People Partnerships Possibilities - Northumberland · PDF fileinternal branding policies ......

People Partnerships Possibilities

Quarterly Report October 2015

1

The Four Strategic Pillars for Action

2

Prosperity

Priority Q3 Status

Develop a comprehensive and collaborative Economic Development Master Plan

• Initial overview with Ec Dev Liaison Committee

• Draft framework developed • Integrated into 2016 Business

Plan

Continue development of the Northumberland County Brand

• Began process of developing internal branding policies

• Brand status based on the principal of best practice – continue to be recognized for innovation and leading edge initiatives

New Canadian Attraction

Framework in place for Settlement Services and Local Immigration

Entrepreneurship Initiatives

PIN – Buy Local, Business Success Program, Unique Youth Offerings

3

Prosperity Q3 Project Status

OAFVC • Revenue generating activities continue to increase • Attracting new business opportunities

Business Immigration • Initiatives on schedule to support new Canadian attraction & funding

Tourism • Third quarter numbers indicated significant increases in tourism

activity based on the use of technology and social media

BACN • Integration of multiple business services for new entrepreneurs and

existing start-ups is resulting in significant business activity

Magnet • Technology to integrate labour force activity is well engaged

Children’s Services • General Operating (GO) Grant Implemented supporting Licensed

Childcare Centres and Licensed Home Childcare providers 4

Sustainability

Priority Q3 Status

Colborne Emergency Services Base

• Site Plan work started & lot was surveyed

• Brush clearing will start the week of October 19th

• Floor plan finalized by end of October

• RFP to be released in November

Golden Plough Lodge Rebuild

• Held kickoff meeting with architect for site planning options

• Established multi-functional advisory committee

• Conference call with Ministry on funding

• Meetings with architect to be set up through Q4

5

Sustainability

Priority Q3 Status

Asset Management • Software RFP closed and evaluated, presentations in October

• Reserves, funding & long term planning incl. in draft 2016 budget

Implement high level goals in Master Plans

1. Transportation Master Plan

• Consultation continued incl. meetings with MTO, Metrolinx/GO Transit, and other local transit

• Conducted meetings with each municipality to discuss study and issues specific to each municipality

• 2nd round of public consultation (PIC) and presentations to Municipal and County Councils will be in Nov/Dec 2015

• Study to be complete in 2016 6

Sustainability

Priority Q3 Status

Implement high level goals in Master Plans (cont’d)

2. Waste Management Master Plan

• Implemented county-wide, pilot, seasonal leaf and yard waste collection program

• Initiated investigations and planning process for recyclables’ collection for apartment buildings

• Commissioned new Container Processing Line at the MRF

• Applied to the Ministry of Environment and Climate Change for approval of the detailed design to expand the Brighton Landfill

7

Sustainability

Priority Q3 Status


3. Cycling Master Plan

• Implementation is on-going • All signage has been installed on

routes • Continue to work on paving of

shoulders/bike lanes in identified locations

• Partnered with the Greenbelt Foundation and Waterfront Regeneration Trust in 2015 to develop Greenbelt Route, which runs from Niagara to Northumberland County and is located on part of the established cycling routes in the County

8

Sustainability

Priority Q3 Status


4. Forest Master Plan

• Draft document complete • Expect draft to be presented by

year-end

Continue to seek opportunities for partnerships, enhancements and funding

• Completed annual shared services report to Council

• Submitted various funding applications

9

Sustainability

Q3 Project Status

Eagleson Landfill Remediation Project • Started construction of remediation plan to address surface water

issues from the closed Eagleson landfill

Official Plan • Managing appeal process with OMB

Seymour Landfill Closure • Started final capping and closure of Seymour Landfill

Emergency Planning • Conducted Hamilton Township & County joint mock exercise • Note taking training

Housing • Completed building condition assessments for all non-profit

housing and capital fund reserve forecasting

Children’s Services • Wage Enhancement for Child Care Centres implemented

10

Community

Priority Q3 Status

Assess and strengthen community social infrastructure

No updates to report in Q3

Strengthen the local definition and measurement of “thriving and inclusive communities”


