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TEN-YEAR STRATEGIC PLAN

simcoe.ca

C O R P O R A T E C O M M U N I C A T I O N S D E P A R T M E N T

2021 VISION

2011

Ofce o the Warden and CAO

County Clerks Department

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CORPORATE COMMUNICATIONS DEPARTMENT2011 TEN-YEAR STRATEGIC PLAN

Index

INDEX2011 Ten-Year Strategic Plan

1. INTRODUCTION

2. STRATEGIC PLAN PROCESSa. Strategic Plan Workshopb. Strategic Plan Alignmentc. Strategic Plan in Actiond. Term o the Strategic Plane. Use o the Strategic Plan. Long Term Financial Plan

3. THE COUNTY OF SIMCOE STRATEGIC PLANa. Vision Statementb. Mission Statementc. Values Statementd. Strategic Directions and Priority Strategic Action

Statementse. Framework or Delivering Results. Strategic Plan in Action

4. STRATEGIC PLAN IN ACTION UPDATE

a. Corporate Services Committeeb. Human Services Committeec. Perormance Management Committee

5. PROJECTED LONG TERM BUSINESS PLANa. Financial Principlesb. Ten-year Projection o operating costs and capital

spending requirementsc. Key Department Goalsd. Overviewe. Highlights. Charts and Tablesg. Summaryh. 2011 Long Term Business Plan Assumptions

For Years 2012 - 2021

Page 2

Page 3

Page 5

Page 12

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CORPORATE COMMUNICATIONS DEPARTMENT2011 TEN-YEAR STRATEGIC PLA

2

2011 Ten-Year Strategic Plan

1. INTRODUCTION

WHAT IS STRATEGIC PLANNING? A process to establish priorities on what will be accomplished in the uture. 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.

Recognizing this, the County developed such a plan, as well as instituted a process thatallows updates to the plan to ensure it meets the changing needs o the community. It buildsupon the direction o previous strategic plans and is supported by the strategic directions andinitiatives.

The County o Simcoes Strategic Planning process is the cornerstone o our business model.It is the oundation 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 othe residents o the County and the environmental actors that aect us.

By looking ahead and asking our stakeholders what they need, we establish a vision or whatlevel o service we will provide, along with an understanding o what resources will benecessary to provide them.

The result is a Strategic Plan that helps the County establish priorities and make inormeddecisions while:

Having a strategic plan is as important

to our future as architectural plans are

to building a house.

Strategic planning systematically addressesthe Countys purpose, internal and externalenvironment, value to stakeholders, plansor action and long term nancial planning.

The plan outlines how the County o Simcoewill achieve the Vision and Mission, basedon our values. The Strategic Plan servesas a road map that will take us rom wherewe are today to where we want to be in thecoming years.

Improving Perormance Promoting orward-looking ocus Communicating to everyone What is Important Providing Direction Managing Risk

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These statements serve as the basis ordeveloping strategic directions which will alignwith our service delivery unctions.


2. STRATEGIC PLAN PROCESS

STRATEGIC PLAN PROCESS CONSISTS OF:

1. Strategic Planning Workshop2. Strategic Planning Workshop3. Strategic Plan in Action

4. Term o the Strategic Plan5. Use o the Strategic Plan6. Updating the Long Term Financial Plan

STRATEGIC PLANNING WORKSHOP INCLUDED:

1. Revisiting our Vision Statement

2. Updating our Mission statement3. Validating our Core Values

4. Council determines what StrategicDirections are most critical to our uture

5. Council then reviews the available

resources6. The Strategic Directions are thenconrmed

STRATEGIC PLAN ALIGNMENT

Ater Council sets the strategic directions, County departments expand on the strategicdirections by developing goals and initiatives to align with the Strategic Plan to ulll thestrategic vision. This provides a linkage between the Vision, Mission, Strategic Directions and

departments activities to achieve the desired results.

STRATEGIC

PLAN

Vision

StrategicDirections

Strategies

Results

Accountability

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STRATEGIC PLAN IN ACTIONThe Strategic Plan in Action Update is intended to communicate progress towards thestrategic plan, while allowing opportunity to evaluate and revise the supporting strategies andactions.

The STRATEGIC PLAN IN ACTION document will report to Council annually, the initiativesand the Countys progress in addressing the strategic directions.


2. STRATEGIC PLAN PROCESS

TERM OF THE STRATEGIC PLAN

The STRATEGIC PLAN is intended to guide the County o Simcoe or a 10-year planninghorizon. Four-year goals speciy the priorities and directions to be ocused on and refect theplanning cycles during Councils term.

However, this is a dynamic and evolving plan, created using an assessment o the environ-ment at a specic point in time. As issues, challenges, trends and opportunities emerge,Council has the opportunity to update the Strategic Plan to refect environment changes andto ensure Councils 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 o common goals withconsistent overarching Vision and Strategic Directions.

2. To direct the development o department business plans and budgets.

LONG TERM FINANCIAL PLAN

The LONG TERM FINANCIAL PLANS objective is to refect the Countys Vision, Mission andStrategic Directions in a plan that includes planned service levels, projects, debt levels and

revenues. The nancial plan also serves as a ramework or County departments to align theirgoals and strategies, making budgetary decisions more consistent, sustainable andtransparent. The long term nancial plan is updated annually or the initiatives that supportthe strategic directions

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3. COUNTY OF SIMCOE STRATEGIC PLAN

This STRATEGIC PLAN is intended to communicate, educate and promotean understanding o the Countys Vision, Mission, Core Values and StrategicDirections, along with the preerred methods or achieving those goals andcost to implement. It also serves as a ramework or County departments toalign their goals and strategies, thereby making budgetary decisions moreconsistent, sustainable and transparent.

VISION, MISSION, CORE VALUE STATEMENTS

At the foundation of the

Strategic Plan are the:

VISIONStatement MISSIONStatement VALUEStatements

Thatanswers:

Wherewewanttogo? Whoweare? Howwewillstriveforourgoals?

Values

Stewardship,Leadership

Integrity,Innovation,Respect,

Accountability

Co-operation

Vision

"WorkingTogethertoBuildVibrant,Healthy,Sustainable

Communities"

MissionProvidingAffordable,SustainableServicesandInfrastructureThroughLeadershipandInnovativeExcellence

StrategicDirections

Goals,Objectives&Initiatives

ReportStrategicPlanin

Action

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VISION STATEMENT

Key to the Strategic Plan is the Visionwhatdo we want to be in the Future?

The VISION Statement guides our decisions,helps us set direction and encourages us toalign our priorities as we work to make Countyo Simcoe what we want it to become.

Vision is what keeps us moving orward.

What do we want to be

in the future?

WORKINGTOGETHERTOBUILDVIBRANT,HEALTHY,SUSTAINABLE

COMMUNITIES.

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MISSION STATEMENT

MISSION Statement is the Why does theCounty exist?

Dening the Mission o Simcoe County isanother important step. Only byunderstanding our mission can we eectivelydetermine what we need to do in workingtoward the vision. The mission statement

explains the role o the County and itspurpose. This should be re-examined andrereshed periodically to remain dynamic toensure that our mission refects the currentneeds.

Why does the County exist?

PROVIDINGAFFORDABLE,SUSTAINABLESERVICESANDINFRASTRUCTURETHROUGH

LEADERSHIPANDINNOVATIVEEXCELLENCE.

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CORE VALUES STATEMENTThe County o Simcoes vision relies on theCountys values. What is most important tous? What drives the decisions that we make?What is most important to the Community?

CORE VALUES are similar to the Countyspersonality - what we are and what we valueas being important. The core values representthe Countys culture and what we believe in.

Values are evident in our actions and ourservice delivery.

Based on the consultation process, sevenvalues were identied. Each o these valuescontained a short denition to provide clarityand consistency o the interpretation o thesevalues.

