05 - November 24, 2020 Budget Committee Agenda Package
Council Budget Committee Meeting
November 24, 2020,1:00 P.M.
Table of Contents
I.Agenda………………………………………………….....................................
2
II.Council Budget Committee Meeting Minutes –November 9, 2020…………
3
III.2021 Budget Public Consultation Update……………………………………...
10
IV.Presentation –Administrative Services……………………………………….. 48
Presentation –Engineering Services…………………………………………..
V.67
VI.Presentation –Organizational Culture Initiatives………………….………….71
Presentation –Information Technology………………………………………..
VII.84
1
Council Budget CommitteeMeeting
Elgin County Administration Building,Council Chambers
November 24, 2020 1:00 P.M.
Agenda
st
1 Meeting Called to Order
nd
2 Approval of the Agenda
rd
3 Approvalof the Minutes
th
4Disclosure of Pecuniary Interest
th
5 Delegations – none
th
6 Briefingsand Reports
1.2021 Budget Public Consultation Update – Chief Administrative Officer
2. Administrative Services – Chief Administrative Officer
3.Engineering Services – Director of Engineering Services
4.Organizational Culture Initiatives – Director of Human Resources
5.Information Technology –Manager of Information Technology
th
7 Other Business
th
8 Correspondence – none
th
9 Date of Next Meeting
th
10Adjournment
2
Council Budget Committee
DRAFT MeetingMinutes
Elgin County Administration Building
Council Chambers/Webex
November 9, 2020at 9:00 A.M.
ATTENDEES:Councillor Mary French (Budget Committee Member)
Councillor Ed Ketchabaw (Budget Committee Member)
Jim Bundschuh, Director of Financial Services
Julie Gonyou, Chief Administrative Officer
Katherine Thompson, Supervisor of Legislative Services
Jennifer Ford, Senior Financial Analyst
Lisa Czupryna, Senior Financial Analyst
Mathew Waite, Financial Analyst
Carolyn Krahn, Legislative Services Coordinator
REGRETS: Warden Dave Mennill (Budget Committee Chair)
1. CALL TO ORDER
th
The CouncilBudget Committeemet this 9day of November, 2020 in the
Council Chambers, at the County Administration Building, St. Thomas at 9:04
a.m.
2. APPROVALOFTHEAGENDA
Movedby:Councillor
Seconded by: CouncillorFrench
RESOLVEDTHATtheagendabeapprovedaspresented.
RecordedVote
YesNo
CouncillorFrenchYes
CouncillorYes
CouncillorKetchabawYes
30
- MotionCarried.
3
3. APPROVALOFTHEMINUTES
Movedby:Councillor
Seconded by: Councillor French
RESOLVEDTHATtheminutesofthemeetingheldonOctober27, 2020be
approved.
RecordedVote
YesNo
CouncillorFrenchYes
CouncillorYes
CouncillorKetchabawYes
30
- MotionCarried.
4.DISCLOSURE OF PECUNIARY INTEREST
None.
5.DELEGATIONS
None.
6.BRIEFINGS AND REPORTS
6.1Overview – Director of Financial Services
The Director of Financial Services provided an overview of the meeting
agenda. The Committee will review the departmental presentations.The
Committeewill providefeedback, andstaff willpresent updated budget
th
information to the Committee on November 24.
6.2Council & Warden – Chief Administrative Officer
The Chief Administrative Officer recommended that the Committee
support a 1.6% overall increase ($4,889.00) to the County CouncilBudget
for 2021 and that the Committee support a 1.6% overall increase
($1,669.00) to the Warden Budget for 2021.
4
6.3Administrative Services Group – Chief Administrative Officer
The Chief Administrative Officer recommended that the Committee
support a 12.7% increase to Administrative Services in the 2021 Operating
Budget for County Council’s consideration.
The Chief Administrative Officer will present additional information on
th
agenda software to the Committee at the November 24meeting, anda
full presentation regarding the Emergency Medical Services contract will
be presented to Council at a future meeting.
7.CLOSED SESSION
Moved by: Councillor
Seconded by: Councillor French
RESOLVED THAT we do now proceed into closed meeting session in accordance
with the Municipal Act to discuss matters under Municipal Act Section 239 (2):
In-Camera Item #1
(k)a position, plan, procedure, criteria or instruction to be applied to any
negotiations carried on or to be carried on by or on behalf of the municipality or
local board – Land Ambulance
RecordedVote
YesNo
CouncillorFrenchYes
CouncillorYes
CouncillorKetchabawYes
30
- MotionCarried.
MOTION TO RISE AND REPORT
Moved by: Councillor French
Seconded by: Councillor
RESOLVED THAT we do now rise and report; and,
THAT staff proceed as directed.
RecordedVote
YesNo
5
CouncillorFrenchYes
CouncillorYes
CouncillorKetchabawYes
30
- MotionCarried.
8.BRIEFINGS AND REPORTS (continued)
8.1Community and Cultural Services – Director of Community and
Cultural Services
e Director of Community and Cultural Services recommended that
Ththe
library electronic resources (operating) be adjusted annually to the rate of
inflation, with further increases subject to the approval of a market analysis
to be presented by the end of 2020; and thatlibrary book purchases (capital)
be adjusted annually to the rate of inflation in the ten-year capital plan, with
further increases subject to the approval of a ten-year capital plan as soon
as 2022.
8.2 Economic Development& Tourism – General Manager of Economic
Development
TheGeneral Manager of Economic Development recommended that the
Budget Committee recommend to County Councilthat Elgin County join the
South Central Ontario Region Economic Development Corporation in 2021;
that $25,000 be included in the 2021 Economic Development department’s
operating budget for membership in the South Central Ontario Region
Economic Development Corporation; that the Budget Committee
acknowledge the six (6) year analysis of the Elgincentivesprogram will be
presented to County Council in December with the outcome having the
potential of altering the program’s available funds as highlighted in the
presentation; andthatfees for tourism membership, Savour Elgin, and the
Elgin Arts Trail be waived for 2021.
The General Manager of Economic Development will present additional
information regardingthe work of the South Central Ontario Region
Economic Development Corporationto County Council at an upcoming
meeting.
