Wscos - 010599 1st Choice

2021 VISION
TEN-YEAR STRATEGIC PLAN

2011
Office of the Warden and CAO County Clerks Department
simcoe.ca
C O R P O R AT E C O M M U N I C AT I O N S D E PA R T M E N T
V3
INDEX 2011 Ten-Year Strategic Plan 1. INTRODUCTION 2. STRATEGIC PLAN PROCESS

a. Strategic Plan Workshop b. Strategic Plan Alignment c. Strategic Plan in Action d. Term of the Strategic Plan e. Use of the Strategic Plan f. Long Term Financial Plan
Page 2 Page 3
3. THE COUNTY OF SIMCOE STRATEGIC PLAN

a. Vision Statement b. Mission Statement c. Values Statement d. Strategic Directions and Priority Strategic Action Statements e. Framework for Delivering Results f. Strategic Plan in Action
Page 5
4. STRATEGIC PLAN IN ACTION UPDATE

a. Corporate Services Committee b. Human Services Committee c. Performance Management Committee
Page 12
5. PROJECTED LONG TERM BUSINESS PLAN

a. Financial Principles b. Ten-year Projection of operating costs and capital spending requirements c. Key Department Goals d. Overview e. Highlights f. Charts and Tables g. Summary h. 2011 Long Term Business Plan Assumptions For Years 2012 - 2021
Page 32
Index
2011 TEN-YEAR STRATEGIC PLAN
CORPORATE COMMUNICATIONS DEPARTMENT
2011 Ten-Year Strategic Plan 1. INTRODUCTION WHAT IS STRATEGIC PLANNING?

A process to establish priorities on what will be accomplished in the future. Forces choices to be made on what will be done and what will not be done. Pulls the entire organization together around a single plan. Gives a broad outline on where resources will be allocated.
Strategic planning systematically addresses the Countys purpose, internal and external environment, value to stakeholders, plans for action and long term financial planning. The plan outlines how the County of Simcoe will achieve the Vision and Mission, based on our values. The Strategic Plan serves as a road map that will take us from where we are today to where we want to be in the coming years.
Having a strategic plan is as important to our future as architectural plans are to building a house.
Recognizing this, the County developed such a plan, as well as instituted a process that allows updates to the plan to ensure it meets the changing needs of the community. It builds upon the direction of previous strategic plans and is supported by the strategic directions and initiatives. The County of Simcoes Strategic Planning process is the cornerstone of our business model. It is the foundation upon which the Business Plans and the annual budget are based. We believe that to allocate available resources, we must understand the needs and desires of the residents of the County and the environmental factors that affect us. By looking ahead and asking our stakeholders what they need, we establish a vision for what level of service we will provide, along with an understanding of what resources will be necessary to provide them. The result is a Strategic Plan that helps the County establish priorities and make informed decisions while: Improving Performance Promoting forward-looking focus Communicating to everyone What is Important Providing Direction Managing Risk
2
2011 Ten-Year Strategic Plan 2. STRATEGIC PLAN PROCESS STRATEGIC PLAN PROCESS CONSISTS OF:
1. Strategic Planning Workshop 2. Strategic Planning Workshop 3. Strategic Plan in Action 4. Term of the Strategic Plan 5. Use of the Strategic Plan 6. Updating the Long Term Financial Plan
STRATEGIC PLANNING WORKSHOP INCLUDED:

1. Revisiting our Vision Statement 2. Updating our Mission statement 3. Validating our Core Values These statements serve as the basis for developing strategic directions which will align with our service delivery functions. 4. Council determines what Strategic Directions are most critical to our future 5. Council then reviews the available resources 6. The Strategic Directions are then confirmed Accountability
Vision
STRATEGIC PLAN
Results
Strategic Directions
Strategies
STRATEGIC PLAN ALIGNMENT

After Council sets the strategic directions, County departments expand on the strategic directions by developing goals and initiatives to align with the Strategic Plan to fulfill the strategic vision. This provides a linkage between the Vision, Mission, Strategic Directions and departments activities to achieve the desired results.
3
2011 Ten-Year Strategic Plan 2. STRATEGIC PLAN PROCESS STRATEGIC PLAN IN ACTION
The Strategic Plan in Action Update is intended to communicate progress towards the strategic plan, while allowing opportunity to evaluate and revise the supporting strategies and actions. The STRATEGIC PLAN IN ACTION document will report to Council annually, the initiatives and the Countys progress in addressing the strategic directions.
TERM OF THE STRATEGIC PLAN

The STRATEGIC PLAN is intended to guide the County of Simcoe for a 10-year planning horizon. Four-year goals specify the priorities and directions to be focused on and reflect the planning cycles during Councils term. However, this is a dynamic and evolving plan, created using an assessment of the environment at a specific point in time. As issues, challenges, trends and opportunities emerge, Council has the opportunity to update the Strategic Plan to reflect environment changes and to ensure Councils priorities and directions are addressed.
USE OF THE STRATEGIC PLAN

The STRATEGIC PLAN is intended to be used to: 1. Align decision making by working towards the achievement of common goals with consistent overarching Vision and Strategic Directions. 2. To direct the development of department business plans and budgets.
LONG TERM FINANCIAL PLAN

The LONG TERM FINANCIAL PLANS objective is to reflect the Countys Vision, Mission and Strategic Directions in a plan that includes planned service levels, projects, debt levels and revenues. The financial plan also serves as a framework for County departments to align their goals and strategies, making budgetary decisions more consistent, sustainable and transparent. The long term financial plan is updated annually for the initiatives that support the strategic directions
4
TheTen-Year Strategic Plan County of Simcoe 2011

3. COUNTY Strategic OF SIMCOE STRATEGIC PLAN Plan
This STRATEGIC PLAN is intended to communicate, educate and promote an understanding of Countys Vision, Mission, an understanding of the the Countys Vision,
This STRATEGIC PLAN is intended to communicate, educate and promote Core ValuesVISION Statement and Strategic Mission, Directions, alongStrategic Directions, along with the Core Values and with the preferred methods for achieving those goals and MISSION Statement cost to implement. It also serves as a framework for County departments to VALUE Statements preferred methods for achieving those goals and cost to align It also serves as strategies, thereby making budgetary decisions more their goals and a framework for County implement. That answers: consistent, sustainable and transparent. departments to align their goals and strategies, thereby
making budgetary decisions more consistent, sustainable and transparent.
At the foundation of the Strategic Plan are the:
Where we want to go? Who we are? How we will strive for our goals?
VISION, MISSION, CORE VALUE STATEMENTS

Vision, Mission, Core Values Statements
Vision
"WorkingTogethertoBuild Vibrant,Healthy,Sustainable Communities"
At the foundation of the Strategic Plan are the: VISION Statement MISSION Statement VALUE Statements
Values Report
StrategicPlanin Action Stewardship, Leadership Integrity, Innovation,Respect, Accountability Co-operation
ProvidingAffordable, SustainableServices andInfrastructure ThroughLeadership andInnovative Excellence
Mission
That answers: Where we want to go? Who we are? How we will strive for our goals?
Goals,Objectives& Initiatives
September 27, 2011
Page 5
5
2011 Ten-Year Strategic Plan 3. COUNTY OF SIMCOE STRATEGIC PLAN VISION STATEMENT
Key to the Strategic Plan is the Visionwhat do we want to be in the Future? The VISION Statement guides our decisions, helps us set direction and encourages us to align our priorities as we work to make County of Simcoe what we want it to become. Vision is what keeps us moving forward.
What do we want to be in the future?
WORKING TOGETHER TO BUILD VIBRANT, HEALTHY, SUSTAINABLE COMMUNITIES.
6
2011 Ten-Year Strategic Plan 3. COUNTY OF SIMCOE STRATEGIC PLAN MISSION STATEMENT
MISSION Statement is the Why does the County exist? Defining the Mission of Simcoe County is another important step. Only by understanding our mission can we effectively determine what we need to do in working toward the vision. The mission statement explains the role of the County and its purpose. This should be re-examined and refreshed periodically to remain dynamic to ensure that our mission reflects the current needs.
Why does the County exist?
PROVIDING AFFORDABLE, SUSTAINABLE SERVICES AND INFRASTRUCTURE THROUGH LEADERSHIP AND INNOVATIVE EXCELLENCE.
7
2011 Ten-Year Strategic Plan 3. COUNTY OF SIMCOE STRATEGIC PLAN CORE VALUES STATEMENT
The County of Simcoes vision relies on the Countys values. What is most important to us? What drives the decisions that we make? What is most important to the Community? CORE VALUES are similar to the Countys personality - what we are and what we value as being important. The core values represent the Countys culture and what we believe in. Values are evident in our actions and our service delivery. Based on the consultation process, seven values were identified. Each of these values contained a short definition to provide clarity and consistency of the interpretation of these values.
Core values are similar to the County of Simcoes personality.
Central to this Vision are the Values that we share: STEWARDSHIP: Responsible Guardians for a Sustainable Future LEADERSHIP: Inspire, Empower, Lead by Example INTEGRITY: Honesty, Trust and Transparency at All Times INNOVATION: Creative, Progressive, Leading Edge Ideas RESPECT: Recognizing Individualism through Fair and Equitable Interaction ACCOUNTABILITY: Commitment, Ownership and Follow Through CO-OPERATION: Positive Approaches to Partnerships, Team Work and Understanding
WE VALUE
8
2011 Ten-Year Strategic Plan 3. COUNTY OF SIMCOE STRATEGIC PLAN STRATEGIC DIRECTION AND PRIORITY STRATEGIC ACTION STATEMENTS
STRATEGIC DIRECTIONS represent the priorities and desired results to be achieved in support of the Vision. Once the strategic directions are set, the operations of the County can be directed to fulfill the strategic vision. Specific actions are revised to support the needs identified in the strategic directions. From this, Priority Strategic Actions are identified that need to begin as soon as possible. Based on the consultation process, six strategic directions and several priority strategic actions were established to provide a clear focus for the future.
We will pursue the Strategic Directions and Long-Term Goals to Achieve Our Vision.
SIX STRATEGIC DIRECTIONS
A. Growth-Related Service Delivery Definition: Create and strengthen partnerships with key stakeholders to support communities through the delivery of sustainable services. Strategic Priority#1: Identify opportunities to collaborate on the planning and delivery of municipal infrastructure. B. Strengthened Social, Health and Educational Opportunities Definition: Establish partnerships to identify opportunities for strengthened Human Services and Education to support improved health and well being of our residents. Strategic Priority#1: Develop a strategy to use current housing stock and future funding opportunities to create a more sustainable housing system . Strategic Priority#2: Develop a poverty reduction strategy based on the Bridges out of Poverty framework.
9
2011 Ten-Year Strategic Plan 3. COUNTY OF SIMCOE STRATEGIC PLAN