Core values are similar to the

County of Simcoes personality.

WEVALUECentral to this Vision are the Values that we share:

STEWARDSHIP:ResponsibleGuardiansforaSustainableFuture LEADERSHIP:Inspire,Empower,LeadbyExample

INTEGRITY:Honesty,TrustandTransparencyatAllTimes INNOVATION:Creative,Progressive,LeadingEdgeIdeas

RESPECT:RecognizingIndividualismthroughFairandEquitableInteraction ACCOUNTABILITY :Commitment,OwnershipandFollowThrough

CO-OPERATION:PositiveApproachestoPartnerships,TeamWorkandUnderstanding

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STRATEGIC DIRECTION AND PRIORITY STRATEGIC ACTION STATEMENTSSTRATEGIC DIRECTIONS represent the priorities and desired results to be achieved insupport o the Vision.

Once the strategic directions are set, the operations o the County can be directed to ulllthe strategic vision. Specic actions are revised to support the needs identied in thestrategic directions. From this, Priority Strategic Actions are identied that need to begin assoon as possible.

Based on the consultation process, six strategic directions and several priority strategic

actions were established to provide a clear ocus or the uture.

We will pursue the Strategic

Directions and Long-Term Goals to

Achieve Our Vision.

A. Growth-RelatedServiceDeliveryDenition: Create and strengthen partnerships with key stakeholders to support communitiesthrough the delivery o sustainable services.Strategic Priority#1: Identiy opportunities to collaborate on the planning and delivery omunicipal inrastructure.

B. StrengthenedSocial,HealthandEducationalOpportunities

Denition: Establish partnerships to identiy opportunities or strengthened Human Servicesand Education to support improved health and well being o our residents.Strategic Priority#1: Develop a strategy to use current housing stock and uture unding

opportunities to create a more sustainable housing system .Strategic Priority#2: Develop a poverty reduction strategy based on the Bridges out oPoverty ramework.

SIX STRATEGIC DIRECTIONS

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C. Economic&DestinationDevelopmentDenition: Create and strengthen partnerships with key stakeholders to develop economicopportunities in response to the changing demographics o the County and to provide a richcultural experience or both local residents and tourists visiting the area.Strategic Priority#1: Expand the role o the County in promoting economic development andtourism.

D. EnvironmentalSustainability

Denition: To preserve, conserve, and saeguard our environment and natural resources,while recognizing opportunity, innovation, and the needs o our community.

Strategic Priority#1: Investigate and orm partnerships or residual waste disposal options

E. ACultureofWorkplaceandOperationalExcellence

Denition: Create and maintain a healthy work environment that: Supportspersonalandprofessionalgrowth Promoteseffective,openandinclusivecommunications Providesservicestoresidentsinascallysustainableandresponsiblemanner

Strategic Priority#1: Continue to advance a workplace culture that promotes eciencies andeectiveness in scal management and service delivery.

F. ResponsiveandEffectiveGovernance

Denition: Address the structural and procedural challenges o a County spanning a divergentgroup o 16 municipalities.Strategic Priority#1: Recognizing the provincial and municipal spheres o infuence, reviewand recommend an appropriate governance structure including representation, committeesand service scope.Strategic Priority#2: Further access and identiy the political and practical pressures o orga-

nizing 16 municipalities (as discussed in the Berkeley report.)

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FRAMEWORK FOR DELIVERING RESULTS

Vision

Mission

Values

Strategic Directions

Strategic Plan in Action

Strategic Directions, Strategic Issues, StrategicInitiatives, Accomplishments

Department Business Plans

Department Purpose, Strategic Direction Alignment,Resources and Performance

Working Together toBuil d Vibrant, Healthy,

SustainableCommunities

Providing Affordable, SustainableServices and Infrastructure

through Leadership andInnovative Excellence

Stewardship, Leadership,Integrity, Inn ovation, Respect,

Accountability, Co-operation

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 Eff ective Governance

What we want to be in the Future

Why the County Exists

Our Long Term Plans andthe results to be achieved

in key areas of focus

What We Believe and

Will Guide Our Work

The way the Countyworking with its partnerswill achieve its strategic

directions

The approach toimplementation and monitoring

performance so thatDepartment and Division goals

align with actions, strategicdirections and goals

STRATEGIC DIRECTIONS represent the priorities and desired results to be achieved insupport o the Vision.

Each Strategic Direction contains Where do we want to be? at the end o Councils term.How do we get there? outlines our strategies and initiatives that support the strategicdirection.

The Strategic Plan in Action will assist in measuring progress towards the Vision.

The Strategic Business Plan includes planned service levels, capital projects, debt levels andrevenue sources that refect the Countys mission and strategic objectives.

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STRATEGIC DIRECTIONS

A - Growth related service delivery

B - Strengthened Social, Health and

Educational Opportunities

C - Economic and Destination Development

D - Environmental Sustainability

E - A Culture of Workplace and Operational Excellence

F - Responsive and Effective Governance

Strategic

Directio

n

Strategy

Our PlanHow do we get there?

Identifies the methods or goalto address the Strategic

Directions

Initiative

Combined efforts, actions &resources to improve

performance

Accomplishments On the Horizon

Coming in the next year

Corporate Services Committee

Strategic Priorities - Priority Strategic Actions - June 30, 2011

A Identify opportunities to collaborate on the planning and delivery of municipal infrastructureC Expand the role of the County in promoting economic development and tourism

D Investigate and form partnerships for residual waste disposal options

Roads

ACE

Implementation on theCounty TransportationMaster Plan

Impact of provincialchanges &/orapproval of CountyOfficial Plan

Develop Roads &bridge constructionbudget around Trans.Master Plan

2011 budget adopted

Develop 10- and 20-year plan for roadsConstruction

2011 Long TermBusiness PlanComplete

Amend short and longterm plans to addresschanges in growthpatterns and priorities

Gather data for assetmanagement to

prioritize projects anddetermineinfrastructure deficit

Road Rehab completedin asset management

system

Road Constructionasset management

system is underway

A D E Roads GarageRationalization

Implement Garagereorganization

Continuation offive-yearplan - expansion of theCreemore Garage

Final stages ofexpansion ofCreemore Garage i.e.landscaping & groundswork

Construction complete

Build the new BeetonGarage

Construction underwaycompletion in 2011

Occupancy 2011,existing propertydeclared surplus

Amalgamation ofPerkinsfield andMoonstone Garages

D Reduce use and impactof road salt

Expand andimplement a saltmanagement plan

Upgraded winter fleet toprovide liquidapplication

Continued expansion

Investigate liquid foranti-icing program

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Strategic

Directi

on

Strategy



Directions

Initiative

Combined efforts, actions &resources to improveperformance



D (Contd)Reduce use and impactof road salt

Review new method ofwinter maintenance

Investigate use ofGPS technology

Uploading of roadsto the County RoadsSystem

Planning

AC

Review and updateCounty Official Plan as

per Provincial Legislation

Draft updated OfficialPlan

Official Plan adopted byCouncil

Obtain Provincialapproval

Upon approval,communicate OfficialPlan and itsimplications to Staff,Member Municipalitiesand interested outsideparties

Deal with Official Planamendments asrequired by theProvince & OMB

Work with Prov.Develop. Facilitator onresolution of growth

mgmt. issuesAE

Provide strategicPlanning advice andco-ordinate approvals forsite-specific developmentapplications

Provide promptcomments to requestsfrom Municipalities inaccordance with Countyand Prov. policy

Process applicationswhere County is theapproval authority inaccordance withlegislated timelines

Assist localmunicipalities withlocal Official Planconformity exercisesin conformity withCounty Official Plan

