agenda - Town of Wasaga Beach

COMMITTEE OF THE WHOLE (BUDGET)

AGENDA Tuesday October 24, 2017 at 3:00 p.m. to be held in the Classroom 1.

CALL TO ORDER

2.

DISCLOSURE OF PECUNIARY INTEREST

3.

DEPUTATIONS, PETITIONS AND PUBLIC MEETINGS - None

4.

UNFINISHED BUSINESS – to be reviewed at November 21, 2017 Regular COW

5.

NEW BUSINESS a)

Director of Finance and Treasurer’s Report dated October 24, 2017 Re: 2018 Budget Discussion Continued – First Roll-up

Recommendation: That Committee of the Whole of Council as Budget Committee recommend to Council that it receive the Treasurer’s supplementary report on the first Rollup of the 2018 Operating and Capital Budget for information and discussion and; Further that Committee provide direction to staff with regards to the proposed 2018 budget requests that have been reported on the attached Appendix B and whether each item is to be included in the next budget roll-up, or excluded from further consideration for 2018. b)

Communications and Special Projects Coordinator’s Report dated October 24, 2017 Re: Consideration of an After-Hours Medical Clinic as a One Year Pilot Project

Recommendation: That Committee of the Whole as Budget Committee receive this report for information based on the research completed regarding the establishment of an AfterHours Medical Clinic in Wasaga Beach; Further that Committee of the Whole as Budget Committee recommend to Council that it allocate sufficient funds in the 2018 Budget to operate an After-Hours Medical Clinic on a one year pilot basis based on the parameters outlined in the staff report dated October 24, 2017. c)

Director of Finance and Treasurer’s Report dated October 24, 2017 Re: 2018 Budget Schedule – Revision Request

Recommendation: That Committee of the Whole recommend to Council that the October 31, 2017 Committee of the Whole as Budget Committee be cancelled and the November 21, 2017 meeting will be revised to accommodate Roll-up #2.

COW-B –October 24, 2017

6.

ITEMS FOR FUTURE MEETINGS (new items)

7.

CLOSED SESSION (as required) - None

8.

REPORTS FROM CLOSED SESSION - None

9.

ADJOURNMENT

Page 2 of 2

STAFF REPORT TO:

Committee of the Whole of Council as Budget Committee

FROM:

Jocelyn Lee, Director of Finance and Treasurer

SUBJECT:

2018 Budget Discussion Continued – First Roll-up

DATE:

October 24, 2017

RECOMMENDATION: THAT Committee of the Whole of Council as Budget Committee recommend to Council that it receive the Treasurer’s supplementary report on the first Roll-up of the 2018 Operating and Capital Budget for information and discussion and; FURTHER THAT Committee provide direction to staff with regards to the proposed 2018 budget requests that have been reported on the attached Appendix B and whether each item is to be included in the next budget roll-up, or excluded from further consideration for 2018. BACKGROUND: On October 10, 2017 members of Council reviewed the first roll-up of the 2018 Budget. Detailed discussions took place regarding each of the new requests; some were included in the first roll-up and some were excluded. Overviews of the new requests were presented by staff and staff responded to Council member’s questions. Staff had provided written justification reports for those items that were excluded, to provide Committee with the opportunity to fully understand the needs and the risks associated with not incorporating the requests. During the discussions Committee requested two items be deferred for more information: 1. I.T. request for a Jr. Technician position. Specifically, information about the allocation of time for website support and the consideration of outsourcing website support. 2. Digital Entry signs. The additional information for the digital entry signs will be available once the Request for Proposal has been issued and the responses received. Committee also requested alternate financing be presented for two other items: 1. Fire Rescue Truck 2. Community Hub (Arena, Indoor Rec Space and Library) After the discussion of the new requests were completed, Committee directed staff to provide a list of all of the items in a summary format that could be used by Council Members at the October 24th Committee of the Whole meeting, to determine for each item on the list, whether it was to be included or excluded in the draft budget going forward. DISCUSSION: Staff have prepared the information requested for the October 24th meeting and the details are as follows.

Form: WB-SR2010

2 Additional Information – Jr. Technician Position During the discussion at the last meeting it was suggested that perhaps an additional I.T. staffing position may not be necessary if the website functions were outsourced. However, Committee requested more information regarding the amount of time allocated to this activity before considering the matter further. While there is definitely time allocated to website support, it is not the main driver of the request for the additional staff person. There are many systems that need to be supported and maintained and there are increased regular daily requests to respond to due to increased staffing and equipment levels. Lastly, there is a need for succession planning and training due to a pending retirement. These are the main drivers of the staffing request. With regards to time spent on website support the chart below provides a general estimate of the time spent per week. Website Support Activity Posting of agenda and minutes for all committees and council Posting public notices Cleanup and review of content Alterations and page generation

Time per Week 1-3 hrs 1-2 hrs 1/2 hr 1-2 hrs

Total time per week spent

3.5 - 7.5 hrs

There are two I.T. needs that have been identified as a result of the discussions. 1) The need for additional technical support, whether on a full-time basis or part-time basis 2) The need for changes in website support. The first item has been addressed through earlier discussions and the staff justification report. To address the second item, staff is proposing re-establishing the website committee which would have core members participating in the decisions that drive the website content, functionality, software, and support services whether they be in-house or out-sourced, and could be a combination of the two. The Treasurer will Chair the Committee, and the other core committee members will come from the Communications Department, the Clerk’s Office, Information Technology, Economic Development, and the Recreation, Events and Facilities Department. The Committee will invite individuals from other departments when appropriate, to attend meetings and help identify important content, functional or support needs they may have to help ensure a collaborative approach is driving the website activities. This approach should result in a website that is more in line with users’ expectations. Fire Rescue Truck – Alternative Financing During the October 10th discussion a question was raised about the possibility of leasing the new rescue truck instead of purchasing it. As well, the financing period was questioned regarding 25 years versus the life cycle period of 20 years.

