JUNE 2015 STRATEGIC PLAN - Simcoe County › Finance › Documents › 2015... · F. Responsive and Effective Governance ... Directions 2015 Strategic Plan Page 9. Framework for Delivering

STRATEGIC PLAN

JUNE 2015

L O O K I N G T O W A R D S 2 0 2 5

1. Introduction

2. Strategic Plan Process

a. Strategic Plan Workshop

b. Strategic Plan Alignment

c. Strategic Plan Process

d. Strategic Initiatives Report Card

e. Term of the Strategic Plan

f. Use of the Strategic Plan

3. The County of Simcoe Strategic Plan

a. Vision Statement

b. Mission Statement

c. Values Statement

d. Strategic Directions

e. Framework for Delivering Results

4. Projected Long Term Financial Plan Update

a. Financial Principles

b. Key Assumptions

c. Overview

d. Charts and Tables

e. Summary

INDEX

2015 Strategic Plan Page 1

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”


2015 Strategic Planning Workshop purpose was to:

1. Evaluate our Vision statement

2. Revisit our Mission statement

3. Consider our Core Values

4. Develop the Strategic Directions

5. Re-align the Strategic Plan

6. Review strategic initiatives report card

7. Review the Long Term Financial Plan 2016-2025

8. Direction on the 2016 budget assumptions and 2014 surplus allocation

These statements serve as the basis for developing strategic directions which align with our service delivery functions.

Council determines what Strategic Directions are most critical to

our future, then reviews the available resources and the strategic

directions are confirmed.

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 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

County of

Simcoe

Strategic

Plan

Strategies

Results

Council

Vision

Exec Mgmt

Direction & Leadership

Staff

Services

Residents

Elect

Results

Strategies

Strategic Directions

Strategic Plan


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 Long Term

Financial Plan and Strategic Plan to reflect environment

changes and to ensure Council’s priorities and directions are

addressed.

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

STRATEGIC PLAN PROCESS

STRATEGIC PLAN PROCESS


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

Vision, Mission, Core Values,

Strategic Direction Statements

Values

Stewardship,LeadershipIntegrity,

Innovation, Respect, AccountabilityCooperation

Vision

"Working Together to Build Vibrant, Healthy, Sustainable

Communities"

Mission “Providing Sustainable,

Accessible Services and Infrastructure Through Fiscal

Responsibility and Innovative Leadership”


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?


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

“What do we want to be

In the Future?”


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 Sustainable

Accessible Services, and Infrastructure

Through Fiscal Responsibility and

Innovative Leadership”


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

Innovation: Creative, Progressive, Leading Edge Ideas

Respect: Recognizing diversity through fair & 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


Strategic Directions 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. Based on the

consultation process, six strategic directions 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

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

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

D. Environmental Sustainability Definition: To preserve, conserve, and safeguard our environment and

natural resources, while recognizing opportunity, innovation, and the

needs of our community.

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

F. Responsive and Effective Governance

Definition: Address the structural and procedural challenges of a County

spanning a divergent group of 16 municipalities

“We will pursue the


and Long Term Goals

to Achieve Our Vision”

Six

Strategic

Directions


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.

“We will pursue the

Strategic Directions and

Long Term Goals to

Achieve Our Vision”


LONG-TERM

FINANCIAL PLAN

JUNE 2015

R E V I S E D


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 Financial Plan has been developed for both the operating and capital programs based on the forecasted needs for each program and/or service delivery areas. Departments consider capital expenditures based on the need to maintain service levels.

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 a high level view, based on known or evidence based assumptions and is updated annually or as significant events occur.

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.

It is important to recognize that the actual results will differ from the long range projections due to its high level 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.

This multi-year projection looks at the County’s fiscal needs over the next 10 years and is the foundation for long-term financial planning. It 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 Strategic Planning process is an integrated cycle of planning, budgeting/forecasting and reviewing 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, and will ensure that the County remains in a sound financial position and can maintain services to the public on an ongoing basis.


