2011 budget executive summary - simcoe county executive... · 2014-11-28 · 2011 budget executive...

2011 Budget Executive Summary

2011 Budget and Long Term Business Planning

Long-range planning is one of the most powerful tools the County has available to help make informed decisions that will 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 2011 Strategic Long Term Financial Plan and Budget 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 Long Term Business 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. The County of Simcoe’s 2011 Budget serves four primary purposes: 1. To set out the program of services provided by the County, their purpose and planned costs; 2. To provide a method of controlling expenditures; 3. To forecast revenues

and funding to support our services to the communities we serve;

4. To support and facilitate achievement of our long term plans and objectives.

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

2011 Final BudgetExecutive Summary January 25, 2011


Strategic Management

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. 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

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 2011 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.



Long Term Issues Facing the County 2011 Challenges • Growth impact on services • Harmonized Sales Tax • Social Services funding • Economic situation and impact • Infrastructure deficit - roads, bridges, facilities on County Services • Solid waste management • Infrastructure Stimulus Funding • Long term care funding • Waste Management Master Plan • Non mandated funding towards community

development (i.e. hospital, education funding) • Further provincial downloading • Further County service provision requirements

• Ontario Works Caseload costs • Provincial Government Wage

Restraint • Official Plan approval

Financial Summary Analysis – Operating

Budget Budget2011 2010 %000's 000's Variance Change

Subsidies 156,608 240,154 (83,546) -35%User Fees 31,274 31,217 57 0%Other Income 2,748 1,041 1,707 164%Municipal Partners 29,883 32,046 (2,163) -7%Waste Levy 19,714 18,934 780 4%Simcoe County Levy 99,585 98,600 985 1%Supplementary Taxation 730 730 0 0%Transfer from Reserves 14,540 11,577 2,963 26%

Total Revenue/Funding Sources 355,082 434,299 (79,217) -18%

Client Benefit Payments 140,730 231,129 (90,399) -39%Salaries Wages & Benefits 99,933 94,293 5,640 6%Administration 24,808 19,604 5,204 27%Facilities Costs 25,445 28,460 (3,015) -11%Cost of Service Delivery 47,019 48,757 (1,738) -4%Addition to Reserves 4,515 721 3,794 526%Addition to Hospital Reserves 3,000 3,000 0 0%

Total Expenditures 345,450 425,964 (80,514) -19%

Sub Total - Annual Surplus 9,632 8,335 1,297 16%Prior Year Surplus 0 4,900 (4,900) -100%Surplus/(Deficit) 9,632 13,235 (3,603)

Operating Tax Levy 2011 Budget$000's



Budget Overview The 2011 budget contemplates operating expenditures and capital assets acquisitions of $407.6M. Total operating and capital revenues are $377.7M and the remaining funding is assumed to be financed as follows:

• 1.5% levy increase of $1.5M • Additional Debt financing of approximately $28.5M

Some of the major initiatives for 2011 include:

• Simcoe County has emerged as a key growth area in the outer ring municipalities surrounding Greater Toronto and Hamilton (GTAH). 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, including a vision for the role that pedestrian, cycling, transit and road components can play in servicing future transportation needs.

Annual Surplus

Operating

Surplus/(Deficit) 9,632Prior Year Surplus 0Proposed County Tax Rate increase @ 1.5% 1,494Operating Surplus 11,126

CapitalAcquisition of tangible capital assets

2010 Carryover Tangible Capital Assets 27,9892011 Tangible Capital Assets 34,202 (62,191)

Proceeds:Federal funding 782Reserves 3,656Carryover reserve funding 3,819Carryover Development Charge funding 4,350Development charge reserves 7,161Gas Tax 1,000Barrie and Orillia 986Boundary Municipalities 525Developer Revenue 300

Total Funding for tangible capital assets 22,579

Cash (used in) capital transactions (39,612)

Financing

2010 Council approved financing carryover - Georgian Village, Administration Centre, Roads & Bridges 19,3432011 Financing for Georgian Village, Administration Centre, Roads & Bridges 9,144

Total Financing (28,486)

2011 Budget - Modified Cash flow


2011 Budget Executive Summary The 2011 budget has been prepared to reflect the County’s visions as presented in the Transportation Master Plan. In addition to projects approved in the 2010 budget totaling $4.5M, $18.8M is included for additional road, intersection, bridge construction and $1.0M for the Roads fleet have been identified as new capital projects.

Gas tax revenues totaling $8.0M are being used for various Roads rehabilitation projects such as: the Heaveners Bridge rehabilitation in addition to County roads 01, 10, 22, and 42. Development Charges projected to be received for roads in 2011 are $5.2M. The 2011 plan utilizes approximately $7.0M of development charges with an additional $1.9M of carryover development charges for 2010 projects resulting in a year end roads development charge reserve balance of $89K.

The Georgian Village project includes the redevelopment of the existing Georgian Manor as approved by County Council and as per Ministry of Health and Long Term Care requirements for renewal of ‘B’ class beds to ‘A’ class beds. An additional 36 new licensed Long Term Care beds have been included in the project for a total of 143 beds.

In conjunction with the Long Term Care home, this development will also provide alternative housing options for seniors. The redevelopment of Georgian Manor into Georgian Village will provide 43 Assisted Living units, 40 Affordable Housing units, 17 Life Lease Garden detached and semi-detached homes and 40 Life Lease condo style units. Georgian Village project costs are expected to be $74M.

Funding through various programs will cover 67.1% or $49.65M (2010 dollars) of the Georgian Village project cost, resulting in an overall cost to the County of $24.34M or 32.9%. The Ministry of Health and Long Term Care and the Local Health Integration Network will be providing capital funding of $14.30 per resident per day paid for a period of 25 year, to assist with the redevelopment of the Class B beds to A beds. This will amount to approximately $733K per year totalling $18.7M in 2012 dollars based on 143 beds. This funding will begin being cash flowed when the project is substantially completed.

