standard >=1
Total Margin
Goal: Target 0 with Standard >=0
Fairmount Home Business Plan 2017-2021
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AGENDA ITEM #a)
Appendix A – Financial Projection
Fairmount Home Business Plan 2017-2021
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AGENDA ITEM #a)
Appendix B – Increasing Levels of Care Appendix B – Report 2016-079 - Information Report to Council -Fairmount Home - Level of Care Appendix B-1 – Report 2016-079 - Presentation
Fairmount Home Business Plan 2017-2021
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Fairmount Home – Level of Care
Footer: Photo Location
AGENDA ITEM #a)
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County Council July 20, 2016
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Future Demands for Long-Term Care Population 65 years +
2011 Baby Boomers (1946-1964) reached 65 years 5 million 1 in 7 Canadians (14% of the population)
• 2036
2
AGENDA ITEM #a)
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10 million (100% increase) 1 in 4 Canadians (25% of the population)
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Resident Profile 2011
3
AGENDA ITEM #a)
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• Low to high care needs • Several provided own care independently • 25% need 2-person care • Higher cognitive status • Manageable responsive behaviours • One chronic disease
2016 • 66% need moderate to total assistance with ADLs • 53% need 2-person care • Increased cognitive impairment & physical aggression • > 1 chronic disease
7 % increase since 2011 2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Case Mix Index (CMI)
AGENDA ITEM #a)
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4
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Home CMI vs. Funded CMI • CMI reported by the Home Reported CMI • Special Rehab (SR) Limit Ministry • Re-Indexing Factor • Stability Floor Adj.
5
AGENDA ITEM #a)
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Funded CMI
• Used to adjust Nursing Personal Care (NPC) funding envelope • 2-year delay in applying Funded CMI to NPC funding envelope
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Staffing Levels (PSW) – Unchanged from 2011
Unit (32 Residents)
Evening Shift 3 – 11 pm
Night Shift 11 – 7 am
1 South
3
3
1
1 North
3 (+1 if no sick calls)
3
2
2 South
3
3
2
2 North
3 (+1 float if no sick calls)
3
2
6
AGENDA ITEM #a)
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Day Shift 7 – 3pm
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Use of Float & 4th Staff April & May 2016 – no sick calls • 1 North 4 th Staff – 32 of 61 days (52%) • 2 North Float - 15 of 61days (25%)
AGENDA ITEM #a)
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Staffing Levels on Day Shift in Ontario LTC Homes John M. Parrott Centre 28 Residents
Providence Manor 38 Residents
Finlandia Village 32 Residents
Fairmount Home 32 Residents
2.5: 28 5:38
- Bath Team
¾ :40-56 Beds
4:32
3:32
1:11
- minus baths
1:11
- minus baths & snacks
1:8
1:11
1:8
AGENDA ITEM #a)
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Lanark Lodge 40-56 Residents
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Province of Ontario •
• • • • •
9
AGENDA ITEM #a)
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•
78,000 residents live in 630 LTCHs Increased demand with > 20,000 seniors on waiting lists Increasingly complex care requirements Advanced forms of dementia & aggressive behaviours Younger populations with multiple health & neurological diseases Policy direction – enhance community care & allow seniors to stay in their homes as long as possible – admitted into LTCH with greater care needs Ontario funds LTC at lower level than any other province
2016-110 Corporate Services 2017 Draft Budget – Business Pla…
Impact on Fairmount Home • Resident safety Waiting up to 30 min for response to call bell – residents try to get up themselves & risk falls/injury
• Staff Safety Working alone with resident responsive behaviours Two-person transfers may be done solo – increased risk of injury to staff and/or resident Increased stress & burnout Insufficient staffing levels – increased wait time for care
10
AGENDA ITEM #a)
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• Resident/Family complaints
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Call to Action – 4 Hours per Resident per Day
• Calling on Ontario to deliver on 2003 promise to
legislate minimum daily care standard for LTCH residents • Minimum standard – 4 hours per resident per day
AGENDA ITEM #a)
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11
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More Staff Critically Needed to Meet Complex Resident Care Needs Toronto, Ontario (January 29, 2015) – Without increased staff, long term care residents will not get the care they need and will increasingly be at risk, warns the Ontario Association of Non-Profit Homes and Services for Seniors (OANHSS). “At 3.4 hours per resident per day, current staffing levels continue to fall far short of the 4.0 hours per resident per day recommended by the Sharkey Report in 2008,” says Tim Siemens, OANHSS Board Chair.
AGENDA ITEM #a)
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OANHSS delivered its message today to the Standing Committee on Finance and Economic Affairs at pre-budget hearings in Toronto. OANHSS is urging the government to increase staffing levels to a provincial average of 4.0 hours per resident per day over the next three years, at a cost of approximately $385 million.
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Help raise awareness for a 4-hour daily care standard for long-term care residents. Every 4th day of the month, it’s Time to Care day in Ontario and CUPE long-term care workers, supporters and allies will “make it blue.” The #makeitblue day is to: Raise awareness of need for legislated 4-hour daily care standard for residents. AGENDA ITEM #a)
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Call to Action – Fairmount Status Revised Total Total Hours per Additional Hours per Day Shift Day 345.0
7.5
352.5
of Residents
128
128
Hours per Resident per Day
2.70
2.75
Call to Action - 4 hours per Resident per Day
4.00
4.00
(1.30)
(1.25)
Shortfall: Hours per Resident per Day
14
AGENDA ITEM #a)
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Total - RN, RPN, PSW
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Fairmount Objectives • #1 - Improve quality care Challenge due to increasing levels of care and current staff levels
• #2 - Reduce occurrence & effect of illness/injury Inadequate time to complete proper care e.g. 2 -person transfers Working alone – residents with responsive behaviours
Insufficient time to properly chart that impacts on CMI & funding
AGENDA ITEM #a)
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• #3 - Maximize use of non-municipal funding resources
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Recommendation • Create 7.5 hour shift - PSW • Shift start time 0600 hours • Total wages & benefits – PSW (1.0 FTE) • $85,800 per year, which is • $28,600 for 4-month period • Test pilot – Sep-16 to Dec-16 & then evaluate AGENDA ITEM #a)
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Questions?
AGENDA ITEM #a)
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17
AGENDA ITEM #a)
Report 2016-079 Recommend Report to Council To:
Warden and members of County Council
From:
Kelly J. Pender, Chief Administrative Officer
Prepared by:
Lisa Hirvi, Interim Administrator Fairmount Home
Date of meeting:
July 20, 2016
Re:
Fairmount Home – Level of Care
Recommendation With respect to the issue of increased levels of care required for Fairmount Home’s residents and the current staffing levels that are inadequate to provide quality, residentcentered care, Council provide staff with the direction as follows:
- To create a seven and one-half (7½) hour Personal Support Worker (PSW) shift.
- Implement the seven and one-half (7 ½) hour PSW shift for the period September 1, 2016 to December 31, 2016.
- Evaluate the results and report to Council in January 2017. Background Residents are entering into long term care homes with increasingly complex care requirements. Current staffing levels do not match the resident care needs required. Therefore, delivering safe, quality, dignified and resident-centered care has become more challenging. Comment Fairmount Home’s (Fairmount) business plan includes three objectives that are to 1) improve quality care, 2) reduce the occurrence and effect of illness/injury and 3) maximize the use of non-municipal funding resources. It has become more challenging to achieve these objectives with the increasingly complex care requirements for the residents. For example, residents are admitted with more than one chronic disease, increased cognitive impairment and physical aggression. Furthermore, a greater number of residents require increased assistance
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AGENDA ITEM #a)
with the activities of daily living (ADL) and two-person care. The increasing complex care requirements are substantiated by Fairmount’s case mix index (CMI) that has increased by about 7 percent in the past five years (2011-2012 – 0.9827; 2015-2016 – 1.0521 before Ministry adjustments). There is a direct link with staff documentation of resident care provided, the resulting CMI and potential increase in provincial funding. A change in CMI and funding is an opportunity to adjust staffing levels based on resident care requirements. Providing quality care has become a challenge when staffing levels for nursing has remained unchanged since 2011, yet resident care requirements have continued to increase. This issue has resulted in safety concerns for residents and staff, as well as, complaints from residents/families about insufficient staffing levels. The Ontario Association of Non-Profit Homes and Services for Seniors (OANHSS) is urging the government to increase staffing levels to a provincial average of four hours per resident per day over the next three years. This message is being shared by other organizations such as the Canadian Union of Public Employees (CUPE) with its #makeitblue campaign to raise the awareness of the need for legislated 4-hour daily care standard for residents. Fairmount’s current staffing level is approximately 2.7 hours per resident per day. Sustainability Implications The funding for the nursing and personal care (NPC) envelope is affected by the CMI that increased more than budgeted in 2016. Therefore, there are additional unbudgeted funds that can be used towards the recommended four hour nursing shift. Furthermore, it is recommended that the additional staffing be trialed for the four month period ending December 31, 2016. If there are positive results based on Fairmount’s objectives, staff will provide further recommendations for 2017. Fairmount will support OANHSS and other organizations’ efforts for the legislated four hour daily care standards for residents. Financial Implications PSW wages and benefits are $85,800 per year (1.0 FTE), which is $28,600 for the four month period ending December 31, 2016. Organizations, Departments and Individuals Consulted and/or Affected Fairmount Home, County of Frontenac
Recommend Report to Council Fairmount Home – Increase Level of Care July 20, 2016
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AGENDA ITEM #a)
Business Plan 2017 - 2021 Department: Unit: Director: Version/Date:
Emergency and Transportation Services Frontenac Paramedic Services Paul J. Charbonneau September, 2016
Department/Unit Strategic Goals To deliver excellent service to our communities. We endeavour to provide patient care and response, that meets or exceeds objective and measurable standards and increases public awareness of health risks and injury prevention, with efficiency and accountability. Key strategic directions
- To support paramedic wellness, both physical and mental, to ensure a healthy workforce,
- To meet the legislated Response Time Standard,
- Maintain Unit Hour Utilization (UHU) to ensure resources availability and response demands,
- To lead a culture shift through focused investment on superindents’ role as effective managers of people. Alignment with Council Strategic Priorities Goal#1: Meeting the Aging Tsunami Challenge for Frontenac Seniors Community Paramedicine programs may assist with the Senior Housing strategy and help seniors remaining in their own homes as they age. Goal#3: Respect for the taxpayer and focused economic development Demands for 911 Paramedic Services are increasing as the population ages. Innovative programs and projects to meet the objectives of the “Aging at Home Strategy” adopted by the Ontario Government will assist in reducing staffing demands and budget increases. Sustainability & Resilience Ensuring a strategic long term view of paramedic services to the communities served while maintaining financial sustainability.
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AGENDA ITEM #a)
Department/Unit Function Frontenac Paramedic Services (FPS) is a progressive team of highly qualified paramedic professionals committed to “Our Purpose”:
To excel in compassionate patient care as key partners in out-of-hospital care To actively engage our communities To be leaders in staff growth, recognition and development through progressive programs, training and equipment.
By responding to emergencies in a coordinated and expeditious manner, the citizens of the Frontenac Paramedic Services response area can be confident in the quality of outof-hospital care provided in compliance to the Basic Life Support (BLS) and Advanced Life Support (ALS) Standards. Frontenac Paramedic Services will provide Paramedic Services throughout the County of Frontenac and the City of Kingston 24/7/365. We will commit to the provision of paramedic services in a manner that allows the closest available and most appropriate ambulance to be dispatched regardless of location or jurisdiction, and will work with other municipal, provincial and international agencies, as required, to respond to requests for assistance in such instances. Our service will work cooperatively with other agencies to provide comprehensive emergency medical services that are accessible, integrated, seamless, accountable, and responsive. Community Paramedicine (CP) within the County began in 2014, with Wellness Clinics on Wolfe Island and then expanded in 2015 throughout the County. Paramedics now utilizing the “Ontario Paramedic Referral Program”, through the Community Care Access Centres (CCAC), utilizing the PERIL predictive rule. Further initiatives in CP will come through the completion of a research project by Queen’s University, in consultation with many regional stakeholders.
Legislative Framework The Ambulance Act R.S.O. 1990 Chapter A.19 Link to the Ambulance Act The Ambulance Services Collective Bargaining Act, 2001 Link to the Ambulance Services Collective Bargaining Act Occupational Health & Safety Act: Link to the Occupational Health and Safety Act Pay Equity Act: Link to the Pay Equity Act Labour Relations Act: Link to the Labour Relations Act Employment Standards Act: Link to the Employment Standards Act Ambulance Services Collective Bargaining Act: Link to the Ambulance Services Collective Bargaining Act Emergency and Transportation Services – Frontenac Paramedic Services Business Plan 2017 -2021
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AGENDA ITEM #a)
Ambulance Service Documentation Standards: Link to the Service Documentation Standards Ambulance Service Patient Care and Transportation Standards: Link to the Ambulance Service Patient Care & Transportation Standards Ambulance Service Communicable Disease Standards: Link to the Ambulance Service Communicable Disease Standards Deceased Patient Standards: Link to the Deceased Patient Standards Land Ambulance Service Certification Standards: Link to the Land Ambulance Service Certification
Clients FPS is committed to maintaining a patient centric focus in decision making, based on evidence based research and practice. Internal: FPS serves the paramedic, administrative and logistics staff, providing leadership, guidance and issues management. FPS is a community planning resource regarding new subdivisions. External: The patients and citizens of the County of Frontenac and the City of Kingston who request 911 response and/or attend community engagement activities.