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 long-term

operating and financial requirements and balance spending with revenues

Plan for the replacement of assets and maintenance of assets through asset management and replacement reserves

Maintain existing service levels Keep tax levy impact within cost indices

2. Deliver services in a cost-effective and efficient manner Undertake reviews of programs on a regular basis to ensure

services are delivered in a cost effective and efficient manner

Identified and implement efficiencies Provide sustainable service levels

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 Identify and plan for new 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 asset

7. Prudent Investment Management

Invest the County’s reserves to achieve optimum return within appropriate risk tolerances

Financial

Principles &

Policies

Financial

Principles


Key Inputs and Assumptions

Plans, Acts and Regulations: The long term financial plan reflects the strategic initiatives and investment in Simcoe County. A number of planning processes, multi-year master plans and Acts, in addition to Ministry regulations drive the development of the long term financial plan. Major elements include:

County of Simcoe Strategic Plan Transportation Master Plan Simcoe County Official Plan Solid Waste Management Strategy Long Term Financial Plan Development Charge Background Study Development Charge Act Ontario Planning Act Social Housing Act Long Term Care Act Ambulance Act Environmental Protection Act Ontario Provincial Standards

Economic Outlook: The economic prospects for the County of Simcoe are expected

to remain good per Standard & Poor’s (S&P) report at the time of

the County’s credit rating review. The credit rating firm provided

the following; “County of Simcoe 'AA' Rating, Affirmed based on

low and manageable debt levels and strong liquidity position; and

changed the outlook from Stable to Positive”.

Provincial Subsidies:

As a major source of revenue, Provincial subsidies are assumed

to continue at the current known and committed levels. Costs of

providing provincially mandated services are based on Ministry

regulations and guidelines and have been increased to reflect a

2% inflation factor. Excluding inflation factor, costs remain the

same to maintain programs at current service levels.

Development charges and reserve funds:

Development Charges are fees imposed against development to

pay for costs due to increased needs for services arising from

growth-related development in the County. The rates for these

fees are developed based on the growth forecasts and needs

requirements within the County. Various long term plans have

been utilized to develop future rates; these include the

Transportation Master Plan and the Official Plan.

Key Inputs and

Assumptions


A requirement of the Public Sector Accounting principles of the Canadian

Institute of Chartered Accountants (CICA) is that obligatory reserve funds

be reported as deferred revenue. This requirement is in place as

legislation and external agreements restrict how these funds may be used

and under certain circumstances these funds may possibly be refunded.

Monies received from payment of development charges under the

Development Charge bylaw shall be maintained in specific reserve funds

and interest is allocated to each of the reserves increasing their balances.

Included in the long term financial plan are development charge receipts

that are based on current experience. Incremental increases over the

next 5 years are included to return to the 2011 development charge

background study projected receipt levels.

Growth related project costs identified in the development charge

background study have been included with adjustments for costs and

timing of project work. At the end of 2014 development charges had a

negative balance and are being funded internally. The 2014 balance for

the negative development charges is $28.3 million. These amounts will

be replenished when the development charge receipts are received.

Asset Management Plan:

Ontario municipalities are required to develop asset management plans

to accompany any request for provincial infrastructure funding. Staff has

developed an asset management plan that outlines the state of the local

infrastructure including an asset inventory listing identifying various

attributes of an asset such as the asset condition and replacement cost

estimates. The asset management plan provides desired level of

service, an asset management strategy and a financing strategy.

The Strategic Plan is in line with the asset management plan as they have

the common goal of providing a strong and comprehensive strategy to

provide high quality services to residents. Both plans ensure County

infrastructure and capital assets are well managed and maintained. This

is attainable by conducting long range infrastructure planning that

focuses on proper maintenance of the County’s current assets and

includes forecasts of long term capital needs.

Debt Capacity:

The County has a current debt service capacity of $39.7 million available

per year for payments relating to debt and financial obligations under

provincial guidelines based on the 2013 Financial Information Return.

Key Inputs and

Assumptions


The additional 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.

