committee p.m. - 17 feb 2021 - agenda - pdf

AGENDA

COMMITTEE P.M. - 11:00 a.m. (Long-Term Care/Corporate Services/

Finance, Facilities and Court Services/Social Services)

Wednesday, February 17, 2021

Electronic Meeting

COVID-19 Message: To accommodate recommendations of public health authorities and those in self-isolation, this meeting will be accessible online to members of the public by clicking the URL link on the main page of the County of Lambton website, www.lambtononline.ca. The link will be made available 15 minutes prior to the start of the meeting.

Page

1. Special Joint Meeting of Both Committees - 10:00 a.m. - 11:00 a.m..

2. Call to Order - Committee P.M. Committee Members: S. Arnold, D. Boushy, A. Broad, D. Cook, D. Ferguson, B. Loosley, M. Stark, B. White, and Warden K. Marriott.

3. Disclosures of Pecuniary Interest If any.

4. Medical Officer of Health Update on COVID-19

5. LONG-TERM CARE DIVISION A) Information Reports 4 - 8 a) Information Report dated February 17, 2021 Regarding

COVID-19 Update. 9 - 11 b) Information Report dated February 17, 2021 Regarding Quality

Improvement in Long-Term Care. B) Other Business

6. CORPORATE SERVICES DIVISION A) Correspondence from Member Municipalities 12 a) CS 04-01-21 A letter from Amy Burkhart, Acting City Clerk,

The City of Sarnia dated January 19, 2021 regarding Purchase of Sarnia Collegiate Institute and Technical School (SCITS).

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https://www.lambtononline.ca/en/index.aspx

Agenda: Committee P.M. - February 17, 2021

Sarnia City Council is requesting Lambton County Council to consider the following motion:

That Sarnia City Council forward the SCITS property discussion item to Lambton County Council for consideration, and further that County Council consider requesting the Board of Education to divide the SCITS property for sale to allow the back campus of the property to be used to address the lack of affordable housing opportunities in Lambton County which encompass the use of Public Transit.

B) Information Reports 13 - 16 a) Information Report dated February 17, 2021 Regarding Sarnia

Collegiate Institute and Technical School (SCITS). C) Other Business

7. FINANCE, FACILITIES & COURT SERVICES DIVISION A) Information Reports 17 - 19 a) Information Report dated February 17, 2021 Regarding

Bayside Centre Activity Report Update. 20 - 23 b) Information Report dated February 17, 2021 Regarding Court

Services 4th Quarter 2020 Statistics and Activity. B) Reports Requiring a Motion 24 - 31 a) Report dated February 17, 20201 Regarding the Annual Year-

End Report on Reserves and Reserve Funds. C) Other Business

8. SOCIAL SERVICES DIVISION A) Information Reports 32 - 37 a) Information Report dated February 17, 2021 Regarding

Ontario Works Caseload Update. 38 - 40 b) Information Report dated February 17, 2021 Regarding

Changes to Child Care Funding. 41 - 45 c) Information Report dated February 17, 2021 Regarding 10

Year Capital Asset Management and Funding Plan Update. 46 - 49 d) Information Report dated February 17, 2021 Regarding

Housing Services Comparative Statistics 2020 to 2019. B) Other Business

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Agenda: Committee P.M. - February 17, 2021

9. IN-CAMERA No In-Camera reports were submitted.

10. ADJOURNMENT

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LONG-TERM CARE DIVISION

REPORT TO: CHAIR AND COMMITTEE MEMBERS

DEPARTMENT: ADMINISTRATION

PREPARED BY: Jane Joris, General Manager

REVIEWED BY: Ron Van Horne, Chief Administrative Officer

MEETING DATE: February 17, 2021

INFORMATION ITEM: COVID-19 Update BACKGROUND Since late January 2020 the Ministry of Health and the Ministry of Long-Term Care (MLTC) have been providing information and direction to Long-Term Care Homes (LTCH) in the Province regarding response and preparation for COVID-19 and/or a pandemic. A number of Emergency Orders have been directly related to Long-Term Care. Some of those orders have been lifted and some have been added to legislation. This report will provide updated information about the response in the County of Lambton Long-Term Care Division's LTCHs and community service programs to the global pandemic.

DISCUSSION All recommendations from Public Health Ontario Infection Prevention and Control (IPAC) standards, the Ministry of Health, MLTC and Ministry of Labour have been put in place in the Homes. Direction during the "Lock Down" period since December 26, 2020 is according to the "Grey" level of the COVID Response Framework. Adult Day Program Programs During January 2021 the programs remained closed but provided virtual and phone programs five days each week. Both Adult Day Programs were re-opened in February 2021 with fewer participants and shortened visits to the programs. Infection prevention and control procedures are in place and the staff who work in the programs only work there. Some people are able to join each visit by video as well. Ontario Health West Region is encouraging Adult Day Programs to remain open as much as possible, reducing caregiver stress.

AGENDA ITEM #a)

Information Report dated February 17, 2021 Regarding COVID-19 Update. of 49

COVID-19 Update (page 2) February 17, 2021

Visiting General visits with residents, including outdoor have been suspended during the recent Provincial lock down. Essential Caregivers are able to visit residents at any time provided they meet the current testing requirements set out by the Province, and only one essential caregiver at a time. Window and virtual visits are ongoing as scheduled. Resident Absences Resident absences (both short-term and temporary) were suspended on December 18, 2020 due to rising cases of COVID-19 in the region. Resident absences are only permitted for medical or compassionate reasons. It is unclear when this will change. Staffing Increased staffing continues in a number of departments to address the increased precautions, visits and ensure that people living in the Homes are getting the support they need. The Province has announced a temporary top up of $3.00 per hour for PSWs through the Personal Support Worker Temporary Wage Enhancement. Funding was received through Ontario Health. This program is expected to continue for a 26-week period effective October 1, 2020 and could extend through March 31, 2021. This program has caused a wage compression issue for Registered Practical Nurses and damaged some goodwill with other staff in the Homes. As the Global Pandemic continues and the Ministry of Health and the MLTC provide actions in response, the workload in LTCHs has increased substantially for all departments and positions. Reporting expectations from the MLTC and other areas of government has increased including a 16 page survey of questions from the Long-Term Care Commission and a 22 page survey from Statistics Canada. Completing these reports requires several people and hours to complete. Currently each Home is required to submit information to the MLTC three days each week that includes information on occupancy, testing, vaccine administration, essential caregiver attendance and testing adherence. New or increased demands placed on staff in general include:

• General reporting and surveillance; • Surveys; • Consents (numerous) and information to residents and families regarding vaccines; • Rapid testing implementation; • Security changes;

AGENDA ITEM #a)



• COVID costing reports; • PPE inventory and procurement; • Reports to the Regional Hub daily; • Increased scheduling for screening and high touch cleaning; • Tracking and securing data of proof of testing and adherence; • Assisting residents with virtual visits and technology; and • Monitoring essential caregiver designation and education.

New or increased demands placed on registered staff include:

• At least twice daily COVID screening of all residents; • Securing consents for vaccines, monitoring and ensuring both doses; • Cohorting of staff and residents; • Virtual rounds for residents with the Medical Directors who are not attending the

Home; • Virtual pharmacy supports and medication reconciliation; • Virtual Occupational/Physio Therapy support; • Providing updates to families; • Monitoring Infection Prevention and Control audits and processes; • Mask fit testing; • Outbreak management; and • Providing ongoing Infection Prevention and Control Training to staff and essential

caregivers, visitors, vendors and correcting non-adherence. Neither of these lists are exhaustive of all the intensified requirements to ensure a safe and secure Home, and the expectations change frequently as new information and protections are gathered. Implementation of changing and new processes is required and analysis of those changes is critical. Recruitment has been ongoing to ensure enough staffing to cover new expectations and be prepared should a serious Outbreak occur. In the last several weeks there have been significantly lower numbers of applicants to many positions. A full -time posting for a Registered Nurse has been up for one Home since the first week of November with no applicants. The County of Lambton Long-Term Care Division has not used agency staff in the past. As part of second wave planning contracts were put in place with three contract agencies. Staffing for one to one support has been provided by one agency and to successfully implement Rapid Antigen Testing use of a third party will very likely be required. The MLTC has also mandated the use of "third party oversight" of the screening for people entering the Home. Clarity on the purpose and requirements for this has yet to be provided. The Lambton County Homes implemented "kiosk technology" at each entrance to the Home to ensure that consistent screening and proof of adherence is occurring and documented. A "screener" is still providing active screening but the documentation and temperature checks are automated.

AGENDA ITEM #a)



Outbreak Response Each Long-Term Care Home has regular check-ins with Blue Water Health staff to complete an Infection Prevention and Control Checklist to ensure compliance with practices and identify any Home that might be entering into the yellow zone of preparedness. A Crisis Response team continues to be available to Long-Term Care and Retirement Homes experiencing difficulties due to COVID-19 outbreaks. Testing A new Directive from the Province released on January 27, 2021 included new mandated requirements for Rapid Antigen Testing in LTCHs. Operationalizing the testing for staff and essential caregivers two to three times each week is presenting significant challenges both with human resource support, space and costs. The MLTC has indicated it is looking at the process and more information will be made available in the coming days. Space to complete the tests, areas for people to wait for results in a physically distanced manner and the storage of bio-hazard waste will be required. Currently each Home is using all available space for physically distanced dining and break areas, areas for safe visiting and PPE storage. At the writing of this report there is an expectation that full time staff are tested at least three times each week and must have their results prior to entering the Home. This will require approximately an extra 30 minutes on site for every staff two to three times each week. There must be a staff member to administer the test and another to read the results. There is dedicated funding being provided to support this program and the logistics are still under development. It is expected a third party will be required to complete this process. Outbreaks On January 28, 2021 a staff member at Lambton Meadowview Villa tested positive for COVID-19. This placed the Home in Outbreak. At the writing of this report all residents results received have been negative and no further infections have been reported. Vaccines The first dose of COVID-19 vaccines were administered to the residents of North Lambton Lodge on January 30, 2021. There were no adverse reactions to the vaccine. Vaccines for the residents at Lambton Meadowview Villa and Marshall Gowland Manor are anticipated the week of February 8, 2021.

