2015 Executive Summary- JAN 2015 - Simcoe County Budget...2015 Final Budget January 27, 2015 Page 3 Executive Summary Budget at a Glance The 2015 budget contemplates operating expenditures

BUDGET2015

2015 Final Budget January 27, 2015 Page 1 Executive Summary

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Table of Contents Budget at a Glance ............................................................................................................................................. 3

Operating and Capital Revenues .................................................................................................................................. 4

Community Profile – Did you know? ................................................................................................................. 7

Fast Facts ...................................................................................................................................................................... 8

Budget Background ............................................................................................................................................ 9

Financial Principles & Policies ..................................................................................................................................... 10

Revenues..................................................................................................................................................................... 11

Reserves ...................................................................................................................................................................... 11

Budget Framework ..................................................................................................................................................... 12

Basis of Accounting and Budgeting ............................................................................................................................ 12

Budget Process................................................................................................................................................. 13

Department Budgets........................................................................................................................................ 16

Warden & CAO ............................................................................................................................................................ 16

Statutory & Cultural Services ...................................................................................................................................... 16

Corporate Performance .............................................................................................................................................. 16

Social & Community Services ..................................................................................................................................... 17

Health and Emergency Services .................................................................................................................................. 18

Engineering, Planning & Environment ........................................................................................................................ 19

Risks & Opportunities ...................................................................................................................................... 21

Consolidated Financial Summary..................................................................................................................... 22

Operating Balance ...................................................................................................................................................... 22

Property Taxation ....................................................................................................................................................... 23

Salaries and Benefits ................................................................................................................................................... 25

Staffing Enhancements ............................................................................................................................................... 26

Operational Enhancements ........................................................................................................................................ 27

Operational Summary by Department ....................................................................................................................... 28

Capital .............................................................................................................................................................. 29

Capital Funding ........................................................................................................................................................... 29

Capital Plan ................................................................................................................................................................. 29

Reserves ........................................................................................................................................................... 33

Cash Flow ......................................................................................................................................................... 35

Debt Financing ................................................................................................................................................. 36

Cities of Barrie and Orillia Summary ................................................................................................................ 37


Budget and the Strategic Plan ......................................................................................................................... 39

Long Term Financial Plan Projection .......................................................................................................................... 41

Long Term Capital Plan Projection.............................................................................................................................. 42

Long Term Cash Flow Projection ................................................................................................................................ 42

Long Term Debt Financing Projection ........................................................................................................................ 43

Strategic Management Process .................................................................................................................................. 44


Budget at a Glance The 2015 budget contemplates operating expenditures and capital assets acquisitions of $432 million. Operating and capital revenues excluding levy increase and unfinanced charges are $413 million. The remaining funding is assumed to be financed as follows:

1.06% levy increase of $1.47 million ($3.23 per $100,000 assessment) Unfinanced development charges reserve balance increase of $18.3 million

o No additional long term debt financing is budgeted for in 2015 o Short term financing of $8.3 million is anticipated to balance cash flow for

unfinanced development charges Total County Operating Expenditures of $363 million include:

Ontario Works - $84 million Long Term Care and Seniors Services - $50 million Transportation and Engineering - $21 million Solid Waste Management - $44 million Social Housing - $38 million Paramedic Services - $40 million Children & Community Services - $34 million

Total County Capital Expenditures of $69 million include:

Roads Construction - $47 million Roads Maintenance - $6 million Solid Waste Management - $3 million Paramedic Services - $5 million Long Term Care and Seniors Services - $1 million Simcoe County Housing Corporation - $5 million

During the 2014 strategic planning session County Council determined that the 2013 surplus was to be allocated to the Social Housing reserve for future Social Housing capital requirements totaling $1.0M and $900K to the General Contingency reserve. Council also directed condensing major roads construction projects as much as possible in order to minimize the construction time impact on residents. The projects identified include CR90, CR50, CR17 and CR4 with related road, bridge and intersection components. This will increase capital expenditures over the next two years and drives the need for short term financing as outlined in the long term financial plan. Other key directions for the budget includes the continuation of the current annual commitment to the hospital alliance until 2016 of $3.0M and to contribute $1.5M to fund post-secondary education initiatives in 2015.


Levy Support Area% of Tax Dollars

($000's)

Per $100,000 Residential Assessment

Value

Ontario Works 4.6% 6,439 14.10

Paramedic Servcies 12.2% 17,186 37.63

Social Housing 11.3% 15,842 34.68

Health Unit, MPAC, Hospital Support 8.7% 12,188 26.68

Transportation & Engineering 21.4% 30,068 65.83

Operational & Statutory Support 7.6% 10,701 23.43

Solid Waste Management 21.2% 29,740 65.11

Long Term Care and Seniors Services 4.6% 6,444 14.11

Cultural Services 2.5% 3,467 7.59

Children & Community Services 2.9% 4,010 8.78

Planning, Economic Development & Tourism 2.3% 3,278 7.18

Emergency Management 0.4% 602 1.32

Forestry & By-Law 0.3% 363 0.80

Total Taxes based on Services listed above: 100.0% 140,328 $307.22

* All numbers are rounded

How Your Tax Dollars Work

Operating and Capital Revenues

Exhibit 1 - 2015 Total County Revenues

The County’s actual tax requirement of $140M is broken down as follows:

Exhibit 2 – Tax Requirement by Department


Operating and Capital Expenditures

Exhibit 3 - 2015 Operating and Capital Expenditures

Exhibit 4- 2015 Total Capital



Community Profile – Did you know? The County of Simcoe…

Consists of 16 member municipalities Is the second largest County with a population of approximately 465,000 and third largest based

upon physical size in Ontario Owns approximately 13,087 hectares (more than 32,150 acres) of County Forests Borders on 500 kms (311 miles) of shoreline Maintains more than 850 kms of County roads, 200 bridges and structures and 50 major

signalled intersection Plays host to over 9 million visitors annually More than 1,650 full and part-time employees Manages the provincially legislated Ontario Works program for the residents throughout the

County and the cities of Barrie and Orillia Provides Paramedic Services for the residents throughout the County and the cities of Barrie and

Orillia Provides Long Term Care and Seniors Services within the County and in the cities of Barrie and

Orillia Provides Children Services for the County and in the cities of Barrie and Orillia Manages and funds Homelessness Prevention Programs throughout the County and the cities of

Barrie and Orillia Responsible for delivering affordable housing for Simcoe County and the cities of Barrie and

Orillia Is the co-ordinating agency for 911 and Emergency Planning Is responsible for the residential waste and recycling programs, environmental compliance, and

waste diversion initiative Customer Service handles on average more than 8,200 inquiries per month Planning and Development works with the partner municipalities to guide and influence growth

and development policies that will enhance the quality of life, conserve natural and cultural resources and ensure the efficient delivery of Planning Services


Fast Facts Building Permit Construction Values ($ millions) for Simcoe County

Year Industrial Commercial Residential 2012 35.2 123.7 529.2 2011 44.8 220.0 741.7 2010 33.6 145.3 674.0 2009 16.5 112.0 478.8 2008 61.5 217.5 809.0 2007 120.8 194.2 718.1

Source: Area Municipalities, 2007 – 2012 Building Reports *Simcoe County refers to Simcoe County’s 16 member municipalities including the separated Cities of Barrie and Orillia. Consumer Price Index Non Residential Price Index

Year % Change Year % Change 2013 1.0% 2014 0.3% 2012 1.4% 2013 1.8% 2011 3.1% 2012 4.3% 2010 2.5% 2011 0.8% 2009 0.4% 2010 (5.07%)

Source: Area Municipalities, 2007 – 2012 Building Reports *Simcoe County refers to Simcoe County’s 16 member municipalities including the separated Cities of Barrie and Orillia. Population Change 2006 – 2011

2006 2011 % Change Jurisdiction of Simcoe

County 263,515 279,758 6.2%

Simcoe County (including Barrie & Orillia) 422,204 446,063 5.7%

Province of Ontario 12,160,282 12,851,821 5.7% NOTE: Barrie: 2006 – 128,430; 2011 – 135,711; Orillia: 2006 – 30,259; 2011 – 30,586 *Source – Statistics Canada Number of Housing Starts Number of Visitors in Simcoe County to Simcoe County

Year Number Year Number 2012 2,261 2012 9.2 million 2011 3,316 2011 9.1 million 2010 2,608 2010 6.8 million 2009 1,940 2009 6.3 million 2008 3,457 2008 6.3 million 2007 3,289 2007 5.1 million


Budget Background The County of Simcoe delivers a wide variety of programs and services to local residents and businesses ensuring residents’ needs are met by allocating the limited resources available to the County to the best use. The County of Simcoe is a dynamic community that continues to experience tremendous growth. With growth, the municipality is faced with delivering core services to an expanding demand, enhancing programs and services to address community feedback, while balancing the financial burden on the taxpayers as there are only limited sources of funding available to support the services used by residents every day. This challenge is addressed annually through budget deliberations as Council decides on the overall level of services and the types of programs, infrastructure and long-term investments necessary to support a growing community while preserving a valued lifestyle affordable to residents of Simcoe County. The annual budget is a strategic planning document whereby the limited financial resources of the County are allocated to various programs and services to achieve the County of Simcoe’s priorities and reflects the needs of residents. The budget establishes service levels, program offerings, replacement schedules as well as capital improvements, and determines the amount of taxes to be collected from residents and businesses. The County of Simcoe’s 2015 operating and capital budgets provide a balance between the service demands of a growing community and maintaining the economic stability of the County’s fiscal strength while minimizing the tax impact on ratepayers. The County of Simcoe is a unique and diverse community that continues to grow at a rapid pace. Balancing the need to provide core services to an expanding population with the desire to pursue new opportunities presents a challenge due to limited revenue sources. County staff has maximized other sources of revenues to support Simcoe County’s history of maintaining low tax rates through a strong pay for service and growth pays for growth philosophy. Where appropriate, service fees and charges have been introduced or increased and services have been aligned with the needs of the growing community. Multiyear financial planning incorporated into the budget ensures current and future impacts associated with decisions are understood and identified. Staff continue to be conscious of Council’s desire to limit the impact of growth on taxpayers and mitigate the impact on the tax levy wherever possible. Through the budget, Council and staff have the ability to meet the needs and expectations of the community.


