Annual Report 2002 - Halifax Regional Municipality

Halifax Regional Municipality is an exciting and vibrant community, with
a deep appreciation of its rich maritime history, its various cultures and
its many long-standing traditions. Our community is a wonderful blend
of the old and the new and to celebrate that mix, we have sprinkled a
number of photos of days gone by throughout our 2002 HRM Annual
Report. We hope you enjoy them.
Cover: From top left, clockwise, Spring Garden Road at night; farming
in rural HRM at the turn of the century; Halifax International Airport on
September 11 th , 2001; and the Fire Station built on West Street in 1896.
▲
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.”

▲ Train station at French Village,
then and now
▲ Cabin overlooking what was
historically known as "Belcher's Pond",
circa 1930. Now known as “Glenbourne
Pond”, this area in Clayton Park West
has become developed
▼
▼ Dartmouth Ferry Terminal, 1910
▼ Cow Bay Road, date unknown. (Private collection)
▲ Barrington Street shopping, date unknown
The “Sir Charles Ogle” was the first steam ship built in Nova Scotia and was
launched January 1, 1830. Named after Rear Admiral Sir Charles Ogle, commander
of His Majesty's fleet in North America, the new ferry caused a great sensation in
the harbour and served for an incredible 64 years! ▼
Produced by the HRM Corporate Communications Office
Research: Nancy Dempsey, Information Resource Management
Design and Layout:
Corinne Hartley-Robinson, Shared Services
Photography:
Gord Lehmann, Shared Services,
HRM staff
For further information, contact:
John O’Brien, Corporate Communications Officer
C/o Chief Administrative Office, 1841 Argyle Street,
Halifax, N.S. B3J 3A5
Phone (902) 490-6531; Fax (902) 490-4044; or e-mail
obrienj@region.halifax.ns.ca

The Mayor’s Message
Halifax Regional
Municipality continues to
grow and thrive as a capital
city, regional centre, and
economic catalyst for the
province of Nova Scotia
and the Atlantic Region.
We continue to attract
business and industry.
Especially active are the
energy, life sciences, and
technology-communications
sectors.
The region’s physical
beauty, convenient
transportation links, and
lifestyle amenities have
made it a popular
destination for family
vacations, conferences and
conventions. In 2003, we
will host the World Junior
Hockey Championships,
the Nokia Briar Championship
Curling Tournament, the
World Theatre Festival and
many more familiar local
events, such as the world
famous Nova Scotia
International Tattoo.
The rapid growth of
HRM requires equally
rapid growth in service and
infrastructure. To ensure we
keep pace and allocate our
resources most efficiently
we are developing a
Regional Plan which will
guide our activities for the
next five to 25 years.
Extensive public
participation in this process
is being encouraged. Please
visit our web site at
www.region.halifax.ns.ca to
become better acquainted
with our diverse activities as
a municipality and to
monitor development of
the plan.
One major development
underway now is the
Harbour Solutions Project.
Currently 187 million liters
of raw sewage and
wastewater are discharged
into Halifax Harbor each
day. Halifax Regional
Council is entering into a
contract which will result in
the construction, operation
and maintenance of three
sewage treatment plants.
Transportation is another
area under study. We are
exploring efficient and
environmentally friendly
alternatives to the one
person-one automobile
commute.
Halifax Regional
Municipality actively seeks
partnerships and avenues
for sharing with industry,
institutions, and other
levels of government. This
year, we hosted the
inaugural sessions of the
Atlantic Mayor’s Congress.
The deliberations of this
group, with participation
from federal Cabinet
Ministers, coincided with
the development of the new
Canada Infrastructure Grant
Program. Also, we were
invited to join an international
organization, called the
World Energy Cities.
Through our participation
we will support the further
growth of business in the
energy sector.
Our regional municipality
is fortunate to have a
dedicated, well-educated
work force and a legion of
energetic volunteers to meet
the many challenges we
face. I take this opportunity
to salute their efforts and
offer my personal thanks.
Comments, suggestions,
and participation by all our
citizens are encouraged and
valued. Please contact me:
by email at
kellyp@region.halifax.ns.ca;
by phone at (902) 490-4010;
or, by letter at 1841 Argyle St.,
P. O. Box 1749, Halifax
B3J 3A5. It is, indeed, an
honour for me to serve as
Mayor during this exciting
time in the history of Halifax
Regional Municipality.
Peter J. Kelly, MBA
Mayor
3

Council Members
1st Row (left to right)
Councillors John Cunningham,
Jerry Blumenthal, Bruce Hetherington,
Sheila Fougere, Mayor Peter Kelly,
Linda Mosher, Harry McInroy,
Ron Cooper
2nd Row (left to right)
Councillors Condo Sarto, Jim Smith,
Gary Hines, Diana Whalen, Brad Johns,
Keith Colwell, Steve Adams
3rd Row (left to right)
Councillors Brian Warshick,
Gary Meade, Russell Walker,
Steve Streatch, Sue Uteck, Dawn Sloane,
Deputy Mayor Robert Harvey,
Len Goucher
Missing from photo:
Councillor Reg Rankin
2002 - 03 Municipal Expenditures (Gross Amounts)
Total Expenditures
Name
( rounded)
%
For the 2002 - 03 Fiscal Year, Halifax Regional Municipality
has projected $ 496,252 + million in revenues and expenditures.
A
B
C
D
E
F
G
General
Government Services
45,945
9.3%
Transportation
Services
32,542
6.6%
Protective
Services
94,066
19.0%
Environmental
Health Services
44,119
8.9%
Environmental
Development Services
52,621
10.6%
Recreation
and Cultural Services
27,362
5.5%
Library
Services
14,720
3.0%
Fiscal Services:
H
I
J
K
L
M
Education
Costs
80,766
16.3%
Debt
Servicing Costs
35,565
7.2%
Capital
from Operating
22,089
4.5%
Transfers
to Outside Agencies
13,233
2.7%
Transfers
to Reserves
6 ,142
1.2%
Other
Fiscal
27,082
5.5%
TOTAL
496,252
00.0%
1 A B C D E F G H I J K L M
4

Organizational Structure
Halifax
Regional
Council
Chief Administrative Officer
George McLellan
490-6430
Fire & Emergency Services
Chief Director
Mike Eddy
490-5614
(911 Call Centre
Mike Mahar)
(Emergency Measures
Barry Manuel)
Corporate
Communications
John O’Brien
490-6531
Mayor’s Support
Coordinator
490-4040
Harbour Solutions
Project Manager,
Mike Labrecque
490-4756
Police Services
Chief David McKinnon
490-6500
(911 Call Centre
Mike Mahar)
Financial Services
Director, Dale MacLennan
490-4204
Councillors’ Support
Coordinator
490-6355
Clean Community Campaign
Community Response
Coordinator
Gary Martin
Deputy Chief Administrative Officer
Dan English
490-4075
Administrative Services
(Legal; Municipal Clerk)
Director, Wayne Anstey
490-4229
Parks & Recreation
Director, Karen MacTavish
490-4685
Shared Services
Director, Geri Kaiser
490-4929
Tourism Culture Heritage
Director, Lew Rogers
490-5978
Public Works &
Transportation
A/Director, Rick Paynter
490-6206
Planning & Development
Director, Paul Dunphy
490-6048
Information Services
Director, Chuck Keith
490-6555
Solid Waste Resources
Director, Brian Smith
490-6605
Human Resources
Director, Louis Coutinho
490-6134
Real Property Services
Director, Mike Labrecque
490-4851
Transit Services
Director, Brian Taylor
490-6388
Community Projects/
Youth Live/
Bylaw Enforcement
General Manager,
Allan Waye
490-6484
Boards and Commissions
Halifax Regional Water Commission
Carl Yates, General Manager (Liaison George McLellan)
Greater Halifax Partnership
Stephen Dempsey, Pres. & CEO (Liaison George McLellan)
Police Commission
(Liaison George McLellan)
Halifax Regional Library
Judith Hare, CEO (Liaison Dan English)
5

Message from the CAO
The past year for HRM
has been measured by great
achievement and
accomplishment, due in
large part, to the unceasing
efforts and dedication of
our employees. For their
support, their service to our
community, and their
support of Halifax Regional
Council, I extend my
deepest thanks.
Among the
accomplishments, our
community now stands
poised to eliminate the
blight of our long-standing
neglect of the quality of our
harbour waters. For a
community recognized as
one of the best places to live
throughout the world, this
characteristic has stood out
as the great inconsistency in
our strong commitment to
our environment and so
many other facets. In the
upcoming year, construction
will begin on three major
plants that will treat storm
and waste waters currently
flowing into Halifax
Harbour. While this
environmental protection
accomplishment stands as
obvious justification, the
project will provide an
additional economic boost
to our community during
its implementation over the
next several years.
Our amalgamation
several years ago provided
the opportunity for us to
look at our region as one, in
terms of how we would
grow, travel, provide amenities,
and define our lifestyle in
the future. Over the past
year, our Regional Planning
exercise has been actively
gathering information and
moving the process
forward. While efforts to
date have largely been
focussed on finalizing our
definition of existing
conditions and capacities,
we are now shifting focus
and asking our communities
to help us define our future
and mapping out the most
appropriate uses for our
natural assets.
In terms of technological
support, our HRM
Corporate Call Centre made
great strides in broadening
its service coverage. Systems
were evaluated and work
began on new internal
communication systems for
our Protective Service
groups, as well as a
computer-assisted dispatch
system that is intended, in
time, to have single-point
coordination/dispatch for
all Protective and Physical
Services within HRM.
Additional steps were taken
to preserve our future
capacity to continue to
provide a high level of
service to our residents, and
to give us the flexibility to
deal with new issues that
may arise. Our financial
objectives were met, with
Reserve balances going up
to protect future service
commitments, and our
overall debt situation
continuing to go down,
adding further flexibility.
We continue to re-invest
heavily in our properties,
having upgraded several
buildings which house staff.
In addition, we brought on
the new municipal parking
facility on Granville Street
in the downtown Halifax.
Our accomplishments
were not without some
challenges, given the
reducing support available
through other levels of
government. Many new
challenges remain.
This current year,
however, seems to reflect
much of the potential and
optimism made possible by
the efforts of all in 2001-
2002. Once again, thanks
to all of you for your efforts
in making this such a
wonderful place to live, and
for helping us to create a
future so bright. It is my
pleasure to work with you
and I look forward to many
successes as we go forward
into our future.
Sincerely,
George McLellan,
Chief Administrative Officer
CAO George McLellan ▲
Deputy CAO Dan English ▼
6