AGENDA ITEM #a)



FINANCIAL IMPLICATIONS The MLTC has committed to fund the costs related to the COVID-19 pandemic and all extra costs related are being tracked and analyzed. Increased funding has been provided to the Homes to assist with extra costs since April 2020 for both COVID-19 Prevention and Containment and IPAC Minor Capital funding. The Long-Term Care Division is tracking costs to submit to the Province and has identified some savings in the Department related to discretionary and capital spending.

CONSULTATIONS Consultations have been ongoing with the Ministry of Health and Ministry of Long-Term Care, the County of Lambton Human Resources Department, Lambton Public Health, Ontario's Chief Medical Officer of Health, AdvantAge Ontario and the Home's Infection Control Practitioners and Infection Control Teams.

STRATEGIC PLAN In keeping with the Mission Statement of the County of Lambton, the programs provided by the Lambton County Homes contribute to enhanced quality of life through the provision of responsive and efficient services.

CONCLUSION At the writing of this report all procedures are in place as directed and recommended by the Ministry of Long-Term Care, the Ministry of Health, the Ontario Chief Medical Officer of Health and Lambton Public Health.

AGENDA ITEM #a)


LONG-TERM CARE DIVISION


DEPARTMENT: ADMINISTRATION

PREPARED BY: Lacy Ferguson, Quality Assurance Manager

REVIEWED BY: Jane Joris, General Manager Ron Van Horne, Chief Administrative Officer


INFORMATION ITEM: Quality Improvement in Long-Term Care BACKGROUND The Lambton County Homes have robust and effective quality assurance/improvement programs. Each Home's Quality Improvement Committee reviews data, analyzes trends and implements change ideas to address any concerning issues and to continuously improve care and services provided to the people living in the Homes. Improvements made in 2020 include:

• Reduction in restraints • Improving documentation accessibility • Updating internal data collection

DISCUSSION Applied Restraints A restraint is a physical device that limits a person's movement. If all other interventions fail to keep a person safe, a restraint is applied. In Long-Term Care restraints include bed rails, a tray or belt on a wheelchair or a wheelchair that tilts preventing movement. Reduction in the application of restraints is an ongoing goal in all three Long-Term Care Homes. Last year Marshall Gowland Manor had a strong focus on reducing the number of applied restraints. Through education with staff, residents and caregivers, the applied restraints at the Manor decreased significantly from 45 at the beginning of 2020 to 17 by the end of the year.

AGENDA ITEM #b)

Information Report dated February 17, 2021 Regarding Quality Improvement... of 49

Quality Improvement in Long-Term Care (page 2) February 17, 2021

Restraints used as of: January 2020 January 2021 Lambton Meadowview Villa 3 1 Marshall Gowland Manor 45 17 North Lambton Lodge 7 4

All three Homes continue to provide education to staff, residents and their caregivers regarding the risk of restraints. As well, safer alternatives are available and offered to ensure these numbers do not increase while still ensuring the safety of the people living in the Home. Improving Documentation Accessibility A number of improvements were made for the direct care staff to be able to document both easily and efficiently. Documentation by direct care staff is completed on a program integrated with the resident chart called PointOfCare. This documentation was historically only completed at a computer station. Wireless handsets used in the past were at end of life and iPhones were purchased for the direct care staff to receive alerts through the nurse call system, communicate with each other and complete documentation. Staff were navigating to the PointOfCare website on the phones which was difficult to view and navigate. Last year the PointOfCare mobile application was installed on all iPhones in the Homes and this month we have upgraded to the latest version called “Companion”. These improved platforms have significantly improved accessibility and ease of use. The continued improvement in technology is essential in ensuring that the most accurate data is collected and that staff have more time to spend with the residents providing care and support. Updating internal data collection The Quality Improvement Coordinators from each Home developed a streamlined document to review and analyze resident data such as falls, restraints and skin impairments. This document allows for quick access to high level statistics as well as the ability to focus at the individual resident level. With the improvement in data collection, the Quality Improvement Committee meetings were able to be revised to dig deeper into trends and look at more recent data and develop action plans or change ideas in a more timely manner. This also ensures thorough determination if improvements made were impactful.

FINANCIAL IMPLICATIONS There are no financial implications arising from this report.

AGENDA ITEM #b)


Quality Improvement in Long-Term Care (page 3) February 17, 2021

CONSULTATIONS Each Home's Quality Improvement Committee and Leadership Teams were consulted on the writing and data in this report.

STRATEGIC PLAN In keeping with the Mission Statement of the County, the programs provided by this department contribute to the quality of life in Lambton County, through the provision of responsive and efficient services.

CONCLUSION Work is underway to enhance the Falls Prevention and Reduction Programs at each Home for 2021. A team, comprised of representatives from all three Homes has performed a gap analysis in collaboration with the Registered Nurses' Association of Ontario and use their Best Practice Guidelines. Research has been completed to determine a more effective predictor for a person’s risk of falling. The "post fall assessment" will be revised to more effectively complete a thorough analysis to determine the root cause for each fall. Despite the constraints of the pandemic continuous quality improvement is a priority for the Long-Term Care Division. While each Home develops its own goals and action plans, the collaboration between the three Homes ensures consistency and use of leading practice across the Division. The Long Term Care Division will continue to look for opportunities to improve while providing the best possible care to the people living in the Homes.

AGENDA ITEM #b)


AGENDA ITEM #a)

CS 04-01-21 A letter from Amy Burkhart, Acting City Clerk, The City of S... of 49

carley.wilkins

Typewritten Text

CS 04-01-21

CORPORATE SERVICES DIVISION


DEPARTMENT: LEGAL SERVICES / CLERK'S

PREPARED BY: Stéphane Thiffeault, General Manager Valerie Colasanti, General Manager, Social Services

REVIEWED BY: Ronald G. Van Horne, Chief Administrative Officer


INFORMATION ITEM: Sarnia Collegiate Institute and Technical School (SCITS) BACKGROUND The purpose of this report is to provide Council with a brief update on the following:

• recent meetings and communications that Staff have had about the Sarnia Collegiate Institute and Technical School (SCITS) property with management of the Lambton Kent District School Board (LKDSB) and City of Sarnia; and

• affordable housing unit projects in the City of Sarnia.

DISCUSSION

(a) Prior SCITS Discussions Council will recall that, in late 2019, it had asked that Staff work with a third party towards a potential acquisition of the former SCITS building, provided that that third party committed to building and operating affordable housing units on the property. The County had a number of discussions with that third party that included the potential use of the property for affordable housing and, secondly, commercial office space uses. On January 15, 2020, Staff provided an updated report to Council. Following its report to Council, given the County's on-going discussions regarding Bayside Centre, and not wishing to interfere with any third party's potential development and discussions with the LKDSB, the County concluded that it had no use for the property and communicated so to the LKDSB and the City of Sarnia.

AGENDA ITEM #a)

Information Report dated February 17, 2021 Regarding Sarnia Collegiate I... of 49

Sarnia Collegiate Institute and Technical School (SCITS) (page 2) February 17, 2021

(b) Current SCITS Discussions Staff understood in November 2020 that, perhaps, the SCITS property may yet remain available on account of the aforementioned potential private development perhaps not moving forward. For that reason, in November 2020, Staff communicated to the LKDSB its interest in the lands located on the property should the LKDSB ever wish to sever the lands from that part of the property where the old SCITS building is situated. Staff confirmed the County's interest in writing with the LKDSB. The LKDSB does not wish to sever the lands from its overall property that includes the SCITS building. It's not part of its disposition of surplus property process. The LKDSB will market and sell the property as a single package, i.e. the building and the lands together. Following those communications with the LKDSB, Staff and City of Sarnia met virtually in mid-December 2020 to discuss the same. The City was updated on the County's discussions with the LKDSB and on the fact that the lands alone were not being made available by the LKDSB. A further discussion amongst the LKDSB, the County and the City was held on February 9, 2021, where all parties were informed of the following:

• the LKDSB SCITS property will shortly be marketed for sale as a single property, i.e. building and lands. To that end, the LKDSB will be posting signs on the property to that effect shortly; and

• the LKDSB does not entertain severing lands from its surplus property holdings.

All three parties have committed to maintaining open lines of communication regarding the property should any future material developments unfold.

(c) Current Affordable Housing Projects There is undoubtedly a need for additional affordable housing units in Lambton County, having said that, the County has taken some significant steps to address the problem. As of the date of this report, the County provides financial assistance and supports to 2,300 residents to maintain permanent housing. Included in those figures are 830 rent-geared-to-income and affordable housing units that the County owns and operates throughout Lambton County. The County is expanding its affordable housing stock. There are a several other projects that, once constructed, will result in additional affordable housing units in the City of Sarnia. Council recently approved a project on the County's Maxwell Park Place property located in the City of Sarnia that will result, once constructed, in an additional 24 affordable

AGENDA ITEM #a)



housing units. Staff are moving ahead with the project, and the project is expected to be completed by December 31, 2021. In addition to that project, in 2019 the County teamed up with a third party for the construction of, Staff currently anticipate, a minimum of 20 affordable housing units in the City of Sarnia. The County's role in this project was to facilitate the third party's acquisition of lands from another party, with the County contributing to the costs thereof to secure affordable housing units. This project is under development and Staff continue to assist the third party with various applications for financial assistance. In addition, Staff continue to work with Habitat for Humanity and have confirmed financial assistance for three new builds that will break ground in 2021. Together, with these three (3) projects, Staff anticipates a minimum of 47 additional affordable units to come on line in the County in the next two years. These additional units are supplemental to 31 new affordable housing units in the City of Sarnia that were completed in 2019 and that received financial assistance from the County, including:

• 19 seniors units that were developed in partnership with Vision ’74 Inc.,

• seven (7) youth transitional units developed in partnership with Lambton Transitional Supportive Housing Inc., and

• five (5) seniors units developed in partnership with Habitat for Humanity.

