JUNE 2015 STRATEGIC PLAN

Size: px
Start display at page:

Download "JUNE 2015 STRATEGIC PLAN"

Transcription

1 JUNE 2015 STRATEGIC PLAN LOOKING TOWARDS 2025

2 INDEX 1. Introduction 2. Strategic Plan Process a. Strategic Plan Workshop b. Strategic Plan Alignment c. Strategic Plan Process d. Strategic Initiatives Report Card e. Term of the Strategic Plan f. Use of the Strategic Plan 3. The County of Simcoe Strategic Plan a. Vision Statement b. Mission Statement c. Values Statement d. Strategic Directions e. Framework for Delivering Results 4. Projected Long Term Financial Plan Update a. Financial Principles b. Key Assumptions c. Overview d. Charts and Tables e. Summary 2015 Strategic Plan Page 1

3 Strategic planning systematically addresses the County s purpose, internal and external environment, value to stakeholders, plans for action and long term financial planning. The plan outlines how the County of Simcoe will achieve the Vision and Mission, based on our values. The Strategic Plan serves as a roadmap that will take us from where we are today to where we want to be in the coming years. Recognizing this, the County developed such a plan, as well as instituted a process that allows updates to the plan to ensure it meets the changing needs of the community. It builds upon the direction of previous strategic plans and is supported by the strategic directions and initiatives. The County of Simcoe s Strategic Planning process is the cornerstone of our business model. It is the foundation upon which the Business Plans and the annual budget are based. 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 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. Having a strategic plan is as important to our future as architectural plans are to building a house 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 2015 Strategic Plan Page 2

4 Results Residents Elect Staff Services Results Strategies County of Simcoe Plan Strategic Plan Strategic Council Vision Strategic Directions Exec Mgmt Direction & Leadership Strategies 2015 Strategic Planning Workshop purpose was to: 1. Evaluate our Vision statement 2. Revisit our Mission statement 3. Consider our Core Values 4. Develop the Strategic Directions 5. Re-align the Strategic Plan 6. Review strategic initiatives report card 7. Review the Long Term Financial Plan Direction on the 2016 budget assumptions and 2014 surplus allocation These statements serve as the basis for developing strategic directions which align with our service delivery functions. Council determines what Strategic Directions are most critical to our future, then reviews the available resources and the strategic directions are confirmed. Strategic Plan Alignment After Council sets the strategic directions, County departments expand on the strategic directions by developing goals and initiatives to align with the Strategic Plan to fulfill the strategic vision. This provides a linkage between the Vision, Mission, Strategic Directions and department s activities to achieve the desired results. Strategic Plan Process consists of: 1. Strategic Planning Workshop 2. Strategic Plan Alignment 3. Strategic Initiatives update 4. Term of the Strategic Plan 5. Use of the Strategic Plan 6. Updating the Long Term Financial Plan 2015 Strategic Plan Page 3

5 Strategic Initiatives Report Card The Strategic Initiatives Report Card, is intended to communicate progress towards the strategic plan, while allowing opportunity to evaluate and revise the supporting strategies and actions. STRATEGIC STRATEGIC PLAN PLAN PROCESS PROCESS The Strategic Initiatives Report Card is provided to Council annually, to outline the progress on strategic initiatives and the County s progress in addressing the strategic directions. Term of the Strategic Plan The STRATEGIC PLAN is intended to guide the County of Simcoe for a 10 year planning horizon. Four-year goals specify the priorities and directions to be focused on and reflect the planning cycles during Council s term. However, this is a dynamic and evolving plan, created using an assessment of the environment at a specific point in time. As issues, challenges, trends and opportunities emerge, Council has the opportunity to update the Long Term Financial Plan and Strategic Plan to reflect environment changes and to ensure Council s 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 2015 Strategic Plan Page 4

6 The County of Simcoe Strategic Plan At the foundation of the Strategic Plan are the: VISION Statement MISSION Statement VALUE Statements That answers: Where we want to go? Who we are? How we will strive for our goals? This STRATEGIC PLAN is intended to communicate, educate and promote an understanding of the County s Vision, Mission, Core Values and Strategic Directions, along with the preferred methods for achieving those goals and cost to implement. It also serves as a framework for County departments to align their goals and strategies, thereby making budgetary decisions more consistent, sustainable and transparent. Vision, Mission, Core Values Statements Vision "Working Together to Build Vibrant, Healthy, Sustainable Communities" Report Strategic Initiatives Values Stewardship, Leadership Integrity, Innovation, Respect, Accountability Cooperation Mission Providing Sustainable, Accessible Services and Infrastructure Through Fiscal Responsibility and Innovative Leadership Strategic Directions Goals, Objectives & Initiatives Vision, Mission, Core Values, Strategic Direction Statements 2015 Strategic Plan Page 5

7 Vision Statement Key to the Strategic Plan is the Vision what do we want to be in the Future? The VISION Statement guides our decisions, helps us set direction and encourages us to align our priorities as we work to make County of Simcoe what we want it to become. Vision is what keeps us moving forward. "Working Together to Build What do we want to be In the Future? Vibrant, Healthy, Sustainable Communities Working Together To Build Vibrant, Healthy, Sustainabile Communities 2015 Strategic Plan Page 6

8 Mission Statement MISSION Statement is the Why the County exists. Defining the Mission of Simcoe County is another important step. Only by understanding our mission can we effectively determine what we need to do in working toward the vision. The mission statement explains the role of the County and its purpose. This should be re-examined and refreshed periodically to remain dynamic to ensure that our mission reflects the current needs. Providing Sustainable Accessible Services, and Infrastructure Through Fiscal Responsibility and Innovative Leadership 2015 Strategic Plan Page 7

9 Core Values Statement The County of Simcoe s vision relies on the County s values. What is most important to us? What drives the decisions that we make? What is most important to the Community? CORE VALUES are similar to the County s personality - what we are and what we value as being important. The core values represent the County s culture and what we believe in. Values are evident in our actions and our service delivery. Based on the consultation process, seven values were identified. Each of these values contained a short definition to provide clarity and consistency of the interpretation of these values. We VALUE Core values are similar to the County of Simcoe s personality Central to this Vision are the Values that we share: Stewardship: Leadership: Integrity: Innovation: Respect: Responsible Guardians for a Sustainable Future Inspire, Empower, Lead by Example Honesty, Trust and Transparency Creative, Progressive, Leading Edge Ideas Recognizing diversity through fair & equitable interaction Accountability: Commitment, Ownership and Follow Through Cooperation: Positive Approaches to Partnerships, Team Work and Understanding 2015 Strategic Plan Page 8

10 Strategic Directions STRATEGIC DIRECTIONS represent the priorities and desired results to be achieved in support of the Vision. Six We will pursue the Strategic Directions and Strategic Long Term Goals to Achieve Our Vision Directions Once the strategic directions are set, the operations of the County can be directed to fulfill the strategic vision. Based on the consultation process, six strategic directions were established to provide a clear focus for the future. A. Growth Related Service Delivery Definition: Create and strengthen partnerships with key stakeholders to support communities through the delivery of sustainable services 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 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 D. Environmental Sustainability Definition: To preserve, conserve, and safeguard our environment and natural resources, while recognizing opportunity, innovation, and the needs of our community. 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 F. Responsive and Effective Governance Definition: Address the structural and procedural challenges of a County spanning a divergent group of 16 municipalities 2015 Strategic Plan Page 9

