Annual Report 2003 - Halifax Regional Municipality

1 — Halifax Regional Municipality Annual Report 2003

Halifax Regional Municipality is made up of close to 200 communities, each with its own history, culture and traditions. From the many small fishing
and farming communities to the vibrant and exciting urban core, HRM is a good place in which to live, work, learn and play. The format of this annual
report highlights our HRM Corporate Score card and our commitment to a safe, healthy, vibrant, sustainable community and an organization committed to
excellence in service delivery.
Front cover: A large cruise liner docked at harbourside, near Bishop’s Landing. A tranquil scene from one of HRM’s many fishing communities.
Back cover: A jack-up oil rig in Halifax Harbour. Stroll along Spring Garden Road in Halifax and visit its many shops, bars and restaurants.
Inside front cover: Lawrencetown Beach.
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.”
2 — Halifax Regional Municipality Annual Report 2003

PROFILE OF HALIFAX
REGIONAL MUNICIPALITY
Halifax Regional Municipality
was created in 1996 as a result of the
amalgamation of the former cities of
Halifax and Dartmouth, the former
town of Bedford and the former
municipality of the County of Halifax.
HRM comprises 23 municipal districts,
with each district being represented by
one Councillor and the Mayor is electedat-large.
The municipality is governed by
a Council/Chief Administrative Officer
(CAO) form of government, which assigns
all administrative responsibility to the
CAO who reports to the elected Council.
HRM is also served by six Community
Councils which were established to
provide citizens with the opportunity to
participate in, and influence, decisionmaking
on issues which directly impact
on their community. Halifax Regional
Municipality is committed to its more than
200 communities.
Encompassing a land mass larger than
the Province of Prince Edward Island,
the municipality includes a variety
of unique communities, that include
seaside villages, rural and farming
communities, suburban neighbourhoods
and communities, and urban centres.
Although relatively young, Halifax
Regional Municipality is rich in history.
Many of its communities have celebrated
250th founding celebrations. HRM is
also rich in culture, as individuals of
diverse cultures have settled in these
communities.
Halifax Regional Municipality has
been cited as one of the best places to
do business in North America and has
been recognized as a “Smart City”. The
municipality is safe, crime rates are low,
affordable housing options exist, and
an abundance of parks and recreational
facilities ensure that Halifax Regional
Municipality is the best place to live, to
work and to visit, whether on business or
pleasure.
Contents
Mayor’s Message ....................................4
Council Members....................................5
Organizational Structure.....................6
Message from the CAO...............................7
HRM Electoral Districts ............ 18 - 19
Excellence in Governance
GOVERNANCE ....................................... 8-9
REGIONAL PLANNING ........................ 10-11
Safe Communities
FIRE & EMERGENCY SERVICES ................ 12-13
HALIFAX REGIONAL POLICE ..................... 14
RCMP................................................. 15
Healthy , S ustainable,
Vibrant Communities
ENVIRONMENTAL MANAGEMENT SERVICES.......16-17
20-21
PLANNING & DEVELOPMENT SERVICES....................22
PUBLIC WORKS & TRANSPORTATION...................23
REAL PROPERTY & ASSET MANAGEMENT....24-25
RECREATION, TOURISM & CULTURE ............26-28
HALIFAX PUBLIC LIBRARIES ..............................29
Excellence in
Service Delivery
SHARED SERVICES.................................. 30-31
HUMAN RESOURCES ...................................... 32
FINANCIAL SERVICES.................................... 33
Awards & Recognition....................................34
Condensed Financial Information...........35
Halifax Regional Municipality:
• population - 359,183 • area - 5,577 square kilometres • 40% of Nova Scotia residents and 15% of all Atlantic Canadians reside in HRM
• HRM is the halfway point between Europe and the west coast of North America
3 — Halifax Regional Municipality Annual Report 2003

THE MAYOR’S MESSAGE
Halifax Regional Municipality is
growing, building partnerships, and
making plans for the future.
Looking back on 2002/03, our region
celebrated numerous accomplishments,
which are outlined in this report. We also
began work on several key, long-term
initiatives, including our Regional Plan
and Harbour Solutions.
With our highly skilled, motivated
and educated workforce, Halifax Regional
Municipality has been able to lead the
region in growth: we now represent
40% of the population of the province.
HRM has a population of approximately
360,000 and is expected to grow another
100,000 by 2028 -- bringing us close to
the half-a-million mark.
That growth means that half a million
people will need homes in safe, clean
neighbourhoods. They’ll need employment
and an economy strong enough to
maintain that employment. They’ll need
an efficient transportation system to take
them to and from their employment and
their day-to-day activities. And they’ll need
a healthy environment with green spaces so
that they can enjoy our abundant natural
assets.
Growth will place many demands
on our municipal services -- but it will
ultimately lead to new opportunities for
HRM if it is anticipated, planned and
effectively managed. In 2002/03, HRM
staff began work on our 25-year Regional
Plan, which will ensure the municipality
grows as residents want it to -- while
protecting the things you value most and
ensuring the region’s economic success.
Another initiative aimed at improving
the lives of HRM residents and protecting
our environment is Harbour Solutions.
More than 180 million litres of waste
water pours into our harbour every single
day. In 2002/03, we marked two key
milestones in order to move forward
with making harbour clean-up a top
priority: we conducted an archaeological
assessment of the sewage treatment plant
site in downtown Halifax, and successfully
completed an environmental assessment.
Our legacy will be a healthy, clean
environment in which future generations
of HRM residents will thrive.
I salute the dedicated and hardworking
staff and volunteers of HRM for
their continued efforts to improve the
lives of our residents today and tomorrow.
To the residents of HRM, it is an
honour to serve as your Mayor.
I value your comments, suggestions
and participation. Please contact me:
• by e-mail at kellyp@halifax.ca
• by phone at (902) 490-4010 or
• by letter at 1841 Argyle St.,
PO Box 1749, Halifax, NS B3J 3A5
Respectfully, I remain
Peter J. Kelly, MBA
Mayor
4 — Halifax Regional Municipality Annual Report 2003

COUNCIL MEMBERS
1 st Row (left to right): Councillors Debbie Hum, Bruce Hetherington, Linda Mosher, Jerry Blumenthal, Sheila Fougere, Harry McInroy, Sue Uteck,
John Cunningham
2 nd Row: Mayor Peter Kelly, Councillors Brian Warshick, Russell Walker, Brad Johns, Robert Harvey, Stephen Adams, Condo Sarto, Deputy
Mayor Steve Streatch
3 rd Row: Councillors Ron Cooper, Gary Meade, Reg Rankin, Jim Smith, Len Goucher, Dawn Sloane, David Hendsbee (Missing from photo: Krista Snow)
2003 - 04 MUNICIPAL EXPENDITURES (GROSS AMOUNTS)
Name
Total
Expenditures
(rounded)
A General Government Services 60,436 11.4%
B Transportation Services 35,225 6.7%
C Protective Services 98,484 18.6%
D Environmental Health Services 51,809 9.8%
E
Environmental Development
Services
%
50,114 9.5%
F Recreation, Tourism & Culture 15,683 3.0%
G Library Services 5,361 2.9%
Fiscal Services:
H Education Costs 87,426 16.5%
I Debt Servicing Costs 36,507 6.9%
J Capital from Operating 28,682 5.4%
K Transfers to Outside Agencies 14,241 2.7%
L Transfers to Reserves 11,051 2.1%
M Other Fiscal 24,204 4.6%
Total 529,223 100.0%
11.4%
6.7%
18.6%
9.8%
9.5%
16.5%
6.9%
5.4%
4.6%
A B C D E F G H I J L M
3.0% 2.9%
2.7%
2.1%
5 — Halifax Regional Municipality Annual Report 2003

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
Fire & Emergency Services
Halifax Regional Police
RCMP
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 Annual Report 2003

MESSAGE FROM THE CAO
The past year has given us yet
another opportunity to celebrate the
resourcefulness of the employees of
Halifax Regional Municipality and,
indeed, the citizens of this community.
Although I, and many others,
have had the opportunity to express
our thanks for how we handled the
challenges represented by the spring
flooding of 2003, Hurricane Juan,
and the record-breaking snow storm
in February 2004, it is the frequent
comments, recollections and admiration
from our residents that stood out as
the most sincere testimony to HRM’s
efforts to provide a high-level of public
service — even through the most dire
conditions.
Even while holding our own against
the elements, we managed a number of
significant achievements. The largest
of these would be seeing the Harbour
Solutions Project actually commence,
with work underway last November on
this long awaited project. Additionally,
we have been able to realize upon one
of the potential opportunities that
arose from amalgamation itself, by
way of initiating the intensive public
consultation process for the new
Regional Plan for HRM. This project
involves a broad number of business units
within HRM and will intersect with
all levels of our community, to provide
a broad platform for the shape and the
health of our community for the next
25 years or more. New recreational
facilities, communications initiatives,
and transportation enhancements also
highlight the successes of the enhanced
level of public services enabled through
initiatives during the past year.
Perhaps our greatest achievement,
however, is that the spirit, support, and
public service that saw us through those
natural disasters is increasingly evident
in our general culture. The themes
of our Corporate Scorecard initiative,
which focuses so heavily on putting
the residents and service excellence so
squarely in the forefront, has increasingly
drawn favourable comment from our
Council and the public. The past year
has seen an increase in our training and
development expenditures at all levels of
the organization, focussing our attention
on staff for an improvement in the
satisfaction level rating of our residents.
Nevertheless, challenges lie ahead
of us and we are increasingly prepared
to meet them. We have to help our
employees be better prepared to take
advantage of the information and
technological enhancements made in
the past few years. We need to take
advantage of the opportunities afforded
to serve the public better, through the
Corporate Scorecard philosophy, by
putting the resident first. We must work
with those who have the solutions we
need — not just within our own business
unit — and have the expectations of
the organization that we provide, and
support the culture that will enable us.
None of this can be done without the
support of our employees throughout
the organization. All managers must be
responsive to the needs of our employees
to support this outcome. So far, progress
has been great, and I know that working
together we can make the best place to
live in the world that much more liveable.
George McLellan
Chief Administrative Officer
7

