20 - September 24, 2024 County Council Agenda PackageElgmCounty
Elgin County Council
Regular Council Meeting
Orders Of The Day
Tuesday, September 24, 2024, 9:00 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.
County Council will recess at 10:00 a.m. to hold a flag raising at the Elgin County Heritage Centre in
recognition of the St. Thomas -Elgin Local Immigration Partnership's Welcoming Week in Elgin
County.
Pages
1.
Call to Order
2.
Adoption of Minutes
3
3.
Disclosure of Pecuniary Interest and the General Nature Thereof
4.
Presenting Petitions, Presentations and Delegations
4.1 Kimberley Earls, Executive Director and Amy Martin, Chair of the Board
11
of Directors, South Central Ontario Region Economic Development
Corporation - SCOR EDC Member Update Presentation
5.
Committee of the Whole
6.
Reports of Council, Outside Boards and Staff
6.1 Manager of Emergency Management & Elgin -Middlesex Regional Fire
31
School - Legacy Wells Application — Year 2 and 3
6.2 Director of Community and Cultural Services - Elgin County Heritage
35
Centre Seasonal Hours of Operation
6.3 Director of Planning and Development - Proposed Provincial Planning
38
Statement Official Plan Modifications
6.4 Manager of Economic Development, Tourism & Strategic Initiatives -
48
Participation in the Regional Economic Development through Immigration
(REDI) Pilot
57
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6.5 Manager of Economic Development, Tourism & Strategic Initiatives -
Community Safety and Policing Act — OPP Detachment Board Transition
6.6 Director of Financial Services/Treasurer - Ambulance Vehicle
Replacements for 2025 and 2026 — Sole Source
6.7 Director of Financial Services/Treasurer - 2024 Quarter 2 Financial
Review
Council Correspondence
7.1 Items for Consideration
7.1.1 Letter from Amy Martin, Chairperson of the South Central
Ontario Region Economic Development Corporation (SCOR
EDC) Board of Directors requesting support of a resolution for
continued transit funding.
7.2 Items for Information (Consent Agenda)
7.2.1 Letter from Minister of Transportation regarding the County of
Elgin's delegation at the 2024 Association of Municipalities of
Ontario (AMO) Conference.
7.2.2 Letter from the Oxford County Chief Administrative Officer
providing notice of Oxford County's intention to resign from the
South Central Ontario Region Economic Development
Corporation (SCOR EDC).
7.2.3 Letter from Town of Aylmer Mayor Jack Couckuyt regarding
centralized planning services at the County of Elgin.
Other Business
8.1 Statements/Inquiries by Members
8.2 Notice of Motion
8.3 Matters of Urgency
Closed Meeting Items
9.1 Closed Meeting Minutes - September 10, 2024
9.2 Manager of Corporate Facilities - Lease Renewals — County
Administration Building
Municipal Act Section 239 (2) (c) a proposed or pending acquisition or
disposition of land by the municipality or local board.
Motion to Rise and Report
Motion to Adopt Recommendations from the Committee of the Whole
Consideration of By -Laws
12.1 By -Law No. 24-34 Confirmation
Adjournment
M-1
127
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130
132
134
Page 2 of 134
Elgin County Council
Minutes
September 10, 2024, 9:00 a.m.
Council Chambers
450 Sunset Drive
St. Thomas ON
Members Present: Warden Ed Ketchabaw
Deputy Warden Grant Jones
Councillor Dominique Giguere
Councillor Mark Widner
Councillor Jack Couckuyt
Councillor Andrew Sloan (virtual)
Councillor Todd Noble
Councillor Mike Hentz
Councillor Richard Leatham
Staff Present: Blaine Parkin, Chief Administrative Officer/Clerk
Brian Masschaele, Director of Community & Cultural Services
Jennifer Ford, Director of Financial Services/Treasurer
Nicholas Loeb, Director of Legal Services
Peter Dutchak, Director of Engineering Services
Mat Vaughan, Director of Planning and Development
Katherine Thompson, Manager of Administrative
Services/Deputy Clerk
Carolyn Krahn, Manager of Economic Development, Tourism &
Strategic Initiatives
Diana Morris, Senior Planner
Natalie Marlowe, Manager of Library Services
Jenna Fentie, Legislative Services Coordinator
Stefanie Heide, Legislative Services Coordinator
Call to Order
The meeting was called to order at 9:00 a.m. with Warden Ketchabaw in the
chair.
2. Adoption of Minutes
Moved by: Councillor Widner
Seconded by: Councillor Noble
RESOLVED THAT the minutes of the meeting held on August 13, 2024 be
adopted.
Motion Carried.
3. Disclosure of Pecuniary Interest and the General Nature Thereof
None.
4. Presenting Petitions, Presentations and Delegations
None.
5. Committee of the Whole
Page 3 of 134
Moved by: Deputy Warden Jones
Seconded by: Councillor Giguere
RESOLVED THAT we do now move into Committee of the Whole.
Motion Carried.
6. Reports of Council, Outside Boards and Staff
6.1 Warden Ketchabaw - Warden's Activity Report (August 2024)
Warden Ketchabaw presented the report detailing his activities for the
month of August 2024.
Warden Ketchabaw noted a correction for the report that the Renaming of
the West Elgin Arena - Bo Horvat Arena and Watermelon Fest were both
on August 24, 2024.
Moved by: Councillor Hentz
Seconded by: Councillor Leatham
RESOLVED THAT the report titled "Warden's Activity Report (August
2024)" from Warden Ketchabaw dated August 31, 2024 be received and
filed.
Motion Carried.
6.2 Director of Community and Cultural Services - Elgin County Library
Guidelines Branch Performance Analysis
The Director of Community and Cultural Services presented the report to
Council providing an analysis of Elgin County Library's performance
relative to these guidelines for Council's information.
Moved by: Councillor Couckuyt
Seconded by: Councillor Hentz
RESOLVED THAT the report titled "Elgin County Library Guidelines
Branch Performance" from the Director of Community and Cultural
Services dated September 10, 2024 be received and filed.
Motion Carried.
6.3 Director of Community and Cultural Services - Rodney Library
Relocation Support
The Director of Community and Cultural Services presented a report for
Council's consideration proposing a path forward to support West Elgin's
future planning efforts for the future re -location of the Rodney Branch of
the Elgin County Library according to the County's "Library Branch
Construction Policy."
Moved by: Councillor Leatham
Seconded by: Deputy Warden Jones
RESOLVED THAT Elgin County Council affirms its support of the
Municipality of West Elgin's process to determine a suitable future location
for the Rodney Library subject to the terms and conditions of the County of
Elgin's "Library Branch Construction Policy" and
THAT the Warden issue a letter on behalf of Elgin County Council to the
Municipality of West Elgin in support of the municipality's process to
determine the future location of the Rodney Library along with a copy of
the County's "Library Branch Construction Policy".
Motion Carried.
Page 4 of 134
6.4 Director of Community and Cultural Services - West Lorne Library
Expansion Opportunity
The Director of Community and Cultural Services presented the report
providing a recommendation for Council to consider regarding the Council
of the Municipality of West Elgin's request for Elgin County Council's
support for an expansion to the West Lorne branch of the Elgin County
Library housed in the West Lorne Community Complex.
Moved by: Councillor Leatham
Seconded by: Councillor Hentz
RESOLVED THAT Elgin County Council affirms support in principle for an
expansion to the West Lorne Library in the West Lorne Community
Complex of up to one thousand square feet and in the space adjacent to
the Library's current location, subject to the terms and conditions of the
County of Elgin's "Library Branch Construction Policy", and
THAT staff be directed to work with the Municipality of West Elgin to
supply further information to County Council as part of a "Letter of Intent"
from the Municipality of West Elgin as outlined in the County's "Library
Branch Construction Policy" for formal adoption at a later date.
Motion Carried.
6.5 Manager of Economic Development, Tourism & Strategic Initiatives -
Community Safety and Well -Being — Substance Use and the Planet
Youth Model
The Manager of Economic Development, Tourism & Strategic Initiatives
presented the report providing information to Council and seeking
Council's direction regarding a funding request from Southwestern Public
Health to implement the Planet Youth model in Elgin County and the
Southwestern Public Health region.
Moved by: Councillor Giguere
Seconded by: Councillor Sloan
RESOLVED THAT the report titled "Community Safety and Well -Being -
Substance Use and the Planet Youth Model" from the Manager of
Economic Development, Tourism & Strategic Initiatives dated September
10, 2024 be received and filed; and
THAT the County of Elgin express support for the Planet Youth model.
Motion Carried.
6.6 Manager of Economic Development, Tourism & Strategic Initiatives -
Elgin County Tourism Wayfinding Strategy
The Manager of Economic Development, Tourism & Strategic Initiatives
presented the report providing an overview of the proposed Elgin County
Tourism Wayfinding Strategy Policy 1.2 for Council's consideration.
Moved by: Deputy Warden Jones
Seconded by: Councillor Hentz
RESOLVED THAT the report titled "Elgin County Tourism Wayfinding
Strategy" from the Manager of Economic Development, Tourism &
Strategic Initiatives dated September 10, 2024 be received and filed; and
THAT Council replace the County of Elgin Tourism Signage Policy (1.2)
with the revised Elgin County Tourism Wayfinding Strategy (1.2).
Motion Carried.
6.7 Senior Planner - New 2024 Provincial Planning Statement (PPS)
Page 5 of 134
The Director of Planning and Development introduced Diana Morris as the
new Senior Planner. The Senior Planner presented the report providing a
high-level overview of the 2024 Provincial Planning Statement (PPS) for
Council's information.
Moved by: Councillor Couckuyt
Seconded by: Councillor Widner
RESOLVED THAT the report titled "New 2024 Provincial Planning
Statement (PPS)" from the Senior Planner dated September 10, 2024 be
received and filed.
Motion Carried.
6.8 Director of Planning and Development - Elgin County Centralized
Planning Services
Council recessed at 10:00 a.m. for the Childhood CancerAwareness
Month flag raising. Council resumed session at 10:23 a.m.
The Director of Planning and Development presented the report seeking
County Council's feedback regarding the provision of a Centralized County
Planning Service. Information presented included staffing needs based on
workloads to ensure adequate and sustainable land use planning services
across the County.
Moved by: Councillor Sloan
Seconded by: Councillor Couckuyt
RESOLVED THAT the report titled "Elgin County Centralized Planning
Services" from the Director of Planning and Development dated
September 10, 2024 be received and filed; and
THAT the decision to implement a phased approach to Planning Services
be deferred until Elgin's Local Municipal Partners can consider the model
proposed and provide feedback regarding what level of planning services
are required; and
THAT at the request of each Local Municipal Partner the Director of
Planning attend each local municipal council to present the proposed
planning model and receive feedback; and
THAT County Council approve an update to the By -Law to Appoint a
Secretary -Treasurer of the Elgin County Land Division Committee to
appoint the Junior Planner as Secretary -Treasurer.
Motion Carried.
6.9 Director of Financial Services/Treasurer - Grant and Sponsorship
Policy
The Director of Financial Services/Treasurer provided a presentation
overviewing a comprehensive new Policy for Council's consideration
relative to Grants and Sponsorships.
Moved by: Councillor Hentz
Seconded by: Councillor Leatham
RESOLVED THAT the report titled "Grant and Sponsorship Policy" from
the Director of Financial Services/Treasurer dated September 5, 2024 be
received and filed; and
THAT staff incorporate feedback received from County Council into a
revised Grant and Sponsorship Policy for presentation at a future meeting.
Page 6 of 134
Motion Carried.
7. Council Correspondence
7.1 Items for Consideration
Council recessed at 12:09 p.m. Council resumed session at 12:40 p.m.
7.1.1 Flag Raising Proclamation Request from St. Thomas - Elgin Local
Immigration Partnership (STELIP) for Welcoming Week 2024
Moved by: Deputy Warden Jones
Seconded by: Councillor Giguere
RESOLVED THAT Elgin County Council approve a flag raising and
proclamation request from the St. Thomas -Elgin Local Immigration
Partnership to acknowledge "Welcoming Week", an annual County-
wide event that celebrates the important work being done to make
Elgin a welcoming and inclusive community; and
THAT the flag raising and proclamation take place at the Elgin County
Heritage Centre on September 24, 2024.
Motion Carried.
7.1.2 Resolution from the Municipality of Quinte West Regarding the
Canada Community -Building Fund
Moved by: Deputy Warden Jones
Seconded by: Councillor Widner
RESOLVED THAT Elgin County Council support the resolution from
the City of Quinte West calling on the Federal Government to provide a
supplement to the allocations provided to municipalities under the
Association of Municipalities of Ontario (AMO) Canada Community
Building Fund Agreement for 2024-2028 for the same amount that was
allocated, effectively doubling allocations for those years.
Motion Carried.
7.1.3 Resolution from the Town of Bradford West Gwillimbury
Regarding Long Service Medals for Paramedics and Police
Officers
Moved by: Councillor Leatham
Seconded by: Councillor Hentz
RESOLVED THAT Elgin County Council support the resolution from
the Town of Bradford West Gwillimbury Council that endorses the
creation of a province -wide long -service medal for police and for
paramedics, modelled after the existing award for firefighters.
Motion Carried.
7.1.4 Resolution from the Township of Stirling-Rawdon Regarding
Public Sector Salary Disclosure
Moved by: Councillor Giguere
Seconded by: Councillor Couckuyt
RESOLVED THAT the resolution from the Township of Stirling-Rawdon
requesting that the Public Sector Salary Disclosure Act be updated to
reflect the inflation rates since 1996 be received and filed.
Motion Carried.
Page 7 of 134
7.2 Items for Information (Consent Agenda)
Moved by: Councillor Noble
Seconded by: Councillor Hentz
RESOLVED THAT Correspondence Items #7.2.1 - 7.2.3 be received and
filed.
Motion Carried.
7.2.1 Western Ontario Wardens' Caucus Advocates for Rural Needs at
Association of Municipalities of Ontario (AMO) 2024 Conference
7.2.2 Rural Municipal Leaders Support'Solve the Crisis' Campaign to
Address Homelessness and Mental Health
7.2.3 A Report from the Elgin Ontario Health Team (OHT)
8. Other Business
8.1 Statements/Inquiries by Members
8.1.1 Deputy Warden Jones -Official Opening of Conservation Area in
Southwold and Elgin County Business Networking Event
Deputy Warden Jones stated that the official opening of the first
conservation area in Southwold under Kettle Creek Conservation Area
will be Thursday, September 12, 2024 at 2:30 p.m. at the end of
Glengarry Drive in Talbotville.
Deputy Warden Jones also stated that "Cultivating Success: The 2024
Elgin County Business Networking Event" will be in Southwold at
Nature's Oasis Retreat on September 25, 2024.
8.1.2 Councillor Leatham - Rodney Fair 2024
Councillor Leatham stated that the Rodney Fair starts Friday,
September 13, 2024 with opening ceremonies starting at 7:00 p.m.,
and continues through Sunday, September 15, 2024.
8.1.3 Warden Ketchabaw - 2024 Warden's Golf Tournament and Elgin
County Plowing Match
Warden Ketchabaw thanked all those who participated in the 2024
Elgin County Warden's Golf Tournament, including staff. Warden
Ketchabaw congratulated Councillor Widner on winning "Most Honest
Team" at the golf tournament and also an award at the Elgin County
Plowing Match. Councillor Hentz also congratulated Councillor Widner,
and Councillor Widner made remarks that the Elgin County Plowing
Match went well.
8.2 Notice of Motion
None.
8.3 Matters of Urgency
None.
9. Closed Meeting Items
Moved by: Councillor Widner
Seconded by: Councillor Leatham
RESOLVED THAT we do now proceed into closed meeting session in
accordance with the Municipal Act to discuss the following matters under
Municipal Act Section 239 (2):
Closed Meeting Item #1 - Closed Meeting Minutes -August 13, 2024
Page 8 of 134
Closed Meeting Item #2 - Norman-Lyndale Settlement Boundary Expansion
(k) a position, plan, procedure, criteria or instruction to be applied to any
negotiations carried on or to be carried on by or on behalf of the municipality or
local board.
9.1 Closed Meeting Minutes -August 13, 2024
9.2 Director of Planning and Development - Norman-Lyndale Settlement
Boundary Expansion
10. Motion to Rise and Report
Moved by: Councillor Noble
Seconded by: Councillor Hentz
RESOLVED THAT we do now rise and report.
Motion Carried.
Closed Meeting Item #1 - Closed Meeting Minutes -August 13, 2024
Moved by: Councillor Noble
Seconded by: Councillor Leatham
RESOLVED THAT the August 13, 2024 Closed Meeting Minutes be adopted.
Motion Carried.
Closed Meeting Item #2 - Norman-Lyndale Settlement Boundary Expansion
Moved by: Deputy Warden Jones
Seconded by: Councillor Leatham
RESOLVED THAT the report titled "Norman-Lyndale Settlement Boundary
Expansion" from the Director of Planning and Development dated September 10,
2024 be received and filed; and
THAT Council supports the boundary adjustment of the Norman-Lyndale Tier 1
settlement area to include the remainder of the St. Thomas Psychiatric hospital
lands; and
THAT Staff proceed as directed in conversations with the Province.
Motion Carried.
11. Motion to Adopt Recommendations from the Committee of the Whole
Moved by: Councillor Noble
Seconded by: Councillor Hentz
RESOLVED THAT we do now adopt recommendations of the Committee of the
Whole.
Motion Carried.
12. Consideration of By -Laws
12.1 By -Law No. 24-32 Appointment of Land Division Secretary
BEING a By -Law to Appoint a Secretary -Treasurer of the Elgin County
Land Division Committee.
Moved by: Deputy Warden Jones
Seconded by: Councillor Leatham
Page 9 of 134
RESOLVED THAT By -Law No. 24-32 be now read a first, second, and
third time and finally passed.
Motion Carried.
12.2 By -Law No. 24-33 Confirmation
BEING a By -Law to Confirm Proceedings of the Municipal Council of the
Corporation of the County of Elgin at the September 10, 2024 Meeting.
Moved by: Councillor Noble
Seconded by: Councillor Hentz
RESOLVED THAT By -Law No. 24-33 be now read a first, second, and
third time and finally passed.
Motion Carried.
13. Adjournment
Moved by: Councillor Widner
Seconded by: Councillor Couckuyt
RESOLVED THAT we do now adjourn at 1:11 p.m. to meet again on September
24, 2024 at 9:00 a.m.
Motion Carried.
Blaine Parkin, Ed Ketchabaw,
Chief Administrative Officer/Clerk. Warden.
Page 10 of 134
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ElginCOUnty'
Report to County Council
From: Andrea Loughlean, Manager of Emergency Management & Elgin -Middlesex
Regional Fire School
Date: September 24, 2024
Subject: Legacy Wells Application — Year 2 and 3
Recommendation(s):
THAT approval be granted for submission of a second application for MNRF's Legacy
Wells Municipal Transfer Payment Program Year 2 and 3 collaborative funding.
Introduction:
In Years 2 and 3 of the Legacy Wells Transfer Payment Program (TPP), Elgin County
and eight other municipalities have access to Base Funding and Collaborative Funding
streams to enhance emergency preparedness in relation to legacy oil and gas wells.
As set out in a prior report to Council, Elgin County's top priority is fire training
equipment to support preparedness should an adverse event ever occur. The County
has prepared an application supporting this priority. MNRF recently suggested that Elgin
County consider the submission of a second application to join the other eight
municipalities in a collaborative funding project for emergency response trailers. It was
noted by MNRF that individual consideration would be given to both applications,
without negative impact to one another.
With no financial burden to the County, this proposal presents an opportunity to further
enhance Elgin's emergency response capabilities for legacy oil and gas well incidents.
Background and Discussion:
In Year 2 and Year 3 of the Legacy Wells TPP there are two streams of funding
available to the nine participating municipalities:
Base Funding — continued funding for municipalities to build capacity and enhance
preparedness. Elgin County will have the opportunity to apply for $280,000 for each of
Year 2 and 3 in base funding.
Page 31 of 134
Collaborative Funding — funding available to municipalities to support various
opportunities for targeted, collaborative projects that align with the strategic program
objectives. Elgin County will have the opportunity to apply for a portion of $0.5 million in
Year 2 and $1.0 million in Year 3. These amounts are the respective Year 2 and 3 totals
for collaborative funding for all nine municipalities.
It was recently announced by MNRF that an additional $1.6 million or more will be
available for collaborative projects in Year 2.
Eight of the participating municipalities have worked together to submit a collaborative
project application for emergency response trailers (one per participating municipality).
While this was of great importance to Elgin County, it was prioritized second, as it was
determined through discussion with LMPs, that fire training equipment was Elgin's top
priority — the application was prepared accordingly with letters of support from many
LMP and neighbouring municipality CAOs.
Recently, MNRF indicated in written correspondence that Elgin County's participation in
the collaborative emergency response trailer proposal would be welcomed by the
Ministry in addition to Elgin County's collaborative fire training proposal.
The collaborative trailer proposal, led by Brant County, is for acquisition of an
emergency response trailer for each municipality — a project that would span both Year
2 and Year 3 collaborative funding. The trailer must fall into one of the following MNRF
approved configurations: decontamination, triage/mass-casualty, or unified command.
Participating municipalities have agreed in principle that a Memorandum of
Understanding (MOU) would be created between those that initially received their trailer
in Year 2 and those that would be required to wait until Year 3. The MOU would outline
the procedures for the access, transportation, usage, maintenance and restocking of the
trailers if used by a municipality requesting the use of a trailer. The MOU would remain
in place after Year 2 when each participating municipality has their own trailer, so the
municipalities can access additional resources during large scale legacy well incidents,
concurrent related events or when their individual trailers are unavailable due to
maintenance.
Discussions with LMP fire chiefs showed overwhelming interest as it would serve the
needs of all fire services across the county as well as improve overall response
capacity.
The ability to submit applications for both the emergency response/decontamination
trailer and the fire training equipment would significantly improve Elgin County's ability
to prepare for and respond to legacy oil and gas wells and other hazardous materials
incidents. With the confirmed understanding from MNRF that a second submission
would not hinder nor impact the original proposal, this presents as an excellent
opportunity for Elgin County to build capacity for legacy wells and hazardous materials
incidents.
Page 32 of 134
Financial Implications:
There would be no financial implication to Elgin County or its Local Municipal Partners
with the submission of the second application. The cost of the emergency
response/decontamination trailer would be covered through the MNRF Legacy Wells
funding. It was indicated to MNRF that Elgin's original proposal is the first priority;
MNRF confirmed that the submission of a second application would in no way impact
the decision for the first application. It should also be known that many municipalities
throughout the county already have vehicles capable of towing the trailer within their
fleet.
Alianment with Strateaic Priorities:
Serving Elgin
Growing Elgin
Investing in Elgin
® Ensuring alignment of
® Planning for and
® Ensuring we have the
current programs and
facilitating commercial,
necessary tools,
services with community
industrial, residential, and
resources, and
need.
agricultural growth.
infrastructure to deliver
programs and services
❑ Exploring different ways
❑ Fostering a healthy
now and in the future.
of addressing community
environment.
need.
❑ Delivering mandated
❑ Enhancing quality of
programs and services
® Engaging with our
place.
efficiently and effectively.
community and other
stakeholders.
Local Municipal Partner Impact:
The emergency response/decontamination trailer would be available and accessible to
all of the county's Local Municipal Partners. This will build capacity and preparedness
across the county for legacy well response as well as other hazardous materials
incidents.
Communication Reauirements:
Discussions have taken place with LMP Fire Chiefs to ensure the emergency
response/decontamination trailer would suit the needs of all fire services across the
county and would improve their overall response to legacy wells and hazardous
materials incidents.
Conclusion:
It is recommended that County Council approve a second Year 2 and 3 application
submission to the MNRF's Legacy Wells TPP in support of the collaborative initiative led
Page 33 of 134
by Brant County for emergency response/decontamination trailer in addition to Elgin's
original submission for fire training equipment.
All of which is Respectfully Submitted
Andrea Loughlean
Manager of Emergency Management &
Elgin -Middlesex Regional Fire School
Approved for Submission
Blaine Parkin
Chief Administrative Officer/Clerk
Page 34 of 134
ElginCOUnty'
Report to County Council
From: Brian Masschaele, Director of Community and Cultural Services
Date: September 24, 2024
Subject: Elgin County Heritage Centre Seasonal Hours of Operation
Recommendation(s):
THAT the Elgin County Heritage Centre's public open hours be revised as follows on an
annual basis effective immediately:
May 1 to Thanksgiving weekend: Tuesday to Saturday, 10:00 am to 4:00 pm.
Thanksgiving weekend to April 30: Monday to Friday, 10:00 am to 4:00 pm; and,
THAT the Museum Curator be further authorized to adjust public open hours on a
temporary basis subject to public notice and approval of the Director of Community and
Cultural Services.
Introduction:
The Elgin County Museum Advisory Committee recommends that the Elgin County
Heritage Centre's public open hours be revised on a seasonal basis. Councillors
Giguere and Hentz serve as County Council's representatives on this committee.
Background and Discussion:
The following is excerpted from the minutes of the May 15, 2024 meeting of the Elgin
County Museum Advisory Committee:
Fall/ Winter Hours
"Brian Masschaele recommended that operating hours for the Heritage Centre be
revised to reflect a seasonal approach. Attendance numbers for 2022, 2023 and 2024
were circulated. Staff has suggested that the museum operates Tuesday to Saturday
from May to October, and Monday to Friday in the off season with flexibility to operate
on weekends for programming. This will help Museum and Archives staff synchronise
services and better work together.
Page 35 of 134
Motion to recommend revised operating hours to council. Moved by Donna Lord,
seconded by Charlie Jenkins. Carried."
Adjusting hours of operation on a seasonal basis will allow for better alignment of staff
schedules throughout the department during periods when attendance is traditionally
lower at the Heritage Centre. Statistics were supplied to the committee to substantiate
this recommendation.
The Museum Curator is also seeking flexibility to open or close the Heritage Centre to
the public for limited periods beyond this regular schedule subject to public notice and
Director approval so that the two full time staff can engage in activities such as
collection review, outreach, special events and development opportunities as they arise.
Financial Implications:
Not applicable.
Alianment with Strateaic Priorities:
Serving Elgin
Growing Elgin
Investing in Elgin
® Ensuring alignment of
❑ Planning for and
® Ensuring we have the
current programs and
facilitating commercial,
necessary tools,
services with community
industrial, residential, and
resources, and
need.
agricultural growth.
infrastructure to deliver
programs and services
® Exploring different ways
❑ Fostering a healthy
now and in the future.
of addressing community
environment.
need.
❑ Delivering mandated
® Enhancing quality of
programs and services
® Engaging with our
place.
efficiently and effectively.
community and other
stakeholders.
Local Municipal Partner Impact:
Not applicable.
Communication Requirements:
Public notice of any temporary changes to hours of operation will be communicated
through the Museum's social media channels, the County's website and on the door of
the Heritage Centre.
Page 36 of 134
Conclusion:
It is a common practice for museums to adjust hours of operation on a seasonal and
temporary basis to engage in collection management activities and to accommodate
programs and events. It is recommended that the Elgin County Heritage Centre be
open to the public Tuesday to Saturday during the months of May to October and
Monday to Friday for the remainder of the year, with further flexibility to adjust hours as
needed throughout the year.
