March 30, 2004 Agenda
April 1, 2004
450 SUNSET DRIVE
ST. THOMAS, ONTARIO
N5R 5V1
PHONE (519) 631-1460
FAX (519) 633-7661
www.elgin-county.on.ca
OFFICE OF THE WARDEN
'Since 1852'
Honourable Pierre S. Pettigrew,
Minister of Health
House of Commons
OTTAWA, Ontario
K1A OA6
Honourable George Smitherman
Minister of Health and Long-Term Care
Queen's Park
Room 447, Main Legislative Building
TORONTO, Ontario
M7A 1M
Dear Minister:
The Council of the Corporation of the County of Elgin, at its meeting held on March 30,
2004, adopted the following recommendation:
"THAT the Corporation of the County of Elgin supports the Ontario Association of
Non-Profit Homes and Services for Seniors in its campaign to cause the
government to live up to its election promises, and copies be forwarded to Elgin's
MP, MPP, and local municipalities for support.
- Carried.
(signed) Warden David Rock"
The appropriate funding of our three long-term care facilities in Elgin County is an
immediate priority for our Council. In order for our Homes to provide the appropriate level
of care needed by the Residents in our facilities, the issue of funding dollars in the next
Provincial budget is viewed as an urgent priority.
The Residents, their families and friends, the staff and management of our facilities are
counting on Queen's Park to keep its promise. We ask that you do everything you can to
make sure that our Residents are afforded the quality of life, the level of care, and the
dignity, compassion and respect they deserve.
¢-'-...
Yours truly,
(JdR)
Warden David Rock.
cc Honourable Gar Knutson, M.P., Minister of State (New and Emerging Markets)
Honourable Steve Peters, M.P.P., Minister of Agriculture and Food
OANHSS
April 1, 2004
450 SUNSET DRIVE
ST. THOMAS, ONTARIO
N5R 5V1
PHONE (519) 631-1460
FAX (519) 633-7661
www.elgin-county.on.ca
OFFICE OF THE WARDEN
'Since 1852'
Ontario Good Roads Association
530 Otto Road, Unit 2
MISSISSAUGA, Ontario
L5T 2L5
Dear Sir:
The Council of the Corporation of the County of Elgin, at its meeting held on March 30,
2004, adopted the following recommendation:
"THAT the Ontario Good Roads Association be requested to develop a formula
for the fair and equitable distribution of the gas tax rebate for consideration by the
senior levels of government in an effort to acquire this revenue in an expeditious
manner.
- Carried.
(signed) Warden David Rock"
Due to the elimination of the road grants from the Province, funding for County Roads by
alternative means is imperative. The need for a legitimate share of the revenue collected
by means of the fuel tax is directly linked to the ability of municipalities to maintain the road
system at an acceptable level.
The Council of the County of Elgin is requesting your assistance in the creation of a formula
that will enable municipalities to access this revenue and to remind the Federal and
Provincial Governments to keep their promise.
We look forward to hearing from you on this matter.
7:J:JM
Warden David Rock.
cc Prime Minister Paul Martin
Hon. Gar Knutson, M.P., Elgin-Middlesex-London
Premier Dalton McGuinty
Hon. Steve Peters, M.P.P., Elgin-Middlesex-London
Clayton Watters
AGENDA
SPECIAL BUDGET MEETING ON HOMES AND ROADS
TUESDAY, MARCH 30th, 2004
9:00 A.M.
1) Call to Order
2) Motion to Move Into "Committee of the Whole Council"
3) Memo - Director of Financial Services - Preferred Option
and Chief Administrative Officer
Staff Reports by Home:
Elain Manor - Pat Vandevenne - Nursing and Personal Care Budget
- Sue Krueger - Dietary Budget
- Sue Krueger - Housekeeping and Laundry Budget
- Gerry Moniz - Program & Support Budget
Terrace Lodae - Sherrie Rastel, Carol Bradley - Nursing and Personal Care
- Gerry Moniz - Program & Support Budget
- Jennifer Wilkinson - Terrace Lodge 2004 Dietary Budget
Bobier Villa - Kate Dymock - Nursing Personal Care Budget
- Janith McMillan - Support Services Budget
- Gerry Moniz - Program & Support Budget
4) Memo - Director of Financial Services - Option Two
and Chief Administrative Officer
5) Draft 2005 and 2006 budgets
6) Correspondence: "Keep the Promise" ONAHSS Pre-Budget Campaign
7) Council Direction/Action
LUNCH
8) Roads' Report - Clayton Watters and Peter Dutchak,
The State of the County of Elgin Road System
9) Council DirectionlAction
10) Confirmation By-Law
11) Adjournment
"CASUAL DRESS IS PERMITTED"
PREFERRED OPTION
MEMO TO:
County Council
FROM:
Linda B. Veger, Director of Financial Services
Mark G. McDonald, CAO
DATE:
March 24, 2004
SUBJECT:
Homes for Seniors Budget 2004 - 14.01 %
Overall Increase to the Countyof Elgin -19.58%
The budget attached to this memo indicates an overall increase of 19.58% with the
Homes for Seniors' contributing 14.01 % of the increase. The other significant line is
Ambulance Services at 5.52%. If we were to flat-line Homes and Ambulance, there
would actually be little or no increase to the budget request.
Council is aware that Senior Management has reviewed the County's composite budget
on a line by line basis several times. We have taken creative approaches to reducing
the increase, however, the Homes and Ambulance budgets are problematic due to
maintaining Provincial standards and regulations. We also are aware that budget
pressures in these areas are being experienced across Ontario. This in not an "Elgin
County anomaly".
The CRF has not kept pace with increasing costs. The increase of $101,000 for 2004 is
simply not enough. This is evidenced by the 37% Provincial funding for Ambulance as
compared to the 50% originally promised. An increase to 50% would reduce the
ambulance budget by $411,500 or an approximate decrease of 2.69% to the overall
bidget. This would be a saving not only to the County but also our partner in Ambulance
Services, the City of St. Thomas.
The Homes Managers have reviewed their staffing requirements and patterns. Each
Home has brought forward reductions to hours with corresponding savings of:
Department Hours Reduced Estimated Savinas Total
Activation 1,872 $32,520
Nursinq - HCA 4,368 $75,875
Nursinq - RPN 624 $12,710
Dietary 1 ,482 $25,745
Housekeepinq 2,964 $51,485 $198,335
Add: Benefits . $55,535
Total Savinas $253,870
This represents a prorated reduction of 5.44 fte's for 2004. The decrease would be even
greater in 2005 once a full year reduction takes affect. These savings are already
factored into the budget presented.
If Council excludes the 2003 budget and considers the 2003 actual expenditures, the
following highlights the factors that make up the increase:
Elgin County Homes for Seniors
Homes 2003 Actual 2004 Budaet Increase/Decrease
Salaries . 9,025,302 10,155,690 1,130,388
Benefits 1,991,292 2,833,340 842,048
Operations 2,103,385 2,059,903 (43,482\
Total Expenditures 13,119,979 15,048,933 1,928,954
Revenues (10,360,910\ (10,680,506) (319,596)
Net to Countv 2,759,069 4,368,427 1,609,358
Comparing 2003 actual to 2004 budget, 46% (884,414 of 1.928,954) of the expenditure
increase in 2004 relates to annual wage increases and the OMERS increase:
Increase in benefits based on 2003 actual salaries (OMERS\ 537,842
Annual increase to waaes (3%) based on 2003 270,759
Increase in benefits based on annual increase~28% 75,813
Subtotal 884,414
Increase in staffinq over 2003 actual 859,629
Benefits on increased staffinq - 28% 240,696
Decrease to Operations (43,482\
The above calculations are not exact but give a good indication that a high percentage
of the increase is somewhat beyond the control of the managers since it relates to
OMERS and annual increases as approved for union and non-union staff. This also
highlights that staff reductions are the only option available to make a significant
reduction to the Homes budget. However, staff does not recommend this option.
Options available to Council:
· 60/40 split for preferred accommodation - calculation attached. This option would be
phased in as residents leave the Home and new residents are admitted. Potentially,
once fully phased in, this policy could increase County revenues by approximately
$400,000.
· reducing the budget by a figure palatable to Council and be prepared for possible
resident care issues, compliance issues, and staff overtime with likely possibility of
an over-expenditure by year end.
· accepting that the operation of the Homes, OMERS,· salary adjustments, and
benefits are a necessary part of doing business - preferred by staff.
Cost to Ratepayers:
Based on a home valued at $150,000 in 2003 with an average assessment increase of
7.07%, the increase in property taxes would be:
150,000 X .500975% = $751.46
150,000 X .570247% = $855.37
Increase due to reassessment = $ 60.48
Total annual increase = $164.39 or 1$13.66 per monthl
In conclusion, based on the discussion and depth of detail supplied by the Homes
Managers, the level of care required dictates the staffing levels. The support
departments in all three Homes did not have any staffing increases in 2003. Staffing
increases are related to direct care and any reductions would affect nursing. Although
staff recognizes the tenuous position faced by Council with such a large increase, the
preferred option would be to accept the budget as presented in order to safeguard the
health and wellbeing of the residents.
The Good News:
Staff has presented draft budget estimates for 2005 and 2006 that are more in line with
previous budget deliberations. In essence, 2004 represents a "catch up" year in which
OMERS, benefits rates, Homes care requirements, and ambulance response
capabilities are being brought up to standards.
£~ »~
Linda B. Veger
Director of Financial Services
, I
Option 1 2003 BUDGET Preliminary 2003 BUDGET 2004 PROPOSED BUDGET 04 budget
DRAFT ACTUAL vs 03 budget $ CHANGE % CHANGE
EXPENDITURES RECEIPTS NET EXPENDITURES RECEIPTS NET VARIANCE EXPENDITURe RECEIPTS NET % change (10)-(3) 2)/15.284,540
1 SURPLUS, FROM PRIOR YEAR 0 140,000 (140,000) 0 140,000 (140,000) 0 0 280,000 (280.000) 100.00% (140,000) -0.92% 1
1 REQUISITIONS 0 14.934,945 (14,934,945) 0 14.934,946 (14.934,946) 1 0 0 0 (100.00%) 0 0.00% 1
1 PAYMENTS IN LIEU 0 349,595 (349.595) 0 375,672 (375.672) 26,077 0 0 0 (100.00%) 0 0.00% 1
1 SUPPLEMENTARY TAXES 0 150,000 (150.000) 0 187,778 (187.778) 1~7,778 0 150,000 (150,000) 0.00% 0 0.00% 1
1 TAXES WRITTEN OFF 125 000 0 125000 213487 0 213 487 88 487 125.000 0 125000 0.00% 0 0.00% 1
1 INTEREST CHARGES & INCOME 125,000 0 125.000 0 86,027 (86.027) 211,027 0 25.000 (25.000) (120.00%) (100,000) -0.98% 1
1 FEES - KETTLE CREEK CONSERVATION 0 18,000 (18,000) 0 18,000 (18,000) 0 0 3.000 (3.000) (83.33%) 15,000 0.10% 1
2 HEALTH UNIT 1,199,978 0 1,199,978 1.194,789 0 1.194,789 5,189 1.277.950 0 1,277,950 6.50% 77.972 0.51% 2
3 COUNCIL MEMBERS & LOCAL BOARDS 228,950 0 228,950 219,173 0 219,173 9.777 239,666 0 239,666 4.68% 10,716 0,,07% 3
4 ADMINISTRATIVE SERVICES 291318 0 291318 275 963 0 275 963 15355 316851 0 316851 8.76% 25 533 0.17% 4
5 FINANCIAL SERVICES 317.896 0 317.896 316,131 0 316.131 1.765 366,278 0 366,278 15.22% 48,382 0.32% 5
6 HUMAN RESOURCES 357,850 0 357,850 336.085 0 336.085 21,765 400.600 0 400,600 11.95% 42,750 0.28% 6
7 ADMINISTRATION BUILDING 485,568 230.587 254,981 416,244 228,558 187,686 67,295 468.966 256,796 212,170 (16.79%) (42.811) -0.28% 7
8 CORPORATE EXPENDITURES 371,460 0 371,460 413,453 0 413,453 (41,993) 402,388 0 402.388 8.33% 30,928 0.20% 8
9 ENGINEERING SERVICES 2521218 0 2521218 2487 355 0 2 487 355 33 863 2 598 458 0 2 598 458 3.06% 77 240 0.51% 9
10 HOMES FOR SENIORS SERVICES 12.196.194 10.049,337 2,146,857 13,121,084 10.360,910 2,760,174 (613.317) 14,968,701 10.680.506 4,288,195 99.74% 2,141,338 14.01% 10
11 AGRICULTURE 30,480 0 30,480 31.958 0 31.958 (1,478) 31,876 0 31,876 4.58% 1,396 0,,01% 11
12 PIONEER MUSEUM 86,350 21,300 65,050 126.181 19,314 106.867 (41,817) 147,973 23,000 124,973 92.12% 59,923 0,,39% 12
13 LIBRARY SERVICES 1,620,887 167,000 1,453,887 1,600.156 149,101 1.451.055 2,832 1,729,582 152,739 1,576,843 8.46% 122,956 0,,80% 13
14 ARCHIVES 173275 3000 170275 160901 0 160901 9374 177249 3000 174249 2.33% 3974 0.03% 14
15 LAND DIVISION 65,000 65,000 0 62.696 95.764 (33.068) 33,068 79,700 79.700 0 0 0.00% 15
16 EMERGENCY MEASURES 52,421 1,200 51,221 26,053 0 26.053 25,168 17.300 600 16,650 (67.49%) (34.571) -0.23% 16
17 INFORMATION TECHNOLOGIES 504,642 0 504,642 416.573 0 416,573 88,069 551.249 0 551,249 9.24% 46,607 0.30% 17
18 PROVINCIAL OFFENSES 436,635 465,123 (28,488) 642.654 670,969 (28.315) (, (173) 668.248 700,000 (31,752) 11.46% (3.264) -0.02% 18
19 AMBULANCE SERVICES 3414610 2431 184 983 426 987 632 0 987 632 4206 4716285 2 889 877 1 826 408 85.72% 842 982 5.52% 19