FINANCIAL IMPLICATIONS There are currently no financial implications associated with the County's discussions with LKDSB. Any financial implications of the County's affordable unit project on the lands of Maxwell Park Place in Sarnia have been previously communicated.

CONSULTATIONS The Chief Administrative Officer, General Manager, Social Services have all been consulted on the subject matter of this report.

STRATEGIC PLAN Not applicable (on this report).

AGENDA ITEM #a)



CONCLUSION The Corporation of the County of Lambton currently has no use for the SCITS building and this was communicated to the LKDSB and the City of Sarnia in January 2020. The County has communicated to the LKDSB its standing interest in the SCITS lands should the LKDSB ever wish to part ways with only those lands, which Staff understand is not part of their mandate for their disposal of surplus lands.

AGENDA ITEM #a)


FINANCE, FACILITIES AND COURT SERVICES DIVISION


DEPARTMENT: PROCUREMENT & PROJECT MANAGEMENT

PREPARED BY: Rob King, Manager

REVIEWED BY: Larry Palarchio, CPA, CMA, General Manager

Ronald G. Van Horne, Chief Administrative Officer


INFORMATION ITEM: Bayside Centre Activity Report Update

BACKGROUND

In July 2020, County Council approved a 20-year lease agreement between The Corporation of the County of Lambton ("County") and Seasons Retirement Communities ("Seasons"), the current owner of the Bayside Centre in downtown Sarnia. The agreement contemplates significant renovations to the premises, which will alter the landscape of the current site, and thus the purpose of this report is to update County Council on construction and renovation activities since the last report on this matter.

DISCUSSION

The suite of agreements between the County and Seasons contemplates Seasons completing a renovated building by April 1, 2022. The renovations will see the current Bayside Centre significantly re-developed into a standalone building accommodating the County's rented premises as well as additional space for third parties. A brief update on construction and renovation activities is attached as Schedule A for Council's information.

FINANCIAL IMPLICATIONS

County Administration is currently working with our project consultants to determine any potential cost impacts/overruns associated with COVID-19 and physical distancing in the workplace. To date, leasehold capital expenditures incurred are estimated at $300,000 which is below the 2020 $700,000 budget. The temporary budget savings in 2020 is

AGENDA ITEM #a)

Information Report dated February 17, 2021 Regarding Bayside Centre Acti... of 49

Bayside Centre Activity Report Update (page 2) February 17, 2021

primarily due to minor delays in completing leasehold improvement works resulting from the COVID-19 pandemic. The total leasehold improvements budget is currently forecasted at $3.8 million. The leasehold improvement budget will be reviewed as part of the 2021 and 2022 budget process in light of the new physical distancing requirements in the workplace, it being noted that the original leasehold improvement budget was developed prior to COVID-19.

STRATEGIC PLAN

Not applicable.

CONCLUSION

Site activities continue to progress as expected.

AGENDA ITEM #a)


Schedule "A" to Bayside Update Report Page 1 of 1

BAYSIDE CENTRE CONSTRUCTION UPDATE REPORT

Report Date: February 2, 2021

Date of last report: October 21, 2020

Activity (ies) since the last report:

1) Seasons' work as of the date of this report: a) Swing space has been completed. b) Occupancy has been granted for the swing space. c) Lower lobby has been drywalled and painted. d) Temporary flooring is to be installed in the lower lobby shortly. e) A gender neutral public washroom has been created from an existing women's

washroom in the lower lobby. f) Escalators have been removed and shop drawings are being prepared for the new

feature staircase. g) Seasons is working with City of Sarnia staff to determine the location of the new elevator

pit. h) New exterior walls are being erected on the main floor for the new Commercial Retail

Units. i) Starting to demolish some interior walls on the main floor in anticipation of constructing

new exterior walls. j) Starting to demolish some of the existing buildings surrounding LSSC.

2) As for the County's tenant improvements: a) Gently used furniture has been delivered and installed in the swing space. b) Architect has completed the construction drawings and the project is out to tender. c) The contract Project Manager position has been hired and has been actively working

since December. d) Project Steering Committee has been formed and is meeting regularly. e) Communication and Engagement Committee (staff focused) has been formed and is

meeting regularly. f) Leasehold Cost incurred to date is $300,000 (approx.). 2020 Budget is $700,000

indicating that we were below budget for 2020. Any remaining monies will be carried forward into the 2021 fiscal year.

g) Cost pressures resulting from COVID and enhanced physical restriction safety impacts will more than likely put cost pressure on the 2021 forecasted Leasehold Budget (3.1 million).

Project status (since last reported):

1) Construction schedule is on time with expected completion date of renovated building by April, 2022.

2) Work continues on the project. Swing space is complete. Preparations are underway to transition staff to the swing space on March 1, 2021 in order for the first floor work to be completed. The plan for the 2nd floor to move operations and occupy the swing space is June 2021.

3) Minor delays in the County's leasehold improvement schedule have been experienced in this quarter primarily due to COVID wave II construction related issues.

Schedule "A"

AGENDA ITEM #a)




DEPARTMENT: COURT SERVICES

PREPARED BY: Cindy Vermeiren, Manager




INFORMATION ITEM: Court Services 4th Quarter 2020 Statistics and Activity

BACKGROUND

Court Services maintains statistical data regarding the number, type, and value of fines assessed and paid through the County's Provincial Offences Act (POA) court. Staff provides Council with a summary and analysis of this data at the end of each quarter.

DISCUSSION

On September 28, 2020, the Court Services Department resumed scheduled court sessions. No in-person Provincial Offences Act proceedings could be conducted during this time until at the earliest, after January 25, 2021. The Court is hearing non-trial matters remotely by audio conference and continues to prepare for the resumption of trial matters. The Court is committed to facilitating the conduct of proceedings by remote technology wherever possible and has urged all stakeholders to use remote audio-video technology unless an in-person appearance is required to ensure meaningful access to justice. On February 25th, 2021, the Court Services Department will hold its first audio remote proceeding at Suite 200, Western Sarnia-Lambton Research Park. The Department continues to prepare to meet the guidelines set out by the Recovery Secretariat and the Ontario Chief Justice to re-open the court to in-person court appearances and implementing Zoom audio-video technology. Activity Charge activity during 2020 was encouraging with consideration of the impact of COVID-19 and court closures. The number of charges received in 2020 totalled 10,508. This number reflects 82% year over year comparisons from 2019 at 12,876.

AGENDA ITEM #b)

Information Report dated February 17, 2021 Regarding Court Services 4th ... of 49

Court Services 4th Quarter 2020 Statistics and Activity (page 2) February 17, 2021

The number of charges received in the final quarter of 2020 decreased by 1064 over the same period in 2019 with 1564 charges received. Sarnia Police Services exceeded the number of charges issued in 2019 by 230 cases. OPP and other agencies recorded 87% and 88% of charges laid respectively in comparison to 2019. Municipal By-Law charges were lower recording 59% of charges issued in a year over year comparison. This decrease can be attributed in part to the extension of timelines imposed under State of Emergency. The extended timelines have resulted in no convictions registered against outstanding parking bylaw charges issued between March 16, 2020 and February 26, 2021. A total of 2,232 remote cases were heard in court during the final quarter of 2020, which represents an increase of 336 cases from 2019. Year over year comparisons of courtroom activity reflects 3,840 cases were heard in 2020, a decrease of 831 from 2019. The backlog of cancelled court appearances that resulted from the closure of courts in 2020 for Part I offences and Ministry of Transportation charges has been heard in Case Management Courts or re-scheduled to dates in the first quarter of 2021. Staff is currently working in chronological order to schedule new trial requests received during the court closures in 2020. Part III court closure rescheduling of matters have been rescheduled in 2021 with the exception of trial exparte matters. These matters will be scheduled pending the completion of the courtroom remodel at the Research Park, meeting Public Health and Safety Guidelines for in person court appearances and the implementation of Zoom audio/video conferencing. A target date for meeting the criteria is for early April, 2021.

New Fines Ordered The value of new fines ordered totalled $697,821 during the final quarter of 2020 an increase of $77,905 compared to the same quarter in 2019. New fines ordered reflect 56% of 2019 totals, reporting a decrease of $917,788. On December 16, 2020 a company entered a guilty plea to an offence under the Environmental Protection Act and was ordered to pay a fine of $593,755 (Fine $475,000, VFS $118,750 and Costs of $5.00) with 60 days to pay. As per County By-Law, 10% of the fine monies received will go to environmental reserves.

Enforcing Payment of Court-Ordered Fines

On November 25, 2021 the Chief Justice of Ontario made an order under section 85 of the Provincial Offences Act, extending time limits for proceedings in the Ontario Court of Justice until February 26, 2021. It is estimated that there are 2,214 fines from March 16, 2020 to December 31, 2020 waiting for convictions to be registered and collection of fine payments to commence. Staff reported $75,562 was collected in-house with third party agencies adding $41,692 in the fourth quarter to default fine revenues.

AGENDA ITEM #b)


Court Services 4th Quarter 2020 Statistics and Activity (page 3) February 17, 2021


The final quarter statistics for 2020 were trending towards slightly lower charge volumes received in comparison to 2019; however, the further extension of timelines and court closures have delayed the collection of revenue receipts.

CONSULTATIONS

Not applicable.

STRATEGIC PLAN

The Department strives to meet the objective of accountability to ratepayers for the appropriate stewardship of their tax dollars.