8.3 Engineering/Facilities – Director of Engineering Services
The Director of Engineering Servicesrecommended thatthe required
optimal and adequate 10-year Transportation and Facility focused
investments identified in the respective 10-year capital plans be supported
to maintain and improve existing overall condition/LOS rating;that if further
reduction of requestedbudget funding is required, consideration be given to
6
deferring specific reconstruction capital projects as opposed to impacting
asset renewal related projects; andthat the 2021 facility capital budget be
reflective of the recommended investments as identified in the 2020 facility
AMP currently being finalized for Council’s endorsement.
The Director of Engineering Services will present further information about
facility capital investments required for EMS stations and Whites Station at
th
the November 24meeting.
8.4 Finance – Director of Financial Services
The Director of Financial Services recommended that the wage and benefit
line be adjusted for added Administrative Assistant support; that the
membership budget be adjusted $500 for prior year’s inflation; and that
$14,000 for a Wage Performance Report be included.
8.5 Fire/CEMC – Community Emergency Management Coordinator/Fire
Training Officer
The Community Emergency Management Coordinator/Fire Training Officer
recommended that the Safe RestartFund be utilized to support EOC
softwareand that the Committee support a60% overall increase ($78,934)
to Fire/CEMC Budget for 2021.
The Committee requested that a follow-up report onthe EOC softwarebe
th
presented on November 24.
8.6 County of Elgin Homes – Director of Homes and Seniors Services
The Director of Homes and Seniors Services recommended thata 4.8%
decrease in total expenditures ($198,320) for Long Term Care be included
in the 2021 budget; that$24,700 be allocated to the Homes 2021 education
budget; andthat Council provide direction to staff regardingtherequest for
funds to support recruitment and retention of Homes staff in collaboration
with Human Resources department.
The Committee requested a follow-up presentation regarding the staff
training initiative to support recruitment and retention of Homes staff
including an overview on how the training efforts will addressthe the root
causes of the retention and cultural issues.
8.7 Human Resources – Director of Human Resources
The Director of Human Resources recommended thata 2.9% increase in
total expenditures ($16,993) for Human Resources be included in the 2021
budgetwith the increase predominantly related to the estimated inflationary
increase.
7
8.8 Information Technology – Manager of Information Technology
TheManager of Information Technology recommended that Council
consider funding the following additional initiatives:Council/meeting agenda
software,HR job recruitment software,an employee intranet,MobileDevice
Management (MDM) software, staff security awareness training, and
Council chamber hardware upgrades.
The Committee requested a follow-up presentationproviding more
information about the departmental requests for software solutions;
subscription to the research and knowledge base; hardware upgrades in the
Council Chambers; and an overview of short-term, mid-term, and long-term
IT planning.
8.9 Planning/Land Division – Manager of Planning
The Manager of Planning recommendedan increase of 50% ($185,499.61)
be included in the Planning Budget for 2021; andthat the Land Division
Budget for 2021 remain the same as the 2020 Budget.
The Committee requestedmore information be presented to Council
regarding the proposed staffing changes in Planning Services.
8.10Provincial Offenses Administration (POA) – POA Supervisor
The POA Supervisor recommended that the fine revenue be increased by
20% to recognize delayed impact of ticket payments due to COVID-19, with
corresponding increase in Municipal Partner payments and Victim Fine
Surcharge payments; and thata professional security firm be hired to
provide front door security, crowd management and screening services on
court days.
8.11Corporate – Director of Financial Services
The Director of Financial Services recommended that 4.5% and 20% be
added to 2021 and 2022 respectively for increased insurance costs; and
that$50,000 be added to the Legal account.
9.OTHER BUSINESS
None.
10.CORRESPONDENCE
None.
8
11.DATE OF NEXT MEETING
The Committee will meet again on November 24, 2020 at 1:00 p.m.
12.ADJOURNMENT
Moved by: Councillor
Seconded by: CouncillorFrench
Resolved that we do now adjourn at2:48 p.m. to meet againon November 24,
2020 at1:00 p.m.
RecordedVote
YesNo
CouncillorFrenchYes
CouncillorYes
CouncillorKetchabawYes
30
- MotionCarried.
______
JulieGonyou, DaveMennill,
ChiefAdministrativeOfficer. Chair.
9
1
REPORT TO BUDGET COMMITTEE
FROM:Julie Gonyou, Chief Administrative Officer
DATE:November 18, 2020
SUBJECT:2021 Budget Public Consultation Update
RECOMMENDATION:
THAT thereport from the Chief Administrative Officer, titled “2021 Budget Public
Consultation Update” dated November 18, 2020, be filedas information; and
THAT the 2021 Budget Public Survey Results be received for consideration in final
budget deliberations.
INTRODUCTION:
Public consultation campaign for the 2021 budget was undertaken to provide residents
and business owners in the community an opportunity to express their opinion and
participate in informing the 2021 Budget Review process. Over 182 comments and
suggestions were received through 233responses to the online public survey. 23.61%
of respondents indicated that they receive goodvalue for their tax dollar. Majority felt
that each of the services should be at least maintained at the current service levels.
The information contained in this report provides the Budget Committee, County Council
and staff with current public insight in regard to County operations and the 2021 budget.
BACKGROUND:
An online and paper survey was launched on October 30, 2020 through an engagement
campaign for the 2021 Budget Review process. The survey was designed to provide
residents and business owners in the community an opportunity to express their opinion
and participate in forming the County’s 2021 budget priorities.
The survey outlined how property taxes were spent in 2019 rather than 2020 since the
pandemic has resulted in an unusual financial position for the County. The survey
asked respondents to indicate whether the same services should be enhanced,
maintained or reduced in the upcoming year. Participating residents were asked to rate
their overall perception of how important County services are to themselves and their
families.
Residents were also asked to indicate the two services they value the most, along with
the service areas where they feel savings could be achieved. Several questions
10
2
allowed for comments, and there was a final question for additional open-ended
comments regarding the budget.
The online survey received 233responses. Additionally, over 182individual comments
and suggestions were received.
SURVEY RESULTS AND COMMENTS:
The detailed 2021 Public Consultation Information package is attached as Attachment
No. 1 with the following sections providing a summary of responses gathered.