Emergency and Transportation Services – Frontenac Paramedic Services Business Plan 2017 -2021
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AGENDA ITEM #a)
Employee Complement 2017 2018 2019 2020 2121 Full Time (non-union)
17
18
18
18
18
Full Time (union)
82
82
82
82
82
Part-time (non-union)
2
2
2
2
2
Part-time (union)
57
57
57
57
57
158
159
159
159
159
Contract Total Employees
Emergency and Transportation Services – Frontenac Paramedic Services Business Plan 2017 -2021
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AGENDA ITEM #a)
Chief/ Director of Emergency Services Paul Charbonneau
Executive Assistant Jennifer Dawson
Administrative Assistant Kathryn Aldrich Deputy Chief of Performance Standards Gale Chevalier
Performance Standard Assistant Carolyn Whitworth
Deputy Chief of Operations David Gemmill
Superintendent of Performance Standards Micheal van Hartingsveldt
Administrative Clerk Lisa Moreland
Richard Russell Ingmar Freitag (9) Superintendents Chris McBain Jeff Burgess Todd Fisher Mark Podgers Todd Lamore Ed Miller
(2) Logistics Clerk
Rob Wright Andy Dawson
Emergency and Transportation Services – Frontenac Paramedic Services Business Plan 2017 -2021
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AGENDA ITEM #a)
The County of Frontenac continues to respond to changing levels of request for 911 service. Statistics
Policy and Program Review 2017 2018 2019 2020 2021 Legend
X = Major
Y = Routine
Policy Review
X
Y
Y
X
Y
Response Time Standard
X
X
X
X
X
Unit Hour Utilization
X
X
X
X
X
Attendance Management/ EAAP
X
X
Y
Y
Y
Performance Management Competency Program
Y
Y
Y
Y
Y
Emergency and Transportation Services – Frontenac Paramedic Services Business Plan 2017 -2021
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AGENDA ITEM #a)
Training and Development
X
X
Y
Y
Y
Department/Unit Objectives (will link to KPIs below)
- Meet and/or exceed Legislative Response Time Standards (RTS)
- To reduce the occurrence of illness and/or injury on workforce productivity and to promote employee physical and mental wellness.
- Maintain industry Unit Hour Utilization (UHU)
- Implement Collaborative Just Culture
- Continue to change leadership culture
Major Initiatives to meet Department Objectives
Implement Urban Station Study locations/colocations
Attendance and Ability Management
Add paramedic resources to ensure UHU is within industry guidelines.
Description:
Description:
Description:
In order to meet the County of Frontenac’s legislated RTS additional station locations must be opened within the City of Kingston Urban Development Area
Continue to support paramedic wellness, both physical and mental
As UHU increases the service’s resources are moving toward over-maximization and usage; this too can impact RTS. An additional 12 hour ambulance will need to be added to reduce the UHU and meet RTS
Timelines: 2017-2018 Responsibility: Internal
Timelines: 2017 through 2021
Resources: Responsibility: Internal and in External and internal training at partnership with the Kingston Continuing Medical Education Fire and Rescue (CME’s) $20,000 Resources: Internal
Timelines: 2017 Responsibility: Internal Resources: Internal
Emergency and Transportation Services – Frontenac Paramedic Services Business Plan 2017 -2021
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AGENDA ITEM #a)
Implement “Collaborative Just Culture”
Leadership Culture
Description:
Description:
Enhance patient risk by Improving Safety and Reliability With a Focus on Systems, Behaviors, Error Analysis, and accountability
Continue with the 3A’s of Leadership and Authority training
Timelines: 2017-2021 Responsibility: Internal Resources: Internal
Timelines: 2016-2017 Responsibility: Internal Resources: External – Loyalist College ($10,000) and Internal with assistance of Human Resources
Emergency and Transportation Services – Frontenac Paramedic Services Business Plan 2017 -2021
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AGENDA ITEM #a)
Kingston Urban Station Study Council received the Urban Station Study Report in September 2015. Although several factors remain fluid regarding co-location opportunities with the Kingston Fire and Rescue at the airport and Division /Elliott locations, the need for a station in the northwest portion of the Urban Boundary should be addressed in 2017. Options will be presented to County Council as part of the 2017 Budget.
Emergency and Transportation Services – Frontenac Paramedic Services Business Plan 2017 -2021
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AGENDA ITEM #a)
Service Level Changes As call volumes increase so does the Unit Hour Utilization (UHU) number. The higher the UHU number the risk increases of falling response times and unit availability. Projecting a modest 2% increase in call volume would suggest that additional resources would be required when the UHU reaches .35. Factors that would influence the timing of this would be additional resources being contemplate for Lennox & Addington County and Leeds & Grenville County.
County Council may need to evaluate the effects of the possible closure of the L&A County Denbigh ambulance base on North Frontenac Township Proposed Service Level Change
Rationale/ Relative to Objectives
2017
Additional 12 hour ambulance
UHU and RTS compliance
2017
CP - Wellness Clinics
County Council Strategic Goals
2018
Training Superintendent
Increased legislative requirements
20192021
New Station or Co-location with Kingston Fire & Rescue
UHU and RTS compliance
Emergency and Transportation Services – Frontenac Paramedic Services Business Plan 2017 -2021
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AGENDA ITEM #a)
Financial Projection – See Appendix A Risk Analysis Level
Issue
Risk Caution
- The Land Ambulance (LA) Grant, to Designated Delivery Agents (DDAs) is discretionary on the part of the Ontario Government and not legislated
- The County’s current work order system is primarily manual, decentralized and maintained with a variety of tools, which would require extensive effort to amalgamate for capital asset planning. The current system may also present a risk if the County is audited for compliance with the Ambulance Act and MFIPPA.”
Advisement
- Changes in land ambulance deployment by neighbouring municipalities may have either positive or negative effects on FPS call volumes, deployment and response times
- The Collective Agreement with OPSEU paramedics expired on December 31, 2015 and we have not scheduled bargaining dates
Risk Mitigation Strategies Issue
Mitigation Strategy
Risk Caution
LA Grant
Work order deficiencies Advisement
Continue to participate in discussions with EHSB, Municipal Treasurers and stakeholders to ensure the grant remains in place.
Work order software
Continue to participate in discussions with Leeds & Grenville, Lennox & Addington and Lanark
Deployment Emergency and Transportation Services – Frontenac Paramedic Services Business Plan 2017 -2021
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AGENDA ITEM #a)
Issue 2. Collective Bargaining
Mitigation Strategy Counties regarding future improvement/reductions in service levels in those municipalities’. 2. The employer continues to offer dates for bargaining
Emergency and Transportation Services – Frontenac Paramedic Services Business Plan 2017 -2021
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AGENDA ITEM #a)
Key Success Factors Attendance and Abilities Management
To further assist Paramedics in developing a clear understanding of the disability management strategy (including prevention, accommodation and support recovery), that will assist in preventing and managing absences from work.
RTS/UHU Targets/Urban Station Study
The service is meeting the RTS in those areas currently illustrated in red in the urban areas of the City of Kingston and maintain acceptable UHU levels.
Collaborative Just Culture
The service focusses on culture of risk management versus blame. Build on a culture of patient safety, where paramedic self-reporting of errors increases.
Leadership Culture
The FPS leadership team is aligned by goals, mindset, values and behaviours. The FPS leadership team lives its “Guiding Principles”: We are at our best when we: Take up challenges to move the service ahead Look after day to day tasks well, and remove the obstacles that impede service to the community Work as a team, setting aside personal agendas to work towards common outcomes Recognize the contributions and the importance of everyone’s role and encourage each other to step up. Actively seek input from others in significant decisions Exercise empathy and compassion towards those around us Give everyone the opportunity to lead and excel
Key Performance Indicators Objective 1: Legislated Response Time Standard (RTS) RTS is a retrospective review of how we performed compared to what the County Council has set as its RTS targets. The County of Frontenac has one of the highest RTS targets in Ontario and has met and/or exceeded its targets since inception of new RTS criteria in 2013. Emergency and Transportation Services – Frontenac Paramedic Services Business Plan 2017 -2021
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Goal: To meet the Response Time Standard set annually for all CTAS levels of patients. New Performance Measures Targets - Sudden Cardiac Arrests or CTAS 1 Within 8 Minutes 90% 80%
70% 60%
50% 40%
30% 20%
10%
Manitoulin Sudbury Huron County EMS Haliburton Parry Sound Muskoka Prescott Russell Algoma EMS Bruce County EMS Grey Haldimand Lennox Addington Middlesex London Norfolk Rainy River Simcoe County Leeds Grenville EMS Hastings Kawartha Lanark Northumberland Prince Edward Renfrew Chatham Cochrane District EMS Dufferin County Elgin Kenora Lambton Rural Thunder Bay DSSAB Timiskaming Brant County Guelph Wellington Peterborough Cornwall Stormont Frontenac Paramedic Services Nipissing Oxford Perth Sault Ste Marie Thunder Bay City Waterloo Durham Region EMS Essex Windsor Halton Region Hamilton EMS Ottawa Paramedic Service Peel Toronto York Region EMS Niagara Sudbury Lambton Urban
0%
The County of Frontenac set the following criteria under Regulation 257/00, as amended, for its response time targets for 2015: For the calendar year of 2015, from January 1 to December 31, i. Designated Delivery Agent (DDA) - SUDDEN CARDIAC ARREST 48% percent of the time, within 6 minutes from the time ambulance dispatch conveys the call information to the paramedic, the County of Frontenac will endeavour to have a person equipped and ready to use an AED at the location of a patient determined to be in sudden cardiac arrest. ii. EMS Designated Delivery Agent - CTAS 1 68% percent of the time, within 8 minutes from the time ambulance dispatch conveys the call information to the paramedic, the County of Frontenac will endeavour to have a PARAMEDIC as defined by the Ambulance Act and duly equipped at the location of a patient determined to be CTAS 1. iii. EMS Designated Delivery Agent - CTAS 2, 3, 4, 5 The County of Frontenac will endeavour to have a PARAMEDIC as defined by the Ambulance Act and duly equipped at the location of a patient determined to be CTAS 2, 3, 4, 5 within a period of time determined appropriate by the DDA and noted below in Table 1, or as resources permit (level of effort):
Emergency and Transportation Services – Frontenac Paramedic Services Business Plan 2017 -2021
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Table 1, CTAS 2, 3, 4, 5 EMS Delivery Agent Commitment CTAS
Target Time from Paramedic Received Until on Scene
% Target
2
10 minutes
65%
3
10 minutes
65%
4
10 minutes
65%
5
10 minutes
65%
Objective 2: To reduce the occurrence of illness and/or injury on workforce productivity and to promote employee physical and mental wellness. Goal: 80% of employees meeting the target for absenteeism
Paramedics (OPSEU 462) – no more than 12 days in a 12 month period
Objective 3: Unit Hour Utilization (UHU) UHU is predictive in nature based on historical data. It can be influenced by many factors such as out of scope call volume increases, episodic call Emergency and Transportation Services – Frontenac Paramedic Services Business Plan 2017 -2021
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volume events i.e. Homecoming, etc., deployment changes (+/-) by neighbouring municipalities. A target ceiling of .35 UHU is utilized to indicate when FPS may see system response pressures and need to consult with County Council on options to maintain or improve system performance.
Goal: Monitor FPS UHU against industry standards to ensure adequate resources available to meet County Council’s legislated Response Time Standards (RTS) Objective 4: Customer Complaints Customer complaints arise from concerns regarding a number of issues including patient care, Paramedic attitude and response times. Complaints may be handled internally or may be investigated by the Ministry of Health. Monitoring causes of patient complaints and providing coaching and education can reduce the number of complaints received. Goal: Reduce the number of complaints received annually/Reduce number of complaints referred to Ministry of Health. Objective 5: Loyal customers Patients with frequent ambulance use may benefit from programs such as Paramedic Referral to CCAC, as well as Community Paramedicine initiatives. Reducing the number of repeat 911 calls will save money and free up resources for emergency calls Emergency and Transportation Services – Frontenac Paramedic Services Business Plan 2017 -2021
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Goal: Decrease the number of calls by loyal customers by 50% The key performance indicators for the FPS unit are intended to provide Council and the public with an indication that service delivery is on track. Appendix A – Financial Projection
Emergency and Transportation Services – Frontenac Paramedic Services Business Plan 2017 -2021
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Business Plan 2017-2021
Department: Director: Manager: Version/Date:
Planning and Economic Development Joe Gallivan Anne Marie Young September 2016
Department Strategic Goals To ensure land use planning advice to County Council and the member Townships that recognizes the rural character of the Frontenacs that is based on a solutions-oriented framework, and to promote economic development that can benefit all citizens and businesses. Furthermore, the Department is responsible for being one of the leaders in the implementation of the three strategic planning goals established by County Council: To focus on service delivery of the aging population across the Frontenacs, which is large and growing and will need more public services and facilities in the coming years; Work with the Townships, other Eastern Ontario Counties, and the Province of Ontario on preparing for a “post-landfill reality” to ensure the issue is dealt with on a regional basis; and Focus efforts through the Economic Development Charter to set priorities for economic development objectives and revenue generation. Key Strategic Directions
- To ensure that plans are in place to be a leader in rural land use planning and the long term sustainability of the Frontenacs.
- To develop and maintain a regional plan that deals with cross-jurisdictional, collaborative issues for the County and Townships to improve infrastructure, stabilize and improve villages, and protect the natural heritage system.