Funding consists of:

• Life Lease Sales $13.4M • Ministry of Health and Long Term Care B/C funding over 25 years $14.0M • Local Health Integration Network 36 Interim Bed funding $4.7M • Ministry of Municipal Affairs and Housing (Affordable Housing program) funding over

20 years $1.8M • Federal Affordable Housing program funding $1.0M • Development Charges $8.0M • Contribution from Homes Contingency Reserve $6.5M • Ministry of Health and Long Term Care one-time funding $250K

Georgian Village capital project 2011 costs total $21.2M and will be funded in part by development charge reserves of $2.1M, $532K from federal grants for the affordable housing capital portion of the project and onetime funding of $250K will be used to offset design, development and architect fees.



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. Waste Management Strategy initiatives include:

• Institutional Curbside Collection program • Exporting County waste • Expanded Household Hazardous Waste collection at existing HHW waste facilities • New Household Hazardous Waste depot located in Bradford West Gwillimbury at

the Site 16 facility • Diversion of additional materials at waste facilities, e.g. Mattresses, textiles, window

glass • Expanded Dry Waste transfer inside the County • Expanded outreach for recycling through more advertising, promotion and education

The 2011 budget addresses several key initiatives from the Waste Management Strategy. A recycling and waste diversion program has been rolled out to the Board of Education, and in 2011 is anticipated to be extended to a select group of institutional customers including hospitals, homes for the aged, municipal offices and high schools.

Dry waste transfer will be expanded upon inside the County through the construction of two new dry waste facilities. This will allow for the diversion of residential facility drop-off wastes away from landfill sites which are able to take curbside wastes, thereby preserving their disposal capacity.

In 2008 County Council, recognizing the impact that growth has on the County services, approved the expansion of the administration centre. The addition will add 69,114 sq feet including a new front entrance and will accommodate staff for the foreseeable future. Planning began in the fall of 2008 and through 2009 in order to meet occupancy in 2011. The 2011 costs are projected to be $7.4M of the $24.7M project.

Financial Summary Analysis – Tangible Capital Assets

The Tangible Capital Asset Funding Summary shown as Schedule 1 illustrates the proposed tangible capital asset acquisitions with corresponding funding for each asset. Total acquisitions including 2010 carryover projects equal $62.2M of which reserves fund $7.5M, gas tax revenues provide asset funding of $1.0M, development charge revenues of $11.5M, the Cities of Barrie and Orillia provide funding of $986K and other external revenues of $1.6M.

The projects marked with an “ *** ” are considered to be fully or partially related to development anticipated to occur in the County over the period 2010 to 2031 and will be considered as part of the County’s 2011 Development Charge Study. The County considers these projects to have committed excess capacity related to development that will be considered for funding from future development charge revenues.

Schedule 2 outlines the County fleet inventory and the impact on the proposed budget. Vehicles are defined in our Tangible Capital Asset policy as “A means of transportation for persons, things or designed to be towed behind.” Items that are included are automobiles, trucks, ATV’s and trailers.


2011 Budget Executive Summary Schedule 1 - Tangible Capital Asset Funding Summary

Dept Page Project DescriptionProject Cost

2010 Carryover Budget Financing Reserves

Reserves Carryover Gas Tax

Development Charges Carryover

Development Charges

2011Barrie & Orillia Other

County Impact

17 VAN REPLACEMENT 38 0 38 38 Library 18 2011 LIBRARY MATERIALS (i.e. BOOKS) 111 0 111 (55) 56

Total Library $149 $0 $149 $0 $0 $0 $0 $0 ($55) $0 $0 $94

Procurement 33 ADMINISTRATION CENTRE ADDITION 24,700 6,900 500 (7,400) 0 Fleet & 32 THERMAL IMAGING CAMERA 25 0 25 25

Property 0 Total Purchasing, Fleet and Property $24,725 $6,900 $525 ($7,400) $0 $0 $0 $0 $0 $0 $0 $25

Information 37 LONG TERM CARE RESIDENT SECURITY SYSTEM 49 0 49 49 Technology to PARAMEDIC MOBILE INTERNET 118 0 118 118

38 WASTE COLLECTION VEHICLE TRACKING 54 0 54 54 ONTARIO WORKS PAGING SYSTEM IN BARRIE 10 0 10 10 COMMUNICATIONS INFORMATION PANELS 39 0 39 39 ADMIN CENTRE PAGING 49 0 49 49 TAPE BACKUP SYSTEM 55 0 55 55 SCAN CORE ROUTER 4506-E 44 0 44 44 SERVER SWITCH STACK 16 0 16 16 DISK STORAGE SYSTEM (SAN) 177 0 177 177 ERP SERVER REPLACEMENT (DEV & QAS) 44 0 44 44 LONG TERM CARE NURSE CALL -TRILLIUM/SUNSET 368 0 368 368 PORTABLE SMARTBOARD, ADMIN CENTRE 16 0 16 16 BUSINESS ANALYTICS (BI REPLACEMENT) 79 0 79 79 Total Information Technology $1,119 $0 $1,119 $0 $0 $0 $0 $0 $0 $0 $0 $1,119

Local 89 PARKING LOT 25 NAPIER STREET 46 0 46 (15) 31 Housing 88 SITE IMPROVEMENTS 1 BLAKE STREET 168 0 168 (55) 113

CorpTotal Local Housing Corporation $214 $0 $214 $0 $0 $0 $0 $0 $0 ($70) $0 $144

51 AMBULANCE PURCHASES 675 0 675 (221) 454 Paramedics 57 AMBULANCE REFURBISH 165 0 165 (54) 111

56 PATIENT CARE SIMULATION TRAINING EQUIP 14 0 14 (4) 9 55 CONVEYANCE EQUIPMENT 135 0 135 (44) 91 52 NEW TECUMSETH STATION - BEETON 100 0 100 (67) (33) 0 58 PROPERTY INVESTIGATION/ACQUISITION 100 0 100 (33) 67 54 MASK FIT TESTING EQUIPMENT 19 0 19 (6) 13 53 NEW TECUMSETH STATION - ALLISTON 1,518 0 1,518 (497) 1,021

