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2016 Annual ReportThe Corporation of the County of Northumberland, Ontario for fiscal

year ending December 31, 2016

Northumberland County is committed to complying with theAccessibility for Ontarians with Disabilities (AODA) Act and allstandards under it in order to create a barrier-free Ontario. TheCounty is committed and guided by the four core principles ofdignity, independence, integration and equal opportunity, andsupports the full inclusion of persons as set out in the CanadianCharter of Rights and Freedoms, and the AODA.

This document is available in an accessible format, upon request.

2016 Annual Report

The 2016 Annual Financial Report has been prepared in an electronic format and is available on the County’s website at www.northumberlandcounty.ca/2016annualreport

The Corporation of the County of NorthumberlandFinancial Report 2016

For the fiscal year ending December 31, 2016Cobourg, Ontario, Canada

Not for reproduction without permission.

Accessibility

Table of Contents

Who We Are ............................................... 4

Meet County Council ............................... 5

Northumberland Quick Facts ................... 6How to find us ................................................ 6Our community .............................................. 62016 Tax rates ............................................... 7What we offer ................................................ 7Special places ............................................... 7

Our Location ............................................. 8

Message from the Warden ....................... 9

The Full Picture: What we do .................. 10

County Services ...................................... 12

Message from the Chief Administrative Officer (CAO) .......................................... 16

Meet Our Leadership Team .................... 18

Message from the Director of Finance/Treasurer ................................................... 19

2016 Key Accomplishments .................... 21

Looking ahead: Key initiatives for 2017 .... 28

Supporting our Community .................... 29

Financial Overview ................................. 30

Financial Management Processes ......... 31

Financial Results Overview ..................... 32Financial Assets .......................................... 32Annual Overview ......................................... 32Revenues by Type ....................................... 33Expenses by Type ....................................... 33Expenses by Service ................................... 33

Condensed Statement of Financial Position ..................................................... 34

Condensed Statement of Operations and Accumulated Surplus ...................... 35

Volunteer with us! .................................... 36

Connect with the County ....................... 37

Who We Are

VisionTo bring together people, partnerships and possibilities for a strong and vibrant Northumberland County.

MissionTo be a best practices leader of County government, and a collaborative partner with our member municipalities and community partners.

ValuesThe County has a set of values - shared beliefs - that guide us toward our ultimate goals and unite us along the way. In all of our actions and decision-making, we reference these values:

MUTUAL TRUST & RESPECT

HONESTY & INTEGRITY

COLLABORATION & COMMUNICATION

CARE & SUPPORT

INNOVATION & EXCELLENCE

ACCOUNTABILITY

/ 2016 ANNUAL REPORT / NORTHUMBERLAND COUNTY

Meet County Council2014 - 2018 County Council

Mark Walas2017 Warden of the County, Mayor of the Municipality of Brighton

Gil BrocanierMayor of the Town of Cobourg

Marc CoombsMayor of the Township of Cramahe

John LogelMayor of the Township of Alnwick/Haldimand

Mark LovshinMayor of the Township of Hamilton

Hector MacmillanMayor of the Municipality of Trent Hills

Bob SandersonMayor of the Municipality of Port Hope

2017 County Council

Northumberland Quick Facts

POPUL

85,598ATION

EMPLOYMENT

4Total Experiences Labour Force (2011,365

1)

1TORONTO & KINGSTON.5 hr drive from

Boating access fromLAKE ONTARIO, RICE LAKE & TRENT-SEVERN WATERWAYS

HOW TO FIND US

Northumberland County is a thriving, south-eastern Ontario community. It is easily accessible from Hwy 401, exits 45 (Port Hope) through to 509 (Brighton).

1 Day drive fromMOST LARGE NORTHEASTERN CITIES IN THE UNITED STATES

OUR COMMUNITY


WHAT WE OFFER• a range of living experiences from historic towns to scenic rural areas• outdoor adventures — 37 trails, access to the Trent-Severn Waterway and Lake Ontario, 15 conservation areas, 2 provincial parks, 2 forests and 1 nature reserve• a place to relax — the rolling hills featuring historic spas & B&B’s• vibrant arts and heritage — exceptional architecture, unique performance venues, music and galleries, historic main streets• farm fresh destinations — 50 farm-gate destinations and the Apple Route

INDUSTRIAL

0.01256929

2016 TAX RATES (County only)**

COMMERCIAL

0.00724144 RESIDENTIAL

0.00477920MULTI-RESIDENTIAL

0.01059071(**Municipal and education in addition)