- To work with Council, Townships, citizens, businesses, and other stakeholders to strengthen the economic opportunities across the region. Alignment with Council Strategic Priorities: Goal #3 Economic Development and Value for Taxpayers: by ensuring that the County has numerous opportunities to work collaboratively with the Townships and other Eastern Ontario regions to advance economic development opportunities.
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Sustainability & Resilience: Ensuring a strategic long term view of regional planning and economic development.
Department Function Planning and Economic Development staff comprised of the Director of Planning & Economic Development, the Manager of Economic Development, Community Planner and the Community Development Officer provide services to the County and the Townships in the following areas: Strategic Planning
Economic Development Initiatives
Township Official Plan and Zoning Updates
Special Projects (e.g., Seniors Housing, Rural Transportation)
Trail Development and Management
Tourism Promotion
Community Development
Regional Land Use Planning
Legislative Framework
The Planning Act, R.S.O. 1990, c. P.13 The Planning Act, R.S.O. 1990, c http://www.ontario.ca/laws/statute/90p13 Provincial Policy Statement (2014) http://www.mah.gov.on.ca/Page10679.aspx The Municipal Act, 2001, S.O. 2001, c. 25 http://www.ontario.ca/laws/statute/01m25 Development Charges Act http://www.mah.gov.on.ca/Page9839.aspx Environmental Protection Act http://www.ontario.ca/laws/statute/90e19 Canadian Environmental Protection Act http://www.ec.gc.ca/lcpe-cepa/default.asp?lang=En&n=26A03BFA-1 Source Water Protection Plans http://crca.ca/watershed-management/studies-and-mapping/source-water-protection/ http://quintesourcewater.ca/web/ http://www.mrsourcewater.ca/en/ Frontenac County Official Plan (adopted October, 2014) Township Official Plans and Zoning By-laws K&P Implementation Plans and Trails Master Plan Frontenac Economic Development Charter Frontenac Economic Development Implementation Plan
Planning and Economic Development Business Plan 2017-2021
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Relationships: Planning and Economic Development will work with County Council and Township Councils, external agencies, upper level governments, citizens, and businesses. Internal:
County Council - act as a lead department in implementation of Council’s strategic planning goals/priorities, and to work with Council on long-term regional planning policy (both from a land use and economic development perspective). Also work with Committees of Council on same long-term regional issues. County Administration - Primary internal relationships are with: Geographic Information Systems (GIS) for data collection, land use planning analysis, and mapping; Communications for information sharing, promotion, consultation, and the use of social media; and the Chief Administrative Officer’s Office for strategic planning and economic development. Also, where necessary provide planning direction to internal staff.
External: The majority of relationships for Planning and Economic Development are external: Citizens – consultation on land use planning issues, information/data sharing, economic development projects. Upper Level Governments – communicating with Provincial ministries (e.g., Municipal Affairs, Environment and Climate Change, Natural Resources and Forestry, Tourism Culture and Sport) and Federal Departments (Environment, Finance) to seek advice, apply for grant funding, and to lobby County policy positions. Member Municipalities – work with Townships on collaborative planning to strengthen the region. Local External Agencies – a key part of regional collaboration. The Department will communicate, consult, and work with agencies such as North Frontenac and South Frontenac Community Services, Community Futures Development Corporation (CFDC), Eastern Ontario Trails Alliance (EOTA), Ducks Unlimited, Land ‘O Lakes Tourism, and cottage associations. Local Business – as part of the implementation plan for Economic Development Plan
- staff will work with existing businesses and start-up businesses to stabilize and improve local business activity, particularly those operating within the core/focus of County Council’s economic agenda.
Planning and Economic Development Business Plan 2017-2021
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Employee Complement 2017
2018
2019
2020
2021
Full Time (non-union)
3
3
3
3
3
Full Time (union)
1
1
1
1
1
Part-time (non-union)
0
0
0
0
0
Part-time (union)
0
0
0
0
0
Contract (including summer students)
2
2
3
3
3
Total Employees
6
6
7
7
7
Total FTE
3
3
4
4
4
Director of Planning and Economic Development Joe Gallivan Manager of Economic Development
Anne Marie Young
Community Planner Community Development Officer
Reid Shepherd
Alison Vandervelde
Planning and Economic Development Business Plan 2017-2021
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Existing Service Levels: Policy Planning
Development and management of Frontenac County Official Plan Ongoing preparation and management of local Community Improvement Plans. Special projects: Private Roads Study, Seniors Housing, Population and Employment Projections, Natural Heritage Study. Sustainability Planning Trails Master Plan implementation
Land Use Planning
Subdivisions – review and approval in conjunction with Townships. Township Planning (North Frontenac, Central Frontenac, Frontenac Islands) o Full Services Official Plan and Zoning By-law Updates Planning reports for Zoning Amendments, Official Plan Amendments, minor variances, severances, easements/right of ways. Site visits Township Council and/or Committee attendance Consultation/advice to citizens and developers on planning matters. Ontario Municipal Board (OMB) attendance to provide planning evidence.
Federal and Provincial Funding Opportunities
Submissions for grant funding for economic development related projects.
Trail Management and Construction
K&P Trail construction and maintenance
Economic Development
Community Improvement Plans Community Profiles and Business Trends Business Retention and Expansion Trails Network Development Age-Friendly Community Plans Business Ambassador Program Regional Marketing Plan
Planning and Economic Development Business Plan 2017-2021
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Community Development
First Impressions Community Exercises Partnerships
Major Policy/Program Review: 2017
2018
County Official Plan
2019
2020
2021
x
Community Improvement Plans
x
x
x
x
x
Local Township Planning
x
x
x
x
x
Economic Development Action Plan
x
x
x
x
x
Communal Services Study
x
x
x
x
ICSP (Directions for Our Future) update
x
Recreation Infrastructure Plan
x
K&P Trail Maintenance Plan
x
Age-Friendly Community Plan
x
Population and Employment Projections update Township Planning – Official Plan and Zoning By-law Updates (North, Central, and Frontenac Islands)
x
x
x
Department Objectives
- Effective and efficient land use planning activity
- Integrate Land Use Planning and Economic Development actions
- Improve communication and public consultation with citizens
- Implement Economic Development Action Plans
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Major Initiatives
Increase Public Awareness of County Planning & Economic
Continued Support of Community Development Officer position – 3 year term
Update Township Official Plans and Zoning Bylaws to Encourage Small Business Start-Ups
Description:
Description:
Description:
Planning & Economic Development Department was created in January, 2015, in part to recognize that its mandate is to work with citizens, businesses, Townships, and other levels of government and to be a leader in rural land use planning and economic development. Merging the two together will promote a ‘solutions-oriented’ approach recognizing the rural nature of Frontenac
Through the work completed on the Economic Development Charter, it was recommended that a ‘Community Development Officer’ (CDO) position be created to focus directly on implementation of the Economic Development Implementation Action Plans. This position would act as the ‘point person’ for working with existing and potential businesses in Frontenac.
Frontenac County provides planning services to North, Central, and Frontenac Islands Townships.
Greater awareness is needed for the general public to understand our services and ongoing projects. This will involve new and continued outreach through social media, a separate section on the County website, visibility at public events, and the creation of a ‘one stop’ business web portal.
Each Township Official Plan and Zoning By-law will undergo a review and update over the next five years. One of the goals will be to update policy and zoning rules to make it easier for new small scale farming, artisanal businesses, and other rural start-up businesses to be permitted with limited planning approvals.
Timelines: 2016 to 2019 Timelines: 2017 to 2021
Responsibility: Responsibility: Timelines: 2017-2021 (ongoing)
Manager of Economic Development; Director of Planning & Economic
Director of Planning & Economic Development
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Responsibility: Director of Planning & Economic Development; Manager of Economic Development.
Development, Community Planner Resources: Internal Resources: Internal
Resources: Internal with assistance from Community Planner, Community Development Officer, GIS Specialist, Manager of Information Systems, Communications Officer and Chief Administrative Officer.
Community Planner, GIS Specialist
Communications Officer, GIS Specialist Resources: External Resources: External Township Councils and staff, CFDC, Land ‘O Lakes Tourism, Ministry of Tourism and Culture, Frontenac Arch Biosphere
Township Councils and staff, CFDC, Consultants
($100,000 per year as per economic development action plan)
Seniors Housing Project Description: Ongoing development of a seniors’ housing project in each Township. Marysville (Frontenac Islands) project commenced in 2015.
Community Improvement Plans
K&P Trail Development
Description: Continuation of CIP program across Frontenac. Initiate CIP #5 in 2016 and a Regional CIP in 2017.
Description: Continued construction of the K&P Trail through Frontenac County, from Tichborne to Sharbot Lake.
Timelines: 2016 to 2020
Timelines: 2016-2017
Timelines: 2016 to 2020
Responsibility: Director of Responsibility: Manager of Planning & Economic Economic Development, Community Planner
Responsibility:
Planning and Economic Development Business Plan 2017-2021
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Development, CAO’s Office
Manager of Economic Development Resources: Internal
Resources: Internal Manager of Legislative Services/Clerk; GIS Specialist
GIS Specialist, CDO, Communications Officer, Finance Resources: External
Resources: Internal Community Planner, GIS Specialist
Resources: External Township Staff; MAH staff Township Staff, Housing Consultant ($24,000)
($70,000 per plan)
Resources: External Contractors Township public works staff ($494,000)
Regional Signage Strategy and Implementation
Communal Servicing Study
Age – Friendly Community Plan
Description: Using the new region-wide brand determine the signage required for major roads, gateways, hamlets and wayfinding in Frontenac. It will provide a consistency of theme and producing seamless boundaries across the region. Erect uniform signage on trails at strategic access points County-Wide to indicate and promote near-by eatery and accommodations businesses, other amenities.
Description: A planning, fiscal, and environmental study to consider new development in settlement areas to be built using communal services. This can result in smaller lot sizes and better integration into the existing village fabric, and increase number of citizens within walking distance of commercial areas.
Description: To best meet the needs of seniors the County recognizes that the ways in which we plan and design our communities, deliver public services, and engage and communicate with seniors should be enhanced. Fostering an age-friendly community will contribute to improved quality of life for all citizens.
Timelines: 2016 to 2017 Timelines: 2016 and 2017
Timelines: 2016 to 2019
Planning and Economic Development Business Plan 2017-2021
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Responsibility: Director of Planning & Economic Development
Responsibility: Manager of Economic Development; Community Planner
Resources: Internal
Resources: Internal
GIS Specialist, Finance
GIS Specialist, Finance
Resources: External
Resources: External
Township staff; Ministry of Environment and Climate Change, Consultant ($80,000 approved in 2016),
Steering Committee members;
Accommodation Study
Local Food /AgriBusiness Awareness
Ferry by Foot Program
Description: A region-wide study that will identify locations in Frontenac intended to increase accommodation facilities expects to encourage and support the opening and operation of 100 new accommodation beds (target=1 job/5 beds) in Frontenac by 2020. These rooms should be developed in all four Frontenac municipalities.
Description:
Description: Develop a program to encourage visitors to Frontenac Islands to travel by foot instead of a vehicle. Will also encourage development (e.g. reinstate a farmers market) (farm-gate sales) or enhancement of attractions such as Big Sandy Bay.
Responsibility: Manager of Economic Development; Community Development Officer
Resources: Internal Communications Officer, GIS Specialist
Resources: External Township staff; Economic Development Committees
Consultant ($35,000 external funding and $5,000 in-kind staff and venue space)
($135,000 Economic Development Actions Plan augmented by external funding)
Build on existing momentum to increase local food capacity and expand awareness of the value of local food /agribusiness to generate greater demand in Frontenac and to include a marketing communications plan.
Timelines: 2016 - 2019 Timelines: 2016 - 2018 Responsibility: Manager of Economic Development;
Planning and Economic Development Business Plan 2017-2021
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Timelines: 2017
Responsibility: Manager of Economic Development; Community Development Officer
Responsibility: Manager of Economic Development; Community Development Officer
Community Development Officer
Resources: Internal
Resources: Internal
Communications Officer, GIS Specialist
Communications Officer
Resources: Internal Communications Officer, Community Development Officer
Resources: External Township staff; Economic Development Committees
Resources: External Township staff; Economic Development Committees ($110,000 Economic Development Actions Plan augmented by external funding)
Resources: External Township staff; local community organizations ($65,000 - Economic Development Actions Plan augmented by external funding)
Consultant ($50,000 Economic Development Actions Plan) 13. Brand Recognition Program
Recreational Infrastructure Study
Tourism Packaging Initiative
Description: Bring awareness of the new brand for Frontenac to businesses, residents and visitors. A marketing plan is necessary to insure the brand is known at local, regional, national and global level. The business ambassador program is intricate to brand recognition.
Description: Log the existing recreational infrastructure and investigate the potential of new ventures in recreational lifestyle in Frontenac.
Description: Develop a collaborative of tourism related businesses to offer a variety of unique experiences for residents and visitors.
Timelines: 2016-2017
Timelines: 2018 Timelines: 2018
Responsibility: Manager of Economic Development;
Responsibility: Manager of Economic Development; Community Development Officer
Planning and Economic Development Business Plan 2017-2021
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Responsibility: Manager of Economic Development; Community Development Officer
Resources: Internal Communications Officer, Community Development Officer External Township staff; Business Brand Ambassadors -($85,000 Economic Development Actions Plan augmented by external funding)
Community Development Officer Resources: Internal Resources: Internal Communications Officer GIS Specialist
Resources: External Township staff; Recreation Committees ($50,000 - Economic Development Actions Plan
This table summarizes how our Major projects align with the Planning and Economic Objectives.
