lan P strategic - Simcoe County Plan 2014 - 202… · The STRATEGIC PLAN is intended to be used to:...
Transcript of lan P strategic - Simcoe County Plan 2014 - 202… · The STRATEGIC PLAN is intended to be used to:...
strategic Plan
JUNE 2014
2014
str
ateg
ic P
lan
looking towards 2024
Strategic planning systematically addresses the County’s purpose, internal and external environment, value to stakeholders, plans for action and long term financial planning. The plan outlines how the County of Simcoe will achieve the Vision and Mission, based on our values. The Strategic Plan serves as a roadmap that will take us from where we are today to where we want to be in the coming years.
Recognizing this, the County developed such a plan, as well as instituted a process that allows updates to the plan to ensure it meets the changing needs of the community. It builds upon the direction of previous strategic plans and is supported by the strategic directions and initiatives.
The County of Simcoe’s Strategic Planning process is the cornerstone of our business model. It is the foundation upon which the Business Plans and the annual budget are based.
We believe that to allocate available resources, we must understand the needs and desires of the residents of the County and the environmental factors that affect us.
By looking ahead and asking our stakeholders what they need, we establish a vision for what level of service we will provide, along with an understanding of what resources will be necessary to provide them.
The result is a Strategic Plan that helps the County establish priorities and make informed decisions while:
Improving Performance Promoting forward looking focus Communicating to everyone “What is Important” Providing Direction Managing Risk
INTRODUCTION
What is Strategic Planning?
A Process to establish priorities on what will be accomplished in the future
Forces choices to be made on what will be done and what will not be done
Pulls the entire organization together around a single plan
Gives a broad outline on where resources will be allocated
“Having a strategic plan is as important to our future as architectural plans are to building a house”
Schedule 1 Committee of the Whole CCW 14-288 Page 1
2014 Strategic planning Workshop purpose is to:
1. Build upon the direction of previous strategic plan.
supported by strategic directions and initiatives
2. Discuss and adjust if necessary the Strategic Directions
3. Re-align the Strategic Plan
4. Review strategic initiatives and their status
5. Review the Long Term Financial Plan 2015-2024
6. Approve the 2015 budget assumptions
Strategic Plan Process consists of:
1. Strategic Planning Workshop
2. Strategic Plan Alignment
3. Strategic Initiatives update
4. Term of the Strategic Plan
5. Use of the Strategic Plan
6. Updating the Long Term Financial Plan
2013 Strategic planning Workshop included:
1. Revisiting our Vision Statement
2. Endorsing our Mission statement
3. Validating our Core Values
These statements serve as the basis for developing strategic
directions which align with our service delivery functions.
4. Council determines what Strategic Directions are most
critical to our future
5. Council then reviews the available resources
6. The Strategic Directions are then confirmed
County of
Simcoe
Strategic
Plan
Accountability Strategic
Plan
Accountability
Strategic
Directions
Strategies
Results
Council
Vision
Exec Mgmt
Direction & Leadership
Staff
Services
Residents
Elect
Strategies
Strategic Plan
Results
Accountability
Strategic Directions
Schedule 1 Committee of the Whole CCW 14-288 Page 2
Strategic Plan Alignment
After Council sets the strategic directions, County
departments expand on the strategic directions by
developing goals and initiatives to align with the Strategic
Plan to fulfill the strategic vision. This provides a linkage
between the Vision, Mission, Strategic Directions and
department’s activities to achieve the desired results.
Strategic Initiatives report card
The “Strategic Initiatives Report Card”, is intended to
communicate progress towards the strategic plan, while
allowing opportunity to evaluate and revise the supporting
strategies and actions.
The Strategic Initiatives Report Card is provided to Council
annually, to outline the progress on strategic initiatives and
the County’s progress in addressing the strategic directions.
Term of the Strategic Plan
The STRATEGIC PLAN is intended to guide the County of
Simcoe for a 10 year planning horizon. Four-year goals
specify the priorities and directions to be focused on and
reflect the planning cycles during Council’s term.
However, this is a dynamic and evolving plan, created using
an assessment of the environment at a specific point in time.