SPECIAL PLACES• Port Hope and Area — historic lakeshore, early churches, unique downtown• Cobourg and Rice Lake — Cobourg waterfront and historic downtown, Roseneath carousel• Rolling Hills and Central Arts — shops, Grafton Town Hall, Peter’s Wood Nature Trail• Brighton, Beaches and Big Apple — Wicklow and Presqu’ile beaches, Proctor House, barn theatre, Apple Route• Trent Hills — chocolate and cheese factories, local craft beer, river-side towns

Our Location

The County of Northumberland is the upper tier level of municipal government that weaves together seven diverse, yet complementary municipalities:

Township of Alnwick/Haldimand

www.alnwickhaldimand.ca

Municipality of Brightonwww.brighton.ca

Town of Cobourgwww.cobourg.ca

Township of Cramahewww.visitcramahe.ca

Township of Hamiltonwww.hamiltontownship.ca

Municipality of Port Hopewww.porthope.ca

Municipality of Trent Hillswww.trenthills.ca

We also value our long-standing relationship with Alderville First Nation | www.alderville.ca


Message from the Warden

County Council remains focused on community building and sustainable economic renewal activities that cultivate a strong and vibrant Northumberland. It is therefore a pleasure to present this Annual Report, which captures key accomplishments and related financial practices towards fulfillment of this aim, for the fiscal year 2016.Through strategic investments in services and infrastructure that are relied upon by our residents and businesses, Council seeks to continually uphold and improve quality of life across the county. Throughout 2016, we made important decisions about developing our roads network; advancing waste management activities to extend the lifespan of our

landfill; strengthening our housing and homelessness systems; and attracting, retaining and growing local businesses – all designed to reinforce a strong, stable foundation for the future of our community. In support of these efforts, Council continues to work with staff to better understand how long-range trends and projections will impact County operations. The Long Term Financial Planning Framework looks out over a ten-year horizon and beyond, to help us model our present-day budgeting practices so that we are best prepared to meet future needs. One of the things this framework reveals is a significant gap between financial requirements for maintaining our critical infrastructure, and our capacity to pay – a pressure common to municipalities across Ontario. While the plan forecasts a need for annual spending of approximately $27 million to properly maintain Northumberland’s roads, bridges and buildings, projections indicate significant underspending.As one measure towards bridging this gap, Council introduced a Dedicated Infrastructure Levy in 2015, which is incremental to the base levy. One year into this implementation, this levy is entirely committed to building reserves for these future capital needs; improving the means at our disposal to address these pressing requirements while ensuring a stable, measured approach to taxation that delivers predictability for the ratepayer.Throughout this term, County Councillors and staff have tirelessly pursued objectives that will foster the ongoing livability of this community. We will continue to prioritize projects and programs that enrich our community, and responsive, accessible service delivery that you can count on. We look forward to continuing to report to you about how we are delivering on the County Vision to bring together people and partnerships to create possibilities for a thriving Northumberland.

Mark WalasWarden of Northumberland County


The Full PictureWhat we do

Northumberland County provides a number of services from many departments including: Corporate Services, Communications, Finance & Treasury, Economic Development & Tourism, Community & Social Services, Transportation & Waste as well as Northumberland Paramedics and our Long Term Care Home, Golden Plough Lodge.

Infrastructure Services:• Waste Management• County Forest• County Roads• Land Use Planning• Plumbing Inspection & Facilities


Support Services:• County Clerk/Archives and

Records Management• Human Resources and

Financial Services• Information Technology and

Communications• Health & Safety/Emergency

Planning• Provincial Offences

People Services:• Business & Entrepreneurship

Centre Northumberland• Northumberland Paramedics• Children’s & Housing Services• Tourism Attraction• Food 4 All• Golden Plough Lodge Long

Term Care Home• Ontario Agri-Food Venture

Centre & Agriculture Services

County Services

COMMUNICATIONS• Ensures a coordinated, best-practice approach to sharing

information that is timely, accurate, clear, responsible and responsive

• Fosters alignment between corporate messaging, imaging and activities, and the organization’s mission, vision and values

• Encourages and enhances two-way communication with residents, stakeholders and employees

COMMUNITY & SOCIAL SERVICES• Develops, delivers, and manages a range of services that help

people in the community• Works with community partners to ensure vulnerable residents

have the tools and supports to move forward in their lives• Operates Community Service Hubs throughout the county to

meet multiple client needs at a single location, making social services more accessible

• Services include:• Income Services• Children’s Services• Employment & Support Services• Housing and Homelessness Services• Community Outreach• Food 4 All Warehouse

CORPORATE SERVICES• Provides leadership, direction and support in areas including:

• Accessibility• County Clerk• County Forest• Health, Safety & Emergency Planning• Human Resources, Payroll & Benefits• Records Management & Archives