1.Effective and efficient land use planning activity
- Integrate Land Use Planning and Economic Developmen t actions
Increase public awareness of County Planning & Economic Development
Communications Officer, Community Development Officer
Resources: External Township staff; Economic Development Committees ($30,000 - Economic Development Actions Plan
Improve communica tion and public consultatio n with citizens
Implement Economic Developmen t Action Plans
Planning and Economic Development Business Plan 2017-2021
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Support of Community Development Officer position
Update Township Official Plans and Zoning Bylaws
Seniors Housing Project
Community Improvement Plans
K&P Trail Development
Regional Signage Strategy
Communal Services Study
Age-Friendly Community Plan
Accommodation Study
Local Food/AgriBusiness Awareness
Foot by Ferry Program
Brand Recognition
Recreational Infrastructure Study
Tourism Packaging Initiative
Planning and Economic Development Business Plan 2017-2021
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Planning and Economic Development Business Plan 2017-2021
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Service Level Changes Proposed Service Level Change
Rationale/ Relative to Objectives
2016-2019
Community Development Officer
This position would act as the ‘point person’ for working with existing and potential businesses in Frontenac / All four objectives
2016-2017
Communal Services Study
Result in smaller lot sizes and better integration into the existing village fabric, and increase number of citizens within walking distance of commercial areas / All four objectives
2016-2019
Regional Signage Strategy and Implementation
Result will be a consistency of theme and look producing seamless boundaries across the region
2017
Accommodation Study
First step to identify the need for accommodation facilities - expects to encourage and support the opening and operation of 100 new accommodation beds in Frontenac by 2020.
2017
Age Friendly Community Plan
Fostering an age-friendly community will contribute to improved quality of life for all citizens.
2018
Recreation Infrastructure Plan
Existing and new recreational infrastructure potentially offering new ventures in recreational lifestyle in Frontenac.
Planning and Economic Development Business Plan 2017-2021
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2019
Tourism Packaging
Ongoing
Annual reserve allocation
A collaborative of tourism related businesses offering a variety of unique experiences for residents and visitors
Risk Analysis: Level
Issue
Caution
- Communal Services Study – developers may be risk averse to building this type of subdivision.
- K&P Trail – Land Acquisition from Tichborne to Sharbot Lake – short term acquisition is important to continue to extend trail system to Sharbot Lake
Advisement
- Township Planning – Zoning and Official Plan Updates – should the County Official Plan approval be delayed by an OMB hearing, the County may not be given approval authority until such hearing is completed.
- Significant OMB Appeals / Legal Issues – appeals of subdivisions, Official Plan Amendments, could result in many staff hours being used.
- On-going support to Community Development Officer Position (3 year contract). Significant public investment with high responsibility to improve economic health of Frontenac
Planning and Economic Development Business Plan 2017-2021
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Risk Mitigation Strategies: Issue Caution
Communal Services Study
K&P Trail Land Acquisition (Tichborne to Sharbot Lake) Advisement
Township Planning – Official Plan and Zoning By-law Updates
Mitigation Strategy Communal Services Study – to support new development on communal services, planning staff and the consulting firm will need to hold a number of meetings with the public, with Township staff and Councils, and the development industry. It needs to be made clear from the outset that there are significant benefits – social, financial, community building, housing market – that can result from a more dense and compatible style of development in settlement areas.
K&P Trail – Land Acquisition – staff continue to communicate with landowners in this area and explain the value of the trail and the benefit of a formal route compared to an informal route. There is also be a need to work with members of the community who can help with any consultation and negotiation of land purchase or long term lease.
Township Planning – staff have recommended that Official Plan reviews at the Township level not be completed until County Council becomes the approval authority with the County O.P. acting as the guide for lower tier planning, rather than MMAH reviewing strictly from a Provincial Policy Statement position. There will be a need to ensure that all materials and resources are in place to support the coordinator position. A 3 year work plan may also be necessary to ensure the project is focussed from the start.
- Community Development Officer Position
Planning and Economic Development Business Plan 2017-2021
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Key Success Factors: Regional Vision • Ensuring that County Council has a regional perspective when considering land use and economic development issues. • Providing County Council with proactive solutions on key regional issues (e.g., watershed planning, regional transportation, development servicing options). Leadership Role in Collaboration • Act as lead department, in association with CAO’s Office, to promote collaborative solutions on land use, transportation, and economic development issues. • Demonstrated by regional projects endorsed by County Council. Clear, Long Term Vision for Regional Sustainability • Ensuring that the new County Official Plan will continue to serve as a ‘high-level’ County-wide planning document that has a focus on finding solutions to regional issues. • Working with citizens and Council to consider future application of the County’s sustainability plan (Directions for Our Future) • Leaders and employees held accountable and recognized not just for performance and results but also for demonstrating the corporate values Leader in Trail Development • Ensuring K&P Trail is completed and safe for use over the long term. • Focus on developing economic ‘foundation’ along trail with uses that will support and increase activity along the trail system. Implementation and Monitoring of Economic Development Action Plan • Focus on developing economic ‘foundation’ along trail with uses that will support and increase activity along the trail system. • Developing a plan to work with Townships, citizens, upper level governments, and local businesses on coordinated approach to investing in action plans, including accessing funding programs from the Provincial and Federal governments.
- Improve the effectiveness and efficiency of Land Use Planning at the County
- Integrate Land Use Planning and Economic Development actions
- Improve communication and public consultation with citizens
Planning and Economic Development Business Plan 2017-2021
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- Implement Economic Development Action Plans
Key Performance Indicators: Land Use Planning Objective #1 Effective and efficient land use planning activity % Planning Recommendations Endorsed Success Rate at Ontario Municipal Board Economic Development Objective #2 Integrate Land Use Planning and Economic Development actions
Community Improvement Plan(s) Positive R.O.I. (10:1 ROI) K&P Trail Development to Sharbot Lake – 10.8 km complete from Tichborne by July 2017. Increase in the number of businesses in Frontenac specifically related to accommodation and local food (100 new beds/5 new businesses/5 years) Success rate in funding applications submitted (85:100)
Objective #3 Improve communication and public consultation with citizens
Increase in subscribers to County social media
Objective #4 Implement Economic Development Action Plan
Business leads/inquiries that advance beyond preliminary stage (15:100) Business Brand Ambassadors enlisted (100) Community Opportunities Grant R.O.I.
The key performance indicators for the Planning & Economic Development Department are intended to provide Council and the public with an indication that service delivery is on track.
Planning and Economic Development Business Plan 2017-2021
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Appendix A – Financial Projection
Planning and Economic Development Business Plan 2017-2021
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Business Plan 2017-2021 Department: Unit: Director: Manager: Version/Date:
Corporate Services Human Resources Marian VanBruinessen Barb McCulloch September 2016
Department/Unit Strategic Goals The County of Frontenac Corporate Services’ mission is “to efficiently and measurably deliver excellent services, recognized as an employer of choice with dedicated and capable staff, adding value in all areas of service delivery, while simultaneously working to strengthen the capacity of the local municipalities we represent.” In support of the Corporate Services’ mission, Human Resources’ strategic goal is to partner with internal and external stakeholders to recruit, develop, engage and retain a highly qualified and diverse workforce while fostering a healthy, safe and productive work environment with the overall goal to improve organizational performance. Key Strategic Directions
- To provide excellent Human Resources services that are aligned with best practices
- To educate and support internal stakeholders in people management
- To engage external partners, as appropriate, for human resource management functions
- To embrace technology to facilitate analysis, reporting and human resources planning Alignment with Council Strategic Priorities Goal #1: Meeting the Aging Tsunami Challenge for Frontenac Seniors Although this strategic priority is focused on Frontenac Seniors as taxpayers, the statistics show that the County of Frontenac workforce is also aging. As such, people management is and will continue to be critical as an aging workforce is expected to impact human resources functions such as succession planning, abilities management, benefits usage and flexible work arrangements. Goal #3: Respect for the taxpayer and focused economic development Financial sustainability – Salaries and benefits are the County’s most significant expense that represents approximately 65% of operating expenses, so it is imperative to effectively develop and manage employees. The Human Resources team and other internal stakeholders are key resources in managing these costs through effective people management based on best practices. Long-term financial planning – In order to proactively respond to the changing labour market, it is important for Human Resources to use long-term planning to manage the current staff complement as well as future staffing requirements. Long-term planning will assist in developing and maintaining a workforce that is highly qualified and diverse.
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Support continued efforts to rationalize costs across the Townships and County – Human Resources will continue to work with the Townships to identify opportunities for efficiencies and cost savings and to share best practices. Sustainability & Resilience Human Resources will provide a strategic, long-term approach in the recruitment, development, engagement and retention of its workforce that will assist in a sustainable and resilient workplace.
Department/Unit Function Human Resources comprised of a Manager, Human Resources, a Human Resources Generalist and an Occupational Health Nurse, provides the following services to the County:
Employee/Labour Relations
Legislative Compliance
Job Analysis & Description
Recruitment & Selection
Compensation Management
Benefits Plan Research
Performance Management
Learning & Development
Organizational Development
Technology – HRIS
Occupational Health & Wellness
Health & Safety
Abilities Management
Legislative Framework
Employment Standards Act, 2000 (ESA) http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_00e41_e.htm The Ontario Human Rights Code http://www.ohrc.on.ca/en/ontario-human-rights-code The Occupational Health and Safety Act 1990 (OHSA) http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_90o01_e.htm Workplace Safety and Insurance Act, 1997 http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_97w16_e.htm Labour Relations Act, 1995 http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_95l01_e.htm Hospital Labour Disputes Arbitration Act, 1990 http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_90h14_e.htm Ambulance Services Collective Bargaining Act, 2001 http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_01a10_e.htm Ambulance Act, 1990 http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_90a19_e.htm
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Accessibility for Ontarians with Disabilities Act, 2005 http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_05a11_e.htm Highway Traffic Act, 1990 http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_90h08_e.htm Long-Term Care Homes Act, 2007 (LTCHA): http://www.ontario.ca/laws/statute/07l08 Municipal Freedom of Information and Protection of Privacy Act, 1990 http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_90m56_e.htm Pay Equity Act, 1990 http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_90p07_e.htm OMERS ACT, 2006 http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_06o02_e.htm
Clients Human Resources provides quality, client-focused services to the following stakeholders: Internal: External:
County Council and staff Townships, employment candidates and the general public
Employee Complement Status
2017
2018
2019
2020
2021
Full-Time (non-union
3
3
3
3
3
Total Employees
3
3
3
3
3
FTE
3
3
3
3
3
Part-Time (non-union) Contract
Manager of Human Resources
Barb McCulloch
Human Resources Generalist
Occupational Health Nurse
Candace Keller
Bonnie Carter
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Existing Service Levels The following statistics for 2015 present the description and volume of work within Human Resources and Occupational Health: Statistics No. Employees and Average Age Department
Service
Number of Employees
Average Age
All Departments
Non-Union
35
50
Fairmount Home and Corporate Services
CUPE Local 2290
183
42
132
39
16
52.5
366
42
OPSEU Local 462 Emergency and Transportation Services
Frontenac Paramedic Services CUPE Local 109 Marine Services
Total Collective Agreements Department
Collective Agreements
Expiry Date
Status
Fairmount Home and Corporate Services
CUPE 2290
January 1, 2015 December 31, 2016
Notice to bargain not yet received
Frontenac Paramedic Services
OPSEU 462
January 1, 2014 to December 31, 2015
Collective bargaining expected to commence late Fall 2016/winter 2017
Marine Services
CUPE 109
January 1, 2014 to December 31, 2017
N/A
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Recruitment 2015
Department
Number of Number of Job Internal Competitions Hires
Number of External Hires
Number of Unfilled/ Cancelled
Corporate Services
10
1
8
1
Fairmount Home
91
75
14
2
Emergency and Transportation Services
27
26
0
1
Marine Services
1
1
0
0
Total
129
103
22
4
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2011 – 2016 YTD Competition Trend
190 169 149 117
120
129
47.3 13.4
2011
2012
2013 -30.8
of Competitions
2.6
0.08
2014
2015
2016 YTD Proj
% Increase/Decrease
Recruitment Process Improvement Initiatives 2016 YTD
Electronic Competition Filing e-Reference Checking
e-Documentation
RTW and Accomm LEAN
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Employee Turnover 2015 Resignation
Retirement
Contract Completed
Termination
Total Termination
All Departments (non-union)
1
0
1
1
3
Fairmount Home
14
3
2
14
33
Emergency and Transportation Services
9
1
0
1
Total
24
Department
11 4
Employee Turnover
3
16
47/355 x 100 = 13.24%
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47
AGENDA ITEM #a)
Arbitrations by Union Group 30 25 20 15 10 5 0 CUPE 2290
OPSEU 462 2011
2012
2013
CUPE 109 2014
2015
Investigations by Union Group 10 8 6 4 2 0 CUPE 2290
OPSEU 462 2011
2012
2013
CUPE 109 2014
2015
Grievances by Union Group 40 35 30 25
20 15 10 5 0 CUPE 2290
OPSEU 462 2011
2012
2013
CUPE 109 2014
2015
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Occupational Health Statistics Clinical Appts/
Year
Average
NonClaims
Shifts
Lost Modified Employees Occupation Workplace Claims Lost on Physical Incidents WSIB Time Work Modified Time Modified Health Accidents Shifts Plans Work Work Checks 320
2015
138
9
139
54
31
75
35
25
2014
120
14
119
49
31
250
98
26
18
2013
128
9
142
71
41
111
65
15
35
2012
112
5
145
73
51
377
126
31
54
(130 = 1 cs.)