All of which is Respectfully Submitted
Brian Masschaele
Director of Community and
Cultural Services
Approved for Submission
Blaine Parkin
Chief Administrative Officer/Clerk
Page 37 of 134
ElginCOUnty'
Report to County Council
From: Mat Vaughan, Director of Planning and Development
Date: September 24, 2024
Subject: Proposed Provincial Planning Statement Official Plan Modifications
Recommendation(s):
THAT the report titled "Proposed Provincial Planning Statement Official Plan
Modifications" from the Director of Planning and Development dated September 24,
2024 be received and filed.
AND THAT Council endorses the proposed modifications to the adopted Elgin County
Official Plan and directs staff to forward said modifications to the Minister of Municipal
Affairs and Housing for his consideration when approving the Official Plan.
Introduction:
This report provides Council with information required to consider endorsing a series of
modifications to the Elgin County Official Plan.
In May 2024, County Council adopted a new County Official Plan, to replace the current
Official Plan. Subsequently, the adopted Official Plan was forwarded to the Minister of
Municipal Affairs and Housing, who is the approval authority for the Plan. In late
August, the Province released an updated Provincial Policy Statement 2024, now
referred to as the "Provincial Planning Statement (PPS)". This new PPS incorporates
several substantial policy and terminology changes throughout the document and will
come into effect on October 20, 2024.
As the Planning Act requires that all planning and infrastructure decisions across the
Province `be consistent' with the PPS, County Staff contacted the Ministry to discuss the
implications of the proposed PPS on the approval of the Official Plan. In discussions
with Ministry Staff, it was agreed that the County would submit a series of proposed
modifications to Official Plan to reflect the proposed changes to the new PPS. These
proposed modifications would then be considered by the Minister when making a
decision on the adopted Official Plan.
Page 38 of 134
Background and Discussion:
The new PPS includes substantial changes to policies and terminology over previous
versions, and to that end, County Staff are proposing 16 modifications (see Appendix `A'
of this report) for the Minister to consider when approving the Official Plan. These
modifications were developed based on an approach which seeks to take advantage of
the additional flexibility incorporated into the PPS, and speaks to five significant areas of
change to provincial policy as outlined below:
30-year Planning Horizon — In the existing PPS, planning authorities may plan for
up to 25-years of growth. Under the proposed PPS, planning authorities must
now plan for a minimum of 25-years of growth to a maximum of 30-years. In
Appendix "A", a series of modifications are proposed to establish a 30-year
planning horizon in the adopted OP as opposed to the current 20-year planning
horizon.
Removal of Comprehensive Review Requirements — Currently the PPS
mandates that expansions of urban boundaries can only be considered at the
time of a municipal `comprehensive review', a large and complex planning study,
the requirements of which were detailed in the PPS. The proposed PPS
replaces the comprehensive review requirements with a more permissible
framework for reviewing potential urban boundary expansions. To address the
removal of the comprehensive review requirements, Staff are proposing to
establish a streamlined `urban boundary review' process to balance the need to
comprehensively review urban boundary expansion requests with a more flexible
framework that reflects Elgin County's growth rates, development patterns, and
geography.
Planning Framework for Employment Areas — The new PPS incorporates a
number of changes to planning for employment areas (i.e. industrial lands).
These changes would create a stricter planning framework that is focused on
protecting employment uses and facilities from encroachment from sensitive land
uses (e.g. residential, institutional, etc.). The proposed modifications to the
Official Plan would mirror the wording of the proposed PPS, reflecting these new
minimum standards.
Residential Uses in the Agricultural Area — While the proposed PPS no longer
includes some of the more controversial policy proposals of earlier versions with
respect to residential uses in agricultural areas, it will now permit up to three
dwellings on an agricultural lot: one primary dwelling, and two `additional
dwelling units' (i.e. smaller accessory dwellings on a lot). Staff are proposing
modifications that would facilitate these new permissions.
Page 39 of 134
Servicing Policies — With respect to servicing policies, the proposed PPS has
revised language regarding confirmation of uncommitted reserve capacity for
water and wastewater systems; partial services, and stormwater management
facilities. This includes new permissions which permit partial services in rural
settlement areas serviced by municipal sanitary sewage systems and private
drinking water systems. Proposed modifications with respect to infrastructure
servicing policies of the adopted Official Plan would reflect the changes proposed
in the new PPS including the new permissions for development on partial
services.
In addition to addressing the proposed policies of the PPS, Staff are also
recommending an additional policy be incorporated into the Official Plan that formally
addresses the approach to interpreting the classification of Tier II and Tier III Settlement
Areas that have servicing extended to them and clarifies that no amendment to the
County Official Plan is required to re-classify them as Tier I Settlement Areas.
Financial Implications:
There are no identified direct financial implications to the proposed modifications to the
Official Plan.
Alignment with Strategic Priorities:
Serving Elgin
Growing Elgin
Investing in Elgin
® Ensuring alignment of
® Planning for and
® Ensuring we have the
current programs and
facilitating commercial,
necessary tools,
services with community
industrial, residential, and
resources, and
need.
agricultural growth.
infrastructure to deliver
programs and services
® Exploring different ways
® Fostering a healthy
now and in the future.
of addressing community
environment.
need.
® Delivering mandated
® Enhancing quality of
programs and services
® Engaging with our
place.
efficiently and effectively.
community and other
stakeholders.
Local Municipal Partner Impact:
This plan will directly impact all local municipalities in Elgin as all planning decisions
made in the County, including those of local council, are required to conform to the
County Official Plan.
Communication Requirements:
None.
Page 40 of 134
Conclusion:
Based on the above analysis it is respectfully recommended that County Council
endorse the proposed modification as detailed in Appendix `A' of this report and direct
staff to forward the said modifications to the Minister of Municipal Affairs and Housing.
All of which is Respectfully Submitted
Mat Vaughan
Director of Planning and Development
Paul Hicks
Consulting Planner
Attachments:
Proposed Policy Revisions for New PPS
Approved for Submission
Blaine Parkin
Chief Administrative Officer/Clerk
Page 41 of 134
Appendix `A': Proposed Modification List
• Revised Subsection 2.2 by increasing the planning horizon from 2044 to 2054:
"2.2 County Structure Plan — Schedule `A' of this Plan constitutes the County Structure
Plan and illustrates the urban boundaries of the County's settlement areas where
population and employment growth are planned to be accommodated in the County until
2054. Due to historical planning approvals, the lands contained within these urban
boundaries have the capacity to accommodate more population and employment growth
than the County is projected to need by 2054, with the exception of the Town of Aylmer
where there is a deficit of lands."
• Delete Subsections 2.7, 2.8, 2.9, 2.10, and Figure 4 and replace with the following:
"2.7 Settlement Area Expansions & Establishing New Settlement Areas — The
County's long-term prosperity, environmental health and social well-being depends on
wisely managing change and promoting efficient land use and development patterns. To
help ensure the efficient use of the County's existing urban land base, the establishment
of new settlement areas is not permitted, and no expansions of Tier 11 or III settlement
areas shall be permitted until full municipal services are available to service that
settlement area. Proposals to expand a Tier I settlement area boundary shall not be
considered on a piecemeal basis, but only through a comprehensive urban boundary
review which:
a) must demonstrate there is an insufficient supply of lands to accommodate 30-
years' of urban growth through a review and analysis of the County's population
and employment projections and land needs assessments;
b) analyzes the existing land supply and demonstrates that any proposed expansion
will not adversely impact or undermine achieving the County's intensification and
redevelopment target;
c) includes an options analysis reviewing alternative growth directions to determine
how best to accommodate future development;
d) confirms the financial viability of expanding infrastructure and public service
facilities to any proposed urban expansion lands;
e) confirms that there is sufficient reserve capacity available in the local
municipality's sanitary sewage and drinking water systems, or will imminently be
available, to be allocated to any proposed urban expansion lands, above what
has already been allocated to existing designated lands;
f) confirms that any proposed urban expansion lands do not include specialty crop
areas, as defined by provincial policy;
g) confirms that there are no reasonable alternatives which avoid prime agricultural
lands being included in the proposed urban expansion lands;
h) assesses potential impacts on agricultural operations and the agricultural system
as a result of the expansion, and subsequently confirms that these impacts can
be mitigated to the extent feasible;
i) assesses potential impacts on the Natural System as a result of the expansion
and demonstrates that there will be no negative impacts on the system's
ecological features and functions;
j) considers cross -jurisdictional issues including any servicing or access
arrangements with adjacent municipalities; and,
k) demonstrates that the proposed expansion lands will:
Page 42 of 134
i) serve as a continuous and logical extension to the existing built-up area
that does not `leapfrog' over existing undeveloped tracts of land;
ii) provide for the integration of new development within the fabric of the
existing built-up area from a community design, transportation, and open
space perspective;
iii) be easily accessed by, and connected to, the existing transportation
network; and,
iv) be located so that it can benefit from existing community facilities or
alternatively, be serviced by new community facilities that are developed in
a timely manner.
In undertaking the urban boundary review, the level of detail of the review should
correspond with the complexity and scale of the proposed expansion."
• Delete Subsections 2.11 and replace with the following:
"2.8 Settlement Area Boundary Adjustments — Notwithstanding the requirements of
Subsection 2.7, adjustments of a settlement area boundary outside an urban boundary
review may be permitted subject to demonstrating:
a) there will be no net increase in land within the local municipality's settlement
areas;
b) the adjustment will not adversely impact or undermine achieving the County's
intensification and redevelopment target;
c) the lands subject to the adjustment do not comprise specialty crop areas;
d) the proposed adjustment complies with the minimum distance separation
formulae (see Subsection 5.7 for more information);
e) impacts on agricultural operations which are adjacent or close to the proposed
adjustment are mitigated to the extent feasible; and,
f) the locational criteria established in Subsection 2.7 k) are met."
• Revised Subsection 3.2 by increasing the planning horizon to 30 years:
"3.2 Employment Land Supply — The County shall ensure there is an adequate supply
of designated and serviced employment lands in the County to accommodate 30 years'
of employment growth. To that end, the status of the County's inventory of employment
lands will be monitored and reported annually to County Council."
• Revise policy to include a provision that confirms municipality has sufficient employment
lands to accommodate growth over the planning horizon of the OP:
"3.4 Protecting Strategic Employment Areas — As noted above, it is the intent of this
Plan that strategic employment areas be protected from conversion and incompatible
development. To that end, the County will not permit the conversion of lands in strategic
employment areas to other uses except where it is demonstrated that:
a) the proposed conversion is minor and located on the periphery of the
employment area;
b) there is an immediate need and identified user for the lands to be converted;
c) the proposed use will not adversely affect the overall viability of the employment
area;
d) existing or planned infrastructure and public service facilities are available to
accommodate the proposed development; and,
Page 43 of 134
e) the local municipality has sufficient employment lands to accommodate projected
employment growth over the planning horizon of this Plan.
An amendment to this Plan will be required to permit the conversion of a strategic
employment area to a non -employment designation."
• Revised policy subsections to reflect wording of revised PPS:
"3.5 Uses Not Permitted in Strategic Employment Areas — The following uses are not
considered appropriate in strategic employment areas and will not be permitted:
a) residential uses, commercial uses, public service facilities, and other institutional
uses;
b) retail and office uses that are not associated with the primary employment use;
and,
c) other sensitive land uses that are not ancillary to uses permitted in the
employment area.
Nothing in the above is intended to prohibit accessory office or retail uses that form part
of a larger employment operation such as administrative offices, showrooms, or factory
outlets."
• Create a new policy to address policies related to non -strategic employment lands in line
with new PPS policies:
"3.## Other Employment Lands & Areas — Other employment lands and areas are
composed of individual parcels or smaller clusters of employment lands for small-scale
industrial, manufacturing, and warehousing that can be located adjacent to, or co -
located with, sensitive land uses without adverse effects. In these areas and lands
limited commercial and retail uses that serve, or are directly related to, employment
uses, as well as limited residential uses for `live -work' arrangements may be permitted."
• Create a new policy to address the new 300 metre compatibility requirement of revised
PPS:
"3.## Compatibility, Employment Areas — In accordance with provincial policy, on
lands within 300 metres of any employment area, development shall avoid, or where
avoidance is not possible, minimize and mitigate potential impacts on the long-term
economic viability of employment uses within existing or planned employment areas. To
that end, where a sensitive land use is proposed within 300 metres of an employment
area, the County shall require a land use compatibility study to be completed, in
accordance with provincial guidelines, assessing potential impacts and required
mitigation measures on the employment lands and uses. Where circumstances warrant,
the County may also require noise and vibration, odour, traffic or similar assessments to
ensure potential impacts as assessed and mitigated."
• Revised Subsection 3.7 to include clarification as to how compatibility will be assessed
for development adjacent to strategic transportation corridors and facilities:
"3.7 Compatibility, Strategic Transportation Corridors & Facilities — New
development proposed on lands adjacent to strategic transportation corridors and
Page 44 of 134
facilities should be compatible with, and supportive of, the long-term purposes of the
corridor and should be designed to avoid, mitigate, or minimize negative impacts on the
corridor and transportation facilities. To that end, where new development is proposed
adjacent to strategic transportation corridors and facilities, the County shall require noise
and vibration, traffic, or similar assessments to ensure potential impacts as assessed
and mitigated."
• Revise policy to permit up to two additional dwelling units on a rural property as per the
revised PPS:
"5.8 Residential Uses — For many people the Rural Area is, and will continue to be, a
desirable place to live. However, the overpopulation of residential uses in the Rural Area
can lead to the piecemeal urbanization of the countryside and the loss of rural character.
It can also restrict the establishment and expansion of agricultural operations. As such,
where a local official plan and zoning by-law permits residential uses in the Rural Area,
only the following shall be permitted:
a) one primary single detached dwelling per lot;
b) two additional dwelling units contained on the same lot as the primary single
detached dwelling; and
c) farm labour accommodations."
• Revise policy to permit up address how two additional dwelling units can be located on a
rural property as per the revised PPS:
"5.10 Additional Dwelling Units — In the Rural Area, additional dwelling units are
composed of smaller apartments contained within the primary dwelling or accessory
building on the same property or a small-scale stand-alone dwelling. These dwellings
are referred to by various names including secondary suites, coach houses, garden
suites, or `granny flats'. Up to two additional dwelling units shall be permitted in any
Rural Area designation in a local official plan where a single detached dwelling is
permitted, subject to:
a) compatibility with surrounding agricultural operations including compliance with
Minimum Distance Separation Formulae;
b) the provision of appropriate sewage and water services;
c) having addressed any public health and safety concerns;
d) being located within, attached, or in close proximity to the primary single
detached dwelling or farm building cluster;
e) avoiding the removal of land in agricultural production, but where avoidance is
not possible, minimizing land taken out of agricultural production; and
f) where two additional residential units are proposed, at least one of the additional
residential units must be located within or attached to the primary single detached
dwelling.
In no case shall an additional dwelling unit be considered a second principle dwelling on
the property, nor shall the County support the severance of an additional dwelling unit
from the lot containing the primary single detached dwelling."
• Revise policy to reflect revised PPS wording respecting lot creation and confirmation of
municipal services:
Page 45 of 134
"8.19 Full Municipal Services, Confirmation of Servicing Capacity — For new
development proposed to be connected to municipal water and/or sanitary sewage
services, no lot creation by the County shall be granted until the local municipality has
confirmed that there is sufficient uncommitted reserve capacity in the system to
accommodate the proposed development. In cases where development is proposed in
response to the planned/proposed establishment or expansion of municipal servicing, lot
creation on a conditional basis, may be considered when:
a) an Environmental Assessment Act approval has been given for the facilities; and,
b) the County has confirmation from the local municipality that the facilities will be
completed, or near completion, prior to the commencement of construction of the
development.
It is recognized that in certain circumstances the construction of municipal servicing may
be dependent on development being approved concurrently, in which case, the County
must have reasonable assurances in place that the proposed development will be fully
coordinated with the installation of servicing, and that sufficient protections are in place
to prevent premature development or occupancy of the proposed development."
• Revise policy to permit partial servicing comprised of individual on -site water services
and municipal sewage services or private communal sewage services:
"8.21 Partial Servicing, When & Where Permitted — In accordance with provincial
policy, partial services are only permitted:
a) where they are necessary to address failed individual on -site sewage services
and individual on -site water services in existing development;
b) within settlement areas, to allow for infilling and minor rounding out of existing
development on partial services provided that site conditions are suitable for the
long-term provision of such services with no negative impacts; or
c) within a Tier I I or Tier I I I Settlement Area where new development will be serviced
by individual on -site water services in combination with municipal sewage
services or private communal sewage services."
• Revise policy as per the revised PPS:
"8.23 Stormwater Management & Drainage Systems — Stormwater management and
drainage systems includes a local municipality's network of storm sewers, drainage
swales, municipal drains, retention ponds, and erosion control measures. These
components work together to mitigate flood risks, protect water quality, enhance
resilience, and are important components to the creation of sustainable and resilient
development. Stormwater management and drainage systems in the County shall:
a) be integrated with planning for sewage and water services and ensure that
systems are optimized, retrofitted as appropriate, feasible and financially viable
over their full life cycle;
b) minimize, or, where possible, prevent or reduce increases in stormwater volumes
and contaminant loads;
c) minimize erosion and changes in water balance, and prepare for the impacts of
climate change through the effective management of stormwater, including the
use of green infrastructure;
d) mitigate risks to human health, safety, property and the environment;
e) maximize the extent and function of vegetative and pervious surfaces;
Page 46 of 134
f) promote best practices, including stormwater attenuation and re -use, water
conservation and efficiency, and low impact development; and
g) align with any comprehensive municipal plans for stormwater management that
consider cumulative impacts of stormwater from development on a watershed
scale.
Local municipalities are encouraged to incorporate policies in their official plans that
promote stormwater management best practices, including stormwater attenuation and
re -use, water conservation and efficiency, and low impact development."
• Remove reference to `comprehensive reviews' which are no longer in the PPS:
"12.10 e) delete `comprehensive review study' and replace with `urban boundary
review'."
• Insert a new subsection addressing need for an amendment to the OP for the
reclassification of Tier 11 and II I settlement areas:
"13.## Interpretation, Expanding Servicing to Tier II & III Settlement Areas — Where
full or partial municipal services are established in, or expanded to, a Tier II or III
Settlement Area the following shall apply:
a) Where full services are provided to a Tier I I Settlement Area, the subject
settlement area shall be interpreted as being a Tier I Settlement Area for the
purposes of this Plan; and,
b) Where full or partial services are provided to a Tier III Settlement Area, the
subject settlement area shall be interpreted as being a Tier I or II Settlement
Area, as the case may be, for the purposes of this Plan.
In such cases, no amendment to this Plan shall be required and the County shall update
Schedule `A' through a housekeeping exercise either independently, or as part of a
statutory update to this Plan."
Page 47 of 134
ElginCOUnty'
Report to County Council
From: Carolyn Krahn, Manager of Economic Development, Tourism & Strategic
Initiatives
Date: September 24, 2024
Subject: Participation in the Regional Economic Development through Immigration
(REDI) Pilot
Recommendation(s):
THAT the report titled "Participation in the Regional Economic Development through
Immigration (REDI) Pilot" from the Manager of Economic Development, Tourism &
Strategic Initiatives dated September 24, 2024 be received and filed;
THAT Council supports an application to participate in the Regional Economic
Development through Immigration (REDI) Pilot.
Introduction:
The Ontario Immigrant Nominee Program (OINP) is a key tool for Ontario's economic
immigration strategy, working in collaboration with the federal government. Through the
Employer Job Offer (EJO) streams, the OINP provides opportunities for foreign workers
with job offers to apply for permanent residency in Ontario. The REDI Pilot is a new
initiative under the OINP, set to launch on January 2, 2025, and run for one year. It
builds on the success of the 2020 Regional Pilot and will reserve a portion of
nominations for selected communities facing labour shortages.
Elgin County has been invited to apply for participation in the REDI Pilot. Due to the
urgency of the application deadline, staff submitted an expression of interest,
conditional on Council's approval. As part of our research on the program, County staff
met with representatives from Chatham -Kent, who participated in the 2020 Regional
Pilot. This meeting provided valuable insights into the program's benefits and
challenges, the staff resources required for implementation, and whether they would
recommend participating again.
Chatham -Kent staff reported that their experience was overwhelmingly positive. They
noted that the program helped elevate the municipality's profile, increased interest in the
region as a place to live and work and provided much -needed support to employers
struggling with recruitment. Based on their experience, they strongly encouraged Elgin
Page 48 of 134
County to participate, emphasizing that the benefits outweighed the challenges. They
also shared key lessons, including the need for dedicated staff to manage the influx of
inquiries and support employers throughout the process.
Background and Discussion:
Benefits of the REDI Pilot:
Participation in the REDI Pilot would offer significant advantages for Elgin County:
Addressing Labor Shortages:
• Our recent Business Retention and Expansion (BR+E) survey indicated
that businesses, particularly in the manufacturing sector, need help with
recruitment and retention. Local employers have expressed concern that
new developments, such as the PowerCo gigafactory, will intensify these
challenges.
• The REDI Pilot provides a pathway to recruit skilled immigrants who meet
the needs of local employers. It will help to fill critical positions and
alleviate labour shortages.
2. Economic Growth:
• By attracting and retaining foreign workers through the REDI Pilot, Elgin
County can support the growth of key sectors, such as manufacturing,
agriculture, and construction.
• The pilot offers a structured process to match local job opportunities with
skilled workers, boosting the local economy and stabilizing employment in
our region.
3. Positive Community Impact:
• Chatham-Kent's participation in the original OINP pilot highlighted the
program's benefits, including increased visibility for the region and
enhanced interest from employers and prospective immigrants. Elgin
County could similarly benefit from this enhanced profile as a destination
for skilled workers.
• The St. Thomas Elgin Local Immigration Partnership (STELIP) and local
settlement agencies have expressed strong interest in supporting the pilot,
offering wrap -around services to ensure the successful integration of
newcomers.
Implementation Considerations:
While the REDI Pilot presents a valuable opportunity, participation will require careful
planning and resource allocation:
1. Employer Engagement and Support:
• The County will need to actively promote the program to local employers
and assist them in recruiting and retaining foreign workers. This will
Page 49 of 134
involve significant outreach and ongoing interaction with employers to
ensure their needs are met.
• Employers will require dedicated support throughout the program,
particularly in navigating the immigration process and ensuring
compliance with settlement obligations.
2. Community and Settlement Services:
• A key aspect of the pilot will be working closely with local settlement
service providers, such as YWCA, to ensure that newcomers receive the
support they need for successful integration into the community. This
includes housing, transportation, and access to essential services.
• There are challenges in settling immigrants in rural areas, and
collaboration with community organizations will be essential to address
issues such as housing availability and transportation to employment
sites.
3. Staffing Requirements:
• Chatham-Kent's experience in the previous pilot underscored the need for
dedicated staff resources to manage the program. Hundreds of inquiries
were received from prospective immigrants, and employers required
ongoing assistance throughout the pilot. Chatham -Kent has a dedicated
Community Attraction and Promotion Department, which oversaw the
implementation of the pilot.
• Elgin County will need additional staff to coordinate the program, engage
with employers, support the recruitment process, and work with
community partners to ensure the success of the initiative.
Financial Implications:
The existing staffing complement in Economic Development and Tourism do not have
the capacity to implement the program. It will require recruiting and hiring an additional
staff member to deliver the program. If Council approves participation in the REDI Pilot,
staff will develop a detailed staffing plan to support the program's implementation. This
plan will be included in the business planning and budget process for 2025.
Alianment with Strateaic Priorities:
Page 50 of 134
Serving Elgin
Growing Elgin
Investing in Elgin
® Ensuring alignment of
® Planning for and
❑ Ensuring we have the
current programs and
facilitating commercial,
necessary tools,
services with community
industrial, residential, and
resources, and
need.
agricultural growth.
infrastructure to deliver
programs and services
® Exploring different ways
❑ Fostering a healthy
now and in the future.
of addressing community
environment.
need.
❑ Delivering mandated
® Enhancing quality of
programs and services
® Engaging with our
place.
efficiently and effectively.
community and other
stakeholders.
Local Municipal Partner Impact:
The REDI Pilot will help address workforce recruitment and retention challenges in our
local municipalities by providing employers with access to skilled foreign workers. By
positioning Elgin County and its member municipalities as attractive destinations for
skilled immigrants, the REDI Pilot will elevate the region's profile and support long-term
economic sustainability. Additionally, local municipalities will need to collaborate with
the County to create welcoming communities for newcomers.
Communication Requirements:
Effective communication is crucial for the successful implementation of the REDI Pilot.
We will create a dedicated webpage with information for employers and newcomers,
including the application process, eligibility requirements, and support services. A
dedicated email address will be set up to handle inquiries from employers and
prospective immigrants. We will also organize meetings and workshops to engage local
employers, guiding them through the process and helping them understand their
responsibilities. We will work closely with support agencies to ensure newcomers
receive the resources needed for successful integration. Updates on the program's
progress will be provided to local municipalities to maintain transparency and align
efforts.
Conclusion:
Participation in the REDI Pilot allows Elgin County to address critical labour shortages,
support economic growth, and enhance the region's appeal as a destination for skilled
immigrants. While the program will require additional resources and coordination, the
benefits to our community, employers, and economy make this an initiative worth
pursuing.
Page 51 of 134
All of which is Respectfully Submitted
Carolyn Krahn
Manager of Economic Development,
Tourism, & Strategic Initiatives
Approved for Submission
Blaine Parkin
Chief Administrative Officer/Clerk
Page 52 of 134
Ministry of Labour, Immigration, Training and Skills Development
Regional Economic Development through Immigration (REDI) Pilot
Frequently Asked Questions
Q1: What is the Regional Economic Development through Immigration (REDI)
Pilot?
REDI g Ointairi.: IIIir°sir° �li� !r< Ir,� III irI�Ji�'��� �_IFlirc ,irwn is a regionalization ization initiative from the
(IIIIIII It builds off the OINP's 2020 Regional Pilot that was largely successful in
increasing applications to the program from pilot communities. REDI will set aside
nominations from the OINP's Employer Job Offer streams' nomination spaces for
selected partner communities who have a demonstrated need for regional immigration.
The REDI pilot will:
• Promote the OINP to encourage uptake under the Employer Job Offer streams in
the pilot communities.
• Enable collaboration with regional partners and employers on how best to
leverage the OINP to fill local labour shortages.
• Provide a path to permanent residence for skilled foreign workers with a job offer
who want to live and work in a pilot community.
Q2: How does REDI work with OINP's Employer Job Offer (EJO) streams?
The OINP's EJO streams provide foreign workers with a job offer the opportunity to
apply to permanently live and work in Ontario. They also provide Ontario's employers
an opportunity to recruit and retain foreign workers to help fill their local labour needs.
Applicants to REDI must meet all program criteria of one of the three streams below
and must have a job offer from an employer in one of the REDI pilot communities.
Employers supporting the job offer must also meet certain criteria.
f ei .
Ili g�l�qygj J!ob Offeir lin I[)eir��aind Skills
Like other applicants to the Employer Job Offer streams, REDI applicants will apply to
OINP using its Expression of Interest (EOI) system and may receive an Invitation to
Apply based on eligibility criteria and demand for the pilot.
