Ten Year Strategic Plan 2011-2021 - County of Simcoe

2021 VISION 

TEN-YEAR STRATEGIC PLAN 

2011 

CORPORATE COMMUNICATIONS DEPARTMENT 

Office of the Warden and CAO 

County Clerk’s Department 

simcoe.ca 

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 

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 

4. STRATEGIC PLAN IN ACTION UPDATE 

a. Corporate Services Committee 

b. Human Services Committee 

c. Performance Management Committee 

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 

2011 TEN-YEAR STRATEGIC PLAN 

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Page 3 

Page 5 

Page 12 

Page 32 

Index 

CORPORATE COMMUNICATIONS DEPARTMENT

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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 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 road map 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. 

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 


“ 

Having a strategic plan is as important 

to our future as architectural plans are 

to building a house. 

” 

2011 TEN-YEAR STRATEGIC PLAN



STRATEGIC PLAN PROCESS CONSISTS OF: 

1. Strategic Planning Workshop 

2. Strategic Planning Workshop 

3. Strategic Plan in Action 

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 

STRATEGIC PLAN ALIGNMENT 


4. Term of the Strategic Plan 

5. Use of the Strategic Plan 

6. Updating the Long Term Financial Plan 

STRATEGIC 

PLAN 

Results 

Accountability 

Strategies 

Vision 

Strategic 

Directions 

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. 

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4 



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 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 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. 

LONG TERM FINANCIAL PLAN 

The LONG TERM FINANCIAL PLAN’S objective is to reflect the County’s 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 



The County of Simcoe 


3. COUNTY OF SIMCOE STRATEGIC PLAN 

Strategic Plan 

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. 

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 VALUE STATEMENTS 

Vision, Mission, 

Core Values Statements 

Report 

Strategic Plan in 

Action 


Vision 

"Working Together to Build 

Vibrant, Healthy, Sustainable 

Communities" 

Values 

Stewardship, 

Leadership 

Integrity, 

Innovation, Respect, 

Accountability 

Co-operation 


Directions 

Goals, Objectives & 

Initiatives 

Mission 

“Providing Affordable, 

Sustainable Services 

and Infrastructure 

Through Leadership 

and Innovative 

Excellence” 

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? 

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? 

September 27, 2011 Page 5 

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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. 


“ 

What do we want to be 

in the future? 

“WORKING TOGETHER TO BUILD 

VIBRANT, HEALTHY, SUSTAINABLE 

COMMUNITIES.” 

” 




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.” 

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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. 


“ 

Core values are similar to the 

County of Simcoe’s personality. 

WE VALUE 

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 

” 




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. 


“ 

SIX STRATEGIC DIRECTIONS 

A. Growth-Related Service Delivery 

“We will pursue the Strategic 

Directions and Long-Term Goals to 

Achieve Our Vision.” 

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. 

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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.) 





FRAMEWORK FOR DELIVERING RESULTS 


Framework for 

delivering results 

Vision 

Working Together to 

Build Vibrant, Healthy, 

Sustainable 

Communities 

Mission 

Providing Affordable, Sustainable 

Services and Infrastructure 

through Leadership and 

Innovative Excellence 

Values 

Stewardship, Leadership, 

Integrity, Innovation, Respect, 

Accountability, Co-operation 

Strategic Directions 

A - Growth Related Service Delivery D - Environmental Sustainability 

Our Long Term Plans and 

the results to be achieved 

in key areas of focus 

B- Strengthened Social, Health and Educational Opportunities E - A Culture of Workplace and Operational Excellence 

C - Economic & Destination Development F- Responsive and Effective Governance 

Strategic Plan in Action 

Strategic Directions, Strategic Issues, Strategic 

Initiatives, Accomplishments 

Department Business Plans 

Department Purpose, Strategic Direction Alignment, 

Resources and Performance 

What we want to be in the Future 

Why the County Exists 

What We Believe and 

Will Guide Our Work 

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 

STRATEGIC DIRECTIONS represent the priorities and desired results to be achieved in 

support of the STRATEGIC Vision. DIRECTIONS represent the priorities and desired 

Each Strategic 

results 

Direction 

to 

contains 

be achieved 

“Where do 

in 

we 

support 

want to 

of 

be?” 

the 

at 

Vision. 

the end of Council’s term. 

“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 at the in Action end of will Council’s assist in measuring term. progress “How do towards we get the there?” Vision. 

