june 12, 2017 - corporate priorities/strategic planning

SARNIA CITY COUNCIL

June 12, 2017

10:00am

COUNCIL CHAMBERS, CITY HALL

SARNIA, ONTARIO

CORPORATE PRIORITIES/STRATEGIC PLANNING MEETING

AGENDA

Page

PRESENTATIONS

3 - 38 1. Sarnia-Lambton Economic Partnership

George Mallay, General Manager

39 - 58 2. Intelligent Community Forum: Intelligent Sarnia-Lambton

Chris Gould, VP, Utility Development, Bluewater Power

59 - 80 3. Fire Marque Program

Chris Carrier, National Municipal Accounts Manager

INFORMATION ITEM

81 - 83 1. Chief Administrative Officer, dated May 15, 2017,

regarding Attrition Program Update For Council's Information

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Presentation to Sarnia CouncilJune 12, 2017

Sarnia-Lambton Economic Partnership

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Chad Anderson – Anderson Agronomy Services

Don Anderson - General Manager, Sarnia-Lambton Business Development Corporation

Jerry Beernink - Arkona Machine Shop Ltd.

Mike Bradley - Mayor, City of Sarnia Todd Case - Mayor Warwick Township Shirley de Silva - Sarnia-Lambton

Chamber of Commerce Mario Fazio - Sarnia Lambton Real

Estate Board Peter Gilliland - St. Clair Township

Councillor Bruce Hein - Express Employment

Professionals, Chair

Bev MacDougall - City/County Councillor George Mallay - General Manager, Sarnia-

Lambton Economic Partnership (Ex-Officio) Kevin Marriott - Enniskillen Township

Mayor Jason McMichael - Sarnia & District

Labour Council Margaret Misek-Evans – Chief

Administrative Officer, City of Sarnia Judy Morris - President and CEO,

Lambton College Alex Palimaka - Bluewater Power Joel Regenstreif - Rally Engineering Inc. Stephane Thiffeault – ARLANXEO

Canada Inc. Ron Van Horne – CAO County of Lambton,

Secretary-Treasurer Bill Weber - Warden, County of Lambton

Sarnia-Lambton Economic Partnership Board of Directors

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George Mallay - General Manager

Chantelle Core – Development Coordinator

Jeanny Leung -Receptionist/Clerk

David Moody - Project Leader, Business Growth Services

Fraser Parry - Business Counsellor, Business Enterprise Centre

Kathleen Pretty - Executive Assistant

Matthew Slotwinski-Development Coordinator

Ted Zatylny - Project Leader, New Resident Attraction and Retention

Economic Partnership Staff

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Services areas

Overall County strategic direction – economic development

Entrepreneurship development

Small business support

New industry attraction

New resident attraction

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Key sectors

Oil/Gas/Traditional Chemical/Biobased

Energy/Cleantech – (generation, equipment manufacturing , consulting services)

Advanced Manufacturing/Instrumentation& Process Control/Automotive

Food Processing/Green House/Value added agriculture

Creative Industries / New Residents

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2015 – 2018 Strategic Plan targets

Attraction of six new firms Support the development of 150 small businesses = 275

jobs Support initiatives of Sarnia Lambton Industrial Alliance and

development of heavy haul corridor Complete study on economic benefits of Creative Sector and

strategy for growth Support local municipal economic development initiatives Support revitalization of transportation services in Sarnia-

Lambton, and an improved telecommunications infrastructure

Support Research Park and Lambton College Implementation of the new Brand

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Strategic Plan 2017 +

SLEP, Board Committee has commenced process for new 3-5 year plan to be completed by fall 2017

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Current Investment Prospect Activity

16 Bio/petro/shale 1 Call center 3 Energy/clean tech 1 Advanced manufacturing 1 Distribution 3 Food processing/greenhouse 2 Commercial/retail

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Key Goals 2016/17 – Hybrid Chemistry

Support COMMSCI Project Secure proponent for propylene plant Work with BIC to complete business case for

Sugars Plant Support Lambton Advanced Materials Project Finalize 1-2 biochemical/chemical projects Secure funding for oversized load corridor Support management of SLIA