Communities Engaged
The online survey engaged 233 respondents. The survey was promoted through the
County website, social media, by area municipalities and local media. The results are
valuable in understanding the general pulse of the community as well as obtaining
qualitative feedback.
The following table summarizes the responses received from each community:
Table 1 – Communities Engaged
Municipality Percentage of Responses(%)
Town of Aylmer3.46
Municipality of Bayham5.19
Township of Malahide5.19
Municipality of Central Elgin51.95
Township of Southwold11.26
Municipality of Dutton Dunwich6.93
Municipality of West Elgin9.52
I do not live in Elgin County6.49
Service Levels
When asked if service levels should be enhanced, maintained or reduced, the majority
of survey respondents indicatedin every category that they would like service levels to
be at least maintained.
ServiceDescriptionIncreasedMaintainedReduced Not
(%)(%)(%)Sure
(%)
Transportation Roads, 14.2972.298.235.19
ServicesBridges,
11
3
Infrastructure
Maintenance
GovernmentSupport 8.7343.2333.1914.85
Services, Services
Administration, Provided to
County Council, the
Committees and Community
Economic
Development/Tourism
Economic Business 21.0339.9120.6018.45
Development and Support and
TourismRetention
PlanningOfficial Plan8.6260.3416.8114.22
Plans of
Subdivision
Land
Division
Public HealthFunding 28.7654.9412.453.86
provided to
SWPH
EmergencyMedical Ambulance54.5139.063.003.43
Services
Libraries and Cultural 10 Library 11.1649.3632.197.30
ServicesBranches,
Archives,
Heritage
Centre
Social Services and Funding to 25.7548.0718.887.30
Affordable HousingSt. Thomas
to deliver
these
services
Long Term Care Terrace 41.6346.356.445.58
HomesLodge, Elgin
Manor,
Bobier Villa
The more notable areas that were identified (Question 21 in attached survey) for service
level enhancements are illustrated in Table 2.
Table 2 – Service Level Enhancements
Service% in favour of
enhancement
Emergency Medical Services49.55
Long-Term Care Homes30.36
12
4
Social Services and 25.00
Affordable Housing
Solving Elgin’s Connectivity 23.66
Challenges
The primary areas that were identified(Question 22 in attached survey)for service level
reductions are presented in Table 3.
Table 3 – Service Level Reduction
Service% in favour of reduction
Libraries and Cultural 49.34
Services
Providing Grants for 38.86
Community Program
Services and Events
Solving Elgin’s 28.82
Connectivity Challenges
Social Services and 20.52
Affordable Housing
Comments Received
The budget survey provides a comment section for three (3)areas, as well as one final
open-ended comment question. The detailed comments provide added value to the
service rankings and are provided in Attachment No. 1 to this report.
Tax Dollars
As indicated in the following chart, 23.61% of respondents feelthey are receiving
excellent or good value for their tax dollars,33.91% are neutral about the value they
receive and40.34% feel they receive poor value.
I receive good value for my tax dollarsPercentage (%)
Strongly Agree1.29
Agree22.32
Neutral33.91
Disagree25.75
Strongly Disagree14.59
Not sure/Need to know more2.15
13
5
FINANCIAL IMPACT:
Although there is no direct financial impact presented in this report, the responses
reference in the report may be used to determine the overall tax levy.
RISKS/IMPLICATIONS:
The public consultation process is intended to inform the Budget Committee, County
Council and staff as they plan the level of public services for the future. Consulting with
the community ensures strategies and programs align with community needs and
expectations. As such, the Budget Committee has consistently expressed their
expectation for community consultation through this budget.
ALIGNMENT WITH STRATEGIC PRIORITIES:
Serving ElginGrowing ElginInvesting in Elgin
Ensuring alignment of Planning for and Ensuring we have the
current programs and facilitating commercial, necessary tools,
services with community industrial, residential, resources, and
need.and agricultural growth.infrastructure to deliver
programs and services
now and in the future.
Exploring different Fostering a healthy
ways of addressing environment.
Delivering mandated
community need.
programs and services
Enhancing quality of
efficiently and
Engaging with our
place.
effectively.
community and other
stakeholders.
Additional Comments:The initiatives contained within this report support all aspects of
Elgin County Council’s 2020-2022 Strategic Plan.
LOCAL MUNICIPAL PARTNER IMPACT:
The results of this survey will be shared with Elgin’s Local Municipal Partners.
COMMUNICATION REQUIREMENTS:
The results of this survey will be available on the County of Elgin website on the Budget
Committee page.
14
6
CONCLUSION:
The results of the online survey demonstrate moderate public interest for participating in
the budget process through a survey, suggesting that people are somewhat interested
insharingtheir feedback in ways that are convenient and immediate.
Obtaining public engagement and comments is important for setting the direction and
priorities for the county. The information gathered through this survey will assist in
informing Council and staff as it is reviewed and considered as part of the 2021 Budget
Process.
All of which is Respectfully Submitted
Julie Gonyou
Chief Administrative Officer
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
November 24, 2020
48
Up Presentation
2021 Draft Budget
Chief Administrative Officer
Follow-
49
Agenda Software
Short Term vs. Digital Transformation Strategy Plan
Emergency Operations Centre Software
–
–
–
Enhancements to Elgin County Council Chambers
–
Administrative Services Emergency Measures Information Technology Facilities & IT Recommendations & Next StepsQuestions
Agenda
9K/year
-
–Agenda Software
50
up, create agendas and minutes automatically, streamline
-
ional modules could be added (more research is needed)
website
tensive administrative support and relies solely on Adobe PDF to create agendas.
eparation and follow
addit
Current agenda preparation process for Council, Committees and Meetings requires exAgenda/Meeting software exists that would support a reduction in meeting prworkflows and approvals
for the entire pre and post meeting sequence, give Councillors, staff and residents immediate access to all agendas, records and reports and save and post audio and video recordings
all within one system.Meeting agendas and video recordings can be displayed in a calendar and list view on or
Delegation requests can also be booked through a calendar feature. Preliminary discussions with vendors indicate that this could cost $6–
Administrative Services
•••••
savings should we partner with our
51
-
processes
-
eeping with recommendations from the Service Delivery
k
-
Cost & Recommendation
to digitize paper
–
e may be an opportunity for cost
her is recommended that staff continue to research this option internally
tunding) with Council’s consent. The volume of meetings and need to
This project is inReview Tlocal municipal partners.Iand with our local municipal partners. This project could be undertaken partway through the year (using COVID fstreamline administrative
processes will soon be a critical consideration for the Committee/Council.
