Body: Council Type: Agenda Meeting: Regular Date: September 18, 2019 Collection: Council Agendas Municipality: Frontenac County
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Document Text
Frontenac County Council Meeting Wednesday, September 18, 2019 – 9:00 a.m. Kingston Frontenac Rotary Auditorium, 2069 Battersea Road, Glenburnie Council will resolve into Closed Meeting and will reconvene as regular Council at 9:30 a.m.
AGENDA Page Call to Order Closed Session a) Resolved That Council resolve itself into Committee of the Whole closed session as authorized under Section 239 of The Municipal Act, to consider:
- Adoption of Closed Minutes of Meetings held July 17, 2019
- labour relations or employee negotiations - as it relates to the contract with the Ministry of Transportation (MTO) for the Howe Island Ferry Resolved That Council rise from Committee of the Whole closed session with/without reporting Public Meeting
15 - 21
The following is a public meeting to permit members of the public to make presentations and/or funding requests to County Council for consideration in the 2020 budget. a) Mr. David Townsend, Executive Director for Southern Frontenac Community Services Corporation will address County Council regarding funding request for Southern Frontenac Community Services Corporation.
22
b)
Ms. Louise Moody and Ms. Gail Young, Frontenac Transportation Services will address County Council regarding funding request for the Frontenac Transportation Services.
c)
Mr. Matt Trousdale, will address County Council regarding the opportunity to secure train sections from Upper Canada Village.
Approval of Addendum
Page Disclosure of Pecuniary Interest and General Nature Thereof
23 - 34
Adoption of Minutes a) Minutes of Meeting held July 17, 2019. Resolved That the minutes of the regular Council meeting held July 17, 2019 be adopted. Deputations and/or Presentations Proclamations a) Canadian Library Month October 2019 Ontario Public Library Week October 20-26, 2019 A visit will get you thinking [See Communications y)] Whereas the public library offers access to information; and Whereas the public library supports personal growth, economic renewal and quality of life; and Whereas we recognize that the Kingston Frontenac Public Library provides a vital service to our communities; Therefore Be It Resolved That the Council of the County of Frontenac hereby proclaims the month of October, 2019 as Canadian Library Month and the week of October 20 - 26, 2019 as Ontario Public Library Week in Frontenac County; And Further That the residents of Frontenac County be encouraged to use the public library this week and throughout the year. Move into Committee of the Whole a) That Council adjourn and meet as Committee of the Whole Council, with the Deputy Warden in the Chair.
35 - 73
Briefings a) Mr. Kelly Pender, Chief Administrative Officer, will provide Council with his monthly CAO briefing. Unfinished Business Recommend Reports from the Chief Administrative Officer
Page 2 of 386
Page 74 - 104
a)
Consultant Briefing: Ms. Hannah Mayes , ORH Consulting will brief County Council on the Ten Year Paramedic Human Resources and Facilities Master Plan. [See Recommend Reports from the Chief Administrative Officer, clause b)]
105 - 267
b)
2019-104 Emergency and Transportation Services ORH Final Report Recommendation Be it Resolved That the Council of the County of Frontenac receive for information the final report for the Ten Year Paramedic Human Resources and Facilities Master Plan; And Further That the Council of the County of Frontenac direct staff to incorporate recommendations into the Frontenac Paramedics’ Business Plan and Project Proposals for future consideration by Council.
268 - 269
c)
2019-101 Corporate Services Amendments to Procedural By-law 2013-0020 resulting from Bill 68 as it relates to Disclosure of Pecuniary Interest Recommendation Resolved That the Council of the County of Frontenac receive the Corporate Services – Amendments to Procedural By-law 2013-0020 resulting from Bill 68 as it relates to Disclosure of Pecuniary Interest report; And Further That Procedural By-law 2013-0020, as amended, be further amended as follows: 1. That Section 16 – Disclosures of Pecuniary Interest, subsection 16.1 – Method of Disclosure be amended by adding the word “and” at the end of c), and further adding: d) Shall file a written statement of the interest and its general nature with the Clerk. 2. That a new 16.5 and 16.6 be added as follows: 16.5 The Clerk shallestablish and maintain a Registry of registry in which shall be kept, Disclosures of Pecuniary (a) a copy of each statement filed under Interest section 16.1; and
Page 3 of 386
Page
Access to registry
270 - 274
d)
16.6
(b) a copy of each declaration recorded under section 16.1 The registry shall be available for public inspection upon 48 hours written notice to the Clerk’s Office
2019-102 Corporate Services Reading of Resolutions at Council Meetings Recommendation Be It Resolved That the Council of the County of Frontenac receive the Corporate Services – Reading of Resolutions at Council Meetings report for information; And Further That Council support Option
275 - 284
e)
of the report, that being:
2019-103 Corporate Services Authorization to enter into an Agreement with the Cataraqui Region Conservation Authority (CRCA) for the provision of Information Services Recommendation Be It Resolved That the Council of the County of Frontenac receive for information the Corporate Services – Authorization to enter into an Agreement with the Cataraqui Region Conservation Authority (CRCA) for the provision of Information Services report; Further That County Council direct staff to enter into a shared services agreement attached as Schedule A, through which the County of Frontenac will provide information technology services to the Cataraqui Region Conservation Authority (CRCA);
285 - 295
f)
2019-105 Office of the Chief Administrative Officer Regional Roads - Option Analysis and Business Plan Recommendation Be It Resolved that Office of the CAO Report 2019-105, Regional Roads – Option Analysis and Business Plan be received; And FurtherThat County Council direct staff to:
- Engage KPMG Canada to complete an option analysis and business plan for consideration by County Council as part of the 2020 County Budget;
Page 4 of 386
Page
296 - 304
g)
- Commence the process of petitioning the Province of Ontario to delete Section 6.2 from the County restructuring order dated February 15, 1997. 2019-106 Corporate Services Approval of the County of Frontenac Recruitment and Selection Policy Recommendation Be It Resolved That the Council of the County of Frontenac receive the Corporate Services - Approval of the County of Frontenac Recruitment and Selection Policy report for information; And Further That the Clerk be authorized to bring forward a By-law later in the meeting adopting the Recruitment and Selection Policy attached to this report as Appendix A.
305 - 311
h)
2019-107 Corporate Services 2019 Tax Ratios and Tax Rate Reductions Amendment Recommendation Resolved That the Council of the County of Frontenac accept this Corporate Services –2019 Tax Ratios and Tax Rate Reductions Amendment report; And Further That Council consider a by-law, introduced later in the meeting, to confirm 2019 the tax ratios and tax rate.
312 - 316
i)
2019-110 Fairmount Home Public Inquiry into the Safety and Security of Residents in the Long-Term Care Homes System Recommendation Resolved That Council of the County of Frontenac received the Fairmount Home - Public Inquiry into the Safety and Security of Residents in the Long-Term Care Homes System report for approval; And Further That the Council of the County of Frontenac support the Consolidated Recommendations regarding the Role of Long-Term Care Homes and other recommendations specific to licensees of long-term care homes, which are presented in the Public Inquiry into the Safety and Security of Residents in the Long-Term Care Homes System Report
Page 5 of 386
Page (“Report”); And Further That the Council of the County of Frontenac support staff in implementing the Consolidated Recommendations and other recommendations specific to long-term care home licensees presented in the Report, as well as, Fairmount Home’s plan for service level changes for a minimum four hours of care per resident per day to ensure a safe and secure environment for residents; And Further That the Council of the County of Frontenac, as the licensee for Fairmount Home for the Aged (“Fairmount”), encourage the Ministry of Health and Long-Term Care to take the steps to promptly implement the recommendations in the Report and release a public report on the first anniversary of the release of the Report. 317 - 319
j)
2019-111 Emergency and Transportation Services Howe Islander Ferry Safety Announcements Recommendation Be it Resolved That the Council of the County of Frontenac receive for information the report on Ferry Safety Announcements; And Further That the Council of the County of Frontenac direct staff to implement Option _______ as outlined, that being:
320 - 322
k)
2019-113 Planning & Economic Development Authorization for staff to enter into agreements with local snowmobile clubs for use of the Frontenac K&P Trail during winter months Recommendation Be it Resolved That Council authorize staff to enter into a License Agreement and Memorandum of Understand with the local OFSC snowmobile clubs for use of the Frontenac K&P Trail and to complete annual renewals of these agreements.
323 - 325
326 - 327
Information Reports from the Chief Administrative Officer a) 2019-108 Emergency and Transportation Services Investigation of Options to Ensure Howe Island Ferry Staffing b)
2019-109 Fairmount Home Quarterly Update Activity Report
Page 6 of 386
Page 328 - 334
c)
2019-112 Corporate Services 2019 Second Quarter Financial Summary
335 - 338
d)
2019-114 Office of the Chief Administrative Officer Resolution from the City of Kingston regarding the 2019 Budget Update- County of Frontenac Services
Reports from Council Liaison Appointees a) Emergency and Transportation Services - Councillor Higgs b)
Long Term Care (Fairmount Home) - Councillor Martin
c)
Corporate Services - Councillor MacDonald
d)
Planning and Economic Development - Councillor Revill
Reports from External Boards and Committees a) Kingston Frontenac Library Board Update - Councillor Revill b)
KFL&A Public Health Board Update - Councillor Doyle
c)
Housing and Homelessness Committee Update - Deputy Warden Smith
d)
Food Policy Council of Kingston, Frontenac, Lennox and Addington Councillor Higgs
339 - 341
e)
AMO Report - Warden Higgins
342 - 345
Reports from Advisory Committees of County Council a) Report of the Administrative Building Design Task Force That the Report received from the Administrative Building Design Task Force be received and adopted. Report of the Administrative Building Design Task Force The Administrative Building Design Task Force reports and recommends as follows:
- 2019-092 Administrative Building Design Task Force Authorization to Move Forward with a Shared Facility Be It Resolved That the Council of the County of Frontenac authorize staff to proceed with negotiations with the Cataraqui Region Conservation Authority (CRCA) for joint tenancy and subsequently, detailed designs for 2069 Battersea Road for Option 2, that being a joint administrative facility for the County of
Page 7 of 386
Page Frontenac and the Cataraqui Region Conservation Authority (CRCA) to an upset of $100,000 to be expensed from the County’s Municipal Modernization Funds; And Further That should the CRCA advise the County of Frontenac that it does not wish to proceed with a joint administrative facility, that staff be authorized to proceed with detailed designs for Option 1. 346 - 368
b)
Report of the Planning Advisory Committee That the Report received from the Planning Advisory Committee be received and adopted. Report of the Planning Advisory Committee The Planning Advisory Committee reports and recommends as follows:
- 2019-098 Planning and Economic Development Response to Provincial Policy Statement (PPS) Review Be It Resolved That the Council of the County of Frontenac direct staff to submit the comments as set out in Appendix 1 of this report to the Ministry of Municipal Affairs and Housing prior to the deadline of October 21st, 2019; And Further That a copy of this resolution and Appendix 1 be forwarded to the County’s member municipalities
369 - 375
c)
Report of the Community Development Advisory Committee That the Report received from the Community Development Advisory Committee be received and adopted. Report of the Community Development Advisory Committee The Community Development Advisory Committee reports and recommends as follows:
- 2019-096 Community Development Advisory Committee Temporary Access Agreement with Verona ATV Club / OFATV Be It Resolved That the Council of the County of Frontenac authorize the Warden and Clerk to enter into a temporary agreement with the Verona ATV Club allow motorized vehicles to access the K& P Trail from Craig Road to Sharbot Lake for 2019
Page 8 of 386
Page and 2020. And Further That County staff report back on the status of the partnership with the Verona ATV Club/OFATV prior to any future renewal. 2. 2019-093 Community Development Advisory Committee Development of a Frontenac Arts Strategy Be It Resolved That the County of Frontenac pursue the development of an arts strategy in 2021; And Further That the foundational work to recruit project partners, attract project funding and improve operational capacity be undertaken in 2020 to achieve this end. 3. 2019-095 Community Development Advisory Committee Royal Winter Fair’s Spotlight on Local Be it Resolved that the Council of the County of Frontenac authorize staff to enter into a contract with The Royal Winter Fair to participate in the 2019 Spotlight on Local feature. And Further that up to $5,000 from the Community Development Reserve be allocated to offset the costs associated with participating in the Royal Winter Fair’s Spotlight on Local. And Further that staff report back to the Community Development Advisory Committee on the outcomes of event participation Return to Council a) That Council revert from Committee of the Whole Council, to Council.
Adoption of the Report of the Committee of the Whole Council a) That the report of the Committee of the Whole Council be adopted and that the necessary actions or by-laws be enacted. Motions, Notice of Which has Been Given a) Giving Notice of Motion Communications That Council consent to the following communications of interest to
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Page Council listed below be received and filed: a) From Southern Frontenac Community Services providing its Mid-July Bulleting [Distributed to Members of County Council July 19, 2019] b)
From the City of Stratford regarding Resolution opposing changes in 2019 Provincial Budget and Planning Act [Distributed to Members of County Council July 19, 2019]
c)
From the College of Physicians and Surgeons of Ontario regarding the 2020 Council Award [Distributed to Members of County Council July 19, 2019]
d)
From the Municipality of Neebing regarding Response to Lake of Bays [Distributed to Members of County Council July 19, 2019]
e)
From the Town of Plympton-Wyoming regarding resolution on Enforcement for Safety on Family Farms [Distributed to Members of County Council July 19, 2019]
f)
From the Township of Prince regarding resolution in support of dedicated annual ROMA Conference [Distributed to Members of County Council July 19, 2019]
g)
From the Village of Oil Springs supporting resolution of the Township of Warwick regarding stronger enforcement of By-laws [Distributed to Members of County Council July 19, 2019]
h)
Letter from Kingston Frontenac Public Library Regarding the Retirement of Patricia Enright as of August 31, 2019 [Distributed to Members of County Council July 26, 2019]
i)
Letter from the Town of Halton Hills Regarding Resolution Number. 2019-0141 [Distributed to Members of County Council July 26, 2019]
j)
Letter from the Corporation of the Municipality of South Huron Regarding Motion Number 382-2019. [Distributed to Members of County Council July 26, 2019]
k)
Letter from Morrison Hershfield Regarding the Detail Design Study [Distributed to Members of County Council July 26, 2019]
l)
Letter from The Municipality of McDougall Regarding Enforcement for Safety on Family Farms [Distributed to Members of County Council August 2, 2019]
m)
Letter from the Township of McKellar Regarding Municipal Amalgamation [Distributed to Members of County Council August 2, 2019]
n)
Letter from the City of Kingston Regarding the Housing and Homelessness Report
Page 10 of 386
Page [Distributed to Members of County Council August 2, 2019] o)
Letter from ROMA Regarding the Rural Ontario Institute’s Focus on Rural Ontario 2018 Fact Sheet Series [Distributed to Members of County Council August 2, 2019]
p)
Letter from Norfolk County Regarding Request for Provincial Response to Address Gas Well Issues [Distributed to Members of County Council August 16, 2019]
q)
Letter from the Municipality of Bluewater Regarding Reducing Litter and Waste in Our Communities [Distributed to Members of County Council August 16, 2019]
r)
Letter from the Township of North Frontenac Regarding the Request for Support for VIA Rail’s High Frequency Train Proposal [Distributed to Members of County Council August 16, 2019]
s)
Letter from the Corporation of the Municipality of Thames Centre Regarding the Enforcement for Safety on Family Farms Resolution [Distributed to Members of County Council August 16, 2019]
t)
Letter from the Town of Bradford West Gwillimbury Regarding the Motion with Respect to the Never Forgotten National Memorial [Distributed to Members of County Council August 16, 2019]
u)
Letter from the Municipality of Chatham-Kent Regarding the Enforcement for Safety on Family Farms Resolution [Distributed to Members of County Council August 16, 2019]
v)
Letter from Central Frontenac Regarding the Resolution 2019-046 Requiring the Lower Tier Municipalities to Review and Consider the Regional Roads Report [Distributed to Members of County Council August 16, 2019]
w)
Letter from The Municipality of Hastings Highlands Regarding Reducing Litter and Waste in Our Communities [Distributed to Members of County Council August 23, 2019]
x)
Letter from The Municipality of Hastings Highlands Regarding Municipal Amalgamation [Distributed to Members of County Council August 23, 2019]
y)
Letter from Kingston Public Library Regarding Canadian Library Month and Ontario Library Week [Distributed to Members of County Council August 23, 2019]
z)
Letter from the Corporation of the Township of Papineau-Cameron Regarding Amalgamation [Distributed to Members of County Council August 23, 2019]
aa) Letter from Canadian Union of Postal Workers Regarding the Future of Canada Post
Page 11 of 386
Page [Distributed to Members of County Council August 23, 2019] ab) Fall Schedule from Early ON Child and Family Centre [Distributed to Members of County Council August 23, 2019] ac)
Birthday Invitation from Sydenham Early ON Child and Family Centre [Distributed to Members of County Council August 23, 2019]
ad) Birthday Invitation from Sharbot Lake Early ON Child and Family Centre [Distributed to Members of County Council August 23, 2019] ae) Birthday Invitation from Storrington Early ON Child and Family Centre [Distributed to Members of County Council August 23, 2019] af)
Notice from the Township of Central Frontenac Concerning By-Law Amendment 2019-36 (Brown and Smail) [Distributed to Members of County Council August 30, 2019]
ag) Letter from the Corporation of the Township of Lake of Bays Regarding Municipal Amalgamation [Distributed to Members of County Council August 30, 2019] ah) Letter from the Municipality of Mississippi Mills Regarding the Resolution to Ensure Enforcement for Safety on Family Farms [Distributed to Members of County Council September 6, 2019] ai)
Letter from the Town of Wasaga Beach Regarding the Township of McKellar Municipal Amalgamation [Distributed to Members of County Council September 6, 2019]
aj)
Letter from Hamilton City Council Regarding Maintaining the Voters’ List from Municipal Elections [Distributed to Members of County Council September 6, 2019]
ak)
Letter from the City of Kitchener Regarding Single-Use Disposable Wipes [Distributed to Members of County Council September 6, 2019]
al)
Letter from the City of Kitchener Regarding Producer Requirements for Packaging in Ontario [Distributed to Members of County Council September 13, 2019]
am) Letter from the Corporation of the Township of Larder Lake Regarding Lobbying the Provincial Ministers to allow for Electronic Delegation [Distributed to Members of County Council September 13, 2019] an) Letter from the City of Kingston Regarding the Notice of a Regular Meeting [Distributed to Members of County Council September 13, 2019] ao) Letter from The Municipality of Hasting Highlands Regarding Mandatory
Page 12 of 386
Page Septic System Reports [Distributed to Members of County Council September 13, 2019] ap) Letter from the Municipality of Chatham-Kent Regarding Provincial Funding Cuts to Legal Aid Ontario [Distributed to Members of County Council September 13, 2019] aq) Email from the Township of Zorra Regarding Upper Thames River Conservation Authority (UTRCA) [Distributed to Members of County Council September 13, 2019] Other Business Public Question Period By-Laws – General By-laws and Confirmatory By-law a) First and Second Reading Resolved That leave be given the mover to introduce by-laws a) through f) that have been circulated to all Members of County Council and that by-laws a) through f) be read a first and second time. b)
Third Reading Resolved That by-laws a) through f) be read a third time, signed, sealed and finally passed. By-Laws
376 - 377
a)
To Adopt a Policy to Govern the Hiring of Employees by the Corporation of the County of Frontenac [Proposed By-law No. 2019-0029]
378
b)
To Authorize the Execution of an Agreement with the Cataraqui Region Conservation Authority (CRCA) for Information Services. [Proposed By-law No. 2019-0028]
379 - 381
c)
To Set Tax Ratios and Tax Rate Reductions for Prescribed Property Sub-Classes for County of Frontenac Purposes and Local Municipal Purposes for the Taxation year 2019 [Proposed By-law No. 2019-0030]
382
d)
To Authorize the Execution of an Agreement with the Ontario Federation of Snowmobile Clubs (OFSC) for the use of the K&P Trails during Winter Months [Proposed By-law No. 2019-0031]
383 - 384
e)
To Amend By-law No.2013-0020 (to govern the proceedings of the Council and its Committees, the Conduct of Members and the Calling of Meetings) regarding Disclosures of Pecuniary
Page 13 of 386
Page Interest (resulting from Bill 68) [Proposed By-law No. 2019-0032] 385 - 386
f)
To Confirm all Actions and Proceedings of County Council on September 18, 2019 [Proposed By-law No. 2019-0033]
Adjournment
Page 14 of 386
AGENDA ITEM #a)
15 of 386 for Southern Frontenac Community … Mr. David Townsend,Page Executive Director
AGENDA ITEM #a)
16 of 386 for Southern Frontenac Community … Mr. David Townsend,Page Executive Director
County Goal #1: meeting the Aging Tsunami Challenge for Frontenac Seniors by; Addressing the existing gap in Seniors Transportation by ensuring 100% of seniors receive a timely, affordable ride to scheduled medical appointments. Our community demographic is aging faster than the rest of Ontario and addressing the needs of seniors will help build and maintain the health of our population.
than 150 seniors in 2019. To administer seniors’ rides from the SFCSC offices for residents of South Frontenac and rural Kingston. To provide the County of Frontenac with written quarterly reports that includes both statistical and financial data.
AGENDA ITEM #a)
17 of 386 for Southern Frontenac Community … Mr. David Townsend,Page Executive Director
To deliver a minimum of 5,720 rides to more
To June 31/19
To August 31/19
Total year to date
of drives
1,531
1,621
780
3,932
of kms driven
32,966
43,071
19614
95,651
unique clients
91
26
6
123
% of seniors
93.5
95.0
97.0
subsidized
43
41
33
117
Hospitals
245
259
132
636
GSAC programs
69
73
46
188
Adult Day
842
892
455
2,189
Medical
214
227
95
536
Shopping
100
105
48
253
Misc
61
65
4
130
Destinations
AGENDA ITEM #a)
18 of 386 for Southern Frontenac Community … Mr. David Townsend,Page Executive Director
To March 31/19
# of drives
5,898
of kms driven
143,477
unique clients
150
% of seniors
95+
subsidized
140
Destinations Hospitals
954
GSAC programs
281
Adult Day
3,284
Medical
804
Shopping
380
Misc
195
AGENDA ITEM #a)
19 of 386 for Southern Frontenac Community … Mr. David Townsend,Page Executive Director
To December 31/19
To June 30/19
To August 31/19
Total year to date
Projected to Dec 31/19
Total paid to Volunteers
$20,194
$21,260
$11,396
$52,850
$79,275
Total fees collected
$12,047
$12,907
$6,741
$31,695
$47,542
Direct Program Cost
$8,147
$8,353
$4,655
$21,155
$31,733
To the client
$9.63
$9.35
$7.71
To SFCSC
$17.44
$16.48
$14.61
Average cost per ride
Above costs do not include LHIN support and costs associated with The Transportation Coordinator, Supervision and Administration.
AGENDA ITEM #a)
20 of 386 for Southern Frontenac Community … Mr. David Townsend,Page Executive Director
To March 31/19
provision of 5,720 rides for 150 unique seniors.
The request for 2020 funding is $48,000 for
the provision of 5,800 rides for 150 unique seniors.
AGENDA ITEM #a)
21 of 386 for Southern Frontenac Community … Mr. David Townsend,Page Executive Director
Current 2019 funding is $48,000 for the
AGENDA ITEM #b)
Rural Frontenac Community Services
Frontenac County Council budget request
September 18, 2019
Rural Frontenac Community Services is requesting $48,000 for funding for Frontenac Transportation Services (FTS) in the County of Frontenac 2020 Budget. Frontenac Transportation Services is an essential service for seniors and individual/families in need who do not have access to private transportation. Reliable, consistent and affordable transportation is essential when you live in a rural community. Rural Frontenac Community Services is committed to enabling residents to live rural life to its fullest. This funding will support Frontenac Transportation Services volunteer transportation program in Rural Frontenac for seniors and families in need. Of the $48,000, $25,640 is used for subsidizing the residents of Frontenac County. The remaining $22,360 is used for administrative expenses. The County funding covers 28% of our staffing costs and the remaining 72% of our staffing costs and all other operational expenses, are covered by third party revenue. Our service model includes:
- The office is staffed 5 days a week with after hours support for driver emergencies.
- We book rides within 24 hours of receiving the request and relay the information back to the client quickly to alleviate any anxiety the client might feel.
- We maintain a healthy rooster of volunteer drivers to ensure we can meet the demand.
- All drivers carry a two million liability insurance,
- All drivers are screened with a vulnerable screening police check and drivers abstract is completed every three years.
- All drivers received orientation and, training. Vehicle maintenance is monitored.
- All drivers sign a volunteer agreement and a confidentially contract with FTS. From January 1 to August 31 2019, 8 months, we have provided 6332 one way rides for seniors/children/low income families and Third Party agencies. Priority is given to senior medical appointments. Third Party rides are paid for in full by their supporting agencies and these rides receive no County subsidy. Third Party billing provides revenue to our model. Examples of third parties are ODSP, OW, Limestone school board, Veterans Affairs, Connections Adult Learning Centre. Based on our current data, our projection for 2020 is to provide 9,000 one way rides annually to over 250 unique people. Thank you for your consideration. 1020 Elizabeth St, Sharbot Lake, ON K0H2P0 info@rfcs.ca 1004 Art Duffy Rd, Sharbot Lake, ON K0H2P0 kids@rfcs.ca Phone: 613-279-3151 1-855-279-2052
Page 386 Frontenac Transportation Services w… Ms. Louise Moody and Ms. 22 Gailof Young,
rfcs.ca
AGENDA ITEM #a)
Minutes of the Regular Meeting of Council July 17, 2019 A regular meeting of the Council of the County of Frontenac was held in the Kingston Frontenac Rotary Auditorium at the County Administrative Office, 2069 Battersea Road, Glenburnie on Wednesday, July 17, 2019 and was called to order at 9:00 a.m. Regular business commenced at 9:30 a.m. There was a “Closed Meeting” of the Committee of the Whole from 9:00 a.m. to 9:17 a.m. Present:
Warden Ron Higgins, Deputy Warden Fran Smith, Councillors Ron Vandewal, Denis Doyle, Bruce Higgs, Bill MacDonald, Gerry Martin and Alan Revill
Also Present:
County: Kelly Pender, Chief Administrative Officer Gale Chevalier, Chief/Director of Emergency & Transportation Services Joe Gallivan, Director of Planning and Economic Development Susan Brant, Director of Corporate Services/Treasurer Jannette Amini, Manager of Legislative Services/Clerk Marco Smits, Communications Officer Kevin Farrell, Manager of Continuous Improvement/GIS Richard Allen, Manager of Economic Development
Closed Session Motion #: 121-19
Moved By: Seconded By:
Councillor Doyle Deputy Warden Smith
Resolved That Council resolve itself into Committee of the Whole closed session as authorized under Section 239 of The Municipal Act, to consider:
- Adoption of Closed Minutes of Meetings held June 19, 2019
- Advice that is subject to solicitor-client privilege, including communications necessary for that purpose - as it relates to liability issues for the County of Frontenac regarding joint services
- Litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board - as it relates to the potential litigation of enforcing the 2005 Agreement with the City of Kingston for the Apportionment of Costs for Joint Services
- A position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or
Page 2317,of2019. 386 Minutes of Meeting held July
AGENDA ITEM #a)
local board - as it relates to potential negotiations with the City of Kingston for the apportionment of costs of Joint Services Carried Motion #: 122-19
Moved By: Seconded By:
Councillor Higgs Councillor MacDonald
Resolved That Council rise from Committee of the Whole closed session without reporting Carried Approval of Addendum Motion #: 123-19
Moved By: Seconded By:
Councillor Revill Councillor Martin
Resolved That the addendum for the July 17, 2019 meeting of the Council of the County of Frontenac be approved. Carried (a 2/3 vote was received) Disclosure of Pecuniary Interest and General Nature Thereof There were none. Adoption of Minutes a)
Minutes of Meeting held June 19, 2019
Motion #: 124-19
Moved By: Seconded By:
Councillor Vandewal Councillor Doyle
Resolved That the minutes of the regular Council meeting held June 19, 2019 be adopted. Carried Deputations and/or Presentations a)
Presentation of Lean Certificates Mr. Kevin Farrell, Manager of Continuous Improvement/GIS and Mr. Kelly Pender, Chief Administrative Officer presented certificates and belts to staff who have achieved their Yellow, Green and Black Belt certifications.
Regular Meeting of Council Minutes July 17, 2019
Page 2417,of2019. 386 Minutes of Meeting held July
Page 2 of 12
AGENDA ITEM #a)
b)
Mr. Bill Robertson, on behalf of the Howe Island Ratepayers Association (HIRA) addressed County Council regarding the Howe Island ferry service and the increasing concerns of Howe Island residents.
Motion to Waive the Procedural By-law Motion #: 125-19
Moved By: Seconded By:
Deputy Warden Smith Councillor Higgs
Be It Resolved That By-law 2013-0020 be waived to consider Giving Notice of Motion after Deputations and/or Presentations. Carried (a 2/3 vote was received) Giving Notice of Motion clause a) was considered at this time. (Please refer to page 9) Council recessed at 10:00 a.m. Council reconvened at 10:15 a.m. Proclamations Move into Committee of the Whole Motion #: 126-19
Moved By: Seconded By:
Councillor MacDonald Councillor Higgs
That Council adjourn and meet as Committee of the Whole Council, with the Deputy Warden in the Chair. Carried Briefings a)
Mr. Kelly Pender, Chief Administrative Officer, provided Council with his monthly CAO briefing, including the introduction of Mr. Marc Goudie, the new Deputy Chief of Performance Standards and Ms. Heather Edward, the new Deputy Chief of Operations with the Frontenac Paramedics. Unfinished Business
Regular Meeting of Council Minutes July 17, 2019
Page 2517,of2019. 386 Minutes of Meeting held July
Page 3 of 12
AGENDA ITEM #a)
Recommend Reports from the Chief Administrative Officer a)
Consultant Briefing: Ms. Kate Whitfield, Alta Planning + Design, briefed Council on the Regional Active Transportation Plan. [See Recommend Reports from the Chief Administrative Officer, clause b)]
b)
Report 2019-090 Planning and Economic Development Approval of a Regional Active Transportation Plan
Motion #: 127-19
Moved By: Seconded By:
Councillor Martin Councillor Revill
Be It Resolved That the Council of the County of Frontenac receive for information the Planning & Economic Development – Approval of a Regional Active Transportation Plan report; And Further That the Council of the County of Frontenac approve the Regional Active Transportation Plan attached to this report as Appendix A. Carried c)
2019-084 Corporate Services Authorization to Negotiate an Agreement with the Cataraqui Region Conservation Authority (CRCA) for the provision of Information Services
Motion #: 128-19
Moved By: Seconded By:
Councillor Vandewal Warden Higgins
Be It Resolved That the Council of the County of Frontenac receive for information the Corporate Services – Authorization to Negotiate an Agreement with the Cataraqui Region Conservation Authority (CRCA) for the provision of Information Services report; And Further That staff be authorized to negotiate a shared services agreement through which the County of Frontenac would provide information technology services to the Cataraqui Region Conservation Authority (CRCA); And Further That staff bring forward the final draft agreement to County Council, along with final associated costs prior to authorization. Carried
Regular Meeting of Council Minutes July 17, 2019
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AGENDA ITEM #a)
d)
2019-086 Office of the Chief Administrative Officer Request by the Township of North Frontenac to approve the Township of North Frontenac Senior’s Housing Business Plan
Motion #: 129-19
Moved By: Seconded By:
Councillor Doyle Councillor Higgs
Resolved That the Office of the Chief Administrative Officer – Request by the Township of North Frontenac to approve the Township of North Frontenac Senior’s Housing Business Plan report be received for information; And Further That County Council reaffirm its resolution to endorse the funding allocation and disbursements formulas for Seniors Housing projects and that payments to the Township of North Frontenac be administered by staff as outlined in Staff Report 2016-104. Carried e)
2019-088 Corporate Services Approval of the County of Frontenac Energy Conservation and Demand Management Plan
Motion #: 130-19
Moved By: Seconded By:
Councillor MacDonald Councillor Revill
Be It Resolved That the Council of the County of Frontenac approve the 2019 County of Frontenac Energy Conservation and Demand Management Plan attached to this report as Appendix A; Carried f)
2019-089 Office of the Chief Administrative Officer Proposed Allocation of Supplemental Provincial Funding
Motion #: 131-19
Moved By: Seconded By:
Councillor Martin Councillor Vandewal
Whereas, the Province of Ontario has provided two one-time, supplemental funding grants to the County of Frontenac in the amount of $1,534,729; And Whereas, the County wishes to use the funds to deliver services in a more efficient and effective manner, increase economic activity, improve cellular access for citizens and reduce the need to borrow for planned projects; And Whereas, the projects identified are aligned with the County Strategic Plan and the program spending guidelines; Now Therefore Be It Resolved That the Council of the County of Frontenac approve the following projects as described in Report 2019-089: Regular Meeting of Council Minutes July 17, 2019
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AGENDA ITEM #a)
- Long-term Care Review - $70,000
- EORN Cell Gap Project - $250,000 (2019)
- Communications/Engagement Tool - $25,000 (2019)
- Regional Roads Needs Update - $40,000
- Scheduling Software - $40,000 (2019)
- Continuous Improvement/Planning Intern - $90,000 (2019)
- Administration Facility Architectural - $100,000 (2019)
- Communal Services Implementation - $50,000
- Energy Conservation and Demand Management Plan Energy Initiatives $30,000
- EOWC – Eastern Ontario Initiatives - $25,000
- Municipal 5-1-1 - $5,000
- K&P Trail Construction - $809,729 And Further That for projects identified for budget years 2020 and beyond, staff be directed to incorporate these projects into business plans and budgets. Carried Information Reports from the Chief Administrative Officer a)
b)
2019-085 Corporate Services 2019 First Quarter Financial Summary 2019-087 Office of the Chief Administrative Officer Regional Roads Update Reports from Council Liaison Appointees
a)
Emergency and Transportation Services - Councillor Higgs
Councillor Higgs provided an overview of the Emergency and Transportation Services liaison activities since the last Council Meeting. b)
Long Term Care (Fairmount Home) - Councillor Martin
Councillor Martin provided an overview of Long Term Care (Fairmount Home) liaison activities since the last Council Meeting. c)
Corporate Services - Councillor MacDonald
Councillor MacDonald provided an overview of the Corporate Services liaison activities since the last Council meeting.
Regular Meeting of Council Minutes July 17, 2019
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AGENDA ITEM #a)
d)
Planning and Economic Development - Councillor Revill
Councillor Revill provided an overview of the Planning and Economic Development liaison activities since the last Council meeting. Reports from External Boards and Committees a)
Kingston Frontenac Library Board Update - Councillor Revill
Councillor Revill provided an overview of the Kingston Frontenac Library Board activities since the last Council meeting. Councillor Revill exited the meeting at 11:10 a.m. b)
KFL&A Public Health Board Update - Councillor Doyle
Councillor Doyle provided an overview of the Kingston, Frontenac Lennox and Addington Board of Health activities since the last Council meeting. c)
Housing and Homelessness Committee Update - Deputy Warden Smith
No Report. d)
Food Policy Council of Kingston, Frontenac, Lennox and Addington Councillor Higgs
Councillor Higgs provided an overview of the Food Policy Council, Kingston, Frontenac Lennox and Addington activities since the last Council meeting. Reports from Advisory Committees of County Council a)
Report from the Rural Urban Liaison Advisory Committee
A motion to reconsider Resolution 25-19 approving the 2019 budget for FPS and Fairmount Home budgets only was not made by Council and as a result, the below report from RULAC was not placed on the floor for consideration. The Rural Urban Liaison Advisory Committee reports and recommended as follows: Be It Resolved That the County of Frontenac reopen the 2019 budget for Frontenac Paramedic Service and Fairmount Home for budget levy.
Regular Meeting of Council Minutes July 17, 2019
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AGENDA ITEM #a)
b)
Report of the Community Development Advisory Committee All items listed on the Community Development Advisory Committee Report shall be the subject of one motion. Any member of County Council may ask for any item(s) included in the Community Development Advisory Committee Report to be separated from that motion and considered separately, whereupon the Community Development Advisory Committee Report without the separated item(s) shall be put to the vote and the separated item(s) shall be considered immediately thereafter.
Motion #: 132-19
Moved By: Seconded By:
Councillor Doyle Councillor Vandewal
THAT the Report received from the Community Development Advisory Committee be received and adopted. Report of the Community Development Advisory Committee The Community Development Advisory Committee reports and recommends as follows: 1.
2019-082 Community Development Advisory Committee Big Sandy Bay Shuttle Bus Reallocation of Grant Funds To Wolfe Island Farm to Table Event That the Council of the County of Frontenac endorse the “Wolfe Island Farm-toTable Tour” project; And Further That any unused funds for the Big Sandy Bay bus program be reallocated to the development and implementation of the “Wolfe Island Farm-ToTable Tour” Carried
The below motion did not receive a seconder at the CDAC meeting and required disposition by Council. Motion #: 133-19 1.
Moved By: Seconded By:
Councillor MacDonald Warden Higgins
2019-081 Community Development Advisory Committee Request to expand Ambassador Program to Rural Kingston Be It Resolved That the 2019 Annual Ambassador Survey include a question about expanding the program to include businesses located outside of Frontenac’s municipal boundaries; Carried
Regular Meeting of Council Minutes July 17, 2019
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AGENDA ITEM #a)
Return to Council Motion #: 134-19
Moved By: Seconded By:
Councillor Martin Councillor Higgs
That Council revert from Committee of the Whole Council, to Council. Carried Adoption of the Report of the Committee of the Whole Council Motion #: 135-19
Moved By: Seconded By:
Deputy Warden Smith Councillor Vandewal
That the report of the Committee of the Whole Council be adopted and that the necessary actions or by-laws be enacted. Carried Motions, Notice of Which has Been Given Giving Notice of Motion Motion #136-19 was considered after Deputations and/or presentations, clause b) (Please refer to page 3) a)
Investigations of Options to ensure Howe Island Ferry staffing
Motion #: 136-19
Moved By: Seconded By:
Councillor Doyle Councillor Higgs
Be It Resolved That staff be requested to investigate options to ensure ferry staffing at all times, including but not limited to:
- Obtaining Union agreement to allow Township ferry operators to operate the County ferry;
- Pay a ferry operator to be on standby;
- Request the Ministry of Transportation to support the hiring of additional ferry staff;
- That the Ferry Supervisor be approved to back fill operator positions on an emergency basis. Carried
Regular Meeting of Council Minutes July 17, 2019
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Page 9 of 12
AGENDA ITEM #a)
Communications That Council consent to the following communications of interest to Council listed below be received and filed: a) b)
c)
d) e) f) g) h) i) j) k)
l)
m)
n)
o)
p)
q)
Mayor’s Correspondence Regarding Proposed Public Health Changes [Distributed to Members of County Council June 21, 2019] Letter from the Town of Halton Hills Regarding OGRA ROMA Combined Conference [Distributed to Members of County Council June 21, 2019] Letter from St. Catherines Resolution Regarding Free Menstrual Products at City Facilities [Distributed to Members of County Council June 21, 2019] Kingston Frontenac Public Library Board January 23, 2019 Minutes [Distributed to Members of County Council June 21, 2019] Kingston Frontenac Public Library Board February 27, 2019 Minutes [Distributed to Members of County Council June 21, 2019] Kingston Frontenac Public Library Board March 20, 2019 Minutes [Distributed to Members of County Council June 21, 2019] Kingston Frontenac Public Library Board April 17, 2019 Minutes [Distributed to Members of County Council June 21, 2019] Kingston Frontenac Public Library Board May 15, 2019 Minutes [Distributed to Members of County Council June 21, 2019] Kingston Frontenac Public Library Board November 28, 2018 Minutes [Distributed to Members of County Council June 21, 2019] Kingston Frontenac Public Library Board December 12, 2018 Minutes [Distributed to Members of County Council June 21, 2019] Kingston Frontenac Public Library Board February 13, 2019 Minutes of the Committee of the Whole Meeting [Distributed to Members of County Council June 21, 2019] Kingston and Frontenac Housing Corporation June 24, 2019 Public Meeting Agenda [Distributed to Members of County Council June 21, 2019] Letter from The Corporation of the Township of Huron-Kinloss Regarding Bill 108 More Home, More Choice Act [Distributed to Members of County Council June 21, 2019] Letter from The Corporation of the Township of Huron-Kinloss Regarding Ontario Library Service Support [Distributed to Members of County Council June 21, 2019] Letter from the Ministry of the Solicitor General Regarding the Emergency Management and Civil Protection Act (EMCPA) [Distributed to Members of County Council June 28, 2019] Letter From The Corporation of the Township of Tyendinaga Supporting the Combination of OGRA and ROMA [Distributed to Members of County Council June 28, 2019] Letter to the Ontario Good Roads Association Regarding the ROMA & OGRA Combined Conference from The Township of South Frontenac
Regular Meeting of Council Minutes July 17, 2019
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Page 10 of 12
AGENDA ITEM #a)
r)
s)
t)
u)
v)
w)
x)
y)
z)
[Distributed to Members of County Council June 28, 2019] Letter to the Rural Ontario Municipal Association Regarding the ROMA & OGRA Combined Conference from The Township of South Frontenac [Distributed to Members of County Council June 28, 2019] Letter from Andrea Horwath Regarding the Annual Conference of the Association of Municipalities of Ontario [Distributed to Members of County Council July 5, 2019] Letter from the Township of Warwick Regarding the Enforcement for Safety on Family Farms [Distributed to Members of County Council July 5, 2019] Letter from the Corporation of the City of Brantford Regarding Retail Cannabis Stores [Distributed to Members of County Council July 5, 2019] Letter from the Corporation of the Township of South Glengarry Regarding Library Funding [Distributed to Members of County Council July 5, 2019] Letter from the Town of Oakville Regarding the Resolution on Traffic Calming and Speed Limit Review [Distributed to Members of County Council July 5, 2019] Letter from Ombudsman Ontario Regarding the Latest Annual Report for the 2018 & 2019 Fiscal Year [Distributed to Members of County Council July 12, 2019] Letter from the Minister of Rural Economic Development Regarding The County’s Support for the Eastern Ontario Regional Network’s Mobile Broadband Project [Distributed to Members of County Council July 12, 2019] Letter from Huron County Supporting OGRA & ROMA Combined Conference [Distributed to Members of County Council July 12, 2019] Other Business
a)
Councillor Vandewal announced that a retirement party is being held today from 3 to 5:30 at the Township of South Frontenac municipal offices for the retirement of its Chief Administrative Officer Mr. Wayne Orr. Public Question Period
Regular Meeting of Council Minutes July 17, 2019
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Page 11 of 12
AGENDA ITEM #a)
By-Laws – General By-laws and Confirmatory By-law a)
First and Second Reading
Motion #: 137-19
Moved By: Seconded By:
Councillor Vandewal Councillor MacDonald
Resolved That leave be given the mover to introduce by-law a) that has been circulated to all Members of County Council and that by-law a) be read a first and second time. Carried b)
Third Reading
Motion #: 138-19
Moved By: Seconded By:
Councillor Vandewal Councillor MacDonald
Resolved That by-law a) be read a third time, signed, sealed and finally passed. Carried By-Laws a)
To Confirm the Proceedings of Council. [Proposed By-law No. 2019-0027] Adjournment
Motion #: 139-19
Moved By: Seconded By:
Councillor Doyle Councillor Martin
That the meeting hereby adjourn at 11:22 a.m. Carried
Ron Higgins, Warden
Regular Meeting of Council Minutes July 17, 2019
Page 3417,of2019. 386 Minutes of Meeting held July
Jannette Amini, Clerk
Page 12 of 12
September 18, 2019 Report 2019-8
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Administrative Report
AGENDA ITEM #a)
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CAO Schedule • • • • • • • • • • • • • •
EOLC Meeting, August 8, County of Frontenac EOLC Meeting, August 13, Conference Call AMO Conference August 19-23, 2019 Ottawa AMO Annual General Meeting, August 19 with Honourable Doug Ford at AMO EOLC Board Meeting, September 5, Cornwall Planning Advisory Committee, September 9, County Accessibility Advisory Committee, September 10, South Frontenac Ontario East Municipal Conference, September 11-12, Cornwall Community Development Advisory Committee, September 12, County EOWC CAO’s meeting, September 13, Cornwall County Council, September 18, Auditorium Administrative Building Design Task Force, September 18 GIS Group, Land Pioneer Village, September 19 EOLC Meeting, September 26, Kingston
AGENDA ITEM #a)
Administrative Report, Frontenac County Council, September 18, 2019
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EOWC Updates EOWC Meeting, August 18, Ottawa EOWC Multi Ministers Delegation, August 19, Ottawa
•
In January 2019, the EOWC established its main priority as improving and enhancing the cellular and mobile broadband network across Eastern Ontario, by working with the Eastern Ontario Regional Network (EORN). “This is a decisive time for Eastern Ontario, and our message is simple – this is the single most important project for the region, and it needs to happen this year,” noted Chair Letham.
•
In addition to the cellular network project, additional priorities throughout the year include public health units, the Ontario Health Teams, paramedic service review, housing affordability, and long-term care funding. The EOWC also continues to work with the Provincial government on reducing red tape and regulatory burdens.
AGENDA ITEM #a)
Administrative Report, Frontenac County Council, September 18, 2019
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EOWC Updates EOWC Meeting, August 18, Ottawa AMO Delegations
• Met with the NDP caucus • Met with the Minister of Health • Received an update on the Eastern Ontario paramedic review currently being completed on behalf of the EOWC AGENDA ITEM #a)
Administrative Report, Frontenac County Council, September 18, 2019
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EOLC Update • Minister Steve Clark and Co-Chairs Warden Ron Higgins and Mayor Diane Therrien officially launched the re-freshed Eastern Ontario Economic Development Strategy on Sept. 11 th at OEMC Congratulations!
• Municipal Innovation Certification Process announced
Administrative Report, Frontenac County Council, September 18, 2019
AGENDA ITEM #a)
Further report on next steps in October
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AMO Provincial Matters The Special Advisor on Recycling and Plastic Waste released his report to the Ministry of the Environment, Conservation and Parks. AMO is working with the Ministry on next steps.
•
On July 29, the Ministry of the Solicitor General announced that new Fire Protection and Prevention Act and Fire Code changes are in effect.
•
The Ministry of Francophone Affairs would like to remind Francophone organizations and businesses that the application period for the Francophone Community Grants Program will run until August 19, 2019.
•
In response to municipal concerns, the Solicitor General has repealed the Public Reports Regulation (O. Reg. 377/18) under the Fire Protection and Prevention Act, 1997. It was scheduled to come into force on January 1, 2020.
Administrative Report, Frontenac County Council, September 18, 2019
AGENDA ITEM #a)
•
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AMO Federal Matters • The draft new Canada-Ontario Agreement on Great Lakes Water Quality and Ecosystem Health is available for comment on Ontario’s Environmental Registry and on Canada.ca. It is available for comment for 60 days, until September 4, 2019. • The draft new Canada-Ontario Agreement on Great Lakes Water Quality and Ecosystem Health is available for comment on Ontario’s Environmental Registry and on Canada.ca. It is available for comment for 60 days, until September 4, 2019. AGENDA ITEM #a)
Administrative Report, Frontenac County Council, September 18, 2019
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AMO Updates •
October 24 and 25, 2019 is AMO’s Fall Policy Forum, for elected officials, senior municipal staff and others. London will be the location of a two-day forum on some of the key policy issues and questions confronting Ontario’s municipal governments. Program details will be available in September.
•
The Workplace Safety and Insurance Board (WSIB) has created a mental stress injury claim guide for municipal employers . This was informed by an AMO working group of senior municipal human resources specialists and OAPC, OAFC, and OAPC representatives.
AGENDA ITEM #a)
Administrative Report, Frontenac County Council, September 18, 2019
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AMO Policy Updates Fixing the Housing Affordability Crisis: Municipal Recommendations for Housing in Ontario “Fixing the Housing Affordability Crisis: Municipal Recommendations for Housing in Ontario”. Addressing the housing affordability crisis facing our residents throughout Ontario is a key priority for AMO and municipal governments. It is also a priority for the federal and provincial governments. While recent provincial and federal initiatives on housing reflect an interest in tackling these challenges together, AMO has a number of recommendations that focus on outstanding issues that need to be addressed. Municipal governments are ready to continue working with the provincial and federal orders of government and our non-profit, co-operative, and private sector partners. Our focus is on finding solutions to the housing affordability crisis that make sense for everyday families, local communities and property taxpayers, while focusing especially on housing solutions that will help those most in need.
Administrative Report, Frontenac County Council, September 18, 2019
AGENDA ITEM #a)
AMO’s housing paper provides ideas aimed at doing just that. It consolidates AMO’s outstanding housing recommendations and also provides advice to the federal and provincial governments to make sure the housing initiatives underway make a meaningful difference for those in housing need.