46,130+ PEOPLE VISITED THE COUNTY FOREST TRAILS

in 2016


ECONOMIC DEVELOPMENT & TOURISM• Fosters economic innovation and prosperity by providing leadership

and support for coordinated economic development activities in Northumberland County

• Accountabilities include:• Information — central source of data for potential investors• Referral — support for attraction and retention strategies• Coordination — strategic initiatives in the areas of broader

economic development, immigration strategies, entrepreneur development and business start ups, and agriculture

• Programs and services include:• The Ontario Agri-Food Venture Centre (OAFVC)• Land use planning and inspection services• The Business & Entrepreneurship Centre of Northumberland• Business Immigration Portal• Tourism services• Agriculture services• Prosper in Northumberland (PiN)

13Of the County

%’s total population

ARE FIRST GENERATIONIMMIGRANTS

Eileen Lum • Tourism Manager

My job is… To develop and implement innovative tourism initiatives and strategies to increase tourism visitation and spending in Northumberland County, as well as work collaboratively with industry and government on marketing, product enhancement, partnerships and workforce development.

What I like about my job…Learning new strategies to attract new visitors and collaborating with local businesses who are working towards developing successful tourism experiences.

Behind the scenes: Meet our team


FINANCE & TREASURY• Provides supports to internal and external partners to be financially

strong and sustainable• Leads County financial services with efficiency, keeping in mind

areas for continuous improvement• Budget development; operating and capital financial plans• Records and reports all financial transactions, collection and

investments• Performs purchasing functions and implement financial policies

and internal controls• Risk management

LONG TERM CARE: GOLDEN PLOUGH LODGE

• Provides a home for adults whose needs can no longer be met within the community

• Committed to supporting individuals to maintain a life with purpose, dignity, choice and respect

• Services include:• Accommodation• Hospitality• Health

6The County recycled an amount of PET

7,050,000 equal to

500ML WATER BOTTLES

in 2016


Linda Greer • Weigh Scale Operator

My job is… To provide customer service to residents and contractors attending the transfer station or landfill site. I balance daily reports, handle inquiries and maintain a safe environment.

What I like about my job…I like assisting customers and working in the community. I enjoy providing useful information to new residents.


PARAMEDIC SERVICES• Provides land ambulance services within

the County• Transports those in need of further medical

care to appropriate medical facilities• Ensures that all Paramedics maintain

current health care skills to ensure quality of care and continuous improvement

• Delivers community programs to educate the public on the use of Emergency Medical Services and 911, as well as the Northumberland Paramedics

TRANSPORTATION, WASTE & FACILITIES• Maintains County roads, bridges, culverts and drainage systems• Implements all Capital building projects• Responsible for the collection, processing and disposal of waste

and recyclables (including yard waste, household hazardous waste and electronic waste)

• Services include maintenance and operation of:• the Material Recovery Facility (MRF)• 2 waste transfer stations• 1 operational landfill site• 6 closed landfill sites

• Leads the oversight of all County-owned facilities including buildings, infrastructure and grounds

6There are

PARAMEDIC BASESthroughout the County

13&

AMBULANCESin the entire fleet

Message from the Chief Administrative Officer (CAO)

I am very pleased to share Northumberland County’s 2016 Annual Report, which drives transparency by capturing key financial data for the year, as well as accomplishments of note that were supported by the annual budget.Halfway through Council’s four-year Strategic Plan, we continue to measure our progress on delivering results related to the four pillars of Economic Prosperity, Operational Sustainability, Thriving Community and Organizational Excellence. Focusing on the priorities identified by Council, the County

delivered many notable achievements to the community in 2016:• We moved forward with plans for the redevelopment of

the Golden Plough Lodge long-term care home by 2025, while maintaining the highest standards of quality care at our existing facility. Initial planning work was completed this year for the new build, including preliminary studies, site planning considerations and functional program design. At the same time, staff achieved three-year accreditation from CARF Canada - the highest class of accreditation available for healthcare organizations.

• We bolstered the lifespan of Northumberland’s remaining landfill by enhancing our waste management practices. The installation of new automated sorting equipment at our recycling plant successfully diverted the equivalent of over 67 million 500ml water bottles from the Brighton Landfill in 2016. We also implemented a ‘Bulky Plastics’ diversion program at the landfill and transfer stations, and completed construction of the Expansion Waste Cell at the Brighton Landfill.

• We took important steps towards better understanding – and putting an end to – chronic homelessness in Northumberland. Together with community partners, we joined the national 20,000 Homes Campaign, collecting detailed information about the needs of local homeless individuals and families. Furthermore, the County awarded Retirement Life Communities a contract to construct a 31-unit affordable housing residence for seniors and people with disabilities by 2018, addressing vacancy shortages in


the local rental market.• We drove discussion, awareness and action related to

the impact of consumer investment in local products and services. Through the Prosper In Northumberland Committee, we wrapped up a Buy Local pledge contest that saw hundreds of residents commit to spending 25 dollars more a month on goods and services here at home; a commitment the committee estimates translated into a minimum of two hundred thousand dollars in additional consumer spending flowing into local economies throughout the duration of the contest alone.