Total Paramedics $2,726 $0 $2,726 $0 $0 $0 $0 $0 ($67) ($893) $0 $1,766 73 GEORGIAN MANOR - SANITIZER 12 0 12 (9) (3) 0

Long Term to GEORGIAN MANOR - HI/LO BEDS 15 0 15 (12) (3) 0 Care 74 SIMCOE MANOR - SANITIZER 12 0 12 (9) (3) 0

SIMCOE MANOR - HI/LO BEDS 15 0 15 (12) (3) 0 SUNSET MANOR - HI/LO BEDS 30 0 30 (30) 0 SUNSET MANOR - CAMBRO UNIT HOT/COLD 14 0 14 (11) (3) 0 TRILLIUM MANOR - HI/LO BEDS 15 0 15 (12) (3) 0 TRILLIUM MANOR - SANITIZER 12 0 12 (9) (3) 0 TRILLIUM MANOR - TUB LIFT 11 0 11 (9) (2) 0

75 GEORGIAN VILLAGE 73,990 15,000 6,154 (18,292) (2,080) (782) 0 Total Long Term Care $74,126 $15,000 $6,290 ($18,292) ($113) $0 $0 ($2,080) $0 ($23) ($782) $0

Solid 116 MATTRESS & GLASS RECYC PROGRAM INFRASTR 400 0 400 (400) 0 Waste 111 SITE SUPERVISOR 4x4 PICKUP 36 0 36 36

Management 115 SCREENING BERM - SITE 2 300 0 300 (300) 0 Facilities 121 50 YARD BINS (5) 35 0 35 35

114 SANITARY SEWER CONNECTION - SITE 15 150 0 150 (150) 0 108 EXPANDED DRY WASTE TRANSFER 100 0 100 (100) 0 108 EXPANDED DRY WASTE TSF - PUP TRAILERS (2) 90 0 90 90 120 ORGANIC COMPOSTING FACILITY 150 0 150 (100) 50 117 LOADERS & ATTACHMENTS - SITE 10 & 16 620 0 620 (620) 0 109 INSTITUTION CURBSIDE EXPANSION TRUCK/BINS 195 0 195 195 122 2 WAY RADIOS - VEHICLE LOCATION VIA GPS 27 0 27 27 107 HOUSEHOLD HAZARDOUS WASTE DEPOT SITE11 130 0 130 (130) 0 119 CURBSIDE GARBAGE TSF SITE 10 150 0 150 (150) 0 119 CURBSIDE GARBAGE TSF SITE 11 150 0 150 (150) 0 118 LAND PURCHASES 1,500 1,000 500 (500) (1,000) 0 113 SITE 25 CREEMORE REMEDIATION 480 480 0 (480) 0 112 SITE 52 CONSTR OF NEW DIVERSION AREA 410 110 300 (300) (110) 0

Total Environmental Facilities $4,923 $1,590 $3,333 $0 ($2,600) ($1,590) $0 $0 $0 $0 ($300) $433 Forestry 129 4 x 4 PICK UP TRUCK 35 0 35 (35) 0

Total Forestry $35 $0 $35 $0 ($35) $0 $0 $0 $0 $0 $0 $0

The Corporation of the County of Simcoe (in thousands) 2011 Capital List by Department


2011 Budget Executive Summary Schedule 1 - Tangible Capital Asset Funding Summary (continued)

Dept Page Project DescriptionProject Cost

2010 Carryover Budget Financing Reserves

Reserves Carryover Gas Tax

Development Charges Carryover

Development Charges

2011Barrie & Orillia Other

County Impact

Transportation & Engineering Construction

92 to 94

CONSULTING, DESIGN & INVESTIGATION ON OTHER COUNTY ROAD CAPITAL PROJECTS 50 0 50 (50) 0 Total Transportation & Engineering Construction

(New) $50 $0 $50 $0 ($50) $0 $0 $0 $0 $0 $0 $0

92 CR 90 - CONSTRUCTION*** 45,000 500 3,000 (140) (360) (2,438) 563 to CR 34 - CONSTRUCTION 500 0 150 0 150 94 CR 19 - MOONSTONE 3,109 0 50 0 50

HURONIA LOOKOUT 250 250 0 (250) 0 CR 44 - CONSTRUCTION 20,000 0 3,000 0 0 (2,438) 562 CR 50 - PHASE 4 - CONSTRUCTION 25,000 0 1,000 (248) 0 (752) 0 CR 88 - PROP, CLEAR, UTIL, FENCE, CONSTR*** 6,000 0 3,000 0 0 (1,411) 1,589 CR 22/42 - WINDBREAK, DESIGN & PROPERTY 300 100 150 (100) 150 CR 95 - CONSTRUCTION, CLEARING, FENCE, UTIL 3,000 100 0 (100) 0 CR 10 - CURVE DESIGN & PROPERTY 1,600 0 150 0 150 SIGNALIZATION IMPROVEMENTS 60 0 60 0 60 CR 4 - PHASE 1/2 - ENVIRONMENTAL ASSESS*** 75,000 150 100 0 (150) 100 CR 21 - ENVIRONMENTAL ASSESSMENT*** 36,000 150 100 0 (150) 100 TRANSPORTATION MASTER PLAN - TRANSIT 50 0 50 0 50 TRANS MASTER PLAN - COMMUTER PARK LOTS 370 170 30 (170) 30 CR 45 REALIGNMENT AT CONC A, LOT 10/11 30 0 30 0 30 Total Transportation & Engineering Construction

(Work in Process) $216,269 $1,420 $10,870 $0 ($248) ($760) $0 ($660) ($7,039) $0 $0 $3,58492 CR 21 & 39 - PROPERTY, UTILITIES*** 1,500 0 150 (150) 0 0 to CR 21 & 54 PROPERTY, CLEARING, UTILITIES, 5,000 500 0 (81) (419) 0 94 CR 89 & 10 - PROPERTY,CLEARING, UTILITIES, 3,500 90 10 (13) (77) 10

