PUBLIC. What we do. Strategic plan. alignment % 100% N/A 25% health & safety. Enhance Community. 1.ii.

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1 PUBLIC HEALTH & EMERGENCY SERVICES What we do Strategic plan alignment Key Performance Indicators Enhance Community health & safety through our services in promotion, prevention, protection and emergency response including: * Building Partnerships, Collaborations & networks *Case & Outbreak Management *Health Advocacy & Promotion *Health Protection Certification *Health Resource Distribution *Individual Health Assessment *Inspections, Investigations & Enforcement *Monitoring & Surveillance *Emergency Medical Services *911 Call Taking & Dispatch *Emergency Management 1.ii. A County that Works Together > enhance the quality of life for all of our citizens by: implementing a healthy community strategy working with community partners and organizations to manintain/strengthen public safety Building Partnerships: To assess and evaluate the effectiveness of public health partnerships related to the prevention of injury and substance misuse Case/Outbreak: % of confirmed Invasive Group A Streptococcal Disease (igas)) cases where initiation of follow-up occurred on the same day as receipt of labb confirmation of a positive casee Health Advocacy: % of population (19+) that exceeds the Low-Risk Alcohol Drinking Guidelines Certification: Number of food handlers certified in a calendar year Resource Distribution: Number of vaccine doses distributed in a calendar year Individual Health Assessment: % of families with risk who complete and in-depth assessment Inspections/Enforcement: % of high-risk food premises inspected once every 4 months while in operation Monitoring & Surveillance: % of J.K., SK, and Gr.2 oral health screens completed EMS: Total patient encounters 2013 N/A 25% n/a 27.3% , ,000 25% 50% 10, 344 9, % 100% 27.3% 26% % ,500 64,000 75% 80% % 10,024 10, : Terms of contract met by provider Yes Yes Yes Yes Emergency Management: Compliance with ON Reg Emergency Management Standards 64 of 184

2 Goals/Objectives Strategic Plan Alignment Resources Required Complete Beachville Area Air Shed Work Plan & develop plan for next steps Enhance the health status of the overall population by adopting a health equity framework (SDoH) to guide policy and service delivery planning and implementation. Client/ Customer Service: Identify and implement opportunities to expand normal office hours to better service clients who need to access PH services Identify strategies that enable PH & HS staff to work better together in meeting the complex needs of their mutual clients Appropriate Space & Technology: Better support the PH workforce who spend majority of their workweek in community settings by providing: appropriate technology appropriate workspace within assigned geographic work area 3.iii. A County that Thinks Ahead and Wisely Shapes the Future > Apply social, financial and environmental sustainability lenses to significant decisions by assessing options in regard to: potential impacts to the vulnerable population in our community 1.ii. A County that Works Together > enhance the quality of life for all of our citizens by: adapting programs, services and facilities to reflect evolving community needs 5.i. A County that Performs and Delivers Results > enhance our customer service focus and responsiveness to our municipal partners and public by: implementing clearly defined customer service standards and expectations 6.i. A County that is an Employer of Choice > attract, retain and develop the highest quality staff: progressive policies and practices Public Health Ontario Costs for technology & space will be offset by decreased travel costs Expected Completion Q4 Q4 Q3 Q3 Notes/Risks Enhance the PHES identify, credibility and reputation strengthen awareness and understanding of PHES initiatives and issues through development of a PHES annual infographic 4.ii. A County that Informs and Engages > Better inform the public about County programs, services and activities through planned communication by: implementing a County Report Card that engages and informs our community and celebrates our success and our history 65 of 184 Work with Strategic Communications and Engagement Q2

3 Client Record Management System: Develop recommendations for a comprehensive record management system to support professional practice in the provision of client care including documentation of client care provided, scheduling of clinic appointments, CQI metrics, logistics, and auditing features Examine options for reducing workplace injuries incurred when lifting heavy patients on stretcher into ambulancedevelop options for 2016 budget 1.ii. A County that Works Together > enhance the quality of life for all of our citizens by: working with community partners and organizations to maintain/strengthen public safety 6.i. A County that is an Employer of Choice > attract, retain and develop the highest quality staff: actively promoting employee health, safety and wellness Q3 Q Goals/Objectives Strategic Plan Alignment Resources Expected Completion 2.i. A County that is Well Connected > Q4 improve travel options beyond the personal vehicle by: exploring the feasibility of innovative inter-municipal transportation Implement Client Record Management System One funding to purchase software TBD Notes/Risks Ongoing licensing fees TBD Implement strategies related to reducing workplace injuries when lifting heavy patients on stretcher, into ambulance 3.iii. A County that Thinks Ahead and Wisely Shapes the Future > Apply social, financial and environmental sustainability lenses to significant decisions by assessing options in regard to: potential impacts to the vulnerable population in our community Management $ to be determined Q4 66 of 184