Implement decisions ofCorp Serv Comm &planning authority

First draft of land budget

completed used toinform such decisions

Develop tracking toolto inform land usedecisions

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Strategic

Dire

ction

Strategy


Identifies the methods or goal toaddress the Strategic Directions

Initiative


performance



Solid Waste Management

AD

Develop a long termWaste Mgmt strategy

Establish a WasteMgmt sub-committee ofCouncil

Sub-committeeestablished

Reports preparedand meetings to beconvened asrequired

Construct a detailedlong term wastemanagement plan

Solid WasteManagement Plancomplete 2010

Solid WasteManagement Planreview 2015, 2019,2023, 2027, 2030

Preserve our existing

landfill site capacity

Implementation of

multiple Solid WasteManagement Planrecommendations

Promotion & Educationof diversion programs

Development ofSchool recyclingprogram

Awards for Be A HeroCampaign

Implementation ofMobile EducationUnit (MEU)

Implementation ofWaste MgmtStrategyrecommendations

Possible changesin recyclingdirection from WDO

Forestry

D Simcoe County ForestManagement Plan

Forest inventory &mapping updates

Completed 2010 Ongoing refinements& improvements

Public consultationprocess (open house,stakeholder advisorygroup)

Completed April 2011 Obtain Councilapproval of fullManagement PlanJune 2011

Substantial forestexpansion throughstrategic reinvestmentof Forest ReserveFund (926 hectares/2288 acres)

Continued strategicland acquisitions

Forest Stewardship

Council (FSC)Certification

Certification achieved

2010

Ongoing annual

audits

D Promote wisestewardship of privatewoodlands

Forest ConservationBylaw

Educational andcommunicationsoutreach

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Strate

gic

Direction

Strategy



Initiative




Economic Development

C Five-Year EconomicDevelopment PlanStrategic Plan 2011-2016

Develop a proactiveprogram to attractemploymentopportunities

Presented to Councilfor adoption by 2011

Begin to implementpriority areas identified

Identify actions &expenditures

C Simcoe County FoodPartnership

Creating County localfood opportunities andnew Simcoe CountyFood Charter

Attended meetings withinterested groups

Assist in co-ordinatingevents

Simcoe CountyFood Partnership

Simcoe MuskokaDistrict health unit

C Economic DevelopmentMarketing plan

Creating a marketingplan based upon theadopted strategic plan

Begin to implementplan

Simcoe Countyeconomicdevelopmentpartners

County of SimcoeCommunicationsDepartment

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HUMAN SERVICES JUNE 2011

Strategic

Direction Strategy



Initiative


performance



Human Services CommitteeStrategic Priorities - Priority Strategic Actions - June 30, 2011

B Develop a poverty reduction strategy based on the Bridges out of Poverty framework

B Develop a strategy to use current housing stock and future funding opportunities to create a more sustainablehousing system

Social and Community ServicesChildren & Community Services

ABE

Community BasedPoverty Reduction /Homelessness Strategiesand Initiatives

Align funding allocationsin the area ofhomelessness and childpoverty with localpoverty reductionstrategies

Work with localnetworks, coalitions,and organizations todevelop broad-basedpoverty reductionstrategy.

Co-hosted withcommunity partnerstwo Bridges Out ofPoverty Sessions as of

August 31, 2011.

Child Poverty andHomeless fundingmodels includecommunity input

Rejuvenation ofSimcoe CountyFunders Alliance;Funders Allianceinformation session fornon-profit

organizations Support Simcoe

County Alliance to EndHomelessness

Canadian Index ofWellbeing localResilienceCollaborativeproduced localenvironmental report;host launch of report

Plan with N. SimcoeTransit PlanningCommittee to increaseservice access for

vulnerable populations

Co-ordinating a thirdBridges Out of PovertyOrientation withcommunity partners waitlist for sessionapproximate 150.

Providing all Socialand CommunityServices staff anorientation to BridgesOut of Poverty in fall2011

Collaborating withcommunity partners toco-ordinate Bridges Out

of Poverty Train theTrainer Sessions in2012.

Collaborate withcommunity partners todevelop andimplement pilotprojects based onBridges Out of PovertyConcepts

Plan within the contextof a new provincialLong-Term AffordableHousing Strategy

Continue participation

in CIW; identifyopportunity to useComposite Index tosupport SimcoeCounty povertyinitiatives

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Strategic

Directi

on

Strategy



Initiative


performance



BE

Strengthen CommunityPlanning andPartnerships

Launch of SimcoeCounty Child and YouthCharter

Charter launch hosted,charter endorsed

First broadsheetpublished on charterpoint Access toNutritious Food and SafeDrinking Water Fall2010

Continue to work withcommunity partners

Charter broadsheetplanned for charter pointA Safe, Affordable, andComfortable Place toLive to be released Fall2011.

B Homelessness andPoverty initiatives -Growth related servicedelivery

Consolidation ofProvincially-fundedhomelessnessprograms

Participate inAMO/Provincial workinggroup

Cont to demonstratefunding pressures

Develop a CommunityPlan for Homelessness

ABE

Health and SocialServices Growth RelatedFunding

Research and developan information packageto inform & support theneed for additionalfunding in SimcoeCounty for all sectorsrelated to health andsocial services.

Commitment fromChildren, Youth &Family ServicesCoalition to develop astrategy

Developed a scope ofwork with sectoragencies.

Obtained data fromCoalition partners toinform report.

Advocacy Task Groupestablished as part ofCYFS Coalition

Board to Board Forumshosted in 2011 tosupport advocacystrategy.

Draft Report completed.

Obtain feedback fromCoalition members ondraft report titledWhen Working BetterTogether Still IsntEnough.

Developrecommendations andnext steps as a resultof data that Coalitionmembers can jointlysupport.

Participation inNational CommunityData Consortium

Lead local DataConsortium projectsthat align with this andother strategies (i.e.homelessness &poverty initiatives)

BE

Promote Quality EarlyLearning and CarePrograms

Raising the Bar QualityAssurance Initiative

45 Child Care agenciessigned to Raising theBar

Cty of Simcoe FamilyHome Day Careprogram achieved silverlevel

5 Special NeedsResource TeacherPrograms signed

Working towardsimplementing Raisingthe Bar - Gold level by2011-2012.

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Strategic

Direc

tion Strategy Our Plan

How do we get there?


Directions

Initiative

Combined efforts, actions &resources to improve performance



ABE

Child Care SystemManagement newprovincial changes;Early Learning Program;Transfer ofaccountability to Ministryof Education fromMinistry of Children andYouth Services

Improve availability of andaccess to, appropriatechild care services

Plan with Ministry ofEducation & child careagencies to promotecontinued viability ofprograms as sector focuschanges to children 0 3.8 years

Work with the Ministry of

Education and SchoolBoards during the roll outof Full Day Kindergartenwithin the planning andconsulting context re:impact to child caresystem and its availabilityof child care for families

Local school sites for thefirst three years of the fullday Early LearningProgram have beenidentified withconsideration of socio-economic factors andimpact on child careagencies

Convened 3 communityforums on Early LearningProgram for child careand community serviceproviders

New funding administeredin the areas of operationaland minor capital toimpacted Child Careprovides to support retrofitand renovations

Community planning forChild and Family CentreIntegrated Hub Services

Best Start Network positionpaper, endorsed by theChild, Youth and FamilyServices Coalitionsubmitted to the prov.

Work with school boardsand ministry to identifyschool sites for Full Day

Kindergarten for the finalyears of implementation(phase 4 & 5)

Assess & support theimpact on the child caresystem, plan to addressgaps through planning withthe Prov. Ministries andlocal networks

ABE

Child Care SystemManagement newprovincial changesTransfer ofaccountability to Ministryof Education fromMinistry of Children andYouth Services

Inform provincial policydevelopment

Participate in ProvincialMunicipal Child CareReference Groups andadvisory committees

Continue to participate inreference groups andprovide input intothroughout transition.