CR 40 & WILSON - CONSTRUCTION*** 2,011 1,300 200 (749) (551) 200 CR 27 & MAPLEVIEW - ENGINEERING*** 2,000 100 100 (16) (84) 100 CR 39 & 7 - PROPERTY, UTILITIES *** 1,538 0 150 (150) 0 0 CR 10/WILLOWBY - CONSTRUCTION*** 500 100 400 0 (100) 400 CR 43/WILSON ENVIRO ASSESSMT/ENGINEER*** 4,000 0 75 0 75

Total Intersection (Work in Process) $20,049 $2,090 $1,085 $0 ($300) ($859) $0 ($1,231) $0 $0 $0 $785 92 to CR 4 & 8TH*** 1,000 0 1,000 1,000 94 0

Total Intersection (New) $1,000 $0 $1,000 $0 $0 $0 $0 $0 $0 $0 $0 $1,000 92 LUDLOW BRIDGE - 000341 - CONSTRUCTION*** 1,000 0 900 (450) 450 to MARL CREEK BRIDGE - 022307 1,530 0 1,400 (1,400) 0 94 NOISY RIVER 000262*** 150 0 150 0 (75) 75

HEAVENERS BRIDGE - 000294 - REHAB*** 2,500 0 2,500 (1,394) (1,000) 106 Total Bridges (Work in Process) $5,180 $0 $4,950 ($2,794) $0 $0 ($1,000) $0 $0 $0 ($525) $631

92 ALLISTON BRIDGE 015001 350 40 310 (310) (40) 0 to FLAT RAPIDS 000291 - CONSTRUCTION 50 50 0 (50) 0 94 WILLOW CREEK BRIDGE 50 50 50

Total Bridge (New) $450 $90 $360 $0 ($310) ($90) $0 $0 $0 $0 $0 $50 92 NORTH RIVER BRIDGE - 17068 - EA & DESIGN 1,500 20 10 (20) 10 to 056170 > BEAR CREEK BRIDGE - DESIGN*** 2,000 60 0 (60) 0 94 CR 92 CULVERTS 092062, 092069, 092072 3,000 120 0 (120) 0

HART BRIDGE - 044165 2,000 0 20 20 COLLINGWOOD 000141*** 2,500 20 20 (20) 20 VIGO BRIDGE 000211*** 4,000 110 0 (110) 0 BROWNS 092060 1,500 30 0 (30) 0 ADJ/TOS BOUNDARY BRIDGE 000342*** 50 0 50 0 50 RAWNS BRIDGE 9082 - DESIGN 1,000 0 100 0 100 COMARTIN BRIDGE 010448 (ENGINEERING FEES) 50 40 0 (40) 0 EADY BRIDGE 019024 (ENGINEERING FEES) 50 40 0 (40) 0 PATTON BRIDGE 012050 (ENGINEERING FEES) 50 40 0 (40) 0 WEBSTERVILLE BRIDGE 009163 (ENGINEERING) 50 40 0 (40) 0 THOMPSON CULVERT - 10122 - DESIGN 60 0 60 60 SEVERN RIVER 052078 (ENGINEERING FEES) 70 0 70 70 CR 27 CROSS CULVERTS - PROPERTY 100 0 100 100

Total Bridge (Design) $17,980 $520 $430 $0 $0 ($520) $0 $0 $0 $0 $0 $430 95 TRUCKS (2) - 726-05 & 755-06 REPLACEMENT 72 0 72 72

Total Transportation & Engineering Construction Vehicles $72 $0 $72 $0 $0 $0 $0 $0 $0 $0 $0 $72

103 BEETON GARAGE 2,350 379 0 (379) 0 101 PLOW FOR GARAGE #5 (211-95 REPLACEMENT) 200 0 200 200 101 PLOW FOR GARAGE #5 (134-97 REPLACEMENT) 200 0 200 200 101 PLOW FOR GARAGE #6 (136-97 REPLACEMENT) 200 0 200 200 101 PLOW FOR GARAGE #4 (132-00 REPLACEMENT) 200 0 200 200 99 1 TON TRUCK FOR GARAGE #3 (720-05 REPL) 45 0 45 45 99 1 TON TRUCK FOR GARAGE #4 (712-05 REPL) 45 0 45 45 100 TRACTOR FOR GARAGE #4 (412-88 REPL) 55 0 55 55 102 PICK UP TRUCK FOR GARAGE #1 (707-04 REPL) 25 0 25 25 102 PICK UP TRUCK FOR GARAGE #3 (708-07 REPL) 25 0 25 25

Total Transportation & Engineering Maintenance $3,345 $379 $995 $0 $0 $0 $0 ($379) $0 $0 $0 $995 Total Transportation & Engineering $264,395 $4,499 $19,812 ($2,794) ($908) ($2,229) ($1,000) ($2,270) ($7,039) $0 ($525) $7,547

TOTAL ALL COUNTY $372,411 $27,989 $34,202 ($28,486) ($3,656) ($3,819) ($1,000) ($4,350) ($7,161) ($986) ($1,607) $11,126

Transportation & Engineering Maintenance

The Corporation of the County of Simcoe (in thousands) 2011 Capital List by Department


2011 Budget Executive Summary Schedule 2 - County Fleet Inventory

Note Vehicles Include: Plow, Van, Bus, Car, Truck, ATV, Various Trailer types, Tractors, Dozer, Wood chipper, Grader, Loader, Tar Tank, Tar Kettle, Compressor, Backhoe. Generators, Compactor, Forklift, Screening Plant, Tire De-Rimmer