C. Economic & Destination Development Definition: Create and strengthen partnerships with key stakeholders to develop economic opportunities in response to the changing demographics of the County and to provide a rich cultural experience for both local residents and tourists visiting the area. Strategic Priority#1: Expand the role of the County in promoting economic development and tourism. D. Environmental Sustainability
Definition: To preserve, conserve, and safeguard our environment and natural resources, while recognizing opportunity, innovation, and the needs of our community. Strategic Priority#1: Investigate and form partnerships for residual waste disposal options E. A Culture of Workplace and Operational Excellence Definition: Create and maintain a healthy work environment that: Supports personal and professional growth Promotes effective, open and inclusive communications Provides services to residents in a fiscally sustainable and responsible manner
Strategic Priority#1: Continue to advance a workplace culture that promotes efficiencies and effectiveness in fiscal management and service delivery. F. Responsive and Effective Governance Definition: Address the structural and procedural challenges of a County spanning a divergent group of 16 municipalities. Strategic Priority#1: Recognizing the provincial and municipal spheres of influence, review and recommend an appropriate governance structure including representation, committees and service scope. Strategic Priority#2: Further access and identify the political and practical pressures of organizing 16 municipalities (as discussed in the Berkeley report.)
10
2011 Ten-Year Strategic Plan 3. COUNTY OF SIMCOE STRATEGIC PLAN Framework for
delivering results FRAMEWORK FOR DELIVERING RESULTS

Working Together to Build Vibrant, Healthy, Sustainable Communities Providing Affordable, Sustainable Services and Infrastructure through Leadership and Innovative Excellence Stewardship, Leadership, Integrity, Innovation, Respect, Accountability, Co-operation
A - Growth Related Service Delivery B- Strengthened Social, Health and Educational Opportunities C - Economic & Destination Development
Vision
What we want to be in the Future
Mission
Why the County Exists
Values
What We Believe and Will Guide Our Work
D - Environmental Sustainability E - A Culture of Workplace and Operational Excellence F- Responsive and Effective Governance
Our Long Term Plans and the results to be achieved in key areas of focus
Strategic Plan in Action

Strategic Directions, Strategic Issues, Strategic Initiatives, Accomplishments
The way the County working with its partners will achieve its strategic directions The approach to implementation and monitoring performance so that Department and Division goals align with actions, strategic directions and goals
We Strate Long Achi
Department Business Plans

Department Purpose, Strategic Direction Alignment, Resources and Performance
STRATEGIC DIRECTIONS represent the priorities and desired results to be achieved in support of the STRATEGIC DIRECTIONS represent the priorities and desired Vision. Each Strategicresults to be achieved do we want toof the Vision. of Councils term. Direction contains Where in support be? at the end How do we get there? outlines our strategies and initiatives that support the strategic direction.
Each Strategic Direction contains Where do we want to be The Strategic Plan in Action of Councils term. progress towards the Vision. at the end will assist in measuring How do we get there?
outlines our strategies and initiatives that projects, the The Strategic Business Plan includes planned service levels, capitalsupport debt levels and revenue sources that reflect the Countys mission and strategic objectives. strategic direction. The Strategic Plan in Action will assist in measuring progress towards the Vision.
11
The Strategic Business Plan includes planned service levels, capital projects, debt levels and revenue sources that reflect
2011 Ten-Year Strategic Plan 4. STRATEGIC PLAN IN ACTION UPDATE

Strategic Direction Strategy
Our Plan How do we get there? Identifies the methods or goal to address the Strategic Directions
Initiative
Combined efforts, actions & resources to improve performance
Accomplishments
On the Horizon
Coming in the next year
Corporate Services Committee Strategic Priorities - Priority Strategic Actions - June 30, 2011
A C D A C E Identify opportunities to collaborate on the planning and delivery of municipal infrastructure Expand the role of the County in promoting economic development and tourism Investigate and form partnerships for residual waste disposal options Implementation on the County Transportation Master Plan Develop Roads & bridge construction budget around Trans. Master Plan Develop 10- and 20year plan for roads Construction Gather data for asset management to prioritize projects and determine infrastructure deficit Implement Garage reorganization Final stages of expansion of Creemore Garage i.e. landscaping & grounds work Build the new Beeton Garage Amalgamation of Perkinsfield and Moonstone Garages Expand and implement a salt management plan 2011 budget adopted
Roads
Impact of provincial changes &/or approval of County Official Plan
2011 Long Term Business Plan Complete Road Rehab completed in asset management system Continuation of five-year plan - expansion of the Creemore Garage Construction complete
Amend short and long term plans to address changes in growth patterns and priorities Road Construction asset management system is underway
ADE
Roads Garage Rationalization
Construction underway completion in 2011
Occupancy 2011, existing property declared surplus
Reduce use and impact of road salt
Upgraded winter fleet to provide liquid application
Continued expansion Investigate liquid for anti-icing program
12
STRATEGIC DIRECTIONS C - Economic and Destination Development D - Environmental Sustainability A - Growth related service delivery A Growth related service delivery D Environmental Sustainability B Strengthened Social, Health and Educational Opportunities - A Culture of Culture of Workplace and Operational Excellence E A Workplace and Operational Excellence E B - Strengthened Social, Health and C Economic and Destination development F Responsive and Effective Governance F - Responsive and Effective Governance Educational Opportunities
STRATEGIC DIRECTIONS

Strategy Strategic Direction
Initiative
Accomplishments
On the Horizon
(Contd) Reduce use and impact of road salt
Review new method of winter maintenance
Planning
A C Review and update County Official Plan as per Provincial Legislation
Investigate use of GPS technology Uploading of roads to the County Roads System
Draft updated Official

Plan Upon approval, communicate Official Plan and its implications to Staff, Member Municipalities and interested outside parties
Official Plan adopted by Council
Obtain Provincial approval
A E
Provide strategic Planning advice and co-ordinate approvals for site-specific development applications
Provide prompt comments to requests from Municipalities in accordance with County and Prov. policy Process applications where County is the approval authority in accordance with legislated timelines
Deal with Official Plan amendments as required by the Province & OMB Work with Prov. Develop. Facilitator on resolution of growth mgmt. issues Assist local municipalities with local Official Plan conformity exercises in conformity with County Official Plan
Implement decisions of Corp Serv Comm & planning authority First draft of land budget completed used to inform such decisions
Develop tracking tool to inform land use decisions
STRATEGIC DIRECTIONS A - Growth related service delivery STRATEGIC DIRECTIONS B - Strengthened Social, Health and A Growth related service delivery Educational Opportunities B Strengthened Social, Health and Educational Opportunities
C Economic and Destination development
C - Economic and Destination Development D - Environmental Sustainability E - A Culture of Workplace and Operational Excellence D Environmental Sustainability F - Responsive and Effective Governance E A Culture of Workplace and Operational Excellence
F Responsive and Effective Governance
13