Review guidelines asreleased and take and/orrecommend any actionsresulting from review.

ABE

Child Care SystemManagement GrowthRelated Service Delivery

Special NeedsResourcing

Enhance consistency insystem delivery forSpecial NeedsResourcing

Waitlist management

Implementation ofConsultation model ofservice delivery

Phase two of servicedelivery review resulted inmore than 20recommendations fromparents and communityagencies beingimplemented

Develop On line ServiceMapping

Waitlist managementproviding access toresources for familiespending service

Common assessment toolsby providers

ABE

Child Care SystemManagement Growthrelated service delivery

Address fundingpressures in theChildren's Servicesprograms managed by theCounty - Fee Subsidywaitlist management

Advocate for additionalprovincial funding

Secured some additionalfunding to support childcare agencies impactedby Full Day Kindergartenimplementation

Continue to demonstratethat there is a need foradditional Provincial fundingin Children Servicesprograms and a formula thatconsiders more currentdemographics

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Strategic

Direction

Strategy



Directions

Initiative

Combined efforts, actions &resources to improve performance



BCD

Ensure a sustainablefood system, includingthe development of aSimcoe County FoodCharter.

Continue to buildpartnerships that willstrengthen our ability tosupport the creation of asustainable food system &the development of aSimcoe County Food

Charter

Created a Food PartnersAlliance Web site andimplemented initiatives toincrease awarenessabout food systems.

Supported the FoodMatters Conference in

April 2011 Formed a Food and

Agriculture CharterSteering Committee,Co-Chaired by theWarden andPerformanceManagement Chair.

Increase awareness aboutthe need to develop asustainable food system.

Develop a communicationand engagement strategyto ensure input from avariety of key stakeholders

into the development ofthe Food and AgricultureCharter. .

Social and Community ServicesOntario WorksB Poverty Reduction Initiatives Provision of Health

Related Benefits forNon-Social AssistanceRecipients

Funding to support non-social assistance, lowincome recipients withhealth-related costs

Continue to provide thisbenefit to support nonOW recipients and lowincome residents andtrack usage

B Improving Supports andServices Available toVulnerable Residents

Provision of AddictionServices Initiative forVulnerable Persons

Introduce program tosupport persons withdisabilities, i.e. mentalhealth, substanceabuse issues

Include CommunityPartners in supportingclient success

Assess and report onprogram outcomes

Review and assessfindings related to theProvincial review of the

Addiction ServicesInitiative

A Establish sustainablefunding to deliver aneffective Ontario WorksProgram that improvesoutcomes for residents

Improve Serviceswithin our community

Support staff withadequate resources

Achieved 50/50 fundingin 2010 for OW cost ofadmin. which includes anew funding formulathat will allowdevelopment of arobust program that

supports those in need

Review operational andprogrammingrequirements to ensurethe effective delivery ofthe Ontario Worksprogram.

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Strat

egic

Direc

tion

Strategy

Our Plan



Initiative

Combined efforts, actions &

resources to improveperformance



Social and Community ServicesSocial Housing

AB

Social HousingInvestment & Investment

Develop a strategy tobetter utilize currenthousing stock

In 2011, sevenmunicipalities wereidentified as high needareas for futuredevelopment of Countyowned housing stock

Consultant hired toconduct feasibility study

Develop a long term re-development strategy ofCounty owned socialhousing to create amore sustainablehousing system.

AB

Promote housingpartnership, awareness& preserving ofaffordability

178 units underconstruction 2010/11

Partnership: Ministry ofMunicipal Affairs andHousing and Ministry ofRevenue (130 clients)

182 rent supplement &housing allowance

252 clients assisted withhome ownership

Continuedadministration of theCanada-OntarioProgram

Prepare for new fundingopportunities forYear 3- 5Program

AB

Encourage andpromote a mix ofhousing choices.

Language in OfficialPlan for new affordablehousing options &annual funding tosupport forgivable loans

related to developmentcharges

Awaiting approval ofCounty Official Plan

BDE

Maintaining andpreserving housingquality

Continued participationin Social HousingRenovation & Retrofitprogram and RenewalEnergy Initiative

Continueimplementation of Year2 funding

Completion ofCounty-wide socialhousing building conditionassessment

B Initiatives to expandhousing supportservices

Flex design principles &accessibility changes

23 funded transitionalunits

Ontarians WithDisabilities Act (ODA)built environmentstandard review withagencies

AB

Housing system planning Long Term Affordable

Housing Strategyreleased Nov 2010introducing newdelivery requirements

Participate in clause-by-

clause review of Bill 140and input into OntarioMunicipal SocialServices Association(OMSSA) cabinetsubmissions

Obtain public input on

local need and developa long term housingand homelessness plan

Implement the newHousing Services Act

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Strateg

ic

Directio

nStrategy



Initiative


performance



Health ServicesParamedic Services

BE

Establish a technicallysophisticated level of pre-hospital care

Clinical Care Evolution

Advanced CareParamedic Program inthe County of Simcoe

2006 - Addition of Strokeidentification andhospital bypass toregional centre

2007 Addition ofSTEMI (Heart Attack)identification and

hospital bypass toregional Centre

2008 Addition ofIntravenous accessenhancing patienttreatment options

2009 Addition ofCBRN capabilityallowing paramedics totreat patients withchemical or otherhazardous exposures

2009 County Councilapproved ACP model

Tender awarded to

Georgian College inApril 2010 2010 Establishment ofACP level of practiceand internal staff training

Expand ACP level ofservice in the County

Graduation of first ACPclass Fall 2011

Completion of therequired ACP trainingprogram in 2012

Expansion/Continuationof the ACP program into2013

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Strate

gic

Direction

Strategy



Directions

Initiative


performance



Health ServicesParamedics

E Establish SustainableFunding with ParamedicServices

Advocate for 50:50funding for ParamedicServices:

Delegations withMinisters and seniorstaff

Discussions with

ministry financial staffto identify fundingneeds & equitableformula

Requested meetingwith Ministry to review2011 allocation (48%funding 2011)

50:50 funding achievedfor 2009 and 2010budget

Regain 50:50 fundingformula in 2011

Maintain future 50:50funding

Advocate for sustainablecost sharing current toexpenses

B Increase publicawareness & promoteparticipation inCardiopulmonaryResuscitation

Enhance survival from

cardiac arrest in theCounty of Simcoe

Public AccessDefibrillator (PAD)Program

Expansion of the PADprogram

ACT Foundationpartnership

Save a Life CPRsessions

Allied servicesengagement fortraining and qualityassurance

Cardiac arrestresearch participation

Partnership with Heart& Stroke & ChaseMacEachernFoundation

PAD partnershipsresulting in approx 324

AEDs placed in

community, 4,800individuals trained, fivesaves to date

Funding and training forACT program roll out in2011

Two Save a Life CPRsessions plannedannually in community

Training and QA effortshave been initiated forthree fires services andone police service

Bystander rate of CPRin cardiac arrest has

increased from 24% to29%

Cardiac arrest survivalhas increased from 4%to 8%

Continue to work with theBoards of Education &other community partners inthe expansion of program

Roll out of policedefibrillation pilot project inMidland July 2011

Anticipated expansion oftraining and qualityassurance activities to morefire services

Seeking participation inCPR research field trial(ROC ResuscitationOutcome Consortium)

