Table Of Content1996
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