The Strategic Business outlines Plan our includes strategies planned and service initiatives levels, capital that support projects, debt the levels and 

revenue sources strategic that reflect direction. the County’s mission and strategic objectives. 

The Strategic Plan in Action will assist in measuring progress 

towards the Vision. 

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The Strategic Business Plan includes planned service levels, 

capital projects, debt levels and revenue sources that reflect 

“We 

Strate 

Long 

Achi

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Direction 

Strategy 

Our Plan 

How do we get there? 

Identifies the methods or goal 

to address the Strategic 

Directions 

Corporate Services Committee 

STRATEGIC DIRECTIONS 


A - Growth related service delivery 

B - Strengthened Social, Health and 

Educational Opportunities 


Initiative 

Combined efforts, actions & 

resources to improve 

performance 

Strategic Priorities - Priority Strategic Actions - June 30, 2011 

Accomplishments On the Horizon 

Coming in the next year 

A Identify opportunities to collaborate on the planning and delivery of municipal infrastructure 

C Expand the role of the County in promoting economic development and tourism 

D Investigate and form partnerships for residual waste disposal options 

Roads 

A 

C 

E 

Implementation on the 

County Transportation 

Master Plan 

A D E Roads Garage 

Rationalization 

D Reduce use and impact 

of road salt 

• 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 

• 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 

• Construction underway 

completion in 2011 

• Upgraded winter fleet to 

provide liquid 

application 

• Impact of provincial 

changes &/or 

approval of County 

Official Plan 

• Amend short and long 

term plans to address 

changes in growth 

patterns and priorities 

• Road Construction 

asset management 

system is underway 

• Occupancy 2011, 

existing property 

declared surplus 

• Continued expansion 

• Investigate liquid for 

anti-icing program 

C - Economic and Destination Development 

D - Environmental Sustainability 

E - A Culture of Workplace and Operational Excellence 

F - Responsive and Effective Governance 

A – Growth related service delivery D – Environmental Sustainability 

B – Strengthened Social, Health and Educational Opportunities E – A Culture of Workplace and Operational Excellence 

C – Economic and Destination development F – Responsive and Effective Governance 





Direction 

Strategy 





Directions 

D (Cont’d) 

Reduce use and impact 

of road salt 

A 

C 

A 

E 

Planning 

Review and update 

County Official Plan as 

per Provincial Legislation 

Provide strategic 

Planning advice and 

co-ordinate approvals for 

site-specific development 

applications 



Initiative 



performance 

Review new method of 

winter maintenance 

• Draft updated Official 

Plan 

• Upon approval, 

communicate Official 

Plan and its 

implications to Staff, 

Member Municipalities 

and interested outside 

parties 

• 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 


STRATEGIC DIRECTIONS B - Strengthened Social, Health and 



• Official Plan adopted by 

Council 

• Implement decisions of 

Corp Serv Comm & 

planning authority 

• First draft of land budget 

completed used to 

inform such decisions 



• Investigate use of 

GPS technology 

• Uploading of roads 

to the County Roads 

System 

• Obtain Provincial 

approval 

• 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 

• Develop tracking tool 

to inform land use 

decisions 







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Direction 

A 

D 

Strategy 



Identifies the methods or goal to 

address the Strategic Directions 

Solid Waste Management 

Forestry 

Develop a long term 

Waste Mgmt strategy 

D Simcoe County Forest 

Management Plan 

D Promote wise 

stewardship of private 

woodlands 






Initiative 



performance 

• 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 

• Forest inventory & 

mapping updates 

• Public consultation 

process (open house, 

stakeholder advisory 

group) 

• Forest Stewardship 

Council (FSC) 

Certification 


• Sub-committee 

established 

• Solid Waste 


complete 2010 

• Development of 

School recycling 

program 

• Awards for Be A Hero 

Campaign 


• Reports prepared 

and meetings to be 

convened as 

required 

• Solid Waste 


review 2015, 2019, 

2023, 2027, 2030 

• Implementation of 

multiple Solid Waste 


recommendations 


Mobile Education 

Unit (MEU) 


Waste Mgmt 

Strategy 


• Possible changes 

in recycling 

direction from WDO 

• Completed 2010 • Ongoing refinements 

& improvements 

• Completed April 2011 • Obtain Council 

approval of full 


June 2011 

• Substantial forest • Continued strategic 

expansion through land acquisitions 

strategic reinvestment 

of Forest Reserve 

Fund (926 hectares 

/2288 acres) 

