One-Sentence Summary

Council heard the Senior Manager report two pilot projects completing process improvements and asset sales, reviewed the Deputy Treasurer update on shifting fee review cycles to a three-year rolling structure, and addressed confirmation that no matters were postponed regarding additional business or motions.

Whole Meeting Summary

Report 25-017 from the Senior Manager of Strategic Initiatives and Operational Effectiveness details a Lean Continuous Improvement program utilizing methodologies to ensure efficient services through two pilot projects completed over six months that resulted in staff time savings of 89.4 hours per year and approximately $2,500 from asset sales. The Manager of Information Technology presented Report CR-25-080 regarding Project 2b1 to review mobile technology options for the IT needs assessment aimed at addressing outdated devices and limited management system use. The Deputy Treasurer presented Report CR-25-077 regarding Project 4c3 details on annual fees and charges, outlining a three-year rolling review cycle starting in 2026 and a formal policy development by end of 2025 to improve transparency and efficiency within the Service Review Initiative. The Service Review Implementation Ad Hoc Committee reviewed a staff report analyzing the transition from compliance to proactive bylaw enforcement, noting increased investigation volumes and high turnover while discussing adding full-time staffing funded by proposed fee increases rather than contracting out services. The speaker Speaker 01 were no matters postponed, no previously given motions, no correspondence, no additional business, and no notices of motion during this segment of the proceedings.

Most Newsworthy Items

  • Committee Hears Lean Continuous Improvement Report: The Committee heard a report on the implementation of the Lean Continuous Improvement program, which includes two pilot projects yielding staff time savings of 89.4 hours per year and approximately $2,500 in revenue from sold items. The report outlines future metrics for tracking capacity increases and cost avoidance, noting that the program relies on cross-functional team support and formalized tools to capture process improvements.
  • The Deputy Treasurer presented a brief update on Project 4c3: The Deputy Treasurer presented a brief update on Project 4c3 regarding the process for annual fees and charges, noting that the Service Review Initiative aimed to improve transparency and efficiency in fee reviews.
  • Committee Carries Motion on Coordination Efforts: A speaker emphasized the importance of one person leading coordination efforts to keep administration staff on board. Another member called the question, asked for votes in favor, and the motion was carried.
  • Staffing Seasonality and Bylaw Enforcement Expansion: The discussion addressed staffing resources, seasonal call volume peaks between May and October, and the benefits of a dedicated bylaw enforcement position versus property standards enforcement. Staff explained that while summer is busier, enforcement work occurs year-round due to waste management issues, snow complaints, and facade maintenance. The committee considered expanding services through fee increases or utilizing existing staff in other departments like building or STR coordination. A proposal to treat the new bylaw officer role as a pilot contract position with a one-year review was suggested. The committee noted that call volume remains high even in winter months compared to municipal comparators, supporting the need for service expansion despite concerns about full-time seasonal hiring.

Meeting Recap

8.a Report 25-017 from the Senior Manager of Strategic Initiatives and Operational

The report details a Lean Continuous Improvement program utilizing methodologies to ensure efficient services. Two pilot projects were completed over the last six months: an employee reimbursement process improvement resulting in staff time savings of 89.4 hours per year, and a yard and space optimization initiative yielding approximately $2,500 from asset sales.

Committee Hears Lean Continuous Improvement Report

The Committee heard a report on the implementation of the Lean Continuous Improvement program, which includes two pilot projects yielding staff time savings of 89.4 hours per year and approximately $2,500 in revenue from sold items. The report outlines future metrics for tracking capacity increases and cost avoidance, noting that the program relies on cross-functional team support and formalized tools to capture process improvements.

Committee Carries Motion on Coordination Efforts

A speaker Speaker 02 of one person leading coordination efforts to keep administration staff on board. Another member called the question, asked for votes in favor, and the motion was carried.

8.b Report CR-25-080 from the Manager of Information Technology Re Project 2b1

The Manager of Information Technology presented a report on Project 2b1 to review mobile technology options for the IT needs assessment. The project aims to address outdated, non-standardized devices and limited management system use by completing an inventory and establishing minimum ruggedization standards. While there is no immediate financial impact, the initiative will guide future capital and operating budgets. A motion to approve the recommendation was moved and carried.

8.c Report CR-25-077 from the Deputy Treasurer Re Project 4c3 - Process

The Deputy Treasurer presented a brief update on Project 4c3 regarding the process for annual fees and charges, noting that the Service Review Initiative aimed to improve transparency and efficiency in fee reviews. The report highlighted a shift to a three-year rolling review cycle starting in 2026 and the development of a formal policy by the end of 2025. Committee members provided positive feedback on the initiative’s progress, and the motion to receive the report for information purposes was carried.