11 Framework for Delivering Results We will pursue the Strategic Directions and Long Term Goals to Achieve Our Vision STRATEGIC DIRECTIONS represent the priorities and desired results to be achieved in support of the Vision. Each Strategic Direction contains Where do we want to be at the end of Council s term. How do we get there? outlines our strategies and initiatives that support the strategic direction. The Strategic Initiatives Report Card will assist in measuring progress towards the Vision. The Strategic Business Plan includes planned service levels, capital projects, debt levels and revenue sources that reflect the County s mission and strategic objectives Strategic Plan Page 10

12 JUNE 2015 LONG-TERM FINANCIAL PLAN REVISED 2015 Strategic Plan Page 11

13 Projected Long Term Financial Plan The Long Term Financial Plan is a forecast based on the previously approved strategic directions along with any new initiatives approved by Council. The Long Term Financial Plan has been developed for both the operating and capital programs based on the forecasted needs for each program and/or service delivery areas. Departments consider capital expenditures based on the need to maintain service levels. The long term planning objective is to reflect the County s mission and strategic objectives in a strategic financial plan that includes planned service levels, capital projects, debt levels and revenue sources. The Long Term Financial Plan is a high level view, based on known or evidence based assumptions and is updated annually or as significant events occur. 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. It is important to recognize that the actual results will differ from the long range projections due to its high level 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. This multi-year projection looks at the County s fiscal needs over the next 10 years and is the foundation for long-term financial planning. It 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 Strategic Planning process is an integrated cycle of planning, budgeting/forecasting and reviewing results. The foundations of these forward looking processes are the County s Strategic Directions and Long Term Financial Plan. By remaining focused on the strategy, we ensure that our plans, budgets, and forecasts reflect the actions and activities necessary to achieve our strategic objectives and targets, and will ensure that the County remains in a sound financial position and can maintain services to the public on an ongoing basis Strategic Plan Page 12

14 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: Financial Principles Financial & Principles Policies 1. Ensure Long-Term Financial Sustainability Determine on a multi-year basis the financial requirements for operating and capital needs Identify any funding gap between revenues and expenditures Ensure there are sufficient revenues to meet long-term operating and financial requirements and balance spending with revenues Plan for the replacement of assets and maintenance of assets through asset management and replacement reserves Maintain existing service levels Keep tax levy impact within cost indices 2. Deliver services in a cost-effective and efficient manner Undertake reviews of programs on a regular basis to ensure services are delivered in a cost effective and efficient manner Identified and implement efficiencies Provide sustainable service levels 3. User Fees Ensure that user fees recover program operating costs 4. Manage capital assets to maximize long-term community benefit Maintain the County s assets in a state of good repair' by implementing asset management plans 5. Implement a capital funding plan to address the County s requirements Identify and plan for new asset requirements Develop debt financing program to address the County s capital needs Ensure debt terms are consistent with the life of the asset 6. Maintain reserves at appropriate levels Establish reserves to provide funding for future asset 7. Prudent Investment Management Invest the County s reserves to achieve optimum return within appropriate risk tolerances 2015 Strategic Plan Page 13

15 Key Inputs and Assumptions Plans, Acts and Regulations: The long term financial plan reflects the strategic initiatives and investment in Simcoe County. A number of planning processes, multi-year master plans and Acts, in addition to Ministry regulations drive the development of the long term financial plan. Major elements include: County of Simcoe Strategic Plan Transportation Master Plan Simcoe County Official Plan Solid Waste Management Strategy Long Term Financial Plan Development Charge Background Study Development Charge Act Ontario Planning Act Social Housing Act Long Term Care Act Ambulance Act Environmental Protection Act Ontario Provincial Standards Key Inputs and Assumptions Economic Outlook: The economic prospects for the County of Simcoe are expected to remain good per Standard & Poor s (S&P) report at the time of the County s credit rating review. The credit rating firm provided the following; County of Simcoe 'AA' Rating, Affirmed based on low and manageable debt levels and strong liquidity position; and changed the outlook from Stable to Positive. Provincial Subsidies: As a major source of revenue, Provincial subsidies are assumed to continue at the current known and committed levels. Costs of providing provincially mandated services are based on Ministry regulations and guidelines and have been increased to reflect a 2% inflation factor. Excluding inflation factor, costs remain the same to maintain programs at current service levels. Development charges and reserve funds: Development Charges are fees imposed against development to pay for costs due to increased needs for services arising from growth-related development in the County. The rates for these fees are developed based on the growth forecasts and needs requirements within the County. Various long term plans have been utilized to develop future rates; these include the Transportation Master Plan and the Official Plan Strategic Plan Page 14

16 A requirement of the Public Sector Accounting principles of the Canadian Institute of Chartered Accountants (CICA) is that obligatory reserve funds be reported as deferred revenue. This requirement is in place as legislation and external agreements restrict how these funds may be used and under certain circumstances these funds may possibly be refunded. Monies received from payment of development charges under the Development Charge bylaw shall be maintained in specific reserve funds and interest is allocated to each of the reserves increasing their balances. Included in the long term financial plan are development charge receipts that are based on current experience. Incremental increases over the next 5 years are included to return to the 2011 development charge background study projected receipt levels. Key Inputs and Assumptions Growth related project costs identified in the development charge background study have been included with adjustments for costs and timing of project work. At the end of 2014 development charges had a negative balance and are being funded internally. The 2014 balance for the negative development charges is $28.3 million. These amounts will be replenished when the development charge receipts are received. Asset Management Plan: Ontario municipalities are required to develop asset management plans to accompany any request for provincial infrastructure funding. Staff has developed an asset management plan that outlines the state of the local infrastructure including an asset inventory listing identifying various attributes of an asset such as the asset condition and replacement cost estimates. The asset management plan provides desired level of service, an asset management strategy and a financing strategy. The Strategic Plan is in line with the asset management plan as they have the common goal of providing a strong and comprehensive strategy to provide high quality services to residents. Both plans ensure County infrastructure and capital assets are well managed and maintained. This is attainable by conducting long range infrastructure planning that focuses on proper maintenance of the County s current assets and includes forecasts of long term capital needs. Debt Capacity: The County has a current debt service capacity of $39.7 million available per year for payments relating to debt and financial obligations under provincial guidelines based on the 2013 Financial Information Return Strategic Plan Page 15

17 The additional borrowing which the County of Simcoe could undertake over a 5 year, 10 year, 15 year and 20 year period is illustrated below at 5% interest rate, for information purposes only. Period Maximum Borrowing 20 years $495M 15 years $412M 10 years $307M 5 years $172M General: Tax Levy increase of 2.0% per year - based on maintaining existing service levels Provision of 1% for Strategic land purchases has been included Provision of 1% for Economic Development has been included Based on historical trends annual assessment growth has been estimated at 2.0%. Supplementary taxations is estimated at $1.25 million net of write offs. 2% inflation factor for year over year operational cost increases based on the Bank of Canada s target CPI rate of 2% Non-residential index annual increase of 2% Utilities projected increases (Hydro 3.3%, Natural Gas 3.5%, Water 2%) Salaries & Benefits are based on current contracts, non-union compensation plan Municipal Property Assessment Corporate increase of 2% per year Simcoe Muskoka District Health Unit increase of 2% per year Lake Simcoe Regional Airport increase of 2% per year Hospital Alliance grant of $3M per year Post-secondary funding of $1.5M per year $2 million contingency reserve allocation per year Cost sharing with the Cities of Barrie and Orillia are estimated based on the current agreement Key Inputs and Assumptions FTE s: The Staffing requirement for FTE s have been projected to meet departmental objectives. An FTE is calculated by determining the total staffing hours required to provide the service and dividing this by a full time employee work hours Strategic Plan Page 16