3 Staff spoke with a fire apparatus supplier about a leasing option and was informed that they have never been involved in leasing and said it is very uncommon in Canada. Further, every fire department they have discussed the idea with end up arranging their own financing as the leasing company’s rates were so high. Another difficulty is that fire trucks are a custom order and built to spec., making their demand very different from that of a regular vehicle, which impacts the lease rates. The financing period of the fire rescue truck will be changed to 20 years in the next roll-up if the item remains in the Budget to reflect the service life of the vehicle. Community Hub (Arena, Indoor Rec Space and Library) A discussion took place regarding the funding of the architectural design fees and an alternate funding option was requested. The Development Charge background study (November 2, 2015) includes the multi-purpose facility uses a projected cost of $12 million. The scope of the project is described as “The new facility may include a sports dome, youth centre and indoor arena. As this project will replace the existing Wasaga Stars Arena, a replacement share equal to the value of the existing facility has been removed from the calculation.” The benefit to existing residents (BTE) share refers to the component of the facility that will provide some benefit to the existing residents. The BTE share is $6,781,320 and this is deducted from the gross cost of the facility to account for this factor. Further, there is a 10% mandatory reduction under the Development Charges Act that must be paid from non-development charge sources, and that amount is $521,868. This leaves a net cost of the facility to be funded from Development Charges at $4,696,812 out of the total cost of $12M. Similarly, the DC study identifies the 16,000 square foot library at a cost of $5.6 million. The BTE share is $928,913, and the 10% reduction is $252,109, leaving a net cost to be funded by D.C.’s at $2,268,978 (after considering anticipated grant funding of $2,200,000). For the 2018 budget, the facility being considered is a twin-pad arena (one pad ice, one pad indoor rec space) along with a new library. A comparison of the 2015 and 2018 project costs and eligible DC’s is provided in the attached Appendix A. The fees for architectural design for the 2018 budget year are estimated at $2,500,000. A general rule of thumb for these types of costs is that they usually run about 10% of the total project cost. This would put the total project cost estimate at $25,000,000 compared to the 2015 DC Study projected total cost of $17,650,000 ($12,000,000 + $5,650,000). Using the new 2018 information, the DC eligible portion of the project grows to $11,311,812 for the multi-purpose facility. The library DC eligible portion remains the same under both the 2015 and 2018 project costs. The expanded scope of the project is DC eligible; however, depending on growth rates, it will take longer for the Town to collect sufficient development charges to fully fund the growth share of the project. This scenario is not unusual as these facilities usually have a life span of 50 years or greater and future residents should pay for their share of the cost of the new facility. The current Development Charge rates, which are based on the 2015 project costs, expire when the by-law expires, which is May 23rd, 2021. A new DC study will be started in 2020 which will include

4 the updated project costs and the new DC rate schedule to be adopted in 2021 will reflect the new costs and DC share. The updated DC rates will help to collect more of the eligible costs sooner than the present rate schedule. Using reserves to fund the initial stages of the project makes sense as reserves or other non-DC funding sources can be used for a little less than 50% of the total project costs. Funding can be reconciled once the award for construction occurs and at that time, the Town may borrow from reserves or consider a debenture to pay the remaining 50% cost of the facility and use DC funds collected over time to pay the debt. If the Town borrows from reserves and then pays back the reserve a charge for interest will be included. Again, this is a normal financing practice for a major capital facility that has a long service life. It is important to note that these are only estimates and subject to change as the project is defined. For the next budget roll-up the cost for the architectural fees will be shown as funded through reserves. Summary Format – Decision Chart for 2018 Requests The attached Appendix B provides a summary listing of the 2018 requests, indicating the current status of each item with respect to roll-up #1 (included versus excluded). The chart is intended to be a working document and therefore to the right of the table are columns for noting the decision associated with each item. The document provides a tool for consolidating the decisions made at the October 24th meeting. Matters Still Being Considered: It is important to still highlight that there are other matters that are still being considered, some with costs to be determined. Recommendations pertaining to these items will form part of the second roll-up. 1) Beachfront Management Board Budget Review - $350,000. Beachfront Management Board has commenced its review of its Budget and will complete its review in the coming weeks. The Board should have a recommendation for Committee’s consideration in early November; 2) Provision of Lifeguards at Beach Area 1 - $14,600 – CSC recommendation - subject to Council approval; 3) 2018 Beachfront Events - $73,000 (Being Reviewed by Beachfront Management Board); 4) Provision of an After-hours Medical Clinic - $238,732 – as per staff report; 5) Great West Life increases – $ TBD; 6) Student Wages / Casual Labour Survey – $ TBD; 7) Impact of Minimum Wage increases effective in 2018 - $ TBD; 8) NVCA Grant Request - $ TBD.

5

CONCLUSION: It is important to note that the First Roll-up has been prepared with information known at this time. As we proceed through the budget process new information may come to light at which time we will advise Council and make adjustments as required. The second roll-up is scheduled to be presented to Committee on October 31st. Respectfully Submitted,

Jocelyn Lee, Director of Finance and Treasurer Enclosures

APPENDIX A Hemson Consulting Ltd. - Development Charge Information - Multi-Purpose Facility

Library Rec

Gross $5,650,000 $12,000,000 $17,650,000

Grants $2,200,000 $0 $2,200,000

Net BTE Approach $3,450,000 $12,000,000 Based on value of Stars arena $15,450,000 Based on size of existing Library

