Annual Report 2004 - Halifax Regional Municipality

halifax.ca

Annual Report 2004 - Halifax Regional Municipality

The Corporate Logo

The Halifax Regional Municipality corporate logo, adopted by Regional Council on April 1, 1997, strikes a balance

between recognizing the past and looking towards the future.

The logo is centered around the word “Halifax.” The fourth letter, being the “I,” has been replaced with a lighthouse -– a nautical symbol

associated with the Maritimes. The lighthouse, like the Municipality, stands as a beacon to the world – historically, culturally and

commercially. Reference to the former municipal units is included as the light radiates from the centre of the lighthouse from one end to the

other, encompassing not only the letters in “Halifax,” but the four areas it represents. Further reference is noted in the four waves that are

underneath the word Halifax.

The Official Coat of Arms

The central element in the Coat of Arms is the shield, divided by a St. Andrew’s cross. Within the centre of the shield,

encased in a gold circle is a kingfisher, symbolizing industry. On each arm of the cross are broad arrows, symbolic of a naval

tradition. The two eighteenth century ships also reference this naval tradition and the history of settlement. Above the shield,

the mural coronet (a symbol of civic government), is topped by four mayflowers – the Provincial flower of Nova Scotia.

The supporters, two sea horses (heraldic beasts symbolic of port cities), stand on each side of the shield. Each sea

horse wears a collar of maple leaves. From one collar hangs a book, a symbol of learning while from the other collar, two paddles hang

referring to the historical and recreational use of canoes. Each supporter holds a flag - one being the Provincial flag signifying the capital

city of the Province, and the other being the municipal flag, which is derived from the shield. The shield rests on a grassy mound with wheat

sheaves and spruce trees, symbols of agriculture and forestry. The motto, “E Mari Merces,” is Latin and means “wealth from the sea.”

At a Glance:

5,577 square kilometres in area • approximately 40% of Nova Scotians and 15% of Atlantic Canadians live in HRM • HRM is Canada’s 13 th largest metropolitan area

and the largest city east of Quebec City and north of Boston • when ranking Canadian cities on the proportion of the population 18 years of age or older with a

Bachelor’s degree or higher, HRM ranks fourth in Canada, ahead of cities like Vancouver and Montreal • HRM continues to account for about half of the economy of

Nova Scotia and one fif th of the economy of Atlantic Canada • over the last five years, the bulk of the Province’s new housing stock has been built in HRM.


U

NIQUE Culture, diverse landscapes,

charming seaside villages and the

world’s second largest natural ice-free

harbour - these are some of the characteristics

that make Halifax Regional Municipality

(HRM)a valuable and attractive community.

The downtown core is dressed with colourful

gardens, spacious parks, and a variety of

shops and sidewalk cafes. The rugged

shorelines and sandy beaches take one away

from hectic urban life and the region’s

rich history can be discovered in galleries,

museums, historic sites and churches.

An international seaport and

transportation centre, HRM is home to

Halifax International Airport and Halifax

Port Authority. Considered two of the most

significant transportation hubs on the East

Coast, they contribute greatly to HRM’s

sustained economic growth. HRM boasts

six degree-granting universities and three

campuses of the Nova Scotia community

college, providing a large, highly skilled

labour force.

In 1996, Halifax, Dartmouth, Bedford

and Halifax County amalgamated, forming

the Halifax Regional Municipality. It is

home to approximately 377,932 citizens and

encompasses a land mass larger than the

province of Prince Edward Island.

HRM’s citizens are served by 23

Councillors, each representing one District,

and by one Mayor, who is elected at large.

The Municipality is structured under a

Council/Chief Administrative Officer

governance model. The CAO is responsible

for the provision of advice and direction to

Council, implementation of policies and

programs and the overall administration of

the organization.

Recognized as an international leader

in environmental sustainability, HRM

is committed to the progress of its waste

management strategy, harbour

clean-up, pesticide by-law and

numerous environmental events,

endeavours and partnerships.

HRM strives to provide

the best quality of life in

a healthy, sustainable,

vibrant community

at work, play and

everyday.

Contents

Excellence in Governance

COMMUNITY RESPONSE TEAM .......................................................... 8

HALIFAX REGIONAL DEVELOPMENT AGENCY ....................................... 9

GREATER HALIFAX PARTNERSHIP .................................................... 10

REGIONAL PLANNING ................................................................... 11

MUNICIPAL CLERK’S OFFICE .......................................................... 12

INTEGRATED CITY ........................................................................ 12

CORPORATE COMMUNICATIONS ...................................................... 13

Safe Communities

FIRE & EMERGENCY SERVICES ................................................. 14 -15

HALIFAX REGIONAL POLICE ........................................................... 16

RCMP ............................................................................... 17 - 18

INTEGRATED EMERGENCY SERVICES ................................................. 18

Healthy, Sustainable, Vibrant Communities

ENVIRONMENTAL MANAGEMENT SERVICES ...................................20 - 21

PLANNING & DEVELOPMENT SERVICES ............................................ 24

PUBLIC WORKS & TRANSPORTATION ............................................... 25

REAL PROPERTY & ASSET MANAGEMENT .................................. 26 - 27

RECREATION, TOURISM & CULTURE ........................................ 22 - 23

HALIFAX PUBLIC LIBRARIES ........................................................... 28

Excellence in Service Delivery

SHARED SERVICES .......................................................................... 29

HUMAN RESOURCES ........................................................................ 30

LEGAL SERVICES ............................................................................. 31

FINANCIAL SERVICES ....................................................................... 31

Awards & Recognition .............................................................. 32

Condensed Financial Information ............................................ 33


THE MAYOR’S MESSAGE

We are pleased that the Halifax

Regional Municipality continues to grow

and prosper as one of the most vibrant,

liveable regions in Canada. In response

to that growth, we are carefully planning

our future development and infrastructure

needs. The proposed new Regional Plan,

which evolved through a great deal of public

consultation, will provide us clear direction

for the next 25 years. When it is formally

approved by Regional Council in the Fall of

2005, the focus will shift to planning at the

community level.

Our new Bus Rapid Transit (BRT)

service from Cole Harbour and Sackville

will soon be operating, providing faster

and more convenient public transit to the

downtown core. This should result in less

vehicle traffic, reduce greenhouses gases and

put less wear on our existing infrastructure.

Major progress was made on the $330

million Harbour Solutions Project during

2004. The project is on schedule and will

be completed in 2008. It will provide

effective and efficient sewage treatment,

ending the daily flow of 181 million litres of

raw sewage into Halifax Harbour.

I commend the dedication and

commitment of our hard working HRM

staff and volunteers, as well as the support

of our citizens for their continued efforts to

improve the quality of life for our residents

today and tomorrow.

To the residents of HRM, it is my

continued privilege to serve as your

Mayor. I sincerely value your comments,

suggestions, and participation. Please

contact me:

• by email at kellyp@halifax.ca

• by phone at 490-4010 or

• by mail at P. O. Box 1749, Halifax,

Nova Scotia B3J 3A5

Respectfully, I remain

Peter J. Kelly

Mayor


HALIFAX REGIONAL COUNCIL

Front Row (left to right): Councillors: Krista Snow, Sue Uteck, Sheila Fougere, Harry McInroy, Mayor Peter Kelly, Councillors: Debbie Hum, Linda Mosher, Mary Wile

Second Row (left to right): Councillors Bill Karsten, David Hendsbee, Dawn Sloane, Gloria McCluskey, Bob Harvey, Russell Walker, Deputy Mayor Len Goucher, Councillors: Jim Smith, Becky Kent

Third Row (left to right): Councillors: Brad Johns, Gary Meade; Fourth Row (left to right): Councillors: Reg Rankin, Andrew Younger, Steve Streatch

Fifth Row (left to right): Councillors: Patrick Murphy, Stephen Adams

2004 - 05 MUNICIPAL EXPENDITURES (GROSS AMOUNTS)

Name

Total

Expenditures

(rounded)

A General Government Services 63,854 11.6%

B Transportation Services 39,064 7.1%

C Protective Services 101,551 18.4%

D Environmental Health Services 52,718 9.6%

E Environmental Development Services 51,445 9.3%

F Recreation, Tourism & Culture 16,490 3.0%

G Library Services 15,858 2.9%

Fiscal Services:

H Education Costs 93,422 16.9%

I Debt Servicing Costs 38,002 6.9%

J Capital from Operating 28,414 5.2%

K Transfers to Outside Agencies 14,298 2.6%

L Transfers to Reserves 8,220 1.5%

M Other Fiscal 27,711 5.0%

%

Total 551,047 100.0%

11.6%

7.1%

18.4%

9.6%

9.3%

16.9%

6.9%

5.2%

A B C D E

H I J

3.0% 2.9%

F G

5.0%

M

2.6%

K 1.5%

L


ORGANIZATIONAL STRUCTURE

Halifax

Regional Council

CAO

George McLellan

DCAO

Dan English

Excellence in Safe Communities Healthy, Sustainable, Excellence in

Governance Vibrant Communities Service Delivery

public participation protecting people physical infrastructure customer service

responsive government protecting property transportation financial resources

intergovernmental relations enforcing laws environment people resources

strategic planning emergency preparedness recreation, culture technology resources

library

Councillor’s Support Office

Corporate Communications

Governance/Economic

Development

Mayor’s Support Office

Municipal Clerk’s Office

Strategic Initiatives

Community Response

Integrated City

Regional Planning

Greater Halifax Partnership

Fire & Emergency Services

Halifax Regional Police

RCMP

Integrated Emergency

Services

Environmental Management

Services

Planning & Development

Services

Public Works & Transportation

Real Property & Asset

Management

Recreation, Tourism &

Culture

Financial Services

Human Resources

Legal Services

Shared Services

6 — Halifax Regional Municipality


MESSAGE FROM THE CAO

The Halifax Regional Municipality

is maturing. In the 10 years since

inception, our identity has been an

ongoing issue. We are one region

geographically, legally, and increasingly

in how we see ourselves. However, it is

important to recognize how the daily

experience, wisdom, skills and capacity

of each of our communities has helped to

shape HRM, and how these very elements

will undoubtedly guide our future.

Over the past year, projects such

as the Capital District Task Force, the

Community Response Initiative, and the

Regional Planning process have tried to

engage our citizens in helping to build

stronger communities. These initiatives

acknowledge a growing disenchantment

with respect to traditional service delivery

models, and have used innovation and

creativity to help communities identify

and mobilize individual skills, the

capacities of local associations, the assets

of businesses and institutions, as well

as local natural resources as a means of

achieving their goals.

The future of HRM will be built on

innovation and creativity, whether it’s

creating a nurturing environment for

economic development, helping youth

in crisis or enhancing public safety.

The employees and staff of HRM are

committed to seeking opportunities to

enable new growth and preserve and

protect our unique quality of life.

As a local government, we put our

residents first and work with our various

communities to find acceptable solutions

to our many challenges. These efforts

will ensure our communities move from

consumers of local government services,

to designers of appropriate community

programs to meet the needs of our

residents.

None of this will be achieved without

the support of employees of HRM

throughout our organization. They

have responded to this challenge with

a renewed energy and commitment. By

working together, we can make the best

place to live in the world that much more

liveable.

Expectations of us are high, and

when we meet or exceed them, new

expectations arise. It is the nature of

public service not to lament this, or

relent. It is the true expression of public

service to strive to exceed, to move the

bar again, and to draw our satisfaction

from — not only by doing our best

— but knowing the residents of our

community are better because of it.

George McLellan

Chief Administrative Officer

7 — Halifax Regional Municipality


Excellence in governance

public participation ♦ responsive government

intergovernmental relations ♦ strategic planning

T

HE Community Response Team

(CRT) was initially established to

respond to the ever-increasing issue of

graffiti - an issue that continues to impact

all citizens throughout the municipality.