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AMCTO Updates - AMO 2019 AMO Conference Highlights Below is a summary of Premier Ford’s address to AMO delegates: •
There will be no changes to the structure of the Ontario Municipal Partnership Fund for 2020 Minister Clark noted that allocations will be in time for municipal budgeting
• • •
Administrative Report, Frontenac County Council, September 18, 2019
AGENDA ITEM #a)
•
It was announced that 94 municipal reports have been eliminated and 27 reports are to be consolidate or simplified in the government’s efforts to reduce the reporting burden There will be ‘transitional funding’ for budgeting processes in 2020 to help municipalities manage changes in the provincial funding formula for public health and child care Increase funding for land ambulance services by an average of 4% for this year and will increase again to an unspecified amount in 2020 September 3rd announced as the intake date for the third stream, Community, Culture and Recreation, of the Investing in Canada Infrastructure Program
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AMCTO Policy Updates Government Proposing Changes to the Provincial Policy Statement: As directed in the government’s More Homes, More Choice: Ontario’s Housing Supply Action Plan, the Ministry of Municipal Affairs and Housing is proposing changes to the Provincial Policy Statement (PPS). Ontario Announces Broadband and Cellular Plan for Rural and Remote Communities: Premier Ford announced a new plan to improve and expand service for rural and remote communities that would see $315 million invested over five years.
AGENDA ITEM #a)
Administrative Report, Frontenac County Council, September 18, 2019
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AMCTO Updates Seeking Federal Gas Tax Fund to Permanently Double: In the run up to the October federal election, the Federation of Canadian Municipalities (FCM) has called on every federal political party to permanently double the value of the annual federal Gas Tax Fund (GTF) transfer Ontario Announces Next Phase of Private Retail Cannabis Stores: Ontario’s Minister of Finance and Attorney General will authorize an additional 42 private cannabis retail stores in the next phase of cannabis outlets
AGENDA ITEM #a)
Administrative Report, Frontenac County Council, September 18, 2019
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Funding Update • Province announced an average of 4% funding increase for paramedic services for 2019 Resulted in a 1.4% increase for Frontenac Paramedics in 2019 No funding announcement received for off-load nursing or community paramedicine
• Provincial announced 2% funding increase for LTC for 2019
Administrative Report, Frontenac County Council, September 18, 2019
AGENDA ITEM #a)
Resulted in a -0.5% decrease for Fairmount Home in 2019 and a projected -1.2% decrease for 2020
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City of Kingston Funding Update
AGENDA ITEM #a)
Administrative Report, Frontenac County Council, September 18, 2019
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City of Kingston Funding – Background •
10 Jul 1996 – Proposal for the Reform of Local Governance Kingston/Frontenac • •
•
Joint submission to Province Proposed new boundaries and governance
15 Feb 1997 – Restructuring Order • • •
Restructured the County and the City, including the transfer of Pittsburgh and Kingston Township to the City Put restrictions in place regarding annexation of further County lands Established the Rural/Urban Liaison Committee (RULAC) for the purpose of:
•
“Discussing issues arising from joint agreements; and Recommending solutions to matters of common concern .”
Apportionment formula for Fairmount established at 74% City/26% County
Administrative Report, Frontenac County Council, September 18, 2019
AGENDA ITEM #a)
• •
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City of Kingston Funding – Background • 2002 agreed to adjustment of apportionment formula for Fairmount costs to fixed 68% City/32% County 74% for original beds and 50% for new beds
AGENDA ITEM #a)
Administrative Report, Frontenac County Council, September 18, 2019
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City of Kingston Funding – Background •
24 Aug 2005 – Cost sharing agreement •
• •
Replaced the 18 Oct 00 cost sharing agreement Formalized the cost apportionment formula for Social Services, POA and Land Ambulance Formalized the responsibilities of each party as: • • • • •
•
Managing the system Being accountable to the Province and local taxpayers for management of the service with the policies and standards established by the Province Administering cost sharing arrangements with the Province for the service Determining within Provincial policies the most cost effective approach in the service area, and Taking advantage of opportunities to rationalize delivery where it is cost effective and not in conflict with Provincial policies .
Provided for a dispute resolution methodology
•
CAOs → RULAC → Mediation → Arbitration Arbitrator does not have the power to impose any new provisions to the agreement or substitute new provisions that is inconsistent with the current provisions Provided for an appeal of the apportionment formula each year between March 31 st and June 30 th .
Administrative Report, Frontenac County Council, September 18, 2019
AGENDA ITEM #a)
• •
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City of Kingston Funding – Background •
15 July 2004 – Arbitrator Wm. Rice Decision • •
City applied for arbitration on 24 July 2003 – Arbitrator Rice appointed City Position: •
•
County position: •
•
“weighted assessment is clearly superior to the other options that are used or could be used in cost sharing arrangements f or f unding municipal services across two or more municipalities with a service deliver y area” Prof . Harry Kitchen on behalf of the City
“Frontenac lost 76% of its tax base (assessment) when it agreed to the transf er of the Township of Pittsburgh and Township of Kingston to the City of Kingston. The reason f or supporting this transf er was a desire by the remaining portion of Frontenac to remain autonomous f rom the City of Kingston” Bob Foulds on behalf of the County
Summary of positions: •
•
City: advocating f or weighted assessment as the apportionment driver and that the entire City and County f unction as a single economic unit County: weighted assessment is distorted due to assessment class dif f erence and the economic draw of Perth in the north and the Amherstview economic impact
AGENDA ITEM #a)
Administrative Report, Frontenac County Council, September 18, 2019
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City of Kingston Funding – Background • Arbitrator Rice’s Decision •
Accepted the City’s position and determined that social services administrative costs and paramedic services should be apportioned on the basis of weighted assessment • “The County is experiencing the advantages of economies of scale with respect to administrative costs that is could not expect to achieve within its own separate social services delivery system” Arbitrator Rice
•
Accepted the County’s position regarding autonomy •
“ Clearly, the intent was the creation of a buffer zone, while primarily a
planning tool to discourage fringe development and further annexations, was also a statement with respect to the autonomy of the County sought and expected, and that Frontenac political representatives and residents should expect this autonomy to remain in place for an extended period of time, and certainly more than six years” Arbitrator Rice
AGENDA ITEM #a)
Administrative Report, Frontenac County Council, September 18, 2019
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Service Level and Liability Key messages only the service delivery provider is responsible for determining service level and liable for consequences for the decisions made Where there is a dispute, our only option under the agreement is to arbitrate a change to the apportionment formula AGENDA ITEM #a)
Administrative Report, Frontenac County Council, September 18, 2019
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City of Kingston – Funding Refusal On September 3, 2019, City of Kingston Council passed the following motion:
Administrative Report, Frontenac County Council, September 18, 2019
AGENDA ITEM #a)
That Council support option 2 and approve the County of Frontenac 2019 budget allocation of $9,893,642 as presented by County staff during budget deliberations and as proposed by the City at the June 26, 2019 RULAC meeting, including an allocation for Land Ambulance Services in the amount of $7,573,927 and for Fairmount Home for the Aged in the amount of $2,319,715; and That the 2019 County of Frontenac budget allocation be funded as follows: $9,646,004 from the budget envelopes previously approved in 2019 operating budget; $150,000 from contingency funds previously approved in 2019 operating budget; $97,638 from the Working Fund Reserve.
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City of Kingston Funding Refusal • Points of Discussion – Fairmount:
Administrative Report, Frontenac County Council, September 18, 2019
AGENDA ITEM #a)
City of Kingston residents compose 75% of Fairmount residents, but pay only 68% of the municipal share or 21% of the total cost Fairmount budget is approximately 77% staffing related Benchmarked against Rideaucrest, Fairmount is ~$22K per bed less 2019 staffing levels are now back to pre 2011. Acuity levels continue to increase Currently not meeting the Employment Standards Act requirements on night shift
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City of Kingston Funding Refusal • Points of Discussion – Frontenac Paramedics City of Kingston residents compose 87% of patients, but pay only 78.97% of the municipal share or 42% of the total cost Approx. 77% of the Frontenac Paramedic budget are staffing related ORH Study confirms need for staffing and benchmarks Frontenac Paramedic favourably against other services Costs increases included:
Administrative Report, Frontenac County Council, September 18, 2019
AGENDA ITEM #a)
• Year 3 of 3 of the phase in of the staffing in the west end of Kingston (now back to pre 2013 levels) • Shift in assessment from County to City (~$55K) (Est. same for 2020) • Response to increased PTSD
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Benchmarking – 2018-19 Budget Change • In E. Ontario mixed urban/rural services we continue to see increasing demand for services and budget pressures 4.7% 6.3% 7.1% 7.4% 8.5% 12.7%
Administrative Report, Frontenac County Council, September 18, 2019
Yr. 3 of 3 restoration of shift Additional resources in S. Mills
Additional shift in Brockville
AGENDA ITEM #a)
Lanark Frontenac Lennox & Addington Peterborough Cornwall Leeds & Grenville
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Our Key Fairmount Home Messages to City going into 2019 • •
Why four hours of direct care? Three seminal studies: Sharkey Report (2008), Aging with Confidence Report (2017), Ontario Health Coalition, Situation Critical (2019)
Administrative Report, Frontenac County Council, September 18, 2019
AGENDA ITEM #a)
Sharkey Report: Rec A.2: “Establish provincial guidelines to support annual funding for enhanced capacity for resident care to achieve (at this time, pending the results from the annual evaluations and learnings) a provincial average of up to 4 hours of care per resident per day over the next four years” p.16 Aging with Confidence: “Recognizing that the needs of long term care residents are becoming more complex, the province will increase the provincial average to four hours of direct care per resident per day, once fully phased in, to ensure that residents in Ontario’s long -term care homes receive the highest quality of care” p.31 Situation Critical: “Based on the best available evidence and given the high acuity of Ontario’s long term care residents, this regulated and enforced care standard should require a minimum average of 4 -hours per day of hands-on nursing care and personal support. The evidence shows that this would prevent harm and improve health outcomes” p.6
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The Long-Term Care Home Public Enquiry “… the delivery of this Report forces us, as a society, to decide if we are willing to make the financial investment necessary to improve not only the safety and security of older Ontarians but also the quality of their lives. I conclude by expressing my hope that this Inquiry has helped to begin the healing for those who have suffered as a result of the Offences and to restore public confidence in Ontario’s long-term care system.” Page 19 – Executive
Administrative Report, Frontenac County Council, September 18, 2019
AGENDA ITEM #a)
Summary and Consolidated Recommendations (The Public Inquiry into the Safety and Security of Residents in the Long -Term Care Homes System Report) https://longtermcareinquiry.ca/en/
Page 61 of 386 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
Hours of Direct Care per Resident per Day
Implemented
Administrative Report, Frontenac County Council, September 18, 2019
4.00 ?
AGENDA ITEM #a)
Proposed – to be evaluated annually
Page 62 of 386 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
Weighted Assessment Share
78.97%
RULAC Meeting - June 26, 2019
AGENDA ITEM #a)
2018 reversed a 12 year trend of the City share declining
Page 63 of 386 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
Challenges Going Forward •
Provincial plans/timelines for service regionalization are unknown. Promised consultations have not commenced. Implications unknown, but our working assumption is that funding will be frozen -> driving more costs to municipalities County is participating in an EOWC RFP to put together baseline data and examine delivery models/governance
• • • •
RULAC Meeting - June 26, 2019
AGENDA ITEM #a)
Accommodation costs for base leases will be increasing. Impact will be lessened if City is landlord at Centre 70 in Kingston. Third crossing and co-location with fire at Division and Elliott Streets, Kingston will improve response ability Province has not defined a role for paramedics in the health team model Continue to advocate for alternative dispatch and treatment protocols in order to slow call volume growth
Page 64 of 386 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
City of Kingston Funding Refusal Options Considered by Council:
- Notice of Motion to re-consider the budget – County taxpayers pay City share
- Notice of Motion to re-consider the budget – County reduces services to meet City budget
- Continue with collections in accordance with existing agreement
Administrative Report, Frontenac County Council, September 18, 2019
AGENDA ITEM #a)
Direction Provided by Council
Page 65 of 386 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
City of Kingston Funding Refusal Final Points: • City staff were fully aware of these funding requests Including phase 3 of 3 for Frontenac Paramedic service enhancement in the City and year 3 of 7 for the Fairmount Home 4 hour of care proposal for Fairmount
Administrative Report, Frontenac County Council, September 18, 2019
AGENDA ITEM #a)
• County staff were not invited to the City’s meeting on September 3, 2019 • Our primary concern is patient and resident care
Page 66 of 386 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
“Make Someone Smile Week, an annual initiative founded by Teleflora”
AGENDA ITEM #a)
Administrative Report, Frontenac County Council, September 18, 2019
Page 67 of 386 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
Welcomes Deputy Chief Heather Edward
AGENDA ITEM #a)
Administrative Report, Frontenac County Council, September 18, 2019
Page 68 of 386 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
Communications Update Highlights • 13 Open Farms videos produced gathering tens of thousands of views • 41,078 County of Frontenac webpages viewed in August • Make Someone Smile video for Fairmount Home watched more than 1,400 times Website traffic August • www.frontenaccounty.ca 19,701 page views • www.infrontenac.ca 15,498 page views • www.frontenacmaps.ca 5,879 page views
Social media audience on August 31
Increase since June 30
3,767 2,401 988 4,415
534 933 13,038 663 followers
Administrative Report, Frontenac County Council, September 18, 2019
AGENDA ITEM #a)
County Facebook County Twitter County Instagram FPS Twitter Fairmount Home Facebook Howe Island Ferry Twitter
Page 69 of 386 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
“Thank you so much for the tremendous support from our local community. We didn’t count but it felt close to a thousand people came to our farm during the Open Farms 2019 this past Sunday. As a small farm, we are very pleased to be part of this larger event, to reach more people, to showcase, to educate, to connect, to do all the things that ourselves alone wouldn’t be able to. A big applause to @frontenaccounty to start this initiative, Alison, Erica, Marco, Richard, and etc for organizing, guiding/pulling us along!
Xiaobing Shen, Long Road Eco Farm Administrative Report, Frontenac County Council, September 18, 2019
AGENDA ITEM #a)
We hope those who visited, left with more understanding towards small farming and more appreciation towards small farmers. For us, when I heard people saying, “I’ve never seen anything like it”, “we should build a greenhouse like that!”, “That’s a beautiful talk”…, we know we are doing something right”
Page 70 of 386 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
Open Farms 2019: Undisputed Success! Looking at our early numbers, it appears that this years event attracted 2x attendance over 2018. We expect this momentum to continue next year and hope to spread the event out even further through the region.
Web Traffic on www.infrontenac.ca
Administrative Report, Frontenac County Council, September 18, 2019
AGENDA ITEM #a)
Early Visitor Counts: 500 – Plowing Match 724 – Five Star Farm 800 – Loughborough Heritage Orchard 1,000 – Maple Ridge Farm 1,000 – Food Less Travelled 1,200 – Sun Harvest Greenhouses
Page 71 of 386 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
Gateway Signs are now installed across the County and sparking pride everywhere
AGENDA ITEM #a)
Administrative Report, Frontenac County Council, September 18, 2019
Page 72 of 386 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
Planning Update – August 5
Department Highlights
5
3
4
4
3
2
2
1
1
0 North Frontenac
Central Frontenac
Committee of Adjustment
Administrative Report, Frontenac County Council, September 18, 2019
Frontenac Islands
Township Council
AGENDA ITEM #a)
0
- Three successful Open Houses held in August for the Central Frontenac Official Plan
- Two well attended Open Houses held for the Marysville Secondary Plan
- Director presented at AMO in Ottawa, August
- LEAN Intern start date October 7th
- First iteration of population projections provided
Page 73 of 386 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
Staff Updates
Welcome Tabitha Taylor, new Inter-Disciplinary Assistant, Fairmount Administrative Team.
Welcome Nicole Goodbrand, new Community Planner who will be starting on October 7, 2019
AGENDA ITEM #a)
Administrative Report, Frontenac County Council, September 18, 2019
Page 74 ofMayes 386 , ORH Consulting will brief County… Consultant Briefing: Ms. Hannah
Hannah Mayes September 18, 2019
AGENDA ITEM #a)
Ten Year Paramedic Human Resources and Facilities Master Plan
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Agenda
AGENDA ITEM #a)
• Introduction • Current Service Profile • Demand Projections • Model Base Position • Station Configuration • Future Demand Modelling • Recommendations
Introduction Page 76 ofMayes 386 , ORH Consulting will brief County… Consultant Briefing: Ms. Hannah
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AGENDA ITEM #a)
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Objectives Develop a comprehensive 10-year Paramedic Human Resources and Facilities Master Plan for Frontenac Paramedics to: a) Inform current and future planning for the optimal station locations and staff resource requirements b) Inform service plans for timely access to emergency response
AGENDA ITEM #a)
c) Inform resource utilization of paramedic units
Page 78 ofMayes 386 , ORH Consulting will brief County… Consultant Briefing: Ms. Hannah
ORH helps emergency services around the world to optimise resource use and respond in the most effective and efficient way. AGENDA ITEM #a)
Examples of ORH Global Experience Page 79 ofMayes 386 , ORH Consulting will brief County… Consultant Briefing: Ms. Hannah
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AGENDA ITEM #a)
Current Service Profile 2-year sample period (October 2016 to September 2018)
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AGENDA ITEM #a)
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Average Daily Demand Demand increased by 8% between years 1 and 2 Average Daily FP Responded Demand Lower Tier Municipality Category
Servicewide
Frontenac Islands
Kingston
North Frontenac
South Frontenac
Out of Area
P4
1.11
0.32
31.66
0.15
2.31
1.30
36.85
P3
0.26
0.17
13.56
0.04
0.52
0.46
15.00
0.03
0.22
0.01
0.26
0.21
0.01
0.22
1.77
52.33
P2 P1 Total
1.36
0.52
45.65
0.19
2.83
AGENDA ITEM #a)
Central Frontenac
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Response Performance
CTAS 1 target minute changed to 70% in 2019
Response Performance Target Minute
Target Perf
CTAS1
8
CTAS2
10
CTAS3 CTAS4 CTAS5
Category
P4
LTM South Frontenac 10.6%
Service-wide
81.8%
North Frontenac 0.0%
89.5%
16.0%
19.5%
78.4%
41.4%
86.0%
10.7%
22.6%
77.3%
27.0%
82.5%
6.7%
25.4%
75.7%
24.6%
50.0%
79.6%
25.0%
25.6%
73.5%
17.4%
44.9%
78.4%
10.4%
15.3%
69.7%
15
54.1%
68.2%
98.6%
19.8%
52.4%
92.3%
30
95.3%
95.8%
100.0%
71.7%
96.5%
99.3%
South Frontenac 24
Service-wide
50
North Frontenac 2
68%
Central Frontenac 9.1%
Frontenac Islands 66.7%
65%
17.4%
49.1%
10
65%
23.6%
10
65%
25.5%
10
65%
8
Kingston
68.4%
Annual Incidents Outside Target Minute Target Minute
Target Perf
CTAS1
8
CTAS2 CTAS3
LTM
68%
Central Frontenac 7
Frontenac Islands 1
10
65%
110
17
279
12
177
719
10
65%
177
33
1,011
32
376
1,894
CTAS4
10
65%
41
13
451
8
102
699
CTAS5
10
65%
23
3
251
2
45
365
8
333
65
2,493
49
715
4,103
15
185
38
162
44
401
1,055
30
19
5
6
15
30
96
P4
Kingston
102
AGENDA ITEM #a)
Category
Mean Response Time Map Page 83 ofMayes 386 , ORH Consulting will brief County… Consultant Briefing: Ms. Hannah
10
AGENDA ITEM #a)
Demand Projections Page 84 ofMayes 386 , ORH Consulting will brief County… Consultant Briefing: Ms. Hannah
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AGENDA ITEM #a)
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Population-based Projection Method Historic age/gender profile of historic incidents
Historical Change: DemandCombine = +4.0% pa
Historical Population data
Pop. = +0.3% pa Calculate demand rate per head of population: • By year • By age group • By Municipality
Linear Forecast
Population projections for 2029
Combine
2029 Demand Forecasts by Municipality
AGENDA ITEM #a)
Forecast 2029 demand rates per head of population based on historical trends.
Demand Rates Summary Actual 2014
Forecast 2019
Forecast 2024
Forecast 2029
600
500
400
300
200
100
0 0-19
20-34
35-44
45-54
Age Group
55-74
75+
AGENDA ITEM #a)
Demand per 1,000 Population
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Projection Results Central Frontenac
Frontenac Islands
North Frontenac
South Frontenac
Kingston
Overall
2017 Incidents
1.38
0.53
0.18
2.87
46.66
51.62
2019 Forecast
1.65
0.56
0.23
3.23
49.28
54.95
2023 Forecast
2.15
0.65
0.30
4.21
57.17
64.48
2026 Forecast
2.56
0.72
0.36
5.10
63.59
72.33
2029 Forecast
2.99
0.79
0.42
6.08
69.61
79.89
Increase over 10 years
81.0%
40.5%
85.4%
88.3%
41.2%
45.4%
Increase per year
6.1%
3.5%
6.4%
6.5%
3.5%
3.8%
AGENDA ITEM #a)
Average Daily Demand
Model Base Position Page 88 ofMayes 386 , ORH Consulting will brief County… Consultant Briefing: Ms. Hannah
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AGENDA ITEM #a)
Page 89 ofMayes 386 , ORH Consulting will brief County… Consultant Briefing: Ms. Hannah
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AmbSim
• AmbSim is a discrete event simulation model which simulates the entire life-cycle of emergency incidents.
• The model is set up based on analyzed demand, resources, performance, and other operational parameters.
• Once validated AmbSim is a virtual replica of FP AGENDA ITEM #a)
operations and can be used to test ‘what if’ scenarios.
AmbSim Validation P4 Response Time Distribution: Overall Actual (measured from Time Assigned)
Validated (measured from Time Assigned)
100% 90% 80%
Cumulative Performance
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70% 60% 50% 40% 30%
10% 0% 0
1
2
3
4
5
6
7
8
9
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Response Time (Minutes)
AGENDA ITEM #a)
20%
Station Configuration Page 91 ofMayes 386 , ORH Consulting will brief County… Consultant Briefing: Ms. Hannah
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AGENDA ITEM #a)
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Location Optimization • ORH’s location optimization model used to assess station configuration.
• ‘Blank canvas’ modelling indicated County stations generally well located.
• Further assessment in Kingston because: – Justus Drive needs to be vacated by end of 2019.
– Areas of Kingston with lower coverage.
AGENDA ITEM #a)
– Limited capacity at existing stations for additional resources required to offset demand increases.
Blank Canvas Optimization Page 93 ofMayes 386 , ORH Consulting will brief County… Consultant Briefing: Ms. Hannah
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AGENDA ITEM #a)
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Recommended Kingston Configuration • Move Justus Drive resources to Woodbine Road (colocated) and Days/Bath. – Vacate Justus Drive
• Open a potentially co-located station at Division/Elliott. – Improve coverage and ease capacity concerns
station at Gore Road. – Improve east Kingston coverage
AGENDA ITEM #a)
• Move Highway 15 resources to a potentially co-located
Future Demand Modelling Page 95 ofMayes 386 , ORH Consulting will brief County… Consultant Briefing: Ms. Hannah
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AGENDA ITEM #a)
‘Do Nothing’ Performance Trajectory 100%
8-Minute
99.0%
15-Minute
30-Minute 97.1%
91.2% 90% 83.8% 80%
Response Performance
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70%
68.7%
57.6%
60%
Demand increase 45.4% over 10 years
40%
30% 2019
2021
2023
2025
2027
2029
AGENDA ITEM #a)
50%
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Maintaining Performance in 2029 • Additional resources required by 2029 to offset demand increase in all LTMs.
• An additional 408 ambulance hours per week needed, equivalent to a 29% increase over 10 years.
• Four additional physical vehicles required. • Also takes account of: – Improved staggering of shift start times
– Opening of third crossing bridge by end of 2022
AGENDA ITEM #a)
– Recommended Kingston station configuration
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Mean Response Time Map MaintainingAnalyzed Performance in 2029 Performance
AGENDA ITEM #a)
Utilization reduces from 45.7% to 34.8% (29.0% in analyzed position).
Recommendations Page 99 ofMayes 386 , ORH Consulting will brief County… Consultant Briefing: Ms. Hannah
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AGENDA ITEM #a)
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Phased Recommendations Additional
Weekly Vehicle Hours
Vehicles
Station(s) Opened
Station(s) Closed
Detailed Recommendations
Re-roster existing resources
Short Term
84
1
Woodbine Road
Justus Drive
Close Justus Drive and move resources to Woodbine Road (2 x 24/7) Increase Palace Road resources (08:00 to 20:00)
Open Division/Elliott (minimum three bay station)
Medium Term
154
1
Move resource from Palace Road to Division/Elliott (08:00 to 20:00)
Division/ Elliott
Increase Division/Elliott resources (20:00 to 08:00) Increase Sydenham resources (09:00 to 19:00) Open Days/Bath (minimum two bay station)
Long Term
170
2
Days/Bath Gore Road
Highway 15
Close Highway 15 and open Gore Road (minimum one bay station) Move resource from Highway 15 to Gore Road (24/7) Increase Division/Elliott resources (09:00 to 19:00 and 19:00 to 03:00 Friday and Saturday) Increase Robertsville resources (19:30 to 07:30)
AGENDA ITEM #a)
Move resource from Woodbine Road to Days/Bath (24/7)
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Costing Assumptions • Capital cost per ambulance approx. $265,000. • Annual operating cost per 12/7 ambulance approx. $672,900. • Estimated annual rental costs: – Closing Justus Drive saving approx. $59,000. – Closing Highway 15 saving approx. $29,000. – Opening Woodbine Road and Gore Road, each costing approx. $39,000.
Rental estimates assume co-operation with City, if alternatives need to be pursued then rental or build costs will be greater.
AGENDA ITEM #a)
– Opening Division/Elliott and Days Bath, each costing approx. $85,000.
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Estimated Additional Costs Annual Operating Costs
Period
Fleet Capital Costs (one-off)
Salaries & Benefits
Fleet Maintenance
Annual Rental Costs
Short Term
$
265,000
$
650,000
$
22,900
-$
20,000
Medium Term
$
265,000
$
1,841,667
$
64,883
$
65,000
Long Term
$
530,000
$
3,157,143
$
111,229
$
160,000
AGENDA ITEM #a)
Operating cost per incident (excluding capital costs and rent) decreases, from $549 to $485.
Page 103 of 386 , ORH Consulting will brief County… Consultant Briefing: Ms. Hannah Mayes
Questions?
AGENDA ITEM #a)
Page 104 of 386 , ORH Consulting will brief County… Consultant Briefing: Ms. Hannah Mayes
Find Out More • You can find out more about our range of services at: www.orhltd.com
• If you would like to talk to one of our consultants please call: +44(0)118 959 6623
• Or click: orh@orhltd.com
• Alternatively write to us at: Reading, Berkshire RG1 4AR, UK
AGENDA ITEM #a)
ORH, 3 Queens Road,
AGENDA ITEM #b)
Report 2019-104 Council Recommend Report To:
Warden and Council
From:
Kelly Pender, Chief Administrative Officer
Prepared by:
Gale Chevalier, Chief/Director, Emergency and Transportation Services
Date of meeting:
September 18, 2019
Re:
Emergency and Transportation Services – ORH Final Report
Recommendation Be it Resolved That the Council of the County of Frontenac receive for information the final report for the Ten Year Paramedic Human Resources and Facilities Master Plan; And Further That the Council of the County of Frontenac direct staff to incorporate recommendations into the Frontenac Paramedics’ Business Plan and Project Proposals for future consideration by Council. Background Council approved a Ten Year Paramedic Human Resources and Facilities Master Plan in the 2019 Frontenac Paramedics Budget. ORH (Operational Research in Health Limited) was awarded the contract. The final report was received from ORH and presented to Council on September 18, 2019. Comment The Ten Year Paramedic Human Resources and Facilities Master Plan makes shortterm, medium-term and long-term recommendations for paramedic resources and station locations.
Page 105 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
Phased Recommendations
Weekly Vehicle Hours
Vehicles
Station(s) Opened
Short Term
84
1
Woodbine Road
Medium Term
154
1
Division/ Elliott
Long Term
170
2
Days/Bath Gore Road
Station(s) Closed
Justus Drive
Highway 15
Recommend Report to Council Emergency and Transportation Services – ORH Final Report September 18, 2019
Page 106 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
Detailed Recommendations
Re-roster existing resources Close Justus Drive and move resources to Woodbine Road (2 x 24/7) Increase Palace Road resources (08:00 to 20:00) Open Division/Elliott (minimum three bay station) Move resource from Palace Road to Division/Elliott (08:00 to 20:00) Increase Division/Elliott resources (20:00 to 08:00) Increase Sydenham resources (09:00 to 19:00) Open Days/Bath (minimum two bay station) Move resource from Woodbine Road to Days/Bath (24/7) Close Highway 15 and open Gore Road (minimum one bay station) Move resource from Highway 15 to Gore Road (24/7) Increase Division/Elliott resources (09:00 to 19:00 and 19:00 to 03:00 Friday and Saturday) Increase Robertsville resources (19:30 to 07:30)
Page 2 of 3
AGENDA ITEM #b)
Strategic Priority Implications Priority 1: Get behind plans that build community vitality and resilience in times of growth and change The development of short, medium and long-term goals will allow Council to anticipate and plan to maintain service levels while addressing increase in call volumes in the City of Kingston and the County of Frontenac. Other Important and Continuing County Priorities Respect for the taxpayer Implement strategic plans for Frontenac Paramedics Continually improve customer services Financial Implications None for this report. Financial implications for implementation of recommendations will be incorporated into the Frontenac Paramedics’ Business Plan and Project Proposals. Organizations, Departments and Individuals Consulted and/or Affected ORH Susan Brant, Director of Corporate Services/Treasurer
Recommend Report to Council Emergency and Transportation Services – ORH Final Report September 18, 2019
Page 107 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
Page 3 of 3
AGENDA ITEM #b)
Emergency Service Planning Emergency Medical Services
Frontenac Paramedics
Ten Year Paramedic Human Resources and Facilities Master Plan Final Report September 3, 2019 ORH/FPS/2
Page 108 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
This document has been produced by ORH for Frontenac Paramedics on September 03, 2019. This document can be reproduced by Frontenac Paramedics, subject to it being used accurately and not in a misleading context. When the document is reproduced in whole or in part within another publication or service, the full title, date and accreditation to ORH must be included. ORH is the trading name of Operational Research in Health Limited, a company registered in England with company number 2676859. ORH’s quality management system is ISO 9001:2015 certified: recognition of ORH’s dedication to maintaining high quality services for its clients. ORH’s information security management system is ISO 27001:2017 certified: evidence of ORH’s commitment to implementing international best practice with regard to data security. This document is intended to be printed double-sided. As a result, some of the pages in the document are intentionally left blank. Disclaimer The information in this report is presented in good faith using the information available to ORH at the time of preparation. It is provided on the basis that the authors of the report are not liable to any person or organization for any damage or loss which may occur in relation to taking, or not taking, action in respect of any information or advice within the document. Accreditations Other than data provided by Frontenac Paramedics, this report also contains data from the following sources: HERE Canada © 2019 HERE All rights reserved. © Her Majesty the Queen in Right of Canada, © Queen’s Printer for Ontario
Page 109 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
EXECUTIVE SUMMARY i.
Operational Research in Health Limited (ORH) has undertaken a comprehensive review of Frontenac Paramedics (FP) for the County of Frontenac (the County) in order to create a master plan for the delivery of paramedic services. This is the Final Report for the review and encompasses a 10-year time period from 2019 to 2029.
ii.
The review has involved a comprehensive analysis of FP data to understand the current balance between demand, resources and performance. This was combined with modelling and consultation to determine short, medium and long term recommendations for the optimal location of stations and staff resources.
iii.
In the two-year sample period of data collected (October 2016 to September 2018), FP responded to an average of 52 calls per day, approximately 85% of which occurred within Kingston LTM. Priority 4 incidents, the highest acuity of call, accounted for approximately 70% of all incidents.
iv.
Response performance is measured against CTAS codes (1 to 5); overall targets were met for each of the five categories. Higher standards were achieved in Kingston LTM because of the greater clustering of incidents in relative proximity to FP stations, but the number of annual calls outside of target was lower for the County.
v.
From January 2018, FP deployed a total of 1,596 ambulance hours per week, including Wolfe Island. The number of vehicles deployed ranged from 11 in the day to 8 at night (including Wolfe Island). Average patient care utilization on P1 to P4 calls was 26.4%, but reached 37.2% for the Palace Road station.
vi.
ORH projected demand in two-year intervals from 2019 to 2029, distributed geographically using a population-based method. Between 2013 and 2017, population is estimated to have increased by 0.2% per year in the City and by 0.7% per year in the County. Between 2019 and 2029, population is expected to increase by 0.6% per year in the City and by 0.9% per year in the County.
vii.
Analysis of historical demand between 2013 and 2017 indicated that demand increased by 3.8% per year in the City and by 6.2% per year in the County. Historical demand and population were compared with each other to produce demand rates that were linearly projected through to 2029. This, combined with the projected population estimates, gave a core demand projection Service-wide of 45.4% over 10 years, or 3.8% per year.
viii.
One of the key reasons for undertaking detailed analysis of the current service profile is so that this information can be used to populate ORH’s simulation model, AmbSim. AmbSim is a discrete event simulation model that replicates the key characteristics of an emergency ambulance service, and can be used to predict future behaviour under a variety of different scenarios.
Page 110 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
Figure I: Summary of Recommendations Additional Weekly Vehicle Hours
Vehicles
Station(s) Opened
Station(s) Closed
Woodbine Road
Justus Drive
Detailed Recommendations
Re-roster existing resources
Short Term
84
1
Close Justus Drive and move resources to Woodbine Road Increase Palace Road resources (08:00 to 20:00) Open Division/Elliott (minimum three bay station)
Medium Term
154
1
Move resource from Palace Road to Division/Elliott (08:00 to 20:00)
Division/ Elliott
Increase Division/Elliott resources (20:00 to 08:00) Increase Sydenham resources (09:00 to 19:00) Open Days/Bath (minimum two bay station) Move resource from Woodbine Road to Days/Bath (24/7) Close Highway 15 and open Gore Road (minimum one bay station)
Days/Bath
Long Term
170
Highway 15
2 Gore Road
Move resource from Highway 15 to Gore Road (24/7) Increase Division/Elliott resources (09:00 to 19:00 and 19:00 to 03:00 Friday and Saturday) Increase Robertsville resources (19:30 to 07:30)
Figure II: Summary of Additional Costs
Period
Annual Operating Costs
Fleet Capital Costs (one-off)
Salaries & Benefits
Fleet Maintenance
Annual Rental Costs
Short Term
$
265,000
$
650,000
$
22,900 -$
20,000
Medium Term
$
265,000
$
1,841,667
$
64,883
$
65,000
Long Term
$
530,000
$
3,157,143
$
111,229
$
160,000
Note: Annual costs are cumulative
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AGENDA ITEM #b)
ix.
The model was successfully set up and shown to replicate current behaviour well, and therefore could be used with confidence when examining options for change. The model was configured to reflect a 2019 Base Position.
x.
ORH’s location optimization model was used to assess the configuration of existing station locations. ‘Blank Canvas’ modelling showed that the optimum distribution of stations is similar to the current configuration. It was agreed that the County stations were generally well located, and subsequent optimization was focused on Kingston.
xi.
Within the current Kingston stations, there is limited capacity for the additional resources required to offset future demand increases and analysis identified certain areas of Kingston where response times could be improved. Additionally, FP is unable to renew the Justus Drive lease and will need to vacate this station by the end of 2019.
xii.
If demand increases as projected (45.4% increase over 10 years) but no other changes were made (Do Nothing scenario), then P4 8-minute response performance would decrease by 11.1 percentage points, from 68.7% to 57.6%, falling well below the 68% target (for CTAS 1).
xiii.
The modelling was therefore directed at finding the minimum additional resourcing required in 2029, to offset the demand increase and the negative impact it will have on response performance. In order to maintain performance, an additional 408 weekly ambulance hours were required across the City and County, equivalent to a 29% increase from 2019. The number of peak vehicles increases by three, so three additional physical ambulances will be required along with an additional spare ambulance.
xiv.
This position also includes:
Improved staggering of shift start times to avoid crews needing to change shift or take rest breaks at the same time.
Moving Justus Drive resources to Woodbine Road and Days/Bath.
Opening a co-located (if possible) station at Division/Elliott to improve coverage in Kingston and ease future capacity concerns.
Moving Highway 15 resources to a co-located (if possible) station at Gore Road to improve east Kingston coverage.
The opening of the third crossing bridge by the end of 2022.
xv.
Compared with the 2029 Do Nothing scenario, the recommended position would improve P4 8-minute response performance by 14.4 percentage points, from 57.6% to 72.0%. Response performance percentages are similar to those analyzed in the original sample.
xvi.
The recommendations have been broken down into short, medium and long term changes (see Figure I). By 2029, this gives an additional annual operating cost of approximately $3,268,000, an additional annual rental cost of $160,000, and a total additional capital cost of $1,060,000 (see Figure II).
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AGENDA ITEM #b)
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AGENDA ITEM #b)
Contents 1
Introduction ……………………………………………………………………………… 1 Report Overview ………………………………………………………………………………………….1 Background ………………………………………………………………………………………………..1
2
Current Service Profile ……………………………………………………………….. 3 Demand ……………………………………………………………………………………………………3 Response Performance and Call Components ………………………………………………………..4 Resources and Resource Use ……………………………………………………………………………6 Benchmarking …………………………………………………………………………………………….7
3
Demand Projections …………………………………………………………………… 8 Methodology Overview …………………………………………………………………………………..8 Population and Demand Data …………………………………………………………………………..9 Demand Projection Results ……………………………………………………………………………..9
4
Model Validation and Base Position …………………………………………….. 11 Model Overview and Validation ………………………………………………………………………. 11 Base Position ……………………………………………………………………………………………. 12
5
Station Configuration ……………………………………………………………….. 13 Introduction …………………………………………………………………………………………….. 13 Blank Canvas Optimization …………………………………………………………………………… 14 Kingston Optimization …………………………………………………………………………………. 14
6
Future Demand Modelling ………………………………………………………….. 17 Do Nothing Scenario …………………………………………………………………………………… 17 Maintaining Performance in 2029 ……………………………………………………………………. 18
7
Recommendations ……………………………………………………………………. 20 Short Term (2020 to 2023) …………………………………………………………………………… 20 Medium Term (2023 to 2026)………………………………………………………………………… 21 Long Term (2026 to 2029)……………………………………………………………………………. 21 Costing…………………………………………………………………………………………………… 22
8
Sensitivity Modelling ………………………………………………………………… 24
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AGENDA ITEM #b)
Figure 1-1: County of Frontenac Map Base CACC Hospital Major Highways Secondary Highways Frontenac LTMs Waterways Surrounding UTMs
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AGENDA ITEM #b)
1
1
INTRODUCTION Report Overview
1.1
Operational Research in Health Limited (ORH) has undertaken a comprehensive review of Frontenac Paramedics (FP) human resources and facilities for the County of Frontenac (the County) in order to create a master plan that informs:
Current and future planning for the optimal location of stations and staff resources.
Service plans for timely access to emergency response.
Resource utilization of paramedic units.
1.2
This is the Final Report for the review and encompasses a 10-year time period from 2019 to 2029.
1.3
Section 2 gives a quantitative description of the current service profile based on a recent sample of FP activity, embracing demand, performance, resources and resource use. Using historical demand and population data a demand projection was made to 2029 (Section 3).
1.4
A model of emergency ambulance cover was built and validated, then used to create a base position (Section 4). The model was then used to look at options for changing the station configuration (Section 5) and for maintaining response performance in 2029 (Section 6).
1.5
The resulting short, medium and long term recommendations and costings are given in Section 7, followed by a range of sensitivity modelling options in Section 8. A glossary of terms is given in Appendix A.
Background Frontenac Paramedics 1.6
FP delivers sophisticated medical treatment to residents and visitors of Frontenac County and the City of Kingston for life-threatening medical emergencies including heart attacks, strokes, respiratory, and traumatic injuries.
1.7
The geography covered by FP stretches over 3,788 km2, from the St. Lawrence River and the City of Kingston in the south, to the rural and cottage country in the north. FP currently responds out of seven stations and largely transports patients to Kingston General Hospital (KGH). A map of key service locations is provided in Figure 1-1.
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AGENDA ITEM #b)
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AGENDA ITEM #b)
2 1.8
FP responds to over 22,000 calls annually dealing with a wide range of medical emergencies and trauma events including fires, water rescues, industrial accidents, hazardous material incidents and police operations. In addition, FP delivers a robust Community Paramedicine program to residents.
1.9
With 160 highly trained paramedics, and a dedicated support team and administration, FP forms an integral part of the County of Frontenac and the City of Kingston’s Emergency Preparedness Team, and is the sole medically certified provider of out-of-hospital medical treatment.
1.10
The Ontario government’s announcement regarding the planned consolidation of paramedic services means there is some uncertainty about the future delivery model. Nevertheless, patients will continue to require treatment and transport by paramedics, and the geography of the area to be covered remains unchanged. Regardless of the ultimate provider it will be important for the County to be able to demonstrate what is required to operate an efficient and effective service, amid increasing demand. ORH
1.11
ORH helps emergency services around the world to optimize resource use and respond in the most effective and efficient way.
1.12
We have set the benchmark for emergency service planning, with a proven approach combining rigorous scientific analysis with experienced, insightful consultancy. Our expert team uses sophisticated modeling techniques to identify opportunities for improvement and uncover hidden capacity. Simulating future scenarios ensures that solutions are objective, evidence-based and quantified.
1.13
ORH has been continuously active in undertaking paramedic services reviews across the world over more than 30 years. The process of applying our modelling and analysis techniques to varied jurisdictions has given ORH unrivalled international EMS consultancy experience. It has also ensured that our approach is flexible and can encompass the wide range of factors encountered in working with clients and their stakeholders.
1.14
ORH’s approach to strategic planning is centred on consultancy, extensive data analysis and using a suite of modelling packages developed in-house:
Analysis of demand, performance and resource use to allow the model of the service area to be populated and validated, and to inform an appraisal of potential options for change.
Identifying and modelling options that aim to improve the effectiveness, efficiency and equity of service provision.
Delivering sustainable solutions in a timely manner through a tried and tested consultancy process with suitably qualified personnel.
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AGENDA ITEM #b)
Figure 2-1: Geographical Demand Profile Average Daily FP Responded Demand Lower Tier Municipality Category
Central Frontenac
Frontenac Islands
P4
1.11
P3
0.26
P2
Kingston
South Frontenac
Out of Area
0.32
31.66
0.15
2.31
1.30
36.85
0.17
13.56
0.04
0.52
0.46
15.00
0.03
0.22
0.01
0.26
0.00
0.01
0.22
2.83
1.77
52.33
P1
0.00
0.00
0.21
Total
1.36
0.52
45.65
0.19
Average Daily FP Responded Demand OR Demand within Frontenac
[1]
Lower Tier Municipality Category
Central Frontenac
Frontenac Islands
P4
1.29
P3
0.32
P2
Servicewide
North Frontenac
Servicewide
Kingston
North Frontenac
South Frontenac
Out of Area
0.37
33.00
0.51
2.48
1.30
38.94
0.18
14.02
0.13
0.57
0.46
15.69
0.03
0.34
0.01
0.37
P1
0.00
0.00
0.29
0.00
0.00
0.01
0.30
Total
1.62
0.58
47.65
0.64
3.05
1.77
55.31
Out of Area
Difference Lower Tier Municipality Category
Servicewide
Central Frontenac
Frontenac Islands
Kingston
North Frontenac
South Frontenac
P4
0.19
0.04
1.34
0.36
0.17
2.09
P3
0.07
0.01
0.47
0.09
0.06
0.69
P2
0.12
P1
0.08
0.00
2.00
0.45
Total
[1]
0.25
0.05
0.12 0.08 0.22
Includes demand within Frontenac that is responded to by a non-FP service.
Page 119 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
2.98
AGENDA ITEM #b)
3
2
CURRENT SERVICE PROFILE In the two-year sample of data collected (October 2016 to September 2018), FP responded to an average of 52 calls per day, approximately 85% of which occurred within Kingston LTM. Priority 4 incidents, the highest acuity of call, accounted for approximately 70% of all incidents. Demand increased by 8%, from 50.4 to 54.3 calls per day, between the first and second year of the sample period. Response performance is measured against CTAS codes (1 to 5); overall targets were met for each of the five categories. Higher standards were achieved in Kingston LTM because of the greater clustering of incidents in relative proximity to FP stations, but the number of annual calls outside of target is lower for the County. From January 2018, FP deployed a total of 1,596 ambulance hours per week, including Wolfe Island. The number of vehicles deployed ranges from 11 in the day to 8 at night (including Wolfe Island). Crews spend an average of 65 minutes occupied per P4 call, from the time they are notified until they time they are clear to respond to a new call. Average patient care utilization on P1 to P4 calls is 26.4%, but reaches 37.2% for the Palace Road station. Crews are often directed by CACC to standby at a location away from their home station (Priority 8 calls); if this work is taken into account then average utilization rises to 29.4%.
Demand 2.1
A two-year sample (October 2016 to September 2018) of FP activity was taken to examine trends in demand and to put current demand levels in context.
2.2
During the sample period, FP responded to an average of 52 unique calls per day (excluding standby moves) as shown in the top table of Figure 2-1. Approximately 70% of these calls were categorised as Priority 4 (P4) incidents, which is the highest acuity of call. Approximately 85% of incidents occur within the Kingston Lower Tier Municipality (LTM) with the vast majority of these occurring within the urban boundary of the City.
2.3
A further three calls per day occurred within the County or City but were responded to by a non-FP service (see the bottom table in Figure 2-1). The majority of these occurred within Kingston LTM, however, the biggest relative change can be seen in North Frontenac where total calls increased from 0.19 to 0.64 per day.
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AGENDA ITEM #b)
Figure 2-2: Response Performance by LTM Response Performance
Category
Target Minute
Target Perf
CTAS1
8
CTAS2 CTAS3
LTM Central Frontenac
Frontenac Islands
Kingston
North Frontenac
South Frontenac
Out of Area
Servicewide
68%
9.1%
66.7%
81.8%
0.0%
10.6%
5.3%
68.4%
10
65%
17.4%
49.1%
89.5%
16.0%
19.5%
9.9%
78.4%
10
65%
23.6%
41.4%
86.0%
10.7%
22.6%
9.3%
77.3%
CTAS4
10
65%
25.5%
27.0%
82.5%
6.7%
25.4%
10.2%
75.7%
CTAS5
10
65%
24.6%
50.0%
79.6%
25.0%
25.6%
5.0%
73.5%
8
17.4%
44.9%
78.4%
10.4%
15.3%
5.4%
69.7%
15
54.1%
68.2%
98.6%
19.8%
52.4%
52.3%
92.3%
30
95.3%
95.8%
100.0%
71.7%
96.5%
95.5%
99.3%
60
100.0%
100.0%
100.0%
99.1%
99.9%
100.0%
100.0%
P4
Annual Incidents Outside Target Minute
Category
Target Minute
Target Perf
CTAS1
8
CTAS2 CTAS3
LTM Central Frontenac
Frontenac Islands
Kingston
North Frontenac
South Frontenac
Out of Area
Servicewide
68%
7
1
50
2
24
19
102
10
65%
110
17
279
12
177
124
719
10
65%
177
33
1,011
32
376
265
1,894
CTAS4
10
65%
41
13
451
8
102
84
699
CTAS5
10
65%
23
3
251
2
45
42
365
8
333
65
2,493
49
715
448
4,103
15
185
38
162
44
401
226
1,055
30
19
5
6
15
30
21
96
60
1
1
1
P4
Note: Performance measured from time notified to time arrived at scene
Page 121 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
2
AGENDA ITEM #b)
4 2.4
Demand increased by 8%, from 50.4 to 54.3 calls per day, between the first year of the sample (October 2016 to September 2017) and the second year of the sample (October 2017 to September 2018). A summary of the seasonal (high season vs low season) change in demand is given in Appendix B1. While there were some large relative impacts in certain LTMs, the increase in overall calls was small and does not warrant deploying seasonal resources.
2.5
The hourly demand profile was fairly typical for paramedic services, rising sharply towards a morning peak between 06:00 and 09:00, remaining at a fairly steady rate into the day before tapering off into the evening and night (see Appendix B2). However, there are distinct differences between weekdays and weekends; weekends were busier than weekdays at night, and less busy during the day.