11

Community

Priority Q3 Status

Municipal Poverty Reduction Strategy

• Held 4 public consultations throughout the County on Poverty Reduction Strategies

• Community Agency Consultation on Poverty Reduction Strategies

Continue to develop newcomer strategies


Foster a municipal and corporate culture of heritage and community vitality


12

Community

Q3 Project Status

Emergency Planning • Coordinated Basic Emergency Mgmt training • Agreement with 98.7 radio for generator

Social Services • Community Forums (3 held throughout the County) showcasing

Community & Social Services • Re-Location of Port Hope Hub September 1, 2015 to be co-

located with Community Care Port Hope • Collaboration with GIS to develop a “Community Resources”

Interactive Map

13

Excellence

Priority Q3 Status

Leadership Development

1. Enhance professional development and leadership building opportunities for staff and elected officials

• Sponsored Media training • Hosted “Leading a Mentally

Healthy Workplace” certificate program

• Launched monthly communication to promote Northumberland Leadership Support Centre (Harvard ManageMentor)

• Report Writing training sessions for staff who prepare reports

• Continue supporting “Managing & Leading in a Municipal Environment” program

14

Excellence

Priority Q3 Status

Leadership Development (cont’d)

2. Support Succession Planning initiatives that promote from within

• Completed workforce analysis to determine critical positions incl. hard to fill positions & high retention risk

• Changes to succession planning program, rebranding as “career development”. Program focus: building technical skills & leadership skills. Roll out of information to all staff has started.

• Draft revisions to existing Learning & Development policy prepared and being reviewed by HR team

15

Excellence

Priority Q3 Status


3. Review and ensure that compensation policies are competitive

• Redefined compensation evaluation tool

• Redefined non-union job evaluation questionnaire

• Met with consultant to determine evaluation process

4. Develop a Communication Strategy around core values, mission, and vision

Posters & intranet postings completed

16

Excellence

Priority Q3 Status


5. Continue to implement staff engagement strategies


6. Continue to revise hiring practices that capture changing demographics

Preliminary discussions with MAGNET

Develop performance metrics for regular reporting to Council and the public based on responsibilities by Department

Created new quarterly report template Prepared first quarterly report

17

Excellence

Priority Q3 Status

Develop a Communications Master Plan that complements the goals and objectives of the County

Began work on components of the Master Plan—branding strategy, Issues Management policy and Accessible Communications Policy

Develop and enhance mechanisms to share information, experience and technological best practices through local working groups

• Inter-municipal working groups continue to meet regularly

• Staff continue to be members of numerous committees e.g. purchasing

18

Excellence

Q3 Project Status

Policies & Procedures • Governance policy reviews • Records management best practices

Health, Safety & Wellness • Ergonomic reviews, physical demands analysis • Yoga program

Social Housing • Updated software training

Social Services • Project management training for staff and community partners • Developed & implemented new procedure manual for the Food 4