Period Maximum Borrowing

20 years $495M 15 years $412M 10 years $307M 5 years $172M

General:

Tax Levy increase of 2.0% per year - based on maintaining existing service levels

Provision of 1% for Strategic land purchases has been included 2016-2020

Provision of 1% for Economic Development 2016-2020 has been included

Based on historical trends annual assessment growth has been estimated at 2.0%. Supplementary taxations is estimated at $1.25 million net of write offs.

2% inflation factor for year over year operational cost increases – based on the Bank of Canada’s target CPI rate of 2%

Non-residential index annual increase of 2% Utilities projected increases (Hydro 3.3%, Natural Gas

3.5%, Water 2%) Salaries & Benefits are based on current contracts,

non-union compensation plan Municipal Property Assessment Corporate increase of

2% per year Simcoe Muskoka District Health Unit increase of 2% per

year Lake Simcoe Regional Airport increase of 2% per year Hospital Alliance grant of $3M per year Post-secondary funding of $1.5M per year $2 million contingency reserve allocation per year Cost sharing with the Cities of Barrie and Orillia are

estimated based on the current agreement

FTE’s: The Staffing requirement for FTE’s have been projected to meet departmental objectives. An FTE is calculated by determining the total staffing hours required to provide the service and dividing this by a full time employee work hours.

Key Inputs and

Assumptions


Health and Emergency Services:

Long Term Care

Long Term Care provincial subsidies and user fees are estimated using historical trends at 2%.

Paramedic Services

Paramedic call volume is projected to increase by approximately 80% over the next 10 years. In line with this call volume, staffing was projected to increase by 38% which is lower than call volume growth because it incorporates expected deployment efficiencies. The last five years of staffing growth within the financial plan was further reduced to anticipate the results of current programs that are being put it place to mitigate call volume growth. This results growth of 31% or an addition of the 69 FTE in Paramedic Services over the 10 year plan.

Paramedic facility projects have been adjusted for timing and cost estimates. The shared first responder’s campus in Barrie is included in 2019.

Social and Community Services:

Social Housing New Investment in Affordable Housing Program (IAHE)

funding/payments have been included in the long term plan with timing based on program delivery and fiscal plan.

The Simcoe County Housing Corporation has included a building project totaling $20 million to be built in 2017/2018 and is partially offset by provincial funding, development charges, reserves and cost sharing with the cities of Barrie and Orillia.

Non Profit Housing reflects the financial impact of Non-Profit Housing Providers capital reserve shortfall and end of operating agreement and mortgages. Housing Providers will be able to access loans from the County to address capital repairs.

Transfer to reserve of $2 million annually to fund the County’s portion of the Non Profit Social housing provider capital loans. In years where the requirement is higher than the available transfer from reserve, there is an increase in levy requirement.

Ontario Works

Ontario Works caseloads are projected to remain at current levels.

Upload of Ontario Works client benefits by 2018. Ontario Works 50% Provincial funding of administration has

been assumed.

Key Inputs and

Assumptions


Engineering, Planning and Environment:

Roads Federal Gas Tax funding of $80 million has been used for

roads rehabilitation and capital projects.

Select major roads construction projects have been condensed as much as possible in order to minimize the construction time impact on residents. This occurs in 2016 and 2017.

Roads Construction has incorporated the current Transportation Master Plan. Roads Construction capital projects are estimated at $378 million over the next 10 years and will be partially offset by development charges and reserves.

Roads reflects an increase in lane kilometres in addition to growth related projects 190.4 lane KM’s uploaded to the County network,

over the next 10 years 80.6 lane KM’s added over the next 10 years from

roads construction projects (i.e. CR90, CR 4).

Solid Waste Management

Transfer to reserves of $2.8 million annually to fund future capital projects.

Construction of Organics Processing facility for $27 million of which $25 million is planned for 2018-2019 and operational in 2020.

Materials Management facility was previously reserved and is forecasted to be completed in 2017 – 2018 and operational in 2019.

