Annual General Meeting

Annual General Meeting
Welcome to the 46th Annual General Meeting

Post Meeting Presentation – November 1, 2017
COTM has posted the presentations made at the October 24th, 2017 meeting. Regrettably, COTM was unable to formally constitute the AGM given we did not achieve quorum. You are welcome to contact COTM if you have questions about this presentation content.

Annual General Meeting “Chairperson’s Remarks”
October 24, 2017

Chairperson’s Year in Review
Here is a photo of the 2016 Council members in attendance at the October 2016 annual meeting.

Presentation Purpose Recap on the Annual Report content
Update on some key developments since the period covered by the Annual Report Address some items identified in the September Member Survey

COTM Council’s Strategic Priorities
Governance Registration Supporting OT Practice (Practice Issues & CCP) Complaints Transition to The Regulated Health Professions Act The COTM Council conducted and completed a strategic planning process in late 2016, early 2017. The major areas of focus have not changed substantially as they continue to reflect the key aspects of COTM’s business. The Annual Report provides detail about developments in each of these five areas.

COTM Council’s Strategic Priorities
Strategic directions highlight the Council’s priorities for COTM Strategic directions also drive the operational plan created by the Executive Director to achieve these priorities

Committee Reports As it happens the strategic directions align, for the most part, with our committee structure Therefore the Annual Report provides you with some idea of what is happening at the committee level

COTM Committees Board of Assessors Continuing Competence Executive
Investigation Inquiry Legislation Practice Issues

Strategic Direction #1 - Council Governance
Council required by The OT Act to manage and conduct the business and affairs of COTM The goals reflect this responsibility In particular the role of Council is to make policy, provide oversight, renew itself through education and enforce policy “Hands on the rudder and not the oars”

Strategic Direction #1 - Council Governance
Priorities include: Using values to guide decision making (in addition to the governances of COTM) Developing a risk management process Referencing strategic priorities in communicating COTM work Becoming more responsive to emerging trends Work is supported by the Executive

Strategic Direction #2 - Registration
Priorities include: Responding to oversight by the Office of the Manitoba Fairness Commissioner Responding to transition to the ACOTRO Substantial Equivalence Assessment System Reviewing the regulatory role related to examination and accreditation through work with our national partners Work is supported by the Board of Assessors

Strategic Direction #3 – Supporting OT Practice
This strategic direction changed the most to reflect that the CCP program is established Shift from the establishment of program to CCP component development Also recognizes that COTM needs to address how to support practice in other ways

Strategic Direction #3 Supporting Practice / Practice Issues
Priorities include: Responding to potential changes in scope of practice (e.g. Naloxone administration) Monitoring changes in practice due to legislative changes (for e.g. MAID) Reviewing the Code of Ethics and practice guidelines in light of RHPA requirements Work coordinated by the Practice Issues Committee An example of the work of the Practice Issues Committee includes the completion of the new practice guideline entitled Managing Client Information – Meeting Legislative Obligations.

Strategic Direction #3 – Supporting Practice Continuing Competence
Priorities include: Connect with members to develop highest priority supports for completion of CCP requirements Identify and implement a way to incorporate consumer and public feedback for improving the CCP Select, monitor and report outcomes to develop a comprehensive evaluation of Phase 1 implementation

Strategic Direction #3 – Supporting Practice Continuing Competence
Priorities include (continued): Phase 1 implementation with recommendations Increase volunteer resource for PREP development Develop practice audits Work coordinated by CCP Advisory and Steering Committees

Strategic Direction #4 – Investigation & Inquiry
Priorities include: Emphasis on development of procedures for investigation committee and the inquiry committee Provide members with information about the complaints processes Work coordinated by Investigation Committee Chair and COTM staff We know that members have a great deal of interest in the complaints investigation and inquiry area of COTM’s work. This is attributed to the fact that the work is confusing and expensive. There is also a stated desire by members to understand the types of issues that trigger complaints so that there can be some vicarious learning. COTM has posted an FAQ on the COTM website about complaints investigation which addresses some of what we have heard. In the coming months, we will post a table showing the level of activity with some information about the types of complaints we receive – i.e. related to the source of the complaint and the focus – misconduct, unskilled practice or lack of fitness.