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Biohybrid Chemistry Complex

Strong project pipeline worth several Billion in potential investment projects

SLEP Partner in $20 M Centre for Commercialization of Sustainable Chemistry Innovation – COMMSI

Continue marketing Propylene/polypropylene market study

Submission to Province on Cap and Trade

Secured PetroChem Canada Conference for Sarnia Sept 2017

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Hybrid Chemistry Events

World Congress Industrial Bioproducts Global Petroleum Show North USA and Canada Petrochemical

Conference Petrochemical Engineering and Construction CRIBIQ PetroChem Canada

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Engineering, Metal Fab, Environment - SLIA

Three local fabricators undergoing significant expansions

Second phase engineering study for oversized load corridor completed

CPCS market and business case development completed in final quarter 2016

Manufacturing Summit

Number of seminars – ISO, Marketing

SLIA members continue to pursue external markets – Western Canada, Atlantic Canada, Middle East, Mexico

SLIA has become “go-to” organization for information on industry support for industry members, governments

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Key Goals 2016/17 - Cleantech

Rejoin and assume leadership role for Ontario Cleantech Alliance

Participate in three international shows and generate 100 pre-qualified leads – 20 prospects

Establish directional opportunities – CHP, compressed natural gas, distributed generation, storage, advanced materials

Secure one new demonstration project Support Energy & Water Conferences

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Energy / Cleantech

Lambton Energy Conference – 120 attendees

Ontario Cleantech Alliance - deliver 60 investment leads by end of March 2017

Support investment prospects – Ubiquity Solar

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2016/17 Goals – Food Processing

Continue as part of Ontario Food Cluster and complete two international shows

Pursue industrial ingredient opportunities Attract two new green house prospects Continue to support local food

processing/agricultural operations

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Food Processing/Agri-Development

Summer Fancy Show PLMA Show Completion of business cases for confectionary and

industrial ingredients Direct Mail Campaigns Greenhouse opportunities Work with local producers

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Key Goals 2016/17 – Advanced Manufacturing

Sponsor four seminars with partners geared to local firms relating to competitiveness

Review strategic opportunities direction Identify 60 firms to target 2017 Reassessing opportunities – Innovation

Bridge, Bluewater Technology Access Center –automation, additive manufacturing

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Advanced Manufacturing

Direct Mail Advanced Manufacturing Canada Automotive supplier initiative Waste Management Conference

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2431 general inquiries 700 consultations 17 business start-ups 32 jobs created

(April 1, 2015 to March 31, 2016)

Partner in Startup Sarnia in collaboration with The Cube at Lambton College and SLBDC

Business Enterprise Centre

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BEC Business Start-ups

Trades/Construction concrete forming "Excavation and

construction" drywall contracting home renovations Interior Design Auto mechanic

Service Businesses advertising jewellery marketing "boarding and grooming" catering cleaning wedding photographer travel agency Nail Bar organic food

Educational Businesses tutoring archery school dance school tae kwon do

Therapists ABA Therapy personal counselling shaman RMT

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2016/17 Goals – Marketing & Communications

Secure Intelligent City Designation – Top 7 Host Provincial Fam tour Implement Community Brand Host two international delegations Visit foreign offices/virtual calls Communications campaigns to site selectors &

corporate real estate agents Complete four newsletters Enhance social media/programmatic advertising Secure two external endorsements

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Marketing Activities

New Website completed Intelligent Community Designation– Top 21 again Sponsor & Participant – Area Development –

Canadian Foreign Direct Investment Forum Direct mail to site selectors & commercial real estate

agents Outreach to foreign offices New sector profiles Address Negative recognition In Money Sense,

Profit, Federation of Independent Business

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Marketing Activities

94 Positive news stories posted to our website

9 Press releases

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Internet Statistics

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Community Branding

Blackwater Coffee Co@blackwaterco 2 days ago · Sarnia @DTMLambton 1st attempt. Try again later #latteart

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https://twitter.com/blackwaterco/status/790639905630060544