As issues, challenges, trends and opportunities emerge,
Council has the opportunity to update the Strategic Plan to
reflect environment changes and to ensure Council’s
priorities and directions are addressed.
STRATEGIC PLAN PROCESS
Schedule 1 Committee of the Whole CCW 14-288 Page 3
Use of the Strategic Plan
The STRATEGIC PLAN is intended to be used to:
1. Align decision making by working towards the achievement of common goals with consistent overarching Vision and Strategic Directions
2. To direct the development of department business plans and budgets
Long Term Financial Plan
The LONG TERM FINANCIAL PLAN’S objective is to reflect the County’s Vision, Mission and Strategic Directions in a plan that includes planned service levels, projects, debt levels and revenues. The financial plan also serves as a framework for County departments to align their goals and strategies, making budgetary decisions more consistent, sustainable and transparent. The long term financial plan is updated annually for the initiatives that support the strategic directions.
STRATEGIC PLAN PROCESS
Schedule 1 Committee of the Whole CCW 14-288 Page 4
The County of Simcoe
Strategic Plan
This STRATEGIC PLAN is intended to communicate, educate
and promote an understanding of the County’s Vision,
Mission, Core Values and Strategic Directions, along with the
preferred methods for achieving those goals and cost to
implement. It also serves as a framework for County
departments to align their goals and strategies, thereby
making budgetary decisions more consistent, sustainable
and transparent.
Vision, Mission, Core Values Statements
Values
Stewardship,LeadershipIntegrity,
Innovation, Respect, AccountabilityCooperation
Vision
"Working Together to Build Vibrant, Healthy, Sustainable
Communities"
Mission “Providing Affordable, Sustainable,
Accessible Services and Infrastructure Through Leadership
and Innovative Excellence”
Strategic Directions
Goals, Objectives & Initiatives
Report
Strategic Initiatives
At the foundation of the Strategic Plan are the:
VISION Statement MISSION Statement VALUE Statements
That answers:
Where we want to go? Who we are? How we will strive for
our goals?
Schedule 1 Committee of the Whole CCW 14-288 Page 5
Vision, Mission, Core Values, Strategic Direction Statements
Vision Statement
Key to the Strategic Plan is the Vision…what do we want to be in
the Future?
The VISION Statement guides our decisions, helps us set direction
and encourages us to align our priorities as we work to make
County of Simcoe what we want it to become. Vision is what
keeps us moving forward.
"Working Together to Build
Vibrant, Healthy,
Sustainable Communities”
Working Together
To Build Vibrant, Healthy, Sustainabile Communities
Simcoe County
...For the Greater Good
“What do we want to be
In the Future?”
Schedule 1 Committee of the Whole CCW 14-288 Page 6
Mission Statement
MISSION Statement is the “Why the County exists”.
Defining the Mission of Simcoe County is another important
step. Only by understanding our mission can we effectively
determine what we need to do in working toward the vision.
The mission statement explains the role of the County and its
purpose. This should be re-examined and refreshed
periodically to remain dynamic to ensure that our mission
reflects the current needs.
“Providing Affordable
Sustainable, Accessible Services, and Infrastructure
Through Leadership and
Innovative Excellence”
Schedule 1 Committee of the Whole CCW 14-288 Page 7
Core Values Statement
The County of Simcoe’s vision relies on the County’s values.
What is most important to us? What drives the decisions that we
make? What is most important to the Community?
CORE VALUES are similar to the County’s personality - what we
are and what we value as being important. The core values
represent the County’s culture and what we believe in. Values are
evident in our actions and our service delivery.
Based on the consultation process, seven values were identified.
Each of these values contained a short definition to provide clarity
and consistency of the interpretation of these values.
We VALUE
Central to this Vision are the Values that we share:
Stewardship: Responsible Guardians for a Sustainable Future
Leadership: Inspire, Empower, Lead by Example
Integrity: Honesty, Trust and Transparency at All Times
Innovation: Creative, Progressive, Leading Edge Ideas
Respect: Recognizing Individualism through Fair and Equitable Interaction
Accountability: Commitment, Ownership and Follow Through
Cooperation: Positive Approaches to Partnerships, Team Work and Understanding
Core values are similar to the County of Simcoe’s
personality
Schedule 1 Committee of the Whole CCW 14-288 Page 8
Strategic Direction & Priority Strategic Action Statements STRATEGIC DIRECTIONS represent the priorities and desired
results to be achieved in support of the Vision.