Strategic Direction #5 – The Regulated Health Professions Act
Priorities include: Monitoring the work of COTM and other professions related to regulation under the RHPA Work coordinated by the Legislation Committee At present there is some uncertainty about the priority government will give to the RHPA due to the current healthcare system changes. Nevertheless, with the proclamation of the regulations that bring the College of Registered Nurses of Manitoba under the RHPA, COTM will carry on with what work we can do without the potential risk of having to undo it or redo it. The Manitoba Alliance of Health Regulatory Colleges (MAHRC) has developed a proposed consultation model that it will share with government. MAHRC will also be seeking out clarification of a go forward position on the RHPA.

Strategic Directions Going Forward
We will be revisiting the Governance Strategic Direction and goals related to the Calls to Action of the Truth and Reconciliation Commission We are examining the COTM role related to health system changes

Other Activities Integrated Information Technology Solution – consolidation and ongoing improvement Website development Monitoring the new Accessibility Legislation

Work with Other OT Regulators and OT Organizations
Ongoing development of SEAS (ACOTRO) Exploration of matters of specialization and cross jurisdictional practice (ACOTRO) Work with CAOT & ACOTUP on the exploration of role of regulation in examination and accreditation (ACOTRO)

Work with other Regulators
Through the MB Alliance of Health Regulatory Colleges (MAHRC) Patient safety The Apology Act Medical Assistance in Dying Truth and Reconciliation Commission Calls to Action

Work with other Regulators
Through the MB Alliance of Health Regulatory Colleges (MAHRC) (continued) Public Education campaign RHPA Consultation processes based on the International Association of Public Participation - Public Participation Spectrum

Business Arising During the Business Arising part of the agenda we will have a brief presentation on COTM financial matters related to the Information Technology system and the COTM Continuing Competence program This will include detail as to how this work is progressing and will be funded over the next 3 years.

Pre AGM Survey We received 76 responses or approx. 10%
Much interest in: The fee increase / IT system development, etc. Role of COTM with health system changes Continuing Competence Program – how is it working / where is it going?

Our response to what you wanted to know
RE: FEES and IT development and CCP development – details to follow in the next item RE: COTM role with health system changes – limited role / advocacy is the mandate and purview of MSOT / Council will examine this RE: CCP – review annual report and stay tuned for more supports and potential workshops

What else did we learn? Great ideas related to the website modifications Some confusion about COTM’s role vs that of MSOT The scope of COTM’s work is unclear - as seen by PREP ideas

What else did we learn? Distinctions between regulatory vs. clinical based guidance is unclear Support for virtual AGM is evident Interest in a monthly COTM Blog

Transitioning of Executive and Council Representation
Outgoing Returning Newly Elected / Appointed (in the words of Sheila Marlow, COTM Council Chair) So this year, there are a few of us completing our terms – we wish to thank Gina Tranquada and Jeanette Edwards for completing their three year term – as have I. Fortunately, you will hear during the Nominations report, that Jeanette has accepted the nomination for another. I am completing my second three year term and so at this time, I want to say thank you for the opportunity to serve on council these past six years. I highly recommend it to all COTM members at some point in their career. So those continuing on the Council include: Katelyn Maruca, Hon Ha O’Donovan, Brenna Shearer, Christy MacKenzie, Sandra Ott, along with our public members Pat Locken and Tom Paxton. We await public representative appointments by the Minister of Health so that Council can add two additional public members to council. Council also welcomes Carolyn Ball who was recently appointed by Council to the Council.

Acknowledgements Dedicated public representatives Committed volunteers
Engaged COTM members Generous and collaborative partners (other regulators at provincial & national level) Hardworking staff

The Year Ahead….

What are we planning? And what have we done?

Two major areas for development
Continuing Competence Program Internet based Information Technology Infrastructure

Background The COTM fiscal year is June 1 to May 31
COTM approves the budget for the fiscal year in February to provide members with early notification of fees owing for June 1 In the spring of 2015, Council confirmed the plan to begin an IT development contract in the fall of 2015 At that time there was a decision to use Reserve Funds to cover the development costs rather postpone development while we amass the funds

Background (continued)
Auditor reviewed the plan and confirmed that development costs be funded by levies and new operation (ongoing) costs be funded by member fees Reserve funds would need to be replenished as well as enhanced Plan for 2015 – 2020 was outlined at 2015 AGM

Projections and Planning

CONTINUING COMPETENCE
Initiatives RISK MANAGEMENT (RESERVE FUNDS) CONTINUING COMPETENCE PROGRAM INFORMATION TECHNOLOGY PLATFORM HUMAN & EQUIPMENT RESOURCES