CONCLUSION

Charge activity during 2020 recorded slightly lower than normal yearly charge volumes; however, prolonged court closures and offence timeline extensions have deferred revenue expectations. Offsetting expenditures have assisted the Department with the lower revenues imposed as a result of the pandemic. The Department will not meet operational revenue targets set in 2020.

AGENDA ITEM #b)


Q1 Q2 Q3 Q4 YTD Total 2019 Total % Prior

Charges by Act Highway Traffic 1,925 1,451 2,668 1,268 7,312 8,821 83%

Liquor License 46 96 382 61 585 623 94%

Cannabis Act 11 15 19 16 61 113 54%

Mun By-laws 929 291 380 49 1,649 2,228 74%

Prov Other 229 173 329 170 901 1,091 83%

Total Current Year 3,140 2,026 3,778 1,564 10,508 12,876 82%

2019 Total % Prior

Charges by Agency Min of Transportation 186 205 313 86 790 1,478 53%

Municipalities 996 288 378 47 1,709 2,904 59%

OPP 775 747 1,893 528 3,943 4,476 88%

Other 558 187 325 185 1,255 1,438 87%

Sarnia Police 625 599 869 718 2,811 2,580 109%


2019 Total % Prior

Charges Received Part 1 - Prov Offence 1,364 1619 3,306 1,352 7,641 9,753 78%

Part 2 - Parking 961 263 26 2 1,252 1,994 63%

Part 3 - Summons 815 144 446 210 1,615 1,129 143%


Total Prior Year 2,878 4,042 3,365 3,591

Change +/- Volume 262 2,016- 413 2,027-

Change +/- % 92% 50% 112% 44%


Courtroom Activity Part 1 452 0 199 641 1,292 2,008 64%

Part 2 5 0 2 10 17 24 71%

Part 3 797 0 153 1,581 2,531 2,639 96%

Federal - - - 0

Total Current Year 1,254 - 354 2,232 3,840 4,671 82%

Total Prior Year 1,519 1,446 1,370 336

Change +/- Volume 265- 1,446- 1,016- 1,896

Change +/- % 83% 0% 26% 664%


New Fines Ordered Federal -$ -$ 350$ 350$ 925$ 38%

Highway Traffic 199,533$ 2,615$ 14,360$ 74,954$ 291,461$ 833,605$ 35%

Liquor License 2,045$ -$ 75$ 2,120$ 30,948$ 7%

Mun By-laws 5,600$ -$ 615$ 615$ 6,830$ 43,345$ 16%

Parking 33,720$ 10,018$ 488$ 328$ 44,554$ 61,337$ 73%

Prov Other 188,250$ 215$ 490$ 621,500$ 810,455$ 1,103,398$ 73%

Total Current Year 429,148$ 12,848$ 15,953$ 697,821$ 1,155,770$ 2,073,558$ 56%

Total Prior Year 620,756$ 376,346$ 456,540$ 619,916$ 917,788-$

Change +/- Volume 191,608-$ 363,498-$ 440,587-$ 77,905$

Change +/- % 69% 3% 3% 113%

Q1 Q2 Q3 Q4 YTD Total

Fine Payments Current, Own Office 277,957.84$ 138,212.24$ 146,347.96$ 110,497.00$ 673,015$

CAMS in house Defaulted / Overdue 181,500$ 71,683$ 71,076$ 75,562$ 399,821$

CAMS Collection Agencies 7,469$ 65,752$ 46,118$ 41,692$ 161,031$

3-1110 Other POA Locations 56,226$ 38,199$ 34,380$ 48,496$ 177,301$

LESS: Refunds, Adj., etc. N/A N/A N/A N/A

FMW-Fine totals Total 523,153$ 313,846$ 297,922$ 276,247$ 1,411,168$

YTD excludes reimbursements to other courts and the Province.

2020 2019 2018 2017 2016 2015 2014

O/S Accounts Rec'ble A/R SEP /2020 1,576,367$ 3,068,291$

New Revene 697,821$ 765,160$

Less Current Fines Pd 119,676$ 828,100$

Less Overdue Fines Pd 75,562$ 171,775$

Less Fines Pd at Agency 41,692$ 59,310$

A/R DEC /2020 2,037,258$ 2,774,266$ 3,827,265$ 4,025,283$ 3,875,585$ 3,072,393$ 4,146,887$

Quarterly Statistical Report - Court Services Department

Executive Summary - Provincial Offences Administration to December 31, 2020

AGENDA ITEM #b)




DEPARTMENT: FINANCIAL ADMINISTRATION SERVICES

PREPARED BY: Nancy King, CPA, CMA, Manager




SUBJECT: Annual Year-End Report on Reserves and Reserve Funds

BACKGROUND

The County’s annual budget sets out expected contributions to and drawdowns from Reserves and Reserve Funds proposed for the current year. Financial Administration Services staff monitor these transactions throughout the year and annually present Council with this report which details:

What actual activity occurred during the year.

Additional allocations that are now being requested.

A projection of what additions/drawdowns can be expected during the coming year.

DISCUSSION

The Activity Schedule (see attached) provides a summary of all currently known transactions involving Reserves and Reserve Fund during fiscal 2020.

Prior to preparing this report, and as part of the 2021 budget process, an expanded and more in-depth version of this Schedule was distributed to General Managers and Managers.

The General Managers and Managers were then asked to use this in-depth report, which shows actual vs. budgeted activity for the year, to identify any errors, omitted or additional transactions. This additional information was then incorporated into and summarized to produce the attached Activity Schedule.

Notable transactions during 2020 were:

$2,223,902 was credited to the Opportunities & Contingencies Reserve.

AGENDA ITEM #a)

Report dated February 17, 20201 Regarding the Annual Year-End Report on ... of 49

Annual Year-End Report on Reserves and Reserve Funds (page 2) February 17, 2021

$4,814,000 was added to the Amortization Reserve, while $3,910,462 was withdrawn and used to fund the replacement of existing tangible capital assets (TCAs). At maturity, the allocations from this Reserve/Funding Policy created by Council will have significantly increased the funding available from the County's Budget for the purpose of replacing existing TCAs within established levels of taxation.

$383,726 increase in the Capital Reserve Fund. This funding is provided under a standing directive of Council that 0.5% of the prior year's levy be transferred to this Reserve annually. This directive also requires that 0.5% of the prior year's levy be transferred to the Working Funds Reserve.

The balance of the unused Efficiency funds $587,369 was transferred to the Working Funds Reserve for use by applicable projects in 2021.

$1,282,240 net increase in Housing Capital Reserve as work on that Department's 10 year, $40 Million plan to upgrade and renovate the County's existing housing stock continues to be implemented.

$3,393,538 increase in County Emergency/Stabilization Reserve resulting from unspent Safe Restart Funds received in 2020, Roads surplus from snow maintenance and WSIB NEER rebate.

$655,602 reimbursements from Seasons Retirement and $395,502 rent reduction savings were added to the LSSC Reserve.

$500,000 of deferred capital expenditures resulting from delayed debt issuance was transferred to the Amortization Reserve in 2020.

$400,000 of deferred expenditures in the Cultural Services Division was transferred to the Museum Capital Reserve.

$400,000 of unanticipated Provincial revenue for Emergency Medical Services to assist with COVID-19 was transferred to the EMS Reserve to offset anticipated 2021 pandemic expenses.

$400,000 of deferred maintenance expenditures in housing programs due to COVID-19 in the Social Services Department's surplus was transferred to the Ontario Works Reserve to offset COVID-19 related shelter expenses anticipated in 2021.


The County began 2020 with a combined balance in Reserves and Reserve Funds of $48,380,289. Based on activity reported to December 31, 2020, once all financial transactions for the year have been processed, it is expected that the combined balance of these funds will be $60,729,370 an increase of $12,349,081 or 25.52%.

AGENDA ITEM #a)


Annual Year-End Report on Reserves and Reserve Funds (page 3) February 17, 2021

This increase was not unexpected given the Safe Restart Funds received during 2020 from the Provincial Government and the inability to complete various projects due to restrictions related to the COVID-19 pandemic.

Projecting forward into 2021, projections of 2021 budget activity combined with existing previously approved commitments will see the 2021 year-end combined balance of Reserves and Reserve Funds drop to approximately $48.5 million.

CONSULTATIONS

General Managers and Managers were consulted in the preparation of this report.

STRATEGIC PLAN

The ability of the County to both arrange financing and minimize its borrowing costs is dependent on how its financial health is rated. Any degradation of the County’s credit worthiness will increase its cost of borrowing and therefore take away from the funds available to Council to provide services.

CONCLUSION

Reserves and Reserve Funds are primarily used to finance the replacement of existing TCAs or to provide funding towards additional programming. They also provide Council with the means to moderate the impact of large or unexpected costs on its tax base.

It has been the long-term policy of Council to build and then maintain the amount of the County's Reserves and Reserve Funds at levels comparable to its peers and acceptable to its credit rater and the Province. The Province in its 2019 analysis of the County's fiscal indicators (see attached) noted that while Lambton's results have continued to improve, its level of reserves at December 31, 2019 represented only 61.7% of the Provincial median for all Municipalities and 55.9% of the average for upper-tier Municipalities in Ontario.

This has also continued to be identified as a weak point in the otherwise sound fiscal position of the County as rated by Standard and Poor's in its annual credit review.

This means that while the County has made substantial progress in Council's quest to increase the balance of its Reserves and Reserve Funds, as on December 31, 2020 this balance remains significantly below the average of not only its peers, but all Municipalities in Ontario.

RECOMMENDATION

That the attached Summary Report on Reserves and Reserve Funds and its recommendations be accepted as presented.