Once the strategic directions are set, the operations of the
County can be directed to fulfill the strategic vision. Specific
actions are revised to support the needs identified in the
strategic directions. From this, Priority Strategic Actions are
identified that need to begin as soon as possible.
Based on the consultation process, six strategic directions
and several priority strategic actions were established to
provide a clear focus for the future.
A. Growth Related Service Delivery Definition: Create and strengthen partnerships with key
stakeholders to support communities through the delivery of
sustainable services
Strategic Priority#1: Identify opportunities to collaborate on the planning and delivery of municipal infrastructure
B. Strengthened Social, Health and Educational Opportunities
Definition: Establish partnerships to identify opportunities for
strengthened Human Services and Education to support
improved health and well being of our residents
Strategic Priority#1: Develop a strategy to use current housing
stock and future funding opportunities to create a more
sustainable housing system
Strategic Priority#2: Develop a poverty reduction strategy based
on the “Bridges out of Poverty” framework
C. Economic & Destination Development Definition: Create and strengthen partnerships with key stakeholders to develop economic opportunities in response to the changing demographics of the County and to provide a rich cultural experience for both local residents and tourists visiting the area Strategic Priority#1: Expand the role of the County in promoting
economic development and tourism
“We will pursue the
Strategic Directions
and Long Term Goals
to Achieve Our Vision”
Schedule 1 Committee of the Whole CCW 14-288 Page 9
Strategic Direction & Priority Strategic Action Statements
D. Environmental Sustainability Definition: To preserve, conserve, and safeguard our environment and
natural resources, while recognizing opportunity, innovation, and the
needs of our community.
Strategic Priority#1: Investigate and form partnerships for residual
waste disposal options
E. A Culture of Workplace and Operational Excellence
Definition: Create and maintain a healthy work environment that:
Supports personal and professional growth
Promotes effective, open and inclusive communications
Provides services to residents in a fiscally sustainable and responsible
manner
Strategic Priority#1: Continue to advance a workplace culture that
promotes efficiencies and effectiveness in fiscal management and service
delivery
F. Responsive and Effective Governance
Definition: Address the structural and procedural challenges of a County
spanning a divergent group of 16 municipalities
Strategic Priority#1: Recognizing the provincial and municipal spheres of
influence, review and recommend an appropriate governance structure
including representation, committees and service scope.
Strategic Priority#2: Further access and identify the political and
practical pressures of organizing 16 municipalities (as discussed in the
Berkeley report)
Six
Strategic
Directions
Schedule 1 Committee of the Whole CCW 14-288 Page 10
Framework for delivering results
STRATEGIC DIRECTIONS represent the priorities and desired
results to be achieved in support of the Vision.
Each Strategic Direction contains “Where do we want to be”
at the end of Council’s term. “How do we get there?”
outlines our strategies and initiatives that support the
strategic direction.
The Strategic Initiatives Report Card will assist in measuring
progress towards the Vision.
The Strategic Business Plan includes planned service levels,
capital projects, debt levels and revenue sources that reflect
the County’s mission and strategic objectives.
Vision
Mission
Values
Strategic Directions
Strategic Initiatives
Strategic Issues, Accomplishments
Department Business PlansDepartment Purpose, Strategic Direction Alignment,
Resources and Performance
Working Together to Build Vibrant, Healthy,
Sustainable Communities
Providing Affordable, Sustainable Accessible, Services and
Infrastructure through Leadership and Innovative Excellence
Stewardship, Leadership, Integrity, Innovation, Respect, Accountability, Cooperation
A - Growth Related Service Delivery D - Environmental Sustainability B- Strengthened Social, Health and Educational Opportunities E - A Culture of Workplace and Operational Excellence C - Economic & Destination Development F- Responsive and Ef fective Governance
What we want to be in the Future
Why the County Exists
Our Long Term Plans and the results to be achieved
in key areas of focus
What We Believe andWill Guide Our Work
The way the County working with its partners will achieve its strategic
directions
The approach to implementation and monitoring
performance so that Department and Division goals
align with actions, strategic directions and goals
“We will pursue the
Strategic Directions and
Long Term Goals to
Achieve Our Vision”
Schedule 1 Committee of the Whole CCW 14-288 Page 11
Strategic initiatives
Strategic initiatives constitute the actions the County will take to achieve its strategic directions, goals and objectives. Below are all the strategic initiatives which support the strategic plan for 2010 -2014 and beyond.