2016/17 Goals – New Resident Attraction17

Attract 50 people Facebook campaigns GTA, BC, Alberta Toronto retirement shows – Toronto/Vancouver Advertising ZOOMER Magazine Latinos marketing campaign 12 articles/testominals published

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2016/17 Goals – New Resident Attraction

Completion of immigration plan Use Facebook to reach entrepreneurs in Toronto,

BC and Alberta – 10,000 Zoomer retirement shows – Toronto & Vancouver Enhance web site advertising Run six entrepreneurship seminars in GTA

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New Resident Attraction

31,433 people last 28 days, 6,806 pages likes Three families have moved here since 2015 Hosted and toured 20 new residents since 2015 Facebook campaigns running targeting GTA, BC,

and Alberta Advertising 55+ and Zoomer Magazine Booth with TSL on Zoomer Trade Show

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850 TTC buses @ 1000 riders per day 850,000 impressions per day

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2016/17 Goals – Creative Industries

Create 5-year development plan with sector partners

Identify two shared space buildings and develop investor ready packages

Work to secure two new film shoots Complete promotional campaigns to attract new

creative industry businesses/entrepreneurs

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Creative Industries Entrepreneurs

MADE – Makers, artists, designers and entrepreneurs organization formed – seminars –exports, contracts, pricing

Sarnia-Lambton Film Group – filming of Black Donnellys documentary – here – attract more activity in film sector to Sarnia-Lambton

FACEBOOK page established – Creative Sarnia-Lambton

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A grassroots group of community minded citizens with a mandate to improving passenger rail service in Sarnia.

• Positive Schedule changes with VIA trains in early 2014• Numerous meetings with VIA officials and a strong collaborate

relationship• Sarnia Chamber of Commerce resolution adopted Nationally by the

Chamber of Commerce supporting VIA Rail improvements and funding Canada wide

• A clear mandate, and Strategic Plan (recently reviewed) are in place.• RAIL has numerous followers who have joined their Facebook page and

have signed up for their news letters.

RAIL – Rail Advocacy in Lambton

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Economic Partnership - Boards, Committeesand Support Positions

Municipal economic development offices

Bioindustrial Innovation Canada Sarnia-Lambton Chamber of

Commerce RAIL Bluewater Technology Access Centre Tourism Sarnia-Lambton Young Professionals Lambton Toastmasters Going Green – County of Lambton Association of Municipalities of

Ontario Immigration Committee

County of Lambton Community Development Corporation –Advisory Board

County of Lambton Agricultural Advisory Committee

Lambton Newcomer Portal Committee

Sarnia-Lambton Inter-jurisdictional Opportunities Committee

Lambton County Creative Committee of Council

Sarnia-Lambton Industrial Alliance Physician Recruitment Sarnia Accessibility Advisory

Committee

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Intelligent Community Forum (ICF) Smart 21 and Smart 7

Intelligent Sarnia-Lambton

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Smart21 - Intelligent Sarnia-Lambton What is ICF?

o Think-tank based out of New York, ICF Canada, and now ICF Taiwan

o Research on communities use of information and technology to… • Build Inclusive prosperity • Solve social problems • Enrich quality of life for residents

o 6 Pillars – Broadband, Knowledge Workforce, Innovation, Digital Equality, Sustainability, Advocacy

o Global network made up of 100’s of communities

o Allows collaboration on economic development

o Promote the exchange of expertise and shared learning

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Smart21 - Intelligent Sarnia-Lambton The Pillars.

oBroadband

oNext essential utility

oAlways on service

oCurrently 5Mbps, however growth rate identified at 50% CAGR,

oEnter SWIFT, CTI, CRTC – funding all designed to improve broadband connectivity

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oKnowledge Workforce

oPeter Drucker in 1973 coined the term knowledge work

oCommunities demonstrate ability to develop a qualified workforce from shop floor to research lab, construction site to corporate headquarters

oCreate a culture to grow own knowledge workers, retain them and attract more

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o Innovation

oEconomist Solow – Nobel Prize ’87 for proving that 80% of all economic growth comes from the development and use of technology

oBroadband is the knowledge pipeline, innovators can learn faster than ever before

oBroadband allows Small and Medium Enterprises to access talent and compete on the global economy