The scope of responsibility has broadened

to included Crime Prevention Through

Environmental Design (CPTED) education

and training, Neighbourhood Watch, City

Watch, crime prevention, fear reduction,

safe community projects and graffiti

eradication.

The Community Response Team

works collectively to create measurable

goals and objectives that reflect the HRM

Corporate Scorecard. This Team will

make community partnerships a priority

throughout all of HRM, dealing with

issues and concerns and empowering the

citizens to resolve some of the issues through

community-driven solutions. This Team

will utilize the ruling of the Supreme Court

of Canada in relation to public notification

to ensure their ability to take precautions

when a threat is near.

The Community Response ACTION

Team, a spin-off of the CRT, was

established in late December 2004, and

is tasked with developing a “systems

approach” that will address challenges

through a creative problem-solving strategy,

resource identification and allocation. The

mission for the Community Response

ACTION Team is to establish and maintain

a safe, healthy, and vibrant environment for

HRM residents and visitors by leading an

integrated approach to service delivery in

the following areas:

• crime prevention

• community safety initiatives

• community ownership of problems

• sustainable solutions for problems

utilizing the community and

government resources

The Community Response ACTION

Team acts as a working committee, that is

comprised of representatives from various

HRM Business Units and the Community

Response Team. The Team representatives

are in a position of decision-making

authority and can commit resources

on behalf of their Business Unit. Team

representatives will also liaise directly with

staff in their respective Business Units as

a follow-up to the committed resources.

This “systems approach” will create project

blueprints that will serve as a guide to

resolve future issues. The blueprints will

lend to consistency and sustainability. This

approach will generate a reciprocal benefit

for the community and all Business Units. ■

HRM’s anti-graffiti program is making progress.

At a Glance: Removed 136,000 square feet of graffiti • 30 audits conducted by the Community Response Team (CRT) • 7 audits assigned by CRT to other units • developed and

delivered a Level 1 CPTED Course for HRM staff • held a one day session for staff to focus on internal collaboration to meet community needs • conducted unified service delivery

sessions for both the RCMP and HRP

8 — Halifax Regional Municipality


I

T’S all about collaboration at the

Halifax Regional Development

Agency. HRDA works with hundreds

of community volunteers, entrepreneurs,

government officials, youth, immigrants

and many stakeholders involved in fostering

economic development in Halifax Regional

Municipality. The mission of HRDA is to

create, facilitate and strengthen community

economic development in the rural and

suburban areas of HRM. The vision is

that HRM is an inspired community

experiencing such social and economic

prosperity that it is recognized as one of

Canada’s great places to live.

A C C O M P L I S H M E N T S

A new three year strategic plan which

highlights the Agency’s strategic direction

for the 2004-2007 years was developed.

A new youth initiative was launched

which provided employment and life skills

counselling services to youth.

The Agency generated over $1,000,000

in investment and created over sixty full-time

jobs through its business counselling services.

Eight full-time jobs were created and

over $600,000 was invested through its

community economic development services.

An Employment Development Plan for

the Eastern Shore of HRM was completed.

I N I T I AT I V E S

The Province of Nova Scotia has

introduced a new Immigration Strategy. It

is anticipated that within this new strategy,

the Provincial Nominee Program will be

expanded. It will be strategically important

for the Agency to focus on providing support

to immigrant candidates and their families.

This will include immigrant entrepreneurs

or those who are bringing valuable skills to

our local workforce, as well as helping to

foster genuinely welcoming communities.

It is well recognized that small business

is at the centre of job creation. Accordingly,

the Agency intends to further emphasize

the support of small business expansion. For

the past two years special projects have been

initiated in this field and a “toolkit” of best

practices has been developed. This earlier

research and knowledge will be applied

to a stronger and more focussed approach

to fostering business expansion and the

creation of new jobs in the coming year.

As a priority, the Agency has identified

the need to work with young individuals to

foster the development of entrepreneurial,

social and employability skills and further

educational achievement towards longterm

employment. The Agency has created

the Alternative Pathways Program and has

received funding from various levels of

government to support these initiatives.

The Community Partnership Council

is a project funded by a public-private

partnership that is focussed on the Eastern

Shore of HRM. The primary purpose of

the Council is to foster inter-community

planning and action to address key

economic and social initiatives which

were identified within the Community

Employment Development Plan.

There are a range of issues that

businesses face and that are common to

communities who want to foster growth and

development. As a means of better serving

these individuals and communities, the

Agency wants to undertake research of these

issues, in order to better address them. These

research initiatives may be undertaken in

partnership with other stakeholders such as

the Gorsebrook Research Institute at Saint

Mary’s University. ■

Working with the business sector for greater success.

9 — Halifax Regional Municipality


T

HE Greater Halifax Partnership is

the economic growth organization

for the Halifax Regional

Municipality. Since 1996, the Partnership

has had service agreements with HRM to

provide economic development services.

This public-private partnership, led by an

investment from HRM, brings all three levels

of government and over 130 private-sector

investors together to drive the Smart Growth

of the region. The Partnership’s mandate is

to maintain and grow businesses in HRM,

while attracting new investment to the area.

In short, the Partnership works to keep, grow

and attract businesses in HRM.

A C C O M P L I S H M E N T S

The Partnership launched its

SmartBusiness retention and expansion

program in early 2004. SmartBusiness

was developed in recognition of the fact

that over 80 percent of an area’s job

growth comes from existing business.

SmartBusiness’ goal is to identify and

overcome any barriers local business

see to their growth and create the most

competitive business climate in Canada.

Through the program’s intervention, a

direct impact on the retention and growth

of over 500 jobs in 2004 was achieved.

The Greater Halifax Partnership’s

2004-06 marketing campaign, “I See

Growth” was launched on June 2nd, 2004.

The goal of the campaign is to reinforce

business confidence in the continued

growth of HRM as a great place to grow

your business. The campaign has a call

to action that encourages people to visit

www.seegrowth.com, or call the toll-free

number, 1-866-SEEGROWTH, for more

information on ways to grow their business.

This marketing investment is critical to the

economic growth of HRM, as a confident

community invests in itself, grows and

becomes more attractive to outside investors.

Just over a year

ago, HRM faced the

bleak prospect that Maritime

Life might possibly move from

the area. With 1,050 employees and a

250,000 square-foot office area at stake,

it was not an operation HRM wanted,

nor could afford, to lose. Immediately,

the Partnership brought representatives

from Nova Scotia Business Inc. and the

Halifax Chamber of Commerce together

to make the business case to assure Manulife

that Halifax would continue to be the

ideal setting, the smart choice, for its

future development and growth. As a

result, when merger plans were finalized

last April few jobs were lost and there are

positive expectations that the company will

experience an increase in employment.

One of the Greater Halifax Partnership’s

important contributions to strengthening

local business in HRM is their role as the

“go to” source for accurate, timely and

insightful information. The information

fulfilment program includes responding to

requests, presenting events and delivering

presentations. By using these vehicles,

timely and relevant statistical and HRM

business-case information, economic data

and competitive intelligence is presented to

local firms and potential outside investors.

The Partnership’s investment attraction

efforts continue to actively

market HRM internationally as

a great place to do business. In

2004, coinciding with the Annual

General Meeting of the World Energy

Cities Partnership, a unique organization

of energy cities around the world, the

Partnership led a multi-sector business

mission to Trinidad, West Indies. As a

result, 13 businesses and organizations

formed successful business relationships in

the Trinidad and Tobago market

I N I T I AT I V E S

T h e “ I S e e G r o w t h ” c a m p a i g n w a s l a u n c h e d

t o r e i n f o r c e b u s i n e s s c o n f i d e n c e i n t h e

co ntinued g row th o f H R M as a g reat

place to grow a business.

The Partnership will continue to deliver

on activities that support community goals.

Specifically, the Partnership will continue

to visit businesses in HRM, targeting 700

company visits by year-end.

The “I See Growth” marketing campaign

will be maintained in-market, building

business confidence and generating leads

for our SmartBusiness teams. In 2005, it is

anticipated that the SmartBusiness program

will have a direct impact on the retention and

growth of approximately 1,200 jobs.

The Partnership will continue to be

the “go to” source for timely and relevant

statistical and HRM business-case

information, economic data and competitive

intelligence to local firms and potential

outside investors. The Partnership will also

continue to work with companies that are

interested in doing business in HRM. ■

At a Glance: 218 new investments and expansions in HRM • 400 + companies visited through SmartBusiness, representing 25 % of HRM’s workforce • 414 requests for information

• 2.6 million website hits • 2,200 people hosted at 12 events • 80 + targeted presentations delivered • 156,628 website visitors • unemployment rate at 6 %, compared to 7.5 % for Toronto,

8.6 % for Montreal, 6.8 % for Vancouver and 7.2 % nationally • 2627 housing starts • 7,100 new jobs • $319 million in non-residential construction, a 29 % increase over 2003

10 — Halifax Regional Municipality


I

T WAS an important year for the

Regional Plan, as in 2004 the process

went from an abstract concept to a

specific proposed pattern of growth, ready

to be reviewed, revised and presented in its

entirety to Regional Council in 2005.

A LT E R N AT I V E S F O R GROW T H

Based on goals and objectives approved

in 2003, staff and the Regional Planning

Committee designed three Alternatives for

Growth: Alternative A - The Regional and

Major Centres, Alternative B - The Transit-

Linked Communities and Alternative C

- Multiple-Hub Centres.

Public consultation on the Alternatives

in May and June 2004 involved a series

of 12 open houses throughout the region.

More than 700 residents commented on

the three alternatives, filled out surveys and

gave their views on the future of HRM.

This helped determine which alternative

presented the most attractive and viable

future for the region.

TH E P R O P O S E D R E G I O N A L P L A N

In December 2004, Regional Council

endorsed a proposed regional land use

pattern. A major milestone in the Regional

Planning process, this decision provides

clear direction on how the region will grow

over the next 25 years.

Based primarily on Alternative B, the

proposed Regional Plan is a hybrid, which

also includes some of the strong points

from Alternative A, the most compact

settlement pattern and Alternative C, the

most dispersed settlement pattern. For

example, more population is slated for areas

with piped water and sewer, in keeping

with Alternative A, and transit is proposed

for rural extensions, in keeping with

Alternative C.

The proposed Regional Plan focuses on

a future of protected natural and resource

lands like parks, forests and farms, effective

public transit with improved bus and ferry

service, mixed-use communities, so homes

and businesses can be located within a

comfortable walking distance of each other

and a strong, globally-competitive economy.

M O V I N G FO R WA R D

The Regional Planning Committee

expects to deliver a draft of the complete

Regional Plan with policies to Regional

Council in the spring of 2005, setting the

stage for further consultation and the formal

plan adoption process. This will include

a phase of public consultation that will

focus on more detailed policy discussion.

It will also include another series of public

information meetings and a formal public

hearing before Regional Council.

The Regional Plan outlines policies to be

used across the entire municipality. It will

provide overall guidance for how HRM

should grow and develop. Specifically

determining how growth happens in each

community will be the role of the community

plan or Municipal Planning Strategy (MPS).

The proposed Regional Plan is generally

in keeping with the goals and objectives of

existing community plans. It will form the

basis for thoughtful review and enhancement

of these plans. This will be addressed as the

Regional Plan is completed and will include

significant public involvement. ■

Public consultation has been the hallmark of the Regional Planning process.

Caption: Mill Cove (below), Transit (above ), Urban Design Awards

(above lef t).

11 — Halifax Regional Municipality


T

HE MUNICIPAL CLERK’s Office

in its role of corporate support,

supports all of the legislative

processes of local government for HRM

and provides record keeping services to

Regional Council, six Community Councils

and numerous boards, committees and

commissions. Staff coordinates agenda

material, arranges meeting locations, records

meeting proceedings, including public

hearings, maintains the Clerk’s web site and

communicates decision made at meetings to

Council, HRM staff and the public.