Profile of Halifax Regional Municipality
At a Glance
population - 359,183
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 elected-at-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, decision-making
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 250 th 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.
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
A quiet cove, Seabright area ▼
7

Major Initiatives REGIONAL PLANNING
In February 2002,
Halifax Regional Council
launched a Regional
Planning process to set the
direction for the
management of growth and
development in the Region
for the next 25 years.
Entitled, Healthy Growth for
HRM, the goal of the
Regional Plan is to guide
growth and development
that will allow individuals,
families, communities and
economic activity to
flourish, while enhancing
the quality of life in the
region.
HRM staff are working
in integrated teams with a
project-based approach to
gather information, identify
current issues, identify
alternative solutions to
effectively address those
issues, and carry out new
studies to support the
regional planning process.
Building on the results
of HRM 20/20 visioning
process, the project group
has also embarked on an
active public consultation
program. To date, the
program has consisted of a
series of community/town
hall meetings, a citizen’s
survey, a call for position
papers and a regional
planning workbook that
was distributed throughout
the municipality for public
input. The results of these
activities, and future events,
will be used to identify the
guiding principles for
development of the four
strategic areas in the plan:
Growth Management
— How and where new
residential and commercial
growth will occur.
Integrated Transportation
Solutions — How and
where goods and people will
move around the Region and
its communities.
Vibrant City and Healthy
Communities — Building a
city and diverse communities
that are great places to live
and work.
Environmental Asset
Management — What we
need to do to protect the
natural environment while
we grow.
The Regional Planning
Project group’s findings will
be presented to Regional
Council for decisions on
how to proceed. The
completion of Phase 1 of
the Regional Plan (2002 -
2003) will result in the
selection of a preferred
growth plan for HRM.
Phase 2 (2003-2005) will
be the development of the
action plans and policies
that will guide HRM into
the future.
8

The Regional Plan will:
identify areas for new
development and the best use
of infrastructure such as
roads, water and sewer;
recommend road
improvements
recommend transit service
enhancement
recommend bicycle and
pedestrian paths
identify initiatives to
manage transportation
pressures
guide programs and municipal
investment to enhance the safety,
character, attractiveness and
livability of communities and
develop policies to protect
and manage lakes and
waterways, green space,
cultural landscapes and
coastal areas.
The Regional Plan is intended
to be a strategic and visionary
document, guided by the
values and visions of the
residents of the region. It will
enable us to better respond to
the needs of residents now,
and for the next 25 years of
Healthy Growth in HRM.
http:/www.region.halifax.ns.ca/
regionalplanning/index.html
9

Major Initiatives CORPORATE LAND INFORMATION SYSTEM (LIS)
The objective of the LIS
Project is to improve the
way HRM provides services
to its residents. This project
will combine the
municipality’s current
databases into an integrated
corporate - wide solution.
Initially, the purpose of
the Land Information
System (LIS) was to: (a)
replace a dysfunctional
permitting system within
Planning & Development
Services and to (b) provide
a mechanism for
maintaining assets within
Public Works &
Transportation.
Hansen Information
Technologies was selected as
vendor because it was
recognized its solution
could also provide
additional functionality and
integration to the
organization, such as
Customer Service and Code
Enforcement. HRM is the
first Atlantic Canadian
client to implement this
solution.
The Hansen software
will be seamlessly integrated
with the municipality’s GIS
system and will provide
users with the ability to see
things “graphically ” on
maps.
This system will be
rolled out in phases over the
next 12 months and will
include the following
modules:
Customer Service
Land Management
Code Enforcement
Asset Management
Customer Service
(Call Centre)
The effort to increase
service levels has led HRM
to capitalize upon multiple
channels of
communication, including
a centralized corporate call
center, the Internet, e-mail
and interactive voice
response (IVR).
The work order system
will allow HRM to
correctly route citizen
requests to the appropriate
business unit, regardless of
the nature of the request.
This project will
complement our
communication channels
and offers complete “backoffice”
integration. The
Customer Service module
will allow business units to
record, track, resolve and
report on all citizen
requests, providing an
increased level of customer
service throughout our
organization and to our
citizens.
This module was
successfully implemented in
July 2002 in our Corporate
Call Center. More than
16,000 citizen requests were
logged and tracked within
the first two weeks of
operation.
Over the next few
months, this module will be
rolled out to Dispatch
within Public Works &
Transportation, Parks &
Recreation, and internal
business units. It is
intended to implement this
module throughout the
organization.
Land Management &
Code Enforcement
(Permitting)
The Land Management
module will focus on
receiving and processing
both construction and
subdivision approvals.
Implementation is
scheduled for Spring 2003.
Future phases will
include tracking code
enforcement and all
planning-related
applications, such as
re-zoning and development
agreements.
Corporate Call Centre ▼
Asset Management
(Infrastructure)
The first phase of the
Asset Management module
will focus on sewer data.
This was scheduled to be
available in Fall 2002,
followed by work orders
and pavement management
in Spring 2003.
This will provide HRM
with a computerized
inventory including
location and condition of
all assets (e.g., sidewalks,
curbs, laterals, traffic lights,
bridges, street signs, etc.).
10

Major Initiatives HARBOUR SOLUTIONS
On July 9, 2002, Halifax
Regional Council formally
approved the final terms of
the contract with a private
sector consortium, Halifax
Regional Environmental
Partnership (HREP), to
design, build and operate
three new wastewater
treatment plants. This
approval is conditional on
Federal and Provincial
funding, and approval under
the Canadian Environmental
Assessment Act.
Two treatment plants at
Mill Cove (Bedford) and at
Eastern Passage currently
treat a portion of the sewage
entering the Harbour. The
Halifax Harbour Solutions
Project will provide three
additional advanced-primary
level plants to treat the
remaining sewage.
The three new plants will
be located in Halifax,
Dartmouth and Herring
Cove. HRM is working with
liaison committees from the
host communities to provide
positive infrastructure
impacts in their
communities. Adopting a
“Wanted-In-My-Back-Yard”
approach to siting the
necessary treatment plants
for the Harbour Solutions
Project, Regional Council set
aside a Community
Integration Fund as part of
the Harbour Solutions
Project. With this innovative
approach, residents of the
neighbourhoods surrounding
the treatment plants form
Community Integration
Committees (CLC) and
determine the priorities with
respect to the successful
integration of the plant into
their community.
The Herring Cove CLC
undertook an ‘Area Settlement
and Servicing Strategy’
(2000), which identified
water and sewer service as the
priority for their community
integration funds.
In July 2002, Regional
Council approved a proposal
submitted by the Dartmouth
CLC. The proposal was the
culmination of two years of
work by the Dartmouth
group, working with Halifax
Harbour Solutions Project
and the HRM Parks and
Recreation Department. It
calls for the Community
Integration Funds to be
allocated to the development
of a Dartmouth Waterfront
Greenway. The greenway
would include natural open
space, parkland, a trail system
and associated cultural and
recreational amenities.
HRM staff are currently
assisting residents of central
Halifax who are engaged in
a similar effort to integrate
the treatment plant into
their community.
The three plants and
respective collection systems
will be built over five years
creating an estimated 7000+
person-years of employment
in Nova Scotia. HREP has
committed to at least 85%
local labour content for
construction and at least
95% local content for
operations staff.
Construction on the first
site in Halifax, is expected to
begin this fall, and the entire
Project is expected to be
completed within five years.
Demolition to remove
structures from the Halifax
site at Barrington and
Cornwallis began in January,
and archeological work on
the same site was undertaken
throughout the summer of
2002. The Halifax
wastewater treatment system
will be built first (over a 26-
month period) and
construction on the
Dartmouth and Herring
Cove phases of the system
will follow.
The contract with HREP
has a guaranteed capital cost
of $263.8 million and,
combined with the operating
expenses, the total costs will
be $465 million over the life
of the plants. HRM will
own and operate the
collection systems. Also,
HRM will own the treatment
plants which will be operated
by HREP. The operations
contract is for 30-years, with
off-ramps at 6, 12, 15 and 20
years, if HRM chooses to
assume operations. The
contract can be extended for
two additional 5-year terms.
When the three new
plants are operational, the
result will be improved water
quality in Halifax Harbour,
one of the finest deepwater,
ice-free ports in the world.
http://www.region.halifax.ns.ca/
harboursol/
Mayor Peter Kelly, right, and Patrick Cairo, Vice-President of United Water, sign
the agreement for the private sector consortium to design, build and operate
the $263.8 million environmental clean-up system for Halifax Harbour. ▼
11

▲
▲ Point Pleasant Park, circa mid-1800’s. (Private collection)
Halifax Ferry Terminal ▲
Todd/Paully Lumber Company, Todds' Island, 1885, Head of St. Margaret's Bay ▼
Confederation Day celebration at Imperoyal Village, 1927.
Photo courtesy of the Dartmouth Heritage Museum. ▲
Downtown Dartmouth, in the early days of the Golden Age. (Photo courtesy of
the Dartmouth Heritage Museum) ▼
▲ City of Halifax Motor Department, June 1923
Halifax Waterfront, date unknown ▼
12