18 Health and Emergency Services: Long Term Care Long Term Care provincial subsidies and user fees are estimated using historical trends at 2%. Paramedic Services Key Inputs and Assumptions Paramedic call volume is projected to increase by approximately 80% over the next 10 years. In line with this call volume, staffing was projected to increase by 38% which is lower than call volume growth because it incorporates expected deployment efficiencies. The last five years of staffing growth within the financial plan was further reduced to anticipate the results of current programs that are being put it place to mitigate call volume growth. This results growth of 31% or an addition of the 69 FTE in Paramedic Services over the 10 year plan. Paramedic facility projects have been adjusted for timing and cost estimates. The shared first responder s campus in Barrie is included in Social and Community Services: Social Housing New Investment in Affordable Housing Program (IAHE) funding/payments have been included in the long term plan with timing based on program delivery and fiscal plan. The Simcoe County Housing Corporation has included a building project totaling $20 million to be built in 2017/2018 and is partially offset by provincial funding, development charges, reserves and cost sharing with the cities of Barrie and Orillia. Non Profit Housing reflects the financial impact of Non-Profit Housing Providers capital reserve shortfall and end of operating agreement and mortgages. Housing Providers will be able to access loans from the County to address capital repairs. Transfer to reserve of $2 million annually to fund the County s portion of the Non Profit Social housing provider capital loans. In years where the requirement is higher than the available transfer from reserve, there is an increase in levy requirement. Ontario Works Ontario Works caseloads are projected to remain at current levels. Upload of Ontario Works client benefits by Ontario Works 50% Provincial funding of administration has been assumed Strategic Plan Page 17

19 Engineering, Planning and Environment: Roads Federal Gas Tax funding of $80 million has been used for roads rehabilitation and capital projects. Select major roads construction projects have been condensed as much as possible in order to minimize the construction time impact on residents. This occurs in 2016 and Roads Construction has incorporated the current Transportation Master Plan. Roads Construction capital projects are estimated at $378 million over the next 10 years and will be partially offset by development charges and reserves. Roads reflects an increase in lane kilometres in addition to growth related projects lane KM s uploaded to the County network, over the next 10 years 80.6 lane KM s added over the next 10 years from roads construction projects (i.e. CR90, CR 4). Key Inputs and Assumptions Solid Waste Management Transfer to reserves of $2.8 million annually to fund future capital projects. Construction of Organics Processing facility for $27 million of which $25 million is planned for and operational in Materials Management facility was previously reserved and is forecasted to be completed in and operational in Strategic Plan Page 18

20 Overview The Long Term Baseline plan contemplates total expenditures of $453 million in 2016, potentially increasing to $500 million in 2025, to maintain existing service levels. Assuming a tax rate increase of 2.0% per year, funding of $442 million in 2016 is anticipated, increasing to $539 million in An average surplus of $14 million is projected, made up of an average operating balance of $34 million. Offsetting the projected average operating balance of $34 million is average net capital requirement of $20 million. Development charge unfinanced capital is projected to have a deficit of $65 million at the beginning of 2016, and $107 million in Overview The Long Term Financial Plan provides for an investment of approximately $556 million into major capital works from 2016 through to Roads construction capital projects make up $378 million of the total investment. As indicated in the Cash Flow Statement, short term financing of up to $45 million is anticipated in 2016 and 2017 to allow for select major construction projects to be condensed as much as possible in order to minimize the construction time impact on residents. Such financing may comprise of short term debt, long term debt or unfinanced capital. However, based on projections the debt can be repaid by This long term financial plan will allow Council to better understand what financial requirements exist, and what resources are available. The pressures facing the County and it s member municipalities are significant. By focusing on the long term, the Long Term Financial Plan will ensure that the County will continue to be in a strong financial position and can finance public services on an on-going basis Strategic Plan Page 19

21 Tables Detailed financial projections are provided in the following schedules: Table 1 - Operating Expenditures by Department Table 2 Capital Expenditures by Area Table 3 - Net Operating Requirement Table 4 Operating Cash Flow Table 5 - Debt Summary Table 6 - Reserves 2015 Strategic Plan Page 20

22 Operating Expenditures by Department (In millions) Category Warden & Council CAO, Communications & Customer Service Total Warden & CAO Museum Library Clerk Archives Total Statutory & Cultural Services Human Resources Finance Information Technology Procurement, Fleet & Property Total Corporate Performance Social Housing Non-Profit Children & Community Services Ontario Works Simcoe County Housing Corporation Total Social & Community Services ,721.8 Long Term Care & Seniors Services Paramedic Services Emergency Management Total Health & Emergency Services ,068.9 Transportation & Engineering - Maintenance Transportation & Engineering - Construction Solid Waste Management Forestry & By-Law Planning, Economic Development & Tourism Total Engineering, Planning & Environment General Municipal Total , , Strategic Plan Page 21

23 Capital Expenditures by Area (In Millions) Department Roads Construction Structures Roads Roads Maintenance Solid Waste Management Paramedic Services Long Term Care Simcoe County Housing Corp Other Departments TOTAL Strategic Plan Page 22

24 Net Operating Requirement (In millions) OPERATING (16.7) (20.5) (24.5) (27.6) (30.2) (37.3) (40.5) (44.6) (46.4) (51.8) (340.0) REVENUE (403.9) (418.1) (427.4) (436.1) (453.6) (451.3) (461.0) (472.5) (483.4) (501.6) (4,508.9) Subsidies (177.4) (186.5) (187.1) (186.6) (184.6) (189.3) (191.3) (195.1) (197.4) (200.5) (1,895.7) County Levy (148.2) (154.1) (160.2) (166.6) (173.3) (180.2) (187.4) (194.8) (202.6) (210.7) (1,778.1) Municipal Billings (24.5) (23.5) (23.9) (24.8) (30.9) (26.6) (26.7) (26.9) (27.1) (29.4) (264.3) User Fees (39.2) (40.0) (40.7) (42.3) (43.0) (43.8) (44.5) (45.3) (46.1) (46.9) (431.7) Miscellaneous Income (5.0) (5.2) (5.4) (5.6) (5.8) (6.0) (6.1) (6.3) (6.5) (6.7) (58.7) Transfer From Reserve (9.6) (8.7) (10.1) (10.2) (16.2) (5.6) (5.0) (4.1) (3.7) (7.4) (80.4) EXPENSES ,168.9 Client Benefit ,330.6 Salaries ,473.5 Administration Facilities COSD Transfer To Reserve Other NET CAPITAL Capital Revenues (38.0) (46.9) (45.9) (40.7) (30.8) (47.0) (28.0) (22.8) (22.6) (37.5) (360.2) Capital Expenses NET REQUIREMENT - Deficit (Surplus) (11.5) (1.9) (13.4) (20.2) (19.0) (24.9) (31.1) (39.0) (144.3) 2015 Strategic Plan Page 23