8.d Report CR-25-076 from the City Clerk Re Project 1c5 - Provision

The Service Review Implementation Ad Hoc Committee reviewed a report analyzing the transition from a compliance model to proactive bylaw enforcement, noting increased investigation volumes and high staff turnover. Staff recommended adding a full-time supervisor and an officer, funded by proposed fee increases such as a $150 reinspection fee and raised work order fees, rather than contracting out services or involving police. The committee discussed utilizing existing building staff for initiatives like Derby camping but noted that additional staffing recommendations apply to the 2026 budget year. A proposal to treat the new bylaw officer role as a one-year pilot contract was suggested. Discussion referred to an earlier defeated motion regarding seeking expressions of interest. Subsequently, the committee proposed tabling the recommendation pending a future report on financial breakdowns for consideration at the next service review.

Report Analyzes Transitioning from a Compliance Model to a Proactive Approach

The report analyzes transitioning from a compliance model to a proactive approach for Bylaw Enforcement, focusing on efficiencies and savings. The division currently operates with two officers and one student, handling complaints and inspections across various bylaws like noise and parking. Statistics show a 36% increase in investigations since 2019, driven by categories such as yard maintenance and waste management. High turnover rates are attributed to limited growth opportunities and stress from interacting with upset individuals. The report notes that extending operating hours is not recommended due to low call volume after hours and higher costs, while police services remain better equipped for after-hours enforcement.

Report Recommends Staff Additions and Fee Increases for Bylaw Division

The report outlines a transition from a compliance model to proactive enforcement for bylaw officers, noting that while proactive models reduce complaints and maintain standards, they increase costs and administrative burdens. Staff recommend adding a full-time supervisor and an officer to address high caseloads and turnover, rather than contracting out services or moving enforcement to police. The report also proposes fee increases, including a $150 reinspection fee and raising work order fees from $80 to $120, to fund these changes without increasing the tax levy.

Committee Recommends Fee Increases and Proactive Enforcement

The Service Review Implementation Ad Hoc Committee recommends that City Council direct staff to bring forward a bylaw to amend fees and charges, including a new reinspection fee, an increased work order fee, and an increased property cleanup administration fee. Staff also recommend updating the bylaw enforcement policy to permit proactive enforcement in the River District and for repeat offences under the yard maintenance bylaw. Additionally, the committee recommends including positions for a bylaw supervisor and bylaw enforcement officer in the Mayor’s 2026 budget for consideration.

Staffing Seasonality and Bylaw Enforcement Expansion

The discussion addressed staffing resources, seasonal call volume peaks between May and October, and the benefits of a dedicated bylaw enforcement position versus property standards enforcement. Staff explained that while summer is busier, enforcement work occurs year-round due to waste management issues, snow complaints, and facade maintenance. The committee considered expanding services through fee increases or utilizing existing staff in other departments like building or STR coordination. A proposal to treat the new bylaw officer role as a pilot contract position with a one-year review was suggested. The committee noted that call volume remains high even in winter months compared to municipal comparators, supporting the need for service expansion despite concerns about full-time seasonal hiring.

Council Discusses Staffing Options and Proactive Enforcement Scope

Council discussed utilizing existing building staff, including chief and deputy building officials appointed as bail officers, to support proactive enforcement initiatives like Derby camping without immediate new hiring. Members noted that a recommendation for additional staffing applies to the 2026 budget year rather than the current fiscal period. Discussion included concerns about reviewing fifty regulatory bylaws due to capacity constraints and potential Charter of Rights issues regarding proactive noise complaints during the day. A member raised concerns about shifting expectations from residents to the municipality for property maintenance, while others suggested engaging the River District Board on beautification mandates.

Report Description Included a Proposed Process to Include Two New Positions Expanding

The report description included a proposed process to include two new positions, expanding staff from two to four employees. Discussion referred to an earlier defeated motion regarding seeking expressions of interest. A subsequent discussion proposed tabling the recommendation pending a future report on financial breakdowns for consideration at the next service review.

9 MATTERS POSTPONED

The speaker Speaker 01 were no matters postponed, no previously given motions, no correspondence, no additional business, and no notices of motion.

Links

Read full transcript: https://helpos.ca/transcripts/owen-sound/committee-service-review-implementation-ad-hoc/2025-07-16

Agenda page: https://helpos.ca/agendas/owen-sound/committee-service-review-implementation-ad-hoc/2025-07-16

Official meeting page: https://pub-owensound.escribemeetings.com/MeetingsCalendarView.aspx/Meeting?Id=687b5b52-939a-49e6-9263-8048555c6e0d

Original video: https://video.isilive.ca/owensound/New Encoder_SR_2025-07-16-09-00.mp4