01 - January 30, 2024 Budget Committee Agenda PackageOZ5
ElgmCounty
Budget Committee
Orders of the Day
Tuesday, January 30, 2024, 10:30 a.m.
Council Chambers
450 Sunset Drive
St. Thomas ON
Note for Members of the Public:
Please click the link below to watch the Council Meeting:
https://www.facebook.com/ElginCountyAdmin/
Accessible formats available upon request.
1. Call to Order
2. Approval of Agenda
3. Adoption of Minutes
4. Disclosure of Pecuniary Interest and the General Nature Thereof
5. Delegations
6. Reports/Briefings
6.1 Director of Financial Services - 2024 Budget Continued
7. Other Business
8. Correspondence
9. Closed Meeting Items
10. Motion to Rise and Report
11. Date of Next Meeting
12. Adjournment
Pages
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BUDGET COMMITTEE
MINUTES
November 29, 2023, 10:30 a.m.
Council Chambers
450 Sunset Drive
St. Thomas ON
Members Present: Warden Ed Ketchabaw, Chair (Committee Member)
Deputy Warden Grant Jones (Committee Member)
Councillor Andrew Sloan (Committee Member) (virtual)
Councillor Mike Hentz (Committee Member) (virtual)
Councillor Dominique Giguere (virtual)
Staff Present: Don Shropshire, Chief Administrative Officer/Clerk
Jennifer Ford, Director of Financial Services/Treasurer
Amy Thomson, Director of Human Resources
Michele Harris, Director of Homes and Seniors Services
Brian Masschaele, Director of Community & Cultural Services
Nicholas Loeb, Director of Legal Services
Peter Dutchak, Director of Engineering Services
Jenna Fentie, Manager of Administrative Services/Deputy Clerk
Andrea Loughlean, Manager of Emergency Management &
Elgin -Middlesex Regional Fire School
Ryan Terpstra, Manager of Corporate Facilities
Carolyn Krahn, Manager of Economic Development, Tourism &
Strategic Initiatives
Stefanie Heide, Legislative Services Coordinator
CALL TO ORDER
The meeting was called to order at 10.30 a.m. with Warden Ketchabaw in the
Chair.
2. APPROVAL OF AGENDA
Moved by: Deputy Warden Jones
Seconded by: Councillor Hentz
Page 2 of 192
RESOLVED THAT the agenda for the November 29, 2023 Budget Committee
meeting be approved as presented.
Motion Carried.
3. ADOPTION OF MINUTES
Moved by: Councillor Sloan
Seconded by: Councillor Hentz
RESOLVED THAT the minutes of the Budget Committee meeting held on
November 14, 2023 be adopted.
Motion Carried.
4. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE
THEREOF
None.
5. DELEGATIONS
None.
6. REPORTS/BRIEFINGS
6.1 Director of Financial Services - 2024 Budget Continued
The Director of Financial Services/Treasurer provided a presentation with
updates since the October 24, 2023 Budget Meeting, an outline of the
schedule for the day, and the proposed 10-Year Financial plan.
6.2 Director of Homes and Seniors Services - Homes and Seniors
Services 2024 Budget Presentation
The Director of Homes and Seniors Services provided a presentation to
Council on the proposed 2024 Budget for Homes and Seniors Services.
Moved by: Deputy Warden Jones
Seconded by: Councillor Hentz
RESOLVED THAT the Homes and Seniors Services Operating and
Capital Budget, as presented, be included for consideration as part of the
2024 Budget to be confirmed at a later date.
Motion Carried.
6.3 Manager of Corporate Facilities - Corporate Facilities 2024 Budget
Presentation
2
Page 3 of 192
The Manager of Corporate Facilities Operating and Capital Budget
provided a presentation to Council of the proposed 2024 Corporate
Facilities Operating and Capital Budget.
Moved by: Councillor Hentz
Seconded by: Deputy Warden Jones
RESOLVED THAT the Corporate Facilities Operating and Capital Budget,
as presented, be included for consideration as part of the 2024 Budget to
be confirmed at a later date.
Motion Carried.
6.4 Director of Human Resources - Human Resources 2024 Budget
Presentation
The Director of Human Resources provided a presentation to Council of
the proposed 2024 Human Resources Budget.
Moved by: Deputy Warden Jones
Seconded by: Councillor Hentz
RESOLVED THAT the Human Resources Operating Budget, as
presented, be included for consideration as part of the 2024 Budget to be
confirmed at a later date.
Motion Carried.
6.5 Director of Community and Cultural Services - Community and
Cultural Services 2024 Budget Presentation
The Director of Community and Cultural Services provided a presentation
to Council with the proposed 2024 Community and Cultural Services
Budget.
The Committee recessed at 12.00 p.m. and reconvened at 1.00 p.m.
Councillor Hentz left the meeting at 12.00 p.m.
Moved by: Councillor Sloan
Seconded by: Deputy Warden Jones
RESOLVED THAT the Elgin County Library, Elgin County Museum, and
Elgin County Archives Operating and Capital Budgets, as presented, be
included for consideration as part of the 2024 Budget to be confirmed at a
later date.
Motion Carried.
3
Page 4 of 192
6.6 Director of Legal Services - Provincial Offences Administration 2024
Budget Presentation
The Director of Legal Services provided a presentation to Council with the
2024 Provincial Offences Administration Operating Budget.
Moved by: Councillor Sloan
Seconded by: Deputy Warden Jones
RESOLVED THAT the Provincial Offences Administration Operating
Budget, as presented, be included for consideration as part of the 2024
Budget to be confirmed at a later date.
Motion Carried
6.7 Director of Legal Services - Planning 2024 Budget Presentation
The Director of Legal Services provided a presentation to Council with the
proposed 2024 Planning Budget.
Moved by: Deputy Warden Jones
Seconded by: Councillor Sloan
RESOLVED THAT the Planning Operating Budget, as presented in
Scenario 2 revised to begin June 1, 2024, be included for consideration as
part of the 2024 Budget to be confirmed at a later date.
Motion Carried.
6.8 Director of Legal Services - Land Division 2024 Budget Presentation
The Director of Legal Services provided a presentation to Council with the
proposed 2024 Land Division Budget.
Moved by: Councillor Sloan
Seconded by: Deputy Warden Jones
RESOLVED THAT the Land Division Operating and Capital Budget, as
presented, be included for consideration as part of the 2024 Budget to be
confirmed at a later date.
Motion Carried.
6.9 Director of Legal Services and Manager of Administrative
Services/Deputy Clerk - Administrative Services 2024 Budget
Presentation
The Director of Legal Services and Manager of Administrative
Services/Deputy Clerk provided a presentation to Council with the
proposed 2024 Administrative Services Budget.
4
Page 5 of 192
Moved by: Deputy Warden Jones
Seconded by: Councillor Sloan
RESOLVED THAT the Administrative Services, Council, Warden, and
Agriculture Operating Budgets, as presented, be included for
consideration as part of the 2024 Budget to be confirmed at a later date.
Motion Carried.
6.10 Manager of Economic Development, Tourism and Strategic Initiatives
- Economic Development & Tourism 2024 Budget Presentation
The Manager of Economic Development, Tourism and Strategic Initiatives
provided a presentation to Council on the proposed 2024 Economic
Development and Tourism Operating Budget.
Moved by: Councillor Sloan
Seconded by: Deputy Warden Jones
RESOLVED THAT the Economic Development and Tourism Operating
Budget, as presented, be included for consideration as part of the 2024
Budget to be confirmed at a later date.
Motion Carried.
6.11 Chief Administrative Officer/Clerk -Ambulance Services 2024 Budget
Presentation
The Chief Administrative Officer/Clerk provided a presentation to Council
with the proposed 2024 Ambulance Services Operating and Capital
Budget.
Moved by: Deputy Warden Jones
Seconded by: Councillor Sloan
RESOLVED THAT the Ambulance Services Operating and Capital
Budget, as presented, be included for consideration as part of the 2024
Budget to be confirmed at a later date.
Motion Carried.
6.12 Manager of Emergency Management - Emergency Measures 2024
Budget Presentation
The Manager of Emergency Management and Elgin -Middlesex Regional
Fire School provided a presentation to Council with the proposed 2024
Emergency Measures Operating and Capital Budget and information
needed to consider a request for an additional Fire Training Coordinator.
5
Page 6 of 192
Moved by: Councillor Sloan
Seconded by: Deputy Warden Jones
RESOLVED THAT the Emergency Measures Operating and Capital
Budget, as presented, be included for consideration as part of the 2024
Budget to be confirmed at a later date; and
THAT the request for an additional Fire Training Coordinator be forwarded
to County Council for consideration at its December 6, 2023 meeting.
Motion Carried.
6.13 Director of Financial Services/Treasurer - Financial Services 2024
Budget Presentation
The Director of Financial Services/Treasurer provided a presentation to
Council with the proposed 2024 Financial Services Operating Budget.
Moved by: Deputy Warden Jones
Seconded by: Councillor Sloan
RESOLVED THAT the Financial Services Operating Budget, as
presented, be included for consideration as part of the 2024 Budget to be
confirmed at a later date.
Motion Carried.
6.14 Director of Financial Services/Treasurer - Information Technology
Services 2024 Budget Presentation
The Director of Financial Services/Treasurer provided a presentation to
Council with the proposed 2024 Information Technology Services Budget
Moved by: Councillor Sloan
Seconded by: Deputy Warden Jones
RESOLVED THAT the Information Technology Services Operating and
Capital Budget, as presented, be included for consideration as part of the
2024 Budget to be confirmed at a later date.
Motion Carried.
6.15 Director of Financial Services - Closing Remarks
The Director of Financial Services provided closing remarks outlining
outstanding items and the next steps in the 2024 Budget process.
7. OTHER BUSINESS
None.
6
Page 7 of 192
8. CORRESPONDENCE
8.1 Elgin -St. Thomas Public Art Centre Request for Consideration of
Increased Funding
The Budget Committee directed that the request from the Elgin St.
Thomas Public Art Centre be deferred to be considered with all additional
asks for discretionary spending at the next Budget Committee meeting.
9. CLOSED MEETING ITEMS
None.
10. MOTION TO RISE AND REPORT
I101rem
11. DATE OF NEXT MEETING
The Budget Committee will meet again at the call of the Chair.
12. ADJOURNMENT
Moved by: Deputy Warden Jones
Seconded by: Councillor Sloan
RESOLVED THAT we do now adjourn at 3.26 p.m. to meet again at the call of
the Chair.
Motion Carried.
Jenna Fentie,
Manager of Administrative
Services/Deputy Clerk.
Warden Ed Ketchabaw,
Chair.
7
Page 8 of 192
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January 4, 2024
Mr. Blaine Parkin,
County of Elgin
450 Sunset Drive
St. Thomas, ON
Dear Blaine,
Chief Administrative Officer
N5R 5V1
IM, ir St, Fliornas Site
Adrni nistrative Office
12 O P'' lb(,,A Stralad'd'
Woodstock iiite
VVC, 'ad stor k, E;�N
On behalf of the Board of Health, we are pleased to advise you that the Oxford Elgin St.
Thomas Board of Health unanimously approved the 2024 General Programs and Related
Services budgets with a recorded vote at its November 22, 2023 Board meeting with the
following resolution:
That the Board of Health for Southwestern Public Health approve the 2024
Budgets for General Cost -Shared program, for 100% Provincially funded ongoing
initiatives, and for 100% Provincially funded one-time initiatives.
The total cost shared budget for SWPH public health has been set at $20,550,040. The total
levy for the above noted budget for the County of Elgin is $1,852,600. There are no cost
shared one-time business cases in the 2024 budget as all requested one-time business cases
will be submitted as 100% Ministry of Health funded for this year.
Please forward payment to Southwestern Public Health in monthly installments.
A copy of the Board approved financial audited statements for the period ending December 31,
2023 will be forwarded to the County of Elgin once that work is completed, likely April 2024.
If you have any questions, please don't hesitate to contact us.
Sincerely,
ivir. Joe Preston
Chair, Board of Health
Southwestern Public Health
Cynthia St. John
Chief Executive Officer
Southwestern Public Health
C. Monica Nusink, Director of Finance, SWPH
Jennifer Ford, Director of Financial Services/Treasurer, County of Elgin
encl. 2024 General Programs and Related Services Budgets
Page 49 of 192
0000"010�We
1
SOUTHWEs'rERN
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Oxford - Ugir - St.'Fhomas
2024 BUDGET
FOR
GENERAL PROGRAMS
SUPPORTED BY THE
ONTARIO PUBLIC HEALTH STANDARDS,
PROTOCOLS, AND GUIDELINES
(Requirements for Programs, Services, and Accountability)
Page 50 of 192
r f
' SOUTIAWEs,rERN
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General Programs
2024 Budget
Road Ahead
Priorities
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Page 51 of 192
STRATEGIC VISION, MISSION, AND VALUES
Healthy people
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Public Health
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VALUES
Evidence
Leading the way iiin
Collaboration
protecting and proirnot4iiq
Accounitability
the health of aH peole h,i
QUaky
'ities, resukiingi oc,w comimund
Equity
uini better heakh.
Forward -thinking
III 3
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Page 52 of 192
THE ROAD AHEAD...