Five year projections (to 2020)
IT and CCP Development & ongoing Operational costs (as projected in 2015) PROJECT Development $ Timeframe Annual on-going $ IT Platform 130,000 2 years $18,000 CCP 60,000 5 years $10K  30K Total 190,000

Funding Model Member fee: baseline & on-going costs (i.e. permanent)
Member levy: development costs & reserve fund enhancement (i.e. temporary) Method was recommended by Deloitte following review of funding plan

Five year projections (2020)
IT / CCP Development & Operational costs Reserve fund (as projected in 2015) ACTUAL PROJECTED TARGET Reserve Fund Office Upgrades 500 9000 Special Projects 2300 10000 RHPA IT 42360 Discipline Activity 113260 88497 150000 Sick time 15000 25000 Contingency 16000 36000 Total $199,420 $132,303 $250,000 The second priority that drove the recent fee increases was to replenish and grow the reserve fund. This slide shows the targets that were settled on back in It also shows that between year end 2015 and year end 2016 we projected using up all of the IT funds ($42360) that had been accumulated and another $25K from the Discipline Activity Fund. The Discipline fund is earmarked to pay for COTM hearings.

Five year projections (2020)
IT /CCP Development & Operational costs Reserve Fund targets Organizational costs Increased EFT by 2020 Cost-of-living increments Adjustments for increased and newly incurred costs The third priority area the 2015 council considered in making these 5 year projections was how COTM’s operations would change. This includes succession planning for the Executive Director’s eventual retirement and increase in admin staff EFT’s.

End of … Fees 485 535 610 650 700 Levy 40 110 55 Total 525 645 720 705 755 Income 341,250 423,250 472,490 480,625 533,750 Regular Expenses 311,130 322,970 369,550 382,290 444,410 IT Start-up 85,450 44,700 CCP Start-up 1200 22,000 32,500 5000 IT On-going 18,560 18,500 18,900 CPP On-going 7000 10,000 25,000 30,000 Other project costs 3600 2835 1625 250 Total Expenses 408,380 421,100 398,050 460,315 498,560 Surplus (Deficit) (67,130) 2150 74,440 20,310 35,190 Reserve Fund Total 132,320 134,470 206,720 227,030 262,220 This slide shows the projections the council used in the spring of 2015 to confirm their go-forward plan. The highlighting is added to assist in your comparison of this planning to the actuals which are presented during the Treasurer’s report.

End of … Fees 485 535 610 650 700 Levy 40 110 55 Total 525 645 720 705 755 This slide shows the 2015 projections for fees to the year 2019 – 2020. During the coming months we will confirm what impact our current financial position will have on 2018 – 2019 fees.

COTM Fee History Base Fee Levy Total 2017-2018 610.00 110.00 720.00
Base Fee Levy Total 610.00 110.00 720.00 535.00 645.00 485.00 40.00 525.00 475.00 515.00 50.00 425.00 0.00 350.00 250.00

OT Regulatory Organizations’ Fees
Province Members 2017 Fees 2017 B.C. (COTBC) 2185 (2016 #’s) $525 (2016 $) ALBERTA (ACOT) 2173 $550 SASKATCHEWAN (SSOT) 377 (2016 #’s) $550 (2016 $) MANITOBA (COTM) 670 $720 ONTARIO (COTO) 5792 $743 QUEBC (OEQ) 5264 NEW BRUNSWICK (NBAOT) 370 $300 NOVA SCOTIA (COTNS) 525 $450 PRINCE EDWARD ISLAND (PEIOTRB) 70 $250 NEWFOUNDLAND & LABRADOR (NLOTB) 203 (2016 #’s) $350 (2016 $)

MB Regulatory Organization Fees
Profession 2017 Members Numbers Fees 2016 Fees 2017 Occupational Therapists 670 $645.00 $720.00 Physiotherapists 829 $675.00 $735.00 Dietitians 429 $575.00 Speech Language Pathologists and Audiologists 452 $771.00 Registered Psychiatric Nurses 1057 $535.50 $551.25 Registered Nurses 14040 $421.42 $ * Dental Hygienists 734 $460.00 $480.00 * No longer includes payment for malpractice insurance

Treasurer’s Report

Audited Financial Statement Actual Income & Expenses to Budget Last Year’s Budget to Current Year’s Budget Reserve Fund Actual & Targets

Financial Statements of THE COLLEGE OF OCCUPATIONAL THERAPISTS OF MANITOBA May 31, 2017
Presented by Hon Ha O’Donovan. The first part of the Treasurer’s report is a presentation of the 2017 Audited Financial statement. This will show how we collected and spent funds in the period of June 1, 2016 to May 31, 2017.

