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 Plan - needs inventory and criteria Develop Healthy Community Strategy - complete and communicate Develop Arts and Culture Policy review support for events Develop Economic Development Action Plan - job creation focus
Top Corporate Priority Council s top priority is to develop a comprehensive Capital Plan In order to ensure we are addressing this important priority, the timing is appropriate to update the Capital component of the Long Term Financial Plan Departments have forecasted the capital needs and available financing for 2006 to 2015
Agenda Overall capital needs, financing and forecasted capital financing gap for the years 2006 to 2015 Departmental capital needs and financing gap Narrowing the gap - financing sources A review of the Long-Term Financial Plan principles and policies What s next Questions Break Gordon McIntosh facilitation workshop
Overall Capital Needs 2006 to 2015 $200 $150 Growth: new infrastructure projects Growth, $136 M Infrastructure Renewal, $911 M $100 $50 $0 (millions) 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Infrastructure Renewal: replacement or betterment of assets Total needs: $1.047 billion
Forecasted Financing Sources $80 $70 $60 $50 $40 $30 Grants and Other, $30 M Reserve and Reserve Fund Contributions, $62 M Capital Envelopes, $538 M $20 $10 $0 (millions) 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Total financing: $630 M
Projected 2006 Allocation of Capital Envelope Buildings, $2.0 M Solid Waste, $1.0 M Fire, $0.2 M Leisure, $1.0 M Health &Social Services, $0.7 M Administration, $2.0 M Economic Dev, $0.2 M $44.5 million Police, $0.5 M Water &Wastewater, $16 M Roads, $20.9 M
Key Changes to 2003 LTFP 2006 to 2015 forecasted financing builds on prior year s approvals and reflects growth in two main areas: 1. Provincial gas tax allocations for transit needs based on established criteria 2. Growth of capital envelope (contribution from the current budget) 2001 $28 M 2003 $ 31 M 2006 projected $44.5M
How has the capital envelope grown? - Implementation of Capital Levy of 2.3% in 2005 and 2006 allocated to roads envelope - 100% GST rebate allocated to roads envelope - Implementation of the Sustainable Capital Asset Management Program (SCAMP) for water and wastewater infrastructure replacement - Cumulative impact of an Inflation factor per annum
Capital Financing Gap (Forecasted) Gap, $417 M $200 $150 $100 Gap, $55.6 M Gap, $94.6 M Gap, $54.7 M Funding, $630 M Gap, $30.1 M $50 $0 (millions) 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Capital Financing Gap by Envelopes EMS, $5.7 M Fire, $14.8M Solid Waste, $17.4 M Fleet, $20.2 M Leisure, $85.9 M $417 million H&SS, $10.8 M Admin, $11.4 M Growth & Dev, $14.7 M Public Safety, $10.4 M Buildings, $83.7 M Water & Waste Water, $42.5 M Roads, $99.3 M
How has the gap changed? (in millions) 2004-2013 LTFP 2006-2015 LTFP Increase (decrease) Capital gap $421 $417 ($4) Highlights Roads $ 197.9 $ 99.3 ($ 98.6) Buildings $ 72.1 $ 83.7 $ 11.6 Water&WW N/A $ 42.5 $ 42.5 Leisure $ 47.1 $ 85.9 $ 38.8 Transit $ 19.1 $ 0.0 ($19.1)
Growth & Development
Growth & Development Planning Document References Official Plan, & related background studies Transit Ridership Growth Plan / Transit Asset Management Plan Healthy Community Plan Economic Development Strategic Plan for Greater Sudbury 2015 Downtown Vision Plan GIS Strategic Plan Connect Ontario Plan
Growth & Development Needs Infrastructure Renewal Initiatives Transit Fleet & Building Parking Areas
Growth & Development Needs Growth Initiatives Projects which advance Economic Engines and Igniters Mining, Arts & Culture, Tourism, Renewable/Alternate Energy GIS, technology
Growth & Development Needs, Funding and Gap (2006 to 2015) Needs Funding Gap Transit $30.9 $30.9 $0.0 Parking $1.5 $1.5 $0.0 Economic Dev. $17.1 $4.4 $12.7 Planning $2.0 $0 $2.0 Total $51.5 M $36.8 M $14.7 M