DepartmentVehicle

2010 Vehicle2011 Budget

$ 2011 Budget Purchases Disposal

Transfer Out

# Transfer

Out Transfer In

# Transfer

In

TotalVehicles

2011Transportation &

Engineering Construction 1 Truck 36,000 1 -1

1 Truck 36,000 1 -12 $72,000 2 -2 0 0 2

Transportation & Engineering Maintenance 1 Plow 200,000 1 -1

1 Plow 200,000 1 -11 Plow 200,000 1 -11 Plow 200,000 1 -11 Pick up 25,000 1 -11 Pick up 25,000 1 -11 1 Ton 45,000 1 -11 1 Ton 45,000 1 -11 Tractor 55,000 1 -11 Wood chipper 18,000 1 -194 Other Vehicles

104 $1,013,000 10 -10 0 0 104Emergency

Planning 5 Other Vehicles 0 0 0 0 51 Loader 310,000 1 -1

Solid Waste 1 Loader 310,000 1 -1Management 1 Pick up 36,000 1 -1

Facilities Service Truck -1 From Paramedics 11 Front Load Truck 195,000 1

Pup Trailer 90,000 271 Other Vehicles75 Other Vehicles 941,000 6 -4 0 1 78

Paramedic Services 1 Ambulance 135,000 1 to Enviro -1

1 Ambulance 135,000 1 -11 Ambulance 135,000 1 -11 Ambulance 135,000 1 -11 Ambulance 135,000 1 -154 Other Vehicles59 $675,000 5 -4 -1 0 59

Procurement Fleet & Property 5 Other Vehicles 0 0 0 0 0 5

Forestry Pick up 35,000 11 ATV 10,000 1 -16 Other Vehicles7 45,000 2 -1 0 0 8

Library 1 Other Vehicles 38,000 1 -1 0 0 1

Museum 6 Other Vehicles $0 0 -1 0 0 5

Warden 1 Automobile $0 0 0 0 0 1

Tourism Simcoe 1 Van $0 0 0 0 0 1

By Law 2 Other Vehicles $0 0 0 0 0 2

Long Term Care 7 Other Vehicles $0 0 0 0 0 7

275 Total Vehicles $2,784,000 26 -23 -1 1 278



General Highlights

Simcoe County’s assessment growth for 2011 is projected at 1.0% based on MPAC data at September, 2010. Overall, there is an assumed County levy increase of 1.5%. A conservative estimate has been incorporated in 2011 for County development charges receipts of $6.8M based on 2010 building permit trends. These funds will be allocated to the following reserves and withdrawn from these reserves to fund growth related projects: Library Services, Paramedic Services, Long Term Care, Child Care Services, Social Housing, Public Works, General Government and Roads & Related.

Financing for major capital works enables Council to proactively complete much needed projects in Long Term Care, the Administration Centre, Transportation and Engineering and Solid Waste Management departments. Such financing may comprise debt, increased development charges over the present estimate, and sourcing any other available government or private funding. Overall the net funding required in the acquisition of Tangible Capital Assets is $28.5M for 2011.

The balance of the long term debt reported on the 2009 audited financial statements was $34.8M. Included in this balance was Social Housing debt of $16.1M. This debt was downloaded with the Social Housing program in 2001. Payments have been included in the Social Housing annual budget. Also included in the above long term debt amount is $18.7M that is payable to the member municipalities for the acquisition of waste disposal properties and payments are included in the Environmental facilities budget.

Other unfunded capital of $30.6M has been financed with the County’s cash balances therefore reducing interest costs. As approved in previous budgets these capital funds will be converted to long term debt as required.

In continuation of the 10 year commitment to the Hospital Alliance of $30.0M the 2011 budget provides for $3.0M to be added to the Hospital Reserve. These funds will be distributed based on recommendations from the Hospital Alliance, as approved by Council. Other material additions to reserves include surplus Forestry funds of $376K, transfer from the Museum budget to Forestry reserve of $70K. Transfer from reserves assumes $3.0M will be distributed from the Hospital reserve on recommendation from the Hospital Alliance.

Funding to Lakehead University of $500K of the $10.0M request and Georgian College of $400K of the $2.0M request, has also been included. In 2009 and 2010, County Council has provided an investment equaling the above amounts $1.0M for Lakehead University and $800K for Georgian College, despite no annual commitment to support these expenditures.



Salaries, Wages and Benefits have increased over the 2010 budget plan. The breakdown for the 2011 budget plan is as follows:

1. Cost of living increases for non union staff of 1.0% and for unionized staff per existing collective agreements totaling $2.8M.

2. 2011 proposed staff enhancements of 17.7 FTE’s (1.59% of total County FTE’s) equaling $1.2M

3. 2010 Council approved enhancements of $993K 4. In 2011 OMERS will increase by 1% increase for both the employee and employer

contribution portion. The budget contains an increase of $600K for OMERS employer portion.

The above changes have resulted in total salaries and benefits increasing by $5.6M. The Ontario Harmonized Sales Tax (OHST) is composed of an 8% Ontario Value-added tax and 5% GST. The full year impact is projected to be $1.3M.

Department Operating Highlights Paramedic Services 2011 funding from the Ministry of Health and Long Term Care (MOHLTC) has been conservatively estimated to increase by $1.1M over the 2010 funding level. This estimate is based on Provincial commitments of 50% funding of the qualifying expenditures.

Long Term Care funding for 2011 has increased by $1.1M. These funds are related to increases in Ministry of Health and Long Term Care funding and user-fee revenues. These estimates are based on historical trends where the Ministry of Health and Long Term Care (MOHLTC) provides base funding increases of 2.5% annually.

The Ontario Disability Support Program (ODSP) 2011 budget reflects the increase in provincial funding from 90% to 100% effective March 1, 2011. The impact to the budget results in a savings of $8.9M in municipal costs which are cost shared with the cities of Barrie and Orillia. The net impact to the County of Simcoe is a reduction of $4.4M, while Barrie’s portion is $2.9M and Orillia’s is $1.6M. The Ontario Works 2011 budget continued to increase significantly from 2010 as a result of rising caseloads due to the recession. The budget allowed for a caseload cost increase of 14% as well as a 2% legislative increase in benefit rates in 2011. The increase in net municipal costs is approximately $2.8M. The County’s share is $1.4M, Barrie’s share is $1.1M and Orillia’s is $346K. Beginning in 2010, the Province began phasing in the upload of the municipal portion of Ontario Works (OW) benefits (income and employment assistance) over nine years. The following chart illustrates the percentage upload per year and the municipal impact.