All Warehouse

19

FINANCIAL RESULTS

20

Financial Indicators • Reserve position

continues to improve • Low risk • Caution – still not

enough to fund future capital needs

• Cash metric not good indicator – Cash moved to

investments, still available

• Moved to high risk s/b low

Total Reserves & Discretionary Reserve Funds as a % of Operating

Expenses

County Average

2007 6.1% 23.9%

2010 24.8% 30.7%

2013 39.2% 33.2%

2014 41.5% 33.3%

Total Cash & Cash Equivalents as a % of Operating Expenditures

County Average

2010 15.3% 26.5%

2013 25.5% 33.1%

2014 4.8% 30.5% 21

Financial Indicators • Working capital poor

indicated of actual liquidity – Cash moved to short

term, liquid investments

– Not reflected in Prov. metric

• Moved to moderate risk

• Net Debt trending in positive direction

• Remains low risk 22

Net Working Capital as a % of Total Municipal Operating Expenditures

County Average

2007 - 0.5% 23.3%

2010 13.4% 26.3%

2013 17.2% 28.7%

2014 - 1.7% 27.4%

Net Financial Assets or Net Debt as a % of Own Purpose Taxation Plus User Fees

County Average

2007 -40.9% -6.1%

2010 -58.5% 0.8%

2013 -12.6% 16.3%

2014 - 5.5% 17.3%

Financial Indicators • Debt remains

comparable to Provincial UT average

• NBV of assets better than average

• Shows concern with overall infrastructure deficit

• Low risk • Trend indicates losing

ground on asset needs

23

Debt Servicing Cost as a % of Total Operating Revenue

County Average

2007 0.7% 2.1%

2010 2.1% 1.9%

2013 2.2% 2.0%

2014 2.1% 1.9%

Net Book Value of Capital Assets as a % of Cost of Capital Assets

County Average

2009 62.6% 56.2%

2010 59.4% 56.5%

2013 56.5% 53.4%

2014 56.0% 52.3%

Year to Date Financials • Total annual cash budget is $100.4M

• At September 30th, County is on budget

Non-timing events $0.1M Timing events ($3.5M) Projected Carryover to Reserve ($1.3M) Favourable variance ($4.9M)

• Forecast on within budget at year-end

24

Year to Date Financials Non-Timing Events

Waste Revenue 412

Reduced volume / const. & comm industry usage, rate increase, Seymour change to transfer stn., Bag Tags 108K

Salaries/Wages/Benefits (265) Gapping existing staff WDO Funding (167) Waste Diversion funding OAFVC User Revenues 105 Delayed opening Fuel

(90) Transportaton (50K), Waste (25K), Paramedics (15K)

Court Security 82

Additional funding provided by County unbudgeted

Total Non-Timing Variance 77

25

Year to Date Financials Timing Events

Capital (2,226) OAFVC unbudgeted 445K; Transportation 735K; Defibrillators (595K); Eagleson Remediation (1,486K); Seymour Closure (460K); Corp Facilities (333K); LHC (114K); GPL (148K); Waste Equip Replacement (170K); MRF Line offset by additional operating costs (67K); Other (32K)

External Services (1,028) Projects various depts (595K), Line Painting (298K), Yard Waste (89K), POA Adjudication billed quarterly, Interpreter costs (46K)

26


Waste Grants 372 MRF Container Line 318K, HHW 54K Salaries / Wages / Benefits

(232) Winter Mtce (139K) minimal winter events in Jan., timing new hires, vacation payouts, union increases, CPP/EI max

Travel and Training (197) Various departments Social Services programs

(175) Additional unbudgeted funding, timing of service agreements and program expenses.

Utilities (146) Timing of billings and seasonality. LHC (60K) trending under-budget for potential offset to LHC R&M overage.

LHC Property Taxes 100 Timing of installment billings Ec Dev Funding (90) OAFVC, BACN and project funding

27


Corp Facilities R&M (89) Projects LHC R&M 88 Timing and additional costs. Monitoring,

potential offset in LHC Capital and Utilities Waste Expenses 87 Leachate Treatment and Haulage 37K,

Contracted Service for Roll Off Bin Haulage to cover staffing vacancy 50K

Roads Supplies 72 Winter Mtce salt domes filled and 2014 salt billing from lower tier 145K, other roads materials (73K)

Miscellaneous (160) Total Timing Variance (3,624)

28

Year to Date Financials Project Carryovers

CNR Bridge Carryover (488) Project deferred to 2016, budget 750K IT Phone & VDI Carryover (312) Project deferred to 2016, budget 416K County Roads Surface Treatment Carryover

(219)

Greater proportion of works completed on lower tier roads resulting in unutilized funds for Shoulder resurfacing

CHPI Funding Savings (140)

To Housing Reserve for utilization with IAH Program initiatives

Housing Mortgage Savings (100)

To Housing Reserve per MMAH requirements

Interest Revenues (86)

Increased liquidity and investment yields @ Q3. To be transferred to Corporate Reserve

Total Project Carryovers (1,345)

29

Year End Forecast

30

• Objectives in 2015 business plan continue to move forward

• On budget at year end (within <1%) • Funds for some projects will be carried

forward: – CNR Bridge, VDI Tech, shoulder surface treatment,

MRF HVAC

Emerging Issues

31

• Impact of Federal election – Infrastructure funding? – Economic impact?

• Weak economy persists – Low Cdn. dollar impact on purchasing – Low interest rates continue – Low inflation

Questions?

32

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