• Certification achieved • Ongoing annual 

2010 

audits 

• Forest Conservation 

Bylaw 

• Educational and 

communications 

outreach 












Direction 

Strategy 





Economic Development 

C Five-Year Economic 

Development Plan 

Strategic Plan 2011-2016 

C Simcoe County Food 

Partnership 

C Economic Development 

Marketing plan 



B – Strengthened Social, STRATEGIC Health and DIRECTIONS 

Educational Opportunities E – C A - Culture Economic of Workplace and Destination and Operational Development Excellence 

C – Economic and Destination A - Growth development related service delivery 

F – Responsive and Effective Governance 







Initiative 



performance 

• 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 

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HUMAN SERVICES JUNE 2011 


Direction 

Strategy 









STRATEGIC B - Strengthened DIRECTIONS Social, Health and 


A – Growth Educational related service Opportunities delivery F - Responsive D – Environmental and Effective Sustainability Governance 





Initiative 



performance 



Human Services Committee 


B Develop a poverty reduction strategy based on the “Bridges out of Poverty” framework 

B Develop a strategy to use current housing stock and future funding opportunities to create a more sustainable 

housing system 

Social and Community Services 

Children & Community Services 

A 

B 

E 

Community Based 

Poverty Reduction / 

Homelessness Strategies 

and Initiatives 

• 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 


• 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




Direction 

B 

E 

B 

A 

B 

E 

B 

E 

Strategy 





Strengthen Community 

Planning and 

Partnerships 

Homelessness and 

Poverty initiatives - 

Growth related service 

delivery 

Health and Social 

Services Growth Related 

Funding 

Promote Quality Early 

Learning and Care 

Programs 



Initiative 



performance 

• Launch of Simcoe 

County Child and Youth 

Charter 

• Consolidation of 

Provincially-funded 

homelessness 

programs 

• Research and develop 

an information package 

to inform & support the 

need for additional 

funding in Simcoe 

County for all sectors 

related to health and 

social services. 

• Raising the Bar Quality 

Assurance Initiative 





• Charter launch hosted, 

charter endorsed 

• First broadsheet 

published on charter 

point “Access to 

Nutritious Food and Safe 

Drinking Water” – Fall 

2010 

• Participate in 

AMO/Provincial working 

group 

• Commitment from 

Children, Youth & 

Family Services 

Coalition to develop a 

strategy 

• Developed a scope of 

work with sector 

agencies. 

• Obtained data from 

Coalition partners to 

inform report. 

• Advocacy Task Group 

established as part of 

CYFS Coalition 

• Board to Board Forums 

hosted in 2011 to 

support advocacy 

strategy. 

• Draft Report completed. 

• 45 Child Care agencies 

signed to Raising the 

Bar 

• Cty of Simcoe Family 

Home Day Care 

program achieved silver 

level 

• 5 Special Needs 

Resource Teacher 

Programs signed 






• Continue to work with 

community partners 

• Charter broadsheet 

planned for charter point 

“A Safe, Affordable, and 

Comfortable Place to 

Live” to be released Fall 




2011. 

• Con’t to demonstrate 

funding pressures 

• Develop a Community 

Plan for Homelessness 

• Obtain feedback from 

Coalition members on 

draft report titled 

“When Working Better 

Together Still Isn’t 

Enough”. 

• Develop 

recommendations and 

next steps as a result 

of data that Coalition 

members can jointly 

support. 

• Participation in 

National Community 

Data Consortium 

• Lead local Data 

Consortium projects 

that align with this and 

other strategies (i.e. 

homelessness & 

poverty initiatives) 

• Working towards 

implementing Raising 

the Bar - Gold level by 

2011-2012. 