4 PUBLIC HEALTH & EMERGENCY SERVICES SUMMARY % Revenues $(12,988,399) $(12,766,743) $(12,950,314) $(183,571) 1.44% Salaries & benefits 15,611,966 15,558,881 15,680, , Operating and Program expenses 4,268,630 4,238,212 4,280,289 42, Debt repayment 305, , ,139 (5,804) (1.90) Capital 485, , ,590 (116,610) (22.63) Other 31,300 (28,700) 111, ,110 (488.19) Expenses 20,703,039 20,589,536 20,770, , Net levy 7,714,640 7,822,793 7,820,502 (2,291) (0.03) FTE s (1.7) (1.12) Student FTE s (0.5) (22.73) Total FTE s (2.2) (1.43) Reason for FTE increase/decrease LDCP Funding ended (1.51 FTE reduced). SFO Workplace funding ended (1 FTE reduced). One- funding for Community Paramedicine Program FTE increase as per Council report PHES -04. Note: The Public Health budget for salaries and benefits also includes 2.1 FTE Strategic Communications & Engagement Staff. Efficiency Measures - $ Cost Gross expenses 19,960,483 20,671,739 20,659,406 20,886,731 Gross expenses as a % of total County gross expenses Gross cost per household Gross cost per capita of 184

5 Medical Officer of Health (Acting) Director Public Health & Emergency Services Manager, Health Promotion Manager, Health Protection Supervisor, Emergency Management Manager, Emergency Medical Services Administration Supervisor, Health Promotion (2) Supervisor, Health Protection (3) Supervisor, Emergency Medical Services (3) Staff (38.9) Staff (27.8) Field Supervisor, Emergency Medical Services (5) Stafff (63.2) 68 of 184

6 PUBLIC HEALTH & EMERGENCY SERVICES REPORT REQUESTED % REVENUES PROVINCIAL (12,336,876) (12,109,634) (12,459,379) (349,745) 2.89% OTHER GRANTS (254,061) (237,000) (217,867) 19,133 (8.07%) DONATIONS (12,250) (12,000) (22,000) (10,000) 83.33% USER FEES (336,198) (363,109) (206,068) 157,041 (43.25%) DEVELOPMENT CHARGES (30,000) (30,000) (30,000) - - % OTHER (19,014) (15,000) (15,000) - - % TOTAL REVENUES (12,988,399) (12,766,743) (12,950,314) (183,571) 1.44% SALARIES AND BENEFITS 15,611,966 15,558,881 15,680, , % OPERATING AND PROGRAM EXPENSES 4,268,630 4,238,212 4,280,289 42, % DEBT REPAYMENT 305, , ,139 (5,804) (1.90%) CAPITAL 485, , ,590 (116,610) (22.63%) OTHER 31,300 (28,700) 111, ,110 (488.19%) TOTAL PUBLIC HEALTH & EMERGENCY SERVICES 7,714,640 7,822,793 7,820,502 (2,291) (0.03%) 69 of 184

7 PUBLIC HEALTH REPORT REQUESTED % REVENUES REV - PROVINCIAL GOVT (7,189,497) (7,128,012) (7,276,000) (147,988) 2.08% REV - GRANT (254,061) (237,000) (217,867) 19,133 (8.07%) REV - MORTGAGE / FILE SEARCH (5,500) (7,038) (5,500) 1,538 (21.85%) REV - PLANNING REVIEW FEES (2,500) (2,000) (2,500) (500) 25.00% REV - SEPTIC SYSTEM FEES (65,000) (65,000) (65,000) - - % REV - FLU VACCINE (20,000) (25,000) (20,000) 5,000 (20.00%) REV - HPV VACCINE (11,000) (12,000) (11,000) 1,000 (8.33%) REV - MENINGITIS VACCINE (9,002) (8,300) (10,260) (1,960) 23.61% REV - SERVICE RECOVERY FEES (47,360) (38,100) (44,700) (6,600) 17.32% REV - DONATIONS (12,250) (12,000) (22,000) (10,000) 83.33% REV - OTHER SOURCES (156,928) (184,771) (26,208) 158,563 (85.82%) TOTAL REVENUES (7,773,098) (7,719,221) (7,701,035) 18,186 (0.24%) SALARIES AND BENEFITS SALARIES 6,010,537 6,000,136 6,006,195 6, % BENEFITS 1,594,216 1,592,720 1,574,460 (18,260) (1.15%) TOTAL SALARIES AND BENEFITS 7,604,753 7,592,856 7,580,655 (12,201) (0.16%) OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 1,009,765 1,009,765 1,029,918 20, % OPERATING EXP ,800 11,800 - % ADMINISTRATION EXP 43,170 42,200 43, % LICENCES - - 1,800 1,800 - % ADVERTISING 24,858 26,800 55,560 28, % MARKETING & PROMOTION 21,861 47,290 - (47,290) (100.00%) TELECOMMUNICATIONS 25,620 27,900 30,540 2, % MEMBERSHIP/DUES/SUBSCRIPTIONS 10,752 11,862 13,577 1, % TRAINING/SEMINARS/CONFERENCE 67,398 75,535 63,860 (11,675) (15.46%) POSTAGE 10,000 10,000 10, % PRINTING & PHOTOCOPYING 9,400 10,100 - (10,100) (100.00%) TRAVEL, EXPENSES, MILEAGE 173, , ,775 (22,190) (11.87%) TOOLS/EQUIPMENT PURCHASE 41,035 30,000 44,045 14, % R & M - EQUIPMENT - - 1,500 1,500 - % SUPPLIES ,500 17,500 - % INSURANCE 29,948 29,954 32,942 2, % LEGAL 10,000 10,000 10, % PURCHASED SERVICES 623, , ,545 50, % CONSULTANT FEES - - 5,000 5,000 - % Certain costs in the budget have been reallocated to increase consistency and clarity in accounts across all departments 70 of 184