Excellence in
Governance
public participation ♦ responsive government
intergovernmental relations ♦ strategic planning
GOVERNANCE includes: Halifax
Regional Council; the
Mayor’s Support Office; the
Councillors’ Support Office;
the Municipal Clerk’s Office; the Chief
Administrative Office (Corporate
Communications, Governance and
Strategic Initiatives) and the Deputy
Chief Administrative Office.
Fundamentally, the Governance area is
responsible for good government. It must
ensure Council has the appropriate tools,
information and processes to make good
decisions in the delivery of the municipal
mandate. It must ensure the public has
the opportunity to become informed of
Council decisions and processes, and
to let their views be known by Council.
It must ensure that the priorities and
decisions of Council are reflected in the
delivery of services and programs. And
it must ensure the delivery of programs
and services is provided with efficiency,
competency and respect.
Over the past year a number of key
initiatives have been undertaken.
Council and staff have been working
to develop a balanced scorecard which
identifies the key outcomes HRM is
expected to deliver on behalf of its
residents. The outcomes have been
approved by Council, and revolve around
Safe Communities; Healthy, Vibrant,
Sustainable Communities; Excellence in
Governance and Excellence in Service
Delivery. A set of performance measures
to assess achievement of the outcomes is
being developed and the first scorecard
report to Council is expected in early
summer, 2004.
In keeping with the outcomes
of excellence in service delivery, the
Integrated City project was introduced
in 2003. The concept is that citizens
can easily access and receive government
services irrespective of the organizational
structure and accountabilities inherent
in various business units. It embodies
a philosophy that we are all part of the
solution. It uses technology to focus on
client needs, allowing the organization
to share critical information accurately
and quickly, organization wide. Entering
data and information once, automatically
sending it to where it needs to go to
ensure service action, and then allowing
access to the information to whomever
requires it, will save time, eliminate
duplication and improve service to the
public. A project manager has been
hired to develop a work plan, bring
together a number of projects, and set
priorities. Examples of projects under this
initiative include - Integrated computer
aided dispatch and records management
system (CAD/RMS) for emergency
service providers, Trunk mobile radio
(TMR), Land information system (LIS),
SAP Human Resources project, and the
Civic Address project. New projects will
continue to be identified and delivered.
In 2003 the Regional Planning
Steering Committee was established and
the Regional Plan Phase II process was
approved by Council. Council approved
a vision and set of principles for the
plan, as well as goals and objectives,
which were developed by the Committee
in response to input from the public
through a workbook, consultations and
public sessions. A significant amount of
research on regional planning issues has
been undertaken and is available at the
Regional Planning Project Office, which
is located in the Halifax Ferry Terminal
Building.
The Capital District project focuses
efforts to establish and maintain a
healthy, vibrant urban core, particularly
in the areas of planning, design,
maintenance, transit and transportation
access, and community safety initiatives.
In 2003, the Capital District Task
Force undertook: joint marketing and
promotions projects in partnership
with area business commissions;
completion of an urban design plan
to promote better design within the
Capital District; delivery of an extended
enhanced maintenance plan for the
high tourist season in partnership with
the area business commissions; and
completed a Public Facilities Study
of future opportunities and needs for
8 — Halifax Regional Municipality Annual Report 2003

public facilities and lands within the
Capital District. As well it implemented
the following capital improvements
throughout the Capital District: new
sidewalk system and universal design
improvements for Capital District
as a pilot project along Lower Water
Street; various small scale public art
projects throughout the Capital District
(Downtown Dartmouth ferry terminal
mural, metal sculpture, NFB facade
murals, NSCAD Granville Mall Lion
Statue Project approval); and various
street scape/urban design improvements
throughout the Capital District
(Gottingen Street planters, Dartmouth
waterfront improvements, banners on
Spring Garden, Quinpool, Downtown
Dartmouth).
The Community Response Team
undertook a number of significant
initiatives. The Team’s primary role is
to work with communities to enhance
their sense of safety, drawing on the
respective business units within HRM
that can assist in solutions. This year the
Team worked with communities around
Sambro, Dresden Ct., Jubilee Road and
Dalhousie. A Graffiti Education project
was implemented, along with a Graffiti
Eradication and Removal program - over
50,000 sq. ft of graffiti was removed.
Some 30 Crime Prevention through
Environmental Design (CPTED) audits
were conducted in areas where safety
concerns were identified. As well,
the Team coordinated with staff and
volunteers a post-Hurricane Juan rural
debris collection and drop off locations.
9 — Halifax Regional Municipality Annual Report 2003

Excellence in
Governance
THE REGIONAL PLANNING process
has been moving ahead at full
speed since Regional Council
officially endorsed Phase II of
the Regional Plan in December 2002.
The Regional Planning Committee,
established in March 2003 and made
up of both Regional Councillors and
members of the public, immediately
began developing a vision and
principles to guide the Regional Plan.
Endorsed by Regional Council in June
2003, the vision and principles will
guide the Regional Planning process
over the next two years.
Vision: HRM will adopt a broad
Regional Plan that, throughout the
next 25 years, will guide its physical
development to promote healthy,
vibrant, sustainable communities.
Guiding Principle: The Regional Plan
will seek to address the needs and
views of all HRM recognizing the
diversity of its citizens, community
and geography.
Principles:
•Provide a framework that leads to
predictable, fair, cost effective decision
making;
• Support development patterns that
promote a vigorous regional economy;
• Preserve and promote
sustainability of cultural, historical
and natural assets;
• Support appropriate roles for the
Halifax/Dartmouth central business
district and local business districts
as a focus for economic, cultural and
residential activities;
• Manage development in a way
that will make the most effective use
of land, energy, infrastructure, public
services and facilities and considers
healthy lifestyles;
• Ensure opportunities for the
protection of open space, wilderness,
natural beauty and sensitive
environmental areas;
• Develop integrated transportation
systems in conjunction with the above
principles.
Developing Goals & Objectives —
HRM residents help direct the action
Following a summer awareness
campaign, hundreds of HRM residents
participated in the Regional Plan in the
fall of 2003 by filling out the Directing
the Action workbook and participating
in a variety of focus groups and open
houses. Their opinions on how HRM
should grow will help develop the goals,
objectives and policy directives that will
shape the region over the next 25 years.
The Regional Planning office received
more than 1,000 completed copies of
the workbook, including many filled
out by organizations or groups. This
far exceeded the target of 1,000 total
participants.
10 — Halifax Regional Municipality Annual Report 2003

Moving forward, the Regional
Planning Committee will develop
and present alternatives for managing
growth in the region. The alternatives
will translate the exciting ideas and
opportunities communicated through
the 2003 public consultation into real
life possibilities. This is a critical point
in the Regional Planning process.
Further input by HRM residents will
be invaluable to determining which
alternatives offer the best form of
growth for our region.
The alternatives will primarily
involve a balance, for example:
between improved public transit
and targeted road development, and
between urban, suburban and rural
settlement. They will outline specific
opportunities available for HRM and
the choices that have to be made to
implement the changes. Some of the
questions to be addressed will include:
how do we protect waterways? How
can we make the best use of existing
infrastructure? And how can we get
people on and off the peninsula?
11 — Halifax Regional Municipality Annual Report 2003

Safe Communities
protecting people ♦ protecting property
enforcing laws ♦ emergency preparedness
FIRE & EMERGENCY SERVICES
has had a year of growth and
development in 2003 that has
seen new fires stations planned,
outreach recruitment programs initiated, and
lots of preparation and planning for 2004,
the department’s 250 th anniversary year.
ACCOMPLISHMENTS
The introduction of the new tax
structure across the municipality
ensures every resident has equal and
adequate fire protection and every fire
department has the resources required
to properly do the job.
The Safe Communities Project
was a corporate initiative dedicated
to making HRM the safest place
in which to live, learn, work and
play. Fire Service brought the idea
to Council and provided a staff
member to coordinate the project.
HRM received the Safe Communities
designation from the Safe
Communities Foundation on June
16, 2003, well ahead of the projected
project date.
The Roll Out of New Breathing
Apparatus and Face Fit Testing for
Rural areas standardized and delivered
161 new self-contained breathing
apparatus to the rural fire service. In
addition, all fire fighters will be face fit
tested for breathing apparatus in the
near future.
The services of an engineering
firm were retained to carry out
an assessment of dry hydrants to
determine if they work properly and
meet standards, replacing with new
ones if necessary and selecting new
sites. Dry hydrants are utilized in nonserviced
areas to allow the Fire Service
to connect quickly to a water source
such as lakes, etc. whenever feasible.
Fire & Emergency Services: 62 Fire Stations, 44 in the Rural District • 452 Career Staff, 800 Volunteers • 16,738 Total Emergency
Responses in 2002: 13,578 Calls Core Stations • 1,388 Fire - Structure/Vehicles, Brush, etc. • 2,467 Alarms Activated • 841 Investigations
- Smoke/Odour • 675 Accidents - MVA, Industrial, etc. • 176 Dangerous Goods, Spills, Leaks, etc. • 415 Public Assist - Rescue/Special Service
• 7,616 - Medical Calls (Core) • 3,160 - Calls for Rural Stations • Busiest Station 2002 - Station #2, • University Avenue responded to 1,699
12 — Halifax Regional Municipality Annual Report 2003