Initiative
Accomplishments
On the Horizon
Solid Waste Management

A D Develop a long term Waste Mgmt strategy Establish a Waste Mgmt sub-committee of Council Construct a detailed long term waste management plan Preserve our existing landfill site capacity Promotion & Education of diversion programs Development of School recycling program Awards for Be A Hero Campaign Sub-committee established Solid Waste Management Plan complete 2010 Reports prepared and meetings to be convened as required Solid Waste Management Plan review 2015, 2019, 2023, 2027, 2030 Implementation of multiple Solid Waste Management Plan recommendations Implementation of Mobile Education Unit (MEU) Implementation of Waste Mgmt Strategy recommendations Possible changes in recycling direction from WDO
Forestry
D Simcoe County Forest Management Plan mapping updates Public consultation process (open house, stakeholder advisory group)
Forest inventory &
Completed 2010 Completed April 2011
Promote wise stewardship of private woodlands
Forest Stewardship Council (FSC) Certification
Substantial forest expansion through strategic reinvestment of Forest Reserve Fund (926 hectares /2288 acres) Certification achieved 2010
Ongoing refinements & improvements Obtain Council approval of full Management Plan June 2011 Continued strategic land acquisitions
Ongoing annual audits Educational and communications outreach
Forest Conservation
Bylaw
STRATEGIC DIRECTIONS STRATEGIC DIRECTIONS
A Growth related service delivery D Environmental Sustainability D - Environmental Sustainability A - Growth related service delivery B Strengthened Social, Health and Educational Opportunities E A Culture of Workplace and Operational Excellence E - A Culture Responsive and Effective Governance B - Strengthened Social, Health and C Economic and Destination development F of Workplace and Operational Excellence
C - Economic and Destination Development F - Responsive and Effective Governance
14
Educational Opportunities

Initiative
Accomplishments
On the Horizon
Economic Development
C Five-Year Economic Development Plan Strategic Plan 2011-2016 Simcoe County Food Partnership Economic Development Marketing plan Develop a proactive program to attract employment opportunities Creating County local food opportunities and new Simcoe County Food Charter Creating a marketing plan based upon the adopted strategic plan Presented to Council for adoption by 2011 Begin to implement priority areas identified Attended meetings with interested groups Assist in co-ordinating events Begin to implement plan Identify actions & expenditures Simcoe County Food Partnership Simcoe Muskoka District health unit Simcoe County economic development partners County of Simcoe Communications Department
A Growth related service delivery STRATEGIC DIRECTIONS B Strengthened Social, Health and Educational Opportunities C Economic and Destination development A - Growth related service delivery D Environmental Sustainability E A Culture of Workplace and Operational Excellence C - Economic and Destination Development F Responsive and Effective Governance
B - Strengthened Social, Health and Educational Opportunities

D - Environmental Sustainability E - A Culture of Workplace and Operational Excellence F - Responsive and Effective Governance
15
2011 Ten-Year Strategic Plan 4. STRATEGIC PLAN IN ACTION UPDATE HUMAN SERVICES JUNE 2011
Initiative
Accomplishments
On the Horizon
Human Services Committee Strategic Priorities - Priority Strategic Actions - June 30, 2011
B
A B E
Social and Community Services Children & Community Services

Community Based Poverty Reduction / Homelessness Strategies and Initiatives
Develop a poverty reduction strategy based on the Bridges out of Poverty framework Develop a strategy to use current housing stock and future funding opportunities to create a more sustainable housing system
Align funding allocations in the area of homelessness and child poverty with local poverty reduction strategies Work with local networks, coalitions, and organizations to develop broad-based poverty reduction strategy.
Co-hosted with community partners two Bridges Out of Poverty Sessions as of August 31, 2011. Child Poverty and Homeless funding models include community input Rejuvenation of Simcoe County Funders Alliance; Funders Alliance information session for non-profit organizations Support Simcoe County Alliance to End Homelessness Canadian Index of Wellbeing local Resilience Collaborative produced local environmental report; host launch of report Plan with N. Simcoe Transit Planning Committee to increase service access for vulnerable populations
Co-ordinating a third Bridges Out of Poverty Orientation with community partners waitlist for session approximate 150. Providing all Social and Community Services staff an orientation to Bridges Out of Poverty in fall 2011 Collaborating with community partners to co-ordinate Bridges Out of Poverty Train the Trainer Sessions in 2012. Collaborate with community partners to develop and implement pilot projects based on Bridges Out of Poverty Concepts Plan within the context of a new provincial Long-Term Affordable Housing Strategy Continue participation in CIW; identify opportunity to use Composite Index to support Simcoe County poverty initiatives
16
STRATEGIC DIRECTIONS A - Growth related service delivery STRATEGIC DIRECTIONS Health and B - Strengthened Social, A Growth related service delivery Educational Opportunities
B Strengthened Social, Health and Educational Opportunities C Economic and Destination development
C - Economic and Destination Development D - Environmental Sustainability E - A Culture of Workplace and Operational Excellence D and Effective Governance F - ResponsiveEnvironmental Sustainability
E A Culture of Workplace and Operational Excellence F Responsive and Effective Governance 2011 TEN-YEAR STRATEGIC PLAN

Strategy
Strategic Direction
Initiative
Accomplishments
On the Horizon
B E
Strengthen Community Planning and Partnerships
Launch of Simcoe County Child and Youth Charter
A B E
Homelessness and Poverty initiatives Growth related service delivery Health and Social Services Growth Related Funding
B E
Promote Quality Early Learning and Care Programs
Charter launch hosted, Continue to work with charter endorsed community partners First broadsheet Charter broadsheet published on charter planned for charter point point Access to A Safe, Affordable, and Nutritious Food and Safe Comfortable Place to Drinking Water Fall Live to be released Fall 2010 2011. Consolidation of Participate in Cont to demonstrate Provincially-funded AMO/Provincial working funding pressures homelessness group Develop a Community programs Plan for Homelessness Research and develop Commitment from Obtain feedback from an information package Children, Youth & Coalition members on to inform & support the Family Services draft report titled need for additional Coalition to develop a When Working Better funding in Simcoe strategy Together Still Isnt County for all sectors Enough. Developed a scope of related to health and work with sector Develop social services. agencies. recommendations and next steps as a result Obtained data from of data that Coalition Coalition partners to members can jointly inform report. support. Advocacy Task Group Participation in established as part of National Community CYFS Coalition Data Consortium Board to Board Forums Lead local Data hosted in 2011 to Consortium projects support advocacy that align with this and strategy. other strategies (i.e. Draft Report completed. homelessness & poverty initiatives) Working towards Raising the Bar Quality 45 Child Care agencies implementing Raising Assurance Initiative signed to Raising the the Bar - Gold level by Bar 2011-2012. Cty of Simcoe Family Home Day Care program achieved silver level 5 Special Needs Resource Teacher Programs signed
STRATEGIC DIRECTIONS A - Growth related service delivery B - Strengthened Social, Health and STRATEGIC DIRECTIONS A Growth related service delivery Opportunities Educational
C - Economic and Destination Development D - Environmental Sustainability E - A Culture of Workplace and Operational Excellence D Environmental Sustainability F - Responsive and Effective Governance
E A Culture of Workplace and Operational Excellence F Responsive and Effective Governance
17

Strategic Direction
How do we get there? Identifies the methods or goal to address the Strategic Directions
Strategy Our Plan
Initiative
Accomplishments
On the Horizon
A B E
Child Care System Management new provincial changes; Early Learning Program; Transfer of accountability to Ministry of Education from Ministry of Children and Youth Services
Improve availability of and access to, appropriate child care services Plan with Ministry of Education & child care agencies to promote continued viability of programs as sector focus changes to children 0 3.8 years Work with the Ministry of Education and School Boards during the roll out of Full Day Kindergarten within the planning and consulting context re: impact to child care system and its availability of child care for families Inform provincial policy development
A B E
Child Care System Management new provincial changes Transfer of accountability to Ministry of Education from Ministry of Children and Youth Services Child Care System Management Growth Related Service Delivery Special Needs Resourcing
Local school sites for the first three years of the full day Early Learning Program have been identified with consideration of socioeconomic factors and impact on child care agencies Convened 3 community forums on Early Learning Program for child care and community service providers New funding administered in the areas of operational and minor capital to impacted Child Care provides to support retrofit and renovations Participate in Provincial Municipal Child Care Reference Groups and advisory committees
Community planning for Child and Family Centre Integrated Hub Services Best Start Network position paper, endorsed by the Child, Youth and Family Services Coalition submitted to the prov. Work with school boards and ministry to identify school sites for Full Day Kindergarten for the final years of implementation (phase 4 & 5) Assess & support the impact on the child care system, plan to address gaps through planning with the Prov. Ministries and local networks Continue to participate in reference groups and provide input into throughout transition. Review guidelines as released and take and/or recommend any actions resulting from review. Develop On line Service Mapping Waitlist management providing access to resources for families pending service Common assessment tools by providers Continue to demonstrate that there is a need for additional Provincial funding in Children Services programs and a formula that considers more current demographics
A B E
Enhance consistency in system delivery for Special Needs Resourcing Waitlist management
A B E
Child Care System Management Growth related service delivery
Implementation of Consultation model of service delivery Phase two of service delivery review resulted in more than 20 recommendations from parents and community agencies being implemented Address funding Advocate for additional pressures in the provincial funding Children's Services Secured some additional programs managed by the funding to support child County - Fee Subsidy care agencies impacted waitlist management by Full Day Kindergarten implementation
18
STRATEGIC DIRECTIONS C - Economic and Destination Development D - Environmental Sustainability A - Growth related service delivery STRATEGIC DIRECTIONS E - A Culture of Workplace and Operational Excellence B - Strengthened Social, Health and A Growth related service delivery D Environmental Sustainability F - Responsive Eand Culture of Workplace and Operational Excellence Educational Social, Health and Educational Opportunities Opportunities B Strengthened A Effective Governance
C Economic and Destination development F Responsive and Effective Governance 2011 TEN-YEAR STRATEGIC PLAN