Administrative Services
Accomplishments
The Municipal Clerk’s
Office, in partnership with
Planning & Development
Services, developed a
heritage property registry.
There are approximately
464 registered heritage
properties in the Halifax
Regional Municipality.
Legal staff continue to
achieve extremely
favourable claims
experience resulting from
diligent efforts in defending
claims, coupled with an
increasing emphasis on
reducing the number of
accidents through risk
management.
Executive records from
the former Halifax County
Municipality were
transferred from a
commercial record storage
facility and the Public
Archives of Nova Scotia to
the recently constructed
vault in City Hall. Staff’s
ability to research these
records has greatly
improved and financial
savings have been realized,
through a reduction in
commercial storage fees.
HRM’s Corporate
Library secured a significant
archival contribution in the
form of original land grants
for lots on peninsula
Halifax, dated 1700’s.
Current Initiatives
Legal Services will
continue to improve by-law
compliance through close
planning and cooperation
with By-Law Enforcement
officials.
It continues to be the
goal of the Municipal Clerk’s
Office to meet service
standards, to be responsive in
support of local government,
and to provide quality
customer service in all areas.
A Corporate Records and
Information Management
Administrative Order will be
presented to Regional
Council, thereby establishing
a framework and guideline
for effective management,
control and administration
over the creation, use,
receipt, access, maintenance,
storage, retention and
disposition of the records of
HRM Corporate Library ▼
the Halifax Regional
Municipality, regardless of
format.
A Request for Proposal
(RFP) for an Integrated
Records Management and
Document Management
application will be produced,
followed by a pilot project in
key business units - Legal
Services, Fire Services,
Mayor’s Office - to
determine the costs/benefits
of the application and the
commitment required to
implement the application
corporate wide.
A Freedom of
Information and Protection
of Privacy (FOIPOP)
brochure will be developed
and available in HRM
Customer Service Centres
and on-line, as will the
FOIPOP application.
At a Glance
464 meetings of Regional
Council, Community
Council and their respective
boards and committees
16,203 agendas and
supporting documents
disseminated
233 volunteers serving on
boards and committees
220 by-laws and
administrative orders
maintained
645 documents executed on
behalf of HRM
372 banker boxes of files
shredded under approved
records schedules
1,168 records inventoried
24,000 microfilm images
developed
637 information requests
70+ FOIPOP requests to
date
14,000+ collection in the
Corporate Library
200+ Corporate Library
circulation
13

Community Projects
At a Glance
Responded to 5,168 animal
control complaints.
Community Projects strives
to enhance the quality of life
of all residents of the Halifax
Regional Municipality through
the provision of alternative
initiatives designed to promote
individual, organizational
and community growth.
Accomplishments
A corporate By-Law
Rationalization Working
Group was established and
given a mandate to develop
an integrated and responsive
By-Law Service.
A “New Direction”
strategy was implemented
to build a more efficient,
customer-focused By-Law
Enforcement Service,
including uniforms for By-
Law Enforcement Officers,
marked vehicles and a
complaint tracking database.
Community Projects
delivered a job skills and
personal development program
for 97 “at risk” youth.
Delivery of alternative
services, including
commercial recycling
services, to 123 sites;
residential recycling service
to over 20,000 Enviro
Depot customers; delivery,
repair, and cleaning of 4730
organic green carts
throughout the
municipality; remediation
of 97 dangerous or
unsightly premises; removal
of sidewalk snow and ice
from 93 properties; and
removal of curbside solid
waste from 23 properties.
Approximately 347
tonnes of paper product
and 3,254,487 beverage
containers were diverted
from the waste stream.
14
Current Initiatives
An Animal Control
strategy will be developed and
tenders will be awarded for
the Animal Control service.
Community Projects
will lead a corporate
working group tasked with
rationalizing the form and
content of municipal
legislation, and aligning
responsibility centres for
policy, administration,
licensing, enforcement and
remedy of HRM By-Laws.
A waiting list of taxi
drivers eligible to apply for
taxi owner licenses in the
Halifax Zone will be
established.
Community Projects
will facilitate a review of
regulation and operations
of HRM Taxi/Limousine
Services.
New By-law Enforcement Vehicles ▼
By-Law Enforcement Services
responded to 3,155
complaints including:
885 Dangerous or Unsightly
Premises complaints leading
to 201 Orders to Remedy
40 Illegal Dumping
complaints
72 Land Use complaints
125 Minimum Standards
complaints
135 Noise-related complaints
898 Sidewalk Snow and Ice
complaints
35 Smoking complaints
788 Solid Waste complaints
and 177 other complaints
Issued 1,190 taxi owner
licenses, 1,021 taxi licenses,
and responded to 45
complaints.

Corporate Communications
At a Glance
259 News Releases/PSAs/
Media Advisories issued
Events that took place in
the Halifax Regional
Municipality as a result of
the terrorists attacks on the
United States on September
11 th , 2001 highlighted the
activities of the HRM
Corporate Communications
Office during the past year.
Over 8,000 passengers and
crew travelling aboard 40
U.S.-bound international
flights were diverted to
Halifax International Airport
shortly after the terrorist
attacks on New York and
Washington.
The community
responded by providing 18
emergency shelters
throughout the municipality,
and the next five days
provided food, shelter and
other services to the stranded
travellers. The HRM
Corporate Communications
Office fielded media
inquiries and provided media
interviews to radio, television
and newspaper outlets
around the world throughout
those five days and for many
months after.
Accomplishments
In conjunction with
Shared Services, assisted with
the development of Phase
One of the Visual
Identification Program (VIP)
manual for HRM.
Provided communications
advice/assistance on a
number of HRM major
corporate projects including
the Harbour Solutions
Project, Atlantic Mayors’
Congress, official opening of
the Emergency Operations
Centre, the annual
Community Clean-Up
campaign and HRM’s
response to the Government
of Nova Scotia’s attempt to
amend the Municipal
Equalization Formula. Other
major media stories included
the Pockwock fire, the
Fairview forest fire and the
exhumation of Titanic
Victim Graves at Fairview
Lawn cemetery.
Assisted the HRM
Employee Survey Advisory
Group with the final Progress
Report to Employees.
In co-operation with
Saint Mary’s University, the
Nova Scotia Museum and
the Hardman Group,
planned and organized a
public display of artifacts
recovered from the site of the
new municipal parking
garage. The display took
place at City Hall and was
open to the public from July
to September, 2001.
In conjunction with the
HRM Community and Race
Relations Policy
Implementation Committee,
planned and organized an
employee contest to develop
HRM’s unique logo/slogan
for “Diversity in the Workplace.”
Current Initiatives
The Corporate
Communications Office will
provide communications
advice/assistance to HRM’s
Tax Structure Committee on
the public consultation
process.
In cooperation with
Shared Services, Phase 2 of
the Visual Identification
Program (VIP) standards
manual (vehicle/transit
markings) will be produced.
A Media theatre in City
Hall will be completed.
“Effective Media
Communications” training
for senior managers will be
provided.
318 Media Inquiries
112 Media Interviews
15

Financial Services
At a glance
38,000 cheques issued to
vendors
Accomplishments
Halifax Regional
Municipality received its
first ever bond rating, a
very solid “A/Stable”
rating from Standard and
Poor’s. Supporting factors
for the bond rating
include:
the local economy’s
strong performance
steady population and
assessment growth since
the mid-1990’s
low to intermediate
property tax burdens in
comparison with peers in
Canada
good per capita
incomes, HRM has above
average fiscal flexibility
An in-house investment
program was established
and an investment policy
was adopted by Regional
Council.
Two years ago, the Nova
Scotia Registry of Motor
Vehicles agreed to invoke a
“Refusal to Do Business”
with persons who have
outstanding parking
violations under the Motor
Vehicle Act. The agreement
was recently extended to
include those with unpaid
HRM parking related Bylaw
violations, such as the
parking meter by-law. This
is the latest effort by HRM
to increase its recovery rate
on outstanding parking
meter tickets and other
parking violations under
the Motor Vehicle Act.
The complete inventory
of over 1,900 parking
meters has now been
converted to new electronic
technology. The new
technology is more efficient
to maintain and provides
improved accuracy and
reliability for customers.
The software also provides
critical auditing and usage
information for improved
decision-making relating to
on-street parking.
Significant progress has
been made with the review
of tax structure.
Committee-of-the-Whole
was provided with an
advance look at the
recommendations during
the year.
Current Initiatives
Extensive client surveys
will be conducted to
achieve a full understanding
of client and corporate
needs and to establish
service standards to meet
those needs.
Initiatives are underway
to improve supplier
management by
developing a standard
format for contract
management,
supplier quality
performance
measures and
evaluating
supplier
performance on an
ongoing basis.
A comprehensive
review of policies and
legislation related to
fiscal accountability
will be undertaken to
strengthen the existing
fiscal accountability
framework.
Development of a longterm
capital plan for HRM
is underway. The process
will include integration
with business plans
(including links to services
levels), template for 2003/
04 and future years and
alternatives for funding and
long-term sustainability.
The plan will link to
operating, reserves and life
cycle costs.
A major initiative is
underway to develop and
roll out a Corporate
Scorecard for HRM, as part
of the performance
measurement initiative.
Work is underway to
develop high-level
community and corporate
measures that will be
reported to Regional
Council and the public.
Information brochure used during HRM-wide public
consultation sessions concerning proposed
changes to tax structure
▼
115,000 invoices processed
466 Capital Projects
tracked
3 warehouses issued
108,000 individual items
42,000 purchase orders
issued
832 quotations issued
231 tenders issued
52 RFP’s issued
26 Investments
Total portfolio $102
million
691,126 payments
processed
16