20 COLLECTIONS - POA 58,000 63,800 (5,800) 27,465 74,068 (46.603) 40,803 64,505 300,000 (235,495) 3960.26% (229.695) -1.50% 20
21 PARKING TICKETS 5.000 5,500 (500) 0 0 (500) 0 0 0 (100..00%) 500 0,,00% 21
CITY OF ST. THOMAS 0 0 0
22 SOCIAL SERVICES & aNT ARia WORKS 2,259,178 0 2,259,178 1.984,178 0 1.984.178 275,000 2,195,062 0 2,195,062 (2.84%) (64.116) -0.42% 22
23 ADMINISTRATIVE FEE - CITY OF ST. THOMAS 347,329 0 347,329 347,329 0 347,329 0 361.815 0 361,815 4.17% 14,486 0.09% 23
CONTINGENCY FEE 50,000 50,000 50,000 0 50,000 0 0 0 0 (100.00%) (50,000) -0.33%
24 CHILD CARE 183.598 0 183.598 183,598 0 183,598 0 192,789 0 192,789 5.01% 9.191 0.06% 24
25 SOCIAL HOUSING 1 030 509 0 1 030 509 1 030 509 0 1 030 509 0 1 233 298 0 1 233 298 19.68% 202 789 1.33% 25
26 GRANTS 143,250 0 143,250 142,135 0 142.135 1,115 140,500 0 140,500 (1.92%) (2,750) -0.02% 26
27 ELGIN TOURIST ASSOCIATION 35,550 0 35,550 35.550 0 35,550 0 35,550 0 35,550 0.00% 0 0,,00% 27
28 RESERVE FOR MILL RATE STABILIZATION 100,000 0 100,000 100,000 0 100,000 0 50.000 0 50,000 (50.00%) (50,000) -0,,33% 28
29 RESERVE FOR WSIB 100,000 0 100,000 100,000 0 (~OO,OO~, 0 100,000 0 ,; 00.000 0.00% 0 0.00% 29
30 RENTAL INCOME - HEALTH UNIT 0 402 395 (402 395 0 402 395 402 395 0 0 402 395 402 395 0.00% 0 0.00% 30
31 RESERVE FOR INSURANCE DEDUCTIBLES 11,123 11.123 11,123 0 11,123 0 11,250 11,250 1.14% 127 0.00% 31
32 RESERVE FOR PERFORMANCE EXCELLENCE 5.000 0 5.000 5,000 0 5.000 0 5.000 0 5,000 0,,00% 0 0.00% 32
33 RESERVE FOR PAY EQUITY 0 0 0 0 0 0 0 75,000 75,000 75,000 0..49% 33
34 PROPERTY ASSESSMENT 582,485 0 582,485 582,485 0 582,485 0 596,484 0 596,484 2.40% 13,999 0.09% 34
35 CAPPING 0 0 0 13974 0 13974 (13974 0 0 0 0 0.00% 35
36 POLICE SERVICES BOARD 32,430 32,430 0 32,430 32,430 0 0 31,500 31,500 0 0 0.00% 36
37 COMMUNITY REINVESTMENT FUND 0 5,740.000 (5,740,000) 0 5,942.000 (5,942,000) 202,000 0 5.841,000 (5,841,000) 1.76% (101.000) -0.66% 37
38 TRANSFER TO CAPITAL 5,680.212 0 5,680,212 5.680.212 0 5,680,212 0 5,680,212 0 5.680,212 0.00% 0 0.00% 38
39 JOINT ACCESSIBILITY COMMITTEE 2,000 2,000 896 0 896 1,104 2,000 2,000 (1 O.OO,~ 0 0.00% 39
40 TOURISM OFFICER 40 000 0 40 000 32 000 0 32 000 8000 36 000 36 000 10.00% 14000 ~O.O3% 40
Total 35 270 396 35 270 396 0 33407 452 33717932 310480 310480 40 095 285 21.819.163 18.276.122 2.991.582 19,57%
COUNTY OF ELGIN
2004 PROPOSED BUDGET
March 25 2004
Col1
Col5
Col7
2003
Col8
Col9
Col2
Col3
Col6
Col4
I
ILess PIL's
Net Levy
Col10
Co[11
Co[12
I 349.5951
17,926,527
I
Elgin County Homes
2004 Budget
Account 2003 2004 %
% ofIndÍv. bud %oftotal budget
67.51% 24.66%
Benefits 650.379 771,305 378,619 18.82% 6.87%
Operations 701.510 769,993 27,925 13.34% 4.87%
Staff Development 14.350 7.315 (600) 0.25% 0.09%
Travel 3.150 3.664 850 0.07% 0.03%
Other 0 0
Total Ex enditures 4,466,430 4,901.275 5,466,746 22.40% 1.000.316 100.00% 36.52%
Grants (3,677,423) (3.777.665) (3,957.937) 7,,63% (280.514)
Other Revenues 0 0 0 0.00"/" 0
67.06% 25.66%
Benefits 683.041 753,979 1,069.535 56,,58% 386,494 18.67% 7.15%
Operations 751,956 751,494 799,006 6.26% 47,050 13.95% 5.34%
Staff Development 12,200 7.217 13.000 6,,56% 800 0.23% 0.09%
Travel 3.200 5.281 5,000 56,,25% 1.800 0.09% 0.03%
Other 0 0 0
Total Ex enditures 4,702,972 4.866,447 5,727,358 21.78% 1,024.386 100.00% 38.26%
Grants (4.097,863) (4.189,482) (4.297,458) 4.87% (199,595)
Other Revenues 0 0
67.63% 17.06%
Benefits 437,408 466.008 711.249 62,,61% 273,841 18.84% 4.75%
Operations 496,694 548,523 498,935 0.45% 2.241 13.22% 3.33%
Staff Development 7.300 7.278 7,500 2..74% 200 0.20% 0.05%
Travel 2,500 2,620 4,000 60,,00% 1,500 0.11% 0.03%
Other 0 0 0
Total Ex enditures 3.026,795 3.352.257 3.774.597 24.71% 747,802 100.00% 25.22%
Grants (2,274,051) (2.393,763) (2,425,111) 6,,64% (151.060)
Other Revenues 0 0 0 0
9,025,302 1,651.784 67.37%
Benefits 1.770,828 1.991.292 1,038.954 18.7JOA
Operations 1,950,160 2.070.010 77.216 13.54%
Staff Development 33,850 21.810 400 0.23%
Travel 8,850 11.565 4.150 0.09%
Other 0 0 0
Total Ex enditures 12.196,197 13.119.979 14,968,701 22.73% 2.772.504 100.00%
Grants (10.049,337) (10.360,910) (10,680.506) 6.28% (631,169)
1of1
3/24/04
homes 04
Summary
Elgin County Homes 2004 Budget
Elgin Manor
CODE DESCRIPTION 2003 2003 2004
BUDGET ACTUAL BUDGET
PROGRAM & SUPPORT
D 001 Salaries 220,227 213,132 203,327
D 002 Benefits 46,248 50,091 56,932
D 003 Purchased Services 22,000 27,191 25,000
D 004 Supplies 3,500 10,304 5,000
D 006 Equipment - Replacements 1,500 0 1,500
D 008 Equipment - Maintenance 0 178 0
D 009 Program Raw Food Costs 2,000 2,787 3,000
D 010 Education & Training 1,500 241 1,500
D 012 Other: Miscellaneous 0 747 0
D 014 Other: Travel/transportation 750 1,307 750
D 016 Expenditure Recoveries (19,000) (21,262) (21,500)
D 017 TOTAL PROGRAM & SUPPORT 278,725 284,716 275,509
Budget Per Diem 8.96 9.16 8.36
Ministry Per Diem P & S 5.35 5.92
Raw Food
E 001 Raw Food 175,000 180,759 183,175
E 002 Expenditure Recoveries (1,000) (2,677) (2,500)
E 003 TOTAL RAW FOOD 174,000 178,082 180,675
Budget Per Diem 5.59 5.73 5.48
Ministry Per Diem Raw Food 4.49 5.24
CODE DESCRIPTION 2003 2003 2004
BUDGET ACTUAL BUDGET
NURSING & PERSONAL CARE
Direct Care
C001 Salaries 1,960,391 2,099,734 2,449,586
C 002 Benefits 411,682 483,420 685,884
SubTotal Direct Care 2,372,073 2,583,154 3,135,470
Administration
C 006 Salaries 101,387 73,515 79,188
C 007 Benefits 21,291 11,108 20,589
C 008 Purchased Services 1,000 16,242 16,000
C 009 Medical & Nursing Supplies 30,000 48,964 45,000
C011 Equipment - Replacements 2,000 0 4,500
C013 Equipment - Maintenance 5,000 3,297 5,000
C014 Education & Training 3,000 1,880 3,000
C016 Other: Miscellaneous 0 0 0
C 017 Other: Travel/transportation 1,000 317 750
C018 Other: Medical Director 9,860 9,039 9,860
Other: Incontinence 60,000 45,458 46,000
Other: High Intensity 0 57,283 0
C021 Expenditure Recoveries 0 (75,224) 0
SubTotal Administration 234,538 191,879 229,887
TOTAL NURSING & PERSONAL 2,606,611 2,775,033 3,365,357
Budget Per Diem 79.13 89.27 102.17
Ministry Per Diem 56.56 61.24
3/24/04
8:41 AM
homes 04em2004
10f4
CODE
Elgin County Homes 2004 Budget
Elgin Manor
DESCRIPTION
2003
BUDGET
2003
ACTUAL
2004
BUDGET
F 001
F 002
F 003
F 004
F 006
F 008
F 009
F011
F 012
CODE
HOUSEKEEPING SERVICES
Salaries
Benefits
Purchased Services
Supplies
Equipment - Replacements
Equipment - Repairs & Main!.
Education & Training
Other: Miscellaneous
Other: Travel/transportation
Total Housekeeping
Budget Per Diem
DESCRIPTION
210,556
44,217
1,800
20,000
2,000
o
750
o
100
279,423
8.48
2003
BUDGET
256,074
57,484
704
22,896
2,884
o
115
o
o
340,157
10.94
2003
ACTUAL
266,336
74,574
1,800
20,000
8,000
o
750
o
500
371,960
11.29
2004
BUDGET
F 017
F 018
F 019
F 020
F 022
F 026
F 028
F 029
F 033
CODE
BUILDING & PROPERTY
OPERA T/ONS & MAINTENANCE
Salaries
Benefits
Purchased Services
Supplies
Equipment - Replacements
Equipment - Maintenance
Education & Training
Other: Miscellaneous
Other:. Travel/transportation
Recoveries
Total Building Property
Operations & Maintenance
Budget Per Diem
DESCRIPTION
80,254
16,853
61,000
2,000
2,000
o
o
o
o
o
78,039
15,091
51,550
5,432
2,623
7,858
o
254
672
(41)
41,317
11,569
52,000
4.000
o
2,000
500
o
500
o
162,107
5.21
2003
BUDGET
161,478
5.19
2003
ACTUAL
111,886
3.40
2004
BUDGET
F 034
F 035
F 036
F 037
F 039
F 041
F042
F044
F 045
F 049
3/24/04
8:41 AM
DIETARY SERVICES
Salaries
Benefits
Purchased Services
Supplies
Equipment - Replacements
Equipment - Maintenance
Education & Training
Other: Miscellaneous
Other: Travel/transportation
Total Dietary Services
Budget Per Diem
381,619
80,140
2,500
20,000
o
5,000
o
300
489,559
14.86
474,045
116,014
592
22,235
1,819
2,132
2,001
390
128
619,356
19.92
462,040
129,371
1,000
20,000
4,000
2,000
5,000
o
500
623,911
18.94
homes 04em2004
20f4
CODE
Elgin County Homes 2004 Budget
Elgin Manor
DESCRIPTION
2003
BUDGET
2003
ACTUAL
2004
BUDGET
F 050
F051,
F052
F054
F 056
F 058
F 059
F 061
F 065
F 066
CODE
LAUNDRY & LINEN SERVICES
Salaries
Benefits
Purchased Services
Laundry Supplies
Equipment - Replacements
Equipment - Maintenance
Education & Training
Other: Traveiltransportation
Other: Miscellaneous
Expenditure Recoveries
Total Laundry Services
Budget Per Diem
DESCRIPTION
89,827
18,864
50,000
8,000
750
o
100
100
o
o
167,641
5.39
2003
BUDGET
98,413
23,827
34,855
8,430
3,167
589
o
o
o
(828)
168,453
5.42
2003
ACTUAL
49,961
13,989
50,000
8,000
o
o
500
100
o
o
122,550
3.72
2004
BUDGET
F 067
F 068
F 069
F 075
F 077
F079
F 084
F 085
F 088
F 089
F 090
F 092
F 093
CODE
GENERAL & ADMINISTRA TIVE
Salaries
Benefits
Purchased Services
Supplies
Equip. & Furn. - Replacements
Equipment - Maintenance
Association Memberships
Education & Training
Other: Miscellaneous
Other: Travel/transportation
Reimbursed Clothing
Other: Newsletter
Expenditure Recoveries
Total General Administrative
Budget Per Diem
DESCRIPTION
52,780
11,084
9,000
3,500
2,000
o
4,000
4,000
o
1,000
1,000
o
88,364
2.84
2003
BUDGET
56,046
14,270
29,951
6,438
1,296
o
4,549
3,078
30,178
1,240
18,614
o
(13,740)
151,920
4.89
2003
ACTUAL
138,808
36,090
12,000
4,000
o
1,000
4,500
2,500
5,000
1,000
o
1,000
o
205,898
6.25
2004
BUDGET
F 094
F 096
F 104
F 105
F 106
F 109
3/24/04
8:41 AM
FACILITY COSTS
Utilities
Communications
Other: Purchased Services
Other: Repairs and Maintenance
Other: Miscellaneous
Total Facility Costs
Budget Per Diem
TOTAL OTHER ACCOMMODATION
Budgel Per Diem
Ministry Per Diem
180,000
8,000
26,000
6,000
o
220,000
7.07
1,407,094
45.23
41.08
203,643
12,465
3,622
2,350
o
222,080
7.14
1,663,444
53.51
150,000
13,000
40,000
6,000
o
209,000
6.34
1,645,205
49.95
42.93
homes 04em2004
30f4
3/24/04
8:41 AM
Elgin County Homes 2004 Budget
Elgin Manor
SUMMARY
Nursing & Personal Care
Program & Support
Raw Food Costs
Other Accommodation
TOTAL
2,606,611
278,725
174,000
1,407,094
4,466,430
143.57
2,775,033
284,716
178,082
1,663,444
4,901,275
157.67
3,365,357
275,509
180,675
1,645,205
5,466,746
165.96
Per Diem
Salaries
Benefits
Operations
Staff Development
Travel
Other
3,097,041
650,379
701,510
14,350
3,150
o
4,466,430
(3,677,423)
o
3,677,423
789,007
Total Expenditures
Grants
Other Revenues
Total Revenues
e 0 oun y
homes 04em2004
40f4
CODE
D 001
D 002
D 003
D 004
D 006
D 008
D 009
D 010
D 012
D 014
D 016
D 017
E 001
E 002
E 003
CODE
C001
C 002
C 006
C 007
C 008
C 009
C 011
C014
C 016
C 017
C020
C018
C019
C 021
3/24/04
8:41 AM
Elgin County Homes Budget 2004
Terrace Lodge
DESCRIPTION 2003 2003
BUDGET ACTUAL
PROGRAM & SUPPORT
Salaries
Benefits
Purchased Services
Supplies
Equipment - Replacements
Equipment - Maintenance
Program Raw Food Costs
Education & Training
Other: Miscellaneous
Other: Travel/transportation
Expenditure Recoveries
TOTAL PROGRAM & SUPPORT
Budget Per Diem
Ministry Per Diem P & S
Raw Food
Raw Food
Expenditure Recoveries
TOTAL RAW FOOD
Budget Per Diem
Ministry Per Diem Raw Food
DESCRIPTION
NURSING & PERSONAL CARE
Direct Care
Salaries
Benefits
SubTotal Direct Cafe
Administration
Salaries
Benefits
Purchased Services
Medical & Nursing Supplies
Equipment - Replacements
Equipment - Maintenance
Education & Training
Other: Miscellaneous
Other: Travel/transportation
Other: Medical Director
Other: Incontinence
Other: High Intensity SupplEquip
Expenditure Recoveri.es
SubTot I Administration
TOTAL NURSING & PERSONAL
Budget Per Diem
Ministry Per Diem
207,729
43,623
27,000
2,200
2,000
o
3,000
1,500
o
500
(17,500)
270,052
7.38
5.35
202,000
(15,000)
187,000
5.11
4.49
2003
BUDGET
2,154,469
452,439
2,606,908
101,387
21,291
5,000
27,000
18,000
o
4,000
o
700
10,956
65,000
o
o
253,334
2,860,242
78.15
56.38
148,885
30,817
30,117
(155)
178
12
1,991
65
311
1,192
(12,035)
201,378
5.77
204,105
(6,984)
197,121
5.64
2003
ACTUAL
2,220,291
501,810
2,722,101
100,542
14,403
19,279
37,481
8,845
993
1,866
20
1,291
10,718
59,357
24,616
(40,876)
238,535
2,960,636
84.78
2004
BUDGET
189,333
53,013
28,000
2,200
2,000
o
3,000
1,500
o
1,000
(17,500)
262,546
7.17
5.92
215750
(15,000)
200,750
5.48
5.24
2004
BUDGET
2,516,197
704,535
3,220,732
155,885
40,530
16,500
35,000
6,000
1,000
1 ,629SD2,1,4,1 0.00,5
o
1,500
10,956
54,000
o
o
325,371
3,546,103
96.89
59.37
homes 04
tl2004
1 of 8
CODE
F 001
F 002
F 003
F 004
F 006
F 008
F 009
F 011
F012
CODE
F 017
F 018
F 019
F 020
F 022
F 026
F 028
F 029
F 032
F 033
CODE
F 034
F 035
F 036
F 037
F 038
F 039
F 042
F 044
F 045
F 049
3/24/04
8:41 AM
Elgin County Homes Budget 2004
Terrace Lodge
DESCRIPTION 2003 2003
BUDGET ACTUAL
HOUSEKEEPING SERVICES
Salaries
Benefits
Purchased Services
Supplies
Equipment - Replacements
Equipment - Repairs & Main!.