BTE $ $928,913 $6,781,320 $7,710,233

BTE % 27% 57%

10% Discount $252,109 $521,868 $773,977

DC Eligible $2,268,978 $4,696,812 $6,965,790

DC Funding Already Identified $995,628 $4,696,812 $5,692,440

Longer term DC Funding $1,273,350 $0 $1,273,350

New Info Library Rec

Gross $5,650,000 $19,350,000 $25,000,000

Grants $2,200,000 $0 $2,200,000

Net BTE Approach $3,450,000 Same as 2015 DC Study $19,350,000 Same as 2015 DC Study $22,800,000

BTE $ $928,913 $6,781,320 $7,710,233

BTE % 27% 35%

10% Discount $252,109 $1,256,868 $1,508,977

DC Eligible $2,268,978 $11,311,812 $13,580,790

DC Funding Already Identified $995,628 $4,696,812 $5,692,440

Longer term DC Funding $1,273,350 $6,615,000 $7,888,350

2015 DC

Town of Wasaga Beach - Reserve Information

Current Reserve Balances

2017-10-20

As at July 31, 2015

Breakdown of DC Funding Already Identified

As at Sep 30, 2017

Parks and Recreation Library Service

$3,458,343 $509,458

$4,564,402 $676,301

Multi-purpose Facility New Library Space New Library Initial Consultant Fees

$2,623,709 $410,807 $98,651

$3,462,833 $545,343 $130,958

As at July 31, 2015 DC Eligible Costs 2016-2025

Total DC Funding Already Identified

$410,807

$584,821

$995,628

$2,623,709

$2,073,103

$4,696,812

$3,034,516

$2,657,924

$5,692,440

Available DC Reserves

APPENDIX B - DECISION CHART

Current status for Item # Roll-up #1 Department

Staffing 1

2

Excluded Clerks

Excluded Administration

Description

Short Description of Initiative

Option #

Records Management

Timely processing of FOI requests, assisting with litigation, legislative, transparency and accountability matters and ensuring the privancy of personal information.

1

Include 30 day position

6,857

Grant Writer

Grants Specialist position has provided great benefit from a coordination perspective alleviating the need for individual departments to be tasked with researching potential grant opportunities, submission of grant applications, follow-up on grant applications and determining deliverables on the Town's behalf in cases where grant funding is partially or fully dependent on the Town providing reporting regarding how funding was allocated.

1

Maintain current model-2 days per week

35,200

2

Reduce to 1 day per week

17,600

3

Merge with part of a new position

1

Hire a coop or student

ANY OF THESE OPTIONS WILL HELP TO ADDRESS THE CURRENT NEEDS.

3

Excluded Administration

HR Assistant

The level of recruitment has increased substantially each year. Struggling to meet needs - succession planning, updating the PR process, and connecting succession planning to performance management, maintaining recoords, determining appropriate HRIS and application systems, and updating policies and procedures.

RECOMMENDED OPTION ->

4

5

6 7

8

Excluded

Excluded

Information Technology

Beachfront Enforcement

Excluded Public Works Excluded Recreation

Excluded Recreation

Sub-total Excluded

Jr. Technician

Warden

PW Employee Volunteer Activities Programmer

2

Option Description

Hire 5 month contract for payroll and utilize support from Payroll/ Benefits Clerk

Taxation $ Impact

The Town's user base (staffing) is growing and there is increased demand for support for both hardware and software systems. The Town's system's are increasing (i.e. security camera's, phone systems, etc.) and this is increasing the need for maintenance and support. The Town's data and network infrastructure are critical to the daily operations of Town functioning and the necessary skills and resources are needed to maintain the infrastructure adequately.

1

Hire full-time position

70,926

ANY OF THESE OPTIONS WILL HELP TO ADDRESS THE CURRENT NEEDS.

2

Hire a shared position with another municipality- 6 months

35,463

Obtain and retain 150 active volunteers within the Town of Wasaga Beach volunteer database by the conclusion of the contract.

Replace the temporary PT Marketing and Outreach Youth Centre Assistant position with a permanent FT Youth Programmer position. Take on programming of the Youth Centre and outreach outh programs, staff and volunteer supervision and training, youth member recruitment, day to day operations of the Youth Centre, assist with fundraising, and other duties.

Refer for more info

Defer to next Fund through Acceptable meeting non-Taxation funding sources

-

3

Hire a Part-time position - 5 months

25,734

1

Hire position for season

20,000

Hire second position 1 1

52,009 Extend contract position for a 2 year PT (24 hours/week) term

36,000

Increase 1 PT position to FT 1

24,000

Total using all option 1

1

264,312

Total using option 2 if suggested

2

224,947

Total using option 3 if suggested

3

164,600

Youth Programmer

Exclude

33,018

3

Over past 10 years, 18 developments and/or phases thereof have been assumes by the municipality without increasing roads staffing complement; over 40 lane km of roads and related infrastructure and 5 km of sidewalks

Include

19,320

Continue with current arrangement

One Additional (New) Warden position- $20K- required for baseline services.

Other Funding Sources $

1



9

10

11

12

13

Included

Included

Included

Included

Included

Library

Building

Public Works

Public Works

Beachfront Enforcement

Description


Adult & Sr. Services Coordinator

The addition of an Adult and Senior Services Coordinator will enable WBPL to fully create an environment that promotes positive aging in Wasaga Beach. The Coordinator will meet the varied needs of our senior citizens, offering consistent services that will enrich the lives of older adults in our community.

Administrative Assistant

The volume of work the Building Department is encountering has increased significantly this year and is expected to continue through 2018 at this continued high rate of activity.

PW Employee - Roads Division

Over past 10 years, 18 developments and/or phases thereof have been assume by the municipality without increasing roads staffing complement; over 40 lane km of roads and related infrastructure and 5 km of sidewalks; looking to establish LOS for beach access

Engineer Technician

The amount of work carried by the Engineering Division has risen significantly since it was first developed in 2012. Of particular note is the growth of development application files that are being managed by in-house Engineering.

