Public Health - Quarter 4 Financial Update (2016)

  Year to Date (in thousands of dollars)
Budget Actual Budget vs Actual Variance
Compensation   $70,852 $70,356 $495 0.7%
Administrative   2,638 2,581 58 2.2%
Operational & Supply   5,307 4,758 549 11.5%
Occupancy & Infrastructure   683 698 (15) (2.2%)
Equipment, Vehicles, Technology   2,141 2,076 65 3.1%
Community Assistance   15 16 (1) (3.7%)
Financial Expenditures   - (1) 1 (100.0%)
Total Expenses   81,636 80,484 1,152 1.4%
Federal & Provincial Grants   (58,859) (59,079) 219 (0.4%)
By-Law Charges & Sales   (333) (321) (12) 3.9%
Other Revenue   (456) (574) 118 (20.5%)
Total Revenues   (59,649) (59,973) 325 (0.5%)
Intercompany Charges
Intercompany Charges   1,405 1,564 (158) (10.1%)
Total Intercompany Charges   1,405 1,564 (158) (10.1%)
Net Expenditure (Revenue) Before Transfers & Indirect Allocations   23,392 22,074 1,318 6.0%
Transfers from Funds   (1,253) (1,176) (77) 6.5%
Transfers to Funds   - 275 (275) (100.0%)
Total Transfers   (1,253) (901) (352) 39.1%
Indirect Allocations & Debt
Indirect Allocations   7,999 8,483 (484) (5.7%)
Capital Financing Allocation   6,678 6,816 (137) (2.0%)
Total Indirect Allocations & Debt   14,677 15,299 (621) (4.1%)
Net Expenditure (Revenue) After Transfers & Indirect Allocation   $36,817 $36,472 $345 0.9%

Variance Analysis (in thousands of dollars)

Public Health operated at a surplus after indirect allocations of $345. The following factors have contributed to this surplus:


The favourable variance of $495 is a result of staff turnover and delays in filling vacant positions within various Public Health programs.


The favourable variance of $58 is a result of less than anticipated external legal and consulting fees in the Emergency Medical Services (EMS) division

Operational and Supply

The favourable variance of $549 is a result of delays in operationalizing the new Public Health facilities, lower than anticipated external psychiatrist fees in the Mental Health division and reduced demand for medical supplies such as vaccines in the Mandatory programs. A portion of this unspent budget has been committed to consulting and architect fees and is included in the 2016 encumbrances reported in Transfers to Funds.

Equipment, Vehicles, Technology

The favourable variance of $64 is primarily a result in fuel savings in the EMS division.

Federal & Provincial Grants

The favourable variance of $219 is a result of additional in-year funding approvals from the Ministry of Health in the EMS division and in the Mandatory and Related Programs.

Other Revenue

The favourable variance of $118 is a result of unbudgeted revenue from the disposal of twelve ambulances which have reached the end of their useful life in 2015 and 2016, unbudgeted secondment revenue, other cost recoveries and additional project grants.

Intercompany Charges

The unfavourable variance of $158 is a result of unbudgeted Public Health partnerships with other corporate departments.

Transfer from Funds

The unfavourable variance of $77 is due to the return of unused funds to the Ambulance Dispatch Reserve pertaining to the Omega Project study of low acuity 911 calls in the EMS division.

Transfer to Funds

The unfavourable variance of $275 relates to the 2016 encumbrances.

Community Impacts & Achievements

Mandatory and Related Programs

  • The Environmental Health and Clinical Services Divisions collaborated on the production of the Fourth Edition of the Niagara Child Care Manual for parents and operators of childcare facilities, which provides essential information on a variety of topics including Infection Prevention and Control, Food Safety, Active Play and Healthy Eating.
  • Trained staff and implemented the Tobacco Tax Act Pilot - partnership between the Ministries of Health and Finance
  • Held 16 healthy aging cafes in partnership with Niagara Regional Housing and Seniors Services - 250 participants in four high priority senior housing buildings.
  • Data Sharing Agreement with Brock University to provide information between the two organizations
  • Provided programs focusing on healthy eating and physical activity in disadvantaged communities such as the YMCA Kick Start program and CASTLE communities.
  • Became the host organization for the Healthy Kids Community Challenge (HKCC) due to the closure of the Business Education Council. HKCC works with the twelve local area municipalities on the current theme "Water Does Wonders".
  • Ontario Student Drug Use and Health Survey data analysis and communication plan development for roll-out in 2017.
  • Took on mandate for infection prevention and control in healthcare settings.

Mental Health

  • Second Assertive Community Treatment Team in the south end of the Region (Welland) continues to address client wait list concerns and provide services to new clients.
  • New Early Intervention service continues growth in the community and is providing services to youth aged 17-25 experiencing their first episode of mental illness/transitioning from the youth sector to the adult sector.

Emergency Services

  • Conducted an external review of service for the development of a ten year Master Plan of Niagara EMS
  • Completed the Health Links Community Paramedic pilot with positive outcomes indicating potential for expansion in 2017
  • Concluded Phase II of Omega Project study of data for low acuity 911 calls with results to help inform Master Plan
  • Added additional 24 hours of ambulance resources to meet continued call volume increase of over 5 per cent
  • Conducted regional emergency exercise in partnership with Niagara District Airport
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