Phase 1 of the Trunked Mobile
Radio (TMR) System was completed
which resulted in a single coordinated
communications ability of radio and
paging, allowing for interaction by all
rural stations in Fire Service. Phase 2,
which will see the core area completed,
is scheduled for the 2003/04 fiscal year.
INITIATIVES
Highfield Park: A replacement
for Station 12 has begun with the
site preparation completed, footings
poured, steel components for the
structure underway with occupancy
early 2004. Beaver Bank: consolidates
and replaces Beaver Bank/Kinsac and
the villa. Site preparation complete,
walls erected. Projected occupancy
date is February 2004. Moser River:
replacement of current facility. Scope
of project defined and published.
Projected construction begins April
2004. Zone 4: consolidation and
replacement of Lakeview, Windsor
Junction, Fall River, Waverley - Site
selection process completed, expected
construction to begin May 2004
There is a need to implement a
set of response coverage standards to
assist the Fire Service to plan, monitor
and evaluate its service delivery.
These standards, once approved by
Council, will assist the Fire Service
in addressing its needs in relation
to staffing, resource allocation and
station location as well as providing
the citizens of HRM with an effective,
efficient emergency service.
Risk Management is an initiative to
determine an acceptable level of risk
to Halifax Regional Municipality to
reduce the liability to the organization
with Fire taking the lead on this
project. A pilot program will be
developed into a full Risk Assessment
Program for HRM Fire Service, in
coordination with HRM Insurance
Services and external risk management
consultants.
An outreach program (to attract
individuals from under-represented
groups to the occupation of fire fighter),
was developed with community
input and is presently underway with
Fall 2003 recruitment. HRFES is
committed to enhance service delivery,
to internally promote and educate
personnel on the importance of
cultural diversity and to bring about a
cultural change.
It is difficult to attract individuals
and retain volunteers, so HRFES is
committed to implement programs to
promote volunteers in the Fire Service,
educate HRM citizens on entrance
requirements and to expand the use of
volunteers.
2004: Halifax Regional Fire & Emergency
will be celebrating its 250 th Anniversary.
emergency calls • Most Medical Calls 2002 - Station #3, West Street - 820 calls • 44 Front Line Apparatus - Core • 96 Emergency Response
Apparatus Rural District • Services provided include: Fire and Emergency Response , Medical Response, Vehicle Rescue, Water/Ice Rescue,
Structural/Confined Space Rescue, High Angle Rescue, Hazardous Materials, Search and Rescue, Inspections, Investigations, Public Education,
Public Information
13

Safe
Communities
HALIFAX REGIONAL POLICE
gained the insight and
leadership of a new
management team in 2003.
Frank Beazley was named Chief of
Police, with two new Deputy Chiefs
and five Superintendents forming
the remainder of the management
structure. Under their direction, a
new mission statement was created:
“Leading and Partnering in our
Community to Serve and Protect.”
ACCOMPLISHMENTS
In the spirit of the Mission
Statement, several community-based
policing programs were implemented.
Through Adopt-a-Neighbourhood,
officers regularly patrol specific
geographical territories to become familiar
with and address issues. Similarly, the
newly-created Village Constable in the
Dartmouth North Community Centre
strives to create a strong rapport with
community members/groups to address
their concerns.
Together, HRM, HRP and
the RCMP Halifax Detachment
implemented more than half of the
recommendations of the Policing Study to
increase efficiencies between the policing
partners and enhance policing services
for citizens. Notable changes include
an integrated K9 Unit; consolidation
of the two management teams into
one location at 1975 Gottingen Street,
Halifax; and partial integration of
investigative units (Drugs, Financial
Crime, General Investigative Section,
Major Crime and Vice).
An unprecedented, 12-year collective
agreement was reached between HRM
and the Municipal Association of
Police Personnel, ensuring stable,
uninterrupted Halifax Regional Police
and 911 emergency dispatch service
for citizens. The contract eliminates the
union’s right to strike and management’s
right to lock-out.
In August 2003, HRP joined with
its partners in policing - RCMP and
Military Police - to host 300 chiefs
from across Canada during the 98th
Annual Canadian Association of Chiefs
of Police Conference. The timely and
relevant theme of ‘Changing Faces
Facing Change’ was selected to reflect
our society and the changing role
of policing in Canada, which led to
thought-provoking discussions on
race relations, racial profiling, cultural
diversity and ageism.
INITIATIVES
HRP will continue to partner
with the RCMP Halifax Detachment
in implementing the remaining
recommendations of the Policing Study.
Together, the partners in policing will
create one unified Business Plan for 2004.
Over the next 5 years, 135 police
officers will be eligible for retirement.
HRP is focused on an effective
Succession Management program to
ensure the transfer of knowledge and
highly technical skills from senior to
junior officers. As part of its training
program, HRP will also incorporate
Diversity training into all of its
training programs to ensure members
are sensitive to our culturally and
economically diverse communities.
A class of 23 cadets will graduate
from the HRP Police Science Program for
potential hiring in 2004. A recruitment
drive is currently underway for the 2005
Police Science Program to encourage
full participation of all members of the
community which will allow HRP to
have an employee base that is reflective
of the community it serves.
HRP is committed to working
proactively with the community.
The Police Chief and Senior Staff are
conducting their annual Town Hall
Meetings to hear concerns from citizens
and devise action plans. Further, Citizens
on Patrol will soon be launched to have
volunteer citizens in the community
acting as the eyes and ears for police.
HRP remains committed to advancing
technology. A new Computer-Aided
Dispatch and Records Management
System will soon replace the current
system. The Intranet will also be enhanced
to provide a one-stop, comprehensive
communication tool for employees.
Halifax Regional Police: 403 sworn officers, 86 civilians, 29 commissionaires, 170 school crossing guards • 1 officer per 516 residents
• average response time of 5.41 minutes (from dispatch to arrival) • respond to an average of 321 calls per day • approximately 117,000
calls received annually • 61,305 hours of training offered • 7,379 records checks conducted • 14,031 Summary Offence Tickets issued
• 115 Community Relations & Crime Prevention talks conducted • 57 volunteers commit 14,901 hours of volunteer time annually • 11,483
pieces of property seized as potential evidence and another 702 pieces of property found • 56 calls for the Emergency Response Team
• 11 calls for the Crisis Negotiators • 2,899 files dealt with by Victim Services • 285 K-9 assisted arrests • In excess of $1.3 million worth of
drugs seized • 70 marked cars and 91 unmarked cars • 15 Harley Davidsons, 4 dirt bikes and 13 bikes • 1 ATV, 2 seadoos and 1 boat
• 4 radar trailers • 1 horse in the Mounted Division • 7 dogs and handlers in the integrated HRP/RCMP K-9 Unit
14 — Halifax Regional Municipality Annual Report 2003

RCMP Halifax Detachment
experienced many significant
changes in 2003. First with the
naming of the new Officer in
Charge, Superintendent Vern Fraser and
his management team, Inspector Peter
Lepine, Operations Officer and Inspector
Phonse MacNeil, Operations Support
Officer. Then, with the reorganization of
the Detachment into one unified policing
service where a Centralized Records
Unit was established and a new Watch
Commander program was put in place.
ACCOMPLISHMENTS
Together, HRM, HRP and RCMP
Halifax Detachment implemented more
than half of the recommendations made by
the Policing Study to increase efficiencies
between the policing partners and enhance
policing services for citizens. Some notable
accomplishments include an integrated
K-9 Unit; the consolidation of the two
management teams into one unified
command located on Gottingen Street
and the integration of investigative plain
clothes units (Criminal Operations, Special
Enforcement, which includes Vice and
Drugs, Special Investigations, which includes
Major Crime and Fraud and General
Investigation Section, which includes Auto
Theft, Robbery and Break and Enter).
Halifax Detachment also created a new
three-officer Sexual Assault Investigation
Team in 2003. This team is responsible
for working with the frontline members to
investigate sexual assault cases and is now
an integrated part of the Halifax Major
Crime Unit. In addition, the Detachment
created a three-officer Cold Case Unit who
is responsible for investigating historical
homicides. This unit is also an integrated
part of Halifax Major Crime.
On the operational side, Halifax
Detachment formalized its Preston
Policing program with the naming of
the Supervisor for the area, Cpl. Peter
Ferguson and the securing of a new
community policing office, which will be
located in the North Preston Community
Centre, once construction is complete. In
addition, Fall River gained a new Youth
Liaison who is responsible for Lockview
High School and youth in the area.
In early September, Supt. Fraser
hosted members of the HRM Board of
Police Commissioners and the Chief of
Police at the RCMP Training Academy
in Regina Saskatchewan. This trip
was held to provide the Board with a
better understanding of what goes into
becoming an RCMP officer. It allowed
the Board Members to see first hand the
depth of training each cadet is faced with
and the significant cost involved.
A very successful Officer Exchange
Program took place during 2003
between RCMP and HRP. Frontline
officers changed places for a one-year
period to gain a better understanding
of the policing methods used by each
organization and the needs of the
citizens in the particular area. It was a
great learning opportunity not only for
the officers involved but also for both
organizations overall.
INITIATIVES
RCMP Halifax Detachment will
continue to partner with Halifax Regional
Police in implementing the remaining
recommendations stemming from the
HRM Policing Study. Together, the
partners in policing will create one unified
business plan for 2004 and work with the
Municipality to create a safe place to live
and work.
In late July the tall ships will grace
Halifax Harbour for a one-week period,
Halifax Detachment will work closely
with its partner agencies leading up to and
during the visit to ensure a successful stay
for all who attend and take part in this
event. Halifax Detachment will also be
involved in many of the activities related to
the Congres Mondial Acadien, the World
Acadian Festival held during the first two
weeks of August in locations all over Nova
Scotia.
This year, the Detachment will work to
move the Community Policing program to
the operational side of policing and create
a traffic unit dedicated to traffic issues
within the various HRM communities.
RCMP Halifax Detachment remains
committed to advancing technology. A new
Computer-Aided Dispatch and Records
Management System will soon replace the
current systems.
RCMP: 167 sworn police officers and 24 civilian staff • 1 officer per 1013 residents • 675 volunteers • 4 all terrain vehicles • 4 dirt bikes
• 3 boats • 1 radar trailer • 1 police service dog team in the HRP/RCMP integrated unit • 1 provincial police service dog team • 30
unmarked cars, 50 marked cars • 2 residential policing arrangements • Responded to 136 calls per day • Received approximately 48,000
calls for service • Opened 47, 866 files • Completed 5,245 criminal records checks • Issued 5,879 Summary Offence Tickets • Conducted
more than 500 Community Relations and Crime Prevention talks • Metro Traffic Services issued approximately 7,536 tickets
15 — Halifax Regional Municipality Annual Report 2003