Financial Principles & Policies 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 principles in the preparation of this budget may be summarized into the following: 1. Ensure Long-Term Financial Sustainability

Determine on a multi-year basis the financial requirements for operating and capital needs

Identify any funding gap between revenues and expenditures Ensure there are sufficient revenues to meet long-term operating and financial

requirements and balance spending with revenues Plan for the replacement of assets and maintenance of assets through asset

management and replacement reserves Maintain existing service levels Keep tax levy impact within cost indices

2. Deliver services in a cost-effective and efficient manner

Undertake reviews of programs on a regular basis to ensure services are delivered in a cost-effective and efficient manner

Identified and implement efficiencies Provide sustainable service levels

3. User Fees

Ensure that user 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 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


Revenues The County utilizes service charges and user fees that are either at or near full cost recovery for funding of the services that benefit users. This reduces the need for property tax by requiring the users of services, that do not benefit the community as a whole, have the responsibility for the cost of those services. User fees are reviewed and updated regularly. Development Charges are collected to recover the growth-related capital costs associated with residential and non-residential development that create the need for capital. As the majority of the County’s capital expenditures are growth related, development charges are a major source of financing for the capital plan. Property taxes are calculated by multiplying the property assessment values established by Municipal Property Assessment Corporation (MPAC) by the tax rate set for each property class that is sufficient to raise the revenue required to support municipal services. The amount required for municipal services is based on planned operating and capital expenditures net of all other revenue sources. The taxes levied for municipal purposes are used to fund the County’s financial condition, investment in infrastructure, on-going expenditures and liabilities incurred. Each year Council establishes budget directions for staff to set out priorities for the year and the level of taxation deemed to be acceptable. Tax increases are based on the requirement to maintain existing service levels, proposed service level changes and on the long term financial plan. Non-recurring revenues are those revenues that the County has little control over in terms of the amount, timing or conditions associated with receiving them. Examples are funding from senior levels of government for a specific purpose, an operating surplus or gain from sale of an asset.

Reserves Reserves and Reserve Funds are critical to the County’s long term financial plan. Reserves are used to provide stability by smoothing the effect of variable or unanticipated expenditures by providing one time funding. Reserves also provide flexibility to manage debt within the County Debt and Capital Financing Policy. The long term financial plan identifies the projected contributions and disbursement for each reserve and strategies to ensure that funding will be sufficient to meet planned future obligations. Further specifics of each reserve or reserve fund can be found in the appendix of the department budgets.


Budget Framework Council is required to approve a balanced budget each calendar year (Jan 1–Dec 31), before property taxes can be billed. The operating budget includes annual expenditures for staff, materials, services, debt servicing, reserve activity, taxation, subsidy revenue and program costs. The capital budget identifies projects that will be undertaken during the year and how they will be funded. Recurring expenditures are to be financed from recurring sources of revenue and one-time, non-recurring expenditures financed from reserves. During each budget development process, Council will consider staffing, operational and capital expenditures to increase efficiencies and effectiveness. Ontario municipalities are not permitted to budget an operating deficit. Any operating surplus in any given year is allocated as per Council’s direction during strategic plan discussions. Financial status reports on spending against budget and forecast to year end are prepared on a regular basis for Council’s and management’s information.

Basis of Accounting and Budgeting The County of Simcoe’s financial statements are prepared and presented in accordance with Generally Accepted Accounting Principles for local governments as recommended by the Public Sector Accounting Board (PSAB). The County of Simcoe follows the “full accrual” basis of accounting, which recognizes revenues as they are earned and expenses as they are incurred and measurable through the receipt of goods or services and where a legal obligation to pay exists. As required at year-end, revenues and expenses that have not yet been processed are accrued and then reversed in the following year. New financial reporting standards that became effective in 2009 require municipalities to report information about the tangible capital assets they own on their financial statements. Details about their historical cost, accumulated amortization and an amount charged to operations that represents the value of the assets used up in the year (“amortization expense”) need to be reported and are subject to audit. Tangible capital assets represent a large portion of a municipality’s assets and are an important part of its operating activities. Reporting tangible capital asset data provides important information for assessing accountability and stewardship. The County’s annual budget and long term financial plan framework utilize financial information that incorporates Strategic Plans, asset management plans and data from the financial accounting systems. The Asset Management System (RIVA) provides projections of capital maintenance and replacements based on established criteria and service levels. Most recently the County implemented a Budgeting and Reporting Software which provides a central repository for the County’s budgeting and planning requirements. This has enhanced consistency in budgeting methods and assumptions among the divisions, increased integrity by leveraging the information available in the financial system (SAP) and broadened the opportunity for analytics. The enhanced reporting capacity improves transparency by creating reports that are more readily available for review.


Budget Process The County of Simcoe strives to provide good value for tax dollars and works to enhance value for taxes by monitoring the efficiency and effectiveness of services. The challenge of the budget process is to meet the many and varied needs of residents and businesses at a cost that is reasonable to County taxpayers. The County of Simcoe’s 2015 Budget four primary purposes are to: 1. Set out the program of services provided by the County, their purpose and planned

costs; 2. Provide a method of controlling expenditures; 3. Forecast revenues and funding to support our services to the communities we serve; 4. Support and facilitate achievement of our long term plans and objectives.

The County of Simcoe is organized into five major areas: Warden & CAO, Statutory & Cultural Services, Corporate Performance, Health & Emergency Services, Social & Community Services, Engineering, Planning & Environment. Each area includes departments covering specific service areas. How the Budget is developed The Strategic Plan is the focus that establishes the strategic directions for the budget. The budget review process separates:

Department Budgets Each department prepares an operational budget and a capital budget. Changes to operations, staffing complements and capital projects are supported by an expenditure form. All enhancements must support the County’s strategic plan and each department’s mandate.

The budget process requires each department to meet with their Financial Controller and prepare a budget that ensures all relevant budgeting principles and application of

Base Budget

•Costs required to maintain existing service level

•Mandatory/Legislative

•Non discretionary costs imposed by others

•Carry Over Projects

•Costs from prior year commitments

Growth

•Costs required to maintan existing levels of service for the increasing population

•New initiatives funded by development charge revenues, and assessment growth

Enhancements

•New Services or enhanced service levels

•Funding to cover cost of providing these services depends on property taxes and growth in the assessment base that may lag the timing of expenditures


Generally Accepted Accounting Principles (GAAP) are consistently applied. Executive Management then further reviews, challenges and assesses each proposal. Budget Documentation The budget document includes an Executive Summary and Department Budgets. The Executive Summary includes financial summaries on operating balance, staffing, capital assets and operational enhancements. The Department budgets outline each department’s 2015 budget with associated revenues and expenditures, net operating balance, net capital requirement and the total department requirement. The County of Simcoe is required to balance the budget under the Municipal Act and not to plan for a deficit. The budget is prepared with a long term perspective to ensure affordability and equity to the residents Key Assumptions As a guideline, the following assumptions were used to develop the 2015 budget:

1. Salaries & Benefits are based on current contracts, non-union 1.5% COLA and performance of 1.0%.

2. General tax rate increase of 1.06% estimated at $1.4M 3. Assessment Growth increase of 1.5% estimated at $2.0M 4. 2% inflation factor for year over year operational cost increases 5. Negative development charge reserve balances will be replenished as future

development charges receipts are received. Balance is forecasted to increase in 2015 due to the number of development charge eligible projects in the proposed budget.

6. Long Term Interest Rates are estimated at 4.0% and construction advances at 1.6% 7. Revenues from the Cities Barrie and Orillia are to be estimated based on the current

cost sharing agreement 8. Caseload cost increase of 4.7% (3.7% caseload cost increase + 1% legislative client

benefit increase)


Next Steps Once reviews are completed, the proposed budget is presented to Committee of the Whole. The Committee of the Whole provides comments and direction to staff for any required adjustments. The Committee of the Whole refers the proposed budget to County Council with their recommendations for review and final approval.

Date Committee Council October 30th, 2014 – Special budget meeting Committee of the Whole 2010-2014 November 10th, 2014 Committee of the Whole 2010-2014 November 25nd, 2014 County Council 2010-2014 December 16th, 2014 – Special budget meeting Committee of the Whole 2014-2018 January 6th , 2015 – Special budget meeting Committee of the Whole 2014-2018 January 13th , 2015 Committee of the Whole 2014-2018 January 27th , 2015 County Council 2014-2018

County Council

Committee of the Whole

Executive Management Review

Finance Review

Department Submission


Department Budgets Warden & CAO The Warden & CAO division consists of the Warden, Council, CAO, Customer Service and Communications departments. Fundraising activities are captured in the Warden’s department with net proceeds from these events being transferred to a reserve. Customer Service provides residents of Simcoe County with a central point of contact to access services and programs. Corporate Communications manages both internal and external communications such as media relations, publications, newsletters and County of Simcoe branding. This area is responsible for implementing Council’s decisions and strategic directions, provide leadership and advice on policies, programs and services and to ensure compliance with the Municipal Act. The draft 2015 budget includes an increase of $21K.