25 Operating Cash Flow (In millions) CASH BALANCE BEGINNING OF YEAR (0.1) (0.1) SOURCES FROM OPERATIONS Operating Revenue (394.3) (409.4) (417.3) (425.9) (437.5) (445.7) (456.0) (468.4) (479.7) (494.2) Capital Revenue (5.8) (10.4) (12.1) (8.7) (2.7) (8.7) (4.5) (4.3) (2.9) (1.5) Development Charge Receipts (15.1) (17.0) (19.0) (20.8) (22.9) (23.4) (23.8) (24.3) (24.8) (24.3) USES FOR OPERATIONS Operating Expenses Capital Expenses NET CASH FROM OPERATIONS (25.6) (19.7) (0.1) (6.0) New Short Term Debt Accelearated Debt Payments (5.0) (10.0) (15.0) (10.9) (11.9) END OF YEAR CASH BALANCE (0.1) (0.1) Cum. New Short Term Debt Strategic Plan Page 24

26 Debt Summary (In Millions) Debt Type Unfinanced Capital Unfinanced Capital - Development Charges Long Term Debt Short Term Debt Total Balances shown are at year end 2015 Strategic Plan Page 25

27 Reserves (In Millions) Reserve Name Archives Contingency Reserve Museum Contingency Reserve Forestry Reserve Homes Contingency Reserve General Contingency Reserve Social Services Reseve Simcoe Village Reserve Roads Contingency Reserve Paramedic Services Contingency Res Admin. Bldg. Contingency Reserve Tourism Simcoe Social Housing Reserve Waste Mgt. Contingency Reserve Sunset Village Economic Development Total Reserves Strategic Plan Page 26

Table of Contents Final Budget - Executive Summary November 28, 2017 Page 1

Table of Contents Final Budget - Executive Summary November 28, 2017 Page 1 Executive Summary Table of Contents Budget at a Glance... 2 Your Tax Dollars... 5 Background Information... 6 County Profile... 6 Statistics... 7 Overview... 8 Financial Principles & Guidelines... 11 Budget

More information

Table of Contents. Budget at a Glance Operating and Capital Revenues Community Profile Did you know? Fast Facts...

Table of Contents. Budget at a Glance Operating and Capital Revenues Community Profile Did you know? Fast Facts... 2015 BUDGET y0 Table of Contents Budget at a Glance... 3 Operating and Capital Revenues... 4 Community Profile Did you know?... 7 Fast Facts... 8 Budget Background... 9 Financial Principles & Policies...

More information

2014 BUDGET EXECUTIVE SUMMARY 2014 BUDGET

2014 BUDGET EXECUTIVE SUMMARY 2014 BUDGET 2014 BUDGET 2014 EXECUTIVE SUMMARY 2014 BUDGET y0 Table of Contents Community Profile Did you know?... 4 Recent Statistics... 5 2014 Budget Background... 6 Budgeting Framework... 7 Revenues... 7 Reserve/Reserve

More information

Tax Supported Preliminary Operating Budget. Book 1. Budget Summary Report FCS17001

Tax Supported Preliminary Operating Budget. Book 1. Budget Summary Report FCS17001 2017 Tax Supported Preliminary Operating Budget Book 1 Budget Summary Report FCS17001 BOOK ONE: 2017 PRELIMINARY TAX SUPPORTED OPERATING BUDGET SUMMARY LIST OF APPENDICES APPENDIX DESCRIPTION PAGE Tax

More information

Overview Presentation January 9, /4/2017 1

Overview Presentation January 9, /4/2017 1 Overview Presentation January 9, 2017 1/4/2017 1 2017 Business Plan Process Budget Direction Report EMT Review Service Partners June and August 2016 October 2016 January 9, 2017 January 16, 2017 February

More information

2018 Operating and Capital Overview

2018 Operating and Capital Overview 2018 Operating and Capital Overview 33 2018 Operating Budget Total budget $ 378.2M Less: Non-tax revenues 137.7M Payments in lieu 16.3M Assessment growth 2.1M Supplementary taxes 1.8M 157.9M Net taxation

More information

Priorities. Vision and Mission Statements

Priorities. Vision and Mission Statements General Corporate Priorities Vision and Mission Statements Our Vision of Peel s Future Peel will be a healthy, vibrant, and safe community that values its diversity and quality of life. Corporate Mission

More information

Strategic Asset Management Policy

Strategic Asset Management Policy Strategic Asset Management Policy Submission Date: 2018-04-24 Approved by: Council Approval Date: 2018-04-24 Effective Date: 2018-04-24 Resolution Number: Enter policy number. Next Revision Due: Enter

More information

Greater Sudbury at a Glance

Greater Sudbury at a Glance Greater Sudbury at a Glance MUNICIPAL STATISTICS Population 160,274 Households 74,405 EMPLOYEES Full time employees 2,011 SERVICE INFORMATION Building Permit Values (in 1000 s) 247,525 Average monthly

More information

CIVIC. partnerships. Guide to Policy & Administration

CIVIC. partnerships. Guide to Policy & Administration CIVIC partnerships Guide to Policy & Administration CIVIC Partnerships...together is better! I am very pleased to release the Civic Partnerships Guide to Policy and Administration. The original version

More information

Strategic Budgetary Plan

Strategic Budgetary Plan Strategic Budgetary Plan 2016 17 April 21, 2016 Table of Contents Executive Summary. Page 3 The Budget Model. Page 4 Approved 2016 17 Operating Budget. Page 5 1. Enrolment. Page 5 2. Revenue. Page 5 3.

More information

District of North Saanich 2019 Dra Budget

District of North Saanich 2019 Dra Budget District of North Saanich 2019 Dra Budget Budget in Brief Each year, the District develops an annual budget outlining how tax dollars are invested to support our residents and community. We include a five-year

More information

MINISTRY OF TOURISM, CULTURE AND SPORT

MINISTRY OF TOURISM, CULTURE AND SPORT THE ESTIMATES, 1 The Ministry of Tourism, Culture and Sport provides leadership for these fast-growing sectors of the provincial economy which are fundamental to the prosperity and quality of life of Ontario

More information

Operating Budget Overview 2019

Operating Budget Overview 2019 OPERATING BUDGET Operating Overview 2019 Introduction In planning for a vibrant, healthy and sustainable community, the Town of Halton Hills is committed to providing community leadership on issues of

More information

Finance and Treasury Department

Finance and Treasury Department Mission To provide financial governance, accountability and safeguard the City s assets while providing financial advice and strategy from both a department and corporate perspective Our Road Map Overview

More information

MINISTRY OF TOURISM, CULTURE AND SPORT

MINISTRY OF TOURISM, CULTURE AND SPORT THE ESTIMATES, 201314 1 The Ministry of Tourism, Culture and Sport provides leadership for these fastgrowing sectors of the provincial economy which are fundamental to the prosperity and quality of life

More information

The Corporation of Haldimand County. Consolidated Financial Statements

The Corporation of Haldimand County. Consolidated Financial Statements Consolidated Financial Statements December 31, 2016 Index to Consolidated Financial Statements December 31, 2016 Page INDEPENDENT AUDITORS' REPORT 2 CONSOLIDATED FINANCIAL STATEMENTS Management's Responsibility

More information

Township of Perry Strategic Asset Management Policy

Township of Perry Strategic Asset Management Policy Township of Perry Strategic Asset Management Policy Purpose: The strategic asset management policy is to establish consistent standards and guidelines for management of the Township s assets. The policy

More information

Budget Summary OPER-3. Residential Tax Bill Information. Municipal Price Index (MPI) Corporate Overview. Departmental Breakdown

Budget Summary OPER-3. Residential Tax Bill Information. Municipal Price Index (MPI) Corporate Overview. Departmental Breakdown OPERATING OVERVIEW Table of Contents 2018-2020 Budget Summary OPER-3 Residential Tax Bill Information Municipal Price Index (MPI) Corporate Overview Departmental Breakdown Revenue Breakdown Expense Breakdown