Conversion Supervisor to FT

Extended position is essential to attracting and preserving continuity in a "Dual" Enforcement role, where the Supervisor must be proficient in Municipal Law, Town protocols and procedures, as well as the additional new role of Provincial Laws in a Provincial Park including the Park's operational policies and procedures.

Option #

Option Description

1

Hire FT position

Taxation $ Impact


Include

Exclude

Refer for more info


51,371

Hire FT position 1

54,060

Hire FT position 1

52,009 Hire FT position 1

70,532

Supervisor conversion to FT 1

15,873

Sub-total - Included

119,253

124,592

Total All Staffing, Option 1

383,565

124,592

2



Description


Option #

Option Description

Taxation $ Impact


Include

Exclude

Refer for more info


Other Initiatives 14

Excluded

Recreation

Community Development / Neighbourhood Association

Start of an on-going process to decentralize community recreation in Wasaga Beach and further estalish alliances and relationships with community groups and organizations.

5,500

15

Excluded

Recreation

Sports & Recreation Council

The goal of the Council would be to link the town to minor sports, adult sports, school sports, senior recreation and private recreation service providers to refine coaching, develop strategies and cohesive goals for athlete development and physical literacy.

3,150

16

Excluded

Recreation

Children's Multi-sport Summer Camp

To utilize the Klondike Sports Park for a 2 week trial porgram in 2018 or for future consideration in 2019. The Sport and Recreation Council would be utilized to assist Town Staff in the organization of the camp, to hire camp staff and recruit sport instructors to assist in programming. These renovations will provide an accessible meeting and programming space with modern heating and lighting, working bathroom, efficient storage, and include multipurpose chairs and tables and other meeting amenities. These necessary upgrades will provide a safe and efficient program space for youth and a rental space for the community.

-

30,000

17

Excluded

Recreation

Youth Centre Garage Renovations

18

Excluded

Recreation

Town Crier - uniform

19

Excluded

Recreation

Easter Eggstravaganza

20

Excluded

Recreation

Jazz in the Park

21

Excluded

Recreation

Funderland

22

Excluded

Recreation

Santa Clause Parade

23

Excluded

Recreation

Tree Lighting

To enhance lighting of the tree.

24

Excluded

Recreation

Snowman Mania

To allow for similar programming to 2017's event, with a concert of an up and coming artist as part of the opening ceremonies on the Friday, increased activities and entertainment throughout the weekend and increased marketing to create toursim in the off season.

23,000

300,000

Allow for purchase of new uniform and increased honorarium for participation in events. To purchase supplies and enhance activities and entertainment and for additional marketing to attract more tourism. To hire production for all bands that perform which will allow for a more professional sound from all entertainment, and for additional marketing to attract more tourism. To enhance activities and enterta;inment, additional marketing to attract more tourism. To hire additional marching bands, provide proper parade marshal equipment and increase promotions.

2,000 2,000 2,000 4,000 4,500 500

25

Excluded

Economic Development

Town Digital Entry Signs

At the July 20, 2017 meeting of the General Government section of Coordinated Committee, it was recommended that staff prepare and issue an RFP for digital entry signs to the town at Highway 92, Highway 26 and Sunnidale Road as well as for digital signs along Beach Drive. Staff are looking for direction as to whether Council would like to pursue digital signs in the 2018 budget.

26

Excluded

Planning

Klondike Sports Park Event Centre Planning Studies

At meeting of September 14, 2017, Commnity Services Section of Coordinated Committee directed staff to investigate the cost to the Town to sponsor applications for Official Plan and the Zoning By-law Amendments, to allow an "outdoor concert/festival" use at the Wasaga Sports Park.

93,000

27

Excluded

Beachfront Maintenance

Barber Surf Rake

Required equipment if this level of service is desired by Council. Exploring alternative options to buying.

57,500

57,500

28

Excluded


Tractor

Required equipment to meet current agreement with MNR. Looking at alternative options to buying, such as making use of PW's older tractor.

62,500

62,500

29

Excluded


ATV

Needed for garbage pick-up from bins. Put in trailer pulled by ATV. Alternate options being considered.

9,000

9,000

3



Description


Option #

Option Description

Taxation $ Impact


30

Included

Recreation

Community Hub - Multi-plex

For the purpose of a tendered price for contracting a Prime Consultant (architectural firm) to design, cost and oversee the bidding process for a new municipal arena and library building to a General Contractor.

31

Included

Enforcement

Radio systems, Protective equipment, Uniform replenishment

New radios to meet 2018 staffing levels and replacements and batteries. To provide protective equipment for all enforcement staff. To provide new replacement shirts/pants/coats including traffic control and rain-gear.

24,000

32

Included

Administration

Pay Equity Adjustments

Budget amount for in-year adjustments related to changes in job evaluations to ensure they can be implemented in 2018.

25,000

33

Included

Administration

Compensation survey

Conduct a formal comprehensive compensation review by a third party to ensure that the Town's compensation structure meets all legislative requirements and allows for a fair market review, which will in turn assist the Town in its recruitment and retention initiatives.

25,000

34

Included

Public Works

Roads Needs Study

Is updated every 5 years with the last update completed in 2013. To provide an overview of the overall condition of the road system and to provide staff and Council with a working tool when budgeting and determining what transportation work to do and when.

40,000

35

Included

Public Works

Bi-annual OSIM (Pedestrian) bridge inspections

The Town has ten (10) pedestrian bridges with a span greater than 3.0 metres and require the precribed bi-annual structural (OSIM) inspections in accordance with O.Reg 104/97. The last pedestrian bridge inspections were completed in 2016 with deficiencies noted.