The Municipal Clerk’s Office manages

and preserves all Council and Committee

records through a records management

program. In this function, the Office of

the Municipal Clerk serves as the repository

for executable documents, by-laws,

administrative orders, agendas, minutes,

correspondence, and related reports and

any matters related to Regional Council,

Community Council and all boards,

committees and commissions.

The Municipal Clerk is solely responsible

for the administration of civic and school

district elections and for conducting public

referenda. During 2004, Municipal and

School Board elections were held. In

addition, the Provincial Plebiscite on Sunday

Shopping was held in concert with the

municipal elections. Of the 258,396 citizens

eligible to vote for Municipal and School

Board candidates, 125,035 cast their votes.

The success of the election was due in large

measure to the dedication of the employees

of the Municipal Clerk’s Office, the hard

work of many HRM employees, many

community minded citizens who worked

the polling stations and the participation of

HRM voters.

It continues to be the goal of the

Municipal Clerk’s Office to meet service

standards, to be responsive in support of

local government, and to provide quality

customer service in all areas. ■

I

NTEGRATED City is a vision of

HRM, where its customers are able

to access government services in a

convenient, integrated manner, through a

variety of service delivery channels that are

unencumbered by organizational structures,

information silos, or technological barriers.

The objective of the Integrated City

Project, over the past 12 months, has been

to identify and deliver essential tools to help

HRM move forward and achieve the vision

of becoming an Integrated City.

Notable deliverables of the Integrated

City in 2004 include:

A Service Delivery Governance Model was

created to establish a standard process for

the evaluation, approval and prioritization

of new strategic initiatives. This process

allows anyone within HRM to express their

ideas on new projects or initiatives that will

enable HRM to improve its operations.

Each idea is objectively assessed in detail,

with successful proposals included in the

business planning process.

A corporate project management

methodology and suite of document

templates was developed, based on best

practices from various approaches. This

methodology will be the standard for project

management within HRM. The project

team has worked closely with Human

Resources to integrate the content into the

corporate Project Management training.

A suite of standards and multi-year

strategies to address HRM’s technologies

and data sources that support the Corporate

Scorecard has been coordinated through

the project. The set of deliverables is

collectively referred to as the Enterprise

Architecture, with the first release scheduled

for April 2005.

The above deliverables are considered

to be the essential foundation components

for the next steps in moving ahead with the

vision of the Integrated City. ■

Photos (from top): West Chezzetcook area, container ship in Halifax

Harbour, church in Hubbards area,Halifax International Airpor t,

HRM f loat in Ntal Day parade.

At a Glance (Municipal Clerk’s Office): 418 meetings of Regional Council, Community Council and their representative

boards and committees • 13,878 agendas and supporting documents disseminated • 232 volunteers serving on boards and

committees • 287 by-laws and administrative orders maintained • 629 documents executed on behalf of HRM

12 — Halifax Regional Municipality


C

ORPORATE Communications

provides in-house communications

and media relations services to

the Mayor and Council, the Executive

Management Team (EMT), Senior

Management Team (SMT) and all business

units of HRM on public relations and

public information/education issues.

In addition, the team strives to provide

effective communication to residents

and businesses of HRM to ensure all

communication needs of the public are met.

A C C O M P L I S H M E N T S

Throughout the year, communications

support was given to:

• Emergency Measures Organization

(EMO) — the record-breaking blizzard

of February 2004 when more than

92 cm of snow fell on HRM and the

sudden pre-winter blizzard of November

2004.

• Metro Transit — production of

promotional materials, ads, notices and

schedule changes and design as well as

design and communication planning for

Bus Rapid Transit (BRT).

Regional Planning — provided

marketing and public relations support.

• Environmental Management

Services — production of numerous

television commercials, print and

radio advertisements, public service

announcements, press releases, as well

as promotional materials for initiatives

through Solid Waste Resources,

Pollution Prevention, Strategic

Sustainable Resource Management,

Wastewater Treatment and the Halifax

Harbour Solutions Project. In addition,

Public consultation meetings and

presentations to community groups were

provided.

• Capital District — provided marketing

and public relations support.

In 2004, a new initiative was

undertaken in an effort to deliver

information on the many services and

environmental programs that HRM

provides. The first annual HRM corporate

calendar was produced and distributed to

residents, with very positive feedback.

HRM broadened the scope

and responsibility of the Corporate

Communications Office to include the

Marketing, Design and Print Services

team in an effort to provide consistent and

effective messaging both internally and

externally.

Corporate Communications provided

comprehensive marketing and public relations

support for the reopening of both the

Halifax Public Gardens and Point Pleasant

Park, which sustained severe damage during

Hurricane Juan.

The Printing Centre provided fast and

efficient in-house printing by using a highspeed

black/ white and colour printers.

The cost savings were significant for the

Municipal Election notices and other related

materials printed in-house and distributed

during the municipal election. Tax notices

and pay notices were also processed, as well

as the quarterly HRM newsletter and the

environmental newsletter Naturally Green.

I N I T I AT I V E S

Corporate Communications will further

the technology of the equipment used in the

Printing Centre to improve and enhance

cost-effective printing and distribution

services, as well as ensuring the use of

environmentally friendly materials.

Corporate Communications is

committed to reducing the amount and flow

of paper messaging to residents of HRM by

encouraging more extensive use of the HRM

web site and a more integrated approach

and bundling of corporate information and

public education materials.

The team will continue to support

all areas within HRM — HRM Business

Units, Mayors Office, Council, EMT and

SMT — with their initiatives through

public education and awareness by effectively

communicating their messages internally

and externally.

At a Glance: 9,000,000 black & white printed copies • 90,000 colour printed copies • 4,000, 000 press copies

• 421,927 pieces of mail processed through the mailroom • 419 press releases were distributed • 87,192 tax bills were processed

13 — Halifax Regional Municipality



Safe communities

protecting people ♦ protecting people

enforcing laws ♦ emergency preparedness

F

IRE and Emergency Services’

mission — dedicated to enhance and

preserve the quality of life, property

and environment through education,

leadership, partnerships and effective

response to emergencies.

A C C O M P L I S H M E N T S

The Safe Communities Project, a

corporate initiative dedicated to making

HRM the safest place in which to live,

learn, work and play, celebrated its first

full year since being designated by the Safe

Communities Foundation and submitted

its first annual report. The goal of Safe

Communities is to eliminate injuries while

promoting a culture of safety through

the implementation of a comprehensive

strategy. There are six subcommittees

of the Safe Communities dealing with

Falls Among Children, Falls Among

Seniors, Motor Vehicle Collisions (Seatbelt

Compliance), Child Safety Seat & Booster

Seat Compliance, Self Injury/Suicide,

Commitment to Children and Youth - Risk

Watch and Passport to Safety.

January 14, 2004 marked the 250th

anniversary of Halifax’s first organized Fire

Department. Many events were planned

throughout 2004 to commemorate this

major milestone, including unveiling of a

new flag, Flag Pole dedication and unveiling

of a carved Firefighter statue at Grand

Parade, a supplement in the Halifax Herald;

a 2004 Calendar; floral displays in the

Public Gardens and on the approaches to

the bridge and a parade float.

Two new fire stations were opened in

2004. The Beaver Bank - Kinsac Volunteer

Fire Station was officially opened on

August 28th , 2004.

This new station, which

also has an attached

Community Centre,

replaces two existing

stations and will better

serve the community.

The new Highfield Park Fire

Station in Dartmouth was

officially opened on October 13th,

2004. This new station replaces

the former fire station located on

Windmill Road.

A twelve-year Collective Agreement

for IAFF Local 268 was successfully

negotiated and does not expire until

May 31, 2016. This agreement

eliminates the right to strike by

Firefighters and will allow more

flexibility with personnel for nonfirefighting

work.

Halifax Regional Fire and

Emergency Service (HRF&ES)

participated in two joint federalmunicipal

training initiatives. In the

first initiative, HRF&ES was selected

as one of five teams to be developed

to deal with Chemical Biological

Radiological Nuclear events in Canada.

In the second initiative, Urban

Search and Rescue, twelve members

of HRF&ES received training in

Basic and Technical levels for Collapse

Rescue. This training was the first step of

a federal initiative to have HRF&ES as

the primary base for an Atlantic Urban

Search and Rescue Team.

I N I T I AT I V E S

Left: 250 th Anniversary celebrations.

Far right: When an MK Airlines Boeing 747-200 cargo

aircraft bound for Spain went down in the autumn of

2004, over 80 HRM firefighters and 20 pieces of apparatus

responded; additional crew was also brought in during the

subsequent cleanup, to provide decontamination.


At a Glance: 61 Fire Stations • 456 career staff, 800 volunteers • 13,324 emergency responses (9,865 Core , 3,665 (Rural); 2,827: Fire (Structure/Vehicles, Brush, etc.); 2,961:

Alarms Activated; 841: Investigations (Smoke/Odour); 1,493: Collisions (MVA, Industrial, etc.); 397: Dangerous Goods, Spills, Leaks, etc.; 340: Public Assist (Rescue/Special

Service); 3,299: Medical Calls (Core); 1,714: Medical Calls (Rural) • Busiest Station: Station #2, University Ave. — 1,235 emergency calls • Busiest Rural Station: Prospect Road &

14 — Halifax Regional Municipality


Halifax Regional Fire and Emergency Services displays 10 new fire trucks at the Woodside Ferry Terminal. HRF & ES took delivery of eight tanker/pumpers, designated for rural fire stations, and two engines to be located in the core area.

To ensure that the citizens of HRM

have a base line level of service and that an

effective and efficient emergency service

is provided, HRF&ES is committed to

developing service delivery standards. These

standards will assist the Fire Service to

develop a multi-year plan to monitor and

evaluate its service delivery, station location/

consolidation, resources, equipment/

apparatus requirements and placements.

An outreach recruitment initiative

is underway to attract women to the

fire service and is being developed with

input from existing female fire fighters

for a Fall 2005 recruitment. An outreach

program was previously developed to

attract individuals from the African-

Canadian communities which resulted in

eleven individuals being hired in 2004.

To commemorate 250 years of service,

a contract with Nimbus Publishing to

produce an historical overview of all of

Halifax Regional Fire & Emergency

Services’ fire departments, has been

awarded. It is anticipated that the

book will be published in Fall 2005.

The Fire Service will continue to

work on a number of initiatives in our

rural composite and volunteer stations such

as standardized training, recruitment,

equipment, fleet, uniforms and personal

protective equipment, and air and

water supply programs. Fire prevention

committees will be established in each

district to deliver programs and services that

are coordinated through Public Education

and Investigations. General station

upgrades, such as generators to allow for

operation during extreme weather events

and power outages, will be considered

so that stations can be self-sustaining.

The development of a Risk Assessment

Program will reduce the liability and risk to

firefighters and to the organization through

continual improvements to facilities,

training, communication systems and

equipment. The implementation of risk

management inspection and monitoring

programs will address necessary compliance

issues and will be an integral part of the

Risk Assessment Program. ■

District Volunteer Fire Stations #52/53/54 (299 emergency calls) • Most Medical calls: Station #3, West Street (820 calls) • 41 Front Line Apparatus (Core) • 111 Emergency Response

Vehicles (Rural) • 182 Smoke Alarms installed (Alarmed & Ready Program) • Services: Fire & Emergency Response, Medical Response, Vehicle Rescue, High Angle Rescue, Hazardous

Materials Response, Search & Rescue, Inspections, Investigations, Public Education, Water/Ice Rescue, Structural/Confined Space Rescue, and Public Information

15 — Halifax Regional Municipality


HALIFAX Regional Police named

their headquarters building the

David P. McKinnon Building

during a short ceremony on February 13,

2004. This honour was granted to recognize

Chief McKinnon, who passed away in 2003,

for his leadership and vision.