••••
–
52
Emergency Measures
Emergency Operations Centre Software
s provides standardized organizational structures, functions and terminology for
ounty’s Fire Training Officer/Community Emergency Management Coordinator, a AO and the Fire Training Officer/Community Emergency Management Coordinator.
ervice.
ncidents.
As previously discussed with Elgin County Council, with the departure of the Csoftware to support Emergency Operations is unlikely to be successfully undertaken in 2021.The incumbent
will likely require some time to settle in and define priorities for this sAn Incident Management System has recently been developed by the Province. Thiuse at all levels of emergency
response in Ontario. The Province’s IMS addresses the need for coordinated responses to all types of iIt is recommended that this project be considered in 2022, if recommended by the
C
•••••
–
53
Emergency Measures
19 funding could support this initiative (subject to Council’s approval).
-
VID
Emergency Operations Centre Software
Alternatively, if deemed “urgent” or “necessary” by the incumbent, the CO
•
Digital
ear
t is not just a
i
-y
–
–
ear Digital Transformation
y
-
54
wide approach and restructure that extends to all County
-
Plan
Information Technology
A successful digital transformation will likely require investments in technologies, people and processes. There are a number of factors driving the need for Elgin to develop a 3Strategy,
but it is recommended that a number of challenges be resolved prior to looking too far into the future.Digital transformation means using technology to create different ways of doing
business single project or change, but an organizationservices, operations and technology.
vices.
–––
The recently completed Municipal Service Delivery Review recommends that Elgin develop a 3Transformation Strategy.This strategy will help the County gain insights on our current and
future needs for IT software, hardware and ser
Short Term vs. Digital Transformation Strategy
••
(based on
is contributed to
–
in consideration of risk
here x = best practice replacement
w
–
hybrid lifecycle management model
year budget increases;
55
asset management reserve fund which
Plan
-over-
and develop a
extend lifecycle server infrastructure
Information Technology
risk management review
asset management policy
mpact to the organization;
to ensure we are maintaining appropriate lifecycle management practices to equipment based on the iConsider applying an x+1 model to asset management schedule and “+1” recognizes condition
assessment;
••
) Complete a
anagement Plan.
1.2.) Develop a reserve policy or some form of IT annually aimed at limiting any significant year3.) Develop an Elgin’s financial resources/position)4.) Review and determine ways to
management and asset management policy and extend lifecycle of data storage systems simultaneously;
In February 2020, Middlesex County’s IT Director was asked to conduct a Peer Review of Elgin’s IT Asset MA number of opportunities were identified through this review:
Short Term vs. Digital Transformation Strategy
••
–
classified to a different service)
-
ensuring that any private or confidential information
(regular life cycle management (industry standards) +
–
56
Plan
considering expected growth and future utilization of assets.
–
Information Technology
hybrid lifecycle management model
5.) Develop a condition assessment)6.) Develop business continuity plans with each service to ensure continued operations in the event of an IT failure.7.) Plan to maintain proper warranties
and support agreements on equipment and software8.) Develop a policy to support disposal of IT assets can not be retrieved.9.) A review of capacity planning practices 10.) Inventory
and review spare equipment (some can be re11.) Review of licensing, warranty and support practices should be conducted.
Short Term vs. Digital Transformation Strategy
term planning,
-
57
thinking.
-
9 months of 2021 and prior to undertaking any longer
-
Recommendation
positioned to be forward
-
It is recommended that, for the first 6the IT Department focus on completing a “current state” assessment/inventory and develop policies to support a carefully planned approach to asset
management and replacement.In order to have successfully complete a Digital Transformation Strategy, we must first understand our current business practices and implement a number of
critical policies that will ensure the IT Department is well
lines,
-
making
-
sical layout, audio and
phy
–
–
58
evised design must consider sight
a r
–
Chambers
Facilities & IT
Enhancements to Elgin County Council
additional TVs, several cameras, new speakers/microphones and many
ommittee and Central Elgin Council.
Council Chambers used by Elgin County Council, Elgin County Land Division CWe must not lose sight of the fact that this is a prominent community space.Decisions revolve tightly around
communication video are key considerations and how they aid in decisionRenovation planned for 2021 display locations, technology and acoustics. We have seen a significant, temporary
transformation of this space to include 4wires!
•••••
ing staff at the
acing the
f
hav
–
–
person and virtually).
-
–
59
Chambers
Facilities & IT
Enhancements to Elgin County Council
(note: audience connection is critical along with carefully contemplated camera angles)
fectiveness of different kinds of meetings.
earrange the space so that elected officials, staff and members of the public
The County’s most important business is conducted in this space. Research indicates that the placement of chairs and layout can influence the efAs part of a proposed renovation to this
space, a plan must be developed to rcan all see and participate in Council meetings (both inLocal governments often use a “live theatre” arrangement Warden/Clerk and each otherAt this
time, most staff are not able to attend the meeting meetings reinforces that Council and staff are on the same team.
•••••
n response to a
i
–
–
60
Chamber
Facilities & IT
person, the following slide will review deficiencies in
-
Enhancements to Elgin County Council
any years, it is becoming increasingly difficult as a venue for the current embers attending in
Although the Council Chamber has provided for the needs of Council for mdemands being placed on it. Our “virtual/hybrid” meeting procedures are likely here to stay. Mirrors were removed
in 2020 and space was painted change in format for meetings and in anticipation of a full renovation planned for 2021.While the temporary approach that has been taken to support those
mthe current layout and technology.