Education & Training
Other: Miscellaneous
Other: Travel/transportation
Total Housekeeping
Budget Per Diem
DESCRIPTION
BUILDING & PROPERTY
OPERA nONS & MAINTENANCE
Salaries
Benefits
Purchased Services
Supplies
Equipment - Replacements
Equipment - Maintenance
Education & Training
Other: Miscellaneous
Other: Travel/transportation
Expenditure Recoveries
Total Building Property
Operations & Maintenance
Budget Per Diem
DESCRIPTION
DIETARY SERVICES
Salaries
Benefits
Purchased Services
Supplies
Equipment - New
Equipment - Replacements
Equipment - Maintenance
Education & Training
Other: Miscellaneous
Other: Travel/transportation
Total Dietary Services
Budget Per Diem
210,556
44,217
1,200
16,000
5,000
o
300
o
o
277,273
7.58
2003
BUDGET
40,127
8,427
45,000
2,000
10,000
o
500
o
500
o
106,554
2.91
2003
BUDGET
430,249
90,352
2,000
18,000
o
5,000
o
3,000
o
500
549,101
15.00
231,127
56,324
1,318
18,668
444
60
328
o
163
308,432
8.83
2003
ACTUAL
37,519
9,164
38,494
3,092
5,573
4,750
o
812
774
(2,837)
97,341
2.79
2003
ACTUAL
489,517
116,183
600
24,774
o
5,928
2,568
2,118
o
356
642,044
18.39
2004
BUDGET
311,818
87,309
1,000
20,000
2,500
o
500
o
500
423,628
11.57
2004
BUDGET
41,338
11,575
40,000
3,000
5,000
5,000
500
o
500
o
106,912
2.92
2004
BUDGET
452,944
126,824
60,000
22,000
o
6,000
2,500
3,000
o
500
673,768
18.41
homes 04
tl2004
2 of 8
CODE
F 050
F 051
F 052
F054
F 056
F058
F059
F 061
F 065
F 066
CODE
F 067
F 068
F 069
F 075
F 077
F 084
F 085
F 088
F 089
F 090
F 092
F 093
CODE
F 094
F 096
F 109
3/24/04
8:41 AM
Elgin County Homes Budget 2004
Terrace Lodge
DESCRIPTION 2003 2003
BUDGET ACTUAL
LAUNDRY & LINEN SERVICES
Salaries
Benefits
Purchased Services
Laundry Supplies
Equipment - Replacements
Equipment - Maintenance
Education & Training
Other: Miscellaneous Travel
Expenditure Recoveries
Total Laundry Services
Budget Per Diem
DESCRIPTION
GENERAL & ADMINISTRA TIVE
Salaries
Benefits
Purchased Services
Supplies
Equip. & Furn. - Replacements
Association Memberships
Education & Training
Other: Miscellaneous
Other: Travel & transportation
Other: Resident Clothing
Expenditure Recoveries
Total General Administrative
Budget Per Diem
DESCRIPTION
FACILITY COSTS
Utilities
Communications
Total Facility Costs
Budget Per Diem
TOTAL OTHER ACCOMMODATION
Budget Per Diem
Ministry Per Diem
55,278
11,608
90,000
7,000
1,500
o
100
o
o
165,486
4.52
2003
BUDGET
52,780
11,084
7,000
4,000
2,000
4,600
2,800
o
1,000
o
o
85,264
2.33
2003
BUDGET
185,000
17,000
202,000
5.52
1,385,678
37.86
41.08
56,936
12,039
99,356
8,834
1,908
605
o
o
. (780)
178,898
5.12
2003
ACTUAL
63,659
13,239
15,344
6,345
7,180
4,578
2,840
3,705
1,505
8,009
(5,481)
120,923
3.46
2003
ACTUAL
144,521
15,153
159,674
4.57
1,507,312
43.16
0.00
2004
BUDGET
34,494
9,658
95,000
7,000
4,000
o
500
500
o
151,152
4.13
2004
BUDGET
138,808
36,090
9,000
6,000
1,000
4,600
3,000
3,000
1,000
o
o
202,498
5.53
2004
BUDGET
145,000
15,000
160,000
4.58
1,717,958
49.20
42.93
homes 04
112004
3 of 8
3/24/04
8:41 AM
Elgin County Homes Budget 2004
Terrace Lodge
SUMMARY
Nursing & Personal Care
Program & Support
Raw Food Costs
Other Accommodation
TOTAL
2,860,242
270,052
187,000
1,385,678
4,702,972
128.50
2,960,636
201,378
197,121
1,507,312
4,866,447
139.36
3,546,103
262,546
200,750
1,717,958
5,727,358
164.01
000
Per Diem
Salaries 3,252,575 3,348,476 3,840,817
Benefits 683,041 753,979 1,069,535
Operations 751,956 751,494 799,006
Staff Development 12,200 7,2171 13,000 1
Travel 3,200 5,281 5,000
Other 0 0 0
Total Exnenditures 4,702,972 4,866,447 5,727,358
Grants (4,097,863) (4,189,482) (4,297,458)
Other Revenues 0 0 0
Total Revenues (4,097,8631 (4,189,4821 (4,297,4581
Net to County 605,109 676,965 1,429,900
homes 04
tl2004
4 of 8
CODE
D 001
D 002
D 003
D 004
D 005
D 006
D 008
D 009
D 010
D 012
D 014
D 016
D 017
E 001
E 002
E 003
CODE
C001
C 002
C 004
C 006
C 007
C 008
C 009
C 011
C014
C 016
C017
C 020
C019
C019
C021
1of4
3/24/04
8:41 AM
Elgin County Homes - 2004 Budget
Bobier Villa
DESCRIPTION
PROGRAM & SUPPORT
Salarie1
Benefits
Purchased Services
Supplies
Equipment ~ New
Equipment - Replacements
Equipment - Maintenance
Program Raw Food Costs
Education & Training
Other: Miscellaneous
Other: Travel/transportation
Expenditure Recoveries
TOTAL PROGRAM & SUPPORT
Budget Per Diem
Ministry Per Diem P & S
Raw Food
Raw Food
Expenditure Recoveries
TOTAL RAW FOOD
Budget Per Diem
Ministry Per Diem Raw Food
DESCRIPTION
NURSING & PERSONAL CARE
Direct Care
Salaries
B'enefits
Expenditure Recoveries
SubTotal Direct Care
Administration
Salaries
Benefits
Purchased Services
Medical & Nursing Supplies
Equipment - Maintnance
Equipment - Replacements
Education & Training
Other: Miscellaneous
Other: Travel/transportation
Other: Medical Director
Other: Incontinence
Other: High IntensitySupp/Equip
Expenditure Recoveries
SubTotal Administration
TOTAL NURSING & PERSONAL
Budget Per Diem
Ministry Per Diem
2003
BUDGET
34,444
28,233
24,000
1,500
o
1,900
o
1,500
1,500
o
500
(16,500)
177,077
5.00
5.35
130,000
(14,000)
116,000
5.56
4.49
2003
BUDGET
1,278,093
268,400
o
1,546,493
73,169
15,366
5,000
16,000
o
3,000
2,000
o
1,000
6,244
43,000
o
o
164,779
1,711,272
82.03
60.21
2003
ACTUAL
112,400
30,061
26,922
1 ,485
o
o
o
556
230
126
98
(12,003)
159,875
8.17
160,916
(11,674)
149,242
7.62
2003
ACTUAL
1,483,699
297,473
1,781,172
40,524
8,462
6,166
29,897
6,654
2,949
2,996
o
o
6,245
24,783
31,816
(40,579)
119,913
1,901,085
97.13
2004
BUDGET
106,605
29,849
27,000
1,500
o
500
o
1,000
1,000
o
500
(14,000)
153,954
7.38
5,92
128,741
(14,000)
114,741
5.50
5.24
2004
BUDGET
1,633,927
457,500
o
2,091,427
79,188
20,589
5,500
27,000
5,000
3,000
2,500
o
1,000
6,244
30,000
o
o
180,021
2,271,448
108.88
55.59
homes 04
bv2004
CODE
F 001
F 002
F 003
F004
F 006
F 009
F 011
CODE
Elgin County Homes - 2004 Budget
Bobier Villa
DESCRIPTION
HOUSEKEEPING SERVICES
Salaries
Benefits
Purchased Services
Supplies
Equipment - Replacements
Equipment - Maintenance
Other: Travel/transportation
Education & Training
Other: Miscellaneous
Total Housekeeping
Budget Per Diem
DESCRIPTION
2003
BUDGET
196,736
41,315
1,250
18,000
6,500
o
50
200
o
264,051
12.66
2003
BUDGET
2003
ACTUAL
245,726
42,319
3,308
25,232
740
o
o
o
o
317,325
16.22
2003
ACTUAL
2004
BUDGET
246,287
68,960
1,250
23,000
6,500
250
500
500
o
347,247
16.64
2004
BUDGET
F 017
F 018
F 019
F 020
F022
F 026
F 028
F 029
F 033
CODE
F 034
F 035
F 036
F 037
F 038
F 039
F 041
F 042
F 044
F 045
F049
2of4
3/24/04
8:41 AM
BUILDING & PROPERTY
OPERA nONS & MAINTENANCE
Salaries
Benefits
Purchased Services
Supplies
Equipment - Replacements
Equipment - Maintenance·
Education & Training
Other: Miscellaneous
Other: Travel/transportation
Total Building Property
Operations & Maintenance
Budget Per Diem
DESCRIPTION
DIETARY SERVICES
Salaries
Benefits
Purchased Services
Supplies
Equipment - New
Equipment - Replacements
Equipment - Maintenance
Education & Training
Other: Miscellaneous
Other: Travelltransportation
Total Dietary Services
Budget Per Diem
40,127
8,427
33,500
1,000
5,000
o
500
o
500
89,054
4.27
2003
BUDGET
284,358
59,715
1,200
9,500
o
4,500
o
2,000
o
500
361,773
17.34
37,511
7,239
42,552
4,172
352
4,058
o
o
444
96,328
4.92
2003
ACTUAL
320,506
63,690
4,439
17,805
o
538
1,039
1,210
o
o
409,227
20.91
41,338
11,575
33,500
2,000
4,500
2,500
500
o
500
96,412
4.62
2004
BUDGET
303,747
85,049
1,500
10,000
o
7,000
1,500
1,500
o
500
410,796
19.69
homes 04
bv2004
CODE
F 050
F 051
F 052
F 053
F 054
F 056
F 058
F059
F 061
F 065
F 066
CODE
Elgin County Homes - 2004 Budget
Bobier Villa
DESCRIPTION
LAUNDRY & LINEN SERVICES
Salaries
Benefits
Purchased Services
Incontinence Supplies
Laundry Supplies
Equipment - Replacements
Equipment - Maintenance
Education & Training
Other: Travel/transportation
Expenditure Recoveries
Total Laundry Services
Budget Per Diem
DESCRIPTION
2003
BUDGET
41 ,459
8,706
45,000
o
5,000
1,250
o
100
o
o
101,515
4.87
2003
BUDGET
2003
ACTUAL
42,703
9,029
52,813
o
8,783
o
354
(702)
112,980
5.77
2003
ACTUAL
2004
BUDGET
42,707
11,958
45,000
o
7,000
2,000
250
500
500
o
109,914
5.27
2004
BUDGET
F 067
F 068
F 069
F 075
F 077
F 080
F 083
F 084
F 085
F 088
F 089
F 090
F 091
F 092
F 093
CODE
GENERAL & ADMINISTRA T/VE
Salaries
Benefits
Purchased Services
Supplies
Equip. & Furn. - Replacements
Medical Director
Accreditation Fees
Association Memberships
Education & Training
Other: Miscellaneous
Other: Travel/transportation
Other: Resident Clothing
Other: Recognition
Expenditure Recoveries
Total General Administrative
Budget Per Diem
DESCRIPTION
34,507
7,246
4,000
4,000
3,000
o
o
3,800
1,000
o
o
o
o
o
57,553
2.76
2002
BUDGET
44,759
7,735
6,696
6,921
2,091
o
3,201
2,842
2,917
2,078
5,203
o
(6,923)
77,520
3.96
2002
ACTUAL
99,114
25,770
6,500
6,300
1,000
o
o
3,400
1,000
o
1,500
o
o
o
144,584
6.93
2003
BUDGET
F 094
F 096
F 109
30f4
3/24/04
8:41 AM
FACILITY COSTS
Utilities
Communications
Total Facility Costs
Budget Per Diem
TOTAL OTHER ACCOMMODATION
Budget Per Diem
Ministry Per Diem
138,000
10,500
148,500
7.12
1,022,446
49.01
41.08
117,066
11,609
128,675
6.58
1,142,055
58.35
115,000
10,500
125,500
6.02
1,234,454
59.17
42.93
homes 04
bv20.04
4of4
3/24/04
8:41 AM
Elgin County Homes - 2004 Budget
Bobier Villa
SUMMARY
Nursing & Personal Care
Program & Support
Raw Food Costs
Other Accommodation
TOTAL
1,711,272
177,077
116,000
1,022,446
3,026,795
145.09
1,901,085
159,875
149,242
1,142,055
3,352,257
171.27
2,271,448
153,954
114,741
1,234,454
3,774,597
180.93
Per Diem
Salaries 2,082,893 2,327,828 2,552,912
Benefits 437,408 466,008 711,249
Operations 496,694 548,523 498,935
Staff Development 7,300 7,278 7,500
Travel 2,500 2,620 4,000
Other . 0 0 0
Total Exaenditures 3,026,795 3,352,257 3,774,597
Grants (2,274,051) (2,393,763) (2,425,111 )
Other Revenues 0 0 0
Tota! Revenues 12,274,051\ 12,393,763\ 12,425,111\1
Net to County 752,744 958,494 1,349,486 I
homes 04
bv2004
PROJECTION OF 2004 REVENUE FOR HOMES
ASSUMING 60% PREFERRED & 40% BASIC
Est. for 60% 2004 Revenue Estimated
ELGIN MANOR Preferred Projection Increase
BLENDED PER DIEM $117.77
100% CAPACITY 32,850
BASIC $3,868,877 $3,868,877 0
SEMI-PRIVATE $23,360 $49,640 -26,280
PRIVATE $302,220 $39,420 262,800
TOTAL REVENUE $4,194,457 $3,957,937 236,520
CALCULATION FOR MAXIMUM PREFERRED BEDS:
TOTAL BEDS·AVAILABLE 90 90
x 60% MAXIMUM PREFERRED 54
TOTAL SEMI-PRIVATE AVAILABLE 8 17 ·9 Reason - in a private room but can't afford private.
TOTAL PRIVATE ALLOWED 46 6 40
TERRACE LODGE
BLENDED PER DIEM $114.50
100% CAPACITY 36,500
BASIC $4,179,198 $4,179,198 0
SEMI-PRIVATE $116,800 $26,280 90,520
PRIVATE $131,400 $91,980 39,420
TOTAL REVENUE $4,427,398 $4,297,458 129,940
CALCULATION FOR MAXIMUM PREFERRED BEDS:
TOTAL BEDS AVAILABLE 100 100
x 60% MAXIMUM PREFERRED 60
TOTAL SEMI·PRIVATE AVAILABLE 40 9 31
TOTAL PRIVATE ALLOWED 20 14 6
BOBIER VILLA
BLENDED PER DIEM $113.90
100% CAPACITY 20,805
BASIC $2,369,631 $2,369,631 0
SEMI-PRIVATE $35,040 $2,920 32,120
PRIVATE $144,540 $52,560 91,980
TOTAL REVENUE $2,549,211 $2,425,111 124,100
CALCULATION FOR MAXIMUM·PREFERRED BEDS:
TOTAL BEDS AVAILABLE 57 57
x 60% MAXIMUM PREFERRED 34
TOTAL SEMI-PRIVATE AVAILABLE 12 1 11
TOTAL PRIVATE ALLOWED 22 8 14
H:\Reports\Analysis\2004\[RevProj04.xrs]2004 _ 60%Pref
.-.",..,,,-
REPORT TO COUNTY COUNCIL
FROM: Pat Vandevenne, Manager of Resident Care, Elgin Manor
DATE: March 19,2004
SUBJECT: Nursing and Personal Care Budget, Elgin Manor
INTRODUCTION
Elgin Manor~ Nursing Department consists of 14 Registered Nurses (5 full time, 5 part time and 4 ..
Casual), 12 Registered Practical Nurses (5 full time, 5 part time and 2 Casual), and 21 full time
Health Care Aids, 3 Temporary Full time HCAs, 25 part time HCAs and 7 temporary part time
HCAs. Nursing service is provided 24 hours per day, 7 days per week. Within this compliment we
provide Nursing and Personal care to 89 Long Term Care Residents and 1 Short Stay Resident.
Excellence of care and Quality of Life for each resident is of the utmost importance.
DISCUSSION:
There are several points to consider in this budget area:
· The Ministry of Health and Long Term Care provide the dollars to all Long Term Care Facilities
in four Categories. A) Program and Support B) Raw Food C) Administration and Support and
D) Nursing and Personal Care.
· The Nursing and Personal Care envelope provides dollars for direct Resident Care and the
amount is directly in proportion with theresults of the Alberta Classification Tool.