Non Profit Housing’s provincial programs include the Social Housing Renovation and Retrofit Program (SHRRP) which will provide provincial funding of $3.2M. This program will be used to repair social housing units and provide for more energy efficient upgrades. Other programs include Strong Communities Rent Supplement ($662K), Housing Allowance rent supplement ($253K) and the Renewable energy Initiative ($904K). Transportation and Engineering maintenance department is responsible for maintenance of approximately 1,700 lane kilometers of various high level roadway classes over a large geographic area. Transportation and Engineering construction operations budgets includes $7.2M for the rehabilitation, asphalt resurfacing and micro surfacing of various County roads. These expenditures have been offset by $7M in gas tax revenues. The Solid Waste Management Collections 2011 budget equals the waste levy requirement. In 2011 the increase is $780K. In addition an allocation of $0.80 per bag tag is being used to help fund diversion activities at the landfill sites. Increased advertising, promotion and education programs are being implemented as outlined in the Waste Management Strategy. The Waste Management Strategy included a recommendation to establish a method of building reserves to fund future waste initiatives. A transfer to reserves of $825K has been included.

Uploading Ontario Works Analysis(Based on 2011 Budget plus annual cost increases)

2011 2012 2013 2014 2015 2016 2017 2018Budget

OW Financial and Employment Assistance

OW Benefit % Municipal Share 18.80% 17.20% 14.20% 11.40% 8.60% 5.80% 2.80% 0.00%County Annual Savings 429,614 1,102,677 2,512,527 4,098,018 5,975,483 8,187,460 10,908,925 13,953,276Barrie Annual Savings 371,328 953,074 2,171,648 3,542,032 5,164,777 7,076,651 9,428,889 12,060,207Orillia Annual Savings 106,950 274,504 625,477 1,020,175 1,487,557 2,038,214 2,715,705 3,473,576 Total Municipal Savings 907,891 2,330,255 5,309,652 8,660,225 12,627,816 17,302,324 23,053,519 29,487,059



2010 2010 2011 2011 2011FTE'S PER DEPARTMENT Budget Approved Reallocation Enhancements Budget

CAO Office Warden 1.0 1.0CAO / Clerks 9.3 9.3Communications 4.0 4.0Customer Service 8.1 8.1Archives 5.3 5.3

Finance & AdministrationHuman Resources 16.3 0.3 16.6Information Technology 27.0 3.0 2.0 32.0Finance 29.0 1.0 30.0Purchasing, Fleet & Property 17.3 -0.6 0.6 17.3

Health Services Health & Cultural Services 3.0 3.0Emergency Services 2.0 2.0Paramedic Services 189.7 0.6 0.4 190.7 *Long Term Care 406.7 0.4 8.6 415.7 *

Social Services Ontario Works 144.8 2.0 146.8 *Social Housing - LHC 29.9 29.9Social Housing - NP 8.0 1.0 9.0Children & Community Service 21.3 0.3 21.6

Cultural Library 5.0 5.0Museum 21.8 21.8Tourism Simcoe County 3.3 3.3

Corporate Services Corporate Service 7.0 7.0Roads 70.6 70.6Environmental Services 60.7 3.0 2.2 65.9By Law 2.0 2.0Forestry 3.6 0.3 3.9Planning 8.3 8.3TOTAL 1,105.1 7.4 0.0 17.7 1,130.2

2011 Budget Net Change 17.7 1.59% of total FTE's* Note: Indicates Partially subsidized

STAFFING REQUIREMENTS2011 BUDGET

Division Department Title# of FTE

Wages & Benefits

Temporary/ Student Wages Comment

Solid Waste Management 1 - Roll Off Fleet Driver 1.0 58,934Site Attendant 1.0 52,013Student - Increase hours 0.2 5,077

Forestry 9 month contract less 1 student 0.3 40,200 -1 Student -9,030 Replace 1 student with 9 month contractHR ERP Backfill 0.3 38,205Finance Accounting Clerk 1.0 65,248Information Technology Web Analyst 1.0 86,574

Client Service representative 1.0 64,534Purchasing, Fleet & Property Inventory Supervisor 0.6

Purchasing Coordinator 63,603 -49,690 Increase in benefits onlyChildren and Community Services Student 0.3 9,572Ontario Works Addiction Services Initiative - Employment Services 2.0 149,340

Paramedics Inventory Supervisor 0.4 70,633 Includes 0.6 FTE Transferred from Long Term Care Personal Support Workers 6.6 417,074

Education Co-Ordinator 1.0 75,798Food Service Workers 1.0 67,006

17.7 $1,263,811 0.0 ($58,720)

2011 Budget Net Change 17.7 1,205,091$

Wages & Benefits2011 Staffing Enhancements

Total Salary Enhancements

Corporate Performance

Social & Community

ServicesHealth &

EmergencyServices

Engineering, Planning &

Environment



Department 2011 Budget 2010 Budget2011 Budget to

2010 Budget Variance $

2011 Budget to2010 Budget Variance %

Warden 996 1,001 (6) -0.6%CAO / Clerks Office 1,221 1,200 21 1.7%Communications 1,181 1,401 (220) -15.7%Customer Service 654 630 24 3.9%Archives 472 1,769 (1,296) -73.3%Finance 2,963 2,880 84 2.9%Human Resources 2,735 2,708 27 1.0%Information Technology 6,415 7,186 (772) -10.7%Purchasing, Fleet & Property 11,002 25,929 (14,927) -57.6%General Municipal Services (105,013) (107,258) 2,246 -2.1%Ontario Works $8,665 $7,283 $1,383 19.0%Ontario Disability Support Program $903 $5,272 ($4,370) -82.9%Children & Community Services $3,001 $3,002 ($0) 0.0%Non Profit Housing $9,056 $9,116 ($60) -0.7%Local Housing Corporation $2,969 $2,697 $272 10.1%Paramedics 10,677 9,718 959 9.9%Long Term Care 21,093 12,937 8,156 63.0%Emergency Planning 316 270 45 16.8%Library 569 492 77 15.6%Museum 1,514 1,978 (464) -23.5%Transporation & Engineering Maintenance 10,446 10,949 (503) -5.4%Transporation & Engineering Construction 11,712 14,501 (2,788) -19.2%Solid Waste Management Facilities 2,764 3,874 (1,110) -28.7%Solid Waste Management Collections 19,714 18,935 779 4.1%Forestry 35 33 1 3.8%By Law 126 121 5 4.0%Tourism Simcoe County 310 255 56 21.8%Planning 1,989 1,696 293 17.3%