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Strategic

Direction

Strategy



Directions

Initiative


performance



Health ServicesParamedics

ADE

Create a Facilities LongTerm Planning Model

Facilities review of landambulance stationsto:1) develop a facilitymodel & plan forgrowth; 2)maintain/improve

service delivery, usinga County-widemethodology

Approval of FacilitiesPlanning Model in 2008

Approval to build JointEmergency ServicesFacility - 2010 withClearview Township

($1.7M) Construction in

progress 2011

Preliminary planning forLand Ambulance Station inBeeton in 2011

New construction of LandAmbulance Station inAlliston in 2012

New construction of LandAmbulance Station inBeeton 2012

Operational Jointemergency services facility(Clearview) Opening Fall201

Health ServicesGeorgian Village

ABCE

Respond to IncreasedDemands for SeniorsHealth Services

Georgian Village Project: Create an entire

continuum ofhousing and serviceoptions for seniors torespond to the

needs of the agingpopulation

Provides access to acommunityenvironment thatallows a seamlesstransition

Approval & $ 4.7Mfunding of 36 newLTC beds

Approval of $2.8M inprovincial & federalcapital funding from

the Ministry ofMunicipal Affairs &Housing towards 40units of affordablehousing

Approval of $14M incapital funding fromthe Ministry of Healthfor Georgian Manor

Tender awarded toPercon Construction

October 2010 OfficialGroundbreakingCeremony held

Continued construction ofcampus 2012-2013

Official FundraisingCampaign Kick-off Fall2011

Occupancy of Campus in

Spring of 2013

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Strategic

Direction

Strategy



Directions

Initiative




Health ServicesLong Term Care

E Establish SustainableFunding for Long TermCare.

Advocate for EquitableLong Term Carefunding:

Delegations withMinisters and theirsenior staff

Liaise with/support the

Ontario Association ofNot for Profit Homesand Services forSeniors (OANHSS)

Advocate a fundingmodel that isconsistent & meets theannual cost of livingexpense

Accreditation awardedwith funded per diem

Per diem increases inOther Accommodationreceived in 2009, 2010& 2011

Worked with the Local

Health IntegrationNetwork to achievefunding for capitalconstruction ofGeorgian Manor & anadditional 36 new beds

Submitted proposal forsupportive housingprogram with GeorgianVillage & continue indiscussions

Selected by MinisterMatthews as pilot fornew funding model

Collaborate with the OntarioAssociation of Not for ProfitHomes an Services forSeniors (OANHSS) forincreased funding support

Collaborate with theAssociation of Municipalities

of Ontario ( AMO) toincrease awareness andfunding support

Collaborate with LocalHealth Integration Networkto identify funding & relatedservice requirements

A

DE

Long Term Asset

Planning for the LongTerm Care Homes

Maintain 20-year long

term asset plan forLTC facilities

Energy ManagementPlan to retrofit the threeLTC Homes

Reserve Fund Study

Simcoe & SunsetVillages 2007-2026

Annual transfers forinfrastructure

Complete energyretrofit projects Simcoe,Sunset & Trilliummanors 2011

Report to Council to update

on completion of retrofit ofthree Long Term Homes

2012 Reserve Fund Studyfor four Long Term CareHomes

BE

Meet all new RegulatoryRequirements for LongTerm Care

Comply with alllegislative requirementsunder the new LongTerm Care Act effectiveJuly 1, 2010

Successful consultationswith provincialgovernment by Ontario

Association of Not forProfit Homes anServices for Seniors(OANHSS) to addressissues in the draft

legislation

Complete comprehensivereview of all regulations &provide recommendations inrelation to resources &operations

In collaboration withOANHSS & AMO advocatefor required time frames &

funding Complete and provide

summary report on theimplementation of all newrequirements in the 4 Homesin 2011-2012

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Strategic

Direction

Strategy



Directions

Initiative


performance



Health ServicesLong Term Care

BE

Establish a Total QualityManagement Programto support Long TermCare & SeniorsServices

Redefine Reporting,Roles &Responsibilities ofManagement Team inQuality Assurance &Risk Management

Create a QualityManagement Programto support qualityimprovement at allsites

2009 - Redefined LongTerm CareManagement structure

Established a newQuality ManagementProgram in Fall 2010

Recruited approvedEducation Co-ordinatorposition in 2011

Planning andimplementation ofprocesses to meet newlegislation for requirementsin Ministry compliance, riskmanagement, quality

indicators & educationalrequirements

Health ServicesAE

Health Services GrowthRelated Funding

Address fundingpressures in allCounty HealthServices includingParamedic Services,Long Term Care(LTC) and CommunityServices

50/50 fundingachieved in 2009 &2010 for ParamedicServices that includedadditional resourcesimplemented toaddress growth relatedrequirements

Growing Communities

Healthcare Alliancelobbied successfully toachieve $30M ingrowth funding forhospitals & anticipatesanother $100M

Continue to advocate forcontinued 50/50 fundingin Paramedic Services

Continue to advocate forimproved funding of LTCand Community Services

Support/collaborate withthe Growing CommunitiesHealthcare Alliance in

relation to other HealthServices including LTC &Community Services

ABE

Access to HealthServices

Identified as a CareConnection focusarea for the NSMLHIN, lead thedesign andimplementation of acomprehensiveTransportation Planto improve timely &

seamless access torequired healthservices.

Establishment of adraft Project Charterfor the TransportationPlan

Recommendations foryears 1-3 of the 10-year plan are includedin Project Charter.

Establishment of two

Steering committees tofocus on inter-facilityand communitytransportation needs

Implementation of LHIN-wide Transportation Planrecommendations arisingfrom the 10-yearCareConnections Partneringfor Healthy CommunitiesProject.

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Strateg

ic

Directio

n

Strategy



Directions

Initiative


performance



Emergency ManagementBE

To StrengthenCommunity Resiliency& Response toDisasters

Co-ordinate annualemergency tabletopexercises with ourMunicipal &Community Partners

Hold a large scaleemergency exerciseevery five years with

Municipal &Community Partners

Co-host semi-annualHealth SectorEmergency Planningforum with the Districtof Muskoka & theSimcoe MuskokaDistrict Health Unit

Establishequipment/suppliesinventory on a County-wide basis

Identify & co-ordinate aCounty-wide training

program Creation of County-

wide specializedresponse team forchemical, biological,radiological, nuclear(CBRN) incidents

Enhance CrisisCommunications Planto meet the electronicemergencycommunicationsexpectations of anincreasinglysophisticated audience

Development of acommunity recoveryplan to address thehuman needs arisingfrom disaster

2006 - OperationFever Phixemergency planningexercise 28recommendations

2008 - Participated inthe Operation WaterBlast Exercise in 2008-

eight recommendations 2009 Chemical

Biological Radioactive& Nuclear (CBRN)Response Programdeveloped with 18partner agencies

2009 - Annuallyco-ordinate CBRNtraining program

Annual Purchasing &Co-ordination of CBRNequipment & supplies

Purchasing of threeemergency portable

generators in 2010 tosupport potentialevacuation centres

Integration of Socialmedia tools into thecorporate CrisisCommunications Planto ensure criticalemergency messagesreach the widestpossible audience in atimely manner

Development of aEmergency SocialServices Plan in

co-operation with keystakeholders

Continue work withCommunity Partners intabletop and tacticalexercises

Budget long term needs inwith funding opportunitiesthrough programs such asJEPP (Joint Emergency

Preparedness Planning) Joint training for full

CBRN team establishedin 2011

CBRN Program FormalMemorandum ofUnderstanding achievedin 2011

2011 region-wide largescale EmergencyPlanning exercise,Operation Plugged-inOctober 6

th(New

Tecumseth)

Best practices research in

recovery-plandevelopment to be addedinto EmergencyResponse Program

2011 2012 EstablishFormal Memorandum of

Agreement with 16member municipalities forEmergency SocialServices Plan

2012 Establish FormalMemorandum of

Agreement with the Citiesof Barrie and Orillia

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Strategic

Direction

Strategy



Initiative


performance



Performance Management CommitteeStrategic Priorities - Priority Strategic Actions - June 30, 2011

E Continue to advance a workplace culture that promotes efficiencies and effectiveness in fiscal managementand service delivery

F Recognizing the provincial and municipal spheres of influence, review and recommend an appropriategovernance structure including representation, committees and service scope.