Growth Related Service Delivery
Social and Community Services Ontario Works Enhance Services Within local Communities Social Housing Develop Social Housing Infrastructure and Investment that is
responsive to current and growth related needs across the housing continuum
Long Term Affordable Housing Strategy (LTAHS). This is a legislative requirement for the County to develop a 10 year housing and homelessness plan
Health & Emergency Services Paramedics Review and update the facility model for land ambulance
stations while planning for growth and maintaining/improving service delivery using a County-wide methodology
Hospital Offloads - To develop a consistent and sustainable program resulting in
achievement of performance targets at all County of Simcoe receiving hospitals
Enhance ambulance dispatch program to increase efficiencies, respond to increased demands and improve in overall effectiveness through upgraded technology, processes and governance
Increase the efficacy of the regional Medical Aid Tiered Response program to meet increased demands associated with continued growth to the area
Long Term Care Redevelopment of Georgian Manor (Georgian Village Project)
Strategic Direction A
Growth Related Service Delivery
“Create and strengthen
partnerships with key stakeholders to support communities through the delivery
of sustainable services”
Strategic Priority #1: Identify opportunities to collaborate on the planning and delivery of
municipal infrastructure
Schedule 1 Committee of the Whole CCW 14-288 Page 12
Growth Related Service Delivery
Emergency Management Increase community resiliency. Provide partners with
access to mobile generators for evacuation centers. Health Services Design and implement a comprehensive Transportation
Plan in response to increased demands for health services and need for improved access
Engineering, Planning & Environment Roads Construction 10 and 20 year plan for roads construction, bridges and
intersections Implementation of the County Transportation Master Plan Roads Operations Implement Garage reorganization Solid Waste Management Implement recommendations of Solid Waste Management
Strategy for Curbside Waste Collection Ensure waste management facilities are appropriately
serving our customers with respect to site layout and efficiencies
Planning, EDO & Tourism Simcoe Obtain approval of Council adopted County Official Plan as
per Growth Plan Amendment Provide strategic planning advice and coordinate approvals
for site-specific development applications Statutory & Cultural Services Intellectual control of archival collection To build the Archive addition Expand library services to county Long Term Care facilities
Strategic Direction A
Growth Related Service Delivery
“Create and strengthen
partnerships with key stakeholders to support communities through the delivery
of sustainable services”
Strategic Priority #1: Identify opportunities to collaborate on the planning and delivery of
municipal infrastructure
Schedule 1 Committee of the Whole CCW 14-288 Page 13
Strengthened Social, Health and
Educational Opportunities
Children & Community Services
Plan and manage the licensed Child Care System, with the intent to stabilize and grow system capacity
Enhance capacity across the Licensed Child Care System targeting Boards of Directors, senior staff, and front line Early Childhood Educators and child care workers
Build system capacity and support consistent service provision throughout the County for Special Needs Resourcing programs
Align Social and Community Investment Fund allocations in the area of homelessness and child poverty with local poverty reduction strategies
Develop a Poverty Reduction strategy based on the “Bridges out of Poverty” framework
Sustainable food system & the Simcoe County Food and Agriculture Charter
Local Immigration Partnership (LIP) Develop Homelessness Prevention and Poverty Reduction
Strategies Ontario Works
Provision of New Housing Retention Program that provides support for Ontario Works , Ontario Disability Support Program, and non Social Assistance Recipients
Provision of Addiction Services Initiative for Vulnerable Persons Transportation initiatives
Social Housing
Maintaining and preserving housing quality Expand housing support services
Strategic Direction B
Strengthened Social, Health and
Educational Opportunities
“Establish partnerships to identify opportunities for strengthened Human Services and Education To support improved health and well being of
our residents”
Strategic Priority #1: Develop a strategy to use current housing stock and future funding opportunities to create a more sustainable housing system
Strategic Priority #2: Develop a poverty reduction
strategy based on the “Bridges out of Poverty” framework
Schedule 1 Committee of the Whole CCW 14-288 Page 14
Strengthened Social, Health and Educational Opportunities
Health & Emergency Services Paramedics