2.6
FP reports against both priority and Canadian Triage and Acuity Scale (CTAS) codes, descriptions of which can be found in the glossary. Priority codes are used in the Central Ambulance Communications Centre (CACC) for dispatching calls, and are assigned soon after the initial call is received. CTAS codes are not known at the time of dispatch and are assigned by first paramedic attending the scene; 96% of the highest CTAS 1 category incidents were given a P4 categorization, together with 93% of CTAS 2 and 77% of CTAS 3 (see Appendix B3).
Response Performance and Call Components Response Performance 2.7
FP is mandated to report response performance by CTAS using the metric ‘time notified’ (when the crew or station is notified about an incident) to ‘time arrived on scene’. This therefore excludes the time consumed in CACC answering the call and assigning an appropriate crew to respond (a function outside the jurisdiction of FP as CACC is a separate entity).
2.8
A summary of response performance by LTM is given in Figure 2-2, by CTAS code and by priority. Response targets are set for CTAS codes but are not explicitly set for priority codes. For priority codes, performance was measured against ‘targets’ of 8, 15, 30 and 60 minutes, which are generally accepted targets for urban, sub-urban, rural and remote areas respectively.
2.9
The first table in Figure 2-2 shows the percentage of calls receiving a response within the target time. The second table converts this into the total annual calls that did not receive a response within the target time. The following points can be noted:
Higher standards were achieved in the more urban areas because of the greater clustering of incidents in relative proximity to FP stations.
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AGENDA ITEM #b)
Page 123 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
5
Response performance was higher in the City than in the County LTMs, but the number of annual calls outside of target was lower for the County.
The CTAS 1 8-minute target was comfortably met in the City and just met Service-wide.
The remaining CTAS targets were comfortably met in the City and Service-wide, but were not met in the County LTMs.
2.10
When measured from ‘time call answered’ rather than ‘time notified’ CTAS 1 8minute performance fell by 23.7 percentage points, from 68.4% to 44.7% (see Appendix B4).
2.11
Maps of P4 mean response time (measured from ‘time notified’) are given for the City and the County in Appendix B5. While overall response performance for Kingston LTM was typically above or close to target there are some areas, such as Rideau Heights, where response times were longer. Call Components
2.12
A diagram showing the key time components that are measured by ORH (in grey) using fields captured by FP (in purple) is provided in Appendix B6a. The average times for each of these components, measured by period of the day, are given in Appendix B6b.
2.13
Crews spent an average of 65 minutes occupied per P4 call, from the time they are notified (or ‘Vehicle Assigned’) until they time they are clear to respond to a new call. This calculation does not include time spent filling out paperwork, or returning to base after becoming clear. The afternoon period (12:00 to 18:00) had the longest call occupied times.
2.14
The average time taken from the time a call was answered (T0_TimeZero) to the time the call became available for dispatch (T1_CallReceived) was 2.5 minutes. The average time taken from this point until time notified was a further 1.75 minutes. These times are not directly within the control of FP, although the time taken to notify a vehicle will be linked to the amount of available resource.
2.15
The average time spent at hospital (at around 33.5 minutes) accounted for a significant proportion of the total job cycle time, although again this is not necessarily within the control of FP.
Page 124 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
Figure 2-3: Planned Resourcing Station
Jan 2016 to Jun 2017
Jul 2017 to Dec 2017
Jan 2018 onwards
Palace Road
504
504
504
Justus Drive
252
308
336
Highway 15
168
168
168
Sydenham
168
168
168
Parham
168
168
168
Robertsville
84
84
84
Wolfe Island
130
145
168
Total
1,474
1,545
1,596
Note: Wolfe Island is on-call from 16:00 to 08:00
Figure 2-4: Utilization by Station
Station
Average Weekly Deployed Hours
P1 to P4
P1 to P4 & P8
Avg Weekly Occupied Time (hours)
Utilization
Avg Weekly Occupied Time (hours)
Utilization
Palace Road
504.0
187.4
37.2%
191.4
38.0%
Justus Drive
297.5
107.9
36.3%
114.0
38.3%
Highway 15
168.0
50.6
30.1%
64.3
38.3%
Sydenham
168.0
28.0
16.7%
37.3
22.2%
Parham
168.0
21.1
12.6%
26.6
15.8%
Robertsville
84.0
8.5
10.1%
14.0
16.7%
Wolfe Island
147.8
2.5
1.7%
2.6
1.7%
Total (excl. Wolfe Island)
1389.5
403.4
29.0%
447.7
32.2%
Total
1537.4
405.9
26.4%
450.3
29.3%
Note: Wolfe Island is on-call from 16:00 to 08:00
Page 125 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
6
Resources and Resource Use Resources 2.16
FP deploys double-staffed ambulances to seven stations, which are either Basic Life Support (BLS) or Advanced Life Support (ALS) type ambulances. BLS ambulances are crewed by two Primary Care Paramedics (PCPs) and ALS ambulances are typically crewed by one PCP and one Advanced Care Paramedic (ACP). Superintendents are deployed in single-staffed Emergency Response Vehicles (ERVs), but do not typically contribute to front-line operations.
2.17
There are 82 funded full-time (FT) paramedics, of which 24 are ACP and 58 are PCP. The FT positions are supported by approximately 78 part-time (PT) paramedics who are used to back-fill absences due to vacation and sickness, for example.
2.18
Planned weekly ambulance hours by station are shown in Figure 2-3. During the sample period there were some increases in vehicle hours at Justus Drive and at Wolfe Island. The Base Position modelled for this review (see Section 4) reflects the latest deployments, totalling 1,596 hours per week. This includes 168 hours per week at Wolfe Island, of which 112 per week are on call.
2.19
A comparison showing how the latest hourly deployments (purple bars) match the temporal demand profile (blue and green lines) is presented in Appendix B7. The number of vehicles deployed ranged from 11 in the day (including Wolfe Island) to 8 at night. The majority of shifts started at 06:30; FP would benefit from greater staggering of the shift start times to avoid crews all requiring shift change-over and rest breaks at a similar time. Resource Use
2.20
In evaluating the current use of resources, it is of interest to measure how well front-line resources are utilized. Utilization here is defined as the proportion of a vehicle’s planned shift time that is spent responding and dealing with patient care (measured from ‘time notified’ to posting clear). This therefore excludes time spent on rest break, returning to base and completing paperwork.
2.21
Average patient care utilization on P1 to P4 calls was 26.4%, but reached 37.2% for the Palace Road station (see Figure 2-4). Excluding Wolfe Island (because the majority of its shift is on-call) average utilization rises to 29.0%. Utilization by hour matches the hourly profile of demand (see Appendix B8).
2.22
Crews are often directed by CACC to standby at a location away from their home station. These movements are categorized as Priority 8 (P8) calls. If this work is taken into account then average utilization rises to 29.4%, with the biggest relative increase at Highway 15.
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AGENDA ITEM #b)
Figure 2-5: Benchmarking Summary Benchmark
FP Value
Rank
Minimum Maximum
P4 Control Assign Time
01:45
1 of 8
00:41
01:45
P4 Mobilization Time
00:31
5 of 8
00:20
00:43
P4 Time to Scene
07:03
6 of 8
05:43
08:56
Time at Scene
16:42
8 of 8
16:42
39:55
Time to Hospital
13:55
5 of 8
11:20
24:25
Time at Hospital
33:24
5 of 8
22:34
55:03
P4 Conveyance Rate
86%
4 of 8
79%
89%
P4 Multiple Attendance Ratio
1.06
6 of 8
1.04
1.24
Occupied Time
70:25
5 of 8
58:34
84:45
Note: All benchmarks are ranked from maximum to minimum value, so the minimum value will gain the lowest (8) rank. Times are given in mm:ss format.
Figure 2-6: Utilization Benchmarking Area 6
Area 2
Area 3
FP
Area 4
Utilization
Page 127 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
Area 7
Area 1
Area 5
AGENDA ITEM #b)
7 2.23
Vehicles that mobilize in Kingston or Frontenac Islands LTMs respond to calls originating in the same LTM at least 95% of the time (see the middle table Appendix B9). Vehicles mobilizing in Central Frontenac, North Frontenac and South Frontenac responded to calls originating in the same LTM 64%, 28% and 81% of the time respectively. North Frontenac figures are particularly low due to the proximity of Robertsville station to Central Frontenac and the relatively low call volumes in North Frontenac.
Benchmarking 2.24
ORH has compiled an anonymized database of key operational parameters across recent Ontario paramedic service clients. The results of benchmarking can help to identify potential efficiencies for FP to target over the next ten years.
2.25
When benchmarked against seven other services FP performed relatively well (see Figure 2-5), with average to low times when compared with values from other services. As a result, no particular efficiencies were identified for modelling. The only parameter for which FP performed relatively poorly was control assign time1, which may be in part due to CACC processes, but also indicates a difficulty in finding available resources to allocate.
2.26
In comparing patient care utilization of each service (see Figure 2-6), FP is at the lower end of the benchmarked scenarios.
1
The time between T1_CallReceived (the time the call became available for dispatch) and T2_TimeNotified (the time a vehicle was notified that they should respond to the call).
Page 128 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
Figure 3-1: Population Based Projection Method
Historic age/gender profile of historic incidents
Combine
Historical Population data
Calculate demand rate per head of population: • By year • By age/gender group • By Municipality
Linear Forecast
Forecast 2029 demand rates per head of population based on historical trends.
Population projections for 2029
Combine
Page 129 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
2029 Demand Forecasts by Municipality
AGENDA ITEM #b)
8
3
DEMAND PROJECTIONS In order for ORH to produce a ten-year plan, demand in two-year intervals from 2019 to 2029 was estimated and distributed geographically using a populationbased method (see Figure 3-1). Between 2013 and 2017, population is estimated to have increased by 0.2% per year in the City and by 0.7% per year in the County. Between 2019 and 2029, population is expected to increase by 0.6% per year in the City and by 0.9% per year in the County. Analysis of historical demand between 2013 and 2017 indicated that demand increased by 3.8% per year in the City and by 6.2% per year in the County. Historical demand and population were compared with each other to produce demand rates that were linearly projected through to 2029. This, combined with the projected population estimates, gave a core demand projection Service-wide of 45.4% over 10 years, or 3.8% per year.
Methodology Overview 3.1
In order for ORH to produce a ten-year plan, demand in two-year intervals from 2019 to 2029 was estimated and distributed geographically.
3.2
The approach used in this review is based on the methodology presented in the La Trobe report ‘Factors in Ambulance Demand: Options for Funding and Forecasting’ (Livingstone 2007).
3.3
Several forecasting models were investigated as part of the La Trobe study. Their ‘Method 4’, which uses age and gender distribution trends to forecast future growth, was considered by the authors to produce the best results. The underlying hypothesis is that demand is strongly related to the population age profile. There is an underlying trend for increased demand in all age groups due to unquantifiable factors such as the overall level of health provision, public expectation, etc, which, it is assumed, will continue into the foreseeable future.
3.4
As well as an overall population increase, the population across Frontenac and Kingston is expected to age significantly by 2029. This in itself is expected to lead to an increase in demand, an effect which is well known from observations of EMS demand around the world.
3.5
An overview of the approach taken is provided in Figure 3-1. This method relies on the availability of accurate historical and future population and demand data.
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AGENDA ITEM #b)
Figure 3-2: Population Age Profile 2016 Census Population Proportion by LTM by Age Group Age Group
Central Frontenac North South Frontenac Islands Frontenac Frontenac
Kingston
Total
0-19
17.8%
16.2%
11.9%
22.0%
20.2%
20.2%
20-34
12.1%
8.5%
7.9%
13.9%
21.7%
20.2%
35-44
8.5%
8.2%
5.8%
11.2%
11.5%
11.3%
45-54
14.5%
15.3%
13.5%
17.1%
13.7%
14.2% 25.5%
55-74
37.2%
41.2%
47.2%
30.0%
23.9%
75+
9.8%
10.5%
13.7%
5.8%
9.1%
8.7%
Total
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
City Population Change Summary Year
County Population Change Summary % Increase per Year
Age Group
Year
% Increase per Year
2013
2017
Total Increase
2013
2017
Total Increase
0-19
26,109
25,179
-930
-0.9%
0-19
5,834
5,729
-105
-0.5%
20-34
29,865
29,474
-391
-0.3%
20-34
3,747
3,703
-44
-0.3%
35-44
15,154
15,052
-102
-0.2%
35-44
2,937
2,963
26
0.2%
45-54
18,274
16,790
-1,484
-2.1%
45-54
4,774
4,537
-237
-1.3%
Age Group
55-74
27,508
30,396
2,888
2.5%
55-74
8,873
9,742
869
2.4%
75+
10,543
11,597
1,054
2.4%
75+
1,939
2,223
283
3.5%
Total
127,454
128,489
1,034
0.2%
Total
28,105
28,896
791
0.7%
Figure 3-3: Historical Incident Age Profile 2017/18 Demand Proportion by LTM and Age Group Age Group
Central Frontenac North South Frontenac Islands Frontenac Frontenac
Kingston
Total
0-19
8.2%
8.2%
7.9%
8.0%
8.5%
8.5%
20-34
9.6%
8.2%
7.9%
9.1%
13.8%
13.3%
35-44
5.7%
4.5%
4.8%
4.6%
7.0%
6.8%
45-54
10.1%
7.3%
7.9%
6.8%
8.8%
8.7%
55-74
35.0%
36.4%
34.9%
36.5%
29.2%
29.9%
75+
31.4%
35.5%
36.5%
35.0%
32.6%
32.7%
Total
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
County Demand Change Summary
City Demand Change Summary
0-19
3.39
3.98
0.59
% Increase per Year 4.1%
0-19
0.39
0.40
0.01
% Increase per Year 0.8%
20-34
5.63
6.44
0.81
3.4%
20-34
0.34
0.45
0.11
7.2%
35-44
2.63
3.27
0.64
5.6%
35-44
0.21
0.24
0.03
3.5%
45-54
4.34
4.13
-0.22
-1.3%
45-54
0.47
0.39
-0.08
-4.6%
Age Group
Year 2013/14
2017/18
Total Increase
Year
Age Group
2013/14
2017/18
Total Increase
55-74
11.18
13.64
2.45
5.1%
55-74
1.37
1.79
0.42
6.9%
75+
12.99
15.21
2.22
4.0%
75+
1.12
1.69
0.57
10.8%
Total
40.16
46.66
6.50
3.8%
Total
3.90
4.97
1.06
6.2%
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AGENDA ITEM #b)
9
Population and Demand Data Population Data 3.6
Population estimates and projections were taken from the County and City’s respective Population, Housing and Employment Projection reports. Both reports were prepared by Watson & Associates Economists Limited and so follow the same methodology.
3.7
To ensure each age and LTM combination had enough data to calculate a realistic trend, and to align with the Watson reports, population (and demand) data was grouped into six age bands: 0 to 19 years; 20 to 34 years; 35 to 44 years; 45 to 54 years; 55 to 74 years; and 75 years and over.
3.8
The age profile by LTM is given in Figure 3-2. According to the 2016 Census, the proportion of people aged 55-74 years varies significantly between the County (for example, 47% in North Frontenac) and the City (24% in Kingston). The proportion of people aged 20-34 years is far greater in the City (22% in Kingston) than in the County (for example, 7.9% in North Frontenac).
3.9
Between 2013 and 2017, population is estimated to have increased by 0.2% per year in the City and by 0.7% per year in the County. Between 2019 and 2029, population is expected to increase by 0.6% per year in the City and by 0.9% per year in the County. Demand Data
3.10
ORH was provided with the age and gender of patients responded to by FP for the five-year period between October 2013 and September 2018.
3.11
Not all FP responded incidents had a recorded age and gender for the patient. It was assumed that there were no systematic reasons for certain incidents to be missing age and gender information. As a result, incidents with missing age or gender were assigned an age or gender in accordance with analyzed proportions for incidents where this information was available.
3.12
In 2017/18, over 60% of all patients were aged 55 or over (see Figure 3-3). In the Frontenac Islands, North Frontenac and South Frontenac LTMs, this proportion increases to over 70%. Between 2013/14 and 2017/18, demand increased by 3.8% per year in the City and by 6.2% per year in the County.
Demand Projection Results 3.13
Historical incident and population figures were compared to calculate historical demand rates (incidents per head of population) for each age, LTM and year combination from 2013/14 to 2017/18. The demand rates were then projected to 2029, using a linear trend within each combination.
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AGENDA ITEM #b)
Figure 3-4: Demand Rates Summary Actual 2014
Forecast 2019
20-34
35-44
Forecast 2024
Forecast 2029
45-54
55-74
Demand per 1,000 Population
600
500
400
300
200
100
0 0-19
75+
Age Group
Figure 3-5: Demand Projection Results Central Frontenac
Frontenac Islands
North Frontenac
South Frontenac
Kingston
Overall
2017 Incidents
1.38
0.53
0.18
2.87
46.66
51.62
2019 Forecast
1.65
0.56
0.23
3.23
49.28
54.95
2021 Forecast
1.90
0.60
0.26
3.68
53.01
59.45
2023 Forecast
2.15
0.65
0.30
4.21
57.17
64.48
2024 Forecast
2.29
0.67
0.32
4.49
59.28
67.06
2025 Forecast
2.42
0.70
0.34
4.79
61.42
69.67
2027 Forecast
2.70
0.74
0.38
5.41
65.57
74.82
2029 Forecast
2.99
0.79
0.42
6.08
69.61
79.89
Increase over 10 years
81.0%
40.5%
85.4%
88.3%
41.2%
45.4%
Increase per year
6.1%
3.5%
6.4%
6.5%
3.5%
3.8%
Note: Excludes Out of Area demand
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AGENDA ITEM #b)
10 3.14
Typically the projected demand rates within each combination increase, but there were some occasions where the demand rate was seen to decrease. In these cases the conservative assumption was made that demand rates would not fall, and the 2029 demand rates were set at the 2017 level.
3.15
The overall resulting change in demand rates is summarized in Figure 3-4. For clarity, the numbers are expressed in demand rates per 1,000 population. A comparison between 2017 and 2029 demand rates by LTM is in Appendix C.
3.16
To calculate the projected demand levels, the demand rates were combined with the projected population. The results are shown in Figure 3-5 in two-year intervals by LTM. Between 2019 and 2029, demand across the region is predicted to increase by 45.4%, or 3.8% per year. There is some variation by LTM, and the County LTMs are generally projected to see larger proportional increases than the City.
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11
4
MODEL VALIDATION AND BASE POSITION One of the key reasons for undertaking detailed analysis of the current service profile is so that this information can be used to populate ORH’s simulation model, AmbSim. AmbSim is a discrete event simulation model that replicates the key characteristics of an emergency ambulance service, and can be used to predict future behaviour under a variety of different scenarios. The model was validated by comparing a range of outputs from the model such as response performance, vehicle workload (utilization) and hospital workload to the corresponding analyzed figures for these factors based on actual data. It was concluded that the model replicated current behaviour well and therefore could be used with confidence when examining options for change. The model was configured to reflect a 2019 Base Position by uplifting demand to annualized projected 2019 levels (see Section 3) and by updating the shifts to reflect those in the post-January 2018 deployment plan (see Section 2).
Model Overview and Validation Model Overview 4.1
ORH has developed a sophisticated simulation model, AmbSim (see Appendix D1), for modelling the operations of ambulance services. AmbSim is a discrete event simulation model that replicates the key characteristics of an emergency ambulance service, and can be used to predict future behaviour under a variety of different scenarios.
4.2
AmbSim takes account of the actual geographical and temporal distributions of demand and resources, and incorporates travel times between locations. It reports operational performance in terms of response times, vehicle workload and utilization, and patient flows.
4.3
A virtual replica of FP operations was created within AmbSim. Once validated, and thereby shown to accurately reflect the historical sample service profile analyzed, a Base Position was created reflecting the current 2019 position. Model Validation
4.4
ORH’s simulation model was populated using parameters derived from the analysis of the current service as presented in Section 2. Analysis of FP activity data provided information on demand, call locations, job cycle times and hospital transports. Service data was also used to provide ambulance numbers and deployed hours, deployment locations, and dispatch times for inputting to the model.
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AGENDA ITEM #b)
Figure 4-1: 2019 Base Position Response Performance Comparing Validated Position with 2019 Base Position
Model Result
Validated Position
2019 Base Position
Impact
8-minute Performance
70.3%
68.7%
-1.6%
15-minute Performance
92.4%
91.2%
-1.2%
30-minute Performance
99.3%
99.0%
-0.3%
Total Annual P4 Incidents
13,354
14,231
878
Annual P4 Incidents Outside 8-minute Target
3,967
4,458
491
Annual P4 Incidents Outside 15-minute Target
1,017
1,254
236
Annual P4 Incidents Outside 30-minute Target
96
145
49
Average Response Time (mm:ss)
07:33
07:50
00:17
90th Percentile (mm:ss)
13:24
14:11
00:47
95th Percentile (mm:ss)
17:47
18:56
01:10
Figure 4-2: 2019 Base Position Resourcing Summary Weekly Vehicle Hours
Peak Vehicles
Utilization
Palace Road
504
4
39.4%
Justus Drive
336
2
37.5%
Highway 15
168
1
32.0%
Sydenham
168
1
18.9%
Parham
168
1
15.2%
Robertsville
84
1
11.9%
1,428
10
31.1%
Station
Total
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AGENDA ITEM #b)
12 4.5
In addition to this data, ORH developed a detailed travel time model of the FP area using commercially available data calibrated against information on journey times from activity data and Automatic Vehicle Location (AVL) data. To achieve this, the area was ‘noded’ with key points in relation to the road network and incident distribution (including some locations outside the region). Stations and hospitals are also included as noded points.
4.6
Travel times between nodes are a key model input and were assigned initially based on road classifications that differentiate achievable speeds in ‘average’ traffic conditions. A careful calibration process was then undertaken that gives ambulance travel times for different periods of the day, reflecting lights and sirens conditions as well as normal speeds.
4.7
Due to low call volumes, demand and resources on Frontenac Islands have not been included in the modelling. The ambulance on Wolfe Island has a particularly low utilization, so even with the projected demand increase another vehicle will not be required in the future. The model does however take account of the small number of occasions when a Kingston resource is required to respond to Frontenac Islands.
4.8
The model was then validated by comparing a range of outputs from the model such as response performance, vehicle workload (utilization) and hospital workload to the corresponding analyzed figures for these factors based on actual data.
4.9
An example of one such output is the P4 response time distribution (see Appendix D2). As can be seen, the correspondence between the modelled distributions (in blue) and the analyzed distributions (in red) is very close.
4.10
Given the above, along with close comparisons observed for other key factors, it was concluded that the model replicated current behaviour well and therefore could be used with confidence when examining options for change.
Base Position 4.11
Once the model was validated it was configured to reflect a 2019 Base Position taking account of any changes from the analyzed sample period (October 2016 to September 2018). Demand was uplifted to annualized projected 2019 levels (see Section 3) and shifts were changed to those in the post-January 2018 deployment plan (see Section 2).
4.12
The impact on P4 response performance from moving to the 2019 Base Position is summarized in Figure 4-1 and given by LTM in Appendix D3. Performance worsens slightly as a result of the increase in demand.
4.13
In the Base Position, 10 peak vehicles are deployed with a total of 1,428 vehicle hours per week (see Figure 4-2). Utilization increases by 2.1 percentage points (from 29.0% to 31.1%) above the analyzed level.
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AGENDA ITEM #b)
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AGENDA ITEM #b)
13
5
STATION CONFIGURATION ORH’s location optimization was used to assess the configuration of existing station locations and identify how this could be improved currently and in the future. ‘Blank Canvas’ modelling showed that the optimum distribution of stations is similar to the current configuration. It was agreed that the County stations were generally well located, and subsequent optimization modelling was therefore focused on Kingston. Within the current Kingston stations, there is limited capacity for the additional resources required to offset future demand increases and analysis identified certain areas of Kingston where response times could be improved. Additionally, FP is unable to renew the Justus Drive lease and will need to vacate this station by the end of 2019. The recommended station configuration for Kingston involves (see Figure 5-2):
Moving Justus Drive resources to Woodbine Road and Days/Bath.
Opening a co-located (if possible) station at Division/Elliott to improve coverage in Kingston and ease future capacity concerns.
Moving Highway 15 resources to a co-located (if possible) station at Gore Road to improve east Kingston coverage.
Introduction 5.1
ORH’s location optimization model OGRE (Optimizing by Genetic Resource Evolution) can be used to assess the configuration of existing station locations and identify how this could be improved currently and in the future. The model uses a genetic algorithm which evaluates large numbers of potential configurations, resulting in an optimal solution.
5.2
The location optimization criteria used in all cases was to minimize the response time to P4 incidents as measured over the recent two-year sample. Only travel time to incidents is accounted for in the optimization process; the exact impact of changing resource deployments within a changed station configuration is fully evaluated with simulation modelling (see below).
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AGENDA ITEM #b) Figure 5-1: Blank Canvas Optimization Results FP Responded Demand (October 2016 to September 2018) P4 Demand - Kingston Excluded 100 50 10
Optimal Location Current Location Frontenac Boundary Upper Tier Municipalities 0
20 kilometres
HERE Canada © 2019 HERE All rights reserved. © Her Majesty the Queen in Right of Canada, © Queen’s Printer for Ontario
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14
Blank Canvas Optimization 5.3
Initial optimization modelling assumed a ‘blank canvas’ scenario for the mainland stations. Blank canvas modelling uses optimization techniques to identify ideal locations, with no account of current station locations or other constraints.
5.4
The resulting distribution of optimal station locations is shown in Figure 5-1.
5.5
The optimum distribution (yellow diamonds) is similar to the current configuration (empty diamonds). In the County, Sydenham would be optimally located to the west and Parham to the north-east of their current sites. The Highway 15 station would be optimally located on Division Street between Highway 401 and John Counter Boulevard.
5.6
These locations were then tested in AmbSim to understand the full response performance impacts (see Appendix E1). Compared with the Base Position, moving to all optimal locations would improve 8-minute response performance by 3.9 percentage points (from 68.7% to 72.6%) and reduce the P4 annual incidents not receiving a response within the 8-minute target by 554.
Kingston Optimization 5.7
It was agreed that the County stations were generally well located, and subsequent optimization modelling was therefore focused on Kingston.
5.8
The recommended station configuration for Kingston involves (see Figure 5-2):
5.9
Moving Justus Drive resources to Woodbine Road and Days/Bath.
Opening a co-located (if possible) station at Division/Elliott to improve coverage in Kingston and ease future capacity concerns.
Moving Highway 15 resources to a co-located (if possible) station at Gore Road to improve east Kingston coverage.
The process and results of the Kingston optimization are set out below. Kingston Optimization Process
5.10
There were three key reasons for assessing the station configuration in Kingston:
FP is unable to renew the Justus Drive lease and will need to vacate this station by the end of 2019.
There is limited capacity at existing stations for the additional resources required to offset future demand increases.
Analysis identified certain areas of Kingston with lower coverage.
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Page 143 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
kilometres
2.599
HERE Canada © 2019 HERE All rights reserved. © Her Majesty the Queen in Right of Canada, © Queen’s Printer for Ontario
0
Upper Tier Municipalities
Frontenac Boundary
Recommended Location
Current Location (unchanged)
Closed Location
35
175
350
P4 Incident Demand
AGENDA ITEM #b)
Figure 5-2: Recommended Kingston Station Configuration
AGENDA ITEM #b)
15 5.11
ORH was engaged in late 2018 as part of a smaller review to identify potential alternative locations for the Justus Drive station. This involved fixing Palace Road and Highway 15 in their existing locations and looking for an additional optimal location. The optimal location was very close to the existing Justus Drive site, at the intersection of Taylor Kidd Boulevard and Gardiners Road.
5.12
In searching for suitable land, FP identified an opportunity for co-location with Kingston Fire & Rescue at the Woodbine Road fire station. However, this site would only have the capacity for one covered bay.
5.13
Given that two 24/7 crews currently operate out of Justus Drive, further optimization modelling looked at fixing the Woodbine Road site and finding a second site in the west Kingston area. This second site was identified at the intersection of Days Road and Bath Road (Days/Bath). These two sites were recommended to FP in late 2018.
5.14
Moving Justus Drive resources to Woodbine Road and to Days Road/Bath Road addresses the issue with the lease for Justus Drive, but not the capacity or coverage issues.
5.15
Therefore another optimization modelling run was undertaken, fixing Palace Road, Highway 15, Woodbine Road and Days/Bath, and finding a further optimal site. The optimal site was identified in the north-east of the City at the intersection of Division Street and John Counter Boulevard. FP has subsequently identified a potential opportunity for co-location with Kingston Fire & Rescue at the intersection of Division Street and Elliott Avenue, once the third crossing bridge has opened.
5.16
A final optimization scenario was tested to identify the optimal location for an east Kingston station because, based on the blank canvas optimization, Highway 15 was not found to be optimally located. The optimal site was identified at the intersection of Gore Road and Highway 15, but again, FP has identified a potential opportunity for co-location at the existing Gore Road fire station close by. Kingston Optimization Results
5.17
These locations were once again tested in AmbSim, assuming one 24/7 crew was moved from Palace Road to Division/Elliott, to understand the full response performance impacts (see Appendix E2). Compared with the Base Position, moving to the recommended locations would improve 8-minute response performance by 1.9 percentage points (from 68.6% to 70.6%) and reduce the P4 annual incidents not receiving a response within the 8-minute target by 270.
5.18
While there is potential for co-location close to each of the optimal sites, in projecting the changes required to the station configuration over the next ten years there will be uncertainty in the exact locations for new station sites. This will depend on available land and on other planning and logistical considerations which will have to be assessed nearer the year scheduled for the change.
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AGENDA ITEM #b)
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AGENDA ITEM #b)
16 5.19
‘Site search’ maps were therefore generated for each of the Days/Bath, Division/Elliott and Gore Road sites (see Appendix E3). Around the optimal locations, good siting areas are shown in red, and poor areas in dark blue, with graduations between shown in different colours. It should be noted that a ‘poor’ location is poor in a relative sense compared with the optimal site.
Page 146 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
Figure 6-1: 2029 Do Nothing Response Performance Comparing 2019 Base Position with 2029 Do Nothing
Model Result
2019 Base Position
2029 Do Nothing
Impact
8-minute Performance
68.7%
57.6%
-11.1%
15-minute Performance
91.2%
83.8%
-7.4%
30-minute Performance
99.0%
97.1%
-1.9%
Total Annual P4 Incidents
14,231
20,516
6,285
Annual P4 Incidents Outside 8-minute Target
4,458
8,701
4,242
Annual P4 Incidents Outside 15-minute Target
1,254
3,323
2,069
Annual P4 Incidents Outside 30-minute Target
145
599
453
Average Response Time (mm:ss)
07:50
09:41
01:51
90th Percentile (mm:ss)
14:11
19:18
05:07
95th Percentile (mm:ss)
18:56
25:18
06:21
Figure 6-2: Response Performance Trajectory ‘Do Nothing’ Overall Response Performance Impact Measured from Time Assigned
100%
8-Minute
99.0%
15-Minute
30-Minute 97.1%
91.2%
90%
Response Performance
83.8%
80%
70%
68.7%
57.6%
60%
50%
40%
30% 2019
2021
2023
Page 147 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
2025
2027
2029
AGENDA ITEM #b)
17
6
FUTURE DEMAND MODELLING If demand increases as projected (45.4% increase over 10 years) but no other changes were made (Do Nothing scenario), then P4 8-minute response performance would decrease by 11.1 percentage points, from 68.7% to 57.6%, falling well below the 68% target (for CTAS 1). The modelling was therefore directed at finding the minimum additional resourcing required in 2029, to offset the demand increase and the negative impact it will have on response performance. In order to maintain performance, an additional 408 weekly ambulance hours were required across the City and County, equivalent to a 29% increase from 2019. This position also includes:
Improved staggering of shift start times to avoid crews needing to change shift or take rest breaks at the same time.
Closing Justus Drive and Highway 15 and moving these resources to Woodbine Road, Days/Bath and Gore Road (see Section 5).
Opening Division/Elliott.
The opening of the third crossing bridge by the end of 2022.
Compared with the 2029 Do Nothing scenario, moving to the recommended position would improve P4 8-minute response performance by 14.4 percentage points, from 57.6% to 72.0%. Response performance percentages are similar to those achieved in the validation (equivalent to analyzed performance).
Do Nothing Scenario 6.1
The demand projections were loaded into the Base Position model but no other changes were made (for example, all current stations and resources were maintained). In effect, this position represents a ‘do nothing’ position and quantifies how performance is likely to degrade as a result of increasing demand.
6.2
The impact on P4 response performance in 2029 is summarized in Figure 6-1 and given by LTM in Appendix F1.
6.3
There is an 11.1 percentage point fall, from 68.7% to 57.6%, in 8-minute response performance, with variation by LTM. The 8-minute standard therefore falls well below the 68% target (for CTAS 1). The Service-wide fall at 15
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AGENDA ITEM #b)
Figure 6-3: 2029 Maintaining Performance Resourcing Summary Difference from 2019 Base Position Weekly Vehicle Hours
Peak Vehicles
Justus Drive
-336
-2
Highway 15
-168
-1
Sydenham
70
1
Station
Week
Palace Road
Parham Robertsville
84
Woodbine Road
168
1
Division/Elliott
254
2
Days/Bath
168
1
Moved from Justus Drive
Gore Road
168
1
Moved from Highway 15
Total
408
3
Moved from Justus Drive
Figure 6-4: 2029 Maintaining Performance Comparing 2029 Do Nothing with 2029 Maintaining Performance
2029 Do Nothing
2029 Maintaining Performance
Impact
8-minute Performance
57.6%
72.0%
14.4%
15-minute Performance
83.8%
91.1%
7.3%
30-minute Performance
97.1%
99.3%
2.3%
Total Annual P4 Incidents
20,516
20,516
0
Annual P4 Incidents Outside 8-minute Target
8,701
5,742
-2,959
Annual P4 Incidents Outside 15-minute Target
3,323
1,826
-1,497
Annual P4 Incidents Outside 30-minute Target
599
137
-462
Average Response Time (mm:ss)
09:41
07:18
-02:23
90th Percentile (mm:ss)
19:18
14:18
-05:00
95th Percentile (mm:ss)
25:18
18:43
-06:35
Model Result
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AGENDA ITEM #b)
18 minutes is 7.4 percentage points, from 91.2% to 83.8%, and at 30 minutes is 1.9 percentage points, from 99.0% to 97.1%. 6.4
The trajectory for P4 8-, 10- and 15-minute response performance between 2019 and 2029 in two-year intervals is given in Figure 6-2.
Maintaining Performance in 2029 6.5
Additional resources will be required by 2029 if FP wishes to offset the demand increase and the negative impact it will have on response performance. The modelling was therefore directed at finding the minimum additional resourcing (staff and vehicles) required in 2029 to give a performance profile similar to that achieved in the analyzed sample period.
6.6
In order to maintain performance an additional 408 weekly ambulance hours were required across the City and County, equivalent to a 29% increase from 2019. This was achieved by adding the following:
6.7
6.8
08:00 to 20:00 and 20:00 to 08:00 Monday to Sunday shifts at Division/Elliott.
09:00 to 19:00 Monday to Sunday shift at Division/Elliott.
19:00 to 03:00 Friday to Saturday shift at Division/Elliott.
09:00 to 19:00 Monday to Sunday shift at Sydenham.
19:30 to 07:30 Monday to Sunday shift at Robertsville.
This position also includes:
Improved staggering of shift start times to avoid crews needing to change shift or take rest breaks at the same time.
Closing Justus Drive and moving a 24/7 ambulance to each of Woodbine Road and Days/Bath.
Closing Highway 15 and moving the 24/7 ambulance to Gore Road.
Opening Division/Elliott.
The opening of the third crossing bridge by the end of 2022.
A summary of the difference in weekly vehicle hours and peak vehicles by station, compared to the 2019 Base Position, is given in Figure 6-3. Assuming a 42-hour working week and two staff per ambulance, an additional 19.4 FT staff positions will be required. This will need to be supported by an increase in PT or float positions to account for sickness and vacation, for example. The number of peak vehicles increases by three, so three additional physical ambulances will be required along with an additional spare ambulance.
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19 6.9
The impact on P4 response performance in 2029 is summarized in Figure 6-4 and given by LTM in Appendix F2a. Compared with the 2029 Do Nothing scenario, moving to the recommended position would improve P4 8-minute response performance by 14.4 percentage points, from 57.6% to 72.0%, and reduce the P4 annual incidents not receiving a response within the 8-minute target by 2,959. Response performance percentages are similar to those achieved in the validation (equivalent to analyzed performance).
6.10
The modelling aimed to maintain performance by LTM and by hour as well as overall performance. A comparison of performance by hour and LTM at appropriate targets, for the validation (analyzed), the 2029 Do Nothing scenario and the 2029 Maintaining Performance scenario is given in Appendix F2b.
6.11
Maps of P4 mean response time are given for the City in Appendix F2c for the same three scenarios. The recommended additional resources and locations have not only maintained performance but have improved geographical cover across Kingston.
6.12
Utilization reduces by 10.9 percentage points (from 45.7% to 34.8%) when compared to the 2029 Do Nothing scenario (see Appendix F2d). This is slightly higher than the utilization in the validated (analyzed) position, measured at 29.0%.
6.13
A phasing of the recommended additional resources and station reconfiguration is provided in Section 7 in terms of short, medium and long term recommendations.
6.14
Making recommendations about support services is not within the scope of this review. However, because these recommendations involve at minimum an additional 19.4 FT front-line staff positions, FP should consider what additional support staff are required (for example, superintendents) to maintain a sensible front-line to support staff ratio.
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AGENDA ITEM #b)
Figure 7-1: Summary of Recommendations Additional Weekly Vehicle Hours
Vehicles
Station(s) Opened
Station(s) Closed
Detailed Recommendations
Re-roster existing resources
Short Term
84
1
Woodbine Road
Justus Drive
Close Justus Drive and move resources to Woodbine Road Increase Palace Road resources (08:00 to 20:00) Open Division/Elliott (minimum three bay station)
Medium Term
154
1
Move resource from Palace Road to Division/Elliott (08:00 to 20:00)
Division/ Elliott
Increase Division/Elliott resources (20:00 to 08:00) Increase Sydenham resources (09:00 to 19:00) Open Days/Bath (minimum two bay station) Move resource from Woodbine Road to Days/Bath (24/7)
Long Term
Days/Bath 170
Highway 15
2 Gore Road
Close Highway 15 and open Gore Road (minimum one bay station) Move resource from Highway 15 to Gore Road (24/7) Increase Division/Elliott resources (09:00 to 19:00 and 19:00 to 03:00 Friday and Saturday) Increase Robertsville resources (19:30 to 07:30)
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20
7
RECOMMENDATIONS The results of the 2029 modelling from Section 6 have been organized into short, medium and long term recommendations to allow FP to make the most efficient phasing of resource changes over the next ten years (see Figure 7-1). By 2029, these recommendations give an additional annual operating cost of approximately $3,268,000, an additional annual rental cost of $160,000, and a total additional capital cost of $1,060,000 (see Figure 7-2).
Short Term (2020 to 2023) 7.1
The following recommendations are made for the short term period 2020 to 2023:
Re-roster existing resources.
Close Justus Drive and move resources to Woodbine Road.
Increase Palace Road resources (08:00 to 20:00).
7.2
The vast majority of FP shifts currently start at 06:30 or 18:30. It is therefore recommended that shift start times are adjusted to allow greater staggering of shifts, for example, starting at 06:00, 06:30, 07:00, 07:30 or 08:00 (and equivalent for the night shifts). By improving the staggering of shift start times, crews can avoid having to change shift or take rest breaks at the same time. This does not require any additional resource hours.
7.3
FP is unable to renew the Justus Drive lease and will need to vacate this station by the end of 2019. As an alternative, FP identified an opportunity for colocation with Kingston Fire & Rescue at the Woodbine Road fire station. It is recommended that both of the Justus Drive vehicles are moved to Woodbine until the Days/Bath location is developed, even though one vehicle will not be physically under cover.
7.4
In order to maintain response performance amid increasing demand an additional resource (08:00 to 20:00) is required in Kingston. Until the Division/Elliott location can be developed, the best location for this resource is at Palace Road. This will require an additional physical ambulance.
7.5
As a result of these recommendations the P4 8-minute response performance achieved Service-wide in 2023 will be 67.7% (see Appendix G1a).
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21
Medium Term (2023 to 2026) 7.6
The following recommendations are made for the medium term period 2023 to 2026:
Open Division/Elliott (minimum three bay station).
Move resource from Palace Road to Division/Elliott (08:00 to 20:00).
Increase Division/Elliott resources (20:00 to 08:00).
Increase Sydenham resources (09:00 to 19:00).
7.7
The opening of the co-located Division/Elliott is expected to coincide with the opening of the new third crossing bridge. Once this is open the additional resource that was deployed to Palace Road in the short term can now be moved to Division/Elliott. It is also recommended that resources are further enhanced at Division/Elliott, through the addition of a night shift, to maintain performance.
7.8
An additional resource should be deployed at Sydenham during the day (09:00 to 19:00) to support the County as demand increases. This will require an additional physical ambulance.
7.9
As a result of these recommendations the P4 8-minute response performance achieved Service-wide in 2026 will be 69.9% (see Appendix G1b).
Long Term (2026 to 2029) 7.10
7.11
The following recommendations are made for the long term period 2026 to 2029:
Open Days/Bath (minimum two bay station).
Move resource from Woodbine Road to Days/Bath (24/7).
Close Highway 15 and open Gore Road (minimum one bay station).
Move resource from Highway 15 to Gore Road (24/7).
Increase Division/Elliott resources (09:00 to 19:00 and 19:00 to 03:00 Friday and Saturday).
Increase Robertsville resources (19:30 to 07:30).
Once Days/Bath is opened, the second vehicle that was moved to Woodbine Road in the short term period can be moved to Days/Bath. This will allow the vehicle to be under cover, give improved crew quarters space and improve response times in the west of Kingston.
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22 7.12
Further resource enhancements are recommended in Kingston at Division/Elliott by 2029. This will require an additional physical ambulance along with a spare ambulance to maintain the current ratio of spare vehicles.
7.13
The addition of a 19:30 to 07:30 shift at Robertsville will support North and Central Frontenac LTMs at night and maintain response performance in the long term.
7.14
As a result of these recommendations the P4 8-minute response performance achieved Service-wide in 2026 will be 72.0% (see Appendix G1c).
Costing 7.15
The capital costs for an additional ambulance are approximately $265,000. This includes the vehicle cost ($147,000), stretcher cost ($46,000) and other ambulance stock costs ($72,000, for example, defibrillators and computers).
7.16
Annual operating costs for an additional 12/7 ambulance shift are approximately $672,900. This includes front-line paramedic salaries and benefits2 ($650,000) and fleet maintenance3 ($22,900).
7.17
Calculating rental costs for the station reconfiguration is more complicated, but have been estimated for the purposes of this report. Arrangements are already in place for Woodbine Road, and it is hoped that similar arrangements can be made for Division/Elliott, Days/Bath and Gore Road, in the sense that land can be rented from the City of Kingston rather than from another vendor or the buildings owned outright.
7.18
It is intended that Woodbine Road will be rented from the City of Kingston for an annual cost of approximately $39,000, which equates to a cost of $17 per square foot. It is recommended that Gore Road would be an equivalent size to Woodbine Road (2,300 square feet), and that Division/Elliott and Days/Bath would each be approximately 5,000 square feet in size.
7.19
5,000 square feet is approximately equivalent to the size of Sydenham, a footprint that currently works well for two or three bays. This size allows capacity for the additional recommended resources as well as giving the required space for spare and float vehicles. This also allows for future expansion beyond the ten-year horizon and protects against inabilities for growth.
2
The approximate total annual paramedic salaries and benefits for Wolfe Island are lower due to the on call arrangements for shifts on the island ($365,400). 3 Fleet maintenance costs include gas and oil, general maintenance, tires and insurance costs.
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AGENDA ITEM #b)
Figure 7-2: Summary of Additional Costs
Period
Annual Operating Costs
Fleet Capital Costs (one-off)
Salaries & Benefits
Fleet Maintenance
Annual Rental Costs
Short Term
$
265,000
$
650,000
$
22,900 -$
20,000
Medium Term
$
265,000
$
1,841,667
$
64,883
$
65,000
Long Term
$
530,000
$
3,157,143
$
111,229
$
160,000
Note: Annual costs are cumulative
Fleet Capital Cost per Ambulance: Ambulance
$
147,000
Stretcher
$
46,000
Non-Stretcher Stock
$
72,000
Total
$
265,000
Annual Paramedics Cost per 12/7 Crew: Salaries & Benefits
$
650,000
Total
$
650,000
Annual Fleet Maintenance Cost per 12/7 Crew: Gas & Oil
$
13,600
Maintenance
$
5,000
Tires
$
2,200
Insurance
$
2,100
Total
$
22,900
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23 7.20
The estimated rental costs therefore take account of:
The closure of Justus Drive, saving approximately $59,000 per annum.
The closure of Highway 15, saving approximately $29,000 per annum.
The opening of Woodbine Road and Gore Road, each costing approximately $39,000 per annum.
The opening of Division/Elliott and Days/Bath, each costing approximately $85,000 per annum (assuming $17 per square foot).
7.21
The additional annual rental costs for the station re-configuration are therefore approximately $160,000. These estimates assume co-operation with the City of Kingston, and if alternatives need to be pursued then rental or build costs will be far greater.
7.22
The additional costs incurred through the recommendations are summarized in Figure 7-2. By 2029, this gives an additional annual operating cost of approximately $3,268,000, an additional annual rental cost of $160,000, and a total additional capital cost of $1,060,000.
7.23
While annual operating costs would increase by 2029, the overall operating cost (excluding capital costs and rent) per incident would decrease, from $549 to $485 (see Appendix G2).
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24
8
SENSITIVITY MODELLING Sensitivity modelling runs were undertaken to test the robustness of the results. This involved taking some of the core assumptions built into the modelling and testing the impact of variations to these assumptions. The scenarios tested in this Section include:
Alternative short term Kingston options
Closing Highway 15 with no replacement
Maintaining utilization
Demand variation
Development demand
Time at hospital variation
Removing Robertsville night shift
Converting Robertsville and Wolfe Island to RRVs
Alternative Short Term Kingston Options 8.1
Prior to the opening of Days/Front in the long term, both the Justus Drive vehicles would be deployed at Woodbine Road. This means that one vehicle will need to be based outside of the building.
8.2
Deploying the second Justus Drive vehicle at Palace Road or at Highway 15 instead of at Woodbine Road has a detrimental impact on Service-wide performance, reducing the short term P4 8-minute response performance by 2.8 percentage points, from 67.7% to 64.8%, when at Palace Road and by 3.6 percentage points, to 64.1%, when at Highway 15 (see Appendix H1a).
8.3
In both options, there would be significantly decreased cover in west Kingston. This can be seen by comparing the P4 mean response time across Kingston for the recommended short term position (see Appendix H1b) with the alternative positions (at Palace Road in Appendix H1c-i and at Highway 15 in Appendix H1c-ii).
8.4
Prior to the opening of Division/Elliott in the medium term, one of the recommended additional shifts would be deployed at Palace Road. This means crew quarters will be over-utilized and the vehicle will need to be based outside of the building.
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25 8.5
Alternatively this vehicle could be deployed in the short term at Highway 15 where there is a spare under cover bay. However this leads to slightly worse P4 8-minute response performance, decreasing by 0.7 percentage points, from 67.7% to 67.0% (see Appendix H2). Closing Highway 15 with No Replacement
8.6
Currently Highway 15 spends a significant proportion of its time on standby into west or downtown Kingston. Assuming it was not possible to co-locate at Gore Road, an alternative could be to close Highway 15 and move its resources to Division/Elliott. This was modelled by ORH and was found to reduce P4 8minute response performance by 1.2 percentage points, from 72.0% to 70.8% (see Appendix H3a).
8.7
As well as the Service-wide decrease in performance, east Kingston response performance worsens. This can be seen by comparing the P4 mean response time across Kingston for the 2029 Maintaining Performance scenario (see Appendix F2c-iii) with this alternative scenario (see Appendix H3b). Division/Elliott is already well resourced, so does not benefit significantly from the additional vehicle. Maintaining Utilization
8.8
The focus of the modelling in this review has been to maintain current performance. By 2029 this was achieved through the addition of 408 weekly vehicle hours, but the resulting utilization was higher than in the 2019 Base Position.
8.9
If an additional 24/7 crew was added at Division/Elliott (above the recommended 408 weekly vehicle hours) this would further improve performance by 3.1 percentage points, from 72.0% to 75.1% (see Appendix H4) and bring utilization back down to Base Position levels. Demand Variation
8.10
ORH has a tried and tested approach to projecting ambulance demand. However the change in demand over a ten-year horizon is difficult to predict with absolute certainty, as this can vary depending on a wide range of factors.
8.11
A 10% increase in demand results in decrease in P4 8-minute response performance of 2.0 percentage points, from 72.0% to 70.0% (see Appendix H5). A 20% increase in demand results in a corresponding decrease of 4.3 percentage points, however this leaves P4 8-minute response performance only just short of the CTAS 1 68% target.