Human Resources
At a Glance
117,500 pay notices issued
annually
Accomplishments
Succession planning model
and initiatives received the
full support of the business
units, including the Career
EXPO held to promote
learning and career
opportunities in HRM.
Recognition ceremonies
were held for long-term
service employees — 1,049
employees were recognized
with service awards and 41
retired employees were
recognized.
A competency model was
developed for HRM and
has been integrated with
recruitment, performance
measurement and career
development.
Increased awareness of
cultural diversity through
active promotion of learning
initiatives, development
and promotion of a
Diversity logo, and
participation on, and
support for, internal and
external Race Relations
Committees.
Corporate orientation
programs have been
developed which are
focused on HRM’s
customer service culture.
A new Workplace Rights
Policy has been developed
for HRM.
Current Initiatives
Knowledge Management:
As part of succession
planning, a model and
procedure to capture the
knowledge, experience and
outcomes of previous and
present Business Units and
employees is being
developed.
Development of
Mentoring Program for
HRM: Capturing
information from those
eligible to retire and
managing the knowledge
transfer.
Performance Development
Plans will be developed for
unionized employees
More effective and
proactive Labour-Management
Relations (LMR) will occur.
A competency dictionary
will be established reflecting
the broad spectrum of
competencies required
across the organization
including those unique to
local government.
CAO George McLellan and Deputy Mayor Bob Harvey unveil the HRM Diversity logo ▲
HRM employees turned out for the launch of the Diversity logo, Grand Parade ▼
14 SAP training courses
were offered with 350 seats
filled
26 Health & Safety courses
were offered with 579 seats
filled
86 employee development
courses were offered with
1030 seats filled
13 computer related
training courses were
offered with 1060 seats
filled (through IS)
Recruitment training
offered 100 employees
provides direct client services
to 3,300 regular employees,
77 part-time employees,
15 seasonal employees,
19 contracted employees,
1718 temporary and term
employees, 533 volunteer
fire and services to over
1700 people from agencies,
boards and commissions
300+ competitions
projected for 2002
300+ persons having in
excess of 15 years of
municipal service in 2002
17

Information Services
At a Glance
1800+ personal computers
2,300 GroupWise users
Accomplishments
SAP Real Estate (RE)
project was a joint Real
Property - Information
Services project. It provides
Real Property Services
(RPS) with the ability to
better manage HRM
buildings and properties, by
tracking both financial and
non-financial information
(such as square footage,
usage information, address,
location, various
characteristic data and
contractual data). RPS now
has the tools to move
forward to a higher plateau
in its management of over 2
million square feet of
building space and
properties in HRM.
The RFP process for the
E-Commerce Portal Project
began; a vendor was
selected; the contract was
negotiated with the partner;
and the Parking Ticket
System will be
implemented on the web
and through Interactive
Voice Recognition (IVR).
Violators will be able to pay
parking tickets on-line or
by telephone.
IS worked closely with
Community Projects and
implemented a Bylaw
Complaint Tracking System
in late December 2001.
In Phase II of the SAP-
PM, functionality was
expanded to provide a
means to record and track
the required scheduled
maintenance of buildings
and their components;
labour availability by trade,
and integration points with
the newly implemented
Real Estate module.
IS undertook a major
technical upgrade of
HRM’s SAP software and
associated hardware
including upgrades to:
SAP software R3 V3.1.i
to R3 V4.6C
a large volume of PCs’
hardware & software
3 Unix servers which
were replaced with a new
SUN server
interfaces to other
applications
Commerce Path fax
software, and
Oracle
IS piloted an extension to
the GroupWise system
allowing any Internet
equipped computer to
access the internal
GroupWise E-Mail
system. Using a secure ID
card, users can check their
E-Mail, not only from
home (Internet equipped)
computer, but from any
computer, anywhere,
anytime.
Current Initiatives
The SAP HR project,
jointly sponsored by HR
and IS, began in 2001 and
will “go live” in 2002 with
Payroll & Benefits. HRM is
moving payroll and benefits
functionality from the
current HRIS system into
its existing corporate
solution of SAP. Better
access to data and improved
integration and reporting
functionality is anticipated
with this implementation.
IS and Transit Services
are assessing the overall
requirements of a new
Integrated Transit system,
developing a RFP and
proceeding through the
evaluation process.
HRM has implemented
enterprise Oracle database
software on a new, state-ofthe-art
Sun server, allowing
for improved deployment
of information systems and
corporate databases.
An Intranet Project
Group, championed by IS,
was formed to design and
implement the HRM
Corporate Intranet, Inside
HRM, which went live on
April 2, 2002. Guidelines
and standards for publishing
content on the Intranet will
continue to be developed.
▲ HRM Intranet
28,000 e-mail messages sent
daily
14,000 incidents and
21,000 calls to the Help
Desk in 2001
16 Novell servers
12 NT servers
6 Sun Servers
6 other servers
91 training courses offered
with 527 seats
52 Element K courses
18

Halifax Regional Library
Accomplishments
In 2001, Halifax
Regional Library (HRL)
opened the Keshen
Goodman Library. It is a
modern, 25,000 square foot
facility located in Clayton
Park. Also opened was the
Tantallon Public Library, a
full-service, 12,000 square
foot branch which brought
library services to a highgrowth
area of the
municipality, previously
served by mobile service. In
the first two months alone,
the Tantallon branch
recorded nearly 1,400 new
registrants.
Two new Community
Access Program (C@P) sites
and a C@P cluster - at the
Keshen Goodman, Bedford,
Tantallon and JD Shatford
branches, were opened. The
C@P program offers the
public an opportunity to
gain invaluable computer
experience through free
Internet and e-mail access,
training opportunities, and
access to the latest software
programs.
HRL’s youth site, Kids@
HRL was launched in
October 2001. This kidfriendly
interactive site
features an “Ask A
Librarian” service, where
kids email reference
questions to librarians, and
receive a direct response;
“What Do I Read Next”, a
service which provides kids
with personalized lists of
recommended titles and a
live online chat; an on-line
kids book club, on-line
homework help sessions,
links to other sites, a section
just for parents and
teachers, and much, more.
▲ Keshen Goodman Library, Clayton Park West
A new mobile library to
serve Western HRM was
launched in November
2001. The 32-foot bus,
which replaced the old
1986 unit, holds a
collection of approximately
5,000 items, and has
resulted in improved service
to rural areas.
Current Initiatives
The Halifax Regional
Library Board is currently
working on a strategic plan
which will chart the
Library’s direction until
2005.
Self-Check machines,
which allow patrons to
check out their own library
items, are currently located
at Keshen Goodman and
Tantallon Libraries. In the
next year, those services will
also be available at the
Alderney Gate and Cole
Harbour branches.
The Halifax Regional
Library, through grants
from the External Grants
Program of the IWK
Health Centre Foundation
and Human Resources
Development Canada
(HRDC), is providing
“Baby’s First Books” infant
literacy programs in library
branches around the region.
The “Baby’s First Books”
programs are designed to
provide early language and
literacy experiences to
children from birth to age
two.
Thanks to generous
Human Resources
Development Canada
(HRDC) funding, the
Library Service has been
able to offer a series of
Information Technology
skills workshops at most
locations. These workshops,
which provide free,
introductory to
intermediate level
instruction on the basics of
computer use and accessing
email and the Internet, will
be on-going until late fall
2002.
At a Glance
2,572,011 in-person and
remote visits to the library
— up 18.8 % from last year
3,880,678 items circulated
— an 11 % increase
203,433 questions asked
235,092 public access
computer bookings — up
35.5 %
160,861 total registered
borrowers
93,809 items added to
collection — an increase of
63.5 % (includes items
purchased for the Keshen
Goodman and Tantallon
branches)
23,019 new borrowers
registered (1,918 per
month) — up 20.8 % over
last year
116,611 people attended
4853 programs
516,379 items were placed
on hold — a 24.3 %
increase
A total of 59,154 (a 21 %
increase) books, read by
4,883 (up 12 %) children
who participated in last
year’s Summer Reading
Program 2001
14 branch libraries, one
online branch
(www.halifax.library.ns.ca)
and two mobile units
19

Parks & Recreation Services
Accomplishments
Parks and Recreation
Services organized “A
Bounty of Talent: Volunteers
in Community”, the first
annual conference held for
volunteers in community
recreation. The event was
attended by over 250
representatives from
agencies throughout HRM
and reinforced Parks and
Recreation’s commitment to
supporting volunteers.
Started as a pilot project
in 2001 in the peninsula
area of Halifax, HRM
(Healthy Recreation
Motivates Kids) is a service
that provides opportunities
for children, who otherwise
would not be able to access
recreation, by subsidizing
registration in a variety of
community-based
recreation programs. HRM
Kids created opportunities
for 138 children and due to
its success, the HRM Kids
program is now available in
all areas of the municipality.
Public education and
awareness programs on
sustainable gardening and
landscape maintenance
continue to be well received
by citizens.
Over 100 Capital Projects
were completed by Parks
and Recreation Services in
the past year, including a
new Skateboard Park in
Cole Harbour; upgrades to
the Granville Mall in
downtown Halifax;
completion of a trail and
look-off at Sackville Heritage
Park; and development of a
sports field adjacent to
Middle Musquodoboit
Rural High School.
Current Initiatives
Parks and Recreation
have had exceptional
success in achieving
program and operational
savings through usage of an
artificial field in Sackville
(Weir Field). Based on this
experience and continuing
research into the efficiencies
of artificial turf fields, staff
will be embarking on the
development of two
additional artificial fields
in HRM - one in the
Eastern Region of the
municipality and one in the
Mainland Common.
In an effort to increase
and improve services to
youth throughout HRM
and ensure that the
municipality has a
thorough knowledge of the
needs of youth, Parks and
Recreation Services is
leading the implementation
of a Youth Strategy. The
strategy will emphasize
partnerships with internal
and external service
providers, employ a
community development
approach to address the
needs of youth, and
evaluate existing youth
leadership development
programs.
To date, research trials
on usage of municipallyproduced
compost to top
dress selected athletic fields
has produced very positive
environmental, operational,
and cost benefits and as
such, this sustainable
practice will be expanded to
additional athletic fields in
the upcoming year.
Parks and Recreation
will be initiating or
continuing a number of
strategies and planning
exercises this year, including
a field servicing strategy, an
open space plan, a
sustainable resource
management plan, a
comprehensive urban forest
master plan, and a long
term HRM-wide strategy
for the development of
indoor recreation facilities.
To support the healthy
development of children
through recreation and
sport programs, HRM is
one of four municipalities
in Nova Scotia piloting the
HIGH FIVE model in
2002. HIGH FIVE is built
on the belief that all
children deserve to have
positive sport and
recreation experiences. The
program is based on the
premise that a child’s
development is best
supported when they are in
a program that is facilitated
by a caring adult, and
provides the opportunity to
play, make friends, master
skills and participate.
▲ Entrance to Public Gardens
20