ACCOMPLISHMENTS

Chief Beazley held a total of nine Town

Hall Meetings in the Divisions across HRP’s

jurisdiction to better understand the needs of

the citizens it serves. This forum provided an

opportunity for the Chief of Police to explain

the challenges and accomplishments of the year

and allowed citizens to voice their concerns

about safety and crime in the community. As

a result, the Chief was able to assign officers to

address specific concerns and execute directed

enforcement when and where appropriate.

The Citizens’ Police Academy and Diverse

Citizens’ Police Academy were held in 2004 and

HRP plans to hold similar sessions in 2005

due to overwhelming community interest

and participation. This gives the community

a first-hand opportunity to understand the

different facets of policing, puts a human

face on police, and helps to strengthen the

relationship between police and the citizens

they serve.

New Trunked Mobile Radios and related

hardware were purchased to meet policing

requirements. The new radios are digital

and replaced the analog system previously

used. Approximately 90 of the new radios are

encrypted capable to eliminate the ability to be

scanned.

HRM Partners in Policing are proceeding

with integration in order to realize further

efficiencies and provide enhanced policing.

As such, HRP and the RCMP developed

their first-ever Joint Business Plan, thereby

strengthening the unification of the two entities.

HRP established a new Diversity Equity

Officer position to implement and deliver a

strategic succession planning model which

incorporates training in order to police a

diverse society effectively. As part of HRP’s

ongoing commitment to target recruitment

of racially diverse officers, 24 candidates were

recruited and selected for the HRP Police

Science Program which began in January

2005. The composition of the class further

enhances their ability to reflect the community

we serve and strengthens our diversity.

INITIATIVES

With the new HRM 911 Central Dispatch

Centre opening in 2005, there will be one

Computer Aided Dispatch (CAD) system for

HRM. HRP and RCMP will be dispatched

from the one centre, allowing the nearest HRP

or RCMP unit to respond in emergencies

or during times when a high volume of calls

are backed up in a particular area. This will

enhance service delivery through increased

efficiencies and improve public safety.

The single 911 Centre will allow police

to use the additional channels on the Trunked

Mobile Radios purchased in 2004. This will

provide HRP officers involved in inter-agency

operations immediate access to RCMP units.

Other new common channels will include

Military Police, Halifax Regional Fire and

Emergency Services, EMO and eventually

Public Works in Metro. All of these channels

will enhance their ability to effectively

communicate with our policing partners.

In 2005, HRP will enter the next phase of

integration - explore, identify, and implement

efficiencies from the HRM Police Services

Review to improve the level of police service

throughout HRM. This will be accomplished

by completing a full managerial and operational

review once the new single HRM 911 Central

Dispatch Centre is fully functioning.

HRP will implement a Community Response

model to establish a partnership with citizens,

HRM Business Units and other agencies.

Collectively, they will provide proactive

long-term efforts through problem solving to

control or eliminate local neighbourhood and

community disorder issues. HRP will provide

strategies in specific areas such as foot patrol,

dedicated enforcement and education, crime

prevention and other proactive measures in

consultation and cooperation with citizens and

other agencies.

In 2005, HRP will undertake various

studies to become a more effective police

agency including partnering with the Nova

Scotia Department of Justice to complete a

feasibility study on the use of photo radar and

red light camera technology to enhance traffic

safety, video surveillance bylaw enforcement

and Tier II policing in HRM. ■

At a Glance: 403 sworn officers, 89 civilians, 32 commissionaires, 170 school crossing guards • 1 officer per 516 residents • average response time of 5.89 minutes • respond to an

average of 329 calls for service per day • approximately 120,323 calls received annually • 29,0275 training hours offered • 9,156 criminal records checks conducted • 11,417 Summary Offence

tickets issued • 790 CR/CP talks • 104 volunteers • 14,400 pieces of property seized as potential evidence and 864 pieces of property found • 32 calls for Emergency Response Team • 14 calls

for Critical Incident Negotiators • 1494 files handled by Victim Services • 310 K-9 assisted arrests • 80 marked cars and 95 unmarked cars • 12 Harley Davidsons, 4 off-road motorcycles,

8 bicycles, 1 ATV, 2 seadoos, 2 boats, 4 radar trailers, 4 utility trailers and 1 bomb trailer • 7 dogs and handlers in the Integrated HRP/RCMP K-9 Unit • 1 horse in the Mounted Division

16 — Halifax Regional Municipality


THE ROYAL CANADIAN Mounted

Police Halifax Detachment, are

proud to be a part of the HRM

policing team bringing safe homes, safe

communities to people throughout the

Municipality. In the interest of addressing

the core policing issues within HRM,

Halifax Detachment has, and will continue

to establish, close working relationships with

Halifax Regional Police, HRM Council

and staff, the HRM Community Response

Initiative working groups, and most

important, the citizens of the Municipality.

Working together, we are doing great things

in HRM.

A C C O M P L I S H M E N T S

The RCMP implemented the following

youth’s initiatives in 2004: delivered the

Drug Abuse Resistance Educational

(DARE) program to 18 local elementary

schools and maintained six full-time youth

liaison members at six local high schools,

continued the successful anti-bullying

campaign in partnership with Saint

Mary’s University Huskies football

team and HRP, partnered with HRP

and Tim Hortons for a Cops and Kids

Youth Camp, delivered Halloween

safety programs to Grades

Primary to Three students,

presented anti-graffiti initiatives

to local schools, provided

Internet Safety presentations

within the school systems

and continued the successful

RCMP youth program,

Stetson and Spurs.

Traffic initiatives

included increased traffic

enforcement throughout

areas of concern which

were identified by HRM

residents and in and around schools

zones, continuation of the Check

Stop Program and the completion of

354 check points, checking 72,947

vehicles and issuing 2,550 summary offence

tickets, partnership with Mothers Against

Drunk Drivers (MADD) for education on

drinking and driving and the deployment of

the mobile Speed Trailer in highly traveled

areas of concern to raise drivers awareness of

their speed.

Residents wanted more and consistent

enforcement throughout HRM to address

complaints concerning ATV use. The

RCMP implemented a number of ATV

initiatives including the formation of an

ATV enforcement team with HRP, a

full-time ATV police coordinator

for enforcement provision was

identified, provision of an ATV education

program through major media coverage

and a community news conference, and

development of a police action plan for

ATV enforcement for each RCMP office.

365 ATVs were checked and 11 summary

offence violations were issued.

Three new community policing offices

were opened in the Detachment area.

The communities of Eastern Passage and

Beaver Bank both saw the re-opening of

their community policing offices and a new

community policing office was opened in

the North Preston Community Center. The

strong support from the community and

local politicians have made the community

policing offices a focal point for policing

programs within these communities.

RCMP Halifax Detachment

also served the citizens

of Metro on a number

of large-scale events

including when White

Juan hit the citizens

of the Region with more

than 90cms of snow in one

day. Halifax Detachment

ensured police officers were on the

job helping HRM residents, from

ensuring the safe passage of emergency

vehicles to rescuing stranded motorists

At a Glance: 164 sworn police officers • 23 civilian staff • 1 officer per 1196 residents • over 600 volunteers • 4 all-terrain vehicles • 4 dirt bikes • 3 boats • 42 marked cars • 22 unmarked cars

• 2 community policing vans • responded to an average of 302 events a day • received 110,233 event calls • issued 14,204 violation tickets • conducted 584 check points • 318 school talks

17 — Halifax Regional Municipality


and even helping a woman in labour get

to the hospital. The RCMP dedicated

more than 100 officers to the investigation

into the MK Airlines Crash at the Halifax

International Airport, and drew resources

from around Atlantic Canada to assist in

this investigation including the provision

of site security, forensic identification work,

and the establishment and maintenance

of a media center and command post,

which was set up within two hours of

the crash. During US President George

Bush’s visit, the RCMP served the needs

of visiting dignitaries and the citizens of

HRM through site security, VIP protection

services, traffic coordination, and supported

protestors in their right to peaceful protests.

I N I T I AT I V E S

Continuation of the ATV patrols and

enforcement for illegal ATV usage will

remain a priority in 2005.

The youth liaison programs within the

high schools and youth advisory groups will

continue.

Increased police visibility through

enhancement and promotion of the

community policing programs and zone

concept policing, were police officers work

their communities for their shifts, will be

pursued.

The Check Point Program and

enforcement where citizens have areas of

concern will be maintained. ■

I

NTEGRATED Emergency Services

(IES) provides the public safety

communication link between the citizen

and HRM’s emergency services. IES

provided 911 call answering for a portion

of HRM, emergency and non-emergency

call-taking and radio and computer based

dispatching for the Halifax Regional Police,

the Integrated Units of the Royal Canadian

Mounted Police and the Halifax Regional

Fire and Emergency Services.

A C C O M P L I S H M E N T S

An “all call” broadcast process between the

Royal Canadian Mounted Police (RCMP)

and the Halifax Regional Police (HRP) was

established and put into operation. This

process will allow the RCMP and HRP to

share information on emergency, violent and

officer safety issues immediately over the

Trunked Mobile Radio System.

The Integrated Investigative Units of

the RCMP and the HRP were dispatched

through the 911 Centre.

The migration and upgrade of the

dispatch and user equipment to the Trunked

Mobile Radio System for the Halifax

Regional Fire and Emergency Services and

the HRP was successfully completed.

I N I T I AT I V E S

All 911 call answering for HRM will be

centralized to a single communication centre.

A new computer aided dispatch system to

assist both police and fire dispatching for all

of HRM will be implemented.

The transfer of primary dispatching

responsibility for the Halifax Detachment

of the RCMP to the HRM communication

centre will be completed.

The construction and outfitting

of the new Integrated Dispatch and

Telecommunication Centre will be completed

and dispatch operations will be relocated to

the new centre.

Recognizing 911 employees as highly

trained emergency communication

professionals will be a priority. ■

At a Glance (Integrated Emergency Services): Answered 75,518 emergency “911” calls for assistance • dispatched 92,896 police emergency and non-emergency calls for service

• dispatched 13,545 fire emergency calls for service • operate a 24 hour / 7 day a week operation with a total of 67 employees

18 — Halifax Regional Municipality


Halifax Regional Municipality

Electoral Districts

District 1

Eastern Shore - Musquodoboit

Valley

District 2

Waverley - Fall River -

Beaverbank

District 3

Preston - Lawrencetown -

Chezzetcook

District 4

Cole Harbour

District 5

Dartmouth Centre

District 6

East Dartmouth - The Lakes

District 7

Portland - East Woodlawn

District 8

Woodside - Eastern Passage

District 9

Albro Lake - Harbourview

District 10

Clayton Park West

District 11

Halifax North End

District 12

Halifax Downtown

District 13

Northwest Arm - South End

District 14

Connaught - Quinpool

District 15

Fairview - Clayton Park

District 16

Rockingham - Wentworth

District 17

Purcell’s Cove - Armdale

District 18

Spryfield - Herring Cove

District 19

Middle & Upper Sackville -

Lucasville

District 20

Lower Sackville

District 21

Bedford

District 22

Timberlea - Prospect

District 23

Hammonds Plains - St. Margarets

19 — Halifax Regional Municipality


Healthy, sustainable, vibrant communities

physical infrastructure ♦ transportation

environment ♦ recreation, culture ♦ library

E

NVIRONMENTAL Management

Services (EMS) was formed in

January 2003 in order to bring a

coordinated focus to the environmental

aspects of the Halifax Regional

Municipality’s Corporate Scorecard theme -

Healthy, Sustainable, Vibrant Communities.