Increase public awareness and promote participation in Cardio Pulmonary Resuscitation
Paramedic Services to provide an Advanced Level of Care in emergency response
Long Term Care Establish a Total Quality Management Program to support
Long Term Care and Seniors’ services Establish a Behavioural Support Ontario (BSO) - Mobile
Support Team to deliver program services to all 28 LTC Homes in the North Simcoe Local Health Integration Network (LHIN)
Emergency Management
Strengthen community resiliency & response to disasters Chemical, biological, radiological, nuclear (CBRN) incident
management initiative Enhance Crisis Communications Plan to include electronic
media Explore regional mutual assistance agreement Engineering, Planning & Environment Roads Construction Ensure Planning documents are up to date to implement
Provincial and County housing strategy Transportation Master Plan update assesses Active
Transportation and Transit need of Simcoe County. Council Community Partner Support
Strategic Direction B
Strengthened Social, Health and
Educational Opportunities
“Establish partnerships to identify opportunities for strengthened Human Services and Education To support improved health and well being of
our residents”
Strategic Priority #1: Develop a strategy to use current housing stock and future funding opportunities to create a more sustainable housing system
Strategic Priority #2: Develop a poverty reduction strategy based on the “Bridges out of Poverty”
framework
Schedule 1 Committee of the Whole CCW 14-288 Page 15
Economic and Destination Development
Children & Community Services Employment sub-council, Local Immigration Partnership
Ontario Works
Ontario Labour Market Partnership
Health & Emergency Services County of Simcoe, Barrie and Orillia Health Sector Strategy and
Action Plan Update Statutory and Cultural Services Develop Simcoe County Museum as a cultural destination Preserve the Simcoe County Museum artifacts Expand the various Library collections Develop Archives as a Cultural resource Engineering, Planning & Environment Planning, EDO & Tourism Simcoe 10 Year Economic Development Strategic Plan 2011-2021 Simcoe County Agricultural Initiatives Economic Development Initiatives Tourism Simcoe County Strategy - Participation in tourism
organizations Tourism Simcoe County Projects
Strategic Direction C
Economic and Destination Development
“Create and strengthen partnerships with key stakeholders to develop economic opportunities in response to the changing
demographics Of the County and to provide a rich cultural
experience for both local residents and tourist visiting the area”
Strategic Priority #1:
Expand the role of the County in promoting economic development
and tourism
Schedule 1 Committee of the Whole CCW 14-288 Page 16
Environmental Sustainability Social and Community Services Social Housing Social Housing Energy Retrofits Health & Emergency Services Long Term Care Achieve improved energy efficiencies in the operations of
the Long Term Care facilities. Corporate Performance Implement an energy management program Investigate and implement green initiatives Engineering, Planning & Environment Roads Operations Review new methods of winter maintenance Planning Lake Simcoe Protection Act Solid Waste Management Implement recommendations of Solid Waste Management
Strategy to achieve a residential diversion rate of 71% by 2020 and 77% by 2030
Forestry 20 Year Forestry Management Plan Forest Stewardship Council (FSC) Certification Promote wise stewardship of private woodlands Continued growth through strategic acquisitions
Strategic Direction D
Environmental Sustainability
“To preserve, conserve, and safeguard our
environment and natural resources,
While recognizing opportunity, innovation, and the needs of our
community”
Strategic Priority #1: Investigate and form partnerships for
residual waste disposal options
Schedule 1 Committee of the Whole CCW 14-288 Page 17
A Culture of Workplace and Operational Excellence
Ontario Works Advocate for 50:50 funding for Ontario Works cost of
administration and ensure adequate staffing levels in place to provide effective and efficient services
1. Health & Emergency Services Paramedics Advocate for 50:50 funding for Paramedic Services Long Term Care Meet all new Regulatory requirements for Long Term Care Advocate for Equitable LTC funding Engineering, Planning & Environment Roads Operations Boundary road/road maintenance agreements with local and
adjacent municipalities
Statutory and Cultural Services Promote inclusion of employees and residents with disabilities
through the implementation of the Accessibility for Ontarians with Disabilities Act (AODA)
Policy Development Corporate Performance Enhance the Enterprise Resource Planning system and
processes Promote collaboration amongst municipal partners to share