WSIB 377 320 250 50.3%
50.0%
145 73 51
142 111 71 41
2012
2013
WSIB Claims Workplace Incidents
41.1%
139
133 119
49 31
54 31
58 37
2014
2015
2016
119
WSIB Lost Time Severity Rate
WSIB Lost Time Shifts
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Attendance Management Strategy
External Provider for Complex Cases Re-engagement of Wellness Committee & Initiatives
Revision of Support Documents for EAAP
Reduce Costs Related to Attendance Updated Accommodation and RTW Policy & Process
Education & Support for Managers
Mental Health Prevention Plan/Strategy
Policy and Program Review 2017
2018
2019
2020
2021
Legend
X = Major
Y = Routine
Compensation Review (policies, etc.)
Y
Benefits - market review (provide support to Finance)
X
Pay Equity (Maintenance)
X
Y
Y
Y
Y
Abilities Management Program
Y
Y
Y
Y
Y
Labour Relations Strategy
Y
Y
Y
Y
Y
Performance Management Competency Policy & Program
X
Y
Y
Y
Education & Development – NonLegislative
X
Y
Y
X
Y
Y X
X
Y
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Education & Development Legislative
X
Y
Y
Y
Y
Job Description Update (non-union)
X
Y
Y
Y
Y
Job Description Review (union)
X
Y
Y
Y
Y
Policy Review
X
Y
Y
X
Y
Department/Unit Objectives (will link to KPIs below)
- Review, update and implement the Abilities Management strategy to reduce the occurrence and effect of illness and injury on workforce productivity; promote employee engagement/attachment and reduce/manage costs.
- Monitor the Labour Relations strategy to assist with labour-management relations and labour cost sustainability/management.
- Develop a Competency Based Framework for improvements in recruitment and selection, orientation/onboarding, performance appraisals and performance management tools, education and development, and succession planning (S.D.O.R. # 4 – cross training)
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Major Initiatives to meet Unit Objectives 2. Monitor Labour Relations Strategy
- Develop and/or Review Abilities Management Strategy Description:
Description:
To review and updated the abilities management strategy (including prevention/wellness, return to work and accommodation, supporting healthy and safe recovery) that will assist in preventing and managing absences from work.
To monitor the labour relations strategy in order to effectively manage the relationship between the County and its unions/ employees, creating a sustainable and differentiated competitive advantage in the broader workforce.
Timelines: Timelines: 2016 - 2019 2017 and forward – continued implementation, monitoring and revision based on internal and external factors
Responsibility:
Responsibility:
Human Resources and Occupational Health
Resources:
Internal partners e.g. managers, supervisors, employees, unions External partners e.g. ability management specialists, health care professionals, wellness partners
Human Resources
Resources:
Internal partners e.g. managers, supervisors External partners e.g. labour relations consultant
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Develop Competency Based Framework
Evaluate Technology for Human Resources
Description:
Description:
To achieve a high performing team by developing job related competencies for all non-union positions enabling success and skill enhancement for employees.
To evaluate INFO HR and determine the most appropriate HRIS for Human Resource tracking and reporting, enabling effective HR data driven decision making and efficiencies.
Train supervisory staff to allow skill development and first point of contact resolution. Human Resources will be consultants to Supervisors
Anticipated results:
Anticipated results:
Full cycle performance management including recruitment, orientation/onboarding, performance appraisals, individual development plans, and succession planning.
Providing timely and accurate data to inform decision making related to human resources. Create efficiency, allowing employees at all levels to access appropriate information.
Timelines: 2017 - 2018
Timelines: 2017-2018
Responsibility:
Responsibility:
Human Resources Senior Leadership Team Managers
Human Resources Finance Information Systems
Resources:
Resources:
Internal
Internal External – software provider; temporary HRIS Specialist to enable implementation
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Service Level Changes Proposed Service Level Change 2016 2018
Abilities Management Strategy
Rationale/ Relative to Objectives Continue to utilize an external abilities management specialist to provide service for complex STD cases.
Short-term Disability 2016- Temporary Full-time Human 2017 Resources Consultant/Generalist (up to 6 months)
Assist in developing and implementing the competency based framework to support job descriptions, recruitment, performance appraisals, performance management, education and learning strategy and succession management framework.
Financial Projection – Appendix A Risk Analysis Level
Issue
Risk Caution
WSIB appeal; WSIB Schedule 2 and presumptive legislation related to PTSD cases; Absenteeism levels – short-term;
Advisement
Pay Equity; Pay Equity Commission; OPSEU 462 and CUPE 2290 CB; Arbitration – 2017;
Risk Mitigation Strategies ISSUE
MITIGATION STRATEGY
CAUTION
- WSIB Schedule 2
- WSIB decision reversals (1)
Prevention Plan and strategies lead by FPS Legal contracted with WSIB expertise – appeals/hearings
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- Absenteeism - shortterm disability
Ongoing monitoring and reporting Third party adjudication or Abilities Management Consultant to manage complex absenteeism cases
ADVISEMENT 4. Pay Equity
Will have financial implications
- OPSEU 462; CUPE 2290
Collective Bargaining – potential Fall 2016/Spring 2017
- Arbitration
Engage legal expertise
Key Success Factors Shared Leadership
Political, administrative and bargaining unit leadership that supports the vision, values and strategies Demonstrated by behaviours and accountability
Clear Roles, Responsibilities and Accountabilities
Effective work, job design and delegation of authority Managers/supervisors accountable for effective human resource performance and well-being Employees aware of corporate and departmental direction and how performance directly affects achieving goals and objectives Leaders and employees accountable and recognized for performance and results, as well as, demonstrating the corporate values
Collaborative Union/Management Partnerships • Joint initiatives, agreements and collaborative problem-solving that reflect the Human Resource vision and values and the Labour Relations strategy Clearly Articulated Human Resource Policies • Current policies that are meaningful, communicated and recognize the need for departmental flexibility • Consistent application of those practices requiring a corporate approach
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Key Performance Indicators Objective 1 Abilities Management strategy: Reduce the occurrence and effect of illness and injury on workforce productivity, to promote employee engagement/attachment and reduce/manage costs.
KPI – 80% of employees meeting the target for absenteeism Paramedics (OPSEU 462) – no more than 12 days in a 12 month period Nursing (CUPE 2290) – no more than 10 days in a 12 month period Non-nursing/Ferry/Non-Union - no more than 7 days in a 12 month period
Objective 2 Labour Relations strategy: Assist with labour-management relations and labour cost sustainability/management. KPI
Collective agreement settlements within financial budgets and within comparator freely negotiated settlements and arbitrated awards Minimum number of grievances referred to mediation/arbitration
Objective 3 Competency Based Framework: Develop competency based framework that supports the strategy and direction of the County of Frontenac, including completion of competency framework, updated job descriptions, interview booklets, individual development plans and performance appraisals. The implemented model will inform recruitment and selection, education and development and effective succession management. (S.D.O.R. # 4 – cross training). KPI
% of performance appraisals completed on time % of employees improving competence
Overall objective: Evaluate the performance of Human Resources using an annual survey of internal clients to determine areas for improvement. KPI
80% satisfaction
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Appendix A – Financial Projection
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Business Plan 2017-21 Department: Unit: Director: Manager: Version/Date:
Corporate Services Financial Services Marian VanBruinessen Susan Brant September 2016
Department/Unit Strategic Goals The Financial Services unit provides financial services within a legislative framework of financial policies and internal controls that supports the strategic direction of Council, protects the County’s financial position and minimizes risk to the ratepayer. Key Strategic Directions 1. 2. 3. 4. 5.
To ensure transparency and accountability of the County of Frontenac’s financial transactions To direct the management and investment of the County’s financial resources To ensure the accuracy, security and integrity of the corporation’s financial systems and accounts Risk management including implementation of mitigation strategies to manage potential risks To apply best practices in financial management and investigate cost effective options for enhancements to the County’s financial services
Alignment with Council Strategic Priorities: Goal #3: Respect for the taxpayer and focused economic development By managing the County’s financial resources and procurement process to ensure transparency and best value for the Corporation. Sustainability & Resilience: a strategic long term view of the management and investment of the County’s assets and financial resources to support a financially sustainable municipality.
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Department/Unit Function Financial Services staff comprised of the Treasurer, Deputy Treasurer, Financial Analyst, Finance Clerk (AR), Finance Clerk (AP), Payroll and Employee Benefits Clerk (FRO/FPS/HOW) and Payroll and Employee Benefits Clerk (FMT) provide services to the organization in the following areas: Payroll & Employee Benefits Procurement Financial Services – Township of Frontenac Islands Legislative Framework
Accounts Receivable/Payable
Capital Asset Management
Financial Reporting Financial Services – County of Frontenac Departments
Financial Systems Budget Systems Risk Management Investment Management
The Occupational Health and Safety Act 1990 (OHSA) http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_90o01_e.htm Employment Standards Act, 2000 (ESA) http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_00e41_e.htm Workplace Safety and Insurance Act, 1997 http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_97w16_e.htm Labour Relations Act, 1995 http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_95l01_e.htm Hospital Labour Disputes Arbitration Act, 1990 http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_90h14_e.htm Ambulance Services Collective Bargaining Act, 2001 http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_01a10_e.htm Ambulance Act, 1990 http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_90a19_e.htm Accessibility for Ontarians with Disabilities Act, 2005 http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_05a11_e.htm Long-Term Care Homes Act, 2007 (LTCHA): http://www.elaws.gov.on.ca/html/statutes/english/elaws_statutes_07l08_e.htm Municipal Freedom of Information and Protection of Privacy Act, 1990 http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_90m56_e.htm Pay Equity Act, 1990 http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_90p07_e.htm OMERS ACT http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_06o02_e.htm
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Clients The Financial Services unit provides the financial services that support Council, County departments and external agencies. Internal:
The Financial Services unit primarily services internal resources by providing financial services, guidance and leadership for Council and all County of Frontenac departments.
External:
Financial Services support is provided under contract to the Township of Frontenac Islands. Citizen and contractor inquiries with respect to financial transactions and financially sustainable municipality.
Employee Complement 2017
2018
2019
2020
2021
Full Time (non-union)
2
2
2
2
2
Full Time (union)
5
5
5
5
5
Total Employees
7
7
7
7
7
Total FTE
7
7
7
7
7
Contract
Treasurer
Marian VanBruinessen Financial Analyst Deputy Treasurer
Alex Lemieux
Susan Brant
Finance Clerk AR
Nancy Malette
Finance Clerk AP
Payroll & Employee Benefits FMT
Nancy Elliott
Noreen Wright
Payroll & Employee Benefits FRO/ETS
Patti Bellemore
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Existing Service Levels: The Financial Services unit provides the following services: Management of the County financial systems including Microsoft Dynamics Great Plains, CityWide Solutions asset management software and FMW budget software Payroll reporting includes source deductions, T4s and pension reporting to OMERS for the County of Frontenac and Frontenac Islands Accounts receivable and accounts payable administration for the County of Frontenac and Township of Frontenac Islands Fairmount resident admissions that ensures residents receive all benefits to which they are entitled, management of resident administration files and monthly billing. Management of contracts and insurance to mitigate risk to the County of Frontenac Internal financial reports prepared for department heads, staff and Township of Frontenac Islands. External financial reporting to MOHLTC, MTO, MMAH, AMO, CRA, OMERS and financial auditors for the County of Frontenac and Township of Frontenac Islands. Investment management to ensure best return for County investments Financial Services Transaction Activity
2015
County of Frontenac
Township of Frontenac Islands
Account receivable invoices/property tax bills (FI)
2,300
4,195
Cash receipt
2,900
1,880
Capital asset records management
$22.5 million
$18.7 million
Number of employees provided payroll & employee benefit administration
473
78
Accounts payable invoices
6,530
2,870
Contracts management
80
RFP/RFQ
15
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Policy and Program Review
2016
2017
2018
2019
Debt
x
Investment
x
Reserve
x
Budget
x
2020
Asset Management
x
x
Procurement
x
x
Risk Management
x
Trust
x
x
Benefit (with HR)
x
WSIB Sch 1 versus Sch 2 – Annually
x
Insurance
x
2021
x x
x
x
x
x
x
x
Department/Unit Objectives (will link to KPIs below)
- Provide efficient, cost-effective financial services which meet the needs of our clients
- Protect the County’s financial systems and investigate service enhancements
- Ensure the County continues to comply with Finance policies
- Apply a Lean review to at least one County practice annually
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Major Initiatives to meet Unit Objectives
- Implement new software tools in Financial system Description: Investigate automated purchasing options to provide efficiencies in the processing of accounts payable.
Timelines: 2017 Responsibility: Financial Service & Information Services Resources: Internal
Investigate additional software tools for capital planning
Request for Proposal for Audit Services
Description: Review the County’s current capital planning within each department. Investigate software tools to provide assistance with capital asset planning in Ameresco Capital Planning module.
Description: Issue a Request For Proposal for audit services has been delayed to 2017 in order to investigate external audit as a shared service with the Townships.
Timelines: 2017 Responsibility: Financial Services, Information Services & representatives from other County departments
Timelines: 2017 Responsibility: Financial Services & Township Financial Services Resources: Internal
Resources: Internal 5. Asset Management Plan Enhancements
- Investigate energy management tools
Description: Review of asset management strategies by reviewing life cycle costing and useful life data from the Work Order system. Implement improvements in the management of work orders.