Q3: How will the REDI pilot help economic growth in the pilot communities?
Communities selected for REDI will have demonstrated that they have labour needs
that cannot be met locally. The pilot aims to help attract and retain foreign workers to
Page 53 of 134
the pilot communities that have the skills and experience needed to fill these labour
shortages and support economic growth by providing them with a pathway to
Permanent Residence (PR) in Ontario.
Q4: What is required of communities to participate in REDI?
Communities who are selected to participate in REDI will have the following roles and
responsibilities:
• Promoting the pilot to employers and building awareness in the community,
including raising employers' awareness of the opportunity;
• Vetting employers based on a number of eligibility criteria, and working closely
with them to support their labour market needs, and ensure they are fulfilling their
settlement obligations related to newcomers and their families;
• Working closely with settlement service providers, employers, and other relevant
community organizations to support candidates' settlement and integration;
• Building and maintaining strong program integrity capacity to detect and deter
fraud; and
• Reporting to MLITSD on the performance of the pilot on a regular basis, including
but not limited to employer engagement, application uptake, newcomer
outcomes, labour market needs, and settlement of newcomers and their families.
Each community will be required to sign a Memorandum of Understanding (MOU) that
outlines the roles and responsibilities of both the community and ministry.
Q5: What supports will the communities have from the OINP?
The OINP will collaborate with the selected communities to:
Provide additional support to find and retain foreign workers by:
o Establishing local working groups from each selected community
o Facilitating outreach activities
o Hosting informational webinars
o Arranging participation in local or industry -specific events
Promote the benefits of settling in one of the REDI communities, and leverage
tools and resources of the program to draw awareness to these communities.
Ensure continuous feedback and evaluation on the pilot's progress and adjust
resources where necessary.
The OINP will not provide funding to the pilot communities nor will participation from the
pilot guarantee funding from government.
K
Page 54 of 134
Q6: Are all communities in Ontario eligible to submit an expression of interest to
participate in the REDI pilot?
No. The OINP has identified specific communities in Ontario that have a demonstrated
need for economic immigration to help fill local labour shortages. The identified
communities are invited to submit an Expression of Interest through this invitation -based
process.
Q7: Will the communities receive grants or funding from the OINP to implement
the REDI?
No. The OINP will not provide the pilot communities with any grants or funding to
implement the REDI pilot. Communities will be expected to use their own resources to
fulfill any obligations of the pilot.
Q8: When will the REDI pilot launch and how long will it run?
The REDI pilot will launch on January 2, 2025 and will run for 1 year.
Q9: How and when will the communities be selected?
Communities will have until September 6, 2024 to complete and submit the
questionnaire. OINP will review the submissions and select the participating
communities by September 30, 2024; successful communities will be notified by email.
Q10: How is the OINP REDI Pilot different from the federal Rural and Community
Immigration Pilot?
The Rural and Community Immigration Pilot (RCIP) is run by the federal government,
and the REDI pilot is run through the province and is part of the Ontario Immigrant
Nominee Program. Under RCIP, applicants must meet both the federal and the
community eligibility requirements.
Under REDI, communities do not have their own eligibility requirements. Rather, the
REDI pilot works within the existing OINP program streams to assess candidates, and
communities are not responsible for endorsing candidates. As part of the pilot, the OINP
will be working with municipalities and community partners to increase awareness of the
program and encourage uptake among local employers.
3
Page 55 of 134
Q11: How does the application process for REDI differ? Will REDI applications be
processed faster?
To qualify for REDI, applicants must meet the requirements of an OINP Employer Job
Offer stream and have a full-time permanent job offer in one of the pilot communities.
The pilot will offer a dedicated intake and processing avenue for applicants applying
under REDI. Processing times for REDI will be in line with processing times under the
OINP's Employer Job Offer streams, which are approximately 90-150 days.
Unique to the REDI pilot, the OINP's Immigration Promotion and Employer Outreach
(IPEO) unit will support communities and its employers. The unit will facilitate marketing
and outreach activities and answer any questions the community may have about the
program.
Q12: Where can I direct my question regarding the REDI pilot?
You may email the program at c)ir°s_tair.li_p.:ir-�c)ir_°yiliir,�e__e�� c)-ir,�tair�il-c),c .or call Monday to Friday
from 9 a.m. to 5 p.m. at: _
Tel: 416-327-0374
Toll -free: 1-866-214-6820 (toll -free within North America only)
TTY: 416-325-0866
Toll -free TTY: 1-866-853-2137
C!
Page 56 of 134
ElginCOUnty'
Report to County Council
From: Carolyn Krahn, Manager of Economic Development, Tourism & Strategic
Initiatives
Jennifer Ford, Director of Financial Services/Treasurer
Nicholas Loeb, Director of Legal Services
Date: September 24, 2024
Subject: Community Safety and Policing Act — OPP Detachment Board Transition
Recommendation(s):
THAT the report titled "Community Safety and Policing Act — OPP Detachment Board
Transition" from the Manager of Economic Development, Tourism & Strategic Initiatives
dated September 24, 2024 be received and filed.
THAT Council direct staff to assist the Elgin OPP Detachment Board in holding its
inaugural meeting;
THAT Council direct staff to identify to the Elgin OPP Detachment Board that the
County is prepared to provide ongoing administrative assistance to the Board and, if the
offer is accepted by the Board, to negotiate terms and conditions for such assistance to
be presented for Council's consideration at a later date.
Introduction:
In March 2019, the Government of Ontario passed the Community Safety and Policing
Act, 2019 (CSPA), as part of the Comprehensive Ontario Police Services Act, 2019.
The CSPA came into effect on April 1, 2024, and replaced the former Police Services
Act, 1990. The new legislation creates a new framework for Ontario Provincial Police
Service Boards that significantly alters the relationship between the Board, the County
and participating Local Municipalities. Specifically, the new legislation ended the Elgin
Group Police Services Board that was enacted under the prior legislation and created a
new OPP Detachment Board pursuant to the new legislation.
Page 57 of 134
Background and Discussion:
In 2000, the following municipalities in the County agreed to a single, unified contract
with the OPP:
• Municipality of Bayham
• Township of Malahide
• Municipality of Central Elgin
• Township of Southwold
• Municipality of Dutton Dunwich
• Municipality of West Elgin
The six participating municipalities also agreed by resolution to establish a Police
Services Board (PSB). They authorized the County to collect the Board's operating
expenses and all local policing costs through a special upper -tier levy. The local
treasurers later suggested that a levy for policing was not necessary and that an invoice
from the County would suffice. Since the Board's establishment, the Elgin County
Finance Department has administered the billing and made payment for police services
in the County. Quarterly, the County invoiced each local municipality for its share.
Each of the six participating municipalities also passed a by-law establishing a five -
member joint Elgin Group Police Services Board. The inaugural police services board
meeting was held on March 31, 2001. County Council agreed by resolution to provide
administrative advice and assistance to the PSB during its formative stages. This
assistance included policy advice from the CAO, secretarial assistance from the Deputy
Clerk and financial services from the Director of Financial Services. The County
absorbed these costs. Although the Town of Aylmer contributed to these costs through
the County levy, they did not participate in the PSB. As a result, the PSB reimbursed the
County a nominal fee for its services. Each year, the PSB budget allocated $1,200 as
an honorarium for the Secretary/Administrator. County staff (the Chief Administrative
Officer and later the Manager of Economic Development, Tourism & Strategic
Initiatives) have acted as the Secretary/Administrator for the Elgin Group PSB since
2001. In addition to financial administration, County staff have performed the following
duties to support the Board: agenda preparation, minute taking, correspondence, report
writing, IT support, conference registrations, grant administration, and payment for a
separate policy of insurance coverage. The honorarium provided to the County does not
equal the in -kind support provided by the County.
Before the enactment of the CSPA, the board comprised five members, including three
municipal appointees (two elected officials and one community representative) and two
provincial appointees. Under the new legislation, the board composition remains the
same. Currently appointed to the board are Dominique Giguere (representing Bayham
and Malahide), Andrew Sloan (representing Central Elgin), and Ida McCallum
(representing Southwold, Dutton Dunwich, and West Elgin). The two provincial
appointments are vacant. The term of the Board Members runs concurrent with the term
of the Council, except for the Provincial Appointees, whose terms of office are set out by
the Minister of the Solicitor General.
Page 58 of 134
Roles and Responsibilities of the Board under the Community Safety and Policing Act,
2019
Under the Police Services Act, the Board was considered a "Section 10 Board," which
referred to Police Services Boards with municipal agreements for the provision of police
services by the OPP. Under the CSPA, the legislation clarifies the difference between a
Municipal Board and an OPP Detachment Board. Municipalities that have their own
police services have Municipal Police Services Boards. Municipalities that have OPP
policing have OPP Detachment Boards. The primary function of OPP Detachment
Boards is to serve as the conduit for the OPP to receive civilian input into policing
delivered by the OPP in their detachment area. Most of the provisions under the CSPA
apply to OPP Detachment Boards. However, OPP Detachment Boards also have their
own section of the Act that details their responsibilities explicitly. The CSPA sets out the
duties of an OPP Detachment Board under Section 68(1). Those responsibilities state
that the Board shall:
a. consult with the Commissioner regarding the selection of a detachment
commander and otherwise participate, in accordance with the regulations made
by the Minister, in the selection of the detachment commander;
b. determine objectives and priorities for the detachment, not inconsistent with the
strategic plan prepared by the Minister, after consultation with the detachment
commander or his or her designate;
c. advise the detachment commander with respect to policing provided by the
detachment;
d. monitor the performance of the detachment commander;
e. review the reports from the detachment commander regarding policing provided
by the detachment; and
f. on or before June 30 in each year, provide an annual report to the municipalities
and band councils regarding the policing provided by the detachment in their
municipalities or First Nation reserves.
OPP Detachment Boards are an independent and separate legal entity from municipal
Councils. Section 67(5) of the Act states that Detachment Boards are not liable for the
actions committed by OPP staff during their employment. The Board Members are
required to comply with the Act and its' applicable regulations in the course of their
duties, and Section 48(2) of the Act states that they are protected from personal liability
when acting in good faith in accordance with their duties and responsibilities. Under the
Act, the Board has a clearly defined arms -length relationship with Council, which is also
reflected in the Board's reporting and budgeting requirements to Council. The Board
now receives authorization not through a by-law, but its authority is derived through the
CSPA. It is not a local municipal board or joint municipal board. It is a Provincially
enacted board.
Under the PSA, the Elgin Group PSB applied to provincial policing grants to fund
initiatives implemented by the Elgin County OPP Detachment, including
• Reduce Impaired Driving Everywhere (RIDE) Grant,
• Court Security and Prisoner Transportation Program,
Page 59 of 134
• Community Safety and Policing Grant,
• Mobile Crisis Response Team (MCRT) Enhancement Grant, and
• Bail Compliance and Warrant Apprehension (BCWA) Grant.
County staff worked with the Detachment Commander to complete the application, and
County staff submitted the application through the County's TPON account. The County
Finance Department administered the grant funds, ensuring that the funds were
allocated to each participating municipality as appropriate. County staff also submitted
interim and final reports through the County's TPON account as required.
Under the CSPA, the OPP Detachment Board can no longer apply to these policing
grants. The OPP Detachment also cannot apply to these grants. Municipalities are the
only organizations that can apply for the policing funding to support these programs in
their communities. While the County previously administered the OPP billing and grants
(i.e. paying the policing invoice, receiving and reconciling the grant funding and then
billing the local municipalities), the Ministry began billing each participating municipality
directly following the transition to the CSPA on April 1. Because the Elgin Group Police
Services Board ceased to exist on April 1 st, the grant agreements with that entity
became void. If participating municipalities would like to continue to receive policing
grants to offset the cost of policing in their communities, they must appoint a lead
municipality to continue administering the grants.
This situation has already affected one grant. Before the dissolution of the Elgin Group
PSB, the PSB received a three-year grant for Bail Compliance and Warrant
Apprehension. The County administered the first year of the grant for the PSB. With the
dissolution of the PSB, the lead municipality would also have to take on the
administration of this grant so that the OPP can continue their bail compliance program
locally. At this time the Province is preparing new grant agreements for the remaining
two years of the grant. The new agreement will need to be entered into by a municipality
who will then have to administer the grant within the terms and conditions of the
contract.
Board Function and Oversight
Like the former municipal boards, the new OPP Detachment Boards are still required to
maintain Local Action Plans and Community Safety and Well-being Plans. The Ministry
of the Solicitor General sets the OPP's Strategic Plan, which the OPP Commissioner
implements. OPP Detachment Boards may create additional local policies and board
by-laws, but they must be consistent with the Minister's Strategic Plan. A significant
change resulting from the CSPA is the creation of the position of Inspector General,
whose mandate under Section 102(4) of the Act is to:
a. monitor and conduct inspections of police service boards, O.P.P. detachment
boards, First Nation O.P.P. boards, chiefs of police, special constable employers,
police services, and prescribed policing providers to ensure that they comply with
this Act and the regulations;
b. consult with and advise police service boards, O.P.P. detachment boards, First
Nation O.P.P. boards, chiefs of police, special constable employers, police
Page 60 of 134
services, prescribed policing providers and prescribed entities regarding
compliance with this Act and the regulations;
c. monitor and conduct inspections of members of police service boards, O.P.P.
detachment boards and First Nation O.P.P. boards to ensure that they do not
commit misconduct;
d. develop, maintain and manage records and conduct research and analyses
regarding compliance with this Act and the regulations;
e. deal with complaints under sections 106 and 107 and with disclosures of
misconduct under section 185;
f. submit an annual report to the Minister; and
g. perform such other duties as are assigned to him or her by or under this or any
other Act, including any prescribed duties.
If there is a breach by one of the Board Members under O.Reg. 409/23 "Code of
Conduct for O.P.P. Detachment Board Members," the CSPA sets out the process for
the Inspector General to impose restrictions or measures on the Board Member.
Establishing the OPP Detachment Board — Steps Taken to Date
Prior to the transition to the CSPA on April 1, 2024, County staff met with the Chief
Administrative Officers for the Local Municipalities to discuss requirements for the new
OPP Detachment Board. As a result, each of the participating Local Municipalities has
appointed a representative to the OPP Detachment Board:
Municipality of Bayham and Township of Malahide: Dominique Giguere
Municipality of Central Elgin: Andrew Sloan
Township of Southwold, Municipality of Dutton Dunwich, Municipality of West
Elgin: Ida McCallum
The six participating municipalities have also supported board remuneration at $1,500
per year for members and $2,000 per year for the Chair.
Board Members are required to complete mandatory Ministry -issued training relating to
their roles and responsibilities under the Act. In addition, all Board Members are
required to complete Police Record Checks before a meeting of the Board can take
place. All appointed Board Members have completed these steps.
Next Steps
Originally, the Local Municipalities agreed to wait to schedule the first OPP Detachment
Board meeting until the two provincial appointees were named. Staff recently learned
from the Ministry that the appointment process will most likely not be complete before
the end of the year and were advised that the OPP Detachment Board must meet
before the end of the year to fulfill their obligations under the CSPA. The OPP
Detachment Board meets quorum without the two provincial appointees, and County
staff can help coordinate the first meeting of the Detachment Board.
Page 61 of 134
At their first meeting, the Board will need to make many important decisions about their
budget and administration.
Budget
The OPP Detachment Board needs to prepare cost estimates for operational expenses
and share them with the municipalities served by the detachment. Each municipality
must contribute their share of the costs as per the estimates. In case of a dispute, a
municipality can request arbitration in writing. They have this option individually — it does
not require consensus by all municipalities.
Administration
The Detachment Board must hold at least four meetings per year. A majority of the
members forms a quorum, and meetings are generally open to the public. All decisions
and proceedings must be recorded. Notice of public meetings must be published on the
Internet at least seven days beforehand, unless in exceptional circumstances. The first
meeting should involve appointing an administrator responsible for various tasks
including scheduling meetings, managing communication, and administering freedom of
information requests. Additionally, the board will require expertise in financial
management and legal matters at the first few meetings.
Establishing the Board
The board will need additional guidance and expertise to develop by-laws and policies,
including terms of reference, procedural by-laws, travel, conference attendance and
expense policies, donation policies, procurement policies, and complaints policies.
Provincial Regulation has already established the Code of Conduct.
The board will also need guidance in establishing their budget estimate. Some
considerations include administrator compensation (hours will depend on factors such
as the number of meetings per year, zone meetings, and conference attendance),
mileage, insurance, information technology (computers, cell phones, email addresses,
website, expertise etc.), document storage, training costs, member attendance at
conferences and zone meetings, webinars, travel costs, meals, accommodations, costs
to create a local action plan (e.g., renting a community center to hold a public
consultation), costs to develop an annual report for municipalities, office and general
supplies, consulting costs/subject matter expertise (legal, financial, policy updates), and
meeting space.
Financial Implications:
Other OPP Detachment Boards in Ontario have chosen a lead municipality to support
the Board with administration and finances. In some cases, the largest lower -tier
municipality has assumed that role. In others, the upper -tier municipality has assumed
that role. Based on our conversations with staff at the Local Municipalities, they would
prefer the County to take the lead on supporting the Detachment Board. While the OPP
Detachment Board must decide on how it will organize itself, they will rely on advice
Page 62 of 134
from staff. In advance of the first meeting, County staff are seeking direction from
County Council on whether the County is prepared to take on the administration of the
Board. If it is the desire of the OPP Detachment Board, Local Councils, and County
Council that this should be the case, staff advise that the County would enter into
negotiations to form an agreement with the Detachment Board to confirm the terms of
the arrangement. The Agreement would be brought back before Council for
authorization. If Council is not prepared for the County to take on administration of the
Board, then the County will communicate this to the both the Local Municipal Partners
and the Detachment Board at its first meeting so that alternative arrangements can be
made.
In addition to the administration of the Board, a lead municipality for grant administration
must be appointed. Since grant administration is separate from the administration of the
Detachment Board, the lead municipality for the grants does not also have to be the
lead municipality for the administration of the Board, although the same municipality can
support both functions.
Alignment with Strategic Priorities:
Serving Elgin
Growing Elgin
Investing in Elgin
❑ Ensuring alignment of
❑ Planning for and
❑ Ensuring we have the
current programs and
facilitating commercial,
necessary tools,
services with community
industrial, residential, and
resources, and
need.
agricultural growth.
infrastructure to deliver
programs and services
❑ Exploring different ways
❑ Fostering a healthy
now and in the future.
of addressing community
environment.
need.
® Delivering mandated
❑ Enhancing quality of
programs and services
❑ Engaging with our
place.
efficiently and effectively.
community and other
stakeholders.
Local Municipal Partner Impact:
The six local participating municipalities are responsible for paying the costs of the OPP
Detachment Board, which is responsible for presenting an annual report to each of the
participating municipalities on OPP activities. The OPP Detachment Board provides the
participating municipalities with an opportunity to give feedback on policing in their
communities.
Communication Requirements:
County staff have provided regular updates to the local CAOs throughout the process
and will continue to update the local municipalities on the transition until the Board is
Page 63 of 134
established. A copy of this report and Council's decision will be shared with the local
municipalities and OPP Detachment Board members.
Conclusion:
Established by the CSPA, the Elgin OPP Detachment Board must meet at least four
times per year. The Elgin OPP Detachment Board has not met since the legislation
came into effect on April 1, 2024. The Inspectorate of Policing has advised that the
Detachment Board must meet this year and that it is not likely that the Provincial
appointees will be named before the end of the year. When the Detachment Board
meets, they must make decisions regarding the Board's administration. If the OPP
Detachment Board, Local Councils, and County Council want the County to take on the
administration of the Board, we will enter into negotiations to form an agreement. The
Agreement will then be brought back before Council for authorization. If Council is not
prepared for the County to take on the administration of the Board, we will communicate
this to the Local Municipal Partners and the Detachment Board at the first meeting so
that alternative arrangements can be made.
All of which is Respectfully Submitted
Jennifer Ford
Director of Financial Services
Nicholas Loeb
Director of Legal Services
Carolyn Krahn
Manager of Economic Development,
Tourism & Strategic Initiatives
Approved for Submission
Blaine Parkin
Chief Administrative Officer/Clerk
Page 64 of 134
ElginCOUnty'
Report to County Council
From: Mike Hoogstra, Manager of Procurement & Risk
Jennifer Ford, Director of Financial Services / Treasurer
Date: September 24, 2024
Subject: Ambulance Vehicle Replacements for 2025 and 2026 — Sole Source
Recommendation(s):
THAT report titled "Ambulance Vehicle Replacements for 2025 and 2026 — Sole
Source" from the Manager of Procurement & Risk and the Director of Financial
Services/Treasurer be received and filed; and
THAT the Manager of Procurement & Risk be authorized to issue a purchase order to
Crestline Coach Ltd., for two ambulances, at the estimated price of $478,046, plus
applicable taxes, to be included in the 2025 Capital Budget; and
THAT the Manager of Procurement & Risk be authorized to issue a purchase order to
Stryker Canada., for two Stryker power load systems, two power -pro stretchers and two
stair chairs to be purchased in 2025, at the estimated price of $152,890, plus applicable
taxes, to be included in the 2025 Capital Budget; and
THAT staff be authorized to purchase two ambulances from Crestline Coach Ltd. and
associated power -load equipment from Stryker Canada to be included in the 2026
capital budget; and
THAT staff determine the number of ambulances to be declared surplus in 2025 and
2026, once operational needs are identified, and that disposal be done in accordance
with the Asset Disposal Policy.
Introduction:
The County of Elgin currently has an ambulance fleet consisting of twelve (12) frontline
Type III ambulances and two (2) emergency response vehicles. This report will
concentrate on the ambulance fleet replacements scheduled for 2025 and 2026.
Due to ongoing supply -chain issues and limited ambulance vendors, Elgin County
continues to experience delays from the time an order is placed to the time an order is
delivered. These delays have an impact on the frequency of maintenance of vehicles in
Page 65 of 134
our operational fleet. Crestline is now requiring that municipalities confirm their orders
well in advance, so the municipality does not lose its place in line for Crestline's annual
production allotment.
Background and Discussion:
Ambulance Fleet Realacements — Sole Source (2025 and 2026
County Council previously awarded contracts to Crestline to supply ambulances for the
period of 2014-2017 and again from 2018-2020 using a competitive RFP process. During
the last RFP process, only one proposal was received from Crestline. In 2021, Council
approved a sole source request from staff, based on the same reasons indicated in this
report, to purchase ambulances in 2021-2022. A second sole -source request was
approved on September 15, 2023, for ambulances purchased in 2023 and 2024.
In Ontario, the Emergency Health Regulatory and Accountability Branch of the Ministry
of Health regulates ambulance vehicle use to specific standards and requires that
manufacturers be certified. At the present time there are only two (2) manufacturers
certified for Type III ambulances, Crestline Coach and Demers Ambulance. In late
2018, Demers Ambulances acquired Crestline Coach and this acquisition resulted in
only one company certified to provide Type III ambulances in Ontario.
Given the reasons noted above, staff are recommending that the County sole source
the supply of ambulances to Crestline again for 2025 and 2026. The County's
Purchasing Policy allows for sole sourcing when the goods/services are available from
only one supplier by reason of a statutory or market -based monopoly (section 4.7b).
Recently, Crestline has advised that customers are now required to purchase all Stryker
equipment directly from the manufacturer. In the past all Stryker equipment was
included in the Crestline quote. Given this change, staff are also recommending that
the County sole source the supply of power load systems, stretchers and stair chairs to
Styker Canada for 2025 and 2026.
Ambulance 24-1043 —Accident
In addition to the delivery delays, one of the County's newest ambulances (24-1043)
was involved in an accident on August 4, 2024, resulting in significant damage. The
ambulance is no longer in service and the County and Medavie recently received notice
from the Insurer that the ambulance is a total loss and will need to be replaced. The
insurance report indicating the replacement vehicle cost has not yet been received.
Having this ambulance out of service will put further strain on the current fleet, and staff
are working with Medavie to investigate options to support the fleet while new
ambulances are in production.
Page 66 of 134
Financial Implications:
Pricing for ambulance vehicles and equipment continues to increase above the current
rate of inflation. In addition, the federal government intends to apply a 25 per cent
surtax on imports of steel and aluminum products from China, effective October 15,
2024, which will create further pricing issues.
Current estimated pricing received for the 2025 purchase is detailed below:
Qty
Description
Unit Price
Extended Price
2
GM Gas V8, G3500 FleetMax 2.0
Type III Ambulance
$239,0231
$478,046
2
Stryker Power Load System and Power-
Pro XT Cot (Stretcher) 2
$70,807
$141,614
2
Stryker Stair Chair 3
$5,638
$11,276
Sub -Total:
$630,936
Net HST (1.76%):
$11,105
Total Cost:
$642,041
There is currently no budget approved for the 2025 purchase. The County is required to
pay a 30% deposit for the ambulances in 2024 and the remainder will be paid when the
ambulances are delivered. The Director of Financial Services has recommended that
the deposit for this purchase be taken from the existing ambulance capital project.
The total estimated cost for two new complete ambulances is $642,041. It is expected
that insurance will offset costs related to the replacement ambulance for 24-1043.
For Council's information, the 2025 ambulance cost is approximately six percent higher
than the 2024 purchase.
This price may fluctuate at time of ordering due to expected steel and aluminum tariffs.
2 The Stryker Power Load and Stretcher are purchased directly from the manufacturer, installed by
Crestline and delivered complete.
3 The Stryker Stair Chair is purchased directly from the manufacturer, installed by Crestline and delivered
complete.
Page 67 of 134
The new ambulances are tentatively scheduled for delivery in March 2026.
Alignment with Strategic Priorities:
Serving Elgin
Growing Elgin
Investing in Elgin
® Ensuring alignment of
❑ Planning for and
® Ensuring we have the
current programs and
facilitating commercial,
necessary tools,
services with community
industrial, residential, and
resources, and
need.
agricultural growth.
infrastructure to deliver
programs and services
❑ Exploring different ways
❑ Fostering a healthy
now and in the future.
of addressing community
environment.
need.
® Delivering mandated
® Enhancing quality of
programs and services
❑ Engaging with our
place.
efficiently and effectively.
community and other
stakeholders.
Local Municipal Partner Impact:
No Local Municipal Partner impact.
Communication Requirements:
No communication requirements.
Conclusion:
The purchase of two (2) ambulances per year ensures that the fleet is refreshed every
six (6) years. Given the market conditions in the Ontario ambulance industry, it is
recommended that the purchase of ambulances for 2025 and 2026 be sole sourced to
Crestline and the purchase of Stryker equipment for 2025 and 2026 be sole sourced to
Stryker Canada. All ambulance vehicles purchased will meet the needs for Elgin -St.
Thomas EMS and will be identical to the new ambulances received in June 2024.
All of which is Respectfully Submitted
Mike Hoogstra
Manager of Procurement & Risk
Jennifer Ford
Director of Financial Services / Treasurer
Approved for Submission
Blaine Parkin
Chief Administrative Officer/Clerk
Page 68 of 134
ElginCOUnty'
Report to County Council
From: Jennifer Ford, Director of Finance/Treasurer
Date: September 24, 2024
Subject: 2024 Quarter 2 Financial Review
Recommendation(s):
THAT the report titled "2024 Quarter 2 Financial Review" from the Director of
Finance/Treasurer dated September 24, 2024 be received and filed.