The 2024 budget for Southwestern Public Health (SWPH) aims to ensure better health
outcomes through evidence -based planning, addressing various public health priorities,
opportunities, issues, and challenges in the upcoming fiscal year recognizing what we do in
2024 has impact well beyond one year.
Key Considerations, Opportunities, Challenges, and Pressures
Strengthening Public Health recommendations from the Ministry of Health: There has not
been any further information (since the October 2023 board meeting) shared about the
Ministry of Health's Strategy that would inform the 2024 budget at the time of this report,
however, SWPH remains ready to review and adapt as needed. Specifically, the three -
pronged strategy includes:
Potential changes in public health roles and responsibilities by re-scoping the Ontario
Public Health Standards in 2024 for implementation in 2025. This may include changing
what public health is responsible for locally and what may be developed more regionally
or provincially. We will not have confirmation of any changes until Fall 2024.
• Potential mergers between local public health agencies that are of a size less than
500,000 population with implementation January 2025.
• Restoring some provincial funding of the provincial cost -share changes made in 2020,
confirming a 1 % base budget increase in 2024, and reviewing public health funding
methodology for implementation in 2026.
2. Strategic Planning in 2024-2025: Recent data collection efforts have provided a trove of
relevant information that emphasizes the importance of local, evidence -informed, data -
driven strategies and will inform the planning done by staff for the 2025 year.
3. Diseases of Public Health Significance (DOPHs): Adapting operations to absorb the
management of clinical and outbreak support of recently added diseases such as Covid-19.
4. Emergency Readiness: Prioritizing preparedness for unforeseen community and health
challenges and supporting community partners and leaders to do the same.
5. Short to Mid -Term Outcomes: Much of public health's impact is measured over decades.
Important to include opportunities that achieve short to mid-term health improvements within
a 3-5 year horizon.
6. Collaboration with Partners: Continuing collaboration with municipalities and community
partners, recognizing and respecting each organization's different priorities and also
recognizing so much of public health's work is not done alone.
7. Health Human Resources: This area continues to be challenging for so many sectors and
public health is no exception. It is paramount that SWPH apply innovative approaches to
attracting future talent and retaining the existing talent.
8. Expenditure Challenges including:
• An approximate 27.5% increase in our employee group benefit plans across all
employee groups driven by experience, utilization, and rising service costs. Of note,
SWPH is not alone in facing this challenge. Health units across the province are also
expecting increases in the range of 6% to 56.6% for 2024.
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Page 53 of 192
Collective Agreement bargaining may continue in 2024 with one of our union partners
whose current agreement expires December 31, 2023.
Average inflation rate of 3.62% in 2023
The 2024 budget for Southwestern Public Health is more than just numbers; it is a commitment
to the well-being of our communities and a commitment by the Board and staff to be wise
stewards of our resources. The choices we make regarding our program and service delivery
has a lasting impact on the health and safety of those we serve. This budget was built with the
intention of remaining committed to the direction set by the Board of Health at the February
2023 and June 2023 meetings, and with the intention of being ready for what may lie ahead for
public health in Ontario in 2024 and beyond.
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Page 54 of 192
SNAPSHOT OF SOME SWPH PRIORITIES
211111111, 111,,,, "iIIIIIIiiiiiii,
Harm Reduction
Major organizational project and focus to help reduce the
rate of death attributed to opioid use.
Substance Use Prevention in
Reduce the proportion of students in grades 9-12
Youth
reporting past year e-cigarette use by 10% by 2030.
Maintain the percentage of the Southwestern Public
Mental Health Promotion
Health Population that reports excellent or very good
Mental Health pre -pandemic levels of 25% or higher.
Major organizational project and focus to assist our own
public health unit and other community partners with
Emergency Preparedness
identifying key practices, policies, and procedures that
would support effective emergency preparedness,
response and recovery.
Climate Change & Extreme
To reduce the number of emergency department visits
Weather
due to heat -related and/or cold -related illness by 5 /o by
2025.
To reduce or maintain the incidence rate of diseases of
Infection Prevention & Control
public health significance at or below the provincial
average by 2030.
Child Immunization
Reduce the rate of Hep B and meningococcal by 1 % by
2030.
To decrease or maintain the percentage of Southwestern
Nurse Family Partnership
Public Health (SWPH) children scoring as vulnerable on
the Early Development Indicator (EDI) to align with the
provincial average in all domains by 2028.
Please note that the above is a snapshot of priorities and by no means the entire list of program
and service work. This 2024 budget continues our ongoing delivery of supports in schools, in
new parents' homes, in our sexual health clinics, and in food and personal service settings just
to name a few.
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Page 55 of 192
POPULATION HEALTH HIGHLIGHTS
Based on local needs and recent concerns, the following are statistical highlights of some of the
major priorities across the organization in 2024.
r�flllf I'll.5 t,o lbsta iii ci)s & Illh��i a rrin l����lllvr�o cfl oIII
The proportion of SWPH residents who reported drinking heavily at least once in the past month
has remained relatively unchanged over time, remaining at about 20% since the 2015/2016
cycle of the Canadian Community Health Survey (CCHS) (Figure 1). This is in contrast to the
provincial proportion, which decreased over each cycle of the CCHS, reaching 15.7% in the
2019/2020 cycle.
This rate indicates stagnation in reducing the amount of "risky" drinking in the SWPH region and
the potential to implement additional health promotion and planning activities in our community.
Figure 1. Proportion of heavy drinking (men who have had 5+ drinks,
women who have had 4+ drinks on one occasion in the past month),
SWPH, Ontario, 2015-2020
40
30
SWR lll, Iw01 0
c 20
LWon/ en
O
`0 10
a
0
2015 — 2016 2017 — 2018 2019 — 2020
As a likely consequence of heavy or risky drinking behaviours, the local rates of various alcohol -
related harms, including mortality and hospitalizations, increased substantially between 2018
and 2021. This is concerning, given that the provincial rates of both of these outcomes did not
change significantly over the same period.
The local rate of hospitalizations per 100,000 population due to conditions entirely attributable to
alcohol (such as liver disease, accidental/intentional alcohol poisoning, etc.), reached an all-time
high in 2021 of 305.7 hospitalizations per 100,0000 (Figure 2). This was 1.4 times higher than
the provincial rate of 210.9 hospitalizations per 100,000, which was relatively unchanged over
time.
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Page 56 of 192
Between 2018 and 2021, the mortality rate per 100,000 population due to alcohol toxicity (with
and without other drug involvement) more than tripled to 3.3 deaths per 100,000 (Figure 3).
This surpassed the provincial rate of 1.6 deaths per 100,000 in 2021. Similar to the rate of
hospitalizations, this was an all-time high for SWPH.
Figure 2. Hospitalization rate (per 100,000 population) due to Figure 3. Mortality rate (per 100,000 population) due to
conditions entirely caused by alcohol, SWPH, Ontario, 2018-2021 alcohol -toxicity", SWPH, Ontario, 2018-2021
350
SW 0l5.7
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2018 2019 2020 2021
9WFllhlll, 3.
2018 2019 2020 2021
*Deaths due to alcohol toxicity BOTH with and without other drug
involvement
The rates of opioid-related emergency department (ED) visits, hospitalizations, and deaths have
all been steadily increasing since 2015. The rates of opioid-related ED visits and
hospitalizations have been higher locally compared to the province since 2018.
The rate of opioid-related hospitalizations in the SWPH region is significantly higher than the
provincial rate. In 2021, the local rate of 31.9 hospitalizations per 100,000 was nearly double the
provincial rate of 16.3 hospitalizations per 100,000 population. The rate of opioid-related deaths
also increased steeply during the pandemic, increasing from 13.4 deaths per 100,000
population in 2020 to 21.9 deaths per 100,000 population in 2021 (Figure 4).
During the COVID-19 pandemic, there continued to be increases across all three indicators
locally and across Ontario. However, SWPH saw a larger increase in the rate of opioid-related
ED visits compared to the provincial rate, up from 95.2 visits per 100,000 population in 2020 to
162.3 visits per 100,000 population in 2021.
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Page 57 of 192
Figure 4. Opioid-related mortality rate (per 100,000), SWPH, Ontario,
2018-2021
IE
C sa. SW*I , 21 �
000
C. 20 000
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2018 2019 2020 2021
In terms of harm reduction activities, the total number of naloxone kits distributed by pharmacies
and SWPH has also increased year over year, more than doubling between 2018 and 2021,
highlighting the growing need given the increased opioid-related harms.
The higher burden of opioid-related harms also increases the need for a refined local opioid
overdose response plan, which will be implemented in 2024.
III Rflbstaiince Use
Reducing substance use among youth continues to be a priority for SWPH in 2024. Based on
responses to the 2019 Ontario Drug Use and Student Health Survey (OSDUHS), 51.5% of
youth in grades 7-12 in the SWPH region reported that they had more than a sip of alcohol in
the past 12 months; 9.8% more than the provincial average of 41.7%. Greater proportions of
youth from the SWPH region also reported using an electronic cigarette, otherwise known as
vaping, and cannabis in the past 12 months compared to Ontario (vaping: 32.0% SWPH vs.
22.7% Ontario; cannabis: 25.6% SWPH vs. 22.0% Ontario). (Figure )
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Page 58 of 192
Figure 5. More -than 50% of S)PI I youth reported drinking alcohol in 'tote past 12
months.
Alcohol
Electronic cigarettes
annabli
Tobacco cl arntte
Prescription molds
a iic maishroom
ough/cc@d medication
Gkic or solvents
0%
ON 1pt
01-0
10% 20% 0% 40% 50%
Of the youth that reported drinking alcohol and/or smoking cannabis or tobacco cigarettes, most
reported that they first tried these substances in grade 9, when they were 14 or 15 years old.
Based on this data, it appears that substance use prevention programs should attempt to reach
youth before they enter high school. (Figure 6)
Figure 6. Locally, most youth start trying substances in grade 9.
ME
MOR
RW
M
Orate 4 Orate 5 Orate 6 Orate 7 Orate 8 Orate 9 Orate 10 Orate 11 Orate 12
Youth, locally and across the province, also reported in the 2019 OSDUHS that they found it
easy to access substances. In the SWPH region, 82% of youth reported that alcohol was easy
to access. Additionally, 68% and 64% reported that tobacco and cannabis, respectively, were
easy to access. Except for prescription pain relief medication, youth from the SWPH region
reported that substances were easy to access more frequently than youth from the rest of the
province. (Figure )
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Page 59 of 192
Figure 7. EMPIP youth find it easier -to access most substances thaan
Ointaiirlb youth.
2 % alcohol is
easy to access
% tobacco
400 cannabis
is easy to access
is easy to access
% prescription
pain relief meds are
easy to access
lcolholl
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Improving the mental health of children and youth continues to be a priority for SWPH in 2024.
Based on responses to the 2019 Canadian Health Study on Children and Youth (CHSCY), more
youth aged 12 to 17 years in the SWPH region perceived their mental health to be poor or fair
compared to the rest of Ontario. Specifically, 15.5% of youth from the SWPH region reported
their mental health to be poor or fair compared to 13.2% in Ontario. (Figure )
Interestingly, parents and/or guardians across the SWPH region and Ontario perceived their
child or youth's mental health to be better than the youth themselves did. In the SWPH region,
5.5% of parents and/or guardians reported that they perceived their child/youth's mental health
to be poor or fair, compared to 15.5% of youth in the region. The discrepancy between
perceived mental health between parents and/or guardians and youth themselves was also
observed at the Provincial level. (Figure )
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Page 60 of 192
Figure 8. Self -reported mental health among youth (12 to 17 years),
SWPH, Ontario, 2019
15.5%
13.2%
■
IIIIIIIYouth's mental health reported as IDoor or fair by parent
Qll I iirriii te Change
Extreme temperatures increase the risk for environment -related illnesses such as heat stroke,
syncope (fainting), and exhaustion, as well as frostbite and hypothermia, especially for seniors
and other vulnerable populations in our community.
Locally, the rate of emergency department (ED) visits due to heat -related illnesses has
increased over time until beginning to decrease in 2019. However, it remained high in
comparison to Ontario throughout the pandemic (Figure 9). The rate of ED visits due to cold -
related illnesses has fluctuated over time but also continued to increase into 2022 when it
reached an all-time high of 27.8 visits per 100,000 population (Figure 10).
Figure 9. Emergency department rate for heat -related Figure 10. Emergency department rate for cold -related
illnesses (per 100,000), SWPH, Ontario, 2018-2022 illnesses (per 100,000), SWPH, Ontario, 2018-2022
40
= 60
o/1101
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c �SMIR, 126.0 p
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Page 61 of 192
It is important to note that the COVID-19 pandemic had an impact on the volume of emergency
department visits in 2020 and 2021 meaning these trends may actually be an underestimate of
the impact of climate change over the last few years.
The general trend in the rate per 100,000 population of both hot and cold -related
hospitalizations has been unstable over time, with numerous increases and decreases between
2018 and 2022. However, the local rate of heat -related hospitalizations remains marginally
higher than the provincial rate as of 2022.
These trends highlight the need to continue issuing both heat and cold alerts, especially in
coordination with any provincial/federal alerts, in order to reduce harms to the community. The
topic of climate change will represent a large portion of work locally, that will be led by the
Medical Officer of Health.