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Direction 

A 

B 

E 

A 

B 

E 

A 

B 

E 

A 

B 

E 

Strategy Our Plan 




Directions 

Child Care System 

Management – new 

provincial changes; 

Early Learning Program; 

Transfer of 

accountability to Ministry 

of Education from 

Ministry of Children and 

Youth Services 


Management – new 

provincial changes 

Transfer of 

accountability to Ministry 

of Education from 

Ministry of Children and 

Youth Services 


Management – Growth 

Related Service Delivery 

– Special Needs 

Resourcing 


Management – Growth 

related service delivery 









B – Strengthened Educational Social, Opportunities Health and Educational Opportunities F - Responsive E and – A Culture Effective of Workplace Governance and Operational Excellence 




Initiative 


resources to improve performance 

• 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 

• Enhance consistency in 

system delivery for 

Special Needs 

Resourcing 

• Waitlist management 

• Address funding 

pressures in the 

Children's Services 

programs managed by the 

County - Fee Subsidy 

waitlist management 


• 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 


Consultation model of 

service delivery 

• Phase two of service 

delivery review resulted in 

more than 20 

recommendations from 

parents and community 

agencies being 

implemented 

• Advocate for additional 

provincial funding 

• Secured some additional 

funding to support child 

care agencies impacted 

by Full Day Kindergarten 

implementation 


• 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




Direction 

B 

C 

D 

Strategy 





Directions 

Ensure a sustainable 

food system, including 

the development of a 

Simcoe County Food 

Charter. 

Initiative 


resources to improve performance 

• 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 


Ontario Works 

B Poverty Reduction Initiatives • Provision of Health 

Related Benefits for 

Non-Social Assistance 

Recipients 

B Improving Supports and 

Services Available to 

Vulnerable Residents 

A Establish sustainable 

funding to deliver an 

effective Ontario Works 

Program that improves 

outcomes for residents 

• Provision of Addiction 

Services Initiative for 

Vulnerable Persons 

• Improve Services 

within our community 

• Support staff with 

adequate resources 


• 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. 

• 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 


• 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. . 

• 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. 







STRATEGIC DIRECTIONS Educational Opportunities 




2011 TEN-YEAR 

C – Economic 

STRATEGIC 

and Destination 

PLAN 

development F – Responsive and Effective Governance 

19 


20 




Direction 

Strategy 











Initiative 



performance 


Social Housing 

A Social Housing 

• Develop a strategy to 

B Investment & Investment better utilize current 

housing stock 

A 

B 

A 

B 

B 

D 

E 

• Promote housing 

partnership, awareness 

& preserving of 

affordability 

• Encourage and 

promote a mix of 

housing choices. 

• Maintaining and 

preserving housing 

quality 

B • Initiatives to expand 

housing support 

services 

A 

B 

Housing system planning • Long Term Affordable 

Housing Strategy 

released Nov 2010 

introducing new 

delivery requirements 


• 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 

• 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 












Direction 

Strategy 





Health Services 

Paramedic Services 

B Establish a technically 

E sophisticated level of prehospital 

care 




Initiative 



performance 

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 








21 


22 




Direction 

Strategy 





Directions 


Paramedics 

E Establish Sustainable 

Funding with Paramedic 

Services 

B Increase public 

awareness & promote 

participation in 

Cardiopulmonary 

Resuscitation 

Enhance survival from 

cardiac arrest in the 

County of Simcoe 


STRATEGIC A - Growth DIRECTIONS related service delivery 




Initiative 



performance 

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 

• 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 


• 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% 


• Regain 50:50 funding 

formula in 2011 

• Maintain future 50:50 

funding 

• Advocate for sustainable 

cost sharing – current to 

expenses 

• 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) 












Direction 

Strategy 





Directions 


Paramedics 

A Create a Facilities Long 

D Term Planning Model 

E 


Georgian Village 

A Respond to Increased 

B Demands for Seniors 

C Health Services 

E 

Initiative 



performance 

• Facilities review of land 

ambulance stations 

to:1) develop a facility 

model & plan for 

growth; 2) 

maintain/improve 

service delivery, using 

a County-wide 

methodology 

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 of Facilities 

Planning Model in 2008 

• Approval to build Joint 

Emergency Services 

Facility - 2010 with 

Clearview Township 

($1.7M) 

• Construction in 

progress – 2011 

• 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 


• 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 

• Continued construction of 

campus 2012-2013 

• Official Fundraising 

Campaign Kick-off Fall 


• Occupancy of Campus in 

Spring of 2013 







A – Growth related service Educational delivery Opportunities 

D F – Environmental - Responsive Sustainability and Effective Governance 


C – Economic and Destination development 



23 


24 




Direction 

Strategy 





Directions 


Long Term Care 

E Establish Sustainable 

Funding for Long Term 

Care. 