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oDigital Equality

oEveryone deserves adequate connectivity, this pillar adapted from inclusion to equality

oAdvance of broadband economy has created more exclusion

o ICF communities promote digital equality and continuous improvement to minimize exclusion

oPromoting Digital Equality….. o Access

o Affordability

o Education

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oSustainability

o Improve current living standards

oMaintain ability of future generations to do the same

oEconomic growth consumes resources and produces waste

oNeed to focus on growth, while reducing the environmental impact of that growth

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oAdvocacy

oCommunities who recognize change requirements, engage leaders, citizens, businesses and institutions

oUnderstand the challenges that change brings

o Identify opportunities for positive change and most importantly become change champions

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Smart21 - Intelligent Sarnia-Lambton What is an Intelligent Community?

oThrough crisis or foresight has come to understand the challenges of today’s broadband economy

oTaken conscious steps to create an economy capable of prospering in it

oFosters ‘Triple Helix Collaborations’…. o Government

o Education

o Industry

www.intelligentcommunity.org

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http://www.intelligentcommunity.org/

https://www.google.ca/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwjY5dm0n9HTAhXIxYMKHdJ_CpsQjRwIBw&url=https://biddingo.com/*.main?toPage%3DStBO.jsp%26searchType%3DO%26bidOrgId%3D11003249%26selectedOrgId%3D11003249%26ownerName%3DCounty%20of%20Lambton&psig=AFQjCNF4cGK7yChCFt7uriN7vT4T5AU0rA&ust=1493815713333209

o Sarnia Lambton ranked top 21 in 2015 and 2016

o Task force created to apply to Top 7 in 2016 SLEP Sarnia Lambton County Bluewater Regional Networks Lambton College

o David Hicks brought in as a consultant, work on Smart7 submission

o Asked by ICF to join Smart 7 celebration in Taiwan and Trade Mission Ottawa, New Westminster-BC, Toronto, Hamilton

Smart 21 - Intelligent Lambton Path to Taiwan

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Taiwan Delegates off to Tainan

HSR – High Speed Rail

310 kmph is FAST

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Smart BP Monitor – Tianan City

Instantly transmits data to healthcare providers (healthcard/app)

Trends data and alerts for anomalies

Critical abnormalities sends message to next of kin/provider with symptoms and location

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Smart Crime Detection - Hsinchu County

Police Headquarters

Smart crime detection system

3,500 cameras installed within city limits

Identifies situation and escalates to appropriate response

2 years since deployed – ‘zero’ cold cases since commissioned

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Eco-Park - New Taipei City

Free WiFi throughout the facility, interactive RFID tags/wildlife enclosures, native vegetation and monuments for patrons to learn and understand

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T-Bikes – New Taipei City

Smart Bike Share

IoT analytics on board

Integrated with Smartphone

Integrates to fitness apps for calories burned, weight, set desired workout, etc

Crash Detection and help alert

Smart tours (GPS and map)

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The Intelligent Community Forum Effect

oEindhoven, the Netherlands (261,000 pop) oPhilips downsizes and devastates the economy, forced to reinvent,

follows ICF pillars to create ‘Brainport’ – a tech incubator – now recognized as a world leader in technology development, innovation oICF Consulting

oDublin, Ohio (45,000 pop) o75% below poverty line, digital inclusion through municipal

broadband and adds global access for SME, now has more companies on the Fortune 100 than any other city in the world oICF Institute

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The ICF Effect

oStratford, Ontario

oEconomic downturn with rail industry, deploys community WiFi, free in downtown core, ICF recognition, University of Waterloo locates remote campus, major bank locates data centre due to world class connectivity, Lexus announces autonomous vehicle test project

oMost recently in the news…

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The ICF Effect

oBinh Duong, South Korea

oBuilding ‘Smart Region’ incorporating 6 ICF Pillars, hired consultants from Eindhoven’s ‘Brainport’ to challenge ideas and to employ most advanced intelligent community technologies, attending all ICF summits and trade missions for future ICF application

oDublin, Ohio

oSmart State…..