More information

CORPORATION OF THE CITY OF CORNWALL CONSOLIDATED FINANCIAL STATEMENTS

CORPORATION OF THE CITY OF CORNWALL CONSOLIDATED FINANCIAL STATEMENTS CONSOLIDATED FINANCIAL STATEMENTS December 31, 2014 December 31, 2014 CONTENTS Page INDEPENDENT AUDITORS' REPORT 1 FINANCIAL STATEMENTS Consolidated Statement of Financial Position 2 Consolidated Statement

More information

A loyal three made stronger in one. Loyalist Township Strategic Plan ( )

A loyal three made stronger in one. Loyalist Township Strategic Plan ( ) A loyal three made stronger in one Loyalist Township Strategic Plan (2012-2015) Adopted by Council on August 13, 2012 Loyalist Township Strategic Plan I. Community Profile As prescribed by the Ministry

More information

Budget Paper B FINANCIAL REVIEW AND STATISTICS

Budget Paper B FINANCIAL REVIEW AND STATISTICS Budget Paper B FINANCIAL REVIEW AND STATISTICS FINANCIAL REVIEW AND STATISTICS Contents Introduction... 1 Section 1 Budgetary Estimates under Balanced Budget Legislation Overview... 3 2003/04 Results...

More information

City of Ottawa Annual Report 2011

City of Ottawa Annual Report 2011 City of Ottawa Annual Report 2011 Mayor s Message August 2012 The City of Ottawa s 2011 Annual Report confirms that we are on a solid footing for the future. I am happy to say that we are delivering the

More information

City of Prince Albert YEAR STRATEGIC PLAN

City of Prince Albert YEAR STRATEGIC PLAN 5 City of Prince Albert YEAR STRATEGIC PLAN 2015-2020 City of Prince Albert Introduction Members of City Council, along with Senior Administration, attended a two-day Strategic Planning Session for the

More information

ANNUAL UPDATE ON REGION OF PEEL'S FINANCIAL CONDITION. Stephen VanOfwegen, Commissioner of Finance and Chief Financial Officer

ANNUAL UPDATE ON REGION OF PEEL'S FINANCIAL CONDITION. Stephen VanOfwegen, Commissioner of Finance and Chief Financial Officer 8.2-1 REPORT Meeting Date: 2017-04-27 Regional Council For Information DATE: April 12, 2017 REPORT TITLE: FROM: 2017 ANNUAL UPDATE ON REGION OF PEEL'S FINANCIAL CONDITION Stephen VanOfwegen, Commissioner

More information

MINISTRY OF TOURISM, CULTURE AND SPORT

MINISTRY OF TOURISM, CULTURE AND SPORT THE ESTIMATES, 201213 1 The Ministry of Tourism, Culture and Sport provides leadership for these fastgrowing sectors of the provincial economy which are fundamental to the prosperity and quality of life

More information

Independent Auditors' Report

Independent Auditors' Report Independent Auditors' Report To the Members of Council, Inhabitants and Ratepayers of The Corporation of the City of Stratford We have audited the accompanying consolidated financial statements of The

More information

2016 Operating Budget Overview

2016 Operating Budget Overview Overview Committee of the Whole February 17, 2016 Agenda Opening Remarks Towards Financial Strength Impact of 2016 Budget Next Steps 2 Opening Remarks Opening Remarks Council Leadership 2016 Community

More information

Report to: Council. October 26, Submitted by: Marian Simulik, City Treasurer

Report to: Council. October 26, Submitted by: Marian Simulik, City Treasurer 2 Report to: Council October 26, 2011 Submitted by: Marian Simulik, City Treasurer Contact Person: Mona Monkman, Deputy City Treasurer, Corporate Finance Finance Department 613-580-2424 ext. 41723, Mona.Monkman@ottawa.ca

More information

Executive Summary Operating Budget and Forecast

Executive Summary Operating Budget and Forecast The 2014 Budget Discussion Document presents the proposed 2014 operating budget, 2015-2016 forecasts and the 2014 Capital Budget for the Town of Oakville. The document represents the outcome of the 2014

More information

Reserves and Reserve Funds

Reserves and Reserve Funds Business Plan Highlights Reserves and Reserve Funds Peel continues to experience the benefits of sound fiscal management which Council has put in place based on sustainability as the cornerstone of longterm

More information

2014 Net Budget = $498.7 million 2015 Net Budget = $513.2 million. Capital Financing & Contingencies, 22.6% Planning & Development Services, 1.

2014 Net Budget = $498.7 million 2015 Net Budget = $513.2 million. Capital Financing & Contingencies, 22.6% Planning & Development Services, 1. 1 Budget Overview 2014 Net Budget = $498.7 million 2015 Net Budget = $513.2 million Corporate, Operational & Council Services, 5.2% Capital Financing & Contingencies, 21.3% Culture, 4.6% Economic Prosperity,

More information

Special City Council Meeting Agenda

Special City Council Meeting Agenda Special City Council Meeting Agenda Wednesday, November 8, 2017 2:00 p.m. Council Chambers, Guelph City Hall, 1 Carden Street Please turn off or place on non-audible all electronic devices during the meeting.

More information

2014 Approved Operating Budget

2014 Approved Operating Budget 2014 Approved Operating Budget Table of Contents Introduction 1 City Council & Mayor's Office 10 Office of the Chief Administrative Officer 22 Office of the Chief Financial Officer 41 Office of the City

More information

Summary: BUDGET AND FISCAL PLAN 2005/06 TO 2007/08

Summary: BUDGET AND FISCAL PLAN 2005/06 TO 2007/08 2 Summary Summary: BUDGET AND FISCAL PLAN 2005/06 TO 2007/08 Fiscal Plan Summary 2005/06 to 2007/08 2004/05 Budget Updated Estimate Plan Plan ($ millions) Budget 2005/06 2006/07 2007/08 Revenue 30,640

More information

Thriving Leading Budget. Investing in better outcomes for residents and businesses

Thriving Leading Budget. Investing in better outcomes for residents and businesses Living Thriving Leading Investing in better outcomes for residents and businesses Adaptability and responsiveness to current trends and future needs 2018 Budget 2018 Budget 2018 Budget at a Glance The

More information

REPORT Meeting Date: April 26, 2012 Regional Council

REPORT Meeting Date: April 26, 2012 Regional Council 4 Wohki~~ foh you REPORT Meeting Date: April 6, 1 Regional Council DATE: March 15,1 REPORT TITLE: 11 SEMI-ANNUAL PERFORMANCE REPORT - YEAR END (UNAUDITED) FROM: Norma Trim, Chief Financial Officer and

More information

2018 Operating Budget Process

2018 Operating Budget Process 2018 Operating Budget Process Date 2018 Proposed Budget Process & Timeline (City Council Meeting) Public Input Opportunity July 17, 2017 2018 Recommended Budget Development by Administration July 18, 2017

More information

Long Term Capital Planning

Long Term Capital Planning Long Term Capital Planning Forecasting the 10-year capital needs and financing gap October 26, 2005 Corporate Priorities Excerpts from Short Term Action Plan chart July 2005 Develop comprehensive Capital

More information

CORPORATION OF THE COUNTY OF LENNOX AND ADDINGTON

CORPORATION OF THE COUNTY OF LENNOX AND ADDINGTON Consolidated Financial Statements of the CORPORATION OF THE COUNTY OF LENNOX AND Consolidated Financial Statements of the CORPORATION OF THE COUNTY OF LENNOX AND CORPORATION OF THE COUNTY OF LENNOX AND