A 

D 

E 

B 

E 

Long Term Asset 

Planning for the Long 

Term Care Homes 

Meet all new Regulatory 

Requirements for Long 

Term Care 


STRATEGIC A - Growth DIRECTIONS related service delivery 




Initiative 



performance 

Advocate for Equitable 


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 

• Maintain 20-year long 

term asset plan for 

LTC facilities 

• Energy Management 

Plan to retrofit the three 

LTC Homes 

• Comply with all 

legislative requirements 

under the new Long 

Term Care Act effective 

July 1, 2010 


• 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 

• Reserve Fund Study 

Simcoe & Sunset 

Villages 2007-2026 

• Annual transfers for 

infrastructure 

• Complete energy 

retrofit projects Simcoe, 

Sunset & Trillium 

manors 2011 

• Successful consultations 

with provincial 

government by Ontario 

Association of Not for 

Profit Homes an 

Services for Seniors 

(OANHSS) to address 

issues in the draft 

legislation 


• 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 








5 





Direction 

Strategy 





Directions 



B Establish a Total Quality 

E Management Program 

to support Long Term 

Care & Seniors 

Services 

A 

E 

A 

B 

E 


Health Services Growth 

Related Funding 

Access to Health 

Services 

Initiative 



performance 

• Redefine Reporting, 

Roles & 

Responsibilities of 

Management Team in 

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, 


(LTC) and Community 

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. 


• 2009 - Redefined Long 

Term Care 

Management structure 

• Established a new 

Quality Management 

Program in Fall 2010 

• Recruited approved 

Education Co-ordinator 

position in 2011 

• 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 


• 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 


• Planning and 

implementation of 

processes to meet new 

legislation for requirements 

in Ministry compliance, risk 

management, quality 

indicators & educational 

requirements 

• 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. 







A – Growth related service Educational delivery Opportunities 

D F – - Environmental Responsive and Sustainability Effective Governance 


C – Economic and Destination development 



25 


26 




Direction 

B 

E 

Strategy 





Directions 

Emergency Management 

To Strengthen 

Community Resiliency 

& Response to 

Disasters 









B – Strengthened Educational Social, Opportunities 

Health and Educational Opportunities F - Responsive E – A and Culture Effective of Workplace Governance and Operational Excellence 




Initiative 



performance 

• 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 


• 2008 - Participated in 

the Operation Water 

Blast Exercise in 2008eight 


• 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” 

October 6 th (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



PERFORMANCE MANAGEMENT JUNE 2011 


Direction 

Strategy 






STRATEGIC DIRECTIONS A - Growth related service delivery 




Initiative 



performance 



Performance Management Committee 


E Continue to advance a workplace culture that promotes efficiencies and effectiveness in fiscal management 

and service delivery 

F Recognizing the provincial and municipal spheres of influence, review and recommend an appropriate 

governance structure including representation, committees and service scope. 

F Further access and identify the political and practical pressures of organizing 16 municipalities (as discussed 

in the Berkeley report) 