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The ICF Effect

Canada

U.S.

Netherlands

South Korea

Estonia

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What’s Next for Sarnia-Lambton? Smart21 and Smart7 2017 and beyond…

•Develop Multi-year Strategy

• Leverage Smart21 successes

• Learn From Smart7 failures

Commit

• Foster Triple Helix Partnerships

• Leverage eventual Smart7 successes

• Build Sarnia- Lambton’s Presence at ICF

• Continue to build local awareness of Sarnia-Lambton ICF success

Re-submit • Continue to build presence at

ICF

• Bring local ICF Institute

• Leverage Success and recognize the ‘ICF Effect’

Win

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1 "Coming together is the beginning. Keeping together is progress. Working together is success.“ - Henry Ford 1

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http://www.clearview.ca/home

http://www.google.ca/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwiunvLLrJbLAhUX12MKHSSxBnoQjRwIBw&url=http://www.twp.stclair.on.ca/&bvm=bv.115339255,d.cGc&psig=AFQjCNHLOHn7mCCL2Ztud-4yd1J7ExQdvQ&ust=1456607649701591

http://www.google.ca/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwikgaSymJbLAhUL_mMKHff2C50QjRwIBw&url=http://www.cityofnb.ca/mrws/photofolio/&bvm=bv.115339255,d.cGc&psig=AFQjCNFNWRHaHypzrkUHDxpgXvthAWQgFg&ust=1456602030290891

http://www.southriverontario.com/

There are more than 207 private P&C insurers actively competing in Canada to sell insurance policies on homes, cars and businesses.

Top 20 private P&C insurers by direct written premiums 2016

1. Intact Group 15.59% 2. Aviva Group 8.05% 3. Desjardins Group 8.02% 4. TD Insurance Group 6.02% 5. RSA Group 5.60% 6. Wawanesa Mutual Insurance Company 5.37% 7. Lloyd's Underwriters 5.28% 8. Co-operators Group 5.23% 9. Economical Group 3.93% 10. Travelers Group 2.91% 11. Allstate Group 2.69% 12. Northbridge Group 2.51% 13. AIG Insurance Company of Canada 2.27% 14. Chubb Group 2.04% 15. RBC Group 1.84% 16. Zurich Insurance Company Ltd. 1.84% 17. La Capitale Group 1.72% 18. Genworth Financial Mortgage Insurance 1.58% 19. Guarantee Company of North America 0.89% 20. Green Shield Canada 0.89%

Top 20 represent 84.27% of market share

Sources: IBC, MSA 3

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Your Property Insurance Policy includes Fire Department Service Charges!

Key language in this contract:

“25,000.00 dollar limit… liability of the Insured assumed by contract or agreement prior to the loss”

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Key language in this contract:

“$1,000.00 limit…for charges for which the insured is legally responsible”

Your Property Insurance Policy includes Fire Department Service Charges!

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What is Indemnification Technology ®?

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1,478,801. 2010/04/28. Fire Marque lnc., c/o 15th Floor, Bankers Court, 850-2nd Street SW, Calgary, ALBERTA T2P 0R8 Representative for Service/Représentant pour Signification: FRASER MILNER CASGRAIN LLP, 99 BANK STREET, SUITE 1420, OTTAWA, ONTARIO, K1P 1H4

INDEMNIFICATION TECHNOLOGY SERVICES: Fire department incident reporting, data collection, and property insurance policy wording interpretation to maximize billing opportunities on behalf of fire departments by invoicing insurance companies for costs of fire department attendance with respect to insured perils. Used in CANADA since at least as early as March 22, 2010 on services. SERVICES: Production de rapports d'incident des services d'incendie, collecte de données et interprétation de libellés de police d'assurance de biens pour maximiser les occasions de facturation pour le compte des sévices d'incendie par la facturation aux sociétés d'assurances des coûts de surveillance des services d'incendie en ce qui a trait aux risques couverts. Employée au CANADA depuis au moins aussi tôt que le 22 mars 2010 en liaison avec les services.