Consolidated Capital and Operations $28,486 $40,575 ($12,088) -29.8%

2011 Total Budget RequirementsBy Department

Capital & Operating$000's



Preliminary based on 2010 year end assessment. 2011 assessment is the third year of a 4 year phase in period. The value could impact a shift between classes and municipalities.

2010 Levy 99,600,000$

Levy % increaseIncrease over 2010 Levy

1,000,000 1.00%5,000,000 5.02%

10,000,000 10.04%

1% Levy increase equals $996,000

Levy Impact

$100,000 Increase $200,000 Increase $300,000 Increase2010 $274.62 $549.23 $823.85

2011 at 1.50% $278.74 $4.12 $557.47 $8.24 $836.21 $12.36

Approximate Tax Impact per Residential Property Assessment

1.50%

1.0% 1.5% 2.0% 3.0%

Consolidated Budget Requirements 29,980 29,980 29,980 29,980

Tax Levy increase revenue 996 1,494 1,991 2,987Other Funding/Financing Sources 28,985 28,486 27,989 26,994

29,980 29,980 29,980 29,980

Financing AlternativesLevy Increase



Note: 2011 levy = 2010 Levy + 1% growth + 1.5% budgeted levy increase

Levy Support Area% of Tax Dollars ($000's)

Per $100,000 Residential Assessment

Value

Ontario Works and Ontario Disability Support Plan 12.2% 12,308 33.94Paramedics (Land Ambulance) 13.1% 13,205 36.41Social Housing 12.7% 12,868 35.48Health Unit, MPAC, Hospital Support 11.4% 11,473 31.64Transportation & Engineering 20.9% 21,140 58.29Operational & Statutory Support 8.4% 8,515 23.48Solid Waste Management 4.5% 4,543 12.53Long Term Care 6.5% 6,530 18.01Cultural 3.2% 3,197 8.82Children's & Community Services 3.7% 3,702 10.21Planning, Economic Development and Tourism 2.6% 2,638 7.28Emergency Preparedness 0.4% 427 1.18Forestry/By-Law Enforcement 0.5% 534 1.47

Total Taxes based on Services listed above: 100.0% 101,081 $278.74* All numbers are rounded

How Your Tax Dollars Work

$293.11$260.61 $253.80 $257.57 $257.61 $266.14 $271.66

$280.58 $296.59$311.99

$328.32 $341.27 $344.32$345.72

$0.00

$40.00

$80.00

$120.00

$160.00

$200.00

$240.00

$280.00

$320.00

$360.00

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

Bud

get 2

011

Approximate Levy $ per Capita



2011 Total County Expenditures: $407.6M

Long Term Care $38.0

Administration Centre $7.4

Children & Community Services

$24.3

Procurement, Fleet & Property

$4.7

Georgian Village $21.2 General Municipal

$22.2 Transportation &

Engineering $43.5 Solid Waste

Management $42.8

Social Housing $36.5

Social Assistance $108.1

Paramedics $35.3

Other $23.6

In Millions

2011 Total County Capital Project: $62.2M

Georgian Village$21.2

Paramedics$2.7

Transportation & Engineering

$24.3

Solid Waste Management

$4.9

All Other$1.7

Administrative Centre$7.4

All Other Includes: Social Housing, Long Term Care, Information Technology, Library, Forestry & Procurement, Fleet & Property

In Millions



Cities of Barrie and Orillia Summary

Note: 2011 budgeted cost sharing contributions from Barrie and Orillia reflect the 2006-2010 Municipal Services Management agreement.

Barrie and Orillia Budget Budget % '000 of Dollars 2011 2010 Variance Variance

Simcoe County Housing CorporationBarrie Total 1,346 1,236 110 9%Orillia Total 304 281 23 8%

Non Profit HousingBarrie Total 3,697 3,681 16 0%Orillia Total 835 838 -3 0%

Long Term CareBarrie Total 977 820 157 19%Orillia Total 986 825 161 20%

Paramedics ServicesBarrie Total 5,234 4,952 282 6%Orillia Total 1,183 1,128 55 5%

Ontario WorksBarrie Total 9,684 8,593 1,092 13%Orillia Total 2,789 2,443 346 14%

Ontario Disability Support ProgramBarrie Total 608 3,506 -2,898 -83%Orillia Total 328 1,938 -1,610 -83%

Children and Community ServicesBarrie Total 2,017 1,904 113 6%Orillia Total 639 641 -2 0%

Summary:Barrie Total 23,563 24,692 -1,128 -5%Orillia Total 7,064 8,093 -1,030 -13%Total recovery 30,627 32,785 -2,158 -7%



Note: Current development charge rates are not sufficient to provide funding to growth related projects.