At a Glance
7 municipally owned and
operated cemeteries
250,000 bedding plants
grown and used throughout
the park system each year
634 park properties, with
approximately 75 new parks
added on an annual basis
— largest park 4200 acres;
smallest park 2800 sq. ft.
30,000 organized outdoor
sport participants use
municipal fields
11 municipal arenas that
recover 98% of direct costs
206 ballfields
120 sports fields
Community Recreation
offers more than 5000
direct programs including
fitness, aquatics, art, crafts,
culture, camps, music,
dance & drama.
The wave pool at Captain
William Spry Community
Centre, with zero depth
entry and full accessibility,
is the only indoor wave
pool in Atlantic Canada.
Parks & Recreation
maintains 50 km of park
pathways
Parks & Recreation
employs approximately 250
youth annually as leaders in
summer programs
481 playgrounds
▼ Duck Pond in Public Gardens, circa 1850. (Private collection)
More than 1.5 million visits
to Point Pleasant Park in
2001
3 million+ visitors used the
municipality’s five major
indoor facilities
83% of municipal residents
use the parks - 70% on a
regular basis
1500+ metric tonnes of
in-house wood processed
into chips and used in the
parks each year
6000+ metric tonnes of
yard waste processed and
used in-house each year
Halifax Common is the
oldest municipal park in
Canada — dating back to
1763
Community Recreation
serves more than 53,000
citizens each year in direct
programs, more than
25,000 of which are
children and youth
21

Public Safety 911
Accomplishments
Halifax Regional Fire
and Emergency Service has
recently accepted a proposal
which will see the
replacement of the current
paging system for volunteer
fire agencies. As a result, the
Dispatch Center will now
be able to dispatch all
volunteer fire services
within HRM.
With cooperation from
Halifax Regional Fire and
Emergency Service a third
fire dispatch position was
brought online at the 911
Center, allowing for greater
coverage for the fire service
at peak times, throughout
the year.
The Dispatch Center, in
partnership with EMO(NS),
switched over to a new 911
system in May 2002. This
system had been in planning
for over a year and was
accomplished with no
disruptions to the general
public.
The Dispatch Center
replaced its recording
systems for radio and phone
conversations with a new
Dictaphone Freedom
Recorder.
The project team
formed in September 2000
has continued to work on
the replacement of the
current computer aided
dispatch system (CAD) and
record management system
(RMS) for police and fire.
The team is conducting
negotiations with the
selected vendor to finalize a
contract and implementation
plans have begun.
The value of the
Trunked Mobile Radio
(TMR) system was evident
this year as the G-7 Finance
Ministers met in Halifax.
The RCMP and HRP were
able to have a joint
communications center
which enabled officers from
both forces to communicate
with each other with ease.
Current Initiatives
The CAD/RMS project
team anticipates that Phase I
implementation will be
concluded during 2003
with the new CAD system
coming on line. The RMS
portion will follow.
The radio committee of
HRM has met numerous
times and has reached the
decision to bring all of
HRM, over the next three
years, under the umbrella of
one radio system. This
system will be the
provincial TMR system that
is currently being used by
police and volunteer fire
agencies.
The 911 Center
continues to examine
opportunities to expand its
services. Currently, some
properties that are owned
and operated by HRM are
alarmed by private
companies. In the future, it
is hoped that these alarms
will be monitored by staff
in the Dispatch Center.
Opportunities continue
to be examined to determine
if the various call centres
within HRM can be
consolidated and moved
into one central location
which would present
significant savings to HRM.
The Dispatch Center
continues to discuss
preliminary inquiries from
other communities and
services, who currently
operate on the provincewide
TMR radio system.
They are wishing to explore
the possibility of HRM
dispatching some services
for them, on a fee basis.
At a Glance
7 day/24 hour
communication dispatch
2,000+ emergency and
non-emergency phone calls
for service are received on a
daily basis
62 employees at the center
all trained to handle 911
emergency calls
911 Center at the Bedford Fire Station, Bedford ▼
22

Public Safety EMERGENCY MEASURES OFFICE
The Emergency Measures
Office (EMO) of the Regional
Municipality provides two
levels of service to its client:
During times of emergency,
the EMO facilitates the
delivery of a coordinated
response to the emergency;
and in periods of nonemergency
response, the
EMO provides programs and
leadership that will assist its
clients to prepare for an
eventual, but unknown peril.
Accomplishments
The EMO completed a
project that enabled the
municipal, provincial and
federal government levels of
emergency planning to join
forces and create one Joint
Emergency Operations
Centre at the Eric Spicer
Building in Woodside. The
administrative offices for
these organizations are also
located under the one roof
and the resulting increase in
communications and
resource sharing has been
tremendous. Five days after
the grand opening of the
Centre on September 6,
2001, it was activated.
On September 11, 2001,
the EMO took an active role in
assisting the 8000+ stranded
air travelers that arrived at the
Halifax International Airport.
The EMO facilitated the
efforts made by all the response
agencies to care and support
these unexpected visitors.
The Emergency Operations
Centre was activated again in
February of 2002 to assist in the
evacuation of approximately
700 residents after a rail car
loaded with propane derailed
in Dartmouth.
Current Initiatives
EMO will undertake an
aggressive marketing
campaign to increase public
awareness of the need to do
individual and family
emergency planning.
In cooperation with
HRM’s emergency response
agencies, EMO will
concentrate on producing
well-written, up-to-date and
effective emergency plans.
It is essential that EMO
remain cognizant of the
ever-changing composition
of HRM, as this directly
impacts basic emergency
planning and response.
EMO Operations Center
Halifax International Airport,
September 11, 2001 ▼
▼
23

Public Safety FIRE & EMERGENCY SERVICE
Accomplishments
A comprehensive plan has
been developed for the Safe
Communities Project, an
initiative “dedicated to
making HRM the safest
place in which to live, learn,
work and play.”
Rural Fire Service has
seen an increase in resources,
such as a Mobile Repair Unit
to improve the ability to
service the fleet, and the
development of specific
training and educational
courses for the rural fire
departments.
A comprehensive
Respiratory Program was
implemented for the
Breathing Apparatus,
including a new air bottle fill
station and an expanded
maintenance facility, located
at the Knightsridge Fire
Station.
Major revisions were
made to the Recruitment
Program. Level 1
Certification is now a
benchmark for hiring new
personnel, greatly reducing
hiring costs and impact on
training resources. CPAT
(Candidate Physical Abilities
Test) has been implemented
to test applicants’ physical
suitability by completing
eight job-related events within
10 minutes, 20 seconds.
The Fire Station
Relocation Plan is being
reviewed, and a staff member
has been assigned to Real
Property Services to
champion this initiative.
Fire Service hosted the
88 th Annual Maritime Fire
Chiefs’ Conference in July
2002. Approximately 500
delegates from the four
Atlantic Provinces participated
in “Charting a New
Direction.”
Dartmouth’s First Pumper, 1919 LaFrance.
Dartmouth Heritage Museum
▼
Current Initiatives
A prepaid customer
comment card which will be
provided to every customer
(circumstances permitting)
will assist the Operations
Division in reviewing and
improving its customer
service performance at
emergency situations.
The need for a single,
integrated radio system,
capable of providing for the
needs of all radio system
users within HRM, and a
consolidated paging system
for the Volunteer Fire
Service, resulted in the
development of a new Radio
and Paging System for the
Fire Service. The new system
will be phased in over three
years, beginning this year
with the Rural Fire Service.
Emergency Services
Achievement Program
(ESAP) is a nine-month pilot
project for teens in targeted
areas, designed to expose
youths to practical life and
employment skills, to stress
the importance of staying in
school, and possibly develop
an interest in a career in the
Fire Service.
Brunswick Street Station (courtesy of
Mike Parker). Property of Regional
Firefighters Interpretation Cente ▼
Dartmouth’s First Hose Wagon ▼
24

Public Safety FIRE & EMERGENCY SERVICE
At a Glance
62 Fire Stations, 44 of them
in the Rural District
Development of
Inter-Agency Response
Coordination to facilitate
cooperative working
relationships and protocols
between the various levels of
government.
Fire Service will be
implementing Workplace
Diversity initiatives, to
promote and support
workplace diversity as a source
of organizational strength.
Service Delivery Standards
are to be developed referencing
NFPA 1710 & 1720, for
approval by Regional Council.
Station #2, corner of Robie Street and
University Avenue, Halifax
▼
Administration staff from Fire &
Emergency Service in an "Operational
Awareness Day" at the Firefighter
Training School, Waverley, May, 2001.
▼ (Photo courtesy of Jacquie Crosby)
Station #13, King Street, Dartmouth
▲
446 Career Staff,
800 Volunteers
14,868 Emergency
Responses in 2001 (Core)
3,380 Medical Calls (Core)
Station #2, University
Avenue — busiest station
logging 1,904 emergency
calls for 2001
Station 6, Spryfield —
logged the most medical
calls with 375 for 2001
44 Front Line Apparatus —
Core
3,500 Calls for the Rural
Stations in 2001
96 Emergency Response
Apparatus in the Rural District
Members of the Fire Service
are proud to support
community groups and
organizations, along with
the NS Burn Treatment
Society, Muscular Dystrophy,
Salvation Army, etc.
Combat Challenge Team and
the Vehicle Extrication Team
participate in competitions
throughout the year
Operations Division visits
the IWK Hospital for Sick
Children
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
25