More information

CORPORATION OF THE COUNTY OF LENNOX AND ADDINGTON

CORPORATION OF THE COUNTY OF LENNOX AND ADDINGTON Consolidated Financial Statements of the CORPORATION OF THE COUNTY OF LENNOX AND Consolidated Financial Statements of the CORPORATION OF THE COUNTY OF LENNOX AND CORPORATION OF THE COUNTY OF LENNOX AND

More information

2019 THREE YEAR OPERATING PLAN APPROVED BY COUNCIL DECEMBER 10, 2018

2019 THREE YEAR OPERATING PLAN APPROVED BY COUNCIL DECEMBER 10, 2018 2019 THREE YEAR OPERATING PLAN APPROVED BY COUNCIL DECEMBER 10, 2018 Preamble The Municipal Government Act (MGA) requires each municipality to prepare a written plan respecting its anticipated financial

More information

THE CORPORATION OF THE MUNICIPALITY OF GREY HIGHLANDS PROPOSED CAPITAL AND OPERATING BUDGET OVERVIEW BUILDING THE BUDGET 2

THE CORPORATION OF THE MUNICIPALITY OF GREY HIGHLANDS PROPOSED CAPITAL AND OPERATING BUDGET OVERVIEW BUILDING THE BUDGET 2 THE CORPORATION OF THE MUNICIPALITY OF GREY HIGHLANDS PROPOSED CAPITAL AND OPERATING BUDGET 20191 1 OVERVIEW BUILDING THE BUDGET 2 2 LEVELS OF REVIEW Departmental Submissions Public Engagement & Council

More information

CORPORATION OF THE TOWN OF COLLINGWOOD

CORPORATION OF THE TOWN OF COLLINGWOOD CORPORATION OF THE TOWN OF COLLINGWOOD COUNTY OF SIMCOE CONSOLIDATED FINANCIAL REPORT DECEMBER 31, 2002 DECEMBER 31, 2002 CONTENTS Auditors' Report Consolidated Balance Sheet Consolidated Statement of

More information

AGENDA SPECIAL COMMITTEE OF THE WHOLE MEETING SCHEDULED RECESS AT 2:30 P.M.

AGENDA SPECIAL COMMITTEE OF THE WHOLE MEETING SCHEDULED RECESS AT 2:30 P.M. AGENDA SPECIAL COMMITTEE OF THE WHOLE MEETING Monday, March 11, 2019, 12:00 P.M. - 4:00 P.M. Board Room, Service and Resource Centre, 411 Dunsmuir Street, Nanaimo, BC SCHEDULED RECESS AT 2:30 P.M. Pages

More information

Strategic Plan CONSOLIDATED FINANCIAL

Strategic Plan CONSOLIDATED FINANCIAL Strategic Plan 2017 CONSOLIDATED FINANCIAL statements 1 Table of Contents Independent Auditor's Report... 1 Consolidated Statement of Financial Position... 2 Consolidated Statement of Operations and Accumulated

More information

Guelph s Financial Strategy 2014

Guelph s Financial Strategy 2014 Guelph s Financial Strategy 2014 GUELPH S FINANCIAL STRATEGY Guelph is one of Canada s most livable cities - a testament to this community s commitment to Guelph s vision: Be a city that makes a difference

More information

2019 PRELIMINARY OPERATING AND CAPITAL BUDGETS

2019 PRELIMINARY OPERATING AND CAPITAL BUDGETS 2019 PRELIMINARY OPERATING AND CAPITAL BUDGETS Overview Budget Consultation Public Engagement Budget Context and Highlights Context Preliminary Operating and Capital Budgets Highlights Revenue Expenditure

More information

Agency Page Information

Agency Page Information Functional Areas The County agency pages are organized by the four functional areas of the County government: Community Development,, Human Services, and Public Safety. A. Functional Area Expenditure Budget

More information

Special City Council Meeting Agenda Consolidated as of February 1, 2019

Special City Council Meeting Agenda Consolidated as of February 1, 2019 Special City Council Meeting Agenda Consolidated as of February 1, 2019 Thursday, February 7, 2019 4:00 p.m. Council Chambers, Guelph City Hall, 1 Carden Street Please turn off or place on non-audible

More information

THE REGIONAL MUNICIPALITY OF NIAGARA CONSOLIDATED STATEMENT OF FINANCIAL POSITION

THE REGIONAL MUNICIPALITY OF NIAGARA CONSOLIDATED STATEMENT OF FINANCIAL POSITION CONSOLIDATED STATEMENT OF FINANCIAL POSITION As at December 31, 2017 (In thousands of dollars) 2017 2016 FINANCIAL ASSETS Cash $ 143,765 $ 102,524 Investments (note 2) $ 480,130 $ 438,585 Accounts receivable

More information

THE CORPORATION OF THE COUNTY OF BRANT CONSOLIDATED FINANCIAL STATEMENTS

THE CORPORATION OF THE COUNTY OF BRANT CONSOLIDATED FINANCIAL STATEMENTS CONSOLIDATED FINANCIAL STATEMENTS Millards Chartered Professional Accountants INDEX Page Management Report INDEPENDENT AUDITORS' REPORT 1 2 FINANCIAL STATEMENTS Consolidated Statement of Financial Position

More information

BUDGET DRAFT 1 November 19, 2019

BUDGET DRAFT 1 November 19, 2019 BUDGET 2019 DRAFT 1 November 19, 2019 Executive summary For the consideration of our Mayor and Council, City of Lloydminster Administration is pleased to provide a first draft of the 2019 Municipal Budget.

More information

Special City Council Meeting Agenda Consolidated as of November 3, 2017

Special City Council Meeting Agenda Consolidated as of November 3, 2017 Special City Council Meeting Agenda Consolidated as of November 3, 2017 Wednesday, November 8, 2017 2:00 p.m. Council Chambers, Guelph City Hall, 1 Carden Street Please turn off or place on non-audible

More information

The District Municipality of Muskoka 2018 Tax Supported Operating & Capital Budget Index

The District Municipality of Muskoka 2018 Tax Supported Operating & Capital Budget Index The District Municipality of Muskoka Tax Supported Operating & Capital Index Section Pages Treasurer's Report Treasurer's Report 1-45 Net Levy Summary 47-50 Tax Supported Summary 51-52 Corporate & Emergency

More information

2013 Budget and Plan Guidelines

2013 Budget and Plan Guidelines APPENDICES 142 Appendix A: 2013 Budget and 2014-2018 Plan Guidelines 148 Appendix B: 2013 Operating Budget and 2014-2015 Operating Plan Guidelines 154 Appendix C: 2013 Capital Budget and 2014-2018 Capital

More information

TRUST AND CONFIDENCE

TRUST AND CONFIDENCE -2019- BU1.3 Torontonians City Council TRUST AND CONFIDENCE STRATEGY Public Service 2 2.9 million 3.1 million 3.8 million people call Toronto people call Toronto people will call Toronto home each night

More information

Expenditures & Revenue Summary by Category

Expenditures & Revenue Summary by Category Expenditures & Revenue Summary by Category Expenditure & Revenue Summary by Category 2011 2012 2013 $ Change Over Actual Forecast 2012 Expenditures by Category Salaries, Wages & Benefits 1,276,441 1,279,528