AGENDA ITEM #a)


Dec 31,2019 Dec 31,2020Name Actual Balance Additions Dispositions Est Balance

Working Funds 2,515,116.77 1,007,656.08 50,000.00 3,472,772.85Contingencies & Opportunities 11,151,844.16 2,223,902.00 200,000.00 13,175,746.16County Emergency/Stabilization 667,121.80 3,393,538.32 0.00 4,060,660.12HR Operating 298,493.00 304,190.50 15,000.00 587,683.50IT Capital 1,232,634.78 425,091.00 389,292.00 1,268,433.78Sick Leave-Roads 1,181.16 0.00 1,181.16 0.00LPH Capital 260,494.81 0.00 0.00 260,494.81Children Services 1,667,450.20 125,000.00 152,692.00 1,639,758.20Long Term Care Capital 1,738.61 0.00 0.00 1,738.61LMV Capital 107,351.10 50,000.00 0.00 157,351.10MGM Capital 192,960.38 13,000.00 145,600.00 60,360.38NLL Capital 68,643.88 7,000.00 0.00 75,643.88Housing Capital 1,694,418.88 4,733,000.14 3,450,760.00 2,976,659.02Housing Restructuring 78,043.17 0.00 0.00 78,043.17Housing 885,728.01 154,976.00 0.00 1,040,704.01EMS Operating 779,289.57 400,000.00 0.00 1,179,289.57EMS Capital 1,518,722.37 754,901.00 406,832.00 1,866,791.37Library Capital 638,747.08 22,940.00 82,054.00 579,633.08Museum Capital 555,922.68 671,391.00 53,564.00 1,173,749.68Roads Equipment 1,097,121.77 750,000.00 1,038,486.61 808,635.16Roads Capital 2,344,807.62 1,941,960.00 1,717,236.00 2,569,531.62Facility Services 151,269.30 3,557.00 0.00 154,826.30Sub-Total General Reserves 27,909,101.10 16,982,103.04 7,702,697.77 37,188,506.37

Amortization 4,182,532.20 5,314,000.00 3,910,462.00 5,586,070.20Environmental Initiative 276,711.00 12,550.00 0.00 289,261.00SWIFT 252,000.00 0.00 0.00 252,000.00Ontario Works 210,986.86 400,000.00 0.00 610,986.86Social Services 886,379.53 0.00 0.00 886,379.53Social Planning 226,557.12 0.00 0.00 226,557.12National Child Care Benefit 1,150,556.22 0.00 0.00 1,150,556.22LSSC 214,065.80 1,051,103.73 10,541.77 1,254,627.76Circles 220,719.51 18,147.00 0.00 238,866.51Children's Angel 83,067.25 0.00 0.00 83,067.25AAEC 6,175.29 0.00 0.00 6,175.29Long Term Care Operating 446,213.26 0.00 0.00 446,213.26Library Special Projects 385,211.26 0.00 0.00 385,211.26Library Operating 520,125.59 11,020.00 0.00 531,145.59Library Donations 286,415.16 3,316.00 0.00 289,731.16Lib Schuldt Donation 440,577.15 0.00 31,836.00 408,741.15Creative County 137,448.67 24,109.00 0.00 161,557.67Lambton Room 46,614.48 31,236.00 0.00 77,850.48Art Gallery 145,605.20 105,200.00 26,663.00 224,142.20WM Reduce/Education 521,662.53 85,327.00 77,560.00 529,429.53Planning Part VIII EAP 31,227.79 0.00 5,973.32 25,254.47P&D 8,211.30 52,509.00 0.00 60,720.30

COUNTY OF LAMBTONSUMMARY & CONTINUITY OF RESERVES & RESERVE FUNDS

2020 Est. Activity

RESERVES

AGENDA ITEM #a)


Dec 31,2019 Dec 31,2020Name Actual Balance Additions Dispositions Est Balance

COUNTY OF LAMBTONSUMMARY & CONTINUITY OF RESERVES & RESERVE FUNDS

2020 Est. Activity

Emergency Rescue 1,889.64 0.00 117.00 1,772.64Woodlands In-lieu Fees 10,831.27 43,800.00 3,785.57 50,845.70Lambton Tree Legacy 66,225.00 15,950.00 0.00 82,175.00Land Management 100,275.42 4,655.00 300.00 104,630.42Sub-Total Specific Reserves 10,858,284.50 7,172,922.73 4,067,238.66 13,963,968.57Sub-Total Reserves 38,767,385.60 24,155,025.77 11,769,936.43 51,152,474.94

Capital Reserve Fund 5,652,265.55 468,382.97 51,775.00 6,068,873.52Senior Services Reserve Fund 1,588,294.95 1,753,014.99 2,044,071.28 1,297,238.66Housing Reserve Fund 412,942.05 5,625.75 0.00 418,567.80LHM Capital Reserve Fund 287,098.29 39,946.64 71,000.00 256,044.93OM Capital Reserve Fund 104,286.24 10,274.77 0.00 114,561.01Gallery Lambton Reserve Fund 199,582.98 5,440.55 24,240.00 180,783.53R.T.Bradley Award Reserve Fund 11,850.56 161.04 0.00 12,011.60Waste Management Reserve Fund 1,356,582.63 19,076.22 146,845.00 1,228,813.85Sub-Total Reserve Funds 9,612,903.25 2,301,922.93 2,337,931.28 9,576,894.90

Total Reserves & Reserve Funds 48,380,288.85 26,456,948.70 14,107,867.71 60,729,369.84

RESERVE FUNDS

AGENDA ITEM #a)


FINANCIAL INDICATOR REVIEW(Based on 2019 Financial Information Return)

Lambton CoDate Prepared: 2019 Households: 59,777 Median Household Income:

M50 Office: Western 2019 Population 126,638 Taxable Residential Assessment as a

Prepared By: 2020 MFCIIndex n/a % of Total Taxable Assessment:

Tier Own Purpose Taxation:

AINABILITY INDICATORS

2015 0.0% 0.0% 0.0% LOW

Low. < 10% 2016 0.0% 0.0% 0.0% LOWTotal Taxes Receivable less Allowance for Uncollectlbles as a % of

M°d_ 1'0%to 15% 2017 0 0% 0 0% 0 0% LOWTotal Taxes Levled '. h_

' ' '

H‘%- ’ 15% 2013 0.0% 0.0% 0.0% Low

2019 0.0% 0.0% 0.0% LOW

2015 -8.3% 23.1% 18.7% LOW

Low: > 50% 2016 -3.7% 25.7% 21.6% LOW

Net Financial Assets or Net Debt as % of Own Source Revenues Mod: -50% to -100% 2017 2.9% 26.1% 25.8% LOWHigh‘ ‘ “°°% 2013 -7.0% 30.6% 29.2% LOW

2019 -2.7% 38.4% 36.3% LOW

2015 19.4% 26.5% 34.5% MODERATE

. 2016 20.8% 29.7% 35.9% LOWTotal Reserves and Discretionary Reserve M°:'_Jw1'o;t2:9260%2017 23 2% 31 3% 37 8% LOW

Funds as a % of Municipal Expenses H'1.gh_< 10%' ' '

' 2018 22.3% 34.0% 39.4% LOW

2019 24.3% 39.4% 43.5% LOW

2015 2.8:1 3.16:1 3.22:1 LOW

LOW. , 0 5.1 2016 2.56:1 2.5721 2.821 LOWCash Ratio (Total Cash and Cash Equivalents as a % of Current

Mod. 0 g” t‘; 25.1 2017 Z 82_1 2 8.1 2 83_1 LowLiabilities) |_‘?gh‘_0 25:1‘ ' ' ' ' ' '

' ‘ ' 2018 2.49:1 2.42:1 2.79:1 LOW

2019 2.7:1 2.94:1 3.58:1 LOW

2015 2.1% 1.7% 1.7% LOW

Low: < 5% 2016 2.2% 1.8% 1.8% LOW

Debt Servicing Cost as a % of Total Revenues (Less Donated TCAs) Mod: 5%to 10% 2017 2.3% 1.7% 2.0% LOW

“*8”:>109‘ 2013 2.3% 1.7% 1.9% LOW

2019 2.7% 1.4% 1.6% LOW

2015 48.1% 45.2% 48.6% LOW

Low. < 50% 2016 49.2% 46.5% 49.2% LOWClosing Amortization Balance as a % of Total Cost of Capital Assets

Mod. 56%to 75% 2017 50 5% 46 9% 49 8% MODERATE(Asset Consumption Ratio) Hi-gh.) 75% 2018 50.0% 47.9%50.1% Low

2019 50.9% 48.5% 50.9% MODERATE

2015 -2.0% 8.0% 7.1% MODERATE

Low. , 4% 2016 4.9% 10.0% 9.5% LOWAnnual Surplus I (Deficit) as a % of Own Source Revenues

M d 1‘%t 30% 2017 5 9% 12 2% 11 5% Low0 2 — 0 — . . .High‘ ‘ 3°" 2013 9.2% 11.4% 13.0% LOW

2019 9.5% 14.5% 14.5% LOW

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The data and informationcontained in this document is for informationalpurposes only. It is not an opinion about a municipality and is not intended to be used on its own - it should be used inconjunction with other financialinformationand resources available. It may be used, for example, to support a variety of strategic and policy discussions.

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Printed: 11/26/2020 Ministry of Municipal Affairs and Housing 1 of 3

AGENDA ITEM #a)



Lambton Co

NOTES

Financial InformationReturns ("FlRs") are a standard set ofyear-end reports submitted by municipalities to the Province which capture certain financialinformation.On an annual basis, Ministry staffprepare certain financialindicators for each municipality, based on the informationcontained in the FIRs. It is

important to remember that these financialindicators provide a snapshot at a particular moment in time and should not be considered in isolation, but supportedwith other relevant informationsources. In keeping with our Financial InformationReturn review process and follow-up, Ministry staff may routinely contact and

discuss this informationwith municipal officials.

Supplementary Indicators of Sustainability and Flexibility

The following is a summary, adapted from the Chartered Professional Accountants of Canada Statement of Recommended Practice (SORP)4.