Public Safety HALIFAX REGIONAL POLICE
At a Glance
1 officer per 498 residents
Accomplishments
A HRM Police services
study was conducted in HRM
to determine appropriate levels
of police service, examine
varying aspects of the two
services, and identify methods
to best accommodate the
public’s need for efficient,
effective and economical police
service delivery.
Two new units were
developed , the High-Risk
Offender Unit, which tracks
recently released offenders who
have been assessed as a high-risk
to re-offend; and the Problem-
Oriented Policing Unit, which
works directly with community
neighbourhoods in an attempt
to solve public safety and
crime concerns with unique
approaches.
The department’s Crime
Prevention and Community
Relations Unit revamped
the school programs offered
by Community Constables.
All schools across the region
now receive comprehensive,
consistent safety programming,
highlighting issues like drug
abuse and bullying.
A significant advancement
in technology in patrol cars
occurred with video cameras,
Automated Vehicle Locators
(AVL) and cell phones being
added to police cars for officer
safety and assistance.
As a result of the G-7
Finance Ministers meeting in
Halifax, Halifax Regional Police
improved its public order
capabilities, including additional
equipment for the Public Safety
Unit (PSU) and Emergency
Response Team (ERT).
Halifax Regional Police, in
cooperation with the RCMP
and other law enforcement
agencies, completed a
two-and-a-half year probe
into organized crime in the
area. A number of significant
arrests were made, and as a
result, local organized crime
activities have been disrupted.
Current Initiatives
An important part of the
continuing success of
Halifax Regional Police is a
strong succession plan that
includes a focus on
education and continuous
learning. A number of
programs are being put in
place to help shape leaders
of the future to ensure
Halifax Regional Police
remain an insightful and
well-informed team that lead
and partner in our community
to “Serve and Protect”.
Halifax Regional Police
remain committed to improving
dated technology to enhance
service and safety standards to
the community. A new
Computer-Aided Dispatch and
Records Management System
(CAD-RMS) will soon replace
the current system.
HRP’s distinguished service
model is based on
commitment-to-community. A
second round of Town Hall
Meetings will take place in the
Fall as follow-up to meetings
held last year.
To assist in the development
of new safety programming
and continuing neighbourhood
involvement, HRP has also
hired a full-time Volunteer
Coordinator. All volunteer
programs will incorporate the
National Standards of Practice
and Canadian Code for
Volunteer Involvement.
Halifax Regional Police will
host about 300 chiefs from
across the country during the
97 th annual meeting of the
Canadian Association of Chiefs
of Police in August of 2003.
HRP’s jurisdictional area is
approximately 200 sq. km
average response time is
5.25 minutes
263 average calls per day
550 pieces of lost property
returned
18,000 pieces of potential
evidence stored
Emergency Response Team
(ERT) activated 12 times
Police Service Dogs make
132 K-9 assisted arrests
13 suspected bomb and
25 suspected anthrax cases
375 persons charged and
$3.7 million worth of drugs
seized
53 marked cars
87 unmarked cars
14 Harley Davidsons
2 dirt bikes
1 horse
6 dogs and handlers in the
K-9 Unit
1 mobile community office
School liaison program (left) and officer with cruiser (right), both circa 1980 ▼
26

Public Safety RCMP
Accomplishments
The management team
for the greater Halifax
Detachment has been
consolidated into one
location and is in a better
position to direct the
activities of the RCMP
offices throughout the
Municipality.
Community Policing and
The Drug Abuse Resistance
Education (DARE) programs
continue to make our
communities a better and
safer place to live.
The second phase of the
Canada/Scotland Police
Constable Exchange
concluded on November 1,
2001. The exchange, which
occurred between a
constable in the Halifax
Detachment and a
constable in the Lothian
and Borders Police, was a
great success as a further
understanding of the
potential uses for
community partnership
building was obtained.
A Business Crime
Prevention Seminar was
organized by the
Community Policing Office
in Fall River. The one-day
workshop, attended by over
70 participants, focused on
ways to prevent crime and
help local business prosper.
In the last year, all
RCMP supervisors attended
a two day Supervisor
Training workshop to
promote and ensure
consistency and team work
throughout the area of
Halifax Detachment.
Cst. Shaun Smith, RCMP, and Cst. Jackie Muller, Lothian & Borders Police ▼
Current Initiatives
ATV (All Terrain
Vehicle) Enforcement Task
Force will tackle the problem
of improper use of ATV’s,
safety and property damage
throughout rural HRM.
“Be Bright, Think
Right” is a new program
that school liaison Members
will be presenting to
elementary schools this fall,
featuring Internet safety,
bullying , diversity respect
and bus safety.
Joint-plainclothes Drug
Enforcement operations
with Halifax Regional Police
have been very successful.
This effort will continue.
A two-member Sexual /
Family Violence Investigation
Team has been established
using existing resources, to
ensure quality and
consistent investigations in
this sensitive area. The team
handles the investigations
throughout the Halifax
Detachment Area, with the
primary mandate being
child sexual assault cases.
At a Glance
11 community policing
storefront offices operated
by the community with
volunteer staff
2 residential policing
arrangements in rural areas
44, 950 files opened by the
Halifax Detachment in
2001
167 RCMP Officers,
policing in excess of
160,000 citizens in an area
covering approximately
95% of the land mass of the
Municipality.
Police-to-Population
ratio: one police officer to
1004 residents
Approximately 16,423
tickets issued by the
Highway Patrol
2 police service dog teams,
responded to more than
594 service calls
650 volunteers
69 police vehicles
4 motorcycles
2 all terrain vehicles
4 boats
School liaison class ▼
27

Public Works & Transportation Service
At a glance
90 construction tenders
issued
Accomplishments
Public Works and
Transportation Services
continued its participation
in a Canadian Stormwater
/ Wastewater Benchmarking
Program, joining 50+
Canadian municipalities in
focused comparison of
operations and processes.
The project outcomes may
include operational process
adjustments to enhance
effectiveness and
efficiencies.
The Wastewater
Discharge Bylaw #101,
approved by HRM Council
in July 2001, has enabled
staff to implement the
Pollution Prevention
Program to regulate the
quality of wastewater
discharge.
Public Works and
Transportation participated
in initiating the
infrastructure asset
management component of
the Corporate Priority Land
Information System (LIS)
Project.
Occupational Health
and Safety diligence was
enhanced through hiring of
a Training and
Occupational Safety Officer
to develop, implement and
promote safe work practices
in Public Works and
Transportation Services.
Advanced Council
approval of a portion of the
2002/03 Capital Budget
allowed staff to obtain an
earlier start and
implementation of
approved 2002/03 capital
projects.
Current Initiatives
Under the Infrastructure
Asset Management
Program, data collection on
all assets and process
mapping will continue.
Master plans will be
developed to identify
requirements, timelines and
cost estimates for the
phased upgrading of
existing wastewater
treatment plants and
sewage pumping stations .
Transportation Demand
Management (TDM)
measures will be
implemented to reduce
traffic loadings and to
Public Works fleet, Young Avenue (date unknown) ▼
improve capacity of the
transportation system.
The permitting system
for the Right of Way
Approvals section, which
regulates public right of
way activities to ensure
public safety and protection
of HRM infrastructure, will
be streamlined.
In conjunction with the
Capital District Task Force,
Public Works and
Transportation will develop
and implement strategies to
improve cleanliness in the
Downtown areas.
165,000 tonnes of gravel
placed
88,000 tonnes of asphalt
placed
2,200 metres of storm
sewer installed
250 manholes and
catchbasins installed
32,000 metres of concrete
curb & gutter installed
28,000 sq.m of existing
sidewalk replaced
6,000 sq.m of new
sidewalks installed
1,460 kilometers of streets
maintained
28

23,000 kilometers of
streets swept
6,300 tonnes of asphalt
placed (general surface
patching)
736 kilometers of sidewalks
8,000 Street and traffic
signs manufactured
65,000m of stop bars and
crosswalks
3,800 traffic arrows
repainted
42,500 tonnes of salt used
16,000 tonnes of sand used
Actual snowfall - 264 cm;
Normal snowfall - 188 cm
The average cost to provide
street snow and ice services
was approximately $7,300
per kilometer
80,000 people are serviced
by HRM wastewater
treatment facilities
Approx. 15 billion liters of
wastewater treated annually
Street Sweeper in front of Old Town
Clock (date unknown)
▼
Public Works vehicles (date unknown)
▼
29

Planning & Development Services
Accomplishments
The Capital Cost
Contribution (CCC) Program
provides a new framework
for funding oversized
infrastructure (e.g. collector
roads, interchanges, trunk
sewers) required to service
new development. It allows
the municipality to be much
more proactive in ensuring
that adequate hard services
are in place to meet the needs
of planned growth.
The Secondary Planning
Strategy for Sackville Drive,
approved by Regional Council
in May, will provide guidance
for change along the street.
The Plan depicts a desired
future for Sackville Drive,
predicated on sustaining and
improving the business
community, economic health,
local quality of life, pride and
community identity.
The Wentworth/Bedford
South Master Plan along the
Bedford Basin was approved
by Regional Council in July.
The Plan will provide policy
direction regarding land use
allocation, development
standards, environmental
protection and municipal
service provision for a
community that is anticipated
to reach a population of over
12,000 over a build out period
of between 15 to 25 years.
In cooperation with key
stakeholders, a new “Permit
Application Guide” is being
piloted. This guide applies
to large development projects
such as apartments, shopping
centres, and other
commercial buildings and is
intended to improve
customer service to the
construction industry.
30
After extensive community
consultation, concerning the
management of Construction
and Demolition (C&D) waste,
new policies and regulations
were adopted in all 18 of
HRM’s community planning
strategies and land use by-laws.
Current Initiatives
The Community and
Regional Planning Section’s
priority for the next two-tothree
years is creating the
Growth Management
Strategy Component of
HRM’s Regional Planning
Project. The purpose of
this part of the Regional
Plan is to provide direction
in land use planning
practices and policies and
Capital infrastructure
spending to achieve
efficient, economically-viable,
healthy projects and
environmentally- sustainable
settlement patterns.
Planning staff have
recently completed a set of
draft land use policies for the
Halifax waterfront designed
to create a new vision for
open space, views and
residential and commercial
development. These policies
follow from a design study
undertaken on behalf of
HRM and the Waterfront
Development Corporation.
Public information meetings
on the proposed new policies
will be held in the Fall of
2002, with a view to making
a recommendation to
Regional Council by the end
of 2002.
In consultation with
stakeholders in the building
and development
community, Planning and
Development Services has
prepared a regional
subdivision by-law which will
harmonize all existing
regulations into one document.
Broader community
consultation will occur before
the Subdivision By-law is
presented to Council.
Planning and Development
Services, working in
cooperation with Fire and
Emergency Services and
Community Projects, has
prepared a draft regional
by-law for residential
occupancies. It is anticipated
that the by-law will be
adopted by Council within
the next year.
Former site of Sackville Downs
▼ Then
Brunswick Street today ▼
At a Glance
1,830 new building lots
approved for construction
in 2001, 210 more lots
than in 2000
Approximately 3,669 building
permits issued in 2001
Estimated total value of new
construction in 2001 was
$421+ million; $151 million
of this was in the form of
commercial, industrial and
institutional developments,
while the remainder was in
residential
Estimated total value of new
construction in 2001 was $85
million lower than in 2000,
representing approximately a
16% decrease. (It should be
noted that 2000 was an
abnormally high year in
construction value, especially
in the commercial and
institutional sectors).
▼ Now