••••
-
ecommended overflow
r
–
-Deficiencies
up will not address Council’s
-
61
County Council Chamber
iring” current equipment. The current set
note: feedback from Councillors participating virtually)
ncreasingly used by staff and the public. (note: there is insufficient space in
Space is poorly laid out and equipped to handle the AV presentations isome areas to allow wheelchair access)It is an awkward space to accommodate the public to adjacent Committee Rooms
will require technology to support public/staff attendance in the future.Changes needed to address future needs involves more than simply “hardwneeds for this space. (note: tripping
hazards also exist by the podium)Sound levels and quality are difficult to control with existing sound system (Improved lighting is needed
•••••
-Deficiencies
62
person, one Member of Council would not have a seat in
-
s individual is seated at the “horseshoe” and, should all Members of
County Council Chamber
acement of the Warden and Clerk across the room.
oundproof. This presents a challenge when Closed Session Meetings are
Communication between Warden and Clerk is difficult due to the physical plCurrent layout must consider space for the media.Existing doors to the Chambers, while beautiful, are not functional
or sunderway.A support person is required to run the equipment (cameras/virtual meeting). ThiCouncil attend inthe “horseshoe”.
••••
ign,
des
-
design in the
-
work and re
–Next Steps
-
63
proofing and “overflow space”/committee rooms
-
future needs (avoiding re
and
County Council Chamber
ith estimates (ballpark for physical changes to space =$80k)ommittee Rooms as “overflow space” to accommodate staff and public
Carpet, drapes, blinds, improved lighting, desk reconfiguration/retechnology, acoustics, soundwill address current future)Conceptual designs for improved flow will be presented to Council,
along wTechnology currently in use in the Council Chambers will be utilized in the Cattendance in the future. Technology investments $20k
••••
64
Recommendations
$80,000 for facility renovations to the Council Chamber $20,000 for improved technology as part of the facility renovations
ouncil’s consideration:
––
It is recommended that the following be included in the 2021 Draft Budget for C
•
Chamber (including
technology enhancements)
65
proposed renovations to the Council
for the
It is recommended:THAT software projects for both Administrative Services and Emergency Measures be deferred; and THAT information to support development of a work/action plan as an
immediate need for the IT Department be presented to Council along with additional information that supports when a Digital Transformation Strategy could be successfully undertaken
at the County; andTHAT the Budget Committee consent to including $100,000 in the Draft 2021 Budget $80,000 for physical renovations and $20,000 for
Recommendations & Next Steps
66
Questions
Brian Lima
November 24, 2020
67
2021 Budget
Engineering Services
68
(~$2.1M recommended increase)
(~ $2.9M recommended increase)
-$6.9M
(~ $7.4M recommend increase)
year recommended investments:
-
Administration Building LTCHs –$16.4M EMS Stations* –$889,000Whites Station* -$3.36M
* Historically annual facility investment has been equivalent to revenue
Facilities Capital $4.5M ($2.4M required average annual investment over next 10 years)
2021 Facility Expenditures Expenditures Facility Budget Highlight Summary Completion of facility condition assessments in support of 2021 Capital Budget details total 10
69
year investments include:
-
Villa:
Structure & Exterior Façade Upgrades ~ $3.77MInterior Maintenance & Upgrades ~ $1.1MMechanical Equipment Replacements & Building Automation Systems Upgrades ~$1.56M Electrical & Security
System Upgrades ~ $255,000Structure & Exterior Façade Upgrades ~ $1.82MInterior Maintenance & Upgrades ~ $3.74MMechanical Equipment Replacements & Building Automation Systems Upgrades
~$1.15M Electrical System Upgrades ~ $426,000Structure & Exterior Façade Upgrades ~ $395,000Interior Maintenance & Upgrades ~ $3.82MMechanical Equipment Replacements ~$465,000 Electrical
System Upgrades ~ $310,000WWTP ~ $214,000Structure & Exterior Façade Upgrades ~ $1.14MInterior Maintenance & Upgrades ~ $261,000Mechanical Equipment Replacements ~$522,000Electrical
System Upgrades ~ $57,000
Administration Building:BobierElgin Manor:Terrace Lodge:
NA Engineering retained in 2020 to undertake invasive Building Condition Assessments, Capital Expenditure Studies, and Mechanical and Electrical Studies of all corporate facilities.Recommended
10
Corporate Facility Asset Management Plan
70
-year investments include:
Structure & Exterior Façade Upgrades ~ $1.85MInterior Maintenance & Upgrades ~ $667,000Mechanical Equipment Replacement ~$645,000 Electrical System Upgrades ~ $200,000Structure & Exterior
Façade Upgrades ~ $164,000Mechanical Equipment Replacement ~ $80,000 Structure & Exterior Façade Upgrades ~ $360,000Mechanical Equipment Replacement ~ $26,000 Structure & Exterior Façade
Upgrades ~ $125,000Mechanical Equipment Replacement ~ $45,000 Structure & Exterior Façade Upgrades ~ $51,000Mechanical Equipment Replacement ~ $38,000
Whites Station:Edward Street EMS Station:Shaw Valley EMS Station:Dutton EMS Station:Aylmer EMS Station:
Recommended 10
Corporate Facility Asset Management Plan
-up
, 2020
th
November 24
71
my Thomson, Director of Human Resources
A
Organizational Culture Initiatives
2021 Budget Committee Follow
72
house Analysis
-
In
supporting workplace culture
-
–
What’s our goal?Role of HR What is Organizational Culture?Toxic vs. Constructive Culture Key to Repairing Toxic CultureRoot Cause Identified Root CausesFacilitators / Training Consultants
Anticipated Outcomes Investment
1.2.3.4.5.6.7.8.9.10.
Agenda
Work Environment
73
, Ontario Human Rights Code,
OHSA
Healthy
&
Safe
:
Legislation has developed a lot related to employer obligations surrounding violence, harassment, discrimination, and psychological safety.
Within structure of related legislation: Employment Standards Act…Leaders are responsible for creating a safe work environment and taking responsibility for the workplace culture. They
must act with integrity and take all complaints, reports and feedback seriously.