C Expand the role of the County in promoting economic development and tourism 

C 

Tourism Simcoe County 

Tourism projects • Partner-based 

marketing projects to 

complement other 

tourism initiatives in the 

County 

C • Huronia Lookout 

marketing plan 

C • Partner-based 

consumer shows 

C • County-wide Cultural 

mapping project 

• Interactive website 

• Improve 2011 Guide 

Map 

• 2011 Golf Digest 

• Awaiting completion of 

site 

• Shows: London Golf & 

Travel, Toronto Golf & 

Travel, Ottawa Travel, 

Cottage Life 

• Completion 2011 

• New 2011/12 Marina 

Guide 

• Toronto Boat Show 

C • Develop of trails plan • Develop trails initiative • 2012 Trials Guide 

C • Beyond The City Lights 

Tourism Conference 

• 120 attendees • Lead 2012 conference 

C • Tourism week event • Staff & Council BBQ 

C Tourism Simcoe County 

Strategy 

• Active participation, 

taking a leadership role 

• RTO 7 Board Director 

• South Georgian Bay 

with local, regional and War of 1812 

provincial tourism 

bicentennial 

organizations in order to • Georgian Bay 

represent Simcoe 

Destination 

County’s tourism 

Development 

interests 

Partnership 

• Implement successful • Simcoe County Farm 

tourism initiatives that 

result in an increase in 

tourism receipts for the 

County 

Fresh 








27 


28 




Direction 

Strategy 



Identifies the methods or 

goal to address the 


Statutory and Cultural Services 

Simcoe County Museum 

C Museum Exhibition 






STRATEGIC B - Strengthened DIRECTIONS Social, Health and 









Initiative 



performance 

• Interpretive Plan 

approved by County 

Council in 2009 

C Artifact Conservation • Heritage Building 

Assessment 

Library Co-operative 

C Collection to support 

the Library Mandate 

Archives 

A Archives Facilities 

Review 

A Archives Services 

Review 

• Assess the various 

collections 


• Approved by council in 

2009, first phase of 

renovations underway in 

2011. 

• Historic paint analysis 

completed by Canadian 

Conservation Institute in 

Fall 2010. 

• Expanded the existing 

collections 

• Added new formats - Ebooks, 

MP3 

• Archives expansion • Completed 2011 

• 10,000 ft 2 of new climatecontrolled, 

high-density 

records storage 

• Generator capable of 

operating entire facility 

• Environmental 

Systems 

Upgrade 

• Access to archival 

resources 


• 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 

• Review new formats & 

their fit within the library 

• Completed 2011 

• Replacement of original 

HVAC system 

• High-efficiency dual system 

• Enhanced internet content • Digitization of microfilm 

resources for Archives web 

site 

• Intellectual control of archival 

collection 

• 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




Direction 

Strategy 






Statutory and Cultural Services 

Clerk’s Department 

E Accessibility for 

Ontarians with 

Disabilities Act 

A 

E 

Corporate Performance 

Integrated Enterprise 

Resource Planning 

(ERP) Systems 

D Green, Sustainable 

and Energy Saving 

Initiatives 


Initiative 



performance 

• Accessibility 

Standard for 

Customer Service 

• Achieve a common 

integrated system 

for our core 

information systems 

including business 

processes, 

analytics and 

performance 

measures 

• Deploy green 

technology within 

the IT area to 

reduce power 

consumption and 

electronic waste 

• Implement Green 

practices in 

Procurement, Fleet, 

Facilities and 

construction 


STRATEGIC DIRECTIONS A - Growth related service delivery 




• Implementation of policies and 

procedures 

• Training of staff and 

volunteers 

• Financial, Inventory, 

Procurement, HR, 

Preventative Maintenance, 

Work Order, Payroll, 

Scheduling Fleet & Facilities, 

Real Estate, Lease & Tenant 

Mgmt, Asset Mgmt, Incident 

Mgmt, E-recruiting, 

Scheduling 

• 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 Challenge’s 

Green Fleet Leadership 

Award 

• Constructing LEED Gold 

addition to Admin Centre, 

LEED Silver Georgian Village 

• Energy Retrofit - 3 LTC 

facilities & Museum 


• Compliance requirements 

Integrated Accessibility 

Regulation 

(Transportation, 

Information and 

Communications; and 

Employment) 

• Self Sustainment 

• Self Service modules 

• Improve performance 

reporting functions 

• Improve performance 

measures & 

management system 

• Further consolidation of 

servers & adoption of 

new power-saving 

desktop technologies 

• Assess the County’s 

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 








29 


30 




Direction 

Strategy 






D (Cont’d) 

Green, Sustainable 

and Energy Saving 

Initiatives 








A – Growth Educational related service Opportunities delivery F - Responsive D – Environmental and Effective Sustainability Governance 


C – Economic and Destination development F – Responsive and Effective Governance 2011 TEN-YEAR STRATEGIC PLAN 


Initiative 



performance 

• 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 

B, E, 

F 

Municipal 

Partnerships 

Promote collaboration 

amongst municipal 

partners to share 

knowledge, identify 

service efficiencies and 

derive cost savings 


• Admin Centre- retrofitted 

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 


• 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




Direction 

B,E, 

F 

B 

C 

Strategy 





Directions 

(cond’t) 

Municipal Partnerships 

Initiative 



performance 

• Promote collaboration 

amongst municipal 

partners to share 

knowledge; identify 

service efficiencies and 

derive cost savings 

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 County’s 

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 

County’s 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 







STRATEGIC DIRECTIONS Educational Opportunities 




2011 TEN-YEAR C – Economic STRATEGIC and Destination PLANdevelopment 


31 


32 



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 County’s 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. 