· Over the past several years, resident care and complexity has increased dramatically.
· Average Resident age has steadily increased.
· The role of Long Term Care has markedly changed over the past tencyear period.
· The Standards of Long Term Care required by the Ministry of Health support that the staffing
levels and skill mix be in place to provide safe, appropriate care to all residents within all Long
Term Care Facilities in Ontario.
· The Ministry of Health and Long Term Care have provided assistance with specialized training
of staff in such areas as Palliative Care, Pain and Symptom Management, Wound Care,
Psychogeriatrics and Dementia care.
· With Ministry Approval, we are able to obtain dollars for specialized supplies and equipment
through a High Intensity Needs Fund.
· Other supports come from areas such as Ontario Drug Benefit, Colostomy/Ostomy Supply
Grant, and the Ontario Assistive Device program.
· Other Community groups such as the Alzheimer's Society, Elgin Community Care Access
Centre, VON,We Care, CNIB, Heart and Stroke, Epilepsy Society etc. provide excellent
educational and skill support.
· The Old Elgin Manor was designated as a D Facility and did notmeet the current Design
Guidelines as outlined by the Ministry of Health and Long Term Care.
· The New Elgin Manor is designated as an A Facility and provides excellence in care through
meeting the Design Guidelines.
· 78 Residents now live in private accommodations with private bathrooms.
. 12 Residents live in two bedroom accommodations with one bathroom.
. The move from the old facility to the new has created some major operational challenges,
resulting in a slight increase in the staffing requirements to meet our residents needs.
CONCLUSION:
The Homes Management team are being challenged to provide excellence of care to each resident
within the Personal Care envelop, by looking at creative, fiscally responsible means to meet and
maintain a balanced budget. Such things as trialing new incontinent products at a better costing
are being done. Careful review of staffing patterns, particularly at peek periods to meet resident
care requirements has resulted in a saving of two four-hour shifts on afternoons.
RECOMMENDATION:
THAT the report titled Nursing and Personal Care Budget, Elgin Manor dated March 19, 2004 be
received and filed.
ALL of which is respectfully submitted,
Respectfully Submitted
Approved for Submission
-Q I Jr., />'l d iÁ ~/YI1u
Pat Vandevenne
Manager of Resident Care
Mark . cOo
Chief Administrative Officer
REPORT TO COUNTY COUNCIL
FROM: Sue Krueger, Manager of Home Services, Elgin Manor
DATE: March 22,2004
SUBJECT: Dietary Budget - Elgin Manor
INTRODUCTION:
The Dietary Department consists of one full time cook, 6 full time dietary aides and
nine part time dietary aides. This department is responsible to meet the nutritional needs of
90 residents, as well as clients through the VON Meals on Wheels program.
In addition, the department supplies food and refreshments for special events,
catering and other resident celebrations.
The department operates twelve hours a day, seven days a week.
Providing a positive dining experience and appealing, nutritious meals are of a
priority.
DISCUSSION:
There are several points to consider in this budget area:
- The Ministry of Health and Long Term Care states a minimum level of staffing per meal
day. .
The Ministry of Health and Long Term Care sets the raw food cost allowance.
The new Elgin Manor is designed as an "A" facility resulting in four smaller, homelike
dining areas.
The residents nutritional needs have become more varied and complex, as their care
level has increased. I.e. tube feeds, textured diets, supplements.
The Ministry has strict guidelines for menu development. These must be reflected in
the menu cycles in the Homes, including choices for textured and therapeutic diets.
The reduction of staff hours (4 hours per day) will involve a change in meal service as
well as a reduction in catering capabilities.
Other budget lines have been reduced to a minimal level that will not allow for a
negative affect on resident care. .
CONCLUSION:
The Homes Management team has been careful to review staffing patterns;
resident care needs, supplier products and cost in order to submit a fiscally responsible
budget. The reduction of dietary staff and implementation of short shifts will assist in
meeting budget constraints without affecting resident care.
RECOMMENDATION:
That this information be filed and received.
ALL of which is respectfully submitted,
Respectfully Submitted
Approved for Submission
M~O
Ohief Administrative Officer
REPORT TO COUNTY COUNCIL
FROM: Sue Krueger Manager of Home Services, Elgin Manor
DATE: March 22,2004
SUBJECT: Housekeeping and Laundry Budget - Elgin Manor
INTRODUCTION:
The housekeeping/laundry department includes six full time staff and four part time
staff. The department operates eight hours a day, seven days a week. A reduction of staff
exists on statutory holidays.
Linens are contracted by London Hospital Linen Services, however personal
clothing is laundered on site.
The housekeeping department is responsible to provide a clean and safe
environment for the residents, families and staff.
DISCUSSION:
The new design standards include private and semi private room. All rooms have
private bathrooms.
The square footage of resident rooms, hallways and dining areas have increased as a
result of the design standards.
London Hospital Linen Services requires quotas to be established and reviewed
regularly. Linens received require counting and delivery to resident home areas.
The reduction in staff hours (8 hours per day) will not result in resident care issues
although it will mean that maintenance of administrative areas will be adjusted and that
"cleaning teams" will be required quarterly to maintain floor care.
In order to accommodate the staff reduction, the purchase of two floor machines will be
required to ensure floor care is maintained.
CONCLUSION:
The housekeeping/laundry department takes pride in providing a safe, clean
environment for the residents, families and staff at Elgin Manor. A clean and sanitary
environment is paramount for infection control. The reduction of staff hours will require the
purchase of floor equipment in order to maintain cleanliness of the Home.
RECOMMENDATION:
That this information be filed and received.
ALL of which is respectfully submitted,
Approved for Submission
Mj¡£] ~
Chief Administrative Officer
Respectfully Submitted
REPORT TO COUNTY COUNCIL
FROM: Gerry Moniz Manager of Program and Therapy Services
OA TE: March 16,2004
SUBJECT: Program & Support Budget - Elgin Manor
INTRODUCTION:
The Program and Support budget at Elgin Manor includes 3 full time and 1 part time
activation staff who provide recreation, leisure, and theraputic programs to residents
throughtout the week, evenings and on weekends.
It also includes 2 part time hairdressers who provide services a total of 5 days per week.
DISCUSSION:
There are several points to consider in this budget area:
· Ministry guidelines over the last several years encourage more small group activities
and therapy programs which require higher staffing levels.
· With staff turnover and changing job routines in the activation department as part of
the move from the old home, the restorative care pilot project was not implemented at
Elgin Manor.
· Elimination of evening programs on the weekend can eliminate a total of 16 hours a
week in staff hours, for a total saving of $14,468.00 per year. This decrease still
provides evening programming five days a week and is within Ministry standards.
· Other budget lines have already been reduced and further cuts will impact resident
care. For example decreasing purchased sßrvices would effect the number of bus rides
that we schedule.
CONCLUSION:
The Program and Support budget area primarily provide residents with recreation and
therapy programs. Three full time and one part time staff provide direct resident
programming.
There are standards that must be met including providing programs during the day,
evenings, and weekends and ensuring exercise and therapy programs are available. The
current budget with the reduction in evening programming on the weekend will provide
some cost savings. Further reductions in the budget will affect resident care.
RECOMMENDATION:
That this information to be filed and received.
ALL of which is respectfully submitted,
Approved for Submission
Mark G. McDo
Chief Administrative Officer
_ 7".
REPORT TO COUNTY COUNCIL
FROM: Sherrie Rastel, Carol Bradley, Managers of Resident Care
DATE: March 19,2004
SUBJECT: Report on Terrace Lodge
INTRODUCTION:
To explain the activities of daily living and the Health Care needs that are required for this
medically compromised elderly population of 100 people.
Presently our daily compliment of RNs is 37.5 hours per day, RPNs 40 hours per day,
HCAs 216 hours per day. Of this compliment we have 6 full time, 4 part time and 2 casual
RNs, 6 full time, 4 part time and 3 casual RPNs and 25 full time and 26 part time HCAs.
DISCUSSION:
A brief overview of the medical conditions of the residents at Terrace Lodge:
39 residents with a diagnosis of dementia
26 diabetics
32 strokes
12 impaired vision
20 depression or mental health
1deaf mute
1tube feed
1 dialysis
2 developmentally and physically challenged (ages 40 and 60)
Mobility and Transfer
49- 2 person transfers (includes Sara, Hoyer and 2 person transfers)
30- 1 person transfers
60- Portering required to meals etc. (26 of these need to be portered via elevator)
Nutritional Management
26 total feeds
30 encouragelassist
44 supervised
Activities of daily living
75 incontinent requiring brief changes 4-5 times per day, and toileting routine every 2
hours
80 assistance or total dressing
80 residents require turning or repositioning every2 hours on nights-4 health care aids to
do this.
The increase of staffing compliment in the past 2 years has enabled us to accomplish the
following-
Morning routines for resident care now begin at 6am not between 4 and 5am
All residents are bathed weekly .
Snacks are now delivered to each resident 3 times per day to meet their hydration and
daily nutritional requirements.
Documentation has improved as per last compliance report. HCA's fill out flow sheets on
each resident at the end of each shift, document restraint uSß hourly, nutritional intake
sheets on each resident 24 hours per day, and daily charting in the multidisciplinary notes.
Registered staff document on new admissions, develop care plans, complete quarterly
updates every three months on all residents, and facilitate care conferences, for problem
solving with all disciplines, and family members. They are instrumental in wound
management with assessments which are done weekly. Identify and complete pain
assessments working with the physicians and pharmacy to improve the residents' quality
of life.
Palliative care has become first and foremost in the minds of all the staff in the Home. We
have a dedicated interdisciplinary team that liase with the pain and symptom co-ordinator
for Elgin County to problem solve and manage specific care needs. The community
boasts highly of our skills and compassion, and this is seen quite often in the Aylmer
Express.
The new medication carts have divided up the medication administration for each floor,
thus enabling the staff to give the medications to each resident within the required 1 hour
time periodas per the College of Nurses. Medication passes are done 4 times per day,
equalling 16 Registered staff hours per 24 hours, on medications alone. This does not
include any medications given between regular passes, ego pain medication.
Safety and security is a priority in the home on a 24 hour basis. Staff are required to
document each evening that every outside door (one in each resident room and all exits)
are secured and locked. They are required to take water temperatures throughout the
building each shift and document. All departments are involved in fire drills, that are now
being done as required on a monthly basis.
CONCLUSION:
.The level of care required for these medically compromised residents makes it necessary
to maintain the present staffing compliment. Their quality of life is affected when any of
these services are decreased or eliminated. Residents would need to be awakened
between 4 and 5 am for their care to be completed by 8am and bathing would not occur on
a consistent basis. Residents would have prolonged meal times due to lack of staff
available to help feed. The temperature and consistency of the food would be jeopardised,
thereby hindering the fine dining objective that each resident is entitled to. We would be
decreasing the dignity of the resident by leaving them in an incontinent product 24 hours
per day and not toileting them on a regular basis.
As Health Care professionals we are mandated to meet the Ministry of Long Term Care
Standards, and College of Nurses guidelines.
Nursing ís the hub of this facility. Care and compassion are the goals of Terrace Lodge.
ALL of which is respectfully submitted,
Respectfully Submitted '
L- È,,¡!J r
Sherrie Rastel
C~~
Approved for Submission
1iJ~
~
Mark G. McDonald
Chief Administrative Officer
Managers of Resident Care
REPORT TO COUNTY COUNCIL
FROM: Gerry Moniz Manager of Program and Therapy Services
DATE: March 16,2004
SUBJECT: Program & Support Budget -Terrace Lodge
INTRODUCTION
The Program and Support budget includes 3 full time and 2 part time activation staff who provide
recreation, leisure, and theraputic programs throughout the week, on evenings and on the
weekends.
It also includes 2 part time hairdressers who provide services 5 days a week and 3 part time staff
( 2 HCA and an activation staff) who work 3 days per week in the day program.
DISCUSSION:
There are several points to consider in this budget area:
· Funding for the day program is separate from the rest of the Program and Support envelope.
· Ministry guidelines over the last few years encourage more small group activities and therapy
programs which require more staffing support
· Elimination of evening programs on the weekend can eliminate a total of 16 hours a week in
staff hours, for a total saving of $14,468.00 per year. This decrease still provides evening
programming five days a week and is within Ministry standards.
· Other budget lines have already been reduced and further cuts will impact resident care. For
example decreasing purchased services would effect the number of bus rides that we
schedule.
CONCLUSION:
The Program and Support budget area primarily provide residents with recreation and therapy
programs. Three full time and two part time staff provide direct resident programming.
There are standards that must be met including providing programs during the day, evenings, and
weekends and ensuring exercise and therapy programs are available. The current budget with the
reduction in evening programming on the weekend will provide some cost savings. Further
reductions in the budget will affect resident care.
RECOMMENDATION:
That this information to be filed and received.
ALL of which is respectfully submitted,
Approved for Submission
~[],
Chief Administrative Officer
'-"·,··,:;;,c.:.":i"":·-',,"'.'·'>"
REPORT TO COUNTY COUNCIL
FROM:
Jennifer Wilkinson, Nutritional Management Services
DATE:
25 March 2004
SUBJECT: Terrace Lodge 2004 Dietary Budget
INTRODUCTION:
The 2004 budget request for Dietary Services for Terrace Lodge has been finalized.
DISCUSSION:
Salaries:
Currently our staff ratio is 7 full time, and 10 part time. The cook works 11 hours per day, seven
days per week. Dietary aides work 49 hours per day, seven days per week.
Have already reduced 4-hour temporary morning shift.
We are addressing many compliance issues:
Due to higher level of care required more labour is needed to address special diets (only 16
residents are on a regular diet, 84 residents are on some type of special diet).
Since 2004, we are offering a second choice through aU textures and menu
In addition, working on pleasurable dining experiences for all the residents.
Possible recurring compliance issues.
A reduction in hours will effect Meals on Wheels we currently serve 8-20 meals
Daily and will be unable to do this with less hours.
Special events, Ladies auxiliary programs and adjuvant programs will have to be decreased if
labour hours are modified.
Purchase Services: Includes support and Purchasing Program from N.M.S. One day per week
assistance provided by N.M.S., which enable us to address compliance issues.
Supplies: We are going to a guaranteed flat rate for Chemicals, which will provide savings.
Equipment replacements: this is for Small wares and China for the dining room.
Equipment Maintenance: repairs to the equipment in the cafeteria.
Training and Education: Food handler's courses and education seminars for staff in the
cafeteria.
RECOMMENDATION:
THAT the report titled Terrace Lodge 2004 Dietary Budget dated March 22, 2004 be received
and filed.
Respectfull Sub itted
\
Approved for S
ion
nnifer Wilkinson
Nutritional Management Services
REPORT TO COUNTY COUNCIL
FROM:
Kate Dymock, Manager of Resident Care
DATE:
March 22, 2004
SUBJECT: Bobier Villa Budget
Introduction:
Long Term Care facilities are all faced with the task of managing residents with increasing
needs and subsequent demands on our supply and human resources. The purpose of this
report is to provide an overvieW of the trends in internal and external factors, which directly
and indirectly impact our business and budget.
At Bobier Villa we currently employ: RNs: 3 full-time, 3 part-time, 3 casual
RPNs: 3 full-time, 4 part-time
HCAlPSW: 15 full-time, 22 part-time
Discussion:
The annual budget is typically an allotment of dollars based on predictable expenditures. It
is not buffered to reflect the unknown therefore it is possible that we will be faced with
increased, yet justifiable costs. The Managers are constantly tasked with evaluating the
challenges before us to determine the most cost-effective ways to manage the issue. In
some instances, increased costs are inevitable.