Cultivate a
HR’s Goal
way communications and
-
working closely with
–
74
sector to gain attention and respect
identified that a review is required
LTCH
1
–
party subject matter expertise when necessary
-
-party must have strong knowledge of
“HR has been described as the “caretaker” of organizational culture. … HR team should help build and manage a strong culture by: … Enabling twofeedback channels; Defining roles, responsibilities
and accountabilities; Providing continuous learning and training; Sustaining reward and recognition systems; Encouraging empowerment and teams …” Homes have “sub cultures” that differ
from organizational culture across the CountyThirdfrom Homes staff
HR is responsible for workplace culture initiatives department leaders. HR Policies and Programs impact culture Important to engage thirdInvolves Homes Leadership and staff at all levels
and all departments to change course
Role of HR in workplace culture
it is
–
all culture template that
-
in the given workplace
fits
-
size
75
-
behaviours
(what leaders allow, how issues are handled)
1
”
behaviour
, ongoing frustration within front line staff (for various
behaviour
cultures exist in various work environments
-
and attitudes
faceted
-
behaviours
While the County of Elgin would have an overarching culture, due to geographic and service spread sub
does it occur?
An organization’s culture defines the proper way to behave … This culture consists of shared
“beliefs and values established by leaders and then communicated and reinforced through various methods, ultimately shaping employee perception, behaviors and understanding… Because
industries … vary significantly, there is not a onemeets the needs of all organizations.Organizational culture defines for staff the accepted complex and multiOrganizational culture
does not occur overnight nor is it changed quicklyCulture develops over many years and is influenced by many things such as Corporate policies, systems and processes; leadership and
staff Toxic Culture and Incivility in the workplace occurs due to insufficient policies/programs to support leaders, lack of leadership training specific to supportive policies/programs,
leadership allowance of detrimental reasons)… Individuals at every level of an organization contribute to workplace toxicity
What is Organizational Culture & How
success
low incidence of
–
76
Supports organizational
Healthy staff Low turnover of management and staffDecreasing disability related costsExternal applicants seek out and pursue postingsEngaged workers rallying together to make positive
changesLeadership recognizes positive contributions and follows a supportive policy to deal with negative performance
stress related health issues
Constructive Culture
as
vs.
stay
risk
performers
Creates organizational
Unhealthy (stress, mental health issues on the rise)High turnover of management and staff, especially newer staff and high performers / poor performers negative performance not managed
Attendance issues (high disability leave costs)Negative workplace reputation (externally)Employees do not commit to organizational decisions Resentment and disengagement of goodLack
of information sharing and trust, conflict avoidance
Toxic Culture
77
Providing regular feedback
The key to repairing a toxic culture is acknowledging there is one, taking steps to improving the culture (e.g. investment in training) and holding individuals accountable (i.e. policies,
leadership communication).Create and communicate core values and stand by them. Leadership sets the tone (i.e. instead of sympathizing, leaders need to say “I’m so sorry you feel that
way. What can we do about it?” Empower staff to resolve issues)Our processes and procedures must align with our core values. Leadership must understand behaviour at the individual
level (pay attention to needs)Embracing “leaders at every level” philosophy of leadership
Key to Repairing Toxic Culture
has been
–
)
absenteeism
,
78
high turnover
employers competing with each other
–
staff feel like they are always “looking over their
Analysis:
–
working short is very stressful
House
–
-
)
In
: Staff working short in Homes (
Need to identify and address the “root cause(s)” rather than a “band aid” solution.Workload & scheduling issues Workplace negativity / gossip, interpersonal and leadership conflict,
low morale Lack of positive recognition / performance appraisals not regularly occurring
feedback from Union partners
Root Cause
Problem identificationidentified multiple years as area of organizational riskThese are emotionally and physically demanding jobsThere is a sector wide shortage of qualified staff Continuously
working short causes stress from workload issuesMinistry requirements continuously increasing shoulders” concerned with making a mistake and being labelled “neglect” or “resident abuse”
(Multiple Surveys (staff engagement/satisfaction) through 2020 have indicated:
per HR budget
79
tools for staff and management; important policies include Workplace
issues with multiple initiatives (
helpful
management and staff turnover, absenteeism
Performance Management
command / accountability
-
–
of
ensure these are
-
issues with multiple initiatives
–
)
boarding processes
Recruitment & Selection Retention
-
OnRole Clarity / chainCivil / Respectful / effective communication HR Policy review Civility / Harassment; Performance Management / Performance Appraisal; Reward & Recognition Homes
Policy review
Management & Staff training Must ensure we have “systems” in place to support the culture we want
Lack of workforce stability –“Small town” connections and historical negative relations coming into the workplaceAddressing presentationAddressing
pronged approach required:
Identified Root Cause(s):
Multi-
LTCHs
?:
80
other municipalities experienced positive
–
How will we determine effectiveness
Survey staff for feedback following training sessions Link back to Corporate Policies and Programs / assist with updating to be supportive of sustaining a positive workplace culture
Look for indicators related to Toxic vs. Constructive Culture to move in the positive direction
Cannot have a “one and done” approach, will not workHave sourced recommendations through other municipalities and A few came strongly recommended culture changes as a result. Initially
focused on our Homes, with plan to broaden across the organization and benefit all staff
Facilitators/Training Consultants:
empower bullies/negativity
81
must match the message
Actions
Institute new policies and hold everyone accountable (dis-and change the culture)Consistent communication and reinforcing goals/clear vision will be criticalThose who are aligned will
stay and those who are not will filter themselves outLeaders set the tone of the organization’s culture through what they allow and their own alignment with the model. Until we improve
culture we will continually struggle with recruiting and retaining staff
Reviving a toxic culture takes time and may require some organizational change:
Anticipated Outcomes:
–
LTCH
experience
LTCH
landscape, therefore gains
LTCH
split between Homes & HR
–
82
$25,000
-
and training facilitation. Has worked with our Homes in the
split)
–
LTCH
$20,000
gossip” pledge
-
in of Homes staff.
(from HR and Homes training budgets
-
: Significant experience and qualifications in : Human Rights lawyer with background in investigations; focus on culture improvement & respect with
$6000
initial training related to Civil / Respectful workplace and surrounding legal landscape, was rolled out plan to initiate next level of training using consultants with significant municipal
and
––and beyond… Additional investment may be required based on Consultant or HR recommendations
Total cost of Training followed up with staff survey to ensure effectiveness / source recommendations for next trainingSummary documents developed following training to be posted on
training portal as refresherTraining recorded for those unable to attend live All attendees signed “antiConsultant 1past with excellent feedback. Positive and collaborative approach.