0 A government (including a municipality) may choose to report supplementary information on financial condition, to expand on and helpexplain the government's financial statements.

0 Supplementary assessment of a government's financial condition needs to consider the elements of sustainability and flexibility.

0 Sustainability in this context may be seen as the degree to which a municipality can maintain its existing financial obligations both inrespect of its service commitments to the public and financial commitments to creditors, employees and others without inappropriatelyincreasing the debt or tax burden relative to the economy within which it operates.

0 Sustainability is an important element to include in an assessment of financial condition because it may help to describe a government's

ability to manage its financial and service commitments and debt burden. It may also help to describe the impact that the level of debtcould have on service provision.

O Flexibility is the degree to which a government can change its debt or tax level on the economy within which it operates to meet

its existing financial obligations both in respect of its service commitments to the public and financial commitments to creditors,employees and others.

0 Flexibility provides insights into how a government manages its finances. Increasing taxation or user fees may reduce a municipality's

flexibility to respond when adverse circumstances develop if the municipality approaches the limit that citizens and businesses arewilling to bear.A municipality may temporarily use current borrowing, subject to the requirements set out in the Municipal Act to meet expenses

and certain other amounts required in the year, until taxes are collected and other revenues are received. Municipal current borrowing

cannot be carried over the long term or converted to long term borrowing except in very limited circumstances.

0 For each element of financial condition, the report on indicators of financial condition should include municipality-specific indicators

and municipality-related indicators. It may be useful to also include economy-wide information when discussing financial condition.

Additional Notes on what Financial Indicators may indicate:

Total Taxes Receivable less Allowance for Uncollectibles as a % of Total Taxes Levied - Shows how much of the taxes billed are not collected.

Net Financial Assets or Net Debt as % of Own Source Revenues - Indicates how much property tax and user fee revenue is servicing debt.

Reserves and Reserve Funds as a % of Municipal Expenses - Indicates how much money is set aside for future needs and contingencies.

Cash Ratio (Total Cash and Cash Equivalents as a % of Current Liabilities) - Indicates how much cash and liquid investments could be available to cover current

obligations.

Debt Servicing Cost as a % of Total Revenues (Less Donated TCAS) - Indicates how much of each dollar raised in revenue is spent on paying down existing debt.

Closing Amortization Balance as a % or Total Cost of Capital Assets (Asset Consumption Ratio) - Indicates how much of the assets’ life expectancy has beenconsumed.

Annual Surplus / (Deficit) (Less Donated TCAS)as a % of Own Source Revenues - Indicates the municipalitys ability to cover its operational costs and have

fundsavailable for other purposes (e. g. reserves, debt repayment, etc.)

The Northern and Rural Municipal Fiscal Circumstances Index (MFCI) is used by the Ministry of Finance to calculate the "Northern and Rural FiscalCircumstances Grant" aimed at northern as well as single and lower—tier rural municipalities. The index measures a municipality’s fiscalcircumstances. The MFCIis determinedby six indicators: Weighted Assessment per Household, Median Household Income, Average Annual Change in Assessment (New Construction), Employment Rate, Ratio ofWorking Age to Dependent Population, and Per Cent of Population Above Low—IncomeThreshold. A lower MFCIcorresponds to relatively positive fiscalcircumstances, whereasa higher MFCIcorresponds to more challenging fiscalcircumstances. (Note: the MFCI index is only available for northern and rural municipalities)


AGENDA ITEM #a)



Lambton Co

C C U L A T I O N S

Total Taxes Rec. less Allowance for Uncollectibles as % of Total Taxes Levied SLC70 0699 O1 / (SLC26 9199 03 - SLC72 2899 09)

SLC 70 9945 01 I (SLC 10 9910 01- SLC 10 0699 01- SLC 10 0899 01-Net Financial Assets or Net Debt as % of Own Source Revenues SLc101098 01- SLc101099 01- sLc101B1101- 5LC1o1812 01- SLc101813 01-

SLC10181401- SLC10183001- SLC101E3101- SLC121850 04)

Total Reserves and Reserve Funds as a % of Municipal Expenses (SLC 60 2099 02+SLC 60 2099 03)/(SLC 40 9910 11-SLC 12 9910 03-SLC 12 9910 07)

Cash Ratio (Total Cash and Cash Equivalents as a % of Current Liabilities) SLC70 0299 01 / (SLC 70 2099 01 + SLC70 2299 01)

Debt Servicing Cost as a % of Total Revenues (Less Donated TCAs) (SLC 74 3099 01 + SLC74 3099 02) / (SLC 10 9910 01 - SLC 10 1831 01)

Closing Amortization Balance as a % or Total Cost of Capital Assets (Asset Consumption Ratio) SLC 51 9910 10 / SLC 51 9910 06

(SLC 10 2099 01- SLC10183101)/(SLC10 9910 01- SLC 10 0699 01-Annual Surplus / (Deficit) (Less Donated TCAs) as a 96of Own Source Revenues SLC 10 0899 O1 - SLC 10 1098 01 - SLC 10 1099 01 - SLC 10 1811 01 - SLC 10 1812 01 -

SLC 101813 01- SLC10181401- SLC10183001- SLC10183101-SLC121850 04)


AGENDA ITEM #a)


SOCIAL SERVICES DIVISION


DEPARTMENT: Ontario Works

PREPARED BY: Jane Dalziel, Manager

REVIEWED BY: Valerie Colasanti, General Manager Ronald G. Van Horne, Chief Administrative Officer


INFORMATION ITEM: Ontario Works Caseload Update

BACKGROUND

Ontario Works (OW) is a mandatory program that provides legislated income and employment supports to eligible participants. Individuals receiving financial assistance through Ontario Works participate in a wide range of employment assistance activities which focuses on helping people prepare for and find work in order to become financially independent. There is collaboration between internal staff and community partners across service sectors such as housing, health, and education to support people's needs and to assist them in achieving their goals.

The Ontario Works Department is committed to ensuring that households in need have access to the financial, community and employment supports they need. DISCUSSION The Ontario Works average caseload from January 1, 2020 to December 31, 2020 was 2832 households per month including temporary care assistance cases. This represents a 5.1% decrease compared to the same period in 2019 and a year to date decrease of 11.9%. The caseload experienced declines in both January and February, increases in March and April resulting from the impact of the COVID-19 pandemic, with monthly decreases from May through December. The 2020 caseload decrease trend is consistent with the provincial experience. The decrease was made up of those exiting to employment or individuals moving on to postsecondary education, with the federal financial support measures being seen as the most significant factor in the caseload decrease. The table below illustrates these trends:

AGENDA ITEM #a)

Information Report dated February 17, 2021 Regarding Ontario Works Casel... of 49

Ontario Works Caseload Update (page 2) February 17, 2021

Since the large increase in OW applications during the initial weeks after the first state of emergency was declared, applications remained below 2018 and 2019 levels up to the end of 2020. Again, the most significant factor in this decrease is being attributed to the temporary changes to Employment Insurance (EI) and the other federal financial support measures implemented as a result of COVID-19. Application numbers will continue to be monitored as the current federal financial support measures are anticipated to end in March of 2021. The Ministry has provided information forecasting a possible 20% increase in the OW caseload for 2021/2022 however that will depend on a number of factors including what decisions the Federal government makes on COVID-19 related financial support measures.

0500

100015002000250030003500

Caseload Trends

2018

2019

2020

0

50

100

150

200

250

Jan Feb March April May June July Aug Sept Oct Nov Dec

Ontario Works Applications

2018

2019

2020

AGENDA ITEM #a)



After the initial surge of Emergency Assistance (EA) cases in April 2020, there was a significant decrease seen in May. EA cases remained fairly consistent May to August with increases in September and October. The September and October increases were associated with the end of the Canada Emergency Response Benefit (CERB) as people applied for EA while waiting for the new Federal Recovery benefits to begin. There was a 595% increase in EA cases in 2020 over 2019. Employment Supports Life stabilization was a focus throughout 2020, with employment support efforts strengthening after the initial months of the pandemic to ensure individuals were making gains in employment readiness and in obtaining employment. Below are the unemployment rates for the Economic Region 3570 which includes Lambton, Chatham-Kent and Essex. In October the Region's unemployment rate started to rise and sat at 9.5%, an increase from 8.6% in September. The Region's October rate trended slightly lower than the Provincial rate of 9.6% and higher than the Federal rate of 8.9% in October. This is a significant decrease from the Region's highest rate at 17.7% in May.

0

50

100

150

200

250

Jan Feb March April May June July Aug Sept Oct Nov Dec

Emergency Assistance Cases

2018 2019 2020

AGENDA ITEM #a)



The past year has had a significant impact on the economy and on unemployment levels. Pivoting over the last year, keeping employment supports in focus and implementing virtual employment supports has yielded positive impacts even in challenging economic conditions. Three of Lambton’s 2020 outcome results exceeded the Provincial results. In 2020, over 350 individuals and families exited assistance due to employment.

Employment Outcome 2019

Outcome 2020

Outcome Province

2020 Outcome

Average Monthly Earnings per Case $851.37 $853.25 $931.83 % of Caseload with Earnings 15.88% 10.76% 8.97% % of Terminations to Employment 47.08% 30.83% 20.27% % of Caseload Exiting to Employment 2.59% 1.17% .95%

In order to stay connected to clients and ensure they are prepared for employment, virtual employment support services were implemented with approximately 600 virtual appointments booked from June to December. Virtual employment services continue and client feedback reflects that virtual supports are making a positive impact in their job searching efforts. A Food Services Worker (FSW) Program was developed in 2020 in partnership with Lambton College and commenced in late January 2021. There are 15 Ontario Works recipients participating in this program with the hopes that all 15 will receive their Food Services Worker Certification. Obtaining this certification will provide them with the knowledge and skills needed to gain employment in the food service industry. Ontario Works and the Long Term Care Division in collaboration with St. Elizabeth Health Care are delivering a Home Support Worker (HSW) and Personal Support Worker (PSW) Certificate Program. This earn and learn model is designed for participants to work part-time as they complete virtual studies and on-site practicums. Successful graduates will receive a Home Support Worker Certificate and Personal Support Worker Certificate,

02468

101214161820

Economic Region 3570: Unemployment Rates (%)

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sept

Oct

AGENDA ITEM #a)


Ontario Works Caseload Update (page 5) February 17, 2021 which is provincially recognized and in-demand. It is anticipated this program will get underway in March 2021. Both programs are intended to not only move Ontario Works recipients into employment but also to help support some of the skills gaps that have been identified in the community. Future programs such as Customer Service Excellence are being explored in 2021 to continue in these efforts.