Healthy, Sustainable,
Vibrant Communities
physical infrastructure ♦ transportation
environment ♦ recreation, culture ♦ library
ENVIRONMENTAL MANAGEMENT
SERVICES is a new business
unit created to integrate all
of HRM’s environmental
functions into one organization. Within
Environmental Management Services
(EMS) are the following divisions:
Solid Waste Resources Management,
Environmental Services (Wastewater
and Stormwater Collection System
operation), Wastewater Treatment,
Harbour Solutions Project, Strategic
& Sustainable Resource Management,
and Environmental Policy. In addition
to environmental sustainability and
promoting Healthy and Vibrant
communities, EMS has an interest in
Safe Communities. Through another
division, Community Projects, EMS has
responsibility for bylaw enforcement, taxi
inspections, animal control and Youth
LIVE.
Working under the Naturally Green concept,
EMS provides more opportunities to work with
residents on the preservation and protection
of our environment and will enable an
approach that will “look at the big picture”
when it comes to environmental sustainability.
COMMUNITY PROJECTS
ACCOMPLISHMENTS
Awarded new contract for Animal
Control Services. To compliment the
contract, a Policy and Procedure
Manual was developed along with a
new Animal Control Services database
developed by Shared Services. This
will allow Community Projects to
access real time data to facilitate
close monitoring of the performance
measures in the contract.
Led the implementation of
recommendations to strengthen the
punitive measures of HRM by-laws.
These recommendations include but
are not limited to: amending the
Dangerous or Unsightly legislation
in the Municipal Government Act
(MGA) to expedite orders to remedy
for violations of the Dangerous or
Unsightly legislation, amending
various by-laws to include measures
that invoke the lien provisions of the
MGA, and preparing a request to the
Province of Nova Scotia to amend the
Summary Proceedings Act to include
HRM by-laws in the Act that will give
the municipality the ability to write
Summary Offence Tickets (SOTs) for
violations of the by-laws.
Community Projects has provided
a job experience program for “at
risk” youth through the Youth LIVE
initiative. This initiative provides
job and life skills along with job
experiences. Seventy-eight per cent of
the participants have been successful
in obtaining employment or returning
to school.
INITIATIVES
Business units will be issuing
Summary Offence Tickets (SOTs) for
violations of HRM by-laws in the
near future. Community Projects
will coordinate the development
and implementation of a corporate
structure along with the appropriate
processes involved in administering
SOTs. This will ensure better
enforcement of municipal bylaws.
Community Projects will lead the
implementation of the Hansen Code
Enforcement Module. This module will
provide one database between business
units involved in by-law enforcement
to track enforcement activities.
Environmental Management Services: Between April 1, 2002 and March 31, 2003: Animal Control has responded to 4,648 animal
control complaints • By-Law Enforcement Services has responded to 5281 complaints including: 1704 Dangerous or Unsightly Premises
complaints leading to 406 Orders to Remedy •167 Illegal Dumping complaints •190 Land Use complaints • 286 Minimum Standards/
Residential Occupancies complaints • 102 Noise related complaints • 1316 Sidewalk Snow and Ice complaints • 46 Smoking complaints •
1,044 Solid Waste complaints • 229 other complaints • Taxi & Limousine Services has issued: 1030 taxi owner licenses • 1,149 taxi licenses
16 — Halifax Regional Municipality Annual Report 2003

ENVIRONMENTAL SERVICES AND
ENVIRONMENTAL POLICY
ACCOMPLISHMENTS
Ensuring that the sewer collection
system is working efficiently is a key
task of environmental services. By
conducting Infiltration/Inflow reduction
investigations the division can identify
problem areas where extraneous sources
of water enter and overload the system
creating sewer back ups and sewer
overflows. Infiltration/Inflow (I/I)
reduction investigations were conducted
in the following areas: Bedford, Sackville,
Caldwell Road, Beaver Crescent, Belmont
Avenue and Jaybe Dr. Implementation of
the recommended repairs has commenced
in all of these areas. I/I reduction studies
will also be initiated this year in the areas
of McIntosh Run and Ellenvale.
On March 31, 2003, HRM
experienced a significant rainfall event
of approximately 100 mm. Staff, in
partnership with Technical Underground
Services (of HRM’s Public Works &
Transportation business unit), dealt with
hundreds of phone calls and requests for
investigations.
The Stormwater & Wastewater
Infrastructure Database project is
being improved with the utilization
of a software application called
GeoAdministrator that enables integration
with HRM’s corporate database, Hansen.
INITIATIVES
The Wastewater Pumping Stations
Forcemains Study is well underway. It will
provide staff with immediate and long term
recommendations and cost estimates for
more than 40 of its 158 pumping stations.
This is extremely important information
to assist staff with budgeting and long term
planning.
The Water Resource Management Policy
Report has been reviewed by the Watershed
Advisory boards and has been presented to
Council. The implementation of this policy
will occur over the next several years and it
will represent a set of consistent and equitable
rules for the protection of HRM’s water
resources.
As well, Environmental Services is further
developing its Pollution Prevention (P2)
Program. Through inspections & regulations,
the P2 program seeks to minimize the
demands that wastewater from industrial,
commercial, institutional and residential
sources place on existing municipal
wastewater treatment facilities, sewer systems
and related infrastructure and the Harbour
Solutions Project.
HARBOUR SOLUTIONS PROJECT
ACCOMPLISHMENTS
The Harbour Solutions project is
the largest single capital project ever
undertaken by HRM. The project is
a top priority for HRM. With this in
mind, the project continues to move
forward with the signing (August,
2003) of a Sewage Collection System
contract with Dexter Construction.
The contract covers complete design
and construction of roads, outfalls and
diffusers at the three sewage treatment
plant sites in Halifax, Dartmouth and
Herring Cove. Construction of the
collection system began on November
12, 2003.
In September 2003, HRM
successfully acquired the current
property of the Canadian Coast Guard
base in Dartmouth. This property
will be the site of the Dartmouth sewage
treatment plant (STP).
INITIATIVES
Currently the Municipality is in
negotiations with the Harbour Solutions
Consortium, a group of companies
lead by Dexter Construction and
Degremont for the construction of
the Sewage Treatment Plants and a
Biosolids processing plant.
Inspection and monitoring -
HRM’s Pollution Prevention Program
and 148 taxi related complaints responded to • Youth LIVE Program: 65 youth successfully completed the program • Diverted 238 tonnes
of paper from the landfill through their paper recycling service • Diverted approximately 3.69 million beverage containers from the landfill
through their Enviro Depot • 3,269 customers served through the Organic Green Cart program • Through HRM’s Pollution Prevention (P2)
program: 612 Industrial, Commercial and Institutional locations inspected and provisions of By-Law W-101 implemented • Responded
to 83 hydrocarbon (oil, gas, fuel) or other material spills or release events that either did impact or may have impacted HRM ...cont’d
17 — Halifax Regional Municipality Annual Report 2003

18 — Halifax Regional Municipality Annual Report 2003

District 1
District 2
District 3
District 4
District 5
District 6
District 7
District 8
District 9
District 10
District 11
District 12
Halifax Regional Municipality Electoral Districts
Eastern Shore — Musquodoboit Valley District 13 Northwest Arm — South End
Waverley — Dutch Settlement
District 14 Connaught — Quinpool
Preston — Porter’s Lake
District 15 Fairview — Clayton Park
Cole Harbour North — Cherry Brook District 16 Prince’s Lodge — Clayton Park West
Eastern Passage — Cole Harbour South District 17 Purcell’s Cove — Armdale
Westphal — Waverley Road
District 18 Spryfield — Herring Cove
Woodlawn
District 19 Upper Sackville — Beaver Bank
Woodside
District 20 Lower Sackville
Albro Lake — Harbourview
District 21 Bedford
Dartmouth Centre
District 22 Hammonds Plains — Timberlea
Halifax North End
District 23 St. Margaret’s Bay — Prospect
Halifax Downtown
19 — Halifax Regional Municipality Annual Report 2003

Healthy, Sustainable,
Vibrant Communities
... ENVIRONMENTAL MANAGEMENT
SOLID WASTE RESOURCES
ACCOMPLISHMENTS
Completed a comprehensive review
and consultation process, leading
to Council approval of new 5 year
residential solid waste collection contracts
in February, 2003.
Lobbied and partnered with
other Nova Scotia Municipalities
to encourage provincial action to
introduce a used paint recovery program
at all RRFB Enviro-Depots.
Worked with Planning &
Development in the development of
procedures for the processing and
disposal of Construction & Demolition
waste, in such a way as to divert this
material from the landfill. Solid Waste
Resources issued its first Construction
&Demolition disposal license in the
2002-03 year.
INITIATIVES
Undertake a comprehensive System
Review to determine the
success and future directions
of the Integrated Solid
Waste Resources System
following its first four
years of operation.
Mayor Peter Kelly and Dr. David Suzuki at City Hall Sustainable Communities event.
By the end of the 2003/04 fiscal
year, Solid Waste Resources will be
completing an aggressive campaign to
bring 6000 new apartment units onto a
full source separation program of organics
and recyclables.
Complete negotiations and contract
renewal processes for the operations of the
HRM Materials
Recovery
Facility and two
public-private
contracted
compost plants.
Complete the
review of Organics
Green Cart Weekly
Collection Pilot
Program.
STRATEGIC & SUSTAINABLE RESOURCE
MANAGEMENT
ACCOMPLISHMENTS
Successful implementation of the
final phase of the Pesticide By-law,
a first of its kind for a major North
American municipality.
Successful implementation of
phase four of the comprehensive public
education and awareness program
on sustainable gardening and
landscape maintenance. The results
of an opinion survey, conducted by
a professional third party researcher,
indicate that over 90% of homeowners
throughout HRM are now practicing
sustainable gardening and landscape
maintenance alternatives to pesticides.
Successful completion of applied
science research trials utilizing source
separated municipal compost as
a top dressing for athletic fields.
These successful trials have led to
the development of a Sustainable
Landscape Maintenance Handbook
with a number of athletic fields now
benefiting from the application of
compost top dressing. The compost
Vermicomposting pilot project.
Environmental Services cont’d: infrastructure or environmental features, ( river or lakes etc.) • Responded to 21 illegal dumping of liquid
wastes into HRM storm sewer systems
Solid Waste Resources: 19,000 tonnes of containers and paper recycled • 40,000 tonnes of organics composted • 150,000 tonnes of refuse
processed • 16,400 homes monitored as part of the curbside education program • 925 new backyard composters sold in the spring of 2003
20 — Halifax Regional Municipality Annual Report 2003