8,000

36

Included

Public Works

Streetlights & Outdoor lighting

Town-wide LED streetlight replacement program is complete; however, lighting material stock needs to be established to ensure the timely replacement of streetlight in the event of faliure.

25,000

25,000

37

Included

Public Works

Traffic lights

The existing traffic controller cabinet at the intersection of River Road West and Mosley Street (Riverbend) is at the end of its useful life and requires replacement. Legislated annual conflict monitoring tests have indicated a deficiency that requires replacement.

25,000

25,000

3,000

3,000

2,400

37,600

38

Included

Public Works

Non-Fixed Speed Radar Sign

39

Included

Public Works

Road Projects-58th Street Sidewalk

The project includes engineering design for a new 1.5 m concrete sidewalk along 58th Street South, Ramblewood Drive and Dennis Drive to provide pedestrian safety. The 2018 budget is $40,000 for the topographic survey and design.

40

Included

Public Works

DDMP-Main Street Reconstruction (Class EA Requirements)

It is anticipanted that a Municipal Class EA will be necessary to satisfy the requirements of the Environmental Assessment Act; particularly as it relates to the reconstruction of Main Street and Mosley Street from River Road West, across the Main Street Bridge, to 6th Street North.

150,000

Sunnidale Road Watermain Replacement

This project is considered an existing infrastructure replacement project. Sunnidale developers have advised the Town that they intend to commence the external servicing in 2018. As such, a budgetary amount for the existing watermain replacement is included, such that the Town can leverage cost with developers (economies of scale) with directional drilling.

200,000

Mapleside Drive Servicing/Road Construction - L.I.

The new owner of the subdivision development on the north of Ramblewood Drive has expressed interest in developing the vacant lands as soon as possible. This developer owns the entire south side of Mapleside Drive and intends to proceed with the road construction as a Local Improvement. It is estimated that approximately 25% of the roadway construction could be completed in 2018, with the remainder being completed in 2019.

42

Included

Included

Public Works

Public Works

Exclude

Refer for more info


2,500,000

Proposed to acquire another pole-mounted speed radar sign at an estimated cost of $6,000 to complement the three (3) recently acquired in partnerships with the Lions Club and the Community Policing Committee. This will be a slightly smaller sign that is mobile and portable for ease of relocation.

41

Include

1,048,125

4


Current status for Item # Roll-up #1 Department 43

Included

Public Works

Option #

Option Description

Taxation $ Impact


Description


Baysands Area Drainage/62nd & 63rd Street Shore Lane Storm Water Management Project

Detailed design, including MOE approvals - $212,000. Subject to clearing the EA process, and subseqeunt agency approvals, the 2018 budget for construction is estimated at $475,000.00. This project is 90% DC Recoverable.

687,000

550,000

44

Included

Public Works

WPCP Odour Control Mitigation Measures

In the event that the MOECC is not satisfied with the results of the XLR8 bioadditive product and operational process changes - resulting from continued odour complaints - a budget has been identified to consider a more permanent solution for odour mitigation, including possible biofilters and/or aluminum flat panel covers. A meeting is scheduled with the MOECC to discuss.

45

Included

Public Works

Land Improvements - Pedestrian Bridges

As part of the regulatory OSIM structural bridge inspections, several pedestrian bridges were noted for major rehabilitation or replacement. Among the maintenance priorities was the Pridham Park Pedestrian Bridge replacement.

210,000

46

Included

Various

Fleet Management

Work-in-progress, continued discussions and refinement still pending.

404,848

1,151,382

47

Included

Fire

Replacement Rescue Vehicle

The purchase or a rescue vehicle would be a replacement for Rescue Unit #5 and Not an additional vehicle to the current fleet. The proposed rescue truck would also serve as a rehabilitation unit as it would be designed as a walk-in unit which provides shelter from the weather and elements.

50,000

500,000

There is a one year wait on the manufacture of an electric ice resurfacer. Staff recommend waiting on the electric powered unit which has significant long-term cost recovery associated with the lower fuel and maintenance Ice Resurfacer (defer to 2019 for electric instead of costs over its 15 year lifespan. Staff are recommending Council consider and Propane) approve the purchasing action as part of the 2018 Budget so that the tendering process can commence in 2018 and be complete in time to accommodate delivery prior to the beginning of hockey season in 2019.

35,000

35,000

48

Included

Recreation

49

Included

Beachfront Water Operating and Capital costs to setup new service Safety Patrol level

$70k will provide deposit on 2019 total $140k purchase

Required equipment and staffing if Council decides to offer this level of service.

Include

Exclude

Refer for more info


245,258

Totals for Initiatives: Total Excluded Initiatives

598,650

129,000

Total Included Initiatives

1,122,506

6,912,107

Total Included and Excluded Initiatives

1,721,156

7,041,107

Totals for both Staffing and Initiatives: Total Included Staffing and Initiatives

8,278,458

1,241,759

7,036,699

Total Excluded Staffing and Initiatives

991,962

862,962

129,000

Total Included and Excluded Staffing and Initiatives

9,270,420 ~ Taxation impact->

2,104,721 10.02%

7,165,699

5

STAFF REPORT TO:

Committee of the Whole as Budget Committee

FROM:

Jenny Legget, Communications and Special Projects Coordinator

SUBJECT:

Consideration of an After-Hours Medical Clinic as a One Year Pilot Project

DATE:

October 24, 2017

RECOMMENDATION THAT Committee of the Whole as Budget Committee receive this report for information based on the research completed regarding the establishment of an After-Hours Medical Clinic in Wasaga Beach; FURTHER THAT Committee of the Whole as Budget Committee recommend to Council that it allocate sufficient funds in the 2018 Budget to operate an After-Hours Medical Clinic on a one year pilot basis based on the parameters outlined in the staff report dated October 24, 2017. BACKGROUND Shortly after the current Council was elected, Council established a number of priorities that it wanted to accomplish during this term of Council. One of the priorities is to establish an After-Hours Medical Clinic (AHMC) in Wasaga Beach. The primary reason for the AHMC is due to the fact that residents have commented about the challenges regarding transportation to the After-Hours Medical Clinic in Collingwood, during times where residents felt it necessary to see a physician outside of their family physicians regular office hours. In 2015, an ad-hoc working group was formed for the purpose of exploring the opportunity of establishing an AHMC in Wasaga Beach. The working group was chaired by the Past Board Chair of the South Georgian Bay Community Health Centre (SGBCHC), comprising of a broad spectrum of health care professionals including: physicians, senior staff from the Collingwood General Marine Hospital (CGMH), SGBCHC, Georgian Bay Family Health Team (GBFHT), Georgian Bay Family Health Organization (FHO), members of Wasaga Beach Town Council and Town of Wasaga Beach senior staff. The working group met several times and had thorough discussion regarding the following identified key components surrounding an AHMC in Wasaga Beach: 1. potential practice models; 2. financial considerations; 3. benefits of an AHMC; 4. challenges associated with an AHMC; and 5. potential solutions to address challenges. The Town of Wasaga Beach Age-Friendly Community Plan formed a key part of discussion during the working group meetings. It is important and appropriate to note that the Age-Friendly Community Plan clearly discusses the need for the establishment of an AHMC in Wasaga Beach. The ad-hoc working group concluded their efforts in the summer of 2016 as the group felt that they had taken the initiative as far as they could. Form: WB-SR2010

2 The working group should be commended for their efforts regarding this initiative and are thanked for the expertise, knowledge and guidance they provided. The majority of physicians practicing medicine in Wasaga Beach are part of the Georgian Bay Family Health Team (GBFHT.) Family Health Teams are primary health care organizations that include a team of family physicians, nurse practitioners, registered nurses, social workers, dietitians, and other professionals who work together to provide primary health care for their community. They ensure that people receive the care they need in their communities, as each team is set-up based on local health and community needs. The GBFHT oversees medical care for patients in the Georgian Triangle Area. Physicians within the GBFHT have made their position regarding the establishment of an AHMC in Wasaga Beach clear. The physicians are of the view that the clinic is not warranted for the following reasons: 1. due to the new Health Care funding model, physicians are encouraged to leave a portion of their day free from scheduled appointments and offer evening office hours to accommodate patients that need to see their physician immediately; 2. after reviewing statistical data from the Collingwood General and Marine (CGMH) Emergency Department and the After-Hours Clinic in Collingwood, the physicians do not feel there are enough patient volumes from Wasaga Beach to support an AHMC in Wasaga Beach (average four (4) patients per day)**; 3. physicians are of the opinion that the After-Hours Medical Clinic in Collingwood has demonstrated its ability to handle the volume of patients from Wasaga Beach and the clinic is not facing growth pressures; and 4. from the physician’s perspective, it does not make financial sense to invest in an additional AHMC taking into consideration the proximity of the Collingwood After-Hours Medical Clinic to Wasaga Beach. ** Attached are statistics from the Collingwood After-Hours Medical Clinic for the period of January 1, 2014 to June 11, 2015 representing a 517 day period. Please note the postal code pertaining to Wasaga Beach indicated in the chart is “L9Z” representing approximately four (4) patients per day (2051 patients/517 days = 3.96 per day.) From a physician perspective and taking into consideration the continual growth of the community, some local Wasaga Beach physicians are encouraging the Town to continue with its successful physician recruitment efforts to address any concerns about the proportion of Wasaga Beach residents that do not have a family physician versus focusing attention toward the establishment of an AHMC in Wasaga Beach. The Collingwood After-Hours Medical Clinic is operated under a physician led model staffed by the 47 physicians who form the GBFHT on a rotating basis. The clinic is open 5:00 p.m. to 8:00 p.m. Monday to Friday and 9:00 a.m. until noon on Saturdays and Sundays. Physicians who provide care at the Collingwood After-Hours Medical Clinic pay into a fund which is used to financially support the operating costs associated with the clinic and receive the revenue from the billings received at the clinic. Normally between 25 and 30 patients are seen per shift, which makes the clinic financially viable.

3 DISCUSSION Since July 2016 when the GBFHT formally indicated that it could not support an After-Hours medical clinic in Wasaga Beach, staff have been researching and determining alternative staffing models to determine the viability of an AHMC in Wasaga Beach. Through discussion with some of the local Wasaga Beach physicians, it has been determined that if the Town is prepared to assume all operating costs of the clinic as well as the management of the clinic, and pay a guaranteed salary to physicians to staff the clinic, there might be interest among some physicians within the GBFHT to provide medical care at the clinic. Under this model any billings generated by the clinic would be paid to the Town and would lessen the net cost of the clinic. An alternative staffing model to consider is for the Town to undertake recruitment efforts to attract physicians from outside of the GBFHT to provide care within the clinic. However, it is recommended that if Council determines the financial costs associated with establishing an AHMC are feasible, staff should focus recruitment efforts regarding medical staffing of the clinic on physicians forming the GBFHT prior to advertising for physicians to provide care at the clinic outside of the region. Proposed Clinic Location The Executive Director of the South Georgian Bay Community Health Centre (SGBCHC) located in Wasaga Beach has indicated that space is available within the SGBCHC to operate an AHMC on a one year pilot basis rent free. However, the Town will be required to provide approximately $15,000.00 to the SGBCHC for overhead costs associated with running the clinic out of the SBGCHC. Details regarding the necessary funding are discussed further in the financial considerations component of this report. It is important to note that the SGBCHC will not be in a position to permit the Town to begin operation of the clinic until the early part of 2018 (January/February/March 2018.) Proposed Clinic Hours Monday to Friday 5:00 p.m. – 8:00 p.m. Saturday and Sunday – 9:00 a.m. – noon Staffing Requirements in Addition to Physicians If Council determines that the AHMC will move forward, the clinic will require a staffing complement of approximately four (4) medical receptionists working on a rotational basis and a Clinic Manager to handle patient billing and scheduling of reception staff. Staff would be paid out of the budget for the AHMC. Physician Remuneration Regardless of whether care at the AHMC is provided by physicians within the GBFHT or physicians from outside of the local area, physicians will require financial compensation during times when the patient volume is not to a level to support the physicians time at the clinic. Through discussions with experts in the medical field, it has been determined that a reasonable and realistic hourly rate in order to attract physicians to practice at AHMC’s is approximately $200.00 per hour. Furthermore, through discussions with the same medical experts, it has been determined that between 25-30 patients per operating clinic is representative of a clinic timeframe where physicians are able to bill OHIP for their time, in turn receiving an acceptable and reasonable level of compensation.