More information

Executive Summary Operating Budget and Forecast

Executive Summary Operating Budget and Forecast Executive Summary The 2017 Budget Discussion Document presents the proposed 2017 operating budget, 2018-2019 forecasts and the 2017 Capital Budget for the Town of Oakville. The document represents the

More information

2030 Infrastructure Plan Introduction

2030 Infrastructure Plan Introduction 2 nd Draft February 25, 2016 Infrastructure Plan Introduction 1.0 INTRODUCTION The Infrastructure Plan covers the City s infrastructure investment needs for the next 15 years (2016-) and was developed

More information

MUNICIPALITY OF MISSISSIPPI MILLS. plan. December, 2016

MUNICIPALITY OF MISSISSIPPI MILLS. plan. December, 2016 MUNICIPALITY OF MISSISSIPPI MILLS plan December, 2016 PREFACE This Asset Management Plan is intended to describe the infrastructure owned, operated and maintained by the Municipality of Mississippi Mills

More information

THE CITY OF RED DEER HERITAGE MANAGEMENT PLAN

THE CITY OF RED DEER HERITAGE MANAGEMENT PLAN THE CITY OF RED DEER HERITAGE MANAGEMENT PLAN EXECUTIVE SUMMARY Red Deer City Council adopted the Management Plan as a planning tool on September 11, 2006 Prepared by: BACKGROUND The heritage resources

More information

Branch - Housing and Economic Sustainability

Branch - Housing and Economic Sustainability Branch - Housing and Economic Sustainability Introduction The Housing and Economic Sustainability Branch is a strong advocate for the development of safe and affordable housing, and communities, for Edmontonians

More information

TRUST AND CONFIDENCE

TRUST AND CONFIDENCE Torontonians City Council TRUST AND CONFIDENCE STRATEGY Public Service 2 2.9 million people call Toronto home each night 3.1 million people call Toronto home each day 3.8 million people will call Toronto

More information

The Corporation of the Municipality of Chatham-Kent

The Corporation of the Municipality of Chatham-Kent Consolidated financial statements of The Corporation of the Municipality of Table of contents Independent Auditor s Report... 1-2 Consolidated statement of financial position... 3 Consolidated statement

More information

2019 Budget Overview. Presentation to Budget Committee December 11, 2018

2019 Budget Overview. Presentation to Budget Committee December 11, 2018 2019 Budget Overview Presentation to Budget Committee December 11, 2018 Introductory Comments Mike Murray Chief Administrative Officer 2019 Budget Challenges Base Budget pressures Infrastructure funding

More information

Budget and Financial Controls Policy

Budget and Financial Controls Policy Approved via Resolution 2015-139 Budget and Financial Controls Policy Scope 1. This policy applies to all Town departments, boards, committees, and other organizations falling within the reporting requirements

More information

Budget. Quick. Reference. Guide

Budget. Quick. Reference. Guide Budget Quick Reference Guide Contents 1 Distribution of Tax Dollars 2 Long-term Budget Goals 3 Operating and Capital Budgets What s the Difference? Impact of Capital Budgets on Operating Budgets 7 Funding

More information

Financial Report. Corporation of the City of Thorold

Financial Report. Corporation of the City of Thorold Financial Report Corporation of the City of Thorold 2015 Contents Page Corporation of the City of Thorold Independent Auditor s Report 1-2 Consolidated Statement of Financial Position 3 Consolidated Statement

More information

THE CORPORATION OF THE TOWN OF NIAGARA-ON-THE-LAKE

THE CORPORATION OF THE TOWN OF NIAGARA-ON-THE-LAKE Consolidated Financial Statements of THE CORPORATION OF THE TOWN OF NIAGARA-ON-THE-LAKE For the year ended December 31, 2011 KPMG LLP Chartered Accountants One St. Paul Street Suite 901 PO Box 1294 Stn

More information

Treasury Board of Canada Secretariat

Treasury Board of Canada Secretariat Treasury Board of Canada Secretariat 2007 08 A Report on Plans and Priorities The Honourable Vic Toews President of the Treasury Board Table of Contents Section I: Overview... 1 Minister s Message...

More information

2012 Approved Operating Budget

2012 Approved Operating Budget 2012 Approved Operating Budget Table of Contents Introduction. 1 Mayor's Office & City Council... 24 Office of the Chief Administrative Officer 36 Office of the Chief Financial Officer 42 Office of the

More information

THE CORPORATION OF THE TOWNSHIP OF RYERSON

THE CORPORATION OF THE TOWNSHIP OF RYERSON THE CORPORATION OF THE TOWNSHIP OF RYERSON CONSOLIDATED FINANCIAL STATEMENTS DECEMBER 31, 2014 CONTENTS Page Independent Auditor's Report 1-2 Consolidated Statement of Financial Position 3 Consolidated

More information

Budget Paper B FINANCIAL REVIEW AND STATISTICS

Budget Paper B FINANCIAL REVIEW AND STATISTICS Budget Paper B FINANCIAL REVIEW AND STATISTICS FINANCIAL REVIEW AND STATISTICS Contents Overview... 1 1999/2000 Budget Plan... 3 Manitoba Credit Ratings... 5 Budgetary Comparisons... 6 1999 Federal Budget...

More information

Strategic Plan 2014 CONSOLIDATED FINANCIAL

Strategic Plan 2014 CONSOLIDATED FINANCIAL Strategic Plan 2014 CONSOLIDATED FINANCIAL statements 1 TABLE OF CONTENTS Auditor's Report... 1 Consolidated Statement of Financial Position... 2 Consolidated Statement of Operations and Accumulated Surplus...

More information

CITY OF GREATER SUDBURY

CITY OF GREATER SUDBURY Consolidated Financial Statements of CITY OF GREATER SUDBURY Consolidated Financial Statements Index Page Management s Responsibility for the Consolidated Financial Statements 1 Auditors' Report 2 Consolidated

More information

Council Budget Meeting Date: April 28 & 29, 2009 Agenda Item: #4.1

Council Budget Meeting Date: April 28 & 29, 2009 Agenda Item: #4.1 Council Budget Meeting Date: April 28 & 29, 2009 Agenda Item: #4.1 FINANCIAL PROJECTIONS AND 2009 SERVICE LEVEL REVIEWS Report Purpose To review the 2010 financial projections and the 2009 approved Service

More information

CORPORATION OF THE TOWN OF WASAGA BEACH

CORPORATION OF THE TOWN OF WASAGA BEACH CORPORATION OF THE TOWN OF WASAGA BEACH COUNTY OF SIMCOE CONSOLIDATED FINANCIAL REPORT DECEMBER 31, 2016 DECEMBER 31, 2016 CONTENTS Management's Responsibility for the Consolidated Financial Report 1 Independent

More information

CORPORATION OF THE TOWNSHIP OF ORO-MEDONTE

CORPORATION OF THE TOWNSHIP OF ORO-MEDONTE CORPORATION OF THE TOWNSHIP OF ORO-MEDONTE COUNTY OF SIMCOE CONSOLIDATED FINANCIAL STATEMENTS DECEMBER 31, 2014 DECEMBER 31, 2014 CONTENTS Independent Auditor's Report 1 Consolidated Statement of Financial

More information

MUNICIPALITY OF CHATHAM-KENT CORPORATE SERVICES

MUNICIPALITY OF CHATHAM-KENT CORPORATE SERVICES MUNICIPALITY OF CHATHAM-KENT CORPORATE SERVICES TO: FROM: Mayor and Members of Council Gerry Wolting, B. Math, CPA, CA General Manager, Corporate Services DATE: January 13, 2014 SUBJECT: 2013 Asset Management

More information

Please turn off or place on non-audible all cell phones, PDAs, Blackberrys and pagers during the meeting.