The rising temperature also increases the risk of vector -borne illnesses, such as West Nile and
Lyme disease, as the warmer weather creates an ideal environment for mosquitos and ticks to
thrive. The local rate of Lyme disease has increased rapidly over the past few years, as risk
areas have expanded into Oxford and Elgin counties (Figure 11).
FiigUire 111„ IR to of II,,,,yinne Disease (1pelr-100,000),
SSWII""HI and 011q, 2013 2023
12
„30111,
,.
i
0.6
&
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%'
%
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*2023 is an incomplete year of data and includes cases from Jan- Sept 2023
'' Illh odIII ��base
The COVID-19 pandemic had an impact on the up-to-date (UTD) immunization coverage rates
for school -aged children across the province for several school years and SWPH was no
exception. The pandemic continues to impact coverage rates as catch-up programs continue to
get students caught up on missed doses, with the 2021/22 school year still showing coverage
rates that are lower than expected. Additionally, fewer 12-year-old students initiated their Hep.B
and HPV series in the 2020/21 and 2021/22 school years.
Over the 3 school years examined (Figure 12), the coverage rates for the hepatitis B (Hep B),
human papillomavirus (HPV) and meningococcal (MCV4) vaccinations have all decreased over
time. The most pronounced decrease in coverage was for the Hep B vaccine, decreasing by
13.2% between the 2019/2020 and 2021/2022 school years, however, the HPV and MCV4
vaccination coverage decreases were close behind at 12.5% and 11.4%, respectively. (Figure
12).
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Page 62 of 192
IN
80
9 70
6
0
It o
40
6 20
in
Figure 12. Proportion of up-to-date coverage for school -based
immunization programs (12-year-olds), SWPH, 2018/19-2021/22 school
years
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Over twice as many institutional outbreaks occurred in the SWPH region in 2022, compared to
pre -pandemic, in 2019. Institutional outbreaks include those occurring in hospitals, retirement
homes and long-term care homes. The pathogen responsible for the vast majority of outbreaks
in 2022 was COVID-19 (84.8%), while enteric and other respiratory illnesses accounted for far
fewer (3.2% and 12.0%, respectively). (Figure 13).
If::I u.ulre..3. IInstiitu.utiio nA Outbreaks lby 11ylpe in the SM:111-i
Region
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1.20
rt�
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2019
a d 11
2020 2021.. 2022
IIIIIII C:G";VI D.1.9 M fRespiratory (I:Excluding C:OVID-1..9) 11111111 [Enteric
A change in the size of institutional outbreaks began in 2020, as the first COVID-19 outbreaks
started to occur locally. In 2019, the majority of outbreaks (81.8%) had between 10-29
confirmed cases each. In more recent years, small outbreaks with 9 cases or less, as well as
c III 14,
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Page 63 of 192
very large outbreaks with 50 or more cases became more common. In 2022, 38.2% of
outbreaks had 9 or fewer confirmed cases, compared to 9.1 % in 2019. There were no outbreaks
in 2019 with 50 or more cases, compared to 10.6% of outbreaks in 2022. (Figure 14)
100%
80%
raa
43
60%
43
:3
Ct 40%
0%
Higuire 14.. linsfitulininal Outbreaks by Suze in the SWP11 I
Re&n
2019 2020 2021.. 2022
111111110 .9 confirmed cases IN 10.29 confirmed cases
1111111130-49 confirmed cases 1111111111150 or more confirmed cases
III 15
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Page 64 of 192
2024 GENERAL PROGRAM BUDGETS
STRATEGIC ALIGNMENTS
S°bIra°te liic Xlii IIII IIII �u ,IIII tsIllh°°°°IIIIliii (IIII IIIIliii I IIII °°�,�
Southwestern Public Health has a mandate to protect and promote the health of our
communities, and this includes collaborating with municipalities on the development of healthy
public policies that support community priorities through various means. Public Health collects
and analyzes local data, which is used to help create healthier policies and to inform the
development of critical documents used by municipalities, including Official Plans, Master Plans,
Municipal Alcohol Policies and, more recently, Community Safety and Well-being plans.
Historically, Southwestern Public Health has collaborated with municipalities on the
development of policies and bylaws that address important public health priorities, including
smoking bylaws and active transportation, has conducted health impact assessments on large
infrastructure projects (e.g., proposed landfill sites) and monitored outdoor air quality, and more
recently, mental health and addictions and affordable housing.
After implementing a policy or bylaw, Southwestern Public Health also plays a key role in
monitoring its impact on the community's health and well-being and whether the intervention
generates positive health outcomes. Based on these findings, in consultation with municipalities,
the information may be used to support policy revisions or improvements.
Collaboration with the municipalities ensures the integration of public health considerations into
the programs and services and creates safer and healthier communities for all.
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Page 65 of 192
2024 GENERAL PROGRAM BUDGETS
SUPPORTING COSTS
IIII�IIII� �� IIlll ,liiiIIII cf��)IStsIllh°°°°IIIIliii � IIII IIIIliii � IIII °°�,�
Public health is expected to achieve compliance with the standards outlined in the
Ontario Public Health Standards Accountability Framework in the areas of grants and
budget, delivery of programs and services, fiduciary requirements, good governance
and management practices, and public health practice.
SWPH is required to comply with its accountability agreements between SWPH and the
applicable Ministry. Some requirements include:
✓ delivery of all provincially mandated programs and services
✓ quarterly and annual financial reporting
✓ asset inventory and office equipment maintenance
✓ effective procurement practices
✓ updating development, and adherence to policies and procedures
✓ board of health orientation and development
✓ developing and maintaining strategies in the areas of communications, human
resources, information technology risk management, program evaluation, and
stakeholder engagement
This involves leadership and support across the organization in the areas of:
✓ board governance including standing committees and ad hoc committees where
applicable
✓ accountability and target monitoring
✓ fiscal due diligence and financial management
✓ privacy of health information and personal information
✓ professional practice and continuous quality improvement
✓ strategies to support internal and external communications to applicable
audiences
✓ staff committees/working groups to support program delivery and compliance
✓ oversight of building and rental costs of three facilities as well as maintenance
✓ information technology management including hardware/software licenses
✓ emergency management and business continuity planning
✓ insurance
✓ legislative compliance, risk management, and legal matters
1
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Page 66 of 192
r f
' SOUTIAWEs,rERN
i
One -Time Funding Request
100% Provincially Funded
2024
Budget and Highlights
Included:
Public Health Inspector Practicum Program
Sharps Program
COVID-19 Specific Costs
Infection Prevention and Control (IPAC) Hub
SWPH Website and Intranet Revamp
Strengthening Public Health Strategy Support
III 18
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Page 67 of 192
One -Time Funding Request
100% Provincially Funded
Project Title:
Public Health Inspector Practicum Program
a. To provide a practicum for two students enrolled or who already have a degree in a
program of instruction approved by the Canadian Institute of Public Health
Inspectors (CIPHI) Board of Certification (BOC).
b. To be eligible to sit the Examination to obtain the Certificate in Public Health
Inspection (Canada), every candidate must satisfactorily complete a twelve (12)
week minimum practicum in the basic inspection programs.
c. This practicum must be coordinated by a qualified person who holds the CPHI(C) at
the supervisory level of the agency where the practicum is to take place. SWPH staff
coach and mentor student PHI candidates in preparation for their BOC exam for the
duration of the 12-week practicum.
d. SWPH benefits from the public health inspector practicum program as the students
support the completion of lower risk inspection activity under the mentorship of
certified public health inspectors. Additionally, students contribute by sharing
innovation and health promotion / education ideas to program delivery. As well,
student preceptors gain leadership and staff development opportunities.
III 19
Plil iiC�)'iifeIIII^IIIIIIbieIII mll . ,uel
Page 68 of 192
One -Time Funding Request
100% Provincially Funded
Project Title:
Sharps Program
The goal of a comprehensive needle syringe and inhalation equipment program is to
distribute needles/syringes and other drug use supplies as an effective method in
reducing bloodborne infections (such as HIV, Hepatitis B and C, syphilis) associated
with injection or inhalation drug use.
a. Due in part to the ongoing opioid crisis, demand for sterile harm reduction equipment
is on the rise in SWPH's region. It is essential that SWPH continues to meet this
growing demand to prevent the transmission of HIV, Hepatitis B and Hepatitis C
infections. Both HIV and HCV can spread in the blood, and a major risk factor for
both HIV and HCV infection is injection drug use.
b. As part of this strategy, SWPH is collaborating with Regional HIV/AIDS Connection
and Canadian Mental Health Association Thames Valley Addiction and Mental
Health Services to facilitate the distribution and collection of harm reduction supplies
via a mobile outreach program.
c. The 2023 goals of the program include meeting or exceeding sharps return rates
found in similar Ontario jurisdictions and ensuring that sharps disposal options are
available to clients in areas where they are needed most. These goals align with the
recommendations found in the Ontario Public Health Standards, 2018 and the
Substance Use Prevention and Harm Reduction Guideline, 2018. Achieving these
goals will necessitate additional kiosks in known underserviced areas and regular
maintenance and disposal.
III 22
Plil iiC�)'iifeIII ^IIIIIIbieIII mll . ,uel
Page 69 of 192
One -Time Funding Request
100% Provincially Funded
Project Title:
COVID-19 (General Response/Vaccination)
IIp'& IIlllllii c ff)S °,
Public Health staff are focused on minimizing the risk of COVID-19 in high -risk settings,
by supporting immunization, and outbreak management to reduce and prevent the
spread of COVID 19. This includes -long-term care homes, retirement homes,
congregate living settings, and other residential facilities which are particularly
vulnerable to outbreaks.
a . (�:,� (�:,�III ((_; a se a in d � O rfl:a ct
Case, contact, and outbreak management is pivotal in reducing the transmission of
COVID-19 in our region, especially for those at risk for severe illness and outcomes in
congregate living settings and health care institutions. Public Health Investigators work
collaboratively with partners and high -risk settings to manage and control the spread of
infection and manage outbreaks. This process is labour intensive and is compounded
by the emerging pathogenicity of this novel virus. Staff may also provide guidance about
returning to work, outbreak management, public health measures related to enhanced
environmental cleaning, self -monitoring, and general infection prevention and control
measures. It is anticipated that severe illness and the number of COVID-19 outbreaks
may decline in 2024. COVID-19 case, and outbreak management will continue as a
measure to control and prevent the spread.
III 21
Plil iiC�)'iifeIII ^IIIIIIbieIII mll . ,uel
Page 70 of 192
One -Time Funding Request
100% Provincially Funded
COVID-19 General Response/Vaccination
SWPH will provide education on infection prevention and control practices such as face
coverings, physical distancing, hand hygiene, screening to reduce the transmission of
disease. SWPH is also reponsible for the management of the Case and Contact
Management (CCM) database for COVID-19 data entry and outbreak management.
'. (11VID...1
To further reduce the incidence rate of COVID-19, SWPH will continue to offer COVID-
19 immunization clinics to immunize eligible people and vulnerable populations with
COVID-19 vaccine. SWPH will work in collaboration with community partners to
coordinate distribution and to administer COVID-19 vaccine to health care institutions
and congregate living settings. Public health continues to be the primary distribution
channel for primary care, hospitals and other health care settings who provide
vaccination. The storage and distribution of the vaccine will play a key role in the
management of the clinics to maintain the standardization of the identified product. The
continued distribution and administration of the vaccine includes the need for public
health nurses, registered practical nurses, supervisory support, clerical support,
information technology support, and facilities support to complete this important work in
an efficient manner.
m III 22
ii II)''iife in ill Illb e ui uulllll udl uel . ,uel 1'
Page 71 of 192
One -Time Funding Request
100% Provincially Funded
Project Title:
Infection Prevention and Control H U B
�aiii c C (� )I iiii °tiiro1 IIII IIII IIII���""IA,C Illh°°°°IIII lll� IIIIIIIIIII'� Illh°°°°IIII liii I IIII IIII liii I IIII ° °�,�
a. As part of the province's comprehensive plan Keeping Ontarians Safe.
Preparing for Future Waves of COVID-19, local networks of IPAC expertise
(IPAC Hubs) were developed across the health system, that work to enhance
IPAC practices in community based, congregate living organizations (CLOs).
These organizations include long-term care homes, retirement homes,
residential settings funded by the Ministry of Health (MOH), residential
settings for adults and children funded by Ministry of Children, Community
and Social Services (MCCSS), shelters, and supportive housing. Through
these new province -wide networks, CLOs are able to access IPAC expertise,
collaborative assistance and just -in -time advice, guidance, and direct support
on IPAC practices.
b. In collaboration with the Ministry of Health and other Ministries involved in this
initiative, Ontario Health identified hospitals and public health units from
across the province to lead local IPAC Hubs. Southwestern Public Health is
the local IPAC Hub lead in this area, that works to coordinate and collaborate
with Satellite hubs and health system partners in Oxford, Elgin, St. Thomas,
and Huron Perth to ensure that this specialized guidance and support is
available to our congregate living organizations throughout the region.
c. As the lead for the local IPAC Hub, SWPH is responsible for ensuring
accountability for funds transferred from the Ministry of Health to Satellite
Hubs, including monitoring of required deliverables. St. Thomas, Elgin, and
Oxford IPAC services for congregate living organizations are administered by
staff funded by the IPAC Hub. Services include support for IPAC training,
policies and procedures, outbreak preparedness and assistance with on -site
IPAC assessments.