• We made improvements to our transportation network, including developments supporting active transportation. The 2016 Capital Construction Program was successfully completed, resulting in 15 km of road paving and 145 km of road surface treatment throughout the county. In addition, we announced the installation of way-finding and safety signage along all 330 km of route identified in our Cycling Master Plan.

Of course, as with many small-to-medium sized communities, we continue to deal with the complex challenges associated with stimulating growth, aligning workforce skills with the local job market, and properly meeting the social, economic and mobility needs of an aging population in a mixed urban/rural environment. As well, looming infrastructure investments such as the GPL rebuild and the construction of a second bridge in Campbellford are set to outpace our growth in revenue. Progress on these issues requires innovative thinking, broad dialogue, proactive planning, and fiscal prudence. This report, along with the detailed Audited Financial Statements on our website, provides insight into the effective business planning and financial management practices that are helping us to create the best possible outcomes for Northumberland County.I commend our dedicated and professional staff for their evident commitment to propelling forward Council’s Strategic Plan, and delivering results for Northumberland residents, businesses and community agencies every single day. The details outlined here are a positive reflection of our efforts to strive for best practices leadership on behalf of the community, in keeping with our Mission.

Jennifer MooreChief Administrative Officer

Northumberland County


Meet Our Leadership TeamOrganizational Structure

Jennifer MooreChief Administrative Officer (CAO)

Lisa AinsworthDirector, Corporate

Services

Dan BorowecDirector, Economic

Development & Tourism

Kate CampbellDirector,

Communications

Clare DawsonAdministrator, Golden

Plough Lodge

Mobushar PannuDirector, Transportation,

Waste & Facilities

Lisa HorneDirector, Community &

Social Services

William DetlorChief, Northumberland

Paramedics

Glenn DeesDirector, Finance/

Treasurer


Message from the Director of Finance/Treasurer

For the fiscal year ending December 31, 2016, it is my pleasure to present Northumberland County’s fourth annual report, detailing our financial performance. Accountability is one of the County’s six sets of core values. This annual report is a primary mechanism for delivering on this value to Council and our residents. It is an important tool for reporting on the return community members incur from their tax dollar investments; highlighting the financial practices that support the efficient and cost-effective delivery of the projects, programs and services that are shaping our community.To help us judiciously manage expenditures in our quest

to sustain and grow the community, the County works according to a 10-year financial plan. Financial modeling that gives visibility into our foreseeable future enables the County to adapt to changing economic pressures and program demands, respond to emerging trends, and ensure that decisions made today remain affordable in the future. This long-term plan provides Council with the necessary background to formulate, with confidence, new policies as well as priorities for program and service delivery, in a fiscally responsible and sustainable manner.Based on this plan, we continue to demonstrate strong operating performance. Over the last several years, increases to the County levy have been stable. This has supported predictability for both corporate planning purposes as well as for residents, while continuing to reinforce the delivery of vital services, the development of insightful programs, and the implementation of innovative projects. In 2016, Council sought even greater efficiencies, approving an updated financial framework that targets annual increases of 2 percent – down from 2.5 per cent – while maintaining existing service levels. This is another indication of Council and staff’s tireless pursuit of value for ratepayers. As a result of these planning practices, our financial health continues to improve. Our outstanding debt principal now stands at $11.4 million, down 39 per cent from 2010. We have also built a healthy reserves account. At $48.5 million, this fund continues to be a mainstay in our plans for financing future infrastructure obligations.In the near term, our 10-year Capital Works plan and replacement strategy, as well as our asset management and program plans, will ensure that vital assets remain in good repair. And over the longer term, the Dedicated Infrastructure Levy introduced in 2015 will reinforce our reserve funds, minimizing any debt load the County


may have to assume for more extensive rebuild and replacement projects.The County has strong financial frameworks and policies in place that centre on fiscal responsibility. Council’s foresight and leadership on this front reflect a prudent approach to achieving objectives, sustaining key infrastructure, programs and supports, and delivering value to the people of Northumberland. In closing, I would like to acknowledge the commitment and hard work of the County Finance team members and our internal partners who consistently seek to maintain a standard of fiscal excellence. We will continue to deliver solid financial information on which Council, staff and our community members can rely as together we build a Northumberland that is strong and vibrant.