Description: Review the County’s current energy management processes within each department. Investigate tools to provide efficiencies and assist with energy management.
Timelines: 2016/17
Timelines: 2017/18
Responsibility: Financial Services
Responsibility: Financial Services & Representatives from other County departments
Responsibility: Financial Services & Representatives from other County departments
- Refine retroactive payment and OMERS pension reporting procedures Description: Refine the payroll procedures for retroactive payments and OMERS pension reporting to provide efficiencies and reduce the time required to complete the procedure.
Resources: Internal
Timelines: 2018/19
Resources: Internal
Resources: Internal
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Software Tools for Software Capital Tools for Planning Financial System
Request for Proposal for Audit Services
Refine retroactive payment and OMERS procedures
Asset Investigate Management energy Plan Review management tools
Protect financial systems & service enhancements
Major Initiatives Alignment with Unit Objectives Financial Services which meet client’s needs
Financial best practices
Service Level Changes Provide a discussion of anticipated service level changes. Keep in mind that service level changes will require a full business case and project proposal for council. Discuss total cost of ownership, analysis of options considered and procurement options. Proposed Service Level Change
Rationale/ Relative to Objectives
N/A Financial Projection: see Appendix A
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Risk Analysis: Level
Issue
Caution
The County’s current work order system is primarily manual, decentralized and maintained with a variety of tools, which would require extensive effort to amalgamate for capital asset planning. The current system may also present a risk if the County is audited for compliance with the Long-Term Care Homes Act, Ambulance Act and MFIPPA. The current work order system has received a Lean review and a project team has selected a new software solution.
Issue
Mitigation Strategy
Caution
A Work Order system will provide centralized, consistent management of the County’s assets to assist with capital planning and budgeting for the County assets. An automated Work Order system will mitigate the potential Ministry of Health audit risks mentioned in the Risk Analysis advisement. Procurement of a software solution has been proposed for early 2017.
Key Success Factors: Shared Leadership • Financial leadership and administrative that supports the County’s vision, strategies and values • Demonstrated by behaviours and accountability Clear Roles, Responsibilities and Accountabilities • Cost effective duties and roles with clear delegation of authority
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• Employees are aware of corporate and departmental direction and how their performance directly affects achieving financial goals and objectives Collaborative Departmental Partnerships • Focus on the financial service requirements of Council, County departments and external agencies Clearly Articulated Finance Policies • Policies that are concise, communicated and recognize the requirements of Council and all County departments • Consistent application of those practices requiring a corporate approach Key Performance Indicators: Objective 1. Cost effective financial services will be monitored by the following parameters.
85% compliant with the following:
- Employment changes are reported within 5 business days to meet external/internal deadlines.
- Accounts receivable will be collected within 45 days.
- Accounts payable will be processed within 45 days.
- External financial reporting will be completed accurately by the agencies’ deadline.
Objective 2. Focus on the financial service requirements of our clients will be confirmed by performing an annual survey of our clients to determine areas for improvements. Objective 3. Maximize the yield on investments while adhering to statutory requirements and preservation of principal. Objective 4. Obtain an unqualified audit opinion annually to support integrity of our financial systems. Objective 5. Target of 100% compliance with Finance policies and procedures with periodic audits to confirm compliance. – Strategic KPI The key performance indicators for the Financial Services unit are intended to provide Council and the public with an indication that service delivery is on track. Financial Services Business Plan 2017-2021
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Business Plan 2017-2021
Department: Unit: Director: Manager: Version/Date:
Corporate Services Information Systems Marian VanBruinessen David Millard September 2016
Department/Unit Strategic Goals In the County of Frontenac, the Information Systems Department operates under the direction of the Director of Corporate Services and supports all departments and townships in the delivery of Information Services (IS). Mission The mission of Information Services is to provide strategic IS vision, leadership, and enterprise solutions to County Council and staff to assist them in meeting their goals, delivering results, and compiling with all legislative requirements. Vision A well-connected County Council, staff, and citizenry equipped with information and enabled to discover information required to make educated decisions, which supports County Council’s vision of strong, resilient, diverse rural communities.
Department/ Unit Function Network Infrastructure
Server Infrastructure
Telephone Systems
Internet access
Enterprise Applications
Enterprise GIS
Print and Imaging Services
Corporate Email
Public Interactive GIS portal
Cellular Services
Data Security
Fairmount Resident Call Systems
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Information Systems staff comprised of Manager of Information Systems, Network Administrator, Service Desk Analyst (3) and Geographical Information Systems Specialist (2) provide services to the organization in the following areas:
Legislative Framework
The Occupational Health and Safety Act 1990 (OHSA) http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_90o01_e.htm Workplace Safety and Insurance Act, 1997 http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_97w16_e.htm Accessibility for Ontarians with Disabilities Act, 2005 http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_05a11_e.htm Highway Traffic Act, 1990 http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_90h08_e.htm Long-Term Care Homes Act, 2007 (LTCHA): http://www.elaws.gov.on.ca/html/statutes/english/elaws_statutes_07l08_e.htm Municipal Freedom of Information and Protection of Privacy Act, 1990 http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_90m56_e.htm Ambulance Act, 1990 https://www.ontario.ca/laws/statute/90a19 Electronic Commerce Protection Regulations http://laws-lois.justice.gc.ca/eng/acts/E-1.6/page-1.html#docCont
Clients: Information Services provides services to both internal and external clients. Internal: The Information Services unit supports County Council and all County Departments through the effective delivery of IS services, which include the planning for and management, maintenance and troubleshooting of technology across the operating departments. External: Provides services to the public through the corporate website and the Public Interactive GIS portal. Townships through Geographic Information Systems (GIS) work. We support Frontenac Islands Township and North Frontenac Township with website edits and content updates. Frontenac Islands access’s the corporate financial systems. Employee Complement: 2016
2017
2018
2019
2020
2021
Full Time (non-union)
1
1
1
1
1
1
Full Time (union)
6
6
6
6
6
6
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Part-time (non-union) Part-time (union) Contract Total Employees
7
7
7
7
7
7
Total FTE
7
7
7
7
7
7
Manager of Information Systems David Millard Network Administrator
Ryan Dixon
Help Desk Analyst
Chris Watters
Help Desk Analyst
Mark Burchat
GIS Specialist
Kevin Farrell
GIS Specialist Charlene Godfrey
Help Desk Analyst
Mel Shaw Existing Service Levels: The Information Services Unit responded to an average of 2068 request for the years 2012 to 2015. In the first half of 2016 we have responded to 2118.
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Work Orders per Year 3000 2500 2000 1500 1000 500
0 2012
2013
2014
2015
2016 (1st 1/2)
Major Projects by Year: 2017 New Staff Scheduling Software
X
New Corporate Wide Intranet
X
Photocopier Replacements
X
Island/ Waterfront Numbering
X
2018
Open Data
X
Phone System Replacement
X
Unified Communications
2019
2020
2021
X
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Department/Unit Objectives
- Integration and Access Information Services will plan and deliver integrated information services to enable staff to access the information they need, when and where they need it
- Improve and Streamline Information Services will leverage existing, emerging and innovative technologies to enhance, improve and streamline business processes.
- Privacy and Security Information Services will ensure the privacy, integrity, reliability and appropriate use of information resources.
- Service Delivery Information Services will meet staff and council’s requirements for technology service delivery.
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Major Initiatives to meet Unit Objectives 2. Corporate Wide Intranet.
Photocopier Replacement
Island and Waterfront Numbering
Open Data
Description:
Description:
Description:
Description:
Description:
Review/Replace current scheduling software
Review capabilities of current intranet and assemble project team to assist.
Review current requirements and future demands of the County photocopiers
Numbering of Make public data easily Islands and available Waterfront property is requested from multiple emergency services.
- Scheduling Software
Timelines: 2017
Timelines: 2017 Timelines: 2017
Timelines: 2018
Responsibility: Information Services, Finance Information Services
Responsibility:
Timelines: 2017
Responsibility: Information Services, Human Resources, Finance and Schedulers, Representation from departments
Responsibility: Responsibility: Information Services, Human Resources, Representation from departments
Information Services, Representation from departments and Townships
Resources: Internal Resources: Internal
Resources: Resources: Internal Resources: Internal External contractor
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Phone System Replacement
Unified Communications
Description:
Description:
Replace phone system at Battersea Road complex.
Unify our voice, fax, cellular, and Email communications
Timelines: 2019 Timelines: 2018
Responsibility: Responsibility: Information Services Information Services
Resources: Resources: External contractor
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This table summarizes how our Major projects align with the Information Services Unit Objectives.
Integration and Access
Improve and Streamline
Privacy and Security
Service Delivery
New Staff Scheduling Software
New Corporate Wide Intranet
Photocopier Replacement
Island/ Waterfront Numbering
Open Data
Phone System Replacement
Unified Communications
Service Level Changes. Proposed Service Level Change 2017
Employee Scheduling Software
Rationale/ Relative to Objectives Budget proposal = $60,000.00 It has been identified that our current employee scheduling software is not satisfying all the Counties functional requirements. The longevity of the current vendor has also been identified as a concern. The current vendor is a very small business consisting of the owner and one additional employee.
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2017
Corporate Intranet
Budget proposal = $15,000.00 The Counties current Intranet was a trial project that was constructed without budget or dedicated resources. It has proven as a valuable conduit to information for County staff. The current intranet is limited in reach as staff can only access it from within the Counties protected network. The new Intranet project would be an externally hosted solution enabling staff to access resources from outside the Counties buildings.
2017
Island / Waterfront Numbering
Budget proposal = $0.00 Multiple emergency service groups have made requests to the County to provide Island and Water front properties with civic/emergency numbers. This work will be completed by staff.
2017
Open Data
Budget proposal = $3000.00 Following our 2016 priorities to public awareness and accountability. The county will initiate an Open Data initiative.
2018
Unified Communications
Estimated $25,000.00 Unified Communications is a technology that involves telephony, video and audio conferencing systems, collaboration tools, presence, messaging and social media. By combining telephony and business data on the same network, it gives us the ability to combine and use voice, data (and video) information in their common business applications, saving and forwarding whole instant
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message streams, faxes, e-mails, voice phone calls or videoconferencing sessions as chunks of data. Financial Projection - see Appendix A Risk Analysis: Level
Issue
Risk
- No immediate risk.
Caution
- Current employee scheduling system is not fulfilling all requirements. Long term status of the employee scheduling system current vendor is a concern.
- Increase of social designed SPAM and cryptography attacks.
Advisement
- Township Internet access
Key Success Factors:
A shared vision for Information Services that is consistent with the County’s Vision, Mission and Goals Alignment of technology initiates with County priorities. Address business needs through the use of technology
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Key Performance Indicators:
- Service Desk Orders closed within one hour of creation. Lagging: Achieve a 50% rate of resolution within one hour. Leading: Monthly reporting of Service Orders resolved within one hour of creation.
- Identify top 3 work order requests and provide training. Lagging: No repeat of top three staff difficulties Leading: Monthly reporting of top 3 work orders difficulties.
- Client Satisfaction Survey Lagging: 95% positive response satisfaction survey. Leading: Annual client satisfaction survey. The key performance indicators for the Information Services unit are intended to provide Council and the public with an indication that service delivery is on track
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Appendix A – Financial Projection
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Business Plan 2017-2021 Department: Unit: Director: Manager: Version/Date:
Corporate Services Legislative Services/Clerk’s Office Marian VanBruinessen Jannette Amini September 2016
Department/Unit Strategic Goals The Legislative Services Unit provides the foundation for municipal government for the County of Frontenac by managing the government decision making process, providing Council services, and by delivering provincially legislated services through various legislation. Our goal is to promote and build public trust through a culture of openness and transparency. Legislative Services will ensure that the County of Frontenac is meeting its legislative requirements under the Municipal Act, the Municipal Freedom of Information and Protection of Privacy Act (MFIPPA), the Personal Health Information and Protection Act (PHIPA), the Accessibility for Ontarians with Disabilities Act (AODA), and the Municipal Conflict of Interest Act. This will be achieved by ensuring that the appropriate policies are in place that support an accountable and transparent municipality, leading to an informed and engaged citizenry, Council, and staff, that serves and respects all citizens regardless of ability. Key strategic directions 1. To ensure the transparency and accountability of the governance of the County of Frontenac (Council and its Committees); 2. To ensure the County of Frontenac continues to meet accessibility requirements under the AODA, including staff training requirements as new Regulations come into effect; 3. To ensure the integrity of the County’s Records Management system and that the Records Retention By-law accurately reflects all applicable legislation; 4. To ensure that the County of Frontenac has the By-laws and Policies in place to ensure the County is performing efficiently and in the direction set by Council; 5. To ensure the County’s voice is represented in the delivery of Social and Children’s services and social housing. 6. To ensure community engagement remains a continued priority and to develop dynamic solutions to improve citizen awareness/involvement in, County of Frontenac activities and to promote collaboration with member municipalities. Alignment with Council Strategic Priorities: • Respect for the taxpayer and focused economic development: Legislative Services will contribute to this goal by ensuring the County is
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providing good governance and is able to effectively provide service to its ratepayers and partners, and by ensuring open and transparent decision making process. Approximately 1.8 million Ontarians or about 15.5% are persons with disabilities who have an annual spending power of $21 to $25 billion a year in Canada. Providing for an accessible and barrier free County helps support a strong economic future. •
Recognizing that there is only one ratepayer that bears the burden of property taxes and further that ongoing spending control is a priority, the Legislative Unit continues to find new ways to collaborate and share services/ideas/best practices with the County’s member municipalities.
