One-Sentence Summary

Council heard Services Administrator Project updates on fleet maintenance and electric piloting, considered Human Resources Specialist Project details regarding hiring tools and division consolidation, and addressed City Manager Project Update outcomes where staffing budget motions were decided with the ideal option defeated.

Whole Meeting Summary

The Fire Services Administrator’s report on Project 1d1 detailed progress where twenty-three service review recommendations were completed, noting that older vehicles incur high repair costs and that staff are forming a Fleet Team to evaluate leasing options and piloting additional electric vehicles before reporting back to Council. Council received a report on the Service Route Project One-A-One comprehensive onboarding program that pilots new hiring forms and Pixme AI software while addressing concerns about excluding technically unsavvy individuals by maintaining alternative physical resume submission methods. The Service Review Implementation Ad Hoc Committee reviewed an update on Project 1a3 and recommended including new staffing positions in the Mayor’s budget, with a motion to sever that recommendation carried and a motion to include them in the ideal option of the budget defeated.

Most Newsworthy Items

• Fleet Replacement Update and Electric Vehicle Pilot: The report details fleet utilization data showing a significant drop in mileage claims since starting the car share program. It proposes a seven-year replacement schedule for light trucks and passenger vehicles, noting that older units are costly to maintain. The committee also discussed piloting additional electric vehicles within the Public Works fleet to test their effectiveness.
• Fleet Strategy Update and Vehicle Share System Results: The report on fleet strategy noted that 23 of the 32 recommendations from the service review project have been acted upon or have been completed since October. A new vehicle share system was implemented at City Hall, resulting in mileage claims being virtually erased for staff there and significant cost savings through better utilization. The fleet added 19 more automatic vehicle locators to monitor equipment like lawnmowers and tractors. While some vehicles still go home with on-call staff, a policy prohibits taking passengers, which continues to generate some mileage claims. The report highlighted that vehicles over eight years old cost almost 100 percent more to maintain than those seven years or less, necessitating a move away from the current seven-year replacement cycle for light-duty trucks.
• The Service Review Implementation Ad Hoc Committee reviewed an update on Project: The Service Review Implementation Ad Hoc Committee reviewed an update on Project 1a3 and recommended including new staffing positions in the Mayor’s budget.
• Eight C Human Resources Specialist Comprehensive Onboarding Programmeme. the Objectives: The report presents a final update on Service Route Project One-A-One, a comprehensive onboarding program designed to increase employee engagement, accelerate productivity, and reduce turnover. The initiative involves piloting a structured process with recent job postings, creating new forms and templates for hiring managers and employees accessible via an Employee Essentials portal, updating the Request to Hire form to include rationale sections, and implementing Pixme AI software to streamline application screening and reduce manual sorting time.

Meeting Recap

8.a Report CR-25-069 from the Fire Services Administrator Re Project 1d1

The report on Project 1d1 noted that 23 of 32 service review recommendations have been acted upon or completed since October, including a new vehicle share system at City Hall that virtually erased mileage claims for staff there. The fleet added 19 automatic vehicle locators to monitor equipment, though some mileage claims continue due to on-call staff taking passengers despite policy prohibitions. The report proposes a seven-year replacement schedule for light trucks and passenger vehicles because older units are costly to maintain, while the committee discussed piloting additional electric vehicles within the Public Works fleet. Fleet repair costs have risen significantly for vehicles over seven years old, prompting a proposal to evaluate a leasing program to replace expensive rentals like a winter maintenance truck costing $40,000 annually. Staff will form a Fleet Team to meet with leasing providers regarding potential electric pickups and cost-effective ownership options before reporting back to Council on the direction for fleet management.

Fleet Strategy Update and Vehicle Share System Results

The report on fleet strategy noted that 23 of the 32 recommendations from the service review project have been acted upon or have been completed since October. A new vehicle share system was implemented at City Hall, resulting in mileage claims being virtually erased for staff there and significant cost savings through better utilization. The fleet added 19 more automatic vehicle locators to monitor equipment like lawnmowers and tractors. While some vehicles still go home with on-call staff, a policy prohibits taking passengers, which continues to generate some mileage claims. The report highlighted that vehicles over eight years old cost almost 100 percent more to maintain than those seven years or less, necessitating a move away from the current seven-year replacement cycle for light-duty trucks.

Fleet Replacement Update and Electric Vehicle Pilot

The report details fleet utilization data showing a significant drop in mileage claims since starting the car share program. It proposes a seven-year replacement schedule for light trucks and passenger vehicles, noting that older units are costly to maintain. The committee also discussed piloting additional electric vehicles within the Public Works fleet to test their effectiveness.

Fleet Repair Costs and Proposed Leasing Evaluation

The report details fleet repair costs rising significantly for vehicles over seven years old and proposes evaluating a leasing program to replace expensive rentals, such as a winter maintenance truck costing $40,000 annually. Staff will form a Fleet Team to meet with leasing providers regarding potential electric pickups and cost-effective ownership options before reporting back to Council on the direction for fleet management.

8.c Report CR-25-078 from the Human Resources Specialist Re Project 1a1

The report presents a final update on Service Route Project One-A-One, a comprehensive onboarding program designed to increase employee engagement, accelerate productivity, and reduce turnover. The initiative involves piloting a structured process with recent job postings, creating new forms and templates for hiring managers and employees accessible via an Employee Essentials portal, updating the Request to Hire form to include rationale sections, and implementing Pixme AI software to streamline application screening and reduce manual sorting time. Council members questioned whether the hiring process relies exclusively on Pixme, potentially excluding individuals less technically savvy or those without specific credentials like high school diplomas or G licenses. The staff representative confirmed that alternative contact methods remain available, physical resumes are still accepted at the front counter, and the organization is actively updating application fields to remove unnecessary requirements such as the G license for most positions. A motion was moved to receive a report on the Service Review Implementation project for information purposes, which was carried by Council. The report outlines opportunities to consolidate Public Works and Parks Open Spaces divisions to address inconsistencies, gaps, and overlaps in service responsibilities. Discussions focused on whether amalgamating the two operating groups would improve efficiency, clarify public-facing tasks like stump removal, and enhance staff clarity. While the implementation plan is not fully finalized, it anticipates assigning Public Works staff to support Parks during spring and summer seasons.