knowledge, identify efficiencies and derive cost savings To develop an Asset Management Plan to assist in prioritizing
projects and managing infrastructure deficit
Responsive and Effective Governance
Council Evaluate County’s governance structure to ensure continued
governance effectiveness in addressing and supporting change
Strategic Direction E
A Culture of Workplace and Operational
Excellence
“Create and maintain a healthy work
environment that: ‐ Supports personal and
professional growth,
‐ Promotes effective, open and inclusive communications,
‐ Provides services to residents in a fiscally sustainable and responsible
manner”
Strategic Priority #1:
Continue to advance a workplace culture that promotes efficiencies and effectiveness in fiscal management
and service delivery
Strategic Direction F
Responsive and Effective Governance
“Address the structural and procedural challenges of a County spanning a divergent group of 16
municipalities”
Strategic Priority #1: Recognizing the provincial and municipal spheres of influence, review and recommend an
appropriate governance structure including representation, committees
and service scope
Strategic Priority #2: Further access and identify the
political and practical pressures of organizing 16 municipalities
Schedule 1 Committee of the Whole CCW 14-288 Page 18
Projected Long Term Financial Plan The Long Term Financial Plan is a forecast based on the
previously approved strategic directions along with any new
initiatives approved by Council.
The long term planning objective is to reflect the County’s
mission and strategic objectives in a strategic financial plan
that includes planned service levels, capital projects, debt
levels and revenue sources. The Long Term Financial Plan is
conservative, based on known or verified assumptions and is
updated annually or as significant events occur.
It is important to recognize that the actual results will differ
from the long range projections due to its conservative
nature and changing economic & political environments.
Nevertheless, the Long Term Financial Plan will allow Council
and management to better anticipate and adjust for long
term needs and requirements.
The financial plan also serves as a framework for County
departments to align their goals and strategies, making
budgetary decisions more consistent, sustainable and
transparent.
By focusing on the long-term, the Long Term Financial Plan
will ensure that the County is in a sound financial position and
can finance services to the public on an ongoing basis.
The Long Term Planning process is an integrated cycle of
planning, budgeting and forecasting our activities and
results. The foundations of these forward looking processes
are the County’s strategic directions and long term financial
plan. By remaining focused on the strategy, we ensure that
our plans, budgets, and forecasts reflect the actions and
activities necessary to achieve our strategic objectives and
targets.
Schedule 1 Committee of the Whole CCW 14-288 Page 19
Financial Principles
The County has recognized the need to adopt an approach to financial management, one that shifts the emphasis from bottom line financial concerns to service delivery with a longer term financial planning horizon.
The Long-Term Financial Plan Principles include:
1. Ensure Long-Term Financial Sustainability
Determine on a multi-year basis the financial requirements for operating and capital needs
Identify any funding gap between revenues and expenditures
Ensure there are sufficient revenues to meet the long-term operating and financial requirements and balance spending with revenues.
Plan for the replacement and maintenance of assets through asset management and replacement reserves
2. Deliver services in a cost-effective and efficient manner
Undertake reviews to ensure services are delivered in a cost-effective and efficient manner
3. User Fees
Ensure that user fees recover program operating costs
4. Manage capital assets to maximize long-term community benefit
Maintain the County’s assets in a ‘state of good repair' by implementing asset management plans
5. Implement a capital funding plan to address the County’s requirements
New, non-recurring asset requirements Develop debt financing program to address the County’s
capital needs Ensure debt terms are consistent with the life of the asset
6. Maintain reserves at appropriate levels
Establish reserves to provide funding for future assets
7. Prudent Investment Management
Invest the County’s reserves to achieve optimum return within appropriate risk tolerances
Financial
Principles &
Policies
Financial
Principles
Schedule 1 Committee of the Whole CCW 14-288 Page 20
Ten Year Projection
This multi-year projection is the foundation for long-term
financial planning, and is important since it provides context
for the annual budget review process and is essential to
meeting the goal of sustainable infrastructure and services
planning.