III 22
Plil iiC�),iifeIIII^IIIIIIbieIII mll . ,uel
Page 72 of 192
One -Time Funding Request
100% Provincially Funded
Project Title:
SWPH Website and Intranet Revamp
°° Illh°°°IIII Welbsliite aiii cIIII ii °biiraiii rt IIII'°R rvaiin' IIII Illh°°°°IIII liii I IIII IIII liii I IIII ° °�,�
Southwestern Public Health (SWPH) has two primary online resources — a public facing
website (visited by 200,000 unique visitors each year) and an employee intranet, which
is the digital homebase for staff access to news, policies, tools, and other resources. As
an agency, SWPH needs to ensure that our digital web presence is modern, up to date,
secure, and aligned with best practices and legislative standards.
The nature of this project is to ensure that SWPH maintains a website and intranet that
will support the organization into the future and meet the needs of our community and
audiences.
SWPH's current websiteand intranet content management system (CMS), were both
built in 2019 and will no longer be updated and supported by the web developer in
2024. As a result, SWPH will need to transition the CMS platform to a new updated
version by 2025. To ensure that SWPH can continue to share information about
programs and services to the community for the foreseeable future, SWPH will explore
either building an entirely new website and intranet or `renovate' the existing website
and intranet into a new platform. This work will be completed by December 31, 2024.
III 24,
Plil iiC�)'iifeIIII^IIIIIIbieIII mll . ,uel
Page 73 of 192
One -Time Funding Request
100% Provincially Funded
Project Title:
Strengthening Public Health Strategy
Support
°Strategy St III2O1 iirt °IIIIII� �I iiii� °�°,iiii� iiii ,IIII iiii liii iiii IIII° 1°° � � 111121111 liii �� Illh°°°°IIII � IIII°�°,IIII Illh°°°°IIII liii IIII IIII liii IIII °�°,
Background:
The Board of Health has struck an Ad hoc Board Committee to support the Ministry of
Health's Strengthening Public Health strategy. This ad hoc committee has been
established to assess whether SWPH will voluntarily engage in a merger with one or
more public health units. This provincial strategy is aimed at improving public health
service delivery in our region by exploring opportunities for enhanced program and
service capacity and maximizing resources.
Rationale for Consultant Engagement:
The nature of this project necessitates specialized knowledge and expertise in public
health system amalgamations. Engaging external expertise is crucial for the following
reasons:
• Specialized Knowledge: A consultant with experience in public health
system mergers can provide insight into best practices, potential challenges,
and opportunities.
• Objective Perspective: An external consultant can offer an impartial
viewpoint and facilitate objective decision -making for the Adhoc Committee's
consideration.
• Efficiency and Effectiveness: A consultant can expedite the merger
evaluation process, preventing common pitfalls and streamlining the effort.
• Risk Mitigation: The consultant can identify and address potential regulatory
and operational risks, ensuring a smoother transition if merging is approved.
• Stakeholder Engagement: A consultant can help engage various
stakeholders, ensuring transparency and inclusivity in the process.
III 22
Plil iiC�),iifeIIII^IIIIIIbieIII mll . ,uel
Page 74 of 192
2024 BUDGET
Standard - Section / Program 2023 BUDGET 2024 BUDGET Difference
Jan 1 - Dec 31 Jan 1 - Dec 31
Direct Program and Services Costs
Foundational Standards
Emergency Management
112,082
126,407
Effective Public Health Practice
337,839
322,986
Population Health Assessment
387,478
374,023
Foundational Standards Total
837,399
823,416
(13,983)
Chronic Disease and Injury Prevention
Built Environment
257,651
269,678
Healthy Eating Behaviours
118,799
109,777
Healthy Menu Choices Act Enforcement
-
-
Physical Activity and Sedentary Behaviours
107,468
122,727
Injury Prevention
180,350
205,404
Mental Health Promotion
129,293
266,213
Health Equity
332,780
301,265
Chronic Disease and Injury Prevention
1,126,341
1,275,063
148,722
Food Safety
Food Safety (Education, Promotion & Inspection)
489,426
507,457
Food Safety Total
489,426
507,457
18,031
Healthy Environments
Climate Change
122,160
345,272
Healthy Environments (Health Hazard Investigation and Response)
407,806
540,121
Healthy Environments Total
529,966
885,393
355,427
Healthy Growth and Development
Breastfeeding
379,182
396,082
Parenting
500,400
389,868
Reproductive Health/Healthy Pregnancies
381,234
626,910
Healthy Growth and Development Total
1,260,816
1,412,860
152,044
����WageIII 16
Plil IIC),iif mule^illlllblleir uull12
Page 75 of 192
Standard - Section / Program
2023 BUDGET
2024 BUDGET
Difference
Jan 1 - Dec 31
Jan 1 - Dec 31
Immunization
Vaccine Administration
148,437
157,544
Vaccine Management
199,695
133,382
Community Based Immunization Outreach
-
-
Immunization Monitoring and Surveillance
145,305
120,574
Immunization Total
493,437
411,500
(81,937)
Infectious and Communicable Diseases Prevention and Control
Infection Prevention & Control
1,857,964
2,080,112
Rabies Prevention and Control and Zoonotics
222,592
176,285
Sexual Health
1,034,329
1,117,887
Tuberculosis Prevention and Control
27,860
90,497
Sharps program
70,900
51,200
Vector -Borne Diseases
216,694
225,362
Infectious and Communicable Diseases Prevention and Control Total
3,430,339
3,741,343
311,005
Safe Water
Safe Water
164,147
163,789
Safe Water Total
164,147
163,789
(358)
School Health - Oral Health
Healthy Smiles Ontario
855,744
859,958
School Screening and Surveillance
344,358
364,347
School Health - Oral Health Total
1,200,102
1,224,305
24,203
School Health - Immunization
School Immunization
1,019,831
1,274,875
School Health - Immunization Total
1,019,831
1,274,875
255,044
School Health - Other
Comprehensive School Health
1,114,009
1,639,533
School Health - Other Total
1,114,009
1,639,533
525,524
�1C III 7
"J IIC),,,/ m in ill IIIb,e ulr I;II2
Page 76 of 192
Standard - Section / Program
2023 BUDGET
Jan 1 - Dec 31
2024 BUDGET
Jan 1 - Dec 31
Difference
Substance Use and Injury Prevention
Harm Reduction
Smoke Free Ontario Strategy
Substance Use
208,242
218,679
502,864
181,520
246,352
429,807
Substance Use and Injury Prevention Total
929,785
857,678
(72,107)
Direct Program and Services Costs Total
12,595,597
14,217,213
1,621,616
Program and Services Support Costs
5,658,419
6,332,827
Program and Services Support Costs Total
5,658,419
6,332,827
674,408
Total Cost Shared
10,254016'
20,660,040
2,296,024',
100% Provincially Funded Programs
Medical Officer of Health Compensation Initiative
School Focused Nurses Initiative (Covid-19)
Senior Oral Care
156,043
450,000
1,061,100
79,814
-
1,577,205
(76,229)
(450,000)
516,105
Total 100% Provincially Funding
1,687 143
1,657,019
(10,124),
Total General Cost -Shared Funding and 100% Provincially Funded
19,921,159
22,207,059
2,285,900
One -Time 100% Provincial Funding Requests (April 1, 2023
to March 31, 2024)
Covid-19
Public Health Inspector Practicum
Sharps Program
Infection Prevention and Control Hub
Stigma Education Initiative
Collaborative Planning School Board Work
Website and Intranet Revamp
Strengthening Public Health Strategy Support
2,487,762
20,000
60,000
805,000
24,500
10,000
-
-
868,869
20,000
51,200
582,500
-
-
50,000
50,000
Total
3,407,262
1,622,569
Programs Funded by Other Ministries
Healthy Babies Healthy Children
Pre and Post Natal Nurse Practitioner
1,653,539
139,000
1,653,539
139,000
Total Programs Funded by Other Ministries
1,792,539
1,792,539
�1C III 8
l IIC),,,/ m in ill IIIb,e it I;II2
Page 77 of 192
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Page 79 of 192
Ministry of Finance
Provincial -Local
Finance Division
Frost Building North
95 Grosvenor Street
Toronto ON M7A 1Y7
Tel.: 416 327-0264
Fax.: 416 325-7644
January 19, 2024
Ministere des Finances
Division des relations provinciales-
municipales en matiere de finances
Edifice Frost nord
95 rue Grosvenor
Toronto ON M7A 1Y7
Tel.: 416 327-0264
Telec.: 416 325-7644
Dear Municipal Treasurer / Clerk -Treasurer:
w
am writing to advise you of education property tax rates for the 2024 taxation year, and
to confirm the continuation of a number of other property tax policies.
Education Property Taxes
Education property tax rates for 2024 will remain unchanged from the previous year as
assessments continue to be based on the same valuation date used for 2023. This means
that the residential education tax rate will remain at 0.153 per cent and the business
education tax (BET) rate reductions implemented in 2021 will be maintained. The 2024
BET rates for your municipality are attached.
BET rates for certain properties where municipalities are permitted to retain the
education portion of payments in lieu of taxes (PILs) will remain at the rates set for
2023.
The regulation implementing the education property tax rates for 2024 has been
enacted and will be available on the a -laws website at www.oii tairlio.ca/flaws.
Other Property Tax Policies for 2024
Railway Rights -of -Way
For the 2024 tax year, the property tax rates for railway rights -of -way will remain at 2023
levels.
Small Business Property Subclass
Municipalities continue to have the flexibility to offer property tax reductions to eligible
small business properties through adoption of the Small Business Property Subclass. The
Province will automatically match municipal property tax reductions within any
municipality that adopts the subclass.
Municipalities continue to be encouraged to consult with local business stakeholders
prior to making a decision to adopt the Small Business Property Subclass.
3400
Page 80 of 192
Levy Restriction
Municipalities with property classes subject to the levy restriction continue to have the
flexibility to apply a municipal tax increase to those classes of up to 50 per cent of any
increase applied to the residential class. For example, a municipality levying a 2 per
cent increase in residential taxes could raise taxes on any restricted class by up to 1 per
cent. A full levy restriction continues to apply to multi -residential properties for the 2024
tax year where the tax ratio set for that year is greater than 2.
If you have any questions related to any of these updates, please contact Chris
Broughton, Director of the Property Tax Policy Branch at Cll irks. [::: irougll'itoii,i oii,itairlio.ca
or 416-455-6307.
Sincerely,
Ian Freeman
Assistant Deputy Minister
Provincial -Local Finance Division
3400
Page 81 of 192
County of Elgin
2024 Business Education Tax (BET) Rates
BET Rate - Broad Classes
Business Property Class
2024 BET Rate
2024 Payment -in -Lieu of
Taxation (PILT) BET Rate
Commercial
0.880000%
0.980000%
Industrial
0.880000%
1.250000%
Pipeline
0.880000%
0.980000%
Landfill
0.880000%
23.687812%
Small -Scale On -Farm
(Commercial & Industrial)
0.220000%
n/a
BET Rate - Optional Classes
Business Property Class
2024 BET Rate
2024 Payment -in -Lieu of
Taxation (PILT) BET Rate
Commercial Residual
n/a
n/a
Office Building
n/a
n/a
Shopping Centre
n/a
n/a
Parking Lot
n/a
n/a
Industrial Residual
0.880000%
1.250000%
Large Industrial
0.880000%
1.250000%
3400
Page 82 of 192
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TRANSFORMING
'10MORROW
St. Thomas Elgin
Generai Hosoital
Our golf club has held numerous Canadian and Provincial Championships, as well as our
Early Bird Golf Tournament for the last 75 years. We felt that a significant golf event and gala
should be hosted to commemorate this historical event.
go NOW"19 N,,I^ , me NOW WMAN119116MANIC V .111NAH111 MMONNALOA, la
W
"Your support of STEGH Foundation's Transforming Tomorrow Campaign will
bring long-awaited MRI technology to STEGH. It will also enhance and expanil
the entire Diagnostic Imaging Department, with improvements to CT, nuclear
mene, x-ray and ultrasound 11
Mary Lou Crowley, Executive Director, St. Thomas Elgin General Hospital Foundation
The goal of this event is to raise in excess of $50,000 dollars. To help us deliver on our goal,
corporate sponsorships are a critical component. We hope that you would be willing to help
support our initiative.