Sustainability & Resilience Ensuring that staff remain up to date on legislation affecting municipal government will provide for a sustainable and resilient County. Encouraging dynamic community engagement will ensure decisions made by Council are well informed and take into account regional implications, leading to sustainable governance and resilient communities. Moving towards a more digital records management system provides efficiencies by reducing the use of staff time with respect to records retrieval.
Department/Unit Function Legislative Services, comprised of the Manager of Legislative Services/Clerk, the Communications Officer and the County Receptionist, provides services to the organization in the following areas: Meeting Management Communications
Council/Committee Support Customer Service
Accessibility Compliance Housing and Social Services Liaison
Information and Privacy Officer
Records Management Planning support Administrative Support
Legislative Framework
The Municipal Act Municipal Act 2001 Municipal Freedom of Information and Protection of Privacy Act (MFIPPA) MFIPPA Personal Health Information Protection Act (PHIPA) PHIPA Accessibility for Ontarians with Disabilities Act, 2005 (AODA) AODA
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•
The Planning Act Planning Act Personal Health Information and Protection of Privacy Act http://www.ontario.ca/laws/statute/04p03 The Municipal Conflict of Interest Act http://www.ontario.ca/laws/statute/90m50
Clients: Legislative Services supports County Council and its Advisory Committees and performs all statutory duties of the Clerk’s Office. It also provides communications supports to all County of Frontenac staff and coordinates external communications efforts, including communication support to the Townships, as well as provides the first point of contact for all public inquiries. Internal:
The Legislative Services unit services all staff and Council by providing legislative advice/guidance, communications guidance and support, administrative support to managers, and, manages the flow of information between Council and staff. External: Legislative Services provides services to the public through Communications and as the County’s Information Head as defined under the MFIPPA and the PHIPA. Communication and Accessibility Compliance Support is provided to the Townships within the County on an ad hoc basis. There is also the opportunity for shared services with the Townships regarding Records Management and archival of historical records housed at Queen’s University Archives.
Employee Complement Full time (non-union) Full time (union) Part Time Contract Total Employees FTE
2017 2 1
2018 2 1
2019 2 1
2020 2 1
2021 2 1
3 3
3 3
3 3
3 3
3 3
Manager of Legislative Services/Clerk
Jannette Amini Communications Officer
Marco Smits
Receptionist
Trina Jones
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Existing Service Levels: Legislative Services provides the following services to the County: Meeting Management and support for Council and Committees of Council. The following is a list of current Committees of Council:
- Frontenac Accessibility Advisory Committee
- Seniors Housing Task Force – Frontenac Islands
- Seniors Housing Task Force – South Frontenac (added 2016)
- Seniors Housing Task Force – Central Frontenac(added 2016)
- Seniors Housing Task Force – North Frontenac (added 2016)
- Community Development Advisory Committee
- Planning Advisory Committee (added 2016)
- Administrative Services Design Task Force (added 2016) County Communications, which involves use and monitoring of all social media including Twitter, Facebook, LinkedIn, and Instagram. Communications also provides support for marketing, promoting and enhancing the image and knowledge of the County of Frontenac. Records Management administration for the County of Frontenac including training and processing of County’s filing system (TOMRMS) and archival and destruction of records. Acts as the County’s Information and Privacy Coordinator for all personal and health information records collected, used and disclosed by the County, including receiving requests made under MFIPPA and PHIPA, yearly reporting to the Information and Privacy Commissioner of Ontario and training and ensuring compliance under the Acts. Monitors and ensures compliance, with respect to accessibility legislation and provides input and guidance to County staff on accessibility. Provides front line customer service and administrative support to Corporate Services and Planning and Economic Development. Monitoring and ensuring compliance with provincial legislation affecting the municipal administration of the County and develops and prepares policies on same. Carry out the notice requirements and reporting under the Planning Act
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Major Policy Review: 2016 Sale and Disposition of Land Council Remuneration Social Media Accessibility Compliance – Multi Year Plan (This will be mandatory in 2017 under the AODA) Customer Service Feedback Policy (As a result of Bill 8 which comes into force January 1, 2016) Review/update of the Council and Committee Code of Conduct (As a result of Bill 8 which comes into force January 1, 2016) Review of Delegated Authority Bylaw and requirement for Policy (Bylaw 2007-0039) (As a result of Bill 8 which comes into force January 1, 2016) Comprehensive Review of the County’s Procedural By-law (By-law 2013-0020) (The Province has commenced its mandatory 10 year review of the Municipal Act. Staff suspect major changes, although not as robust as those seen in 2005, will be coming which will require a detailed and comprehensive review by all municipalities of their Procedural Bylaws) Updates to the Customer Service Policy and the Integrated Accessible Standards Regulation
2017 x
2018 2019
2020
2021
x Complete x
x
Complete
x
x
Complete
x
x
Complete (or will be by year end)
Review of Bill 119 – An Act to amend the Personal Health Information Protection Act, 2004 to make certain related amendments and to repeal and replace the Quality of Care Information Protection Act, 2004 (This Bill received Royal Ascent May 18, 2016 and is now waiting Proclamation)
x
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Department/Unit Objectives (will link to KPIs below)
- Ongoing review/development of Policies and Procedures to ensure the County continues to meet its legislative and administrative requirements;
- Ensure effective communications that stimulate and improve citizen engagement as well as promote collaboration with member municipalities;
- Enhance and improve services for persons with disabilities in the County of Frontenac by ensuring that facilities and services are barrier free;
- Ensure the County continues to have an efficient Records Management System in place that safe guards the County records and archival material as well as meets the requirements of the amendments made to MFIPPA as a result of Bill 8;
- Ensure prompt and efficient customer service that reflects an administration that is open and receptive for business. Major Initiatives to meet Unit Objectives
- Open Government (Strengthen Democracy and Enhance Public Engagement through the creation of a Community Engagement Plan (Aligns with Departmental Objectives 1 and 2) Description: There are 3 aspects to Open Government, those being:
- Open Data: Offering government data in a more useful format to enable citizens, the private sector and non-government organizations to leverage it in innovative and value-added ways.
- Open Information: Proactively releasing information, including on government activities, to Canadians on an ongoing basis.
- Open Dialogue: Giving Canadians a stronger say in government policies and priorities and expanding engagement through web 2.0 technologies. This will involve enhanced outreach to the public through social media, website, publications such as the e-newsletter, public meetings, etc. Timelines: 2017 – 2018 (ongoing implementation) Responsibility: This is a collaborative effort that spans across units Resources: Internal with the assistance of the Manager of IT, Clerk, CAO, and Department Heads
- Accessibility Awareness Campaign (Aligns with Departmental Objectives 2, 3 and 5) Description: The FAAC in 2015 decided to focus on creating Accessibility Awareness in the Private Sector. As noted in the Accessibility Directorate of Ontario’s The Path to 2025: Ontario’s Accessibility Action Plan, improving accessibility can create up to $9.6 billion
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in new retail spending and $1.6 billion in new tourism spending in Ontario over five years and by 2035, 40 per cent of our consumer base will be people with disabilities. The County also needs to provide more awareness and education to the Townships around accessibility concerns in their municipality and encourage the townships to consult with the Committee when doing any form of updates or retrofits to Township property. Timelines: ongoing Responsibility: Clerk Resources: Community Development Officer, Communications Officer 3. Monitoring and maintaining the integrity of the County’s Electronic and Hard copy Records Management System. (Aligns with Departmental Objectives 4 and 5) Description: In 2017, the County’s Records Archival and hard copy filing will be taken through a Lean Process to ensure the County’s records are easily Timelines: 2016 – 2017 (with ongoing monitoring) Responsibility: Clerk Resources: Project Team – 4. Development increased training around the Personal Health Information Protection Act (Aligns with Objective 1) Description: The County of Frontenac, specifically Frontenac Paramedic Services and Fairmount Home, are bound by the Personal Health Information Protection Act. Through the passing of Bill 119, along with increased public awareness by the Information and Privacy Commissioner, the province is focused on tightening the rules around the use, collection and disclosure of personal health information. Timelines: 2017 (ongoing training) Responsibility: Clerk Resources: Internal
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- Review of County Policies that relate to the County’s accountability and transparency such as the Code of Conduct for Members of County Council and Committees and the Delegation of Authority By-law to ensure the County is as open and transparent as possible. (Aligns with Departmental Objective 1 and 5) Description: With the passage of Bill 8 and the impending potential of investigations by the Ontario Ombudsman, staff will carry out a review of the County’s accountability and transparency policies to ensure citizen/public satisfaction and reduce the potential for complaints. Timelines: 2016, with reviews ongoing once per Council term or as legislation changes Responsibility: Clerk and Chief Administrative Officer Resources: Internal with the assistance of the Senior Leadership Team
- Council Orientation (Aligns with Departmental Objectives 1, 2, and 6) Description: 2018 is a municipal election year. Staff will work to develop material and training information to help Councillors meet their responsibility and the County’s goals and objectives, as well as ensure that members of Council are aware of their authority/responsibilities and that they understand the decision making process. Timelines: 2018 – ongoing Responsibility: Clerk Resources: All Departments Service Level Changes Proposed Service Level Change 2016/17 County Building Needs/Space Assessment and Accessibility Review – in conjunction with CAO
2018
Implementation of Civic Web Portal
Rationale/ Relative to Objectives In 2016 the Chief Administrative Officer will be presenting a proposal to Council to have the Administrative Building audited by an architect to determine best possible layouts to accommodate the existing residence into office space. As part of this audit, accessibility of the building in order to meet the AODA will be included. To provide the public, council members and staff with easy online access to information staff would like to recommend adding the CivicWeb Portal to the County’s suite of iCompass products. Once an agenda is publish, the packet and supporting items
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2019
Broadcasting of County Council Meetings and events
become available online within this user friendly and completely accessible interface. •Searchable database of records and meeting documents •Subscription features so members of the public can receive agendas via email automatically •Public request forms connected to the Clerk’s Department •Attendance and voting tracking •Customize colors and images so it matches your current website The County of Frontenac has a small population of only 26,600 with a land mass of 4,000 km2 made up of small communities. This makes public attendance and participation at County Council meetings difficult if not next to impossible for those who reside in northern Townships. Streaming of County Council meetings will provide the public with an opportunity to watch Council meetings live, helping to promote citizen engagement and provide citizens with a sense of community with respect to the region. This technology is mobile and will permit not only the streaming of Council meetings, but also the streaming of any event.
Financial Projection - see Appendix A Risk Analysis: Level Risk Caution
Advisement
Issue None at this time.
- New Provincial Legislation often brings financial consequences/strain to municipal budgets. This has been seen with the AODA and its Five Regulation Standards. Any shift in Provincial direction typically comes with cost implications to municipalities and could impact the County’s budget.
- Bill 8 brings about amendments to the Municipal Freedom of Information and Protection of Privacy Act adds offences for the wilful concealment, alteration or destruction of records including fines for both individuals and organizations.
- The full impact of Bill 8 has not yet been identified as we have not received a complaint to the Ombudsman so staff are unaware of the time implications associated with a complaint.
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Risk Mitigation Strategies: Risk
Mitigation Strategy
Caution
Mitigation Strategy
New Provincial Legislation often brings financial consequences.
Staff continue to monitor and network with municipal partners such as AMCTO and AMO to familiarize themselves of impending legislation and ensure any financial/HR implications are realized and planned for well in advance of implementation dates. Mitigation Strategy Ensure our policies that relate to or affect the County’s accountability and transparency such as customer service and feedback are up to date and ensure all staff are aware of and receive training on these policies. Continued staff education on Bill 8 to ensure the County is offering the best customer service that avoids or greatly reduces the potential for complaints to the Ontario Ombudsman. The County does have in place a contract with the Information Professionals which includes updated retention schedules on a yearly basis based on changes/shifts in legislation. This contract also includes a comprehensive policy, including forms, for the retention, archival and destruction of records. A comprehensive training program for all staff and Council with respect to records retention will commence to ensure the County of Frontenac is following its Records Management Policies and meeting its obligation under MFIPPA. This training will be ongoing.
Advisement Bill 8 brings about amendments to the Municipal Freedom of Information and Protection of Privacy Act adds offences for the wilful concealment, alteration or destruction of records including fines for both individuals and organizations.
Key Success Factors: Shared Leadership • Unit leadership that supports the vision, strategies and values of the County for both the public and the County’s member municipalities. • Demonstrated by behaviours and accountability and a desire for collaboration. • Setting an example as a unit that delivers reliable, high quality services and works toward continuous internal quality improvements. Engaged citizenry that brings the voice of the people to the table • Effective communications policies and plans in place that embrace and encourage citizen engagement. • Enhanced communication and solicitation of input and sharing of ideas with the County’s various Advisory Committees. • Citizens are aware of the direction of the County and how their input directly affects achieving goals and objectives. Legislative Services Business Plan 2017 -2021
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Leader in Accessibility • Initiatives that take into account all citizens of Frontenac County regardless of ability. • Policies, training and collaboration to ensure both the County and its member municipalities become leaders in accessibility. • Working towards a barrier free County by 2025. Clear Legislative Policies that ensure responsible government • Policies that are meaningful, communicated and recognize the County’s role and obligations to the citizens of Frontenac County with respect to open and transparent government. • Consistent application of those practices requiring a corporate approach.