FINANCIAL PRINCIPLES 


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 County’s 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. 

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. 




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 County’s assets in a ‘state of good repair’ by implementing asset 

management plans. 

5. Implement a capital funding plan to address the County’s requirements 

• New, non-recurring asset requirements. 

• Develop debt financing program to address the County’s capital needs. 

• Ensure debt terms are consistent with the life of the asset. 

6. Maintain reserves at appropriate levels 

• Establish reserves to provide funding for future assets. 

7. Prudent Investment Management 

• Invest the County’s reserves to achieve optimum return within appropriate risk tolerances. 

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 Simcoe’s Long Term Business Plan looks at the County’s fiscal needs over the 

next 10 years. It includes: 

• Service Delivery Levels 

• Ten-year projection of operating costs and capital spending requirements 

• Financing alternatives. 


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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. 






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 

Maximum $ 

Long Term borrowing 

5% annual interest 

20 years $356,337,718 

15 years $296,790,341 

10 years $220,791,122 

5 years $123,794,720 

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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. 



90,000 

80,000 

70,000 

60,000 

50,000 

In 

000's 

40,000 

30,000 

20,000 

10,000 



CHARTS AND TABLES 

Table 1 - 10 Year Trend of Capital Projects 

0 


Forecast 

62,192 

39,684 

76,849 

61,747 


53,766 

39,528 

10- Year Trend of Capital Projects 

44,091 

30,293 

43,040 

26,257 

33,736 

20,193 

40,122 

25,010 

29,372 

14,940 

24,992 

10,723 

Capital Expenditures 

Net Capital Requirement 

17,803 

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 

7,881 

21,629 

8,330 

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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 2013 2014 2015 2016 2017 2018 2019 2020 2021 

County Services 

Solid Waste Management 21,755 22,408 23,348 23,825 24,419 29,006 24,512 25,027 25,553 26,090 26,637 

Non Profit Housing 9,056 9,782 10,481 10,961 11,405 12,213 12,380 12,915 13,484 14,092 15,075 

Social Housing 1,222 3,005 3,248 6,701 3,737 3,930 4,180 4,378 4,645 4,958 5,172 

Paramedic Services 10,677 13,445 20,187 13,601 14,684 15,569 17,800 17,469 18,431 19,426 19,263 

Children's Services 3,001 3,028 3,054 3,081 3,107 3,135 3,163 3,192 3,222 3,252 3,284 

Long Term Care with Home 21,093 35,142 9,733 2,679 2,482 2,273 2,053 2,153 1,907 1,648 1,458 

Ontario Works 9,568 7,500 7,314 6,938 6,435 5,409 4,118 2,646 2,884 3,132 3,389 

Planning 1,782 1,832 1,869 1,905 1,943 1,981 2,021 2,060 2,101 2,143 2,185 

County Levy (100,824) (104,576) (108,955) (113,488) (118,179) (123,034) (128,059) (133,260) (138,644) (144,215) (149,982) 

Assessment Growth (986) (1,527) (1,592) (1,658) (1,727) (1,799) (1,872) (1,949) (2,028) (2,110) (2,195) 

Waste Levy (19,714) (19,494) (19,053) (19,462) (19,879) (20,304) (20,738) (21,181) (21,632) (22,092) (22,562) 

Support Services (IT, HR, Finance, CAO, etc) 


30,955 28,787 27,793 28,177 28,679 29,051 28,900 28,018 28,558 28,997 29,526 

Total ($12,414) ($668) ($22,573) ($36,739) ($42,894) ($42,569) ($51,544) ($58,532) ($61,518) ($64,680) ($68,750) 

MPAC 4,771 4,866 4,964 5,063 5,164 5,267 5,373 5,480 5,590 5,702 5,816 

Simcoe County District Health Unit 3,703 3,777 3,852 3,929 4,008 4,088 4,170 4,253 4,338 4,425 4,513 

Total $8,473 $8,643 $8,816 $8,992 $9,172 $9,355 $9,542 $9,733 $9,928 $10,126 $10,329 

Roads 21,882 32,465 30,059 32,974 32,131 22,425 30,251 22,767 17,773 16,273 18,199 