Initiative
Accomplishments
On the Horizon
B C D
Ensure a sustainable food system, including the development of a Simcoe County Food Charter.
Continue to build partnerships that will strengthen our ability to support the creation of a sustainable food system & the development of a Simcoe County Food Charter
Social and Community Services Ontario Works

B
Created a Food Partners Alliance Web site and implemented initiatives to increase awareness about food systems. Supported the Food Matters Conference in April 2011 Formed a Food and Agriculture Charter Steering Committee, Co-Chaired by the Warden and Performance Management Chair.
Increase awareness about the need to develop a sustainable food system. Develop a communication and engagement strategy to ensure input from a variety of key stakeholders into the development of the Food and Agriculture Charter. .
Poverty Reduction Initiatives
Provision of Health Related Benefits for Non-Social Assistance Recipients Provision of Addiction Services Initiative for Vulnerable Persons
Funding to support nonsocial assistance, low income recipients with health-related costs Introduce program to support persons with disabilities, i.e. mental health, substance abuse issues Include Community Partners in supporting client success Achieved 50/50 funding in 2010 for OW cost of admin. which includes a new funding formula that will allow development of a robust program that supports those in need
Improving Supports and Services Available to Vulnerable Residents
Continue to provide this benefit to support non OW recipients and low income residents and track usage Assess and report on program outcomes Review and assess findings related to the Provincial review of the Addiction Services Initiative Review operational and programming requirements to ensure the effective delivery of the Ontario Works program.
Establish sustainable funding to deliver an effective Ontario Works Program that improves outcomes for residents
Improve Services within our community Support staff with adequate resources
STRATEGIC DIRECTIONS A - Growth related service delivery B - Strengthened Social, Health and Educational STRATEGIC DIRECTIONS Opportunities
A Growth related service delivery B Strengthened Social, Health and Educational Opportunities 2011 TEN-YEAR STRATEGIC PLAN development C Economic and Destination
C - Economic and Destination Development D - Environmental Sustainability E - A Culture of Workplace and Operational Excellence F - Responsive and Effective Governance
D Environmental Sustainability E A Culture of Workplace and Operational Excellence F Responsive and Effective Governance CORPORATE COMMUNICATIONS DEPARTMENT
19

Initiative
Accomplishments
On the Horizon
A B
Social and Community Services Social Housing

Social Housing Investment & Investment
Develop a strategy to better utilize current housing stock
A B
Promote housing partnership, awareness & preserving of affordability
A B
Encourage and promote a mix of housing choices.
B D E
Maintaining and preserving housing quality
In 2011, seven municipalities were identified as high need areas for future development of County owned housing stock Consultant hired to conduct feasibility study 178 units under construction 2010/11 Partnership: Ministry of Municipal Affairs and Housing and Ministry of Revenue (130 clients) 182 rent supplement & housing allowance 252 clients assisted with home ownership Language in Official Plan for new affordable housing options & annual funding to support forgivable loans related to development charges Continued participation in Social Housing Renovation & Retrofit program and Renewal Energy Initiative Flex design principles & accessibility changes 23 funded transitional units Participate in clause-byclause review of Bill 140 and input into Ontario Municipal Social Services Association (OMSSA) cabinet submissions
Develop a long term redevelopment strategy of County owned social housing to create a more sustainable housing system. Continued administration of the Canada-Ontario Program Prepare for new funding opportunities for Year 3- 5 Program
Awaiting approval of County Official Plan
Initiatives to expand housing support services Housing system planning Long Term Affordable Housing Strategy released Nov 2010 introducing new delivery requirements
A B
Continue implementation of Year 2 funding Completion of County-wide social housing building condition assessment Ontarians With Disabilities Act (ODA) built environment standard review with agencies Obtain public input on local need and develop a long term housing and homelessness plan Implement the new Housing Services Act
20
STRATEGIC DIRECTIONS C - Economic and Destination Development D - Environmental Sustainability A - Growth related service delivery A Growth related service delivery D Environmental Sustainability E B - Strengthened Health Health and B Strengthened Social, Social,and Educational Opportunities- A Culture of Culture of Workplace and Operational Excellence E A Workplace and Operational Excellence C Economic and Destination development F Responsive and Effective Governance F - Responsive and Effective Governance Educational Opportunities

Strategy
Strategic Direction
Initiative
Accomplishments
On the Horizon
Health Services Paramedic Services

B E
Establish a technically sophisticated level of prehospital care
Clinical Care Evolution Advanced Care Paramedic Program in the County of Simcoe
2006 - Addition of Stroke identification and hospital bypass to regional centre 2007 Addition of STEMI (Heart Attack) identification and hospital bypass to regional Centre 2008 Addition of Intravenous access enhancing patient treatment options 2009 Addition of CBRN capability allowing paramedics to treat patients with chemical or other hazardous exposures 2009 County Council approved ACP model Tender awarded to Georgian College in April 2010 2010 Establishment of ACP level of practice and internal staff training
Expand ACP level of service in the County Graduation of first ACP class Fall 2011 Completion of the required ACP training program in 2012 Expansion/Continuation of the ACP program into 2013
STRATEGIC DIRECTIONS A Growth related service delivery B Strengthened A - Growth related service Opportunities Social, Health and Educational delivery C Economic and Destination development B - Strengthened Social, Health and Educational Opportunities
DC - Economic and Destination Development Environmental Sustainability E A Culture of Workplace and Operational Excellence D - Environmental Sustainability F Responsive and Effective Governance
E - A Culture of Workplace and Operational Excellence F - Responsive and Effective Governance
21

Initiative
Accomplishments
On the Horizon
Health Services Paramedics

E
Establish Sustainable Funding with Paramedic Services
Increase public awareness & promote participation in Cardiopulmonary Resuscitation Enhance survival from cardiac arrest in the County of Simcoe
Advocate for 50:50 funding for Paramedic Services: Delegations with Ministers and senior staff Discussions with ministry financial staff to identify funding needs & equitable formula Requested meeting with Ministry to review 2011 allocation (48% funding 2011) Public Access Defibrillator (PAD) Program Expansion of the PAD program ACT Foundation partnership Save a Life CPR sessions Allied services engagement for training and quality assurance Cardiac arrest research participation
50:50 funding achieved for 2009 and 2010 budget
Regain 50:50 funding formula in 2011 Maintain future 50:50 funding Advocate for sustainable cost sharing current to expenses
Partnership with Heart & Stroke & Chase MacEachern Foundation PAD partnerships resulting in approx 324 AEDs placed in community, 4,800 individuals trained, five saves to date Funding and training for ACT program roll out in 2011 Two Save a Life CPR sessions planned annually in community Training and QA efforts have been initiated for three fires services and one police service Bystander rate of CPR in cardiac arrest has increased from 24% to 29% Cardiac arrest survival has increased from 4% to 8%
Continue to work with the Boards of Education & other community partners in the expansion of program Roll out of police defibrillation pilot project in Midland July 2011 Anticipated expansion of training and quality assurance activities to more fire services Seeking participation in CPR research field trial (ROC Resuscitation Outcome Consortium)
22
STRATEGIC DIRECTIONS C - Economic and Destination Development D - Environmental Sustainability A - Growth related service delivery STRATEGIC DIRECTIONS A B - Strengthened Social, Health and Growth related service delivery D of Workplace Sustainability E - A Culture Environmentaland Operational Excellence B Strengthened Social, Health and Educational Opportunities Responsive and Effective Governance E A Culture of Workplace and Operational Excellence FEducational Opportunities
C Economic and Destination development F Responsive and Effective Governance

Initiative
Accomplishments
On the Horizon
Health Services Paramedics

A D E
Create a Facilities Long Term Planning Model
Facilities review of land Approval of Facilities ambulance stations Planning Model in 2008 to:1) develop a facility Approval to build Joint model & plan for Emergency Services growth; 2) Facility - 2010 with maintain/improve Clearview Township service delivery, using ($1.7M) a County-wide Construction in methodology progress 2011
Health Services Georgian Village

A B C E
Preliminary planning for Land Ambulance Station in Beeton in 2011 New construction of Land Ambulance Station in Alliston in 2012 New construction of Land Ambulance Station in Beeton 2012 Operational Joint emergency services facility (Clearview) Opening Fall 201
Respond to Increased Demands for Seniors Health Services
Georgian Village Project: Create an entire continuum of housing and service options for seniors to respond to the needs of the aging population Provides access to a community environment that allows a seamless transition
Approval & $ 4.7M funding of 36 new LTC beds Approval of $2.8M in provincial & federal capital funding from the Ministry of Municipal Affairs & Housing towards 40 units of affordable housing Approval of $14M in capital funding from the Ministry of Health for Georgian Manor Tender awarded to Percon Construction October 2010 Official Groundbreaking Ceremony held
Continued construction of campus 2012-2013 Official Fundraising Campaign Kick-off Fall 2011 Occupancy of Campus in Spring of 2013
STRATEGIC DIRECTIONS A - Growth related service delivery B - Strengthened Social, Health and STRATEGIC DIRECTIONS Educational A Growth related service delivery Opportunities
B Strengthened Social, Health and Educational Opportunities C Economic and Destination development 2011 TEN-YEAR STRATEGIC PLAN
C - Economic and Destination Development D - Environmental Sustainability E - A Culture of Workplace and Operational Excellence D F Environmental Sustainability Governance - Responsive and Effective
23