INDEPENDENT AUDITOR’S REPORT
Deloitte LLP Suite 2300, 360 Main St. Winnipeg MB R3C 3Z3 INDEPENDENT AUDITOR’S REPORT To the Members of The College of Occupational Therapists of Manitoba We have audited the accompanying financial statements of The College of Occupational Therapists of Manitoba, which comprise the statement of financial position as at May 31, 2017 and the statements of operations, changes in net assets and cash flows for the year then ended and the notes to the financial statements. These first 4 slides represent the narrative about the audit. This document is included on the COTM website in the Annual report as well as in the online version of the meeting package given that the numbers may be difficult to read on projector; alternatively – it is in your paper package.

Management's Responsibility for the Financial Statements
Management is responsible for the preparation and fair presentation of these financial statements in accordance with Canadian accounting standards for not-for-profit organizations, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. Auditor’s Responsibility Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with Canadian generally accepted auditing standards. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement.

Auditor’s Responsibility continued…
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor's judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity's preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity's internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the financial statements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

Opinion In our opinion, the financial statements present fairly, in all material respects, the financial position of The College of Occupational Therapists of Manitoba as at May 31, and the results of its operations and its cash flows for the year then ended in accordance with Canadian accounting standards for not-for-profit organizations. Chartered Accountants August 29, 2017 Winnipeg, Manitoba This is the most important part of this letter from the Auditor as it confirms that in their opinion the financial statements present fairly the financial position of COTM. It is the “seal of approval” that an organization’s members should look for.

THE COLLEGE OF OCCUPATIONAL THERAPISTS OF MANITOBA Statement of Operations
Year Ended May 31, 2017 REVENUE Registration and license fees $ 438,688 $ 348,382 Investment income 5,292 4,541 Other income 500 579 Expense recoveries - rent 900 Expense recoveries - phone 444 Expense recoveries - administration 8,916 8,134 Expense recoveries - supplies 300 538 Expense recoveries - salary 2,736 2,891 $ 457,776 $ 366,409 This review of the audited financial statements, involves indicating why the 2017 year end numbers differ from the 2016 year end numbers. Later on in my presentation, I will provide a comparison of the expenses for the 2016 – 2017 fiscal year compared to our projected budget. Registration income was more than in 2016 – 2017 by approximately $90,000. This amount is primarily due to the increase of fees collected for June 1, 2016 which was a membership of $ and a levy of $ compared with the base membership fee of $ and the levy of $40.00 collected for June 2015. There was a slight increase in investment income with the higher membership fees. Expense recoveries are the amounts COTM receives from MSOT for their expenses to use COTM office space, equipment and staff.

THE COLLEGE OF OCCUPATIONAL THERAPISTS OF MANITOBA Statement of Operations
Year Ended May 31, 2017 EXPENSES Amortization $ 15,951 $ 8,933 Association dues 2,985 1,329 Council expenses and meetings 10,530 12,602 Continuing competence 30,037 28,289 Insurance 3,294 3,293 Miscellaneous - 3,051 Printing 3,160 4,380 Professional fees 17,878 10,076 Professional fees - IT Project 22,654 26,152 The most critical thing to note in the audit is that the costs associated with the development of the IT system are not fully expensed. Instead, the auditor recommends, and in fact requires, COTM to see the system as an asset. You will see that an expense line was created called Amortization that shows the portion of what was spent (a total of $35,092 related to development) that is considered an expense in this fiscal year. The amount of $15,951 is roughly two fifth of this total expenditure as the IT system which will be depreciated over a 5 year period. Association dues were higher as the Association of Canadian OT Regulatory Organizations changed its fees which resulted in an increase of $750 for COTM to ACOTRO. Professional Fees related to expenses for investigation (not lawyer fees), the audit, other consulting services and non IT Project Management. The higher costs in 2017 reflect a contribution to the Manitoba Alliance of Health Regulatory Colleges (MAHRC) public education campaign on professional regulation and a fairly costly investigation in which we needed to hire a non OT investigator. Planned expenses included Project Management for website upgrades planning. Professional fees related to the IT Project are only slightly lower in 2017 vs the previous.