provides organic matter, improves soil
texture, and helps reduce compaction
resulting in more resilient turf.
This Green Cart to Green
Field project helps complete the
ecological cycle for yard and kitchen
waste material placed in the green bins
by returning it as a finished compost
for use in our parks and on our fields.
INITIATIVES
Kyoto Accord: HRM is a member
of the Federation of Canadian
Municipalities Partners for Climate
Protection (PCP) whose goal includes
reducing greenhouse gas emissions in
keeping with the Kyoto Protocol.
HRM is well on its way to
completing the various PCP
milestones including inventories,
targets, and action plans that will help
reduce greenhouse gas emissions from
our corporate operations in the future.
Models developed can be used
by others in the community as we
all work collectively towards a more
sustainable community which includes
the reduction of greenhouse gases.
WASTEWATER TREATMENT
ACCOMPLISHMENTS
Replaced a 30 year old water
distribution system located within the
airport/Aerotech business park area. This
$3 million dollar joint effort between the
Halifax International Airport Authority/
HRM will offer better water quality
and enhanced fire protection flows to
businesses and the airport.
Expanded the Biosolids transport
section to allow for greater efficiencies
and lower cost in transportation from
the wastewater treatment plants to the
Aerotech Lagoon for further anaerobic
stabilization. Three hundred thousand
dollars in savings projected over the
next 10 years.
INITIATIVES
The Waste Water Treatment
(WWT) division is playing a
prominent role in supporting the
design and negotiations for the Halifax
Harbour Solutions Project. In addition,
WWT is currently planning and
preparing to operate the first Harbour
Solutions Treatment plant anticipated
in 2007.
Sludge is a byproduct of our
water treatment plants. Currently the
method used to treat and manage this
sludge is outdated. The Wastewater
Treatment division is currently
working on developing a more efficient
sludge (“Biosolids”) management policy
that is compatible with regulatory
compliance and public expectations.
Under the new system, these materials
will be transported more frequently
from the Aerotech Lagoon to the
end-user, which will lead to greater
efficiencies in end-processing and
transportation. It is anticipated that
the cost of maintaining the improved
system will be about the same as the
old system.
The Wastewater Treatment
Division is expecting to receive a
“Protected Water Area” designation
for the Bennery Lake Watershed area
from the Province of Nova Scotia.
This designation will enable HRM to
control development and land-use in
order to protect the ecosystem of the
Bennery Lake Watershed Area and the
water quality of Bennery Lake.
Closing the loop with HRM compost field trials
Wastewater Treatment : 80,000 people are serviced by 12 HRM wastewater treatment facilities • Approx. 15 billion litres of wastewater
treated annually • 40 million litres of biosolids processed annually • 400 million liters of potable water treated annually
21 — Halifax Regional Municipality Annual Report 2003

Healthy, Sustainable,
Vibrant Communities
PLANNING AND DEVELOPMENT
touches just about every aspect
of life in HRM – from the
streets we live on to the air we
breathe, this department works to raise
the quality of life of every Haligonian.
ACCOMPLISHMENTS
The Capital Cost Contribution
(CCC) Program has been implemented
providing HRM with a new
framework for funding oversized
infrastructure (e.g., collector roads,
interchanges, trunk sewers) required to
service new development. This allows
the municipality to be much more
proactive in ensuring that adequate
hard services are in place to meet the
needs of planned growth.
Led HRM’s initiative in
implementing the new Smoke Free Places
By-law (which was more stringent than
the Nova Scotia Smoke Free Places Act),
by expanding the prohibition to cover all
establishments and limiting any smoking
to designated smoking rooms in selected
establishments until January 1, 2008
when HRM will be a fully smoke free
place.
Worked in partnership with the
Community Action on Homelessness
to investigate the important issue of
homelessness and affordable housing in
HRM with funding from the Federal
Government.
Minimum standards for residential
occupancies are administered by
separate bylaws adopted by the previous
municipal units. This has resulted in
inconsistencies and problems related
to enforcement, particularly in regards
to ensuring that specific forms of
residential occupancies, such as rooming
and lodging houses, are inspected on
a regular basis to achieve minimum
standards for building, life and fire
safety. Planning and Development
Services, working in cooperation with
Fire and Emergency Services and
Community Projects, has prepared a
Residential Occupancy Standards Bylaw
which was adopted by Council.
In cooperation with key stakeholders,
Planning and Development Services piloted
a new “Permit Application Guide.” This
guide applies to large development projects
such as apartments and shopping centres.
This guide is intended to improve customer
service to the construction industry.
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 has implemented
new Land Management software. This
new technology will support all of HRM’s
business processes from Subdivision and
Permitting to compliance and violation
tracking in a fully integrated system.
INITIATIVES
Halifax Regional Municipality has
embarked on a long-term Regional
Plan for growth management
and development. Planning &
Development staff will play a key role
in addressing growth management,
transportation, vibrant communities
and environmental management.
As a part of Phase II of the (LIS)
Corporate Project, Planning and
Development Services will provide
client access via Hansen’s Internet
based Dynamic Portal, allowing real
time access to approval status as well
as e- commerce capabilities for the
construction industry and remote
access for field staff.
The Regional Sign Bylaw following
extensive consultation with industry is
now completed and will be coming back
to Council to set a public hearing date.
Almost one year after initiating a
review of the existing Blasting By-law,
Council approved a new Blasting Bylaw
in November. Like the old by-law,
the new by-law sets limits on ground
vibrations and noise levels. In addition,
the new by-law adds new controls
on the size of a blast which will be
allowed, how blasts are monitored, and
how blasting is carried out near schools,
hospitals and wells. Consultation with
citizens, industry, and other regulatory
agencies was extensive, and the new
by-law is supported by the Nova Scotia
Road Builders Association.
In consultation with stakeholders
in the building and development
community, Planning and Development
Services has prepared a Regional
Subdivision Bylaw to harmonize all
existing regulations into one document.
It is anticipated that broader community
consultation will occur over the Winter
of 2004 and will lead to adoption
by Regional Council of a single
harmonized Subdivision By-law.
Planning and Development: 1,934 new building lots approved for construction in 2002, 104 more lots than in 2001 • Approximately
4,346 building permits (2002) • Estimated total value of new construction in 2002 was $444+ million; $387 million of this was in the form of
residential while the remainder was in commercial, industrial and institutional developments • Estimated total value of new construction in 2002 was
$23 million higher than in 2001, representing approximately a 5% increase.
22 — Halifax Regional Municipality Annual Report 2003

PUBLIC WORKS &
TRANSPORTATION SERVICES
was created in 2000 to
consolidate all critical and
operational services with respect to
management of the Municipality’s
infrastructure. A further
organizational restructuring took
effect on January 1, 2003 to realign
operations of Transit Services with
Public Works & Transportation.
The Director of Public Works &
Transportation acts as Municipal
Engineer/City Engineer on behalf
of Halifax Regional Municipality as
per the Municipal Government Act,
and represents HRM interests at
provincial, national, and other extraagency
levels.
ACCOMPLISHMENTS
Through the Regional Planning
process, Transportation Demand
Management (TDM) measures have
been undertaken to reduce traffic
and improve capacity of HRM’s
transportation system. A key TDM
objective has been the initiation of
the Blueprint for a Bicycle Friendly
Halifax being designed in conjunction
with capital projects.
The Integrated Infrastructure
Management Plan includes the
implementation of the Hansen
Pavement Management system to
complete the condition updating of all
existing (street) infrastructure.
Strategies to Improve Street
Cleanliness, such as partnerships
with “Adopt a Highway”, the Capital
District Project, Environment
Management Services, and the Mayor’s
Annual Clean-Up Campaign have
been initiated in the downtown core
and throughout HRM.
In partnership with the Girl
Guides of Canada, the Technical
and Underground Services section
implemented the “Yellow Fish”
program designed to educate the
public about the dangers of placing
hazardous household wastes into storm
sewer drains.
As recommended by the Transit
Strategic Review in 2002, a Cross-
Town Route which links the Bayers
Lake and Burnside Business Parks
has been established. This provides a
significant improvement of service to
transit customers as it reduces both
travel time and the need to transfer.
INITIATIVES
In conjunction with Real Property
and Asset Management, a review of our
existing field depot facilities will take
place to ensure that these facilities are
strategically and appropriately located
to efficiently service the existing and
future geographic areas of HRM.
Comprehensive Review of Snow &
Ice Operations is underway to offer
recommendations for providing an
effective and efficient snow & ice
management program which meets
Council’s service standards within
established budget guidelines.
Metro Transit has developed a
U-Pass in partnership with Saint
Mary’s University and TRAX-
Ecology Action Centre for all fulltime
students for the academic year
2003/04. The pass program will be
administered by the Saint Mary’s
Student Association and paid for
through student union fees. The U-
Pass will ensure that up to 6000 Saint
Mary’s students have access to public
transit service. Dalhousie University
has indicated they are interested in
pursuing a similar U-Pass program for
their 16,000 students in the future.
A Salt Management plan is being
developed to create strategies for
better management of salt in light of
Environment Canada’s declaration of
road salt as a Canadian Environmental
Protection Agency (CEPA) toxin.
Right of Way Services has
developed a memorandum of
understanding to outline a partnership
with Heritage Gas which has the
common objective of bringing natural
gas services to HRM residents and
businesses.
A new Transit Terminal is being
built in Cole Harbour on the corner
of Portland Street and Portland Hills
Drive. It is currently scheduled to be
completed in late Spring 2004. The
new terminal will include an indoor
waiting area, public washrooms and
Park & Ride lot.
Public Works & Transportation: 5.1 % ridership increase on Metro Transit’s conventional service • 32 new low-floor replacement buses • 4
new replacement Access-A-Buses • 1539 km of streets maintained • Normal snowfall: 188 cm; average cost for street snow & ice services: $7300/
km • 850 litter baskets serviced every two days; 2,800+ residences participated in clean-up of side roads & ditches • km traveled by Metro Transit
conventional service: 804,178; fuel consumption: 557,665 litres • Access-A-Bus service expanded by one 40 hr shift a week and one additional driver
23 — Halifax Regional Municipality Annual Report 2003