32MWMG=
Nmm=
Todd Dougherty Co Chair "DL JS
Mark Fulton Co Chair
125th Anniversary Committee
St. Thomas Golf & CC
42325 Sparta Line, Union NOL 2LO
Page 85 of 192
�
�
TRANSFORMING
TOMORROW
Elgin
General Hospital
F0VO�atiOn
Title Level ($12,5QO)
One foursome |nCelebrity PnoAm Classic with first choice ofcelebrity, 4tickets for the gala cocktail innerand 12
golf passes with cart tobeused o1our club
The title for this event would be "The St. Thomas Golf and Country Club's 125th Anniversary Celebrity ProAm presented
by>O<�>O{�°
Full page advertisement |nour Event Program and social media
Hole signage on first and tenth tee for your company/group during the tournament
Preferred seating at Celebrity Golf Clinic
Framed 125thAnniversary flag with signed picture ofgroup
Reserved parking spot
Platinum Level
One foursome inCelebrity ProAm Classic with choice of celebrity determined bvlottery, 4tickets for the gala cocktail
party/dinner
Full page advertisement for company/group in our event program and social media
Hole si0nagefor company/group during the tournament
Preferred seating at Celebrity Golf Clinic
Framed 125th Anniversary flag with signed picture ofgroup
Reserved parking spot
Gold Level
Two tickets togala cocktail party/ dinner and two golf passes with cart tobeused atour club
Half page advertisement in our Event Program and social media
Hole aignugefor company/group during the tournament
Framed 125thAnniversary flag
125thAnniversary Committee
Page 86 of 192
Silver Level ($1000)
Quarter page advertisement in our Event Program and social media
Hole signage for company/group during the tournament
Framed 125th Anniversary flag
MMII�! = W
Goods valued at over $1000
Two tickets to gala cocktail party/dinner or two golf passes with cart to be used at our club
Business recognized in tournament program
Your business logo displayed on the course
Framed 125th Anniversary Flag
125th Anniversary Committee
St. Thomas Golf & CC
42325 Sparta Line, Union IDOL 21-0
Page 87 of 192
ON
REPORT TO COUNTY COUNCIL
FROM: Jim Bundschuh, Director of Financial Services
DATE: April 3, 2017
SUBJECT: Landfill Tax Ratio from Province
INTRODUCTION:
On February 14, 2017 Council was presented the 2017 Budget. At that time the new
landfill property class still required a tax ratio to be issued by the province. Council
approved the report, but the budget by-laws that are typically approved at that time were
held in abeyance until the new ratio was issued by the province.
DISCUSSION:
The province has now provided a landfill tax ratio of 34.0241; however, it has not been
made official through regulations. If Council wished, the budget by-laws could be
approved now. The budget by-law would not be officially circulated to the municipalities
until the County receives confirmation of the landfill regulation. In the unlikely event that
the province adjusted the ratio prior to ratifying the regulation, Council would need to
pass an amended by-law.
With the establishment of the new landfill class, MPAC has moved two local municipally
owned landfills in Dutton Dunwich and West Elgin from the exempt class into the new
landfill class. The landfill ratio would unfairly penalize these municipalities that
previously have not paid taxes on these properties; therefore, it is recommended that
the municipalities of Dutton Dunwich and West Elgin be granted relief on the full portion
of the County property taxes on these landfills.
RECOMMENDATIONS:
THAT the large industrial class be chosen as an optional property class.
2. THAT the multi -residential ratio be reduced to 1.9999 to avoid provincially imposed
levy restrictions; and,
3. THAT the municipalities of Dutton Dunwich and West Elgin be granted relief on
the full portion of the County property taxes on the landfills that these municipalities use
for local resident waste.
4. THAT the 2017 tax ratios for the County of Elgin set out on Schedule "A",
attached hereto and forming part of this by-law, be approved and adopted by Council.
5. THAT the 2017 budget of the County of Elgin set out on Schedule "B", attached
hereto and forming part of this by-law, which incorporates estimates for revenue and for
expenditures be approved and adopted by Council.
Page &4of 192
6. THAT the 2017 tax rates for the assessment in each property class set out in
Schedule "C", attached hereto and forming part of this by-law, be approved and adopted
by Council.
All of which is Respectfully Submitted
Jim Bundschuh
Director of Financial Services
Approved for Submission
Mark G. McDonald
Chief Administrative Officer
Page Mof 192
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AboutElgin County...................................................................... 3
BudgetPreamble........................................................................ 4
2024 Budget Process.................................................................. 5
About Your Property Tax Bill ....................................................... 6
2024 Budget Summary.............................................................. 7
2024 Proposed Budget Brief ........................• 8
2024 Proposed Revenue by Property Tax Class ............................ 9
2024 Proposed Revenue............................................................. 10
2024 Proposed Operating Costs ................................................. 11
2024 Proposed Capital Investments .......................................... 12
2024 Budget Plans.................................................................... 13
���� � iurrur iurrur �w uir liii ° a in ������1 3 e irliii c e.......................................... 13
aiir,.............
c o in o urrurn liii c IIII' e v e IIIIo I�) iurrurn e in °t a in d r, o t w uir, liii s urrurn..................................... 20
urruri e uir,g e in c y M a in a g e iurrurn e in °t....................................................... 23
in g liii in e e uir, liii in g a in ������1 r, uir, a in s I�) o iir, °t a °t iii o in .............................................. 26
in a in c liii a IIII 3 e uir, v iii c e s ............................................................... , 29
h°°°IIIIt,wiurrurnain IIII'e s o t,wuir,c e s ..............................................................., 32
h°°°IIIIo iurrurn e s a in ������1 3 e in liii o uir, 3 e uir, v iii c e s ................................................... 34
in �f o uir, iurrurn a °t iii o in re c h in o o g y S e uir, v iii c e s .......................................... 38
IIII a in in lif in g a in d IIII a in d IIII' lif v if s if o in (�',".'o urrurn iurrurn lif °t °t e e................................... 40
uir, o v iii in c liii a 0 �f �f e in c e s A ������1 iurrurn iiii in iiii s °t uir, a °t iii o in ....................................... 43
BudgetGlossary.......................................................................... 45
Let's Have a Conversation......................................................•••••• 47
Appendix I - Detailed Budget Breakdown ..................................... 48
Elgin County is an Upper -Tier Municipality that is comprised of the following seven (7)
Municipalities:
• Municipality of West Elgin • Town of Aylmer
• Municipality of Dutton Dunwich • Township of Malahide
• Township of Southwold • Municipality of Bayham
• Municipality of Central Elgin
Elgin County consists of County Council and Administration, which is made up of 10
departments focused on delivering exceptional service to approximately 52,000 people. The
County serves its area municipalities, businesses, visitors, community and government partners,
and Elgin County employees.
While the City of St. Thomas is geographically located within the boundaries of Elgin County, it is
a Single -Tier Municipality, and its services and operations are separate from those delivered by
Elgin County.
Services
Community & Cultural
Services (Archives,
Library, Museum)
Economic
Development &
Tourism Services
Emergency
Management/Fire
Training Services
Land Ambulance
Services - Provided
by Medavie
Planning &
Land Division
Committee
Long -Term Care
Homes & Seniors
Services
Animal :® Fire/Police/Rescue
Control _ Services
Building Garbage and
Services Kill,, Recycling
By -Law Maintenance of
Enforcement Municipal
IN Roads
Drainage Parks and
.T. aj Recreation
Maintenance of
Elgin County
Roads
Provincial
Offences
Administration
Social Services -
Administered by the
City of St. Thomas and
funded by the County
Planning
Services
Water and
Wastewater
ELGIN COUNTY 2024 PROPOSED BUDGET 1 03
Paae 92 of 192
f/40/1111,
F1&& M
Elgin County's budget is guided by Council's strategic priorities as set out in the Strategic Plan.
The County's fiscal year is from January 1 to December 31. Municipal budget decisions set the
funding for important infrastructure, programs, services, and facilities that serve Elgin County
residents and ensure a high quality of life.
Elgin County residents do not pay taxes directly to the County. Instead, the County tax levy is
added to the tax bill in each area Municipality and then transferred to the County from the
Municipality of West Elgin, Municipality of Dutton Dunwich, Township of Southwold,
Municipality of Central Elgin, Township of Malahide, Town of Aylmer, and the Municipality of
Bayham. The County's annual budget is then financed by these tax levies as well as senior
government funding, reserve funding, and other fees collected.
By taking a long-term 10-year approach to developing the budget, Council strives to
proactively plan for challenges facing our residents while identifying opportunities to ensure
Elgin is a place where people want to live, work and play.
Understanding municipal budgets can be a daunting task. We have created a video to help
inform you on "How your County Budget Works". This video can be accessed at the following
link: www.youtube.com/watch?v=ZkxFg-NCAgo.
Additionally, the Municipal Property Assessment Corporation (MPAC) also created an
excellent overview of the municipal budget process and how MPAC assesses your property.
This video can be accessed at the following link: https://.youtu.be/nrWry5i3TBU.
m� m� m�
III ° iiir iiii ° iiii iiir°i 1, 1iiir . iiir iiirn ° iiii o ir°i :
If you still have questions about the budget, please don't hesitate to reach out to
budget@a elgin.ca or call 519-631-1460, and a member of our team will connect with you.
ELGIN COUNTY 2024 PROPOSED BUDGET 1 04
Paae 93 of 192
Below is a high-level timeline of the 2024 budget process. It should be noted that this process is
subject to Council approval.
SEPTEMBER 13, 2023
V;IIIII iu^iu g. a g. r rn turn to in ui °f y .....
2024 IIV;'ftr dg.e.f Strurvr
The budget survey informs and
engages residents in setting the
upcoming year's budget goals and
objectives.
OCTOBER 24, 2023
to f g. et C o iurr°m iirn ui t t e e II I e e"ui iu i g.
The committee reviewed the results of
the 2024 Budget Survey and completed
a preliminary look at the risks and
opportunities of the 2024 budget.
NOVEMBER 29, 2023
to f g. et C o iurr°m turn ui t t e e II I e e"ui iu i g......
ICDeII2aur°fiurneiin°faIII IIPureseiin°fa°fuioiins
The draft budget document is
presented to Council through the
release of the draft budget package
and department presentations to
Council.
FEBRUARY 2024
C o turn turn to in ui °f y C o in v e ur s a °f ui o in .
tr fg.e"t 2024
SEPTEMBER 12, 2023
tA fg.et Coiurr°miurnuittee II Ieetuiirig.
The Budget Committee met to review and
discuss the proposed budget schedule,
budget pressures, and the public budget
survey launch.
OCTOBER 2023
II.......ea feirsIIIhuiII2 ..'lliFeaiurn Curea°fes
�ID uraf°f 20 24 IIV;'ftr dg.e°f
County departments assess their needs
and priorities for the coming year and
their current financial state to develop
preliminary budgets. Departments submit
operating budgets, including budget
projections, a 10-year capital plan and
draft business plans.
NOVEMBER 14, 2023
to d g. e "t C o turn turn ui °f °f e e M e e "t ui in g......
V;IIIIIiing.uiiineeuruiiing. Seurvuices CaII2ui°faIII IIPIIIaiin
The Director of Engineering Services
presented an overview of Engineering
Services as well as the department's
10-Year Capital Plan and the proposed
2024 budget for Engineering Services.
JANUARY 30, 2024
CotAiu icuiIII IIV;'ftA fg.et II Ieetuiirig
The proposed budget document is
presented to Council through the release
of the proposed budget package and
presentation to Council.
Public consultation period will allow
residents to review the proposed MARCH 2O24
budget and provide their feedback. CotAuru,cuiIII [ uiinaIII IIEIII'ftA dge°f • II2II2iir"ovaIII &
W ..
foII2"fuioiin of IIV;'f II.......aws , IIrairg.et
Anticipated Council approval of the
2024 budget.
ELGIN COUNTY 2024 PROPOSED BUDGET 1 05
Paae 94 of 192
Council's budget, once approved, sets out guidelines and directions for resource allocation,
service delivery levels, and infrastructure maintenance and renewal. An essential part of the
annual budget process is the continued support of the County's financial planning for the
future.
When you pay your property tax bill, the funds are distributed to three public service agencies
(Education Levy, Area Municipal Tax Levy, and the County Municipal Tax Levy). These agencies
are responsible for distinct programs and services as listed below.
ELGIN COUNTY 2024 PROPOSED BUDGET 1 06
Paae 95 of 192
The 2024 budget levy is presented with a proposed tax rate increase of 3.79%. This is an
increase of $5.O7M over the prior 2023 levy of $43.1M.
*Includes: Levy ($48.2M)
Debt Repayment $1.16M
ELGIN COUNTY 2024 PROPOSED BUDGET 1 07
Paae 96 of 192
In 2024 Elgin County Council is proposing an annual levy of $48.2M. This is an increase of
$5.07M over the prior 2023 levy of $43.1M. This significant investment does not include any
planned new debt and allows for some growth to be put into , and equates to
a 3.79% increase in proposed tax rate on an average property.
Mflhat does °this iimean iir iiiresiiiiid eiin° iiiiiall
4d
TAX
$239,000 $239 000
= 2.39 x $25.00 = $59.75 $
59.75
Median Assessed $100,000 2024 proposed
Home Value in property tax
Elgin County* increase over 2023
*Median Assessed Home Value as provided by MPAC's Municipal Connect (Assessment data based on 2016 values)
';LGIN COUNTY 2024 PROPOSED BUDGET I 0,V
■ a • e 97of 192
*Other represents tax classes that are assessed by MPAC but may be exempt from paying property
taxes such as municipal properties.
�vy ��° Nse�by ����Class
/THER
096
NEW MULTI -
RESIDENTIAL
096
The following chart represents Elgin County's 2024 Proposed Revenue. Revenue is funding that
is expected to be received from such sources as: resident taxes (levy), senior government
funding (i.e. funding from the Ministry of Health); user fees (i.e. money from Long -Term Care
residents' accommodation fees); and other. Revenue is used to offset County expenses.