Professional fees - Legal 44,955 24,337 Rent 17,430 16,990
THE COLLEGE OF OCCUPATIONAL THERAPISTS OF MANITOBA Statement of Operations Year Ended May 31, 2017 Professional fees - Legal 44,955 24,337 Rent 17,430 16,990 Service charges 4,065 716 Supplies 4,205 5,153 Support to ACOTRO 1,500 - Technology operations 19,492 15,442 Telephone and postage 13,466 15,161 Wages and benefits 192,397 187,105 403,999 363,009 EXCESS OF REVENUE OVER EXPENSES $ 53,777 $ 3,400 Legal fees were significantly higher than last year with COTM holding an Inquiry Committee hearing in September 2016 at a cost of approximately $28,000. COTM made a contribution to ACOTRO in the fall of 2016 to support a forum exploring the role of regulation with examination and accreditation. Technology operations include funds related to our licensing costs for the new cloud based IT system and annual fees. These are distinct from development costs as they are annual expenses. Wages were higher the previous year with all staff receiving a 2% increase and a payout of ED vacation. The total expenses in 2016 – were higher by $40,000 compared with 2015 – 2016 and is an accumulated total of the items we have described.

THE COLLEGE OF OCCUPATIONAL THERAPISTS OF MANITOBA Statement of Changes in Net Assets
Year Ended May 31, 2017 2017 Unrestricted Internally Restricted Invested in Capital Assets Total $ 16,000 $ 151,095 $ 35,734 $ 202,829 69,728 - (15,951) 53,777 (35,092) 35,092 (34,636) 34,636 $ 16,000 $ ,731 $ 54,875 $ 256,606 Balance, Beginning of Year Excess of Revenue Over Expenses Transfer From Unrestricted Fund (Note 4) Internal Restrictions (Note 4) Balance, End of Year This page shows the changes in our “saving accounts” – which COTM refers to as the Reserve Fund and in financial terms is called a Statement of Net Assets. This page shows that our reserve fund in real cash sat at $201,731 at the end of May 2017 as compared with $166,095 at the of May We get this number by adding the Unrestricted and Internally restricted amounts together. This is our real money. This is an increase of approximately just over $35,000. Our net assets sit at $256,606 which includes the “real cash” plus the “value” of the IT system which in the accounting world is viewed to be worth $54,875. As a reminder we spent almost $71,000 in IT system development over the past two years. It has depreciated since its inception by almost $16,000. We are depreciating it over 5 years.

THE COLLEGE OF OCCUPATIONAL THERAPISTS OF MANITOBA Statement of Changes in Net Assets
Year Ended May 31, 2017 2016 Unrestricted Internally Restricted Invested in Capital Assets Total $ 16,000 $ 183,429 - $ 199,429 12,333 (8,933) 3,400 (42,362) 42,362 (2,305) 2,305 (10,028) 10,028 $ 16,000 $ 151,095 $ 35,734 $ 202,829 Balance, Beginning of Year Excess of Revenue over Expenses Transfer From Restricted Fund (Note 4) Transfer From Unrestricted Fund (Note 4) Internal Restrictions Balance, End of Year This shows the net assets at the of 2016.

THE COLLEGE OF OCCUPATIONAL THERAPISTS OF MANITOBA Statement of Financial Position
May 31, 2017 2017 2016 ASSETS CURRENT Cash $ 590,392 $ 318,694 Accounts receivable 14,313 16,604 Prepaid expenses 593 3,022 CAPITAL ASSETS (Note 3) $ ,298 54,875 $ ,173 $ ,320 35,734 $ ,054 This shows where our funds are. Most of our money is in the bank account as all short term investments (GIC’s) have now reached maturity. Accounts receivable represents money that we will be receiving from MSOT. Prepaid expenses relate to insurance premiums and IT user license. We have already discussed the IT system as a capital asset – which shows that the current value of the IT system is sitting at $54,875.

Internally restricted 185,731 151,095 Invested in Capital Assets
THE COLLEGE OF OCCUPATIONAL THERAPISTS OF MANITOBA Statement of Financial Position May 31, 2017 2017 2016 LIABILITIES CURRENT Accounts payable Deferred revenue $ ,129 362,438 $ ,006 107,219 COMMITMENT (Note 5) 403,567 171,225 NET ASSETS Unrestricted 16,000 Internally restricted 185,731 151,095 Invested in Capital Assets 54,875 35,734 256,606 $ 660,173 202,829 $ 374,054 On this page you can see what COTM owes and what our assets include. We have already looked at the Net Assets so we will concentrate on the explaining the liabilities. At the end of May 2017, we owed for the Audit, some professional fees , legal fees and unused vacation. Deferred revenue is the membership fees that were collected online for the 2017 – 2018 membership year. Since the majority of members renewed online this amount of deferred revenue is significantly higher than that collected during the start of the 2016 – 2017 registration year. With online renewal the funds go directly into our bank account – making it deferred revenue at year end. In previous years, the membership fee payment cheques were deposited after the current fiscal year began therefore there was very little deferred revenue at year end. That is, membership fees were going into our bank during the year the fees related too. With online banking the fees are going in prior to the start of the membership year for which they are collected.