Glenn DeesDirector of Finance/Treasurer

Northumberland County

2016 Key Accomplishments


Economic Innovation & Prosperity• The County Tourism Department was awarded the Economic

Developers Association of Canada 2016 Marketing Award for the Lenah Fisher Avatar located in Victoria Hall, Cobourg.

• A communication and marketing plan was developed to further promote cycling tourism in Northumberland, with this tourism region currently ranking third out of fifteen in Ontario in terms of growth in cycle tourism.

• Successful digital/social and print media campaigns continued to drive tourism interest for Northumberland. For example, the “Stretch Your Boundaries” campaign with the Ranney Gorge Suspension Bridge image captured the attention of consumers in Ontario, US and internationally.

• Enhancing customer service for newcomer and multicultural visitors was a key focus in 2016, including a cultural preparedness workshop organized for local businesses and, through collaboration with business immigration partners, the development of a regional resource tool kit to support local businesses.

• In acknowledgment of the growth of beverage farming in Ontario, the County hosted an education event for interested farmers, installed hops pelletizing equipment at the Ontario Agri-Food Venture Centre (OAFVC) to support local farmers in marketing their product in this industry and , through the OAFVC, partnered with Loyalist College on research to investigate the impact to the shelf-life of hops using various packaging processes.

• The first in a series of Market Considerations Workshops was organized at the OAFVC to support foodpreneurs.

2016 Key Accomplishments

101Cobourg Collegiate Institute planted

0 PLANTS IN THE COUNTY FOREST&

Students from Sir Sanford Fleming

1College constructed and repaired

.7 km OF COUNTY FOREST TRAIL

in 2016


Sustainable Infrastructure & Services• The County was awarded the Gold Award for Promotion &

Education by the Ontario Municipal Waste Association for a creative social media campaign launched during Waste Reduction Week encouraging residents to reduce waste by using up leftovers commonly found in household refrigerators.

• Council adopted the County’s 5-year Silvicultural Operations Plan, supporting the planned management and conservation of Northumberland County Forest ecosystems.

• Initial planning work was completed for the redevelopment of the Golden Plough Lodge long term care home by 2025, including preliminary studies, site planning considerations and functional program design.

• The County and the Town of Cobourg completed a joint ‘full-field’ emergency exercise involving approximately 250 people to test emergency plans and systems in place across multiple core services.

• In order to best manage municipal infrastructure in a way that is financially sustainable and maximizes service to the public, the County launched a project to implement asset manage-ment software across multiple departments, completing needs assessments, workflow process design and identifying system integration requirements for 2017.

• The first County Official Plan came into effect following approval by the Ontario Municipal Board, with County Council officially delegated decision-making authority from the province.

Marcelle Johnson • Supervisor, Paramedics

My job is… To recruit and train new hires, provide educational support to front-line paramedics, monitor compliance to ministry/hospital regulations, etc.

What I like about my job…The opportunity to continue to serve the community through different avenues while utilizing my experiences and education in the adult learning environment.



• Northumberland Paramedics introduced a new Operations and Community Support vehicle, enhancing paramedic participation in community outreach events and mobile simulation training with medics.

• Northumberland Paramedics structured an agreement with the provider of cardiac defibrillators so that any member municipal or community partner could take advantage of preferred pricing for their Public Access Defibrillator programs.

• The County awarded Retirement Life Communities a contract to construct a 31-unit affordable housing rental residence for seniors and people with disabilities. Construction is anticipated to begin in Summer 2017, with move-in scheduled for Summer 2018.

• $764,800 in provincial and federal funding was directed to capital repairs at over 20 non-profit and County-owned social housing facilities.

• A Class Environmental Assessment was completed for County Road 2 and approved by the Ministry of the Environment and Climate Change, enabling staged reconstruction to begin for the area from Hamilton Road to Burnham Street/William Street.

• The 2016 Capital Construction program was successfully completed, including 15 km of road paving; 6 km of micro-surfacing of roads; 145 km of road surface treatment; rehabilitation of the CPR bridge on County Road 2; and a culvert replacement on County Road 25.

• Construction of the Expansion Waste Cell at the Brighton Landfill was completed.

• The construction of the Colborne Emergency Services base – Northumberland’s first shared fire/paramedic base – was completed on-time and on-budget.

Brandon Upton • Maintenance Technician, Housing

My job is… To ensure that the County Housing units are in good repair. I liaise between tenants and the facilities department.

What I like about my job…I enjoy the interaction with the tenants and the variety of jobs that I am faced with each day.



Thriving & Inclusive Communities• The County and Port Hope collaborated to host the municipality’s

first-ever citizenship ceremony, where 42 individuals from 22 countries around the world took the Oath of Canadian Citizenship.

• Accessibility reviews of the County’s Community & Social Services Department as well as the Ontario Agri-Food Venture Centre were completed in order to identify and correct any physical barriers to accessing services at these locations.