Administrative Support
Administrative Support Information Technology Administrative Support Community Support
Administrative Support Planning Document References Council Decisions in support of community projects, ie: Hospital, NDCA Mapping the Vision High Quality Service Departmental Business Plans Information Technology Committee to develop IT Strategic Plan Memorandum of Understanding Provincial Offences Court
Administrative Support Infrastructure Renewal Initiatives Total value of IT Infrastructure: $19,830,000 1,500 PC s, Notebooks and Tablets and associated peripherals (ie printers) 72 Servers 1,450 telephones, cellphones, blackberries, palmpilots 85 networked software application packages
Administrative Support Growth Initiatives Provincial Offences Courtrooms New Software Applications in support of E-Government Agendas Online 3-1-1 /CRM Interface Ongoing demand to expand capacity, use and protection of technology 800 PC s in 2001 grew to 1,500 PC s in 2005
Administrative Support Needs, Funding and Gap (2006 to 2015) Needs Funding Gap Information Technology $9.2 $2.6 $6.6 Administrative Support $11.5 $3.4 $8.1 Sub Total $20.7 $6.0 $14.7 Community Support $12.7 $16.0 $ -3.3 Total $33.4 M $22.0 M $11.4 M
Community Development
Community Development Community Development Delivers great service that consistently exceeds the citizen s expectations Innovative department continually building partnerships within the community Enhances our northern lifestyle as to improve the health and social well-being of the citizens of Greater Sudbury
Community Development Healthy Community Active living / healthy lifestyle Natural environment Civic engagement / social capital Economic growth Greater Sudbury Healthy Community Strategy implementation of the Healthy Community Strategy will be setting the foundation for future generations.
Community Development Services Services touch all citizens Variety of Programs Leisure Master Plan Mission: To support a physically, intellectually, socially and ecologically healthy community that nurtures local values, volunteers and community partnerships.
Community Development Planning Document References Bell Park Master Plan (1999) Greenway Park (East End Ramsey Lake Master Plan) (September 2001) Library Branch Needs Study (November 2003) Parks Open Space/Leisure Master Plan (June 2004) Adanac Master Plan/Business Plan (June 2005) Pioneer Manor Master Plan (1993) Pioneer Manor Strategic Plan (2002 2007) Greater Sudbury Healthy Community Strategy (2005) Human Services Strategic Plan Official Plan Housing (2005) Affordable Housing Strategy Greater Sudbury Healthy Community Strategy Civic engagement/social capital strategic priority Empower the community to take ownership of their health and well-being Build community pride and belonging
Community Development Infrastructure Renewal Initiatives Recreation Soccer and playfield development and upgrades Basketball court upgrades/development Leisure facilities parking lots/tennis court upgrades Pool facilities upgrades Ski hill upgrades Recreational program equipment renewal Community arenas & hall upgrades
Community Development Infrastructure Renewal Initiatives Parks Parks equipment replacement Community parks and playground upgrades/development Health & Social Services Pioneer Manor building maintenance/upgrades
Community Development Infrastructure Renewal Initiatives Libraries & Citizen Services South End and Main Branch Library expansions Housing Housing stock renewal Cemeteries Monument restoration and infrastructure renewal Civic Memorial Cemetery Mausoleum Phase III and IV
Community Development Growth Initiatives Youth Skate park development Splash pad development Community trail and bike path development Sports Multi-pad sports complex Countryside arena additional ice pad and soccer complex Laurentian University Track