Introduction:
Council has approved the 2024 capital budget and a corresponding staff operational
budget plan that aligns with Council's strategic priorities for the 2024 Budget year. This
report serves to provide information related to the performance of Budget to Actual up to
the end of June 2024.
Background and Discussion:
The year-to-date comparison of Budget to Actual shows favourable performance at the
end of Quarter 2 in the amount of $732,733.
The chart below shows a summary of costs and confirmed surplus or deficit from each
department.
The budget and actuals displayed include performance both on the operating and
capital sides of the budget.
The performance is additionally shown as a percentage of budget to easily identify
significant variances. Where the percentage of variance is plus or minus 10% of budget,
a brief explanation has been provided to outline the reason for the positive or negative
performance to budget.
Appendix A includes an outline of each department budget in more detail to supplement
this report.
Note: Funding received by the County, that is unspent at year end, must either be
carried forward to spend in the next fiscal year or returned to the appropriate Ministry
funding partner.
Page 69 of 134
Financial Implications:
County of Elgin
Performance Report for June 30, 2024
Year -To -Date
Variance %
BudgetYTD
Actual YTD
Perf YTD
0) Corporate Activities
(24,765,832)
(24,765,832)
(0)
0%
1) Warden And Council
CouncH
177,755
175,401
2,355
1%
Warden
55,068
54,264
804
1%
2) Administrative Services/Ag/PSB
Adm,Wstraflve Serviices
561,756
541,597
20,159
4%
Agdcullture
25,041
25,119
(78)
0%
Pohce Ser0ces Board
7,320
(67,018)
74,338
1016%
3) Financial Services
421,963
420,679
1,284
0%
4) Human Resources
399,730
341,451
58,279
15%
5) Administrative Building
657,723
687,775
30,052)
-5%
6) Corporate Services
735,056
764,168
29,112)
-4%
7) E'ngi neeri ng Se rvices
2,190,797
2,164,996
25,801
1%
8) Homes ForSeniors Services
Ad ullt Day
(258,869)
(237,234)
21,635)
8%
BobierVilla
Ad ullt Day
21,083
20,992
91
0%
BuHfflng & Property
305,743
300,685
5,058
2%
Uetary
335,251
352,618
17,366)
-5%
Gene rall & Admii n
(860,990)
(896,856)
35,866
-4%
Housekeeping
154,218
146,254
7,964
5%
Laundry
92,222
100,935
(8,713)
-9%
N ursi ng & Personal) Care
(5,329)
(126,340)
121,011
-2271%
Program & Support
8,570
11,803
(3,232)
-38%
Elgin Manor
BuHfflng & Property
271,586
238,602
32,994
12%
DNetary
435,132
427,966
7,166
2%
Gene rall & Admii n
(1,385,143)
(1,410,169)
25,026
-2%
Housekeeping
269,487
270,683
(1,196)
0%
Laundry
103,944
101,922
2,022
2%
Nurs'ng & Personal) Care
194,470
88,905
95,565
52%
Program & Support
(17,132)
(13,315)
(3,817)
22%
Terrace Lodge
Ad ullt Day
150,727
149,880
847
1%
BuHfflng & Property
2,306,336
2,301,411
4,925
0%
DNetary
564,098
605,365
41,267)
-7%
Gene rall & Admii n
(1,317,985)
(1,275,733)
42,252)
3%
Housekeeping
281,606
288,455
(6,849)
-2%
Laundry
103,306
105,566
(2,260)
-2%
N urs' ng & Personal) Care
331,142
190,082
141,060
43%
Program & Supp ort
11,156
6,919
4,237
38%
9) Museum/Archives
ArchNes
117,422
115,149
2,273
2%
Museum
171,410
173,028
(1,618)
-1%
10) Library Services
1,592,832
1,573,497
19,335
1%
11) Information Technology
812,975
760,216
52,759
6%
12) Provincial Offenses & Collectio
(49,335)
(38,570)
10,765)
22%
13) Ambulance& Emergency Services
AmbUllance
2,054,660
2,052,017
2,643
0%
Emergency Measures
233,685
94,395
149,290
64%
14) Economic Development& Tourism
EconornicDevellopment
390,315
380,348
9,968
3%
Land MvWon
(4,101)
(17,146)
13,045
-318%
Nannung
14
52,922
36,792
41%
Grand Total
P�Q%:%.Pf 1 t-12,772,Ug)
732,733
Explanation of Variances (+/-10%):
Police Services Board — Provincial Grants are being held by the County as Police
Board authorizations are being established and clarified. These funds will either be
spent by Police Services or returned to the Ministry. We hope to have further clarity on
this before year end.
Human Resources — Savings in Wages due to Vacancy Position
Homes (All):
Nursing & Personal Care:
• Positive Performance in Revenue and Wages
• Actual per diem rate received is slightly higher than conservatively budgeted
• Provincial target rate of 3.7hours of care as of April 2024 met with budget set to
incrementally increase in latter periods to meet the required Provincial target of
4hrs of care by March 2025
• Performance is not expected to continue as we near year end
• The outstanding final result of union arbitration awards are still pending and may
have additional affect on this department once known.
Program & Support:
• Negative Performance in Hairdressing Recoveries
• Positive Performance in Wages due to periods of vacancy
Elgin Manor Building & Property:
• Savings in wages due to vacancy and savings in Purchased Services at end of
Q2
Provincial Offenses and Collections departments are combined:
• Revenue is lower than budgeted (-112K) with some offset savings in:
Wages/Benefits (+8k)
Legal (+51 k)
Purchased Services (+35k)
Misc (+5k)
Emergency Measures:
• Legacy Oil and Gas Well Grant revenue was received with outstanding
applicable offsetting costs in progress
• This grant will be completed by year end and performance will be removed or
returned to the Ministry.
Land Division: Savings in Wages due to position vacancy shared with Planning
Page 71 of 134
Planning: Savings in Wages due to position vacancy shared with Land Division
Alignment with Strategic Priorities:
Serving Elgin
Growing Elgin
Investing in Elgin
® Ensuring alignment of
® Planning for and
® Ensuring we have the
current programs and
facilitating commercial,
necessary tools,
services with community
industrial, residential, and
resources, and
need.
agricultural growth.
infrastructure to deliver
programs and services
® Exploring different ways
® Fostering a healthy
now and in the future.
of addressing community
environment.
need.
® Delivering mandated
® Enhancing quality of
programs and services
® Engaging with our
place.
efficiently and effectively.
community and other
stakeholders.
Local Municipal Partner Impact:
Local Municipal Partners payments for Provincial Offences will continue to occur at year
end as per the request received in 2023 from the Treasurers Group.
Communication Reauirements:
None.
Conclusion:
The positive performance outlined at the end of Q2 conservatively identifies areas
where we will expect further spending on grant funds in our possession as well as areas
where positive performance was derived from vacancies or savings.
All of which is Respectfully Submitted Approved for Submission
Jennifer Ford Blaine Parkin
Director of Finance/Treasurer Chief Administrative Officer/Clerk
Page 72 of 134
Performance Report for June 2024 for 200 - Administrative Building
As at June 30, 2024
OpCap
(Multiple Items)
YTD
June 2024
YTD Budget
YTD Actual
YTD Perf
MTD Budget
MTD Actual
MTD Perf
1) Revenue
4330 Rental Revenue
(378,211)
(371,051)
(7,160)
(189,106)
(171,726)
(17,380)
4350 Recoveries
(1,496)
(1,496)
(0)
1) Revenue Total
......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
(379,707)
(372,547)
(7,160)
(189,106)
(171,726)
(17,380)
2) Wages
5300 Wages
102,260
117,706
(15,446)
15,728
18,198
(2,470)
5310 Vacation Pay
5,856
(5,856)
1,756
(1,756)
5370 Sick/Bereavement
......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
2,013
(2,013)
2) Wages Total
......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
102,260
125,575
(23,315)
15,728
19,954
(4,226)
3) Benefits
5400 Benefits
48,515
32,621
15,894
8,069
5,104
2,965
5490 Benefits - Manulife
......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
15,894
(15,894)
2,965
(2,965)
3) Benefits Total
......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
48,515
48,515
8,069
8,069
(0)
4) Operating Costs
5500 Mileage
852
(852)
395
(395)
5505 Travel- Other
500
500
100
100
5510 Development
3,500
2,525
975
700
700
5850 Purchased Services
165,426
165,426
0
43,729
43,729
0
5880 Equipment
200
(200)
5920 Repairs/Maintenance
677
677
-
5940 Utilities
94,652
94,652
(0)
13,041
13,041
-
5950 Property Taxes
18,286
18,286
-
5960 Project Costs
26602303 Painting
570
570
-
26602402 Miscellaneous Professional Fees
316
316
-
26602403 Painting
621
621
-
6090 Miscellaneous
298
298
-
30
30
-
......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
4) Operating Costs Total
284,846
284,423
423
57,601
57,196
405
......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
5) Capital WIP
1800 Capital Assets - Work in Progress
26602011 Elevator
422,056
422,056
0
81,476
81,476
26602210 Carpeting
70,917
70,917
2,390
2,390
26602305 Asbestos Removal
3,562
3,562
26602306 Mechanical Systems Upgrades
2,673
2,673
26602404 Interior Renovations
92,798
92,798
26602406 POA Insulation
5,421
5,421
...5.....26602408 Parking Lot Pavement Markings
..W'.P..Tota'......................................................................................................................................................601..809..................................601..809............................................................0.....................................88..248.......................................88...248....................................................._.........
4,383
4,383
4,383
4,383
Capital
Grand Total
657,723
687,775
(30,052)
(19,460)
1,741
(21,201)
Page 73 of 134
Performance Report for June 2024 for 130 - Administrative Services
As at June 30, 2024
OpCap
1) Net Income
YTD
June 2024
YTD Budget
YTD Actual
YTD Perf
MTD Budget
MTD Actual
MTD Perf
1) Revenue
4350 Recoveries
(147,798)
(147,798)
(0)
(147,798)
(147,798)
(0)
4360 Project Revenue
(0)
(0)
(0)
(0)
1) Revenue Total .... .... ....
..2)
....
(147,798)
.... ....
(147,798)
.... ....
.... (0)
(147,798)
.... ....
(147,798)
.... ....
(0)
.... ....
Wages
5300 Wages
517,014
467,723
49,291
80,520
70,961
9,560
5310 Vacation Pay
23,830
(23,830)
9,121
(9,121)
5330 Vacation Pay
1,440
(1,440)
203
(203)
5370 Sick/Bereavement
3,443
(3,443)
368
(368)
2) Wages Total
517,014
496,437
20,578
80,520
80,653
(133)
3) Benefits
5400 Benefits
178,184
123,026
55,159
24,316
14,010
10,306
5460 Benefits Subsidized
13,153
(13,153)
2,192
(2,192)
5490 Benefits - Manulife
42,006
(42,006)
8,114
(8,114)
3) Benefits Total
178,184
178,184
24,316
24,316
4) Operating Costs
5500 Mileage
1,153
1,153
5505 Travel - Other
2,885
4,704
(1,819)
58
58
5510 Development
5,132
5,124
8
92
92
5610 Memberships
811
811
-
5620 Subscriptions
2,743
2,584
159
516
516
-
5630 Office Supplies
(250)
250
5640 Photocopy
383
383
159
159
5760 Meals/Refreshments
1,250
1,250
208
208
5880 Equipment
383
(383)
178
(178)
5960 Project Costs
0
0
0
0
6090 Miscellaneous
267
(267)
46
(46)
4) Operating Costs Total
14,355
14,774
(419)
1,032
889
144
Grand Total
561,756
541,597
20,159
(41,929)
(41,940)
11
Page 74 of 134
Performance Report for June 2024 for 480 - Adult Day
As at June 30, 2024
OpCap
All
YTD
YTD Budget
YTD Actual
YTD Perf
MTD Bud€
1) Revenue
4200 Province of Ontario
(261,089(„261,089,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,(93
1) Revenue Total
(261,089)
(261,089)
(93,
4) Operating Costs
5850 Purchased Services
�4.....0Perat.....�.n.......g �..............................................................................................................................................2�.......................................z3,8�....................................2.1...63�5.....................................2.1.
2,22023,855�21,635,,,,(2'1,
Costs Total
..................................................................................................•258,869)....................237,234j......................21,635)................(..115,
20 2,
55
( )
( ,
GrandTotal
June 2024
MTD Actual MTD Perf
(93,660) -
................................................................................................................
(93,660) -
Page 75 of 134
OpCap
4) Operating Costs
5850 Purchased Services
4) Operating Costs Total
Grand Total
Performance Report for June 2024 for 230 - Agriculture
As at June 30, 2024
All
YTD
June 2024
YTD Budget
YTD Actual
YTD Perf
MTD Budget
MTD Actual
MTD Perf
25,041,
25,119....,
(78)
.... 5,008
12,598
(7,590),,,,,
25,041.
25,119
11
(78)..
5,008
12,598
(7,590)...
25,041
25,119
( 78)
5,008
12,598
( 7,5900
Page 76 of 134
OpCap
Performance Report for June 2024 for 270 - Ambulance
As at June 30, 2024
All
YTD June 2024
YTD Budget YTD Actual YTD Perf MTD Budget MTD Actual MTD Perf
( 2,957,537) ( 2,957,537) (492,920) (492,920)
(486,950) (486,950)
( 1,494,347) ( 1,494,347) (247,386) (247,386)
21,969 21,093 876 1 3,442 3,439 4
21,969 21,093 876 3,442 3,439 4
4,884
3,117
1,767
964
471
493
4,884
3,117
1,767
964
471
493
6,365,988
6,365,988
(0)
1,059,020
1,059,020
-
Term C
368,067
368,067
0
6,734,055
6,734,055
0
1,059,020
1,059,020
74,189
74,189
(0)
74,189
70,043
4,146
158,397
158,397
(0)
232,586
232,586
(0)
74,189
70,043,,,,,,.,
4,146
2.054.660
2.052.017
2.642
397.309
392.667
4.642
Page 77 of 134
Performance Report for June 2024 for 185 - Archives
As at June 30, 2024
OpCap
All
YTD
June 2024
YTD Budget
YTD Actual
YTD Perf
MTD Budget
MTD Actual
MTD Perf
2) Wages
5300Wages
69,322....,
62,829....,
6,493..,
10,851..
13,210„
(2,359)
5306 Project Wages
26252404 Summer Student - YCW Archives
2,440
2,440
2,440
2,440
26252405 Digitization
15,697
16,364
(667)
1,930
2,597
(667)
5310 Vacation Pay
1,719
(1,719)
548
(548)
5316 Project Vacation Pay
5330 Vacation Pay
851
(851)
90
(90)
5370 Sick/Bereavement
3,405
(3,405)
2) Wages Total
87,459
85,167
2,292
15,222
16,445
(1,223)
3) Benefits
5400 Benefits
21,974
12,597
9,377
3,995
2,442
1,553
5406 Project Stat/Combined
(0)
0
26252405 Digitization
1,577
1,577
-
250
250
5490 Benefits - Manulife
9,377
(9,377)
1,553
(1,553)
3) Benefits Total
23,551
23,551
(0)
4,245
4,245
(0)
4) Operating Costs
5500 Mileage
30
30
(0)
5505 Travel - Other
805
805
-
5510 Development
200
200
5610 Memberships
766
766
5620 Publications
38
38
5630 Office Supplies
36
36
-
5850 Purchased Services
19
39
(19)
19
19
5860 Supplies - Archival
2,532
2,532
-
485
485
5910 Promotions
1,092
1,092
-
18
18
6640 Microfilming/Scanning/Conservation
894
894
(0)
4) Operating Costs Total
6,412
6,431
(19)
522
522
Grand Total
117.422
115.149
2.273
19.989
21.213
(1.223)
Page 78 of 134
Performance Report for June 2024 for 30 Bobier Villa - 480 - Adult Day
As at June 30, 2024
OpCap
All
YTD
June 2024
YTD Budget
YTD Actual
YTD Perf
MTD Budget
MTD Actual
MTD Perf
1) Revenue
4360 Project Revenue
( 1)
( 1)
(0)
(0)
4370 Other Revenue
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
(16,362)
(16,362)
(2,642)
(2,642)
1) Revenue Total
(16,363)
(16,362)
( 1)
(2,642)
(2,642)
(0)
2) Wages
5300 Wages
19,027
19,027
( 1)
3,128
3,128
5306 Project Wages
1
1
0
0
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
2) Wages Total
19,027
19,027
(0)
3,128
3,128
0
3) Benefits
5400 Benefits
7,586
3,416
4,170
1,187
393
794
5410 Vacation Pay
1,628
(1,628)
251
(251)
5450 Lieu $$
2,342
(2,342)
450
(450)
5490 Benefits - Manulife
107
(107)
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
3) Benefits Total
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
7,586
7,493
92
1,187
1,094
92
4) Operating Costs
5630 Office Supplies
315
315
(0)
(0)
(0)
5850 Purchased Services
8,435
8,435
-
1,627
1,627
-
5860 Supplies
571
571
284
284
5880 Equipment
2,720
2,720
-
5940 Utilities
6810 Raw Food
3,417
3,417
(0)
526
526
-
6860 Building Occupancy
1,125
1,125
4) Operating Costs Total
10,833
10,833
(0)
2,437
2,437
()
Grand Total
21,083
20,992
91
4,110
4,017
92
Page 79 of 134
Performance Report for June 2024 for 30 Bobier Villa - 450 - Building & Property
As at June 30, 2024
OpCap
All
YTD
June 2024
YTD Budget
YTD Actual
YTD Perf
MTD Budget
MTD Actual
MTD Perf
1) Revenue
4205 Province of Ontario - Project Revenue
45032451 Minor Capital
(24,201)
(24,201)
1
45032456 Humidifier Replacements
(20,779)
(20,779)
(0)
4350 Recoveries
(835)
(835)
-
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
1) Revenue Total
(45,815)
(45,815)
0
2) Wages
5300 Wages
28,540
23,482
5,058
4,499
4,376
123
2) Wages Total
28,540
23,482
5,058
4,499
4,376
123
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
3) Benefits
5400 Benefits_.
12,255....
6,205...
6,052
1,705...
868..
837
5430 Vacation
1,888
(1,888)
210
(210)
5470 Benefit - Sick/Bereav
950
(950)
5490 Benefits - Manulife
3,214
(3,214)
627
(627)
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
3) Benefits Total
12,255
12,255
0
1,705
1,705
-
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
4) Operating Costs
5500 Mileage
-
5505 Travel - Other
0
0
5510 Development
0
0
5850 Purchased Services
57,546
57,546
0
19,559
19,559
0
5860 Supplies
-
5880 Equipment
-
-
(332)
(332)
5920 Repairs/Maintenance
659
659
512
512
5940 Utilities
100,140
100,140
22,218
22,218
5960 Project Costs
45032401 Painting
927
927
0
6840 Cable
-
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
4) Operating Costs Total
159,272
159,272
0
41,957
41,957
0
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
5) Capital WIP
1800 Capital Assets - Work in Progress
45032057 Energy Savings - Electrical Upgrad
123,943
123,943
123,943
123,943
45032357 Boiler Circulating pumps
12,035
12,035
12,035
12,035
45032452 Designated Sunstance Survey (DS5
2,035
2,035
45032454 Mechanical Equipment ReplacernE
7,151
7,151
7,151
7,151
-
45032462 Security/Resident Safety
..W ......................................................................................................................................................15.1,491..................................151,49.1.........................................................0....................................143,129...................................143,129.........................................................0)
6,326
6,326
-
5.....Capital I P..Tota'
Grand Total
305,743
300,685
5,058
191,290
191,167
123
Page 80 of 134
Performance Report for June 2024 for 30 Bobier Villa - 410 - Dietary
As of Jun 30, 2024
OpCap
All
YTD
YTD Budget
YTD Actual
YTD Perf
1) Revenue
4200 P of Ont - RF
(131,445)
(131,444)
(0)
4350 Recoveries
(7,000)
(5,546)
(1,454)
1) Revenue Total
(138,445)
(136,990)
(1,454)
2) Wages
5300 Wages
219,406....,
217,846....,
1,560
5306 Project Wages
41032401 HINF 1:1 Staffing Dietary
213
213
2) Wages Total
219,619
217,846
1,773
3) Benefits
5400 Benefits
102,464
57,204
45,261
5410 Vacation Pay
10,067
(10,067)
5430 Vacation Pay
7,873
(7,873)
5450 Lieu $$
11,142
(11,142)
5470 Benefit - Sick/Bereav
4,882
(4,882)
5490 Benefits - Manulife
11,297
(11,297)
3) Benefits Total
102,464
102,464
0
4) Operating Costs
5500 Mileage..,
5510 Development
-
-
5850 Purchased Services
4,613
4,613
(0)
5860 Supplies
12,088
12,088
0
5880 Equipment
2,555
2,555
-
5920 Repairs/Maintenance
1,450
1,450
6810 Raw Food
130,608
148,179
(17,571)
6811 Raw Food - Non -Resident
300
414
(114)
4) Operating Costs Total
151,613
169,298
(17,685)
Grand Total
335.251
352.618
(17.366)
June 2024
MTD Budget
MTD Actual
MTD Perf
(27,505)
(26,127)
(1,378)
(1,167)
(1,026)
(141)
(28,672)
(27,153)
(1,519)
34,615
37,764
(3,149)
34
34
34,649
37,764
(3,115)
14,711
7,677
7,034
1,589
(1,589)
1,035
(1,035)
1,629
(1,629)
620
(620)
2,161
(2,161)
14,711
14,711
0
(85)
(85)
(250)
(250)
928
928
-
4,294
4,294
(0)
1,698
1,698
-
53,578
33,039
20,539
50
104
(54)
60,213
40,063
20,150
Page 81 of 134
Performance Report for June 2024 for 30 Bobier Villa - 460 - General & Admin
At at June 30, 2024
OpCap
(Multiple Items)
YTD
June 2024
YTD Budget YTD Actual YTD Perf
MTD Budget MTD Actual
MTD Perf
1) Revenue
4200 P of Ont - CIA
(82,299)
(132,082)
49,783
(107,388)
(157,171)
49,783
4201 P of Ont - Pay Equity
(8,610)
(8,610)
-
(1,435)
(1,435)
-
4205 Province of Ontario - Project Revenue
46032312 IPAC Training & Education Yr 1
(0)
(4,755)
4,755
(0)
(0)
46032409 Allied Health Professionals Fund
(53,464)
(53,464)
-
(9,197)
(9,197)
-
46032410 Supporting Professional Growth F
(5,220)
(5,220)
-
(621)
(621)
-
46032411 BV Resident Health & Well Being F
(2,523)
(2,502)
(21)
(420)
(421)
1
46032412 IPAC Training & Education Yr 2
(0)
(4,842)
4,842
(0)
(1,614)
1,614
46032420 One Time Funding Increase
(144,900)
(144,900)
(0)
(144,900)
(144,900)
4350 Recoveries
(9,562)
(9,583)
21
(1,594)
(1,666)
72
4360 Project Revenue
46032402 Donations
(319)
(689)
370
4500 Private
(160,389)
(117,564)
(42,825)
(26,732)
(18,303)
(8,428)
4510 Private - Basic Comp
(401,930)
(276,761)
(125,169)
(66,988)
(43,111)
(23,877)
4540 Basic
(214,936)
(316,926)
101,990
(35,823)
(57,525)
21,702
4550 Respite
(4,644)
(5,327)
684
(774)
(930)
156
4615 General Store Sales
(3,500)
(3,500)
(583)
(583)
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
1) Revenue Total
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
( 1,092,296)
( 1,083,226)
(9,070)
(396,455)
(292,315)
(104,140)
2) Wages
5300 Wages
110,767
109,718
1,049
17,361
16,228
1,133
5306 Project Wages
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
29,573
(0)
29,573
4,458
4,458
2) Wages Total
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
140,340
109,718
30,622
21,819
16,228
5,591
3) Benefits
5400 Benefits
47,106
22,229
24,877
9,278
2,508
6,770
5406 Project Stat/Combined
8,516
-
8,516
5410 Vacation Pay
3,387
(3,387)
557
(557)
5430 Vacation
250
(250)
5470 Benefit - Sick/Bereav
14,794
(14,794)
5,001
(5,001)
5490 Benefits - Manulife
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
6,446
(6,446)
1,212
(1,212)
3) Benefits Total
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
55,622
47,106
8,516
9,278
9,278
4) Operating Costs
5500 Mileage..
175....
151...
24
(117)...
(117)
5505 Travel - Other
310
185
125
102
102
5510 Development
2,286
1,536
750
1,036
1,036
5600 Recognition
136
289
(153)
(74)
200
(274)
5610 Memberships
7,300
7,333
(33)
(314)
(314)
5620 Subscriptions
50
138
(88)
(33)
(33)
5630 Office Supplies
2,438
1,924
514
398
398
5640 Photocopy
973
447
526
13
13
5650 Advertising
125
125
(83)
(83)
5680 Telephone/Fax
5,207
3,329
1,878
2,205
147
2,058
5720 Postage/Courier
108
94
14
(71)
(71)
5750 Petty Cash Over/Short
24
(24)
10
(10)
5850 Purchased Services
2,475
634
1,841
(501)
79
(580)
5880 Equipment
225
346
(121)
(75)
(75)
5915 Special - General Store
3,500
753
2,747
700
58
642
5960 Project Costs
46032312 IPAC Training & Education Yr 1
0
2,880
(2,880)
0
0
46032409 Allied Health Professionals Fund
634
864
230
214
214
-
46032410 Supporting Professional Growth Fq
494
494
-
494
494
Page 82 of 134
Performance Report for June 2024 for 30 Bobier Villa - 460 - General & Admin
At at June 30, 2024
46032411 BV Resident Health & Well Being
46032412 IPAC Training & Education Yr 2
46032420 One Time Funding Increase
6090 Miscellaneous
6850 Reimbursed Supplies/Services
................................................................................................................................................................................................
4) Operating Costs Total
Grand Total
Multiple Ite
YTD
YTD Budget YTD Actual
2,523
0
0
136 12
YTD Perf MTD
2,523
0
0
125
798
June 2024
,et MTD Actual MTD Perf
420 420
0 0
0 0
(72) (72)
136
Page 83 of 134
Performance Report for June 2024 for 30 Bobier Villa - 430 - Housekeeping
As at June 30, 2024
OpCap
All
YTD
June 2024
YTD Budget
YTD Actual
YTD Perf
MTD Budget
MTD Actual
MTD Perf
2) Wages
5300 Wages
93,462
84,754
8,708
14,756
1,411
13,344
5306 Project Wages - HSK
213
141
72
34
34
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
2) Wages Total
93,675
84,895
8,780
14,789
1,411
13,378
3) Benefits
5400 Benefits
48,174
24,649
23,526
4,489
(401)
4,890
5410 Vacation Pay
8,918
(8,918)
1,680
(1,680)
5430 Vacation Pay
2,676
(2,676)
1,029
(1,029)
5450 Lieu $$
7,793
(7,793)
1,555
(1,555)
5470 Benefit - Sick/Bereav
867
(867)
5490 Benefits - Manulife
3,271
(3,271)
626
(626)
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
3) Benefits Total
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
48,174
48,174
0
4,489
4,489
-
4) Operating Costs
5850 Purchased Services
2,013
2,013
(0)
228
228
5860 Supplies
9,357
9,357
0
923
923
5880 Equipment
748
748
0
748
748
0
5920 Repairs/Maintenance
251
1,067
(816)
..........................................................................................................................................