Real Property Services
In October of 2001, Real
Property Services (RPS) was
created through a merger of
Building Management
Services and Corporate Real
Estate Services. This merger
placed all of HRM’s real
property activities 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
stock of buildings and
facilities.
Accomplishments
The implementation of
the SAP Real Estate (RE)
module will give Real
Property Services better
control over its inventory of
HRM buildings and
property. The RE module
tracks both financial and
nonfinancial information
(such as square footage,
usage information, address,
location, various
characteristic data and
contractual data, etc.)
Collection of the data for
the first 50 buildings was
completed in December of
2001.
Real Property Services
website was launched in the
Spring of 2002, featuring
property information and
sale prospectuses (http://
www.region.halifax.ns.ca/
real_property).
Several major Capital
Projects were completed this
year. Halifax Regional
Police initiated a
consolidation of their forces
at the 1975 Gottingen Street
Headquarters. After an
extensive renovation to the
Eric Spicer Building, 110
HRM staff were relocated to
what is now the single largest
HRM municipal building.
Customer service staff were
moved into new storefront
space in the West End Mall.
This year also saw the
opening of the new Metro
Park parking garage at
Granville, Salter and Hollis
Streets in Halifax. This $11
million state-of-the-art
facility accommodates
approximately 600 cars in a
combination of hourly and
monthly rentals.
Current Initiatives
Business Plan and
Strategic Expansion of
HRM Business and
Industrial Parks under
development; repositioning
of Aerotech Business Park
and Burnside Park
Expansion Phase 11-1.
Extensive renovations to
the former Richmond School
and the Knightsridge Fire
Station and construction of
new fire stations in Beaver
Bank /Kinsac and Highfield
Park.
Implementation of an
Apprentice Program for
trades persons in Facility
Operations.
Portfolio Rationalization
and Development of
Opportunity Parcels in Real
Estate Services.
Develop and implement
Service Level Agreements
with internal and external
customers.
At a Glance
HRM owns more than 7,500
acres of land (excluding
streets and roads) - twice the
size of the Bedford Basin
HRM owns 300+ buildings
— less than 100 are either
leased or on hold pending
their sale or disposal; the
rest are used by HRM for
its own purposes
HRM spends about $9
million a year operating and
maintaining buildings
Annually RPS processes more
than 8,232 work orders
Currently, RPS has 90+ active
Capital Projects, for a total
value in excess of $30M
12 Business and Industrial
Parks housing 1,600+ companies
Real Estate Transactions
processed by type:
Disposals 41%; Acquisitions
39%, Lease 9%, Other 11%
Surplus property sales
resulted in a total revenue
of $2.5M, consisting of 14
transactions
Capital property acquisitions
totalled $0.5M, consisting of
five transactions
40,000 sq. ft. of space leased
externally representing
$0.675M in new and/or
sustained gross revenues
Lot Sales in the Business Parks
resulted in a total revenue of
$3.6M consisting of 26
transactions
31

▼
Shared Services
At a Glance
2,000+ daily visits to the
HRM Website
Accomplishments
The Customer Service
Centres have increased their
service to the public with a
new site at West End Mall
and an upgrade of the Scotia
Square location. The Service
Centres are open for
extended hours during busy
tax periods, and provide a
number of online business
transactions and personal
enquiry options.
From its new location at
the Eric Spicer Municipal
Building, the Corporate Call
Centre has extended business
hours from 7:30 am to 10:00
pm daily, to provide the
public with greater telephone
and online access to HRM
information and services.
Fleet Services has ordered
35 new buses, scheduled to
arrive in December 2002.
The Civic Address Project
has resulted in 85,000 new
addresses and 170 new streets
being identified and added to
the HRM civic address
database. The new database
will enable the
implementation of new
dispatch systems and will
enhance HRM capabilities
around emergency response.
The HRM Website
continues to expand to
include more information on
HRM services and business
partners, such as the Halifax
Water Commission and the
HRM Grants Program.
The HRM Printing
Centre has been upgraded to
increase quality and capacity,
with new equipment for high
speed, colour copying.
Current Initiatives
Functionality on the
HRM Website will continue
to be increased, including e-
commerce and online
mapping services.
The LIS Customer Service
Project will revolutionize the
way HRM is able to provide
service to its customers -
duplicate data entry will be
eliminated and maintenance
crews’ time on administrative
tasks and reporting will be
reduced, thereby ensuring a
faster response rate for the
HRM customer.
A Fleet Operational
Review will identify areas
where HRM’s Transit
maintenance cost efficiencies
can be achieved and
reliability improved.
The Geographical
Information Services (GIS)
section has rolled out a
desktop mapping service to
internal clients and is
working towards developing
a more comprehensive
mapping service for the
HRM Website.
Six Customer Service Centres
processed 200,000 payment
transactions; 2,000+ marriage
licenses; 11,500 parking
ticket payments; and nearly
400 pesticide related
transactions
Call Centre and Dispatch
Service processed 1 million+
incoming calls, with 85% of
those calls answered in 25
seconds or less
1,900 + marketing and design
projects completed
Maintains 600 operational
vehicles; 800 pieces of small
equipment; 177 buses, four
community transit buses, and
17 access-a-buses; and three
ferries
9.9 million images on the
press and high speed
photocopier
Production of Gross Payroll
and HRIS (Human Resource
Information System)
database management for
entire HRM employee group
The HRM Printing Centre
32

Solid Waste Resource Services
Accomplishments
MIRROR Nova Scotia
completed the construction
of Otter Lake Residuals
Disposal Facility Cell
Number 3 in December
2001 at a cost of $11.5
million, along with related
storm water retention
improvements.
Short term Organics
Composting Contingency
Plans were developed and
tested in response to service
interruptions and construction
at HRM Compost Plants.
Also, regular arrangements
were established for separate
collection and processing of
leaf and yard wastes.
A thorough review of
communications and
educations activities was
completed, including focus
groups to identify best
practices; increasing use of
radio and television to
reduce contamination at
composting and recycling
facilities; and the development
and first HRM-wide
distribution of revised
Collection Calendar and
new “What Goes Where” card
for residential collection.
Solid Waste Resources
partnered with HRM Parks
and Recreation Services on
a FCM Green Fund Project
to test and market solid waste
compost as a soil amendment
for sports fields.
Also, it worked closely
with Planning & Development
Services on the implementation
of a construction and
demolition waste management
strategy for the municipality.
Current Initiatives
Solid Waste Resources
will be partnering with
Metro Transit on the
“Recycle Right” education
campaign, supporting the
new RRFB Enviro-Depot
Paint Recycling Program
beginning June 1, 2002, and
launching a Worm
Composting Pilot Program at
Eric Spicer Building, and
École Beaubassin.
Joint efforts to expand
waste reduction and
stewardship, through the
Nova Scotia Regional Chairs
of Solid Waste Resource
Management, the Federation
of Canadian Municipalities
and others, will continue.
Various components of
the Waste Resources Systems
Futures Study will be
undertaken to evaluate
overall performance, and to
prepare for a series of major
contract renewals for
collection and processing
over the next few years.
Systems and procedures
will be improved for
monitoring and reporting
on waste collection and
processing activities, and
related customer service
inquiries.
Former open dumpsite at Fairview
Cove, Halifax North, circa 1972
▲
▼ The new Otter Lake waste facility
At a glance
20,000 tonnes of containers
and paper recycled
41,000 tonnes of organics
composted
145,000 tonnes of refuse
processed
30,000 homes visited with
solid waste information
through the Neighbourhood
Assistance Program
Distributed three editions
of the new “Naturally
Green” newsletter to
115,000 households
33

Tourism, Culture & Heritage
Accomplishments
Provincial enabling
legislation and a Halifax
Regional Municipality
Marketing Levy By-law
were passed to allow the
collection of a 1.5% tax on
hotel room sales, which will
provide incremental funding to
coordinate marketing efforts in
the HRM.
Capital District Task
Force and partners unified
maintenance efforts to deliver
a cleaner, visually attractive
downtown business district.
Culture and Heritage
entered into six new
Heritage Tourism
partnerships (Bicentennial
Theatre, Halifax Public
Gardens, Alderney
Landing, Acadian House,
Nova Scotia Sport Hall of
Fame and Coastal Heritage
Trail of St. Margaret’s Bay)
and two new cost-sharing
partnerships with Parks
Canada (Hydrostone and
George’s Island).
A web site, created
specifically for the
Entertainment Season
Campaign, resulted in
thousands of packages sold
for HRM tourism industry
partners, for the November
— April time frame.
In December of 2001,
Civic Events and Festivals
took on the planning of the
Christmas Tree Lighting
event in the Grand Parade,
resulting in an expanded
event which drew in excess
of 5,000 spectators to
downtown Halifax during
the Christmas shopping
season.
Current Initiatives
The Capital District
Task Force is embarking on
several exciting urban
design and development
projects, strengthening our
position as the “Business
and Tourism Capital of
Atlantic Canada”. The
Capital District Vision sets
the stage for several exciting
projects to be initiated over
the coming year.
The Visitor Services
Strategy is focused on
enhancing the quality and
level of service offered to
visitors, while ensuring the
most effective use of
resources. The overall
strategy will result in an
evolution of the role of
Visitor Services from
providing “centralized”
solutions to facilitating,
supporting and coaching
communities to find “local”
solutions. Over the next two
to five years, communities
will be given the opportunity
to take ownership of the
development of their local
tourism potential.
The Culture and Heritage
Division is implementing a
Heritage Incentives Program
and will be piloting a Public
Art Policy in the Capital
District, as part of the larger
Cultural Policy development
initiative.
Halifax Regional
Council has approved the
establishment of an Events
Reserve, which will be
funded through a portion
of the Marketing Levy. It
will be used to fund HRM
costs of bidding, promoting
and hosting of major events.
There is current investment
of more than $500,000 in
cultural and heritage assets
owned by HRM through the
Culture and Heritage Reserve.
This will help to achieve a
balance between urban
investment projects such as
Halifax City Hall, and rural
development projects such as
Bicentennial Theatre.
Destination Halifax is a
private/public partnership
intended to broaden the
efforts of tourism
marketing for all of HRM.
34
Captain Hayes in Mi'kmaq Chief’s ceremonial dress,
mid-1800’s. (Private collection)
▲