Item not affecting cash: $ 53,777 $ 3,400 Amortization 15,951 8,933
THE COLLEGE OF OCCUPATIONAL THERAPISTS OF MANITOBA Statement of Cash Flows Year Ended May 31, 2017 2017 2016 OPERATING ACTIVITIES Excess of revenue over expenses Item not affecting cash: $ ,777 $ ,400 Amortization 15,951 8,933 Changes in non-cash operating working capital items: 69,728 12,333 Accounts receivable 2,291 (9,766) Prepaid expenses 2,429 (1,688) Accounts payable Deferred revenue (22,877) 255,291 29,725 104,595 306,790 135,199 This slide and the next show explain how we arrive at our current cash position. It shows how money owing to us and that we owe, the value of the IT system, and deferred revenue from the use of credit cards by some of members has changed our cash position at the end of May 31, 2017 as compared to previous fiscal year. This is a page of pure arithmetic that shows changes in assets, liabilities and represents these changes separately for cash and non cash items.

NET INCREASE IN CASH POSITION
THE COLLEGE OF OCCUPATIONAL THERAPISTS OF MANITOBA Statement of Cash Flows Year Ended May 31, 2017 2017 2016 INVESTING ACTIVITIES Decrease in short-term investments Purchase of capital assets - (35,092) 66,468 (44,667) 21,801 NET INCREASE IN CASH POSITION CASH POSITION, BEGINNING OF YEAR CASH POSITION, END OF YEAR 271,698 318,694 $ 590,392 157,000 161,694 $ ,694

2016 - 2017 Actuals with a comparison to the 2016-2017 Budget
For this section we will highlight those items where we spent differently than anticipated.

ACTUAL to BUDGET COMPARATIVE
June 1/16 - May 31/17 Budget June 1/16 - May 31/17 Registered OTs (Practising & Non Practising) Annual Registration Fees 636 / 75 $610/244 650 $535/214 Levy $110/44 REVENUE Member Fees Other Registration Income Levy Income Investment Income Other Revenue $366,088 72,600 5,292 500 $ 353,100 900 We just reviewed the actuals of the 2016 – 2017 fiscal year as presented by the auditor. Now we want to compare the actuals to what we had budgeted. We will not go through every line but highlight where the actuals were significantly different from the budget. Member fees were over by about $13,000 with more registration activity throughout the year. Investment income was higher by about $ – in the coming year COTM will look at investing some funds though with two hearings in three years we must be cautious in tying up funds. Other revenue relates to Labour Mobility Support Agreement form completion payments.

REVENUE Actual June 1/16 - May 31/17 Budget June 1/16 - May 31/17 Recovered Expense (rent) Recovered Expense (phone) Recovered Expense (supplies) Recovered Expense (wages) Recovered Expense (wages - contract) $ 444 300 8,916 2,736 $ 900 6,600 2,700 TOTAL REVENUE $ 457,776 $ 437,544 This shows that more administrative staff time was devoted to MSOT work than anticipated – therefore $2300 additional funds were recovered.

Projected June 1/16-May 31/17 Budget June 1/16-May 31/17 EXPENSES Miscellaneous Council & Committee Expenses Executive Director Meeting Expenses Continuing Competence Education/Training Projects Association Dues Membership Refunds Office: Courier/Fax/Post/Phone Office: Supplies $ 5,602 4,928 30,037 1,500 2,985 13,466 4,205 $ 6,500 6,400 35,000 2,100 2,000 1,700 2,500 13,230 3,150 Less time was devoted to CCP program work in this past year – with more time going towards the continued development of the IT system. No staff was involved in formal education and training such as certificate or college or university programs. Staff only participated in workshops and conferences. The higher Association Dues reflects an increase in our fee to ACOTRO from $750 to $1500. Membership refunds – though budgeted are in fact applied against revenue. That is that the amount of registration revenue was reduced by the amount of refunds COTM processed. The budget is more or less simply a place holder.