4.....0.....Perati.ng .......Costs Total
12,369.......................................
13,185................................................816.............................................1..900............................................1,900............................................................0
( )
Grand Total
154.218
146.254
7.964
21.179
7.801
13.378
Page 84 of 134
Performance Report for June 2024 for 30 Bobier Villa - 440 - Laundry
As at June 30, 2024
All
YTD
June 2024
YTD Budget
YTD Actual
YTD Perf
MTD Budget
MTD Actual
MTD Perf
30,922
38,799
(7,877)
4,853
4,853
(0)
30,922
...................................................................................................................................................................................................................................................................................................................................................................................................
38,799
(7,877)
4,853
4,853
(0)
20,480....,
12,395....
8,085
10,669..
6,681..
3,988..
5,969
(5,969)
3,705
(3,705)
37
(37)
1
( 1)
412
(412)
...................................................................................................................................................................................................................................................................................................................................................................................................
1,667
(1,667)
282
(282)
20,480
20,480
10,669
10,669
(0)
39,357
39,357
0
7,444
10,282
(2,838)
1,087
1,087
0
357
(357)
375 .......................................41,656................................................836.............................................7,444.......................................10,638.........................................3,195......
1,212
(837)
40,8.19
11
1. 1.
92,222
100,935
(8,713)
22,966
26,160
(3,194)
Page 85 of 134
Performance Report for June 2024 for 30 Bobier Villa - 420 - Nursing & Personal Care
As at June 30, 2024
OpCap
All
YTD
June 2024
YTD Budget YTD Actual YTD Perf
MTD Budget MTD Actual
MTD Perf
1) Revenue
4200 P of Ont - NPC
( 1,997,707)
( 2,040,115)
42,408
(349,373)
(340,717)
(8,656)
4201 P of Ont - On Call Physician
(8,043)
(8,044)
1
(1,341)
(1,356)
16
4205 Province of Ontario - Project Revenue
42032321 BV MSTP Education
(0)
(0)
(0)
(0)
42032391 2023-24 Clinical Decision Support
(0)
(0)
(0)
(0)
42032413 PREP LTC
(25,200)
(25,200)
0
42032417 IPAC Lead / Personnel
(34,248)
(34,248)
(0)
(6,075)
(5,704)
(371)
42032420 Integrated Technology Solutions
(0)
(0)
(0)
(0)
42032421 BV MSTP Education
(0)
(0)
(0)
(0)
42032452 BV LTC Medication Safety Technol
(5,112)
(5,112)
(0)
4350 Recoveries - Supplies & Services
(4,187)
(4,187)
-
4355 Recoveries - Wages
(7,129)
7,129
(7,129)
7,129
4360 Project Revenue
42032401 MDS RAI
(15,895)
(15,895)
-
(2,895)
(2,895)
-
42032402 HINF Supplemental Base Supplies
(7,166)
(7,166)
(1,318)
(1,318)
42032404 Lab Cost Recovery
(1,350)
(1,350)
(1,350)
(1,350)
42032405 BSO Funding Nurses
(6,678)
(6,678)
(1,113)
(1,113)
42032406 BSO Funding PSW
(10,308)
(10,308)
(1,718)
(1,718)
-
42032408 MC - Falls Prevention
(1,425)
(1,425)
-
950
950
42032412 Pharmacy Education
(6,833)
(6,832)
(0)
1,825
(1,513)
3,339
42032413 PREP LTC
(0)
(0)
(0)
(0)
42032418 PSW Permanent Wage Enhancem
(110,745)
(131,619)
20,874
(18,458)
(69,645)
51,187
42032453 One Time Equipment & Training
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
(9,320)
(9,320)
(0)
(9,320)
(9,320)
1) Revenue Total
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
( 2,244,217)
( 2,314,629)
70,412
(390,186)
(434,459)
44,274
2) Wages
5300 Wages - DON
68,369
12,486
55,883
10,711
8,093
2,618
5301 Wages - RN
173,980
192,994
(19,014)
27,819
34,234
(6,415)
5302 Wages - RPN
193,533
194,610
(1,076)
30,508
31,863
(1,355)
5303 Wages - HCA
795,925
715,536
80,389
127,365
86,707
40,658
5306 Project Wages - DON
27,193
30,278
(3,085)
4,516
3,787
729
5307 Project Wages - RN
2,183
16,496
(14,313)
354
354
5308 Project Wages - RPN
20,959
31,645
(10,687)
3,313
7,013
(3,701)
5309 Project Wages - HCA
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
103,936
124,169
(20,233)
18,527
50,663
(32,135)
2) Wages Total
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
1,386,077
1,318,213
67,864
223,113
222,359
753
3) Benefits
5400 Benefits
17,660
17,235
426
3,713
3,287
426
5401 Stat/Clothing/Combined - RN
98,950
50,257
48,693
18,697
9,821
8,877
5402 Stat/Clothing/Combined - RPN
95,742
57,450
38,293
15,602
8,265
7,337
5403 Stat/Clothing/Combined - HCA
496,350
197,956
298,394
77,625
22,376
55,249
5406 Project Stat/Combined - DON
54,115
37,681
16,434
18,057
13,055
5,002
5407 Project Stat/Combined - RN
2,625
(2,625)
5408 Project Stat/Combined - RPN
7,036
(7,036)
1,520
(1,520)
5409 Project Stat/Combined - HCA
7,832
(7,832)
1,682
(1,682)
5411 Vacation Pay - RN
3,723
(3,723)
157
(157)
5412 Vacation Pay - RPN
6,144
(6,144)
917
(917)
5413 Vacation Pay - HCA
135,378
(135,378)
22,045
(22,045)
5430 Benefits
426
(426)
426
(426)
5431 Vacation Hrs - RN
3,317
(3,317)
207
(207)
5432 Vacation Hrs - RPN
6,673
(6,673)
1,996
(1,996)
Page 86 of 134
Performance Report for June 2024 for 30 Bobier Villa - 420 - Nursing & Personal Care
As at June 30, 2024
5433 Vacation Hrs - HCA
5451 Lieu $$ - RN
5452 Lieu $$ - RPN
5453 Lieu $$ - HCA
5457 Lieu $$
5458 Project Lieu $$
5459 Project Lieu $$
5471 Benefit - Sick/Bereav - RN
5472 Benefit - Sick/Bereav - RPN
5473 Benefit - Sick/Bereav - HCA
5478 Project Benefit - Sick/Bereav RPN
5491 Benefits RN - Manulife
5492 Benefits RPN - Manulife
5493 Benefits HCA- Manulife
Benefits Total
Operating Costs
5500 Mileage
5505 Travel - Other
5510 Development
5850 Purchased Services
5860 Supplies
5880 Equipment
5960 Project Costs
42032321 BV MSTP Education
42032402 HINF Supplemental Base Supplies
42032404 Lab Cost Recovery
42032405 BSO Funding Nurses
42032406 BSO Funding PSW
42032408 MC - Falls Prevention
42032409 Equipment Safety / Sling Replacer
42032410 Beds / Mattresses
42032412 Pharmacy Education
42032413 PREP LTC
42032417 IPAC Lead / Personnel
42032421 BV MSTP Education
42032422 Disability Management
6820 Medical Director
6830 Incontinence
Costs Total
WIP
1800 Capital Assets - Work in Progress
42032390 BV LTC Medication Safety Technol
42032452 BV LTC Medication Safety Technol
4.203..24.5.3...One ...Time ....E9.u..!.n m.e pl.. ..T.ral..n.!.n g...8
ipital WIP Total
Grand Total
All
YTD
June 2024
YTD Budget
YTD Actual
YTD Perf
MTD Budget
MTD Actual
MTD Perf
29,966
(29,966)
11,117
(11,117)
4,977
(4,977)
376
(376)
8,028
(8,028)
1,167
(1,167)
66,661
(66,661)
9,663
(9,663)
2,055
(2,055)
1,752
(1,752)
520
(520)
2,433
(2,433)
417
(417)
20,327
(20,327)
4,654
(4,654)
4,061
(4,061)
814
(814)
18,563
(18,563)
3,097
(3,097)
1,317
(1,317)
862
(862)
16,350
(16,350)
3,482
(3,482)
13,386
(13,386)
2,444
(2,444)
47,826
(47,826)
9,326
(9,326)
762,817
771,435
(8,617)
133,694
133,694
0
0
(208)
(208)
0
0
(208)
(208)
-
(625)
(625)
31,028
31,028
0
483
483
-
17,591
17,591
0
4,856
4,856
2,299
2,299
274
274
0
0
0
0
-
(5,635)
(5,635)
3,378
3,378
-
435
435
0
0
0
0
0
0
0
0
999
999
(0)
(1,376)
(1,376)
0
0
(2,083)
(2,083)
-
-
(938)
(938)
0
-
0
(2,699)
(2,699)
0
0
0
0
0
0
0
0
0
0
0
0
(0)
(0)
(5,556)
(5,556)
11,647
11,647
-
1,980
1,980
13,523
20,171
( 6,647)1
2,254
6,790
(4,536)
80,465
87,113
(6,648)
1 (9,046)��������
14,819
(23,865)
2,000 (2,000)
9,529 9,529 (0)
21,162
Page 87 of 134
Performance Report for June 2024 for 30 Bobier Villa - 400 - Program & Support
As at June 30, 2024
Revenue
4200 P of Ont - PSS
4350 Recoveries
4360 Project Revenue
Revenue Total
Wages
5300 Wages
5306 Project
ages Total
Benefits
5400 Benefits
5406 Project Benefits
5410 Vacation Pay
5430 Vacation Pay
5450 Lieu $$
5456 Project Lieu $$
5470 Benefit - Sick/Bereav
5490 Benefits - Manulife
Benefits Total
4) Operating Costs
5500 Mileage
5505 Travel - Other
5510 Development
5850 Purchased Services
5860 Supplies
5880 Equipment
5960 Project Costs
6800 Program Specific Raw Food
..................................................................................................................................................
4) Operating Costs Total
Grand Total
All
YTD
June 2024
YTD Budget
YTD Actual
YTD Perf
MTD Budget
MTD Actual
MTD Perf
( 133,756)
(133,756)
(23,993)
(23,993)
(10,000)
(3,591)
(6,409)
(1,667)
(904)
(763)
(4,524)
(4,524)
(754)
(754)
-
( 148,280)
(141,871)
(6,409)
(26,414)
(25,651)
(763)
73,058....,
71,888....
1,170
11,501..
12,274
(772)
4,000
1,993
2,008
612
524
88
77,059
73,881
3,178
12,114
12,798
(684)
45,009....,
24,226....
20,785
8,496..
3,267..
5,230
820
675
146
199
162
38
2,027
(2,027)
380
(380)
5,981
(5,981)
2,220
(2,220)
3,251
(3,251)
728
(728)
146
(146)
38
(38)
2,268
(2,268)
517
(517)
................................................................................................................................................................................................................................................................................................................................................................................................
7,256
(7,256)
1,385
(1,385)
45,829
45,829
0
8,696
8,696
0
0
0
0
0
142
142
(0)
17,553
17,553
(0)
5,504
5,504
-
2,338
2,338
(0)
255
440
(185)
480
480
-
268
268
-
12,838
12,838
1
612
612
(0)
190
190
-
..................................33..963.......................................
33..963..........................................................1..............................................6..217...........................................6..402..................................................185'
( )
8.570
11.803
(3.2321
613
2.244
( 1.632''
Page 88 of 134
Performance Report for June 2024 for 145 - Collections
As at June 30, 2024
OpCap
All
YTD
June 2024
YTD Budget
YTD Actual
YTD Perf
MTD Budget
MTD Actual
MTD Perf
1) Revenue
4340 Revenue
(201,676)
(124,045)
(77,631)
(100,838)
(116,535)
15,697
4350 Recoveries
(50,419)
(60,120)
9,701
(25,210)
(60,120)
34,910
1) Revenue Total
(252,095)
(184,165)
(67,930)
(126,048)
(176,655)
50,607
4) Operating Costs,
5850 Purchased Services
88,269
64,783
23,486
44,135
34,949
9,186
5970 Municipal Partner Payments
154,999
112,904
42,095
77,500
118,761
(41,261)
4) Operating Costs Total
243,268
177,687
65,581
121,634
153,710
(32,076)
Grand Total
(8,827)
(6,478)
(2,349)
14,413)
(22,945)
18,532
Page 89 of 134
Performance Report for June 2024 for 000 - Corporate Activities
As at June 30, 2024
OpCap
All
YTD
June 2024
...0
YTD Budget
YTD Actual
YTD Perf
MTD Budget
MTD Actual
MTD Perf
...A)
0
0
TAXES,,,,,,,,
4000 Levy Town of Aylmer
(2,525,646)
(2,525,646)-
( 1,263,028)
( 1,263,028)
4010 Levy Municip of Dutton/Dunwich
( 1,829,093)
( 1,829,093)
-
(914,695)
(914,695)
-
4020 Levy Municip of West Elgin
(2,137,688)
(2,137,688)
-
(1,069,018)
( 1,069,018)
-
4030 Levy Municip of Bayham
(2,654,519)
(2,654,519)
-
( 1,327,475)
( 1,327,475)
-
4040 Levy Township of Malahide
(3,958,098)
(3,958,098)
-
( 1,979,370)
( 1,979,370)
-
4050 Levy Township of Southwold
(4,076,543)
(4,076,543)
-
(2,038,603)
( 2,038,603)
-
4060 Levy Municip of Central Elgin
(6,926,081)
(6,926,081)
-
(3,463,602)
( 3,463,602)
-
4400 PIL Town of Aylmer
(141,971)
(141,971)
-
(139,688)
(139,688)
-
4410 PIL Municip of Dutton/Dunwich
(162,893)
(162,893)
-
(132,774)
(132,774)
-
4420 PIL Municip of West Elgin
(113,016)
(113,016)
-
(100,708)
(100,708)
-
4430 PIL Municip of Bayham
(227,272)
(227,272)
-
(182,202)
(182,202)
-
4440 PIL Township of Malahide
(544,054)
(544,054)
-
(368,212)
(368,212)
-
4450 PIL Township of Southwold
(1,187,538)
(1,187,538)
-
( 1,030,929)
( 1,030,929)
-
4460 PIL Municip of Central Elgin
(535,536)
(535,536)
-
(475,068)
(475,068)
A) TAXES Total
.B)
27,019,948)
(27,019,948)
-
( 14,485,372)
( 14,485,372)
INTEREST CHARGES & INCOME
......... ......... .........
.(0)
4320 Interest Income
(155,058)
(155,058)
(�19,609)(-19,609)(0)
5170 Interest Expense
105,983
105,983
0
4,646
4,646
-
B) INTEREST CHARGES & INCOME Total ....
..C)SOCIAL
(49,075)
.... ....
(49,075)
....
(0)
.... ....
(14,963)
.... ....
(14,963)
....
(0)
.... ....
SERVICES ---ST.THOMAS
..759,600
...., ..,_,126,600126,600,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,_,,,,,,,,,
5140 Social Housing
759,600
5220 Child Care -St. Thomas
142,200
142,200
-
23,700
23,700
-
5230 Income Maint/St. Thomas
220,200
220,200
-
36,700
36,700
-
C) SOCIAL SERVICES - ST. THOMAS Total
.... .... ....
.....D)
11122,000
.... ....
1,122,000
....
-
.... ....
187,000
.... ....
187,000
....
-
.... ....
HEALTH UNIT
..926,300
5160 Health Unit,,,,,,
926,300
154,383154,383,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,_,,,,,,,,,
D) HEALTH UNIT Total .... .... ....
.....D)
926,300
.... ....
926,300-________154,383
....
.... ....
.... ....
154,383
....
.... ....
Loans Receivable
..,_,
1710 Loans Due to County .... ....
.... ....
....
.... .-.
.... ....
_,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,_,,,,,,,,,
....
.... ....
D)..Loans Receivable Total
.... .... ....
.....E)
.... ....
....
.... ....
.... ....
....
.... ....
GRANTS.
...-74,358
5110 Grants .... .... ....
.... 74,358
....74,358
.... .-.
.... ....
....
.... ....
E)..GRANTS Total .... .... ....
.....F)
74,358
.... ....
....
.... ....
.... ....
....
.... ....
RENTAL INCOME
...., ..,_,
,,,,,,,,,_,,,,,,,,,
4330 Rental Revenue
(152,863)
(152,863)
(25,477)
(25,477)
F) RENTAL INCOME Total .... ....
....G)
(152,863)
.... ....
(152,863)
....
-
.... ....
(25,477)
.... ....
(25,477)
....
.... ....
PROPERTY ASSESSMENT ...,
..619,296
5120Property Assessments
619,296
206,432206,432,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,_,,,,,,,,,
G)--PROPERTY ASSESSMENT Total
____H)
619,296
619,296-
206,432
206,432
ONTARIO MUNICIPAL PARTNERSHIP FUND
....,
4210 OMPF - Ontario Municipal Partnership F
(139,600)
(139,600)
H) ONTARIO MUNICIPAL PARTNERSHIP FUND Total
.... .... ....
.....I)
(139,600)
.... ....
(139,600)
....
-
.... ....
.... ....
....
.... ....
......... PROJECTS
4205 Province of Ontario - Project Revenue
28102309 TL Redevelopment Construction
(252,844)
(252,844)
-
(41,911)
(41,911)
-
4360 Project Revenue
28102408 Garage - Rent to cover Updates (
(26,041)
(26,041)
(0)
(4,340)
(4,340)
-
5960 Project Costs
27102401Insurance Deductibles
6,357
6,357
-
28102405 MT -Agenda Management SoftA
29,057
29,057
-
29,057
29,057
-
28102415 Council Strategic Planning
0
0
0
0
29002401 WSIB 856014 Admin
27,586
27,586
-
4,804
4,804
-
29002402 WSIB 856134Terrace Lodge
42,335
42,335
-
14,321
14,321
-
29002403 WSIB 856136 Elgin Manor
8,287
8,287
-
7,735
7,735
-
29002404 WSIB 856135 Bobier Villa
--PROJECTS
18,962
18,962
-
684
684
-
I) Total
(146,300)
(146,300)
0
10,350
'
10,350
0
Grand Total
( 24,765,832)
( 24,765,832)
0
('13,967,647)
13,967,646)
(0)
Page 90 of 134
Performance Report for June 2024 for 120 - Corporate Services
As at June 30, 2024
All
YTD June 2024
YTD Budget YTD Actual YTD Perf MTD Budget MTD Actual MTD Perf
(1,863) (1,863)
1,039
1,039
67,552
67,552
-
6,918
6,918
(0)
198
(198)
17,000
20,597
(3,597)
21,022
(21,022)
6,387
6,387
-
42,737
34,923
7,814
6,106
6,106
-
595,138
595,138
-
981
0
981
3,660
6,401
(2,741)
1,097
1,097
(86)
86
805
805
749,419
768,096
(18,677)
735.056
764.168
(29.1121
(293)
(293)
293
..0
494
494 -
643
643 (0)
2,833
3,060 (227)
1,420
1,420 -
610
760 (150)
87
87 -
5
6,465
Page 91 of 134
Performance Report for June 2024 for 110 - Council
As at June 30, 2024
OpCap
All
YTD
June 2024
YTD Budget
YTD Actual
YTD Perf
MTD Budget
MTD Actual
MTD Perf
1) Revenue
4350 Recoveries
(2,160)
(2,160)
(895)
(895)
-
......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
1) Revenue Total
(2,160)
(2,160)
-
(895)
(895)
-
2) Wages
5300 Wages
......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
114,476
112,121
2,355
19,079
18,687
393
2) Wages Total
114,476
112,121
2,355
19,079
18,687
393
......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
3) Benefits
5400 Benefits
25,355
6,879
18,476
4,278
1,097
3,181
5490 Benefits - Manulife
......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
18,476
(18,476)
3,181
(3,181)
3) Benefits Total
......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
25,355
25,355
-
4,278
4,278
-
4) Operating Costs
5500 Mileage...
4,051....
3,466....
585
851...
725..
126
5505 Travel - Other
585
(585)
229
(229)
5510 Development
29,716
29,716
(0)
400
400
-
5600 Recognition
-
-
5650 Advertising
-
-
5760 Meals/Refreshments
6,002
6,002
(0)
460
460
-
6080 Ties, Crests, Pens, Gifts
131
131
-
6090 Miscellaneous
184
184
(0)
184
184
-
4.....Operating ....... .........................................................................................................................................................................................................................................1............................................1..895........................................................................................
Costs Total
40,084
40,085
( )
1,998
(103)
)
Grand Total
177,755
175,401
2,355
24,357
24,068
289
Page 92 of 134
Performance Report for June 2024 for 280 - Economic Development
As at June 30, 2024
OpCap
(Multiple Items)
YTD
June 2024
YTD Budget
YTD Actual
YTD Perf
MTD Budget
MTD Actual
MTD Perf
1) Revenue
4205 Province of Ontario - Project Revenue
26852301 Website Redevelopment/Brandin
(25,000)
(20,650)
(4,350)
(0)
(0)
4215 Federal Funding - Project Revenue
26852401 Students Tourism
(5)
(5)
(5)
(5)
4350 Recoveries
(2,858)
(2,858)
4360 Project Revenue
26851008 Tourism Member Signs
(23,100)
(23,100)
-
26852402 Local Food/Agriculture
(1,675)
1,675
26852403 Visitor Guide
(1,250)
(1,250)
-
1) Revenue Total
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
(52,213)
(49,538)
(2,675)
(5)
(5)
2) Wages
5300 Wages
181,834
162,580
19,253
28,189
24,932
3,257
5306 Project Wages
14,122
9,784
4,339
7,061
6,488
574
5310 Vacation Pay
5,794
(5,794)
1,342
(1,342)
5330 Vacation Pay
454
(454)
301
(301)
5370 Sick/Bereavement
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
2,932
(2,932)
1,087
(1,087)
2) Wages Total
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
195,956
181,544
14,412
35,250
34,150
1,100
3) Benefits
5400 Benefits
50,471
34,395
16,076
8,992
5,960
3,031
5490 Benefits - Manulife
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
16,076
(16,076)
3,031
(3,031)
3) Benefits Total
50,471
50,471
0
8,992
8,992
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
4) Operating Costs
5500 Mileage
166
166
0
5510 Development
1,287
1,287
0
676
676
0
5610 Memberships
3,599
3,599
(0)
5620 Subscriptions
72
72
(0)
5660 Printing
178
178
-
41
41
-
5680 Telephone/Fax
291
472
(181)
90
(90)
5850 Purchased Services
17,148
17,148
-
5,210
5,210
-
5910 Special Projects/Events
2,500
4,088
(1,588)
60
60
5930 Vehicle Repairs/Maint/Fuel
251
251
(0)
74
74
5960 Project Costs
26852026 Community Improvement Progran
30,930
30,930
-
3,783
3,783
26852303 Visitor Guide
15,861
15,861
26852312 Workforce Attraction
16,926
16,926
26852402 Local Food/Agriculture
8,301
8,301
26852404 Small Business Enterprise Center
50,000
50,000
-
50,000
50,000
26852406 Training for Local Businesses
1,787
1,787
(0)
26852408 Business Attraction
14,786
14,786
0
26852409 Tourism Product Development
7,391
7,391
(0)
1,356
1,356
26852410 Quality of Life/Place Promotion
18,900
18,900
-
5,475
5,475
26852411 Business Retention and Expansion
5,362
5,362
-
2,671
2,671
-
6090 Miscellaneous
366
366
(0)
366
143
223
......................................................................................................................................
4.....0.....Perati.ng .......Costs Total
196...101...........................................................................1...769........................................69,7.12.......................................69,579.................................................133..
197,870
( )
Grand Total
390,315
380,348
9,968
113,949
112,716
1,233
Page 93 of 134
Performance Report for June 2024 for 10 Elgin Manor - 450 - Building & Property
As at June 30, 2024
Operating Costs
5500 Mileage
5505 Travel - Other
5510 Development
5850 Purchased Services
5851 Purchased Services - SP
5860 Supplies
5880 Equipment
5920 Repairs/Maintenance
5921 Repairs/Maintenance - SP
5940 Utilities
5960 Project Costs
45012301 Painting
Operating Costs Total
5) Capital WIP
1800 Capital Assets - Work in Progress
45012056 Flooring Replacement
45012355 Security/Resident Safety
45012356 Misc Bldg
45012359 Exterior Wall Sealant - Doors and
45012452 Plumbing (Resident Rm Toilets &
45012453 Painting (Service Corridor, Reside
45012455 DSS Survey
5) Capital WIP Total
Grand Total
All
YTD June 2024
YTD Budget YTD Actual YTD Perf MTD Budget MTD Actual MTD Perf
0
(0)
(29,470)
(29,470)
0
779
779
(0)
0
23,296
(23,296)
(23,296)
(23,296)
0
(0)
(23,296)
23,296
(52,766)
(52,767)
1
779
0
779
28,508
18,659
9,849
4,494
1,903
2,591
28,508
18,659
9,849
4,494
1,903
2,591
12,407
7,401
5,006
453
382
71
1,246
(1,246)
3,761
(3,761)
71
(71)
12,407
12,407
0
453
453
(0)
75
75
13
13
250
250
42
42
1,000
1,000
167
167
84,155
61,489
22,666
24,538
1,872
22,666
55,230
55,230
0
(21,000)
(21,000)
-
525
(525)
3
(3)
332
(332)
147
147
-
91,754
91,754
(0)
13,303
13,303
(0)
2,894
2,894
-
235,506
212,372
23,134
17,062
(5,822)
22,883
35,947
35,947
1,690
1,690
4,030
4,030
4,030
4,030
1,639
1,639
118
118
641
641
3,867
3,867
47,932
47,932
0
4,030
4,030
271.586
238.602
32.984
26.817
564
26.254
Page 94 of 134
Performance Report for June 2024 for 10 Elgin Manor - 410 - Dietary
As at June 30, 2024
5400 Benefits
5406 Project Benefits
41012401 New Hire Orientation
5410 Vacation Pay
5430 Vacation Pay
5450 Lieu $$
5456 Project Lieu $$
5460 Top Up
5470 Benefit - Sick/Bereav
5490 Benefits - Manulife
3) Benefits Total
Operating Costs
5500 Mileage
5505 Travel - Other
5510 Development
5850 Purchased Services
5860 Supplies
5880 Equipment
5920 Repairs/Maintenance
6810 Raw Food
6811 Raw Food - Non -Resident
Operating Costs Total
5) Capital WIP
1800 Capital Assets - Work in Progress
41012351 Kitchen Equipment Carry Forward
5) Capital WIP Total
Grand Total .............. .........