With client allowances and benefits 100% provincially funded, the announced Ontario Works financial flexibility measures and Social Services Relief Funding provided through the Ministry of Municipal Affairs and Housing, there are currently no anticipated financial impacts to the Ontario Works budget related to this report. The province provides 50% of the funding for the cost of administration which includes staffing costs.

CONSULTATIONS Not applicable.

STRATEGIC PLAN Ontario Works is a legislated program delivered in keeping with the County's Mission Statement to promote an enhanced quality of life through the provision of responsive and efficient services accomplished by working with municipal and community partners. The activities of the Department support the Community Development Area of Effort #3, Community Development, in the County of Lambton's Strategic Plan, specifically:

• Advocating in a manner that raises the profile of the County and its needs in order to secure improved government supports, funding, grants, and other resources.

• Developing programs and initiatives that address poverty reduction and promote social belonging.

• Planning for and responding to the ever-changing needs of an aging population, homelessness and retaining young people in the community while supporting their transition to being employed community members and future leaders.

• Actively pursuing joint opportunities with community partners that contribute to the well-being of the Lambton Community.

CONCLUSION The future impact of COVID-19 is unknown; however it is expected that economic and societal impacts will continue, job growth will continue slowly or be more precarious, and

AGENDA ITEM #a)


Ontario Works Caseload Update (page 6) February 17, 2021 the demand for services around mental health, housing, income and employment supports across a broader population will remain. Staff are committed in their efforts to ensure those in the community needing services, supports and guidance receive them quickly. Staff reach out proactively to offer assistance and guidance on available supports including Lambton’s employment services and access to technology options. OW staff are also integrated into the Division’s efforts to support those experiencing homelessness in stabilizing their lives and finding a home. Work will also continue in the area of employment supports as they will be a crucial resource to ensure clients are prepared and have the necessary knowledge to gain employment as the economy slowly reopens. Staff will continue to monitor the caseload, make modifications to service delivery and develop new strategies to address any emerging needs as recovery and renewal moves forward.

AGENDA ITEM #a)




DEPARTMENT: Homelessness Prevention and Children's Services

PREPARED BY: Melissa Fitzpatrick, Manager



INFORMATION ITEM: Changes to Child Care Funding BACKGROUND Under the Child Care and Early Years Act, 2014 (CCEYA) the County of Lambton as the Consolidated Municipal Service Manager (CMSM) is designated to manage child care and early years services across the County. These services include the planning and funding of licensed child care programs, administering financial assistance for eligible families through fee subsidy and allocating additional resources to families and programs that provide care to children with special needs. Additionally, CMSM’s are responsible for the oversight of EarlyON Child and Family Centres and Indigenous-led child care and early years services. In August 2019, the Province announced that the Ministry of Education is phasing in the changes to child care funding previously announced in the 2019 Budget. The phased implementation approach is as follows:

• On January 1, 2020, CMSMs were asked to cost share Expansion Plan operating funding at a rate of 80/20 provincial/municipal. Please note that while cost sharing is recommended, the ministry committed to providing the provincial allocation regardless of the CMSM contribution.

• On January 1, 2021, CMSMs were asked to continue cost sharing Expansion Plan operating funding at a rate of 80/20. The Expansion Plan cost share remains voluntary and is not required. Additionally there is a requirement to cost share all administrative funding at a rate of 50/50; and finally

• On January 1, 2022, the threshold for allowable administrative funding CMSMs can spend on child care will be reduced from 10% to 5% in addition to the ongoing cost sharing requirements previously introduced.

AGENDA ITEM #b)

Information Report dated February 17, 2021 Regarding Changes to Child Ca... of 49

Changes to Child Care Funding (page 2) February 17, 2021

DISCUSSION Due to the current unique circumstances resulting from COVID-19, the Ministry of Education will provide a one-time transitional grant of $517,423 to the County of Lambton in 2021 to offset and assist with the new required cost share for provincial child care administration. As previously communicated, starting on January 1, 2021, CMSMs will be required to cost share provincial child care administrative funding, including Wage Enhancement/Home Child Care Enhancement Grant administration, at a rate of 50/50 provincial/municipal. With this one-time transitional grant, CMSM’s total allocation will remain at the same level as the allocation for the 2020 funding year for both Child Care and EarlyON programs and services. The changes to the required cost share for provincial child care administration will have a significant impact to the amount of County of Lambton levy required to support Children's Services. The following chart outlines the estimated increase to the County levy in 2022 to support current service levels:

Historically, under previous cost share rules, the County of Lambton was required to contribute $227,092 towards the costs of administration. For 2021, the one-time transitional grant of $517,423 is sufficient to cover the would be increase of $503,379. For 2022, in addition to the 50/50 cost share requirement, the threshold for allowable administrative funding CMSMs can spend on child care will be reduced from 10% to 5%. This means the municipal levy required to maintain current service levels is estimated to be $634,000.

FINANCIAL IMPLICATIONS There are no financial impacts to the 2021 County budget. The one-time Provincial transitional grant is sufficient to offset and assist with the new 50/50 cost share funding

TOTAL County* EDU TOTAL County EDU1,491,097$ 1,505,928$

Required Cost Share General Allocation 1,381,246$ 690,623.00$ 690,623.00$ 690,623$ 345,311.50$ 345,311.50$ Required Cost Share Wage Enhancement 79,696$ 39,848.00$ 39,848.00$ 79,696$ 39,848.00$ 39,848.00$

No Cost Share EarlyON*** 30,155$ 30,155.00$ 259,309$ 259,309.00$ Total 730,471$ 760,626$ 385,160$ 644,469$

Expenses above total allocation 0 476,300$ Additional County Levy Required ** 503,379$ 634,368$

***EarlyON admin allocation represents amount required to cover actual expenses; not to exceed $259,309** Amount required is in addition to the historical contribution amount.

2021 - (50/50 with 10% Allocation) 2022 (50/50 - 5% Allocation)

Total Admin Expenses

* Historical municipal contribution towards cost of administration is $227,092

AGENDA ITEM #b)


Changes to Child Care Funding (page 3) February 17, 2021

formula for provincial child care administration, including Wage Enhancement/Home Child Care Enhancement Grant administration funding.

CONSULTATIONS Consultations were held with the Program and Data Analyst, General Manager Social Services, General Manager of Finance, Facilities, and Court Services, and the Regional Ministry of Education Child Care Advisor.

STRATEGIC PLAN The overall management of the child care service system is a legislated program delivered in keeping with the County's Mission statement to provide an enhanced quality of life through the provision of responsive and efficient services accomplished by working with municipal and community partners. The activities of the department support the Community Development Area of Effort #3 in the County of Lambton's Strategic Plan, specifically:



• Planning for and responding to the ever-changing needs of an aging population, homelessness and retaining young people in the community.


CONCLUSION In 2021, the one-time transitional grant from the Province will be allocated towards the municipal administrative cost share requirements. Therefore, there will be no impact to County levy for 2021. However, in 2022, the changes related to the required cost share for provincial child care administration will have a significant impact and will require approximately $634,000 in additional levy dollars, in order to maintain current service levels.

AGENDA ITEM #b)




DEPARTMENT: HOUSING SERVICES

PREPARED BY: Kelly Hall, Manager



INFORMATION ITEM: 10-Year Capital Asset Management and Funding Plan Update

BACKGROUND Lambton County Council, at its meeting on November 18, 2015, approved a 10-Year Capital Asset Management and Funding Plan for Housing Services by endorsing the following motion:

#6: Bradley/Case: that motion #9 b) i) of the Committee P.M. minutes dated June 17, 2015 be amended to delete the phrase "a portion of" so that the motion now reads as follows:

a) That Lambton County Council approve the Housing Services 10 Year

Capital Asset Management and Funding Plan which outlines a strategy to provide for $4M in annual funding commencing in 2016 in order to meet the $40M required to complete necessary repairs to County owned Social Housing to 2025, subject to the annual Lambton County Council Budget process.

b) That Lambton County Council provide staff with the authority to implement

the funding strategy outlined in the 10 Year Capital Funding Plan commencing with the 2016 County Budget specifically through:

i. the redirection of $1.5M in Levy Taxation which has been used to

fund the contribution to Bluewater Hospital; ii. the redirection of $600,000 annually in Levy Taxation resulting from

the Ontario Works Social Assistance Benefit Upload in 2016, 2017 and 2018, increasing to a total of $1.8M annually by 2018 when the Upload to the Province will be complete;

iii. giving priority to the allocation of funding under Council's Programmed Amortization Funding Strategy to this Plan, and;

AGENDA ITEM #c)

Information Report dated February 17, 2021 Regarding 10 Year Capital Ass... of 49

10-Year Capital Asset Management and Funding Plan Update (page 2) February 17, 2021

iv. the withdrawal of the necessary funds from the Housing Services Reserve and the County's Capital Reserve Fund in 2016 and 2017.

c) That Staff provide Council in advance of its 2016 budget deliberations, a

report detailing the additional resources that will be required to make this Housing Services 10-Year Capital Asset Management Plan operational.