8.12
Corresponding decreases in demand of 10% and 20% result in response performance improvements of a similar magnitude.
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AGENDA ITEM #b)
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26 Development Demand 8.13
Several new housing developments are anticipated across Kingston by 2029, although it is difficult to predict the exact rate, location or size of developments. The City of Kingston provided information to ORH regarding the estimated ‘committed’ and ‘pending’ developments. Given the uncertainty surrounding pending developments, these were excluded from the sensitivity modelling.
8.14
The projected demand rate per head of population (see Section 3) was applied to the expected number of persons associated with each committed development. If this resulted in more than one incident per month in 2029, then the geographical distribution of demand was adjusted to reflect the new demand from the development. This process did not affect the overall demand levels in 2029.
8.15
If all committed developments are assumed to be built by 2029, P4 8-minute response performance worsens by 0.6 percentage points, from 72.0% to 71.4% (see Appendix H6). Time at Hospital Variation
8.16
Benchmarking showed that FP crews had a relatively short time at hospital in comparison to other Ontario services. The core modelling therefore assumed no targeted reduction to this call component. However, it is important to understand the impact of changes to time at hospital since this makes up a significant proportion of the total time crews spend on calls.
8.17
A 10% increase or decrease in time at hospital results in a P4 8-minute response performance change of less than 1 percentage point (see Appendix H7). A 20% increase or decrease results in a corresponding response performance change of approximately 1.5 percentage points, however P4 8minute response performance remains above the CTAS 1 68% target in each of the scenarios.
8.18
The final recommendations are therefore predicted to be resilient against small increases in time at hospital. Removing Robertsville Night Shift
8.19
Removing the recommended night shift at Robertsville results in fairly dramatic reductions in P4 30-minute response performance for North Frontenac (by 18.7 percentage points from 84.6% to 65.9%) and Central Frontenac (by 6.6 percentage points from 95.4% to 88.8%) LTMs. Significant increases in P4 average response times also occur in these two LTMs (see Appendix H8a).
8.20
While these performance reductions are significant relative to the response performance achieved in the 2029 Maintaining Performance scenario, they only affect a small number of annual incidents.
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27 8.21
The impacts of removing the Robertsville night shift on P4 performance by hour and LTM at appropriate targets are given in Appendix H8b. Response performance falls at night for North Frontenac and for Central Frontenac. Without the additional night resource in Robertsville, the Parham vehicle will be pulled north much more frequently. Converting Robertsville and Wolfe Island to ERVs
8.22
Given the relatively low utilization of the Robertsville ambulance, ORH tested the impact of changing this vehicle to a 24/7 front-line ERV and deploying the remaining staff hours as a 12/7 ambulance at Division/Elliott (07:30 to 19:30). It was assumed the ERVs would respond to all P3 and P4 calls if they are closer than the nearest ambulance, and that an ambulance would also attend the incident.
8.23
When modelling front-line ERVs it is important to monitor response performance and transport performance4 (see Appendix H9a). P4 8-minute response performance improves by 1.3 percentage points, from 72.0% to 73.3%, due to the increased deployment at Division/Elliott. P4 30-minute response performance in North Frontenac also improves by 3.5 percentage points, from 84.6% to 88.1%.
8.24
There is a significant negative impact on P4 30-minute transport performance, for both North Frontenac (by 55.3 percentage points, from 84.7% to 29.4%) and South Frontenac (by 18.1 percentage points, from 95.4% to 77.3%) LTMs. However, it should be noted that this equates to an increase of 228 annual P4 incidents outside of the 30-minute transport performance target due to the relatively low call volumes in these areas.
8.25
Similarly, ORH tested the impact of changing the Wolfe Island 24/7 ambulance to a 24/7 front-line ERV, deploying the remaining staff hours as a 12/7 ambulance at Division/Elliott. Service-wide P4 8-minute response performance improves by 1.7 percentage points, from 72.0% to 73.7% (see Appendix H9b).
8.26
P4 response performance for Frontenac Islands would remain similar to current levels, but P4 8-, 15- and 30-minute transport performance would all be 0% as the nearest ambulance will need to respond from the mainland utilizing the ferry. Service-wide P4 30-minute transport performance therefore falls by 1.3 percentage points, from 99.3% to 98.0%, which is equivalent to an additional 275 annual P4 incidents not receiving transport within 30 minutes.
4
The time the first vehicle capable of transporting to hospital arrived on scene. If only ambulances are modelled then response and transport performance are effectively equivalent.
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AGENDA ITEM #b)
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AGENDA ITEM #b)
Appendices A
Glossary
B
Current Service Profile
C
Demand Projections
D
Model Validation and Base Performance
E
Station Configuration
F
Future Demand Modelling
G
Recommendations
H
Sensitivity Modelling
Frontenac Paramedics
Ten Year Paramedic Human Resources and Facilities Master Plan Appendices 3 September 2019 ORH/FPS/2
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AGENDA ITEM #b)
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AGENDA ITEM #b)
A
Glossary
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AGENDA ITEM #b) A Glossary Definition
Term Activation Time
Time from T1 Call Received to T2 Unit Notified
ACP
Advanced Care Paramedic
ALS
Advanced Life Support
AVL
Automatic Vehicle Location
BLS
Basic Life Support
CACC
Central Ambulance Communications Centre
CTAS
Canadian Triage and Acuity Scale 1
(Resuscitation): Conditions that are threats to life or limb (or imminent risk of deterioration) requiring immediate aggressive interventions
2
(Emergent): Conditions that are a potential threat to life, limb or function requiring rapid medical intervention or delegated acts
3 4
5
(Urgent): Conditions that could potentially progress to a serious problem requiring emergency intervention (Less Urgent): Conditions that are related to patient age, distress, or potential for deterioration or complications which would benefit from intervention or reassurance (Non Urgent): Conditions that may be acute but non-urgent as well as conditions which may be part of a chronic problem with or without evidence of deterioration
ERV
Emergency Response Vehicle
FP
Frontenac Paramedics
FT
Full Time
Incident
A P1 to P4 call resulting in at least one unit response
KGH
Kingston General Hospital
LTM
Lower Tier Municipality
Mobilization
A unit being mobilized to an incident (may be more than one unit mobilization for an incident and may not reach scene)
Mobilization Time
Time from T2 Unit Notified to T3 Unit Mobile
MOHLTC
Ministry of Health Long-Term Care
Occupied Time
Time from T2 Unit Notified to Unit Clear
Optimization
Using a sophisticated, geographically based genetic algorithm to evaluate multiple configurations of locations and identify best options.
ORH
Operational Research in Health Ltd
PCP
Primary Care Paramedic
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AGENDA ITEM #b) A Glossary Definition
Term Priority 1 to 4
P1
(Deferrable): A routine call that may be delayed without detriment to the patient (eg, a non-scheduled transfer; a minor injury)
P2
(Scheduled): A call which must be done at a specific time, for example because of special treatment or diagnostic facility requirement (eg, inter-hospital transfers or a scheduled meet with an air ambulance)
P3
(Prompt): A call that should be performed without delay (eg, serious injury or illness)
P4
(Urgent): A call that must be performed immediately where the patients ‘life or limb’ may be at risk (eg, Vital Signs Absent patient or unconscious head injury)
PT
Part Time
Response
A unit arriving at the scene of an incident (there may be more than one unit response at an incident)
Simulation
Using a discrete event simulation model, which replicates the key characteristics of an emergency service, to predict future behaviour under a variety of difference scenarios.
Standby (Priority 8) Moving a crew from one station to another station to maintain coverage Time Events
Utilization
T0
Time Call Answered
T1
Time Available for Dispatch
T2
First Unit Notified
T3
First Unit Mobilized
T4
First Unit Arrived at Scene
The combined occupied time of all units divided by the combined total deployed unit hours (shift start to shift end)
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AGENDA ITEM #b)
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AGENDA ITEM #b)
B
Current Service Profile
B1
Seasonal Demand
B2
Hourly Demand Profile
B3
CTAS vs Priority
B4
Response Performance (from Time Call Answered)
B5
Mean Response Maps
B6
B5a
City of Kingston
B5b
County of Frontenac
Call Components B6a
Diagram
B6b
Averages by Period
B7
Demand vs Resource Matching
B8
Utilization by Hour
B9
Cross Border Workload
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Page 177 of 386 Services ORH Final Report 2019-104 Emergency and Transportation 0.48 45.13 0.20 2.75 1.77 51.53
Frontenac Islands
Kingston
North Frontenac
South Frontenac
zOOA
Total
Low Season: Oct to June
High Season: Jul to Sept
1.21
54.70
1.74
3.08
0.17
47.20
0.67
1.84
Low Season High Season
Central Frontenac
LTM
Average Daily FP Responded Demand
October 2016 to September 2018
Seasonal Demand (P1 to P4)
Frontenac Paramedics
6.1%
-1.7%
12.2%
-14.8%
4.6%
40.4%
52.4%
Difference
Total
zOOA
South Frontenac
North Frontenac
Kingston
Frontenac Islands
Central Frontenac
LTM
54.22
1.77
2.93
0.58
47.00
0.53
1.41
58.53
1.74
3.43
0.81
49.59
0.73
2.23
Low Season High Season
Average Daily Relevant Incident Demand
7.9%
-1.7%
17.1%
38.6%
5.5%
38.5%
57.8%
Difference
AGENDA ITEM #b) B1
Page 178 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
0
0.5
1
1.5
2
2.5
3
3.5
0
1
2
3
4
5
Note: Weekend defined as 6pm Friday to 6pm Sunday
Average Daily Responded Demand
6
October 2016 to September 2018
7
8
Hourly Demand Profile (P1 to P4)
Frontenac Paramedics
9
10
Weekday
12 Hour
11
13
Weekend
14
15
16
17
18
19
20
21
22
23
AGENDA ITEM #b) B2
AGENDA ITEM #b) B3 Frontenac Paramedics
Priority vs CTAS Demand October 2016 to September 2018 Average Daily Incidents CTAS 0 1 2 3 4 5 Unknown Total
Overall Priority Code 1
0.00 0.00 0.01 0.21 0.22
2
0.01 0.01 0.00 0.01 0.23 0.26
3 0.01 0.03 0.61 5.20 2.91 1.92 4.32 15.00
4 0.29 0.58 8.11 17.53 4.99 1.83 3.52 36.85
8
0.00 0.00 4.47 4.47
Total
Total P1P4
0.30 0.60 8.73 22.75 7.91 3.77 12.74 56.80
0.30 0.60 8.73 22.75 7.91 3.76 8.27 52.33
Total
Total P1P4
100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 64.9% 92.1%
Total
Total P1P4
0.5% 1.1% 15.4% 40.1% 13.9% 6.6% 22.4% 100.0%
0.6% 1.2% 16.7% 43.5% 15.1% 7.2% 15.8% 100.0%
Proportion of Incidents by CTAS CTAS 0 1 2 3 4 5 Unknown Total
Overall Priority Code 1
0.0% 0.0% 0.2% 1.6% 0.4%
2
0.1% 0.0% 0.0% 0.2% 1.8% 0.5%
3 4.5% 4.3% 7.0% 22.9% 36.8% 51.0% 33.9% 26.4%
4 95.5% 95.7% 92.9% 77.1% 63.1% 48.6% 27.6% 64.9%
8
0.0% 0.0% 35.1% 7.9%
Proportion of Incidents by Priority CTAS 0 1 2 3 4 5 Unknown Total
Overall Priority Code 1
1.2% 1.2% 3.7% 93.9% 100.0%
2
3.2% 4.3% 1.1% 3.2% 88.3% 100.0%
3 0.1% 0.2% 4.1% 34.7% 19.4% 12.8% 28.8% 100.0%
4 0.8% 1.6% 22.0% 47.6% 13.6% 5.0% 9.5% 100.0%
Note: If CTAST5 is Unknown then CTAS_PT1 has been used
Page 179 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
8
0.0% 0.0% 99.9% 100.0%
AGENDA ITEM #b) B4 Frontenac Paramedics
Response Performance by LTM (measured from Time Call Answered) October 2016 to September 2018
Category
Target Minute
Target Performance
CTAS1
8
CTAS2
LTM Overall
Central Frontenac
Frontenac Islands
Kingston
North Frontenac
South Frontenac
Out of Area
68%
9.1%
33.3%
53.5%
0.0%
6.4%
5.3%
44.7%
10
65%
10.4%
23.6%
72.7%
4.0%
12.4%
5.6%
63.1%
CTAS3
10
65%
16.1%
24.2%
64.1%
7.1%
14.4%
3.2%
57.4%
CTAS4
10
65%
18.9%
16.2%
57.1%
0.0%
16.2%
7.2%
52.4%
CTAS5
10
65%
19.3%
41.7%
54.5%
25.0%
14.5%
2.5%
50.2%
8
9.9%
14.0%
45.1%
6.6%
8.4%
3.4%
39.7%
15
38.6%
38.8%
96.2%
17.9%
37.2%
36.4%
65.1%
30
91.4%
76.6%
99.5%
65.1%
94.7%
91.9%
78.7%
60
100.0%
88.8%
99.8%
98.1%
99.9%
99.9%
85.4%
P4
Annual Incidents Outside Target Minute
LTM
Category
Target Minute
Target Perf
Central Frontenac
Frontenac Islands
Kingston
North Frontenac
South Frontenac
Out of Area
Overall
CTAS1
8
68%
7
2
127
2
25
19
183 1,174
CTAS2
10
65%
120
26
721
14
193
130
CTAS3
10
65%
194
42
2,583
33
416
283
3,542
CTAS4
10
65%
44
15
1,104
9
114
87
1,374
CTAS5
10
65%
24
4
561
2
51
43
684
P4
8
363
101
6,344
51
773
457
8,090
15
248
72
443
45
530
301
1,639
30
35
28
54
19
45
39
218
60
13
28
1
1
1
44
Note: Performance measured from time call answered
Page 180 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
8 7 6 5
7 -
6 -
5 -
0 -
35
0
kilometres
2.5
Upper Tier Municipalities
9
8 -
9 - 10
10 +
175
350
P4 Demand Mean Response Time
October 2016 to September 2018
P4 Mean Response Time Heat Map - Kingston
AGENDA ITEM #b) B5a
Page 181 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) B5b
P4 Mean Response Time Heat Map October 2016 to September 2018 Mean Response Time 30+ 25 - 30 20 - 25 15 - 20 10 - 15 5 - 10 0 -
5
Upper Tier Municipalities 0
20 kilometres
Page 182 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
Page 183 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
Activation Time (CA-VA)
[T3 Enroute]
[T2 Notified]
Mobilization Time (VA-VM)
Vehicle Mobile (VM)
Vehicle Assigned (VA)
Response Time* (RT)
Time to Scene (TTS)
Service Time (SER)
Occupied Time (OCC)
[T5 Depart Scene]
[T4 Arrived Scene]
Time at Scene (TAS)
Left Scene
Arrived at Scene
Time to Hospital (TTH)
[T6 Arrive Destination]
Arrived at Hospital
ORH Response Time is usually calculated from time call answered
- FP Response Time is calculated from time first vehicle is allocated to the incident
T13 [Unit Cancelled] / Clear: Time unit was cancelled/stood down from the call
T7 [Clear Destination] / Clear: Time when crew notifies CACC they are available for a new call
T6 [Arrive Destination] / Arrived at Hospital: Time when crew notifies CACC they have arrived at destination (eg, hospital)
T5 [Depart Scene] / Left Scene: Time when crew notifies CACC they have left the scene of an incident
T4 [Arrived Scene] / Arrived at Scene: Time when crew notifies CACC they have arrived at the scene of an incident
T3 [Enroute] / Vehicle Mobile: Time when crew notifes CACC they are en route to an incident
T2 [Notified] / Vehicle Assigned: Time when CACC notifies base/crew about an incident
T1 [Call Received] / Available for Dispatch: Time when the call becomes available for dispatch (call becomes visible in CAD queue as pending)
T0 [TimeZero] / Call Answered: Time when calltaker (CACC) answers call
[T0 TimeZero]
Call Answered (CA)
Call Components Diagram
Frontenac Paramedics
Time at Hospital (TAH)
Clear [T7 Clear Destination or T13 Unit Cancelled]
AGENDA ITEM #b) B6a
AGENDA ITEM #b) B6 Frontenac Paramedics
Average P4 Call Components by Period (mm:ss) October 2016 to September 2018 Call Component
Morning
Afternoon
Evening
Night
06:00 - 12:00
12:00 - 18:00
18:00 - 00:00
00:00 - 06:00
CA-T1
01:49
02:53
02:29
02:46
02:29
T1-VA
01:27
01:44
01:58
01:51
01:45
CA-VA
02:59
04:07
04:19
04:05
03:53
VA-VM
00:32
00:28
00:27
00:39
00:32
Total
TTS
07:01
06:47
07:04
06:52
06:56
TAS
18:08
17:38
17:17
17:09
17:33
TTH
14:56
14:53
13:32
11:22
13:41
TAH
34:48
36:11
34:01
29:38
33:39
OCC
68:15
67:32
64:51
58:37
64:49
CA-T1
T1-VA
VA-VM
TTS
TAS
TTH
TAH
Total
00:00 - 06:00
18:00 - 00:00
12:00 - 18:00
06:00 - 12:00 00:00
10:00
20:00
30:00
40:00
50:00
60:00
70:00
Average Time (mm:ss)
Call Component CA-T1
Description Call Process Time (Call Answered to Available for Dispatch)
T1-VA
Assign Time (Available for Dispatch to Vehicle Assigned)
CA-VA
Activation Time (Call Answered to Vehicle Assigned)
VA-VM
Vehicle Mobilization (Vehicle Assigned to Vehicle Mobile)
TTS
Time to Scene (Vehicle Mobile to Arrived at Scene)
TAS
Time at Scene (Arived at Scene to Left Scene/Clear)
TTH
Time to Hospital (Left Scene to Arrived at Hospital)
TAH
Time at Hospital (Arrived at Hospital to Clear)
Page 184 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
80:00
90:00
Page 185 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
0
1
2
3
4
5
6
7
8
9
10
11
12
0
1
2
3
4
5
6
7
8
9
11
12
13
Weekday
Hour of Day
10
Vehicle Hours
14
16
17
Weekend
15
Note: vehicle hours are from the latest roster data - January 2018 onwards
Number of Resources
October 2016 to September 2018
Demand Resource Matching
Frontenac Paramedics
18
19
20
21
22
23
0
0.5
1
1.5
2
2.5
3
3.5
4
AGENDA ITEM #b) B7
Average Daily Demand
Page 186 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
0%
5%
10%
15%
20%
25%
30%
35%
40%
0
1
2
3
4
5
6
7
8
9
10
Weekdays
Note: Excludes time on rest break, returning to base and completing paperwork
Utilisation
October 2016 to September 2018
Patient Care Utilization (P1 to P4)
Frontenac Paramedics
12
Hour
11
13
Weekends
14
15
16
17
18
19
20
21
22
23
AGENDA ITEM #b) B8
AGENDA ITEM #b)
Page 187 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) B9 Frontenac Paramedics
Cross Border Workload - All Stations 01/10/2016 - 30/09/2018 Average Daily Responses (P1 to P4) Incident LTM Mobilization LTM Central Frontenac
Central Frontenac Frontenac Islands 1.07 0.02
0.23
0.01
0.11
47.87
North Frontenac
0.22
0.00
South Frontenac
0.06
0.23
Out of Area
0.02
0.00
0.01
Total
1.39
0.34
48.12
Out of Area
Total
0.46
0.09
1.68
0.77
1.31
50.07
North South Frontenac Frontenac 0.06
Frontenac Islands Kingston
Kingston
0.24 0.13
0.01
0.11
0.48
1.75
0.13
2.17
0.00
0.01
0.18
0.22
0.19
2.99
1.82
54.85
Out of Area
Total
Proportion by Mobilization LTM Incident LTM Mobilization LTM Central Frontenac
Central Frontenac Frontenac Islands
Kingston
63.9%
Frontenac Islands
North South Frontenac Frontenac 3.4%
96.0%
4.0%
0.2%
95.6%
Kingston
0.0%
North Frontenac
47.0%
0.3%
South Frontenac
2.8%
10.7%
27.5%
5.2%
100.0% 100.0%
27.8%
1.5%
2.6%
100.0%
1.1%
23.8%
100.0%
80.6%
5.9%
100.0%
Out of Area
7.5%
0.6%
5.0%
0.6%
3.7%
82.6%
100.0%
Total
2.5%
0.6%
87.7%
0.3%
5.4%
3.3%
100.0%
Out of Area
Total
15.4%
4.8%
3.1%
25.7%
71.9%
91.3%
Proportion by Incident LTM Incident LTM Mobilization LTM Central Frontenac
Central Frontenac Frontenac Islands
Kingston
77.0%
Frontenac Islands
29.5% 66.9%
0.0%
32.7%
99.5%
Kingston
1.3%
North Frontenac
16.2%
0.0%
South Frontenac
4.3%
0.5%
Out of Area
1.2%
0.4%
0.0%
100.0%
100.0%
100.0%
Total
North South Frontenac Frontenac
Page 188 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
0.4% 69.8%
0.2%
6.2%
0.9%
58.4%
7.1%
3.9%
0.7%
0.3%
10.0%
0.4%
100.0%
100.0%
100.0%
100.0%
AGENDA ITEM #b)
Page 189 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
C
Demand Projections
C
Demand Rates Summary
Page 190 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
Page 191 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) C Frontenac Paramedics
Demand Rates Summary 2017 Demand Rates per 1,000 Population LTM
0-19
20-34
35-44
45-54
55-74
75+
Central Frontenac
44
76
63
69
89
299
Frontenac Islands
45
84
47
43
77
289
North Frontenac
21
31
25
19
23
82
South Frontenac
20
35
22
22
66
316
Kingston
58
80
79
90
164
479
2029 Demand Rates per 1,000 Population LTM
0-19
20-34
35-44
45-54
55-74
75+
Central Frontenac
92
176
157
69
152
584
Frontenac Islands
45
150
93
43
77
384
North Frontenac
36
67
141
19
48
146
South Frontenac
21
44
22
22
114
542
Kingston
96
117
128
97
196
539
Note: Where 2029 demand rates are lower than 2017 rates, the 2017 rates have been used.
Page 192 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
Page 193 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
D
Model Validation and Base Position
D1
AmbSim Overview
D2
Response Time Distribution: Analyzed vs Validated
D3
Base Position Modelling Results
Page 194 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
Page 195 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) D1
AmbSim ORH Ambulance Simulation Model
KEY BENEFITS • Quickly identifies the impact of future changes on response performance and utilization • Quantifies seasonal vehicle and staffing requirements to meet national standards in future scenarios • Examines impacts of changes in individual or multiple interrelated operational factors
Simulating potential changes and understanding their impacts KEY FACTS
AMBSIM’S APPROACH
APPLICATION
• Used in numerous studies worldwide
Demand is generated in AmbSim in accordance with historical data. Vehicles within the model respond to this demand according to their proximity and the desired dispatch protocols; dispatch rules can be based on any combination of categorization systems, resource types and staff skills.
AmbSim can be used to devise optimal operational models and resourcing by location, time, vehicle type and staff skill. Different demand levels and combinations of operational parameters can be incorporated to provide an evidence base for informed decision making. Inputs and parameters are flexible and can be updated to reflect changes that are within the control of the service and those that are external, such as hospital configuration.
• Built on historical analysis • Validated against known operations • Risk-free environment for testing • Evidence base for change
ABOUT AMBSIM AmbSim is a simulation model that replicates the key characteristics of an ambulance service to predict future behaviour and performance under a variety of different scenarios. AmbSim is used by ORH consultants for ambulance service reviews, and in-house by services worldwide.
ORH analyzes Automatic Vehicle Location data to understand variation in road speeds by time, location, road classification and vehicle type. These are fed into the model to ensure that travel times accurately replicate reality. Resources within AmbSim can reflect both actual and planned rosters. This allows the user to identify required changes in resource levels/balance in specific detail. Time components of the job cycle are based on historical analysis and differ by location, day, hour, category, and vehicle type. Along with demand and resourcing, the user can vary these parameters to assess different scenarios.
Emergency Service Planning Data Sheet
www.orhltd.com t.+44 (0)118 959 6623
Page 196 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
Cumulative Performance
Page 197 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0
1
2
4
5
6
7
8
9
Response Time (Minutes)
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Validated (measured from Time Notified)
Analyzed (measured from Time Notified)
3
Validated (measured from Time Call Answer)
Analyzed (measured from Time Call Answer)
AmbSim Validation Response Time Distribution
Frontenac Paramedics
AGENDA ITEM #b) D2
AGENDA ITEM #b) D3 Frontenac Paramedics
Model Results: P4 Response Performance Comparing Validated Position with 2019 Base Position 8-Minute Performance LTM
Validated Position
2019 Base Position
Impact
Central Frontenac
17.6%
16.5%
-1.1%
Kingston
79.2%
78.1%
-1.2%
North Frontenac
10.1%
9.1%
-1.0%
South Frontenac
15.7%
14.5%
-1.2%
Out of Area
9.8%
9.9%
0.1%
Overall
70.3%
68.7%
-1.6%
LTM
Validated Position
2019 Base Position
Impact
Central Frontenac
54.4%
51.5%
-2.9%
Kingston
98.8%
98.2%
-0.6%
North Frontenac
19.3%
17.9%
-1.4%
South Frontenac
53.0%
50.0%
-3.0%
Out of Area
52.3%
51.5%
-0.8%
Overall
92.4%
91.2%
-1.2%
LTM
Validated Position
2019 Base Position
Impact
Central Frontenac
95.2%
92.8%
-2.3%
Kingston
100.0%
99.9%
-0.1%
North Frontenac
70.6%
67.8%
-2.9%
South Frontenac
96.8%
95.7%
-1.1%
Out of Area
94.4%
94.0%
-0.4%
Overall
99.3%
99.0%
-0.3%
15-Minute Performance
30-Minute Performance
Note: Response Time measured from Time Assigned
Page 198 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) D3 Frontenac Paramedics
Model Results: Annual P4 Incidents outside Performance Target Comparing Validated Position with 2019 Base Position Annual P4 Incidents outside 8-minute Target LTM
Validated Position
2019 Base Position
Impact
Central Frontenac
333
402
69
Kingston
2,389
2,667
278
North Frontenac
49
62
13
South Frontenac
711
811
100
Out of Area
493
524
31
Overall
3,967
4,458
491
Annual P4 Incidents outside 15-minute Target LTM
Validated Position
2019 Base Position
Impact
Central Frontenac
184
234
50
Kingston
137
216
79
North Frontenac
44
56
12
South Frontenac
397
474
78
Out of Area
261
282
21
Overall
1,017
1,254
236
Annual P4 Incidents outside 30-minute Target LTM
Validated Position
2019 Base Position
Impact
Central Frontenac
20
35
15
Kingston
3
11
8
North Frontenac
16
22
6
South Frontenac
27
41
14
Out of Area
30
35
5
Overall
96
145
49
Note: Response Time measured from Time Assigned
Page 199 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) D3 Frontenac Paramedics
Model Results: P4 Average Response Time and Percentiles Comparing Validated Position with 2019 Base Position Average Response Time (mm:ss) LTM
Validated Position
2019 Base Position
Impact
Central Frontenac
15:30
16:28
00:58
Kingston
06:14
06:22
00:08
North Frontenac
24:54
26:04
01:10
South Frontenac
14:59
15:36
00:37
Out of Area
16:12
16:25
00:13
Overall
07:33
07:50
00:17
LTM
Validated Position
2019 Base Position
Impact
Central Frontenac
26:54
28:10
01:17
Kingston
09:41
09:55
00:13
North Frontenac
43:33
44:36
01:03
South Frontenac
23:11
24:18
01:08
Out of Area
27:08
27:23
00:15
Overall
13:24
14:11
00:47
LTM
Validated Position
2019 Base Position
Impact
Central Frontenac
29:53
34:20
04:28
Kingston
11:20
11:47
00:27
North Frontenac
47:46
49:45
01:59
South Frontenac
27:17
29:00
01:43
Out of Area
30:55
32:00
01:05
Overall
17:47
18:56
01:10
90th Percentile (mm:ss)
95th Percentile (mm:ss)
Note: Response Time measured from Time Assigned
Page 200 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
Page 201 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
E
Station Configuration
E1
Blank Canvas Optimization Modelling Results
E2
Recommended Kingston Stations Modelling Results
E3
Site Search Maps E3a
Days/Bath
E3b
Division/Elliott
E3c
Gore Road
Page 202 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
Page 203 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) E1 Frontenac Paramedics
Model Results: P4 Response Performance Comparing 2019 Base Position with Blank Canvas Optimization 8-Minute Performance LTM
2019 Base Position
Blank Canvas Optimization
Impact
Central Frontenac
16.5%
17.8%
1.3%
Kingston
78.1%
82.3%
4.2%
North Frontenac
9.1%
9.7%
0.6%
South Frontenac
14.5%
17.9%
3.4%
Out of Area
9.9%
11.3%
1.4%
Overall
68.7%
72.6%
3.9%
LTM
2019 Base Position
Blank Canvas Optimization
Impact
Central Frontenac
51.5%
58.6%
7.1%
Kingston
98.2%
98.4%
0.2%
North Frontenac
17.9%
18.9%
1.0%
South Frontenac
50.0%
51.3%
1.4%
Out of Area
51.5%
51.3%
-0.2%
Overall
91.2%
91.7%
0.5%
LTM
2019 Base Position
Blank Canvas Optimization
Impact
Central Frontenac
92.8%
94.6%
1.7%
Kingston
99.9%
99.9%
0.0%
North Frontenac
67.8%
72.1%
4.3%
South Frontenac
95.7%
96.0%
0.3%
Out of Area
94.0%
94.7%
0.7%
Overall
99.0%
99.1%
0.1%
15-Minute Performance
30-Minute Performance
Note: Response Time measured from Time Assigned
Page 204 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) E1 Frontenac Paramedics
Model Results: Annual P4 Incidents outside Performance Target Comparing 2019 Base Position with Blank Canvas Optimization Annual P4 Incidents outside 8-minute Target LTM
2019 Base Position
Blank Canvas Optimization
Impact
Central Frontenac
402
396
-6
Kingston
2,667
2,155
-512
North Frontenac
62
61
0
South Frontenac
811
778
-33
Out of Area
524
516
-8
Overall
4,458
3,904
-554
Annual P4 Incidents outside 15-minute Target LTM
2019 Base Position
Blank Canvas Optimization
Impact
Central Frontenac
234
199
-34
Kingston
216
194
-22
North Frontenac
56
55
-1
South Frontenac
474
461
-13
Out of Area
282
283
1
Overall
1,254
1,187
-67
Annual P4 Incidents outside 30-minute Target LTM
2019 Base Position
Blank Canvas Optimization
Impact
Central Frontenac
35
26
-8
Kingston
11
11
0
North Frontenac
22
19
-3
South Frontenac
41
38
-2
Out of Area
35
31
-4
Overall
145
126
-19
Note: Response Time measured from Time Assigned
Page 205 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) E1 Frontenac Paramedics
Model Results: P4 Average Response Time and Percentiles Comparing 2019 Base Position with Blank Canvas Optimization Average Response Time (mm:ss) LTM
2019 Base Position
Blank Canvas Optimization
Impact
Central Frontenac
16:28
15:01
-01:27
Kingston
06:22
05:37
-00:45
North Frontenac
26:04
24:10
-01:55
South Frontenac
15:36
15:11
-00:25
Out of Area
16:25
15:51
-00:34
Overall
07:50
07:05
-00:45
LTM
2019 Base Position
Blank Canvas Optimization
Impact
Central Frontenac
28:10
27:22
-00:49
Kingston
09:55
09:35
-00:20
North Frontenac
44:36
42:30
-02:06
South Frontenac
24:18
24:45
00:27
Out of Area
27:23
26:40
-00:43
Overall
14:11
13:37
-00:35
LTM
2019 Base Position
Blank Canvas Optimization
Impact
Central Frontenac
34:20
30:33
-03:47
Kingston
11:47
11:45
-00:02
North Frontenac
49:45
46:40
-03:05
South Frontenac
29:00
28:51
-00:09
Out of Area
32:00
30:25
-01:35
Overall
18:56
18:38
-00:18
90th Percentile (mm:ss)
95th Percentile (mm:ss)
Note: Response Time measured from Time Assigned
Page 206 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
Page 207 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) E2 Frontenac Paramedics
Model Results: P4 Response Performance Comparing 2019 Base Position with Recommended Kingston Stations 8-Minute Performance LTM
2019 Base Position
Recommended Kingston Stations
Impact
Central Frontenac
16.5%
16.5%
0.0%
Kingston
78.1%
80.1%
2.1%
North Frontenac
9.1%
9.1%
0.0%
South Frontenac
14.5%
14.6%
0.1%
Out of Area
9.9%
12.7%
2.8%
Overall
68.7%
70.6%
1.9%
LTM
2019 Base Position
Recommended Kingston Stations
Impact
Central Frontenac
51.5%
51.6%
0.1%
Kingston
98.2%
98.1%
-0.1%
North Frontenac
17.9%
17.9%
0.0%
South Frontenac
50.0%
50.1%
0.2%
Out of Area
51.5%
49.3%
-2.2%
Overall
91.2%
91.0%
-0.2%
LTM
2019 Base Position
Recommended Kingston Stations
Impact
Central Frontenac
92.8%
92.9%
0.1%
Kingston
99.9%
99.9%
0.0%
North Frontenac
67.8%
68.1%
0.3%
South Frontenac
95.7%
95.9%
0.2%
Out of Area
94.0%
94.1%
0.1%
Overall
99.0%
99.0%
0.0%
15-Minute Performance
30-Minute Performance
Note: Response Time measured from Time Assigned
Page 208 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) E2 Frontenac Paramedics
Model Results: Annual P4 Incidents outside Performance Target Comparing 2019 Base Position with Recommended Kingston Stations Annual P4 Incidents outside 8-minute Target LTM
2019 Base Position
Recommended Kingston Stations
Impact
Central Frontenac
402
402
0
Kingston
2,667
2,414
-253
North Frontenac
62
62
0
South Frontenac
811
810
-1
Out of Area
524
508
-16
Overall
4,458
4,188
-270
Annual P4 Incidents outside 15-minute Target LTM
2019 Base Position
Recommended Kingston Stations
Impact
Central Frontenac
234
233
0
Kingston
216
234
18
North Frontenac
56
56
0
South Frontenac
474
473
-1
Out of Area
282
295
13
Overall
1,254
1,283
29
Annual P4 Incidents outside 30-minute Target LTM
2019 Base Position
Recommended Kingston Stations
Impact
Central Frontenac
35
34
0
Kingston
11
12
1
North Frontenac
22
22
0
South Frontenac
41
39
-1
Out of Area
35
34
-1
Overall
145
144
-2
Note: Response Time measured from Time Assigned
Page 209 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) E2 Frontenac Paramedics
Model Results: P4 Average Response Time and Percentiles Comparing 2019 Base Position with Recommended Kingston Stations Average Response Time (mm:ss) LTM
2019 Base Position
Recommended Kingston Stations
Impact
Central Frontenac
16:28
16:26
-00:02
Kingston
06:22
06:01
-00:21
North Frontenac
26:04
26:01
-00:04
South Frontenac
15:36
15:32
-00:04
Out of Area
16:25
16:12
-00:14
Overall
07:50
07:31
-00:19
LTM
2019 Base Position
Recommended Kingston Stations
Impact
Central Frontenac
28:10
28:08
-00:02
Kingston
09:55
09:52
-00:03
North Frontenac
44:36
44:33
-00:03
South Frontenac
24:18
24:07
-00:11
Out of Area
27:23
27:15
-00:08
Overall
14:11
14:19
00:07
LTM
2019 Base Position
Recommended Kingston Stations
Impact
Central Frontenac
34:20
34:21
00:00
Kingston
11:47
11:53
00:06
North Frontenac
49:45
49:40
-00:05
South Frontenac
29:00
28:47
-00:13
Out of Area
32:00
32:02
00:02
Overall
18:56
18:59
00:03
90th Percentile (mm:ss)
95th Percentile (mm:ss)
Note: Response Time measured from Time Assigned
Page 210 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
Page 211 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
Page 212 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
© 2019 HERE All rights reserved. © Her Majesty the Queen in Right of Canada, © Queen’s Printer for Ontario
P4 Incidents: Oct 2016 to Sept 2018
Site Search: Days/Bath
0 kilometres
1
E3a Worst Location in Local Area
Best Location in Local Area
Site Search Score
Station Location Optimal Location
AGENDA ITEM #b)
Page 213 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
© 2019 HERE All rights reserved. © Her Majesty the Queen in Right of Canada, © Queen’s Printer for Ontario
P4 Incidents: Oct 2016 to Sept 2018
Site Search: Division/Elliott
0 kilometres
1
Worst Location in Local Area
Best Location in Local Area
Site Search Score
Division/Elliott
Optimal Location
Station Location
AGENDA ITEM #b) E3b
Page 214 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
© 2019 HERE All rights reserved. © Her Majesty the Queen in Right of Canada, © Queen’s Printer for Ontario
P4 Incidents: Oct 2016 to Sept 2018
Site Search: Gore Road
0 kilometres
1
Worst Score in Local Area
Best Score in Local Area
Site Search Score
Gore Road Fire Station
Station Location Optimal Location
AGENDA ITEM #b) E3c
AGENDA ITEM #b)
Page 215 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
F
Future Demand Modelling
F1
2029 Do Nothing Modelling Results
F2
2029 Maintaining Performance Modelling Results F2a
P4 Response Performance
F2b
P4 Performance by Hour
F2c
P4 Mean Response Maps F2c-i
Validated Position
F2c-ii
2029 Do Nothing
F2c-iii 2029 Maintaining Performance F2d
Utilization
Page 216 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
Page 217 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) F1 Frontenac Paramedics
Model Results: P4 Response Performance Comparing 2019 Base Position with 2029 Do Nothing 8-Minute Performance LTM
2019 Base Position
2029 Do Nothing
Impact
Central Frontenac
16.5%
12.6%
-3.9%
Kingston
78.1%
67.4%
-10.7%
North Frontenac
9.1%
8.0%
-1.1%
South Frontenac
14.5%
10.5%
-4.0%
Out of Area
9.9%
9.9%
0.0%
Overall
68.7%
57.6%
-11.1%
LTM
2019 Base Position
2029 Do Nothing
Impact
Central Frontenac
51.5%
40.4%
-11.1%
Kingston
98.2%
93.0%
-5.2%
North Frontenac
17.9%
15.3%
-2.6%
South Frontenac
50.0%
39.0%
-11.0%
Out of Area
51.5%
43.2%
-8.3%
Overall
91.2%
83.8%
-7.4%
LTM
2019 Base Position
2029 Do Nothing
Impact
Central Frontenac
92.8%
81.8%
-11.0%
Kingston
99.9%
99.3%
-0.6%
North Frontenac
67.8%
60.5%
-7.3%
South Frontenac
95.7%
89.3%
-6.4%
Out of Area
94.0%
90.2%
-3.7%
Overall
99.0%
97.1%
-1.9%
15-Minute Performance
30-Minute Performance
Note: Response Time measured from Time Assigned
Page 218 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) F1 Frontenac Paramedics
Model Results: Annual P4 Incidents outside Performance Target Comparing 2019 Base Position with 2029 Do Nothing Annual P4 Incidents outside 8-minute Target LTM
2019 Base Position
2029 Do Nothing
Impact
Central Frontenac
402
762
360
Kingston
2,667
5,516
2,850
North Frontenac
62
116
54
South Frontenac
811
1,598
788
Out of Area
524
753
229
Overall
4,458
8,701
4,242
Annual P4 Incidents outside 15-minute Target LTM
2019 Base Position
2029 Do Nothing
Impact
Central Frontenac
234
519
286
Kingston
216
1,183
967
North Frontenac
56
107
51
South Frontenac
474
1,090
615
Out of Area
282
474
192
Overall
1,254
3,323
2,069
Annual P4 Incidents outside 30-minute Target LTM
2019 Base Position
2029 Do Nothing
Impact
Central Frontenac
35
159
124
Kingston
11
116
105
North Frontenac
22
50
28
South Frontenac
41
191
150
Out of Area
35
82
47
Overall
145
599
453
Note: Response Time measured from Time Assigned
Page 219 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) F1 Frontenac Paramedics
Model Results: P4 Average Response Time and Percentiles Comparing 2019 Base Position with 2029 Do Nothing Average Response Time (mm:ss) LTM
2019 Base Position
2029 Do Nothing
Impact
Central Frontenac
16:28
20:51
04:24
Kingston
06:22
07:38
01:15
North Frontenac
26:04
30:46
04:42
South Frontenac
15:36
18:24
02:48
Out of Area
16:25
18:16
01:50
Overall
07:50
09:41
01:51
LTM
2019 Base Position
2029 Do Nothing
Impact
Central Frontenac
28:10
40:06
11:55
Kingston
09:55
13:00
03:05
North Frontenac
44:36
60:37
16:01
South Frontenac
24:18
30:28
06:10
Out of Area
27:23
29:49
02:25
Overall
14:11
19:18
05:07
LTM
2019 Base Position
2029 Do Nothing
Impact
Central Frontenac
34:20
50:07
15:47
Kingston
11:47
17:16
05:29
North Frontenac
49:45
71:13
21:28
South Frontenac
29:00
36:22
07:22
Out of Area
32:00
36:36
04:36
Overall
18:56
25:18
06:21
90th Percentile (mm:ss)
95th Percentile (mm:ss)
Note: Response Time measured from Time Assigned
Page 220 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
Page 221 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) F2a Frontenac Paramedics
Model Results: P4 Response Performance Comparing 2029 Do Nothing with 2029 Maintaining Performance 8-Minute Performance LTM
2029 Do Nothing
2029 Maintaining Performance
Impact
Central Frontenac
12.6%
15.9%
3.3%
Kingston
67.4%
83.9%
16.6%
North Frontenac
8.0%
15.4%
7.4%
South Frontenac
10.5%
16.1%
5.7%
Out of Area
9.9%
12.5%
2.7%
Overall
57.6%
72.0%
14.4%
LTM
2029 Do Nothing
2029 Maintaining Performance
Impact
Central Frontenac
40.4%
52.9%
12.5%
Kingston
93.0%
99.1%
6.1%
North Frontenac
15.3%
28.6%
13.3%
South Frontenac
39.0%
53.3%
14.3%
Out of Area
43.2%
50.4%
7.2%
Overall
83.8%
91.1%
7.3%
LTM
2029 Do Nothing
2029 Maintaining Performance
Impact
Central Frontenac
81.8%
95.4%
13.6%
Kingston
99.3%
100.0%
0.7%
North Frontenac
60.5%
84.6%
24.1%
South Frontenac
89.3%
96.4%
7.1%
Out of Area
90.2%
95.7%
5.5%
Overall
97.1%
99.3%
2.3%
15-Minute Performance
30-Minute Performance
Note: Response Time measured from Time Assigned
Page 222 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) F2a Frontenac Paramedics
Model Results: Annual P4 Incidents outside Performance Target Comparing 2029 Do Nothing with 2029 Maintaining Performance Annual P4 Incidents outside 8-minute Target LTM
2029 Do Nothing
2029 Maintaining Performance
Impact
Central Frontenac
762
733
-29
Kingston
5,516
2,713
-2,804
North Frontenac
116
107
-9
South Frontenac
1,598
1,497
-101
Out of Area
753
730
-22
Overall
8,701
5,742
-2,959
Annual P4 Incidents outside 15-minute Target LTM
2029 Do Nothing
2029 Maintaining Performance
Impact
Central Frontenac
519
410
-109
Kingston
1,183
160
-1,023
North Frontenac
107
90
-17
South Frontenac
1,090
834
-256
Out of Area
474
414
-60
Overall
3,323
1,826
-1,497
Annual P4 Incidents outside 30-minute Target LTM
2029 Do Nothing
2029 Maintaining Performance
Impact
Central Frontenac
159
40
-119
Kingston
116
1
-115
North Frontenac
50
19
-30
South Frontenac
191
64
-126
Out of Area
82
36
-46
Overall
599
137
-462
Note: Response Time measured from Time Assigned
Page 223 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) F2a Frontenac Paramedics
Model Results: P4 Average Response Time and Percentiles Comparing 2029 Do Nothing with 2029 Maintaining Performance Average Response Time (mm:ss) LTM
2029 Do Nothing
2029 Maintaining Performance
Impact
Central Frontenac
20:51
15:44
-05:07
Kingston
07:38
05:35
-02:03
North Frontenac
30:46
19:40
-11:06
South Frontenac
18:24
15:00
-03:24
Out of Area
18:16
15:36
-02:39
Overall
09:41
07:18
-02:23
LTM
2029 Do Nothing
2029 Maintaining Performance
Impact
Central Frontenac
40:06
27:07
-12:58
Kingston
13:00
09:11
-03:49
North Frontenac
60:37
32:33
-28:05
South Frontenac
30:28
23:32
-06:57
Out of Area
29:49
25:40
-04:09
Overall
19:18
14:18
-05:00
LTM
2029 Do Nothing
2029 Maintaining Performance
Impact
Central Frontenac
50:07
29:43
-20:24
Kingston
17:16
10:53
-06:22
North Frontenac
71:13
43:27
-27:46
South Frontenac
36:22
28:06
-08:16
Out of Area
36:36
29:00
-07:36
Overall
25:18
18:43
-06:35
90th Percentile (mm:ss)
95th Percentile (mm:ss)
Note: Response Time measured from Time Assigned
Page 224 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) F2b Frontenac Paramedics
Modelled Performance by Hour P4 30 Minute Response Performance - Central Frontenac Validated Position
2029 Do Nothing
2029 Maintaining Performance
100% 90%
Performance
80% 70% 60% 50% 40% 30% 20% 10% 0%
0
1
2
3
4
5
6
7
8
9
10 11 12 13 14 15 16 17 18 19 20 21 22 23
Hour
P4 8 Minute Response Performance - Kingston Validated Position
2020 Do Nothing
2029 Maintaining Performance
100% 90%
Performance
80% 70% 60% 50% 40% 30% 20% 10% 0%
0
1
2
3
4
5
6
7
8
9
10 11 12 13 14 15 16 17 18 19 20 21 22 23
Hour
Page 225 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) F2b Frontenac Paramedics
Modelled Performance by Hour P4 30 Minute Response Performance - North Frontenac Validated Position
2029 Do Nothing
2020 Maintaining Performance
100% 90%
Performance
80% 70% 60% 50% 40% 30% 20% 10% 0%
0
1
2
3
4
5
6
7
8
9
10 11 12 13 14 15 16 17 18 19 20 21 22 23
Hour
P4 30 Minute Response Performance - South Frontenac Validated Position
2029 Do Nothing
2029 Maintaining Performance
100% 90%
Performance
80% 70% 60% 50% 40% 30% 20% 10% 0%
0
1
2
3
4
5
6
7
8
9
10 11 12 13 14 15 16 17 18 19 20 21 22 23
Hour
Page 226 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
Page 227 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
8 7 6 5
7 -
6 -
5 -
0 -
35
0
kilometres
2.5
Upper Tier Municipalities
9
8 -
9 - 10
10 +
175
350
P4 Demand Mean Response Time
P4 Mean Response Time Heat Map - Validated Position
AGENDA ITEM #b) F2c-i
Page 228 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
9 8 7 6 5
8 -
7 -
6 -
5 -
0 -
175
0
kilometres
2.5
Upper Tier Municipalities
35
9 - 10
350
10+
P4 Demand Mean Response Time
P4 Mean Response Time Heat Map - Do Nothing 2029
AGENDA ITEM #b) F2c-ii
Page 229 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
9 8 7 6 5
8 -
7 -
6 -
5 -
0 -
9 - 10
10+
0
kilometres
2.5
Upper Tier Municipalities
35
175
350
P4 Demand Mean Response Time
P4 Mean Response Time Heat Map - 2029 Maintaining Performance
AGENDA ITEM #b) F2c-iii
Page 230 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
Page 231 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) F2d Frontenac Paramedics
Utilization Summary
Validated Position
2029 Do Nothing
2029 Maintaining Performance
Palace Road
37.2%
55.2%
42.9%
Justus Drive
36.3%
51.4%
Highway 15
30.1%
45.6%
Sydenham
16.7%
34.6%
24.1%
Parham
12.6%
30.2%
20.0%
Robertsville
10.1%
22.3%
15.5%
Woodbine Road
41.6%
Division/Elliott
43.2%
Days/Bath
41.7%
Gore Road
27.5%
Overall
29.0%
45.7%
34.8%
Station
Page 232 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
Page 233 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
G
Recommendations
G1
G2
Modelling Results
G1a
Short Term (2023)
G1b
Medium Term (2026)
G1c
Long Term (2029)
Cost per Incident by Station
Page 234 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) G1a Frontenac Paramedics
Model Results: P4 Response Performance Comparing 2019 Base Position with Short Term Position 8-Minute Performance LTM
2019 Base Position
Short Term Position
Impact
Central Frontenac
16.5%
15.8%
-0.7%
Kingston
78.1%
77.8%
-0.3%
North Frontenac
9.1%
9.7%
0.6%
South Frontenac
14.5%
13.6%
-0.9%
Out of Area
9.9%
10.6%
0.8%
Overall
68.7%
67.7%
-1.0%
LTM
2019 Base Position
Short Term Position
Impact
Central Frontenac
51.5%
49.6%
-1.9%
Kingston
98.2%
98.7%
0.4%
North Frontenac
17.9%
18.3%
0.4%
South Frontenac
50.0%
47.9%
-2.1%
Out of Area
51.5%
52.4%
0.9%
Overall
91.2%
90.8%
-0.3%
LTM
2019 Base Position
Short Term Position
Impact
Central Frontenac
92.8%
90.8%
-2.0%
Kingston
99.9%
100.0%
0.1%
North Frontenac
67.8%
67.5%
-0.2%
South Frontenac
95.7%
95.4%
-0.3%
Out of Area
94.0%
94.0%
0.0%
Overall
99.0%
98.9%
-0.1%
15-Minute Performance
30-Minute Performance
Note: Response Time measured from Time Assigned
Page 235 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) G1a Frontenac Paramedics
Model Results: P4 Average Response Time and Percentiles Comparing 2019 Base Position with Short Term Position Average Response Time (mm:ss) LTM
2019 Base Position