Key Inputs and

Assumptions


Overview

The Long Term Baseline plan contemplates total expenditures of $453 million in 2016, potentially increasing to $500 million in 2025, to maintain existing service levels.

Assuming a tax rate increase of 2.0% per year, funding of $442 million in 2016 is anticipated, increasing to $539 million in 2025.

An average surplus of $14 million is projected, made up of an average operating balance of $34 million. Offsetting the projected average operating balance of $34 million is average net capital requirement of $20 million. Development charge unfinanced capital is projected to have a deficit of $65 million at the beginning of 2016, and $107 million in 2025.

The Long Term Financial Plan provides for an investment of approximately $556 million into major capital works from 2016 through to 2025. Roads construction capital projects make up $378 million of the total investment.

As indicated in the Cash Flow Statement, short term financing of up to $45 million is anticipated in 2016 and 2017 to allow for select major construction projects to be condensed as much as possible in order to minimize the construction time impact on residents. Such financing may comprise of short term debt, long term debt or unfinanced capital. However, based on projections the debt can be repaid by 2024.

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.

Overview


Tables Detailed financial projections are provided in the following schedules: Table 1 - Operating Expenditures by Department Table 2 – Capital Expenditures by Area Table 3 - Net Operating Requirement Table 4 – Operating Cash Flow Table 5 - Debt Summary Table 6 - Reserves


Operating Expenditures by Department2016 - 2025

(In millions)

Category 2021 - 2025 2016 - 2025

Warden & Council 1.3 1.4 1.4 1.4 1.4 7.6 14.5CAO, Communications & Customer Service 2.4 2.5 2.5 2.6 2.6 14.0 26.6

Total Warden & CAO 3.8 3.8 3.9 4.0 4.1 21.5 41.1

Museum 2.0 2.0 2.0 2.1 2.1 11.3 21.6Library 0.7 0.7 0.7 0.7 0.7 4.0 7.5Clerk 0.9 0.9 0.9 1.0 1.0 5.1 9.8Archives 0.6 0.7 0.7 0.7 0.7 3.8 7.2

Total Statutory & Cultural Services 4.2 4.3 4.4 4.5 4.6 24.2 46.1

Human Resources 3.2 3.3 3.4 3.4 3.5 18.6 35.4Finance 3.5 3.6 3.7 3.8 4.0 21.5 40.2Information Technology 6.9 7.1 7.3 7.4 7.7 40.7 77.0Procurement, Fleet & Property 4.2 4.3 4.5 4.6 4.7 25.1 47.5

Total Corporate Performance 17.8 18.4 18.9 19.3 19.9 105.9 200.2

Social Housing Non-Profit 25.8 30.2 31.6 26.6 41.5 118.5 274.2Children & Community Services 39.6 39.7 39.7 39.7 39.7 199.0 397.5Ontario Works 84.8 85.8 86.8 87.9 88.9 461.0 895.3Simcoe County Housing Corporation 13.9 14.1 14.3 15.4 15.9 81.1 154.8

Total Social & Community Services 164.2 169.8 172.4 169.6 186.1 859.7 1,721.8

Long Term Care & Seniors Services 50.0 51.0 51.9 53.1 54.0 287.2 547.2Paramedic Services 41.9 43.7 45.7 48.2 50.8 286.2 516.5Emergency Management 0.5 0.5 0.5 0.5 0.5 2.7 5.2

Total Health & Emergency Services 92.4 95.2 98.1 101.8 105.3 576.1 1,068.9

Transportation & Engineering - Maintenance 12.7 13.1 13.5 13.9 14.2 82.7 150.1Transportation & Engineering - Construction 12.8 12.2 9.7 12.5 4.9 44.4 96.6Solid Waste Management 45.6 46.6 47.5 48.0 49.1 272.9 509.7Forestry & By-Law 1.4 1.4 1.4 1.5 1.5 7.9 15.1Planning, Economic Development & Tourism 4.0 4.0 4.1 4.1 4.2 22.0 42.4