Archives 472 452 462 472 482 493 503 514 525 537 548 

Tourism Simcoe 310 316 323 329 336 342 349 356 363 371 378 

Museum 1,514 1,596 2,630 1,664 1,699 1,734 2,770 1,807 2,845 1,883 1,922 

Library 569 455 466 476 486 497 508 519 530 542 554 

By-Law Enforcement & Forestry 126 129 131 134 137 139 170 173 176 179 182 

Total $24,873 $35,414 $34,071 $36,049 $35,271 $25,631 $34,552 $26,137 $22,212 $19,784 $21,783 

Total County Services $20,933 $43,389 $20,313 $8,302 $1,548 ($7,583) ($7,450) ($22,662) ($29,378) ($34,770) ($36,638) 

* * * * 

Principal and Interest $7,556 $8,633 $13,962 $14,557 $15,611 $16,006 $16,582 $24,005 $30,721 $36,113 $37,471 

Total Funds Required $28,489 $52,022 $34,275 $22,859 $17,159 $8,423 $9,132 $1,344 $1,344 $1,343 $833 

* Includes additional principal payments from surplus in each year. 2018 -$7.5M, 2019 - $14.3M, 2020 - $19.6M, 2021 - $22.3M 


$175,000 

$150,000 

$125,000 

$100,000 

$ in 000's 



$75,000 

$50,000 

$25,000 


Table 3 - Accumulated Debt 

$0 


Forecast 

$105,547 

$131,677 


Accumulated Debt 

$157,178 $160,440 $166,675 $162,515 $161,748 

$145,804 

$122,720 

$93 $93,802 802 

$62,540 

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 

Year 

Start to pay down debt in 2018 

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Table 4 - Ten-Year Total Requirements for Existing County Services 


2012 ‐ 2021 

10 -Year Total Requirements 

for Existing County Services 

millions 

All Others, $342,112 

County Funded (MPAC & 

Health Unit), $94,637 

Solid Waste Mgmt, $250,826 

Ontario Works, $49,764 

Non Profit 

Housing, 

$122,787 

Paramedic Services, $169,877 

Roads, $255,317 

Social Housing, $43,953 

Children's Ser Services, ices $31,518 $31 518 

Long Term Care, $61,529 





Table 5 - Major Department 10-Year Total Requirements 

The Corporation of the County of Simcoe 

Long Term Plan Total County 

Revenues and Expenditures for Existing County Services by Service 

In thousands 

Revenues and Expenditures for Existing County Services by Service 

In Thousands 

Department 


Budget 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 


Total 

2012 - 2021 

2012 - 

2021 % 

Average 

2012 - 2021 

Ontario Works 9,568 7,500 7,314 6,938 6,435 5,409 4,118 2,646 2,884 3,132 3,389 $49,764 3.5% $4,976 

Non Profit Housing 9,056 9,782 10,481 10,961 11,405 12,213 12,380 12,915 13,484 14,092 15,075 $122,787 8.6% $12,279 

Social Housing 1,222 3,005 3,248 6,701 3,737 3,930 4,180 4,378 4,645 4,958 5,172 $43,953 3.1% $4,395 

Children's Services 3,001 3,028 3,054 3,081 3,107 3,135 3,163 3,192 3,222 3,252 3,284 $31,518 2.2% $3,152 

Long Term Care 21,093 35,142 9,733 2,679 2,482 2,273 2,053 2,153 1,907 1,648 1,458 $61,529 4.3% $6,153 

Paramedic Services 10,677 13,445 20,187 13,601 14,684 15,569 17,800 17,469 18,431 19,426 19,263 $169,877 11.9% $16,988 

Roads 21,882 32,465 30,059 32,974 32,131 22,425 30,251 22,767 17,773 16,273 18,199 $255,317 18.0% $25,532 

Solid Waste Mgmt 21,755 22,408 23,348 23,825 24,419 29,006 24,512 25,027 25,553 26,090 26,637 $250,826 17.6% $25,083 

County Funded 

(MPAC & Health 8,473 8,643 8,816 8,992 9,172 9,355 9,542 9,733 9,928 10,126 10,329 $94,637 6.7% $9,464 

All Others 35,728 33,568 33,673 33,157 33,762 34,238 35,222 33,448 35,098 34,650 35,295 $342,112 24.1% $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 $1,422,318 100.0% $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. 

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2011 LONG TERM BUSINESS PLAN ASSUMPTIONS for years 2012-2021 

General 

• Current programs reflect Council’s 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

Ten Year Strategic Plan 2011-2021 - County of Simcoe

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