Initiative
Accomplishments
On the Horizon
Health Services Long Term Care

E
Establish Sustainable Funding for Long Term Care.
A D E
Long Term Asset Planning for the Long Term Care Homes
B E
Meet all new Regulatory Requirements for Long Term Care
Accreditation awarded with funded per diem Per diem increases in Other Accommodation received in 2009, 2010 & 2011 Worked with the Local Health Integration Network to achieve funding for capital construction of Georgian Manor & an additional 36 new beds Submitted proposal for supportive housing program with Georgian Village & continue in discussions Selected by Minister Matthews as pilot for new funding model Maintain 20-year long Reserve Fund Study term asset plan for Simcoe & Sunset LTC facilities Villages 2007-2026 Energy Management Annual transfers for Plan to retrofit the three infrastructure LTC Homes Complete energy retrofit projects Simcoe, Sunset & Trillium manors 2011 Comply with all Successful consultations legislative requirements with provincial under the new Long government by Ontario Term Care Act effective Association of Not for July 1, 2010 Profit Homes an Services for Seniors (OANHSS) to address issues in the draft legislation
Advocate for Equitable Long Term Care funding: Delegations with Ministers and their senior staff Liaise with/support the Ontario Association of Not for Profit Homes and Services for Seniors (OANHSS) Advocate a funding model that is consistent & meets the annual cost of living expense
Collaborate with the Ontario Association of Not for Profit Homes an Services for Seniors (OANHSS) for increased funding support Collaborate with the Association of Municipalities of Ontario ( AMO) to increase awareness and funding support Collaborate with Local Health Integration Network to identify funding & related service requirements
Report to Council to update on completion of retrofit of three Long Term Homes 2012 Reserve Fund Study for four Long Term Care Homes
Complete comprehensive review of all regulations & provide recommendations in relation to resources & operations In collaboration with OANHSS & AMO advocate for required time frames & funding Complete and provide summary report on the implementation of all new requirements in the 4 Homes in 2011-2012
24
C - Economic and Destination Development 5 D - Environmental Sustainability A Growth related service delivery D Environmental Sustainability E - A Cultureof Culture of Workplace and Operational Excellence Workplace and Operational Excellence B - Strengthened Social, Health and B Strengthened Social, Health and Educational Opportunities E A F - Responsive and Effective Governance Educational Opportunities C Economic and Destination development F Responsive and Effective Governance
STRATEGIC DIRECTIONS A - Growth related service delivery

Initiative
Accomplishments
On the Horizon
Health Services Long Term Care

B E
A E
Health Services
Establish a Total Quality Redefine Reporting, Management Program Roles & to support Long Term Responsibilities of Care & Seniors Management Team in Services Quality Assurance & Risk Management Create a Quality Management Program to support quality improvement at all sites Address funding pressures in all County Health Services including Paramedic Services, Long Term Care (LTC) and Community Services
2009 - Redefined Long Term Care Management structure Established a new Quality Management Program in Fall 2010 Recruited approved Education Co-ordinator position in 2011
Planning and implementation of processes to meet new legislation for requirements in Ministry compliance, risk management, quality indicators & educational requirements
Health Services Growth Related Funding
A B E
Access to Health Services
Identified as a Care Connection focus area for the NSM LHIN, lead the design and implementation of a comprehensive Transportation Plan to improve timely & seamless access to required health services.
50/50 funding achieved in 2009 & 2010 for Paramedic Services that included additional resources implemented to address growth related requirements Growing Communities Healthcare Alliance lobbied successfully to achieve $30M in growth funding for hospitals & anticipates another $100M Establishment of a draft Project Charter for the Transportation Plan Recommendations for years 1-3 of the 10year plan are included in Project Charter. Establishment of two Steering committees to focus on inter-facility and community transportation needs
Continue to advocate for continued 50/50 funding in Paramedic Services Continue to advocate for improved funding of LTC and Community Services Support/collaborate with the Growing Communities Healthcare Alliance in relation to other Health Services including LTC & Community Services
Implementation of LHINwide Transportation Plan recommendations arising from the 10-year Care Connections Partnering for Healthy Communities Project.
STRATEGIC DIRECTIONS A - Growth related service delivery B - Strengthened Social, Health and STRATEGIC DIRECTIONS Educational A Growth related service delivery Opportunities
B Strengthened Social, Health and Educational Opportunities C Economic and Destination development 2011 TEN-YEAR STRATEGIC PLAN
C - Economic and Destination Development D - Environmental Sustainability E - A Culture of Workplace and Operational Excellence D -Environmental and Effective Governance F Responsive Sustainability
25

Initiative
Accomplishments
On the Horizon
B E
Emergency Management
To Strengthen Community Resiliency & Response to Disasters
Co-ordinate annual emergency tabletop exercises with our Municipal & Community Partners Hold a large scale emergency exercise every five years with Municipal & Community Partners Co-host semi-annual Health Sector Emergency Planning forum with the District of Muskoka & the Simcoe Muskoka District Health Unit Establish equipment/supplies inventory on a Countywide basis Identify & co-ordinate a County-wide training program Creation of Countywide specialized response team for chemical, biological, radiological, nuclear (CBRN) incidents Enhance Crisis Communications Plan to meet the electronic emergency communications expectations of an increasingly sophisticated audience Development of a community recovery plan to address the human needs arising from disaster
2006 - Operation Fever Phix emergency planning exercise 28 recommendations 2008 - Participated in the Operation Water Blast Exercise in 2008eight recommendations 2009 Chemical Biological Radioactive & Nuclear (CBRN) Response Program developed with 18 partner agencies 2009 - Annually co-ordinate CBRN training program Annual Purchasing & Co-ordination of CBRN equipment & supplies Purchasing of three emergency portable generators in 2010 to support potential evacuation centres Integration of Social media tools into the corporate Crisis Communications Plan to ensure critical emergency messages reach the widest possible audience in a timely manner Development of a Emergency Social Services Plan in co-operation with key stakeholders
Continue work with Community Partners in tabletop and tactical exercises Budget long term needs in with funding opportunities through programs such as JEPP (Joint Emergency Preparedness Planning) Joint training for full CBRN team established in 2011 CBRN Program Formal Memorandum of Understanding achieved in 2011 2011 region-wide large scale Emergency Planning exercise, Operation Plugged-in th October 6 (New Tecumseth) Best practices research in recovery-plan development to be added into Emergency Response Program 2011 2012 Establish Formal Memorandum of Agreement with 16 member municipalities for Emergency Social Services Plan 2012 Establish Formal Memorandum of Agreement with the Cities of Barrie and Orillia
26
STRATEGIC DIRECTIONS C - Economic and Destination Development D - Environmental Sustainability A - Growth related service delivery STRATEGIC DIRECTIONS E - A Culture Environmental Sustainability Excellence of Workplace and Operational A B - Strengthened Social, Health and Growth related service delivery D FEducational Opportunities B Strengthened Social, Health and Educational Opportunities ResponsiveAand Effective Governance E Culture of Workplace and Operational Excellence
2011 Ten-Year Strategic Plan 4. STRATEGIC PLAN IN ACTION UPDATE PERFORMANCE MANAGEMENT
JUNE 2011
Accomplishments On the Horizon
Initiative
E F F C C
Performance Management Committee Strategic Priorities - Priority Strategic Actions - June 30, 2011
Tourism Simcoe County

Tourism projects
Continue to advance a workplace culture that promotes efficiencies and effectiveness in fiscal management and service delivery Recognizing the provincial and municipal spheres of influence, review and recommend an appropriate governance structure including representation, committees and service scope. Further access and identify the political and practical pressures of organizing 16 municipalities (as discussed in the Berkeley report) Expand the role of the County in promoting economic development and tourism Partner-based marketing projects to complement other tourism initiatives in the County Huronia Lookout marketing plan Partner-based consumer shows County-wide Cultural mapping project Interactive website Develop of trails plan Beyond The City Lights Tourism Conference Tourism week event Active participation, taking a leadership role with local, regional and provincial tourism organizations in order to represent Simcoe Countys tourism interests Implement successful tourism initiatives that result in an increase in tourism receipts for the County Improve 2011 Guide Map 2011 Golf Digest Awaiting completion of site Shows: London Golf & Travel, Toronto Golf & Travel, Ottawa Travel, Cottage Life Completion 2011 Develop trails initiative 120 attendees Staff & Council BBQ RTO 7 Board Director South Georgian Bay War of 1812 bicentennial Georgian Bay Destination Development Partnership Simcoe County Farm Fresh Toronto Boat Show New 2011/12 Marina Guide
C C
C C C C C Tourism Simcoe County Strategy
2012 Trials Guide Lead 2012 conference
STRATEGIC DIRECTIONS related service delivery A - Growth
A Growth related service delivery B - Strengthened Social, Health and B Strengthened Social, Health and Educational Opportunities Educational Opportunities C Economic and Destination development
C - Economic and Destination Development D - Environmental Sustainability D Environmental Sustainability E - A Culture Workplace and Operational Excellence E A Culture ofof Workplace and Operational Excellence F Responsive and Effective Governance F - Responsive and Effective Governance
27