Some of the factors, which currently have an impact on our budget, include:
1. Increased demands by the Ministry of Health and Long Term Care (MOHL TC):
trend to strict enforcement of standards
expectations not always clearly identified
new LTC standards are being developed and are soon to be launched
unclear on impact the new standards will have
very clear that in the wake of the negative media coverage (W5 and Toronto
Star articles) that the standards will in all likelihood be more prescriptive and
be more closely monitored
2. Funding method has yet to be implemented which better reflects care needs:
current Alberta Classification system is simply a snapshot in time, which
does not reflect fluctuating care need provided. Basing funding solely on
what is written does notalways accurately reflect care provided
respite residents are not classified yet these residents often have significant
care needs. During classification we cared for 2 respite residents who
required significant resources (one with Huntingdon's Disease, and one with
Picks Disease) yet they were not classified
3. Funding model has yet to reflect changes in needs in "A" facilities (new builds)
'--·~";,-W'""'<"-"':>'-'("-:··_·'· ~
changes were recognised by Bobier Villa after the move into the new home
and is now being experienced by Elgin Manor
residents now each in private (45) and semi-private (6) rooms approximately
160 foot long halls
no longer can nursing assist more than one resident at a time
response time to respond to call bells is increased due to distance to travel
layout presents challenges to monitoring residents with behavioural issues as
there are now many more rooms where residents are out of site of the
nursing staff
4. Increased demands on registered nursing staff and subsequently on the budget
residents are living longer with increased technology, medications and
interventions mostly provided by nursing staff.
acute care health providers are discharging patients sooner than ever before
often with no additional supports. Of note the following residents were
managed by 1 RN in addition to 34 other residents (in a hospital setting 1 RN
would typically manage 4 - 8 patients only):
resident returned to us 2 days post mastectomy
resident with dehisced surgical hip wound being irrigated and packed
twice a day
2 residents on IV therapy (for hydration and antibiotics)
RN expected to manage all medications and treatments for 38 residents and
in addition function as the on-site person in charge of the building
an increased number of residents with behavioural needs requiring close
monitoring/implementation of interventions to prevenUmanage behaviours
staff have attended training programs to learn to manage a variety of issues .
with no ongoing cost to home/resident yet effective implementation and
evaluation of skills learned is time consuming:
PIECES initiative to systematically assess/manage behaviours
CAPCE initiative to better manage palliative care needs
Stoke Strategies to better identify and manage stroke prevention/care
5. Increased demands on the direct care providers HCAlPSW.
time studies were completed in 2002 and in March of 2004 to document
resident care needs in comparison to nursing hours provided used to identify
times where routines can be adjusted to better match demands.
Special thanks to Jacoba Pennings HCA who has spent a great deal of time
pulling this all together for us in 2002 and again in 2004
BOBIER VILLA HCAlPSW WORKLOAD MEASUREMENT STUDY RESULTS
(NUMBERS DO NOT INCLUDE RESPITE RESIDENTS)
. 2002 2004
TASK/INTERVENTION BIRCH/OAK MAGNOLIA BIRCH/OAK MAGNOLIA
TOTAL FEEDS 8 8 6 13
ASSISTED FEEDS 5 4 5 5
2 PERSON TRANSFERS 12 NO DATA 14 11
1 PERSON TRANSFERS 4 NO DATA 20 7
RESIDENTS IN BRIEFS 27 . 18 24 17
REQUIRING TOILETTING . 17 18 16 11
RESIDENTS WITH 10 17 25 17
BEHAVIOURS
TOTAL NRSG HRS DAYS NO DATA DAYS - DAYS -
REQUIRED 34.27 46.84 30.15
AFT - 28.12 AFT - 36.24 AFT -24.15
TOTAL NRSG HRS DAYS - 28 DAYS - 14 DAYS - 35 DAYS - 24
PROVIDED break time AFT - 21 AFT - 10 AFT - 32 AFT - 21
already removed, 3 hrs RPN
direct care hrs added on MaQ
AVG MIN./RESIDENT FOR 7.05 NO DATA 8.47 12.89
A.M. CARE
The results of the studies clearly show an increase in resident behaviours and residents
requiring feeding. Behaviours require management all day long but feeding assistance is
required for the 3 meals and snack times.
Conclusion:
The 2004budget must:
reflect actual needs
permit the managers to have flexibility in hiring part-time staff to ensure adequate
. staffing and minimise overtime occurrences
put union on notice that any requests, which will have an impact on the budget, will
need to be tabled until following budget year.
set strict rules about replacing staff for meetings (including union meetings) and be
consistent throughout the year
Recommendation:
THAT this report be received and filed for information purposes.
Respectfully Submitted
Approved for Submission
Mar cDonald
Chief Administrative Officer.
,--.-....... -
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REPORT TO COUNTY COUNCIL
FROM: Janith McMillan
Manager of Home Services, Bobier Villa
DATE: March 22, 2004.
SUBJECT: Budget 2004 for Support Services
Introduction:
The Support Services proposed budgets are prepared for review. This report is an overview of the
Support Services budgets for 2004.
Discussion:
Raw Food - Ministry funds raw food at $5.24 per diem
2004 Budg~t request is for $5.50 which is $0.26 higher
Extra costs to offset additional food costs
1. Debatable if Ministry funds will adequately cover all costs for residents
a) Supplement use
b) Texture modification of all choices at meals (2 choices of entrees, vegetables, and desserts
in regular, ground and pureed)
c) . Requirements of variety and texture modification of snack cart items
2. Special Functions (completed at no charge)
a) Auxiliary Activities
Auxiliary Luncheon
Catering for Auxiliary Ladies (once per year when they entertain other Auxiliary Groups)
Auxiliary meeting refreshments
b) Support for Resident Family Members
Complimentary meals for family members upon admission of new resident
Refreshments for families on compassionate grounds when resident palliative
3. Staff Meals
a) All staff at work on Easter, Thanksgiving and Christmas holidays to receive meal as
Per Recognition Task Force
b) Meals provided on Homes Orientation Days
Housekeepino Services
Salaries and Benefits
Staffing Complement - 4 Hand 6 p-t housekeepingllaundry aides (increase of 1 more to the p-t
pool from 2003)
20 hours per week reduction in HousekeepinglLaundry following rearranging of
present shifts
Rearrangement offsets layoff measures
Sick call replacement strategies include not covering if only 1 employee ill
If employee sick for long period of time reassessment necessary
Must maintain cleanliness of building to meet the standards of our residents, the
Ministry of Health and the public
Purchased Services Contracts
- Pest Control (essential to combat our ant problem)
- Mat Cleaning Service (mats changed completely bi-weekly)
''''':'if!';'0'fFfßffi'J5'<'~;!f'";'!T!:' -"'::'!t~cW~:;-o-7" -
Supplies (paper products, cleaning chemicals.' floor car~ products, equipment buffing pads etc.)
_ Enteric and respiratory outbreaks Impact to Increase supply purchases
Floor maintenance program increases supply purchases
Equipment Replacements
_ auto scrubber (present model not reliable)
_ ergonomic floor buffer (Health & Safety issue)
Buildinq and Property
Operations and Maintenance
Salaries and Benefits
Staffing Complement -1 f-t maintenance person (same as 2003)
Overtime for call- ins required
No sick call replacement
Purchased Services Contracts
- Snow removal, lawn care, fire alarm, air handlers, generator, sprinkler systém,
elevator, etc.
Supplies
-Wide range of small purchases
-Light bulbs biggest supply cost
Equipment Replacement
- More replacements of equipment in building based on facility getting older
" Equipment wearing out
Dietarv Services
Salaries and Benefits
Staffing Complement - 4-f-t and 7 p-t dietary aides (same as 2003)
. rearranged present shifts to reduce 10 hours per week
rearrangement offsets layoff measures
able to meet workload issues and cover peak periods
dietary provides services at lunchtime for Adult Day Program (Tues.), Meals on Wheels
(Mon., Wed., Fri.), and Diner's Club for Caledonia residents (daily)
Sick calls must be covered but always try to avoid overtime
Purchased Services Contracts
coverage of Hobart equipment (dishwasher and mixer)
Supplies (smallwares, paper, dishwasher chemicals, cleaning chemicals)
Enteric and respiratory outbreaks directly impact increases to supply purchases
Replacement of dishes costly (will investigate more economical pattern)
Equipment Purchases
- can rack shelving unit
- ice machine
- locking wheels for stationary freezer shelving
Laundrvand Linen Services
Salaries and Benefits
Staff Complement - Listed in Housekeeping Services (staff work in both areas)
must replace but if unable to replace through call in will pull from other housekeeping
areas
laundry increased by 8 hours per week while housekeeping decreased by 28 hours per
week for reduction of 20 hours per week as listed in housekeeping services
Laundry hours increased to meet workload issues and peak periods
Further reduction in hours for HousekeepinglLaundry would be possible after
commercial washer and dryer installed
More recoveries could be obtained if the Medical Centre in Dutton was billed
for weekly linen amounts received from Bobier Villa
_ Review no charge policy put into affect for Medical Centre
Purchased Services Contract
- London Linen Services
Supplies (laundry detergent, fabric softener, destainer, etc.)
additional laundry supply costs due to numerous residents with skin conditions require
gentle laundry detergent (Ivory Snow)
regular detergents can be used with a commercial washer since it provides for a better
wash, rinse, and extraction cycles
Equipment Replacements
laundry carts
laundry hampers
Conclusion:
There are many factors affecting the Support Services budgets. It is of utmost importance
to meet the. needs of our residents. It is equally important to meet the Ministry of Health standards
and public opinion standards.
Recommendation:
THAT the report titled Budget 2004 for Support Services and dated March 22, 2004 be
received and filed.
Respectfully Submitted
Approved for Sub . 'on
~ '
. , ' ~c0--/)~
J ith McMillan
Manager of Home Services, Bobier Villa
Ma cDonald
Chief Administrative Officer.
...~,.'.;:~.,
'.",~/' .'
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REPORT TO COUNTY COUNCIL
FROM: Gerry Moniz Manager of Program and Therapy Services
DATE: March 16,2004
SUBJECT: Program & Support Budget - Bobier Villa
INTRODUCTION
The Program and Support budget at Bobier Villa includes 2 full time and 2 part time activation staff
who provide recreation, leisure, and theraputic programs to residents throughtout the week,
, evenings andweekends.
It also includes 1 part time hairdressers who provide services 2 days a week.
DISCUSSION:
There are several points to consider in this budget area:
· Ministry guidelines over the last several years encourages more small group activities and
therapy programs which require higher staffing levels.
· 8 hours of program time per week is allocated to the Day Program that is funded outside the
Program and Support envelope.
· Elimination of evening programs on the weekend can eliminate a total of 16 hours a week in
staff hours, for a total saving of $14,468.00 per year. This decrease still provides evening
programming five days a week and is within Ministry standards.
· Other budget lines have already been reduced and further cuts will impact resident care. For
example decreasing purchased services would effect the number of bus rides that we
schedule.
CONCLUSION:
The Program and Support budget area primarily provide residents with recreation and therapy
programs. Two full time and two part time staff provide direct resident programming.
There are standards that must be met including providing programs during the day, evenings, and
weekends and ensuring exercise and therapy programs are available. The current budget with the
reduction in evening programming on the weekend will provide some cost savings. Further
reductions in the budget will affect resident care.
RECOMMENDATION:
That this information to be filed and received.
:';~'0?f:<J,;j!:\'?FO;';:';';';'5'/~'/; ,,'
ALL of which is respectfully submitted,
Approved for Submission
~-=)
Ma cDona~
Chief Administrative Officer
-..,
OPTION TWO
MEMO TO:
County Council
FROM:
Linda B. Veger, Director of Financial Services
Mark G. McDonald, CAO
DATE:
March 24, 2004
SUBJECT:
Homes for Seniors Budget 2004 - 9.19%
Overall Increase to the County of Elgin - 14.49%
The budget attached to this memo- Option Two, indicates an overall increase of 14.49%
with the Homes for Seniors contributing 10.24% of the increase.
This option reduces the Homes budget request to 10.24%. The overall rational to this
calculation is a starting point of the 2003 overage and working forward from there. It
does not consider additional staffing that may have occurred prior to November. This
option will most certainly result in reduced staff hours. There are several assumptions in
this option including:
· additional 40 staffing hours per day shared amongst the Homes
· 2003 overage is the starting point
· annual wages' are increased 3% as approved by Council
· benefits on above calculated at 28%
· operations is allowed an increase of 5%
· miscellaneous increases are allowed in each Home
· increase in benefits from 22% average to 28% average - OMERS
Elgin County Homes for Seniors
Additional 40 hrs per day 355,500 In place 2 months in
. 2003
Share of 2003 overage 744,000 Staffing adjustments,
oart-time hours, overtime
Annual increase in waaes 3% 270,800 As aooroved bv Council
Benefits on above increase 76,000 Benefits ía2 28%
Operations increase 5% 100,000 Takes inflation into
account
Miscellaneous increases 100,000 Unforeseen exoenditures
Increase of benefits fròm 22% to 550,000 OMERS
28%
Total 2,196,300
Add: 2003 exoenditure budc¡et 12,196,197
Less: Estimated 2004 revenues (10,680,506) .
Total . 3,711,991
2003 County share . 2,146,860 From 2003 budaet
Increase to budget 1,565,131 10.24% increase to
County
O··"i·'~"?'''':~;;'~.%i'0~{'}:'';'i~·>;:·0i~':·;:-
The impact will be much the same as Option 1. This reduction may be more palatable to
Council however it may lead to resident care issues, compliance issues, and staff
overtime with the possibility of an over-expenditure by year-end.
This Option will lead to staff layoffs. The overall reduction is approximately 576,000 that
could potentially lead to a reduction of 11 to 12 fte front line staff spread across the
Homes. This is a significant reduction in service to our most frail residents.
In conclusion, although staff offers Option 2 for your consideration, this option does not
appear to be in the best interest of Council, the Homes residents, or the staff who have
the responsibility of caring for those residents. The compliance officers are requiring
strict adherence to regulations. A reduction in staffing hours of this magnitude may not,
in fact, be possible.