Carried. This report provides an update regarding the implementation of the fifth year of the 10-Year Capital Asset Management and Funding Plan. DISCUSSION The 10-Year Capital Asset Management and Funding Plan identified the capital needs of the 830 County owned social housing units. Work is required for each of the major building components including substructure, shell, common area interiors, services (mechanical, electrical, plumbing, HVAC), site work and unit interiors.

Staff prepared the scope of work and solicited bids as appropriate through the County's procurement process for the 2020 capital work. This included requests for quotation, requests for tender and requests for proposals. Staff also completed the 2019 carry-over projects. The following provides a summary of the 2020 capital projects. 2019 Carry-Over Projects Roofing $36,000

• Complete or partial roof replacement, roof anchors, ridge caps, soffits and fascia • Locations: Sarnia (150 Queen Street, Roger Street)

Unit Interiors $202,000

• Architectural services for unit interiors, complete unit refurbishment • Locations: Sarnia (Kathleen Avenue, Confederation Street, 150 Queen Street, 125

Euphemia Street), Sombra, Wyoming

2020 Completed Projects Windows, Patio Doors and Wall Vent Replacement $417,000

• Window, patio door and vent replacement • Locations: Forest, Sarnia (124 Queen Street, 700 Cathcart Boulevard)

Roofing $515,000

• Complete or partial roof replacement, roof anchors, ridge caps, soffits and fascia • Locations: Sarnia (150 Queen Street, Kathleen Avenue)

Doors $437,000

AGENDA ITEM #c)



• Replace interior and exterior doors, passage sets, install automatic door openers, redesign of front entrance vestibule, enterphone systems

• Locations: Alvinston, Corunna, Forest, Petrolia, Sarnia (Kathleen Avenue, Roger Street, 230 Capel Street, 700 Cathcart Boulevard, 125 Euphemia Street), Watford, Wyoming

Masonry and Concrete Work $278,000

• Brick repointing, foundation repairs, slab-jacking, parking lots, sidewalks, and drain replacement

• Locations: Alvinston, Corunna, Sarnia (124 Queen Street, 914 Confederation Street), Thedford

Electrical $180,000

• Emergency lighting upgrades and replacement of light fixtures with LED technology, outdoor lighting upgrades, receptacle, switch and panel upgrades

• Locations: Alvinston, Corunna, Forest, Point Edward, Petrolia, Sarnia (150 Queen Street, Kathleen Avenue, Roger Street, 124 Queen Street, 914 Confederation Street, 700 Cathcart Boulevard, 125 Euphemia Street, Cardiff Acres, 230 Capel Street, 993 Maxwell Street), Sombra, Thedford, Watford, Wyoming

Hot Water and Storage Tanks $83,000

• Replace hot water and storage tanks • Locations: Sarnia (124 Queen Street, 150 Queen Street, 230 Capel Street, 914

Confederation Street), Sombra Bathrooms, Flooring and Kitchens $336,000

• Upgrades to bathrooms and kitchens and replace flooring as needed • Locations: Various sites across the portfolio

Life Safety Systems $430,000

• Upgrades to alarm panels, emergency lighting, fire separation, fire stopping, monitoring equipment, magnetic door closures, fire rated ceiling tiles, replace heat/smoke detectors, security cameras

• Location: various sites across the portfolio Heating Systems $74,000

• Replace furnaces • Locations: Sarnia (Kathleen Avenue, Confederation Street)

Interior Common Space $44,000

• Common interior refinish • Locations: Thedford, Wyoming

Miscellaneous $167,000

• Generator, appliances, floor scrubbers, vacuum, exterior caulking,

AGENDA ITEM #c)



• Locations: Various sites across the portfolio Projects Currently Underway Life Safety Systems $97,500

• Stand pipe upgrades, Fire Sprinkler Pump • Locations: Sarnia (125 Euphemia Street, 150 Queen Street) • Approximately $83,000 worth of work will be completed by the spring of 2021

Unit Interiors $772,000

• Architectural services for unit interiors, complete unit refurbishment • Locations: Corunna, Sarnia (Kathleen Avenue, Confederation Street, 125

Euphemia Street, 700 Cathcart Boulevard, 150 Queen Street), Watford • Approximately $375,000 worth of work to be completed by the spring of 2021

FINANCIAL IMPLICATIONS In 2020, the Housing Services Department completed approximately $3,610,000 in capital repairs. This included surplus and carry-over projects from 2019. Approximately $458,000 will be carried over in 2021 for the remaining unit interiors and life safety systems work.

CONSULTATIONS The 10-Year Capital Asset Management and Funding Plan was based on the results of the 2013 Building Condition Assessment completed by Nadine International Consulting Engineers and in consultation with the CAO, General Managers, Department Managers and staff in Divisional Support Services, Housing Services and Procurement and Project Management. The Housing Services and Procurement and Project Management Departments have also retained external consultants where necessary to assist in delivering the 10-Year Capital Asset Management and Funding Plan.

STRATEGIC PLAN Ensuring social housing projects remain viable and in good physical condition is consistent with the County's mission to promote an enhanced quality of life through the provision of responsive and efficient services. The activities of the department support the Community Development Area of Effort #3 in the County of Lambton's Strategic Plan, specifically:


AGENDA ITEM #c)






CONCLUSION In 2020, the 10-Year Capital Asset Management and Funding Plan identified $4M in work to address recognized health and safety concerns, maintain legislated requirements, resolve water infiltration issues, improve energy efficiencies, complete upgrades of unit interiors and purchase required equipment and appliances. Addressing these capital repairs and replacements ensures the County of Lambton is able to continue providing safe and affordable housing and to maintain these valuable assets.

AGENDA ITEM #c)




DEPARTMENT: HOUSING SERVICES

PREPARED BY: Kelly Hall, Manager



INFORMATION ITEM: Housing Services Comparative Statistics Report 2020 to 2019

BACKGROUND

The Housing Services Department provides rental assistance and support services to over 2,300 residents of Lambton County. This assistance helps some of the most vulnerable residents to acquire and maintain permanent housing that is safe and affordable.

The Housing Services Department administers legislated housing programs, numerous housing agreements, maintains a wait list for approximately 1,500 units and manages 830 housing units owned by the County of Lambton.

DISCUSSION The attached report provides comparative statistics for 2019 and 2020. In 2020 there were a total of 165 applicants housed compared to 198 in 2019. This included 61 households who began to receive a portable housing benefit through the Canada-Ontario Housing Benefit (COHB) Program. The COHB program began in April 2020 and offers a portable housing benefit directly to individuals in Lambton County who are on the wait list for rent geared-to-income assistance. Without the COHB program, the housed applicants in 2020 would have decreased by 47%. This can be attributed to the lack of affordable housing and lower vacancy rates in Lambton County. Average monthly rent arrears for the 830 County of Lambton owned units increased to $12,318 in 2020 from $5,096 in the previous year. This saw an average of 20 households in arrears compared to 11 households over the same period in 2019. The increase in arrears is partially attributed to the challenges households face during COVID-19. Staff continue to work with individuals to address arrears, make repayment agreements and/or access funding to assist. Additionally, in 2020, staff worked to provide new payment options for tenants. In September 2020, on-line banking and e-transfer payment options

AGENDA ITEM #d)

Information Report dated February 17, 2021 Regarding Housing Services Co... of 49

Housing Services Comparative Statistics Report 2020 to 2019 (page 2) February 17, 2021 became available. As of January 21, 2021, approximately $85,043 in rent and arrears payments have been made through on-line and e-transfer options. In 2020, the Community Support Workers (CSW) assisted an average of 255 individuals on a monthly basis through the Housing Advocacy Program. This is an increase of 93% over the previous year. While the four CSWs have caseloads that consist of many hard to serve individuals with complex needs, their responsibilities changed as a result of the Housing Services Department's COVID-19 response. In addition to assisting individuals from their caseloads, the CSWs were tasked with regular telephone check-ins for tenants living in County owned units. This contact was an opportunity to ensure tenants had access to necessary supports and services. The average number of applicants on the wait list for rental assistance has increased to 584 from 526 in 2019. This increase has occurred despite 61 households being removed from the wait list following approval for the COHB program. The Housing Services Department has seen an increase in the number of eligible applicants applying for rent geared-to-income assistance. This is partially attributed to the lack of affordable housing and low vacancy rates in the area. There have been increases in the wait times for all units across the portfolio.

FINANCIAL IMPLICATIONS Not applicable.

CONSULTATIONS Not applicable.

STRATEGIC PLAN In keeping with the Mission Statement of the County, the programs provided by this department promote an enhanced quality of life in Lambton County through the provision of responsive and efficient services. The activities of the department support the Community Development Area of Effort #3 in the County of Lambton's Strategic Plan, specifically:




AGENDA ITEM #d)


Housing Services Comparative Statistics Report 2020 to 2019 (page 3) February 17, 2021


CONCLUSION Comparative statistics provide information which assists in the management of the wait list, rent arrears and eviction prevention. This information will also be helpful as the County implements the County of Lambton Housing and Homelessness Plan - 2020 - 2024.

AGENDA ITEM #d)


HOUSING SERVICES DEPARTMENT Comparative Statistics 2020 vs. 2019

2020 2019 Number of Applicants Housed

165

198

Average Monthly Tenant Rent Arrears

$12,318

$5,096

Average monthly caseload for the Housing Advocacy Program

255

132

Average Number of Eligible Applicants for Rent-Geared-to-Income Assistance Bachelor/1 Bedroom 461 415 2 Bedroom 64 55 3 Bedroom 45 50 4 Bedroom 37 30 5 Bedroom 2 0 Total 584 526 Minimum Wait Times for Rent-Geared-to-Income Assistance Bachelor 23 months 20 months 1 Bedroom 23 months 20 months 2 Bedroom 23 months 18 months 3 Bedroom 20 months 15 months 4 Bedroom 28 months 20 months

AGENDA ITEM #d)


committee p.m. - 17 feb 2021 - agenda - pdf

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