Healthy, Sustainable,
Vibrant Communities
REAL PROPERTY AND ASSET
MANAGEMENT (RPAM) was
created in January 2003 by
aligning Fleet Services and
Parks Services with Real Property
Services (RPS) which included
Building Management, Real Estate,
and Business Parks. This alignment
put all of HRM’s real property assets
and the operation of those assets
under one Business Unit. These
activities include the acquisition of new
properties and the sale of surplus ones;
the development and promotion of the
Business Parks; and the management
of HRM’s portfolio of buildings,
parkland planning, and maintenance
of parks, ballfields, sports fields,
playgrounds, arenas and cemeteries, as
well as the purchase and maintenance
of vehicles, light equipment ferries,
transit buses, fire trucks and police
cruisers. In essence, 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,
both now and in the future, in a costeffective
manner.
ACCOMPLISHMENTS
Capital Projects: Delivered $2.3M all
weather field at Mainland Common;
and coordinated relocation of HRM
staff subsequent to January 2003
Business Unit realignment.
Facility Operations: Expanded the
Employee Recognition Program
to include the Parks and Fleet
Sections; introduced Crew Chiefs
with a movement to a self directed
work force; expanded the playground
inspection program; expanded the
Park Patrol system to include Bedford,
Clayton Park, and Fairview area; and
implemented the Building Service
Technician (BST) program which
enhances planned service delivery to
our Facilities.
Fleet Services: Implemented
recommendations from Fleet
Operational Review (Transit Garage)
i.e., Created project office, implemented
service level agreements and client
feedback meetings.
Real Estate: 2002/03 lot sales in the
Business Parks resulted in a total of 17
acres with revenues of $1.2M; 2002/
03 surplus property sales resulted
in a total of 1.96M square feet with
revenue of $2.6M; and 2002/03
property acquisitions totalled 1.2M
square feet valued at $2.2M.
Real Property Planning: Fostered
and co-financed partnership with
community groups leading to
development of multi-use trails;
planned the acquisition of Prospect
High-Head and Nine Mile River
Conservation areas; planned the
redevelopment of the former Halifax
West School site.
Service Delivery: Feedback solicited from
athletic field users in the form of User
Satisfaction Surveys; and Environmental
studies were completed on several major
properties for future redevelopment.
INITIATIVES
Capital Projects: Coordinating capital
repairs for building and Parks post
Juan disaster recovery; delivery of
$650K senior men’s baseball diamond
at Mainland Common; delivery
of new integrated Dispatch and
Telecommunications Centre at Eric
Spicer Building; delivery of three new
fire stations- total value of $3.5M;
delivery of North Preston Recreation
Centre - value $2.5M.
Facility Operations: Initiating an
Apprenticeship Program; initiating a
field turf management system which
includes top dressing and over seeding;
and expanding the Preventative
Maintenance module of SAP to
include the Parks Section.
Fleet Services: Purchased 6 used buses
from BC saving HRM $250,000.
Fleet Services is currently negotiating a
deal to relocate the Fire Services Fleet
to a new and larger facility which will
greatly enhance service delivery.
Real Estate: Accommodate light
industrial and commercial uses;
development of Phase II Burnside
will produce 185 acres of serviced
lots. Sub-phase 11-2 is planned for
2004 with 38% of the lots presold;
and Registered Heritage Property
Greenvale School has been placed
Real Property & Asset Management: HRM spends about $20 million a year, processes 13,000 + work orders annually, maintains
2M + sq. ft. building space - plant replacement value $750M + • HRM owns 7,500 + acres of land - twice the size of Bedford Basin • 300 +
buildings • 825 park properties (approx. 120 new parks added annually), largest: 4200 acres; smallest: 2800 sq. ft. • 250,000 bedding
plants grown & used each year • 325 playgrounds, 175 ballfields and 130 sports fields hosting 30,000 organized sport participants
annually • 7 municipally owned and operated cemeteries • 1500 + metric tonnes in-house wood processed into chips and used in the
24 — Halifax Regional Municipality Annual Report 2003

under agreement of purchase and
sale for residential development with
its heritage designation intact. As
well, a portion of the neighboring
Starr property will also see residential
development which will complement
the unique features of the Starr
Property. The future sale and
development of the former Texpark
parking facility and the former Halifax
West High School will provide for
exciting opportunities on and off the
peninsula.
Real Property Planning: Managing
post-Hurricane Juan Recovery via
“Parks and Urban Forest Recovery
Task Force”. ; developing Recreation
Facility Master Plan for HRM;
planning the Shubie Canal Greenway
Corridor and Trans-Canada Trail;
and assessment of open space policies
and greenfield studies supportive of
Regional Planning.
Service Delivery: A Service Exchange
Agreement with the Halifax Regional
School Board is being negotiated;
Service Level Agreements are being
negotiated within seven different focus
areas; and review and analysis of all
existing Management Agreements
with various stakeholders is being
undertaken.
parks each year • 6000 + metric tonnes yard waste processed and used in-house each year • 220 + subdivision applications assessed for
public parkland and open space annually • 300 + active capital projects, total value$30M + • 600 operational vehicles; 800 pieces small
equipment; 178 buses, 17 access-a-buses and 3 ferries, 200 police vehicles, and 271 fire vehicles • 5 Business and Industrial Parks housing
1600 + companies • largest business park east of Montreal/north of Boston: Burnside Park is home to 1400 + businesses • Over 50 + minor
land transactions managed and completed • Over 50K sq. ft. of space leased or renewed valued at $250,000 per annum
25 — Halifax Regional Municipality Annual Report 2003

Healthy, Sustainable,
Vibrant Communities
RECREATION, TOURISM AND
CULTURE (RTC) aligns
many of the aspects of what
makes Halifax unique into
one department. What we do for fun
and the importance we place on lifestyle,
recreation and leisure has a lot to do with
why so many people want to visit here
– and why so many stay.
ACCOMPLISHMENTS
The Adventure Earth Centre runs five
major earth education programs each year.
The programs are: Mysterious Encounters/
Sunship Journey, Sunship Earth, Vision
20/20, Winter Treasures, and Cycle
Savers. In 2002, these programs involved
over 3,000 children and 160 high school
leaders in adventure learning experiences.
The new book “Earth Adventures in the
Halifax Region- 25 Nature Trails for Fun
and Discovery” was launched and more
than 600 books have been sold. This is
an innovative and practical program that
turns a short trail into a fun, self-guided,
environmental education adventure for
families, youth groups and children.
New Visitor Information Centres open
in HRM: St. Margaret’s Bay Tourism
Development Association opened a new
Visitor Information Centre (VIC) in
Hubbards and HRM Visitor Services
worked with the association, supported
their efforts, and provided fee-forservice
funds for operations. In June
2003, a new Visitor Information Centre
opened in Tantallon and was built by
St. Margaret’s Bay Regional Tourism
Development Association with $50,000
funding from HRM, $25,000 from
Atlantic Wholesalers, and balance from
ACOA. HRM operates the new Visitor
Information Centre.
Sheet Harbour builds a free access
rink for area residents: This winter RTC
cooperated with the community and built
two outdoor rinks in Sheet Harbour.
These rinks, one for youth and adults and
one for younger children, were built for
community use to create another option
for outdoor recreation. The rinks are
always open skate and are available to the
whole community free of charge. There
are no scheduled activities.
Book Awards and Cultural Achievement
in Literature: The creation of the new
Margaret and John Savage First Book was
greeted with a standing ovation at this
year’s ceremony. All first books nominated
for any of the Atlantic Writing Awards
were eligible for this newly created award,
named in recognition of the support
of books and writers from Margaret
and John Savage. Mayor Peter Kelly
presented the Mayor’s Award for Cultural
Achievement in Literature to writer Budge
Wilson citing her lifetime of achievement
and her selfless contributions to the
broader community. Illustrator Susan
Tooke was also recognized by HRM and
Mayor Kelly with the inaugural Mayor’s
Award for Illustration for her evocative
illustration of Joanne Taylor’s picturebook,
Full Moon Days (Tundra).
Sackville Youth Conference: Over
150 (full house, capped seats at 150)
students attended the first ever, Sackville
Youth Conference at the Leslie Thomas
Junior High School on March 28-
29, 2003. Focusing on the theme of
L.I.F.E (Lifestyle, Information, Fun and
Employment) youth from all over the
Sackville/Beaver Bank area participated
in a variety of sessions on health,
recreation and leadership. Included
among these sessions were Nutrition and
Healthy Choices, Meditative Drawing,
Theatre School and conference
favorites like Resumes that Rock,
PHAT Fun and Break dancing.
RTC organized the conference in
partnership with Human Resources
Development Canada and Corporate
Sponsor, Subway, and various other
organizations throughout the region.
High Five is a program based on
quality standards and the principles of
Healthy Child Development. Over the
last year, the Peninsula Area completed
a pilot test of the High Five program in
the HRM for Recreation Nova Scotia.
This summer, the program test was
expanded throughout HRM and used
within RTC’s summer hiring practices
and training sessions. Overall, RTC
Recreation, Tourism and Culture: 80,000+ people registered for Recreational programs in 2003 • HRM received 103 cruise ships with
175,000 passengers (up from 87 cruise ship visits, 157,000 passengers in 2002) • Captain William Spry Community Centre wave pool is the only
indoor wave pool in Atlantic Canada • 240,000 copies of the Greater Halifax Visitor Guide distributed in 2002-03 and 211,000 copies of HRM’s
Recreation catalogue distributed in 2003 • approx. 25% increase in attendance of HRM’s Canada Day events • donation of two new swans to
the Halifax Public Gardens • Recreation Services employs approximately 250 youth annually as leaders in summer programs • Civic Events and
26 — Halifax Regional Municipality Annual Report 2003