Statutory & Cultural Services Statutory and Cultural Services division consists of the Clerk Department, Archives, Library and Museum. The primary role of the County Clerk is to perform the statutory duties assigned to the position by provincial legislation and County Council, as well as oversee a broad range of responsibilities related to the function of County Council. The Archives preserves and promotes Simcoe County's cultural and visible heritage as well as provides efficient permanent-records management services to the departments of the County of Simcoe. The Simcoe County Museum welcomes 30,000 visitors each year and offers a range of programs and activities that highlight the stories of the people and events that shaped our County. The Library Co-operative supplements and enhances the library services provided by its members to the residents of the County of Simcoe. The draft 2015 Statutory & Cultural Services budget includes a net departmental requirement of $3.6M compared to $3.7 in 2014, which is a decrease of $134K.

Corporate Performance Corporate Performance division consists of the support functions: Finance, Information Technology, Human Resources and Procurement, Fleet & Property. These areas are responsible for the overall administration of the corporation and help enable and support the operating division’s provision of services to the County. The draft 2015 Corporate Performance budget includes a net departmental requirement of $18.4M compared to $18.9M in 2014, which is a decrease of $517K.


Social & Community Services Ontario Works

The Ontario Works program provides temporary financial and employment assistance to people in financial need.

The draft 2015 Ontario Works budget includes a net departmental requirement of $3.5M compared to $4.1M in 2014, which is a decrease of $621K. The 2015 projected caseload is the same as the 2014 budgeted caseload. The cost sharing included in the overall municipal requirement for Ontario Works with the Cities of Barrie and Orillia will decrease. Based on the proposed budget, the City of Barrie’s share is to decrease $618K and the City of Orillia’s share is to decrease $213K. The County’s portion will decrease $621K. The 2015 Ontario Works subsidies are proposed to increase from the 2014 budget by $4.9M, which is a result of increases in Ontario Works benefit subsidy, administration funding and employment support funding. The provincial cost sharing ratio for Ontario Works increases to 91.4% in 2015 from 88.6% in 2014. Beginning in 2010, the Province began phasing in the upload of the municipal portion of Ontario Works benefits (income and employment assistance) over nine years. The proposed impact of the 2015 upload is a reduction in municipal costs of $1.5M; County’s share is $667K, the City of Barrie’s share is $606K, and the City of Orillia’s share is $187K. Cost of administration of this program continues to be funded 50:50. The following chart illustrates the percentage upload per year.

Social Housing The County of Simcoe administers both mandated and non-mandated social housing programs which provide affordable housing to seniors, families and single individuals who require financial assistance. The Social Housing Department has two distinct areas of responsibility. The first area is the administration of non-profit housing, whereby the County issues subsidies to non-profit providers and ensures compliance with the Housing Services Act. The second area is the direct management of County owned public housing. The draft 2015 Social Housing Non-Profit budget includes a net departmental requirement of $11.1M compared to $10.2M in 2014, which is an increase of $840K.

Ontario Works Benefits Municipal 2014 2015 2016 2017 2018 On-GoingShare

Provincial Share 88.6% 91.4% 94.2% 97.2% 100.0% 100.0%%

OW Benefit % Municipal Share 11.4% 8.6% 5.8% 2.8% 0.0% 0.0%


The draft 2015 Simcoe County Housing Corporation budget includes a net departmental requirement of $3.6M compared to $3.9M in 2014, which is a decrease of $302K. During the 2014 strategic planning session County Council directed that $1.0M of the 2013 surplus be allocated to the Social Housing reserve for future Social Housing capital requirements. The 2015 proposed tangible capital asset budget is $5.4M of which $4.3M is for the Simcoe County Housing Corporation’s Intensification build at 33 Brooks Street in Barrie. This expense will be funded 10% from the DOOR Reserve, with the remaining 90% to be cost shared with the Cities of Barrie and Orillia. The County’s portion of this remaining expense will be funded by Development Charge Revenue. Total project cost is $11.6M This investment in Social Housing not only creates new social housing units, but it also makes improvements to the existing facility through accessibility, operating cost reductions and more energy efficient heating and plumbing systems.

Exploring opportunities to increase the County owned housing supply is aligned with Council's strategic direction to develop a strategy to use current housing stock and future funding opportunities to create a more sustainable housing system.

Health and Emergency Services Paramedic Services Paramedics provide land ambulance services at a Primary Care Paramedic (PCP) level of service with a required response time in addition to training programs, public education, Public Access Defibrillator and Advanced Care Paramedic programs. The draft 2015 Paramedic Services budget includes a net department requirement of $13.7M compared to $11.2M in 2014 which is an increase of $2.5M. The 2015 draft Capital budget for Paramedic Services includes:

- 7 replacement ambulances, 2 rapid response unit replacements and 1 new ambulance

- 23 power stretchers and 23 track stair chairs - Land purchases for Orillia and Collingwood new paramedic stations - Additional construction costs for the Alliston and Beeton stations - Replacement of 50% of the required defibrillators

Long Term Care and Seniors Services Long Term Care provides effective, high quality, safe and efficient long term care services in a home-like setting for the clients and families. The draft 2015 Long Term Care budget includes a net department requirement of $2.9M compared to $2.4M in 2014, which is an increase of $440K.


The 2015 Long Term Care budget includes a net municipal requirement of $4.7M. The City of Barrie cost share is $923K, an increase of $93K. The City of Orillia cost share is $921K, an increase of $72K. The county’s net department requirement is $2.9M.

Engineering, Planning & Environment

Transportation & Engineering

The Transportation & Engineering Department delivers the operational, maintenance, and construction services required for the County's road and bridge system for the safe and efficient operation for the public, both at present and in the future. This is accomplished through the daily maintenance activities, an aggressive program of rehabilitation, and reconstruction of the road and bridge infrastructure, and through the application of effective traffic operation and planning principles. The department's goal is to ensure an acceptable level of service is maintained at all times. The department also provides engineering input for local and county planning issues related to transportation planning.

The draft 2015 Transportation & Engineering-Construction budget includes a net department requirement of $16.1M compared to $14.1M in 2014, which is an increase of $2.0M. Simcoe County is a key growth area. The demand for growth is a major challenge facing the County transportation system. The key objective of the Transportation Master Plan is to create a future vision for transportation in the County of Simcoe. The vision includes identifying how cycling, transit and road components can service future transportation needs. In 2014 and 2015, an update to the Transportation Master Plan will be completed.

The 2015 budget has been prepared to reflect the County’s vision. Projects totaling $46.5M for road construction, intersection improvements and bridge construction have been identified. Funding for road projects include gas tax revenues totaling $8.0M which are being used for various roads rehabilitation and capital projects. In addition $5.2M in roads reserve are being used to fund priority projects. The 2015 plan utilizes approximately $25.4M of development charges. Development Charges projected to be received in 2015 are $13.8M. The draft 2015 Transportation & Engineering-Maintenance budget includes a net department requirement of $12.8M compared to $11.3M in 2013, which is an increase of $1.5M. Transportation & Engineering maintenance department is responsible for maintenance of approximately 850 kms of County roads, 200 bridges and structures and 50 major signalled intersections. Transportation & Engineering construction operations budget includes $6.2M for the rehabilitation, asphalt resurfacing and micro surfacing of various County roads.


Solid Waste Management The Solid Waste Management Department is divided into facility related activities and collections. Facilities include managing waste disposal facilities, monitoring site diversion projects (composting, electronics, tire programs etc.), maintaining environmental compliance for waste disposal facilities and future capacity planning. Collections includes contracts and collections for residential waste, curbside diversion projects, green bin program, blue box, special collections, waste auditing of collections and contractors and enforcement of waste management. The draft 2015 Solid Waste Management budget includes a net department requirement of $27.5M compared to $27.3M in 2014, which is an increase of $235K. In the 2015 budget, major waste diversion programs will continue to be staff’s focus including exploration of additional reduce and reuse programs in addition to improving efficiencies and services. In 2010, County Council approved a comprehensive Solid Waste Management Strategy. The purpose of the Strategy is to provide direction for the County’s waste management system, to make progress towards zero waste and to address processing and waste disposal needs for the next twenty years. Staff continues to be guided by the recommendations in the strategy.

Solid Waste Management Capital requirements include the following: - Equipment replacement - Work at various sites to improve customer service and quality of our processed

materials - Permanent Household Hazardous Waste buildings at the North Simcoe Transfer

Station and Nottawasaga - Land purchases


Risks & Opportunities The following risks and opportunities could impact our ability to achieve the budget as outlined. Risks

Repayment of non-profit housing loans Future collective agreements, interest arbitration settlements and pay equity

settlements Delays in regulatory approval and their impact on construction projects Delays in utility relocations and their impact on construction projects Delay of the Official Plan could result in reduction in development charge receipts

and taxation revenues Unplanned initiatives requiring funding Landfill debt repayment to municipalities Development charge receipts not keeping pace to levels identified in Development

Charge Study Opportunities

Municipal partnerships to achieve economies of scale in common service areas Taking advantage of additional borrowing opportunities at historical low interest

rates Official Plan approval resulting in future increases in development charge receipts

and tax revenues Potential rebates received i.e. WSIB neer, Waste Diversion Ontario Realize market appreciation on County assets (i.e. housing, lands) Engage federal government to further support Affordable Housing Strategies


Consolidated Financial Summary

Operating Balance Gross expenditures in the operating budget are $363M. The 2015 Operating Budget maintains existing service levels and extends those services to the growing community while accommodating for inflationary impacts. Enhancements to service levels identified as desirable by Council have been incorporated into the budget as well. The Operating Budget for the County of Simcoe has been summarized into major revenues and expenditures categories below. County Council’s strategic planning session provided direction for the development of the 2015 budget based on a tax rate increase of 1.06% and has been incorporated into the following statement.