Initiative
Accomplishments
On the Horizon
Statutory and Cultural Services Simcoe County Museum

C Museum Exhibition Plan
Interpretive Plan approved by County Council in 2009
Artifact Conservation
Heritage Building Assessment
Approved by council in 2009, first phase of renovations underway in 2011. Historic paint analysis completed by Canadian Conservation Institute in Fall 2010.
Renovations of the Victorian Wing to new Living and Working gallery theme Building needs assessment to be completed for heritage buildings, and high priority preventive conservation treatments completed as required
Library Co-operative
Collection to support the Library Mandate
Assess the various collections
Archives
Expanded the existing collections Added new formats - Ebooks, MP3 Completed 2011 2 10,000 ft of new climatecontrolled, high-density records storage Generator capable of operating entire facility Completed 2011 Replacement of original HVAC system High-efficiency dual system Enhanced internet content Intellectual control of archival collection
Review new formats & their fit within the library
Archives Facilities Review
Archives expansion
Environmental Systems Upgrade A Archives Services Review Access to archival resources
Digitization of microfilm resources for Archives web site Return 30,000 lbs of records from secure off-site storage Integration into new records storage system Revisions to electronic database to reflect new records descriptions and locations
28
STRATEGIC DIRECTIONS C - Economic and Destination Development D - Environmental Sustainability A - Growth related service delivery STRATEGIC DIRECTIONS Health and E - A Culture of Workplace and Operational Excellence B - Strengthened Social, A Growth related service delivery D F - Responsive Environmental Sustainability and Effective Governance Educational Opportunities B Strengthened Social, Health and Educational Opportunities E A Culture of Workplace and Operational Excellence

Strategic Direction
Strategy
Initiative
Accomplishments
On the Horizon
Statutory and Cultural Services Clerks Department

E Accessibility for Ontarians with Disabilities Act
Accessibility Standard for Customer Service
Implementation of policies and procedures Training of staff and volunteers
A E
Corporate Performance
Integrated Enterprise Resource Planning (ERP) Systems
Compliance requirements Integrated Accessibility Regulation (Transportation, Information and Communications; and Employment) Self Sustainment Self Service modules
Achieve a common integrated system for our core information systems including business processes, analytics and performance measures
Financial, Inventory, Procurement, HR, Preventative Maintenance, Work Order, Payroll, Scheduling Fleet & Facilities, Real Estate, Lease & Tenant Mgmt, Asset Mgmt, Incident Mgmt, E-recruiting, Scheduling
Improve performance reporting functions Improve performance measures & management system D Green, Sustainable and Energy Saving Initiatives Deploy green technology within the IT area to reduce power consumption and electronic waste Implement Green practices in Procurement, Fleet, Facilities and construction Blade servers, storage area networks, virtual servers have reduced space, power & cooling requirements Incorporated Green Procurement Guideline and Local Food Awareness language into Procurement Policy Participated in Hybrid Idle Reduction System trial (green ambulance) Received Fleet Challenges Green Fleet Leadership Award Constructing LEED Gold addition to Admin Centre, LEED Silver Georgian Village Energy Retrofit - 3 LTC facilities & Museum Further consolidation of servers & adoption of new power-saving desktop technologies Assess the Countys Carbon Footprint in 2012, benchmark and create a plan to reduce CO2 emissions, investigate and gain an understanding of carbon credit trading Roll out Green Procurement Guideline to Staff Apply for E3 Gold Fleet Award
STRATEGIC DIRECTIONS STRATEGIC DIRECTIONS related service delivery A - Growth A Growth related B - Strengthened Social, Health and service delivery B Strengthened Social, Health and Educational Opportunities Educational Opportunities C Economic and Destination development
C - Economic and Destination Development D - Environmental Sustainability D Environmental Sustainability E - A Culture of Workplace and Operational Excellence E A Culture of Workplace and Operational Excellence F - Responsive and Effective Governance F Responsive and Effective Governance
29

Initiative
Accomplishments
On the Horizon
(Contd) Green, Sustainable and Energy Saving Initiatives
Deploy green technology within the IT area to reduce power consumption and electronic waste Implement Green practices in Procurement, Fleet, Facilities and construction
A,E
Asset Management
Utilize asset condition assessment tools (e.g. Building and Roads assessments) to monitor condition of our assets so that we can plan financially to physically maintain them Promote collaboration amongst municipal partners to share knowledge, identify service efficiencies and derive cost savings
plumbing saving over 70% water usage, implemented green cleaning/paper products, implemented four-stream waste pickup Completing Hazardous Materials Inventories across County facilities, Participating in group procurement contracts via AMO / LAS for both natural gas and electricity Buy/ build facility assets where business case supports this strategy, as opposed to leasing Engaged engineering firm to complete BCAs in Social Housing, conducting ongoing assessments of Road assets, compiling data in systems where applicable Hosted IT services include GIS data / software licensing, Web site hosting, Simcoe Community Access Network (SCAN), Rural Connections
Admin Centre- retrofitted
Update BCAs on LTC homes, Museum, Admin Centre, Garages, Paramedic Stations as they are over 5 years old Compile assets into a single system for tracking purposes Potential interest in Records Management and Agenda Management applications
B, E, F
Municipal Partnerships
30
STRATEGIC DIRECTIONS A - Growth related service delivery B - Strengthened Social, STRATEGIC DIRECTIONS Health and Educational Opportunities A Growth related service delivery
C - Economic and Destination Development D - Environmental Sustainability E - A Culture of Workplace and Operational Excellence F - ResponsiveEnvironmental Sustainability D and Effective Governance
E A Culture of Workplace and Operational Excellence F Responsive and Effective Governance 2011 TEN-YEAR STRATEGIC PLAN

Initiative
Accomplishments
On the Horizon
B,E, F
(condt) Municipal Partnerships
Promote collaboration amongst municipal partners to share knowledge; identify service efficiencies and derive cost savings
B C
Community Support
Post Secondary Support Hospital Support
Co-ordinated joint tender opportunities for member municipalities (MMs); offered piggyback clauses within all relevant contracts allowing MMs to save administrative costs; participated with many MMs on the Georgian Bay Public Purchasing Co-operative playing a leadership role; shared contract and competitive bid document templates with MMs on request; invited MMs to utilize the Countys Online Auction website for disposition of surplus and scrap assets; hosted Simcoe Connections, a Public Procurement Information Event which all MMs were invited to participate in; hosted Public Procurement Educational Seminar to which MMs were invited Georgian College Lakehead University $30M commitment to area hospitals through the Simcoe County Hospital Alliance
Increase communication
with regard to joint contracts that are available to member municipalities, ie online portal for accessing information on when the Countys contracts come up for renewal; plan to host additional Procurement Educational Seminars; will maintain leadership role on GBAPPC and promote an increase in group procurement contracts for the greater good of all MMs and the County
A Growth related service delivery B Strengthened Social, Health and Educational Opportunities C Economic and Destination development 2011 TEN-YEAR STRATEGIC PLAN
STRATEGIC DIRECTIONS A - Growth related service delivery B - Strengthened Social, Health and STRATEGIC DIRECTIONS Educational Opportunities
D Environmental Sustainability E A Culture of Workplace and Operational Excellence F Responsive and Effective Governance
C - Economic and Destination Development D - Environmental Sustainability E - A Culture of Workplace and Operational Excellence F - Responsive and Effective Governance
31
2011 Ten-Year Strategic Plan 5. PROJECTED LONG TERM BUSINESS PLAN

The Projected Long Term Business Plan is a forecast based on the previously approved strategic directions along with any new initiatives approved by Council. The long term planning objective is to reflect the Countys mission and strategic objectives in a strategic business plan that includes planned service levels, capital projects, debt levels and revenue sources. The Long Term Business Plan is conservative, based on known or verified assumptions and is updated annually or as significant events occur. It is important to recognize that the actual results will likely differ from the long-range projections due to its conservative nature and changing economic & political environments. Nevertheless, the Long Term Financial Plan will allow Council and management to better anticipate and adjust for long term needs and requirements. The financial plan also serves as a framework for County departments to align their goals and strategies, making budgetary decisions more consistent, sustainable and transparent. By focusing on the long term, the Long Term Business Plan will ensure that the County is in a sound financial position and can finance services to the public on an ongoing basis. The Long Term Planning process is an integrated cycle of planning, budgeting and forecasting our activities and results. The foundations of these forward looking processes are the Countys strategic directions and long term business plan. By remaining focused on the strategy, we ensure that our plans, budgets, and forecasts reflect the actions and activities necessary to achieve our strategic objectives and targets.
FINANCIAL PRINCIPLES
The County has recognized the need to adopt an approach to financial management, one that shifts the emphasis from bottom line financial concerns to service delivery with a longer term financial planning horizon. The Long Term Financial Plan Principles include: 1. Ensure Long Term Financial Sustainability Determine on a multi-year basis the financial requirements for operating and capital needs. Identify any funding gap between revenues and expenditures. Ensure there are sufficient revenues to meet the long term operating and financial requirements and balance spending with revenues. Plan for the replacement and maintenance of assets through asset management and replacement reserves.
32