Total Engineering, Planning & Environment 76.5 77.3 76.2 80.0 73.9 429.9 813.9

General Municipal 28.4 28.7 29.0 29.3 29.7 131.9 276.9

Total 387.2 397.6 402.9 408.5 423.5 2,149.2 4,168.9

2016 2017 2018 2019 2020


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Table 1

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Roads Construction 47.1 50.0 30.0 28.0 36.6 378.3Structures 11.5 12.3 10.3 10.8 6.7 98.7

Roads 35.6 37.7 19.7 17.2 29.9 279.5

Roads Maintenance 0.7 0.9 0.8 0.8 1.0 10.7

Solid Waste Management 3.9 2.7 14.7 14.2 2.9 46.8

Paramedic Services 8.1 3.6 1.2 19.7 2.6 56.4

Long Term Care 1.6 1.2 1.1 1.0 1.6 11.5

Simcoe County Housing Corp 2.3 11.0 9.7 0.8 0.7 32.1

Other Departments 2.8 2.7 1.3 1.9 2.4 20.2

TOTAL 66.5 72.2 58.9 66.5 47.7 556.0

Department 2016 2017 2018 2019 2020

Capital Expenditures by Area2016 - 2025

(In Millions)

2016-2025


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Table 2

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2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2016 - 2025OPERATING (16.7) (20.5) (24.5) (27.6) (30.2) (37.3) (40.5) (44.6) (46.4) (51.8) (340.0)

REVENUE (403.9) (418.1) (427.4) (436.1) (453.6) (451.3) (461.0) (472.5) (483.4) (501.6) (4,508.9)Subsidies (177.4) (186.5) (187.1) (186.6) (184.6) (189.3) (191.3) (195.1) (197.4) (200.5) (1,895.7)

County Levy (148.2) (154.1) (160.2) (166.6) (173.3) (180.2) (187.4) (194.8) (202.6) (210.7) (1,778.1)

Municipal Billings (24.5) (23.5) (23.9) (24.8) (30.9) (26.6) (26.7) (26.9) (27.1) (29.4) (264.3)

User Fees (39.2) (40.0) (40.7) (42.3) (43.0) (43.8) (44.5) (45.3) (46.1) (46.9) (431.7)

Miscellaneous Income (5.0) (5.2) (5.4) (5.6) (5.8) (6.0) (6.1) (6.3) (6.5) (6.7) (58.7)

Transfer From Reserve (9.6) (8.7) (10.1) (10.2) (16.2) (5.6) (5.0) (4.1) (3.7) (7.4) (80.4)

EXPENSES 387.2 397.6 402.9 408.5 423.5 414.0 420.5 427.9 437.1 449.8 4,168.9Client Benefit 128.5 133.5 135.5 131.3 146.8 131.9 130.9 130.0 128.7 133.6 1,330.6

Salaries 128.6 132.3 136.1 140.9 145.3 149.3 153.3 157.9 162.6 167.1 1,473.5

Administration 24.4 24.7 25.4 25.5 26.0 26.4 26.8 27.2 27.9 28.2 262.5

Facilities 23.9 23.5 21.4 25.7 23.6 26.7 26.9 28.4 29.4 31.2 260.8

COSD 69.0 70.4 71.6 71.9 68.8 66.5 69.4 71.1 75.3 76.7 710.7

Transfer To Reserve 12.8 13.1 12.8 13.2 13.0 13.2 13.2 13.2 13.2 13.0 130.7

Other 0 0 0 0 0 0 0 0 0 0 0.0

NET CAPITAL 28.5 25.3 13.0 25.7 16.8 17.1 21.6 19.7 15.2 12.8 195.8

Capital Revenues (38.0) (46.9) (45.9) (40.7) (30.8) (47.0) (28.0) (22.8) (22.6) (37.5) (360.2)

Capital Expenses 66.5 72.2 58.9 66.5 47.7 64.1 49.5 42.5 37.8 50.3 556.0

NET REQUIREMENT - Deficit (Surplus) 11.8 4.8 (11.5) (1.9) (13.4) (20.2) (19.0) (24.9) (31.1) (39.0) (144.3)