All
YTD
YTD Budget
YTD Actual
YTD Perf
(204,288)
(207,544)
3,256
(1,925)
(1,230)
(695)
(206,213)
(208,774)
2,561
261,800
250,826
10,974
(0)
0
792
1,681
(888)
213
213
262,805
252,506
10,299
143,196
72,838
70,358
(205)
205
205
205
(0)
15,910
(15,910)
9,812
(9,812)
16,897
(16,897)
272
(272)
11
( 11)
4,226
(4,226)
23,434
(23,434)
143,401
143,401
(0)
100....,
100
50
50
300
200
100
8,205
8,205
(0)
11,250
12,865
(1,615)
321
321
3,036
3,036
0
206,223
210,453
(4,230)
600
699
(99)
230,085
235,779
(5,694)
J,uj + -
5,054 ....
427.966 7.1
June 2024
MTD Budget
MTD Actual
MTD Perf
(37,997)
(41,253)
3,256
(321)
(202)
(119)
(38,318)
(41,455)
3,137
41,234
38,503
2,731
0
(0)
125
1,048
(923)
34
34
41,393
39,551
1,842
18,901
9,562
9,339
(124)
124
124
124
(0)
1,482
(1,482)
1,415
(1,415)
2,402
(2,402)
124
(124)
412
(412)
4,639
(4,639)
19,025
20,036
(1,011)
17
17
8
8
50
50
467
2,082
(1,615)
903
903
14,006
25,272
(11,266)
100
339
(239)
15,552------
28,596
(13,045)
37.651 46.728
Page 95 of 134
Performance Report for June 2024 for 10 Elgin Manor - 460 - General & Admin
As at June 30, 2024
OpCap
All
YTD
June 2024
YTD Budget YTD Actual YTD Perf
MTD Budget MTD Actual
MTD Perf
1) Revenue
4200 P of Ont - CIA
(114,435)
(130,491)
16,056
(119,979)
(136,035)
16,056
4201 P of Ont - Pay Equity
(3,150)
(3,150)
-
(525)
(525)
-
4205 Province of Ontario - Project Revenue
46012312 IPAC Training & Education Yr 1
(7,506)
(7,506)
46012409 Allied Health Professionals Fund
(84,420)
(84,420)
(14,522)
(14,522)
46012410 Supporting Professional Growth F
(8,247)
(8,247)
(981)
(981)
46012411 EM Resident Health & Well Being 1
(3,951)
(3,951)
(665)
(665)
46012412 IPAC Training & Education Yr 2
(7,644)
(7,644)
-
(2,548)
(2,548)
46012420 One Time Funding Increase
(228,800)
(228,800)
(0)
(228,800)
(228,800)
4350 Recoveries
(15,636)
(16,266)
629
(2,606)
(2,649)
42
4360 Project Revenue
46012402 Donations
(358)
(358)
4500 Private
(238,978)
(221,943)
(17,035)
(39,830)
(34,985)
(4,844)
4510 Private - Basic Comp
(589,345)
(522,756)
(66,590)
(98,224)
(82,303)
(15,921)
4540 Basic
(375,780)
(456,972)
81,192
(62,630)
(83,776)
21,146
4550 Respite
(5,119)
(4,397)
(722)
(853)
(972)
119
4615 General Store Sales
(3,250)
(668)
(2,582)
(542)
(542)
1) Revenue Total .... .... .... ....
..2)
( 1,686,620)
.... ....
( 1,697,568)
.... ....
.... 10,948
(572,705)
.... ....
(359,962)
.... ....
(212,743)
.... ....
Wages
5300Wages
133,301
96,072
37,229
20,832
15,944
4,888
5306 Project Wages
(0)
0
(0)
0
46012312 IPAC Training & Education Yr 1
2
366
(365)
46012408 SRF - Clerk - Temporary Part -Time
4,274
4,274
46012409 Allied Health Professionals Fund
49,624
49,623
0
30,905
27,797
3,108
46012410 Supporting Professional Growth Ft
2,520
2,520
0
(695)
(695)
46012412 IPAC Training & Education Yr 2
6,115
(6,115)
4,362
(4,362)
2) Wages Total
189,720
154,696
35,024
51,042
48,103
2,938
3) Benefits
5400 Benefits
51,242
25,470
25,772
5,586
2,577
3,009
5406 Project Stat/Combined
14,490
14,490
-
7,808
7,808
-
5410 Vacation Pay
1,101
(1,101)
171
(171)
5430 Vacation
4,206
(4,206)
5460 Top Up
1,474
(1,474)
5480 Benefits - STD
3,660
(3,660)
5490 Benefits - Manulife
15,331
(15,331)
2,838
(2,838)
3) Benefits Total
65,732
65,732
(0)
13,394
13,394
0
4) Operating Costs
5500 Mileage
350
350
58
58
5505 Travel - Other
250
407
(157)
42
407
(365)
5510 Development
1,266
46
1,221
211
46
165
5600 Recognition
500
500
83
83
5610 Memberships
10,429
10,868
(439)
(439)
(439)
5620 Subscriptions
150
138
12
25
25
5630 Office Supplies
2,530
4,747
(2,217)
278
1,286
(1,008)
5650 Advertising
275
275
46
46
5680 Telephone/Fax
1,400
10,289
(8,889)
(2,975)
1,903
(4,878)
Page 96 of 134
Performance Report for June 2024 for 10 Elgin Manor - 460 - General & Admin
As at June 30, 2024
OpCap
5720 Postage/Courier
5750 Petty Cash Over/Short
5850 Purchased Services
5880 Equipment
5915 Special - General Store
5920 Repairs/Maintenance
5960 Project Costs
46012312 IPAC Training & Education Yr 1
46012409 Allied Health Professionals Fund
46012410 Supporting Professional Growth
46012412 IPAC Training & Education Yr 2
46012420 One Time Funding Increase
6090 Miscellaneous
6850 Reimbursed Supplies/Services
4) Operating Costs Total
Grand Total
All
YTD
June 2024
YTD Budget
YTD Actual
YTD Perf
MTD Budget
MTD Actual MTD Perf
275
118
157
46
46
10
(10)
809
809
0
164
164
563
563
0
1,139
1,139
-
396
396
200
200
33
33
0
1,440
(1,440)
0
0
2,889
2,889
1,140
1,140
247
247
-
247
247
0
0
0
0
0
0
0
0
252
111
141
42
42
22,500
33,149
(10,649)
7,295
5,919
1,376
46,024
66,971
(20,946)
6,693
11,508
(4,815)
Page 97 of 134
Performance Report for June 2024 for 10 Elgin Manor - 430 - Housekeeping
As at June 30, 2024
OpCap
All
YTD
June 2024
YTD Budget
YTD Actual
YTD Perf
MTD Budget
MTD Actual
MTD Perf
2) Wages
5300Wages
145,323....,
143,515....,
1,808_.
22,900..
2,900„
20,000
5306 Project Wages - HSK
0
(0)
43012401 HINF 1:1 Staffing HSKP
213
213
34
34
43012402 New Hire Orientation
439
3,657
(3,217)
69
69
2) Wages Total
145,976
147,172
(1,196)
23,003
2,900
20,103
3) Benefits
5400 Benefits
109,487
57,073
52,414
8,401
(602)
9,004
5406 Project Stat/Combined - HSK
(0)
0
43012402 New Hire Orientation
612
612
0
5410 Vacation Pay
17,851
(17,851)
2,005
(2,005)
5430 Vacation Pay
6,396
(6,396)
1,750
(1,750)
5450 Lieu $$
11,510
(11,510)
1,719
(1,719)
5470 Benefit - Sick/Bereav
5,272
(5,272)
1,441
(1,441)
5490 Benefits - Manulife
11,385
(11,385)
2,089
(2,089)
3) Benefits Total
110,099
110,099
8,401
8,401
4) Operating Costs
5850 Purchased Services
541
541
(0)
5860 Supplies
10,726
10,726
0
734
734
5880 Equipment
743
743
0
5920 Repairs/Maintenance
1,402
1,402
-
644
644
4) Operating Costs Total
13,412
13,412
0
1,378
1,378
Grand Total
269,487
270,683
(1,196)
32,782
12,679
20,103
Page 98 of 134
Performance Report for June 2024 for 10 Elgin Manor - 440 - Laundry
As at June 30, 2024
All
YTD June 2024
YTD Budget YTD Actual YTD Perf MTD Budget MTD Actual MTD Perf
(0)
(957)
957
(0)
(0)
(0) ....
(957) ....
957....
(0)...
(0)
34,069
31,332
2,736
5,371
25,583
(20,212)
34,069
31,332
2,736
5,371
25,583
(20,212)
10,309
9,667
642
8,210
8,099
111
642
(642)
111
( 111)
10,309
10,309
-
8,210
8,210
0
51,188
52,859
(1,671)
7,968
8,307
(339)
1,632
1,632
(0)
260
260
-
5,789
5,789
-60.281
-
92
92
-
58.610
(1.671)
8.319
8.659
(3391
957 957
957 957
Page 99 of 134
Performance Report for June 2024 for 10 Elgin Manor - 420 - Nursing & Personal Care
As at June 30, 2024
OpCap
All
YTD
June 2024
YTD Budget YTD Actual YTD Perf
MTD Budget MTD Actual
MTD Perf
1) Revenue
4200 P of Ont - NPC
( 2,928,402)
(2,958,320)
29,917
(513,882)
(462,273)
(51,609)
4201 P of Ont - On Call Physician
(8,044)
(8,044)
-
(1,356)
(1,356)
4205 Province of Ontario - Project Revenue
42012321 EM MSTP Education
(0)
(0)
(0)
(0)
42012390 EM LTC Medication Safety Techno
(8,048)
(8,073)
25
42012413 PREP LTC
(12,236)
(88,210)
75,974
42012417 IPAC Lead / Personnel
(51,280)
(51,948)
668
(8,547)
(8,652)
105
42012420 Integrated Technology Solutions
(0)
(0)
(0)
(0)
4350 Recoveries - Supplies & Services
(3,666)
(3,666)
-
4355 Recoveries - Wages
(6,514)
6,514
(6,514)
6,514
4360 Project Revenue
0
(0)
0
(0)
42012401 MDS RAI
(25,100)
(25,100)
-
(4,571)
(4,571)
-
42012402 HINF Supplemental Base Supplies
(11,310)
(11,310)
(2,080)
(2,080)
42012403 HINF Costs Reimbursed
(332)
(332)
42012404 Lab Cost Recovery
(1,695)
(1,695)
(1,695)
(1,695)
42012405 BSO Funding Nurses
(9,444)
(9,444)
(1,574)
(1,574)
42012406 BSO Funding PSW
(13,122)
(13,122)
(2,187)
(2,187)
42012409 MC - Falls Prevention
(3,750)
(2,250)
(1,500)
(1,500)
(1,500)
42012412 Pharmacy Education
(11,362)
(11,362)
(0)
(2,389)
(2,389)
42012413 PREP LTC
(75,974)
(75,974)
(75,974)
(75,974)
42012418 PSW Permanent Wage Enhancem
(180,042)
(207,819)
27,777
(90,021)
(109,965)
19,944
42012453 One Time Equipment & Training E
(10,122)
(10,122)
(0)
(0)
(0)
1) Revenue Total
( 3,353,930)
(3,417,331)
63,401
(705,776)
(603,256)
(102,520)
2) Wages
5300 Wages - DON
109,080
86,282
22,798
17,157
4,104
13,052
5301 Wages - RN
269,166
330,420
(61,254)
43,050
52,220
(9,170)
5302 Wages - RPN
259,479
259,478
1
40,966
43,047
(2,080)
5303 Wages - HCA
1,167,133
1,099,462
67,672
117,775
138,054
(20,279)
5306 Project Wages - DON
0
(0)
42012411 Training Coordinator
3,250
2,060
1,191
509
509
42012417 IPAC Lead / Personnel
38,763
36,066
2,697
6,461
(1,676)
8,136
5307 Project Wages - RN
(0)
0
42012407 New Hire Orientation
1,311
3,417
(2,106)
210
210
42012412 Pharmacy Education
3,393
3,393
575
575
42012413 PREP LTC
875
875
148
148
42012453 One Time Equipment & Training EM
246
(246)
5308 Project Wages
(0)
0
0
(0)
42012401 MDS RAI
19,412
19,865
(453)
3,053
3,641
(589)
42012405 BSO Funding Nurses
7,495
1,981
5,514
1,176
416
759
42012407 New Hire Orientation
1,784
2,174
(390)
281
2,174
(1,893)
42012412 Pharmacy Education
2,678
43
2,635
446
446
42012413 PREP LTC
885
885
147
147
42012453 One Time Equipment & Training EM
300
(300)
5309 Project Wages - HCA
Page 100 of 134
OpCap
Performance Report for June 2024 for 10 Elgin Manor - 420 - Nursing & Personal Care
As at June 30, 2024
42012403 HINF Costs Reimbursed
42012406 BSO Funding PSW
42012407 New Hire Orientation
42012412 Pharmacy Education
42012413 PREP LTC
42012418 PSW Permanent Wage Enhance
2) Wages Total
Benefits
5400 Benefits 54,269
5401 Stat/Clothing/Combined - RN 131,333
5402 Stat/Clothing/Combined - RPN 144,059
5403 Stat/Clothing/Combined -HCA 950,645
5406 Project Stat/Combined - DON
42012401 MDS RAI
42012405 BSO Funding Nurses
42012406 BSO Funding PSW
42012407 New Hire Orientation
42012411 Training Coordinator
42012412 Pharmacy Education
42012417 IPAC Lead / Personnel
42012418 PSW Permanent Wage Enhancem
42012453 One Time Equipment & Training EM
5407 Project Stat/Combined - RN
5408 Project Stat/Combined - RPN
5409 Project Stat/Combined - HCA
5411 Vacation Pay - RN
5412 Vacation Pay - RPN
5413 Vacation Pay - HCA
5416 Project Benefits - Vacation Pay
5430 Benefits
5431 Vacation Hrs - RN
5432 Vacation Hrs - RPN
5433 Vacation Hrs - HCA
5451 Lieu $$ - RN
5452 Lieu $$ - RPN
5453 Lieu $$ - HCA
5457 Lieu $$
5458 Project Lieu $$
5459 Project Lieu $$
5461 Top Up - RN
5463 Top Up - HCA
5470 Benefit - Sick/Bereav
5471 Benefit - Sick/Bereav - RN
5472 Benefit - Sick/Bereav - RPN
5473 Benefit - Sick/Bereav - HCA
5491 Benefits RN - Manulife
5492 Benefits RPN - Manulife
5493 Benefits HCA - Manulife
All
YTD Budget
10,583
10,412
2,708
3,270
2,845
127,746
2,042,268
4,634
382
216
7,697
510
580
15,882
40,487
YTD
June 2024
YTD Actual
YTD Perf
MTD Budget
MTD Actual
MTD Perf
(0)
0
(0)
0
10,583
1,668
1,668
444
9,968
1,633
140
1,494
12,220
(9,513)
427
1,924
(1,497)
1,112
2,158
545
545
2,845
474
474
161,947
(34,201)
23,525
74,072
(50,546)
2,017,515
24,753
260,226
318,117
(57,891)
43,512
10,756
669
2,346
(1,677)
62,312
69,022
23,595
10,227
13,368
75,797
68,261
19,033
10,139
8,894
405,699
544,947
140,738
52,740
87,998
(15,852)
15,852
(4,029)
4,029
4,634
-
876
876
-
382
(0)
73
73
216
-
97
97
0
7,697
1,689
1,689
510
0
580
15,882
0
2,074
2,074
0
40,487
-
18,518
18,518
283
(283)
763
(763)
5,311
(5,311)
1,315
(1,315)
5,558
(5,558)
868
(868)
12,900
(12,900)
1,794
(1,794)
12,388
(12,388)
1,148
(1,148)
245,381
(245,381)
36,374
(36,374)
1,128
(1,128)
1,128
(1,128)
7,127
(7,127)
2,586
(2,586)
2,586
(2,586)
17,991
(17,991)
1,266
(1,266)
32,250
(32,250)
7,342
(7,342)
18,855
(18,855)
3,340
(3,340)
10,929
(10,929)
1,273
(1,273)
104,884
(104,884)
17,685
(17,685)
474
(474)
401
(401)
330
(330)
2,631
(2,631)
387
(387)
12,346
(12,346)
1,648
(1,648)
2,521
(2,521)
31
(31)
2,931
(2,931)
5,266
(5,266)
739
(739)
3,663
(3,663)
40,019
(40,019)
4,337
(4,337)
17,069
(17,069)
3,262
(3,262)
23,290
(23,290)
5,207
(5,207)
11q Rq?
1 11q_Rq?l
77_7?q
1 77_77M
Page 101 of 134
Performance Report for June 2024 for 10 Elgin Manor - 420 - Nursing & Personal Care
As at June 30, 2024
OpCap
Benefits Total
Operating Costs
5500 Mileage,,,,,
5505 Travel - Other
5510 Development
5850 Purchased Services
5860 Supplies
5880 Equipment
5920 Repairs/Maintenance
5960 Project Costs
42012321 EM MSTP Education
42012390 EM LTC Medication Safety Techno
42012402 HINF Supplemental Base Supplies
42012403 HINF Costs Reimbursed
42012404 Lab Cost Recovery
42012405 BSO Funding Nurses
42012406 BSO Funding PSW
42012409 MC - Falls Prevention
42012412 Pharmacy Education
42012417 IPAC Lead / Personnel
6090 Miscellaneous
6820 Medical Director
6830Incontinence
)erating Costs Total
Capital WIP
1800 Capital Assets - Work in Progress
42012353 Carry Forward Nursing Equipment
42012390 EM LTC Medication Safety Techno
42012453 One Time Equipment & Training E
ipital WIP Total
Grand Total
June 2024
MTD Budget
MTD Actual
MTD Perf
0...
207,361
209,038
(1,677)
200
33
33
250
42
42
(90)
125
125
0
483
483
-
0
0
0
(0)
(126)
0
0
0
0
0
0
10,674
2,335
8,339
1,779
126
610
610
0
3,245
3,245
-
93
93
16
128
128
21
216
216
-
0
0
0
250
-
250
42
13,957
13,957
-
2,342
2,342
21,353
23,111
(1,759)
3,559
413
94,614
87,203
7,411
8,441
3,238
37,314
37,314
0
3,157
3,157
(0)
10,352
10,352
-
50,824
50,824
0
84.470
88.905
95.565
126
0
0
1,653
16
21
0
42
3,146
5,203
Page 102 of 134
Performance Report for June 2024 for 10 Elgin Manor - 400 - Program & Support
As at June 30, 2024
OpCap
Revenue
4200 P of Ont - PSS
4350 Recoveries
4360 Project Revenue
40012401 BSO Recreation
40012403 HINF 1:1 Staffing Recreation
1) Revenue Total
Alages
5300 Wages
5306 Project Wages
40012401 BSO Recreation
40012403 HINF 1:1 Staffing Recreation
ages Total
Benefits
5400 Benefits
5410 Vacation Pay
5430 Vacation Pay
5450 Lieu $$
5470 Benefit - Sick/Bereav
5490 Benefits - Manulife
Benefits Total
4) Operating Costs
5500 Mileage,,,,,
5505 Travel - Other
5510 Development
5850 Purchased Services
5860 Supplies
5880 Equipment
5960 Project Costs
40012401 BSO Recreation
40012404 Physiotherapy
6800 Program Specific Raw Food
4) Operating Costs Total
Grand Total .............. ..............
All
YTD
June 2024
YTD Budget
YTD Actual
YTD Perf
MTD Budget
MTD Actual
MTD Perf
(210,228)
(211,629)
1,401
(36,555)
(37,956)
1,401
(17,851)
(7,285)
(10,566)
(2,975)
(1,297)
(1,678)
(4,524)
(4,524)
-
(754)
(754)
-
( 279)
(279)
(47)
(47)
(232,882)
(223,437)
(9,445)
(40,331)
(40,007)
(324)
97,881
97,274
607
15,407
10,981
4,426
3,681
3,681
579
579
217
217
34
34
101,780
97,274
4,505
16,020
10,981
5,039
41,599
20,298
21,300
2,585
1,199
1,386
2,217
(2,217)
273
(273)
597
(597)
5,845
(5,845)
709
(709)
2,629
(2,629)
10,012
(10,012)
1,983
(1,983)
41,599
41,598
0
2,585
4,164
(1,579)
252
121
131
42
121
(79)
95
24
71
16
24
(9)
178
752
(574)
30
30
30,689
30,708
(19)
4,272
4,272
-
3,947
2,198
1,749
658
77
580
432
432
0
0
0
0
0
35,042
35,042
-
7,362
7,362
-
1,737
1,973
(236)
289
395
(106)
72,372
71,250
1,122
12,669
12,252
417
(17,132)
(13,315)
(3,817)
(9,057)
(12,610)
3,553
Page 103 of 134
Performance Report for June 2024 for 210 - Emergency Measures
As at June 30, 2024
Opcap All
YTD June 2024
YTD Budeet YTD Actual YTD Perf MTD Budeet MTD Actual MTD Perf
(0)
(274,611)
274,611
(0)
(0)
(0)
(50,000)
50,000
(0)
(0)
27,329)
(27,329)
(0)
(24,377)
(24,377)
-
27,329)
(351,940)
324,611
(24,377)
(24,377)
(0)
151,253
120,249...,
31,004...........................24,259.........................................................23,801.........................................457
18,512
(18,512)
1,962
(1,962)
490
(490)
331
(331)
135
( 135)
1,111
( 1,111)
222
(222)
151,253
142,166
9,088
24,259
24,648
(390)
39,225
25,770...,
13,455.................................8,198..............................................................4,852
..........................3,346
1,832
(1,832)
13,455
(13,455)
3,346
(3,346)
39,225
....................................................................................................................................................................................................................................................................................................
41,056
(1,832)
8,198
8,198
426
426...,
(0)...........................................330......................................................................330............................................(
0)
324
324
-
305
305
-
278
278
-
198
(198)
7,500
17,417
(9,917)
280
(280)
54,922
45,005
9,917
12,027
11,747
280
4,880
4,880
(0)
110
110
-
1,613
1,613
0
417
417
526
526
-
0
123,621
(123,621)
0
41,043
(41,043)
0
3,406
(3,406)
0
3,381
(3,381)
66
66
66
66
70,536
-------197,761
(127,225)
13,256
57,679
(44,423)
Page 104 of 134
Performance Report for June 2024 for 170 - Engineering Services
As at June 30, 2024
...........................................................................................................................................................................
OpCap (Multiple Items)
YTD June 2024
YTD Budget YTD Actual YTD Perf MTD Budget MTD Actual MTD Perf
I)Revenue
4205 Province of Ontario - Project Revenue
62002407 OCIF Funding
(1,325,452)
(1,325,452)
(220,909)
(220,909)
4360 Project Revenue
60901917 Elm Street at Centennial Road Intersectio
(491,000)
(436,758)
(54,242)
(0)
-
(0)
4370 Other Revenue
74,491
(749491)
1489982
(589743)
(589743)
1) Revenue Total
( 1 9 7 4 1 9 9 6 1 )
( 1 9 8 3 6 9 7 0 1 )
94,740
( 2 7 9 9 6 5 2 )
( 2799652)
(0)
2) Wages
5300 Wages
2189483
2189483
(0)
359984
359984
(0)
5310 Vacation Pay
69710
69710
0
29033
29033
(0)
5370 Sick/Bereavement
I 1,506
19506
0
313
313
(0)
2) Wages Total
,,,,,,
2269699
,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,.............................
2269699
0
389330
389331
(1)
3) B enefits,,,,,s....,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,............................
5400 Benefits
479051
479051
(0)
79224
79224
(0)
5490 Benefits - Manulife
209031
209031
0
49159
49159
0
3) Benefits Total
679082
................................................................................................................................................................................................................................................
679082
0
119383
..................................................................................................................................................................................................................................................I
119383
(0)
4 O eratin Costs
p g
5500 Mileage
19000
19000
0
833
833
5505 Travel - Other
29334
29334
0
334
334
5510 Development
926
926
(0)
46
46
5610 Memberships
29545
29545
0
-
5640 Photocopy
629
629
0
37
37
5880 Equipment
39391
39391
-
39289
39289
5930 Vehicle Repairs/Maint/Fuel
49011
49011
155
155
5940 Utilities - Road
99420
99420
19798
19798
5960 Project Costs
-
60902403 Road Crack Sealing and Asphalt Patches
32,944
32,944
(0)
4,599
4,599
60902404 Major Maintenance Projects
77,903
77,903
(0)
77,256
77,256
60902405 Road Sign Maintenance
1,220
1,220
-
1,220
1,220
60902406 Electrical Servicing Contract (Signals and
64,394
64,394
(0)
46,296
46,296
60902409StructuralInspections
6,716
6,716
-
6,716
6,716
60902410 Municipal Drains (5year average)
130,325
130,325
130,325
130,325
60902412 King George Lift Bridge Maintenance
12,469
12,469
-
12,469
12,469
60902415 Misc Consulting
3,256
3,256
0
-
6090 Miscellaneous
685
685
0
141
141
6310 Railway Protection
99891
99891
(0)
-
6320Maintenance/Lower Tier
191699843
191699843
-
1239415
1239415
4) Operating Costs Total
195339902
195339902
0
4089929
4089929
5) Capital WIP
1800 Capital Assets - Work in Progress
60002455 Culvert Rehabilitations / Slip Lining
149,561
149,561
149,561
149,561
60002495 Engineering Department Plotter
11,735
11,735
0
-
60162280 Road 16 - Port Talbot Hill Drainage Rehabi
19,701
19,701
0
-
60202420 Road 20 (Thomas Rd to Fingal) Rehabilitati
602,069
602,069
602,069
602,069
60242420 Road 24 Rehabilitation (Yarmouth Centre t
335,256
335,256
1
335,245
335,245
60262410 Road 26 (Rd 25to RR Tracks) Reconstructi
41,241
41,241
-
27,286
27,286
60382460 King Bridge Replacement- B3852050
31,001
31,001
(0)
5,936
5,936
60901917 Elm Street at Centennial Road Intersectio
-
55,966
(55,966)
-
62002109Talbot Line Slope Repair
-
12,974
(12,974)
62902103 Philmore Bridge Deck Replacement - B49
914,511
914,511
0
.1
5) Capital WIPTotal
291059075
291749015
(68,940)
120,097
191209097
Grand Total
2.190.797
2.164.996
25.801
1.299.087
1.299.088
11)
Page 105 of 134
Performance Report for June 2024 for 140 - Financial Services
As at June 30, 2024
All
YTD
YTD Budget
YTD Actual
YTD Perf
MTD
314,730
295,163
19,567
15,621
(15,621)
3,897
(3,897)
314,730
314,680
50
101,614
64,037
37,577
37,577
(37,577)
101,614
101,614
1,443
209....
1,234
....,
443
443
-
3,528
3,528
(0)
205
205
0
June 2024
fidget
MTD Actual
MTD Perf
50,016
45,359
4,656
3,248
(3,248)
1,502
(1,502)
50,016
50,109
(93)
16,599
9,524
7,075
7,075
(7,075)
16,599 16,599
241 241
153 153 -
Page 106 of 134
Performance Report for June 2024 for 160 - Human Resources
As at June 30, 2024
All
YTD June 2024
YTD Budget YTD Actual YTD Perf MTD Budget MTD Actual MTD Perf
1) Revenue
4360 Project Revenue
(2,157)
(2,157) ....