Projected June1/16 -May 31/17 Budget June1/16-May 31/17 EXPENSES $ 3,160 19,492 923 3,294 17,430 468 3,598 $ 3,675 21,560 710 1,200 3,600 15,536 750 9,700 Office: Copying/Printing Office: Technology Office: Maintenance Office: Depreciation Expense Casual Office Support Insurance Rent Bank Charges Payment Processing Rent has gone up slightly this past year as COTM and the other subtenants began to pay an admin fee to Inclusion Winnipeg which manages the building on behalf of all tenants. There is also the use of credit cards expense - the budget for was set at $9700 however with fewer members using the system during the 2016 – 2017 renewal – credit card processing fees were lower than projected.

June 1/16-May 31/17 Budget Jun.1/16-May 31/17 EXPENSES Professional Fees Profess. Fees - IT Project Mgmt. Professional Fees - Legal Wages: Salary Benefits/Source Deductions Reserve Fund (various) Integrated Technology Solution CCP Development $ 17,878 22,654 44,955 191,474 34,636 35,092 $ 457,777 $ $ 15,000 10,000 28,500 183,040 37,538 22,000 $ 425,614 $ ,930 This was slightly higher than anticipated with a contribution to the MB Alliance of Health Regulatory Colleges for a Public Education Campaign of $2000. The Professional Fees – IT Project Management is considerably higher than budgeted. When the budget was developed in late 2015, the intent was to have the development more or less complete by the end of the fiscal year. This amount reflects the considerable investment COTM has made to the system apart from the fees paid to the development firm. Professional Fees Legal is over the budgeted amount by $14500 due to a hearing in September 2016 as noted earlier. Wages were over by about $8000 which is due to untaken vacation on the part of the Executive Director. Though her budget is for a .6 EFT, the pay out of vacation on an annual basis reflects that the work is closer to a ¾ time position. COTM had not anticipated being able to put any funds into the reserve fund – but this shows that approximately $35000 was directed to COTM’s “savings” – this amount was primarily directed to the Discipline Fund with another smaller amount going into Projects. Though the amount directed to the IT system is only slightly below the budget I thought it was worth highlighting. Funds for developing a CCP portal were not needed – while in development of the overall IT system, it became apparent that the CCP Portal was already part of the system and we did not need to build anything separate and then integrate it. And as an aside – we know it needs some work to make this part of renewal work more smoothly. The savings in this area acted to offset the higher IT project management fees. TOTAL EXPENSES NET INCOME/NET LOSS

2017-2018 Budget - including a comparison to the 2016-2017 Budget
This part of my presentation focuses on what we anticipate as revenue and expenses for the current fiscal year. This budget was approved by council in February 2017 and determined the membership fee paid for June 1, 2017.

BUDGET COMPARATIVE Projected June 1/17 - May 31/18 Budget June 1/16 -
Registered OTs Annual Registration Fees (Practising & Non Practising) 675 $610/244 650 $535/214 Levy $110/44 REVENUE Member Fees Other Registration Income Levy Income Investment Income Other Revenue $420,900 75,900 2,000 500 $ 353,100 72,600 900 The base membership fee increased from $535 to $610. The levy is a per capita rate at $110 – unchanged from 16/17. Investment income is projected to be slightly higher in this current fiscal year as we begin to add to the reserve fund.

BUDGET COMPARATIVE REVENUE Recovered Expense (rent)
Projected June 1/17 - May 31/18 Budget June 1/16 - May 31/17 Recovered Expense (rent) Recovered Expense (phone) Recovered Expense (supplies) Recovered Expense (wages) Recovered Expense (wages - contract) $ 444 300 6,765 2,760 $ 900 6,600 2,700 TOTAL REVENUE $ 510,469 $ 437,544 This shows that there are no changes in our anticipated recovered expenses which are the funds paid to COTM by MSOT.

BUDGET COMPARATIVE EXPENSES Miscellaneous Council & Committee Expenses
Projected Jun.1/17-May 31/18 Budget Jun.1/16-May 31/17 EXPENSES Miscellaneous Council & Committee Expenses Executive Director Meeting Expenses Continuing Competence Education/Training Projects Association Dues Membership Refunds Office: Courier/Fax/Post/Phone Office: Supplies $ 6,663 6,560 45,000 2,100 3,000 2,525 2,500 13,560 3,229 $ 6,500 6,400 35,000 2,100 2,000 1,700 2,500 13,230 3,150 2% has been added to the majority of items in the budget. An additional $10,000 has been added to the Continuing Competence Program budget as we move into work on the additional phases of the program such as Competence Verification and Competence Enhancement. The funds primarily cover staff support for the program but also reflect the plans for more member contact in the form of workshops and tutorials. Regarding PROJECTS, the increase in budget reflects the possibility of national work with ACOTRO on One Competency document to replace the ACOTRO Essential Competencies and the CAOT Profile of OT Practice. The higher Association Dues reflects an increase in our fee to ACOTRO from $750 to $1500 along with a slight increase in our fees to the Canadian Society of Association Executives through which COTM – as a member – can secure insurance at group rates.