Deep understanding of the respect and buyConsultant 2and municipal experience. Facilitates sessions while sourcing input from staff; resulting in HR policy recommendations for improvement
following all engagement. Starts with leadership team. Focus on creating “systems” that support and reinforce positive culture.
2020across the Homes and HR staff2021 related to culture change and HR policy development (budgets)2022e.g. a recognition program specific to the Homes or additional training
Investment:
”, 2020
83
Understanding and Developing Organizational Culture
“
SHRM
1
Questions / Comments from Budget Committee?
Reference Cited:
Nov 24, 2020
Up Presentation
-
84
Initiatives &
Budget Committee Follow
Corporate Software Support
Information Technology 2021
85
Review other IT initiatives (e.g. training)
Review New Software Initiatives & Existing Corporate
>
>
-
-
ChartCosts Recommendations CostsRecommendations
•••••
Part I Software InitiativesPart II
Agenda••
esented in a chart
pr
–
86
mpact to the 2021 Draft Budget
I
–
Part I
–
nty’s IT Department.
New Initiatives and Departmental links Additional information about the benefits to each DepartmentFinancial Implications Risks/OpportunitiesRecommendations Share information about Software
that is currently in use and supported by Elgin Cou
••••••
o new corporate software initiatives including the following:
To provide the Budget Committee with additional information related t
Purpose •
87
Part II
–
ech Research Group Membership
T
-
Training for cyber securityMobile Device ManagementInfo
:
•••
To provide the Budget Committee with additional information related to
Purpose •
s
e
v
i
t
a
i
t
i
n
I
e
r
a
w
t
f
88
o
S
d
e
s
o
p
o
r
P
-
1
2
0
2
software is required
Notes:Thisbecause it integrates department resource recruitment and utilization with Payroll and Financial Services
,
InfoHR
1 year)
& Ceridian, which
89
HR/LTCH/Finance
Initiative or Update to
–
RecruitRight
NewSoftware Update This replaces Kronos, RecruitRightcost $67,000/year and have been in place for 18+ years (
Cost$250,000
,
Departmental Connection Most significant impact to HRLTC Homes and Financial Services, however it will benefit all departments
Budget Impact: current systems will need to be kept in place during transition this year. The 2020 plan included $250,000 (2020: $75,000, 2021: $100,000, 2022: $75,000). Ongoing support
is estimated at $50,000 for net annual savings of $17,000/year
Corporate Software Initiatives and Departmental Links Corporate Software Initiative Human Capital Management Software
*PROPOSED
e
90
r
a
w
time and an estimated annual cost of $55,000, it provides
-
t
f
o
S
e
c
n
a
n
i
F
/
oarding processes for new employees
shifts will be filled by an automated phone service rather than a human
b
–
-
H
C
alling
T
c
-
L
/
RoboImproved onIntegration of 3 systems into 1: reduction in data duplication and data entry.ancial Implications
R
Director of HR, Director of Seniors Services and Director of Finance worked together to develop a plan that utilizes one software solution that will integrate scheduling, time keeping,
payroll and employee information.This software solution will benefit the Corporation in the following ways:•••Fin While this is anticipated to cost $250,000 onebenefits in annual productivity
gains of $242,000, homes annual overtime reduction of $60,000 as well as 50% of the $241,000 of improvements to manual processes as identified in the Service Delivery Review (SDR).
Total potential savings is $390,000 annually.Risks Our current HR, scheduling and payroll systems are outdated and requires an immediate update. The current software results in a
significant manual processes. It is suggested that this investment will streamline HR, scheduling, timekeeping and payroll.
H
is software is required in
Notes:Thisorder to, among other things, implement a computerized maintenance management system
$4,000 annually. The net
-
91
Engineering
Initiative or Update to
–
NewSoftware Update This replaces single use license with enterprise licenseAddition a web portal moduleAddition of asset management module
Cost$133,000
Departmental Connection Most significant benefit to Engineering Services, LMPs and potentially all departments
Corporate Software Initiatives and Departmental Links Corporate Software Initiative Geographical InformationSystem(GIS)
Budget Impact: The current individual user licenses (2) can be discontinued increase for 2021 is $129,000 (annually)
92
*PROPOSED
e
r
a
w
t
f
o
S
epartmental and member municipality partnership opportunities (i.e. GIS,
d
g
-
n
i
r
ortion of the architecture recommended by the SDR as part of the Business Solution Layer
e
a p
e
n
i
g
Strengthened interprocurement services, capital project collaboration)Deliversnecessary to for the business to achieve their strategic priorities. (page 70).
n
Director of Engineering Services has developed a plan that utilizes one software solution that will integrate asset management and planning.This software solution will benefit the Corporation
in the following ways:••Financial Implications The total annual cost of a GIS system is $133,000. Since the implementation of a GIS system is part of the recommendation found in the
SDR as part of the Digital Transformation Initiative a portion of the $345,000 direct savings can be attributed to the implementation of the system.Opportunities Strengthen relationship
between the Engineering Department and LMPs.
E
Notes:Automates the process of job application and review.
19 pandemic has
-
93
HR
Initiative or Update to
–
NewSoftware New InitiativeThe COVIDsignificantly increased the volume of job applications being processed/reviewed by HR/Directors/Manager. A more efficient process is required.
Cost$5,000 annually
Departmental Connection All Departments
Budget Impact: increase to 2021 budget of $5,000. New Human Capital Management (HCM) system may included a module for processing job applications.
Corporate Software Initiatives and Departmental Links Corporate Software Initiative RecuitRight
intensive for the HR
labour
94
*PROPOSED
e
r
a
w
t
f
o
S
t
h
g
i
R
t
i
hoc method for processing those applications. The method was very
-
u
Automating the job application process.Provides a cloud based application that provides simplified access to HR and directors/managers.
r
••
c
ancial Implications
e
department.