F Further access and identify the political and practical pressures of organizing 16 municipalities (as discussedin the Berkeley report)

C Expand the role of the County in promoting economic development and tourismTourism Simcoe County

C Tourism projects Partner-basedmarketing projects tocomplement othertourism initiatives in theCounty

Improve 2011 GuideMap

2011 Golf Digest

New 2011/12 MarinaGuide

C Huronia Lookoutmarketing plan

Awaiting completion ofsite

C Partner-basedconsumer shows

Shows: London Golf &Travel, Toronto Golf &Travel, Ottawa Travel,Cottage Life

Toronto Boat Show

C County-wide Culturalmapping project

Interactive website

Completion 2011

C Develop of trails plan Develop trails initiative 2012 Trials Guide

C Beyond The City LightsTourism Conference

120 attendees Lead 2012 conference

C Tourism week event Staff & Council BBQ

C Tourism Simcoe CountyStrategy

Active participation,taking a leadership rolewith local, regional andprovincial tourismorganizations in order torepresent SimcoeCountys tourisminterests

Implement successful

tourism initiatives thatresult in an increase intourism receipts for theCounty

RTO 7 Board Director

South Georgian BayWar of 1812bicentennial

Georgian BayDestinationDevelopmentPartnership

Simcoe County Farm

Fresh

PERFORMANCE MANAGEMENT JUNE 2011

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Strategic

Direction

Strategy


Identifies the methods orgoal to address theStrategic Directions

Initiative


performance



Statutory and Cultural ServicesSimcoe County Museum

C Museum ExhibitionPlan

Interpretive Planapproved by CountyCouncil in 2009

Approved by council in2009, first phase ofrenovations underway in2011.

Renovations of theVictorian Wing to newLiving and Working gallerytheme

C Artifact Conservation Heritage BuildingAssessment

Historic paint analysiscompleted by Canadian

Conservation Institute inFall 2010.

Building needs assessmentto be completed for

heritage buildings, and highpriority preventiveconservation treatmentscompleted as required

Library Co-operativeC Collection to support

the Library Mandate Assess the various

collections Expanded the existing

collections

Added new formats - E-books, MP3

Review new formats &their fit within the library

ArchivesA Archives Facilities

Review Archives expansion Completed 2011

10,000 ft2

of new climate-controlled, high-densityrecords storage

Generator capable ofoperating entire facility

EnvironmentalSystemsUpgrade

Completed 2011

Replacement of originalHVAC system

High-efficiency dual system

A Archives ServicesReview

Access to archivalresources

Enhanced internet content Digitization of microfilmresources for Archives website

Intellectual control of archivalcollection

Return 30,000 lbs ofrecords from secure off-sitestorage

Integration into newrecords storage system

Revisions to electronicdatabase to reflect newrecords descriptions andlocations

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Strategic

Direction

StrategyOur Plan



Initiative

Combined efforts, actions &

resources to improveperformance



Statutory and Cultural ServicesClerks Department

E Accessibility forOntarians withDisabilities Act

AccessibilityStandard forCustomer Service

Implementation of policies andprocedures

Training of staff andvolunteers

Compliance requirementsIntegrated AccessibilityRegulation(Transportation,Information andCommunications; andEmployment)

Corporate Performance

AE Integrated EnterpriseResource Planning(ERP) Systems

Achieve a commonintegrated systemfor our coreinformation systemsincluding businessprocesses,analytics andperformancemeasures

Financial, Inventory,Procurement, HR,Preventative Maintenance,Work Order, Payroll,Scheduling Fleet & Facilities,Real Estate, Lease & TenantMgmt, Asset Mgmt, IncidentMgmt, E-recruiting,Scheduling

Self Sustainment Self Service modules

Improve performancereporting functions

Improve performancemeasures &management system

D Green, Sustainableand Energy SavingInitiatives

Deploy greentechnology withinthe IT area toreduce powerconsumption andelectronic waste

Implement Greenpractices inProcurement, Fleet,Facilities andconstruction

Blade servers, storage areanetworks, virtual servers havereduced space, power &cooling requirements

Incorporated GreenProcurement Guideline andLocal Food Awarenesslanguage into ProcurementPolicy

Participated in Hybrid IdleReduction System trial (greenambulance)

Received Fleet ChallengesGreen Fleet Leadership

Award

Constructing LEED Goldaddition to Admin Centre,LEED Silver Georgian Village

Energy Retrofit - 3 LTCfacilities & Museum

Further consolidation ofservers & adoption ofnew power-savingdesktop technologies

Assess the CountysCarbon Footprint in2012, benchmark andcreate a plan to reduceCO2 emissions,investigate and gain anunderstanding of carboncredit trading

Roll out GreenProcurement Guideline toStaff

Apply for E3 Gold FleetAward

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Strategic

Direction

Strategy



Initiative


performance



D (Contd)Green, Sustainableand Energy SavingInitiatives

Deploy greentechnology within theIT area to reducepower consumptionand electronic waste

Implement Greenpractices inProcurement, Fleet,

Facilities andconstruction

Admin Centre- retrofittedplumbing saving over70% water usage,implemented greencleaning/paper products,implemented four-streamwaste pickup

Completing HazardousMaterials Inventoriesacross County facilities,

Participating in groupprocurement contractsvia AMO / LAS for bothnatural gas and electricity

Buy/ build facility assetswhere business casesupports this strategy, asopposed to leasing

A,E Asset Management Utilize asset conditionassessment tools (e.g.Building and Roadsassessments) to monitorcondition of our assetsso that we can planfinancially to physicallymaintain them

Engaged engineering firmto complete BCAs inSocial Housing,conducting ongoingassessments of Roadassets, compiling data insystems where applicable

Update BCAs on LTChomes, Museum, AdminCentre, Garages,Paramedic Stations asthey are over 5 years old

Compile assets into asingle system for trackingpurposes

B, E,F

MunicipalPartnerships

Promote collaborationamongst municipalpartners to shareknowledge, identifyservice efficiencies andderive cost savings

Hosted IT servicesinclude GIS data /software licensing, Website hosting, SimcoeCommunity AccessNetwork (SCAN), RuralConnections

Potential interest inRecords Management and

Agenda Managementapplications

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Strategic

Direction

Strategy



Directions

Initiative


performance



B,E,F

(condt)

Municipal Partnerships

Promote collaborationamongst municipalpartners to shareknowledge; identifyservice efficiencies andderive cost savings

Co-ordinated joint tenderopportunities for membermunicipalities (MMs);offered piggybackclauses within all relevantcontracts allowing MMsto save administrativecosts; participated with

many MMs on theGeorgian Bay PublicPurchasing Co-operativeplaying a leadership role;shared contract andcompetitive bid documenttemplates with MMs onrequest; invited MMs toutilize the CountysOnline Auction websitefor disposition of surplusand scrap assets; hostedSimcoe Connections, aPublic ProcurementInformation Event which

all MMs were invited toparticipate in; hostedPublic ProcurementEducational Seminar towhich MMs were invited

Increase communicationwith regard to jointcontracts that are availableto member municipalities, ieonline portal for accessinginformation on when theCountys contracts comeup for renewal; plan to host

additional ProcurementEducational Seminars; willmaintain leadership role onGBAPPC and promote anincrease in groupprocurement contracts forthe greater good of allMMs and the County

BC

Community Support Post SecondarySupport

Hospital Support

Georgian College Lakehead University $30M commitment to

area hospitals throughthe Simcoe CountyHospital Alliance

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5.PROJECTEDLONGTERMBUSINESSPLAN

The Projected Long Term Business Plan is a

orecast based on the previously approvedstrategic directions along with any newinitiatives approved by Council.

