Public Health Statement of Operations - Quarter 2 Financial Update (2017) (in thousands of dollars)
|Year to Date||Annual|
|Budget||Actual||Budget vs. Actual Variance Favourable/(Unfavourable)||Budget||Forecast||Budget vs. Forecast Variance Favourable/(Unfavourable)|
|Operational & Supply||2,667||2,519||148||5.5%||5,133||5,152||-20||(0.4%)|
|Occupancy & Infrastructure||352||339||12||3.5%||703||689||14||2.1%|
|Equipment, Vehicles, Technology||1,010||1,006||3||0.3%||2,003||2,115||-113||(5.6%)|
|Partnership, Rebate, Exemption||0||2||-2||0.0%||0||4||-4||0.0%|
|Federal & Provincial Grants||-29,367||-29,820||452||(1.5%)||-59,986||-60,347||361||(0.6%)|
|By-Law Charges & Sales||-140||-162||22||(15.6%)||-279||-284||5||(1.7%)|
|Total Intercompany Charges||803||730||73||9.1%||1,580||1,449||130||8.3%|
|Net Expenditure (Revenue) Before Transfers & Indirect Allocations||12,894||11,816||1,077||8.4%||23,704||23,284||420||1.8%|
|Transfers From Funds||-523||-498||-25||4.8%||-771||-746||-25||3.2%|
|Transfers To Funds||35||35||0||(0.0%)||70||70||0||(0.0%)|
|Indirect Allocations & Debt|
|Capital Financing Allocation||1,892||1,852||41||2.1%||4,897||4,856||41||0.8%|
|Total Indirect Allocations & Debt||6,047||5,689||358||5.9%||13,169||13,104||65||0.5%|
|Net Expenditure (Revenue) After Transfers & Indirect Allocation||18,453||17,043||1,410||7.6%||36,172||35,712||460||1.3%|
Variance Analysis (in thousands of dollars)
Public Health is operating a year-to-date surplus before indirect allocations of $1,052 and forecasting a surplus before indirect allocations of $395. The following factors have contributed to these variances:
The favourable year-to-date variance of $261 and unfavourable forecasted variance of $112 is a result of delays in filling vacant positions within various Public Health programs offset by pressures relating to overtime and Workplace Safety Insurance Board in Niagara Emergency Medical Services (EMS).
Operational and Supply
The favourable year-to-date variance of $148 is a result of timing differences between the anticipated and actual purchase of medical supplies.
Equipment, Vehicles, Technology
The unfavourable forecasted variance of $113 is due to the necessary replacement of Vaccine refrigerators. A funding request has been submitted to the Ministry of Health and Long Term Care (MOHLTC) but a response has not yet been received.
Federal & Provincial Grants
The favourable year-to-date and forecasted variances of $452 and 361, respectively, is a result of unbudgeted and in-year funding approvals from the Ministry of Health.
The favourable year-to-date and forecasted variances of $67 and $111, respectively, is a result of unbudgeted secondment revenue, wage reimbursements from union groups and other cost recoveries.
The favourable year-to-date and forecasted variances of $73 and $130, respectively, is a result of delays in operationalizing the new Public Health facilities.
Community Impacts & Achievements
Mandatory and Related Programs
- Received notice of new MOHLTC funding to support local opioid response capacity and naloxone distribution.
- Opioid Overdose Prevention and Communication Network has been formed between key community partners, chaired by Niagara Region Public Health and Positive Living Niagara.
- Community workplaces attended a workshop focused on protecting and promoting employee mental wellness. The knowledge gained from the session will potentially impact 7,000 workers.
- Niagara Region Smoking Bylaw (112 - 2013) being enforced as part of a progressive tobacco enforcement strategy.
- Launching internal Infection Prevention and Control audits and responding to external community complaints.
- 982 Sexual Health customer service surveys completed and results are being analyzed.
- Increased vaccine clinics and expanded hours to support clients.
Client advisory committee completed their proposed work plan for 2017/18 and presented to the program advisory committee for approval
- NRMH Early Psychosis Intervention Fidelity Assessment completed (CQI)
- Concurrent Capacity Building Program re-assessment completed
- Strategic planning took place with all managers/director and HR specific to case management services
- Onboarding of new psychiatrists in the Early Intervention Service
- Assertive Community treatment team has been onboarding new clients on both the north and south team
- Collaborative partnerships with SAEO and NRMH to improve mutual/complex clients
- Conducted an external review of service for the development of a ten year Master Plan of Niagara EMS; Conducting ongoing review of recommendations with reports forthcoming in Q3/Q4
- Expanded the Community Paramedic program with positive outcomes indicating potential for further expansion in 2017
- Begun development of a Mobile Integrated Heath model as the foundation for the future system of Niagara EMS
- Commencement of EMS Master Plan.
- Continued call volume increase of over 6.4 per cent year-to-date
- Emergency Management program working to develop Emergency Mass Notification System for large scale emergencies in Niagara