Please turn off or place on non-audible all cell phones, PDAs, Blackberrys and pagers during the meeting. CITY COUNCIL AGENDA Council Chambers, Guelph City Hall, 1 Carden Street DATE Tuesday, November 5, 2013 6:00 p.m. Please turn off or place on non-audible all cell phones, PDAs, Blackberrys and pagers during

More information

Frequently Asked Questions

Frequently Asked Questions Frequently Asked Questions Frequently Asked Questions If my home value goes up, does the City get more taxes? Where do my property taxes go? What is the difference between Regional and City services? How

More information

Message from the Treasurer. Proposed Property Tax Increases. Municipal Service Delivery. Economic Profile. Development Outlook

Message from the Treasurer. Proposed Property Tax Increases. Municipal Service Delivery. Economic Profile. Development Outlook Executive Summary Table of Contents Message from the Treasurer Proposed Property Tax Increases Exec-3 Exec-4 About Brampton Brampton Facts Municipal Service Delivery Economic Profile Development Outlook

More information

2016 Financial Statements

2016 Financial Statements 2016 Financial Statements The Corporation of the District of Saanich British Columbia Fiscal year ended December 31, 2016 Prepared by: District of Saanich Finance Department saanich.ca June 13, 2017 Mayor

More information

Councillor Pam McConnell Budget Overview. February 24, 2010

Councillor Pam McConnell Budget Overview. February 24, 2010 Councillor Pam McConnell Budget Overview February 24, 2010 Budget Process Departments start working on their budgets about 6 months before launch The City of Toronto Budget is divided into two parts: Capital

More information

CORPORATION OF THE TOWNSHIP OF ORO-MEDONTE

CORPORATION OF THE TOWNSHIP OF ORO-MEDONTE CORPORATION OF THE TOWNSHIP OF ORO-MEDONTE COUNTY OF SIMCOE CONSOLIDATED FINANCIAL STATEMENTS DECEMBER 31, 2015 DECEMBER 31,2015 CONTENTS Independent Auditor's Report 1 Consolidated Statement of Financial

More information

Charter and focus. Community priorities. The New Normal. Structural recommendations. Short-term recommendations

Charter and focus. Community priorities. The New Normal. Structural recommendations. Short-term recommendations April 27, 2010 1 2 Charter and focus priorities The New Normal Structural recommendations Short-term recommendations 3 Primary Goal Position the City for long-term financial stability and efficient government

More information

THE CORPORATION OF THE CITY OF ST. CATHARINES, ONTARIO FINANCIAL STATEMENTS TO THE YEAR ENDED DECEMBER 31, 2016

THE CORPORATION OF THE CITY OF ST. CATHARINES, ONTARIO FINANCIAL STATEMENTS TO THE YEAR ENDED DECEMBER 31, 2016 THE CORPORATION OF THE CITY OF ST. CATHARINES, ONTARIO FINANCIAL STATEMENTS TO THE YEAR ENDED DECEMBER 31, 2016 City of St. Catharines Consolidated Statements Port Dalhousie Business Association St. Catharines

More information

Finance and Enterprise BUSINESS PLAN

Finance and Enterprise BUSINESS PLAN Finance and Enterprise BUSINESS PLAN 2008-11 ACCOUNTABILITY STATEMENT The business plan for the three years commencing April 1, 2008 was prepared under my direction in accordance with the Government Accountability

More information

Mayor & Members of Council Business Plan & 2018 Budget

Mayor & Members of Council Business Plan & 2018 Budget Mayor & Members of Council 2018 2021 Business Plan & 2018 Foreword Our Vision for the Future Mississauga will inspire the world as a dynamic and beautiful global city for creativity and innovation, with

More information

2017 Preliminary Operating and Capital Budgets. November 22, 2016

2017 Preliminary Operating and Capital Budgets. November 22, 2016 2017 Preliminary Operating and Capital Budgets November 22, 2016 1 Overview Budget Consultation Public Engagement Multi Year Budget View Budget Priorities Preliminary Operating and Capital Budgets Future

More information

Proposed Regional Budget

Proposed Regional Budget Proposed 2017-2018 Regional Budget Presentation to Council Bill Hughes November 17, 2016 Overview of Presentation Part 1: Overview of the 2017 Budget Part 2: The Budget Operating Budget Capital Budget

More information

THE CORPORATION OF THE CITY OF WATERLOO

THE CORPORATION OF THE CITY OF WATERLOO DRAFT May 9, 2016 Consolidated Financial Statements of THE CORPORATION OF THE CITY OF WATERLOO Consolidated Statement of Financial Position December 31, 2015, with comparative information for 2014 (note

More information

2018 Draft Operating and Capital Budgets Introduction

2018 Draft Operating and Capital Budgets Introduction 2018 Draft Operating and Capital Budgets Introduction 1 COUNCIL PRIORITIES IN 2018 OPERATING AND CAPITAL BUDGETS COUNCIL S PRIORITIES Council Priorities in 2018 Budget Create a smart economy 2017 2018

More information

DEVELOPMENT PHILOSOPHY The recommended budget aligns the County s resources with the Council s identified governing priorities:

DEVELOPMENT PHILOSOPHY The recommended budget aligns the County s resources with the Council s identified governing priorities: County Administrator Joseph Kernell jkernell@greenvillecounty.org (864) 467-7105 www.greenvillecounty.org May 19, 2015 Dear Chairman Taylor and Members of County Council: I am pleased to present Greenville

More information

Public Private Partnerships. Alberta Infrastructure Guidance Document

Public Private Partnerships. Alberta Infrastructure Guidance Document P3 Public Private Partnerships Alberta Infrastructure Guidance Document P3 Public Private Partnerships Alberta Infrastructure Guidance Document Excerpt from the February 18, 2003 Speech from the Throne

More information

Biennial Budget Section II: Process/Policies

Biennial Budget Section II: Process/Policies BUDGET POLICIES This section of the budget sets forth the objectives of the budget as a policy document together with a description of the basis of the policy. Policy Context of the Budget The City budget

More information

CONSOLIDATED FINANCIAL STATEMENTS DECEMBER 31, 2017

CONSOLIDATED FINANCIAL STATEMENTS DECEMBER 31, 2017 CONSOLIDATED FINANCIAL STATEMENTS DECEMBER 31, 2017 CONTENTS Five Year Financial Review...1-2 Management s Responsibility for the Consolidated Financial Statements... 3 Independent Auditor s Report...4-5

More information

Program: Administrative Executive Management Program Based Budget Page 15

Program: Administrative Executive Management Program Based Budget Page 15 Program: Administrative Executive Management Program Based Budget 2014 2016 Page 15 Program: Administrative Executive Management Vision Statement: To demonstrate leadership and a commitment to excellence

More information

F Ý ½ Y Ù 2018 BUDGET. Ä F ò -Y Ù C Ö ã ½ IÃÖÙÊò Ã Äã P½ Ä

F Ý ½ Y Ù 2018 BUDGET. Ä F ò -Y Ù C Ö ã ½ IÃÖÙÊò Ã Äã P½ Ä F Ý ½ Y Ù 2018 BUDGET Ä F ò -Y Ù C Ö ã ½ IÃÖÙÊò Ã Äã P½ Ä FY2018 Annual Budget In accordance with the passage of S.B. No 656, Local Government Code, Sec. 102.007, was amended to require that an adopted

More information