Exhibit 5 – 2015 Operating Budget


Property Taxation Each year County Council is responsible for making tax policy decisions that are sensitive to local needs and priorities and which will ultimately shape the local property tax landscape. The decisions that must be made include:

Tax ratios Tax rates Optional capping tools and recovery of capping costs

Assessment valuations reflect changes in real estate market conditions, which are driven by economic factors, demographics etc. Generally, valuation reflects the impact of reassessment, which involves updating the current assessed value of properties to reflect a new, more recent effective valuation date. These types of assessment changes will not necessarily affect municipal revenue because tax rates must be restated; they will, however, affect the overall distribution of the tax burden among taxpayers as rates of valuation change do vary by class. This reflects the growth estimate that is contained in the budget. The County collects tax by providing a tax requisition to member municipalities who levy separate tax rates for County purposes. To raise the levy amount from member municipalities, the County sets tax ratios and tax rates. A 1.06% increase is approximately $1.4M in levy dollars. Approximate tax increase per residential property assessment is an example of how much the average property tax would increase based on every $100K of property assessment. For instance, if a property was assessed at $100K the County portion increase would be $3.23 for 2015. The following table illustrates the tax impact per $100K of a property’s assessed value at the general tax increase of 2.0% for residents in the community.

Exhibit 6 - Approximate Tax Increase

% $ per $100,000 per $200,000 per $300,000

1.06% $1.4M 3.23$ 6.46$ 9.69$

Approximate Tax Increase Per ResidentialProperty Assessment

County Tax Rate Increase


The 2015 Draft Tax Supported Budget, as presented, has a levy increase over 2014 of 3.06%. This takes into consideration estimated assessment growth of 1.5% in 2014 and shifts in weighted taxable assessments and the tax rate increase of 1.06%. The impact on the tax rate and the taxes paid by an individual property owners will vary depending on the property’s new assessment applied by Municipal Property Assessment Corporation (MPAC) relative to the average assessment and to the 4 year phase-in provisions.

Exhibit 7 – Levy Budget

Supplementary taxes are realized throughout 2015 resulting from growth related assessments that are not on the 2014 year end returned roll. The following table shows the impact on a typical residential property assessed at $200,000 before any adjustments as a result of the reassessment.

Exhibit 8 – Approx. Residential Property Impact

2014 Levy Budget 136,113,424 2013 Year End Growth 0.51% 690,087

2014 Year End Levy 136,803,511

2015 Growth Rate Assumption 1.50%2014 Projected Growth 2,052,062

Subtotal 138,855,573

Property Tax Rate Increase Assumption 1.06%

2015 Property Tax Increase 1,471,869

2015 Levy Base 140,327,442

Supplementary Taxes 2,195,000

2015 Levy 142,522,442

2015 Levy Budget

2014 Tax

Rate

2014

Taxes

2015

Tax Rate

2015

Taxes

$ Increase

(Decrease)

% Increase

(Decrease)

0.00303998 $608.00 0.00307220 $614.44 6.44 1.06%

2015 Budget Impact on a Residential Property Assessed at $200,000


Salaries and Benefits Salaries, wages and benefits have increased by $6.2M (or 5.3%) over the 2014 budget. The breakdown for the 2015 budget is as follows:

1. Compensation and benefit adjustments total $2.3M which is 1.8% of salaries (includes COLA, market adjustment, performance, benefits and union contracts)

2. 2015 staff enhancements of 34.1 Full Time Equivalent (or 2.7% FTE over 2014 budget) equaling $3.5M. These costs are partially offset by provincial and municipal funding resulting in a net increase of $2.5M.

3. During 2014 County Council approved 5.8 FTE’s totaling $414K. 2015 Staffing Requirements The 2015 staffing requirements indicate the number of Full Time Equivalent (FTE) staff members required to deliver services to residents. An FTE is calculated by determining the total staffing hours required to provide the service and dividing this by a full time employee work hours. The County employs more than 1,650 full and part-time employees including seasonal staff which is higher due to the use of part-time and backfill requirements.

Exhibit 9 - 2015 Staffing Requirements

2014 Budget

2014 Approved

2015 End of Contract

2015 Enhancements

2015Net Change

2015 Budget

Warden & CAO Warden & Council 1.0 - 1.0CAO 3.0 - 3.0Communications 5.0 - 5.0Customer Service 10.6 -2.5 2.5 - 10.6

Statutory & Cultural Clerk 6.3 - 6.3Services Archives 6.0 - 6.0

Library 5.0 - 5.0Museum 20.8 - 20.8

Corporate Performance Human Resources 20.3 1.0 1.0 21.3Information Technology 37.0 1.0 1.0 38.0Finance 31.0 2.0 2.0 33.0Procurement, Fleet & Property 20.3 1.0 1.0 21.3

Health & Emergency Health & Emergency Services 3.0 - 3.0Services Emergency Management 2.0 - 2.0

Long Term Care & Seniors Services 485.9 3.3 3.2 3.2 492.4Paramedic Services 204.8 16.8 16.8 221.6

Social & Community Ontario Works 163.2 -1.0 1.0 - 163.2Services Simcoe County Housing Corporation 35.0 -1.0 3.0 2.0 37.0

Social Housing Non-Profit 9.7 - 9.7Children & Community Services 31.0 2.0 -0.3 1.0 0.7 33.7

Engineering, Planning & Corporate Service 7.0 - 7.0Environment Transportation & Engineering 72.1 3.9 3.9 76.0

Solid Waste Management 68.6 1.5 1.5 70.1Forestry & By-Law 6.9 - 6.9Planning, Economic Development 10.3 1.0 1.0 11.3Tourism Simcoe County 3.8 0.5 - 4.3

TOTAL 1,269.6 5.8 -4.8 38.9 34.1 1,309.5

FTE'S By Department

2015 Budget Staffing Enhancements


Staffing Enhancements Staffing enhancements are changes to the existing staff levels that are required to deliver services to residents. The chart below summarizes the staffing enhancements and costs related to each. Detailed staffing enhancements forms are included in the department budgets.

Exhibit 10 - 2015 Staffing Enhancements

Division Department Title # of FTE2015 Gross

Expenditures Wages & Benefits

Net County Impact

Warden & CAO Customer Service Representatives - Permanent 2.5 175,788 175,788

Customer Service Customer Service Representatives - Temporary -2.5 -175,788 -175,788

Corporate Performance Information

Technology Supervisor Web Applications Position 1.0 106,069 73,948

Human Resources Human Resources Associate 1.0 62,500 48,351

Finance Senior Accounting Clerk - Health & Emergency Services 1.0 73,000 58,812

Senior Accounting Clerk - Ontario Works & Children Services 1.0 73,000 58,812

Procurement, Fleet Manager, Procurement and Sustainable Operations 1.0 129,485 98,876

& Property

Health & Emergency Coordinator, Research and Project Manager 0.2 21,426 16,873Services Long Term Care & Long Term Care Staffing - Housekeeping 0.7 38,000 29,926

Seniors Services Personal Support Worker Hours 2.3 188,000 39,946Coordinator, Research and Project Manager 0.8 85,703 58,533

Paramedic Services Paramedic Staffing - Enhancement 16.0 2,127,634 1,453,113

Social & CommunityServices Simcoe County Housing Student - Temporary (Brooks Street) 1.0 40,000 -

Corporation Student - Temporary (Brooks Street) -1.0 -40,000 -Students 2.0 52,170 35,632

Ontario Works Elgibility Review Officer - Temporary 1.0 83,091 19,635Elgibility Review Officer - Temporary -1.0 -78,441 -18,403

Children & Community Program Supervisor - Policy and Research 1.0 116,667 39,842Services Local Immigration Partnership - Student - Temporary -0.3 -8,113 -

Engineering, Planning& Environment Transportation & Labourer/Truck Driver and Seasonal Labourer/Truck Driver 2.9 190,200 190,200

Engineering Engineering Technician 1.0 101,800 101,800

Planning - Economic Development, Tourism

Economic Development Officer 1.0 87,200 87,200

Solid Waste Management

Site Attendants 1.50 83,900 83,900

34.1 $3,533,291 $2,476,996

2015 Staffing Enhancements

Wages & Benefits

Total 2015 Salary Enhancements


Operational Enhancements Operational enhancements are changes to the existing County of Simcoe programs, services and operations that are delivered to residents. Detailed operational enhancement sheets have been included in the budget book and are based on expenditures which commit the County for greater than one budget term or are greater than $50K. Operational enhancements describe expenditures that are either permanent or temporary that may be an annual expense in future years. Detailed operational enhancements are included in the department budgets.

Exhibit 11 - 2015 Operational Enhancements

Division Department Location Title2015 Gross

ExpendituresNet County

Impact

Health & Emergency Services

Paramedic Services Barrie North Paramedic Station Barrie North Paramedic Station Relocation $150,000 $112,446

Social & Community Services

Ontario WorksBarrie Ontario Works Satellite

OfficeEquipment and Leasehold Improvements 3rd Floor $548,354 $129,566

Ontario WorksBarrie Ontario Works Satellite

OfficeEquipment and Leasehold Improvements 4th Floor $75,000 $17,721

Social Housing Non-Profit Administration Centre Provider Loans $2,769,756 $0

Engineering, Planning & Environmental

Solid Waste Management Various Sites Solid Waste Management Strategy 5 Year Update $150,000 $150,000

Total 2015 Operating Enhancements $3,693,110 $409,733

2015 Operating Enhancements


Operational Summary by Department Summarized on the following table is the 2015 operating budget requirement by department. Further details of each department requirements are available in the department budgets.