• Funding was directed from the province to establish four new before-and-after school programs, for a total of 114 spaces in local schools.

• Professional development training was organized for over 400 local Early Learning professionals, focused on “How Does Learning Happen” - Ontario’s Pedagogy for Early Learning.

• $210,000 in provincial funding was dedicated to minor capital and play-based equipment upgrades and supplies, and health and safety upgrades at all 28 area licensed child care facilities and eight licensed child care homes.

• The launch of corporate Facebook and Twitter accounts improved the County’s capacity for information-sharing and connecting with residents.

• Local Government Week activities were expanded to include an on-site program about municipal government for a local secondary school civics class, and a ‘Paint the Snow Plough’ campaign for local elementary school students.

• 1.63 million pounds of food and essential items were distributed from the Food 4 All Warehouse; 69% to local food banks, 22% to community groups, and 9% to school nutrition programs.

Spring Wickett • Caseworker

My job is… To provide financial and employment supports to single parents. This is a holistic process of discovery, assessment, planning and support to meet client needs.

What I like about my job…I enjoy collaborating with clients, colleagues and community partners to provide access to resources and supports for people to reach their goals.



Mike Banks • Environmental Services Manager, GPL

My job is… To manage laundry, housekeeping and maintenance services, and to manage facility projects and capital work at the Golden Plough Lodge. What I like about my job…Creating a clean and safe home for our residents to enjoy. I love project work and seeing improvements through to completion.


• Through collaboration with local radio personality York Bell Smith and station Classic Rock 107.9, the ‘Classic Rock Restock’ food drive raised 4000 pounds of food and $8,500 in cash donations in 36 hours, for donation to the Food 4 All warehouse. Cash donations were used to purchase higher-demand food items, and this along with all donated food was distributed amongst the 14 local food banks.

• Together with community partners, the County joined the national 20,000 Homes Campaign as well as conducted an assessment of local services, the outcomes of each providing detailed information about the needs of local homeless individuals and families, as well as the precariousness of those at risk of becoming homeless. These efforts enabled:• Realignment of homelessness strategies to focus more on

effective housing loss prevention strategies versus reactive (and more expensive) emergency services.

• Creation of a Homeless Coordinated Response Team (HCRT) to begin the development of a robust system of coordinated care including use of a common assessment tool across service providers, creation of a By-Name List of people who are homeless or at risk, and more strategic engagement with community partners.


Organizational Excellence• The Golden Plough Lodge long term care home was awarded

three-year accreditation from CARF Canada under the categories of ‘Person-Centered Long Term Care Community’ and ‘Dementia Special Care Program’ – the highest class of accreditation available for healthcare organizations.

• The County implemented a 10-month career development program with UOIT that was successfully completed by 11 staff members, strengthening the skill and expertise these individuals can bring to their role with the County.

• The first group of non-union County staff was transitioned to a new time and attendance system, increasing efficiency of organizational processes by reducing manual input of payroll information.

• The County introduced a multi-year Employee Engagement Strategy to further strengthen the workplace culture of continual improvement towards performance excellence.

Kirsty Brown • HR & Accessibility Coordinator

My job is… To develop and implement employee training/development programs, do policy research, and to ensure compliance with the Accessibility for Ontarians with Disabilities Act (AODA)

What I like about my job…I love being able to work with and support so many unique individuals across so many different departments!


11 E-NEWSLETTERS ARE PUBLISHED

by the County

Looking ahead: Key initiatives for 2017

• Based on recommendations outlined in Northumberland County’s Transportation Master Plan, traffic calming measures will be piloted in the hamlets of Welcome and Cold Springs.

• Crews will be rehabilitating the Shelter Valley Creek Bridge on County Road 2.

• The County and Alderville First Nation will collaborate on the provision of waste management services for Alderville residents.

• Construction will begin in the fall on a new shared paramedic/ fire base in Roseneath.

• A two-year project will launch to relocate historic waste at the Brighton landfill to lined containers, and to complete the lining of the entire waste disposal area at the site.

• Community planning to strengthen local early years programming will get underway, including a local needs assessment of early years programs and services, a parent and caregiver survey as well as an Early Years Professional survey focused on early years programming, and parent focus groups.

• Provincial and federal Social Infrastructure Funding will be implemented locally including:• $1,244,670 directed to providing low-income renters with a

monthly housing subsidy• $250,000 directed to supporting low and mid-income

homeowners with forgivable loans for capital and accessibility repairs to their homes

• $100,000 directed to supporting affordable home ownership, through an investment into Habitat for Humanity Northumberland

• The County will partner with the Municipality of Trent Hills to conduct a joint ‘full-field’ emergency exercise, testing emergency plans and systems in place across multiple services.