Projected Reserves 2011

Reserves2010 Draft Year

End Balance

2011 Budget Transfer To

Reserves Operating


Reserves Capital

2011 Transfer Budget From

Reserves Operating


Reserves Capital 2011 Budget

Year End Balance

Archives Contingency Reserve 451 30 481 Museum Contingency Reserve 83 5 50 38 Forestry Reserve 5,861 446 35 6,272 Homes Contingency Reserve 3,767 440 83 3,244 General Contingency Reserve 7,453 15 3,606 3,863 Social Services Reserve 1,627 200 1,827 Simcoe Village Reserve 329 23 352 Roads Contingency Reserve 13,012 2,837 10,175 Paramedic Contingency Reserve 521 100 621 Administration Building Contingency Reserve 732 150 882 Huronia Tourism Reserve 82 82 Social Housing Reserve 2,828 181 3,009 Waste Management Contingency Reserve 3,248 3,342 270 4,190 2,130 Sunset Village Reserve 228 21 52 198 Harriet Reserve 4 4 Social Housing - DOOR 2,951 41 2,911

Total Reserves 43,178$ 4,513$ -$ 4,459$ 7,145$ 36,087$

Reserves Funds 2010 Draft Year

End Balance


Reserves Operating


Reserves Capital


Reserves Operating



Year End Balance

Georgian Manor 11 11 Simcoe Manor 28 28 Sunset Manor 112 112 Trillium Manor 23 23 Simcoe Village 2 2 Sunset Village Replacement 383 383 Alcona Development 422 300 122 Hospital Reserve 5,967 3,000 3,000 5,967

Total Reserves Funds 6,948$ 3,000$ -$ 3,000$ 300$ 6,648$

Obligatory Reserves Funds 2010 Draft Year

End Balance


Reserves Operating


Reserves Capital


Reserves Operating



Year End Balance

Gas Tax - 7,051 1,000 7,051 1,000 - Library Development Charge Reserve 59 49 55 52 Paramedic Development Charge Reserve 12 132 67 77 Long Term Care Development Charge Reserve 4,673 1,050 2,080 3,643 Child Care Development Charge Reserve 29 6 36 Social Housing Development Charge Reserve 77 74 151 Public Works Development Charge Reserve (713) 209 379 (883)General Government Development Charge Reserve (41) 67 31 (4)Roads & Related Development Charge Reserve 3,833 5,185 8,930 89

Total Obligatory Reserves Funds 7,928$ 7,051$ 7,773$ 7,082$ 12,511$ 3,160$

Trust Funds 2010 Draft Year

End Balance


Reserves Operating


Reserves Capital


Reserves Operating



Year End Balance

Estate of S.O. Bain 169 7 162 Estate of H.P. Brown 556 23 534 Pierce Fund 2 2 Honor Guard 12 3 14

Total Trust Funds 740$ 3$ -$ -$ 30$ 712$

Grand Total 58,793$ 14,567$ 7,773$ 14,540$ 19,986$ 46,608$



Development Charges

$6,773$6,779$7,014

$9,956

$6,160

0

2,000

4,000

6,000

8,000

10,000

12,000

2007 2008 2009 Projected 2010 Budget 2011

Year

$

In Millions



Financial Principles & Policies

The County has recognized the need to adopt a budgeting process with a holistic approach to financial management, one that balances fiscal stewardship and service delivery within a long term financial planning horizon. The 2011 Budget incorporates our Long-Term Business Plan principles to manage the financial decisions of the County of Simcoe. These principles include:

1. Ensure Long-Term Financial Sustainability • Determine on a multi-year basis the financial requirements for operating and capital needs • Identify the funding gap between revenues and expenditures • Ensure there are sufficient revenues to meet long-term operating and financial requirements and

balance spending with revenue and funding capacity • Plan for the replacement of assets through asset management and the development of replacement

reserves

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 • Develop key performance measures for each program area and incorporate performance metrics in

departmental and financial reporting

3. User Fees • Ensure that user fees keep pace with increases in program operating costs • Consider full burdened costing when establishing user fees

4. Manage tangible capital assets to maximize long-term community benefit • Maintain the County’s assets in a ‘state of good repair' by implementing asset management

principles to provide for the repair and future replacement of assets

5. Implement a capital funding plan to address the County’s requirements • Combine long-term planning, budgeting and forecasting into a comprehensive integrated process • Utilize new asset management tools to administer corporate assets, from the preventative

maintenance and replacement perspective • Utilize the long-term plans to evaluate funding models and develop appropriate levels of financing • Issue debt for terms consistent with the life of the funded assets

6. Maintain reserves at appropriate levels • Establish reserves to provide funding for future liabilities and asset replacement and protection

7. Prudent Investment Management • Invest the County’s reserves and funds to achieve optimum return within appropriate risk tolerances

and reasonably matched to the timing of liabilities and payouts



Key Assumptions, Risks & Opportunities

• Estimated wage increases resulting from current and planned contract negotiations and

the non union compensation plan have been included

• Internal administration overhead is allocated to each of the direct services areas. The departments that make up the overhead allocation are Procurement Fleet & Property, Information Technology, Human Resources, Finance, and the CAO and Clerk. The methodology used is simple, intuitive, easy to understand and implement while providing reasonably accurate allocations

• Each department has an operational budget and a tangible capital asset budget which

will include carry-over projects, operational enhancements, mandated and non-mandated projects

• Operational enhancements and tangible capital projects are supported by a project

report or detailed explanation. All projects must support the department’s mandate and the County’s strategy. Operational enhancements are operational changes to existing service/budget levels which are new for the coming year and are expected to become ongoing annual expenses into future years

• Other risks which have not been addressed in the budget:

Closure of the US border for Canadian waste exports resulting in greater requirement for waste to be directed to local landfills

Downturn in the economy beyond current estimates (i.e. amplified pressure on County’s services and user fees)

Inadequate social housing provider reserves to sustain/maintain assets over the long term

An increase in social housing projects encountering difficulty Future collective agreements and interest arbitration settlements Increases in infrastructure requirements

• Possible Opportunities not included in the budget: Increase in Development Charges Analyze County assets (i.e. housing, lands) to realize market appreciation Implementation of new user fees as outlined in the user fee by-law Municipal partnerships to achieve economies of scale in common service areas. Taking advantage of additional borrowing opportunities (i.e. low interest rates)


2011 budget executive summary - simcoe county executive... · 2014-11-28 · 2011 budget executive...

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