Exhibit 12 – 2015 Operational Budget by Department

2015 Bud g e t 2014 Bud g e t2015 Bud g e t to

2014 Bud g e t Cha ng e $

2015 Bud g e t to 2014 Bud g e t

Cha ng e %Op e ra ting

Category County Impact

Warden & Council 1,307,341 1,310,503 (3,162) -0.2% 1,096,081

CAO, Communications & Customer Service 2,384,294 2,419,542 (35,248) -1.5% 2,384,294

Total Warden & CAO 3,691,635 3,730,045 (38,410) -1.0% 3,480,375

Museum 1,926,975 2,054,180 (127,205) -6.2% 1,563,785

Library 675,011 672,020 2,991 0.4% 595,811

Clerk 716,137 709,150 6,987 1.0% 703,637

Archives 632,246 677,525 (45,279) -6.7% 580,556

Total Statutory & Cultural Services 3,950,369 4,112,875 (162,506) -4.0% 3,443,789

Human Resources 3,073,697 2,917,596 156,101 5.4% 3,073,697

Finance 3,474,802 3,375,516 99,286 2.9% 3,420,802

Information Technology 6,747,488 6,669,629 77,859 1.2% 6,694,087

Procurement, Fleet & Property 4,142,497 4,066,317 76,180 1.9% 3,995,064

Total Corporate Performance 17,438,484 17,029,058 409,426 2.4% 17,183,650

Social Housing Non-Profit 24,528,566 25,476,472 (947,906) -3.7% 11,050,286

Children & Community Services 34,286,827 32,382,116 1,904,711 5.9% 3,241,665

Ontario Works 83,814,282 80,383,968 3,430,314 4.3% 3,451,698

Simcoe County Housing Corporation 13,730,037 14,225,250 (495,213) -3.5% 2,914,810

Total Social & Community Services 156,359,712 152,467,806 3,891,906 2.6% 20,658,459

Long Term Care & Seniors Services 49,012,358 46,749,037 2,263,321 4.8% 2,863,610

Paramedic Services 40,162,548 36,719,343 3,443,205 9.4% 12,413,612

Emergency Management 591,903 620,388 (28,485) -4.6% 458,851

Total Health & Emergency Services 89,766,809 84,088,768 5,678,041 6.8% 15,736,073

Transportation & Engineering - Maintenance 11,859,648 11,061,255 798,393 7.2% 11,504,648

Transportation & Engineering - Construction 8,993,070 11,161,745 (2,168,675) -19.4% 2,232,070

Solid Waste Management 44,156,498 43,597,287 559,211 1.3% 25,370,066

Forestry & By-Law 1,348,856 1,496,775 (147,919) -9.9% 157,356

Planning, Economic Development & Tourism 3,222,711 3,002,404 220,307 7.3% 2,997,211

Total Engineering, Planning & Environment 69,580,783 70,319,466 (738,683) -1.1% 42,261,351

General Municipal 22,585,182 24,682,956 (2,097,774) -8.5% 17,238,182

Total 363,372,974 356,430,974 6,942,000 1.9% 120,001,879

Financial Information

Total Operating Expenses


Capital Capital Funding The net operating balance for the County of Simcoe is used to partially fund capital requirements for the current year. In addition capital is funded by reserves, development charge reserves, municipal partners and senior levels of government. Any shortfall is financed through various debt facilities. In 2015, the total financing requirement is $18.3M in unfinanced development charges.

Exhibit 13 – Capital Funding

Capital Plan The capital plan reflects council direction to condense major roads construction projects as much as possible in order to minimize the construction time impact on residents. The projects identified include CR90, CR50, CR17 and CR4 with related road, bridge and intersection components. This will increase capital expenditures over the next two years. The capital budget includes total projects worth $69.1M. This represents investment in the development and rehabilitation of capital infrastructure to support the provision of services to the citizens of Simcoe County. A significant portion of the capital program is to service growth in the expanding community while the balance of the budget is for the rehabilitation and/or replacement of existing infrastructure. Capital by department shown in exhibit 14, illustrates the capital acquisitions with corresponding funding for each asset. Total acquisitions equal $69.1M of which funding is provided by the following; operating balance of $20.3M, reserves $11.5M, development charge reserves of $32.0M, gas tax proceeds of $2.0M, the Cities of Barrie and Orillia $3.2M and other external sources of $25K.

CapitalAcquisition of 2015 Capital Assets 69,099

Proceeds: Reserves (11,496)Gas Tax (2,055)Development charge reserves (31,978)Federal and Provincial Grants (26)Barrie and Orillia (3,218)

Total Funding for tangible capital assets (48,773)

Operating Balance available for Capital (20,326)

2015 Budget Capital Funding Requirement 0

Financing

2015 Development Charge Funding 13,7702015 Development Charge Expenditures (32,034)

2015 Development Charge Financing (18,264)

(000's)

2015 Budget Capital Funding


Exhibit 14 - 2015 Capital List

Note: Total Project cost includes the budgeted amounts for prior year budgets, 2015 and future years.

De p a rtment Pro je ctTotal Pro ject

Cost

2015 Budget

ExpenseGas Tax

Developm ent

ChargesGrants Ci ty o f Barrie City of Ori l l ia Reserves County Im pact

Total 277,405,713 69,098,980 -2,055,000 -31,978,123 -25,440 -2,576,129 -642,638 -11,496,025 20,325,626

Statutory & Cultural Services 257,000 108,800 108,800

Museum 142,000 68,800 68,800Alarm System Upgrade 20,000 20,000 20,000Exterior Window Replacement & Wall Upgrades 122,000 48,800 48,800

Clerk 115,000 40,000 40,000Agenda Management System - Phase 2 115,000 40,000 40,000

Corporate Performance 1,859,202 1,716,052 -601,902 1,114,150

Procurement, Fleet & Property 832,902 832,902 -601,902 231,000Administration Centre Roof Replacement 336,600 336,600 -336,600Window Replacement for East Wing Upper & Lower

265,302 265,302 -265,302

Council Chambers Window Glazing 50,000 50,000 50,000Maintenance Van Compressed Natural Gas 46,000 46,000 46,000Chamber Gallery Seat Replacement 90,000 90,000 90,000UPS Battery Replacement 45,000 45,000 45,000

Information Technology 736,300 593,150 593,150Information Technology Infrastructure 250,000 250,000 250,000Service Request System Replacement 200,000 200,000 200,000Business Continuity 286,300 143,150 143,150

Human Resources 290,000 290,000 290,000Employee Self Service Portal (HR) 120,000 120,000 120,000Learning Management System 170,000 170,000 170,000

Health & Emergency Services 15,226,212 5,707,812 -1,399,609 -1,275,579 -354,549 -1,500,771 1,177,304

Long Term Care & Seniors Services 1,227,300 1,167,300 -95,350 -95,303 -976,647Sunset Manor Capital 200,000 200,000 -13,814 -13,807 -172,379Synergy Information Panels 165,500 105,500 -11,211 -11,205 -83,084Trillium Manor Capital 214,000 214,000 -17,427 -17,419 -179,154Synergy Food Management System 91,800 91,800 -9,755 -9,750 -72,295Simcoe Manor Capital 376,000 376,000 -34,642 -34,625 -306,733Sunset Village Capital 30,000 30,000 -30,000Simcoe Village Capital 70,000 70,000 -70,000Self Serve Web Based Shift Planning 50,000 50,000 -5,313 -5,311 -39,376Integrated Autodialer 30,000 30,000 -3,188 -3,186 -23,626

Paramedic Services 13,998,912 4,540,512 -1,399,609 -1,180,229 -259,246 -524,124 1,177,304Emergency Response Unit Replacements 146,534 146,534 -38,089 -8,367 100,078Power Stretchers 250,000 250,000 -64,983 -14,274 170,743Ambulance Enhancement 130,156 130,156 -79,655 -33,832 -7,431 9,238Defibrillators 1,696,800 848,400 -220,527 -48,440 -400,000 179,433Track Stair Chairs 90,000 45,000 -11,697 -2,569 30,734Ambulance Replacements 926,016 926,016 -240,702 -52,872 632,442Self Serve Web Based Shift Planning 50,000 50,000 -12,997 -2,855 34,148Integrated Autodialer 30,000 30,000 -7,798 -1,713 20,489Collingwood Paramedic Station - Land 2,252,000 120,000 -73,762 -31,192 -6,852 -8,194Orillia - Property Purchase 3,660,000 600,000 -368,804 -155,960 -34,258 -40,979Alliston - Paramedic Station 3,155,500 1,012,500 -635,243 -263,182 -57,810 -56,265Beeton - Paramedic Station 1,611,906 381,906 -242,145 -99,270 -21,805 -18,686

Social & Community Services 50,880 50,880 -25,440 -10,518 -2,900 12,022

Ontario Works 50,880 50,880 -25,440 -10,518 -2,900 12,022Equipment & Leasehold Improvements 3rd Floor 50,880 50,880 -25,440 -10,518 -2,900 12,022

The Corporat ion of the County of Simcoe

2015 Capital by Department


Exhibit 14- 2015 Capital List

De p a rtme nt Pro jec tTota l Pro ject

Cost

2015 Budget

ExpenseGas Tax

Developm ent

ChargesGrants City o f Barrie Ci ty o f Ori l l ia Reserves County Im pact

Simcoe County Housing Corporation 12,811,735 5,435,076 -2,635,062 -1,290,032 -285,188 -578,731 646,062Mechanical Enhancement - St Paul 180,000 120,000 -31,192 -6,852 81,957Brooks Street Intensification Project 11,621,335 4,304,676 -2,635,062 -996,204 -220,647 -452,763Interior Enhancement - Victoria St 35,000 35,000 -9,098 -1,998 23,904Interior Enhancement - Blake St 40,000 40,000 -10,397 -2,284 27,319Mechanical Enhancement - Maria St 140,000 140,000 -36,391 -7,993 95,616Mechanical Enhancement - Sophia St 70,000 70,000 -18,195 -3,997 47,808Mechanica Enhancement - Miller Park A 38,000 38,000 -9,877 -2,170 25,953Building Envelope Enhancement - Blake St 246,000 246,000 -63,944 -14,046 -125,968 42,043Building Envelope Enhancement - Victoria St 120,000 120,000 -31,192 -6,852 81,957Building Envelope Enhancement - Nelson St 59,400 59,400 -15,440 -3,392 40,568Building Envelope Enhancement - Regent St 200,000 200,000 -51,987 -11,419 136,594Exterior Enhancement - Sophia St 62,000 62,000 -16,116 -3,540 42,344