(2,157).
(2,157)
294,717
219,768
74,949
10,484
(10,484)
1,260
(1,260)
3,934
(3,934)
294,717
235,446
59,271
76,830 48,521 28,309
28,309 (28,309)
76,830 76,830
2,000
476
1,524
250
250
2,980
2,980
0
7,123
7,123
(0)
1,400
4,073
(2,673)
15,193
15,415
(222)
631
631
-
412
412
(0)
350
220
130
.................................................................................................................................................
30,340
31,332
(992)
399,730
341451
58,279
46,796 34,542
12,254
1,121
(1,121)
1,362
(1,362)
46,796 37,025
9,771
12,761 7,409 5,352
5,352 (5,352)
12,761 12,761
5,608 193 5,415
70 46 24
..............................................................................................................................
57 575 11,481
Page 107 of 134
OpCap
Performance Report for 2024 for Information Technology
As at June 30, 2024
All
YTD
YTD Budget
YTD Actual
YTD Perf
MTD
(900)
(5,574)
4,674
(0)
0
(0)
(46,384)
(46,384)
(47,284)
(51,958)
4,674
500
3,566
(3,066)
401,531
350,381
51,151
910
910
0
15,423
15,423
-
363,942
363,942
(0)
________48.085,_______
782.306
734.221
udget
MTD Actual
MTD Perf
(150)
(150)
(0)
(0)
(6,875)
(6,875)
(7,025)
(7,025)
(0)
83
83
66,922
58,397
8,525
104,963
32,575
32,575
0
10,507
10,507
482
482
19,169
19,169
0
4,177
4,177
2,407
2,407
21,550
21,550
1,111
1,111
77,953 ........................760.2......
77,953
.......................16
(0)
14,024
14,024 -
..........................
812.97.5
52.759.......................120.57........................111.9......
62 8.6
0
Page 108 of 134
Performance Report for June 2024 for 220 - Land Division
As at June 30, 2024
OpCap
(Multiple Items)
YTD
June 2024
YTD Budget
YTD Actual
YTD Perf
MTD Budget
MTD Actual
MTD Perf
1) Revenue
4340 Fees
(62,500)
(60,650)
(1,850)
(12,500)
(17,450)
4,950
1) Revenue Total
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
(62,500)
(60,650)
(1,850)
(12,500)
(17,450)
4,950
2) Wages
5300 Wages
46,390....
22,974....
23,416
7,480..
3,769..
3,711
5350 Wages Land Committee
8,850
(8,850)
2,850
(2,850)
5360 Wages Subsidized
75
75
13
13
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
2) Wages Total
46,465
31,824
14,641
7,492
6,619
873
3) Benefits
5400 Benefits
6,096
3,189
2,907
1,011
409
601
5450 Lieu $$
340
(340)
115
(115)
5490 Benefits - Manulife
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
2,567
(2,567)
486
(486)
3) Benefits Total
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
6,096
6,096
(0)
1,011
1,011
-
4) Operating Costs
5500 Mileage
2,000
2,410
(410)
761
761
-
5505 Travel - Other
-
(254)
254
5510 Development
1,850
3,063
(1,213)
1,110
1,028
82
5610 Memberships
365
365
-
165
165
5770 Legal & Professional
1,623
1,623
5850 Purchased Services
-
-
6090 Miscellaneous ...............................................................................................................................................5..838............................................5..584..................................................253..........................................2..036...........................................1..789...................................................247
(1)
( 1)
4.....0.....erati.n.......Costs Total
Operating
,
Grand Total
(4,101)
(17,146)
13,045
(1,961)
(8,031)
6,070
Page 109 of 134
Performance Report for June 2024 for 180 - Library Services
As at June 30, 2024
OpCap
All
YTD
June 2024
YTD Budget
YTD Actual
YTD Perf
MTD Budget
MTD Actual
MTD Perf
1) Revenue
4215 Federal Funding - Project Revenue
23802401 Donations Library
(22,396)
(22,396)
(0)
(9,558)
(9,558)
26802402 Interlibrary Loans Postage
(3,542)
(3,542)
-
4370 Other Revenue
(18,594)
(18,594)
(0)
(7,182)
(7,182)
0
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
1) Revenue Total
(44,532)
(44,532)
(0)
(16,740)
(16,740)
0
2) Wages
5300 Wages
882,999
796,691
86,308
137,494
132,675
4,819
5310 Vacation Pay
27,266
(27,266)
3,230
(3,230)
5330 Vacation Pay
27,248
(27,248)
4,519
(4,519)
5370 Sick/Bereavement
10,134
(10,134)
558
(558)
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
2) Wages Total
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
882,999
861,339
21,660
137,494
140,982
(3,488)
3) Benefits
5400 Benefits
255,149
157,058
98,090
42,647
24,827
17,820
5450 Lieu $
30,637
(30,637)
5,099
(5,099)
5490 Benefits - Manulife
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
67,454
(67,454)
12,721
(12,721)
3) Benefits Total
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
255,149
255,149
42,647
42,647
0
4) Operating Costs
5500 Mileage
646
646
0
90
90
5505 Travel - Other
4,000
5,155
(1,155)
5510 Development
4,410
4,410
(0)
1,766
1,766
5610 Memberships
671
671
(0)
5630 Office Supplies
10,598
10,598
0
3,429
3,429
5640 Photocopy
2,011
2,011
(0)
46
46
5650 Advertising
87
87
1
5680 Telephone/Fax
8,707
8,707
0
649
649
-
5760 Meals/Refreshments
889
889
0
205
205
(0)
5870 Furniture & Fixtures
3,817
3,817
(0)
221
221
-
5890 Lease Space
260,078
260,078
(0)
130,008
130,008
5920 Repairs/Maintenance
293
293
(0)
5930 Vehicle Repairs/Maint/Fuel
5,702
5,702
(0)
489
489
23802401 Donations Library
98
98
(0)
26802003 Donations Library Marketing
646
646
-
26802402 Interlibrary Loans Postage
1,927
1,927
0
6090 Miscellaneous
1,824
1,824
(0)
30
30
6630 Periodicals/Newspapers
2,338
2,338
-
72
72
(0)
6670 Electronic Resources
47,013
47,013
10,000
10,000
-
6680 Programs
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
16,917
18,086
(1,169)
3,187
4,356
(1,169)
4) Operating Costs Total
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
372,672
374,997
(2,325)
150,192
151,360
(1,169)
5) Capital WIP
1800 Capital Assets - Work in Progress
58102401 Book Purchases - Library
126,141
126,141
(0)
33,404
33,404
58102403 Accessibility Renos
403
403
..............
......................................................................................................................................................126...544
..................................126..544.........................................................
........................................33,..404.......................................33..4045CaPitalWIPTota'
..............................................................
Grand Total
1,592,832
1,573,497
19,335
346,997
351,653
(4,656)
Page 110 of 134
Performance Report for June 2024 for 240 - Museum
Data is current as of Aug 8, 2024 10:14 AM
OpCap
All
YTD
June 2024
YTD Budget
YTD Actual YTD Perf
MTD Budget MTD Actual MTD Perf
1) Revenue
4360 Project Revenue
27902401 Donations Museum
(2,407)
(2,407)
4370 Other Revenue
(463)
(463)
4375 Other Revenue - Gift Shop
(541)
(541)
4376 Other Revenue - Events & Education
-
4380 Other Revenue - Events & Education
(693)
(693)
(386) (386) 0
1) Revenue Total
(4,103)
(4,103)
0
(386) (386) 0
Wages
5300 Wages
5306 Project Wages
27902402 Donations Museum Summer Student
27902405 Donations Museum Museum Collections Assistant
5310 Vacation Pay
5330 Vacation Pay
5370 Sick/Bereavement
ages Total
Benefits
5400 Benefits
5406 Project Stat/Combined
27902402 Donations Museum Summer Student
27902405 Donations Museum Museum Collections Assistant
5490 Benefits - Manulife
Benefits Total
Operating Costs
5500 Mileage
5510 Development
5610 Memberships
5630 Office Supplies
5640 Photocopy
5650 Advertising
5740 Curatorial
5910 Special - Events & Education
5915 Special - Gift Shop
5960 Project Costs
27902020 Donations Museum (Bushell Estate)
27902405 Donations Museum Museum Collections Assistant
6090 Miscellaneous
6500 Shipping
)erating Costs Total
Capital WIP
1800 Capital Assets - Work in Progress
27902350 Misc Capital - Museum
5) Capital WIP Total
Grand Total ................ ......... ..... .
75,627
68,272
7,356
11,838
10,353
1,485
(0)
0
0
(0)
2,440
5,042
(2,602)
2,440
2,766
(326)
4,653
6,194
(1,540)
1,189
3,573
(2,384)
1,250
(1,250)
2,058
(2,058)
250
(250)
82,721
83,066
(345)
15,468
16,692
(1,225)
21,105
13,679
7,426
3,436
1,950
1,486
(0)
0
(0)
0
483
483
0
267
267
0
593
593
-
349
349
(0)
7,426
(7,426)
1,486
(1,486)
22,182
22,182
(0)
4,052
4,052
149
149
-
200
200
40,300
40,300
-
375
375
(0)
10
10
-
10
10
-
1,752
3,025
(1,273)
292
292
10,049
10,049
0
1,002
1,002
-
1,301
1,301
292
292
249
249
3,000
3,000
0
0
0
0
(1)
(1)
-
937
937
0
58,321
59,595
(1,273)
1,597
1,305
292
12,289
12,289
12,289
12,289
171,410
173,028
(1,618)
20,731
21,663
(933)
Page 111 of 134
Performance Report for May 2024 for 290 - Planning
As at June 30, 2024
OpCap
All
YTD
May 2024
YTD Budget
YTD Actual
YTD Perf
MTD Budget
MTD Actual
MTD Perf
1) Revenue
4340 Planning & Processing Fees
(11,500)
(11,500)
(1,000)
(1,000)
1) Revenue Total
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
(11,500)
(11,500)
(1,000)
(1,000)
2) Wages
5300 Wages
57,279....
19,118....
38,161
15,945..
2,698..
13,247
5310 Vacation Pay
1,369
(1,369)
1,095
(1,095)
2) Wages Total
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
57,279
20,487
36,792
15,945
3,793
12,152
3) Benefits
5400 Benefits_.
7,036....
4,961....
2,075
1,522...
1,029..
493
5490 Benefits - Manulife
2,075
(2,075)
493
(493)
3) Benefits Total
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
7,036
7,036
1,522
1,522
4) Operating Costs
5850 Purchased Services
34,891
34,891
33,459
33,459
5960 Project Costs
26401801 Official Plan - 5 year Review
..........................................................................................................................................36..900.......................................36..900...................................................................................................33..459.......................................33,459...............................................................
.......Costs
2008,
2,008
4.....0.....Perati.ng Total
Grand Total
89,714
52,922
36,792
49,926
37,775
12,152
Page 112 of 134
Performance Report for June 2024 for 250 - Police Services Board
As at June 30, 2024
OpCap
All
YTD
June 2024
YTD Budget
YTD Actual
YTD Perf
MTD Budget MTD Actual
MTD Perf
1) Revenue
4350 Recoveries
(20,218)
(20,218)
4360 Project Revenue
29802001 OAPSB Zone 6
(924)
(924)
-
29802301 Community Safety and Policing Gr
(0)
(31,618)
31,618
(0)
(0)
29802302 BCWA Grant 2023-24
0
(80,000)
80,000
29802401 Project Lifesaver - Donation
(460)
(460)
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
1) Revenue Total
(21,142)
(132,760)
111,618
(460)
(460)
2) Wages
5300 Wages
4,590
2,300
2,290
(764)
(764)
2) Wages Total
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
4,590
2,300
2,290
(764)
(764)
4) Operating Costs
5500 Mileage
493
493
5505 Travel - Other
5510 Development
5,089
5,089
0
5960 Project Costs
29802001 OAPSB Zone 6
500
500
29802301 Community Safety and Policing Gr
0
0
0
0
29802302 BCWA Grant 2023-24
0
39,570
(39,570)
29802401 Project Lifesaver - Donation
5,516
5,516
(460)
(460)
6090 Miscellaneous ..........................................................................................................................................
.......
12,274
12,274
4.....0.....Perati.ng CostsTotal
23..872.............................................................................39...570...........................................................0..............................................................................................................................0
63 442
( )
Grand Total
7,320
(67,018)
74,338
(1,684)
(1,684)
Page 113 of 134
Performance Report for June 2024 for 135 - Provincial Offenses Act
As at June 30, 2024
All
YTD June 2024
YTD Budget YTD Actual YTD Perf MTD Budget MTD Actual MTD Perf
(40,000)
(2,708)
(37,292)
(20,000)
(20,000)
(800,371)
(734,096)
(66,275)
(400,186)
24,015 (424,201)
(37,500)
(28,192)
(9,308)
(18,750)
(9,948) (8,802)
(877,871)
(764,996)
(112,875)
(438,936)
14,067 (453,003)
149,796 132,647 17,149 25,459 22,469 2,990
3,558 (3,558) 427 (427)
1,138 (1,138)
2,174 (2,174)
149,796 139,517 10,279 25,459 22,896 2,563
43,482
26,946
16,536
8,611
4,429
4,182
19,100
(19,100)
3,571
(3,571)
43,482
46,046
(2,564)
8,611
8,000
611
2,000
222
1,778
1,000
222
778
1,000
1,470
(470)
500
270
230
1,150
1,033
117
575
575
485
20
465
243
243
7,650
3,871
3,779
3,825
435
3,390
649
329
319
324
55
270
194,996
143,994
51,002
97,498
112,389
(14,891)
10,650
15,551
(4,901)
5,325
3,646
1,679
28,864
16,511
12,352
13,851
1,574
12,276
1,350
1,350
675
675
542
326
216
271
271
10,000
10,000
5,000
5,000
33,750
24,117
9,633
16,875
24,117
(7,242)
24,499
29,349
(4,850)
12,250
23,990
(11,740)
174,476
159,736
14,739
87,238
28,482
58,756
5,250
163
5,087
2,625
163
2,462
18,001
21,873
(3,872)
9,000
3,277
5,724
128,776
128,776
0
64,388
128,776
(64,388)
644,086...............................547,340...................................96,745............................32.1,462..............................327,395................................(
5,934)
Page 114 of 134
Performance Report for June 2024 for 20 Terrace Lodge - 480 - Adult Day
As at June 30, 2024
OpCap
All
YTD
June 2024
YTD Budget
YTD Actual
YTD Perf
MTD Budget
MTD Actual
MTD Perf
1) Revenue
4370 Other Revenue
(17,598)
(17,598)
(0)
338
338
(0)
......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
1) Revenue Total
(17,598)
(17,598)
(0)
338
338
(0)
2) Wages
5300 Wages
......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
71,539
71,540
(0)
11,221
11,221
(0)
2) Wages Total
......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
71,539
71,540
(0)
11,221
11,221
(0)
3) Benefits
5400 Benefits
61,243
26,406
34,838
9,819
3,408
6,411
5410 Vacation Pay
19,730
(19,730)
3,141
(3,141)
5450 Lieu $$
10,011
(10,011)
1,688
(1,688)
5490 Benefits - Manulife
4,249
(4,249)
735
(735)
3) Benefits Total
......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
61,243
60,395
848
9,819
8,972
848
4) Operating Costs
5500 Mileage
20
20
0
20
20
0
5630 Office Supplies
48
48
-
48
48
-
5850 Purchased Services
21,508
21,508
1,889
1,889
-
5860 Supplies
4,180
4,180
0
1,171
1,171
-
5880 Equipment
8,747
8,747
-
2,974
2,974
-
5920 Repairs/Maintenance
-
-
6090 Miscellaneous
45
45
-
45
45
-
6810 Raw Food
5,872
5,872
0
1,081
1,081
-
6860 Building Occupancy
.......Costs ..Total .........................................................................................................................................35...542.......................................35..542............................................................0..........................................7...229............................................7..229............................................................0
..4.....0.....erat
3,165
3,165
-
P ng
Grand Total
,�...�
150,727
149,880
847
28,607
27,759
848
Page 115 of 134
Performance Report for June 2024 for 20 Terrace Lodge - 450 - Building & Property
As at June 30, 2024
OpCap
All
YTD
June 2024
YTD Budget
YTD Actual
YTD Perf
MTD Budget
MTD Actual
MTD Perf
1) Revenue
4205 Province of Ontario - Project Revenue
45022452 Minor Capital
(41,709)
(41,709)
4350 Recoveries
(730)
(730)
-
4360 Project Revenue
0
(0)
45021208 Building Renovation
(39,216)
(39,216)
-
(300)
(300)
1) Revenue Total .... .... .... ....
..2)
(81,656)
.... ....
(81,656)
.... ....
.... (0)
(300)
.... ....
(300)
.... ....
.... ....
Wages
5300Wages
28,221
23,903
4,318
4,449
3,078
1,371
2) Wages Total
28,221
23,903
4,318
4,449
3,078
1,371
3) Benefits
5400 Benefits
10,299
5,794
4,505
1,988
856
1,131
5470 Benefit - Sick/Bereav
781
(781)
207
(207)
5490 Benefits - Manulife
3,724
(3,724)
925
(925)
3) Benefits Total
10,299
10,299
1,988
1,988
-
4) Operating Costs
5500 Mileage
75
75
13
13
5505 Travel - Other
250
250
42
42
5510 Development
1,000
219
781
167
167
5850 Purchased Services
47,339
47,051
288
(9,039)
(9,039)
0
5860 Supplies
787
(787)
5880 Equipment
332
332
(0)
5920 Repairs/Maintenance
147
147
-
5940 Utilities
135,756
135,756
(0)
14,899
14,899
-
5960 Project Costs
45022301 Painting
988
988
-
4) Operating Costs Total
....
185,887
185,280
606
6,080
5,860
221
5) Capital WIP
1800 Capital Assets - Work in Progress.,,,,,
45021208 Building Renovation
1,941,575
1,941,575
361,849
361,849
(0)
45022159 HVAC RTU Replacement
4,666
4,666
4,666
4,666
-
45022351 Canopy Veneer Replacement
96,952
96,952
45022452 Minor Capital
104,188
104,188
0
104,188
104,188
0
45022453 Stairwell Replace Ceiling Grid
10,979
10,979
45022456 ADP Office Construction
5,225
5,225
5,225
5,225
-
5) Capital WIP Total
2,163,585
2,163,585
475,929
475,929
(0)
Grand Total
2.306.336
2.301.411
4.925
488.146
486.554
1.591
Page 116 of 134
Performance Report for June 2024 for 20 Terrace Lodge - 410 - Dietary
As at June 30, 2024
All
YTD
June 2024
YTD Budget
YTD Actual
YTD Perf
MTD Budget
MTD Actual MTD Perf
(230,356)
(230,605)
248
(39,671)
(45,837) 6,166
(7,208)
(2,301)
(4,907)
(1,201)
(440) (761)
(237,564)
(232,905)
(4,659)
(40,872)
(46,277) 5,405
339,070 352,865 (13,795) 53,596 65,567 (11,970)
-
(235)
235
427
8,117
(7,690)
67
2,557
(2,490)
213
213
34
34
339,711
360,982
(21,272)
53,697
67,889
(14,192)
195,115
104,206
90,910
31,382
17,555
13,827
533
(533)
235
(235)
476
476
0
19,208
(19,208)
3,125
(3,125)
7,139
(7,139)
412
(412)
28,981
(28,981)
4,694
(4,694)
1,253
(1,253)
7
(7)
4,704
(4,704)
933
(933)
29,086
(29,086)
5,838
(5,838)
195,591
195,591
0
31,382
32,790
(1,409)
100
100
17
17
300
300
50
50
4,339
4,339
(0)
654
654
15,000
28,482
(13,482)
278
3,214
(2,936)
888
888
234
234
1,500
3,538
(2,038)
243,634
244,157
(523)
37,459
44,662
(7,203)
600
294 ....
306
100
140
(40)
266,360..
281,697
(15,337�...
....
38 792...................................48,904............................(..10,113)
564,098
605,365
(41,267)
82,998
103,307
(20,309)
Page 117 of 134
Performance Report for June 2024 for 20 Terrace Lodge - 460 - General & Admin
As at June 30, 2024
OpCap
Revenue
4200 P of Ont - CIA
4201 P of Ont - Pay Equity
4205 Province of Ontario - Project Revenue
46022313 IPAC Training & Education Yr 1
46022409 Allied Health Professionals Fund
46022410 Supporting Professional Growth
46022411 TL Resident Health & Well Being
46022413 IPAC Training & Education Yr 2
46022420 One Time Funding Increase
4350 Recoveries
4360 Project Revenue
46022402 Donations
4500 Private
4510 Private - Basic Comp
4520 Semi -Private
4530 Semi -Private - Basic Comp
4540 Basic
4550 Respite
Revenue Total
All
YTD
YTD Budget YTD Actual
(85,528) (54,892)
(1,098) (1,098)
(8,340)
(8,340)
(93,797)
(93,797)
(9,162)
(9,162)
(4,389)
(4,389)
(2,831)
(8,493)
(254,200)
(254,200)
(18,434)
(11,473)
(25)
(25)
(74,842)
(72,884)
(215,445)
(215,099)
(78,228)
(41,798)
(458,394)
(304,718)
(389,532)
(585,537)
(4.969)
(5.750)
5300 Wages
5306 Project Wages
46022313 IPAC Training & Education Yr 1
46022409 Allied Health Professionals Fund
46022410 Supporting Professional Growth F
46022414 Corridor Support and Monitor -TL - Te
2) Wages Total L.
3) Benefits
5400 Benefits
5406 Project Stat/Combined
46022409 Allied Health Professionals Fund
46022410 Supporting Professional Growth
46022414 Corridor Support and Monitor -
5410 Vacation Pay
5416 Project Benefits - Vacation Pay
5430 Vacation
5456 Lieu $$
5470 Benefit - Sick/Bereav
5490 Benefits - Manulife
155,391
2
68,985
10,535
)ra ry
34,912
78,528
16,265
5,127
3,352
3) Benefits Total
103,272
4) Operating Costs
5500 Mileage..,
350
5505 Travel - Other
385
5510 Development
1,667
5600 Recognition
500
132,493
0
68,985
16,068
25,111
242,656
46,580
(919.33)
16,265
5,127
3,352
46
383.56
8,646
535.77
3,863
19,393
103,272
241
586
350
457
June 2024
YTD Perf
MTD Budget
MTD Actual
MTD Perf
(30,636)
(78,241)
(47,605)
(30,636)
(183)
(183)
(16,135)
(16,135)
(1,091)
(1,091)
-
(739)
(739)
5,662
(2,831)
(2,831)
-
( 0)
(0)
(0)
(6,961)
(3,072)
(1,262)
(1,810)
(1,957)
(12,474)
(14,575)
2,101
(347)
(35,908)
(41,152)
5,244
(36,429)
(13,038)
(6,182)
(6,856)
(153,676)
(76,399)
(45,071)
(31,328)
196,005
(64,922)
(100,197)
35,275
781
(828)
(507)
(321)
(27,558)
(305,861)
(277,530)
(28,330)
22,898
24,301
23,015
1,287
(0)
0
(0)
2
(0)
68,984
34,745
34,239
(5,532)
(3,929)
(3,929)
(25,111)
(7,744)
89,356
57,760
31,596
31,949
10,313
5,460
4,853
919
(0)
0
0
8,082
8,082
(0)
(0)
0
(46)
(384)
(8,646)
363
(363)
(536)
(3,863)
693
(693)
(19,393)
3,796
(3,796)
....
(0)...
18,395....
18,395...
-
109
58
58
(201)
64
345
(281)
1,317
278
278
43
83
372
(289)
Page 118 of 134
Performance Report for June 2024 for 20 Terrace Lodge - 460 - General & Admin
As at June 30, 2024
OpCap
5610 Memberships
5620 Subscriptions
5630 Office Supplies
5640 Photocopy
5650 Advertising
5680 Telephone/Fax
5720 Postage/Courier
5750 Petty Cash Over/Short
5850 Purchased Services
5880 Equipment
5960 Project Costs
46022313 IPAC Training & Education Yr 1
46022404 Miscellaneous Donations
46022409 Allied Health Professionals Fund
46022410 Supporting Professional Growth
46022413 IPAC Training & Education Yr 2
46022420 One Time Funding Increase
6090 Miscellaneous
6840 Cable
6850 Reimbursed Supplies/Services
4) Operating Costs Total
Grand Total
All
YTD
June 2024
YTD Budget
YTD Actual
YTD Perf
MTD Budget
MTD Actual
MTD Perf
11,400
11,610
(210)
(210)
(210)
150
138
12
25
25
3,723
5,796
(2,073)
621
16
604
838
838
0
108
108
-
375
375
63
63
5,500
5,932
(432)
917
474
443
378
77
301
63
63
65
(65)
(0)
0
857
857
-
234
234
-
182
182
0
2,880
(2,880)
0
0
1,476
1,476
1,476
1,476
2,218
2,218
889
889
175
1,729
(1,554)
175
1,729
(1,554)
0
458
(458)
0
458
(458)
0
0
0
0
251
50
201
42
42
14,076
8,184
5,892
2,346
2,346
3,544
5,870
(2,326)
409
2,735
(2,326)
48,044
49,993
(1,950)
7,640
8,836
(1,196)
( 1.312.9851
( 1.275.7331
(37.2511
(190.4691
(192.5391
2.070
Page 119 of 134
Performance Report for June 2024 for 20 Terrace Lodge - 430 - Housekeeping
As at June 30, 2024
OpCap
All
YTD
June 2024
YTD Budget
YTD Actual
YTD Perf
MTD Budget
MTD Actual
MTD Perf
2) Wages
5300 Wages
161,794
163,670
(1,875)
25,548
46,056
(20,507)
5306 Project Wages - HSK
43022401 HINF 1:1 Staffing HSKP
213
213
34
34
2) Wages Total
162,007
163,670
(1,662)
25,582
46,056
(20,474)
3) Benefits
5400 Benefits
98,421
55,185
43,237
20,965
14,494
6,471
5410 Vacation Pay
14,165
(14,165)
1,532
(1,532)
5430 Vacation Pay
2,720
(2,720)
720
(720)
5450 Lieu $$
11,856
(11,856)
1,770
(1,770)
5470 Benefit - Sick/Bereav
2,759
(2,759)
322
(322)
5490 Benefits - Manulife
11,737
(11,737)
2,226
(2,226)
3) Benefits Total
98,421
98,421
0
20,965
21,063
(98)
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
4) Operating Costs
5850 Purchased Services,
540
540
90
90
5860 Supplies
17,210
21,831
(4,621)
2,868
2,242
627
5880 Equipment
142
142
0
5920 Repairs/Maintenance
1,596
2,162
(566)
794
1,360
(566)
4)Operating Costs Total
19,488
24,674
(5,186)
3,752
3,691
61
5) Capital WIP
1800 Capital Assets - Work in Progress
43022250 Carry Forward Housekeeping Equipment
1,690
1,690
5) Capital WIP Total
1,690
1,690
Grand Total
281.606
288.455
( 6.849)
50.299
70.810
(20.511)
Page 120 of 134
Performance Report for June 2024 for 20 Terrace Lodge - 440 - Laundry
As at June 30, 2024
OpCap
All
YTD
June 2024
YTD Budget
YTD Actual
YTD Perf
MTD Budget
MTD Actual
MTD Perf
2) Wages
5300 Wages
39,364
40,978
(1,614)
6,205
6,205
0
2) Wages Total
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
39,364
40,978
(1,614)
6,205
6,205
0
3) Benefits
5400Benefits_.