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If Council wishes to move forward with the establishment of an AHMC in Wasaga Beach, it is important to be cognisant of the fact that there will very likely be a need for the Town to provide financial remuneration for physicians providing care at the clinic if the patient volumes are not within the 25-30 patient range. Current statistics from the After-Hours Clinic in Collingwood indicate that there are approximately four (4) patients from Wasaga Beach per shift. In addition to the funding model described earlier in this report, it may be possible to implement a combination of OHIP billing and Town funded physician remuneration during clinic operating hours in order to compensate physicians. For example, if there is an evening where a total of ten (10) registered patients visit the AHMC in Wasaga Beach for care, the ten (10) patients will be billed through OHIP with the Town being responsible to compensate the attending physician for the remaining time of the evening/day. Taking this into consideration and for budgetary purposes, Town funded physician remuneration could be considered to be handled on a sliding scale basis. Further details regarding physician remuneration are discussed in the financial considerations component of this report. Electronic Medical Records System (EMR) One of the most crucial components of any medical practice is the system in place to handle and manage patient medical records. The physicians forming the GBFHT are very fortunate to be part of the Georgian Bay Family Health Organization (FHO.) FHO’s are an initiative of the Ontario Medical Association and the Ontario Ministry of Health and Long Term Care, providing a platform for a group of family physicians working together to provide better access to quality primary services. In partnership, the GBFHT and the FHO have established a seamless Electronic Medical Records (EMR) system allowing all FHO patients who visit the Collingwood After-Hours Clinic or the CGMH Emergency Department the ability to have their medical records available. The EMR system leads to significantly safer and better care for patients requiring After-Hours medical care. In order to ensure the continued success of the FHO and GBFHT’s EMR system which directly impacts patients, it is important that the same EMR system be in place if the Wasaga Beach AHMC moves forward. The writer has made a request to the Lead Physician of the FHO to determine if it is possible to connect to the already established EMR system. The Lead Physician has indicated that he is prepared to take the request to the FHO Privacy Committee for approval. However, it is important to note that there will be fees associated with the EMR system which are further discussed in the financial considerations component of this report. Financial Considerations Taking into consideration the information presented above, the estimated Town assumed costs associated with establishing an After-Hours Medical Clinic in Wasaga Beach on an annual basis are: Overhead Costs Administrative Staffing Physician Remuneration Patient Electronic Medical Record System Advertising for Physician Recruitment Marketing and Advertising the Clinic Total

$15,000.00 $24,960.00 $218,400.00 $12,312.00 $3,500.00 $2,000.00 $276,172.00

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Breakdown of Costs: 1. Operating overhead costs of $15,000.00 payable to the SGBCHC: 1. medical supplies; 2. shared maintenance costs of medical equipment; 3. cleaning; 4. toiletries; 5. laptop(s); 6. printer; and 7. paper (printer and prescription). *the SGBCHC will track all costs and provide a quarterly report to the Town. 2. Administrative staffing costs - $24,960.00: 1. Clinic Manager - $3,120.00 (based on 2 hours per week at $30.00/hour) 2. Medical Receptionist - $21,840.00 (based on 21 hours per week at $20.00/hour) 3. Physician Remuneration - $218,400.00 (based on staffing the clinic with one physician per day at 21 hours per week at $200.00/hour) *it is important to note and understand that remuneration for one physician is based on a sliding scale model taking into consideration that patient billing through OHIP will account for a portion of physician remuneration. $218,400.00 represents physician remuneration without any billings through OHIP and is based on a worst case scenario with zero patients visiting the AHMC. It is difficult to estimate the number of patients that will visit the AHMC. Therefore, in order to provide a maximum physician remuneration value for Council’s consideration, one full physician salary is included with the overall AHMC budget. 4. Electronic Medical System – $12,312.00 Based on the following fees: 1. $400.00 per month payable to the FHO covering the necessity of being part of a secure fiber optic network, fiber optic lines, privacy, security, internet access, system maintenance, backups and software/hardware support - $4,800.00 2. $7,512.00 payable to Telus representing the following fees: a) $126.00 per month for the site license at the SGBCHC ($1,512.00); b) $4,500.00 site implementation fee; and c) $1,500.00 representing a one-time site activation fee for the EMR software at the SBGCHC. *it is important to note that the patient EMR system is owned by Telus and all licensing is awarded through Telus. 5. Advertising for physician recruitment - $3,500.00 6. Marketing and advertising the clinic - $2,000.00 Total Estimate - $276,172.00 for a 12 month pilot.