c:/~,~
Linda B. Veger
Director of Financial Services
Mark . cDonald
Chief Adminl fficer
OPTION 2 2003 BUDGET Preliminary 2003 BUDGET 2004 PROPOSED BUDGET 04 budget I
DRAFT ACTUAL vs 03 budget $ CHANGE % CHANGE
EXPENDITURES RECEIPTS NET EXPENDITURES RECEIPTS NET VARIANCE EXPENDITURE RECEIPTS NET % change (10)-(3) 2V15,284,540
1 SURPLUS FROM PRIOR YEAR 0 140,000 (140,000) 0 140,000 (140,000) 0 0 280,000 (280,000) 100.00% (140.000) -0.92% 1
1 REQUISITIONS 0 14,934,945 (14,934,945) 0 14,934,946 (14,934,946) 1 0 0 0 (100.00%) 0 0.00% 1
1 PAYMENTS IN LIEU 0 349,595 (349,595) 0 375,672 (375,672) 26,077 0 0 0 (100.00%) 0 0,,00% 1
1 SUPPLEMENTARY TAXES 0 150,000 (150,000) 0 187,778 (187,778) 37,778 0 150,000 (150.000) 0.00% 0 0.00% 1
1 TAXES WRITTEN OFF 125,000 0 125,000 213,487 0 213,487 188,487 125.000 0 125.000 0.00% 0 0.00% 1
1 INTEREST CHARGES & INCOME 125.000 0 125,000 0 86,027 (86,027) 211,027 0 25,000 (25.000) (120.00%) (150,000) -0.98% 1
1 FEES - KETTLE CREEK CONSERVATION 0 18,000 (18,000) 0 18,000 (18,000) 0 0 3,000 (3,000) (83.33%) 15,000 0.10% 1
2 HEALTH UNIT 1,199,978 0 1,199,978 1,194,789 0 1,194,789 5,189 1,277.950 0 1.277.950 6.50% 77,972 0.51% 2
3 COUNCIL MEMBERS & LOCAL BOARDS 228,950 0 228,950 219.173 0 219,173 9,777 239,666 0 239,666 4.68% 10,716 0..07% 3
4 ADMINISTRATIVE SERVICES 291.318 0 291.318 275 963 0 275 963 15.355 316.851 0 316851 8.76% 25.533 0.17% 4
5 FINANCIAL SERVICES 317,896 0 317,896 316.131 0 316.131 1,765 366,278 0 366,278 15.22% 48,382 0.32% 5
6 HUMAN RESOURCES 357,850 0 357,850 336,085 0 336.085 21,765 400,600 0 400,600 11.95% 42,750 0.28% 6
7 ADMINISTRATION BUILDING 485,568 230,587 254.981 416,244 228,558 187,686 67,295 468,966 256.796 212.170 (16.79%) (42,811) ...Q.28% 7
8 CORPORATE EXPENDITURES 371,460 0 371,460 413,453 0 413,453 (41,993) 402,388 0 402,388 8.33% 30,928 0.20% 8
9 ENGINEERING SERVICES 2521 218 0 2521 218 2 487 355 0 2 487 355 33 863 2 598 458 0 2 598 458 3.06% 77 240 0.51% 9
10 HOMES FOR SENIORS SERVICES 12,196,194 10,049,337 2,146,857 13,121,084 10,360,910 2,760,174 (613,317) 14,392,497 10,680,506 3,711,991 72.90% 1,565,134 10.24% 10
11 AGRICULTURE 30,480 0 30,480 31,958 0 31,958 (1,478) 31,876 0 31,876 4.58% 1.396 0.01% 11
12 PIONEER MUSEUM 86,350 21,300 65,050 126,181 19,314 106,867 (41,817) 147,973 23,000 124,973 92.12% 59,923 0.39% 12
13 LIBRARY SERVICES 1,620,887 167,000 1,453,887 1,600,156 149,101 1,451,055 2.832 1,729.582 152.739 1,576.843 8.46% 122,956 0.80% 13
14 ARCHIVES 173275 3000 170275 160901 0 160901 9374 177249 3000 174249 2.33% 3974 0.03% 14
15 LAND DIVISION 65.000 65,000 0 62,696 95,764 (33,068) 33,068 79.700 79,700 0 0 0,,00% 15
16 EMERGENCY MEASURES 52,421 1,200 51,221 26,053 0 26.053 25,168 17,300 650 16.650 (67.49%) (34,571) -0,,23% 16
17 INFORMATION TECHNOLOGIES 504.642 0 504,642 416.573 0 416.573 88,069 551.249 0 551.249 9.24% 46,607 0,,30% 17
18 PROVINCIAL OFFENSES 436.635 465.123 (28,488) 642,654 670,969 (28,315) (173) 668,248 700,000 (31,752) 11.46% (3,264) -0,,02% 18
19 AMBULANCE SERVICES 3414610 2431 184 983 426 987 632 0 987 632 14206 4716285 2 889 877 1 826 408 85.72% 842 982 5.52% 19
20 COLLECTIONS - POA 58,000 63,800 (5.800) 27,465 74.068 (46.603) 40,803 64,505 300,000 (235,495) 3960.26% (229,695) -1.50% 20
21 PARKING TICKETS 5,000 5,500 (500) 0 0 (500) 0 0 0 (100.00%) 500 0.00% 21
CITY OF ST. THOMAS 0 0 0
22 SOCIAL SERVICES & ONTARIO WORKS 2,259,178 0 2,259.178 1.984,178 0 1,984,178 275.000 2,195,062 0 2,195,062 (2.84%) (64.116) -0.42% 22
23 ADMINISTRATIVE FEE - CITY OF ST. THOMAS 347,329 0 347,329 347,329 0 347,329 0 361,815 0 361,815 4.17% 14,486 0.09% 23
CONTINGENCY FEE 50,000 50,000 50,000 0 50.000 0 0 0 0 (100.00%) (50.000) -0.33%
24 CHILD CARE 183,598 0 183,598 183,598 0 183,598 0 192,789 0 192,789 5.01% 9,191 0.06% 24
25 SOCIAL HOUSING 1 030 509 0 1 030 509 1 030 509 0 1 030 509 0 1 233 298 0 1 233 298 19.68% 202 789 1.33% 25
26 GRANTS 143,250 0 143,250 142,135 0 142,135 1,115 100,000 0 100,000 (30.19%) (43,250) -0.28% 26
27 ELGIN TOURIST ASSOCIATION 35,550 0 35.550 35,550 0 35.550 0 35.550 0 35.550 0.00% 0 0.00% 27
28 RESERVE FOR MILL RATE STABILIZATION 100,000 0 100,000 100,000 0 100,000 0 50,000 0 50,000 (50.00%) (50,000) -0.33% 28
29 RESERVE FOR WSIB 100,000 0 100,000 100,000 0 100,000 0 100,000 0 100.000 0.00% 0 0.00% 29
30 RENTAL INCOME - HEALTH UNIT 0 402 395 (402395' 0 402 395 1402395 0 0 402 395 (402395 0.00% 0 0.00% 30
31 RESERVE FOR INSURANCE DEDUCTIBLES 11,123 11,123 11,123 0 11,123 0 11,250 11,250 1.14% 127 0.00% 31
32 RESERVE FOR PERFORMANCE EXCELLENCE 5.000 0 5,000 5,000 0 5.000 0 5,000 0 5,000 0.00% 0 0.00% 32
33 RESERVE FOR PAY EQUITY 0 0 0 0 0 0 0 75.000 75,000 75,000 0.49% 33
34 PROPERTY ASSESSMENT 582,485 0 582,485 582,485 0 582,485 0 596,484 0 596,484 2.40% 13,999 0.09% 34
35 CAPPING 0 0 0 13974 0 13974 113974 0 0 0 0 0.00% 35
36 POLICE SERVICES BOARD 32,430 32,430 0 32,430 32.430 0 0 31.500 31,500 0 0 0.00% 36
37 COMMUNITY REINVESTMENT FUND 0 5,740,000 (5.740,000) 0 5.942.000 (5,942,000) 202,000 0 5,841,000 (5.841.000) 1.76% (101.000) -0.66% 37
38 TRANSFER TO CAPITAL 5,680,212 0 5,680,212 5,680,212 0 5,680,212 0 5,680,212 0 5.680,212 0.00% 0 0.00% 38
39 JOINT ACCESSIBILITY COMMITTEE 2.000 2,000 896 0 896 1.104 2,000 2,000 0.00% 0 0.00% 39
40 TOURISM OFFICER 40 000 0 40 000 32 000 0 32 000 8000 36 000 36 000 (10.00% (4000' -0.03% 40
Total 35 270 396 35 270 396 0 33 407 452 33717932 310480 310 480 39478581 21 819163 17659418 2374878 15.54%
COUNTY OF ELGIN
2004 PROPOSED BUDGET
March 23, 2004
Col4
GalS
Col6
Col7
2003
ColS
Cal9
Col1
Col2
Col3
~
¡Less PIL's
Net Levy
Col10
i 349,595 i
17,309.823
Col11
Col12
I
SURPLUS FROM PRIOR YEAR
REQUISITIONS
PAYMENTS IN LIEU
SUPPLEMENTARY TAXES
TAXES WRITTEN OFF
INTEREST CHARGES & INCOME
KETTLE CREEK CONSERVATION AUTHORITY
HEALTH UNIT
COUNCIL MEMBERS & LOCAL BOARDS
ADMINISTRATIVE SERVICES
FINANCIAL SERVICES
HUMAN RESOURCES
ADMINISTRATION BUILDING
CORPORATE EXPENDITURES
ENGINEERING SERVICES
HOMES FOR SENIORS SERVICES
AGRICULTURE
PIONEER MUSEUM
LIBRARY SERVICES
ARCHIVES
LAND DIVISION
EMERGENCY MEASURES
INFORMATION TECHNOLOGIES
PROVINCIAL OFFENSES
AMBULANCE SERVICES
COLLECTIONS - POA
PARKING TICKETS
CITY OF ST. THOMAS
SOCIAL SERVICES & ONTARIO WORKS
ADMINISTRATIVE FEE - CITY OF ST. THOMA
CONTINGENCY FEE
2,195,062
361,815
o
2,195,062
361,815
o
2.0%
2.0%
o
2,238,963
369,051
o
2.0%
2.0%
125,000
1,277,950
239,666
316,851
366,278
400,600
468,966
402,388
2,598,458
14,968,701
31,876
147,973
1,729,582
177,249
79,700
17,300
551,249
668,248
4,716,285
64,505
150,000
25,000
3,000
0
256,796
10,680,506
23,000
152,739
3,000
79,700
650
700,000
2,889,877
300,000
o
16,650
551,249
(31,752)
1,826,408
(235,495)
o
(280,000)
o
o
(150,000)
125,000
(25,000)
(3,000)
1,277,950
239,666
316,851
366,278
400,600
212,170
402,388
2,598,458
4,288,195
31,876
124,973
1,576,843
174,249
0.0%
5.0%
3.0%
3.0%
4.0%
4.0%
1.5%
8.0%
2.0%
2.5%
0.0%
2,0%
3.5%
2.5%
0.0%
3.0%
2.0%
0.0%
18.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
17,150
562,274
(31,752)
2,155,161
(235,495)
o
(150,000)
125,000
(35,000)
o
1,341,848
246,856
326,357
380,929
416,624
215,353
434,579
2,650,427
4,395,400
31,876
127,472
1,632,033
178,60~
o
(280,000)
o
o
0.0%
0.0%
0.0%
0.0%
0.0%
(50,000)
0.0%
5.0%
3.0%
3.0%
4.0%
4.0%
1.5%
8.0%
2.0%
2.5%
0.0%
2.0%
3.5%
2.5%
0.0%
3.0%
2.0%
0.0%
9.5%
0.0%
17,664
573,519
(31,752)
2,359,902
(235,495)
o
o
2,283,743
376,432
o
(280,000)
o
o
(150,000)
125,000
(50,000)
o
1,408,940
254,262
336,147
396,166
433,289
218,583
469,345
2,703,436
4,505,285
31,876
130,022
1,689,154
183,07Q
o
County of Elgin
2005 and 2006
Worksheet for budget increases
Expenditures
2004 PROPOSED
280,000
Revenues
Total
2005 ESTIMATED
Estimated Estimated
Change 2005
2006 ESTIMATED
Estimated Estimated
Change 2006
This worksheet assumes current CRF adjustment and other revenues are maintained and all other
requirements and standards remain constant.
.
from 2004 18,277,122 from 2005 19,273,189
Increase $ - Increase $ -
996,067 856,649
- -
Estimated Estimated
% Increase 5.45% % Increase 4.44%
2005 2006
CHILD CARE 192,789 192,789 2.0% 196,645 2.0% 200,578
SOCIAL HOUSING 1,233,298 1,233,298 3.0% 1,270,297 3.0% 1,308,406
GRANTS 140,500 140,500 0.0% 140,500 0.0% 140,500
ELGIN TOURIST ASSOCIATION 36,550 36,550 0.0% 36,550 0.0% 36,550
,
RESERVE FOR MILL RATE STABILIZATION 50,000 50,000 100.0% 100,000 0.0% 100,000
RESERVE FOR WSIB 100,000 100,000 25.0% 125,000 0.0% 125,000
RENTAL INCOME - HEALTH UNIT 402,395 (402,395 1476,444) 1476,444 1513,469) 151'3,469'
RESERVE FOR INSURANCE DEDUCTIBLES 11,250 11,250 0.0% 11,250 0.0% 11,250
RESERVE FOR PERFORMANCE EXCELLENCE 5,000 5,000 0.0% 5,000 0.0% 5,000
RESERVE FOR PAY EQUITY 75,000 75,000 0.0% 75,000 0.0% 75,000
PROPERTY ASSESSMENT 596,484 596,484 3.0% 614,379 3.0% 632,810
CAPPING 0 0.0% 0 0.0% 0
POLICE SERVICES BOARD 31,500 31,500 0 0.0% 0 0.0% 0
COMMUNITY REINVESTMENT FUND 5,841,000 (5,841,000) (101,000) (5,942,000) (101,000) (6,043,000)
TRANSFER TO CAPITAL 5,680,212 5,680,212 5.0% 5,964,223 5.0% 6,262,434
JOINT ACCESSIBILITY COMMITTEE 2,000 2,000 0.0% 2,000 0.0% 2,000
TOURISM OFFICER 36,000 36,000 3.0% 37,080 3.0% 38,192
40,096,285 21,819,163 18,277,122 19,273,189 20,129,838
~~ep the Promise"
~HSS Pre-Budget Campaign
** Action Package for Members **
,";;.::"':'::'-':::.:_':::,_.:<_.:':"0
Lon ;ltérmcare remains severely underfunded! MPPs across the province must hear this
message ___directly from you!
AsthØiAs(:òbciation carries out its pre-budget campaign, it is very important that the
messågeswe raise provincially through our media outreach and advocacy strategy are
eCho¡¡d in your communities.
OUR GOAL
Our goal iido secure new operating dollars for long term care and community services in
the upcorningprovincial budget. Queen's Park is much more likely to respond to our
funding request if it hears the same message coming from many communities around the
province.
ONLINE RESOURCES
We've created å "Pre-Budget Campaign Central" in the full member area of our website
where you'll find resources and information to help you actively take part in this campaign:
· OANHSS Issues Brief - LTC in Ontario: Funding and Accountability
· OANHSS Media Release - Provincial Libera/s Urged to "Keep the Promise':
Honour Commitments to Long Term Care
· OANHSS Pre-Budget Submission - Keep the Promise: Dignity and Compassion for
Ontario's Seniors
· PricewaterhouseCoopers Level of Service Study (2001)
· Key Messages
· Funding Facts
· Template Letters (Letter to Editor & MPPs) - 2 versions - facilities & community services
· MPP contact information and meeting tips
WHATYOU CAN DO!
Here are some actions you can take locally to support this important effort. Be sure to
copy OANHSS on your letters and keep us apprised of your local activities!
1. Send a letter to your M PP
· sample letters attached (one for facilities, one for community services)
2. Send a 'Letter to the Editor"
· send a 'letter to the editor' of your local newspaper (samples attached)
· the letter can comefrom you, or it can be written by others in your community
OANHSSPre-Bùdget Action Package for Members
more the bett~r)
OANHSS Pre-Budget Action Package for Members
.,..........-..
i..·......··:..·,··:,.:;·.,·;..·:··::."'·:':
:../:/,,,-,-:';::'...>:-;
:::.::./..".::.-:<;.,:'.:.;}:.;.<:.,......:.:
-":;..-.:....;...-.::...:
3.·· . . Meet with your MPP
. .. contact your MPP and request a meeting
. .. in your discussion, ke~p the message fo~used on the funding issue (save your
shopping list of other Issues for another time)
4. MPP Town Hall Meetings
. some MPPs are hosting town hall meetings in their communities - contact your
MPP's local constituency office to find out if there is a meeting near you
5, Written Submission
. if you wish, you may also send a written submission to Town Hall Ontario, PO
Box 40,77 Wellesley Street West, Toronto ON M7A 1N3 orfax 416-326-5348
oremail towebprem@gov.on.ca
the OANHSS pre-budget submission (on ourwebsite) may be helpful as a
template
ForJurther information, contact:
Debbie Humphreys
Director of Communications
(P) 905-851-8821 ext 233
(F) 905-851-0744
dhumphrevs(âìoanhss.ora
OANHSS Pr:e-Budget Action Package for Members
,
'<.:'.:;",:-\;\(,>:<,;;,(>
,-" :-~_:i-:;;-"':::::,"-' -'.:';
:'C<:.~':::;')",;;·i':,:,":__
[facility administrator's 'letter to the editor']
-i-héÔntanoUberals pledged during the election campaign to make seniors
i~suø§atop priority. A central plank in their platform was to provide an additional
$6 000 in care for every long term care resident. That works out to an increase in
opèfàtingfunding of more than $420 million a year.- an amou~t which the .
Ontario Association of Non-Profit Homes and Services for Seniors (OANHSS) IS
now seeking in the upcoming provincial Budget.
Tnernoney is desperately needed.
Ontario /-Iealth and Long-Term Care Minister George Smitherman says he is
personally .committed to making lasting improvements in our sector. Our
residents, their families and friends, and facility staff and management will be
looking to the Budget for proof of that commitment. We are counting on Queen's
Park to keep its promise.
With appropriate funding, we could be doing so much more. But instead, we
have
been constrained by years of funding neglect. The facts are [figures below are
provincial- if you have local figures use them]:
. We are expected to feed our residents on a budget of $5.24 per person
per day.
. We do not have enough money to hire the nurses and personal support
workers we need. Staff 'burnout' and high turnover rates are
commonplace.
· A registered nurse at our home now looks after more than 60 residents on
day shift and more than 100 residents at night.
· According to a study by PricewaterhouseCoopers, Ontario ranks last of 10
jurisdictions in the level of care it provides, with each resident receiving
little more than about 2 hours of nursing and personal care a day.
· Even though more than half of our residents have Alzheimer's or some
other form of dementia, less than 6 per cent receive any professional
mental health intervention.
· Only about 10 per cent of residents with rehabilitation potential actually
receive physical therapy.
"":,,_.",:~,,?'>.'__·C···_~
·
It is often difficult for residents to get access to physicians because of the
inadequate fee structure paid by the province for doctors' visits to
facilities.
·
. Increasingly, families that can afford to do so are hiring extra nursing and
companion care services for their loved ones. They are paying out of their
own pockets for this additional care. This is creating a two-tiered system.
[any other pressure points caused by inadequate funding]
Money is the answer to a lot of these problems. To pretend otherwise is to play
politics with the most vulnerable members of our society. This time, in this
Budget,
we expect the government to keep its word.