Net Operating Requirement 2016 - 2025(In millions)


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Table 3

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2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

CASH BALANCE BEGINNING OF YEAR 0.0 0.0 0.0 (0.1) (0.1) 0.2 3.2 15.7 44.6 78.5

SOURCES FROM OPERATIONSOperating Revenue (394.3) (409.4) (417.3) (425.9) (437.5) (445.7) (456.0) (468.4) (479.7) (494.2)

Capital Revenue (5.8) (10.4) (12.1) (8.7) (2.7) (8.7) (4.5) (4.3) (2.9) (1.5)

Development Charge Receipts (15.1) (17.0) (19.0) (20.8) (22.9) (23.4) (23.8) (24.3) (24.8) (24.3)

USES FOR OPERATIONSOperating Expenses 374.4 384.4 390.1 395.3 410.5 400.8 407.3 414.7 423.9 436.7

Capital Expenses 66.5 72.0 58.5 66.2 47.3 64.0 49.5 42.5 37.8 50.2

NET CASH FROM OPERATIONS (25.6) (19.7) (0.1) (6.0) 5.3 13.0 27.5 39.8 45.8 33.1

New Short Term Debt 25.6 19.7 6.0

Accelearated Debt Payments (5.0) (10.0) (15.0) (10.9) (11.9)

END OF YEAR CASH BALANCE 0.0 0.0 (0.1) (0.1) 0.2 3.2 15.7 44.6 78.5 111.5

Cum. New Short Term Debt 27.1 46.8 46.8 52.8 47.8 37.8 22.8 11.9 0.0 0.0

Operating Cash Flow2016 - 2025

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Table 4

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Debt Type 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

Unfinanced Capital 59.9 56.2 52.5 48.8 45.0 40.2 35.3 30.4 25.6 20.7Unfinanced Capital - Development Charges 65.2 85.7 90.8 99.0 101.5 116.0 115.0 106.3 96.7 107.3Long Term Debt 24.6 21.7 18.8 15.9 12.8 11.0 9.2 7.5 5.8 4.4Short Term Debt 56.1 75.8 75.8 81.8 76.8 66.8 51.8 40.9 29.0 29.0

Total 205.8 239.3 237.9 245.4 236.1 234.0 211.4 185.1 157.1 161.4

Balances shown are at year end

Debt Summary2016 - 2025

(In Millions)


2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

Archives Contingency Reserve 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1Museum Contingency Reserve 0.4 0.4 0.5 0.5 0.4 0.4 0.4 0.5 0.6 0.7

Forestry Reserve 4.9 4.9 4.9 4.9 4.8 4.8 4.8 4.8 4.8 4.9Homes Contingency Reserve 1.0 0.8 0.6 0.6 0.0 0.0 0.0 0.3 0.1 0.3General Contingency Reserve 5.4 7.5 9.6 11.8 13.9 16.0 18.1 20.2 22.4 24.5Social Services Reseve 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0Simcoe Village Reserve 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0Roads Contingency Reserve 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2Paramedic Services Contingency Res. 2.9 3.2 3.6 3.9 4.2 3.3 3.2 3.4 3.8 4.1Admin. Bldg. Contingency Reserve 1.1 1.2 1.3 1.4 1.5 1.5 1.6 1.7 1.8 1.6Tourism Simcoe 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1Social Housing Reserve 16.0 18.5 19.8 20.9 11.5 12.4 13.7 15.8 18.7 17.8Waste Mgt. Contingency Reserve 17.1 18.2 8.3 4.9 6.6 9.2 11.8 14.4 17.0 19.6Sunset Village 0.3 0.3 0.3 0.4 0.4 0.4 0.5 0.5 0.5 0.6Economic Development 1.2 1.3 1.3 1.3 1.3 1.3 1.3 1.3 1.3 1.3

Total Reserves 57.7 63.7 57.5 57.8 52.0 56.7 62.8 70.4 78.4 82.8

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Reserves2016 - 2025

(In Millions)


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Table 6