A C C O M P L I S H M E N T S

The multi-year $333 million Halifax

Harbour Solutions Project will install

wastewater treatment infrastructure to

ensure that all sewage that flows from public

sewage pipes is treated prior to emptying

into the Halifax Harbour. In 2004, the

Halifax tunnel and major underground

piping was substantially completed.

Construction of the Halifax sewage

treatment plant, screening chambers and

pumping stations is underway.

Halifax Regional Municipality sought

to improve by-law service delivery through

the By-Law Integration Project, the By-Law

Rationalization Working Group and by

increasing the amount of financial penalties

for by-law infractions.

In 2004 EMS undertook the following

activities to build an environmentally

sustainable community:

• Formed an Energy/Environment

Round Table to collaborate with multiple

stakeholders to address issues.

• Developed a corporate climate change

strategy utilizing the private/public-partnered

Climate SMART initiative.

• Participated in the federal Partners

for Climate Protection Program to reduce

greenhouse gases.

• Launched a community-based Reduced

Idling Program in partnership with Natural

Resources Canada, Nova Scotia Energy

Department, and local community

organizations.

• Established a Sustainable Community

(Green) Reserve which will generate

approximately $400,000 per year for 10 years

for green projects aimed at environmental

sustainability.

• Established a self-directed Sustainable

Environment Management Office to provide

corporate strategic leadership, coordination,

innovation and policy development.

Halifax Regional Municipality initiated

a Pollution Prevention (P2) Program to control

and reduce at-source the discharge of

wastewater to municipal sewer systems. In

2004 HRM inspected over 800 industries in

the Halifax sewershed for compliance with

By-Law W-101.

Sewage tunnel 25 metres below downtown Halifax.

At a Glance: Community Projects — 5975 by-law complaints processed • 1307 Dangerous or Unsightly Premises Orders issued • 575 By-law Remedy Work Orders processed • 1103 Curbside

Solid Waste Notices issued • 608 Sidewalk Snow & Ice Notices issued • 3839 Animal Control complaints processed • 1404 Taxi Drivers License Service Requests processed • 1075 Taxi Vehicle License

Service Requests processed • 298 Hotel Standards Inspections completed • 176 Taxi & Limousine Complaints investigated • 531 Taxi Drivers successfully completed the National Certification

Program • 90 YouthLIVE participants with 67% success rate Environmental Engineering Services — 1000 km gravity sanitary sewers • 60 km force main and pressure sewers • 153 pumping

stations • 4 sanitary sewer holding tanks, 3 regulating chambers, 13 treatment plants • 700 km storm and clearwater sewers • 17, 000 catch basins • 10 stormwater retention facilities

20 — Halifax Regional Municipality


In 2004, an additional $30 million in

funding has been provided to the Halifax

Harbour Solutions Project from the Canada

Strategic Infrastructure Program. This

funding will be utilized in the following

manner over the next five years: Increased

diffuser ratio ($2.5 million), a reduction in

combined sewer overflows ($15 million),

central biosolids dewatering facility ($3.5

million), pumping station upgrades ($9

million). Cashflows from this funding will

be realized when the Dartmouth Sewage

Treatment Plant is constructed beginning in

2005/2006.

I N I T I AT I V E S

Develop a strategy which will effectively

balance competing infrastructure maintenance

needs with the pressure to expand either

service levels or service boundaries.

Develop a sustainable funding strategy

for stormwater and wastewater services and

infrastructure.

Improve by-law service delivery through

streamlining business processes through

• the By-Law Integration Project

• Reducing the average response times

to complaints for: Noise, Solid Waste,

Sidewalk Snow & Ice Removal,

Dangerous & Unsightly Premises,

Smoking, and Pesticide Use

• issuing Summary Offense Tickets to

repeat offenders.

Implement the following environmental

sustainability initiatives:

• Climate change (vulnerability risk

assessment)

• Corporate sustainability analysis (The

Natural Step)

• Corporate green house gas reduction

• Green procurement

• “greening” the corporate culture

• Community based anti-idling awareness

campaign.

Review HRM’s animal control service to

determine its future service delivery model

and to improve current service through

performance measurement. ■

▲ (top of page) A bailey-type pipe bridge 62 metres long, weighing

over 39,000 kilograms (87,000 lbs) being lifted into place over the CN rail

cut in southend Halifax, Dec. 2004. The lift was accomplished using a 300

ton crane.

▲ (immediately above) Harbour Solutions Project Construction

Manager, Mike Kroger is interviewed by ATV’s Liz Rigney about the project,

Dec. 2004

(far left) In 2004, the Halifax tunnel and major underground piping was

substantially completed.

(immediate left) On-going construction on the Halifax Waste Water

treatment plant, Dec. 2004

▲ ▲

• 300 km combined sewers • 37,000 manholes Solid Waste Resources — 19,400 tonnes containers and paper recycled • 40,400 tonnes of organics composted • 150,800 tonnes refuse

processed • 74,000 tonnes C&D material received, with 50,000 tonnes recycled • 900 backyard composters sold • 5693 CFC removals • contracts signed for Materials Recover Facility and two

compost contracts valued at over $20,000,000 Strategic & Sustainable Resource Management — 90 + % of pesticide permit applications processed online • HRM emits about 120,000

tonnes of greenhouse gas per year • over 90% of HRM residents have transitioned to sustainable gardening and landscape maintenance practices Wastewater Treatment — 80,000 people

are serviced by 12 wastewater treatment facilities • Approx. 15 billion litres wastewater treated annually • 40 million litres biosolids processed annually • 400 million litres potable water treated

annually • Approx. 20 million cubic feet of biogas produced, which fuels onsite boilers, in turn providing heat for facilities, as well as for optimizing the digestion process.

21 — Halifax Regional Municipality


R

ECREATION, Tourism and Culture

promotes the economic, personal and

cultural enrichment of HRM and

its residents by providing inclusive leisure

services and programs and growing HRM

as an authentic and historic destination for

residents and visitors to enjoy.

A C C O M P L I S H M E N T S

Launched earlier in the year, RecConnect

is the latest in HRM’s electronic service

delivery. It allows HRM residents to register

for recreation programs from the comfort

of their home or office by using the internet

or touch-tone phone - 24 hours a day,

seven days a week. Once set up with a PIN,

citizens can register for programs via the

internet at www.halifax.ca/RecConnect, or

by touch-tone phone at 490-EAZY (3299)

or toll free 1-866-263-EAZY (3299). It is a

highly secured system with no user charges

or long-distance fees.Since its inception,

4774 registration transactions have been

made and as awareness continues to grow,

usage has been increasing. For the recent

Winter/Spring season, 13% of registrations

were made through RecConnect, up from

the Fall season’s 8%.

Halifax Regional Municipality has

advanced its visitor service delivery through

new cutting-edge technology. The Segway

is a motorized, self-balancing human

transporter with dimensions no larger than

the average adult body. It looks like a pogo

stick on two wheels and has a platform large

enough to support a standing human. It

takes up the same space as a pedestrian, can

go in most places a person can walk, and

a full turn can be made with a zero radius.

Two units were purchased to improve how

HRM’s Visitor Services staff distribute

information and provide visitor services.

From June to October, Visitor Services staff

used the Segways daily along the Halifax

waterfront’s boardwalk. The new Segways

enabled staff to reach a larger population of

visitors to tell them about the things they

can see and do while in HRM.

HRM hosted the Tall Ships Challenge

during the Natal Day weekend, which in

conjunction with Natal Day celebrations,

the Acadian Congress, Super Moto

challenge, and under-21 Basketball

tournament, proved to be one of the largest

event weekends ever staged in HRM and

drew hundreds of thousands of people to the

urban core.

HRM and the Halifax Regional

School Board (HRSB) negotiated a Service

Agreement to addresses the joint use of

School Board and HRM facilities. This

positive move has resulted in improved

access and availability to facilities for HRM,

HRSB and all end users. This has been a

long-time effort to enhance program and

service offerings and provide the citizens of

HRM with more affordable and more easily

accessed facilities within their communities,

not only for sport related activities, but for

all recreational and leisure interests. Facility

Scheduling functions carried out by HRM

and the HRSB have been consolidated into

one service unit, and are now located in

Recreation, Tourism and Culture.

Sue MacLeod, inaugural HRM Poet

Laureate, accepted poetry, prose and

photographic submissions from HRM

citizens and other Canadian artists for

possible inclusion in an anthology titled,

“To Find Us: Words and Images of

Halifax.” This legacy project is intended as

an exploration of HRM through the eyes

Segway mobiles bring tourism information to the public.

and voices of artists. The public response

was extraordinary with submissions from

nationally recognized artists to young, newly

discovered local artists. This made the job

of the selection committee both challenging

and engaging. The book is expected to

be made available to the public in March

2005. 2004 was the final year of Ms.

MacLeod’s four-year tenure as HRM Poet

Laureate. In that role, she has been active in

many community events as HRM’s literary

ambassador. As a result of the conclusion

of this term of office, a selection committee

will be struck to advise on a new candidate

for the position.

The restoration of the Bicentennial

Theatre, an important piece of HRM’s built

heritage, is almost complete. Undertaken

over three years, it has been a cooperative

venture with the community, the Atlantic

Canada Opportunities Agency and HRM.

The community management Board has

undertaken a number of new programs

including Film Nights which are putting this

refurbished theatre to good use. Also, the

conservation of a rare theatre drop which

now hangs in the theatre was undertaken.

Originally painted by William Gill in 1892

for the Majestic Theatre of Halifax, it was

purchased in 1929 and moved to Middle

Musquodoboit.

The Passage Project, which began

in 2002, created a database system for

community museum collections . There

are now over 50 collections from across the

province that are participating, 16 of which

are from HRM. This system will provide

greater access to collection information for

museum staff and visitors.

Metro’s only all ages club, “The Pavilion”

re-opened its doors in August after being

closed for almost two years. This closure left

the approximately 10,000 people per year

that went there, without a place to go on the

weekends. The building underwent major

At a Glance: 300 + diamonds and sport fields • Total hours use - diamonds: 25,783 hours; total hours use - sport fields: 26,723 hours • Total number tournaments: 130 • 4 HRM-owned

arenas • 2 new facilities opened ( Seaside Fitness Centre, Sheet Harbour, and the North Preston Community Centre) • Filming facilitated through the HRM Film Office in 2004: 15 commercials,

8 movies, 3 documentaries, 2 short films, 4 televison shows, 1 university production • 120 visiting cruise ships - 212,000 passengers • 13 visitor information centres serviced approx. 104,000

22 — Halifax Regional Municipality


enovations during the closure, including

the construction of a professional stage.

Opened every weekend since, this venue

has proven to be a great place for young

musicians to further develop their skills

while showcasing their talent before a live

audience. The Pavilion is possible due to the

generous support of HRM, Buckley’s Music,

Aliant and the dedication and hard work of

29-year-old musician Chris Smith.

I N I T I AT I V E S

Staff are working with community

members in East Dartmouth and Real

Property and Asset Management’s indoor

facility master plan to implement a new facility

in this area. $1.1 million has been allocated

and additional funding will be sought through

provincial and federal governments.

The West Chezzetcook/Grand Desert

Community Interest Group and HRM

have collaborated on the creation of a

community history interpretive sign. Located

in the centre of the community it tells the

story of its establishment and growth in

both French and English. Historic images

augment the story. This is the first in a series

of pilot projects investigating ways to tell the

history of HRM’s many communities in an

accessible location for residents and visitors.

“Recreation without barriers, for kids

without means,” developed by the Canadian

Parks & Recreation Association, will

be reviewed by Community Recreation

Services for implementation. It is a national,

multi-year initiative developed to enhance

the quality of life of Canadian children

in low-income families through increased

access to and participation in recreation

opportunities. It consists of a tool kit and

workshop to help mobilize communities

and build the shared vision of children and

youth as valuable resources that we cannot

afford to ignore. Establishing partnerships

that can make a difference and creating

change throughout communities, the

program helps remove barriers and increases

opportunities to recreation for everyone.