2. Deliver services in a cost-effective and efficient manner Undertake reviews to ensure services are delivered in a cost-effective and efficient manner. 3. User Fees Ensure that user fees recover program operating costs. 4. Manage capital assets to maximize long term community benefit Maintain the Countys assets in a state of good repair by implementing asset management plans. 5. Implement a capital funding plan to address the Countys requirements New, non-recurring asset requirements. Develop debt financing program to address the Countys 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 Countys reserves to achieve optimum return within appropriate risk tolerances.
TEN-YEAR PROJECTION
This multi-year projection is the foundation for long term financial planning, and is important since it provides context for the annual budget review process and is essential to meeting the goal of sustainable infrastructure and services planning. The County of Simcoes Long Term Business Plan looks at the Countys fiscal needs over the next 10 years. It includes: Service Delivery Levels Ten-year projection of operating costs and capital spending requirements Financing alternatives.
33

The Long Term Financial Plan has been developed for both the operating and capital programs based on the forecast needs for each program and/or service areas. Departments consider capital expenditures based on the need to maintain service levels, at this point, unrestricted by available funding. Operating expenditures are based on current levels of service. It is important to recognize that the actual results will likely differ from the long-range projections due to its changing conservative nature, economic & political environments. Nevertheless, the Long Term Financial Plan will allow Council and management to better anticipate and adjust for any trends or requirements realized or expected.
KEY DEPARTMENTAL GOALS

Key Departmental goals consist of: Effectively fund, plan and manage the Childcare system. Effectively provide financial, employment and supportive services to those who require assistance to become self sufficient. Effectively fund, plan and manage the Social Housing system. Provide quality, socially responsible public housing and supportive programs and services. Effectively fund, plan and manage Homelessness Prevention Programs. Effective, high quality, safe and efficient long term care services. Provide timely emergency response that preserves life, improves health and promotes safety through the Paramedic Service Unit. Provide effective Emergency Planning that encompasses emergency communications and disaster prevention, response, management and recovery. Provide effective, environmentally sound waste collection programs and waste management facilities. Maintain a safe, cost effective, high quality arterial road system.
34
2011 Ten-Year Strategic Plan 5. PROJECTED LONG TERM BUSINESS PLAN KEY DEPARTMENTAL GOALS
The Long Term Baseline plan contemplates total expenditures of $413.6 million in 2012, potentially increasing to $558.0 million in 2021, to maintain existing service levels. Assuming a tax rate increase of 2.0% per year, funding of $346.5 million in 2012 is anticipated, increasing as high as $543.9 million in 2021. After considering a 2.0% tax rate and other revenues, a projected average financing gap of $14.9 million exists made up of an average operating balance of $9.6 million and average unfunded capital $24.5 million. Debt or alternative financing for major capital works would enable council to proactively complete much-needed projects in both the Roads, Solid Waste Management, Paramedics and Long Term Care departments. Such financing may comprise of debt, increased development charges, partnerships, and sourcing any other available funding. The County has a current debt service capacity of $28.6 million available per year for payments relating to debt and financial obligations under provincial guidelines based on the 2009 Financial Information Return. Only major capital projects are considered for debt financing. The additional long term borrowing which the County of Simcoe could undertake over a 5 year, 10 year, 15 year and 20 year period is illustrated below at 5% interest rate, for information purposes only. If the County of Simcoe borrowed at 5% interest rate, the annual repayment limit of $28.6 million could allow additional long term borrowing as follows: Period 20 years 15 years 10 years 5 years Maximum $ Long Term borrowing 5% annual interest $356,337,718 $296,790,341 $220,791,122 $123,794,720
35
2011 Ten-Year Strategic Plan 5. PROJECTED LONG TERM BUSINESS PLAN KEY DEPARTMENTAL GOALS
Changes in operational and capital needs have occurred in many departments but the most significant changes are in Roads, Solid Waste Management, Paramedics and Long Term Care (Georgian Village). Roads Construction has incorporated a sustainable infrastructure financing policy for the replacement of roads and bridges. Roads Construction capital projects are estimated at $240.9 million over the next 10 years and will be partially offset by development charges and reserves. Roads Maintenance capital Projects require $8.0M to be spent over the next 10 Years.
The Solid Waste Management Committee has proposed an Organics Facility to be built and partially offset by reserves. The completion of Georgian Village by the 2013. a. Excluded is: the sale of Georgian Manor and an operational plan for Georgian Village Paramedic Services Long Term Facilities Plan is included. Hospital Reserve transfer of $3 million per year. Annual funding for Georgian College and Lakehead University to 2017. Upload of Ontario Works client benefits by 2018.
Museum is anticipating $3.0M in facility improvements over the next 10 years. Such as display barns, new pavilion, enlarged workshop. Not included are levy increases to meet the long term objective of increased funding to reserves. Not included are capital requirements identified through the Social Housing building condition assessment report due in 2011.
36
2011 Ten-Year Strategic Plan 5. PROJECTED LONG TERM BUSINESS PLAN CHARTS AND TABLES
Table 1 - 10 Year Trend of Capital Projects
90,000
10-YearTrendofCapitalProjects
76,849
80,000
70,000
60,000
62,192
61,747
53,766 50,000
In 000's
40,000 39,684 39,528
44,091
43,040 40,122 33,736
CapitalExpenditures NetCapitalRequirement
30,000
30,293 26,257 25,010 20,193
29,372 24,992 21,629 17,803 14,940 10,723 7,881
20,000
10,000
8,330
0 2011 Forecast 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
37
Table 2 - Total Requirements for Existing County Services
The Corporation of the County of Simcoe Long Term Plan Total Requirements for Existing County Services
In Thousands 2011 Budget 2012 22,408 9,782 3,005 13,445 3,028 35,142 7,500 1,832 (104,576) (1,527) (19,494) 28,787 ($668) 2013 23,348 10,481 3,248 20,187 3,054 9,733 7,314 1,869 (108,955) (1,592) (19,053) 27,793 ($22,573) 2014 23,825 10,961 6,701 13,601 3,081 2,679 6,938 1,905 (113,488) (1,658) (19,462) 28,177 ($36,739) 2015 24,419 11,405 3,737 14,684 3,107 2,482 6,435 1,943 (118,179) (1,727) (19,879) 28,679 ($42,894) 2016 29,006 12,213 3,930 15,569 3,135 2,273 5,409 1,981 (123,034) (1,799) (20,304) 29,051 ($42,569) 2017 24,512 12,380 4,180 17,800 3,163 2,053 4,118 2,021 (128,059) (1,872) (20,738) 28,900 ($51,544) 2018 25,027 12,915 4,378 17,469 3,192 2,153 2,646 2,060 (133,260) (1,949) (21,181) 28,018 ($58,532) 2019 25,553 13,484 4,645 18,431 3,222 1,907 2,884 2,101 (138,644) (2,028) (21,632) 28,558 ($61,518) 2020 26,090 14,092 4,958 19,426 3,252 1,648 3,132 2,143 (144,215) (2,110) (22,092) 28,997 ($64,680) 2021 26,637 15,075 5,172 19,263 3,284 1,458 3,389 2,185 (149,982) (2,195) (22,562) 29,526 ($68,750)
County Services
Solid Waste Management Non Profit Housing Social Housing Paramedic Services Children's Services
21,755 9,056 1,222 10,677 3,001 21,093 9,568 1,782 (100,824) (986) (19,714) 30,955 ($12,414)
Long Term Care with Home Ontario Works Planning County Levy Assessment Growth Waste Levy Support Services (IT, HR, Finance, CAO, etc) Total
MPAC Simcoe County District Health Unit Total
4,771 3,703 $8,473
4,866 3,777 $8,643
4,964 3,852 $8,816
5,063 3,929 $8,992
5,164 4,008 $9,172
5,267 4,088 $9,355
5,373 4,170 $9,542
5,480 4,253 $9,733
5,590 4,338 $9,928
5,702 4,425 $10,126
5,816 4,513 $10,329
Roads Archives Tourism Simcoe Museum Library By-Law Enforcement & Forestry Total Total County Services
21,882 472 310 1,514 569 126 $24,873 $20,933
32,465 452 316 1,596 455 129 $35,414 $43,389
30,059 462 323 2,630 466 131 $34,071 $20,313
32,974 472 329 1,664 476 134 $36,049 $8,302
32,131 482 336 1,699 486 137 $35,271 $1,548
22,425 493 342 1,734 497 139 $25,631 ($7,583)
30,251 503 349 2,770 508 170 $34,552 ($7,450)
22,767 514 356 1,807 519 173 $26,137 ($22,662) * $24,005 $1,344
17,773 525 363 2,845 530 176 $22,212 ($29,378) * $30,721 $1,344
16,273 537 371 1,883 542 179 $19,784 ($34,770) * $36,113 $1,343
18,199 548 378 1,922 554 182 $21,783 ($36,638) * $37,471 $833
Principal and Interest Total Funds Required
$7,556 $28,489
$8,633 $52,022
$13,962 $34,275
$14,557 $22,859
$15,611 $17,159
$16,006 $8,423
$16,582 $9,132
* Includes additional principal payments from surplus in each year. 2018 -$7.5M, 2019 - $14.3M, 2020 - $19.6M, 2021 - $22.3M
38
Table 3 - Accumulated Debt
$175,000 $157,178
AccumulatedDebt
$160,440 $166,675 $162,515 $161,748 $145,804 $131,677 $122,720 $105,547 $93,802 $93 802
$150,000
$125,000
$100,000
$in000's
$75,000 $62,540
$50,000
$25,000
Starttopaydown debtin2018 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
$0
2011 Forecast
Year
39
Table 4 - Ten-Year Total Requirements for Existing County Services
2012 2021 10-YearTotalRequirements forExistingCountyServices for Existing County Services millions