Engineering, Planning & Environment 247,200,684 56,080,360 -2,055,000 -27,943,452 -8,814,620 17,267,288Tourism Simcoe County 40,000 40,000 40,000

Tourism Van Replacement 40,000 40,000 40,000

Transportation & Engineering - Maintenance 9,808,230 5,786,230 -2,521,107 -2,038,523 1,226,600New Maintenance Garage Construction 8,189,230 4,167,230 -2,128,707 -2,038,5232 Plow Truck Enhancements 436,000 436,000 -392,400 43,600Loader Replacement 185,000 185,000 185,000Road Grader Replacement 300,000 300,000 300,000Wheeled Excavator 250,000 250,000 250,000Pick-Up Truck Replacement - Midhurst 28,000 28,000 28,0001-Ton Truck Replacement - Midhurst 47,000 47,000 47,000Midhurst Garage Dome Roof Repairs 50,000 50,000 50,000Mechanic's Service Truck Replacement - Beeton 47,000 47,000 47,000Pick-Up Truck Replacement - Moonstone 28,000 28,000 28,000Fuel System Upgrade 150,000 150,000 150,000Creemore Garage Dome Widening 42,000 42,000 42,000Pick-Up Truck Replacement - Perkinsfield 28,000 28,000 28,000Pick-Up Truck Replacement - Ramara 28,000 28,000 28,000

Transportation & Engineering - Construction 231,637,454 46,539,130 -2,055,000 -25,422,345 -5,196,097 13,865,688CR 50 29,873,596 7,115,236 -5,834,494 1,280,742RD 88 7,400,000CR 10 2,195,000 320,000 320,000CR 4 - Phase I 5,455,200 420,000 -344,400 75,600CR 21 - Phase I 9,091,600 600,000 -492,000 108,000CR 21 / CR 39 5,220,800 20,000 -15,800 4,200CR 27 / Mapleview 4,225,000 10,000 -7,900 2,100Bear Creek Bridge 056170 3,200,200 380,000 -190,000 190,000Collingwood Bridge 000141 2,530,000 1,920,000 -960,000 960,000Vigo Bridge 000211 5,886,400 375,000 -187,500 187,500RD 43 / Wilson 3,455,200 170,000 -142,800 27,200Alliston Bridge 015001 4,314,040 765,000 -382,500 382,500Old Townline Bridge 003013 1,012,200 75,000 -37,500 37,500Willow Creek Bridge 4,123,400 900,000 -128,770 -379,986 391,244CR 90 / Base Borden 4,385,000 3,792,500 -1,896,250 -1,896,250CR 34 / 19 1,700,000 200,000 -164,000 36,000CR 27 / 5th Line BWG 5,325,800 543,300 -429,207 114,093Baxter Bridge 021235 2,106,230 1,926,230 -1,926,230Wye River North Bridge 006040 1,474,360 20,000 20,000RDS - Culvert 201 Wilson Rd Repl & Widen 1,446,000 1,106,000 -553,000 553,000RDS - Signalization Improvements 670,000 55,000 55,000CR 22 - Truck Lane Phase I 8,446,800 80,000 -40,000 40,000Overage Drainage Canal 041000 1,919,600 25,000 -12,500 12,500Thunder Bridge 020189 2,471,440 20,000 20,000Williams Bridge 001104 1,256,000 50,000 50,000Holland River Bridge 027030 7,850,000 50,000 -25,000 25,000CR 21 / 5TH SR 5,175,800 770,000 -608,300 161,700CR 90 / King Street 1,930,400 1,805,400 -1,805,400CR 88 / 5th SR 3,990,000 200,000 -158,000 42,000CP Bridge 090076 5,029,000 5,000 -2,500 2,500CR 17 - Phase I 3,046,200 2,480,200 -1,114,461 1,365,739Bear Creek Culvert #2 090035 1,478,200 1,473,200 -736,600 736,600Bear Creek Culvert #1 090042 812,000 807,000 -403,500 403,500CR 21 / CR 4 5,110,360 780,000 -655,200 124,800CR 4 / Innisfil 4th (Churchill) 2,805,800 50,000 -39,500 10,500CR 4 / Innisfil 9th 2,182,584 80,000 -63,200 16,800CR 50 to CR 14 1,131,604 615,564 -486,296 129,268


Exhibit 14 - 2015 Capital List

De partme nt Pro jec tTota l Pro ject

Cost

2015 Budget

ExpenseGas Tax

Developm ent

ChargesGrants City o f Barrie City o f Ori l l ia Reserves County Im pact

Transportation & Engineering - Construction (continued)Elliot Bridge 090126 11,798,400 5,894,200 -2,947,100 2,947,100

Walkers Creek Culvert 000345 2,018,120 150,000 150,000CR 90 - Phase II 10,573,400 7,044,300 -5,846,769 1,197,531

Matheson Creek Bridge 027415 3,445,400 100,000 100,000

CR 90 - Phase III 12,725,520 526,000 -436,580 89,420CR 90 - Phase IV 12,735,000 300,000 -249,000 51,000

CR 90 - Phase V 2,916,880 1,265,000 -1,049,950 215,050

Con 7/8, Lot 17 Culvert 001045 1,318,320 50,000 -25,000 25,000Wye River South Bridge 027574 2,484,000 75,000 75,000

CR 17 - Phase II 2,880,200 480,000 480,000

CR 17 - Phase III 2,880,200 200,000 200,000

CR 17 - Phase IV 2,880,200 200,000 200,000CR 15 - Victoria St to Allist Bdry 3,256,000 250,000 250,000

Solid Waste Management 7,680,000 3,080,000 -980,000 2,100,000

Land Purchases, SSTS, CAZ Purchases 4,000,000 400,000 -400,000

Paving Diversion Areas Various Sites 900,000 400,000 -400,000Household Hazardous Waste Buildings - Site 10 & 24

1,020,000 520,000 520,000

Highway Tractor & 3 Walking Floor Trailers 665,000 665,000 665,000Landfill Compactor Wheel Replacement 89,000 89,000 89,000Front End Wheel Loader 365,000 365,000 365,000

New Diversion Program Development 340,000 340,000 340,000

Loader Broom Attachment 24,000 24,000 24,000Pick-Up Truck Replacement 40,000 40,000 40,000

Skid Steer 22,000 22,000 22,000Site 2 (Collingwood) Force Main to Mountain Rd 180,000 180,000 -180,000Site 13 Cardbard Compactor Replacement 35,000 35,000 35,000

Forestry & By-Law 5,435,000 635,000 -600,000 35,000

By-Law Truck Replacement 35,000 35,000 35,000

Forestry Land Purchase 5,400,000 600,000 -600,000


Reserves Under the Municipal Act, Council has the authority to establish reserves as required. Reserves and reserve funds can be formed to meet specific liabilities such as replacement/rehabilitation or acquisition of capital assets.

Exhibit 15 - 2015 Reserve Summary

Reserves2015 Available

Funds

2015 Budget Transfer To

Reserves Operating

2015 Transfer Budget From

Reserves Operating


Reserves Capital

2015 Budget Year End Balance

Archives Contingency Reserve 136,383 1,200 137,583Museum Contingency Reserve 36,813 74,000 110,813Forestry Reserve 6,207,891 280,184 600,000 5,888,075Homes Contingency Reserve 2,262,038 371,822 293,124 706,645 1,634,091General Contingency Reserve 4,169,693 121,000 200,000 4,090,693Social Services Reserve 879,588 879,588Simcoe Village Reserve 131,137 25,514 15,000 70,000 71,651Roads Contingency Reserve 9,410,602 600,000 7,234,620 1,575,982Paramedic Contingency Reserve 1,455,775 100,000 524,125 1,031,650Administration Building Contingency Reserve 1,016,772 150,000 601,902 564,870Tourism Simcoe 81,725 81,725Social Housing Reserve 4,349,585 2,648,344 1,034,715 125,968 5,837,246Waste Management Contingency Reserve 12,365,177 2,863,000 667,000 980,000 13,581,177Sunset Village Reserve 313,647 27,262 340,909Harriet Reserve 4,514 4,514Economic Development & Planning 2,276,696 10,000 2,286,696

Total Reserves 45,098,036 6,672,326 2,809,839 10,843,260 38,117,263

Reserves Funds2015 Available

Funds


Reserves Operating


Reserves Operating


Reserves Capital


Georgian Manor Donations 57,650 50,000 5,000 102,650Georgian Village Suites - Residents 2,819 41,509 44,328Georgian Village Suites - 284,755 284,755Georgian Village Homes - Residents 713 12,708 13,421Georgian Village Homes - 1,866 1,866Simcoe Manor Donations 49,663 50,000 5,000 50,000 44,663Sunset Manor Donations 46,613 50,000 14,000 50,000 32,613Trillium Manor Donations 46,444 50,000 16,553 50,000 29,891Simcoe Village Donations 2,215 2,215Sunset Village Replacement - Residents 307,247 17,000 30,000 260,247Alcona Development 522,200 522,200Hospital Reserve 6,908,138 3,000,000 3,000,000 6,908,138Social Housing - DOOR 1,079,430 452,763 626,667

Total Reserves Funds 9,023,133 3,540,838 3,057,553 632,763 8,873,655

Trust Funds2015 Available

Funds


Reserves


Reserves


Reserves Capital


Homes for the Aged Residents - 0Estate of S.O. Bain 138,182 2,000 5,000 131,182Estate of H.P. Brown 465,160 6,000 15,000 444,160Ross Channen Memorial Fund 7,018 7,018Honor Guard 19,498 2,500 21,998

Total Trust Funds 629,858 2,500 8,000 20,000 604,358

Grand Total 54,751,027 10,215,664 5,875,392 11,496,023 47,595,276

2015 Projected Reserves


Development Charge Reserves Development Charges are collected to recover the growth-related capital costs associated with residential and non-residential development that create the need for capital. As the majority of the County’s capital expenditures are growth related, development charges are a major source of financing for the capital plan. The balance of the source of financing for the County’s capital plan includes tax levy, reserves and provincial subsidies. A background study of the current development charge by-law occurred early in 2011. Process reviews were conducted to ensure stakeholders understand the methods and assumptions used in determining the development charge rates. This process helps to ensure stakeholders understand the infrastructure needs, associated costs, methods and address any concerns. The County of Simcoe’s current Development Charge by-law was effective September 1, 2011.

