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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)
Expenses
Compensation $36,470 $36,209 $261 0.7% $72,489 $72,602 -$112 (0.2%)
Administrative 1,252 1,209 44 3.5% 2,367 2,318 49 2.1%
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%)
Community Assistance 0 3 -3 0.0% 0 1 -1 0.0%
Partnership, Rebate, Exemption 0 2 -2 0.0% 0 4 -4 0.0%
Financial Expenditures 0 0 0 0.0% 0 0 0 0.0%
Total Expenses 41,751 41,287 464 1.1% 82,695 82,881 -187 (0.2%)
Revenues
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%)
Other Revenue -153 -220 67 (43.8%) -305 -416 110 (36.1%)
Total Revenues -29,660 -30,201 541 (1.8%) -60,571 -61,047 476 (0.8%)
Intercompany Charges
Intercompany Charges 803 730 73 9.1% 1,580 1,449 130 8.3%
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
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%)
Total Transfers -488 -463 -25 5.1% -701 -676 -25 3.6%
Indirect Allocations & Debt
Indirect Allocation 4,155 3,838 317 7.6% 8,273 8,249 24 0.3%
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:

Compensation

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.

Other Revenue

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.

Intercompany Charges

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.

Mental Health

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

Emergency Services

  • 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
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