Community Development Growth Initiatives Seniors Seniors Golden Opportunity General Citizens Greenway Park development (East end of Ramsey Lake) Bell Park redevelopment Cultural Facilities
Community Development Needs, Funding and Gap (2006 to 2015) Needs Funding Gap Recreation $59.5 $7.9 $51.6 Parks $37.4 $4.0 $33.4 Cemeteries $2.1 $1.6 $0.5 Libraries and Citizen Centres $1.3 $0.9 $0.4 Housing $13.1 $5.0 $8.1 Health and Social Services $10.3 $7.6 $2.7 Total $123.7 M $27.0 M $96.7 M
Police Service Our Mission The members of the Greater Sudbury Police Service are committed to providing quality policing in partnership with our community. Our Vision To be recognized by our members, community and peers as a progressive, innovative leader in policing. Strategic Directions and Priorities Public Safety Initiatives Police-Community Relations and Partnerships Organizational Effectiveness and Management Human Resource Management and Development Facilities Management Information Technology
Police Service Planning Document References Business Plan 2005 to 2007 KPMG Fleet Management Strategies Skills Development and Learning Plan 2005/2005 Building Condition Surveys Feasibility Study Lionel E. Lalonde Centre GSPS Facilities Review Expanded Taser Deployment Report Firearms Replacement Review Police Services Act
Police Service Infrastructure Renewal Initiatives Vehicle Purchases Police Equipment/Supplies Automation Facilities Security/Camera System Communications Funding Capital Envelope Police Vehicle and Equipment Replacement Reserve Fund Capital Financing Reserve Fund
Police Service Growth Initiatives Vehicle Purchases Vehicles for expanded area northeast Police Equipment/Supplies Expanded Taser Deployment Facilities Lionel E. Lalonde Centre Funding Capital Envelope Police Vehicle and Equipment Replacement Reserve Fund Transition Fund Capital Financing Reserve Fund
Police Service Funding Capital Envelope Police Vehicle and Equipment Replacement Reserve Fund Transition Fund Capital Financing Reserve Fund
Police Service Needs, Funding and Gap (2006 to 2015) Needs Funding Gap Police $14.0 M $14.0 M $0.0
Public Safety
Public Safety Police Infrastructure and Emergency Services Fire EMS Emergency Planning Public Works Transit Proactive collaborative approach to common public safety infrastructure requirements
Public Safety Current project Lionel E. Lalonde Centre Proposed Renewed Initiatives Growth
Public Safety Planning Document References Voice Radio Systems Phases One, Two, Three and Four Police/Fire Dispatch Amalgamation Report Master Fire Plan Project Plan Fire Services Communications Mobile Workstation Final Report Mobile Command Centre Review Police Services Act Ambulance Act Fire Protection and Prevention Act Community Emergency Management Plan EMS Deployment Plan BMS Winter Operations (Command and Control)
Public Safety Infrastructure Renewal Initiatives Communications ($7.5 million) Infrastructure replacement - provision Vehicle Purchases ($360,000) Mobile Command Post - replacement
Public Safety Growth Initiatives Automation ($2.05 million) Mobile Workstations
Public Safety Needs, Funding and Gap (2006 to 2015) Needs Funding Gap Public Safety $11.7 M $1.3 M $10.4 M
Infrastructure and Emergency Services
Infrastructure and Emergency Services The IES Department is dedicated to enhancing and preserving the quality of life, property and environment through education, leadership, partnerships and effective response to day-to-day service requirements and emergencies. Our Vision is to provide the citizens of Greater Sudbury exemplary service while sharing the responsibility with them to develop a safe, secure, and a green environment. What Is Infrastructure?