Eight C Human Resources Specialist Comprehensive Onboarding Programmeme. the Objectives

The report presents a final update on Service Route Project One-A-One, a comprehensive onboarding program designed to increase employee engagement, accelerate productivity, and reduce turnover. The initiative involves piloting a structured process with recent job postings, creating new forms and templates for hiring managers and employees accessible via an Employee Essentials portal, updating the Request to Hire form to include rationale sections, and implementing Pixme AI software to streamline application screening and reduce manual sorting time.

Council Receives Update on Hiring Process and Service Review

Council members questioned whether the hiring process relies exclusively on Pixme, potentially excluding individuals less technically savvy or those without specific credentials like high school diplomas or G licenses. The staff representative confirmed that alternative contact methods remain available, physical resumes are still accepted at the front counter, and the organization is actively updating application fields to remove unnecessary requirements such as the G license for most positions. A motion was moved to receive a report on the Service Review Implementation project for information purposes, which was carried by Council.

Consolidating Public Works and Parks Divisions

The report outlines opportunities to consolidate Public Works and Parks Open Spaces divisions to address inconsistencies, gaps, and overlaps in service responsibilities. Discussions focused on whether amalgamating the two operating groups would improve efficiency, clarify public-facing tasks like stump removal, and enhance staff clarity. While the implementation plan is not fully finalized, it anticipates assigning Public Works staff to support Parks during spring and summer seasons. The proposal includes moving some seasonal staff to permanent roles to reduce hiring time and create efficiencies. Stump removals are recommended for 2026 following the development of an implementation and transfer plan.

Restructuring Options and Next Steps for Public Works

The presentation outlined restructuring options for the Public Works and Engineering Department, noting that recent retirements provide an opportunity to adjust the current structure without impacting long-term employees. The base option involves redefining existing roles, while mid and ideal options propose adding new positions such as an Engineering Services Supervisor and a Wastewater Collection Superintendent. Next steps include posting for the Manager of Public Works and Engineering and the Superintendent of Public Works, finalizing job descriptions, and developing a union process to transfer staff between departments. The team emphasized that these discussions involved frontline staff and senior leadership to ensure proposals are achievable.

Staffing Flexibility and Capital Project Management Concerns

The committee discussed internal posting procedures for jobs and the preference for internal candidates to undergo interviews before external recruitment. Staffing flexibility was addressed regarding seasonal employees with off-season responsibilities, such as special needs children or business owners, who work only specific seasons. The discussion clarified that shifting staff between Public Works and Parks could result in unmet work requirements during peak seasons if not managed carefully. Concerns were raised about the false narrative of having a set number of seasonals ready, noting issues with retention and no-shows despite hiring efforts. The committee also questioned the reliance on facility superintendents to manage multi-million dollar capital projects without formal project management or engineering expertise, highlighting potential risks for consultants and the city.

Staffing Roles and Consultant Direction Challenges

The committee discussed challenges where consultants require staff direction on design changes, leading to delays when superintendents are asked to handle tasks outside their primary skill set of operating water and wastewater treatment plants. Staffing adjustments were clarified as maintaining four engineering technologist positions while filling a vacant role, with a proposed project coordinator position intended for document control and workflow optimization rather than engineering inspection. A discussion regarding the backflow prevention coordinator position noted that converting a long-term contract role to permanent status involves minimal cost differences aside from insurance benefits, though the committee considered moving into closed session to address these roles further.

Council Reviews Seasonal to Full-time Position Conversion

Council members questioned the rationale for converting five seasonal positions to full-time roles within the Service Review initiative, seeking clarification on associated cost savings and potential cuts elsewhere. Staff explained that aligning Public Works with Parks divisions and reducing overall seasonal hiring would result in net savings of approximately $364,000 if implemented. While current budget room exists for this year’s implementation costs, future rate adjustments may be necessary. Public concerns regarding spring maintenance delays were addressed by noting that full-time staff will help mitigate risks associated with late frosts and staffing pressures.

Committee Moves to Closed Session on Identifiable Positions

The committee discussed recruiting engineering technologists to handle preliminary project coordination, design work, and document control for linear infrastructure projects like water and wastewater systems. A motion was made to go into closed session to speak to identifiable positions within the report, which was carried by the committee.

8.d Report CM-25-022 from the City Manager Re Project 1a3 - Update

The Service Review Implementation Ad Hoc Committee reviewed an update on Project 1a3 and recommended including new staffing positions in the Mayor’s budget. A motion to sever the recommendation regarding new staffing positions was carried, while the motion to include those positions in the ideal option of the budget was defeated.

Links

Read full transcript: https://helpos.ca/transcripts/owen-sound/committee-service-review-implementation-ad-hoc/2025-07-09

Agenda page: https://helpos.ca/agendas/owen-sound/committee-service-review-implementation-ad-hoc/2025-07-09

Official meeting page: https://pub-owensound.escribemeetings.com/MeetingsCalendarView.aspx/Meeting?Id=3aed9dbb-7067-4ff8-b817-bf1c799652c6

Original video: https://video.isilive.ca/owensound/New Encoder_SR_2025-07-09-08-59.mp4