• The County will begin to modernize the corporate website by redesigning it to improve access to information and resources, to stimulate two-way communication between the County and residents, and to simplify transactions.

• A ‘Bike and Win’ social media contest will be launched to heighten brand awareness of Northumberland as Ontario’s prime cycling destination among tourists in Ontario, Quebec and bordering New York state markets.

• A new accessible trail will be developed at Beagle Club Road trails in the County Forest, increasing opportunities for more members of the Northumberland community to enjoy recreation experiences in the Forest.


Supporting our Communityin 2016

Take our Kids to Work Day Movember

Local Government Week

Retired ambulance donation to Habitat for Humanity

Community MRF BBQ

Community MRF BBQ

Community MRF BBQ

Jersey Day for The Salvation Army

Fundraising for Salvation Army

United Way Day of Caring

Local Government Week

Citizenship Ceremony Citizenship CeremonyUnited Way

Day of Caring

Fundraising golf tournament for The Salvation Army

Northumberland Paramedics BBQ & Community Awards

Ice Cream Fundraiser for The Salvation Army

Take our Kids to Work DayTake our Kids to Work Day

Financial Overview


Financial Management Processes

County Business Planning The County goes through a rigorous budgeting and planning process each year. Each operating department develops an annual business plan that is aligned with the County’s Corporate Strategic Plan. This process looks at programs and services, budgets and key priorities for the year. In addition to the annual budget, the long term plan is reviewed and updated to create a rolling 10 year financial outlook.

Financial Statement Preparation Northumberland County management is responsible for all information contained in the Annual Financial Report. These financial statements and accompanying notes have been prepared using reasonable limits of materiality and within the framework of the accounting principles and disclosure requirements of the Canadian Institute of Chartered Accountants guidelines included in the Public Sector Accounting and Auditing Standards Manual.

Internal Control Management Management maintains appropriate systems of internal and administrative controls designed to provide reasonable assurance that transactions are executed with proper authorization, that assets are properly accounted for and safeguarded, and that the financial information produced is relevant, reliable and timely.

External AuditThe role of the external auditor, Collins Barrow Kawartha LLP, is to express an independent opinion on the fair presentation of the County’s financial position and operating results as contained in the Financial Statements, confirming that the statements are free from material misstatements. It is the responsibility of the auditor to advise management and the Finance Department Coordinators of any control or operational issues that may be identified during the execution of their audit procedures.

Financial ReportingTo ensure accountability and transparency, the Finance Director and Treasurer presents quarterly updates to Council on the status of County finances relative to the current budget. County auditors, together with the Finance Director and Treasurer, present to Council the final annual Audited Financial Statement for the County, for Council approval, closing out the previous fiscal year.


Financial Results Overview

Financial AssetsThe County is now in a positive net financial asset position of $8.3 million

Annual Overview

$7Reserves

.0M

Assets

Liabilities

2012$14M2011

$19M

2013$7M

2014 $3M

2015 $1.8M

2016 $8.3M

$Long-T

1.erm Debt

3M

$Cash & Investments

4.1M

$3.net book value of assets

5M

$3Total Revenue

.0M

* All comparative data references 2015 results. There were no changes in expenses from 2015.


Expenses by Type

40%

21% 17%11%

10%

0.6% 0.1% 0.03%

Salaries & Benefits $36.5External Transfers $19.2Materials $15.8Contracted Services $10.2Amortization $8.7Interest $0.6Rents & Financial $0.1Loss on Capital Asset Disposal $0.03

Expenses by Type (M)

Revenues by Type

50%

29%

11%

3% 2% 1% 1% 1% 0.05%

Taxation $50.9Provincial Government $29.7User Charges $11.5Federal Government $3.3Rents $2.3Provincial Offences $1.4Other Municipalities $1.2Investments $0.8Other $0.05

Revenues by Type (M)

Expenses by Service

34%

17%15% 13% 11%

4% 3% 3%

Social & Family Services $31.4Transportation $15.4Health Services $13.4Environmental Services $11.7Social Housing $9.6Ec Development/Tourism/Forest $3.9Protection Services $3.0General Government $2.8

Expenses by Service (M)

* Health services includes Northumberland Paramedics and Health Unit funding. Environmental services includes waste management. Protection services includes Provincial Offences, Court Security, Plumbing and Septic Inspections, and Emergency Planning. General government includes Corporate Support departments and facilities, MPAC payment, and Council.


Matthew Nitsch • Accounting Services Manager/ Deputy Treasurer

My job is… To ensure the successful preparation of the annual County budget, and to ensure that assets are used efficiently and in a cost effective manner.