Infrastructure and Emergency Services Infrastructure Renewal Initiatives Surface Improvements ( Roads) Water and Waste Water Waste Diversion Fleet Buildings and Facilities Fire EMS Communication and Information
Infrastructure and Emergency Services Reality Average life span In-ground Assets 75 years Above-ground Assets 35 years Building Assets 75 years Roads 15 years Vehicles - based on manufacturer recommendations and Sudbury s experience
Infrastructure and Emergency Services Why CGS IES Infrastructure Deficit Aging Infrastructure City built predominantly in the post-second World War period to address a growing population, immigration and increased urbanization. Reduced Capital Insufficient investment Spending in the 1990 s Increased municipal Provincial downloading of infrastructure funding pressures combined with decreased funding to support municipal capital spending. 1990 1992 25% 1999 2000 7% Maintaining ownership Federal and provincial governments have of costly capital divested themselves of capital infrastructure. infrastructure
Infrastructure and Emergency Services Growth Initiatives Growth Initiatives within each of the Divisions of the Infrastructure and Emergency Services Department will do nothing more than meet the needs of a growing community. Expanded service boundaries Enhancements resulting from our need to meet dynamic, widely-endorsed standards for service delivery.
Infrastructure and Emergency Services Needs, Funding and Gap (2006 to 2015) Needs Funding Gap Surface (Roads) $328.5 $229.3 $99.3 Water and Waste Water $265.1 $222.6 $42.5 Waste Diversion $28.7 $11.3 $17.4 Building Assets $107.3 $23.6 $83.7 Fleet $43.9 $27.4 $16.5 Fire $19.9 $ 5.1 $14.8 EMS $11.2 $ 9.2 $ 2.0 Emergency Management $3.7 $ 0.0 $ 3.7 Communication and Information $3.7 $ 0.0 $ 3.7 Total $812.0 M $528.5 M $283.5 M
Capital Financing Gap (Forecasted) Gap $200 Funding $150 $100 $50 $0 Gap = $417 million Capital Funding = $630 million (millions) 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Narrowing the Gap Financing Sources Continued implementation of the capital levy Allocation of federal gas tax to environmentally sustainable infrastructure initiatives Continued applications to senior levels of governments Use of debt financing where appropriate
Continued Implementation of the Capital Levy Long Term Financial Plan Recommendation 2.3% of previous year s tax levy added annually $3.2 million (2005) and $3.3 million (2006) dedicated to roads Action/ResuIt: $185 M over next 9 years Allocation to be determined by Council
Federal Gas Tax Revenue New gas tax funding - environmentally sustainable infrastructure Net incremental spending Focused on (1) transit, (2) water, (3) wastewater, (4) solid waste, (5) community energy systems, (6) local roads, bridges and active transportation infrastructure (approval required) $20.4 million between 2006 and 2009; assumed that annual amount of $10.0 M to continue beyond 2010 Action/Result: $81 M over next 10 years Allocation determined by Council based on Federal restrictions
Continued Application to Senior Levels of Governments COMRIF 2005 Intake 1 approval of $20.8M (1/3 CGS portion) through 2008 Municipal share funded by Roads Envelope Intake 2 application submitted in late September Projected needs only reflected in plan Action/Result: Municipal share funding TBD by Council
Use of Debt Financing where appropriate Debt financing (LTFP) should only be considered for: New, non-recurring infrastructure Programs and facilities which are self supporting Projects where the costs of deferring expenditures exceeds debt servicing costs Action/Result: Development of affordable debt plan for Council s consideration to close key capital gaps (e.g. OSIFA, internal financing)
What if? Capital Financing Gap $ 417 M Additional Financing Sources: Capital Levy Federal Gas Tax $(185) M $ ( 81) M Potential Gap (2006 to 2015) $ 159 M
LTFP Capital related Principles and Policies Ensure long-term financial sustainability Manage the City s capital assets to maximize long-term community benefit Recognize that funding from senior governments is a crucial element of financial sustainability Use debt financing where appropriate Maintain reserves and reserve funds at appropriate levels
Next Steps Establishment of a Capital Priorities Framework Direction from Council on: - 2006 Capital Budget - Development of a 10 year Capital Financing Plan - Development of formal asset management plans