trained over 185 part-time summer
staff, as well as 33 full-time staff
and senior managers. 12 full-time
staff received Supervisory training
that allows them to train other staff
in the principles of healthy child
development.
Musquodoboit Harbour Fitness
Center staff arranged partnerships
with Eastern Shore District High
School sport teams to negotiate
special team rates in an effort to
encourage youth to use the facilities
as part of their training program.
This agreement was made with the
basketball, cheerleading, hockey and
rugby teams as well as various varsity
teams throughout the area to make the
fitness centre a busy place filled with
active youth.
The Heritage Incentive Program
recently completed its first year of
operation and during this year, direct
contact has been established with
over 100 heritage property owners
or approximately 25% of all owners.
Sixty-one owners made application
for residential grants in 2003 and
45 applications were approved.
The Heritage Incentive Program is
supported by many partners, including
the Downtown Halifax Business
Commission.
Visitor Information Signage:
Established and implemented a new
Visitor Information Centre (VIC)
signage program with new signs being
installed in Eastern Passage, Atlantic
Canada Aviation Museum, Alderney
Landing, Bedford and Sackville VIC’s
in 2003.
HRM Kids is a service that offers
free registration spaces to children
who cannot afford to participate in
recreational programs and is supported
by Recreation, Tourism and Culture
in partnership with Metro’s service
providers in recreation, sport and
culture. Last year, the HRM Kids
Program began as a pilot program in
the peninsula area with approximately
130 applications. This year, the
program serves all of HRM and
processed over 295 applications at a
value of $26,975.
HRM Customer Service Survey:
During the fall of 2002, RTC
distributed a questionnaire to various
program participants to ask clients
to rate the quality of service they
received while registering for their
family’s recreation programs. The
questionnaire was distributed through
every community recreation center by
staff and instructors. Overall, RTC
received over 538 completed surveys.
Some of the highlights include:
• 98% of the respondents felt that they
had been treated fairly and considered
staff courteous and knowledgeable
• 96% of respondents found the
registration process very convenient
• 96% rated the overall quality of the
registration process very high
• The most frequently reported
registration method was walk-ins
Community Museum Data
Management Project: This year
marked the beginning of a data
management project in which nine
Festivals assisted in hosting 700 delegates for the Canadian Association of Chiefs of Police national conference • 6 new promotional rack cards to
help market heritage resources, including natural resources for the first time. • almost 50,000 persons used the water at 22 waterfront locations;
several thousand land users and visitors • www.halifaxinfo.com had approximately 500,000 unique visits for 2003. • The Halifax Art Map
initiative produced a region-wide visual art locator map in print and digitally
27 — Halifax Regional Municipality Annual Report 2003

Healthy, Sustainable,
Vibrant Communities
... RECREATION, TOURISM & CULTURE
community museums and HRM
participated through funding from
HRM, community museums and the
provincial government. This project
will create uniform databases across the
province. HRM is part of a larger project
including more than 50 year-round
and community museums across the
province.
Civic Events and Festivals assisted in
putting on over 90 events throughout
HRM in 2003. Some of these events
include New Year’s Eve at the Grand
Parade, Natal Day, Canada Day,
HRM Christmas Tree Lighting,
Bedford Days, Waverley Gold Rush
Days, Kaloose Days, Clam Harbour
Sand Castle Competition, Sackville
Patriot Days, Eastern Passage / Cow Bay
Summer Carnival.
INITIATIVES
Hosting the Canadian Parks
and Recreation Association National
Conference in Fall 2004.
E-Commerce Initiative (partnership
with Aliant Telecom) online registration
for recreation programming - go live:
early spring 2004.
Continuing with education of the
benefits of a healthy active lifestyle
The World Acadian Congress
(Congrès Mondial Acadien) is a
gathering of Acadian people from
around the world, and is expected to
bring 250,000 people to Nova Scotia
during late July and early August
2004. Also, during the first weekend
Natal Day Bridgewalk 2003.
of August, Tall Ships 2004, Halifax-
Dartmouth Natal Day and World
Acadian Congress will bring an estimated
one million person visits to HRM.
Active Kids, Healthy Kids is Nova
Scotia’s Physical Activity Strategy for
children and youth. As a municipal
partner, RTC is working on
implementing various community and
school initiatives, including a school
partnership with J.L. Ilsley High
School to promote active lifestyles
for area teenagers. This partnership
creates a website called “just live it”
that acts as a forum for education,
communication and fun.
21-gun salute, Citadel Hill, Cadada Day 2003.
28 — Halifax Regional Municipality Annual Report 2003

HALIFAX PUBLIC LIBRARIES had
a remarkable year, with close to
three million people borrowing
well over four million items!
ACCOMPLISHMENTS
Strategic Plan: In 2002, the Library
Board completed a strategic plan charting
the Library’s direction until 2005. Halifax
Regional Libraries’ mission and vision
is to be the essential life-long learning
centre of our communities and the place
people go for the discovery of ideas,
the joy of reading and the power of
information.
Self-Check machines were installed
at both the Alderney Gate and Cole
Harbour Public libraries. In the spring
of 2003 a third machine was added to
the two already at the Keshen Goodman
Public Library.
Through grants from the External
Grants Program of the IWK Health
Centre Foundation and Human
Resources Development Canada
(HRDC), we were able to develop and
provide a “Baby’s First Books” infant
literacy program in public libraries around
the region. The program is designed
to provide early language and literacy
experiences to children from birth to age
two. The program is also being promoted
at the IWK Health Centre as part of the
information given to all new parents. All
of the Halifax Public Libraries continued
to offer the popular “Baby’s First Books”
program throughout 2003.
IT Training Modules: Thanks to
generous HRDC funding received in
2002, the Library was able to develop a
series of Information Technology skills
workshops. These workshops provide free
instruction on the basics of computer
use and accessing email and the Internet,
and have proven to be one of HPL’s most
consistently well-attended programs.
Customer Service Improvements: Our
“Rapid Reads” collection, first piloted at
the Sackville, Captain William Spry and
Spring Garden Road Public Libraries,
is now available at all 14 branches. This
successful service gives improved inbranch
access to popular titles.
Self-Service Holds Pick-up was also
implemented at four more libraries:
Alderney Gate, Captain William Spry,
Halifax North and Sackville Public
Libraries. A DVD collection launched in
2002 has also proven to be very popular
and is available at all 14 branches.
Last year also saw the following
improvements to e-branch service: a
Literacy/ESL Web section, a “New Titles”
feature added to WebPac, a “What do
I Read Next” new electronic database,
a Homework Help service and a Donor
Recognition section.
In 2003, a three-year Collective
Agreement was negotiated within financial
mandate and budget with no work
stoppages.
The following major initiatives
were also completed in the last fiscal
year: the development of a Volunteer
Policy Manual, the development of
Programming Models, a Staff Allocation
Review, a Public Access Computer
(PAC) allocation plan, an Automatic
Release Plan feasibility study, phase I
of a Facilities Review (with a building
inventory for each branch) and a
Home Delivery Service Report which
recommended a distributed service model
— out of which came pilots for Alderney
Gate, Tantallon and Captain William
Spry Public Libraries.
INITIATIVES
Needs Assessment and Master Facilities
Plan. In development to determine our
short- and long-term library service and
facility needs.
Monday Service at the Keshen Goodman
Public Library (began May 26, 2003).
This is the first step in what the Library
hopes will be a phased-in approach to
meeting public demand for increased
service hours.
Rural Services Review. This review,
begun in 2002-2003, has been completed,
with short-term recommendations being
implemented.
Last phase of the automated library
system upgrade completed. Horizon is
the new industry standard and will
be implemented over the coming year
providing numerous public service
improvements.
Install PC public booking software to
improve customer access to the publicuse
computers at all 14 branches.
Install a self-check machine at the
Sackville Public Library. The next
scheduled phase of the self-check
installation project.
Develop a new
Library logo and card
promotions plan.
The new logo, using
the name Halifax
Public Libraries,
reflects the 14 Public Libraries providing
service throughout the municipality. The
Library’s legal name will remain Halifax
Regional Library.
Halifax Public Libraries: 2,802,952 in-person and remote visits to the library (up 9% over last year) • 4,362,100 items circulated
(12% increase over last year) • 223,775 questions asked (10.4% increase over 2001-2) • 252,197 public access computer bookings (up
7.3%) • 29,664 people registered for a Library card (28.9% over last year) • 126,066 people attended 5310 programs
• 673,778 items were placed on hold (up 30% over last year) • 14 branch libraries, one online branch (www.halifaxpubliclibraries.ca)
and two mobile units • 444,045 people visited our e-branch over the last year - 1,725,052 visits since its May 2001 launch
29 — Halifax Regional Municipality Annual Report 2003

Excellence in
Service Delivery
customer service ♦ financial resources
people resources ♦ technology resources
SHARED SERVICES was realigned
in January, 2003 to create
a structure that provides
administrative, operational
and client support services in the areas
of Citizen Access; Data/Business
Information Management Services 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, effective and reliable.
During 2003 and beyond, Shared
Services’ priorities have focused on
Citizen Access: that is, 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.
ACCOMPLISHMENTS
Due to Shared Services’ multifaceted
structure, our accomplishments were
many and varied across our departments
in 2003, and encompass everything from
building better storage and retrieval
systems to updating e-commerce
initiatives to responding efficiently
to a natural disaster. Our experiences
and achievements this past year were
memorable, remarkable and harbingers of
future successes.
Client Services:
Integrated Call Centre/Dispatch
The Hansen Customer Service module
was implemented as the intake tool for
service requests • Integration of the Call
Centre and Dispatch services has resulted
in improved service standards • Staff
played a significant role in the hurricane
Juan response, helping to keep the
community and HRM connected.
Customer Service Centres
Service offerings were expanded
(including services such as community
parking permits) to provide greater
convenience to citizens.
Marketing, Design & Print Services
Implemented variable data printing to
allow for effective in-house processing of
products such as tax notices, pay notices
and election notices • Restructured to
focus efforts on supporting Corporate
priorities and initiatives.
Pay/Costing Services
Played an active role in supporting successful
implementation of the SAP/HR product.
Web Services
Under e-commerce initiatives, on-line
parking tickets and e-recreation
registration (March ‘04) were delivered
along with an initial web site redesign for
easier navigation.
Data/Business Information
Management Services:
Information Resource Management
In cooperation with RPAMS, records
storage was consolidated in a new Burnside
location resulting in improved facilities and
Shared Services: Six customer service centres processed over 250,000 payment transactions • Call Centre and Dispatch processed 1/2
million+ incoming calls • Over 10 million images printed on the press and high speed photocopier • Average of 100,000 visits monthly to the
HRM web site (over 1.2 million visits a year) • 350+ participants in IT training courses
30 — Halifax Regional Municipality Annual Report 2003

control software application to support
community projects • Provided technical
and systems support for the SAP/HR
implementation.
Network & Systems
Provided an excellent level of protection
from unauthorized intrusions into the
network and system • Completed an
upgrade of GroupWise (local and remote)
• Completed a server consolidation with
resulting efficiencies.
Customer Care
All IT support activities, such as phone
order requests and council chambers
support, are now directed through the
help desk for one-point-of-answer service.
INITIATIVES
Continuing to fulfill our mission
for excellence in information service
delivery into 2004 and beyond, we
will focus on: supporting the Computer
Aided Dispatch and Records Management
software and systems for emergency
services, redesigning the HRM web site
and implementing e-commerce initiatives
that play an important role in delivering
information and services to citizens
through the web, continuing to develop
the Hansen Customer Service module to
ensure service requests can be tracked
and monitored from first point of contact
to resolution, and our Data/Business
Information Management team will
continue implementing the HRM/CBRM/
Provincial Data Sharing agreement and
Civic Address corrections projects.
better management of corporate records.
Geographic Information Services
Continued the roll-out of Internet
mapping with custom applications for
Business units.
Civic Addressing
The Data Sharing Memorandum of
Agreement was signed between HRM,
Cape Breton Regional Municipality and
the Province of Nova Scotia • Completed
phase 2 of the address corrections activity
(Waverley-Fall River) further enhancing
emergency response.
Information Technology Services
Business Solution
Worked with Business Unit clients
to enhance functionality in existing
systems • Delivered an in-house animal
31 — Halifax Regional Municipality Annual Report 2003