Short Term Position
Impact
Central Frontenac
16:28
17:11
00:43
Kingston
06:22
06:15
-00:07
North Frontenac
26:04
26:23
00:18
South Frontenac
15:36
15:55
00:20
Out of Area
16:25
16:07
-00:18
Overall
07:50
07:53
00:03
LTM
2019 Base Position
Short Term Position
Impact
Central Frontenac
28:10
29:28
01:18
Kingston
09:55
09:51
-00:04
North Frontenac
44:36
46:25
01:49
South Frontenac
24:18
24:43
00:25
Out of Area
27:23
27:09
-00:14
Overall
14:11
14:25
00:14
LTM
2019 Base Position
Short Term Position
Impact
Central Frontenac
34:20
37:13
02:53
Kingston
11:47
11:34
-00:13
North Frontenac
49:45
51:56
02:11
South Frontenac
29:00
29:32
00:33
Out of Area
32:00
32:02
00:02
Overall
18:56
19:17
00:21
90th Percentile (mm:ss)
95th Percentile (mm:ss)
Note: Response Time measured from Time Assigned
Page 236 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) G1b Frontenac Paramedics
Model Results: P4 Response Performance Comparing 2019 Base Position with Medium Term Position 8-Minute Performance LTM
2019 Base Position
Medium Term Position
Impact
Central Frontenac
16.5%
15.6%
-0.9%
Kingston
78.1%
80.9%
2.8%
North Frontenac
9.1%
9.0%
-0.1%
South Frontenac
14.5%
16.4%
1.9%
Out of Area
9.9%
10.7%
0.8%
Overall
68.7%
69.9%
1.3%
LTM
2019 Base Position
Medium Term Position
Impact
Central Frontenac
51.5%
48.8%
-2.7%
Kingston
98.2%
98.8%
0.6%
North Frontenac
17.9%
17.7%
-0.2%
South Frontenac
50.0%
54.6%
4.6%
Out of Area
51.5%
52.5%
1.0%
Overall
91.2%
91.1%
-0.1%
LTM
2019 Base Position
Medium Term Position
Impact
Central Frontenac
92.8%
90.8%
-2.0%
Kingston
99.9%
100.0%
0.1%
North Frontenac
67.8%
66.6%
-1.2%
South Frontenac
95.7%
96.4%
0.6%
Out of Area
94.0%
94.2%
0.2%
Overall
99.0%
99.0%
0.0%
15-Minute Performance
30-Minute Performance
Note: Response Time measured from Time Assigned
Page 237 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) G1b Frontenac Paramedics
Model Results: P4 Average Response Time and Percentiles Comparing 2019 Base Position with Medium Term Position Average Response Time (mm:ss) LTM
2019 Base Position
Medium Term Position
Impact
Central Frontenac
16:28
17:14
00:46
Kingston
06:22
05:55
-00:28
North Frontenac
26:04
26:52
00:48
South Frontenac
15:36
14:51
-00:45
Out of Area
16:25
16:01
-00:24
Overall
07:50
07:36
-00:14
LTM
2019 Base Position
Medium Term Position
Impact
Central Frontenac
28:10
29:29
01:19
Kingston
09:55
09:35
-00:20
North Frontenac
44:36
47:25
02:49
South Frontenac
24:18
23:07
-01:11
Out of Area
27:23
26:57
-00:27
Overall
14:11
14:17
00:05
LTM
2019 Base Position
Medium Term Position
Impact
Central Frontenac
34:20
37:22
03:02
Kingston
11:47
11:16
-00:32
North Frontenac
49:45
57:09
07:24
South Frontenac
29:00
27:54
-01:05
Out of Area
32:00
31:44
-00:16
Overall
18:56
18:49
-00:08
90th Percentile (mm:ss)
95th Percentile (mm:ss)
Note: Response Time measured from Time Assigned
Page 238 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) G1c Frontenac Paramedics
Model Results: P4 Response Performance Comparing 2019 Base Position with Long Term Position 8-Minute Performance LTM
2019 Base Position
Long Term Position
Impact
Central Frontenac
16.5%
15.9%
-0.6%
Kingston
78.1%
83.9%
5.9%
North Frontenac
9.1%
15.4%
6.3%
South Frontenac
14.5%
16.1%
1.6%
Out of Area
9.9%
12.5%
2.7%
Overall
68.7%
72.0%
3.3%
LTM
2019 Base Position
Long Term Position
Impact
Central Frontenac
51.5%
52.9%
1.4%
Kingston
98.2%
99.1%
0.8%
North Frontenac
17.9%
28.6%
10.7%
South Frontenac
50.0%
53.3%
3.3%
Out of Area
51.5%
50.4%
-1.1%
Overall
91.2%
91.1%
-0.1%
LTM
2019 Base Position
Long Term Position
Impact
Central Frontenac
92.8%
95.4%
2.6%
Kingston
99.9%
100.0%
0.1%
North Frontenac
67.8%
84.6%
16.8%
South Frontenac
95.7%
96.4%
0.7%
Out of Area
94.0%
95.7%
1.8%
Overall
99.0%
99.3%
0.4%
15-Minute Performance
30-Minute Performance
Note: Response Time measured from Time Assigned
Page 239 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) G1c Frontenac Paramedics
Model Results: P4 Average Response Time and Percentiles Comparing 2019 Base Position with Long Term Position Average Response Time (mm:ss) LTM
2019 Base Position
Long Term Position
Impact
Central Frontenac
16:28
15:44
-00:43
Kingston
06:22
05:35
-00:48
North Frontenac
26:04
19:40
-06:24
South Frontenac
15:36
15:00
-00:36
Out of Area
16:25
15:36
-00:49
Overall
07:50
07:18
-00:32
LTM
2019 Base Position
Long Term Position
Impact
Central Frontenac
28:10
27:07
-01:03
Kingston
09:55
09:11
-00:44
North Frontenac
44:36
32:33
-12:03
South Frontenac
24:18
23:32
-00:47
Out of Area
27:23
25:40
-01:44
Overall
14:11
14:18
00:07
LTM
2019 Base Position
Long Term Position
Impact
Central Frontenac
34:20
29:43
-04:37
Kingston
11:47
10:53
-00:54
North Frontenac
49:45
43:27
-06:18
South Frontenac
29:00
28:06
-00:54
Out of Area
32:00
29:00
-03:00
Overall
18:56
18:43
-00:13
90th Percentile (mm:ss)
95th Percentile (mm:ss)
Note: Response Time measured from Time Assigned
Page 240 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
Page 241 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) G2 Frontenac Paramedics
Cost per Incident by Station 2019 Base Position Station
Weekly Vehicle Hours
12/7 Crews
Annual Operating Cost
Annual Incidents
Cost Per Incident
Palace Road
504
6.0
$
4,037,400
10,801
$
374
Justus Drive
336
4.0
$
2,691,600
5,550
$
485
Highway 15
168
2.0
$
1,345,800
2,278
$
591
Sydenham
168
2.0
$
1,345,800
1,088
$
1,237
Parham
168
2.0
$
1,345,800
891
$
1,510
Robertsville
84
1.0
$
672,900
221
$
3,050
1,428
17.0
$ 11,439,300
20,829
$
549
Annual Operating Cost
Annual Incidents
Total
2029 Maintaining Performance (Long Term) Station
Weekly Vehicle Hours
12/7 Crews
Palace Road
504
6.0
$
Justus Drive
Highway 15
Sydenham
12,145
$
238
2.8
$
1,906,550
2,053
$
929
Parham
168
2.0
$
1,345,800
1,178
$
1,142
Robertsville
168
2.0
$
1,345,800
638
$
2,108
Woodbine Road
168
2.0
$
1,345,800
3,310
$
407
Division/Elliott
254
3.0
$
2,034,721
5,550
$
367
Days/Bath
168
2.0
$
1,345,800
3,458
$
389
Gore Road
168
2.0
$
1,345,800
1,981
$
679
1,836
21.9
$ 14,707,671
30,313
$
485
Total
4,037,400
Cost Per Incident 332
Note: Annual Operating Cost includes salaries & benefits ($650,000 per 12/7 crew) and fleet maintenance ($22,900 per 12/7 crew)
Page 242 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
Page 243 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
H
Sensitivity Modelling
H1
Moving Second Justus Drive Vehicle Modelling Results H1a
P4 Response Performance
H1b
Short Term Position Mean Response Time Map
H1c
Alternative Options Mean Response Time Maps H1c-i Palace Road
H1
c-ii Highway 15
H2
Moving Additional Palace Road Vehicle Modelling Results
H3
Closing Highway 15 Modelling Results H3a
P4 Response Performance
H3b
Mean Response Time Map
H4
Improving Performance Modelling Results
H5
Demand Variation Modelling Results
H6
Development Demand Modelling Results
H7
Time at Hospital Variation Modelling Results
H8
Remove Robertsville Night Shift Modelling Results
H9
H8a
P4 Response Performance
H8b
P4 Performance by Hour
Converting Robertsville and WI to RRVs Modelling Results H9a
Robertsville
H9b
Wolfe Island
Page 244 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) H1a Frontenac Paramedics
Model Results: P4 Response Performance Alternative Short Term Kingston Options: Moving Second Justus Drive Vehicle
Short Term Position
Move 2nd JD to Palace Road
Move 2nd JD to Highway 15
8-minute Performance
67.7%
64.8%
15-minute Performance
90.8%
30-minute Performance
Impact Move 2nd JD to Palace Road
Move 2nd JD to Highway 15
64.1%
-2.8%
-3.6%
90.5%
90.6%
-0.3%
-0.3%
98.9%
98.9%
98.9%
0.0%
0.0%
Total Annual P4 Incidents
16,734
16,734
16,734
0
0
Annual P4 Incidents Outside 8-minute Target
5,408
5,882
6,014
474
606
Annual P4 Incidents Outside 15-minute Target
1,533
1,586
1,581
54
48
Annual P4 Incidents Outside 30-minute Target
185
190
187
5
2
Average Response Time (mm:ss)
07:53
08:07
08:11
00:14
00:17
90th Percentile (mm:ss)
14:25
14:40
14:40
00:14
00:15
95th Percentile (mm:ss)
19:17
19:30
19:14
00:13
-00:03
Model Result
Page 245 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
9 8 7 6 5
8 -
7 -
6 -
5 -
0 -
9 - 10
10+
0
kilometres
2.5
Upper Tier Municipalities
35
175
350
P4 Demand Mean Response Time
P4 Mean Response Time Heat Map - 2023 Short Term Position
AGENDA ITEM #b) H1b
Page 246 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
9 8 7 6 5
8 -
7 -
6 -
5 -
0 -
9 - 10
10+
0
kilometres
2.5
Upper Tier Municipalities
35
175
350
P4 Demand Mean Response Time
P4 Mean Response Time Heat Map - 2023 Sensitivity - 2nd Justus Drive Vehicle to Palace Road
AGENDA ITEM #b) H1c-i
Page 247 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
9 8 7 6 5
8 -
7 -
6 -
5 -
0 -
9 - 10
10+
0
kilometres
2.5
Upper Tier Municipalities
35
175
350
P4 Demand Mean Response Time
P4 Mean Response Time Heat Map - 2023 Sensitivity - 2nd Justus Drive Vehicle to Highway 15
AGENDA ITEM #b) H1c-ii
Page 248 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
Page 249 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) H2 Frontenac Paramedics
Model Results: P4 Response Performance Alternative Short Term Kingston Options: Moving Additional Palace Road Vehicle
Short Term Position
Move Additional PR to Highway 15
Impact
8-minute Performance
67.7%
67.0%
-0.7%
15-minute Performance
90.8%
90.9%
0.1%
Model Result
30-minute Performance
98.9%
98.9%
0.0%
Total Annual P4 Incidents
16,734
16,734
0
Annual P4 Incidents Outside 8-minute Target
5,408
5,527
119
Annual P4 Incidents Outside 15-minute Target
1,533
1,522
-11
Annual P4 Incidents Outside 30-minute Target
185
184
-1
Average Response Time (mm:ss)
07:53
07:56
00:03
90th Percentile (mm:ss)
14:25
14:24
-00:01
95th Percentile (mm:ss)
19:17
19:07
-00:10
Page 250 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) H3a Frontenac Paramedics
Model Results: P4 Response Performance Closing Highway 15 with No Replacement
2029 Maintaining Performance
Close Highway15
Impact
8-minute Performance
72.0%
70.8%
-1.2%
15-minute Performance
91.1%
91.1%
0.0%
Model Result
30-minute Performance
99.3%
99.3%
0.0%
Total Annual P4 Incidents
20,793
20,793
0
Annual P4 Incidents Outside 8-minute Target
5,819
6,063
244
Annual P4 Incidents Outside 15-minute Target
1,850
1,846
-4
Annual P4 Incidents Outside 30-minute Target
139
137
-1
Average Response Time (mm:ss)
07:18
07:24
00:06
90th Percentile (mm:ss)
14:18
14:19
00:00
95th Percentile (mm:ss)
18:43
18:42
-00:01
Page 251 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
9 8 7 6 5
8 -
7 -
6 -
5 -
0 -
0
kilometres
2.5
Upper Tier Municipalities
35
175
P4 Demand Mean Response Time 10+ 350 9 - 10
P4 Mean Response Time Heat Map - Moving Highway 15 to Gore Road
AGENDA ITEM #b) H3b
Page 252 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) H4 Frontenac Paramedics
Model Results: P4 Response Performance Maintaining Utilization
2029 Maintaining Performance
Add 24/7 at Division/Elliott
Impact
8-minute Performance
72.0%
75.1%
3.1%
15-minute Performance
91.1%
92.2%
1.0%
Model Result
30-minute Performance
99.3%
99.4%
0.1%
Total Annual P4 Incidents
20,793
20,793
0
Annual P4 Incidents Outside 8-minute Target
5,819
5,172
-647
Annual P4 Incidents Outside 15-minute Target
1,850
1,632
-218
Annual P4 Incidents Outside 30-minute Target
139
124
-15
Average Response Time (mm:ss)
07:18
06:55
-00:22
90th Percentile (mm:ss)
14:18
13:36
-00:43
95th Percentile (mm:ss)
18:43
17:54
-00:48
Page 253 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) H5 Frontenac Paramedics
Model Results: P4 Response Performance 2029 Demand Variation Impact
2029 Maintaining Performance
+10% Demand
-10% Demand
8-minute Performance
72.0%
70.0%
15-minute Performance
91.1%
30-minute Performance
Model Result
+10% Demand
-10% Demand
73.8%
-2.0%
1.8%
90.2%
91.8%
-0.9%
0.7%
99.3%
99.2%
99.4%
-0.1%
0.1%
Total Annual P4 Incidents
20,793
22,872
18,714
2,079
-2,079
Annual P4 Incidents Outside 8-minute Target
5,819
6,862
4,895
1,043
-924
Annual P4 Incidents Outside 15-minute Target
1,850
2,238
1,534
387
-316
Annual P4 Incidents Outside 30-minute Target
139
182
109
44
-30
Average Response Time (mm:ss)
07:18
07:33
07:04
00:15
-00:13
90th Percentile (mm:ss)
14:18
14:52
13:50
00:34
-00:28
95th Percentile (mm:ss)
18:43
19:25
18:11
00:42
-00:32
2029 Maintaining Performance
+20% Demand
-20% Demand
8-minute Performance
72.0%
67.7%
15-minute Performance
91.1%
30-minute Performance
Model Result
Impact +20% Demand
-20% Demand
75.5%
-4.3%
3.5%
89.1%
92.4%
-2.0%
1.3%
99.3%
99.0%
99.5%
-0.3%
0.2%
Total Annual P4 Incidents
20,793
24,952
16,634
4,159
-4,159
Annual P4 Incidents Outside 8-minute Target
5,819
8,065
4,079
2,246
-1,740
Annual P4 Incidents Outside 15-minute Target
1,850
2,719
1,265
868
-585
Annual P4 Incidents Outside 30-minute Target
139
251
85
113
-53
Average Response Time (mm:ss)
07:18
07:52
06:53
00:34
-00:25
90th Percentile (mm:ss)
14:18
15:39
13:26
01:21
-00:52
95th Percentile (mm:ss)
18:43
20:16
17:40
01:33
-01:03
Page 254 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) H6 Frontenac Paramedics
Model Results: P4 Response Performance Development Demand
2029 Maintaining Performance
Development Demand
Impact
8-minute Performance
72.0%
71.4%
-0.6%
15-minute Performance
91.1%
91.1%
0.0%
Model Result
30-minute Performance
99.3%
99.3%
0.0%
Total Annual P4 Incidents
20,793
20,793
0
Annual P4 Incidents Outside 8-minute Target
5,819
5,946
126
Annual P4 Incidents Outside 15-minute Target
1,850
1,860
10
Annual P4 Incidents Outside 30-minute Target
139
139
1
Average Response Time (mm:ss)
07:18
07:20
00:03
90th Percentile (mm:ss)
14:18
14:20
00:02
95th Percentile (mm:ss)
18:43
18:45
00:02
Page 255 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) H7 Frontenac Paramedics
Model Results: P4 Response Performance Time at Hospital Variation Impact
2029 Maintaining Performance
+10% Time at Hospital
-10% Time at Hospital
8-minute Performance
72.0%
71.2%
15-minute Performance
91.1%
30-minute Performance
Model Result
+10% Time at Hospital
-10% Time at Hospital
72.8%
-0.8%
0.8%
90.7%
91.4%
-0.4%
0.3%
99.3%
99.3%
99.4%
0.0%
0.0%
Total Annual P4 Incidents
20,793
20,793
20,793
0
0
Annual P4 Incidents Outside 8-minute Target
5,819
5,984
5,656
165
-163
Annual P4 Incidents Outside 15-minute Target
1,850
1,924
1,785
73
-65
Annual P4 Incidents Outside 30-minute Target
139
146
133
8
-6
Average Response Time (mm:ss)
07:18
07:24
07:12
00:06
-00:06
90th Percentile (mm:ss)
14:18
14:32
14:06
00:14
-00:13
95th Percentile (mm:ss)
18:43
18:58
18:29
00:15
-00:13
2029 Maintaining Performance
+20% Time at Hospital
-20% Time at Hospital
8-minute Performance
72.0%
70.4%
15-minute Performance
91.1%
30-minute Performance
Model Result
Impact +20% Time at Hospital
-20% Time at Hospital
73.5%
-1.7%
1.5%
90.4%
91.7%
-0.8%
0.6%
99.3%
99.2%
99.4%
-0.1%
0.1%
Total Annual P4 Incidents
20,793
20,793
20,793
0
0
Annual P4 Incidents Outside 8-minute Target
5,819
6,164
5,506
345
-313
Annual P4 Incidents Outside 15-minute Target
1,850
2,006
1,729
156
-121
Annual P4 Incidents Outside 30-minute Target
139
157
127
18
-11
Average Response Time (mm:ss)
07:18
07:31
07:07
00:13
-00:11
90th Percentile (mm:ss)
14:18
14:47
13:54
00:29
-00:24
95th Percentile (mm:ss)
18:43
19:19
18:17
00:36
-00:26
Page 256 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
Page 257 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) H8a Frontenac Paramedics
Model Results: P4 Response Performance Removing Robertsville Night Shift North Frontenac Model Result
2029 Maintaining Performance
Remove R’ville Night Shift
Impact
8-minute Performance
15.4%
9.0%
-6.4%
15-minute Performance
28.6%
17.2%
-11.4%
30-minute Performance
84.6%
65.9%
-18.7%
Total Annual P4 Incidents
126
126
0
Annual P4 Incidents Outside 8-minute Target
107
115
8
Annual P4 Incidents Outside 15-minute Target
90
104
14
Annual P4 Incidents Outside 30-minute Target
19
43
24
Average Response Time (mm:ss)
19:40
27:31
07:50
90th Percentile (mm:ss)
32:33
48:28
15:55
95th Percentile (mm:ss)
43:27
60:43
17:15
2029 Maintaining Performance
Remove R’ville Night Shift
Impact
8-minute Performance
15.9%
14.8%
-1.1%
15-minute Performance
52.9%
46.7%
-6.2%
30-minute Performance
95.4%
88.8%
-6.6%
Total Annual P4 Incidents
872
872
0
Central Frontenac Model Result
Annual P4 Incidents Outside 8-minute Target
733
742
9
Annual P4 Incidents Outside 15-minute Target
410
465
54
Annual P4 Incidents Outside 30-minute Target
40
97
57
Average Response Time (mm:ss)
15:44
17:59
02:15
90th Percentile (mm:ss)
27:07
31:52
04:44
95th Percentile (mm:ss)
29:43
39:50
10:08
Page 258 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) H8b Frontenac Paramedics
Modelled Performance by Hour P4 30 Minute Response Performance - Central Frontenac Validated Position
2029 Maintaining Performance
Remove R’ville Nightshift
100.0% 90.0%
Performance
80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0%
0
1
2
3
4
5
6
7
8
9
10 11 12 13 14 15 16 17 18 19 20 21 22 23
Hour
P4 8 Minute Response Performance - Kingston Validated Position
2029 Maintaining Performance
Remove R’ville Nightshift
100.0% 90.0%
Performance
80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0%
0
1
2
3
4
5
6
7
8
9
10 11 12 13 14 15 16 17 18 19 20 21 22 23
Hour
Page 259 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) H8b Frontenac Paramedics
Modelled Performance by Hour P4 30 Minute Response Performance - North Frontenac Validated Position
2029 Maintaining Performance
Remove R’ville Nightshift
100.0% 90.0%
Performance
80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0%
0
1
2
3
4
5
6
7
8
9
10 11 12 13 14 15 16 17 18 19 20 21 22 23
Hour
P4 30 Minute Response Performance - South Frontenac Validated Position
2029 Maintaining Performance
Remove R’ville Nightshift
100.0% 90.0%
Performance
80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0%
0
1
2
3
4
5
6
7
8
9
10 11 12 13 14 15 16 17 18 19 20 21 22 23
Hour
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AGENDA ITEM #b)
Page 261 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) H9a Frontenac Paramedics
Model Results: P4 Response Performance Converting Robertsville to ERV Overall 2029 Maintaining Performance
Model Result
Converting Robertsville to ERV
Impact
Response Performance 8-minute Performance
72.0%
73.3%
1.3%
15-minute Performance
91.1%
91.4%
0.3%
30-minute Performance
99.3%
99.3%
0.0%
Total Annual P4 Incidents
20,793
20,793
0
Annual P4 Incidents Outside 8-minute Target
5,819
5,546
-273
Annual P4 Incidents Outside 15-minute Target
1,850
1,782
-68
Annual P4 Incidents Outside 30-minute Target
139
140
1
Average Response Time (mm:ss)
07:18
07:10
-00:08
90th Percentile (mm:ss)
14:18
14:03
-00:15
95th Percentile (mm:ss)
18:43
18:37
-00:05
Transport Performance 8-minute Performance
72.1%
73.2%
1.1%
15-minute Performance
91.1%
90.5%
-0.6%
30-minute Performance
99.3%
97.9%
-1.4%
Annual P4 Incidents Outside 8-minute Target
5,807
5,581
-227
Annual P4 Incidents Outside 15-minute Target
1,847
1,976
129
Annual P4 Incidents Outside 30-minute Target
139
431
293
Page 262 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) H9a Frontenac Paramedics
Model Results: P4 Response Performance Converting Robertsville to ERV North Frontenac 2029 Maintaining Performance
Model Result
Converting Robertsville to ERV
Impact
Response Performance 8-minute Performance
15.4%
16.9%
1.6%
15-minute Performance
28.6%
31.1%
2.5%
30-minute Performance
84.6%
88.1%
3.5%
Total Annual P4 Incidents
126
126
0
Annual P4 Incidents Outside 8-minute Target
107
105
-2
Annual P4 Incidents Outside 15-minute Target
90
87
-3
Annual P4 Incidents Outside 30-minute Target
19
15
-4
Average Response Time (mm:ss)
19:40
18:16
-01:24
90th Percentile (mm:ss)
32:33
30:46
-01:47
95th Percentile (mm:ss)
43:27
41:11
-02:16
0.0%
-15.4%
Transport Performance 8-minute Performance
15.4%
15-minute Performance
28.7%
1.2%
-27.5%
30-minute Performance
84.7%
29.4%
-55.3%
Annual P4 Incidents Outside 8-minute Target
107
126
19
Annual P4 Incidents Outside 15-minute Target
90
125
35
Annual P4 Incidents Outside 30-minute Target
19
89
70
Page 263 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) H9a Frontenac Paramedics
Model Results: P4 Response Performance Converting Robertsville to ERV Central Frontenac 2029 Maintaining Performance
Model Result
Converting Robertsville to ERV
Impact
Response Performance 8-minute Performance
15.9%
15.2%
-0.7%
15-minute Performance
52.9%
51.3%
-1.6%
30-minute Performance
95.4%
94.9%
-0.5%
Total Annual P4 Incidents
872
872
0
Annual P4 Incidents Outside 8-minute Target
733
739
6
Annual P4 Incidents Outside 15-minute Target
410
425
14
Annual P4 Incidents Outside 30-minute Target
40
44
5
Average Response Time (mm:ss)
15:44
16:07
00:23
90th Percentile (mm:ss)
27:07
27:32
00:25
95th Percentile (mm:ss)
29:43
30:08
00:25
Transport Performance 8-minute Performance
16.0%
13.1%
-2.9%
15-minute Performance
53.0%
37.2%
-15.8%
30-minute Performance
95.4%
77.3%
-18.1%
Annual P4 Incidents Outside 8-minute Target
732
757
25
Annual P4 Incidents Outside 15-minute Target
410
548
138
Annual P4 Incidents Outside 30-minute Target
40
198
158
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AGENDA ITEM #b)
Page 265 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b) H9b Frontenac Paramedics
Model Results: P4 Response Performance Converting Wolfe Island to ERV Overall 2029 Maintaining Performance
Model Result
Converting Wolfe Island to ERV
Impact
Response Performance 8-minute Performance
72.0%
73.7%
1.7%
15-minute Performance
91.1%
91.8%
0.7%
30-minute Performance
99.3%
99.4%
0.0%
Total Annual P4 Incidents
20,793
20,793
0
Annual P4 Incidents Outside 8-minute Target
5,819
5,461
-358
Annual P4 Incidents Outside 15-minute Target
1,850
1,713
-137
Annual P4 Incidents Outside 30-minute Target
139
130
-8
Average Response Time (mm:ss)
07:18
07:06
-00:12
90th Percentile (mm:ss)
14:18
13:51
-00:27
95th Percentile (mm:ss)
18:43
18:16
-00:27
Transport Performance 8-minute Performance
72.1%
72.8%
0.7%
15-minute Performance
91.1%
90.5%
-0.6%
30-minute Performance
99.3%
98.0%
-1.3%
Annual P4 Incidents Outside 8-minute Target
5,807
5,661
-146
Annual P4 Incidents Outside 15-minute Target
1,847
1,972
125
Annual P4 Incidents Outside 30-minute Target
139
413
275
Page 266 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #b)
FIND OUT MORE You can find out more about our range of services at: www.orhltd.com
Emergency Service Planning
Optimizing Locations
Software Solutions
If you would like to talk to one of our consultants please call: +44(0)118 959 6623 Or click: orh@orhltd.com Alternatively write to us at: ORH 3 Queens Road, Reading, Berkshire RG1 4AR, UK
Page 267 of 386 Services ORH Final Report 2019-104 Emergency and Transportation
AGENDA ITEM #c)
Report 2019-101 Recommend Report to Council To:
Warden and Members of County Council
From:
Kelly Pender, Chief Administrative Officer
Prepared by:
Jannette Amini, Manager of Legislative Services/Clerk
Date of meeting:
September 18, 2019
Re:
Corporate Services – Amendments to Procedural By-law 2013-0020 resulting from Bill 68 as it relates to Disclosure of Pecuniary Interest
Recommendation Resolved That the Council of the County of Frontenac receive the Corporate Services – Amendments to Procedural By-law 2013-0020 resulting from Bill 68 as it relates to Disclosure of Pecuniary Interest report; And Further That Procedural By-law 2013-0020, as amended, be further amended as follows: 1.
That Section 16 – Disclosures of Pecuniary Interest, subsection 16.1 – Method of Disclosure be amended by adding the word “and” at the end of c), and further adding: d) Shall file a written statement of the interest and its general nature with the Clerk.
That a new 16.5 and 16.6 be added as follows:
Registry of Disclosures of Pecuniary Interest Access to registry
16.5
The Clerk shall establish and maintain a registry in which shall be kept, (a) a copy of each statement filed under section 16.1; and (b) a copy of each declaration recorded under section 16.1
16.6
The registry shall be available for public inspection upon 48 hours written notice to the Clerk’s Office
Background On November 16, 2016, the Honourable Bill Mauro, Minister of Municipal Affairs introduced Bill 68, Modernizing Ontario’s Municipal Legislation Act, 2017 (MOMLA),
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AGENDA ITEM #c)
which was introduced in response to the Province’s review of the Municipal Act and Municipal Conflict of Interest Act. On May 30, 2017 Bill 68 received Royal Assent. All changes made through Bill 68 are now in force. Comment Schedule 3 of Bill 68 sets out amendments to the Municipal Conflict of Interest Act, which came into force on March 1, 2019. Prior to coming into force, section 5 of the Act set out rules that apply if a member has a pecuniary interest in a matter and is present at a meeting where the matter is subject to consideration. A new section 5.1 of the Act now requires a member to file a written statement after the member discloses a pecuniary interest under section 5. In addition, a new section 6.1 of the Act requires municipalities and local boards to establish and maintain registries that keep copies of statements filed under section 5.1 and of declarations recorded under section 6. The registry shall be available for public inspection in the manner and during the time that the municipality or local board, as the case may be, may determine. Staff are recommending that the registry be available for public inspection upon 48 hours written notice to the Clerk’s Office. Strategic Priorities Implications Good governance and legislative compliance falls under Other Important and Continuing County Priorities, specifically: Continually improve customer and financial services. Maintain a strong organization and positive work culture through leadership, human resources, training and development, physical and IT infrastructure, and partnerships. Financial Implications There are no financial implications directly associated with the adoption of a revised procedure by-law. Organizations, Departments and Individuals Consulted and/or Affected
Recommend Report to Council Corporate Services – Amendments to Procedural By-law 2013-0020 resulting from Bill 68 as it relates to Disclosure of Pecuniary Interest September 18, 2019 Page 2 of 2
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AGENDA ITEM #d)
Report 2019-102 Recommend Report to Council To:
Warden and Members of County Council
From:
Kelly Pender, Chief Administrative Officer
Prepared by:
Jannette Amini, Manager of Legislative Services/Clerk
Date of meeting:
September 18, 2019
Re:
Corporate Services – Reading of Resolutions at Council Meetings
Recommendation Be It Resolved That the Council of the County of Frontenac receive the Corporate Services – Reading of Resolutions at Council Meetings report for information; And Further That Council support Option
of the report, that being:
Background Resolutions are a declarative of a council’s intention with respect to a particular matter of a temporary character; and expresses the will of Council on subject matters of a one time occasion which is not likely to recur, where the subject matter is not, usually, as important as that dealt with in a by-law. A resolution passed by council agreeing to do something does not, by itself, give rise to a contractual obligation. Standard practise is that resolutions on the floor are read by the Clerk. It has been requested by Councillor Vandewal that the practice of reading resolutions at the meeting that have been included on the agenda that staff provide a report for Council’s consideration to eliminate the actual reading of resolutions for those published on the agenda and distributed to Council and the public ahead of the meeting. Comment The County’s Procedural By-law is silent on how or if motions are required to be read by the Chair or the Clerk; however states: Rules of Order not Covered
2.4
Any provision not made in this by-law shall be decided in accordance with Robert’s Rules of Order and the Chair shall submit the ruling without debate.
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AGENDA ITEM #d)
Robert’s Rules of Order, Section 4 – The Handling of a Motion sets out three steps by which a motion is normally brought before an Assembly, or in this case, Council, those being:
- A member makes a motion
- Another member seconds the motion
- The chair states the question on the motion, meaning the Chair will read the motion or asks the secretary (Clerk) to read the motion Robert’s Rules of Order does note in this same section that “If the text of the resolution or motion has been distributed to the members in advance, however, it need not be read when moved.” Motions are brought before Council as per the following two ways: Are listed on the Council agenda when published, through staff reports, Notice of Motion by members of Council, requests for Proclamation or Miscellaneous Business Made during the meeting, when in order and permitted under the County’s Procedural By-law, for example motions to Amend, defer, refer, waive the Procedural By-law, Giving Notice of Motion, etc. Staff provide the following options for Councils consideration: Option 1 Continue to read motions with no changes in procedure. Option 2 Continue to read motions with an option for Council to request otherwise by majority consent. Staff would recommend this be an amendment to Section 19 – Motions, of the County’s Procedural By-law to add as follows: Motion Considered to be read
19.11
Motions contained in the published agenda shall be read in its entirety unless otherwise requested or directed by Council, by majority consent.
Options 3 Follow the below criteria when addressing resolutions.
- Where a motion is contained in the agenda, it will only be read if requested by a member of Council. The Clerk will advise that the motion by Councillor XXX and Seconded by Councillor YYY is as contained in the report. Any member of Council can suggest that the motion be read;
- Where a recorded vote is requested, the Clerk will read the motion in order to ensure that everyone is of the same understanding;
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AGENDA ITEM #d)
- Where a motion is contained in a report and is amended, the amendment will be read and the motion as amended will be read. This will ensure that everyone is of the same understanding;
- Motions composed on the floor will be read by the Clerk in order to ensure that everyone is of the same understanding;
- In the rare instance where motions are provided without a report, the motion will be read by the Clerk;
- Motions of support/endorsement (Proclamations) will be summarized by the Clerk. For instance, instead of reading the entire motion and seven Whereas’ designating a month or week, the Clerk would say something like “The motion designates the week of Sept 7-13 as Multiple Sclerosis week in recognition of the work of the MS Society and in honour of the individuals in our community that are touched by MS”. As per #1, a member of Council may ask for the full motion to be read. The overview will provide the group/individual with recognition.
- Motions, Notice of Which have been Given by Members of Council will only be read if requested by a member of Council. If requested, the member of Council may summarize the motion. Staff would recommend this be an amendment to Section 19 – Motions, of the County’s Procedural By-law to add as follows: 19.11
Motions contained in the published agenda will only be read if requested by a member of Council or under the following conditions: a) A member requests a recorded vote on the motion
Motion Considered to be read
b) Where an amendment to a main motion is made, both the amendment, and the motion as amended Any member of Council may request that a motion be summarized by its author. Motions not contained in the published agenda shall be read.
In terms of other municipality’s practices, a survey was done of the EOWC Clerk’s Group with the following results: Municipality
Reads motions
County of Hastings
The chair of a committee may sometimes read a recommendation (many of our members find that cumbersome though as they are included in the agenda)
County of Haliburton
Yes
Recommend Report to Council Corporate Services – Reading of Motions at Council Meetings September 18, 2019
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Does not read motions
Page 3 of 5
AGENDA ITEM #d)
County of Lanark
Yes (although changing has been discussed)
Northumberland County
Yes
County of Renfrew
Yes – however if motion is lengthy, they only read the resolve clauses
Prescott Russell
Yes
United Counties of Stormont, Dundas and Glengarry
Yes
United Counties of Leeds and Grenville
Yes
Points for Discussion Transparency In terms of transparency, the changes brought down by the province over the past 10 years to the Municipal Act, first with Bill 130 that recognized municipalities as legitimate levels of government by expanding and providing broad powers of municipalities; then with Bill 8 that expanded the jurisdiction of the Ombudsman giving oversight over municipalities, and most recently through Bill 68, have mandated provisions to ensure local municipalities are being open, accountable and transparent. Municipal Councils make key decisions that affect their residents and as a result, owe a level of transparency to the public. Council would want to satisfy itself that eliminating the reading of motions will not potentially reduce the County being accountable transparent in its decision making process. Accessibility In 2012, the County of Frontenac’s meeting management processes became paperless with the installation and use of iCompass Meeting Management technologies. As a result, the County does not provide hard copies of an agenda at its meetings. The agenda however is projected on a large screen at the head of the Council horseshoe so that all those in attendance, including the public, are able to view and follow along with the meeting. Council would want to satisfy itself that eliminating the reading of motions will not create a barrier for persons with visual disabilities from being able to understand or follow along with what is being considered by Council. Council would also want to satisfy itself that, as required by the Accessibility for Persons with Disabilities Act, it is able to provide persons with visual disabilities alternate formats if motions are no longer read.
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AGENDA ITEM #d)
Strategic Priorities Implications The County’s Strategic Priorities identifies Other Important and Continuing County Priorities, specifically: Continually improve customer and financial services. Council would want to satisfy itself that eliminating the reading of motions continues to promote that the County is improving customer service. Financial Implications There are no financial implications directly associated with the adoption of a revised procedure by-law. Organizations, Departments and Individuals Consulted and/or Affected Susan Brant, Director of Corporate Services/Treasurer Joe Gallivan, Director of Planning and Economic Development Lisa Hirvi, Administrator, Fairmount Home Gale Chevalier, Chief/Director of Emergency and Transportation Services
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Page 5 of 5
AGENDA ITEM #e)
Report 2019-103 Recommend Report to Council To:
Warden and Members of County Council
From:
Kelly J. Pender, Chief Administrative Officer
Prepared by:
Susan Brant, Director of Corporate Services/Treasurer
Date of meeting:
September 18, 2019
Re:
Corporate Services – Authorization to enter into an Agreement with the Cataraqui Region Conservation Authority (CRCA) for the provision of Information Services
Recommendation Be It Resolved That the Council of the County of Frontenac receive for information the Corporate Services – Authorization to enter into an Agreement with the Cataraqui Region Conservation Authority (CRCA) for the provision of Information Services report; Further That County Council direct staff to enter into a shared services agreement attached as Schedule A, through which the County of Frontenac will provide information technology services to the Cataraqui Region Conservation Authority (CRCA); Background In 2017, discussions began with the Cataraqui Region Conservation Authority (CRCA) with respect to the construction of a potential joint administrative facility. Following several meetings and discussions, and the retaining of architectural services to validate assessments, the analysis completed provided a detailed summary of costs and space needs for a joint facility and indicated a sense of the potential savings that could be anticipated with a joint facility, including savings associated with shared services such as IT. Although at this stage in the process the County and the CRCA has yet to make a final determination regarding a shared facility, the CRCA has requested to move forward with shared IT services at this time. Comment At its meeting held June 26, 2019, the CRCA Board considered Report # IR-048-19 which outlined options by which the CRCA could obtain information technology (IT) services, and to recommend that CRCA obtain IT services from the County of Frontenac. Currently, CRCA’s
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AGENDA ITEM #e)
IT services are managed as part of its Corporate Services portfolio and is primarily delivered by the Supervisor, Information Technology, and external support for specific hardware assets and applications (e.g. photocopiers, accounting software). CRCA’s IT staff have been successful in meeting the day-to-day needs of the organization and in maintaining pace with a rapidly evolving technical field; however, the increasing complexity of IT services, need for security and reliability, and an interest to find further efficiencies have inspired CRCA management to investigate a range of options for service delivery. The CRCA considered the merits of four options by which it could obtain IT services, those being In-House Services; other Conservation Authorities, although this would be challenging given the geographic separation between offices; a Municipality; or, the private sector although private sector vendors charge rates that ensure their profitability as a business. There is no profit motive associated with the other three options for obtaining IT services as the Conservation Authorities and municipalities operate on a cost-recovery basis. Based on these options, the Board supported the staff recommendation and authorized staff to enter into a shared services agreement with the County of Frontenac for the provision of information technology services to the CRCA at their August 28, 2019 Report # IR-056-19 The rationale for this recommendation is as follows: Frontenac Municipal Information Services (FMIS) offers a complete package of IT services that would be well-suited to CRCA’s needs; FMIS maintains server and back-up capabilities that would ensure the security of CRCA’s data, and would enable business continuity in the event of a disruption; CRCA would obtain service from all members of the FMIS team, and would have timely access to FMIS help desk support; Participation in FMIS would create opportunities for CRCA to improve its effectiveness and find efficiencies through business process workflow analyses, new software tools and group procurement; and, FMIS maintains IT policies and procedures that would establish a more robust and stable operating environment. FMIS would also assist CRCA to develop and implement IT strategies. The CRCA requested the following considerations be included in a shared services agreement:
Commence with a transition as soon as feasible in 2019;
CRCA would have a seat on the FMIS Steering Committee;
In the event that CRCA wished to cease its participation in FMIS in the future, it could opt-out of the shared services agreement with appropriate notice;
Recommend Report to Council Corporate Services - Authorization to enter into an Agreement with the Cataraqui Region Conservation Authority (CRCA) to provide Information Services September 18, 2019 Page 2 of 3
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AGENDA ITEM #e)
FMIS would provide specific IT services to the CRCA in accordance with an operational (service level) agreement;
The County of Frontenac ensured the following are included in the shared services agreement:
The County of Frontenac is able to cease its information services and opt-out of the shared services agreement with appropriate notice;
The CRCA contribution benefit the County and member municipalities and be at no cost to the Townships;
The provision of shared information services to the CRCA would require an additional staff resource in the FMIS unit. Charges to the CRCA would be based on the incremental cost of bringing on an additional staff resource so that there is no financial impact to the member municipalities. As noted under the Financial Implications, all associated costs of this additional staff member will be funded fully by the CRCA in the first year. Strategic Priority Implications Priority 3: Champion and coordinate collaborative efforts with partners to resolve complex problems otherwise beyond the reach Specifically, the objectives that support this strategy states that the County will continue to pursue collaborative opportunities to achieve service and cost efficiencies and other economies through cost-sharing and shared services. Financial Implications The transition from the CRCA’s in-house services to FMIS would commence as soon as feasible in 2019 with the CRCA contributing funds to the County of Frontenac to cover the transition costs. The contribution from the CRCA for participating in FMIS would be approximately $112,000 in 2020 which would address the greater workload in an expanded FMIS by adding an additional staff resource. After 2020, the participation cost would decline over a five-year (60 month) period to a base of $90,000 (2019 dollars) or 80.4% of the position costs in any given year. Organizations, Departments and Individuals Consulted and/or Affected David Millard, Manager of Frontenac Municipal Information Services Geoff Rae, General Manager, Cataraqui Region Conservation Authority Rob McRae, Manager, Corporate Services, Cataraqui Region Conservation Authority
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AGENDA ITEM #e)
Shared Services Agreement Information Services This agreement made as of this ________ day of _______________ 2019 between The Cataraqui Region Conservation Authority (Hereinafter called “CRCA”) and The Corporation of the County of Frontenac (Hereinafter called the “County” or “CofF”) Whereas: Section 20 of the Municipal Act, S.O. 2001, c.25 provides that a municipality may enter into agreements with one or more municipalities or local boards for their joint benefit to provide a service or thing for their mutual benefit and the benefit of their respective inhabitants subject to the consent of the municipality or local board in which the service or thing is provided;
And Whereas: Information Services (I.S.) are an important and necessary service for the operation of a municipality or local board; And Whereas: the parties have agreed to enter into an agreement to share staffing and resources related to the operation of a single Information Services Department to service all partners; And Whereas the County and four municipalities have entered into a Shared Services Agreement (2015) to operate a Frontenac Municipal Information System (F.M.I.S); And Whereas CRCA will be a full participant in the F.M.I.S. and will participate in a forthcoming review of the Shared Services Agreement between the County and participating municipalities; Now Therefore, in consideration of the mutual covenants, conditions, considerations and payments herein contained, the parties mutually agree as follows:
Page 1|7
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AGENDA ITEM #e)
- Introduction a. This agreement is intended to provide information technology services related to the administration and oversight of the operation of the technology related to the servers, desktops, laptops, mobile technology, network systems, printers and telephony.
- Definitions a. Council – means the elected members of the council or board for each of the parties to this agreement. b. Chief Administrative Officer (C.A.O.) – is the senior staff member for each of the parties to this agreement. c. Manager of Information Services (M.I.S.) – is the person appointed by the County to lead the information services department. d. Frontenac Municipal Information Service (F.M.I.S.) – the collective service provided to the parties. e. Service Level Agreement (S.L.A.) – an agreement that defines the service scope, quality, and responsibilities – agreed between the parties, including performance standards.