After piloting the High Five Program

last year, HRM is now the first official

member in Nova Scotia to put the

program into practice! This program

fosters the safety, well-being and healthy

development of children in recreation and

sport programs through quality standards.

Community Recreation Programming

staff and summer staff have created

innovative ways to incorporate High Five

in daily programs and it is being included

in the development and implementation

of policies and procedures. In the coming

year there will be ongoing development

and inclusion of the High Five Quality

Assurance system (an accreditation)

integrated in other areas of the service

delivery system.

Upcoming 2005 events include celebrating

the 50th anniversary of the MacDonald Bridge,

LPGA Women’s Open golf tournament at Glen

Arbour, and a joint Canada/US dedication of a

monument to honor American POWs buried

at Deadman’s Island. ■

visitors (15% increase over 2003) • Approximately 470,000 unique visits were made to the HRM visitor services site: www.halifaxinfo.com • 6500 requests for 2004 Halifax Visitor Guide

• Special Events Task Force provided support to many local community events throughout HRM; Civic Events & Festivals made direct contributions of approximately $850,000 to roughly 70

events throughout HRM

23 — Halifax Regional Municipality


P

LANNING & Development

Services produces and administers

land development and building/

infrastructure construction policies/

regulations which support the creation of

liveable communities.

A C C O M P L I S H M E N T S

Homelessness and housing affordability

research was conducted for the first time

this year. This research has been used by

the Federal and Provincial governments as

well as housing advocates in determining

the region’s housing needs and priorities.

Four large master plan areas were

studied over the past year to determine

their suitability for residential and

commercial development. Council

selected two of these for detailed design,

Morris/Russell Lake in Dartmouth and

Bedford West. Together those two areas

will accommodate 20,000-30,000 people

over the next 20 years. Those two master

plans are important elements of the

Regional Plan.

The Land Information System (LIS)

Corporate Project was initiated in 2002 to

improve the way HRM provides services

to its citizens. This project has combined

the Municipality’s separate databases into

an integrated corporate-wide solution.

As a part of this initiative, Planning and

Development Services implemented the

customer service software to track and

manage citizen inquiries.

I N I T I AT I V E S

Halifax Regional Municipality has

embarked upon a long-term Regional

Plan to ensure the region’s development

is properly managed. Planning &

Development staff will continue to play a

key role in this project.

Pilot Projects for two service

enhancement projects are being

undertaken. The first will provide

clients with Internet access to apply for

permits and determine the status of their

application. The second project, using

mobile technology will allow inspectors to

transmit their reports from the field. Both

projects will improve our efficiency while

increasing the public’s access to timely

and accurate information.

Draft conservation design guidelines

and policies, with increased controls,

will be developed which will enable a

proposed Heritage Conservation District

for Barrington Street to be implemented.

A Regional Sign By-law has been

drafted and will be reviewed by the

public. The bylaw’s primary focus is

improved regulation of mobile signs.

A Regional Subdivision Bylaw has

been drafted which harmonizes four

existing bylaws. Particular emphasis has

been placed upon improved standards

for parkland which is given to the

Municipality. Public consultation will

occur over the Spring of 2005. ■

Planning and Development staff participated in the United Way

Ward 5 Makeover — St. Mark’s Church.

At a Glance: 1980 new building lots approved for construction in 2004, 274 less lots than in 2003 • approximately 4773 construction permits issued in 2004 • 22,778 compliance

inspections undertaken • estimated total value of new construction in 2004: $646 + million - $379 million of that was residential • estimated total value of new construction in 2004 was $81

million higher than in 2003 - a 14% increase • received 513 Land Use complaints resulting in 487 investigations

24 — Halifax Regional Municipality


PUBLIC WORKS & Transportation

(PWT) plans, constructs, maintains

and regulates the effective use of

public infrastructure and transportation

facilities such as streets, sidewalks, sewers,

transit & ferry systems for the purposes of

addressing public transportation, safety,

infrastructure life cycle costs and legislated

requirements, for citizens, businesses and

visitors.

A C C O M P L I S H M E N T S

PWT Emergency Management has played

a prominent role in recent years, and the

blizzard of ‘04 was no exception. The

February storm ranked 8th in Environment

Canada’s Top 10 Weather Events, and

allowed PWT to flex its operational muscle

both on the street and in the Emergency

Operations Centre.

Despite this emergency event, PWT

was able to achieve major successes

particularly in the Transportation and

Transit areas.

The Crosstown #52 bus route is the

first of its kind in the amalgamated

HRM. By linking two major business

parks (Burnside and Bayers Lake) the

transit route provides passengers with a

fast and convenient crosstown experience.

The introduction of increased

weekend frequencies on many routes, the

addition of more completely Accessible

Low Floor (ALF) routes for a total of 8,

and the start of construction on the new

Portland Hills Transit Terminal, have all

significantly improved transit service for

the residents of HRM.

In keeping with the safe and expedient

movement of travellers though our road

network, the re-alignment of the Bayers

Road and Windsor Street intersection has

allowed for smoother traffic flow in and

out of the downtown core.

Internally, PWT continues to strive

towards improved workplace relations and

providing a harmonious and productive

environment. A series of workshops

entitled “Respect in the Workplace” is

the first of its kind in the business unit.

The workshops provided an opportunity

for staff to discuss issues of concern and

possible solutions.

November 2005 in Lower Sackville,

complete with a new terminal in Lower

Sackville and Station on Windmill

Road and the Active Transportation

plan, will provide citizens with more

options for alternative transportation that

are in keeping with a healthy, vibrant

community.

PWT will work towards establishing

higher capital investment for infrastructure

upgrading and renewal. Operationally

speaking, the business unit will also

conduct an organizational review

designed to ensure services are properly

aligned to best meet the needs of the

public.

With nearly a third of the 700 + PWT

employees being eligible for retirement

by 2009, succession planning will be a

key initiative in the coming year. Public

Works will focus on attracting highly

trained and experienced professionals into

the HRM workforce. ■

Halifax Regional Municipality has the oldest, continuous saltwater

ferry service in North America.

INITIATIVES

With the Regional Plan coming into

its final phase, PWT will continue to

focus on strategies for improved transit and

transportation networks.

The implementation of Metro

Transit’s new BRT service, scheduled

for August 2005 in Cole Harbour and

At a Glance: PWT is HRM’s largest business unit, with more than 700 employees • 26,000 tonnes of road salt; 8,600 tonnes of sand used in snow & ice operations • actual snowfall: 240 cm;

normal snowfall: 188 cm • average cost to provide street snow & ice services - $8,100 /km • 562 km of streets and 757 km of sidewalks maintained • Transit ridership increased by 500,000

passenger trips • draft “Infectious Disease Response Plan” submitted to Emergency Measures • pilot program for “Respect in the Workplace” initiative • over 90% of construction tenders completed

25 — Halifax Regional Municipality


R

EAL PROPERTY & Asset

Management (RPAM) consists of

Real Estate/Business Parks, Service

Delivery, Capital Projects, Fleet Services,

Parkland Planning and Real Property

Operations which puts all of HRM’s

real property assets, and the operation of

those assets, under one Business Unit. It

is RPAM’s job to ensure that HRM has

the optimal mix of real property assets

and holdings to meet all of its goals and

objectives in a cost-effective manner, both

now and in the future.

A C C O M P L I S H M E N T S

Capital Projects: A number of capital

projects were completed including the

construction of the Beaver Bank/Kinsac

Fire Station & Community Centre, the

Highfield Park Fire Station, the North

Preston Community Centre which was

funded through the Canada Nova Scotia

Infrastructure Program and is HRM’s First

Award from CBIP (the federal government

Commercial Building Incentive Program)

and the Sandy Lake Park Multi-Purpose

Building, which houses the first composttoilet

in HRM. Renovations were completed

to the Bicentennial Theatre, Middle

Musquodoboit, including repairs to the

“GILL” backdrop. Two new trails were

opened - the Bluff Trail, a wilderness trail off

the Beechville Lakeside Timberlea Rail Trail

and the Lake Charles Trail in Shubie Park.

Real Property Operations: During

2004, $12 million in repair work relating

to Hurricane Juan was completed, 24

sportsfields in HRM were rehabilitated

and a preventative maintenance approach

for parks and sportsfields was initiated, a

mandate for the maintenance of 43 rural

fire stations was formalized and 90% of

playground compliance work was completed

as a result of the 2001 Playground Audit.

Fleet Services: Phase 2 of the Transit

Fleet operational review was completed

and a bus rebuild program to extend the

life of buses and defer the need to replace

buses was initiated. An operational review

in General Fleet was done, the transition

of the Fire Emergency Fleet to a new

shop was completed, and the testing of

biodiesel fuel resulted in the supply of the

new fuel mixture to all transit buses and

ferries for a total consumption of 7 million

litres, resulting in the reduction of GHG

emissions by 4200 tons.

Real Estate: In 2004, the Business Park

Growth Assessment and Engineering Study

was completed, the tender was awarded

for the redevelopment of the Texpark site,

the former Halifax West and Greenvale

Schools were placed under agreement of

sale, and the properties at 560 Windmill

Road and 162 Ochterloney Street (former

Starr property) were sold and redeveloped.

The design and development of the Wright

Avenue Extension to Burnside Drive and

Burnside Phase 11-2 (42 acres), at a cost of

$6.2 million was completed on time and

within budget.

Real Property Planning: The

management of damage from Hurricane

Juan under RPAM’s Hurricane Juan

Clean-up Task Force was a major

undertaking in 2004, including the

restoration of the Public Gardens, Phase

1 and the clean-up of the Point Pleasant

Park. Also, an Indoor Recreation Facilities

Masterplan received approval from Council

and properties in Nine Mile River were

acquired.

Service Delivery: A Service Exchange

Agreement with the Halifax Regional

School Board was negotiated and signed, a

new operating business plan was developed

for Sackville Sports Stadium, a high level

review of HRM support to the Multi-

District Facilities was completed, the first

full operating season of the new Halifax allweather

sportsfield proved successful, and a

number of initiatives were implemented to

foster a better employee-centred workplace,

including the establishment of Tenant-

Relations Committees in all major multidepartmental

work places.

I N I T I AT I V E S

Capital Projects: Construction will

begin on the Eastern Region All Weather

Field with an estimated value of $5 million,

the Mainland Commons Recreation

Centre with an estimated value of $8

million and a new integrated Dispatch and

Telecommunications Centre at the Eric

Spicer Building.

Facility Operations: A parks

rationalization study will be completed and

response times for emergency building and

parks requests for service will be established.

At a Glance: HRM spends approx. $20 million and processes over 13,000 work orders annually, to maintain over 2M sq. ft. of building space (plant replacement value $750 + million • HRM owns

7,500 + acres of land excluding streets and roads - twice the size of the Bedford Basin • HRM owns 300 + buildings • 825 park properties (largest: 4200 acres, smallest 2800 sq. ft). • 250,000 bedding

plants grown and used throughout the park system annually • 325 playgrounds, 175 ballfields and 130 sports fields which host 30,000 organized outdoor sport participants annually • 7 municipally

owned and operated cemeteries • 1500 + metric tonnes of in-house wood processed and used in the parks annually • 6000 + metric tonnes yard waste processed & used in-house annually

26 — Halifax Regional Municipality


Fleet Services: Phase 3 and 4 of the

Transit Fleet Operational Plan will

be completed, a working group will

be established to operationalize the

recommendations from the General Fleet

review, Fleet Services will be expanded to

support the Transit Operational Service

expansion slated for 2005 and skills

training modules will be developed for Fleet

Technical Staff.

Real Estate: Design and delivery of Phase

11-3 Burnside, Phase II of Wright Avenue

Extension and infill lots at Bayers Lake

Park will occur, repositioning of Aerotech

Park will be completed and Phase I of the

Strategic Land Acquisition Plan will be

developed.