EMERGENCY MANAGEMENT
$11,544,779
CORPORATE SERVICES
$4,192,976
ENGINEERING & TRANSPORTATION
$4,413,031
PROVINCIAL OFFENCES ADMINISTRATION
$2,259,932
FACILITIES
$756,422
COMMUNITY & CULTURAL SERVICES
$241,425
INFORMATION TECHNOLOGY
$91,800
HUMAN
RESOURCES
$12,000
ELGIN COUNTY 2024 PROPOSED BUDGET 1 10
Paae 99 of 192
The following chart represents Elgin County's 2024 Proposed Operating Costs. Operating
Costs are costs incurred by the County to support County services and operations. This
includes personnel costs, facility and maintenance costs (i.e. utilities), and other day-to-day
expenses.
CORPORATE SERVICES
:ES
PLANNING & LAND DIVISION
$1,469,238
ELGIN COUNTY 2024 PROPOSED BUDGET 1 11
Paae 100 of 192
The following chart represents Elgin County's 2024 Proposed Capital Investments. The County
invests in new and existing physical assets to ensure sustainable delivery of services to the
community. Examples of capital investments include the Terrace Lodge Long -Term Care
Home Redevelopment Project and the County Administration Building Elevator Project.
ELGIN COUNTY 2024 PROPOSED BUDGET 1 12
Paae 101 of 192
The Community and Cultural Services Department operates ten (10) library branches in
accordance with the Public Libraries Act, the Elgin County Archives and the Elgin County
Museum. This department employs up to 40 full-time and part-time staff to provide these
public services.
Elgin County Library branches provide free access to a diverse collection of materials and
space for free Wi-Fi access, study areas and in -person programs. The Archives acquires,
preserves and makes available archival records relating to the County of Elgin and its
residents. The Elgin County Museum operates the Elgin County Heritage Centre and hosts
exhibits and programs relating to the County's history.
1
The Public Libraries Act does not require a Municipality to establish a public library, but all
Municipalities of a similar size and most in the Province have a long tradition of operating
public libraries with multiple branches. Elgin County Library has provided public library
services to the community since 1936.
• The library manages over 225,000 physical items, plus digital materials and electronic
resources, with over 240,000 item loans per year to approximately 8,500 active library
card holders. Program attendance approaches 30,000 participants annually.
• Archives assists with over 2,000 research enquiries annually based on a vast collection of
historical records, including newspapers, photographs and maps. Over 150,000
photographs have been digitized and are available for online access.
• The museum receives approximately 3,500 visitors annually for exhibits, special events
and school programs and has a collection of over 10,000 artifacts.
ELGIN COUNTY 2024 PROPOSED BUDGET 1 15
Paae 102 of 192
f
The following section provides an overview of the budgets for this service area. Please note
that numbers in brackets Q's indicate budget savings due to increased revenue or lower
expenses.
IIII r c III "i i v e s 2 0 2 4. P r o p o s e (I B tj (I g e
2023
Budget
2024
Proposed Budget
Budget Change
2023 to 2024
Revenue
(21,342)
(19,342)
2,000
Expense
278,328
266,299
(12,028)
Net Operating
256,986
246,957
(10,028)
Capital WIP
®
20,000
®:
20,000
'
0
I
m� III Illi b Ir a r y 2 0 2 4. P Ir o I s e IIB tj °.�
m
2023
Budget
2024
Proposed Budget
Budget Change
2023 to 2024
Revenue
(175,735)
(175,735)
0
Expense
3,331,894
3,431,073
99,179
Net Operating
3,156,159
3,255,338
99,179
Capital WIP
371,425
378,154
6,729
jsetjIIIrn 2 0 2 4. P Iropos e IIB tj e
2023
Budget
2024
Proposed Budget
Budget Change
2023 to 2024
Revenue
(29,335)
(46,348)
(17,013)
Expense
279,971
303,574
23,603
Net Operating
250,636
257,225
6,589
Capital WIP
20,000
20,000
0
ELGIN COUNTY 2024 PROPOSED BUDGET 1 14
Paae 103 of 192
• Archives - A wage adjustment of 2.5% has been added to the budget as a placeholder.
• Library - A wage adjustment of 2.5% has been added to the budget as a placeholder.
Development increased by $3,000 for staff First Aid/CPR renewals. Electronic Resources
adjusted to 3.3% CPI increase of $17,000. Annual budgeted 2% increase for book
purchases of $6,700.
• Museum - A wage adjustment of 2.5% has been added to the budget as a placeholder.
• The library will be fine -free in 2024, the conclusion of Council's three-year fine -free
strategy. The proposed 2024 budget continues to mitigate the $8,000 annual revenue
loss experienced to date through efficiencies and increased donations.
• Keeping the need for a larger space for Aylmer Library front and centre with the Town of
Aylmer and County ratepayers.
LINKS TO COUNCIL'S STRATEGIC PLAN:
The service directly supports the following components of the Strategic Plan and/or other
corporate plans including:
• We continue to work in partnership with St. Thomas Public Library to complement
collections (especially in the area of online resources and e-book offerings) and delivery of
book club kits.
• Leasing framework for library facilities established in 2022 now fully implemented at all
branches for the first time and supports Council's goal of forging stronger relationships with
local municipal partners and aligning current programs and services with community needs.
ADDITIONAL RESOURCES & DEPARTMENT DOCUMENTS
ELGIN COUNTY 2024 PROPOSED BUDGET 1 15
Paae 104 of 192
Corporate Services is comprised of multiple divisions, including but not limited to:
Council/Warden, Administrative and Legislative services, Legal Services, and Corporate
Communications. Corporate expenses for various contracted services (i.e. Tree
Commissioner/Weed Inspector), insurance, and other Corporate -wide services or expenses
(i.e. Southwestern Public Health, St. Thomas -Elgin Social Services) are delivered and/or
administered by Corporate Services.
Corporate Services is focused on building an organization that has a strong culture and strives
to achieve high performance and excellent service delivery. Corporate Services is responsible
for a variety of activities, including the support and research for Council activities and the
preparation of all By -Laws, Minutes, Agendas and Reports for County Council and its
Committees. Strategic communications informs and engages residents on civic and Council
projects and initiatives and acts as a sounding board for community responses and feedback.
In doing so, they help promote transparency, openness and community engagement. County
Council and the Warden ensures political representation for residents of the County, which is
focused on supporting and addressing constituency matters and issues.
1
Corporate Services includes many mandatory and essential services (elected officials, Clerk -
statutory position, and other required services and supports).
KEY ACHIEVEMENTS AND INITIATIVES:
• Introduced agenda management software and implemented legal software for practice
management, time tracking, and invoicing.
• Enhanced communication and public relations efforts across all departments and services.
• Legal services provides an efficiency for the County in providing cost-effective shared
services to LMPs.
ELGIN COUNTY 2024 PROPOSED BUDGET 1 16
Paae 105 of 192
The following section provides an overview of the budgets for this service area. Please note
that numbers in brackets ()'s indicate budget savings due to increased revenue or lower
expenses.
m� m� m� m�
IIII ��� rn Illi r°i Illi � ° r ° Ills ��� ��� III Illi c e s 2 0 2 4. P r o p o s e (I B tj (I g e
g r Ills c tj 1, °t tj III
2023
Budget
2024
Proposed Budget
Budget Change
2023 to 2024
Revenue
(403,681)
(412,832)
(9,151)
Expense
1,524,683
1,428,673
(96,010)
Net Operating
1,121,002
1,015,841
(105,161)
Capital WIP
0
0
0
2023
Budget
2024
Proposed Budget
Budget Change
2023 to 2024
Revenue
(1,000)
(1,000)
0
Expense
54,509
56,209
1,700
Net Operating
53,509
55,209
1,700
Capital WIP
0
0
0
m� m� m�
IIIr III IIIr ° c ° Ills Illi ° Illi e s 2 0 2 4. P Ir o I s e IIIB tj g e
2023
Budget
2024
Proposed Budget
Budget Change
2023 to 2024
Revenue
(48,100,586)
(52,375,485)
(4,274,899)
Expense
7,278,488
9,818,118
2,539,630
Net Operating
(40,822,098)
(42,557,367)
(1,735,269)
Capital WIP
268,050
11,500
(256,550)
ELGIN COUNTY 2024 PROPOSED BUDGET 1 17
Paae 106 of 192
m�
�` IIIrIII IIIr " �� ��III IIIIce s 2 0 2 4. P Iro p o s e IIBij (I g;
2023
Budget
2024
Proposed Budget
Budget Change
2023 to 2024
Revenue
(25,000)
(25,000)
-
Expense
1,139,865
11180,198
40,333
Net Operating
1,114,865
1,155,198
40,333
Capital WIP
®
-
®tVAL®t
-
-
C ij IIIr"icIIII1. 2 0 2 4. P Iro p o s e IIBij(Ig e"
m„
2023
Budget
2024
Proposed Budget
Budget Change
2023 to 2024
Revenue
(3,036)
(3,036)
0
Expense
329,823
336,324
6,501
Net Operating
326,787
333,288
6,501
Capital WIP
0
0
0
IIIr e IIIr"i 2 0 2 4. P Ir o I s e IIIB i j g e
2023
Budget
2024
Proposed Budget
Budget Change
2023 to 2024
Revenue
0
0
0
Expense
113,263
115,482
2,219
Net Operating
113,263
115,482
2,219
Capital WIP
0
0
0
ELGIN COUNTY 2024 PROPOSED BUDGET 1 18
Paae 107 of 192
• Support to Kettle Creek Conservation Authority increased annually
• Expense increasing to set aside funds in a reassessment and growth reserve for future needs
• Expense increase in SWPH Unit costs and Social Housing needs
• Increase due to insurance and audit costs increasing
RISKS & CHALLENGES ANTICIPATED IN 2024:
• Managing expectations
• Keeping up with legislative changes
• Managing levy and growth to meet taxpayer expectations
• Managing debt during a time of high interest rates
• External partner needs also facing pressures and County shares increasing as a result
LINKS TO COUNCIL'S STRATEGIC PLAN:
The service directly supports the following components of the Strategic Plan and/or other
corporate plans including:
• Administrative Services and Legal Services have improved manual processes through the
introduction of agenda management software (2022 budget ask), and through the
implementation of legal software for practice management, time tracking and invoicing.
• The Administrative Services Department plays a vital role in advancing the County's
progressive reputation through strategic communications, citizen engagement and
community partnerships.
ADDITIONAL RESOURCES & DEPARTMENT DOCUMENTS
ELGIN COUNTY 2024 PROPOSED BUDGET 1 19
Paae 108 of 192
(uT dry;
1
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The Economic Development and Tourism Department is dedicated to supporting the growth
of existing businesses and attracting new businesses and visitors to the region.
We support small to large business with a variety of cost-free services, including confidential
site selection, assistance with permits and processes, and coordination with local, provincial,
and federal governments. Our team prioritizes a responsive and personalized approach, and
our services also extend to supporting expansion and modernization initiatives, enhancing
exposure for businesses, offering referrals to professional service providers, facilitating
connections with community partners, and providing networking opportunities.
As the local destination marketing organization, we also promote the region's tourism assets.
• To improve the economic health of the County through business expansion, job creation,
resident attraction, and investment attraction.
• To make Elgin County a great place to live, work, and play.
• Received $35,000 grant from the Tourism Relief Program to redevelop the Savour Elgin
Program
• Received $50,000 grant from the Rural Economic Development Program for website
redevelopment
• $80K in grants provided to local businesses through the Elgincentives program (2023)
• Launched Business Retention & Expansion Program
• Initiated Growth and Investment Attraction Strategy
ELGIN COUNTY 2024 PROPOSED BUDGET 1 20
Paae 109 of 192
f
The following section provides an overview of the budgets for this service area. Please note
that numbers in brackets ()'s indicate budget savings due to increased revenue or lower
expenses.
IIIE c o iri o irn iiii c D e v e 1, o I iiirn e iiiri �� & I tj iiir iiii s iiirn 2 0 2 4.III iiir o I s e (I B tj (I g e
2023
Budget
2024
Proposed Budget
Budget Change
2023 to 2024
Revenue
(108,318)
(46,818)
61,500
Expense
11042,450
905,131
(137,319)
Net Operating
934,132
858,313
(75,819)
Capital WIP
0
0
0
Budget reflects a sustainable and stable investment which is required to continue supporting
and attracting business investment and expansion, workforce attraction, and tourism.
RISKS & CHALLENGES ANTICIPATED IN 2024:
• Lack of serviced "shovel ready' employment lands
• Power supply
• Aging water and wastewater infrastructure
• Absence of affordable transit and affordable housing stock
• The attraction of skilled labour
The service directly supports the following components of the Strategic Plan and/or other
corporate plans including:
• By supporting and growing our existing businesses and by attracting new investment, we
support Council's priority of planning for and facilitating commercial, industrial, residential,
and agricultural growth.
ELGIN COUNTY 2024 PROPOSED BUDGET 1 21
Paae 110 of 192
AlliblMdAmf7 7ul�i�[7
ELGIN COUNTY 2024 PROPOSED BUDGET 1 22
Paae 111 of 192
The Emergency Management Department is responsible for the County's Emergency
Response Plans, administration of the Elgin Middlesex Regional Fire School, and the provision
of Emergency Medical Service (EMS). This department employs three (3) full-time staff
members to deliver these services.