- General a. CRCA will participate on the FMIS Steering Committee. b. The day-to-day management of the Frontenac Municipal Information System will be provided by the M.I.S. (or designate) as appointed from time-to-time by the County, including: i. Strategic Planning ii. Project management iii. Help desk support iv. Network administration v. Procurement c. For the purpose of the administration of this agreement, the M.I.S. will report to the Chief Administrative Officer of each partner who, in turn will provide guidance, advice and direction on the level of service provided within the budget allocation for the F.M.I.S. as approved by the County. i. The C.A.O.s and the M.I.S. will meet annually to review operations. ii. The M.I.S. will present an annual draft budget for consideration by September 15th of each year for the following year and November 15th in a year of an election iii. Quarterly invoice will be provided by the M.I.S. in a timely manner to CRCA. d. The M.I.S. will provide direction to the Steering Committee based upon best practice, security and cost efficiency. e. It is understood that efficiencies and cost savings will be achieved by harmonizing policies and hardware/software platforms where practicable and possible and that the F.M.I.S. will work towards commonality where possible. Page 2|7
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f. Data segregation and security between the parties will be maintained, except where data sharing agreements are in place. g. Individual identities will be maintained except as agreed to by the parties. h. In order to meet the objectives of this agreement, front line F.M.I.S. staff will be employees of the County and where required will be members of CUPE 2290. i. F.M.I.S. staff will be assigned as required by the M.I.S. to ensure the secure operations of the system, taking into account training, vacation and system needs. For planning purposes, this will generally be as follows: i. One Help Desk Assistant servicing County of Frontenac and CRCA j. The above staff are considered incremental to the needs of the County which currently consists of the following: i. One M.I.S. ii. One Network Administrator iii. One Help Desk Assistant iv. One G.I.S. Technician v. One Business Analyst k. For the purposes of the efficient operation the F.M.I.S. the M.I.S. will have the ability to move staff as required. l. Training for F.M.I.S. staff is vital in order to ensure that policies, practices and implementation are of the highest quality. Training plans will be developed by the Manager of Information Systems and, if necessary reviewed annually with the Steering Committee. m. A service level agreement (S.L.A.) will be developed by the M.I.S. with the input of the C.A.O.s that will include the nature of the services provided and the performance level standards to be targeted. The S.L.A. is intended to be a living document that is adapted as technology and service demands change. The S.L.A. will be completed within one year of the signing of this agreement. 4. Partner Responsibility a. CRCA will be responsible for: i. The cost of hardware and software solutions required to support their operations. ii. Office/desk space for F.M.I.S. staff. iii. Health, safety and orientation training as it relates to CRCA operations. iv. Working with the M.I.S. re their efficient operations and integration into F.M.I.S. v. Providing/nominating staff to sit on committees/working groups related to information systems, including all costs related to their participation. vi. Policy enforcement, insurance and legal obligations related to their employees and directors use of F.M.I.S. vii. Providing input re the performance of F.M.I.S. staff. Page 3|7
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- Financial Obligations a. The calculation of payment for the F.M.I.S. is based upon the principle of the calculation of costs that are incremental to the operation of the County Information System Department as of the 2019 approved County budget. b. Salaries for F.M.I.S. staff will be calculated based upon the actual amount paid to the employee + mandatory costs and benefits associated with the employee. c. The annual budget for F.M.I.S. will be developed based upon the incremental costs to operate F.M.I.S. i. The Information Systems component of the budget for CRCA will be calculated using the following formula: ii. The first annual (12 months) contribution from the CRCA for salaries + training + mileage will cover the transition costs estimated at $109,000. After the first annual contribution, the CRCA participation cost will decline over a five-year (60 months) period to a base of $90,000 (2019 dollars) or 80.4% of the position costs in any given year. (The salaries + training + mileage for the staff position that is incremental to the 2019 County complement
1/3 of the total cost of hardware and software costs required to support the staff position) d. The County will invoice CRCA as follows: i. March 31st – 25% of the budget amount ii. June 30th – 25% of the budget amount iii. Sept 30th – 25% of the budget amount iv. December 31st – 25% of the budget amount v. January 31st of the following year, a reconciliation of budget to actual e. If there is an excess in funds collected it will be refunded to the CRCA and if there is a deficit it will be invoiced to the CRCA. 6. Liability a. Each party to this agreement shall assume full responsibility and cost for any actions or lack of actions brought against the partner for incidents or events that happen within their partner borders or are directly related to them as a result of their own negligent acts or omissions and no liability shall attach or accrue to the other parties. b. Despite Section 6 paragraph a), in the event that liability or action is brought against the parties collectively, then any cost or awards shall be split on a
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percent basis as per the percentage split funding formula in place on the day of the event or incident. c. Subject to paragraphs a) and b) above, each of the partners agrees to indemnify and hold the other partner harmless from and against all actions, suits, claims and demands which may be brought against or made upon another party including all loss, costs, charges and expenses as well as legal costs which may be incurred as a result of having entered into this agreement to the extent that such actions, suits, claims and demands arise from the negligence of that partner in the carrying out of its obligations pursuant to this agreement. 7. Termination and Amendments a. This agreement shall remain in force until any party provides written notice of termination at least eighteen (18) months prior to the desired date of termination. The party giving notice shall be responsible for the other parties’ costs associated with agreement termination, including any cost associated with employee severances or terminations. b. If the parties agree to a termination of this Agreement, then the costs associated with termination will be split based upon the percentage split in the year of the termination. c. This Agreement may be amended at any time by the mutual consent of the parties in writing, after the party desiring the amendment(s) gives the other party a minimum of ninety (90) days written notice of the proposed amendment(s). d. This Agreement may be replaced, by the mutual consent of the parties in writing, by an updated Shared Services Agreement between the County, CRCA and participating municipalities. 8. Disputes and Disagreements a. If, during the term of this agreement, a dispute or disagreement arises between the parties that cannot be resolved by the M.I.S., the C.A.O.s will be charged with making a determination. Where the C.A.O.s cannot collectively come to a satisfactory resolution within thirty (30) days, the following dispute resolution procedure will be followed: i. A committee of the County Warden and the Chair of the Full Authority Board of CRCA supported by the C.A.O.s. ii. Failing paragraph i. above, within ninety (90) days or such timing as may be mutually agreeable, the parties will submit the dispute or disagreement to arbitration in accordance with the provision of the Municipal Arbitrations Act. iii. The party wishing to commence arbitration shall give the other party a written notice describing the dispute or disagreement to be arbitrated. Any arbitration will be carried out by a single arbitrator, who has been Page 5|7
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chosen jointly by the parties. The costs and expenses of arbitration will be allocated by the arbitrator between the parties, as the arbitrator determines in accordance with applicable law. iv. The parties agree to fully cooperate in any dispute or disagreement process, including the release of information and/or access to individuals. b. Except where clearly prevented by a dispute or disagreement that arises under this agreement, the parties shall continue performing their respective responsibilities under this agreement while the dispute or disagreement is being resolved in accordance with this Section, unless or until such responsibilities are lawfully terminated or expire in accordance with terms of this agreement. 9. Notice Any notice that is required to be given pursuant to this agreement shall be deemed to have been validly given if delivered to the Attention of the Clerk to the following:
Cataraqui Region Conservation Authority 1641 Perth Road, P.O. Box 160 Glenburnie, Ontario K0H 1S0
County of Frontenac 2069 Battersea Road Glenburnie, Ontario, K0H 1S0
- Severability a. In the event that any covenant, provision or term of this agreement should at any time be held by any competent tribunal to be void or unenforceable, then this agreement shall not fail but the covenant, provision or term shall be deemed to be severable from the remainder of this agreement which shall remain in full force and effect mutatis mutandis.
- Governing Law a. This agreement shall be governed by and construed in accordance with the laws of the Province of Ontario.
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In Witness Whereof the said Corporations have hereto affixed their corporate seals as attested by the hands of their proper officer duty authorized in that regard.
Cataraqui Region Conservation Authority Per:
Alan Revill, Chair Per:
Donna Campbell, Assistant, Chair & GM The Corporation Of The County Of Frontenac Per:
Ron Higgins, Warden Per:
Kelly Pender, CAO
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Report 2019-105 Council Recommend Report To:
Warden and Council
From:
Kelly Pender, Chief Administrative Officer
Prepared by:
Kelly Pender, Chief Administrative Officer
Date of meeting:
September 18, 2019
Re:
Regional Roads – Option Analysis and Business Plan
Recommendation Be It Resolved that Office of the CAO Report 2019-105, Regional Roads – Option Analysis and Business Plan be received; Further that County Council direct staff to:
- Engage KPMG Canada to complete an option analysis and business plan for consideration by County Council as part of the 2020 County Budget;
- Commence the process of petitioning the Province of Ontario to delete Section 6.2 from the County restructuring order dated February 15, 1997. Background At a Special Council Meeting held jointly with its member municipalities on April 17, 2019, County Council passed the following resolution: Resolved That the Council of the County of Frontenac receive the Chief Administrative Officer report – Regional Roads – Overview and Background Report for information; And Further That the Council of the County of Frontenac request that each member Council review and consider this report by May 31, 2019. And Further That each member Council formally endorse a petition to the Province of Ontario to remove Section 6.2 from The County of Frontenac/City of
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Kingston Restructuring Order, 1997 related to the prohibition of County involvement in roads. And Further That the County engage a consulting team to assist with the development of a business plan for both options 3 and 5, including consultation with each Council and the study be to a maximum upset limit of $40,000 to be funded from the County portion of the recently announced Municipal Modernization Fund (MMF). And Further That the report be reviewed at a joint meeting of all Councils and a preferred option be finalized prior to the end of September 2019 for consideration during the 2020 budget cycle. A copy of the resolution was forwarded to the four member municipalities on April 29, 2019. For further background, please review the following:
- Regional Roads Report – 2019-046 – April 17, 2019
- Regional Roads Presentation – April 17, 2019
- Regional Roads Report – 2019-87 – July 17, 2019 During a meeting of the Chief Administrative Officers held on July 23, 2019, it was agreed that the recommendation to County Council would be to engage a consultant familiar with the five county municipalities to complete the required business plan. By proceeding in this manner, the process could be expedited and a consultant familiar with Frontenac could be engaged. Two consulting firms were invited to submit a proposal based upon the required criteria. KPMG Canada, Mr. Bruce Peever was interviewed by a panel of senior staff on September 4, 2019. A second consulting firm withdrew prior to the interview KPMG and Mr. Peever has considerable experience working in Frontenac County and has performed a number of similar service delivery reports for municipalities across Canada. Comment The County of Frontenac has been operating without a regional roads system since
- During this time surrounding Counties1 have benefited from regional roads grants to a significant degree, while Frontenac member municipalities have fallen short of our neighbours. As noted in the presentation to Joint Council on April 17, 2019, based upon an analysis of the three year period from 2015-2017, Frontenac received only 10% of
1 For the purpose of this report, defined as: United Counties of Leeds & Grenville, County of Lanark,
County of Lennox and Addington, County of Hastings Recommend Report to Council Office of the CAO – Regional Roads – Option Analysis and Business Plan September 18, 2019
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the total federal and provincial grant dollars allocated to our neighbours despite having 17% of the total road network, 16% of the total assessment, 20% of the land area and 13% of the bridges and culverts. By any reasonable measurement, Frontenac has underperformed in receiving roads grants. Further, Frontenac member municipalities expend a higher percentage of their budgets on roads than our comparators. In 2016 our economic development team led by Anne Marie Young, assembled a check list of requirements necessary to secure a significant grant similar to the RED Grant Frontenac received. A copy of the check list is attached Schedule A. The check list is provided to provide Council with an understanding of the amount of effort required in order to obtain a grant similar to the recent announcement regarding the widening of County Road 43 in Leeds and Grenville.2 In a recent review by senior staff, the check list was amended to include consultations with local indigenous communities as appropriate. The study would prepare a business plan for presentation to County Council (and member municipalities) as part of the 2020 budget process. The report will be finalized early in 2020. While there is no guarantee that a regional roads approach will result in a grant, there is an argument to be made that it is Frontenac’s turn; that 22 years without a grant is long enough. While there are pros and cons to both of the options under consideration and both will require an investment in time and money, the potential outcome could help relieve some of the tax burden on Frontenac residents. Strategic Priority Implications Priority 2: Explore new funding sources and invest in critical long-term infrastructure using sound judgement Specifically, the objectives in support of this strategy state: Explore a collaborative upper-tier role for the County in securing potential funding and support for township maintenance of roads & bridges in a regional road system Expenditures on roads are a necessary and integral part of municipal operations. As well, it is important to ensure that the municipality has sufficient resources and financial flexibility to invest in quality of life resources such as parks and programs in order to attract and maintain youth and seniors in the community.
2 News Article Paving the Way for County Road- 43
Recommend Report to Council Office of the CAO – Regional Roads – Option Analysis and Business Plan September 18, 2019
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Financial Implications The $40,000 cost of the consultant will be covered by the Municipal Modernization Fund. Future budget implications will be identified in the business plan. No future expenditure commitments will be made unless approved by County Council as part of the business plan and budget process. Organizations, Departments and Individuals Consulted and/or Affected Frontenac Chief Administrative Officers, Treasurers and Public Works Managers Claire Dodds, Director of Development Services, South Frontenac Township
Recommend Report to Council Office of the CAO – Regional Roads – Option Analysis and Business Plan September 18, 2019
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County of Frontenac Check List for Grant Submission Name of Project: TEMPLATE v.1.2 - 08 Jan 16 FACTOR Does your municipality have a strategic plan? o Does your strategic plan support your project? Does your project align with your Official Plan (and where applicable – your Zoning By-law)? Have you completed all necessary background reports? o Were the reports favourable? Have you fully considered all environmental impacts of your project? o Where applicable, have you completed necessary environmental evaluations/assessments? o Are there environmental benefits to your project? Are you prepared to finance your share of the project? o Are you prepared to finance a larger share of the project if the funding formula is less than you anticipated? Does the project result in a new or altered governance model? o Is the new governance model in place? o Are the implications of the new governance model understood by the community? o Are the implications of the new governance model understood by your partners? Have you looked at industry best practices for your project? o Does your project reflect industry best practices? Have you examined a wide range of grant options for a best fit? Is your project innovative? Are your accessibiity policies up to date? o Are all aspects of your project fully accessible? Have you engaged the community in your project? o Was the engagement broadly based in your community? o Was the community supportive of your project? Does your project have any public sector/not-for-profit partners? o Will they be supporting you financially, or substantially with in-kind support? Does your project have cross jurisdictional impact? o Have you consulted with other municipalities? o Have you consulted with Indigenous Communities? o Do they support the project? o Are they partners in the project? Does your project have any private sector partners? o Will they be supporting you financially, or substantially with in-kind support?
Check List for Grant Submission
Yes
No
N/A
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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32
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Have you engaged your M.P. and/or M.P.P. about the project and project benefits? o Were they supportive? Does your project align with the priorities of the Federal/Provincial government? o Have you reviewed your project with staff from the funding agency? o Were they supportive of your application? Have you determined how you will define success? o Are your success factors clear and measurable? Do you have a communications plan in place for the project? o Do you have an “elevator pitch” for your project that succinctly states the purpose and outcome for your project? o Have you clearly communicated your “pitch” to your stakeholders? o Have you clearly communicated your “pitch” to the funding agency? Do you have a capital asset plan that supports the project as being a high priority for the community? o Does the capital asset plan support your project as being a high priority for your community? Is your Council aware of the ongoing costs to maintain the project? o Have they committed to the necessary funding? Do you have a sustainability plan that demonstrates your commitment to the environment, economy, social and cultural issues? o Does the sustainability plan support your project? Do you have “green” procurement policies, including such items as the total cost of ownership and greenhouse gas emissions? o Do you have a track record of “green” procurement? Do you have the staff resources (or contract resources) to ensure that the project is implemented on time and on budget? o Do you have a track record with funding agencies of being able to complete similar scale projects on-time and on budget? Is your grant application clear, concise and demonstrates the above? Do you have financial systems/policies in place to ensure that the necessary financial reporting is completed? Do you have the staff (or contract resources) in place to complete all the necessary financial reports? If your project is audited, do you have the staff (or contract resources) in place to ensure audit compliance? SCORE PCT “YES”
0
0
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Check List for Grant Submission
0
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6648 Road 506 Plevna, Ontario K0H 2M0 Tel: (613) 479-2231 or 1-800-234-3953, Fax: (613) 479-2352 www.northfrontenac.ca August 29, 2019 County of Frontenac 2069 Battersea Road Glenburnie, Ontario K0H 1S0
Via e-mail: jamini@frontenaccounty.ca
Attention: Jannette Amini Dear Jannette, Re: Regional Roads Network Please be advised the Council of the Township of North Frontenac passed the following Resolution at the August 16, 2019 Meeting: Moved by Councillor Martin, Seconded by Deputy Mayor Perry #451-19 Be It Resolved That Council receives for information the Public Works Manager’s Administrative Report entitled “Regional Roads Network Comparison”; And That Council supports engaging a consulting team to assist with the development of a business plan for both Options 3 and 5, including consultation with each Council and the study be to a maximum upset limit of $40,000 to be funded from the County portion of the recently announced Municipal Modernization Fund (MMF); And That Council recommend the main contact persons (for the County Tender) should be the Frontenac CAOs and when the Consultants meet with Public Works Managers and/or Treasurers the CAOs shall be present, with the final County Report being presented by the Consultant at a Joint Council Meeting; And That the Study shall also examine in detail the funding implications related to the new Investing in Canada Infrastructure Program (ICIP) and differences from the previous Ontario Community Infrastructure Fund program; And That the Study shall also examine the impact on member Municipalities to apply for grants / funding under the ICIP program for other municipal roads; And That Council does not endorse a petition to the Province of Ontario to remove Section 6.2 from The County of Frontenac/City of Kingston Restructuring Order, 1997 related to the prohibition of County involvement in roads, until the outcome of the Study is known and North Frontenac Council’s approval is given to move forward with a Regional Roads Network. Carried
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Islands
Township of Frontenac WOLFE ISLAND OFFICE: P.O. BOX 130 , 1191 ROAD 96 WOLFE ISLAND, ON KOH2Y0 Phone (613)385-2216Fax (613)385-1032 tquisi@frontenacis|andS.ca
HOWE ISLANDOFFICE: 50 BASELINE ROAD, R.R.#4 GANANOQUE, ON K7G 2V6 Phone (613)544-6348Fax (613)548-7545 skerr@frontenacislandsca
KellyJames Pender, MBA Chief Administrative Officer County of Frontenac 2069 Battersea Road Glenburnie ON. KOH150 2019 May 14‘“,
Please see below the resolution from the Township of Frontenac Islands concerning Regional Roads within the County of Frontenac. (20-13/05-2019) Councillor Springgay MacDouga|l Councillor THAT the Council of the Corporation of the Township of Frontenac Islands receive for Regional Roads Overview and information the Chief Administrative Officer report Background Report for information; AND FURTHERTHAT Council formally endorse a petition to the Province of Ontario to remove section 6.2 from the County of Frontenac/City of Kingston Restructuring Order, 1997 related to the prohibition of County involvement in roads; AND FURTHERTHAT the Council acknowledge the engagement of a consulting team to assist with the development of a business plan for both options 3 and 5, including consultation with each Council and the study be to a maximum upset limit of $40,000 to be funded from the County portion of the recently announced Municipal Modernization Fund (MMF); AND FURTHER THAT the report be reviewed at a joint meeting of all Councils and a preferred option be finalized prior to the end of September 2019 for consideration during the 2020 budget cycle.
Moved By: Seconded By:
—
CARRIED
Yours truly
»/I pm”;
O
754%
Darlene Plumley
.—a
C.A.O./Clerk Township of Frontenac Islands
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—
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TOWNSHIP OF SOUTH FRONTENAC ^’
4432 George St, Box 100 Sydenham ON, KOH 2TO 613-376-3027 Ext 2222 or1-800-559-5862 amaddocks@southfrontenac. net
May 13, 2019 Jannette Amini
Manager of Legislative Services/Clerk County of Frontenac 2069 Battersea Rd Glenburnie ON
KOH 1SO Dear Ms. Amini:
Re: Regional Roads - Overview and Background Report
Furtherto the presentation made at theApril 17, 2019 Joint Council meeting regarding the above-noted, please be advised thatthe Council ofthe Township ofSouth Frontenac passed the following resolution at their meeting May 7, 2019:
“ThatCouncil only endorses the development of a business plan for option 3; And further that the result ofthe business plan be presented at a joint meeting of the Frontenac Councils;
And that prior to making a decision to implement option 3, that there be unanimous consent by the four member Councils;
And that the Council ofthe Township of South Frontenac conditionally endorses the petition to the Province of Ontarioto remove Section 6.2 from the County of
Frontenac/City of Kingston Restructuring Order, 1997, related to the prohibition ofCounty involvement in roads subject to the conditions outlined above.
Carried”
We look forward to being notified ofthe decision made by member municipalities as to whether or not they wish to proceed with the establishment of a regional roads system for the purposes of accessing funding from senior levels of government. Yours truly
Cheryl Robson, ChiefAdministrative Officer, Township of North Frontenac Cathy MacMunn, Clerk-Administrator, Township of Central Frontenac Darlene Plumley, CAO/Clerk, Township of Frontenac Islands Mark Segsworth, Director of Public Services www. southfrontenac. net
Our strength is our community.
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#9
Corporation of the Township of Central Frontenac — May 28,2019 ADMINISTRATION 81-2019 Regional Roads Report Resolution # 16/
-2019 Seconded b
Moved by
WHEREAS the County of Frontenac at its joint meeting April 17th 2019 passed Resolution 2019-046 requiring that the lower tier municipalities review and consider the Regional Roads — Overview and Background Report by May 31, 2019; AND WHEREAS said resolution also requires each lower tier municipality to endorse a petition to the Province to remove Section 6.2 from the 1997 Restructuring Order which prohibited the County from owning, maintaining, repairing or constructing roads; AND WHEREAS the Township of South Frontenac passed its resolution on May 7, 2019 supporting option 3 on the condition that prior to making a decision to proceed with option 3, there be unanimous consent by the four member councils; AND WHEREAS the Township of North Frontenac is considering the report at its May 27th council meeting; AND WHEREAS staff have some reservations about the 1`)/0 ownership model and how this ownership model would integrate with the jurisdiction sections of the Municipal Act, and have reached out to Tony Fleming to provide further insight; NOW THEREFORE BE IT RESOLVED THAT after review of the county’s report, that Council defer the decision to move forward on which option it prefers until, we have received confirmation from legal counsel as to how the ownership model would work in practice, and to receive further input from the Public Works Managers once they have meet to discuss the options further. AND FURTHER THAT a copy of this resolution be provided to the County of Frontenac and all lower tier municipalities in the County.
Carried Defeated Recorded Vote
Mayor/Chair F. Smith C. Kelsey B. MacDonald
B. Cameron T. Dewey V. Heese
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c N. Gowdy S. Whan E. Burke
AGENDA ITEM #g)
Report 2019-106 Council Recommend Report To:
Warden and Council
From:
Kelly Pender, Chief Administrative Officer
Prepared by:
Candace Keller, Human Resources Generalist
Date of meeting:
September 18, 2019
Re:
Corporate Services – Approval of the County of Frontenac Recruitment and Selection Policy
Recommendation Be It Resolved That the Council of the County of Frontenac receive the Corporate Services - Approval of the County of Frontenac Recruitment and Selection Policy report for information; And Further That the Clerk be authorized to bring forward a By-law later in the meeting adopting the Recruitment and Selection Policy attached to this report as Appendix A. Background As outlined in Section 270(1) of the Municipal Act, 2001, municipalities and local boards are required to adopt policies on the hiring of employees. County Council adopted its Recruitment policy through By-law 32-2004 as amended on November 17, 2004. The current policy dates back to 2006 and is outdated based on changes in legislation and best practices in recruitment and selection. Comment The Recruitment and Selection policy has been amended to include a number of changes, those being: •
The policy supports diversity in the workplace and reinforces the County of Frontenac as an equal opportunity employer that values a diverse workforce
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•
The Employment Standard passed under the Integrated Accessibility Standards Regulation (IASR) as part of the Accessibility for Ontarians with Disabilities Act (AODA). The Employment Standard came into effect in 2013 and requires all public bodies to take into account accessibility in all aspects of the recruitment, assessment, selection and retention of employees
•
Accommodations throughout the recruitment and selection process. This includes making accommodations available upon request throughout the recruitment and selection and onboarding process
•
Conditions of employment including amendments to legislation regarding Police Record Checks and accreditation through the Commission on Accreditation of Rehabilitation Facilities (CARF)
•
Verification of credentials including the provision of original proof of education, certification, registration, license, or training. Staff have always followed these provisions however, it has never been clearly identified in the policy
•
Promoting vacancies on social media and job boards. The County has taken the direction of utilizing social media platforms as its main form of communication, including employee recruitment. Since using these social media platforms we have seen an increase in the number of qualified applications received, providing staff with a larger selection pool. This has also allowed the County to see savings in print advertising while building a strong community network through our social media platforms
Section 275(3) (b) of the Municipal Act, restricts the hiring or dismissal of any employee of the Municipality during an election year if a Council is found to be in a lame duck. However, Section 275(6) excludes this restriction if the hiring authority has been delegated to a person or body. As noted in the Recruitment and Selection policy the hiring of all staff is delegated to the CAO. Staff are also recommending that Council delegate authority to the CAO to update the recruitment and selection policy should changes in legislation occur. A recent example would be the County now following the Commission on Accreditation of Rehabilitation Facilities (CARF) Accreditation body for Fairmount Home as opposed to Accreditation Canada. Any major changes in the policy would come back to Council for approval. Strategic Priority Implications • • • •
Respect for the tax payer - as this provides well qualified employees Implementation of Fairmount Home and Frontenac Paramedics strategic plans Continually improve customer and financial services Maintain a strong organization and a positive work culture
Report to Council Corporate Services – Approval of County of Frontenac Recruitment and Selection Policy September 18, 2019
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Financial Implications There are no financial implications as a result of this report. Organizations, Departments and Individuals Consulted and/or Affected Senior Leadership Team
Report to Council Corporate Services – Approval of County of Frontenac Recruitment and Selection Policy September 18, 2019
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HR Policy & Procedure Manual
Revision Date: May 27, 2019
Subject: Recruitment and Selection
Index Number A09-HR-02-11 Replaces: A900-HR-02-11 Page 1 of 6
Approved:
Effective Date: November 1, 2006
Policy: The County of Frontenac (“County”) adopts the following procedures for recruitment and selection to ensure consistent and fair hiring practices. These procedures may only be bypassed where the operational or staffing needs of the County so require and where the Chief Administrative Officer (CAO) grants approval. The County reserves the right to appoint employees on a temporary or permanent basis, to managerial or supervisory positions. This policy applies to all members of Council, departments, divisions or sections within the County and applies to the hiring of all employees. The County is an equal opportunity employer that values diversity in the workplace and does not discriminate in the recruitment and selection process based on the protected grounds, as defined in the Ontario Human Rights Code, subject to requirements, qualifications or factors that are reasonable and bona fide occupational requirements. The County complies with all applicable legislation in relation to the recruitment and selection of employees, including but not limited to; the Accessibility for Ontarians with Disabilities Act (AODA), the Integrated Accessibility Standards Regulation (IASR), Ontario Human Rights Code and the Employment Standards Act, 2000 (ESA). Objective: The County is committed to recruiting and selecting individuals who are the most qualified to perform the requirements of the available position while complying with all applicable legislative requirements and the applicable Collective Agreements. The recruitment and selection process will be based on the qualifications of the position, relevant education, employment experience, training, key knowledge, skills and abilities, core competencies and where applicable, leadership competencies and the ability to perform the required duties and responsibilities of the position. Human Resources supports the recruitment and selection process within the County and works in collaboration with hiring managers in filling available positions: • Ensuring fair and consistent practices • Providing equal treatment without discrimination based on the protected grounds of the Ontario Human Rights Code
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HR Policy & Procedure Manual
Revision Date: May 27, 2019
Subject: Recruitment and Selection
Index Number A09-HR-02-11 Replaces: A900-HR-02-11 Page 2 of 6
Approved: • •
Effective Date: November 1, 2006
Proactively removing barriers for people with disabilities Providing diversity in the workplace
Policy Statement: The policy and procedure will be communicated to all new hires during orientation and will be available to staff on the Intranet. Definitions: The following terms shall have the following meanings in this Policy: (a)
“CAO” means the Chief Administrative Officer of the County;
(b)
“County” means The Corporation of the County of Frontenac;
(c)
“Policy” means the name of this policy – Recruitment and Selection;
(d)
“Staff” means the CAO and all officers, directors, managers, supervisors and all non-union and union employees, whether full-time, part-time, contract, seasonal or volunteer employees, as well as agents and consultants acting in furtherance of the County’s business and interests;
(e)
“Warden” means the head of Council.
Procedures This Policy shall be applied to union or bargaining unit employees in accordance with the applicable Collective Agreement. Accessibility: Applicants will be made aware that accessibility accommodations are available for all parts of the selection process and applicants must make their needs known in advance. The information collected will be in accordance with the Municipal Freedom of Information and Protection of Privacy Act.
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HR Policy & Procedure Manual
Revision Date: May 27, 2019
Subject: Recruitment and Selection
Index Number A09-HR-02-11 Replaces: A900-HR-02-11 Page 3 of 6
Approved:
Effective Date: November 1, 2006
Diversity: The County is an equal opportunity employer that values a diverse workforce and the unique differences that each individual brings. Internal Recruitment: It is the County’s policy to make the best efforts to promote qualified internal candidates from within the organization when a vacancy or new position exists. An employee will not be promoted without their consent. All unionized positions will be filled in accordance with the respective Collective Agreement. Vacant positions may require submission of a cover letter and resume outlining their skills and qualifications as they relate to the position, which will be indicated on the internal job posting. Applicants will be reviewed by Human Resources and/or the hiring manager. Applicants who meet the requirements of the position will be invited to participate in the recruitment and selection process. Employees who are the successful candidate in a non-union position will be required to complete a six (6) month probationary period. External Recruitment: The County promotes hiring from within for all positions; however, we maintain the right to concurrently advertise job competitions both internally and externally to ensure a pool of qualified applicant(s). All casual, seasonal and summer student positions will be posted externally using the resources available to the County. The County welcomes applicants to submit their cover letter and resume to vacant job postings as instructed on the job posting on the website. Applications which are dropped off will not be accepted unless they are received at a job fair or recruitment event organized by the County.
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HR Policy & Procedure Manual
Revision Date: May 27, 2019
Subject: Recruitment and Selection
Index Number A09-HR-02-11 Replaces: A900-HR-02-11 Page 4 of 6
Approved:
Effective Date: November 1, 2006
Relative: An external applicant or current employee may be considered for hiring or promotion in a department in which a relative of that person is a supervisor, or in circumstances where a relative of that person may be supervised by the applicant only after review by the CAO. The circumstances and other relevant information will be fully investigated and provisions may be put into place as necessary. For the purpose of this policy, a ‘relative’ is defined as a spouse, same-sex partner, child, step-child, parent, step-parent, sibling or grandparent of an employee. Job Postings: Job postings will be developed by Human Resources or designate. Job postings will provide instructions on how to submit an application. External positions will also be advertised on the County’s social media platform by the Communications Officer or designate, as well as other job boards or websites, as necessary. Interviewing: Interviews will be conducted by an interview panel including Human Resources and a management representative(s). Human Resources reserves the right to substitute panel members where appropriate. Human Resources will work collaboratively with the hiring manager to select qualified candidates to move forward in the recruitment process. Human Resources will inform applicants selected to move forward in the recruitment process to disclose if they require an accommodation to participate in the recruitment process and will review all requests for accommodation. Unionized positions: The hiring manager and Human Resources will determine if an interview panel is required or if the position will be filled through the seniority process as outlined in the respective collective agreements.
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HR Policy & Procedure Manual
Revision Date: May 27, 2019
Subject: Recruitment and Selection
Index Number A09-HR-02-11 Replaces: A900-HR-02-11 Page 5 of 6
Approved:
Effective Date: November 1, 2006
Conflict of Interest: Panel members whose participation in an interview could result in a conflict of interest must disclose the details of the conflict of interest to Human Resources prior to participating in the interview process. Upon review of the disclosure, a substitute panel member may be chosen. All conflicts and substitute panel members will be discussed with Human Resources. A conflict of interest may include, but is not limited to situations where a panel member’s personal and/or business activities and interest may be perceived to be in conflict with those of the County or the position being hired for. Reference Checks: Will be completed as outlined in the Employee Verification and Reference Checks policy A09-HR-02-11-01. Offers of Employment: All offers of employment made to new hires are conditional on meeting pre-employment conditions as determined by the County and applicable legislation including but not limited to: a) Provision of an original, satisfactory Police Record and Judicial Matters Check and Vulnerable Sector Check (where required) valid within six (6) months of the employment start date with the County as per policy A09-HR-02-13; b) Successful completion of pre-employment health assessment at the designated provider; c) Provision of the original proof of education, certification, registration, license, or training that may be required for the position; d) Any other considerations that may be appropriate. When making an offer of employment the employer will notify the successful applicant of its policies for accommodating employees with disabilities. The applicant will have two (2) days to provide a response to the offer of employment Once the offer of employment has been accepted, and all conditions of employment have been met, the new employee will be scheduled for orientation.
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HR Policy & Procedure Manual
Revision Date: May 27, 2019
Subject: Recruitment and Selection
Index Number A09-HR-02-11 Replaces: A900-HR-02-11 Page 6 of 6
Approved:
Effective Date: November 1, 2006
Verification of Credentials: Human Resources or designate will ensure that all new hires provide proof of credentials including diplomas/degrees, registrations, certifications, licenses or training that may be required for their position. A copy will be included in the employee file in Human Resources. It is the employee’s responsibility to inform the employer of any changes or updates and provide proof of completion. Roles and Responsibilities of Staff Senior Management Team is responsible for: • Delegating authority and responsibility, where applicable, to apply the policy within the County of Frontenac Supervisors and Managers are responsible for: • Applying this policy • Working collaboratively with Human Resources in identifying staffing needs and participating in the recruitment and selection process Employees are responsible for: • Being familiar with the recruitment policy • Following processes in place when submitting applications for available positions with the recruitment policy and adhere References Accessibility for Ontarians with Disabilities Act (AODA) Integrated Accessibility Standards Regulation (IASR) Ontario Human Rights Code Employment Standards Act, 2000 (ESA) Commission on Accreditation of Rehabilitation Facilities (CARF) Municipal Act, 2001
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Report 2019-107 Council Recommend Report To:
Warden and Council Members of the County of Frontenac
From:
Kelly J. Pender, Chief Administrative Officer
Prepared by:
Susan Brant, Director of Corporate Services/Treasurer
Date of meeting:
September 18, 2019
Re:
Corporate Services – 2019 Tax Ratios and Tax Rate Reductions Amendment
Recommendation Resolved That the Council of the County of Frontenac accept this Corporate Services – 2019 Tax Ratios and Tax Rate Reductions Amendment report; And Further That Council consider a by-law, introduced later in the meeting, to confirm 2019 the tax ratios and tax rate. Background The Municipal Act, subsection 308 (2) requires the County to establish tax ratios. Tax ratios are defined in subsection 308 (3) as “the ratios that the tax rate for each property class must be to the tax rate for the residential property class where the residential property class tax ratio is 1.” The County is required under section 308 (5) of the Act to pass a by-law on or before April 30th each year to establish tax ratios for that year for the upper-tier municipality and its lower tiers. On May 3, 2018 under Ontario Regulation 361/18, the Government of Ontario established two new optional subclasses for small-scale on-farm businesses to promote and support local farms across Ontario. The commercial and industrial subclasses were created to provide a tax rate that is 75% lower than the existing commercial and industrial tax rates. The reduced tax rate will apply to the first $50,000 of eligible assessment for 2018 taxation and subsequent taxation years.
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To qualify, the commercial and/or industrial facility must be an extension of the farming operation. In addition, 51% of the facility must be used to sell, process or manufacture something from a product produced on your farmland. If the commercial and/or industrial operation has an assessed value equal to or greater than $1 million, it is not eligible for the small-scale on-farm business subclasses. It is important to note the lower tax rates for the new commercial and industrial subclasses only apply to qualifying properties in municipalities that adopt the optional subclasses and have passed the corresponding bylaw. On March 7, 2019, Municipal Property Assessment Corporation (MPAC) advised they have completed their province-wide review of all farms to determine which properties are eligible for the small-scale on-farm business subclasses as seen in Appendix A. In discussion with the Township Treasurers, it was determined that currently only two Townships will be minimally impacted by the small-scale on-farm business subclasses as seen in the table below.
Township
Taxation Year
Township Tax Reduction
County Tax Reduction
2018 2019
$224.92 $225.95
$66.92 $68.52
2018 2019
$250.92 $251.75
$66.92 $68.20
South Frontenac
North Frontenac
Comment It was agreed in 1998 that all assessment classes should be taxed equally, excluding those for which special consideration must be given according to legislation. At that time, and it continues, this acceptance of fair taxing practices can be implemented without having significant implications for any one property class. The tax ratios and tax rate reductions are: Assessment Class
Tax Ratio
Residential & Farm Residential
1.0000
Multi-Residential
1.0000
New Multi-Residential
1.0000
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Commercial Occupied
1.0000
Industrial Occupied
1.0000
Landfills
1.0000
Pipeline
0.7000
Farmland
0.2500
Managed Forests
0.2500
Small-Scale On-Farm Business
0.2500
Subclasses
Tax Rate Reduction
Vacant Land, Vacant Units and Excess Land
30%
In the Commercial Property Class Vacant Land, Vacant Units and Excess Land
35%
Subclasses in the Industrial Property Class First Subclass of Farmland Awaiting Development for all Property Classes
65%
Second Subclass of Farmland Awaiting 30% Development for all Property Classes
Strategic Priorities Implications Priority 2: Get behind plans that build community vitality and resilience in times of growth and change. This priority responds to high interest as well as concern shared broadly across the County that communities in the Frontenacs be well supported with infrastructure and Recommend Report to Council Corporate Services –2019 Tax Ratios and Tax Rate Reductions Amendment September 18, 2019
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services essential to vitality and sustainability in today’s world. This strategy also responds to the pressures for managing growth, housing and development wisely, in ways that are sensitive to local values and priorities. Objectives in support of this strategy: • Refine and invest in efforts to accelerate economic development - to grow businesses, attract more visits and expand the tax base. Financial Implications The approximate annual taxation reduction is outlined in the table above. Organizations, Departments and Individuals Consulted and/or Affected Township of North Frontenac Township of South Frontenac Township of Central Frontenac Township of Frontenac Islands
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Date
March 7, 2019
To:
Chief Financial Officers and Treasurers
From:
Carmelo Lipsi, Vice President and Chief Operating Officer
Subject:
Review Complete: Small-scale on-farm business subclasses
On May 3, 2018, the Government of Ontario established two new optional subclasses for small-scale on-farm businesses to promote and support local farms across Ontario. The commercial and industrial subclasses were created to provide a tax rate that is 75% lower than the commercial and industrial tax rates that would otherwise apply (see MPAC’s memo from June 11, 2018).
In response to the announcement, we conducted a province-wide review of all farms to determine which properties are eligible for the small-scale on-farm business subclasses. We recently completed our review and would like to provide you with an update. Results: • Approximately 250 properties are eligible for the new optional subclasses which impact the 2018 and 2019 tax years. • The new subclasses will have a Realty Tax Qualifier of 7. Next Steps: • On March 15, 2019 we will mail approximately 500 Special Amended Notices to property owners for the 2018 and 2019 tax years which will also include a letter explaining the recent changes to their assessment (sample letter attached for your reference). • On March 8, 2019 you will be able to download Special Amended Notices from Sightline via Municipal Connect.
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Small-scale on-farm business subclasses March 5, 2019 Page 2 of 3 Key Highlights of the Regulation (O. Reg 361/18) Tax Rates • The commercial and industrial subclasses were created to provide a tax rate that is 75% lower than the commercial and industrial tax rates that would otherwise apply. • The subclasses are in effect for 2018 taxation and subsequent taxation years. • Education tax rates for the commercial/industrial operation will be the lesser of the existing tax rate or 0.00272500, irrespective of municipalities opting into the smallscale on-farm business subclasses (O.Reg.362/18). By-laws • A council of a single or upper-tier municipality may pass a by-law opting to have both subclasses or they may pass a by-law for the industrial subclass Assessment Criteria • To qualify, 51% of the commercial and/or industrial facility must be used to sell, process or manufacture something from a product produced on the farmland. • The first $50,000 of assessed value attributed to the commercial or industrial operation will qualify for the reduced commercial or industrial tax rate. • If the commercial or industrial operation has an assessed value equal to or greater than $1 million, it will not qualify. If you have any concerns, please contact your local Municipal and Stakeholder Relations Regional Manager who is available to answer your questions.
Thank you,
Carmelo Lipsi, Vice President and Chief Operating Officer Copy: Kathy Blake, Director, Municipal and Stakeholder Relations Tracy McIntyre, A/Regional Manager, Municipal and Stakeholder Relations
Attached: Enclosed sample letter to property owner
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March 15, 2019 Hello, You are receiving this letter and the enclosed Special Amended Notice regarding recent changes to your property assessment. On May 3, 2018, the Government of Ontario established two new optional subclasses for small-scale on-farm businesses to promote and support local farms across Ontario. The commercial and industrial subclasses were created to provide a tax rate that is 75% lower than the existing commercial and industrial tax rates. The reduced tax rate will apply to the first $50,000 of eligible assessment. In response, we conducted a province-wide review of all farm properties and determined the commercial and/or industrial portion of your farm operation qualifies for a small-scale on-farm business subclass. To qualify, the commercial and/or industrial facility must be an extension of your farming operation. In addition, 51% of the facility must be used to sell, process or manufacture something from a product produced on your farmland. If the commercial and/or industrial operation has an assessed value equal to or greater than $1 million, it is not eligible for the small-scale on-farm business subclasses. It is important to note the lower tax rates for the new commercial and industrial subclasses only apply to qualifying properties in municipalities that adopt the optional subclasses and have passed the corresponding bylaw. Qualifying properties may also receive a lower commercial or industrial education tax rate regardless of whether your municipality chooses to adopt the optional subclasses for the municipal portion of the property tax. If you have questions about your property taxes, please contact your municipality or local taxing authority for more information. If you have questions about your property assessment, you may contact our Customer Contact Centre, Toll Free at 1 866 296-6722 or TTY 1 877 889-6722. (Hours of operation: Monday to Friday – 8 a.m. to 5 p.m. EST) or visit aboutmyproperty.ca. Thank you, Karen Russell, M.I.M.A. Director, Valuation & Customer Relations
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Report 2019-110 Council Recommend Report To:
Warden and Council
From:
Kelly Pender, Chief Administrative Officer
Prepared by:
Lisa Hirvi, Administrator, Fairmount Home
Date of meeting:
September 18, 2019
Re:
Fairmount Home – Public Inquiry into the Safety and Security of Residents in the Long-Term Care Homes System
Recommendation Resolved That Council of the County of Frontenac received the Fairmount Home Public Inquiry into the Safety and Security of Residents in the Long-Term Care Homes System report for approval; And Further That the Council of the County of Frontenac support the Consolidated Recommendations regarding the Role of Long-Term Care Homes and other recommendations specific to licensees of long-term care homes, which are presented in the Public Inquiry into the Safety and Security of Residents in the Long-Term Care Homes System Report (“Report”); And Further That the Council of the County of Frontenac support staff in implementing the Consolidated Recommendations and other recommendations specific to long-term care home licensees presented in the Report, as well as, Fairmount Home’s plan for service level changes for a minimum four hours of care per resident per day to ensure a safe and secure environment for residents; And Further That the Council of the County of Frontenac, as the licensee for Fairmount Home for the Aged (“Fairmount”), encourage the Ministry of Health and Long-Term Care to take the steps to promptly implement the recommendations in the Report and release a public report on the first anniversary of the release of the Report.
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Background The Public Inquiry into the Safety and Security of Residents in the Long-Term Care Homes System (the Inquiry) was established on August 1, 2017 pursuant to the Public Inquiries Act, 2009. The Inquiry was in response to Elizabeth Wettlaufer, Canada’s first known healthcare serial killer, who was convicted of eight counts of first-degree murder, four counts of attempted murder and two counts of aggravated assault (the Offences). The Inquiry was tasked with inquiring into the Offences, determine how they were committed over such a long period of time without detection and make recommendations on how to avoid similar tragedies in the future. The Inquiry was not tasked with conducting a general review of the long-term care (LTC) system nor to make recommendations on how LTC homes or the LTC system might be improved more generally. The Report was released on July 31, 2019 regarding the Inquiry’s activities and recommendations on how to prevent similar tragedies. The Report debunks four myths, which are as follows: 1) the Offenses were mercy killings – not true, 2) the pressures on the LTC system will pass once the baby-boom generation is gone – not true, 3) the threat that Wettlaufer represents is gone because she is in jail, serving a life sentence – not true, and 4) the Offences caused only limited harm – not true. There are three principle findings that are foundational to the recommendations in the Report, which are as follows: 1) if Wettlaufter had not confessed, the Offences would not have been discovered, 2) the Offences were the result of systemic vulnerabilities and therefore no findings of individual misconduct are warranted, and 3) the LTC system is strained but not broken. Systemic issues require a systemic response of which there are four: 1) prevention, 2) awareness, 3) deterrence, and 4) detection. LTC homes are called to take a leadership role in deterrence, with appropriate funding from the ministry. The Report is presented in four volumes and includes 91 recommendations. The first recommendation is for the Ministry of Health and Long-Term Care, which must issue a public report on the first anniversary of the release of this Report describing the steps it has taken to implement the recommendations in this Report. The summary of the Consolidated Recommendations are as follows: Chapter
Consolidated Recommendations
1 – Foundations: The Context, Findings and a Roadmap for the Report
1 to 2
4 – Long-Term Care Homes
3 to 10
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AGENDA ITEM #i)
Chapter
Consolidated Recommendations
7 – Agency Nurses in Long-Term Care Homes
11 to 13
8 – Home Care Service Providers
14 to 18
9 – Role of the Ministry of Health and Long-Term Care
19 to 31
12 – Role of the CCACs, LHINs in the Provision and Oversight of Home Care Services
32 to 39
13 – College of Nurses of Ontario
40 to 49
14 – Office of the Chief Coroner and the Ontario Forensic Pathology Service
50 to 61
15 – Building Capacity and Excellence in the Long-Term Care System
62 to 63
16 – Building Awareness of the Health Care Serial Killer Phenomenon
64 to 73
(Licensees of long-term care homes listed in recommendation 70 and 73) 17 – Deterrence Through Improved Medication Management
74 to 85
(Long-term care homes are key in the recommendations 78 to 84 for improving medication incident analysis) 18 – Detecting Intentionally Caused Resident Deaths
86 to 91
Comment Fairmount is a member of AdvantAge Ontario (“Association”), which was granted standing (participation) in the Inquiry given its significant role in advocating for high quality seniors’ care in the province. In addition to contributions throughout the Inquiry’s hearings, the Association made a closing submission to the Inquiry that included 13 recommendations. The Association was pleased that the Report included its recommendations on the following:
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Expanded training for all types of staff in LTC homes
Creation of a new permanent, funding envelope to support this training
A three-year program to offer grants to homes to improve medication security
A dedicated government unit to support LTC homes in achieving regulatory compliance and identify, recognize and share best practices
The Association noted a few key gaps in the report. Specifically, the lack of staffing in LTC was not adequately addressed. Also, the report did not include recommendations on labour relations, including the handling of grievances and discipline. Overall, the Association remarked that this report is an important step forward for LTC in Ontario, which provides excellent recommendations and guidance that all system partners can implement together to safeguard seniors in LTC. The Association will continue its work with the government and key stakeholders to improve resident safety in LTC homes. Fairmount will support the Association in its work as well as collaborate with key stakeholders to ensure that Fairmount’s residents receive quality care in a safe, respectful and compassionate home. Frontenac County and Fairmount have been proactive in responding to some of the Report’s Consolidated Recommendations, which are as follows:
Training on conducting workplace inspections, reporting obligations related to resident abuse/neglect and medication administration in the home
Adopting hiring/screening processes that include robust reference checking, background checks, gaps in a resumé and/or terminations from previous employment and close supervision during the probationary period
Conducting unannounced spot checks on evening and night shifts, including weekends
Maintaining a complete discipline history for each employee so management can easily review it when making discipline decisions
Cultivating a “just culture” – one in which human error is dealt with openly rather than punitively
Strategic Priority Implications Council’s Continuing Priorities relevant to the Inquiry report are as follows:
Implement strategic plan for Fairmount
Continually improve customer and financial services
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Maintain a strong organization and positive work culture through leadership, human resources, training and development, physical and IT infrastructure and partnerships
Fairmount will consider these priorities when reviewing and implementing the Inquiry’s Consolidated Recommendations for LTC homes. Financial Implications Unknown at this time Organizations, Departments and Individuals Consulted and/or Affected Government of Ontario Ministry of Health and Long-Term Care AdvantAge Ontario County of Frontenac Fairmount Home
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AGENDA ITEM #j)
Report 2019-111 Council Recommend Report To:
Warden and Council
From:
Kelly Pender, Chief Administrative Officer
Prepared by:
Gale Chevalier, Chief/Director, Emergency and Transportation Services
Date of meeting:
September 18, 2019
Re:
Emergency and Transportation Services – Howe Islander Ferry Safety Announcements
Recommendation Be it Resolved That the Council of the County of Frontenac receive for information the report on Ferry Safety Announcements; And Further That the Council of the County of Frontenac direct staff to implement Option _______ as outlined, that being: Background In September 2018, Transport Canada conducted an inspection of the Howe Islander and issued a Deficiency Notice that No Passenger Safety Briefing was being played as per section 13(2) of the Fire and boat drill regulations: *Safety briefing (2) If passengers are scheduled to be on board a vessel for 24 hours or less and a practice muster is not held, the master of the vessel shall ensure that, immediately before or after the vessel embarks on a voyage, a safety briefing is given to the passengers informing them of the safety and emergency procedures that are relevant to the type and size of the vessel.
- Marginal note: Requirements (3) The master of a vessel referred to in subsection (2) shall ensure that the safety briefing
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(a) informs the passengers of the essential actions they must take during an emergency; (b) specifies the location of lifejackets, survival craft and muster stations; (c) Informs the passengers in each area of the vessel of the location of the lifejackets and survival craft that are closest to them; (d) instructs the passengers in the donning and use of their lifejackets; (e) Is given in either or both official languages, according to the needs of the passengers; (f) Is given on the vessel’s public address system if the vessel has one; and (g) Is given in a way that is likely to be understood by the passengers. The Ministry of Transportation was advised of this order and the audible safety announcements commenced in May 2019. In July 2019, a complaint was received from a citizen on Howe Island regarding the volume and nuisance of these announcements. In investigating the issue, the following legislation was found: Application Marginal note: Application 2 (1) These Regulations apply in respect of self-propelled Canadian vessels that (a) are Safety Convention vessels; or (b) are required to hold an inspection certificate under section 10 of the Vessel Certificates Regulations. Marginal note: Exceptions (2) These Regulations do not apply in respect of (a) fishing vessels of 150 gross tonnage or less; (b) cable ferries; and (c) vessels of 15 gross tonnage or less that carry 12 or fewer passengers. The Transport Canada Inspector who issued the original order was contacted, and on August 26, 2019 he confirmed that cable ferries are exempt from this legislation and indicated he has repealed his Deficiency Notice. Comment While audible safety announcements are not mandated on cable ferries by legislation, they are a best-practice safety procedure. Emergencies such as boating accidents, fires, man overboard, etc. can occur on cable ferries and ensuring that a passenger safety briefing has been provided can mitigate injury or death. Non-cable ferries are required to have these announcements as they have been deemed to be an important safety feature.
