Local government taxpayers are spending more than $4 million every year on senior managers at the County of Haliburton and the four townships, councillors at an affordability and governance meeting were told Sept. 9 in Minden.
Eastern Ontario Regional Network (EORN) consultant, Maureen Adams, said there are five chief administrative officers making a combined $1,224,976. Seven clerks and deputy clerks are bringing in $1,018,810 per annum. Six planning managers garner $1,014,243 annually, and five treasury managers another $891,698.
Adams suggested compensation for senior managers is something to consider as councillors grapple with changes proposed in the affordability and governance study.
She did not offer staffing models for change, or dollar figures attached to them.
Adams said, “through our last few sessions, people were asking a lot of questions around more information financially. I recognize, depending on what changes council might be considering, you don’t want to do it for something that’s not significant, or might not really make a difference.”
Adams added the fresh information presented last week spoke to “capacity building.
“If you were to consider a new model, there might be opportunities for capacity building where you redeploy some of those funds to infrastructure, and to other things that maybe aren’t getting done. Capacity building really helps the municipality operate more proactively, adapt more easily, and remain sustainable.”
Benefits being part of a bigger group
Adams added it could mean taking on in-house services, engineering for example, versus contracting out. She said it could lessen duplication that now exists among the five municipalities.
“It promotes long-term, sustainable, service delivery for municipalities. So, overall capacity building has to be one of the big components that you think about if you’re making a decision on a government structure moving forward.”
She provided other examples, such as information technology. She said if it was all done through the County, rather than one staff member assigned to doing the work at each township, it would be more effective.
Adams said it applied to finance as well; with five different accounting systems; budgets; audits; and four townships issuing tax bills. “If that was consolidated into one area, there’s efficiencies to be created. You wouldn’t have five payroll people. You might have one, one-and-a-half, or two. And, then, those resources would allow you to be able to be a little bit more proactive in some of your financial management, such as investments.”
Adams said capacity building could further help with risk management for insurance and better asset management planning. The consultant said the planning and building departments are other good examples.
“You have five official plans in this region. If you had one plan, it would make it easier for anybody that’s looking at development and building within your region because it would be the same everywhere; the same type of plan, the same bylaws, the same staff.
“I think at the end of the day, it will build capacity within your resources to be able to provide better data, bring forward good information to council, and build some capacity.
“You might have a bigger voice when it comes to OPP, paramedic services. You’re part of a bigger group to make sure those services are being maintained and meeting the requirements for all corners of the region.”