OntarioWorks,$49,764
NonProfit Housing, $122,787
SocialHousing,$43,953 Children's Ser ices $31 518 Children'sServices,$31,518
AllOthers,$342,112
LongTermCare,$61,529
CountyFunded(MPAC& HealthUnit),$94,637
ParamedicServices,$169,877
SolidWasteMgmt,$250,826
Roads,$255,317
40
Table 5 - Major Department 10-Year Total Requirements
The Corporation of the County of Simcoe Long Term Plan
In Thousands
Revenues and Expenditures for Existing County Services by Service Revenues and Expenditures for Existing County Services by Service In thousands
Department 2011 Budget 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Total 2012 - 2021 2012 2021 % Average 2012 - 2021
Total County
Ontario Works Non Profit Housing Social Housing Children's Services Long Term Care Paramedic Services Roads Solid Waste Mgmt County Funded (MPAC & Health All Others
9,568 9,056 1,222 3,001 21,093 10,677 21,882 21,755 8,473 35,728
7,500 9,782 3,005 3,028 35,142 13,445 32,465 22,408 8,643 33,568
7,314 10,481 3,248 3,054 9,733 20,187 30,059 23,348 8,816 33,673
6,938 10,961 6,701 3,081 2,679 13,601 32,974 23,825 8,992 33,157
6,435 11,405 3,737 3,107 2,482 14,684 32,131 24,419 9,172 33,762
5,409 12,213 3,930 3,135 2,273 15,569 22,425 29,006 9,355 34,238
4,118 12,380 4,180 3,163 2,053 17,800 30,251 24,512 9,542 35,222
2,646 12,915 4,378 3,192 2,153 17,469 22,767 25,027 9,733 33,448
2,884 13,484 4,645 3,222 1,907 18,431 17,773 25,553 9,928 35,098
3,132 14,092 4,958 3,252 1,648 19,426 16,273 26,090 10,126 34,650
3,389 15,075 5,172 3,284 1,458 19,263 18,199 26,637 10,329 35,295
$49,764 $122,787 $43,953 $31,518 $61,529 $169,877 $255,317 $250,826 $94,637 $342,112 $1,422,318
3.5% 8.6% 3.1% 2.2% 4.3% 11.9% 18.0% 17.6% 6.7% 24.1% 100.0%
$4,976 $12,279 $4,395 $3,152 $6,153 $16,988 $25,532 $25,083 $9,464 $34,211
Total $142,456 $168,986 $149,913 $142,910 $141,333 $137,554 $143,220 $133,728 $132,926 $133,648 $138,100
$142,232
SUMMARY
The County continues to face financial pressures from inflation, major cost increases and capital needs. This financial pressure will continue to challenge council and staff when making decisions related to program delivery, priorities and service levels. This long term financial plan will allow Council to better understand what financial requirements exist, and what resources are available. The pressures facing the County and its member municipalities are significant. By focusing on the long term, the Long Term Financial Plan will ensure that the County will continue to be in a strong financial position and can finance public services on an on-going basis.
41
2011 Ten-Year Strategic Plan 5. PROJECTED LONG TERM BUSINESS PLAN 2011 LONG TERM BUSINESS PLAN ASSUMPTIONS for years 2012-2021
General Current programs reflect Councils direction and have been included in the Long Term Business Plan On-going operations must remain self-sustaining Estimated and proposed levy increase is estimated at 2.0% annually Estimated and proposed Assessment Growth increase is estimated at 1.5% annually Hospital Alliance funding commitment is proposed at $3.0M per year based on current commitments through to 2021 Community commitments have been included for: Lakehead University - $1.5M for years 2012 2016 and $1.0M in 2017 for a total of $10.0M provided Georgian College - $500K for years 2012 2016 and $300K in 2017 for a total of $4.0M provided Salaries and Benefits are based on current union contracts, non-union 2% COLA adjustment. Benefits are based on actual costs plus an estimated increase in benefits Long Term Interest Rates have been estimated at 5% and Construction Advances at 1.55% based on recent interest rates Only major capital projects have been considered for debt financing Major approved infrastructure projects included: Administration building expansion, Georgian Village, Paramedic facilities, roads & bridge construction. Amortization Periods Ten-year - Administration Centre, 25-year - Georgian Village, 20-year paramedic facilities and 20-year roads Georgian Village converted to debenture approximate $45M in 2013 from unfinanced capital 2% Inflation factor (to be revised based on economic conditions CPI, non residential price index) Development Charge rates are based on current by-law
42

Wscos - 010599 1st Choice

Hochgeladen von

Dokumentinformationen

Originalbeschreibung:

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Wscos - 010599 1st Choice

Hochgeladen von

Copyright:

Verfügbare Formate

2021 VISION

TEN-YEAR STRATEGIC PLAN

Office of the Warden and CAO County Clerks Department

INDEX 2011 Ten-Year Strategic Plan 1. INTRODUCTION 2. STRATEGIC PLAN PROCESS

3. THE COUNTY OF SIMCOE STRATEGIC PLAN

4. STRATEGIC PLAN IN ACTION UPDATE

5. PROJECTED LONG TERM BUSINESS PLAN

2011 Ten-Year Strategic Plan 1. INTRODUCTION WHAT IS STRATEGIC PLANNING?

2011 TEN-YEAR STRATEGIC PLAN

STRATEGIC PLANNING WORKSHOP INCLUDED:

STRATEGIC PLAN ALIGNMENT

TERM OF THE STRATEGIC PLAN

USE OF THE STRATEGIC PLAN

LONG TERM FINANCIAL PLAN

2011 TEN-YEAR STRATEGIC PLAN

TheTen-Year Strategic Plan County of Simcoe 2011

At the foundation of the Strategic Plan are the:

VISION, MISSION, CORE VALUE STATEMENTS

ProvidingAffordable, SustainableServices andInfrastructure ThroughLeadership andInnovative Excellence

September 27, 2011

What do we want to be in the future?

WORKING TOGETHER TO BUILD VIBRANT, HEALTHY, SUSTAINABLE COMMUNITIES.

2011 TEN-YEAR STRATEGIC PLAN

Why does the County exist?

Core values are similar to the County of Simcoes personality.

2011 TEN-YEAR STRATEGIC PLAN

SIX STRATEGIC DIRECTIONS

2011 Ten-Year Strategic Plan 3. COUNTY OF SIMCOE STRATEGIC PLAN

2011 TEN-YEAR STRATEGIC PLAN

delivering results FRAMEWORK FOR DELIVERING RESULTS

What we want to be in the Future

Why the County Exists

What We Believe and Will Guide Our Work

Strategic Plan in Action

We Strate Long Achi

Department Business Plans

2011 Ten-Year Strategic Plan 4. STRATEGIC PLAN IN ACTION UPDATE

Impact of provincial changes &/or approval of County Official Plan

Roads Garage Rationalization

Construction underway completion in 2011

Occupancy 2011, existing property declared surplus

Reduce use and impact of road salt

Upgraded winter fleet to provide liquid application

Continued expansion Investigate liquid for anti-icing program

CORPORATE COMMUNICATIONS DEPARTMENT

2011 Ten-Year Strategic Plan 4. STRATEGIC PLAN IN ACTION UPDATE

(Contd) Reduce use and impact of road salt

Review new method of winter maintenance

Draft updated Official

Official Plan adopted by Council

Obtain Provincial approval

Develop tracking tool to inform land use decisions

2011 TEN-YEAR STRATEGIC PLAN

CORPORATE COMMUNICATIONS DEPARTMENT

2011 Ten-Year Strategic Plan 4. STRATEGIC PLAN IN ACTION UPDATE

Solid Waste Management

Forest inventory &

Completed 2010 Completed April 2011

Promote wise stewardship of private woodlands

Forest Stewardship Council (FSC) Certification

Ongoing annual audits Educational and communications outreach

STRATEGIC DIRECTIONS STRATEGIC DIRECTIONS