The County of Simcoe’s Long-Term Financial Plan looks at the
County’s fiscal needs over the next 10 years. It includes:
Service Delivery Levels
10-year projection of operating costs and capital spending
requirements
Financing alternatives
The Long Term Financial Plan has been developed for both
the operating and capital programs based on the forecast
needs for each program and/or service areas. Departments
consider capital expenditures based on the need to maintain
service levels, at this point, unrestricted by available funding.
Operating expenditures are based on current levels of
service.
The intent is to identify any gap between forecasted expenditure requirements and available revenues to enable effective financial planning and business decisions
Schedule 1 Committee of the Whole CCW 14-288 Page 21
Key Departmental Goals
Key Departmental goals consist of:
Effectively fund, plan and manage the Childcare system
Effectively provide financial, employment and supportive
services to those who require assistance to become self
sufficient
Effectively fund, plan and manage the Social Housing
system
Provide quality, socially responsible public housing and
supportive programs & services
Effectively fund, plan and manage Homelessness Prevention
Programs
Effective, high quality, safe and efficient long term care
services
Provide timely emergency response that preserves life,
improves health and promotes safety through the
Paramedic Service Unit
Provide effective Emergency Planning that encompasses
emergency communications and disaster prevention,
response, management and recovery
Provide effective, environmentally sound waste collection
programs and waste management facilities
Maintain a safe, cost effective, high quality arterial road
system
Key
Departmental
Goals
Schedule 1 Committee of the Whole CCW 14-288 Page 22
Overview
The Long Term Baseline plan contemplates total expenditures of $435 million in 2015, potentially increasing to $467 million in 2024, to maintain existing service levels.
Assuming a tax rate increase of 2.0% per year, funding of $431 million in 2015 is anticipated, increasing as high as $503 million in 2024.
After considering a 2.0% tax rate and other revenues, a projected average surplus of $14 million exists made up of an average operating balance of $38 million. Offsetting the projected average operating surplus of $38 million is average net capital requirements of $24 million. Development charge unfinanced capital is projected to have a deficit of $53 million at the beginning of 2015, being steadily replenished by 2024.
Financing for major capital works would enable council to proactively complete much needed projects in Roads, Solid Waste Management, Paramedics and Social Housing. Such financing may comprise of debt, unfinanced capital, increased development charges, partnerships, and sourcing any other available funding.
The County has a current debt service capacity of $31.9 million available per year for payments relating to debt and financial obligations under provincial guidelines based on the 2012 Financial Information Return. Only major capital projects are considered for debt financing.
The additional long term borrowing which the County of Simcoe could undertake over a 5 year, 10 year, 15 year and 20 year period is illustrated below at 5% interest rate, for information purposes only.
If the County of Simcoe borrowed at 5% interest rate, the annual repayment limit of $31.9 million could allow additional long term borrowing as follows:
Period Maximum $ Long Term borrowing
20 years $397,770,586 15 years $331,299,388 10 years $246,463,424 5 years $138,188,846
Ten Year
Projection
Schedule 1 Committee of the Whole CCW 14-288 Page 23
Highlights
Changes in operational and capital needs have occurred in many departments but the most significant changes are in Roads, Solid Waste Management, Social Housing and Paramedics.