8 PUBLIC HEALTH REPORT REQUESTED % SUPPLIES 265, ,106 - (219,106) (100.00%) RAW FOOD COSTS ,702 52,702 - % SUPPLIES/PROGRAM EXPENSES 214, , ,968 16, % MEDICAL SUPPLIES ,827 30,827 - % TOTAL OPERATING AND PROGRAM EXPEN 2,580,480 2,612,545 2,562,029 (50,516) (1.93%) TOTAL PUBLIC HEALTH 2,412,135 2,486,180 2,441,649 (44,531) (1.79%) Certain costs in the budget have been reallocated to increase consistency and clarity in accounts across all departments 71 of 184

9 EMERGENCY SERVICES REPORT REQUESTED % REVENUES REV - PROVINCIAL GOVT (5,077,379) (4,911,622) (5,113,379) (201,757) 4.11% REV - SALE OF EQUIPMENT (19,014) (15,000) (15,000) - - % REV - PROJECT REVENUE (70,000) (70,000) (70,000) - - % REV - SERVICE RECOVERY FEES (16,716) (15,900) (15,900) - - % REV - DEVEL CHARGES (30,000) (30,000) (30,000) - - % REV - OTHER SOURCES (2,192) (5,000) (5,000) - - % TOTAL REVENUES (5,215,301) (5,047,522) (5,249,279) (201,757) 4.00% SALARIES AND BENEFITS SALARIES 6,562,253 6,541,702 6,642, , % BENEFITS 1,444,960 1,424,323 1,457,640 33, % TOTAL SALARIES AND BENEFITS 8,007,213 7,966,025 8,099, , % OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 586, , ,974 44, % OPERATING EXP ,000 10,000 - % COMPUTER SOFTWARE & SUPPORT 107, ,285 98,197 (7,088) (6.73%) ADVERTISING 1,000 1,000 30,500 29,500 2,950.00% PUBLIC RELATIONS 29,500 29,500 - (29,500) (100.00%) TELECOMMUNICATIONS 32,935 32,935 33, % MEMBERSHIP/DUES/SUBSCRIPTIONS 3,950 3,950 4, % TRAINING/SEMINARS/CONFERENCE 27,988 27,925 46,300 18, % POSTAGE 1,000 1,000 2,000 1, % TRAVEL, EXPENSES, MILEAGE 4,000 4,000 4, % TOOLS/EQUIPMENT PURCHASE 14,500 14,500 19,800 5, % R & M - BUILDINGS 30,000 10,000 10, % R & M - EQUIPMENT 42,503 30,140 37,140 7, % R & M - VEHICLES 132, , ,000 8, % FUEL - VEHICLES 135, , , % SUPPLIES - - 4,000 4,000 - % INSURANCE 122, , ,109 11, % LEGAL 10,000 10,000 10, % PURCHASED SERVICES 25,016 24,200 44,700 20, % SUPPLIES 25,000 25,000 - (25,000) (100.00%) SUPPLIES/PROGRAM EXPENSES 78,237 68,237 84,390 16, % MEDICAL SUPPLIES 186, , ,000 (17,000) (9.14%) EMS- UNIFORMS 92,000 92,000 86,000 (6,000) (6.52%) TOTAL OPERATING AND PROGRAM EXPEN 1,688,150 1,625,667 1,718,260 92, % Certain costs in the budget have been reallocated to increase consistency and clarity in accounts across all departments 72 of 184

10 EMERGENCY SERVICES REPORT REQUESTED % DEBT REPAYMENT DEBT REPAYMENT 231, , ,951 2, % DEBT PAYMENT - INTEREST 74,214 74,214 66,188 (8,026) (10.81%) TOTAL DEBT REPAYMENT 305, , ,139 (5,804) (1.90%) CAPITAL CAPITAL - EQUIPMENT 215, ,200 53,590 (191,610) (78.14%) CAPITAL - VEHICLE 270, , ,000 75, % TOTAL CAPITAL 485, , ,590 (116,610) (22.63%) OTHER CONTRIBUTIONS TO RESERVE 105, , , , % CONTRIBUTIONS FROM RESERVE (73,700) (133,700) (428,590) (294,890) % TOTAL OTHER 31,300 (28,700) 111, ,110 (488.19%) TOTAL EMERGENCY SERVICES 5,302,505 5,336,613 5,378,853 42, % Certain costs in the budget have been reallocated to increase consistency and clarity in accounts across all departments 73 of 184

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