17,346....
6,286....
11,060
(4,270)...
(6,589)..
2,319
5430 Vacation Pay
823
(823)
618
(618)
5450 Lieu $$
3,878
(3,878)
582
(582)
5470 Benefit - Sick/Bereav
823
(823)
5490 Benefits - Manulife
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
5,535
(5,535)
1,120
(1,120)
3) Benefits Total
17,346
17,346
(4,270)
(4,270)
(0)
4) Operating Costs
5850 Purchased Services
44,254
44,900
(646)
5860 Supplies
2,342
2,342
-
128
128
0
..........................................................................................................................................46,596.......................................47,242................................................646.....................................................128...................................................128............................................................0
4.....0.....erati.n.......Costs Total
Operating
( )
Grand Total
103,306
105,566
(2,260)
2,064
2,064
0
Page 121 of 134
Performance Report for June 2024 for 20 Terrace Lodge - 420 - Nursing & Personal Care
As at June 30, 2024
OpCap
All
YTD
June 2024
YTD Budget YTD Actual YTD Perf
MTD Budget MTD Actual
MTD Perf
1) Revenue
4200 P of Ont - NPC
( 3,287,752)
(3,339,254)
51,502
(576,669)
(537,689)
(38,980)
4201 P of Ont - On Call Physician
(8,044)
(8,044)
-
(1,356)
(1,356)
4205 Province of Ontario - Project Revenue
42022390 TL LTC Medication Safety Technol
(8,967)
(8,967)
-
420223912023-24 Clinical Decision Support
(0)
(0)
(0)
(0)
42022413 PREP LTC
(13,435)
(43,600)
30,165
42022417 IPAC Lead / Personnel
(52,511)
(53,193)
682
(8,752)
(8,859)
107
42022420 Integrated Technology Solutions
(0)
(0)
(0)
(0)
4350 Recoveries - Supplies & Services
(4,678)
(4,678)
-
4355 Recoveries - Wages
(4,391)
4,391
(4,391)
4,391
4360 Project Revenue
0
(0)
0
(0)
42022401 MDS RAI
(27,888)
(27,888)
-
(5,079)
(5,079)
-
42022402 HINF Supplemental Base Supplies
(13,891)
(13,891)
(2,311)
(2,311)
42022403 HINF Costs Reimbursed
(19,424)
(19,424)
(7,379)
(7,379)
42022404 Lab Cost Recovery
(1,688)
(1,688)
( 1,688)
( 1,688)
42022405 BSO Funding Nurses
(10,380)
(10,380)
(1,730)
(1,730)
42022406 BSO Funding PSW
(11,580)
(11,580)
(1,930)
(1,930)
-
42022409 MC - Falls Prevention
(4,998)
(2,499)
(2,499)
(833)
(833)
42022412 Pharmacy Education
(13,263)
(13,263)
(2,655)
(2,655)
-
42022413 PREP LTC
(30,165)
(30,165)
(30,165)
(30,165)
42022418 PSW Permanent Wage Enhancem
(218,481)
(230,910)
12,429
(109,240)
(122,184)
12,944
42022453 One Time Equipment & Training T
(9,976)
(9,976)
(0)
(0)
(0)
1) Revenue Total
( 3,737,120)
(3,803,625)
66,505
(749,787)
(697,250)
(52,537)
2) Wages
5300 Wages - DON
107,896
74,946
32,950
16,859
5,161
11,698
5301 Wages - RN
233,154
208,622
24,531
37,289
38,960
(1,671)
5302 Wages - RPN
371,036
421,510
(50,474)
58,396
65,026
(6,629)
5303 Wages - HCA
1,359,093
1,293,496
65,597
172,917
150,911
22,006
5306 Project Wages - DON
(0)
0
(0)
0
42022411 Training Coordinator
3,274
2,196
1,078
512
512
42022417 IPAC Lead / Personnel
39,694
25,383
14,311
6,616
6,669
(53)
5307 Project Wages - RN
(0)
0
42022407 New Hire Orientation
1,381
10,361
(8,980)
221
221
42022412 Pharmacy Education
2,564
403
2,161
575
575
42022413 PREP LTC
583
583
99
99
5308 Project Wages - RPN
0
(0)
42022401 MDS RAI
21,865
23,233
(1,368)
3,446
1,014
2,432
42022405 BSO Funding Nurses
8,329
8,619
(290)
1,309
1,255
54
42022407 New Hire Orientation
948
1,525
(577)
149
149
42022412 Pharmacy Education
2,008
116
1,893
446
446
42022413 PREP LTC
1,158
1,158
193
193
5309 Project Wages - HCA
0
(0)
42022403 HINF Costs Reimbursed
14,121
17,864
(3,742)
1,852
(1,361)
3,213
Page 122 of 134
Performance Report for June 2024 for 20 Terrace Lodge - 420 - Nursing & Personal Care
As at June 30, 2024
OpCap
All
YTD
June 2024
YTD Budget YTD Actual YTD Perf
MTD Budget MTD Actual
MTD Perf
42022406 BSO Funding PSW
9,291
8,217
1,074
1,460
1,044
416
42022407 New Hire Orientation
3,013
10,251
(7,239)
475
728
(253)
42022412 Pharmacy Education
2,453
2,453
545
545
42022413 PREP LTC
3,318
3,318
553
553
42022418 PSW Permanent Wage Enhancem(
201,480
190,211
11,269
33,123
87,254
(54,131)
2) Wages Total
2,386,658
2,296,952
89,706------
337,036------
356,661
(19,625)
3) Benefits
5400 Benefits..
38,024....,
30,190....,
7,834..,
774..,
2,157..
(1,383)
5401 Stat/Clothing/Combined - RN
135,417
54,735
80,683
20,467
7,419
13,048
5402 Stat/Clothing/Combined - RPN
221,710
118,615
103,095
33,562
16,500
17,062
5403 Stat/Clothing/Combined - HCA
1,026,558
461,644
564,914
149,771
53,003
96,768
5406 Project Stat/Combined - DON
(37,902)
37,902
(2,577)
2,577
42022401 MDS RAI
4,655
4,655
-
(292)
(292)
-
42022403 HINF Costs Reimbursed
8,788
8,788
0
(340)
(340)
42022405 BSO Funding Nurses
2,444
2,444
(0)
320
320
42022406 BSO Funding PSW
6,123
6,123
0
710
710
42022407 New Hire Orientation
8,577
8,577
0
187
187
42022411 Training Coordinator
479
479
0
42022412 Pharmacy Education
148
148
0
42022417 IPAC Lead / Personnel
10,294
10,294
2,388
2,388
42022418 PSW Permanent Wage Enhancem
47,553
47,553
21,814
21,814
-
5407 Project Stat/Combined - RN
1,730
(1,730)
5408 Project Stat/Combined - RPN
9,666
(9,666)
927
(927)
5409 Project Stat/Combined - HCA
17,144
(17,144)
1,071
(1,071)
5411 Vacation Pay - RN
3,298
(3,298)
184
(184)
5412 Vacation Pay - RPN
11,224
(11,224)
1,627
(1,627)
5413 Vacation Pay - HCA
251,542
(251,542)
40,023
(40,023)
5416 Project Benefits - Vacation Pay
1,053
(1,053)
351
(351)
5430 Benefits
4,244
(4,244)
5431 Vacation Hrs - RN
21,499
(21,499)
7,432
(7,432)
5432 Vacation Hrs - RPN
16,408
(16,408)
3,907
(3,907)
5433 Vacation Hrs - HCA
36,146
(36,146)
9,334
(9,334)
5438 Vac Hrs
303
(303)
5451 Lieu $$ - RN
3,153
(3,153)
712
(712)
5452 Lieu $$ - RPN
19,906
(19,906)
2,788
(2,788)
5453 Lieu $$ - HCA
109,872
(109,872)
16,778
(16,778)
5457 Lieu $$
1,324
(1,324)
5458 Project Lieu $$
1,285
(1,285)
64
(64)
5459 Project Lieu $$
5,367
(5,367)
164
(164)
5462 Top Up - RPN
2,976
(2,976)
295
(295)
5463 Top Up - HCA
2,395
(2,395)
684
(684)
5470 Benefit - Sick/Bereav
3,315
(3,315)
951
(951)
5471 Benefit - Sick/Bereav - RN
29,953
(29,953)
369
(369)
5472 Benefit - Sick/Bereav - RPN
16,093
(16,093)
1,205
(1,205)
5473 Benefit - Sick/Bereav - HCA
41,569
(41,569)
6,060
(6,060)
5478 Project Benefit - Sick/Bereav RPN
303
(303)
5491 Benefits RN - Manulife
22,778
(22,778)
4,350
(4,350)
5492 Benefits RPN - Manulife
36,489
(36,489)
7,241
(7,241)
5493 Benefits HCA - Manulife
123,390
(123,390)
23,889
(23,889)
Page 123 of 134
Performance Report for June 2024 for 20 Terrace Lodge - 420 - Nursing & Personal Care
As at June 30, 2024
OpCap
3) Benefits Total
4) Operating Costs
5500 Mileage,,,,,
5505 Travel - Other
5510 Development
5850 Purchased Services
5860 Supplies
5880 Equipment
5960 Project Costs
42022402 HINF Supplemental Base Supplies
42022404 Lab Cost Recovery
42022405 BSO Funding Nurses
42022408 Equipment Safety / Sling Replacei
42022412 Pharmacy Education
42022413 PREP LTC
6090 Miscellaneous
6820 Medical Director
6830Incontinence
4) Operating Costs Total
5) Capital WIP
1800 Capital Assets - Work in Progress
42022390 TL LTC Medication Safety Technol
42022453 One Time Equipment & Training 1
5) Capital WIP Total
Grand Total .............. .........
All
YTD
YTD Budget
YTD Actual
YTD Perf
1,510,769
1,510,770
(0)
200....,
200
250
380
(130)
750
1,192
(442)
51,578
51,578
-
36,753
49,663
(12,910)
433
433
0
11,862
2,873
3
10,000
0
14,814
23,725
153,241
7,810
9,783
17.593
126
2,873
10,849
14,814
36,484
168,392
7,810
9,783
17.593
11,736
3
(849)
0
(12,759)
(15,151)
(0)
June 2024
MTD Budget MTD Actual MTD Perf
229,359 231,693 (2,
33
42
125
483
4,538
116
1,977
563
1
1,305
0
2,451
3,954
15,587
167
483
5,251
116
126
563
2,154
2,451
4,759
15,903
33
42
125
(713)
1,851
1
(849)
0
(805)
(315)
Page 124 of 134
Performance Report for June 2024 for 20 Terrace Lodge - 400 - Program & Support
As at June 30, 2024
OpCap
All
YTD
June 2024
YTD Budget
YTD Actual
YTD Perf
MTD Budget
MTD Actual
MTD Perf
1) Revenue
4200 P of Ont- PSS
(233,687)
(235,242)
1,555
(40,636)
(42,191)
1,555
4350 Recoveries
(12,500)
(9,242)
(3,258)
(2,083)
(1,364)
(720)
4360 Project Revenue
40022401 BSO Recreation
(6,828)
(6,828)
-
(1,138)
(1,138)
-
40022403 HINF 1:1 Staffing Recreation
(279)
(279)
(47)
(47)
40022405 Touching Memoirs of Seniors Living
(25,000)
(25,000)
(0)
(25,000)
(25,000)
1) Revenue Total
(278,294)
(276,312)
(1,982)
(68,904)
(44,692)
(24,212)
2) Wages...
5300 Wages
124,686
120,202
4,484
19,635
16,643
2,992
5306 Project Wages
40022401 BSO Recreation
5,556
5,556
874
874
40022403 HINF 1:1 Staffing Recreation
217
217
34
34
40022405 Touching Memoirs of Seniors Living
2
2
1
1
2) Wages Total
130,462
120,202
10,260
20,544
16,643
3,901
3) Benefits
5400 Benefits
83,918
42,193
41,725
9,249
4,579
4,670
5410 Vacation Pay
6,051
(6,051)
970
(970)
5430 Vacation Pay
9,753
(9,753)
824
(824)
5450 Lieu $$
6,632
(6,632)
1,059
(1,059)
5460 Top Up
1,191
(1,191)
196
(196)
5470 Benefit - Sick/Bereav
6,710
(6,710)
779
(779)
5490 Benefits - Manulife
11,389
(11,389)
2,279
(2,279)
3) Benefits Total
83,918
83,918
(0)
9,249
10,686
(1,437)
4) Operating Costs....
5500 Mileage
200
200
33
33
5505 Travel - Other
75
720
(645)
13
720
(708)
5510 Development
300
2,128
(1,828)
50
1,164
(1,114)
5850 Purchased Services
28,916
28,916
(0)
7,688
7,688
-
5860 Supplies
3,500
5,373
(1,873)
583
1,032
(449)
5880 Equipment
906
906
395
395
0
5960 Project Costs
40022401 BSO Recreation
0
0
0
0
40022404 Physiotherapy
38,924
38,924
-
15,586
15,586
-
40022405 Touching Memoirs of Seniors Living
0
0
0
0
6090 Miscellaneous
610
(610)
610
(610)
6800 Program Specific Raw Food
2,250
1,535
715 1
375
1,386
(1,011)
4) Operating Costs Total
75,071
79,111
24,723
28,582
(3,858)
Grand Total
11,156
6,919
4,237
(14.388)
11.218
( 25.606)
Page 125 of 134
Performance Report for June 2024 for 100 - Warden
As at June 30, 2024
OpCap
All
YTD
June 2024
YTD Budget
YTD Actual
YTD Perf
MTD Budget
MTD Actual
MTD Perf
1) Revenue
4360 Project Revenue
20702401 Donations - Warden's Charity Eve
(0)
(0)
(0)
(0)
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
1) Revenue Total
(0)
(0)
(0)
(0)
2) Wages
5300 Wages
39,071
38,267
804
6,512
6,378
134
2) Wages Total
39,071
38,267
804
6,512
6,378
134
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
3) Benefits
5400 Benefits_.
6,624....
2,928_...
3,696
0...
487..
(487)
5490 Benefits - Manulife
3,695
(3,695)
636
(636)
3) Benefits Total
6,624
6,623
0
0
1,123
(1,123)
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
4) Operating Costs
5500 Mileage
3,624
3,477
147
1,084
544
540
5505 Travel - Other
147
(147)
5510 Development
5,684
5,684
0
710
200
510
5600 Recognition
65
65
-
950
950
5960 Project Costs
20702401 Donations - Warden's Charity Ever
0
0
0
0
6090 Miscellaneous
-
150
150
...............................................................................................................................................9...373...........................................9...373.........................................................0.............................................2..894..................................................744...........................................2...150
4.....0.....erati.n.......Costs Total
Operating
( )
Grand Total
55,068
54,264
804
9,406
8,245
1,161
Page 126 of 134
uN�f fir
September 1, 2024
Dear Mayor and Members of Council
Subject: Request for Support of Resolution for Continued Transit Funding
As we continue to navigate the challenges and opportunities in our respective municipalities, the
importance of reliable and accessible public transit cannot be overstated. Our community's transit
systems plan a critical role in enhancing the quality of life for residents, supporting economic
development, and promoting environmental sustainability.
In light of this, South Central Ontario Region Economic Development Corporation (SCOR EDC) board
of directors has drafted a resolution requesting the province to support Southwest Community Transit
which is a SCOR EDC project and initiative serving rural and small urban Ontario. We believe that
sustained financial support is essential for maintaining and improving our transit infrastructure, which
directly impacts our ability to provide equitable and efficient transportation options for our residents.
Current provincial support is expected to end in March 2025.
Given the interconnected nature of our regional transit networks through SCT and the shared benefits
of a robust transit system, we are reaching out to partner and neighbouring municipalities and
stakeholders to seek your support for this resolution. By coming together and presenting a united
front, we can better advocate for the necessary resources to ensure our transit systems remain
effective and responsive to community needs.
Enclosed with this letter, you will find a copy of the proposed resolution. We respectfully request that
your municipality consider endorsing and passing this resolution in support of our collective appeal to
the provincial government. Your support would greatly strengthen our efforts and demonstration a
collaborative commitment to the advancement and need for public transit in smaller communities.
Please do not hesitate to contact me if you have any questions or require further information
regarding this matter. We would appreciate your feedback and look forward to your response.
Thank you for your time and attention to this important matter.
Amy Martin
SCOR EDC
Chairperson of the Board of Directors
South Central Ontario Region Economic Development Corporation (SCOR EDC)
4 Elm Street, Tillsonburg, ON N4G OC4, P: 519-842-6333
www.scorregion.com www.scorbusiness orialecom
Page 127 of 134
SCOR EDC Resolution for Southwest Community Transit
Whereas the County of Brant, Middlesex County, Municipality of Strathroy Caradoc,
Norfolk County, Town of Tillsonburg, Municipality of East Zorra Tavistock, Grey County,
Perth County, City of Stratford, Municipality of Lambton Shores, and Wellington County
have successful utilized government funding to create and sustain local community
transit through Southwest Community Transit; and
Whereas 85,000 riders have utilized the Southwest Community Transit services in the
first have of 2024 alone, demonstrating significant community reliance on these
services; and
Where as the economic impact of this transit system is estimated to be $748,800,000
annually, largely due to its role in providing transportation to employment opportunities;
and
Whereas the current funding for this critical small urban and rural inter -community
transit service is set to expire in March 2025, putting the sustainability of the service at
risk:
Therefore be it resolved that (your municipalities name here) council urges the
provincial government to continue funding Southwest Community Transit beyond March
2025 to ensure the ongoing viability of this essential service for small urban and rural
Ontario
Be it further resolved that this resolution be circulated to the County of Brant, Elgin
County, Middlesex County, Norfolk County, Oxford County, Municipality of Strathroy
Caradoc, Town of Tillsonburg, Municipality of East Zorra Tavistock, Perth County, City
of Stratford, Municipality of Lambton Shores, Wellington County, Bruce County,
Municipality of Bayham, Municipality of Thames Centre and other relevant stakeholders
for their support and advocacy.
Moved by:
Seconded by:
Carried/Defeated:
Date:
Clerks Name:
Title: Municipal Clerk, (Your municipalities name)
Page 128 of 134
Ministry of
Transportation
Office of the Minister
777 Bay Street, 5th Floor
Toronto ON M7A 1 Z8
416 327-9200
www.ontario.ca/transportation
September 16, 2024
Ed Ketchabaw
Warden
Municipality of Elgin
c/o kthompson@elgin.ca
Dear Ed Ketchabaw:
Ministere des
Transports
Bureau du ministre r^
777, rue Bay, 5e etage
Toronto ON M7A 1Z8
416 327-9200 Ontag i; )
www.ontario.ca/transports
107-2024-1321
Thank you for meeting with Ministry of Transportation (MTO) executives at this year's
Association of Municipalities of Ontario (AMO) conference.
MTO welcomes opportunities such as these to connect with municipal leaders and their
delegations to hear first-hand about their communities' transportation needs.
MTO remains dedicated to strengthening its partnership with municipalities as we work
together to connect communities and build safe and reliable transportation systems. We
will continue to collaborate with you to build essential infrastructure, enhance
transportation and transit systems and improve road safety in Ontario.
We are also committed to giving community members a direct say in how we can
improve the effectiveness and efficiency of provincial programs and services.
Building on these commitments, the ministry strives to strengthen Ontario's
communities through investing into them - with programs such as Connecting Links and
Gas Tax.
Should you have any questions, please contact Cindy Lee at iiii�......II:..... 2„Oii��airio.ca.
Thank you again for meeting with my ministry's staff at the conference.
Sincerely,
Prabmeet Singh Sarkaria
Minister of Transportation
Page 129 of 134
ford Coi.,i Ly
Growing stronger, together
September 17, 2024
SCOR Economic Development Corporation
4 Elm Street
Tillsonburg, Ontario N4G OB4
Email only: Ikl iii*beirrl cy csui lllcs„ ,scoui ui egliiouri courn
Attention: Kimberley Earls, Executive Director
Dear Kimberley:
RE: County of Oxford Notice of Resignation
Chliaf Adrrnlirnlistradva Officer
21 Reeve Street, PO Box 1614
Woodstock, ON WS 7Y3
519.539.9800 1 1.800.766.0394
This correspondence serves to inform you and the Board Members of South Central Ontario
Region Economic Development Corporation, pursuant to Section 9.3 — Resignation of the
South Central Ontario Region (SCOR) Economic Development Corporation General Operating
By-law Number 1, of the following resolution adopted by Oxford County Council at their
meeting held September 11, 2024:
"That Oxford County Council direct staff to provide SCOR (South Central Ontario
Region) the required one-year notice that Oxford County will be leaving as a member of
the EDC (Economic Development Corporation);
And further, Council direct staff to provide all current members of SCOR with a copy of
the notice of resignation within 60 days of the passing of this motion."
Notwithstanding the foregoing, Council recognizes the value of SCOR's past achievements,
most predominantly supporting a successful transition away from an economy heavily
concentrated on the tobacco industry through its demise.
County Council cited their decision for this notice as forward looking, to ensure the County
invests its resources in the future in initiatives that most effectively meet the County's 2023-
2026 Strategic Plan and directives.
As stated above, this correspondence fulfills the notice requirements by providing twelve
months' notice of the County's intention to resign from SCOR EDC, and notification within 60
days to the other Members of the Corporation.
1000N, RE 70i"�,,I, Was to ZPra Poverty
Page 130 of 134
I would like to take this opportunity to express our appreciation for your Board and staffs'
commitment to supporting our region since 2010 and wish you success achieving the Board's
ongoing projects.
Sincerely,
Benjamin R. Addley
Chief Administrative Officer
cc.
The Corporation of the County of Brant — Warden David Bailey IC::),;:;a°,,Jd
p Y g — V"�,a r! /(g'pll a'liil'R"i!'ami''ii :H�.a.�c:�a!� The Corporation of the Count of Elgin Warden Ed Ketchabaw a��b°aa�rl:�°:� �
p Y — ii i g,,,u;a.uli�c:��c:�ha�aa e!!�l�l(, caa a The Corporation of the Count of Middlesex Warden Aina DeViet ,:a�;b��r� ai�r�d;,,.
p Y Y :aal:aM The Corporation of the County of Norfolk — Warden Am Martin ,:arrri,,,a u,a u,° a',hu :tieµca
SCOR Member CAOs and Clerks
Oxford County Warden, Marcus Ryan u a uu °,, ,;:;aa.aa'"',ha:u;,;:f :ua °: °: aw..aa a caa
Oxford County Area Municipal CAOs and Clerks
2/2
Page 131 of 134
I OnOr;o, Canada Office of the Chief Administrative Officer
Ximer The Corporation of the Town of Aylmer
46 Talbot Street West, Aylmer, Ontario N5H U7
Prod Heritage. Bright rw«rL. Office: 519-773-3164 Fax: 519-766-1446
www.aylmer.ca
September 19, 2024
Warden Ketchabaw and
Members of Elgin County Council
Re: Report September 10, 2024, County Council Agenda -- Centralized Planning
Pursuant to the report being presented next week the Town of Aylmer
has the following preliminary comments for consideration:
1. Centralized Planning at the County level has always been
communicated as an option that would be at the discretion of the
individual lowertier municipalities. Aylmer is assuming the County
intends to continue to pursue this as an opt -in option that will
require the endorsement and approval of lower tier Councils. We
are interested in what form of agreement or By -Laws the County
will be proposing.
2. Aylmer is experiencing significant growth and has been identified
through the County's BRE+ exercise as having perhaps the most
responsive approach for developers and businesses in the
County. While the Town is not opposed to considering change,
Aylmer is unlikely to take any action that could result in lost
opportunity costs for our municipality. Aylmer's participation can
be anticipated to be restricted to policy work, such as updating
the Town's Official Plan. We do see value in Elgin County staff
being highly involved in this process as it may foster broader
considerations of how the County can provide support to their
major urban settlement communities.
3. A specific area levy should be applied to municipalities as they
are onboarded, This process is ,undertaken in Oxford County for
various services that are not provided to all their lower -tier
municipalities. It is not a difficult exercise to establish a cost and
Page 132 of 134
directly apply that to the levy as part of the overall budget process.
This process would result in the alignment of reductions in the
local municipality funding for planning services directly coinciding
with a similar increase in respective municipalities County levy.
This would benefit all municipalities identified in the later stages
of adoption and ensure fairness for services provided.
4. Further review of other County planning systems is merited to
determine needs. For instance, Oxford County has a significantly
higher population than Elgin County and has significant growth
due to its larger urban areas. We believe a detailed review is
likely to identify that Oxford employs less planning complement
than considered for Elgin County. Salary review of positions in
other County systems should also be undertaken. Cost
transparency is important to centralization to allow consideration
of whether provision of these services at the lower -tier more cost
effective.
The Town wants to express our appreciation to the County for their work and desire to
meet the needs of growth and development in the area.
Thank you for your consideration of these comments,
Mayor Jack Couckuyt
On behalf of Aylmer Council
Page 133 of 134
COUNTY OF ELGIN
By -Law No. 24-34
"A BY-LAW TO CONFIRM PROCEEDINGS OF THE MUNICIPAL COUNCIL OF
THE CORPORATION OF THE COUNTY OF ELGIN AT THE
SEPTEMBER 24, 2024 MEETING"
WHEREAS, pursuant to Section 5.1 of the Municipal Act, 2001, S.O. 2001, c.25, as
amended, the powers of a municipality shall be exercised by its Council;
AND WHEREAS pursuant to Section 5.3 of the Municipal Act, 2001, S.O. 2001, c.25, as
amended, the powers of every Council shall be exercised by by-law;
AND WHEREAS it is deemed expedient that the proceedings of the Municipal Council of
the Corporation of the County of Elgin at this meeting be confirmed and adopted by by-law
NOW THEREFORE the Municipal Council of the Corporation of the County of Elgin
enacts as follows:
THAT the actions of the Municipal Council of the Corporation of the County of Elgin,
in respect of each recommendation contained in the reports and each motion and
resolution passed and other action taken by the Municipal Council of the Corporation
of the County of Elgin, at its meeting held on September 24, 2024 be hereby adopted
and confirmed as if all such proceedings were expressly embodied in this by-law.
2. THAT the Warden and appropriate officials of the Corporation of the County of Elgin
are hereby authorized and directed to do all things necessary to give effect to the
actions of the Municipal Council of the Corporation of the County of Elgin referred to in
the preceding section hereof.
3. THAT the Warden and the Chief Administrative Officer, or alternate, are authorized
and directed to execute all documents necessary in that behalf and to affix thereto the
seal of the Corporation of the County of Elgin.
READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 24TH DAY OF
SEPTEMBER, 2024.
Blaine Parkin, Ed Ketchabaw,
Chief Administrative Officer/Clerk. Warden.
Page 134 of 134