The Emergency Management Department develops, implements, and publicizes enhanced
emergency response plans for the County and five (5) County of Elgin Municipalities. The
department also supports the training needs of local and regional firefighters, including
mandatory certification as a part of the Elgin Middlesex Regional Fire Training School. This
department also provides oversight of contract service provider Medavie EMS Elgin Ontario
for the provision of Emergency Medical Services (EMS).
1
Community emergency management is a legislated requirement for Municipalities in Ontario.
Elgin County is the designated delivery agent for the provision of land ambulance services to
Elgin County & the City of St. Thomas. Fire training services is a shared service Elgin has with
its local municipal partners.
• Establishment of the Elgin -Middlesex Regional Fire School (2022)
• Support for the County's Cyber Security Incident
• Hosting a Joint Municipal Emergency Exercise (December 2022)
• Establishment of shared services for Fire Training Officer and Community Emergency
Management
• Support for the Township of Malahide's ice jamming/flood incident (2022)
ELGIN COUNTY 2024 PROPOSED BUDGET 1 23
Paae 112 of 192
The following section provides an overview of the budgets for this service area. Please note
that numbers in brackets ()'s indicate budget savings due to increased revenue or lower
expenses.
IIII r b tj 1.a ri c e 2 0 2 4. P r o p o s e (I B tj (I g" °.
2023
Budget
2024
Proposed Budget
Budget Change
2023 to 2024
Revenue
(10,738,051)
(11,303,873)
(565,822)
Expense
14,373,266
15,422,382
1,049,116
Net Operating
3,635,215
4,118,509
483,294
Capital WIP
707,958
791,888
83,930
III '' IIIrn e IIIr g e ri c y M e a s tj r e s 2 0 2 4Ir O O s e IB tj m �
2023
Budget
2024
Proposed Budget
Budget Change
2023 to 2024
Revenue
0
0
0
Expense
237,052
253,433
16,381
Net Operating
237,052
253,433
16,381
Capital WIP
0
0
0
EXPLANATION FOR BUDGET CHANGE:
• July 2023 Bayham Upstaffing added an increase of $167,383.
• Training costs adjusted to actual increase of $167,383.
• A wage adjustment of 2.5% has been added to the budget totaling $4,302.
• Emergency Medical Services - call volume is growing
• Elgin Middlesex Regional Fire School enrolment targets and cost containment measures.
• Need to consider emergencies and crises as the "new normal"
ELGIN COUNTY 2024 PROPOSED BUDGET 1 24
Paae 113 of 192
The service directly supports the following components of the Strategic Plan and/or other
corporate plans including:
• Through the application of provincial funding opportunities, we will have the ability to
engage in collaborative procurement, enabling us to source training, public education
material, and reception center resources to share across the County.
1*111MMOMM
ELGIN COUNTY 2024 PROPOSED BUDGET 1 25
Paae 114 of 192
�� �
The Engineering and Transportation Department is responsible for for the administration
of Road Infrastructure Management.
Staff provides asset management planning, capital project development, construction
inspection and contract administration, County road corridor control (approvals/
permits), and County road maintenance agreement (RMA) contract oversight.
Engineering staff provides detailed in-house design, inspection and contract administration,
asset management planning, County road corridor control, County road maintenance
agreement contract oversight and administration, and GIS (Geographic Information System)
mapping. Corporate facilities staff maintain twelve (12) corporate facilities.
1
• Transportation is an essential service to ensure the County's compliance with Municipal
Act requirements and Ontario Regulation requirements.
• Good roads provide the backbone of our economy. They transport goods to market, bring
workers to employers, bring students to school, support local tourism and allow
emergency services to provide effective services.
• Transitioned to in-house engineering design services (2021)
• Developed a 10-year Capital Plan
• Transportation Master Plan is under development
• County Administration Building Upgrades are almost completed
• With the support of its LMPs, Elgin County maintains roadways in accordance with the
Provincial Minimum Maintenance Standards for Municipal Highways (MMS)
ELGIN COUNTY 2024 PROPOSED BUDGET 1 26
Paae 115 of 192
The following section provides an overview of the budgets for this service area. Please note
that numbers in brackets ()'s indicate budget savings due to increased revenue or lower
expenses.
g B m
2023
Budget
2024
Proposed Budget
Budget Change
2023 to 2024
Revenue
(726,721)
(756,422)
(29,701)
Expense
1,718,365
1,482,229
(236,136)
Net Operating
991,644
725,807
(265,837)
Capital WIP
3,575,000
349,000
(3,226,000)
iiiri g iiii iiir°i e e iiir iiii iiiri g 2 0 2 4. P ir o I s e (I B tj
m
2023
Budget
2024
Proposed Budget
Budget Change
2023 to 2024
Revenue
(4,092,128)
(4,177,330)
(85,202)
Expense
14,600,507
15,306,264
705,757
Net Operating
10,508,379
11,128,934
620,555
Capital WIP
16,026,480
19,586,211
3,559,731
• Budget maintains the Corporate Asset Management Plan investment recommendations
endorsed by Council at its meeting on August 9, 2022
• Budget reflects the sustainable investment required to maintain compliance with
applicable regulations and legislation
ELGIN COUNTY 2024 PROPOSED BUDGET 1 27
Paae 116 of 192
RISKS & CHALLENGES ANTICIPATED IN
s
• Two construction projects (Port Talbot Reconstruction and St. George Street
Reconstruction), valued at $5.5M were deferred by Council in 2023 and are now proposed
for 2024.
• Revisions in construction unit rates based on 2023 contract experience.
• Budget included 2.5% placeholder for annual wage increase.
The service directly supports the following components of the Strategic Plan and/or other
corporate plans including:
• Infrastructure investments are designed and proposed to meet the goals of Elgin's
Strategic Plan. We are exploring different construction techniques (imported RAP/FDR),
engaging with the public (TMP), fostering a heathy environment (re -using road materials)
and delivering mandated services at the lowest lifecycle cost.
11
ELGIN COUNTY 2024 PROPOSED BUDGET 1 28
Paae 117 of 192
p� ommo / iir Ivli i iir / i T%orr5"�� o�� i .
i r
The Financial Services Department is responsible for the preparation of Audited Financial
Statements and the procurement of contracted services that ensures the County is compliant
within governing legislation. This department employs seven (7) full-time staff members to
provide these services.
The Financial Services Department's key functions include financial planning, budgeting, cost
control, cash flow management, preparing monthly variance analysis and annual statements,
accounting, purchasing, payroll, and taxation and debt.
All Ontario municipalities are required to appoint a Treasurer who is responsible for handling
all financial affairs of the municipality on behalf of and in a manner directed by the council of
the municipality. Effective payroll processing is essential for ensuring that the County can
deliver municipal services as planned.
• Implemented Electronic Bidding Procedure for Procurement
• Modernization of Payroll to streamline Delivery of Service (Dayforce)
• Further modernization of Accounts Payable and Accounts Receivable
ELGIN COUNTY 2024 PROPOSED BUDGET 1 29
Paae 118 of 192
The following section provides an overview of the budgets for this service area. Please note
that numbers in brackets ()'s indicate budget savings due to increased revenue or lower
expenses.
m�
III ° iiii iiiri a ir°i c iiii a 1, S e r v iiii c e s 2 0 2 4. P ir o I s e (I IB tj (I g" °.
2023
Budget
2024
Proposed Budget
Budget Change
2023 to 2024
Revenue
0
0
0
Expense
802,423
852,445
50,022
Net Operating
802,423
852,445
50,022
Capital WIP
Z-- =3
0
1=�
0
0
• Increase in wages includes:
o Annual staff increases
0 2.5% wage increases
o Reallocation of existing position formerly split with the IT department
RISKS & CHALLENGES ANTICIPATED IN 2024:
• Challenges with reporting require Accounting Software updates this coming fiscal year
• Managing budgetary pressures and growth in a balanced manner that sets the County up
for future success
IN01111 H14MAN 1 017114 .1t
The service directly supports the following components of the Strategic Plan and/or other
corporate plans including:
• The evolution of related software within our area and between departments supports the
Service Delivery Review direction to modernize and look for efficiencies.
• Implementation of Dayforce HCM to be completed in early 2023 will fulfill Service Delivery
Review (SDR) Recommendation to assist with improved efficiencies and reduce workload.
• Additional purchasing staff complement supports SDR recommendation to extend
Purchasing Services to LMPs to further investigate collaboration and reduce duplication of
effort where possible.
ELGIN COUNTY 2024 PROPOSED BUDGET 1 50
Paae 119 of 192
ELGIN COUNTY 2024 PROPOSED BUDGET 1 31
Paae 120 of 192
The Human Resources department provides best practice advice and counsel to
organizational leadership to manage challenges proactively, work closely with others
throughout the organization to build, sustain, and reward success, and plan for change. This
department employs six (6) full-time staff members to provide these services.
The Human Resources department's responsibilities include developing, recommending and
administering numerous policies and guidelines in the areas of Recruitment and Onboarding,
Compensation and Personnel Administration, Pension and Benefits, Health and Safety,
Accessibility, Equity, Diversity and Inclusion, Training and Development, Occupational (WSIB)
and Non -Occupational Claims/Attendance Management, and Pay Equity. In addition, Labour
Relations and Collective Agreement Administration, Collective Bargaining with our three union
partners, and Grievance Administration.
1
To ensure the needs of both employees and the Corporation are met, allowing it to deliver
services to residents.
• Successfully settled three collective agreements without arbitration
• Initiated revamp of HR Policy Manual — collaboratively with management team;
modernizing & ensuring legislative compliance is maintained
• Health Human Resources Recruitment Strategy development
ELGIN COUNTY 2024 PROPOSED BUDGET 1 32
Paae 121 of 192
The following section provides an overview of the budgets for this service area. Please note
that numbers in brackets ()'s indicate budget savings due to increased revenue or lower
expenses.
tj iiirn iiiri IIIR e s o tj iiir c e s 2 0 2 4. III iiir III s e (I B tj (I g"
2023
Budget
2024
Proposed Budget
Budget Change
2023 to 2024
Revenue
(45,000)
(12,000)
33,000
Expense
775,757
843,374
67,617
Net Operating
730,757
831,374
100,617
Capital WIP
0
0
0
EXPLANATION FOR BUDGET CHANGE:
• Request to amend the Accessibility Coordinator position to a Manager of Human
Resources position, with a broader scope of responsibility.
• The County requires a Learning Management System to support legislated and
discretionary training requirements, as the no -cost solution is no longer functioning and
supporting this need.
RISKS & CHALLENGES ANTICIPATED IN 2024:
• Legislative Landscape - Amendments to key legislation requiring constant change to
policies, processes & staff training
• Recruitment & Retention - Vacancies outpace qualified candidates available to fill them,
creating an extremely competitive labour market as well as changing candidate &
employee expectations
LINKS TO COUNCIL'S STRATEGIC PLAN:
The service directly supports the following components of the Strategic Plan and/or other
corporate plans including:
• Development of HR Shared Services Agreement - sharing of in-house expertise with
interested LMPs
• Health Human Resources Recruitment & Retention initiatives
• Corporate Culture Improvement initiatives
CONTACT INFORMATION:
OIle,
PIUM`
Homes and Seniors Services includes the provision of 24/7 person -centred care and services
across the County of Elgin's three Long -Term Care Homes — Bobier Villa in Dutton, Elgin Manor
in St. Thomas, and Terrace Lodge in Aylmer. Homes and Seniors Services also includes support
to community residents through the provision of Meals on Wheels, Diners Club, Adult Day
Program/Stroke Program, and overnight respite stays.
Homes and Seniors Services delivers mandatory programs and services to 247 residents,
which align with legislation and the Resident's Bill of Rights through provincial and municipal
funding. The Homes are in good standing with the Ministry of Long -Term Care as they work
diligently to ensure compliance with applicable legislation, regulations and mandatory
inspection protocols.
1
The Fixing Long -Term Care Act, 2021 requires every Southern municipality that is an upper or
single -tier municipality to establish and maintain a municipal home, either singly or jointly with
other municipalities, with a qualified onsite administrator.
• Provision of care and services through the implementation of Best Practice Guidelines to
support high -quality care and services. Achieved Registered Nurses Association of Ontario
(RNAO) Best Practice Spotlight Organization Designation (BPSO) June 2022.
• Implementation of annual Quality Improvement Plan to align with mandatory performance
indicators and provincial benchmarks — falls, restraints, pain management, pressure ulcers,
Emergency room visits
• Building and leveraging partnerships and working to find efficiencies
ELGIN COUNTY 2024 PROPOSED BUDGET 1 34
Paae 123 of 192
The following section provides an overview of the budgets for this service area. Please note
that numbers in brackets ()'s indicate budget savings due to increased revenue or lower
expenses.
