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Region of Peel 1996 annual financial report PDF

54 Pages·1996·0.3 MB·English
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Preview Region of Peel 1996 annual financial report

1996 Annual Financial Report Designed and Produced for Finance by Communication Services, The Regional Municipality of Peel,10 Peel Centre Dr.,Brampton,Ontario L6T 4B9 http://www.region.peel.on.ca 2 CORPORATE PROFILE 3 REGIONAL COUNCIL AND SENIOR MANAGEMENT TEAM 4 MESSAGE FROM THE REGIONAL CHAIR 5 ORGANIZATIONAL STRUCTURE 6 MESSAGE FROM THE CAO 7 BUDGET SUMMARY 10 TREASURER'S REPORT 12 CORPORATE PERFORMANCE MEASUREMENT 26 FINANCIAL STATEMENTS 48 TEN YEAR FINANCIAL REVIEW 50 TEN YEAR STATISTICAL REVIEW 52 PEEL PARTNERS 1 Situated in the heart of southern Ontario’s major urban centres,the Region of Peel is the second largest municipality in Ontario,with a population of 903,400 as at December 31,1996. The Regional Municipality of Peel was incorporated in 1974 based on the principle that certain community and infrastructure services are more cost-effectively administered over a larger geo- graphic area. Those services include water and sanitary sewers,arterial roads,waste management, seniors’services,assisted child care,policing,community health and planning. Peel Region is governed by the Regional Chair and a 21-member Council,representing its member municipalities:the Cities of Mississauga and Brampton and the Town of Caledon. SIMCOE DUFFERIN DURHAM YORK TOWN OF CALEDON PPEEEELL WELLINGTON CITY OF METROP0LITAN BRAMPTON TORONTO LESTER B. PEARSON INTERNATIONAL AIRPORT CITY OF MISSISSAUGA HALTON Lake Ontario ONNETWA RYIOOR K HAMILTON- WENTWORTH 2 Regional Council Emil Kolb, Rhoda Begley, Lorna Bissell, Carmen Corbasson, Regional Chair City of Brampton City of Brampton City of Mississauga David Culham, Frank Dale, Susan Fennell, David Hughes, City of Mississauga City of Mississauga City of Brampton Town of Caledon Nando Iannicca, Pierre Klein, Katie Mahoney, Mayor Hazel McCallion, City of Mississauga Town of Caledon City of Mississauga City of Mississauga Frank McKechnie, Gael Miles, Marolyn Morrison, Patricia Mullin, City of Mississauga City of Brampton Town of Caledon City of Mississauga Paul Palleschi, Maja Prentice, Mayor Peter Robertson, Pat Saito, City of Brampton City of Mississauga City of Brampton City of Mississauga Mayor Carol Seglins, Richard Whitehead, Town of Caledon Town of Caledon Senior Management Team Michael R. Garrett, Peter Allen, Dr. Peter Cole, Kent Gillespie, Chief Administrative Commissioner of Commissioner and Commissioner of Officer Planning Medical Officer of Corporate Services Health and Regional Solicitor Roger Maloney, Mitch Zamojc, Joseph P. Pennachetti, Paul Vezina, Commissioner of Housing Commissioner of Treasurer and Commissioner Commissioner of Social and General Manager of Public Works of Finance Services Peel Living Paul Vivian, Director of Human Resources 3 Nineteen ninety-six continued to be a year of review for regional government. Throughout the year,the province of Ontario continued its process to reassess municipal governance and the provincial/municipal working relationship throughout Ontario. Regional Council approved in principle a seven-point plan for the Greater Toronto Area (GTA) reform which clarified responsibilities of provincial and municipal governments. This plan,I believe,made a significant contribution to the governance debate. After reviewing the findings of the GTA Task Force and the “Who Does What”panel the province,in early 1997,announced changes in funding and service delivery including transfers of greater responsibility to regional and local municipalities. Two-tier government has had a tradition of success in Peel; it has been in existence in Peel County since 1840. The province’s announcements reaffirm the value of the two-tier system of government in Peel Region. Continuing on a tradition of sound financial management,Regional Council approved a 1996 Budget which included no tax increases for Regional services and a reduction in water and sewer rates. This budget marked the first time in Peel’s history that the Region is debt free for all tax supported programs. Council maintained its philosophy of financial stability and supported the need for reserve funds to plan for future infrastructure replacement. On behalf of Regional Council I am very proud to say Peel Region provides our residents and businesses with essential services,efficiently delivered,at an excellent value. Emil Kolb Peel Regional Chair