Plans, reports and studies

The current West Grey compensation model is a combination of base pay and meeting per diems.  The 2020 base pay is $18,830 for the mayor, $10,814 for the deputy mayor, and $9,012 for councillors. Meeting per diems are $163.35 for a full day rate (meetings more than 4 hours) and $90.13 for a half-day meeting of 4 hours or less.  Meeting per diems are provided for regular council meetings (at the full day rate), special council meetings and committee meetings.  West Grey has 32 committees, which includes boards, working groups and sub-committees. In 2019, West Grey elected officials were reimbursed for upwards of 24 council meetings, and 83 committee meetings. In 2019, the combined reimbursement (base pay plus per diem payments) were $30,848 for the mayor, $21,567 for the deputy mayor and $21,453 as an average of the councillor pay.  The AMCTO report for Central Ontario for communities with a population of 10,000-24,999, places the mayor position at $33,344 and councillors at $19,670.

When relating to West Grey’s comparator municipalities, the consultant recommends that council discontinue the practice of paying per diems for meetings and implement a base pay program.  The consultant recommends council consider the following base pay adjustments in 2021, adjusted by 1.5% for the cost of living adjustment for 2021: $35,458 for the mayor, $26,738 for the deputy mayor and $21,958 for councillors.

When viewed over the past five years, the staffing levels for full-time and part-time employees have been relatively consistent, with three additional positions added to complement in the past three years. West Grey is largely reliant on a full-time staffing model with a consistent level of part-time support. The full-time staffing complement per 1,000 households for the West Grey is 6.4, which is the lowest staffing level in the comparators group.

Succession planning will need to be addressed.  Within the next year, five employees of the municipality will be entitled to retire with an unreduced pension; and within the next five years, an additional four employees could retire with an unreduced pension.  The positions are across the corporation, and not specific to any one department.

In reviewing workflow and workload, the consultant provided a questionnaire to department heads that addressed challenges in staffing, challenges in servicing, accomplishments (what’s working well) and challenges (areas to improve in staffing and service delivery).  In addition, the consultant conducted 1-on-1 interviews with the department heads and reviewed the 2020 staff report listing and reports pending list.

The current organizational structure is not an equitable model of direct reports and there are opportunities to better align job functions with service delivery and department responsibilities.

To address gaps, the consultant is recommending the following staffing enhancements:

1. Additions to full time complement are recommended in 2021:

• Finance and Asset Management Coordinator: to provide accountability for asset management and enhanced financial reporting, analysis and forecasting. 
• Customer Service and Records Coordinator: re-alignment to ensure customer service, legislative functions and corporate services are addressed, enhanced and managed appropriately
• Capital Projects and Environment Coordinator: to provide accountability for major capital projects and landfill and environmental services  
• Junior Building Inspector/Plans Examiner: to address succession planning, to meet legislative and contractual requirements and enhance customer service. This is a non-tax funded position.

The external consultant developed a pay grid structure, which achieved internal, external and statutory equity using updated job evaluation scoring, and market rates that reflected the 55th percentile of the defined pay market. Library positions were included in the 2015 review as well as in the municipality’s Pay Equity Plan. The salary grid has been adjusted annually having regard to cost of living increases.

As part of the total compensation package, West Grey implemented an enhanced group benefits program in 2020 for full-time employees.  The new program included an increased dental plan per family member, rather than a flat rate per household, maintained prescription drug and para-medical coverage, and formalized vision care coverage.

As part of the comprehensive project, ML Consulting was retained to review and recommend a revised salary grid for West Grey positions that meets legislative standards, best practices and competitive compensation; specifically, to assess the municipality’s current pay policy (percentile target), ensure internal equity and Pay Equity compliance, and develop a revised salary grid for implementation in 2021. West Grey Library Services was included in this review. This review did not include volunteer firefighters.

Employees completed updated job description templates that the consultant reviewed and evaluated using an updated/current job evaluation system.  Pay equity was also reviewed and applied.  The consultant then reviewed West Grey’s data with 11 municipal comparators.

The 2020 compensation review indicates that West Grey pays below all of the defined comparator group with greater deviation in some positions. Financial implications of addressing these deviations will be incorporated into the 2021 budget deliberations beginning in January 2021.

Operationally, West Grey library services is challenged with providing library services to residents in West Grey over a vast geographic area with the current service and resourcing arrangement.  The Administrators of Rural and Urban Public Libraries of Ontario guidelines indicate a sustainable library should service a minimum of 1000 people in the surrounding area within a 30-minute drive and should have a minimum of 8,000 circulations a year. The Ontario Public Library Guidelines recommend public library service outlets be located for the maximum convenience of residents of the community, with no specific guideline indicated for minimum population or circulation; and suggests that someone should not have to drive more than 45 minutes to the nearest library.

Participation in West Grey library programs increased in 2019 as compared to the two previous years. A focused programming strategy and work plan with continued collaboration with municipal recreation staff will advance the library’s strategic priorities of becoming a community hub for community connections and resources. 

In 2018, service levels were reduced at the Elmwood Resource Centre to four hours weekly. In the consultant’s assessment, this puts into question whether a meaningful service is being offered to West Grey residents.  As well, 2019 circulation decreased by 70% since 2014 with the majority of identified users/patrons from 2016 to 2019 residing in Brockton.

Additionally, the library is challenged to attract and retain technically qualified staff due to minimal operating hours.  This results in the CEO often filling the ‘service gap’. 

Finally, West Grey library’s full time equivalent staff complement is 4.3, which is the lowest among the comparators, while serving the second highest community population (ranks second highest to North Perth in population).  The consultant recommends staffing levels be addressed to ensure the library service is “right-sized” to meet the mandate and needs of the community.