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According to Transport Canada, placards on the vessel would be an acceptable alternative, but do not provide the same assurance that the safety message was delivered. MTO has indicated that the County, as the operator of the vessel, is responsible for making the decision regarding safety briefings. Council has two options as outlined below:
- Direct staff to maintain the current practice of audible safety announcement; or
- Direct staff to cease the current practice of audible safety announcements and reinstitute information safety notice placards. Strategic Priority Implications Other Important and Continuing County Priorities: Continually improve customer services. Financial Implications None at this time. Organizations, Departments and Individuals Consulted and/or Affected Transport Canada Ministry of Transportation of Ontario Campbell Dailey, Marine Services Supervisor
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AGENDA ITEM #k)
Report 2019-113 Council Recommend Report To:
Warden and Members of County Council
From:
Kelly J. Pender, Chief Administrative Officer
Prepared by:
Richard Allen, Manager of Economic Development
Re:
Planning & Economic Development – Authorization for staff to enter into agreements with local snowmobile clubs for use of the Frontenac K&P Trail during winter months
Recommendation Be It Resolved That Council pass a by-law later in the meeting authorizing staff to enter into a License Agreement and Memorandum of Understanding with the local OFSC snowmobile clubs for use of the Frontenac K&P Trail and to complete annual renewals of these agreements. Background Since 1967, the not-for-profit Ontario Federation of Snowmobile Clubs (OFSC) has been the umbrella association for the province’s approximately 200 community-based snowmobile clubs. Clubs are responsible for the grooming, safety and management of local trails that consist of routes on private land, conservation lands, along road allowances or on other publicly owned assets. In the case of each owners, the OFSC requires that a license agreement be completed. The club trails form interconnected networks within 12 regional groupings of clubs called OFSC Districts. All have about the same number of clubs and kilometres of trails. These districts oversee trail and grooming operations for their entire network. Together, the district trail networks form the fully integrated OFSC provincial trail system. The OFSC is also the authorized sales agent for Snowmobile Trail Permits. It collects all permit revenues. Then the OFSC distributes them directly to districts and through provincial programs, including one for trail operations and one for central groomer purchases. It is important to note that it is required by provincial law to have a permit to use a snowmobile on snowmobile trails in Ontario.
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AGENDA ITEM #k)
The Lennox & Addington Ridge Runners and Snow Road Snowmobile Clubs have been active partners in the development of the Frontenac K&P Trail. The Lennox & Addington Ridge Runners have had agreements in place with the County for the use of the Frontenac K&P Trail during winter months, including management and maintenance activities. The most recent license agreement, signed in 2014 for use between Harrowsmith and White Lake Road, is attached as Appendix A. Shortly after the completion of this agreement, Council agreed to extend the territory to include from Orser Road to Tichborne. Comment It is expected that the development of the Tichborne to Sharbot Lake phase of the Frontenac K&P Trail will be substantially completed this fall, and that it can be included as part of the OFSC trails system, forging an important winter link between communities located in South Frontenac and the trails hub in Sharbot Lake. This section is the first section of County-owned K&P Trail to fall into Snow Road Snowmobile Club territory. Sections of K&P Trail located north of Sharbot Lake are also subject to use agreements by Snow Road Snowmobile Club. Staff are seeking authorization to update the agreement with the Lennox & Addington Ridge Runners Snowmobile Club for winter use of the Frontenac K&P Trail from Orser Road to Tichborne and to enter into a new agreement with the Snow Road Snowmobile Club for use of the Frontenac K&P Trail from Tichborne to Sharbot Lake. In addition to the OFSC standard license agreement, the County and clubs will enter into a memorandum of understanding (MOU) that forms the basis of a partnership agreement between the county and local clubs. This MOU will further outlining details of communication between parties, gate protocols, maintenances standards and the responsibilities expected of each party. Strategic Priorities Priority 1: Build community vitality and resilience Sub-Priority 1.2 focuses on refining and investing in efforts to accelerate economic development — to grow businesses, attract more visits and expand the tax base. Part of the operational direction for this priority is to continue with current economic development programs including Trail Asset programs. Priority 3: Champion and coordinate collaborative efforts The County has limited staff capacity for day-to-day monitoring and management of the Frontenac K&P Trail. Developing partnerships with local groups such as the ATV Club and other trail organizations such as the Ontario Federation of ATV Clubs (OFATV) will help reduce the need for additional staff and equipment.
Recommend Report to Council Planning & Economic Development- Authorization for local snowmobile club use of the Frontenac K&P Trail September 18, 2019 Page 2 of 3
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AGENDA ITEM #k)
Financial Implications It has been shown in many jurisdictions across Ontario that partnerships with the OFSC has resulted in volunteer and financial support for the management of municipally owned trails. Organizations, Departments and Individuals Consulted and/or Affected Alta Planning + Design Community Development Advisory Committee Planning and Economic Development Township of Central Frontenac Township of North Frontenac Township of South Frontenac Township of Frontenac Islands City of Kingston South Frontenac Rides Ontario Federation of ATV Clubs (OFATV) Lennox & Addington Ridge Runners Snow Road Snowmobile Club
Recommend Report to Council Planning & Economic Development- Authorization for local snowmobile club use of the Frontenac K&P Trail September 18, 2019 Page 3 of 3
322 Development of 386 2019-113 Planning &Page Economic Authorization for staff to ente…
AGENDA ITEM #a)
Report 2019-108 Council Information Report To:
Warden and Council
From:
Kelly Pender, Chief Administrative Officer
Prepared by:
Gale Chevalier, Chief/Director, Emergency and Transportation Services
Date of meeting:
September 18, 2019
Re:
Emergency and Transportation Services – Investigation of Options to Ensure Howe Island Ferry Staffing
Recommendation For information only Background On Friday, July 12, 2019, a Marine Services ferry operator called in at approximately 1600 hours to report that he would not be able to work his shift that night at 1830 hours. Available part-time ferry operators were called, as well as all casual ferry operators, but none were able to fill the shift. An overtime callout was done with no success. The Marine Services Supervisor was contacted and when the ferry could not be staffed it was shut down for the night shift of July 12, 2019. During this time, the Supervisor coordinated with Frontenac Islands’ staff to ensure the township ferry was staffed and operated all night. This occurrence was discussed at the July 17, 2019 County Council meeting and staff were requested to investigate options to ensure ferry staffing at all times, including but not limited to:
- Obtaining Union agreement to allow Township ferry operators to operate the County ferry;
- Pay a ferry operator to be on standby;
Page 323 of 386 Services Investigation of Options … 2019-108 Emergency and Transportation
AGENDA ITEM #a)
- Request the Ministry of Transportation to support the hiring of additional ferry staff;
- That the Ferry Supervisor be approved to back fill operator positions on an emergency basis. Comment Discussions were undertaken with management and CUPE 109 union leaders. Several options were evaluated with actions taken as described below:
- In order for CUPE to allow Township ferry operators to operate the County ferry, these employees would be required to become CUPE 109 union members and meet all requirements under the Collective Agreement, including availability requirements. This would have numerous wage and benefits implications for the County and the Township. This is not considered to be a practical option at this time. It could be pursued in more depth if desired by Council. Township ferry operators are welcome to apply for part-time or casual positions with the County.
- CUPE 109 has indicated they would consider the option of a paid standby. This would need to be a negotiated via a Memorandum of Understanding under the current collective agreement. To provide an estimate of cost, current standby pay for Paramedics on Wolfe Island is $2.50 per hour. Standby coverage for the ferry would be required for 12 hours on weekdays and 24 hours on weekends. This would result in a minimum cost of $14,040 per year in additional wages. Discussion would also be required with the Ministry of Transportation as would represent a change in operations and result in increased costs.
- A recruitment drive was undertaken for additional ferry operators. Two additional part-time ferry operators have been recruited and will begin work in September.
- The Ferry Supervisor is approved to back-fill operator positions on an emergency basis. The Employment Standards Act does limit the number of hours an employee can work in a 24-hour period.
- A Memorandum of Understanding was signed with CUPE 109 regarding Emergency Call-in’s. This allows the employer to contact any employee, whether they have provided availability or not, when the ferry is going to be shut down due to staffing. It also specifies that the Marine Services Supervisor will be offered the open shift.
- A Memorandum of Understanding was signed with CUPE 109 regarding part-time availability during peak periods. This MOU specifies that during the peak periods Information Report to Council Emergency and Transportation Services - Investigation of Options to Ensure Howe Island Ferry Staffing September 18, 2019
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Page 2 of 3
AGENDA ITEM #a)
of December 15 to January 15, and May 15 to September 15 of each year, parttime staff are not permitted to restrict their availability and will be called for all open shifts that cannot be filled, regardless of whether they have provided availability. It is believed that these strategies will help mitigate the need for ferry shut downs due to staffing in the future. Strategic Priority Implications Ensuring continued, reliable ferry service to the citizens of Howe Island falls under Other Important and Continuing county Priorities, including continually improving customer services. Financial Implications None at this time. Organizations, Departments and Individuals Consulted and/or Affected CUPE local 109 Ministry of Transportation
Information Report to Council Emergency and Transportation Services - Investigation of Options to Ensure Howe Island Ferry Staffing September 18, 2019
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Page 3 of 3
AGENDA ITEM #b)
Report 2019-109 Council Information Report To:
Warden and Council
From:
Kelly Pender, Chief Administrative Officer
Prepared by:
Lisa Hirvi, Administrator
Date of meeting:
September 18, 2019
Re:
Fairmount Home – Quarterly Update Activity Report
Recommendation This report is for information purposes only. Background The following information is an update regarding the activities/challenges at Fairmount Home (“Fairmount”) from April 1, 2019 to June 30, 2019 as well as significant updates in July 2019. Comment Ministry of Health and Long-Term Care During the second quarter, there were no inspections conducted by the Ministry of Health and Long-Term Care. The Ministry of Health and Long-Term Care publishes the Reports on Long-Term Care Homes on its website. Public Health Inspection During the second quarter, Kingston, Frontenac, Lennox & Addington (KFL&A) Public Health did not conducted any inspections in the general store nor kitchen and serveries. The Food Establishment and Restaurant Reports are posted on its website. Outbreaks During the first quarter, KFL&A Public Health declared an enteric outbreak on April 21, 2019. There were 16 residents affected during the outbreak before it was declared over on May 3, 2019. Thank you to the management and staff who were diligent in managing the outbreak. The legislated reporting was completed to the required Ministries including the Ministry of Health & Long-Term Care (MOHLTC), Ministry of Labour (MOL) and KFL&A Public Health.
of 386 2019-109 FairmountPage Home 326 Quarterly Update Activity Report
AGENDA ITEM #b)
Accreditation Fairmount is pursuing accreditation with CARF Canada, as previously reported in Fairmount’s Quarterly Update Activity Report dated January 16, 2019. The survey application was submitted on June 27 with the expectation that the survey will be scheduled for late this fall. County Council will be invited to attend the survey for the opening and closing remarks. Strategic Priority Implications Not applicable Financial Implications The financial implications are outstanding for the final phase of the lighting replacement, which was previously communicated in the Council Information Report 2018-083 dated June 20, 2018. Organizations, Departments and Individuals Consulted and/or Affected Fairmount Home Management Team
Information Report to Council Fairmount Home – Quarterly Update Report September 18, 2019
of 386 2019-109 FairmountPage Home 327 Quarterly Update Activity Report
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AGENDA ITEM #c)
Report 2019-112 Council Information Report To:
Warden and Council
From:
Kelly J. Pender, Chief Administrative Officer
Prepared by:
Susan Brant, Director of Corporate Services/Treasurer
Date of meeting:
September 18, 2019
Re:
Corporate Services – 2019 Second Quarter Financial Summary
Recommendation This report is for information purposes only. Background The County of Frontenac financial summary for the second quarter of 2019 is attached. Comment Most variances are primarily due to timing with additional context provided below. Revenue User Charges
Resident revenues are currently under budget but are reconciled at year end against Provincial revenue, so that the total amount received from the Province and the residents is within the prescribed Ministry of Health funding for Fairmount Home. Fairmount Home has unbudgeted donations in the amount of $7,582. Frontenac Paramedics have received $7,657 in unbudgeted Event Revenue. Ferry ticket and pass sales are on budget through to June, with pass sales $6,951 over budget and ticket sales $7,017 under budget. High water in 2019 has caused a reduction of three to four cars due to ballast used to weigh down the ferry. Planning Fees are under budget by $7,100 to June. The planning department does not anticipate any further planning fees to be received in 2019.
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AGENDA ITEM #c)
Taxation
Taxation from Other Governments and Payments in Lieu of taxes will be reconciled at year end.
Federal and Provincial Funding
There is some degree of uncertainty in funding from the current provincial government and budget estimates may be difficult to achieve in the upcoming year. Fairmount funding is under budget by $33,015. Based on Provincial funding announcements effective April 1, 2019 and August 1, 2019, Fairmount Home’s funding is anticipated to be $73,070 under budget for 2019. Funding for a paramedic research project has resulted in $208,000 in unbudgeted revenue. The County acts as a flow-through between the federal government and the research organization for this project, and there is an associated $208,000 unbudgeted expense. Unbudgeted paramedic funding has been received from Kingston Community Health Centre (KCHC) in the amount of $66,405. This is funding for a paramedic to be stationed at the Street Health Centre with costs included in salaries and wages. The Paramedic Provincial subsidies was under budget by $139,969. Based on the Provincial funding announcement issued August 20, 2019, Frontenac Paramedics funding is anticipated to be $22,937 under budget for 2019. In addition, the Province has not confirmed the 2019 Offload Nursing funding budgeted at the prior year funding amount of $233,854. Frontenac Paramedics Community Paramedicine program is under budget by $31,145. The Local Health Integration Network has not confirmed the 2019 Community Paramedicine funding budgeted at the prior year funding amount of $109,375. The County of Frontenac has received an unbudgeted $725,000 from the Provincial Municipal Modernization Fund, as well as an unbudgeted Ontario Cannabis Legalization Implementation Fund in the amount of $53,036. Economic Development is under budget by $23,499 for payments from the Rural Economic Development program that ended in March 2019, however payment was received in August. Unbudgeted funding was received from the Trans Canada Trail in the amount of $24,000. The Provincial transfer for the ferry is under budget in the amount of $168,681, but will be reconciled at year end. The Provincial payment for the 2018 ferry subsidy reconciliation has not been paid.
Provincial Offences
Provincial offences revenue is under budget by $1,812, but will be reconciled at year end with the City of Kingston.
Investment Income
Investment income is over budget by $65,514. The higher than anticipated returns have been the result of the County diversifying its holdings into a high interest
Information Report to Council Corporate Services - Finance – Second Quarter Financial Summary September 18, 2019
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Page 2 of 7
AGENDA ITEM #c)
savings account with The Investment One Program as well as Guaranteed Investment Certificates and bonds in accordance with Ontario Regulation 438/97. Other Income
Other income is under budget by $53,162 due to timing in the general recoveries accounts.
Expenses Salaries and Benefits
Fairmount Home is $60,107 under budget for salaries and benefits through the second quarter. Overtime costs are over budget by $65,667 due to vacant positions; staffing shortfalls are covered by overtime staff. This is offset by the regular salary and benefit accounts which are under budget by $125,774. Frontenac Paramedics is $295,992 over budget in salaries and benefits as a result of sick leave, overtime, alternate and modified work. Marine Services is $21,268 over budget primarily due to modified work, overtime, and training costs. Planning is over budget by $31,901 due to an additional contract worker employed to cover staffing shortfalls during this period.
Materials
Timing for purchases account for most of the variances. Frontenac Paramedics basic life support medical supplies is over budget year-todate by $29,975.
Contracted Service
An unbudgeted expense of $208,000 under Contracted Services is offset by unbudgeted revenue for the paramedic research project as discussed under the Provincial and Federal Funding section. Timing for purchases accounts for most of the variances.
Rents and Financing
Rents and Financing are over budget by $2,850. Rental payments on the Parham Paramedic Base have ended in April with the County purchase of this base.
Net Capital Expense
Frontenac Paramedics have purchased four new vehicles in 2019 as budgeted. Frontenac County has purchased the Parham Ambulance Base as approved by Council in March 2019 with funds from the County asset replacement reserve. Frontenac County has also purchased a new telephone system as budgeted.
Information Report to Council Corporate Services - Finance – Second Quarter Financial Summary September 18, 2019
330 of Second 386 Quarter Financial Summary 2019-112 Corporate Page Services 2019
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AGENDA ITEM #c)
Marine Services has purchased a truck to be used for snowplowing and administrative duties. The purchase will be reimbursed by MTO based on the annual depreciation. Fairmount Home has replaced 7 beds as budgeted. The net capital expense includes a realized gain on the sale of a Frontenac Paramedic vehicle and lights in the amount of $9,846.
City of Kingston Contribution
City of Kingston has advised their contributions will be under budget in the amount of $206,565. The City of Kingston’s contributions to Fairmount Home will be $162,261 under budget and Frontenac Paramedics will be $44,304 under budget.
Strategic Plan Implications The mission of Frontenac County is “the effective, efficient and sustainable delivery of services to citizens”. Increasing demand for health services along with inflationary, contracted and mandated costs as well as new provincial government policies is causing budgetary pressures. By publishing the quarterly financial report, the County ensures Council and the public is aware of the costs incurred by the County in relationship to the budget at a given point in time during the year. This enables the County to be accountable for its revenues and expenditures and ensures respect for the taxpayer. The quarterly financial report assists with the goal of the Strategic Plan “to anchor the County’s activities in the municipality’s mission and vision, adapt to the latest evidence and best practices, and respond effectively to circumstances”. Organizations, Departments and Individuals Consulted and/or Affected Senior Leadership Team Alex Lemieux, Deputy Treasurer Kathie Shaw, Senior Financial Analyst
Information Report to Council Corporate Services - Finance – Second Quarter Financial Summary September 18, 2019
331 of Second 386 Quarter Financial Summary 2019-112 Corporate Page Services 2019
Page 4 of 7
AGENDA ITEM #c)
2019
2019
June
YTD
Tota l Annua l
Budget
YTD Budget
YTD Actua l
Va ri a nce
Spent
$
$
$
$
%
Opera ti ng Revenue Ta xa ti on from Other Governments Us er Cha rges
70,000 1,837,690
1,839,629
1,939
52.35%
16,167,148
8,054,147
8,734,278
680,131
54.02%
Provi nci a l Offences Net Revenue
133,211
66,606
64,794
(1,812)
48.64%
Inves tment Income
140,000
70,002
135,516
65,514
96.80%
Other
519,646
229,637
176,475
(53,162)
33.96%
Tra ns fers from Obl i ga tory Res erve
801,884
Pa yments i n Li eu of Ta xes Federa l a nd Provi nci a l
3,513,961 42,897
Other Muni ci pa l i ti es
Tra ns fers from Res erve
344,327
184,980
135,432
(49,548)
39.33%
Total Operating Revenue
21,733,074
10,443,062
11,086,124
643,062
(51.01%)
Sa l a ri es & Benefi ts
28,561,898
14,103,002
14,452,240
349,238
50.60%
Ma teri a l s
3,337,058
1,301,238
1,285,361
-15,877
38.52%
Contra cted Servi ces
7,753,989
3,966,215
4,169,827
203,612
53.78%
Rents & Fi na nci ng
238,789
112,471
115,321
2,850
48.29%
Externa l Tra ns fers
151,361
48,000
48,891
891
32.30%
Depreci a ti on
1,658,628
829,315
828,185
-1,130
49.93%
Res erve Tra ns fers
1,656,232
12,498
32,346
19,848
1.95%
43,357,955
20,372,739
20,932,171
559,432
48.28%
Net Muni ci pa l Contri buti on
21,624,881
9,929,677
9,846,047
-83,630
45.53%
LESS: Depreci a ti on
(1,658,628)
(829,315)
(828,185)
1,130
(49.93%)
Net Muni ci pa l Contri buti on LESS Depreci a ti on
19,966,253
9,100,362
9,017,862
-82,500
45.17%
Ci ty of Ki ngs ton
-9,919,791
-5,001,387
-4,642,547
358,840
46.80%
County Contribution - Operating
10,046,462
4,098,975
4,375,315
276,340
43.55%
Ca pi ta l Revenue
693,075
614,457
693,282
78,825
100.03%
Ca pi ta l Expens e
879,886
786,859
775,198
-11,661
88.10%
Net Ca pi ta l Expens e
186,811
172,402
81,916
-90,486
43.85%
Ci ty of Ki ngs ton - Ca pi ta l
-180,416
-92,696
-93,460
-764
(51.80%)
County Contribution - Capital
6,395
79,706
-11,544
-91,250
180.52%
210,295
167,649
162,415
-5,234
77.23%
10,263,152
4,346,330
4,526,186
179,856
44.10%
Opera ti ng Expens e
Other
Una pproved Projects Total Operating Expense
County Contri buti on - Debenture Total Requisition
Information Report to Council Corporate Services - Finance – Second Quarter Financial Summary September 18, 2019
332 of Second 386 Quarter Financial Summary 2019-112 Corporate Page Services 2019
Page 5 of 7
AGENDA ITEM #c)
2019
2019
June
YTD
Tota l Annua l
Budget
YTD Budget
YTD Actua l
Va ri a nce
Spent
$
$
$
$
%
Opera ti ng Revenue Us er Cha rges
3,236,808
1,618,404
1,619,852
1,448
50.04%
Federa l a nd Provi nci a l
6,323,720
3,130,335
3,097,320
(33,015)
48.98%
Other
73,663
39,198
42,506
3,308
57.70%
Tra ns fers from Res erve
21,700
7,700
Total Operating Revenue
9,655,891
4,795,637
4,759,678
(35,959)
(49.29%)
Sa l a ri es & Benefi ts
10,523,558
5,070,901
5,010,794
-60,107
47.62%
Ma teri a l s
1,155,156
595,081
571,738
-23,343
49.49%
Contra cted Servi ces
1,329,459
715,711
610,999
-104,712
45.96%
Depreci a ti on
574,219
287,112
282,785
-4,327
49.25%
Res erve Tra ns fers
135,880 47.21%
(7,700)
Opera ti ng Expens e
Una pproved Projects Total Operating Expense
13,718,272
6,668,805
6,476,316
-192,489
Net Muni ci pa l Contri buti on
4,062,381
1,873,168
1,716,638
-156,530
42.26%
LESS: Depreci a ti on
(574,219)
(287,112)
(282,785)
4,327
(49.25%)
Net Muni ci pa l Contri buti on LESS Depreci a ti on
3,488,162
1,586,056
1,433,853
-152,203
41.11%
Ci ty of Ki ngs ton
-2,319,558
-1,201,269
-1,042,398
158,871
44.94%
County Contribution - Operating
1,168,604
384,787
391,455
6,668
33.50%
Ca pi ta l Revenue
99,832
63,942
8,488
(55,454)
8.50%
Ca pi ta l Expens e
263,850
248,550
29,206
-219,344
11.07%
Net Ca pi ta l Expens e
164,018
184,608
20,718
-163,890
12.63%
Ci ty of Ki ngs ton - Ca pi ta l
-162,418
-83,760
-80,650
3,110
(49.66%)
County Contribution - Capital
1,600
100,848
-59,932
-160,780
3,745.75%
210,295
167,649
162,415
-5,234
77.23%
1,380,499
653,284
493,938
-159,346
35.78%
County Contri buti on - Debenture Total Requisition
Information Report to Council Corporate Services - Finance – Second Quarter Financial Summary September 18, 2019
333 of Second 386 Quarter Financial Summary 2019-112 Corporate Page Services 2019
Page 6 of 7
AGENDA ITEM #c)
2019
2019
June
YTD
Tota l Annua l
Budget
YTD Budget
YTD Actua l
Va ri a nce
Spent
$
$
$
$
%
Opera ti ng Revenue Us er Cha rges Federa l a nd Provi nci a l
8,942,229
4,471,116
Inves tment Income Other
7,657
7,657
4,574,406
103,290
6,162
6,162
1,235
1,235
51.16%
Tra ns fers from Res erve
84,000
Total Operating Revenue
9,026,229
4,471,116
4,589,460
118,344
(50.85%)
15,033,808
7,593,336
7,889,328
295,992
52.48%
982,624
520,717
558,244
37,527
56.81%
Contra cted Servi ces
1,533,006
805,027
1,002,323
197,296
65.38%
Rents & Fi na nci ng
238,539
112,221
115,144
2,923
48.27%
Depreci a ti on
757,253
378,624
371,332
-7,292
49.04%
Res erve Tra ns fers
886,465
9,846
9,846
1.11% 51.19%
Opera ti ng Expens e Sa l a ri es & Benefi ts Ma teri a l s
Una pproved Projects Total Operating Expense
19,431,695
9,409,925
9,946,217
536,292
Net Muni ci pa l Contri buti on
10,405,466
4,938,809
5,356,757
417,948
51.48%
LESS: Depreci a ti on
(757,253)
(378,624)
(371,332)
7,292
(49.04%)
Net Muni ci pa l Contri buti on LESS Depreci a ti on
9,648,213
4,560,185
4,985,425
425,240
51.67%
Ci ty of Ki ngs ton
-7,600,233
-3,800,118
-3,600,149
199,969
47.37%
County Contribution - Operating
2,047,980
760,067
1,385,276
625,209
67.64%
Ca pi ta l Revenue
593,243
550,515
496,689
(53,826)
83.72%
Ca pi ta l Expens e
616,036
538,309
486,842
-51,467
79.03%
Net Ca pi ta l Expens e
22,793
-12,206
-9,847
2,359
43.20%
Ci ty of Ki ngs ton - Ca pi ta l
-17,998
-8,936
-12,810
-3,874
(71.17%)
County Contribution - Capital
4,795
-21,142
-22,657
-1,515
472.51%
2,052,775
738,925
1,362,619
623,694
66.38%
County Contri buti on - Debenture Total Requisition
Information Report to Council Corporate Services - Finance – Second Quarter Financial Summary September 18, 2019
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AGENDA ITEM #d)
Report 2019-114 Council Information Report To:
Warden and Council
From:
Kelly Pender, Chief Administrative Officer
Prepared by:
Kelly Pender, Chief Administrative Officer
Date of meeting:
September 18, 2019
Re:
Office of the Chief Administrative Officer – Resolution from the City of Kingston regarding the 2019 Budget Update- County of Frontenac Services
Recommendation This report is for information purposes only. Background In February, 1997, the Order to Implement the Proposal for the Restructuring of the County of Frontenac, its constituent Municipalities and the City of Kingston, more commonly referred to as the Amalgamation Order, gave the responsibility to the Frontenac Management Board (now the County of Frontenac) for the operation of Fairmount Home, with the apportionment formula established at 74% City/26% County. In 1997, the Province enacted the Social Assistance Act and the Services Improvement Act which mandated the consolidation of municipal services management for Ontario Works, Child Care Services and Social Housing. The City of Kingston was designated as the Consolidated Municipal Service Manager (CMSM) for the City of Kingston and the County of Frontenac effective January 1, 1998. The provision of these services is also captured in the Amalgamation Order. In July of 1998 the City and the County entered into an agreement which included a methodology for the Apportionment of Costs for each of the CMSM services. The agreement also contemplated the cost and revenue sharing for two other Local Service Realignment (LSR) services, those being Land Ambulance and Provincial Offences. In 1990 the Ambulance Act was amended to define municipal responsibilities as part of the LSR, and on January 1, 2001, the responsibility for ensuring the proper provision of land ambulance services was transferred from the Province to the County of Frontenac. In
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AGENDA ITEM #d)
March 2000, the City of Kingston assumed the responsibility for the administration of the Provincial Offences Court and the proceedings under the Provincial Offences Act (POA). A second agreement was entered into on October 18, 2000 which among other things, recognized the County’s new role as the delivery agent for land ambulance. The agreement also set out the criteria to be followed should either party wish to change the apportionment of costs of these local services. In 2003, the City provided written notice that it wanted to renegotiate the terms of the LSR agreement, as it felt the current apportionment of costs formulae ignore the reality that, for the purposes of LSR cost sharing, Kingston and Frontenac are a single LSR service delivery area; Frontenac is economically dependent on Kingston; and spillover costs negatively impact Kingston, to the benefit of Frontenac. The City took the position that weighted assessment is the most equitable method of apportioning LSR costs. Following the matter being considered at Arbitration, a new agreement was signed in 2005. Neither the agreements signed in 2000, 2005 or the Amalgamation Order permit either party with the ability to refuse payment. The City of Kingston was looking for the County of Frontenac to re-open its budget to either reduce its budget or fund the City’s increase from County reserves, leading to County of Frontenac ratepayers paying a higher apportionment of costs than is stipulated in the Cost Sharing Agreements, equating to County residents unfairly shouldering the costs for the City of Kingston. The Amalgamation Order, 1997 sets out the processes for dispute resolution arising out of the interpretation of the Order. Specifically, section 11.1 sets out the mandatory provisions for the Rural Urban Liaison Committee (RULAC) and its purpose of discussing issues arising from joint agreements and recommending solutions to matters of common interest, and section 13 sets out the provisions for dispute resolution settlement. As a result, a Rural Urban Liaison Advisory Committee (RULAC) meeting was held on June 26, 2019 where the City of Kingston advised that it was not willing to support any increases over 5% and is prepared to go to court if the levy to the City is not reduced. The meeting resulted in the following motion: Be It Resolved That the County of Frontenac reopen the 2019 budget for Frontenac Paramedics and Fairmount Home for budget levy. The motion subsequently came to County Council as a report from the RULAC however in order for the motion to be considered, Council would have been required to pass a motion to reconsider Resolution 25-19 approving the 2019 budget for Frontenac Paramedics and Fairmount Home budgets only. A motion for reconsideration was not made and as a result, the motion from RULAC was not placed on the floor. At that same meeting, staff presented a report to Council in closed session with the legal opinion from Aird & Berlis on the County’s options should the City of Kingston withhold its obligation to pay its apportionment of costs for Frontenac Paramedics based on weighted assessment and Fairmount Home apportionment of 68%. As a result, staff were directed to invoice the City of Kingston for its apportionment of costs for Frontenac Information Report to Council Office of the Chief Administrative Officer – Resolution from the City of Kingston regarding the 2019 Budget UpdateCounty of Frontenac Services September 18, 2019 Page 2 of 4
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AGENDA ITEM #d)
Paramedics and Fairmount Home based on the 2019 budget as well as to commence legal proceedings against the City of Kingston, if payment is not received by the City of Kingston within 90 days. Comment As per Council’s direction, staff invoiced the City of Kingston for its apportionment of costs for Frontenac Paramedics and Fairmount Home based on the 2019 budget on July 29, 2019. On September 9, 2019, the Chief Administrative Officer received correspondence from the Clerk for the City of Kingston, a copy of which is attached to the report as Appendix A, advising that at its regular meeting on September 3, 2019, Kingston City Council received from the Chief Financial Officer a (Consider) report with respect to 2019 Budget Update — County of Frontenac Services and subsequently passed the following resolution supporting Option 2 of Report Number 67: That Council support option 2 and approve the County of Frontenac 2019 budget allocation of $9,893,642 as presented by County staff during budget deliberations and as proposed by the City at the June 26, 2019 RULAC meeting, including an allocation for Land Ambulance Services in the amount of $7,573,927 and for Fairmount Home for the Aged in the amount of $2,319,715; and That the 2019 County of Frontenac budget allocation be funded as follows: $9,646,004 from the budget envelopes previously approved in 2019 operating budget; $150,000 from contingency funds previously approved in 2019 operating budget; $97,638 from the Working Fund Reserve. The City of Kingston subsequently short paid the County of Frontenac invoices on September 10, 2019 as per the above resolution. The above resolution from the City of Kingston will result in a funding shortfall totaling $206,565. The City of Kingston’s contributions to Fairmount Home will be $162,261 under budget and Frontenac Paramedics will be $44,304 under budget. As per Councils direction, staff will instruct the County solicitor to commence legal proceedings. Given that this is an Information Report to Council, the Chief Administrative Officer has included this and additional background material as part of his monthly CAO briefing. Strategic Priority Implications Priority 2.1: To meet the needs of future capital projects, explore new sources of funding support (current and future programs), cost-sharing options and other potential economies Information Report to Council Office of the Chief Administrative Officer – Resolution from the City of Kingston regarding the 2019 Budget UpdateCounty of Frontenac Services September 18, 2019 Page 3 of 4
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Priority 2.2: Design a framework, explore options and initiate plans for development of a longterm care facility that will meet Fairmount Home’s mandate. Priority 2.3: Develop plans within a changing legislative and service delivery landscape to provide additional facilities for Frontenac Paramedics that will effectively meet steadily growing demand for services and accommodate more paramedic training. Financial Implications There are no financial considerations directly associated with this report; however, there would be associated legal costs should the City of Kingston once again wish to renegotiate the terms of the LSR Agreement. Organizations, Departments and Individuals Consulted and/or Affected John Mascarin, Aird & Berlis Susan Brant, Director of Corporate Services/Treasurer Gale Chevalier, Chief Paramedic/Director of Emergency & Transportation Services Lisa Hirvi, Administrator, Fairmount Home
Information Report to Council Office of the Chief Administrative Officer – Resolution from the City of Kingston regarding the 2019 Budget UpdateCounty of Frontenac Services September 18, 2019 Page 4 of 4
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AGENDA ITEM #e)
Member of Council Report To:
Members of County Council
From:
Warden Higgins
Date of Meeting:
September 18, 2019
Re:
AMO Conference Report – High Level
Background I attended the annual AMO Conference from August 18-21st 2019 as Warden of the County of Frontenac and funded by the County of Frontenac. Research By Ron Higgins Comments The County did not have any delegations to address this year. As Warden I attended the Multi Ministers delegation and a higher-level delegation with the official opposition Caucus through the EOWC and we addressed the following. Multi Ministers Specific items
- Cell Gap - Thanked them for their support for the cell gap coverage and informed them we will be coming to ROMA to seek support for the fixed broadband project.
- Public Health – informed them that we need to be at the table as an active partner in the process. We are well positioned to work collectively with urban cities, public health officials and the Province to mutually determine boundaries, funding and governance for Eastern Ontario.
Warden Higgins AMO Conference Report Sep 18, 2019
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AGENDA ITEM #e) 3. Land Ambulance (Paramedic) – informed them that the Province needs to consult with EOWC in a meaningful way to work on streamlining of dispatch and integration of new technologies. We also support changes to the Ambulance Act to allow Paramedics to transport patients to alternate locations and broaden services of Paramedics at the scene. We also told them that we vigorously defend the public service model in order to provide eastern Ontario residents with the best possible care. 4. Long Term Care – informed them that the we wish to be an active partner in this process to modernize LTC. Again, we are well positioned to work collectively with urban cities, public health officials and the Province to mutually determine boundaries, funding and governance for Eastern Ontario. 5. Minister Clark commented he was looking forward to sharing the stage with EOLC at the OEMC conference to launch the EOLC strategic initiatives. EOWC stats
Currently Public Health has 7 public health units serving 1M residents.
Paramedics has 12 services and answer 268K calls in 2018 an increase of 6% from 2017.
We spend more than $38M every year to operate 2,200 LTC beds.
We have 14,000 social housing units including 9,000 municipal units with a wait list of 7,500 – 9,000 people and have a $71M shortfall
The EORN project will create 3,000 full time jobs and spur $420M in new business revenue.
LAS announced a new group procurement model for municipalities to take advantage of group procurement savings. I attended the fast tracking of planning processes which is a software called BIM that is under development. I mentioned I may be interested in assisting through the development process to ensure a rural lens is applied to the SW application. The planned benefits are reduction in paper, instant access to file records and e-permits. Minister Clark Statements
The development process is being reviewed for red tape reduction
Requesting municipalities to tell him how we are spending the modernization fund
Warden Higgins AMO Conference Report Sep 18, 2019
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AGENDA ITEM #e)
Only two school boards took the Province up on funding to audit their boards to look for efficiencies and modernization opportunities
Ministers Forum Key Comments
Conservation Authorities are not responsible for the community municipal governments are
Planning Act consultations are getting underway soon
New Fire Reporting regulation requirement has been revoked
Gas Tax Fund
As we know there will be a top up this year and can be spent on other things than infrastructure such as tourism.
Warden Higgins AMO Conference Report Sep 18, 2019
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AGENDA ITEM #a)
Committee Report To:
Warden and Council Members of the County of Frontenac
From:
Jannette Amini, Manager of Legislative Services/Clerk
Date of meeting:
September 18, 2019
Re:
Administrative Building Design Task Force – Report to Council
All items listed on Administrative Building Design Task Force Report shall be the subject of one motion. Any member of County Council may ask for any item(s) included in the Administrative Building Design Task Force Report to be separated from that motion and considered separately, whereupon the Administrative Building Design Task Force Report without the separated item(s) shall be put to the vote and the separated item(s) shall be considered immediately thereafter. The Administrative Building Design Task Force reports and recommends as follows: 1.
2019-092 Administrative Building Design Task Force Authorization to Move Forward with a Shared Facility Be It Resolved That the Council of the County of Frontenac authorize staff to proceed with negotiations with the Cataraqui Region Conservation Authority (CRCA) for joint tenancy and subsequently, detailed designs for 2069 Battersea Road for Option 2, that being a joint administrative facility for the County of Frontenac and the Cataraqui Region Conservation Authority (CRCA) to an upset of $100,000 to be expensed from the County’s Municipal Modernization Funds; And Further That should the CRCA advise the County of Frontenac that it does not wish to proceed with a joint administrative facility, that staff be authorized to proceed with detailed designs for Option 1.
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AGENDA ITEM #a)
Minutes of the Administrative Building Design Task Force Meeting July 17, 2019 A meeting of the Administrative Building Design Task Force was held in the Bud Clayton Memorial Room, County Administrative Office, 2069 Battersea Road, Glenburnie on Wednesday, July 17, 2019 at 11:38 AM Present: Councillor Vandewal - Chair Councillor Doyle – Vice Chair Councillor Martin Councillor MacDonald Staff Present: Jannette Amini, Manager of Legislative Services/Clerk (Recording Secretary) Susan Brant, Director of Corporate Services/Treasurer Kevin Farrell, Manager of Continuous Improvement/GIS Kelly Pender, Chief Administrative Officer 1.
Call to Order
The Chair called the meeting to order at 11:38 a.m. 2.
Adoption of the Agenda
Moved By: Seconded By:
Councillor MacDonald Councillor Doyle
That the agenda for the July 17, 2019 meeting of the Administrative Building Design Task Force be adopted. Carried 3.
Disclosure of Pecuniary Interest and General Nature Thereof
There were none
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AGENDA ITEM #a)
Adoption of Minutes a)
Minutes of Meeting held April 17, 2019
Moved By: Seconded By:
Councillor Martin Councillor Doyle
That the minutes of the Administrative Design Task Force meeting held April 17, 2019 be adopted. Carried 5.
Deputations and/or Presentations
Reports a)
2019-092 Administrative Building Design Task Force Authorization to Move Forward with a Shared Facility
Moved By: Seconded By:
Councillor Doyle Councillor Martin
Be It Resolved That the Council of the County of Frontenac authorize staff to proceed with negotiations with the Cataraqui Region Conservation Authority (CRCA) for joint tenancy and subsequently, detailed designs for 2069 Battersea Road for Option 2, that being a joint administrative facility for the County of Frontenac and the Cataraqui Region Conservation Authority (CRCA) to an upset of $100,000 to be expensed from the County’s Municipal Modernization Funds; And Further That should the CRCA advise the County of Frontenac that it does not wish to proceed with a joint administrative facility, that staff be authorized to proceed with detailed designs for Option 1. Carried Mr. Pender clarified that the existing building is not on the City of Kingston’s or the former Kingston Townships registry of historical buildings. Mr. Pender noted that should the CRCA approve a similar motion in August, the easiest way to move forward would be for the County of Frontenac to own the building and enter into a lease agreement with the CRCA which would include rent (per square foot costs), borrowing costs and shared utilities costs. The term of the lease would line up with the amortization of borrowing costs which would need to be in accordance with the Planning Act (under 21 years). The lease would define the terms and conditions should Administrative Building Design Task Force Meeting Minutes July 17, 2019
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AGENDA ITEM #a)
the CRCA chose to terminate the agreement early or should the County chose to terminate the lease. Concerns were expressed around the current unpredictability of the Province; however it was noted that any decisions made today will not be before Council until September after which it could take anywhere from 3 to 4 months to contract an architect. Should the Province take over long term care, Fairmount Home would still need to be here although given it is cheaper for municipalities to run long term care than the province, it is unlikely that will happen. In terms of Conservation Authorities, they have been told they will continue to exist, it’s just their funding that has been cut. Mr. Pender noted that this plan ensures access to meeting rooms which are more flexible than what is currently at Fairmount Home where entry codes to the building are required. This would also make it easier to have meeting room rentals. It was noted that this building is not on a bus route. Attempts have been made to have the City of Kingston consider extending its public transit to Glenburnie but at this point in time, the City is not interested in expanding its transit service. 7.
Communications
Other Business
Next Meeting
The next meeting will be at the call of the Chair. 10.
Adjournment
Moved By: Seconded By:
Councillor Martin Councillor Doyle
That the meeting hereby adjourn at 12:05 p.m. Carried
Administrative Building Design Task Force Meeting Minutes July 17, 2019
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AGENDA ITEM #b)
Minutes of the Planning Advisory Committee Meeting May 6, 2019 A meeting of the Planning Advisory Committee was held in the Frontenac Room, County Administrative Office, 2069 Battersea Road, Glenburnie on Monday, May 6, 2019 at 10:00 a.m. Present: Warden Higgins Deputy Warden Smith Councillor Vandewal Phil Leonard Lisa Henderson Barbara Sproule Regrets: Councillor Doyle Staff Present: Kelly Pender, Chief Administrative Officer Megan Rueckwald, Manager of Community Planning Joe Gallivan, Director of Planning and Economic Development Angelique Tamblyn, Executive Assistant (Recording Secretary) Alyssa Alexander, Planning Intern 1.
Call to Order
Ms. Rueckwald called the meeting to order at 10:04 a.m. 2.
Committee Orientation a)
Mr. Kelly Pender, CAO, provided the new Planning Advisory Committee with an orientation which included an overview of meeting procedures, the Planning Advisory Committees mandate and the member’s roles and responsibilities with respect to the Code of Conduct for elected and appointed officials.
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Election of Officers
Ms. Rueckwald conducted the election of officers. a)
Election of Chair
Moved By: Seconded By:
Councillor Vandewal Warden Higgins
That Deputy Warden Frances Smith be elected Chair of the Planning Advisory Committee for 2019. Carried Moved By: Seconded By:
Mr. Leonard Councillor Vandewal
That nominations for Chair be closed. Carried Deputy Warden Smith accepted the nomination of Chair. b)
Election of Vice Chair
Moved By: Seconded By:
Councillor Vandewal Warden Higgins
That Warden Higgins be elected Vice-Chair of the Planning Advisory Committee for 2019. Carried Moved By: Seconded By:
Councillor Vandewal Ms. Sproule
That nominations for Vice-Chair be closed. Carried Warden Higgins accepted the nomination of Vice-Chair. Deputy Warden Smith assumed the Chair.
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AGENDA ITEM #b)
Adoption of the Agenda
Moved By: Seconded By:
Ms. Sproule Ms. Henderson
That the agenda for the May 6, 2019 meeting of the Planning Advisory Committee be adopted. Carried 5.
Disclosure of Pecuniary Interest and General Nature Thereof
Ms. Sproule declared a pecuniary interest with respect to item 7a) regarding the deputation of Mr. Darwyn Sproule on the Township of North Frontenac citizen concerns over Areas of Natural and Scientific Interest (ANSI) as Mr. Darwyn Sproule is her son. 6.
Adoption of Minutes a)
Minutes of Meeting held April 9, 2018
Moved By: Seconded By:
Councillor Vandewal Mr. Leonard
That the minutes of the Planning Advisory Committee meeting held April 9, 2018 be adopted. Carried b)
Minutes of Public Meeting held May 9, 2018
Moved By: Seconded By:
Warden Higgins Ms. Sproule
That the minutes of the Planning Advisory Committee Public meeting held May 9, 2018 be adopted. The Committee would like the minutes to reflect that the June meeting was cancelled in 2018. Carried 7.
Deputations and/or Presentations
Ms. Sproule left the meeting due to a pecuniary interest.
Planning Advisory Committee Meeting Minutes May 6, 2019
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AGENDA ITEM #b)
a)
Mr. Darwyn Sproule provided a deputation to the Committee regarding Township of North Frontenac citizen concerns over Areas of Natural and Scientific Interest (ANSI). Mr. Sproule notes that Mr. Steven Dunham was also in attendance as a concerned property owner. Mr. Sproule went through the presentation provided to the Committee and expressed concern that residents were not informed of the ANSIs and that the designation impacts private lands. He informed the Committee that the residents have not received information from the Ministry and that these decisions should be dealt with at the Township level. Mr. Sproule requested a change to the County Official Plan to separate regional and provincially significant ANSIs.
Discussion Warden Higgins provided an update on behalf of North Frontenac Township. He stated that the Township never previously included ANSIs on their mapping and that the Ministry did inform the Township that there was an error with the Palmerston Lake ANSI. He stated that the County Official Plan should treat regional and provincial ANSI differently and that a resolution will be coming forth from the North Frontenac Council to change the County Official Plan. He stated that Bancroft MNRF staff could not meet with the Warden due to restricted travel. He stated that there is conflicting information in the Madawaska Highlands Land Use Plan and whether it pertains to Crown Land. He referred to Appendix 1A in the County of Frontenac Official Plan. Mr. Gallivan commented that the Ministry approved the County Official Plan in 2016 and that background studies were completed to inform the policy including the population projections and natural heritage study. Mr. Gallivan confirmed that the policies in the Official Plan came from the natural heritage study and provided the Committee with an overview of the public consultation completed for the Plan. Mr. Gallivan advised that he will be recommending to Council that the natural heritage study be updated in 2020 as part of the Official Plan update. He stressed that ANSI are regional concerns, not local and that the County is prepared to provide further information at the next meeting. Ms. Rueckwald advised that many members of the public and the Council may not be aware of the ANSI as the discussion has been local to North Frontenac. Ms. Rueckwald advised that Council could provide direction for planning staff to prepare a report regarding justification and official plan amendment process and timelines. Mr. Sproule noted that he and Mr. Dunham did meet with two employees in Bancroft regarding this ongoing issue. Chair Smith thanked Mr. Sproule for the presentation. Moved By: Seconded By:
Mr. Leonard Councillor Vandewal
That Council directs planning staff to prepare a report for the June 2019 County Council meeting that: Planning Advisory Committee Meeting Minutes May 6, 2019
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AGENDA ITEM #b)
i. Provides rationale for the inclusion of Regional and Provincial Significant ANSIs in the County Official Plan; and ii. Provides an overview of the process for an Official Plan Amendment including the Planning Act framework and the anticipated timelines. Carried Ms. Sproule returned to the meeting. 11:05 a.m. b)
Ms. Claire Dodds and Ms. Trudy Gravel, Township of South Frontenac Planning Department, provided the Committee with an overview of the Townships planning and scheduled future works.
Ms. Dodds noted that the Development Services Department has seen a fair amount of change with many new staff being hired in the last 6 months. Dodds noted that the Department is focusing on three main projects, and provided an update on the development charges bylaw, growth management study, and Official Plan update. Ms. Gravel spoke to the influx of pre-consultation requests and walk-ins the Township is experiencing and the number of applications. Ms. Dodds noted that they received many inquiries for larger scale developments in South Frontenac. They are working with the County on building improvements and to streamline their Committee of Adjustment process and to improve processes and efficiencies. Ms. Dodds noted that they are reporting to South Frontenac Council on their work on this. Ms. Dodds extended her appreciation to Council and senior administration, and she also extended special thank you to Ms. Rueckwald for the assistance in the transition of planning staff. Ms. Dodds and Ms. Gavel noted that they are looking forward to working with County of Frontenac. Councillor Vandewal noted that the Township is trying to focus more time spent with the walk-in traffic and explain to residents the planning information up front. Council is also supporting to contract out some work such as engineering and fulfilment of conditions, and looking at planning services for items such as backlogs for planning applications. He said they receive 8-10 walk-ins per day in the spring and it has been a steady stream of applications. Chair Smith thanked Ms. Dodds and Ms. Gavel for presenting at the meeting. They exited the presentation at 11:19 a.m.
Planning Advisory Committee Meeting Minutes May 6, 2019
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AGENDA ITEM #b)
Briefings a)
Mr. Joe Gallivan, Director of Planning and Economic Development provided the Planning Advisory Committee with his regular Director’s briefing. Mr. Gallivan introduced Alyssa Alexander who provided an overview of her planning interests and expressed excitement for working with the County. Ms. Sproule asked a question regarding the regional roads and the discrepancies in funding amongst the comparator municipalities. Mr. Pender provided clarification on this. Ms. Rueckwald provided an update on the improvements to the County Planning webpage.
Mr. Leonard exited the meeting at 11:49 am. 9.