Legal Definition

Fire department incident reporting, data collection and property insurance policy wording interpretation

to maximize billing opportunities on behalf of fire departments by invoicing insurance companies for costs of fire department attendance with respect to insured perils.

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How does Fire Marque’s Indemnification Technology® Program work?

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Amend Fees and Charges By-law Schedule for the Fire Department Fees Attached

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The Process for Sarnia’s New Cost Recovery Program

Fire Dept. • Sends already completed Standard Incident Reports (SIR)

Fire Marque • Reviews • Indemnity • Stats • Subrogation • Trust Acct.

Fire Department

• Allocates funds

1. 2. 3.

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NO ADDITONAL WORK by your staff! 10

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Sarnia’s New Cost Recovery Program for Fire Fighting Services

Indemnification Technology®

0

20000

40000

60000

80000

100000

120000

Low Range $61,511.00 Mid-Range $86,839.00 High Range $106,378.00

Indemnification Technology® cost recovery is projected at a range of $61,511.00 to $106,378.00.

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How did you arrive at the cost recovery projection?

• “Rural areas" cost recovery is less • “Built up" areas cost recovery is more • Disasters (e.g. tornados) average recovery

per population much higher

The average recovery (residential, farm, commercial) per thousand population occurring annually

The number of insured peril call outs (SIR's) per thousand population occurring annually

X = COST RECOVERY PROJECTION

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Recovered Expenses for Fire Equipment Reserve

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The Municipal Act and User Fees Section XII Sub-section 394 (1) Restriction, fees and charges-No fee or charge by-law impose a fee or charge that is based on, is in respect of or is computed by reference to, A) The income of a person, however it is earned or received, except that a municipality or local board may exempt, in whole or in part, any class of person from all or part of a fee or charge on the basis of inability to pay;

Legislatures have reversed the way in which cities exercise their jurisdiction: Under the old scheme, any bylaw or resolution had to be expressly allowed by the governing statute. With the natural person powers, councils are no longer restricted to the words of the statute, but are allowed to do what logically flows from the general powers granted by the Act (except where to do so would conflict with the express wording of the statute).

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Insurance companies have been calculating premiums to include charges for Fire Department services even though they haven’t had to pay out on the coverage. Fire Marque recovers these funds.

Property insurance is very different that auto insurance.

Insurance Rates will not go up as a result of the Fire Marque Program

What an insurance company considers for risk includes: • Is there a Municipal Water Source (Fire Hydrant) nearby? • Is the Fire Department, Full-time, Composite or Volunteer (Part-time)? • Does the building have a sprinkler system? • What materials have been used in the building construction? – wood vs. brick • Is there an alarm system?

Consumers are spending more on home insurance--buying bigger policies to cover recent rapid rise of home values and have more possessions to insure.

• Basements, once used to store old clothes and hockey equipment now finished and filled with expensive electronic equipment.

• Garages used to be for our cars, now hold “stuff”!

Property insurance underwrites the building and contents. Buildings Incident Rates have remained constant.

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Will Property Owners be required to pay a Deductible?

No. Homeowner Property policies state that no deductible is applied to this coverage.

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The Indemnification Technology® program is not a typical fee. It is a cost recovery mechanism to comply with insurance policy language. Just as property owners have paid taxes for fire services, they have also bought and paid for fire service expense coverage in their property insurance policies. By requesting insurance companies pay those expenses, the insurance companies are being asked to honour the contractual agreement of the policy they issued.

If Property Owners pay taxes, which include Fire Department Services, why should the Fire Department charge fees?

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Why do we need Fire Marque to do it--can’t we just do it ourselves?

“Fire Marque Incorporated has the knowledge, staff and infrastructure to perform cost recovery from insurance companies through an agency agreement. They are former insurance professionals who are experienced in insurance policy wording interpretation, data collection, policy review with respect to insured perils, invoicing and recordkeeping.” - Town of Bradford West Gwillimbury Staff Report, October 2nd 2012

“Council could consider submitting claims and collecting funds using City Staff. This alternative is also NOT recommended as the City does not have the staff resources and expertise necessary for the submission of the claims and the follow-up required with various insurance companies.” - City of North Bay Staff Report, July 18th 2013

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Angus Tornado in Essa Township June 2014 103 separate property incidents/claims

41 different insurance companies, 103 insurance adjusters working on the various claims Fire Marque’s Technical Team received the files 11 months after the incident. Our Team took an additional 10 months to recover the Fire Department Expenses for Essa Township and 4 responding neighbouring Departments.