·
[name, title, facility]
~"'c'...·>",,·.,~
[facility administrator's letter to MPP]
[name, address]
[date]
Dear xxxxxxxxxxx:
As the Administrator (or Board Member) for xxxxxxxxxxx, I would like to
remind you of the Liberals' election campaign pledge to provide an additional
$6,000 in care for every long term care resident. This is in keeping with the
shortfall of $420 million in annual operating funding pegged by provider
associations such as the Ontario Association of Non-Profit Homes and Services
for Seniors (OANHSS). That money is now desperately needed.
More recently, Health and Long-Term Care Minister, George Smitherman, said
he is personally committed to making lasting improvements in our sector. The
residents, their families and friends, and the staff and management of our facility
are counting on Queen's Park to keep its promise. Everyone here will be looking
to the next provincial Budget for proof of that commitment.
With appropriate funding, we could be doing so much more for the people in our
homes. But instead, we have been constrained by years of funding neglect. The
facts are [figures below are provincial - if you have local figures use them]:
· We are expected to feed our residents on a budget of $5.24 per person
per day.
· We do not have enough money to hire the nurses and personal support
workers we need. Staff 'burnout' and high turnover rates are
commonplace.
· A registered nurse at our home now looks after more than 60 residents on
day shift and more than 100 residents at night.
· According to a study by PricewaterhouseCoopers, Ontario ranks last of 10
jurisdictions in the level of care it provides, with each resident receiving
little more than about 2 hours of nursing and personal care a day.
·
Even though more than half of our residents have Alzheimer's or some
other form of dementia, less than 6 per cent receive any professional
mental health intervention.
·
Only about 10 per cent of residents with rehabilitation potential actually
receive physical therapy.
·
It is often difficult for residents to get access to physicians because of the
inadequate fee structure paid by the province for doctors' visits to
facilities.
·
Increasingly, families that can afford to do so are hiring extra nursing and
companion care services for their loved ones. They are paying out of their
own pockets for this additional care. This is creating a two-tiered system.
·
[any other pressure points caused by inadequate funding]
Money is the answer to a lot of these problems. To pretend otherwise is to play
politics with the most vulnerable members of our society.
This time,.in this Budget, we expect the government to keep its word.
We ask you to do everything you can to make sure that our residents are
afforded the quality of life, the level of care, and the dignity, compassion and
respect they deserve.
Sincerely,
"Keep the Promise"
OANHSS Pre-Budget Campaign 2004
Q&A
(LTC Facility Version)
Q: What did the Liberals promise in the 2003 election?
· the Liberals pledged an additional $6,000 in care for every long term care
resident
· this equals an increase of more than $420 million in annual operating funding for
long term care facilities... the amount that OANHSS has identified as the
current funding shortfall, and the amount of additional money it is seeking in the
next provincial Budget
· as well, Ontario Health and Long-Term Care Minister George Smitherman says
he is personally committed to making lasting improvements in long term care
· those are promises and commitments we want the government to keep
Q: How is Ontario doing relative to other jurisdictions?
· a study by PricewaterhouseCoopers ranked Ontario last of 10 jurisdictions in the
level of care it provides to residents (behind Mississippi, South Dakota,
Michigan, Maine, Manitoba, Saskatchewan, Sweden, Finland and the
Netherlands)
· in Ontario, each resident receives little more than about 2 hours of nursing and
personal care per day
· the increase of $420 million would just bring us into line with the average in
other jurisdictions
Q: What are some the major problems resulting from inadequate funding?
· we are expected to feed our residents on a budget of $5.24 per person per day
· we do not have enough money to hire the nurses and personal support workers
we need
OANHSS Pre-Budget Action Package for Members
'·~··."·"F.'.'·,"·
· a registered nurse at our home now looks after more than 60 residents on day
shift and more than 1 00 residents at night [confirm local figures - these are
provincial]
· even though more than half of our residents have Alzheimer's or some other
form of dementia, less than 6 per cent receive any professional mental health
intervention night [confirm local figures - these are provincial]
· only about 10 per cent of residents with rehabilitation potential actually receive
physical therapy [confirm local figures - these are provincial]
· it is often difficult for residents to get access to physicians because of the
inadequate fee structure paid by the province for doctors' visits to facilities.
· increasingly, families that can afford to do so are hiring extra nursing and
companion care services for their loved ones -- they are paying out of their own
pockets for this additional care -- this is creating a two-tiered system
Q: With recent media attention on long term care, what does OANHSS think
about the government's response so far?
· we absolutely agree that our sector needs more clearly-defined standards and a
more effective monitoring system, and we support these initiatives
· but we must also have the operating dollars to meet those standards
· money is the answer to a lot of the problems -- to pretend otherwise is to play
politics with the most vulnerable members of our society
Q: Isn't the government trying to deal with a large deficit, and therefore isn't it
unlikely that you will receive additional funding this year?
· the province is trying to deal with its deficit, and we recognize that this is an
important and necessary undertaking
· however, the long term care sector receives only a tiny fraction of the overall
health budget each year... in spite of the fact that seniors are the fastest
growing population in our society and, as a group, require the greatest amount
of health care
· as well, government has not fully recognized that long term care residents today
are very different than they were a decade ago... they are older, typically have
multiple illnesses, and require much more complex care
OANHSS Pre-Budget Action Package for Members
· another important point to remember is that long term care can, if properly
funded, help take pressure off the more costly hospital system
· for years, we have heard promises from successive governments that our
issues would be addressed
· the time for talk is over -- the time for action is now
Q: What can you tell us about the 'typical' resident today?
· profile of today's resident:
o average age of 86
o 72 per cent are female
o 81 per cent need help dressing
o 62 per cent need toileting assistance
o more than two-thirds are incontinent
o 65 per cent have mental health problems andlor dementia
o 93 per cent are at risk for injury to self or others
· residents no longer walk in the door... they arrive from hospitals, psychiatric
facilities and crisis situations in the community
· intravenous treatments, gastric feeding tubes and oxygen are now regular parts
of the care
Q: How have you been able to cope without adequate funding?
· our (charitable foundation or municipal government) has stepped in and
provided additional monies
· this is typical for not-for-profit homes across the province... organizations
supporting these homes have done everything they can to address the shortfall
· in total, charitable foundations and municipalities now provide more than $100
million a year in an effort to maintain a level of care and a quality of life for
residents that the province has been unable to support
· but these are only stopgap measures
· the provincial government must 'step up to the plate' and assume its
responsibilities for adequately funding long term care
· we could be doing so much more for the people in our homes, but it will require
a financial commitment from Queen's Park
OANHSS Pre-Budget Action Package for Members
REPORT TO COUNTY COUNCIL
:'>:""'i,',ii ,',
:":::_/i'-;:~-
·Òayton Watters, Manager of Engineering Services
Peter Dutchak, Technical Services Officer
FRÒM:
DATE:· March 10, 2004
SUBJECf: .. The State of the County of Elgin Road System
<::.::::.,""':"".:-'
INTRODUCTION
Thisr~p()rt0lltlines five matters related to the County of Elgin Road System: history of the
roadisysten'\;how we arrived at the present situation; what it means to under fund the
system;what short term options are available; and finally, what needs to change.
Sincei.theadvent of the motor vehicle, roads are the primary means to transport goods
and services in North America. It is common knowledge that a good road system reduces
the vehicle costs for the owner (see Appendix #1) and improving the system .increases the
safety Of the travelling public (see Appendix #2).
The Provipce of Ontario provided funding to the County Road system from the early
1900's until 1996. The Province funded the system because they saw the advantages of
having prqvincial and county roads that helped the Ontario economy. The agricultural and
industrial community could produce the goods for market but if they are unable to deliver
them ina timely fashion, they could not be successful and competitive businesses.
Today with 24/7 plants, goods are being produced in Elgin County that require delivery
everyday.
The challenges in the 1950's are different than today but the outcomes are the same. The
road system needs to be able to respond to the needs of the people it serves. If the
system does not respond adequately the residents will inform the politicians directly. The
following. is an excerpt from the Council of the County of Elgin minutes;
" the prevailing opinion being that the county system of roads was the proper one,
but we must not expect to secure a good road for nothing.
The experience of the various counties is that the people want the best road they
can possibly get; that the construction and maintenance of the county road system
materially increases land values."
S. R. Wilson
Chairman, June 14, 1911
DISCUSSION:
History of the road svstem.
The Province of Ontario funded county road systems since 1901. Between 1901 and 1907,
Elgin County was in the process of identifying which roads would serve best as county
roads within a county-wide transportation network. In 1908 the County of Elgin
established a county road system consisting of approximately 240 km or roadway. The
Province of Ontario subsidized capital projects but no provincial funding for operations. A
one third funding formula for capital projects was allocated from the Highway
Improvement Act. At that time roads in Elgin County (1992 kilometres) had yearly costs of
$34 per km ($20 for operations and $14 for capital projects).
In the 1940's the provincial funding was: 80% for bridges and culverts; 75% suburban
roads and 50% of the remainder. In the 70's that changed to be approximately 80%
funding for all infrastructure. The calculation for the road grant included the following
information: construction needs; fixed costs; assessment and mill rate. For the County of
Elgin the grant calculation involved a ten-step process, with 10 calculations and many data
bases used for those calculations. The grants would be increased for municipalities if the
needs were great and the assessment was low. Otherwise if an area was densely
populated and had a large as~essment they would be expected to fund the majority of
system. Direct road grants from the Government of Ontario were eliminated in 1996. As
Council's are aware today, this model of self-sustainability does not work.
The County of Elgin road system consisted of the following: 1911 - 240 kilometers; 1956 -
452 kilometers; 1965 - 477 kilometers; 1996 - 555 kilometers and 2003 - 700 kilometers.
Previous to the 1960's information was not available on what constitutes a county road.
Since then a Methods Manual was used to determine what parameters defined a county
road. Those parameters were: urban center connectors; Kings Highway connectors;
service to major attractors; major barrier service; major resorts or recreational service;
upper tiers connection service to population density cells; and service from streets that
connected to roads with 400 AADT. Small changes were made over the years to the
original Methods Manual. In the last 15 years several studies were completed by staff to
suggest what should constitute the Elgin road system by using these established
principals. Each time a review was undertaken by County Council, roads were added to the
County system with none being reverted back to the municipalities. Therefore, while our
system grew, the lower tier system decreased.
The last major transfer to the County of Elgin was the highway transfers from the Ontario
Government in 1995/6. The 135 kilometer's transferred to the County of Elgin included
monies for the "now" and "1-5" year capital needs and three-years of maintenance costs.
These transfers increased our system by 25% and added high volume roads.
How we Dot to the Dresent state:
With the elimination of the road grants from the province, funding for the County road
program is now in direct competition with the other programs and services offered by the
County of Elgin. In the most recent budget sessions the Homes for Seniors and the
Ambulance budgets have required a major increase in allocations due to increased
demands from the province.
It is staff's obligation to inform County Council of the current and forecasted condition of
the County's road infrastructure should additional funds not be injected into the program.
Although needs have increased, County road funding levels today do not match funding
dollars a decade ago (Appendix #3). .
Since 1996, when the province eliminated the road grants, the County's road needs have
increased from $75,151,00 to $137,771,000 or 83% (see Appendix #4). This increase can
be attributed to a few major factors: 1) Increase in system size, 2) Average age of roads,
and 3) reduced funding and construction inflation.
1) In 1996, the province began downloading provincial highways and increased Elgin's
road system by 25% from 555 kilometers to 690 kilometers. Even through the
Province transferred approximately $6,000,000 for the downloaded highways, County ..
staff at the time of transfer estimated the needs to be more than $16,000,000. The
monies that the province transferred to the County completed most of the road "1 -
5 year needs", however, the transferred bridges were not addressed. These funds
were exhausted to remedy the immediate needs of these roads and the County now
requires more than $400,000 per year for operational costs and $1,250,000' for
capital requirements on these downloaded roads. The operational costs are an annual
expenditure while the capital dollars are required on an as needed basis.
There are a number of bridge projects that still remain. They are the replacement of
the Vienna Bridge North deck and the replacement of the Black Creek and New
Sarum Bridges. The remaining transferred road projects include: drainage
replacement on Plank Road, Belmont Road, Sunset Road and Talbot Road; and the
rehabilitation's of Talbot Road and Sunset Road.
In essence, the Province downloaded roads without sufficient funds to repair or
maintain them.
2) Another main contributor to our current state is the fact that many roads were
originally constructed in the 1970's and 1980's and due to their age, they are in poor
condition and require work at the same time (see Appendix #5). The roads
constructed between 15 and 34 years ago make up approximately 50% of the
County's entire road network. Roads built more than 34 years ago form 16% of the
County's road system.
As a large number of roads were constructed in this time frame, they will realize
needs at a similar time. A typical Elgin County road has a life span of approximately
55 years before it requires reconstruction. This is the age at which topical
resurfacing is no longer a viable restoration technique and drainage infrastructure
requires replacing. During those 55 years, resurfacing and rehabilitation operations
must occur at the appropriate times to ensure the 55-year life cycle is achieved.
These resurfacing and rehabilitation works usually occur at 22 and 34 years
respectively. As discussed above, many roads are in this age group and therefore
require work now in order to achieve the most out of our infrastructure investment.
This same philosophy is apparent with our transportation structures (see Appendix
#6). A typical bridge has a life span of 75 years but must receive rehabilitation work
throughout those years at specific times to achieve its potential.
It has often been said, "roads are only as good as the bridges that connect them". In
short, many of our roads and bridges are at an age and state that they will be costly
to repair.
3) The final main influence on our current state is construction inflation. Road needs
have existed for a number of years and each year that they are deferred their costs
are compounded. Although the roaq's capital project programme has been increased
by the Ontario CPI over the last few years, this modest increase does not compare to
the escalation of the actual construction cost inflation.
This point is illustrated in Appendix #7 where the Ontario CPI is compared to actual
costs paid for Hot Mix Asphalt over the last 6 years on Elgin County roads.
Increasing the capital budget by 5% (Elgin County construction price index) each
year, will allow our volume of work to remain the same year after year instead of
declining as it has been doing for some time. Construction costs are directly tied to
insurance premiums, petroleum and labour. Generally, it is the County's experience
that construction costs have increased 33% over the last 6 years where the CPI has
only increased 13.5%. This 19.5% differential translates into almost $900,000 worth
of capital projects. This $900,000 could represent: 12 kilometers of new asphalt
pavement; replacing the deck on the Vienna Bridge; or 65 kilometers of single
surface treatment.
What it means to under fund the road svstem:
Underfunding the road system has several effects: increased maintenance costs; increased
vehicle operating costs; and deferred and compounded costs of rehabilitating roads. A
decrease in pavement condition increases operational costs for motorists (Appendix #1)
and improving the condition increases the safety for the travelling public (Appendix #2).
Local examples of a road that are in a "now need" pavement condition are Furnival Road
and Sunset Road.
Major local economic drivers rely on our road system to remain competitive. Some of
these major economic players include: agriculture, transportation, tourism and the
automotive industry. As our road condition worsens, these local sectors will begin to
experience increased costs and lost revenue.
If the capital budget is not increased, roads will continue to deteriorate. Good roads will
become fair roads, fair roads will become poor roads and poor roads will become very
poor. Eventually, immediate safety needs will require a large influx of funding, liability will
increase and some roads and bridges will be closed.
The deterioration of our infrastructure will not transform to this ultimate state of disrepair
overnight, however, .with construction costs of over $1,000,000 for a bridge deck
replacement or $1,000,000 for the reconstruction of one kilometre of urban road, it will be
impossible to maintain the current system some day at the current rate of funding.
Collaterally, short funding the road system leads to compounding costs in the future and
effects commerce.
What short term ootions are available:
The needs of the road system can be divided into three categories:
(1) Now needs: these are needs that require immediate attention in order to meet
standards for today. The road has surface or structural defects that maintenance cannot
repair in an economical fashion. Transverse cracks are spaced at 30-meter intervals and
most of the drainage system is 50 years old. A few roads that meet that criteria are Sunset
Road (from Port Stanley to St. Thomas); Plank Road (from Vienna to County Line); Talbot
Line (from Wallacetown to County Line). Structures that fall in this now category is
Jamestown Bridge (deck needed immediate repairs)
(2) One to five Year needs: these are roads or bridges that will require attention within
five years: Wellington Road and Highbury Road (over capacity, needs to be four lanes);
Talbot Line (from Wallacetown to lona Road); Elm Line (from Centennial Road to Quaker
Road) and Springfield Road (from Springfield to Glencolin Line).
(3) Six to ten year needs: these are roads that have identified needs, however their
condition and type of work required to address their needs would be most effectively
completed if done after five years. The value of these needs are not contemplated at this
time and are currently valued at approximately $30,000,000. These needs become One to
Five and eventually Now needs if they are not addressed in a timely fashion.