Director of HR has identified software solution that automates the job application process.This software solution will benefit the Corporation in the following ways:Fin Annual cost of
$5,000. Because of the productivity benefits that it provides the annual costs may be offset by a fraction of the $241,000 of improvements to manual processes as identified in the
SDR. Risks A high volume of job applications and the previous method of processing those applications meant delays and an ad
R
one stop
–
Notes:Provides a secure communication platform for employees and council members
95
All Departments
Initiative or Update to
–
NewSoftware New Initiative Brings together communication currently spread out over various tools: email, text, file server
time
-
Cost$45,000One$17,500 annually
Departmental Connection All departments
Budget Impact: increase to 2021 budget of $45,000 then $17,500 annually in subsequent years for maintenance and support.
Corporate Software Initiatives and Departmental Links Corporate Software Initiative Intranet
96
*PROPOSED
Is part of the digital transformation initiativeA secure council portalProviding a secure, easy to access method for employee communicationAccess to shared information and documents
••••
ancial Implications
This software solution will benefit the Corporation in the following ways:Fin The budget for this initiative is $45,000 with an anticipated annual maintenance cost of $17,500. There
may be some productivity gains realized from the creation of an intranet and therefore will generate a cost saving as part of the estimate $345,000 annually as part of digital transformation
savings identified in the SDR. (page 62)Risks Information is spread out over a number of technologies (file server, email, Laserfiche) which requires time to traverse and find documents
and communicate effectively.
Intranet
one stop
–
is software is required is software is required in
Notes:Thisbecause it integrates department resource recruitment and utilization with Payroll and Financial ServicesThisorder to, among other things, implement a computerized maintenance
management systemAutomates the process of job application and review.Provides a secure communication platform for employees and council members
& Ceridian,
being
, RecruitRight
1 year)
InfoHR
applicantionns
19 pandemic has significantly increased
RecruitRight
-
Initiative or Update to Software
New Update This replaces Kronos, which cost $67,000/year and have been in place for 18+ years (Update This replaces single use license with enterprise licenseAddition a web portal moduleAddition
of asset management moduleNew InitiativeThe COVIDthe volume of job processed/reviewed by HR/Directors/Manager. A more efficient process is required.New Initiative Brings together communication
currently spread out over various tools: email, text, file server
97
time
-
Cost$250,000$133,000$5,000 annually$45,000One$17,500 annually
, LTC
Proposed Initiatives
–
Departmental Connection Most significant impact to HRHomes and Financial Services, however it will benefit all departmentsMost significant benefit to Engineering Services, LMPs and potentially
all departmentsAll DepartmentsAll departments
Summary Chart Corporate Software Initiative Human Capital Management SoftwareGIS
RecuitRightIntranet
d
e
t
r
o
p
p
u
S
y
l
t
n
98
e
r
r
u
C
e
r
Artifact database systemCollection (books, etc.) management systemPublic access computer booking systemEnvironment controls systemSecurity systemWork order management systemFinancial
system, Scheduling, time management, payroll systemHR Employee Management SystemCourt SchedulingFines Collection
a
w
t
f
o
S
Department Archives/MuseumLibraryEngineeringFinanceHRPOA
d
e
t
r
o
p
p
u
S
y
l
t
n
99
e
r
r
u
C
e
r Patient care records systemMedical records systemDocument management systemOffice productivity tools (Microsoft Office)
a
w
t
f
o
S
Department LTC HomesAll Departments
s
e
v
i
100
t
a
i
t
i
n
I
T
I
–
1
2
0
2
e
lin
-
tax)
inc.
> $7,600 (
-
evices
101
220 d
–
> $1,200
-
me cost
ti
-
SecurityDevice trackingInstall application remotelyAbility to wipe full devices or specific information (like email profiles) remotely
••••
aining session for up to 50 staff.
BenefitsAnnual cost $34/year/device Middlesex County engaged a provider that completed a security awareness trThe session was recorded and became part a mandatory annual IT ontraining
moduleOne
•••••
Mobile Device Management System (MDM)Staff Security Training
IT Initiatives••
Tech Research
-
hours in formalizing, developing,
-
Tech’s experts
-
102
> $17,600
-
’)
ech members report that they save $38,800 and 34.9 days of work in ech members save $29,000 worth of man
TT
--
Tech Research Group membership:
cont
-
ime annual fee to get unlimited access to resources, as opposed to paying a
t
-
vendor of record price
ain & develop our internal IT staff
o save us time, money, effort, and guesswork
Middlesex CountyWellington CountyHuron CountyOn average, Infoworking directly with their experts in building the IT StrategyConsulting engagements for the exact same service will be
more expensive, and they will not trOn average, Infoand implementing a security policy suite alongside InfoConsulting engagements will not leave us with the library of tools, templates,
and blueprints tPay a oneconsultant an hourly rate$6,000 will be funded from 2021 development fund
ech Research Group Membership
ovincial
•••••••••
T
r
-
Several of our neighbouring municipalities currently have an InfoGroup membership including:Value of an InfoP
•••
Info
IT Initiative (•
> $17,000
-
$175,000, annually $50,000
>
-
$133,000 annually
>
-
time, annual maintenance
-
103
$ 5,000 annually (only if HCM doesn’t have
$45,000 one
>
-
>
-
Software Initiatives
–
Human Capital Management System (HCM) Geographical Information System (GIS) HR recruiting software functionality)Intranet development
••••Totaling: $358,000 in 2021, $205,000 in subsequent years
021 Draft Budget for Council’s consideration:
It is recommended that the following initiatives be included in the 2
RecommendationsPart I •
> $11,600 (one year pilot)
-
$7,600 annually
time, $1,073.57 annually
>
-
-
104
$1,200 one time
>
-
$5,367.84 one
>
-
IT initiatives (training, etc.)
–
ech Research Group membership
he session was video taped that became part of required IT training for other staff.
T
-
Middlesex County engage a provide that completed a training session for up to 50 users. T
•
Mobile Device Management system Staff Security Training Laserfiche Licenses Info
••••Totaling $30,067.84 in 2021, $12,973.57 in subsequent years
021 Draft Budget for Council’s consideration:
It is recommended that the following initiatives be included in the 2
RecommendationsPart II •
105
Questions?
•