and Chief Executive Officer 4 Regional Council Special Purpose Bodies: — Police — Peel Children's Aid Society Regional Chair — Conservation Authorities Human Housing Planning Management Public Works Services Committee Committee Committee Committee Committee Chief Administrative Officer Human Resources Commissioner Treasurer & Commissioner Commissioner & General Commissioner Commissioner Commissioner Commissioner & Regional & Medical Manager of Peel Living Solic itor Officer Planning Finance Corporate Public Works Health Social Services Housing Services Peel Living 5 The Region has continued to refine a business approach to tough resource management decisions in an environment of unprecedented change. In 1996 the provincial government reduced Peel’s grant allocation by $12 million,download- ed new highways and continued its public debate on the future of new municipal governance and service delivery models. To counter the uncertainties,Peel emphasized solid business planning in resource decisions. As part of the Region’s Continuous Improvement philosophy employees continually reviewed the full cost of delivering programs and compared that cost against both public and private sector delivery standards. We are committed to ensuring that Peel is providing taxpayers with programs which respond to community needs in both an efficient and effective manner. Our Performance Measurement program is generating,for each core business,vital informa- tion on cost-effectiveness,customer service and community impact. The information allows us to demonstrate the value of the services we provide and also aids Council and management in setting appropriate productivity targets and the allocation of scarce resources. In 1996 Peel implemented new financial reporting procedures which align all of the costs for each of our core businesses. We must know our complete costs before we can accurately benchmark ourselves against other municipalities and the private sector. While these important initiatives were under way,a number of equally important and time- consuming events were taking place in the Greater Toronto Area (GTA). The governance issues associated with the GTA,Metro Toronto amalgamation and the recommendations of Crombie’s “Who Does What”panel drew heavily on our resources in 1996 and will continue to impact our operations into 1997. Despite the breadth of uncertainties created by the combination of these issues,Peel staff have managed to keep focused on servicing our community in their normal exemplary fashion. Notwithstanding the final provincial/municipal funding formulae I am confident that our staff will provide the same high level of service that our residents have come to enjoy and expect from this Corporation. I congratulate all staff for their dedication and efforts during this past year and on their behalf am pleased to present our 1996 Annual Financial Report. Michael Garrett, Chief Administrative Officer 6 Current The 1997 Current Budget reflects no change to the tax and utility rates compared with the 1996 Current Budget. This was realized largely through lower levels of spending for police and Regional programs and through assessment growth of 1.9 per cent. While achieving this,long-term debt outstand- ing was eliminated during 1996 and Peel’s future reliance on debt for capital financing was greatly reduced through an aggressive capital and reserve planning program. IMPACTS ON 1997 PROPERTY TAX MILL RATE $8.0 8 7 6 5 4 S ON 3 MILLI 2 $ 1 + + + = 0 $0 $0 -1 -2 -$1.2 -3 -$2.9 -4 -$3.9 Grants Police Region Welfare Assessment Mill Rate Overall impact of management and Council actions has seen a stable cost for Regional services over the past four years. PEEL AVERAGE HOMEOWNER COST FOR REGIONAL SERVICES $800 $765 $769 $765 $765 700 600 Utility Charges 500 Property Taxes 400 300 200 100 0 1994 1995 1996 1997 7 The Region relies on subsidies to fund many services,particularly those delivered on behalf of the provincial government,such as welfare and public health. The Region is working toward reducing the exposure of municipal taxpayers to potential provincial downloading by striving to disentangle funding relationships and by improving program efficiency. 1997 GROSS SPENDING $484.6 MILLION Welfare $89.2 Water/Sewer $109.1 Planning and Corporate $23.6 Social Services $40.0 Policing $118.1 Health $48.4 Waste/Roads $56.2 1997 GROSS FUNDING $484.6 MILLION Property Taxes $211.2 Fees, Charges and Other Revenue $27.7 Subsidies $139.9 Utility Charges $105.8 8

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