Why do we need Fire Marque to do it--can’t we just do it ourselves?

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Why Fire Marque? Experts in INDEMNIFICATION TECHNOLOGY®

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www.firemarque.com 1-855-424-5991

[email protected]

1-705-888-7230

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http://www.firemarque.com/

mailto:[email protected]

Questions, comments, concerns?

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THE CORPORATION OF THE CITY OF SARNIA People Serving People

OFFICE OF THE CHIEF ADMINISTRATIVE OFFICER

OPEN SESSION REPORT TO: Members of Sarnia City Council FROM: Margaret Misek-Evans, Chief Administrative Officer DATE: June 12, 2017 SUBJECT: Attrition Program Update At the January 17, 2011 Council meeting, City Council adopted an Attrition Program which included the reporting of progress with regard to staff reductions. The last report specific to an attrition update was made in November 2016 which showed a complement of 422 full time employees plus an additional 15.2 full-time equivalent (FTE) contract, seasonal and permanent part-time staff for a total of 437.2 FTEs. Since May 2014, a number of reports have been prepared to address staffing, following on the February 2014 Organizational Chart review resolution of Council. This resolution directed staff to examine the current model with a view to the impact of recent retirements and to look for possible savings through re-alignments while ensuring that departments could continue to perform their duties in a manner that is cost effective and sustainable. Reports flowing from this motion are summarized below: Department Initiative Report Title and Date

Clerk’s/Legal – Separation of Legal and Clerk Positions

• Staffing – Solicitor/Clerk’s Department - April 9, 2014 (Closed)

Planning & Building – Operational Review By-law Enforcement Amalgamation

• Operational Review of the City’s Planning and Development Services - February 9, 2015 (Open)

• Development Services Operational Review - October 5, 2015 (Open)

• Interdepartmental Staffing Reorganization and Reassignment of Roles and Responsibilities - June 9, 2014 (Closed)

Information Item #1 - June 12, 2017

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Department Initiative Report Title and Date

• By-Law Enforcement Amalgamation Update – December 7, 2015 (Open)

Parks & Recreation – Operational Review Acquisition of SSEC Operations

• Arena Management Study RFP Operational Review Component - November 10, 2014 (Open)

• Parks and Recreation Operational Review - October 26, 2015 (Closed)

• Update on RBC Operation Management Implications – June 2, 2014 (Closed)

• RBC Arena Finance Position - July 21, 2014 (Open)

Finance – Customer Service

• Review of Customer Service Function in Finance Department - March 2, 2015 (Open)

IT Service Review • Information Technology Review - October 26, 2015 (Closed)

• Information Technology Review - October 26, 2015 (Open)

• Information Technology Review Implementation – Staffing – February 8, 2016 (Closed)

Fire & Rescue Services - Staffing

• Fire Department FTE Staffing Reduction - October 5, 2015 (Closed)

Sarnia Transit • Transit Department Reorganization and Reporting Structure Realignment - October 5, 2015 (Closed)

City Manager – Organizational Review

• Organizational Review - October 26, 2015 (Closed)

• Organizational Review - November 16, 2015 (Open)

• Organizational Review – May 9, 2016 (Closed)

All of these reports are available through the CAO’s Office, should Council wish to review. The table below provides a comparison between 2016 and 2017 (to date).


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Table 1 – Total Full-time, Permanent Part-time, Contract, Seasonal Employees – 2016 and 2017 2016 – FTEs 2017 (to date) - FTEs Full-time Employees

422 422

Permanent Part-time, Contract, Seasonal Employees

15.2 15.2

Total Employees 437.2 437.2 There have been no FTE changes since the November 2016 Report. Prepared by:

Margaret Misek-Evans Chief Administrative Officer


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june 12, 2017 - corporate priorities/strategic planning

Documents