Real Property Planning: Hurricane Juan

restoration planning and implementation

for HRM parks, greenbelts and street

trees and the Point Pleasant Park Recovery

Plan will continue, the Western Common

Plan and the Highway #118/ Shubie Park

Interchange integration will be a focus, as

will the Regional Planning Review and

Implementation. The HRM Regional Trails

Program will be amplified and emphasis

will be placed on active transportation

alternatives for citizens.

Service Delivery: Several new service

exchange agreements will be developed,

including one with the P3 schools.

The first stage of design for an additional

all-weather field to be located in Dartmouth

is underway and a new Board will be put

in place for the Sackville Sports Stadium.

A more in-depth study of the multi-district

facilities is planned and an action and

implementation plan is being developed

to address any concerns raised from focus

group sessions of sportsfield users. A new

policy framework is under development

for facilities operated under management

agreements and an infectious disease plan

for HRM will be rolled out. ■

Above: Composting sports and playing fields; view of the Lake CharlesT rail; view of the Musquodoboit Trail.

Below: Highfield Park Fire Station.


The new North Preston Community Centre.

• 220 + subdivision applications assessed for public parkland/open space annually • 300 + active capital projects: valued at $30 + million • 600 operational vehicles; 800 pieces small equipment; 186

buses, 19 access-a-buses, 3 ferries, 200 police vehicles, and 271 fire vehicles maintained • replacement value of all fleet units: $200 million • Business Park Lots sales total 49.16 acres (2,142,156 sq.

ft) totaling $3,276,843 • Business Park Lots developed and available for sale total 278.31 acres totaling $21,510,1655 • Business and Industrial Parks house 1600 + companies • Burnside Park home to

1400 + businesses (largest business park east of Montreal and north of Boston) • Real property assessment for HRM-owned Business Parks: $800 million - annual real property taxes of $27 million

• surplus property sales of 487,430 sq. ft. totaling $931,497 • property acquisitions of 44,798,391 sq. ft. totaling $2,868,369 • 50,000 + sq. ft. of space leased /renewed, valued at $250,000 per annum

27 — Halifax Regional Municipality


H

ALIFAX Public Libraries had an

impressive year with service upgrades,

makeovers and award recognition.

The Library continues to provide valuable

learning resources for the entire community.

A C C O M P L I S H M E N T S

The Needs Assessment and Master

Facilities Plan Final Report was presented

to HRM Council. The report is aligned

with the HRM Regional Plan and Capital

District Plan and defines library facility

needs over the next 10 years.

Halifax Public Libraries implemented

a computer reservation system which allows

users to go online to reserve a public-use

computer. In addition, customers may use

the Book a Computer telephone-booking

service from any touch tone telephone.

Using Book a Computer, customers may

locate and book a specific type of computer

which best fits their needs at any branch of

the library. Customer response to the service

has been excellent.

An improved library catalogue was

launched including a service especially

designed for children, called Kids Cat.

Find It !Halifax Public Libraries catalogue

provides access to reviews, related internet

sites and pictures of the book cover. Both

services continue to offer access to all of the

Library’s collection of 1,191,103 items and

the ability to have items sent to the branch

most convenient to the customer.

Alderney Gate service hours were

expanded to include Mondays starting

in May. The Library Board considers

expanded open hours a priority and had

opened the Keshen Goodman Public

Library on Mondays in 2003.

For the first time in its 40 year

history, Halifax North Branch received

a much needed face-lift. HRM Capital

District also initiated construction for

the exterior of the Halifax North Library,

making the outside area more accessible

and comfortable for community usage.

As Halifax North Library is actually a

memorial for the victims of the Halifax

Explosion, it was only fitting that the

branch reopened on December 6, the day

of remembrance for the Halifax Explosion.

A website was developed to highlight the

memorial aspect of the building and provide

access to relevant historic documents and

photographs.

I N I T I AT I V E S

Designate a site for the Central Library

through the Queen Street Master Plan and

develop a Capital Fundraising Campaign

and resourcing plan for the Central Library.

Negotiate a new Collective Agreement

with NSUPE Local 14.

Improve Family Literacy Services with

the support of a bequest from the estate of

Althena Colpitts.

Improve services to marginalised

communities with the Working Together

Project, a national Federally funded project.

Pilot Wireless access at four branches and

two portable computer labs. ■

At a Glance: 14 branch libraries, one online branch ( www.halifaxpubliclibraries.ca) and one mobile unit • 2,367,663 people visited the library (1.9% increase over 2003) • 774,382 visits to

the website (substantial increase of 35% over 2003) • 187,109 people are registered with Halifax Public Libraries (8.02% increase over 2003) • 4,370,918 items were checked out and/or renewed

• 962,789 items were placed on hold • 3,298 programs were attended by 93,623 people • 5,414 children registered for the Summer Reading Program • 273,755 computer bookings were made

• 3,116 meeting room bookings were made

28 — Halifax Regional Municipality


Excellence in service delivery

customer service ♦ financial resources

people resources ♦ technology resources

S

HARED Services continues to refine

the internal structure that provides

administrative, operational and Client

Support Services in areas of Citizen Access,

Data and Business Information Management

and Information Technology Services. We

connect the public, HRM employees and

Council Members with the information

they need, when they need it. Our Mission

is to “provide integrated access to knowledge

and data so that HRM’s information profile

remains dynamic, current, accessible,

effective and reliable.

In 2004, Shared Services’ accomplishments

were numerous and varied, reflecting the

multifaceted structure of the Business Unit.

Shared Services’ priorities have focussed

on Citizen Access — providing seamless

access to services and information

using a variety of integrated

channels (such as web, phone and

in-person); Knowledge

Management — collecting, storing and

managing business and geographic data as a

corporate decision support tool; and Service

Delivery — providing services and systems

that effectively support HRM’s business &

corporate priorities.

A C C O M P L I S H M E N T S

Client Services: The Hansen Customer

Service Module was implemented at six

Customer Service Centres in the summer of

2004 allowing staff to more effectively track

citizen requests and service activity.

The Call Centre/Dispatch Service

continued to be integrated and saw a 10%

growth in call volume in 2004. 99.5% of the

Transit calls and 85% of other service calls

were resolved at the initial point of contact.

The new HRM “Internet Template” was

launched creating a new look and feel at

www.halifax.ca. In co-operation with

EMO, a highly-visible emergency alert

system was added to the website homepage

creating a more effective communication

tool for citizens and employees. This can be

managed remotely and was used effectively

during the November 2004 snow storm.

Information Technology Services (IT):

IT worked with Business Units and the

Integrated City Project Office to deliver

a Corporate Dashboard that provides

Executive Management reports on key

result areas.

All servers supporting enterprise

systems were replaced in a clustered

environment, an enterprise backup

solution was implemented,

a storage area network which

co-locates all HRM data sets

and facilitates future integration

projects was installed.

The Desktop/PC Automated

Inventory System was installed

in 2004 allowing for proactive

management of hardware

replacement, inventory control

and troubleshooting.

Data & Business Information

Management Services: Geographical

Information Services provided support to the

Municipal Elections Office through effective

tools to map and modify polling boundaries

and information.

The Civic Addressing Corrections

activity in the Hubbards/Tantallon

area was completed and corrections activity

in the Musquodoboit Valley/Eastern Shore

Communities was started. The development

of a Corporate Data Plan was initiated and a

gap analysis was delivered in 2004.

HRM, through its Information

Resource Management program, took

possession of a large volume of municipal

archival material, which included financial

records, photographs, architectural

drawings, Council proceedings and other

historical information and artifacts from

the Public Archives of Nova Scotia. This

material represents HRM’s corporate history

and is frequently requested by researchers.

I N I T I AT I V E S

In an effort to continue to fulfill our

mission for excellence in information

service delivery, we will focus on continued

support of the Integrated Dispatch and

Telecommunications Centre and the system

and services that support this initiative;

a Document Management system for the

Clerk’s Office and Legal Services; continue

the upgrades to the HRM Website, content

management and e-service opportunities

that play an important role in delivering

information and services to citizens through

the Web and continue to develop the

Hansen offerings through online service

requests for citizens and development of a

knowledge base for staff and residents. ■

At a Glance: Visits to the HRM Website increased from 6 million page visits a year in 2003 to 9 million page visits in 2004 • back up time on SAP system went from 8 hours to 1 hour

• Information Resource Management responded to over 200 retrieval requests • Call Centre/Dispatch Service logged over ½ million service requests with a 10% increase in Call volume

• Customer Service Centres handled over 14,000 walk in inquiries and 200,000 financial transactions Pay & Costing processes 100,000 pay entries and notices annually

29 — Halifax Regional Municipality


H

UMAN RESOURCES Services

(HR) measures its accomplishments

against several scales, and in

2004, they had much of which to be

proud. On the labour relations scale, the

climate has been much improved and

longer term collective agreements are just

one example that bodes well for better

labour management relations. On the

business scale, HR has ensured that the

organization’s strategies are at the forefront

of change initiatives through innovative

product development and strategic

human resource planning. The integrated

approach taken with business units will

meet future succession and strategic needs

of the organization. On the human scale,

the focus is on organizational health and

a work environment where employees can

practice safe and healthy life styles and

where employees can balance their work

and home lives. At HRM, our people are

our strength!

A C C O M P L I S H M E N T S

The Disability Case Management

program has been implemented and HRM

has substantially improved the early and

responsible return to work.

HR and Fire & Emergency Services

has integrated all safety officers and safety

disciplines into one coordinated corporate

safety team that will support an enhanced

safety culture in all HRM business units. A

corporate safety strategy is being developed

as part of this matrix safety unit.

Dispute management has moved from

being reactive to more proactive work.

The focus is on identifying the root causes

of conflict to ensure that employees are

treated with dignity and respect in the

workplace.

Employee Recognition Programs have

been established based on the Corporate

Scorecard outcomes. CAO and Directors’

Awards recognizing excellence were

presented to employees during a combined

ceremony with our long service employees.

A non-union compensation plan

has been implemented and a NSUPE

job rating system developed to rate all

positions within the bargaining unit

Two collective agreements (ATU and

IAAF) were successfully negotiated

including a 12-year Collective Agreement

with Fire Services.

I N I T I AT I V E S

A mentoring program that complements

the organization’s succession plan is being

developed and will be rolled out this year.

Programs are being developed and

linked to the corporate scorecard

outcomes and local government leadership

competencies for Junior, Middle and

Executive Development.

Improving the quality of leadership will

contribute to better employee relations,

teamwork, productivity and, ultimately,

citizen satisfaction.

Recruitment strategies are currently

being revamped to meet the succession

planning needs of the organization.

Furthermore, HR is taking a leadership

role in designing new processes and new

tools that meet HRM’s specific needs. The

objective is to ensure that there are no

barriers to increasing diversity within the

HRM workforce.

We are improving upon our

occupational health services in order to

protect, maintain and restore the health

of HRM employees. With first responders

(essential services), shift work and an

aging workforce it is even more critical

that we maintain a healthy organization.

A concerted change management

initiative is underway to support and

communicate the vision for corporate

changes that are taking place and to

empower business units, managers and

employees to devise new ways of doing

their day-to-day business. ■

“Diversity Works” in the Halifax Regional Municipality.

At a Glance: HR provides direct client services to approximately 3440 permanent employees and 2540 temporary employees • Corporate Employee and Leadership Development: 84

programs offered • 1467 participants • 102 training days • Occupational Health and Safety: 15 programs offered • 125 participants • 1109 hours of training • SAP Training: 12 programs • 88

sessions • 454 participants • return on training investment: average productivity rating increase on 3 programs evaluated = 14% • average $ value of productivity = $ 2559 per employee

30 — Halifax Regional Municipality


L

EGAL Services performs all the legal

services required by HRM, including

prosecutions, due process, preventative

law, solicitor services and advocacy through

a combination of in-house and out-sourced

services. Legal Services functions in support

of Regional Council and its various Boards

and Committees and the Business Units

of HRM. The overall objective is to assist

Council and its staff in complying with its

legislative and legal requirements.