III
m� � m� 3 III iiii °.� r V iiii 1.1. aIIIV°°°IIIIo irn e 2 0 2 4. P ir o I s e (I IB tj (1" °.t "
2023
Budget
2024
Proposed Budget
Budget Change
2023 to 2024
Revenue
(6,044,580)
(6,800,506)
(755,926)
Expense
6,447,468
7,121,829
674,360
Net Operating
402,889
321,323
(81,566)
Capital WIP
31,664
117,478
(85,814)
Illlh° "Iii� " �
I s e d IIIIII i idget
2023
Budget
2024
Proposed Budget
Budget Change
2023 to 2024
Revenue
(3,184)
(100,045)
(96,861)
Expense
484,015
495,779
11,764
Net Operating
480,831
395,734
(85,097)
Capital WIP
422,653
397,798
(24,855)
III '' 1, iiii iiir iiiri iii IIIV°°°IIII iiirn � � III iiir III , � IIIB tj
m
2023
Budget
2024
Proposed Budget
Budget Change
2023 to 2024
Revenue
(9,095,884)
(10,243,895)
(1,148,010)
Expense
9,729,167
10,843,907
1,114,741
Net Operating
633,282
600,013
(33,269)
Capital WIP
111,193
183,077
71,884
ELGIN COUNTY 2024 PROPOSED BUDGET 1 55
Paae 124 of 192
IIIIII I�g in M a n o r, a e s r
IIs e dI1g e
2023
Budget
2024
Proposed Budget
Budget Change
2023 to 2024
Revenue
(43,297)
(165,160)
(121,863)
Expense
709,830
748,004
38,174
Net Operating
666,533
582,844
(83,689)
Capital WIP
522,658
771,997
249,339
iiii�r iiii� IIIII IIIII IIIII iiii�" �' IIII s e dIIIIII 1 g1
2023
Budget
2024
Proposed Budget
Budget Change
2023 to 2024
Revenue
(9,955,318)
(11,271,256)
(1,315,938)
Expense
10,781,912
12,025,295
1,243,383
Net Operating
826,594
754,039
(72,555)
Capital WIP
55,770
55,770
0
I" e iiir iiir a c eIIII e Fa ciiii , iiii "t iiii e s P ir o I s e (I B ij i %
2023
Budget
2024
Proposed Budget
Budget Change
2023 to 2024
Revenue
(5,087)
(172,019)
(166,932)
Expense
555,142
652,116
96,975
Net Operating
550,055
480,097
(69,957)
Capital WIP
386,700
403,830
17,130
ELGIN COUNTY 2024 PROPOSED BUDGET 1 56
Paae 125 of 192
• Budget reflects staffing enhancements previously approved by Council in 2022
• Capital equipment replacement: nursing, dietary, housekeeping, and laundry.
• Ongoing changes to Legislative Landscape
• Funding Variability
• Ongoing Health Human Resource Challenges
l
The service directly supports the following components of the Strategic Plan and/or other
corporate plans including:
• Serving Elgin — implementation of legislative requirements, committee & working group
involvement and advocacy
• Growing Elgin — enhancing quality of life through BPSO program and Quality Improvement
initiatives
• Investing in Elgin — delivering mandated programs and services efficiently and effectively
• Service Delivery Review — ongoing monitoring of provincial policy changes and advocacy
for increased funding to offset the municipal contribution towards Homes costs
ELGIN COUNTY 2024 PROPOSED BUDGET 1 37
Paae 126 of 192
The Information Technology Services (ITS) Department is responsible for the stable,
reliable and secure operation of the County's server and network infrastructure. County
ITS provides services to the Municipality of Central Elgin and the Municipality of Bayham.
The ITS department has four (4) full-time staff and is supported by a Managed ITS
Service Provider, Stronghold IT Services.
ITS staff are responsible for Elgin County's Local Area Network, Wide Area Network, data
management, websites, most telephone systems and technology training. The ITS team works
closely with all other departments to improve processes with technology. The department
also ensures that appropriate policies and resources are allocated to support County
operations.
1
ITS is critical to the effective and efficient delivery of Municipal services. Plays an integral role
in the transformation of County Service Delivery to modern, digital alternatives.
• Support for new technology and new applications to support modernized service delivery
across the County
• Support for transition to remote work at the onset and throughout the pandemic
• Virtual meeting support
• Cyber Security Incident Response (2022)
ELGIN COUNTY 2024 PROPOSED BUDGET 1 38
Paae 127 of 192
The following section provides an overview of the budgets for this service area. Please note
that numbers in brackets ()'s indicate budget savings due to increased revenue or lower
expenses.
IIII iiiri F iiir iiirn a° iiiio iri I c III °i iiir°i ��� iii iiii c ��� � .III iiir III � ��� ��� IIIB tj ��� °.
m � m
2023
Budget
2024
Proposed Budget
Budget Change
2023 to 2024
Revenue
(78,207)
(91,800)
(13,593)
Expense
1,919,271
1,952,593
33,322
Net Operating
1,841,064
1,860,793
19,729
Capital WIP
496,633
394,366
(102,267)
• Decrease due to Server Replacement funds raised in 2023 not ongoing into 2024
RISKS & CHALLENGES ANTICIPATE® IN 2024s
• Leading digital transformation across Elgin County and prioritizing IT enhancements
• Cyber Security
• Modernization using cloud based solutions
• Re-evaluate hardware needs in current environment
LINKS TO COUNCIL'S STRATEGIC PLAN:
The service directly supports the following components of the Strategic Plan and/or other
corporate plans including:
• Leading and supporting the digital transformation of services with all departments -
Service Delivery Review / Serving Elgin Council's Strategic Plan 2020 2022.
• Supporting modernized service delivery (Service Delivery Review)
1411MMUM
ELGIN COUNTY 2024 PROPOSED BUDGET 1 59
Paae 128 of 192
The Planning Department processes severance consents, operates the Land Division
Committee, processes plans of subdivisions and plans of condominiums, makes
recommendations on local official plan amendments and undertakes strategic projects like
the County Official Plan.
Planning Services ensures that the County grows in a way that most effectively takes
advantage of available infrastructure. It maximizes the opportunity for growth and economic
development that helps to financially sustain available Municipal and County infrastructure
over the long term.
1
The Planning Act established the responsibility for Municipalities to make local planning
decisions that will determine the future of their community, prepare planning documents such
as an official plan and zoning by-laws, and ensure planning decisions and planning documents
are consistent with the Provincial Policy Statement (PPS) and do conform or do not conflict
with Provincial plans.
• Development of new Official Plan
• Modernized consent application and approval process
ELGIN COUNTY 2024 PROPOSED BUDGET 1 40
Paae 129 of 192
•
The following section provides an overview of the budgets for this service area. Please note
that numbers in brackets Q's indicate budget savings due to increased revenue or lower
expenses.
m� � iiiim�
IIII��������� iiiri ��� III iiii iiii iiiri 2 0 2 4. P ir o I s e (I IB tj (I g e "
2023
Budget
2024
Proposed Budget
Budget Change
2023 to 2024
Revenue
(125,000)
(125,000)
0
Expense
152,584
159,997
7,413
Net Operating
27,584
34,997
71413
Capital WIP
5,600
0
(5,600)
IP 1, a iri iiir°i iiii iiir°i .
g 2 0 2 4IIIrtIIIts ef) IIB1jf)e
2023
Budget
2024
Proposed Budget
Budget Change
2023 to 2024
Revenue
(25,000)
(25,000)
0
Expense
309,728
289,570
(20,159)
Net Operating
284,728
264,570
(20,159)
Capital WIP
0
0
0
• Budget reflects a maintained level of investment year over year
• Wage adjustment of 2.5% has been added as a placeholder.
RISKS & CHALLENGES ANTICIPATED IN 2024s
• Planning and Development costs are largely driven by human service delivery rather than
materials. Where consultants are utilized, there is an expected inflationary increase of 6%.
• At this time, there is no proposal to increase planning fees to increase revenues and off-
set inflationary pressures, to support investment and development in our community.
ELGIN COUNTY 2024 PROPOSED BUDGET 1 41
Paae 130 of 192
�F � � r J • � i
The service directly supports the following components of the Strategic Plan and/or other
corporate plans including:
• Planning Act
• Provincial Policy Statement 2020
• Official Plan
ELGIN COUNTY 2024 PROPOSED BUDGET 1 42
Paae 131 of 192
The Provincial Offences Administration (POA) office is responsible for administering the
County's court services, including setting trial dates and collecting fines laid under the
Provincial Offences Act (POA). This department employs five (5) full-time staff members to
provide these services.
POA staff administer all provincial offences and prosecution services regarding Part I and Part
11 Provincial Offences Act charges. These charges include tickets issued pursuant to the
Highway Traffic Act, Liquor Licence Act, parking tickets and similar provincial statutes. Staff
manage all court documents and proceedings, including data entry, scheduling, payments,
enforcements, in -court proceedings, and customer service to all stakeholders and must
remain impartial to all parties.
1
The County is defined as the Municipal Partner by the Ministry of the Attorney General for the
purposes of the administration of the Provincial Offences Act.
• New Provincial Offences Administration Building opened in 2018
• COVID-19 - transition to virtual trials and new ways of administering court/ticket
payments
• Transition to Part III Trials
ELGIN COUNTY 2024 PROPOSED BUDGET 1 43
Paae 132 of 192
The following section provides an overview of the budgets for this service area. Please note
that numbers in brackets ()'s indicate budget savings due to increased revenue or lower
expenses.
m� m� �� �� m� m� m�
III iiir iiii iiir°i c iiii 1. O ��� `�� ��� iiir°i c ��� � ��� iiirn iiii iiir°i iiii � ° iiir ° iiii o iri 2 0 2 4. P ir o I s e (I IB tj (I g e "
2023
Budget
2024
Proposed Budget
Budget Change
2023 to 2024
Revenue
(2,164,932)
(2,259,932)
(95,000)
Expense
2,033,940
2,118,349
84,408
Net Operating
(130,992)
(141,584)
(10,592)
Capital WIP
0
0
0
EXPLANATION FOR BUDGET CHANGE:
• No new requests for consideration in the 2024 budget.
• Navigating virtual trials
• Keeping up with demand for services
The service directly supports the following components of the Strategic Plan and/or other
corporate plans including:
• Service Delivery Review speaks to Shared Services (POA is a shared service)
• Council's Strategic Plan Serving Elgin
ELGIN COUNTY 2024 PROPOSED BUDGET 1 44
Paae 133 of 192
A,m M1 MIT "I
The process of gradually writing off the initial cost of an asset.
Me]
Property owned by the County, regarded as having value.
A property's value as determined by the Municipal Property Assessment
Corporation (MPAC).
Capital Assets
Property, facilities/structures, and equipment (i.e. land, buildings, and machinery).
The annual plan for the purchase and financing of Capital Assets.
Capital Fund
The portion of a capital project that has been paid for by borrowing money, either
through a loan or drawing from the County's own reserve funds.
Financial Forecasting
An estimate of future financial outcomes for the County generally based on
historical performance and data.
Includes a wide range of assets such as: roads, bridges, corporate facilities,
among others.
ELGIN COUNTY 2024 PROPOSED BUDGET 1 45
Paae 134 of 192
Represents the total amount of funds an upper -tier government may collect on
a tax rate.
A value used by lenders, buyers and sellers to estimate the appropriate selling
price of a property given current market conditions.
The value where half of the homes are assessed higher, and half are assessed
lower.
Operating Budget
Revenue and expenses that support the day-to-day operations of Elgin
County's services.
Funds set aside for future expenditures.
Taxation is the amount of revenue raised as tax.
View the Municipal Property Assessment Corporation's (MPAC) Understanding
your Assessment video to understand the relationship between property
values and the effect of increased rates: https://youtu.be/nrWry5i3TBU.
Tax ratios distribute tax burden between classes relative to the residential class
tax ratio which is equal to "one (1)".
A project that has yet to be completed.
ELGIN COUNTY 2024 PROPOSED BUDGET 1 46
Paae 135 of 192
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ELGIN COUNTY 2024 PROPOSED BUDGET 1 47
Paae 136 of 192
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January 24, 2024
Warden Ed Ketchabaw
450 Sunset Drive St. Thomas,
ON N5R 5V1
Dear Warden Ketchabaw,
RE: Elgin Countv Farm Assessments and Tax Burden
On behalf of Elgin Federation of Agriculture (EFA) I wish to follow up on our letter dated January 4, 2023, to the
County of Elgin regarding Farm Assessments and Tax Burden.
Every four years the Municipal Property Assessment Corporation (MPAC) releases property assessment updates
for all properties in Ontario. During the previous assessment cycle, farmers in Elgin County saw farmland taxable
assessments increase by over 68%. This is in addition to very significant increases in the 2012 reassessment cycle.
As a result, the tax burden of farmers in Elgin County has been increasing every year since 2012. The one
exception was in 2019 when Elgin County Council voted to reduce the farm tax ratio from 0.25 to 0.23. 1 want to
thank you and the members of Elgin County council for acting on this important issue. The past five years (2019
— 2023) have been very difficult for Ontario farmers as they navigated new policies, rules, and ways of doing
business never experienced before. The support shown by the council is greatly appreciated by farm families in
Elgin County.
As the Premier has again directed MPAC not to release the reassessment notices for the 2024 Property Tax year,
the EFA would ask that you continue to maintain the Farm Class Tax rate at 0.23 per cent.
We welcome the opportunity to speak with any members of the county council on this issue.
Sincerely,
hl,
Greg Fentie
President, Elgin Federation of Agriculture
Cc: B. Parkin — Chief Administrative Officer / Clerk
K. Thompson — Deputy County Clerk
Page 192 of 192