The long term planning objective is to refectthe Countys mission and strategic objectivesin a strategic business plan that includesplanned service levels, capital projects, debtlevels and revenue sources. The Long TermBusiness Plan is conservative, based on

known or veried assumptions and isupdated annually or as signicant eventsoccur.

It is important to recognize that the actualresults will likely dier rom the long-rangeprojections due to its conservative natureand changing economic & politicalenvironments. Nevertheless, the Long TermFinancial Plan will allow Council andmanagement to better anticipate and adjust

or long term needs and requirements.

The nancial plan also serves as a

ramework or County departments to aligntheir goals and strategies, makingbudgetary decisions more consistent,sustainable and transparent.

By ocusing on the long term, the LongTerm Business Plan will ensure that theCounty is in a sound nancial position andcan nance services to the public on anongoing basis.

The Long Term Planning process is anintegrated cycle o planning, budgeting andorecasting our activities and results. Theoundations o these orward lookingprocesses are the Countys strategicdirections and long term business plan. Byremaining ocused on the strategy, weensure that our plans, budgets, andorecasts refect the actions and activitiesnecessary to achieve our strategic

objectives and targets.

FINANCIAL PRINCIPLESThe County has recognized the need to adopt an approach to nancial management, one thatshits the emphasis rom bottom line nancial concerns to service delivery with a longer termnancial planning horizon.

TheLongTermFinancialPlanPrinciplesinclude:

1. Ensure Long Term Financial Sustainability Determine on a multi-year basis the nancial requirements or operating and capital needs.

Identiy any unding gap between revenues and expenditures. Ensure there are sucient revenues to meet the long term operating and nancial

requirements and balance spending with revenues. Plan or the replacement and maintenance o assets through asset management and

replacement reserves.

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2. Deliver services in a cost-eective and ecient manner Undertake reviews to ensure services are delivered in a cost-eective and ecient manner.

3. User Fees Ensure that user ees recover program operating costs.

4. Manage capital assets to maximize long term community benet Maintain the Countys assets in a state o good repair by implementing asset

management plans.

5. Implement a capital unding plan to address the Countys requirements

New, non-recurring asset requirements. Develop debt nancing program to address the Countys capital needs. Ensure debt terms are consistent with the lie o the asset.

6. Maintain reserves at appropriate levels Establish reserves to provide unding or uture assets.

7. Prudent Investment Management Invest the Countys reserves to achieve optimum return within appropriate risk tolerances.

TEN-YEAR PROJECTION

This multi-year projection is the oundation or long term nancial planning, and is importantsince it provides context or the annual budget review process and is essential to meeting thegoal o sustainable inrastructure and services planning.

The County o Simcoes Long Term Business Plan looks at the Countys scal needs over thenext 10 years. It includes:

Service Delivery Levels

Ten-year projection o operating costs and capital spending requirements Financing alternatives.

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The Long Term Financial Plan has been developed or both the operating and capitalprograms based on the orecast needs or each program and/or service areas. Departmentsconsider capital expenditures based on the need to maintain service levels, at this point,unrestricted by available unding.

Operating expenditures are based on current levels o service.

It is important to recognize that the actual results will likely dier rom the long-rangeprojections due to its changing conservative nature, economic & political environments.Nevertheless, the Long Term Financial Plan will allow Council and management to betteranticipate and adjust or any trends or requirements realized or expected.

KEY DEPARTMENTAL GOALS

Key Departmental goals consist o:

Eectively und, plan and manage the Childcare system. Eectively provide nancial, employment and supportive services to those who require

assistance to become sel sucient. Eectively und, plan and manage the Social Housing system. Provide quality, socially responsible public housing and supportive programs and services. Eectively und, plan and manage Homelessness Prevention Programs. Eective, high quality, sae and ecient long term care services. Provide timely emergency response that preserves lie, improves health and promotes

saety through the Paramedic Service Unit. Provide eective Emergency Planning that encompasses emergency communications and

disaster prevention, response, management and recovery. Provide eective, environmentally sound waste collection programs and waste

management acilities. Maintain a sae, cost eective, high quality arterial road system.

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KEY DEPARTMENTAL GOALS

The Long Term Baseline plan contemplates total expenditures o $413.6 million in 2012,potentially increasing to $558.0 million in 2021, to maintain existing service levels.

Assuming a tax rate increase o 2.0% per year, unding o $346.5 million in 2012 isanticipated, increasing as high as $543.9 million in 2021.

Ater considering a 2.0% tax rate and other revenues, a projected average nancing gap o$14.9 million exists made up o an average operating balance o $9.6 million and averageununded capital $24.5 million.

Debt or alternative nancing or major capital works would enable council to proactivelycomplete much-needed projects in both the Roads, Solid Waste Management, Paramedicsand Long Term Care departments. Such nancing may comprise o debt, increaseddevelopment charges, partnerships, and sourcing any other available unding.

The County has a current debt service capacity o $28.6 million available per year orpayments relating to debt and nancial obligations under provincial guidelines based on the2009 Financial Inormation Return. Only major capital projects are considered or debtnancing.

The additional long term borrowing which the County o Simcoe could undertake over a 5year, 10 year, 15 year and 20 year period is illustrated below at 5% interest rate, orinormation purposes only.

I the County o Simcoe borrowed at 5% interest rate, the annual repayment limit o$28.6 million could allow additional long term borrowing as ollows:

PeriodMaximum$

LongTermborrowing

5% annual interest20 years $356,337,718

15 years $296,790,341

10 years $220,791,122

5 years $123,794,720

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KEY DEPARTMENTAL GOALSChanges in operational and capital needs have occurred in many departments but the mostsignicant changes are in Roads, Solid Waste Management, Paramedics and Long Term Care(Georgian Village).

RoadsConstructionhasincorporatedasustainableinfrastructurenancingpolicyforthe replacement o roads and bridges. Roads Construction capital projects are estimated at$240.9 million over the next 10 years and will be partially oset by development charges andreserves.

RoadsMaintenancecapitalProjectsrequire$8.0Mtobespentoverthenext10Years.

TheSolidWasteManagementCommitteehasproposedanOrganicsFacilitytobebuilt and partially oset by reserves.

ThecompletionofGeorgianVillagebythe2013.a. Excluded is: the sale o Georgian Manor and an operational plan or Georgian Village

ParamedicServicesLongTermFacilitiesPlanisincluded.

HospitalReservetransferof$3millionperyear.

AnnualfundingforGeorgianCollegeandLakeheadUniversityto2017.

UploadofOntarioWorksclientbenetsby2018.

Museumisanticipating$3.0Minfacilityimprovementsoverthenext10years.Suchasdisplay barns, new pavilion, enlarged workshop.

Notincludedarelevyincreasestomeetthelongtermobjectiveofincreasedfundingtoreserves.

NotincludedarecapitalrequirementsidentiedthroughtheSocialHousingbuildingcondition assessment report due in 2011.