At a Glance
Cruise business reached a
record in 2001 with 160,000
cruise passengers on 96 cruise
calls representing a 16 %
increase over the previous
year — the number of cruise
passengers visiting Halifax
has increased by 50 % in
three years
Economic spin-off from the
cruise ships will contribute
more than $16 million to the
HRM economy in 2002
240,000 copies of the
Greater Halifax Visitor
Guide distributed in 2001
Visitor Information Centres
served 160,000 visitors in
HRM in 2001, an increase of
11% over the previous year
Tourism revenues in HRM
estimated between $600
and $700 million annually
25,000+ visits were made to
the Entertainment Season
web site from November
2001 to April 2002
▲ Peggy’s Cove (circa 1920)
Public Archives of Nova Scotia
▲
Peggy’s Cove today
35

Transit Services
Accomplishments
The Cobequid Park & Ride
Lot in Lower Sackville, the
most popular of all Metro
Transit’s 12 Park & Ride sites,
was expanded. The lot was
enlarged by 60 spaces and
now offers approximately 150
spaces for transit commuters.
A new Mumford Transit
Terminal at Halifax Shopping
Centre Annex was built in
partnership with Halifax
Shopping Centre and opened
in December 2001. The new
transit facility includes an
indoor waiting area, public
washrooms and a Tim
Horton’s coffee shop, as well as
luncheon and washroom
facilities for bus operators.
Accessible Low floor (ALF)
bus service was expanded in
August 2001 to include the
Route #54 Montebello in
Dartmouth, bringing the total
to three completely accessible
bus routes on the conventional
transit system. The
introduction of low floor buses
to the # 54 Montebello now
allows for accessible travel
between Dartmouth and
Halifax via the Alderney Ferry
Service.
One of the first initiatives
undertaken in conjunction
with HRM’s Prestons Service
Development Project was the
extension of Transit Service to
North Preston with the
expansion of the Route #61
Auburn.
Current Initiatives
2002 marks the 250 th
anniversary of the Halifax
Harbour ferry service and a
number of events are planned
throughout the year to
commemorate this anniversary.
Established in 1752, the ferry
service, operated by Metro
Transit since 1995, is said to
be the oldest continuous
36
saltwater passenger ferry
service in North America.
A Strategic Review Report
which was undertaken in 2001
by IBI Group, an independent
transit consultant, was presented
to Regional Council in March
2002. It recommended service
standards, service strategies and
infrastructure replacement, and
expansion needs.
Once approved, improvements
and enhancements of the
Transit Service will not be
implemented simultaneously,
but over a number of years.
This is a multi-million dollar
project which will require
cooperation and advance
planning from a number of
other HRM Business Units.
Thirty-two low floor buses are
currently on order as part of the
2001 and 2002 Fleet Replacement
Programs, with delivery expected
in December 2002.
Approval has been received
and negotiations are ongoing
for the Purchase of Land for a
new Cole Harbour Transit
Three trolleys on the Macdonald Bridge, February 1955, advertising the beginning
of service to Dartmouth
The “Halifax” (originally the “Annex II”) crossed the harbour in service for 45 years,
(1911-1956). Purchased in the United States it had a marine beam engine, which
proved to be problematic in our harsh winters. The earlier ferries all had British
side lever engines ▼
▼
Terminal, which was identified
in the Transit Strategic Review.
Metro Transit has joined
with the Canadian Urban
Transit Association and its
other member transit
properties to conduct an
ongoing, two year major
public awareness advertising
campaign. The awareness
campaign is entitled the “VIP
Campaign”, which stands for
Visibility, Imaging and
Positioning. The VIP
Campaign is based on
extensive research which shows
that communities with public
transit services offer
opportunities to people from
every walk of life by providing
access, mobility and freedom
to accomplish what is
important to them.
Transit Services is working
closely with the Regional
Planning Group to support the
ongoing “Healthy Growth for
HRM” exercise, as
transportation issues have been
identified as a priority item in
the initiative.
At a Glance
47 bus routes
177 buses
354 transit shelters
8 bus terminals
3 ferry terminals
17 Access-A-Bus vehicles
4 Community Transit buses
14 Low Floor Accessible buses
3 Ferries
12.9 million passenger
trips were taken on the
conventional bus service
1.4 million passenger trips
were taken on the ferries
50,000 passenger trips
taken daily on the buses —
8,000 in the downtown core
55,000 passenger trips are
provided daily by all Metro
Transit Services
Transit ridership increased
2% in 2001/02
Fixed-route buses travel
approximately 8.4 million
kilometers annually

Awards & Recognition
The Halifax Regional
Library Service has, over the
past year, been the fortunate
recipient of a prestigious
Lieutenant Governor’s Award
for Architecture (for the
Keshen Goodman Library),
as well as, several grants
totalling more than $ 300,000.
This generous funding has
been vital in allowing the
Library Service to develop
and deliver excellent
programming in the areas
of Infant, Preschool and
Adult Literacy, IT workshops,
Youth Reading Support,
and ESL workshops.
Specific initiatives such as
C@P, Summer Reading
Program, Baby’s First Books
and Share the Stories, were
also made possible by
government and corporate
grants from Industry
Canada and the Nova
Scotia Technology and
Science Secretariat, Imperial
Oil, the IWK Health
Centre External Grants
Program and Coca-Cola.
The Canadian Centre
for Pollution Prevention
presented a 2002
Appreciation Award to
Halifax Regional
Municipality in recognition
of advancing pollution
prevention and
environmentally sustainable
initiatives across Canada.
Lufthansa, the German
national airline named its
new Airbus A340 after
Gander and Halifax for
their role in providing
assistance to stranded
travelers on flights diverted
to these two Canadian
communities as a result of
the September 11 th , 2001,
terrorist attacks.
Barry Manuel, EMO
Coordinator for HRM, was
chosen as the first recipient
of the Metropolitan Halifax
Chamber of Commerce’s
“Person of the Year” award.
Barry’s picture graced the
cover of the Chamber’s
magazine “Business Voice”
for the month of January.
Barry was honoured for the
tremendous work he did
when HRM had to provide
safe haven for more than
8,000 air travelers whose
flights had been diverted to
Halifax as a result of
terrorists events in New
York and Washington on
September 11 th . Barry is
truly committed to his
work, is able to draw out
the best in people during
times of crisis or emergency,
and respect for Barry’s
EMO abilities and people
skills extends well beyond
HRM circles.
Chief David McKinnon,
Halifax Regional Police was
named an Officer of the
Order of Merit of Police
Services by Her Excellency
the Right Honourable
Adrienne Clarkson, Governor
General of Canada. The
Order of Merit of the Police
Forces was approved by
Queen Elizabeth II in
October 2000 as a means of
recognizing exceptional
merit and service by active
members and employees of
the Canadian Police Forces,
whose contributions extend
beyond protection of the
community. Chief McKinnon’s
investiture recognized the
tremendous professional
and personal dedication
that he has for policing
services and the community.
▲ Barry Manuel, first recipient of the Metropolitan Halifax Chamber of
Commerce’s “Person of the Year” award.
▲ Chief David McKinnon, Officer of the Order of Merit of Police Services with
Her Excellency the Right Honourable Adrienne Clarkson, Governor General of
Canada.
Signing ceremony with German national airline Lufthansa, which named its new
Airbus A340 after Gander and Halifax ▼
37

Condensed Financial Information
Halifax Regional Municipality Condensed Financial Information (000’s) for the year ended March 31, 2002
Budget Actual Actual
2002-2003 2001-2002 2000-2001
Summary of Statement of Operations
Revenue:
Non-Departmental Revenues 409,670 399,620 379,719
Departmental Revenues 86,582 81,436 78,976
Total Revenues 496,252 481,056 458,695
Expenditure:
General Government Services 45,945 44,340 44,237
Transportation Services 32,542 32,213 31,506
Protective Services 94,066 89,514 84,550
Environmental Health Services 44,119 43,634 39,653
Environmental Development Services 52,621 53,922 49,350
Recreation and Cultural Services 27,362 25,554 23,281
Library Services 14,720 14,295 12,644
Fiscal Services:
Education Costs 80,766 79,743 78,954
Debt Servicing Costs 35,565 35,800 39,138
Capital from Operating 22,089 16,856 10,216
Transfers to Outside Agencies 13,233 13,972 8,649
Transfers to Reserves 6,142 7,137 6,090
Other Fiscal 27,082 22,367 28,385
Total Expenditures 496,252 479,347 456,653
Surplus for year 0 1,709 2,042
Excerpts from Capital Balance Sheet
Fixed Assets:
Land 126,211 124,842
Buildings 321,223 312,678
Infrastructure 752,077 730,852
Machinery and Equipment 108,023 103,049
Total 1,307,534 1,271,421
Long Term Debt issued and outstanding 243,612 253,893
Equity in Capital Assets 1,086,283 1,041,711
Excerpts from Reserve Funds Balance Sheet
Capital Reserve Funds - Available Equity 34,608 32,218
Operating Reserve Funds - Available Equity 74,218 61,683
Excerpts from Operating Funds Balance Sheet
Taxes Receivable 28,109 34,394
as a % of Taxes Billed 7.86% 10.33%
HRM’s audited financial statements are available through Financial Services.
38

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