Exhibit 16 - Development Charge Receipts

In addition, the Development Charge Act, 1997 and other legislation require that municipalities maintain specific reserves. Such reserves include development charge deferred revenue. Development Charge reserves have been advanced resulting in development charge unfinanced capital. In 2015 unfinanced development charges are proposed to increase by $18.3M, resulting in a year end unfinanced development charges of $51M.

Exhibit 17- Development Charge Reserves

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

2007 2008 2009 2010 2011 2012 2013 2014Forecast

2015Budget

7,014

9,956 10,631

6,897 6,773

11,10013,455 13,500 13,770

Development Charge Receipts (000's)

Obligatory Reserves Funds 2015 Available

Funds


Reserves Operating


Reserves Operating


Reserves Capital


Library Development Charge Reserve 56,305 30,363 55,800 30,868Paramedic Development Charge Reserve (1,897,697) 181,040 1,399,609 (3,116,266)Long Term Care Development Charge Reserve (12,937,658) 1,131,944 (11,805,714)Social Housing Development Charge Reserve 357,972 374,073 2,635,062 (1,903,017)Public Works Development Charge Reserve (563,513) 321,460 (242,053)General Government Development Charge Reserve 53,962 78,012 131,974Roads & Related Development Charge Reserve (18,213,665) 11,653,108 27,943,452 (34,504,009)

Total Obligatory Reserves Funds (33,144,294) 13,770,000 55,800 31,978,123 (51,408,217)

2015 Projected Development Charge Reserves


Cash Flow The following exhibit shows the estimated operational cash flow for 2015. In order to balance operations, $8.3 in short term financing will be required due to development charge receipts continuing to lag development charge expenditures. Other funds are held separately and may be used for cash management and emergency cash purposes.

Exhibit 18- Cash Flow

2015 Cash Flow

$ in millions

CASH - BEGINNING OF YEAR 17.1

SOURCES FROM OPERATIONS

Operating Revenue 377.8

Capital Revenue 5.3

Development Charge Receipts 13.8

USES FOR OPERATIONS

Operating Expenses (353.2)

Capital Expenditures (69.1)

NET CASH FROM OPERATIONS (25.4)

FINANCING SOURCES / USES

New Short Term Financing 8.3

Accelerated Debt Payments 0.0

CASH - END OF YEAR (0.0)

Category

2015 Bud g e t$


Debt Financing Section 401 of the Municipal Act grants Council the authority to issue debentures, when deemed in the best interest of the taxpayers, to finance its own capital expenditures. “Best Interest” for the County of Simcoe will be consistent with the County’s Strategic Directions which includes fiscal management that contains both financial principles and policies. This philosophy is also reflected in the County of Simcoe’s capital financing and debt policy as approved by Council in September 2011 where the following key objectives were set out:

Adhere to statutory requirements Ensure long term financial flexibility Limit financial risk exposure Minimize long term cost of financing Match term of financing to the useful life of the related asset

A municipality may only issue new debentures provided that the projected financial charges related to the outstanding debt will be within the annual debt repayment limit prescribed by the Ministry of Municipal Affairs and Housing (MMAH). This limit is set at 25% of a municipality’s own source revenues less debt charges and financial commitments. The total principal and interest payments in 2015 are $7.0M with an estimated 2015 year end debt balance of $185.2M as shown below.

Principal & Interest Payments Estimated Balance

Debt Type Total P&I Principal Interest Year End 2015 Short Term Debt $0.5M - $0.5M $ 38.5M Roads Debenture $1.1M $0.9M $0.2M $ 5.2M Simcoe County

Housing Corporation $2.1M $1.4M $0.7M $ 14.1M

Landfill Debt Payment to Municipalities $0.6M $0.6M - $ 7.9M

Unfinanced Capital $2.7M $1.1M $1.6M $119.5M

Total $7.0M $4.0M $3.0M $185.2M Exhibit 19 – 2015 Debt Schedule

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.

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.

Period Maximum $

Long Term borrowing

5% annual interest

20 years $397.8 million





Cities of Barrie and Orillia Summary The Cities of Barrie and Orillia share costs for Health & Emergency Services and Social & Community Services divisions. Departments included are: Simcoe County Housing Corporation, Social Housing Non-Profit, Long Term Care & Seniors Services, Paramedic Services, Ontario Works, Children & Community Services. Exhibit 20 and 21 outline their 2015 budgeted cost sharing contributions.

Exhibit 20 - City of Barrie Shared Services

Operating Budget Summary2015 Budget

$2014 Budget

$

2015 Bud g e t to 2014 Bud ge t

Cha ng e $

2015 Bud ge t to 2014 Bud g e t

Cha ng e %

Heal th & Em ergency Services 6,708.2 5,880.2 828.0 14.1 %

Long Term Care & Seniors Services 826.2 792.9 33.3 4.2 %

Paramedic Services 5,882.0 5,087.3 794.7 15.6 %

Socia l & Com m unity Services 12,883.9 13,299.1 -415.2 -3.1 %

Children & Community Services 2,095.9 2,108.8 -12.8 -0.6 %

Ontario Works 5,594.9 6,223.3 -628.3 -10.1 %

Social Housing Non-Profit 3,966.7 3,763.3 203.5 5.4 %

Simcoe County Housing Corporation 1,226.3 1,203.8 22.5 1.9 %

Cul tura l Services 102.3 96.1 6.2 6.4 %

Museum 56.8 53.3 3.5 6.5 %

Archives 45.5 42.8 2.7 6.3 %

Tota l Operating 19,694.4 19,275.5 419.0 2.2 %

Tota l Capi ta l 2 ,576.1 2,881.0 -304.9

Tota l M unicipa l Share 22,270.6 22,156.5 114.0 0.5 %

Capital Budget Summary2015 Budget

$2014 Budget

$

2015 Bud g e t to 2014 Bud ge t

Cha ng e $

Long Term Care 95.4 37.1 58.3

Building Enhancements 37.2

Equipment 54.4

Land Improvements 3.8

Param edic Services 1,180.2 1,074.3 105.9

Vehicles 312.6

Equipment 318.0

Collingwood Paramedic Station 31.2

Orillia Paramedic Station 156.0

Alliston Paramedic Station 263.2

Beeton Paramedic Station 99.3

Ontario Works 10.5 10.5

Leasehold Improvements 10.5

Sim coe County Housing Corporation 1,290.0 1,769.7 -479.6

Brooks Street Intensification Project 996.2


Tota l Capi ta l 2 ,576.1 2,881.0 -304.9

2015 Budget

City of Barrie


Exhibit 21 - City of Orillia Shared Services

Operating Budget Summary2015 Budget

($ 000's)2014 Budget

($ 000's)

2015 Bud ge t to 2014 Budg e t

Cha ng e ($000's )

2015 Budg e t to 2014 Bud ge t

Change %

Health & Em ergency Services 2,117.0 1,935.2 181.7 9.4 %

Long Term Care & Seniors Services 825.0 808.5 16.5 2.0 %

Paramedic Services 1,292.0 1,126.8 165.2 14.7 %

Socia l & Com m uni ty Services 3,289.5 3,519.4 -229.9 -6.5 %

Children & Community Services 606.3 660.4 -54.1 -8.2 %

Ontario Works 1,542.5 1,758.8 -216.3 -12.3 %

Social Housing Non-Profit 871.3 833.5 37.8 4.5 %

Simcoe County Housing Corporation 269.4 266.6 2.7 1.0 %

Total Operating 5,406.5 5,454.6 -48.1 -0.9 %

Total Capi ta l 642.6 671.6 -28.9 -0 .0

Total M unicipal Share 6,049.1 6,126.2 -77.1 -1.3 %

Capital Budget Summary2015 Budget

($ 000's)2014 Budget

($ 000's)

2015 Bud ge t to 2014 Budg e t

Cha ng e ($000's )

Health & Em ergency Services 306,735

Long Term Care 95.3 41.7 53.6


Equipment 54.4

Land Improvements 3.8

Param edics 259.2 237.9 21.3

Vehicles 68.7

Equipment 69.9

Collingwood Paramedic Station 6.9

Orillia Paramedic Station 34.3

Alliston Paramedic Station 57.8

Beeton Paramedic Station 21.8

Ontario Works 2.9 2.9

Leasehold Improvements 2.9

Sim coe County Housing Corporation 285.2 392.0 -106.8

Brooks Street Intensification Project 220.6


Total Capi ta l 642.6 671.6 -28.9 -4.3 %

2015 Budget

City of Orillia


Budget and the Strategic Plan

Long-range planning is one of the most powerful tools the County has available to help make informed decisions to ensure the County’s future vitality and economic stability. The long term plan identifies and analyzes current and future events and their effect on the County’s short and long-range goals and objectives. Building upon these efforts, the 2015 budget and long financial plan will refer to some of the major issues facing the County of Simcoe. The budgeting process is an integral component of the cycle of planning, budgeting, forecasting and measuring our activities and results. The foundations of these forward looking processes are the County’s strategic objectives and long term business plan. By remaining focused on these strategic initiatives we ensure that the Corporation’s plans, budgets, and forecasts reflect the actions and activities necessary to achieve our strategic objectives and targets.