Key Performance Indicators: Objective 1 Ongoing review/development of Policies and Procedures to ensure the County continues to meet its legislative and administrative requirements The County’s Policies and Procedures will reflect current legislation and best practices. Complete at least one major policy review annually 70% of policies will be updated within 6 months when affected by new legislation 100% of policies affected by new legislation will be updated within 12 months. Objective 2 Ensure effective communications that stimulate and improve citizen engagement as well as promote collaboration with member municipalities through increased public engagement on social media, website hits and surveys. 10% increase of new followers to the County’s twitter account per year 10% increase of new followers to the FPS twitter account per year 10% increase of new followers to the County’s Facebook page per year Objective 3 Enhance and improve services for persons with disabilities in the County of Frontenac by ensuring that facilities and services are barrier free Reduction in the accessibility barriers identified by member municipality 100 Businesses in the County are provided with AODA information per year Objective 4 Ensure the County continues to have an efficient Records Management System in place to ensure the safe keeping of County records and archival material All current and new staff trained on TOMRMS. Annual review of files demonstrates compliance with TOMRMS Objective 5 Ensure prompt and efficient customer service that reflects an administration that is open and receptive.
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90% satisfaction rate of internal clients. 100% of complaints received meet the criteria of the Complaints Handling Policy. The key performance indicators for the Legislative Services unit are intended to provide Council and the public with an indication that service delivery is on track.
Jannette Amini Manager of Legislative Services/Clerk
Marian VanBruinessen Director of Corporate Services/Treasurer
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Appendix A – Financial Projection
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Report 2016-111 Council Recommend Report To:
Warden and Council
From:
Kelly J. Pender, Chief Administrative Officer
Prepared by:
Anne Marie Young, Manager of Economic Development
Date of meeting:
October 12, 2016
Re:
Planning and Economic Development – Funding Request from Frontenac Community Futures Development Corporation
Recommendation Whereas the Council of the County of Frontenac has been approached by the Frontenac Community Futures Development Corporation (FCFDC) request for funding Therefore Be It Resolved That the Council of the County of Frontenac receive Report 2016-111 And Further That staff recommend that Option 2 be considered on the condition following: a. The development of partnership agreement between the FCFDC and the County by which the FCFDC endorses the County’s Economic Development Charter and supports the County’s branding efforts; b. Confirmation of equivalent financial support for the project from Lennox and Addington and Prince Edward Counties. Background The Frontenac Community Futures Development Corporation (FCFDC) is funded by the federal Development Agency of Southern Ontario (FedDev). In 2013 FedDev changed its funding model which resulted in a funding decrease of $70,000 to FCFDC. The FCFDC has approached the County of Frontenac for funding which can be one of two options; 1) $35,000 to assist in its operational costs or 2) $30,000 to assist in its Food and Beverage Strategy and to include attending trade shows and buy membership in Ontario East food and beverage sector.
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The same request was presented to the Council of South Frontenac for their consideration. Comment Option 1) – Operating costs are very seldom, if ever, funded by a granting agency to any organization. It is not known if this is a one-time cost or if it is a request for an on-going grant request. $35,000 represents a 0.41% levy. Not recommended. Option 2) – The FCFDC’s Food and Beverage strategy (FAB Region) is in partnership with Lennox & Addington, Prince Edward and Hastings Counties and is well established. It does coincide with the Food and Beverage theme in the County’s Economic Development Implementation Plan. In considering this option a partnership would be preferable as business attraction is not the mandate of the FCFDC even though they have been doing so at their own discretion. It is the mandate of the County’s Community Development Officer to implement the themes of the Economic Development Charter. Outreach is an essential part of the CDO’s duties which will include trade shows and memberships to organizations. This option is recommended on a condition that a partnership is established between the FCFDC and the County, by which the FCFDC endorses the County’s Economic Development Charter and supports the County’s branding efforts. As part of this agreement it should be understood that County staff will be participating in the business attraction efforts and that regular reporting to County Council, including key performance indicators will be required. A one year commitment with renewal options at Council’s discretion is recommended. $30,000 represents a 0.35% levy. As this is project that will support a FAB initiative across three counties, it is staff’s recommendation that the CFDC be asked to confirm an equal contribution to this project from the other two partner Counties. Note: If Council chooses option 1 the same conditions for partnership should be considered as described above. Sustainability Implications In all that we do in the name of economic development in the Frontenacs, we will live by a set principles that balance the economy, environment, social and cultural interest of our communities. Financial Implications The $500,000 economic development implementation plan has been fully allocated to projects and initiatives in the Planning and Economic Development five year business plan. It is committed and currently matched by grants from other agencies. If levied to the taxpayer $30,000 represents a 0.35% levy and $35,000 represents a 0.41% levy.
Recommend Report to Council FCFDC Funding request October 12, 2016
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AGENDA ITEM #b)
Organizations, Departments and Individuals Consulted and/or Affected County of Frontenac Community Futures Development Corporation of Frontenac Township of Frontenac Islands Township of South Frontenac Township of Central Frontenac Township of North Frontenac Businesses and Residents of Frontenac
Recommend Report to Council FCFDC Funding request October 12, 2016
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AGENDA ITEM #b)
Office of the CAO
Memo To:
Warden and Members of County Council
From:
Kelly Pender, Chief Administrative Officer
Date:
October 18, 2016
Re:
Report 2016-111 - Funding Request from Frontenac Community Futures Development Corporation – Additional Information
Further to our discussion regarding the funding request from the Frontenac Community Futures Development Corporation (CFDC) and report #2016-111 presented at the October 12, 2016 Committee of the Whole meeting, please find below additional information from Anne Prichard, Executive Director, CFDC. The questions noted by the Q were my questions to Ms. Prichard. Her responses are noted as A. The summary figures are provided in square brackets are my calculation of the percent figures provided in the request. Also, attached is a copy of the original CFDC request provided by Ms. Prichard at her presentation on September 21, 2016.
“Thank you for the opportunity to provide additional detail regarding our request for funding. Our funder, the Federal Development Agency of Southern Ontario (FedDev) has just advised us that we will be notified of our 2017-18 funding by the end of November.” Operational Support Costs Request: Q. Please provide a summary of expenses covered by this request (e.g., rent, salaries, materials, travel) A simple pro-forma will suffice.
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AGENDA ITEM #b)
A. “In order for us to transfer interest earned from our investment fund to operating, we must adhere to a formula set out by our funder and receive their authorization to do so when we submit our annual budget. In this submission to our funder I allocated the entire amount towards wages and benefits to simplify the reporting and propose the same for this request - 100% for wages and benefits.” [Wages and Benefits
$35,000.]
Q. Is it your expectation that this will be an ongoing request, annual for a specific number of years, or ongoing? A. It is my expectation that this would be a one-time request, subject to what we learn about how the new funding model will affect our organization.
Food and Beverage Request: Q. Please provide a summary of expenses covered by this request (e.g., rent, salaries, materials, registration, travel) A simple pro-forma will suffice. A. “9% for OEEDC Food Sector Membership, 17% for trade show and event participation, 9% for travel, 23% for marketing and promotion, 29% for wages and benefits and 13% for rent.” [Membership (9%)
$2,700
Trade Shows (17%)
$5,100
Travel (9%)
$2,700
Marketing & Promotion (23%)
$6,900
Wages and Benefits (29%)
$8,700
Rent (13%)
$3,900
Total
$30,000]
Q. A summary of conferences, trade shows you anticipate you will be able to attend and anticipated results A. “We plan on attending the Ontario Craft Brewer’s Conference under the Food and Beverage Region as an investment attraction strategy and the Fab Region partners are exploring other trade show opportunities to promote the region. It is extremely difficult to anticipate the results from trade shows and results can take years to materialize. That being said, our participation in the 2015 Ontario Craft Brewer’s Conference resulted in our attracting a craft brewery to Wolfe Island. The individual whom we met at the show was introduced to local business owners and as a result, he has formed a partnership with the owner of Wolfe Island Grill and together they 2
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AGENDA ITEM #b)
have purchased what was the MetalCraft building on Wolfe Island. We anticipate that this venture will be operational by year-end and are very excited by their future plans and expected economic impact on the area, including job creation. We also plan on joining what is referred to as the Ontario East Economic Development Commission’s Food Processing sector team, primarily as a business retention strategy. Under the OEEDC banner, we would exhibit at SIAL Toronto and the Canada Restaurant Show. There may be an opportunity to have Frontenac food and beverage businesses participate in the exhibit (they would pay their own travel and accommodation) and this will depend on the uptake from businesses across the region. A partnership with KEDCO enabled us to take a food processing business to SIAL Montreal earlier this year. This opportunity resulted in the business securing numerous wholesale contracts for his business. In the short term, it has resulted in increased year around hours for existing staff and it is anticipated that new jobs will be created within the year. With the SIAL show being held in Montreal, a couple of the Frontenac businesses who would have liked to participate were not able to do so because of inter-provincial restrictions. The show will be held in Toronto in 2017 and consequently will not pose the barriers the Montreal show did. I understand from my economic development colleagues that the Canadian Restaurant Show has resulted in contracts for their food and beverage businesses and it is anticipated that Frontenac businesses would also benefit.” Q. Is it your expectation that this will be an ongoing request, annual for a specific number of years, or ongoing? A. “Participating in the OEEDC Food Processing sector team and trades shows for 2 consecutive years will assist in obtaining the maximum impact and provide more opportunities for Frontenac Businesses. It is unknown at this time if the Frontenac CFDC would be in a position to fund the 2nd year and our ability to do so depends on the result of Fed’s new funding model.” Q. What is the role and relationship of this program to FAB program with Prince Edward, L&A and Hastings? A. “FAB Region is an investment attraction strategy and we will continue to partner with them on this initiative. The FAB partners have chosen to work under the OEEDC Food Processing sector team banner where appropriate.” Q. As we discussed in your office, the dollar commitment of the other Counties (past and present) to this program would also be appreciated. A. “Each of the three municipal FAB partners have invested $3,000 per year since 2011 ($18,000/each) and considerable in-kind staff time. In addition, one of the partners has invested in Food Processing sector team and it is my understanding that the two others are considering it for their upcoming fiscal year. The Frontenac CFDC has leveraged the municipal contributions with EODP funding.” Q. Finally, for both of the above, please advise:
3
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How you would propose to report to County Council and what you would propose to use as metrics to gauge success. A. “I look to you for the reporting structure that best suits Council’s needs. The matrix for the operational funds would be the number of loans that we are able to disburse as a result of not having to use the interest earned funds and the jobs maintained/created as a result. The matrix for the Food and Beverage funds would be the number of existing businesses promoted, the number of jobs created/maintained; and the number of businesses attracted and jobs created/maintained.” Q. Aside from South Frontenac Township, are there any other granting agencies you have approached for funding? A. “We have received funding for what is referred to as our Tech Coaching project and all of these funds are incremental costs with no percentage being taken for rent, salaries etc. One of our funders for this program is the County of Lennox and Addington.” Regards,
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AGENDA ITEM #b)
Our Challenge The Frontenac Community Futures Development Corporation is funded by the Federal Development Agency of Southern Ontario (FedDev). In the 2012‐13 year, FedDev changed their funding model. This resulted in a funding decrease of approximately $70,000 annually. Since May 2013, our loan portfolio has grown an impressive 41.1%. While we are pleased with this success, it has placed stress on both our operational and investment funds. To consistently have loan funds available, we have borrowed investment capital from another CFDC. This action has allowed us to continue to help Frontenac businesses start and grow, but necessitates interest on the funds borrowed. Given the uptake we receive from our clients, we anticipate borrowing additional investment capital within the next two months. Option 1 Frontenac CFDC is requesting the County of Frontenac to consider allocating a grant of $35,000 in their 2017 budget. With the approval of FedDev, the organization is able to transfer a small percentage of funds from the interest earned on its loan portfolio to offset operational costs. In 2015 the board requested a transfer for the first time, cost saving measures were implemented and a staff reduction from 4 to 3 positions took place. Unfortunately, the growth and utilization of our initiatives have however created a conundrum, as those funds used to offset operation are now required to lend. It is for this reason that in this fiscal year (2016‐2017) that we request your assistance with a grant of $35,000. This investment in your Community’s Future will allow for the continued the growth of businesses within the Frontenacs. Option 2 Frontenac CFDC is requesting the County of Frontenac to consider allocating a grant of $30,000 in their 2017 budget. The Frontenac CFDC board would like to further invest in their successful Food and Beverage strategy. This strategy has seen the attraction of Seed to Sausage Corp to Central Frontenac, Back Forty Artisan Cheese to North Frontenac and Wolfe Island Artisanal Spring Craft Brewery to Frontenac Islands. As well, it has supported Limestone Organic Creamery, the winner of the Ontario Association of CFDC’s Entrepreneur of the Year in 2015, as well as a number of other food and beverage businesses. The initiative itself received the Community Economic Development award from the Ontario Association of CFDCs in 2015. The funds in part would be used to participate in the Ontario Craft Brewer’s Conference, Canadian Restaurant Show, and SIAL Toronto. It would also enable the organization to become a member of Ontario’s East’s Food and Beverage sector. Why do we wish to make these investments? Last year’s participation in the Ontario Craft Brewer’s Conference resulted in Frontenac realizing their first craft brewery, Wolfe Island Artisanal Spring Craft Brewery. There have been numerous studies done that show the positive economic effect that these craft breweries have in their communities and you only have to look at Beau’s Brewery in Vankleek Hill to see that. Earlier this year, our partnership with KEDCO enabled a new Frontenac business, Wolfe Island Grill Home Meals, to exhibit at SIAL Montreal. I saw first‐ hand how huge an impact this opportunity had on this business in generating sales and solid leads and would like to enable other businesses to have this opportunity.
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