Excellence in
Service Delivery
HUMAN RESOURCES measures
its accomplishments against
several scales, and in 2003,
we had much to be proud
of by all measures. Regionally, we
considered the standards and practices
of our department in the context of our
setting, and compared to municipalities
across Canada. As a business entity, we
considered our growth and development
over previous years and our potential for
the future. And on the human scale, we
are always striving to create an integrated
work environment where employees can
balance their work and home lives. At
HRM, our people are our strength.
ACCOMPLISHMENTS
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.
Performance Development Plans have
been prepared for a large portion of our
workforce.
Succession planning and competency
development systems are being
implemented. Two of our business units
are well underway with preparing their
plans.
A partnership has been established
with a service level agreement between the
Halifax Public Libraries and HRM for
the delivery of human resources services.
The labour relations climate has
improved with proactive interventions
including the establishment of LMR
(labour-management relations)
committees and the hiring of labour
relations staff to focus on employee
and organizational health. A Conflict
Resolution team has been established with
the mandate of recommending solutions
to resolve workplace issues.
Health & Wellness initiatives were
implemented including back health
education program, weight loss & healthy
lifestyles programs, smoking cessation,
health screening (blood pressure,
cholesterol and glucose screening) and
ergonomic evaluations at work sites. In
addition to these initiatives an attendance
support program was rolled out throughout
the organization.
New training programs were developed
focussing on local government leadership
such as Public Theory and Participation.
Human Resources Policies and Practices
have been revised.
INITIATIVES
Phase One of the SAP/HR project is
near completion with the successful
installation of a new payroll system. Phase
Two is currently being scoped.
Training and Development programs
are being developed and linked to the
corporate scorecard outcomes.
Recruitment strategies are currently
being evaluated for HRM.
Human Resources: Corporate Employee and Leadership Development: 50 programs offered; 860 participants; 3440 hours of training
• Occupational Health and Safety: 15 programs offered; 125 participants; 1109 hours of training • SAP Training: 12 programs; 83
sessions; 416 participants • Return on training investment: Average productivity increase 8.6%; $ value of productivity $1,494 per employee
trained • Human Resources provides direct client services to approximately 3440 permanent employees and 2540 temporary employees
32 — Halifax Regional Municipality Annual Report 2003

FINANCIAL SERVICES realized
many planning and service
successes in 2002/3: never losing
site of the big picture while
focusing on the day-to-day transactions.
We’ve listened to individuals throughout
HRM, increased our accessibility, and
gained important public feedback to aid
us in planning for the future.
ACCOMPLISHMENTS
Investment program: An investment policy
was adopted by Council and approved by
the Minister of Service Nova Scotia and
Municipal Relations in 2002. An inhouse
investment program was established
and 149 investments were made during
2002/03, totaling approximately
$483,000,000. The rate of return
was 2.7% for the year. The average
balance of the portfolio during 2002 was
$186,000,000.
Parking update: An On-line/
Interactive Voice Response parking ticket
payment system has been implemented.
Ticket payers can now conveniently pay
with a credit card over the phone by IVR
or over the internet. Usage has been
double what had been expected and
response has been very positive.
Tax Statements sent to mortgage
holders: 40,000 tax statements were sent
to taxpayers who pay their taxes through
their mortgage companies. For many,
this was the first time they were provided
the details of their tax bills directly. This
service was well received by taxpayers.
Capital Cost Contribution Charge: The
first Capital Cost Contribution Charge
area was set and approved. This joint
project with Planning & Development is
designed to apportion the costs for new
infrastructure (sewer & roads) directly to
the areas benefiting.
Business Systems and Control: During
its first year, the Business Systems and
Control Group (BS&CG) collaborated
with a number of business units to
carry out operational reviews of specific
activities. A review of Transit Fleet
Maintenance for Shared Services was
completed in the fall of 2002 and a review
of Payroll and Benefit Services delivered
by Human Resources was completed
in January 2003. The results of both
of these reviews have been accepted by
Management and implementation plans
are in various stages of completion. In
addition to responding to over 20 requests
for assistance from throughout the
organization, BS & CG has developed a
risk assessment tool for use in conjunction
with business and audit planning. Risk
Assessment Workshops with individual
business unit management teams were
completed in September 2003.
Financial Planning: Public
Consultations were completed
throughout HRM
during the fall of 2002 to
discuss the then-proposed
Tax Structure initiative.
Most of the meetings
were well attended and we
gained information that was
incorporated into the final
Tax Structure which Council
approved in Dec. 2002. HRM
has produced its first three year
Capital Plan. The first year is the
2003/2004 Capital Budget. Years
two and three have been adopted by
Council in principle.
INITIATIVES
Electronic Funds Transfers for
some remittances will result from the
implementation of SAP-HR. SAP-HR is
a project that will see Human Resources
Information integrated with the Financial
& Management Information system. A
review of reporting systems is also underway
to improve reporting capabilities.
Financial Services: 98,000 invoices processed • 510 capital projects tracked • 100,000 tax bills sent • 40,000 tax statements to
mortgage holders sent • 23,000 automated customer services requests completed for revenue related services • 3 warehouses issued
130,000 individual items • 43,500 purchase orders issued • 885 quotations issued • 198 tenders issued • 58 RFPs issued •
149 Investments • Total portfolio $186,000,000 • 46,000 cheques issued to vendors
33 — Halifax Regional Municipality Annual Report 2003

AWARDS &
RECOGNITION
Halifax Public
Libraries received
four awards over the last
year: the prestigious John
Cotton Dana Library
Public Relations Award, the
LibraryNet “Best Practices”
award for Innovative Internet
Use in Canadian Public
Libraries, the American
Library Association’s Public
Relations “Best of Show”
Award in the category
of Internet (for HRL’s
promotion of e-branch) and
the Lieutenant Governor’s
Award for Architecture,
Award of Merit for the
Keshen Goodman Library.
During the summer
of 2003, Environmental
Management Services
(EMS) received two
environmentally-related
national awards, and one
Provincial award. At the
national level, the Canadian
Wildlife Federation presented
HRM with an Environmental
Achievement Award for
its efforts in reducing
pesticide use and promoting
sustainable alternatives.
Mayor Kelly received the
plaque earlier that summer.
In June, the Federal/Nova
Scotia Council presented its
excellence in Intergovernmental
Affairs Award to HRM for its
leadership efforts in managing
the Brown Spruce Longhorn
Beetle infestation. The trilevel
government / industry
/ academia and community
Task Force approach is now
used as a national case study
for managing these types of
serious threats. EMS staff
accepted the award on behalf
of HRM.
On the Provincial level, in
a mid-summer press release,
the Ecology Action Centre
honoured HRM with its
annual Sunshine Award. The
award recognized HRM’s
sustainable efforts in public
education and awareness and
pesticide use reduction.
Halifax is way ahead of the
game by comparison with
practically every other
municipality we’ve seen.
— Comments by Senator Tommy
Banks, member of the Standing
Senate Committee on National
Security and Defence, during a
hearing in Halifax on the state of
emergency preparedness in Canada
34 — Halifax Regional Municipality Annual Report 2003

CONDENSED FINANCIAL INFORMATION
Halifax Regional Municipality Condensed Financial Information (000’s) for the year ended March 31, 2003
Budget Actual Actual
2003-2004 2002-2003 2001-2002
SUMMARY OF STATEMENT OF OPERATIONS
Revenue:
Non-Departmental Revenues 46,293 417,136 399,620
Departmental Revenues 82,930 88,561 81,436
529,223 505,697 481,056
Expenditure:
General Government Services 60,436 57,535 44,340
Transportation Services 35,225 35,129 32,213
Protective Services 98,484 94,767 89,514
Environmental Health Services 51,809 53,850 43,634
Environmental Development Services 50,114 52,414 53,922
Recreation, Tourism & Culture 15,683 15,233 25,554
Library Services 15,361 14,842 14,295
Fiscal Services:
Education Costs 87,426 84,572 79,743
Debt Servicing Costs 36,507 35,491 35,800
Capital from Operating 28,682 21,604 16,856
Transfers to Outside Agencies 14,241 13,450 13,972
Transfers to Reserves 11,051 3,168 7,137
Other Fiscal 24,204 23,210 22,367
Total Expenditures 529,223 505,265 479,347
Surplus for year 0 432 1,709
Excerpts from Capital Balance Sheet
Fixed Assets:
Land 127,685 126,211
Buildings 326,124 321,223
Infrastructure 792,168 752,077
Machinery and Equipment 110,808 108,023
Total 1,356,785 1,307,534
Long Term Debt issued and outstanding 239,354 243,612
Equity in Capital Assets 1,139,757 1,086,283
EXCERPTS FROM RESERVE FUNDS BALANCE SHEET
Capital Reserve Funds - Available Equity 42,582 34,608
Operating Reserve Funds - Available Equity 94,790 74,218
EXCERPTS FROM OPERATING FUNDS BALANCE SHEET
Taxes Receivable 21,752 28,109
as a % of Taxes Billed 5.80% 7.86%
HRM’s audited financial statements are available through Financial Services.
Certain of the comparative figures have been reclassified to conform with the presentation adopted
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36 — Halifax Regional Municipality Annual Report 2003