Preventative Maintenance
As the age of a pavement increases the road surface defects also increase. Common
defects would include pavement cracks either in the road centerline (longitudinal) or at
intervals of 100 to 200 feet across the road (transverse). These cracks allow the water to
penetrate the pavement structure and during the freeze / thaw cycles the cracks become
larger until sections of the pavement become debonded and then material is removed by
passing vehicles. Potholes are created and require remedial repairs such as a cold mix
asphalt product that fills these holes.
If preventative maintenance is not completed on pavements that are in good condition,
their condition worsens at an exponential rate (see Appendix #8). At some point in a
typical pavement's life cycle, resurfacing must occur, otherwise the condition of the road
worsens at an increasing pace and if deferred too long, the road cannot be effectively
remedied with a simple resurfacing.
Preventative maintenance also referred to as "pavement preservation" has been defined
as "the application of the right treatment, to the right road, at the right time. "
Pavement preservation is an imperative tool and somewhat of a new way of addressing
infrastructure needs. A "worst-first" approach to infrastructure management tosses scarce
funding at pavements that should be allowed to fail first, then be reconstructed in an
orderly fashion.
In an attempt to maintain the overall condition of the County Road system, staff is
allocating available funds to roads that are in good condition and performing preventative
maintenance activities. These operations include crack sealing, drainage repairs and non-
structural resurfacing (surface treatment, modified slurry seal, etc.). The principal is to
keep roads that are in good condition in that state as long as possible before they rapidly
deteriorate and require rehabilitation (see Appendix #8). Roads that are in poor condition
will require destructive re-construction methods to rehabilitate them and therefore, they
can remain in poor condition as long as they do not pose a safety risk.
Preventative maintenance or pavement preservation will allocate funds in the most cost-
effective manner to extend a road's life cycle, however, it is inevitable that the road will
deteriorate and require work. This is where our current budget allocations will not be
effective.
In other words, "quick fixes" on immediate needs only serve to postpone the inevitable.
What needs to chanae?
A simple guide to asphalt resurfacing is that about 8% of the asphalt surface should be
resurfaced every year. The County of Elgin system has approximately 590 kilo metres of
paved road surfaces. Each road uses approximately 1000 tonnes of Hot Mix Asphalt per
kilometer, therefore approximately 47,000 tonnes are required every year to maintain our
asphalt roads or over $3.5 Million annually. This year we are proposing to lay 11,000
tonnes.
The remaining 110 kilometres of County roads are surface treated roads. These roads
serve well for traffic volumes less than 1,000 MDT. Inevitably these roads will someday
become asphalt roads as traffic volumes increase. Currently, all ofthese roads have half
load posting during the months of March and April each year because they are sub-
standard in design to accommodate truck traffic loads during the annual thaw. Although
surface treated roads are less costly to maintain, they require more frequent work. For
planning purposes, each road requires a single surface treafment every 5 years. This
translates into approximately $300,000 annually to service these 110 kilometres of surface
treated roads. In 2004 staff is proposing to spend $130.000 on surface treated roads.
The County owns 134 structures (57 bridges and 77 culverts) that are over ten feet in
width. One (1) culvert requires replacement every year while two (2) bridges need deck
rehabilitations every year to maintain the system. In the last five years only two bridges
had deck rehabilitation, Bothwell Bridge and Wardsville Bridge that cross the Thames
River, while one bridge was replaced, the Edison Bridge in Vienna.
Our capital budget in 2004 ($4,343,000) includes the following:
~ 31 % for construction (Clachan Road, Plank Road culvert replacement and Glen Erie
Line)
~ 22 % for resurfacing (Roads 24, 42, 56, 74 and Patterson Bridge Deck)
~ 8% for surface treatment
~ 18% for structure construction (Vienna North Bridge replacement, Jamestown Bridge
emergency repairs, Philmore and Cooks painting)
~ 3% for signal installation (Wellington Road at Ron McNeil Line)
~ 18% is made up of the miscellaneous projects (gravel shouldering, pavement
maintenance, crossing repairs, culvert repairs, safety systems, municipal drains).
Appendix #9 depicts the actual required budget to maintain the County's road
infrastructure at an adequate state. This chart suggests that approximately $10 Million
Dollars is required to address the needs of our system now and into the future.
The major items that differ from our current budget are in bold text and are generally: Hot
Mix Resurfacing ($3.6M) and Road Construction ($1.9M).
The Hot Mix resurfacing dollar requirement was derived by assuming that every asphalt
road will require 50mm of resurfacing every 12 years. The Road Construction allocation
assumes a service life of 56 years and does not include resurfacing as that number is
already included in the Hot Mix requirement. . The Road Construction cost is calculated by
assuming that each of the 650 kilometres of rural roads will require $100,000 for
improvements every 56 years and the 50 kilometres of urban roads will require $850,000
per kilometre every 56 years for improvements. The majority of Road Construction costs
are drainage infrastructure.
The total proposed Capital Budget allocation- for County roads for 2004 is $4.34 Million.
The actual required amount to only resurface asphalt roads annually is approximately
$3.69 Million (see Appendix #9), or, 85% of our current allocation. The remaining 15%
($655,000) is not sufficient to fund: municipal drains, road construction, bridge and
culvert construction, bridge deck rehabilitation, guard rail, road sign replacement, and the
miscellaneous projects. In 2004 only 22% of the proposed Capital Budget is allocated for
hot mix resurfacing.
It is not realistic to assume that such a large influx of dollars could be allocated to County
Roads all at one time, therefore, staff has created a funding model to increase the budget
allocation to achieve the required goal over a 5 year period and until 2008.
. -
Appendix #10 proposes one method on how Council may choose to increase allocations to
County Roads. This model uses an annual increase of 11.5% each year for 5 years.
Within the 11.5% exists: 5% construction inflation for Capital Projects, 2.5% CPI for
Operations and an escalating increase to achieve the required capital funding for the
system.
Needs Study
Each and every year, staff inspects the County's road infrastructure and assesses the
needs and plans for future projects taking into account: traffic patterns, local projects and
available funding.
A Roads Needs Study was completed by a consultant for the County of Elgin in the 1960's
and again in the 1980's. It is staff's opinion that a Needs Study completed by a consultant
would be serve well as a comparative document for staff and Council to confirm staff's
assumptions with regards to road infrastructure needs.
Staff therefore suggests that a Road Needs Study be completed by a consultant complete
with a financial plan for County Council in 2006. If this study is commissioned by Council
in 2006 it is realistic to assume it could form part of the 2007 budget deliberations. This
schedule would allow for sufficient time to re-evaluate the state of our infrastructure along
with our funding formulas.
CONCLUSION:
Today in Elgin County there are 17,128 households. A telephone system with basic and
bundled services costs the average resident $565 per year. The monies that engineering
services allocate for capital and maintenance programs are $6,937.500 (Capital
$4,343,000 and operations of $2,594,500) or $405 per household per year ($253 per
household for capital projects). Therefore, households allocate more of their income to
their telephone service than to the entire County road maintenance and capital program.
Today businesses complete many transactions electronically over the Internet. However,
technology has not yet pioneered a method of transporting a pound of beans, a pound of
fertilzer, a car or people over the Internet, therefore, our road system is as important to
our economy today as ever. With the advent of "just in time delivery" and "warehouse on
wheels" methods of doing business, our transportation system is arguably more important
today as it ever has been to the local and Provincial economy.
With less than adequate funding for our capital program the "now" needs will remain as
they exist until these roads become unsafe. We all understand that while some roads are
not pleasing to look at they are still safe to drive on. Staff will continue to focus our
efforts on pavement preservation and the "1 to 5 year" needs as funding permits.
If Council chooses to increase the road's capital program allocation there are several
options available, however, staff would suggest that a more realistic inflation percentage
also accompany any increase to reflect actual year over year construction costs (5%). In
addition to the construction inflationary costs approximately 6.5 % would also be required
to play catch up, in five years, to the required budget allocation. Increasing the budget
annually by 11.5 % as recommended by staff would increase the taxes to the households
by: $46 in 2004; $51 in 2005; $57 in 2006; $64 in 2007 and $71 in 2008 (based on total
number of households). Therefore, in 2008, each household would be allocating $687 for
County Roads in Elgin County.
RECOMMENDATION:
That Council establish a budget gUideline for capital works on County roads that includes a
yearly 5% increase in lieu of rising construction costs;
That Council further establish a budget guideline with the goal that the capital budget for
engineering services for 2004 through to and including 2008, be increased by 6.5%
annually to reduce the backlog of capital projects to an acceptable number; and also,
That the Federal and Provincial Governments be requested to immediately forward to the
County of Elgin the 5.0 and 2.0 cents per litre for its share of gas tax as promised; and
also,
That a Road Needs Study complete with financial plan be completed by a consultant in
2006.
Respectfully Submitted,
Pe r Dutchak
Technical Services Officer
(iJvJ~M
Approved for Submission
~)
Ma McDona~
Chief Administrative Officer
Clayton D. Watters
Manager of Engineering Services
!RPendix #1
Increase in Vehicle Operating Costs as a function of Pavement Condition by
. Vehicle Type
Pavement Small Auto (%) Two Axle Vehicle (%) Five Axle Vehicle (%)
Condition
Very Good 0.0 0.0 0.0
Good 2.0 1.1 . 2.5
Fair 11.0 6.1 10.9
Poor 29.0 15.3 26.6
Very Poor 38.0 22.2 39.8
Source:
"Bad Roads - The Hidden Cost of Neglect "
(National Asphalt Pavement Association)
wendix #2
Potential Safety Benefits of Selected Highway Improvements
Highway Improvement Potential Decrease In Related Accidents
Increase Lane Width to 3.7 meters 12 - 40
Increase shoulder width
~ 0.6 m 7-8
~ 1.2 m 13 - 15
~ 2.4 m 24 - 28
Remove Roadside Hazards within
~ 1.5 m 13
~ 3.0 m 25
~ 6.0 m 44
Decrease Road Curvature
~ 5 degrees 15 - 49
~ 10 degrees 31 - 66
~ 15 deqrees 48 -75
Source:
"Safety Effects Resulting from Improvements in the National Highway
System" . .
(Canadian Automobile Association I American Automobile Association, 1995)
AR,pendix #3
Budget for Operational and Capital Projects
Year Budaet
1954 456,000
1959 803,500
. 1964 . 916,000
1969 1,658,700
1974 1,683.800
1979 1,805,800
1984 4,276,900
1989 7 189,200
1992 8 671,400
1993 7,900,200
1994 7,730,500
1995 7,674.100
1996 7,004,400
1997 6.513,800
1998 5.544,800
1999 5,844,800
2000 5,844,800
2001 6,395,000
2002 6.377,500
2003 6,813,300
Notes
}- In 1954 1.6% ($6,300) of the road budget was for winter control.
}- In 1964 a machine operator wages was $1.75 per hour.
Historical Roads Budget
10,000,000
9,000,000
8,000,000
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
o
1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003
ARPendix #4
Infrastructure Needs
Year Infrastructure Tvpe Costs
1996 Road 49,182,000
Structures 25 969 000
Total 75,151,000
2004 Road 105,120,000
Structures 32,651,000
Total 137,771,000
Notes:
þ> 1996 costs do not include highway transfers
Infrastructure Needs
120,000,000
100,000,000
80,000,000
60,000,000
40,000,000
20,000,000
o
1!i11996 Needs
1112004 Needs
Road
Structures
~endix #5
County Roads Constructed
200
180
160
140
120
Number of Km 100
80
60
40
20
0
19505 19605
19705 19805
Year Built
19905
20005
!gpendix #6
Replacement Years for Structures
12
11
II!Culverts(Design Life-100)
III Bridges(Design Life=75)
10
9
8
"' 7
i!!
"
-
"
"
-= 6
U)
¡¡;
-
o
I- 5
4
3
2
o .
2000 2005 2010 2015 2020 2025 2030 2035 2040 2045 2050 2055 2060 2065 2070 2075 2080 2085 2090 2095 2100
Notes
}- Based on Assumed Design Life
}- Need to Reconstruct 3.8 Bridges every 5 years
~ Need to Reconstruct 3.95 Culverts every 5 years
&wendix #7
Construction Inflation in Elgin County
For Hot Mix Unit Prices
Year Dollar per tonne 0/0 Increase CPI Jan/Jan 0/0 Increase
1997 38.64 107.0 2.1 %
1998 38.92 0.72 % 108.2 1.1 %
1999 38.47 (1.15 %) 108.9 0.6% .
2000 44.60 15.93 % 111.4 2.3 %
2001 46.47 4.19 % 114.7 3.0%
2002 46.49 0.00 % 116.2 1.3 %
2003 51.46 10.69 % 121.4 4.5 %
Average Increase 4.87% Average Increase 2.2%
per year per year
Construction Inflation in Elgin County vs CPI
c: 35
o
:¡:: 30
..
~ 25
-g 20
~ 15
c.
E 10
o
o 5
-
o 0
;/.
-5
Year
Notes:
~ Construction Price increase of 33 % over 6 years in Elgin County. Prices used from
asphalt tenders. (Year over year increase of 4.87 %)
~ CPI Increase of 13.5 % over 6 years (Year over year increas~ of 2.2 %)
MPendix #8
Theoretical Road Life Cycle
21
"
"
"
17
"
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0
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Road Resurfacing Required
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Road Rehabilitation Required
Road Reconsbuclion Required
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25
30
35
40
Road Life (years)
Assumptions: .
~ Preventative Maintenance and Pavement Preservation is completed in the first 22 years
~ At approximately 22 years, SOmm Lift of Hot Mix Asphalt is laid, if this is delayed a few
years, resurfacing is no longer an option and rehabilitation in the form of Cold-In-Place
Recycling or Pulverizing with 100mm of Hot Mix will be required. If resurfacing is
delayed 5 years (now road is 27 years old without resurfacing), road base is likely
contaminated and full reconstruction becomes the only option.
wendix #9
Required Budget
OPERATIONS .
Salaries and Waqes . $ 223,000
Benefits $ 47,000
Travel and Mileaqe $ 14,000
Professional Development . $ 6,000
Memberships $ 2,000
Office Supplies $ 3000
Photocopy $ 2,000
Equipment $ 5,000
Vehicle Expenses $ 10,500
Miscellaneous $ 35,000
Railway Protection . $ 70,000
Maintenance/Lower Tier $ 2,220,000
Other Revenues $ (60,000
. TOTAL Ooerations $ 2,577,500 .
CAPITAL PROJECTS
Hot Mix Resurfacinq (590km) $ 3,688,000
Surface Treatment Resurfacing (110km) $ 308,000
Road Construction $ 1,920,000
Bridge Construction / Replacement . $ 600,000
Culvert Construction / Replacement $ 140,000
Bridqe Deck Rehabilitation $ 250 000
Guide Rail $ 75,000
Road Siqn Replacement $ 75,000
Municipal Drains $ 130,000
Misc. (Lake Erosion, Flashing Beacons, Sub Drains, $ 150,000
Consultinq Services)
TOTAL CaDital Projects $ 7,336,000
TOTAL REOUIRE[) BUDGET $ 9,913,500
CURRENT BUDGET $ 6,937,500
TOTAL BUDGET SHORTFALL $ 2,976,000
Notes:
~ Resurfacing will begin at 22 years (reconstructed with 100 mm of asphalt) and then
every 12 years thereafter (@ $75,000).
~ Surface Treatment of roads is every five years (@ $14,000)
~ Road Construction of roads is reconstructed every 56 years.(@ $850,000 for urban
roads and $100,000 for rural roads)
ARPendix#10
Year Proposed Proposed Proposed Required
Budaet Capital Operations Budaet
2003 $ 6,830,000 $ 4,310,000 $ 2,521,200
2004 $ 7,615,450 $ 5,037,950 $ 2,577,500 $ 9,943,500
2005 $ 8,491,226 $ 5,849,289 $ 2,641,938 $ 10.376,238
2006 $ 9.467,717 $ 6,759,731 $ 2,707,986 $ 10,829,001
2007 $ 10,556.505 $ 7,780,819 $ 2,775,686 $ 11.302,751
2008 $ 11,770,503 $ 8,925,425 $ 2,845,078 $ 11,798,497
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$-
Proposed Budget Projection .
-+-Total Required Budget
--- Proposed Budget
Projection (11.5%
increase annually)
,
Proposed Operations
(including 2.5%
increase annually
"'*"" Proposed Capital
2003 2004 2005 2006 2007 2008