What I like about my job…Learning about the different departments and services that the County provides to the public.


CORPORATION OF THE COUNTY OF NORTHUMBERLAND

CONDENSED STATEMENT OF FINANCIAL POSITION At December 31, 2016

2016$

2015$

FINANCIAL ASSETS Cash and Investments 52,034,187 47,929,378 Accounts receivable 4,893,099 2,545,064

TOTAL FINANCIAL ASSETS 56,927,286 50,474,442

LIABILITIES Accounts payable, accrued liabilities and deferred revenue 12,357,609 9,219,013 Long term debt 11,445,393 12,730,523 Landfill closure and post-closure liability 22,959,117 24,902,072 Employee future benefits liability 1,841,725 1,867,779

TOTAL LIABILITIES 48,603,844 48,719,387

NET FINANCIAL ASSETS 8,323,442 1,755,055

NON-FINANCIAL ASSETSTangible capital assets 156,550,506 153,007,460 Prepaid expenses 285,018 257,909

TOTAL NON-FINANCIAL ASSETS 156,835,524 153,265,369 ACCUMULATED SURPLUS 165,158,966 155,020,424


The condensed financial highlights have been taken from the 2016 consolidated financial statements dated December 31, 2016. Copies of the full financial statements are available at our website at www.northumberlandcounty.ca/2016annualreport.

CORPORATION OF THE COUNTY OF NORTHUMBERLAND

CONDENSED STATEMENT OF OPERATIONS AND ACCUMULATED SURPLUS For the Year Ended December 31, 2016

Budget Actual Actual2016 2016 2015$ $ $(Unaudited)

REVENUESTax levy from lower tiers 50,712,008 50,910,706 48,437,304 User charges 9,839,770 11,478,154 10,205,713 Upper levels of government 30,250,910 29,785,668 30,493,684 Other revenue 9,307,631 9,093,547 9,152,475

TOTAL REVENUES 100,110,319 101,268,075 98,289,176

EXPENSESGeneral government 3,108,611 2,779,852 2,746,119 Protection services 3,180,058 2,971,815 2,638,029 Transportation services 16,127,254 15,428,587 15,431,244 Environmental services 8,243,344 11,676,144 13,059,516 Health services 13,307,719 13,440,419 13,196,794 Social and family services 32,525,499 31,352,569 32,206,033 Social housing 9,929,003 9,627,727 8,605,259 Economic development, tourism and forest 3,378,891 3,852,420 3,302,844

TOTAL EXPENSES 89,800,379 91,129,533 91,185,838

ANNUAL SURPLUS 10,309,940 10,138,542 7,103,338

ACCUMULATED SURPLUS - beginning of year 155,020,424 147,917,086 ACCUMULATED SURPLUS - end of year 165,158,966 155,020,424

145 in 20km ROADWAY

SURFACE-TREATED16 by County staff

Volunteer with us!

Whether it is distributing food donations from the Food 4 All warehouse to local programs, providing entertainment for the residents of the Golden Plough Lodge, or offering coaching to small business entrepreneurs, Northumberland residents make invaluable contributions to County programs and services that leave a lasting impression on our community.

Looking to get involved? We always welcome new volunteers! Join our volunteer team and work with us to create possibilities for a thriving Northumberland!

Volunteer opportunities include positions in:• Northumberland County Archives• Business & Entrepreneurship Centre Northumberland• Food 4 All warehouse• Golden Plough Lodge long term care home

For more information on how to apply to become a volunteer, please call 905-372-3329.

60OverVOLUNTEERSgave their time

to support the Countyin 2016


Connect with the County

AddressNorthumberland County555 Courthouse RoadCobourg, ONK9A 5J6

Websitewww.northumberlandcounty.ca

Public Inquiry905-372-3329

News and Notices:News, as well as information about community consultations and other public notices, is regularly posted in Northumberland newspapers. This information, along with photos, videos and other details, can also be found in the County Newsroom at NorthumberlandCounty.ca/Newsroom

Social MediaWe’re social! Connect with Northumberland County via Facebook, Twitter, and YouTube. Visit NorthumberlandCounty.ca/FollowUs

County Council MeetingsCouncil meetings are open to the public, and take place on the third Wednesday of each month (Note: subject to change).

Click on CouncilAccess minutes, agendas, and reports through our easy-to-use Council Web Portal. Visit Northumberland.civicweb.net/portal/

Questions or Comments?Councillors welcome and appreciate your feedback. Share your comments by calling or mailing our headquarters building (contact information above). Council email addresses are also available at NorthumberlandCounty.ca/MeetYourCouncil

NORTHUMBERLAND COUNTY | JULY 2017

northumberland county 2016 annual report · page 9 / 2016 annual report / northumberland county....

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