Reports to the Planning Advisory Committee a)
2019-048 Planning Advisory Committee Status of Plans of Subdivision and Condominium in Frontenac County
This report is for information purposes only. b)
2019-049 Planning Advisory Committee Application for Draft Plan of Vacant Land Condominium Approval 10CD-2016/001 located at Part of Lots 15, 16 & 17, Concession 9, Geographic Township of Storrington, Township of South Frontenac, County of Frontenac (Shield Shores)
Moved By: Seconded By:
Councillor Vandewal Warden Higgins
Whereas an application has been filed with the County of Frontenac for a Draft Plan of Vacant Land Condominium located at Part of Lots 15, 16 & 17, Concession 9, Geographic Township of Storrington, Township of South Frontenac, County of Frontenac; And Whereas the Planning Advisory Committee and the Council of the County of Frontenac considered all written and oral submissions received on this application, the effect of which helped the Council of the County of Frontenac make an informed decision; And Whereas the application is consistent with the Provincial Policy Statement (2014), conforms to the Frontenac County Official Plan, Township of South Frontenac Official Planning Advisory Committee Meeting Minutes May 6, 2019
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AGENDA ITEM #b)
Plan, will comply with the Township of South Frontenac Zoning By-law, and has been reviewed in accordance with the criteria of Section 51 (24) of the Planning Act. Therefore Be It Resolved That the Planning Advisory Committee receive the Planning Advisory Committee – Application for Draft Plan of Vacant Land Condominium Approval 10CD-2016/001 located at Part of Lots 15, 16 & 17, Concession 9, Geographic Township of Storrington, Township of South Frontenac, County of Frontenac (Shield Shores) report; And Further That the Council of the County of Frontenac approve the proposed 10CD2016/001 vacant land condominium development, including Draft Conditions of Approval attached to this report as Appendix A. Carried Mr. Youko Leclerc-Desjardins of Fotenn Consultants Inc and Mr. Barry Campbell, applicant, came forward to address any questions that the Committee may have. Councillor Vandewal noted that the last planning applications have been quiet. Warden Higgins requested clarification on the waterfrontage requirements in South Frontenac and whether the proposed frontages complied. Ms. Dodds noted that studies were submitted that addressed concerns regarding the narrow waterbody and that the minimum frontage is 91 metres outside of the narrow waterbody. Ms. Rueckwald noted that conditions by South Frontenac Township and reviewed by Township staff, planning consultants, Public Health and the local conservation authority. c)
2019-050 Planning Advisory Committee Township Committee of Adjustment Lean Process Improvement Update
This report is for information purposes only. Warden Higgins noted that the Lean Process was well done.
d)
2019-051 Planning Advisory Committee Authorization of Delegated Authority to the Director of Planning and Economic Development for Part Lot Control
Moved By: Seconded By:
Warden Higgins Ms. Sproule
Resolved That the Council of the County of Frontenac receive the Planning Advisory Committee – Delegated Authority for Part Lot Control – Amendment to Bylaw No. 20160006 Delegation of Authority Policy report for information; Planning Advisory Committee Meeting Minutes May 6, 2019
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AGENDA ITEM #b)
And Further That the Council of the County of Frontenac authorize delegated authority to the Director of Planning and Economic Development for part lot control and amend the plans of subdivision and plans of condominium authorization wording. And Further That By-law 2016-0006 being a by-law to establish a Delegation of Authority Policy and to authorize the delegation of certain powers and duties under the Municipal Act, 2001, the Planning Act and other Acts be amended accordingly. Carried Ms. Rueckwald explained this further to the Committee and provided examples of what type of development may require this application. 10.
Communications
Other Business
There was none. 12.
Next Meeting
The next regular meeting of the Planning Advisory Committee is scheduled for Monday, July 8, 2019 at 10:00 a.m. at the County Administrative Building. The meetings are scheduled the 2nd Monday of every 2nd Month. Action: Ms. Rueckwald will send calendar invitations to the committee. 13.
Adjournment
Moved By: Seconded By:
Councillor Vandewal Ms. Henderson
That the meeting hereby adjourn at 12:25 p.m. Carried
Planning Advisory Committee Meeting Minutes May 6, 2019
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AGENDA ITEM #b)
Committee Report To:
Warden and Council Members of the County of Frontenac
From:
Brieanna Saunders, Administrative Clerk
Date of meeting:
September 18, 2019
Re:
Planning Advisory Committee – Report to Council
All items listed on the Planning Advisory Committee Report shall be the subject of one motion. Any member of County Council may ask for any item(s) included in the Planning Advisory Committee Report to be separated from that motion and considered separately, whereupon the Planning Advisory Committee Report without the separated item(s) shall be put to the vote and the separated item(s) shall be considered immediately thereafter. The Planning Advisory Committee reports and recommends as follows: 1.
2019-098 Planning and Economic Developmen Response to Provincial Policy Statement (PPS) Review Be It Resolved That the Council of the County of Frontenac direct staff to submit the comments as set out in Appendix 1 of this report to the Ministry of Municipal Affairs and Housing prior to the deadline of October 21st, 2019; And Further That a copy of this resolution and Appendix 1 be forwarded to the County’s member municipalities.
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Report 2019-098 Committee Recommend Report To:
Chair and Members of the Planning Advisory Committee
From:
Joe Gallivan, Director of Planning & Economic Development
Date of meeting:
September 9, 2019
Re:
Planning and Economic Development – Response to Provincial Policy Statement (PPS) Review
Recommendation Resolved That the Planning Advisory Committee receive the ‘Response to the Provincial Policy Statement (PPS) Review’ report; And Further That the Council of the County of Frontenac direct staff to submit the comments as set out in Appendix 1 of this report to the Ministry of Municipal Affairs and Housing prior to the deadline of October 21st, 2019. Background On July 22nd, 2019, the Ministry of Municipal Affairs and Housing (MMAH) launched a consultation on proposed policy changes to the Provincial Policy Statement (PPS). The Director of Planning & Economic Development and the Manager of Community Planning attended a consultation workshop on September 5th, 2019. The document has been posted on the Environmental Bill of Rights website. This includes a copy of draft PPS as well as background information: Provincial Policy Statement Review // Direct Link to Proposed PPS For reference, a copy of the 2014 Provincial Policy Statement that is currently in place can be found here: 2014 Provincial Policy Statement Comment The PPS sets out the Province’s policy direction for land use planning and development. The PPS is issued under the authority of Section 3 of the Planning Act and plays the lead role in planning policy in Ontario by providing municipalities with direction on matters of provincial interest. The Planning Act requires that all decisions made by planning authorities must be consistent with the PPS. All planning documents such as
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AGENDA ITEM #b)
the County Official Plan, the Township Official Plans, and Township Zoning By-laws also must be consistent with the PPS. At this time, the Province is interested in receiving responses on the following questions:
- Do the proposed policies effectively support goals related to increasing housing supply, creating and maintaining jobs, and red tape reduction while continuing to protect the environment, farmland, and public health and safety?
- Do the proposed policies strike the right balance? Why or why not?
- How do these policies take into consideration the views of Ontario communities?
- Are there any other policy changes that are needed to support key priorities for housing, job creation, and streamlining development approvals?
- Are there other tools that are needed to help implement the proposed policies? Staff prepared a submission for Council’s consideration to MMAH (see Appendix 1). The County response and proposed changes to the PPS are based on the land use activities taking place in the Frontenacs and the need for flexibility to address changes in the rural economy that are currently constrained by some of the policies in the existing PPS. It is the opinion of staff that the changes proposed by the Ministry are positive for rural Eastern Ontario and provide better opportunities for rural economic development. Strategic Priority Implications Priority 1: Get behind plans that build community vitality and resilience in times of growth and change. This priority responds to high interest as well as concern shared broadly across the County that communities in the Frontenacs be well supported with infrastructure and services essential to vitality and sustainability in today’s world. This strategy also responds to the pressures for managing growth, housing and development wisely, in ways that are sensitive to local values and priorities. Objectives in support of this strategy: • Pursue proactive planning approaches that reflect local concerns and priorities within strategic regional planning policy so as to enhance service levels, manage rising demand for new housing and deal with new types of development. The submission prepared by staff on behalf of the County are based on this strategic priority of Council. Financial Implications There are no financial implications associated with this report. Organizations, Departments and Individuals Consulted and/or Affected All four Townships. Committee Recommend Report Planning and Economic Development – Response to Provincial Policy Statement (PPS) Review September 9, 2019
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AGENDA ITEM #b)
Provincial Policy Statement Review County of Frontenac Submission September 2019
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County of Frontenac Provincial Policy Statement – Proposed Changes Background This paper is a response from the County of Frontenac to the Ministry of Municipal Affairs and Housing (MMAH) with regard to its draft update of the Provincial Policy Statement (PPS). MMAH released the draft on July 22nd, 2019, and is asking for comments on the revisions to the PPS prior to October 21st, 2019. The PPS serves as the preeminent policy document for land use planning in Ontario and provides policy direction on matters of provincial interest. The Ontario Planning Act requires that decisions on land use planning matters made by municipalities and other approval authorities “shall be consistent with” the PPS, including the development of Official Plans, Zoning By-laws, subdivision approvals, and minor variances. PPS in the Context of Frontenac County The County of Frontenac in size and density is very similar to the other Counties of Eastern Ontario. Frontenac is a primarily rural area, with a permanent population of approximately 27,000 spread over 4,000 sq km. The vast majority of development is residential with both permanent and a growing seasonal population. The Introductory section of the Frontenac County Official Plan provides a clear picture of the landscape: Without question Frontenac County is characterized by a predominantly rural landscape with small communities such as Plevna, Cloyne, Ompah, Sharbot Lake, Verona, Harrowsmith, Sydenham, Marysville, Howe Island and many more villages and hamlets throughout the geography. There are only small communities. …The largest villages have between 200 to 300 homes within their boundaries. Frontenac County’s history is rich in agricultural activity which continues today in the form of commodity farms, small family farms, hobby farms, horse ranches, forestry and other specialty farms. The agricultural roots of the community are celebrated in fairs, ploughing matches, church socials, and other events. Agriculture continues to play an important role in the County’s economy. The County boasts some of the most beautiful natural features, possessing more than a thousand lakes, many conservation areas and Provincial Parks and even a UNESCO World Heritage Site. The attractiveness of these features draws permanent and seasonal residents, outdoor recreational enthusiasts, artists, and artisans. The region’s tourism, recreation and hospitality sectors are strongly linked to the outdoor environment and smaller scale, local services. A significant proportion of the land area of the County is Crown Land. For instance, approximately 64% of the land mass of North Frontenac is Crown Land and 17% of Provincial Policy Statement Review County of Frontenac Submission to the Province of Ontario September 2019
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AGENDA ITEM #b)
Central Frontenac. South Frontenac and Frontenac Islands have a lower percentage. The policies in the PPS have broad long term implications for rural communities. The way the policies are implemented into the four Township Official Plans within the County have a great deal of significance for how our municipal governments operate, and also affect businesses, farmers, rural landowners, economic investment and many community interests. It is important for sustainable growth in the Frontenacs that we have a planning system that is working well, balancing competing interests and preserving the rural lifestyle that draws people to work and live here. Land use policies play a major role in guiding decisions over where development should take place, how quickly, and how much land should be allocated for various uses in the villages and the countryside. There are four lower tier municipalities in Frontenac County. At the time of this paper, North Frontenac Township has completed a new Zoning Bylaw that came into effect in July 2019 and Official Plan that came into effect near the end of 2017 both of which conform to the Frontenac County Official Plan (2016) and are consistent with the 2014 PPS. Central Frontenac Township is nearing completion of a new Plan that is expected to be adopted before the end of 2019. In August, 2019, South Frontenac Township began the process to develop a new Official Plan – the first since 2003 – and the goal is to have the Plan finished in the latter part of 2021. Frontenac Islands Township are planning to begin a new Official Plan review in late 2020. In summary, three of the four municipalities in Frontenac are expected to be affected by the proposed changes to the PPS, and also the County will need to be consistent with the new PPS when the County Official Plan review commences in 2021. With this request from MMAH to comment to the Province, the County has the opportunity to make suggestions that will provide a better balance between economic development, community sustainability, ecological protection, and protection of farmland. MMAH has posed five questions to respond to the draft PPS during this consultation. The County’s responses are set out below and are based on rural land uses that predominate the region:
Question 1: Do the proposed policies effectively support goals related to increasing housing supply, creating and maintain jobs, and red tape reduction while continuing to protect the environment, farmland, and public health and safety? This is a very general question that has been posed by the Ministry. The draft PPS has been revised to include a slightly larger degree of flexibility to deal with some planning issues. No significant changes have been made to the majority of policy sections; in particular natural heritages policies contain the same level of environmental and natural protection. Revisions proposed to the PPS support and reinforce the existing policies in Provincial Policy Statement Review County of Frontenac Submission to the Province of Ontario September 2019
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AGENDA ITEM #b)
the County Official Plan that protect natural heritage, farmland, and public health and safety do not appear to be affected by this update. Official Plans will still need to “be consistent with” provincial policy. This continuation of “shall be consistent with” provides certainty in the planning process and in developing land use policy for both the County and the Townships. The residential growth rate in Frontenac County – and many rural areas of Eastern Ontario – is relatively low. The villages and hamlets are not subject to the development pressures and urban boundary expansions in towns and cities. In this context the County is pleased to see changes to the settlement area policy section with respect to boundary adjustment planning exercise that is more realistic in a rural environment. Agriculture is an important part of the employment sector in Frontenac. Despite having a limited amount of prime agricultural land, farming activity takes place across the region and is an important part of not only the economy but the culture of rural Eastern Ontario. The draft 2019 PPS includes new terminology to describe “Agricultural Systems” and the “Agri-Food Network”, that support the broader farming community beyond prime agricultural areas. With respect to increasing housing supply, the inclusion of the term “Housing Options” sets a strong foundation for permitting a range of housing types and forms; these options are consistent with policy direction in place across much of the County. Where greater clarification could be provided is in the use of term “market-based range and mix” when referring to residential uses in section 1.1.1.b). In the context of Frontenac, if the current market is for single-detached dwellings and this trend continues, opportunities for affordable housing or a mix and range of residential uses may not be met. In addition, there are many factors beyond the municipalities control when allocating residential development and outside factors such as short-term accommodation rentals add extra layers of complexity specially related to affordability. Section 1.1.5 Rural Lands in Municipalities guides the majority of development across the County. Greater clarification is required for the use of term resource-based recreational uses (including recreational dwellings) as a permitted use in the rural area. When modelling lake capacity, it is imperative to understand the use of the residential property to properly assess phosphorous loading potential. Greater clarification on the use of term recreation dwelling would assist staff when calculating lake capacity.
Recommendation #1 That Frontenac County supports the retention of the existing natural heritage policies in the 2019 draft PPS. This is a key consideration for Frontenac as approximately 84% of the total land area of 4,000 square kilometers contains woodlands or wetlands, including 9,766 hectares of Provincially Significant Wetlands, 4, 212 hectares of coastal wetlands and 35, 335 hectares of other wetlands. Together, natural heritage features serve as a core component of the social, cultural and economic fabric of the region. Recommendation #2 Provincial Policy Statement Review County of Frontenac Submission to the Province of Ontario September 2019
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AGENDA ITEM #b)
The County supports the continued requirement that all planning approvals “shall be consistent with” the Provincial Policy Statement as it provides a high level of consistency in the land use planning process and the development of land use policy. Recommendation #3 That Frontenac County supports the proposed changes to Section 1.1.3 (Settlement Areas) that provide more flexibility for rural communities. In particular:
New wording in Section 1.1.3.8 that states that, “in undertaking a comprehensive review the level of detail of the assessment should correspond with the complexity and scale of the settlement area boundary expansion or proposal”; and
New Section 1.1.3.9 which under certain conditions will allow for municipalities to adjust settlement area boundaries outside a formal comprehensive review.
Recommendation #4 That Frontenac County supports the new definitions for “Agricultural System” and “Agrifood Network” as well as corresponding policy changes to Section 1.7(i) (Long Term Economic Prosperity) and Section 2.3.2 (Agriculture) that are intended to sustain and protect agricultural resources. Recommendation #5 That Frontenac County supports the inclusion of the term “Housing Options” but seeks greater clarity on the term “market-based” as referenced in section 1.1.1.b). Question 2: Do the proposed policies strike the right balance? Why or why not? As noted above in response to Question 1, Frontenac County supports the “shall be consistent with” approach – this level of certainty (compared to “have regard to”) expedites the planning process as the planning rules that are included in Upper Tier and Lower Tier Official Plans and Zoning By-laws are clear at the outset of a planning application. Also as noted above, Frontenac supports the continued strong environmental protection policies contained in the draft PPS (Natural Heritage) which will allow for the protection of a significant percentage of the land area in the County. The revisions to rural land use policies in the draft PPS have resulted in a policy section that is less prescriptive and more flexible. This is a pragmatic approach that recognizes that the rural landscape – and permitted rural land uses – can be significantly different across Ontario, and which allows municipalities to have more control over the policy approach that best fits their circumstances. This is also reinforced in the changes to the boundary expansion / revision process that will allow smaller rural communities to make boundary changes through a less rigorous process than urban areas. Provincial Policy Statement Review County of Frontenac Submission to the Province of Ontario September 2019
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AGENDA ITEM #b)
The County commends the Province on the inclusion of the term “Impacts of a Changing Climate” and the direction for climate change action at the regional and local levels. In recognizing that natural heritage features play a critical role in mitigating the impacts of a changing climate, the County works alongside the four Conservation Authorities within the region in the protection of wetlands and waterbodies. Stronger language to support the management of wetlands as listed in Section 2.1.10 could better meet the climate change policies within the document. This will correspond with the many municipalities that consider wetlands an asset. The revisions to Section 2.5 Mineral Aggregate Resources propose to permit extraction in certain natural heritage features provided that the long-term rehabilitation can demonstrate no negative impacts on the natural features or their ecological functions. While the County supports extraction of mineral aggregates and has areas identified for potential, greater clarification on how such an operation may have no negative impacts on the natural features or their ecological functions is required. Recommendation #6 Frontenac County acknowledges that, when compared to the current PPS, the draft 2019 PPS provides a better balance and more flexibility to deal with planning issues in rural planning areas and the County supports these changes. Recommendation #7 Frontenac County acknowledges that the term “Impacts of a Changing Climate” provides clarification for planning authorities incorporating climate related policies within land use plans. The County supports the retention of the existing natural heritage policies and that Section 2.1.10 permits municipalities to manage additional wetlands in accordance with the guidelines development by the Province. Recommendation #8 Frontenac County recommends the Province provide clarification on the requirements for mineral aggregate extraction in identified natural heritage features as listed in section 2.5.2.2 as to how these operations can demonstrate no negative impacts on the natural features or ecological functions of said features.
Question 3: How do these policies take into consideration the views of Ontario communities? See Recommendation #6 above. The proposed changes will allow communities more opportunity to create planning policy that recognizes what is currently ‘on the ground’ and more flexibility is setting priorities (e.g., for Frontenac County, the County Official Plan recognizes that protection of the natural environment across the region is a key priority).
Provincial Policy Statement Review County of Frontenac Submission to the Province of Ontario September 2019
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AGENDA ITEM #b)
Question 4: Are there any other policy changes that are needed to support key priorities for housing, job creation, and streamlining of development approvals? Frontenac County context – communal services: With the exception of the water system in the village of Sydenham, there are no municipal water or sewer systems in the villages and hamlets in the County and it is highly unlikely that any municipal systems will be created in the near future. Many of the villages in the Frontenacs have been formally identified as “settlement areas” in their respective Township Official Plans. The current PPS does not recognize that there are many settlement areas in rural Ontario that have no water or sewer services, although the municipality is trying to direct growth to reinforce the stability of a community and to reduce sprawl. The ability to provide full municipal services in any of the settlement areas in Frontenac County is unrealistic and could not happen with a significant infrastructure funding investment from the Province. The County has spent the past two years completing a regional study to promote the use of communal services for new development and redevelopment in settlement areas
2019 Communal Services Study. Implementation will begin in 2020 and will be crucial to create new employment areas, allow for new forms of residential development beyond single detached homes, and the stabilizing and strengthening of existing mainstreets, as well as better environmental protection. It is noted that there are a number of changes proposed in the draft PPS that promote communal services both for new forms of development and protecting and strengthening mainstreets. For example:
New wording has been added in the Settlement Areas policy section that states that “vitality and regeneration (emphasis added) of settlement areas is critical” (Section 1.1.3); In the Housing section it is noted that planning authorities shall provide for an appropriate range and mix of housing options and densities, in part by “permitting and facilitating housing options required to meet . . . the needs arising from demographic changes and employment opportunities” (Section 1.4.3 b) ). Further, in Section 1.7 it is noted that long term economic prosperity should be supported by … encouraging residential uses to respond to dynamic marketbased needs and provide necessary housing supply and range of housing options for a diverse workforce” (Section 1.7.1 b) ). In Frontenac County (as in other parts of rural Ontario) there is a lack of seniors housing, medium density housing, and apartments. The only opportunity for this housing market to be supplied is through installation of communal services. Section 1.6.6.3 is proposed to be revised to state that where full municipal services are not available (or financially feasible), that “… private communal sewage services and private communal water services are the preferred form of servicing for multi-unit/lot development to support protection of the environment and minimize potential risks to human health and safety” (Section 1.6.6.3). The County recognizes that the wording is proposed to be changed from “municipalities may allow the use of” communal services to recognizing this type of servicing as a “preferred form”.
Provincial Policy Statement Review County of Frontenac Submission to the Province of Ontario September 2019
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AGENDA ITEM #b)
The term “Housing Options” outlines a number of residential uses including rowhouses and townhouses that may be made feasible on in rural settlement areas across the County as a result of development on communal services.
The County of Frontenac is committed to supporting the Eastern Ontario Regional Network (EORN). Improved broadband and cellular access is a critical economic development tool in Eastern Ontario. The inclusion of policy direction that supports broadband and cellular connectivity as a driver for economic development and key determinant in land use development patterns could further support the work of EORN. The County of Frontenac supports engagement with Indigenous communities in the coordination of land use planning matters with the included policy in Section 1.2.2. It is the County’s understanding that a future Ministry document will provide greater clarity; the County welcomes this. Section 4.7 requires planning authorities to identify and fast-track priority applications which support housing and job-related growth and development. While it is recognized that the County will be responsible for establishing criteria for priority applications, this could lead to significant delays to non-priority applications leading to a greater expenditure of time and money spent on Local Planning Appeal Tribunal hearings. Recommendation #9 Frontenac County supports the proposed changes to Sections 1.4, 1.6, and 1.7 that will facilitate the use of communal services in villages and hamlets which for Frontenac will support key priorities for housing and job creation. Recommendation #10 Broadband and cellular access is a key economic development tool for rural Eastern Ontario. Inclusion of policy that reflects this will further support the objective of EORN and its partners; this could be a consideration for Section 1.7 Long-Term Economic Prosperity. Question 5: Are there other tools that are needed to help implement the proposed policies? One planning tool that currently not prescribed under the Planning Act or through regulation is the use of conditional zoning. Conditional zoning allows for increased flexibility and permits municipalities to respond to the unique features of a particular land use application. It has the potential to allow for a planning approval through one planning process and can be applied in rural areas where the landscape and land uses are typically diverse.
Provincial Policy Statement Review County of Frontenac Submission to the Province of Ontario September 2019
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AGENDA ITEM #b)
Recommendation #11 Frontenac County recommends that the Province consider allowing for the use of conditional zoning in the planning process. Additional Comments Accurate, up-to-date mapping is critical for planning decision makers. The Provincial Policy Statement directs planning authorities to protect a number of features and resources as well as to avoid development in certain areas. In the context of Frontenac, the County and member municipalities rely on the various Ministries including the Ministry of Natural Resources and Forestry and the Ministry of the Environment, Conservation and Parks, to identify these areas. Efficiencies are found when this work is carried out at the Provincial level; the costs of retaining a consultant to perform mapping services is not feasible at the local level. For instance, Section 2.5.1 requires that where provincial information is available, deposits of mineral aggregate resources shall be identified. If this provincial information is not up to date on the layers available through Land Information Ontario, a proponent may have undergone unnecessary works leading to project delays as a result. Most recently, North Frontenac requested information from the Ministry of Natural Resources and Forestry with regard to the status and classification process of an Area of Natural and Scientific Interest. Despite multiple formal requests, the Ministry was unable to provide historic data on the engagement process for the ANSI (including specific dates) and did not have a recent environmental review completed for the area. In addition to updated mapping, the County of Frontenac would like to request that implementation guidelines be prepared as part of the release of the 2019 PPS. Implementation guidelines will provide greater clarity to approval authorities and members of the public and private consultants. Finally, the County would benefit from understanding the timelines for updates to the Provincial Policy Statement and an understanding of the monitoring system put in place to ensure planning objectives are being met and overall quality assurance.
Summary and Conclusion The County of Frontenac generally supports the overall changes to the Provincial Policy Statement. The changes will allow for a greater degree of flexibility and discretion for dealing with small-scale development in rural Ontario that can enhance economic opportunities. It is important for sustainable, long term growth in Frontenac County that we have a provincial planning system that is working well in balancing competing interests and preserving the rural lifestyle that draws people to work and live here. Economic opportunities will need to be pursued at the local level that can allow people to remain in our communities and ensure that the area remains vibrant. Provincial Policy Statement Review County of Frontenac Submission to the Province of Ontario September 2019
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AGENDA ITEM #b)
Thank you for the opportunity to comment on the proposed changes to the Provincial Policy Statement. The County looks forward to a continued partnership with the Ministry on this project and future engagement on changes to the land use planning framework in Ontario.
Provincial Policy Statement Review County of Frontenac Submission to the Province of Ontario September 2019
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AGENDA ITEM #b)
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AGENDA ITEM #b)
AGENDA ITEM #c)
Minutes of the Community Development Advisory Committee Meeting September 12, 2019
A meeting of the Community Development Advisory Committee was held in the Bud Clayton Memorial Room, County Administrative Office, 2069 Battersea Road, Glenburnie on Thursday, September 12, 2019 at 10:00 AM Present: Betty Hunter, Chair Wilma Kenny, Vice Chair Barrie Gilbert Mary Kloosterman Lisa Henderson Councillor Alan Revill, Council Liaison Councillor Denis Doyle Regrets: Gregory Rodgers Staff Present: Richard Allen, Manager of Economic Development Alison Vandervelde, Community Development Officer Jannette Amini, Manager of Legislative Services/Clerk Brieanna Saunders, Administrative Clerk (Recording Secretary) 1.
Call to Order
The Chair called the meeting to order at 10:03 a.m. 2.
Adoption of the Agenda
Moved By: Seconded By:
Councillor Doyle Mr. Gilbert
That the agenda for the September 12, 2019 meeting of the Community Development Advisory Committee be adopted. Carried
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AGENDA ITEM #c)
Disclosure of Pecuniary Interest and General Nature Thereof
There were none. 4.
Adoption of Minutes a)
Minutes of Meeting held July 11, 2019
Moved By: Seconded By:
Councillor Revill Councillor Doyle
That the minutes of the Community Development Advisory Committee meeting held July 11, 2019 be adopted. Carried 5.
Deputations and/or Presentations a)
Ms. Teresa Hebb, President of Renfrew County ATV Club and Mr. Marc Moeys, Verona ATV Club addressed the Community Development Advisory Committee regarding the Temporary Access Agreement with Verona ATV Club. A copy of Ms. Hebb’s presentation is attached to the record in the Clerk’s Office. [See Reports to the Community Development Advisory Committee, clause a)]
Ms. Kloosterman entered meeting at 10:05 a.m. Ms. Hebb responded to questions by Committee members, including where trail passes are required, the benefit of users requiring trail passes and how revenues generated from the sale of permits are distributed to various trails clubs and associations. The Committee was briefed on the previous decisions of past Councils regarding the use of motorized vehicles being permitted on the K&P Trail and that motorized vehicles are only permitted use on the trail north of Verona. Members reiterated support of this decision that the discussion to permit motorized vehicles on the trail further south not be re-opened. Mr. Moeys noted that although motorized vehicles are not permitted on the trail south of Verona, they are on there. He is looking to provide an opportunity for ATV users to ride the trail north of Verona, have it signed and see the benefits of having a regulated trail. Members expressed concerns over the survey information being provided in the presentation as it only surveys ATV users who have permits which does not include those without permits, who are generally the users that cause the most complaints. Increased use of Craig Road as an access point could require attention in the future, as there is no space to park or unload there. Currently, users are directed to park and unload at the Verona Trail Head and use Highway 38 to travel north through the village to access the trail at Craig Road.
Community Development Advisory Committee Meeting Minutes September 12, 2019
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AGENDA ITEM #c)
Mr. Moeys stated that it is expected that the group will seek incorporation as soon as the agreement has been signed. 6.
Reports to the Community Development Advisory a)
2019-096 Community Development Advisory Committee Temporary Access Agreement with Verona ATV Club / OFATV Moved By: Councillor Doyle Seconded By: Councillor Revill Be It Resolved That the Council of the County of Frontenac authorize the Warden and Clerk to enter into a temporary agreement with the Verona ATV Club allow motorized vehicles to access the K& P Trail from Craig Road to Sharbot Lake for 2019 and 2020. And Further That County staff report back on the status of the partnership with the Verona ATV Club/OFATV prior to any future renewal. Carried Mr. Allen confirmed that this agreement is not allowing anything that is not already in place as ATV’s are already permitted on this portion of the Trail. Creating this agreement provides the County a forum to structure the partnership and engage in management activities. It provides staff a forum to contact and have a conversation with the club and allow the County to access the clubs insurance, leveling fund, and volunteer base to help grow County activities. Mr. Moeys confirmed he will be having discussions with the snowmobile clubs. b)
2019-093 Community Development Advisory Committee Development of a Frontenac Arts Strategy Moved By: Councillor Doyle Seconded By: Mr. Gilbert Be It Resolved That the County of Frontenac pursue the development of an arts strategy in 2021; And Further That the foundational work to recruit project partners, attract project funding and improve operational capacity be undertaken in 2020 to achieve this end. Carried In response to questions regarding the anticipated cost of a full strategy, Mr. Allen indicated the cost of past studies done by the County such as the Natural Heritage Study at $80,000 plus consultation, and the Accommodation Study at $50,000. Over 2020, staff will seek out funding partners and then have a more concrete numbers to prepare a budget ask in 2021, It is anticipated developing a Frontenac Arts Strategy will likely be between $50,000 and $85,000. He is looking to the Committee to confirm that there is support around the table to support the arts prior to him doing the background and research work. Although not concrete numbers, Ms. Vandervelde suspects approximately 10% of Frontenac Ambassadors are involved in the arts. Community Development Advisory Committee Meeting Minutes September 12, 2019
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AGENDA ITEM #c)
c)
2019-094 Community Development Advisory Committee Confirmation of alignment of the Community Development Advisory Committee Terms of Reference/Mandate and Frontenac County Council’s 2019-2022 Strategic Plan Moved By: Ms. Kloosterman Seconded By: Ms. Kenny Be It Resolved That the Community Development Advisory Committee confirms the Terms of Reference as presented in Appendix A to this report. Carried Mr. Gilbert expressed concerns regarding the term sustainability, and in specific the environmental lens is missing from this Committee’s mandate and it was questioned how we measure our footprint on the environment. The mandate as currently worded is very broad and in some respects lacks vision. Mr. Gilbert will bring forward a motion to the next meeting regarding the inclusion of some form of environmental lens. d)
2019-095 Community Development Advisory Committee Royal Winter Fair’s Spotlight on Local Moved By: Ms. Kenny Seconded By: Councillor Revill Be it Resolved That the Council of the County of Frontenac authorize staff to enter into a contract with The Royal Winter Fair to participate in the 2019 Spotlight on Local feature. And Further That up to $5,000 from the Community Development Reserve be allocated to offset the costs associated with participating in the Royal Winter Fair’s Spotlight on Local. And Further That staff report back to the Community Development Advisory Committee on the outcomes of event participation Carried In terms of total cost, Mr. Allen indicated that staff will be using Economic Development conference budget already approved. This is being done by not attending other conferences that were planned when developing the 2019 budget. He suspects the animation and design of the space will have some cost however there is some room in the ambassador budget remaining that can be used. He noted that RTO 9 has set aside $10,000 for their space which is twice as large as ours so he suspects $5,000 should cover it. Anything not spent will remain in the reserve.
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AGENDA ITEM #c)
e)
2019-097 Community Development Advisory Committee Wolfe Island Farm to Table Tour
This report is for information only. It is intended to solicit advice from the Committee on the Wolfe Island Farm to Table Tour. 7.
Communications
a)
From Mr. Ron Higgins, Mayor of North Frontenac, to Betty Hunter, Chair of the CDAC, Regarding the Redistribution of Funds and the Impact on North Frontenac Activities.
Other Business
Betty Hunter, Chair – Small Business event through the CFDC with dates and locations to be confirmed. 9.
Next Meeting The next regular meeting of the Community Development Advisory Committee is scheduled for 10:00 a.m. Thursday, November 14, 2019 at the County Administrative Offices.
Adjournment
Moved By: Seconded By:
Councillor Doyle Mr. Gilbert
That the meeting hereby adjourn at 12:06 p.m. Carried
Community Development Advisory Committee Meeting Minutes September 12, 2019
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AGENDA ITEM #c)
Committee Report To:
Warden and Council Members of the County of Frontenac
From:
Brieanna Saunders, Administrative Clerk
Date of meeting:
September 18, 2019
Re:
Community Development Advisory Committee – Report to Council
All items listed on the Community Development Advisory Committee Report shall be the subject of one motion. Any member of County Council may ask for any item(s) included in the Community Development Advisory Committee Report to be separated from that motion and considered separately, whereupon the Community Development Advisory Committee Report without the separated item(s) shall be put to the vote and the separated item(s) shall be considered immediately thereafter. The Community Development Advisory Committee reports and recommends as follows: 1.
2019-096 Community Development Advisory Committee Temporary Access Agreement with Verona ATV Club / OFATV Be It Resolved That the Council of the County of Frontenac authorize the Warden and Clerk to enter into a temporary agreement with the Verona ATV Club allow motorized vehicles to access the K& P Trail from Craig Road to Sharbot Lake for 2019 and 2020. And Further That County staff report back on the status of the partnership with the Verona ATV Club/OFATV prior to any future renewal.
2019-093 Community Development Advisory Committee Development of a Frontenac Arts Strategy Be It Resolved That the County of Frontenac pursue the development of an arts strategy in 2021; And Further That the foundational work to recruit project partners, attract project funding and improve operational capacity be undertaken in 2020 to achieve this end.
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AGENDA ITEM #c)
2019-095 Community Development Advisory Committee Royal Winter Fair’s Spotlight on Local Be it Resolved that the Council of the County of Frontenac authorize staff to enter into a contract with The Royal Winter Fair to participate in the 2019 Spotlight on Local feature. And Further that up to $5,000 from the Community Development Reserve be allocated to offset the costs associated with participating in the Royal Winter Fair’s Spotlight on Local. And Further that staff report back to the Community Development Advisory Committee on the outcomes of event participation
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AGENDA ITEM #a)
By-Law No. 2019-0029 of The Corporation of the County OF Frontenac being a by-law to Adopt a Policy to Govern the Hiring of Employees by the Corporation of the County of Frontenac
Whereas Section 5 of the Municipal Act, 2001. S.O. 2001, C.25, as amended, states that the powers of the Municipal Council shall be exercised by By-Law, unless the municipality is specifically authorized to do otherwise; And Whereas Section 270(1) of the Municipal Act, 2001, S.O. 2001, c.25, as amended, states that prior to January 1, 2005, a municipality and a local board shall adopt policies with respect to the hiring of its employees, including policies with respect to, (a) the hiring of relatives of a member of council or local board, as the case may be; (b) the hiring of relatives of existing employees of the municipality or local board, as the case may be; and (c) any other prescribed matter. And Whereas it is deemed necessary to adopt a Recruitment and Selection Policy in order to conform to the requirements of the new Municipal Act, 2001, S. 0. 2001, c.25, as amended; And Whereas Section 275(3) (b) of the Municipal Act, restricts the hiring or dismissal of any employee of the Municipality during an election year if a Council is found to be in a lame duck. And Whereas Section 275(6) excludes this restriction if the hiring authority has been delegated to a person or body. Therefore Be It Resolved That The Corporation of the County of Frontenac enacts as follows:
- That the Council of the County of Frontenac hereby adopts the Recruitment and Selection Policy for the County of Frontenac attached hereto as Schedule “A”.
- That Council delegate authority to the CAO to update the recruitment and selection policy should changes in legislation occur.
- That all other by-laws or provisions conflicting with this by-law are hereby repealed.
of 386 To Adopt a Policy to Page Govern376 the Hiring of Employees by the Corporation o…
AGENDA ITEM #a)
That this by-law shall come into force and take effect as of the final passing thereof. Read a First and Second Time this 18th day of September 2019. Read a Third Time and Finally Passed, Signed and Sealed this 18th day of September, 2019.
The Corporation of the County Of Frontenac
Ron Higgins, Warden
Jannette Amini, Clerk
By-Law No. 2019-0029 – To Adopt a Policy to Govern the Hiring of Employees by the Corporation of the County of Frontenac September 18, 2019 Page 2 of 2
of 386 To Adopt a Policy to Page Govern377 the Hiring of Employees by the Corporation o…
AGENDA ITEM #b)
By-Law Number 2019-0028 of The Corporation of the County of Frontenac being a by-law to authorize the execution of an agreement with the Cataraqui Region Conservation Authority (CRCA) for Information Services Whereas Sections 5 of the Municipal Act, 2001, as amended (hereinafter the Act) provides that a municipal power, including a municipality’s capacity, rights, powers and privileges, shall be exercised by its council by by-law, unless the municipality is specifically authorized to do otherwise; and, Whereas the Cataraqui Region Conservation Authority (CRCA) has requested to negotiate a shared services agreement through which the County of Frontenac would provide information technology services to the Cataraqui Region Conservation Authority (CRCA); and, Whereas the Corporation of the County of Frontenac wishes to enter into an agreement with the Cataraqui Region Conservation Authority for Information Services; Now Therefore Be It Resolved That the Council of the Corporation of the County of Frontenac enacts as follows: 1.
That the Warden and Clerk are hereby authorized to execute an Agreement with the Cataraqui Region Conservation Authority for Information Services;
That this By-law shall come into force and take effect upon the date of final passing.
Read a First and Second Time this 18th day of September, 2019. Read a Third Time, Signed, Sealed and Finally Passed this 18th day of September, 2019. The Corporation of the County of Frontenac
Ron Higgins, Warden
Jannette Amini Clerk
Page of 378 386 To Authorize the Execution an of Agreement with the Cataraqui Region Con…
AGENDA ITEM #c)
By-Law No. 2019-0030 of The Corporation of the County of Frontenac Being a by-law to set tax ratios and tax rate reductions for prescribed property subclasses for County of Frontenac purposes and Local Municipal purposes for the taxation year 2019.
Whereas the County of Frontenac deems it expedient for the County, pursuant to Section 308 of the Municipal Act, 2001, S.O. 2001, c.25, as amended, (“Municipal Act”) to establish the tax ratios for 2019 for the County of Frontenac and the Townships of Frontenac Islands, South Frontenac, Central Frontenac and North Frontenac; and, Whereas the tax ratios establish the relative amount of taxation to be borne by each property class; and, Whereas the property classes have been prescribed by the Minister of Finance pursuant to Section 7 of the Assessment Act, R.S.O. 1990, Chapter A.31 and amendments thereto (“Assessment Act”); and, Whereas the County of Frontenac after consultation with the elected representatives of the four Townships, in order to achieve real property tax reform, deems it expedient to establish tax ratios that are within the “range of fairness” prescribed by the Minister of Finance under Ontario Regulation 386/98 as amended by Ontario Regulation 212/05 for purposes of subsection (8) of Section 308 of the Municipal Act; and, Whereas it is necessary for the County of Frontenac, pursuant to Section 362 of the Municipal Act, to establish tax reductions for prescribed subclasses for 2019 for County of Frontenac and Local Municipal purposes; and Whereas the property subclasses for which tax reductions are to be established are in accordance with Section 8 of the Assessment Act; and, Whereas the tax rate reductions reduce the tax rates that would otherwise be levied for municipal purposes; Now Therefore Be It Resolved That the Council for the Corporation of the County of Frontenac enacts as follows:
- That for the taxation year 2019, tax ratios for indicated property classes shall be as follows:
Page 379 Reductions of 386 for Prescribed Property Sub-Cl… To Set Tax Ratios and Tax Rate
AGENDA ITEM #c)
Assessment Class
Tax Ratio
Residential & Farm Residential
1.0000
Multi-Residential
1.0000
New Multi-Residential
1.0000
Commercial Occupied
1.0000
Industrial Occupied
1.0000
Landfills
1.0000
Pipeline
0.7000
Farmland
0.2500
Managed Forests
0.2500
Small-Scale On-Farm Business
0.2500
- That for the taxation year 2019, the tax reduction for indicated property classes shall be as follows: Subclasses Vacant Land, Vacant Units and Excess Land
Tax Rate Reduction
30%
In the Commercial Property Class Vacant Land, Vacant Units and Excess Land
35%
Subclasses in the Industrial Property Class First Subclass of Farmland Awaiting Development for all Property Classes Second Subclass of Farmland Awaiting
65%
30%
By-law No. 2019-0030 – To Set Tax Ratios and Tax Rate Reductions for the Taxation Year 2019 September 18, 2019
Page 380 Reductions of 386 for Prescribed Property Sub-Cl… To Set Tax Ratios and Tax Rate
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AGENDA ITEM #c)
Development for all Property Classes 3.
That for the purposes of this by-law: a)
the commercial property class shall include all commercial office property, shopping centre property and parking lot property;
b)
the industrial property class shall include all large industrial property; and
c)
the first subclass of farmland awaiting development and the second subclass of farmland awaiting development shall consist of land as defined in accordance with Regulations passed under the Municipal Act.
That By-law 2019-0011 be repealed in its entirety.
That this by-law shall come into force and take effect on the 1st day of January, 2019.
Read a first and second time this 18th day of September, 2019. Read a third time and finally passed, signed and sealed this 18th day of September, 2019.
The Corporation of the County of Frontenac
Ron Higgins, Warden
Jannette Amini, Clerk
By-law No. 2019-0030 – To Set Tax Ratios and Tax Rate Reductions for the Taxation Year 2019 September 18, 2019
Page 381 Reductions of 386 for Prescribed Property Sub-Cl… To Set Tax Ratios and Tax Rate
Page 3 of 3
AGENDA ITEM #d)
By-Law Number 2019-0031 of The Corporation of the County of Frontenac being a by-law to authorize the execution of an agreement with the Ontario Federation of Snowmobile Clubs (OFSC) for the use of the K&P Trails during winter months Whereas Sections 5 of the Municipal Act, 2001, as amended (hereinafter the Act) provides that a municipal power, including a municipality’s capacity, rights, powers and privileges, shall be exercised by its council by by-law, unless the municipality is specifically authorized to do otherwise; and, Whereas the Ontario Federation of Snowmobile Clubs (OFSC) has requested to enter into a License Agreement and Memorandum of Understanding with the County of Frontenac for use of the K&P Trails and to complete annual renewals of these agreements. Whereas the Corporation of the County of Frontenac wishes to enter into an agreement with the Ontario Federation of Snowmobile Clubs (OFSC) for the use of the K&P Trails during winter months. Now Therefore Be It Resolved That the Council of the Corporation of the County of Frontenac enacts as follows:
- That the Warden and Clerk are hereby authorized to execute a License Agreement and Memorandum of Understanding with Ontario Federation of Snowmobile Clubs (OFSC) for the use of the K&P Trails during winter months;
- That this By-law shall come into force and take effect upon the date of final passing. Read a First and Second Time this 18th day of September, 2019. Read a Third Time, Signed, Sealed and Finally Passed this 18th day of September, 2019. The Corporation of the County of Frontenac
Ron Higgins, Warden
Jannette Amini Clerk
Page of 382 386 To Authorize the Execution an of Agreement with the Ontario Federation o…
AGENDA ITEM #e)
By-Law Number 2018-0032 of The Corporation of the County of Frontenac being a by-law to amend By-law No. 2013-0020 (to govern the proceedings of the Council and its Committees, the Conduct of Members and the Calling of Meetings) regarding Disclosures of Pecuniary Interest (resulting from Bill 68) Whereas Section 238(2) of the Municipal Act, 2001, S.O. 2001, c.25, as amended (the Act) provides that Council shall pass a procedure by-law for governing the calling, place and proceedings of meetings; And Whereas By-law No. 2013-0020, being a bylaw to provide for governing the proceedings of the Council and its committees, the conduct of members and the calling of meetings, was adopted by the Council of the Corporation of the County of Frontenac on May 15, 2013; And Whereas The Corporation of County of Frontenac deems it expedient to amend By-law No. 2013-0020 as it relates to certain amendments resulting from the Disclosure of pecuniary interest resulting from Bill 68; Now Therefore Be It Resolved That the Council for The Corporation of the County of Frontenac hereby enacts as follows: That Procedural By-law 2013-0020 as amended be further amended as follows:
- That Section 16 – Disclosures of Pecuniary Interest, subsection 16.1 – Method of Disclosure be amended by adding the word “and” at the end of c), and further adding: d) Shall file a written statement of the interest and its general nature with the Clerk.
- That a new 16.5 and 16.6 be added as follows:
Registry of Disclosures of Pecuniary Interest Access to registry
16.5
The Clerk shall establish and maintain a registry in which shall be kept, (a) a copy of each statement filed under section 16.1; and (b) a copy of each declaration recorded under section 16.1
16.6
The registry shall be available for public inspection upon 48 hours written notice to the Clerk’s Office
Page 383 of To Amend By-law No.2013-0020 (to386 govern the proceedings of the Council a…
AGENDA ITEM #e)
That this by-law shall come into force and take effect on the date of final passing. Read a First and Second Time this 18th day of September, 2018. Read a Third Time, Signed, Sealed and Finally Passed this 18th day of September, 2018. The Corporation of the County of Frontenac
Ron Higgins, Warden
Jannette Amini, Clerk
By-law No. 2018-0032 – To amend By-law No. 2013-0020 (to govern the proceedings of the Council and its Committees, the Conduct of Members and the Calling of Meetings) regarding Disclosures of Pecuniary Interest (resulting from Bill 68) September 19, 2018
Page 384 of To Amend By-law No.2013-0020 (to386 govern the proceedings of the Council a…
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AGENDA ITEM #f)
By-Law No. 2019-0033 of The Corporation of the County OF Frontenac being a by-law to confirm all actions and proceedings of County Council on September 18, 2019
Whereas Section 8 of the Municipal Act, S.O. 2001, c.25 and amendments thereto provides that a municipality has the capacity, rights, powers and privileges of a natural person for the purpose of exercising its authority under the Municipal Act or any other Act; and; Whereas Subsection 2 of Section 11 of the Municipal Act, S.O. 2001, c.25 and amendments thereto provides that a lower-tier municipality and an upper-tier municipality may pass by-laws respecting matters within the spheres of jurisdiction described in the Table to Subsection 2 subject to certain provisions, and; Whereas Section 5 of the Municipal Act, S.O. 2001, c. 25 and amendments thereto provides that a municipal power, including a municipality’s capacity, rights, powers and privileges under Section 8 shall be exercised by its council and by by-law unless the municipality is specifically authorized to do otherwise; and; Whereas the Council of the County of Frontenac deems it expedient to confirm its actions and proceedings; Now Therefore Be It Resolved That the Council of the Corporation of the County of Frontenac hereby enacts as follows:
- That all actions and proceedings of the Council of the County of Frontenac taken at its regular meeting held on September 18, 2019 be confirmed as actions for which the municipality has the capacity, rights, powers and privileges of a natural person.
- That all actions and proceedings of the Council of the County of Frontenac taken at its regular meeting held on September 18, 2019 be confirmed as being matters within the spheres of jurisdiction described in Subsection 2 of Section 11 of the Municipal Act, S.O. 2001, c.25 and amendments thereto.
- That all actions and proceedings of the Council of the Corporation of the County of Frontenac taken at its regular meeting held on September 18, 2019 except those taken by by-law and those required by by-law to be done by resolution are hereby sanctioned, ratified and confirmed as though set out within and forming part of this by-law.
Page 385 of 386of County Council on September 18… To Confirm all Actions and Proceedings
AGENDA ITEM #f)
- That this by-law shall come into force and take effect as of the final passing thereof. Read a First and Second Time this 18th day of September 2019. Read a Third Time and Finally Passed, Signed and Sealed this 18th day of September,
The Corporation of the County Of Frontenac
Ron Higgins, Warden
Jannette Amini, Clerk
By-Law No. 2019-0033 – To Confirm all Actions and Proceedings of County Council September 18, 2019
Page 386 of 386of County Council on September 18… To Confirm all Actions and Proceedings
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