Roads Construction has incorporated the current Transportation Master Plan which will be evaluated in 2014. Roads Construction capital projects are estimated at $334 million over the next 10 years and will be partially offset by development charges and reserves
Roads Maintenance capital facility projects require $8 million to be spent between 2015-2016 and $8 million on fleet and equipment over the next 10 years
Solid Waste Management Facilities include: Equipment and fleet of $10.9 million for 2015-2017 Construction of
Organics Processing facility $27 million in 2015-2019
$7.5 million Materials Management Facility to be built in 2017 to be partially offset by reserves previously raised
Paramedic Services Long Term Facilities Plan has been included for $24.6 million (2015-2024)
Hospital Reserve transfer of $3 million per year
Funding agreement with Georgian College to 2017
Upload of Ontario Works client benefits by 2018
Not included are levy increases to meet the long term objective of increased funding to reserves
Included are reserve contributions for Social Housing asset management plan
Social Housing projects for $11 million to be built in 2015 to be partially offset by previously raised reserves and $10 million (2023) offset by Development Charges, reserves and municipal billings
Highlights
Schedule 1 Committee of the Whole CCW 14-288 Page 24
Charts and Tables Below are the tables which have been included in Long Term Financial Plan Appendix
Table 1 - 10 Year Capital Expenditure Projection Table 2 – 10 Year Gross Expenditure Projection Table 3 – 10 Year Reserves & Development Charge Projection Table 4- 10 Year Net Requirement Projection by Services
Area Table 5 – 10 Year Gross Requirements for Existing County
Services Table 6 - Accumulated Debt Projection
Summary
The County continues to face financial pressures from inflation, major cost increases and capital needs. This financial pressure will continue to challenge council and staff when making decisions related to program delivery, priorities and service levels. This long term financial plan will allow Council to better understand what financial requirements exist, and what resources are available. The pressures facing the County and it’s member municipalities are significant. By focusing on the long term, the Long Term Financial Plan will ensure that the County will continue to be in a strong financial position and can finance public services on an on-going basis.
Charts and
Tables
Schedule 1 Committee of the Whole CCW 14-288 Page 25
10 Year Capital Expenditure Projectionp p j
76,326 70 211
80,000 In 000’s
70,211
60 000
70,000
45,947
50,670 49,457
44 252
52,393
50,000
60,000
45,947
41,191
35,984 34,887 37,137
44,252
40,000
30,000
20,0002014 Budget 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
2014 LTFP
Schedule 1 Committee of the Whole CCW 14-288 Page 26
10 Year Gross Expenditures Projection
$52 393 435,352 441,191
426,203 432,551 425,787 442,450 431,779 440,094
454,888 466,868
$450,000
$500,000 In 000’s
$45,947 $76,326 $70,211 $50,670 $49,458 $41,191
$35,984 $34,887 $37,137 $44,252 $52,393 402,378
426,203 425,787
$350,000
$400,000
$250,000
$300,000
356,431 359,027 370,981 375,533 383,093 384,596 406,466 396,892 402,957 410,636 414,476
$150,000
$200,000
$50,000
$100,000
Capital Operations
$2014
Budget2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
p p
Schedule 1 Committee of the Whole CCW 14-288 Page 27
10 Year Reserves & Development Charge Projection
103,552 105,922 120,000 In 000’s
p g j
75,795
92,197
80 000
100,000
43 782 51,070
,
60,000
80,000
43,782
35,013
,
40,000
21,982
7,070 8,638
18,047 20,000
02014 Budget 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
LTFP 2014
Schedule 1 Committee of the Whole CCW 14-288 Page 28
10 Year Net Requirement Projectionby Service Area
Children &
Social Housing$38,999
OW$18,821
In 000’s
y
Solid Waste Management
$339,763 Long Term Care
$29,164
Community Services$33,514
$339,763 Non Profit Housing
$127,407
All Other Departments
$324,816
Roads$306,078
Paramedic Services$126,940
General Municipal Services$196,843
Schedule 1 Committee of the Whole CCW 14-288 Page 29
10 Year Gross Requirement Projection for Existing County Services
Ontario Works
All Other Departments
$358,800
g yIn 000’s
Ontario Works$924,321
Social Housing$181,341
General Municipal Services$228,460
Solid Waste Management
$529,246
Child &
Non Profit Housing$251,388
Paramedic Services
Children & Community Services
$343,016
Roads$590,406 Long Term Care
$529,001
$461,186
Schedule 1 Committee of the Whole CCW 14-288 Page 30
Long Term Financial Plan
250 000
Accumulated Debt ProjectionIn 000’s
191,647
222,412 219,634 208,223
187,899 200,000
250,000
168,130 162,754
130,846 150,000
200,000
108,938
68 001 100,000
68,001
44,517 50,000
02014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
LTFP 2014
Schedule 1 Committee of the Whole CCW 14-288 Page 31