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2018 Budgetary Considerations Based on a March 1, 2018 Opening For budgetary purposes, if Council determines that it is appropriate to support a Town facilitated AHMC in Wasaga Beach, the earliest a clinic could open would be March 1, 2018. Therefore, the maximum budget projection for 2018 to establish the clinic is $238,732.00. Alternative Models One option that exists and has been implemented primarily in larger urban centres, with the exception of one example in a small urban centre that the Town is aware of that has insufficient family physicians, is the establishment of a privately operated physician led medical clinic. These clinics operate outside of the FHO governance and accountability structure and do not have access to the medical records of local patients. The model that was reviewed by staff consists of a clinic staffed by individuals trained as physicians from another country or jurisdiction who are waiting for their Ontario license under the supervision of a licensed Ontario physician either directly or over the telephone. One particular privately operated physician led medical clinic company that was explored has had discussions with the landlord who owns the newly constructed plaza located near 45th Street. As with the AHMC, any urgent medical issues would be referred to the Collingwood General and Marine Hospital. This model was discussed with representatives from the North Simcoe Muskoka Local Health Integration Network (LHIN) and was not recommended with the primary reason being that patients do not receive the benefit of continuum of care through a consistent physician and enabled by access to comprehensive patient records. Staff have given consideration to this model as a potential option for Council’s consideration and are not recommending a privately operated physician led clinic at this time for the following reasons: 1. the model is not recommended by the North Simcoe Muskoka LHIN; 2. physicians working under this model would not have access to medical records of local patients through an EMR system. The importance of physicians having access to patient medical records though an EMR system have been discussed earlier in this report; and 3. the clinic would operate as a private clinic outside of the local 47 member FHO. CONCLUSION It is appropriate to note that the Collingwood General Marine hospital (CGMH) and the South Georgian Bay Community Health Centre (SGBCHC) are both supportive of the establishment of an After-Hours Medical Clinic (AHMC) in Wasaga Beach. The primary reason for this is due to the fact that the AHMC may reduce some of the patient volume from the Emergency Department at CGMH and the volumes at the SGBCHC, where there are some patients who visit the health centre assuming the SGBCHC is an AHMC. From a physician perspective, taking into account current family practice approaches and the reasons cited in this report, including the low volume of patients that might be seen, the establishment of an AHMC in Wasaga Beach is not supported. Local Wasaga Beach physicians are encouraging the Town to continue with physician recruitment efforts to address the concerns surrounding the proportion of Wasaga Beach residents that do not have a family physician, versus focusing attention toward the establishment of an AHMC in Wasaga Beach. This would provide the full continuum of primary care; primary care is the element within primary health care that focusses on health care services, including health promotion, illness and injury prevention, and the diagnosis and treatment of illness and injury needs. Additionally, it is appropriate to give consideration to the population increase that is experienced in Wasaga Beach during the peak summer tourism season (late June, July and August) while contemplating

7 the establishment of an AHMC. Establishment of the clinic would provide a service for visitors to Wasaga Beach while also addressing the After-Hours medical care needs of Wasaga Beach residents when necessary. Regardless of Council’s decision pertaining to the establishment of an AHMC on a one year (12 month) pilot basis, staff are very appreciative of the assistance provided by senior staff at the GBFHT, FHO, SGBCHC, CGMH, North Simcoe Muskoka LHIN and Wasaga Beach physicians over the past year while researching the necessary information required to prepare this report. The Town is very fortunate to have positive and effective relationships established within the medical profession; staff looks forward to continuing to work with these key individuals who offer a great deal of knowledge, expertise and support to the Town.

Respectively Submitted,

Jenny Legget

George Vadeboncoeur

Jenny Legget Communications and Special Projects Coordinator

George Vadeboncoeur Chief Administrative Officer

STAFF REPORT TO:

Committee of The Whole

FROM:


SUBJECT:

2018 Budget Schedule – Revision Request

DATE:

October 24, 2017

RECOMMENDATION THAT Committee of the Whole recommend to Council that the October 31, 2017 Committee of the Whole as Budget Committee be cancelled and the November 21, 2017 meeting will be revised to accommodate Roll-up #2. BACKGROUND The current Budget Schedule includes a meeting on October 31st to review the second draft (rollup#2) as well as the proposed 2018 Rates and Fees. The next scheduled meeting following the October 31st meeting is November 21st. DISCUSSION Staff have reviewed the current timeline in relation to the October 24th meeting where many of the budget decisions associated with Roll-up #1 will likely occur. It is a very tight timeline for staff to incorporate changes and represent a second roll-up by the 31st of October. Further, the update of the proposed 2018 Rates and Fees will need to be moved to another meeting date as they will not be available for the 31st. At previous Committee meetings the dates of November 7th and November 14th have been proposed, and there are various Council members not available on those dates. As a result of the tight timeline, and earlier dates not being available, staff are proposing that the October 31st meeting be cancelled and roll-up#2, as well as the proposed 2018 Rates and Fees be tabled at the existing scheduled meeting date of November 21st. The schedule still contains the meeting dates of November 28th and December 5th should these be required. Revised Proposed Schedule October 24th - Committee of the Whole review of the current pending decisions associated with Roll-up #1. November 21st Second Draft - Committee of the Whole to review second draft operating and capital budgets and proposed changes to 2018 Rates and Fees. The 4 Year Operating and 10 Year Form: WB-SR2010

2 Capital Forecasts may be reviewed at this meeting, or if necessary moved to November 28th. The Treasurer will request permission to advertise the public meeting scheduled for December 12th. November 28th & December 5th - Committee of the Whole Budget meetings, if required. December 12th - Public Meeting for consideration of 2018 Operating and Capital Budgets, 4 Year Operating and 10 Year Capital Forecasts, 2018 Rates and Fees (including Water/Wastewater Update). Recommendation that By-law proceed to Council once School Board and County rates are received. December 19th - Council approval of 2018 Operating and Capital Budgets, 4 Year Operating and 10 Year Capital Forecasts, and 2018 Rates and Fees. Respectfully Submitted,