In 2004, approximately 500 new files

(major claims) were opened, not counting

general legal advice and opinions. These

included litigation, planning appeals, labour

and tax matters. In addition, approximately

5,500 of the Summary Offense Tickets

(SOTs) issued by HRM were processed

for trial with another 1,000 requiring legal

advice or disclosure of some sort.

As well as prosecuting by-law infractions,

Legal Services played a key role as a

representative in the By-law Rationization

Working Group in 2004 by providing

assistance to Policy Leads when developing

or amending by-laws. Their role was to

ensure that the by-laws were written in legal

form and were lawful. It is expected that

Legal Services will continue to play a major

role in this process in 2005.

Solicitors helped to get the Dartmouth

Fibre Optic Build launched in 2004. Staff

participated in the Federation of Canadian

Municipalities (FCM) right-of-way technical

subcommittee. This subcommittee is

attempting to get amendments to the

Federal Telecommunications Act to obtain

occupancy from telecommunications

carriers. Legal Services is taking the lead

in Canada in trying to protect municipal

interests in the Federal Best Practices Study.

In 2004, Legal Services continued to help

with the funding agreements for the Harbour

Solutions project and to work on the Heritage/

Equity Agreement and towards a final

Heritage Municipal Operating Agreement. ■

F

INANCIAL Services combines the

Service Delivery & Governance

theme goals in supporting our clients

(taxpayers, Council, Executive & Senior

Management and Other Business Units in

HRM), and in ensuring strong financial

accountability and stewardship within

HRM.

A C C O M P L I S H M E N T S

Under the Multi-Year Financial

Strategy, debt reduction goals were

exceeded. HRM’s net debt at March 31,

2004 was $297 million, compared to the

goal of $310.8 million.

In cooperation with the Governance

Business Unit, the roll-out of the HRM

Corporate Scorecard as a means of

developing citizen-based outcomes and

performance measurements to drive the

business planning process was supported.

Enterprise Risk Management was rolled

out through the development of a risk

assessment tool.

Service delivery enhancements including

the development of a Parking Meter

Management Plan, the purchase of handheld

parking ticket issuers, a pilot program

to send tax bills electronically to taxpayers

who live overseas with plans to expand

this service to taxpayers in the United

States and service agreements between the

Revenue Division & the Call Centre and

Maintenance Stores & Fleet Services were

all successfully completed.

Cataloguing all Management

Agreements with ABC’s (Agencies, Boards

& Commissions) to support upcoming

reviews of all agreements and internal

reporting of loans and receivables for ABCs

were improved.

Following Hurricane Juan on

September 28, 2003, the Disaster Financial

Assistance Claim Team (D-FACT) was

established in HRM with the primary

objective to maximize the financial

assistance from the DFA Program. Cleanup

costs to March 31, 2004 totalled $11.7

million. Estimated recoveries of $9.4

million from insurance claims, charitable

donations and the DFA Program were

accrued in the March 31, 2004 financial

statements. Hurricane Juan had a major

impact on the Procurement Division as

staff focussed on obtaining equipment and

contractors to deal with the immediate

effect of the storm. The inventory

section ensured that fuel was available for

buildings and for the fleet for police, fire

& emergency vehicles and provided other

supplies as needed. After the immediate

demand, staff continued to work with

business units issuing tenders for repairs

and further clean-up.

Two hundred and seven investments,

totalling $590 million were made

during the 2003/04 fiscal year under the

Approved Investment Policy and under the

guidance of the Investment Committee.

Income of $6.7 million was earned with a

rate of return of 2.99% for the year.

INITIATIVES

The revenue tools replacement project,

which is integral to the Integrated City

concept, will be pursued. Currently,

revenue streams are processed in various

databases. Information needed to respond

to customer inquiries or concerns is siloed

and/or entered several times. This two year

project will use technology to focus on

client needs, allowing the organization to

share critical information accurately and

quickly, organization wide.

Development of audit/operational

review plans for Fire Prevention Services

and General Fleet Services, validation of

succession planning throughout HRM and

controls testing of accounts payable, Visa

purchases, and accounts receivable will be

undertaken.

Financial planning is working hard

to foster a healthier relationship between

HRM, Financial Services and the citizens

of Halifax Regional Municipality. A

proposed information campaign will be the

main communication initiative to guide

this process. ■

At a Glance (Financial Servicess) : Supported the Operating ($529,222,724 ), Capital ($ 73,336,000), and Reserves ($49,189,221) budget and business planning process for HRM • issued

100,000 tax bills and 40,000 tax statements to mortgage holders • 130,000 inventory items issued from three warehouses • 44,000 purchase orders • 1020 tenders and quotes • 423 Vendor

Agreements • 70 Requests for Proposal • 4,000,000 litres of fuel • processed 74,000 invoices and issued 42,000 cheques • responded to 79,000 automated customer service requests for revenue

services • tracked 450 capital projects

31 — Halifax Regional Municipality


A

WARDS and Recognition

Halifax Regional Municipality’s

Development Liaison Group (DLG)

was the winner of this year’s Municipal

InNova Award which was presented at

the annual meeting of the Union of Nova

Scotia Municipalities in Truro. The

award honours municipalities and villages

that demonstrate excellence in the use

of innovative approaches in the delivery

of municipal programs and services.

The award is sponsored by Service Nova

Scotia and Municipal Relations. HRM

was selected for addressing the need and

recognizing the value of co-operation and

consultation between the public and private

sectors. The DLG includes representatives of

HRM Planning & Development Services,

Nova Scotia Department of Environment

of Labour, Nova Scotia Home Builders

Association, Urban Development Institute,

Halifax Regional Water Commission and

Nova Scotia Power.

HRM’s “Healthy Sustainable

Community” submission to the Federation

of Canadian Municipalities (FCM) was

awarded a $75K Green Municipal Enabling

grant. This cash will enable HRM to move

on with its commitments to the federal

Partners for Climate Protection program.

This includes initiatives such as greenhouse

gas emission inventories, targets, and local

action and implementation plans.

In September, HRM was awarded five

blooms (highest achievable bloom rating)

in the non-competitive National Capitals

category of the national “Communities

in Bloom” competition. HRM was

also awarded a special mention for the

rehabilitation of Halifax Public Gardens as

a result of the devastation left by Hurricane

Juan in September 2003. National judges

with the “Communities in Bloom”

organization visited and evaluated Halifax

Regional Municipality in August on its

overall tidiness, urban forestry, landscaped

areas, floral displays, turf and groundcover

areas, environmental effort, heritage

preservation and community involvement.

On February 25, Halifax Regional Police

Chief Beazley attended the Ambassador

Awards Gala to accept the Ambassador

Award on behalf of Chief McKinnon. Chief

McKinnon won the award posthumously

based on his lobbying to bring the 2003

Canadian Association of Chiefs of Police

(CACP) Conference to Halifax.

The Halifax Harbour Solutions Project

received the award for “Best Use of Taxpayers’

Money” from The Coast’s “Best of Halifax

annual survey. Ted Tam, Project Manager

for the Halifax Harbour Solutions Project,

attended the awards celebration and

accepted the award on behalf of his team.

Halifax Public Libraries received the

American Library Association John Cotton

Dana Award for outstanding Public

Relations in 2003-2004 for the Summer

Reading Quest. As well, the Library received

an honourable mention from the Library

Association and Management Association Best

in Show Annual Swap and Shop competition.

2004 marked the 6th annual Mayor’s

Award for Achievement in Culture and the

inaugural year for the Mayor’s Award for

Achievement in Theatre. Halifax Public

Librarian Linda Hodgins was recognized

at the Atlantic Book Awards event for her

contributions to the literary life of the HRM

community, and Actor / Director Stephen

Cross, of Irondale Ensemble, was awarded

the Award for Achievement in Theatre for his

contributions to the community through his

theatre work. A new award, Emerging Theatre

Artist, was established by Mayor Kelly to

recognize and encourage new artists in that

field.

HRM was recognized in a national forum

on Creative Communities in a discussion

paper, entitled “Creative Cities: Principles and

Practices,” by Creative City Network Director

of Research, Nancy Duxbury. ■

While presenting the InNOVA Award to Halifax

Regional Municipality, Premier John Hamm stated “the

Development Liaison Group (DLG) has proven to be a

highly effective forum for improving services to the

citizens of Halifax.”

Left to right: Deputy Mayor Steve Streatch, Kevin Riles,

Paul Dunphy, Sharon Bond, Paul Pettipas, and Premier

John Hamm.

32 — Halifax Regional Municipality


C O N D E N S E D FI N A N C I A L I N F O R M AT I O N

Halifax Regional Municipality Condensed Financial Information (000’s) for the year ended March 31, 2004

Budget Actual Actual

2004-2005 2003-2004 2002-2003

S U M M A R Y OF STAT E M E N T OF OPER AT I O N S

Revenue:

Non-Departmental Revenues 463,729 456,110 417,136

Departmental Revenues 87,318 81,626 88,561

Total Revenues 551,047 537,736 505,697

Expenditure:

General Government Services 63,854 61,237 57,535

Transportation Services 39,064 36,505 35,129

Protective Services 101,551 99,646 94,767

Environmental Health Services 52,718 52,375 53,850

Environmental Development Services 51,445 50,830 52,414

Recreation, Tourism & Culture 16,490 15,661 15,233

Library Services 15,858 15,523 14,842

Fiscal Services:

Education Costs 93,422 88,446 84,572

Debt Servicing Costs 38,002 38,871 35,491

Capital from Operating 28,414 28,993 21,604

Transfers to Outside Agencies 14,298 13,934 13,450

Transfers to Reserves 8,220 9,236 3,168

Other Fiscal 27,711 23,506 23,210

Total Expenditures 551,047 534,763 505,265

Surplus for year before extraordinary item 0 2,973 432

Extraordinary item — Hurricane Juan 2,260

Surplus for year 0 713 432

E X C E R P T S FROM C A P I TA L BA L A N C E S H E E T

Fixed Assets:

Land 129,867 127,685

Buildings 338,052 326,124

Infrastructure 810,757 792,168

Machinery and Equipment 137,622 110,808

Total 1,416,298 1,356,785

Long Term Debt issued and outstanding 245,094 239,354

Equity in Capital Assets 1,193,175 1,139,757

E X C E R P T S FROM RESERVE FU N D S BA L A N C E S H E E T

Capital Reserve Funds - Available Equity 56,661 42,582

Operating Reserve Funds - Available Equity 100,384 94,790

E X C E R P T S FROM OPER AT I N G FU N D S BA L A N C E S H E E T

Taxes Receivable 23,207 21,752

as a % of Taxes Billed 5.63% 5.80%

HRM’s audited financial statements are available through Financial Services.

Certain of the comparative figures have been reclassified to conform with the presentation adopted for the current year.

33 — Halifax Regional Municipality


Luxury liner Queen Mary 2 made her maiden voyage to Halifax in 2004.

Produced by

HRM’s Corporate Communications Office

Research:

Design & Layout:

Photography:

Nancy Dempsey, Information Resource Management, Shared Services

Corinne Hartley-Robinson, Design Services

Gord Lehmann, Design Services

HRM Staff

For further information, contact:

John O’Brien, Corporate Communications Officer

c/o Chief Administrative Office

1841 Argyle Street

Halifax, N.S. B3J 3A5

Phone (902) 490-6531; Fax (902) 490-4044;

or email obrienj@halifax.ca

More magazines by this user
Similar magazines