lan P strategic - Simcoe County Plan 2014 - 202… · The STRATEGIC PLAN is intended to be used to: 1. Align decision making by working towards the achievement of common goals with

strategic Plan

JUNE 2014

2014

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ateg

ic P

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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


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


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


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”


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, 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?”


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”


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


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


and Long Term Goals

to Achieve Our Vision”


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


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 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”


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


“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



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


“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


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



“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


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



“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


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


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


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


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.


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


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


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


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


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


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


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


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


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


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


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


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


Documents

lan P strategic - Simcoe County Plan 2014 - 202… · The STRATEGIC PLAN is intended to be used to: 1. Align decision making by working towards the achievement of common goals with