BUDGET COMPARATIVE EXPENSES $ 3,675 22,099 2,710 6,720 3,600 17,980
Projected Jun.1/17-May 31/18 Budget Jun.1/16-May 31/17 EXPENSES $ 3,675 22,099 2,710 6,720 3,600 17,980 750 10,902 $ 3,675 21,560 710 1,200 3,600 15,536 750 9,700 Office: Copying/Printing Office: Technology Office: Maintenance Office: Depreciation Expense (Computer) Casual Office Support Insurance Rent Bank Charges Payment Processing This slide shows the annual operating costs associated with the IT System which includes a maintenance fee, user licenses and vendor contract shows little change from the previous year’s budget. Given the age of our computer systems we have built a increase of $2000 for maintenance. The Casual Office Support budget has increased by $5000 as COTM has plans to hire an Office Assistant. The vision for the position is to offer it as a transition position to a person – identified through a local serving agency – who would gain experience and a modest income. The incumbent would provide support to all three of COTM current in office staff. Rent has gone up with increases in property taxes and insurance. Westminster United Church which owns 120 Maryland Street passes on these costs to Inclusion Winnipeg as the tenant and then they in turn include this as part the rent paid by the other sub tenant organizations – including COTM. The Payment Processing expense relates to charges for members to use of credit cards - the budget for was set at $9700 which reflected the possibility of all members might use the online system and therefore use a credit card for renewal payment. The projected budget calculation of $10,902 was built on this same assumption – that all members would pay their 2017 – 2018 using the online system.

BUDGET COMPARATIVE EXPENSES Professional Fees
Projected Jun.1/17-May 31/18 Budget Jun.1/16-May 31/17 EXPENSES Professional Fees Profess. Fees - IT Project Mgmt. Professional Fees - Legal Wages: Salary Benefits/Source Deductions Reserve Fund (various) Integrated Technology Solution Website Development CCP Development $ 15,375 10,000 29,200 200,139 75,900 15,000 $ 499,432 $ 11,037 $ 15,000 10,000 28,500 183,040 37,538 22,000 $ 425,614 $ ,930 A 2% increase was applied to Professional Fees – which covers a variety of items but is predominantly used to pay Investigators. The Professional Fees – IT Project Management remains unchanged and reflects that although the IT system development has been expensed to the IT company, that there is ongoing work on COTM’s part to improve our operations and to document operational procedures and develop member resources for use of the system. Professional Fees Legal has been increased by 2%. Wages are budgeted at approximately $17000 over the previous fiscal year which primarily reflects the planned increase of the EFT of one of our administrative staff from 22.5 hours per week to 28 hours per week. This also illustrates that the levy is now going towards rebuilding the reserve fund which was used to pay for the IT system and are now being replenished. COTM’s reserve fund is earmarked for a number of items which you heard about during the COTM Development Presentation. Funds are also earmarked for an upgrade of the COTM Website which will provide many needed improvements – the one most desired by COTM members is a link to COTM Portal. Funds for developing a CCP portal were identified in the previous year – no major IT development of CCP is budgeted for this fiscal year though we will be improving the functionality of this part of the COTM member portal. TOTAL EXPENSES NET INCOME/NET LOSS

Five Year Projections of the Reserve Fund
ACTUAL Projected TARGET Reserve Fund Office Upgrades 500 490 734 9000 Special Projects 2300 2317 10000 RHPA IT 42360 Discipline Activity 113260 88497 150000 Sick time 15000 25000 Contingency 16000 36000 Total $199,420 $132,304 $201,734 $250,000 This slide shows that our projections towards replenishing the Reserve Fund are considerably ahead of the trajectory we predicted back in 2015. The Council will be considering this when planning for the budget. Information on the June 2018 fees will be communicated to members in early 2018. The Council will be considering if the targets are correct and if progress toward achieving them is on track. With $65,000 more in the reserve fund at the end of more than projected a few years back, there may be adjustments made to the anticipated fees for June 2018 and subsequent years – all else being equal.

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