The County of Simcoe updates the strategic plan and long term financial plan annually which serves as a framework by which County departments, agencies and other municipal partners can align their goals and strategies, thereby making budgetary decisions more consistent, sustainable and transparent. The budget is a subset of these long term plans that encompasses directed and approved service levels, capital projects, debt levels and revenue sources.

Exhibit 22 - Strategic Planning Cycle

Strategic Planning Cycle

Strategic Planning Process1. Develop core Values2. Define a Mission statement3. Outline a Vision statement4. Determine Strategic Directions5. Identify Actions, Responsibilities & Resources6. Measure results 7. Modify plans in response to the environment


A well developed strategic plan reflects the strategic nature of the planning process at the County of Simcoe. Several master plans drive the development of the strategic plan. Included are: - County’s Strategic Plan - Growth Management Strategy - Solid Waste Management Plan - Transportation Master Plan - Economic Development Strategic Plan Growth continues to be a primary driver of the 2015 budget and Long Term Financial Plan with majority of projects targeted for new capital infrastructure to address capacity and development demands. However, increased emphasis is being placed on maintaining the County of Simcoe’s infrastructure and providing for its eventual replacement. As part of the Strategic plan annual review, the long term financial plan is established with this in mind.

Long Term Financial Plan

Rehabilitation /Replacement

Costs required for ongoing maintenance or replacement

of existing assets

Growth/ Expansion

Costs required to maintain existing levels of service for

the County’s increase population

Improvement/ Enhancement

Expenditures that increase the level of quality of service

currently provided


Long Term Financial Plan Projection As part of the strategic planning process, the annual budget becomes the base year for the 10 year long term financial plan. Debt or alternative funding for major capital projects allows Council to proactively complete much needed projects. As major capital projects are completed, there will be an increased requirement for debt serving that will affect the operating balance. The 2015 budget plus the next four years of the ten year long term financial plan has been included to allow Council to better understand what financial requirements exist and what resources are available. By focusing on the long term, Council will ensure that the County will continue to be in a strong financial position and can finance public services on an on-going basis.

Exhibit 23 - 2015 – 2019 Operating Balance Outlook

Ca te g o ry 2015 2016 2017 2018 2019

OPERAT ING REVENUES

Subsidies -166,995,492 -163,485,164 -168,056,564 -172,962,548 -176,888,568 -180,035,407

Municipal Billings -25,243,308 -25,324,385 -25,126,920 -24,060,053 -24,205,785 -23,078,850

County Levy -142,522,442 -143,727,675 -148,727,308 -153,903,429 -159,262,266 -164,810,271

User Fees -38,217,587 -38,880,500 -39,873,576 -40,408,427 -41,267,206 -41,968,161

Miscellaneous Income -4,788,255 -4,031,628 -4,107,985 -4,185,868 -4,065,310 -4,146,341

Transfer From Reserve -5,931,192 -7,134,926 -11,862,304 -10,995,716 -12,119,625 -8,443,202

TOTAL REVENUE -383,698,276 -382,584,279 -397,754,657 -406,516,041 -417,808,760 -422,482,231

OPERAT ING EXPENSES

Client Benefit 121,461,047 120,307,548 122,625,848 124,150,911 126,578,284 124,418,972

Salaries 124,127,789 120,753,042 123,702,518 126,535,936 129,156,446 132,055,724

Administration 23,940,891 23,820,382 24,082,497 24,339,133 24,960,469 25,094,841

Facilit ies 23,910,104 25,238,121 26,377,236 25,609,837 26,743,179 26,324,887

Cost of Service Delivery 59,717,153 59,178,556 64,248,476 65,041,533 65,876,652 66,875,784

Transfer To Reserve 10,215,664 9,729,056 9,943,960 9,855,380 9,778,168 9,825,331

TOTAL EXPENSES 363,372,648 359,026,706 370,980,536 375,532,730 383,093,198 384,595,538T OT AL OPERAT ING BALANCE -20,325,629 -23,557,573 -26,774,121 -30,983,311 -34,715,561 -37,886,692

2015 Operating Summary


Lo ng T e rm Pla n 2015-20192015 Bud g e t$


Long Term Capital Plan Projection The 2015 capital budget plus projected capital expenditures for the next 4 years is presented below.

Exhibit 24 - 2015 – 2019 Capital Plan Projection

Long Term Cash Flow Projection Exhibit 25 provides a forecast of the County’s cash flow for the next 5 years.

Exhibit 25 - 2015 – 2019 Cash Flow Projection

$ in millions 2015 2016 2017 2018 2019

Transportation & Engineering - Construction 46.5 56.6 45.9 36.3 29.4 22.0

Transportation & Engineering - Maintenance 5.8 4.8 4.5 0.8 0.5 0.6

Solid Waste Management 3.1 1.9 2.8 6.0 13.7 13.9

Paramedic Services 4.5 4.6 13.9 4.1 2.0 1.6

Long Term Care and Seniors Services 1.2 1.1 0.7 0.6 0.6 0.5

Simcoe County Housing Corporation 5.4 5.5 0.9 1.2 1.0 1.1

Other Departments 2.6 1.9 1.5 1.7 2.3 1.5TOTAL 69.1 76.3 70.2 50.7 49.5 41.2

Lo ng T e rm Pla n 2015-2019

2015 Capital Summary


2015 Bud g e t$

2015 2016 2017 2018 2019

2015 Cash Flow

$ in millions

CASH - BEGINNING OF YEAR 17.1 21.1 (0.0) (0.1) 6.5 17.6

SOURCES FROM OPERATIONS

Operating Revenue 377.8 375.4 385.9 395.5 405.7 414.0

Capital Revenue 5.3 3.3 4.9 1.8 1.1 0.9

Development Charge Receipts 13.8 19.8 22.7 25.6 27.1 28.3

USES FOR OPERATIONS

Operating Expenses (353.2) (349.3) (361.0) (365.7) (373.3) (374.8)

Capital Expenditures (69.1) (76.3) (70.2) (50.7) (49.5) (41.2)

NET CASH FROM OPERATIONS (25.4) (27.1) (17.8) 6.6 11.1 27.2

FINANCING SOURCES / USES

New Short Term Financing 8.3 5.9 17.8 0.0 0.0 0.0

Accelerated Debt Payments 0.0 0.0 0.0 0.0 0.0 (5.0)

CASH - END OF YEAR (0.0) (0.0) (0.1) 6.5 17.6 39.9

Category

Lo ng T e rm Pla n 2015 - 20192015 Bud g e t$


Long Term Debt Financing Projection Increased infrastructure needs to service the growing population especially relating to facilities, roads, bridges and solid waste management. Each of these will continue to have an impact on debt financing requirements over the next few years. Exhibit 26 details the possible total annual accumulated debt projection resulting from the Ten Year Capital Plan which has been revised based on the draft 2015 budget. Future years assume annual operating balances are used to retire debt and unfinanced capital.

Exhibit 26 - 2015 – 2024 Possible Accumulated Debt Projection

$191.6

$222.4 $219.6$208.2

$187.9

$162.8

$130.8

$108.9

$68.0

$44.5

$185.2

$215.8 $213.0$201.8

$182.2

$157.8

$126.0

$105.5

$58.0

$34.5

0.0

50.0

100.0

150.0

200.0

250.0

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024

Possible Accumulated Debt (in millions )

LTFP 2014

Budget 2015


Strategic Management Process The County of Simcoe has embarked on a strategic management process which includes:

1. Strategic planning 2. Long-term financial planning 3. Budget development and management 4. Performance improvement projects

The Strategic planning process will guide the County’s direction over the next several years and set out in broad terms, how it is going to get there. It will prepare a framework for future decisions, allowing the County to take advantage of opportunities as they arise. It is an integral part of the County’s responsibilities to its community and is the cornerstone of effective public management.

Exhibit 27 - Strategic Management Phases

The Strategic Plan Cycle framework consists of: Year 1 Establish a Strategic Plan for the term of Council and provide a Council update

and review Year 2 – 3 Strategic Plan “term of Council” update and review, Strategies and Initiatives

reaffirmed by Council Year 4 Review the Strategic Plan for the term of Council, current services and projects

reaffirmed, Acknowledgement of Accomplishments The County of Simcoe’s 2015 budget objective supports the County’s vision, mission and strategic directions and priorities. Highlights found in departmental budgets can be linked to the Strategic Plan.

The Strategic Directions have been incorporated as guiding principles in the day to day operations of County services.

Strategic Plan in Action serves: As a document which

links the Strategic Plan and the Department Business Plans

As a management tool that is updated through-out the year to keep the County focused on the goals outlined in the Strategic Plan

To communicate strategies and initiatives to ensure commitment and smooth implementation

2015 Executive Summary- JAN 2015 - Simcoe County Budget...2015 Final Budget January 27, 2015 Page 3 Executive Summary Budget at a Glance The 2015 budget contemplates operating expenditures

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