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CHARTS AND TABLES

Table 1 - 10 Year Trend o Capital Projects

62,192

76,849

53,766

44,091

43,040

40,12239,684

61,747

39,52840,000

50,000

60,000

70,000

80,000

90,00010-YearTrendofCapitalProjects

CapitalExpendituresNetCapitalRequirement

In000's

33,736

29,372

24,992

17,803

21,629

30,293

26,257

20,193

25,010

14,940

10,723

7,881 8,330

0

10,000

20,000

30,000

2011Forecast

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

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CHARTS AND TABLES

Table 2 - Total Requirements or Existing County Services

The Corporation of the County of Simcoe

Long Term Plan

Total Requirements for Existing County Services

In Thousands

2011 Budget 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

County ServicesSolid Waste Management 21,755 22,408 23,348 23,825 24,419 29,006 24,512 25,027 25,553 26,090 26

Non Profit Housing 9,056 9,782 10,481 10,961 11,405 12,213 12,380 12,915 13,484 14,092 15

Social Housing 1,222 3,005 3,248 6,701 3,737 3,930 4,180 4,378 4,645 4,958 5

Paramedic Services 10,677 13,445 20,187 13,601 14,684 15,569 17,800 17,469 18,431 19,426 19

Children's Services 3,001 3,028 3,054 3,081 3,107 3,135 3,163 3,192 3,222 3,252 3

Long Term Care with Home 21,093 35,142 9,733 2,679 2,482 2,273 2,053 2,153 1,907 1,648

Ontario Works 9,568 7,500 7,314 6,938 6,435 5,409 4,118 2,646 2,884 3,132 3

Planning 1,782 1,832 1,869 1,905 1,943 1,981 2,021 2,060 2,101 2,143 2

County Levy ( 100,824) (104,576 ) (108 ,955 ) (113,488) (118,179) (123 ,034 ) (128 ,059) (133,260) (138,644 ) (144 ,215 ) (149

Assessment Growth (986) (1,527) (1,592) (1,658) (1,727) (1,799) (1,872) (1,949) (2,028) (2,110) (2

Waste Levy (19,714) (19,494) (19,053) (19,462) (19,879) (20,304) (20,738) (21,181) (21,632) (22,092) (22

30,955 28,787 27,793 28,177 28,679 29,051 28,900 28,018 28,558 28,997 29

Total ($12, 414) ($668) ($22,573) ($36, 739) ($42,894) ($42,569) ($51,544) ($58, 532) ($61,518) ($64,680) ($68

MPAC 4,771 4,866 4,964 5,063 5,164 5,267 5,373 5,480 5,590 5,702 5

Simcoe County District Health Unit 3,703 3,777 3,852 3,929 4,008 4,088 4,170 4,253 4,338 4,425 4

Total $8,473 $8,643 $8,816 $8,992 $9,172 $9,355 $9,542 $9,733 $9,928 $10,126 $10

Roads 21,882 32,465 30,059 32,974 32,131 22,425 30,251 22,767 17,773 16,273 18

Archives 472 452 462 472 482 493 503 514 525 537

Tourism Simcoe 310 316 323 329 336 342 349 356 363 371

Museum 1,514 1,596 2,630 1,664 1,699 1,734 2,770 1,807 2,845 1,883

Library 569 455 466 476 486 497 508 519 530 542

By-Law Enforcement & Forestry 126 129 131 134 137 139 170 173 176 179

Total $24,873 $35,414 $34,071 $36,049 $35,271 $25,631 $34,552 $26,137 $22,212 $19,784 $2

Total County Services $20,933 $43,389 $20,313 $8,302 $1,548 ($7 ,583 ) ($7 ,450) ($22,662 ) ($29 ,378 ) ($34 ,770) ($36

* * *

Principal and Interest $7,556 $8,633 $13,962 $14,557 $15,611 $16,006 $16,582 $24,005 $30,721 $36,113 $37

Total Funds Required $28,489 $52,022 $34,275 $22,859 $17,159 $8,423 $9,132 $1,344 $1,344 $1,343

* Includes additional principal payments from surplus in each year. 2018 -$7.5M, 2019 - $14.3M, 2020 - $19.6M, 2021 - $22.3M

Support Services (IT, HR, Finance, CAO, etc)

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CHARTS AND TABLESTable 3 - Accumulated Debt

$105,547

$131,677

$157,178$160,440

$166,675$162,515 $161,748

$145,804

$122,720

$100,000

$125,000

$150,000

$175,000AccumulatedDebt

,

$62,540

$0

$25,000

$50,000

$75,000

2011Forecast

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

$in0

00's

Year

Starttopaydown debtin2018

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CHARTS AND TABLESTable 4 - Ten-Year Total Requirements or Existing County Services

2012 2021

10-YearTotalRequirements

for Existing County Services

OntarioWorks,$49,764

forExistingCountyServices

millions

NonProfitHousing,$122,787

SocialHousing,$43,953'ren s erv ces, ,

LongTermCare,$61,529AllOthers,$342,112

ParamedicServices,$169,877CountyFunded(MPAC&HealthUnit),$94,637

Roads,$255,317

SolidWasteMgmt,$250,826

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CHARTS AND TABLESTable 5 - Major Department 10-Year Total Requirements

Department

2011

Budget 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

Total

2012 - 2021

2012 -

2021 %

Average

2012 - 202

Ontario Works 9,568 7,500 7,314 6,938 6,435 5,409 4,118 2,646 2,884 3,132 3,389 $49,764 3.5% $4,

Non Profit Housing 9,056 9,782 10,481 10,961 11,405 12,213 12,380 12,915 13,484 14,092 15,075 $122,787 8.6% $12,

Social Housing 1,222 3,005 3,248 6,701 3,737 3,930 4,180 4,378 4,645 4,958 5,172 $43,953 3.1% $4,

Children's Services 3,001 3,028 3,054 3,081 3,107 3,135 3,163 3,192 3,222 3,252 3,284 $31,518 2.2% $3,

Long Term Care 21,093 35,142 9,733 2,679 2,482 2,273 2,053 2,153 1,907 1,648 1,458 $61,529 4.3% $6,

Paramedic Services 10,677 13,445 20,187 13,601 14,684 15,569 17,800 17,469 18,431 19,426 19,263 $169,877 11.9% $16,

Roads 21,882 32,465 30,059 32,974 32,131 22,425 30,251 22,767 17,773 16,273 18,199 $255,317 18.0% $25,

Solid Waste Mgmt 21,755 22,408 23,348 23,825 24,419 29,006 24,512 25,027 25,553 26,090 26,637 $250,826 17.6% $25,County Funded(MPAC & Health 8,473 8,643 8,816 8,992 9,172 9,355 9,542 9,733 9,928 10,126 10,329 $94,637 6.7% $9,

All Others 35,728 33,568 33,673 33,157 33,762 34,238 35,222 33,448 35,098 34,650 35,295 $342,112 24.1% $34,

Total $142,456 $168,986 $149,913 $142,910 $141,333 $137,554 $143,220 $133,728 $132,926 $133,648 $138,100 $1,422,318 100.0% $142,2

Revenues and Expenditures for Existing County Services by ServiceIn thousands

SUMMARY

The County continues to ace nancial pressures rom infation, major cost increases andcapital needs. This nancial pressure will continue to challenge council and sta when makingdecisions related to program delivery, priorities and service levels.

This long term nancial plan will allow Council to better understand what nancialrequirements exist, and what resources are available. The pressures acing the County and its

member municipalities are signicant. By ocusing on the long term, the Long TermFinancial Plan will ensure that the County will continue to be in a strong nancial position andcan nance public services on an on-going basis.

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2011 LONG TERM BUSINESS PLAN ASSUMPTIONS for years 2012-2021

General CurrentprogramsreectCouncilsdirectionandhavebeenincludedintheLongTerm

Business Plan On-going operations must remain sel-sustaining Estimated and proposed levy increase is estimated at 2.0% annually Estimated and proposed Assessment Growth increase is estimated at 1.5% annually Hospital Alliance unding commitment is proposed at $3.0M per year based on current

commitments through to 2021 Community commitments have been included or: Lakehead University - $1.5M or years 2012 2016 and $1.0M in 2017 or a total o

$10.0M provided Georgian College - $500K or years 2012 2016 and $300K in 2017 or a total o

$4.0M provided Salaries and Bene

Documents

Wscos_010599 1st Choice