Annual Report 2000 - Halifax Regional Municipality
Annual Report 2000 - Halifax Regional Municipality Annual Report 2000 - Halifax Regional Municipality
Major Initiatives Multi-Year Financial Strategy/Business Planning T he Halifax Regional Municipality provides a broad range of programs and services of benefit to its citizens. Since amalgamation, the municipality has faced external and internal challenges that placed significant pressures on financial resources. The 2000/2001 Budget represents significant improvement in the municipality’s financial health and has earned the municipality a letter of commendation from the Metropolitan Halifax Chamber of Commerce. The improvements are such that tax rates are 1% lower than in 1998/99; there is no forecast deficit; reserves are at $74.3 million dollars; and the debt is being gradually reduced. The responsibility for this success stems, in large part, from the Multi-Year Financial Strategy. In May, 1998 a Multi-Year Financial Strategy committee was formed consisting of municipal staff and community members. Principles of financial management were adopted by Council in December 1998 which provided a framework for business planning, operational effectiveness and discipline and restraint in spending and funding. A Reserves Policy was adopted by Council, along with a Capital Spending Policy and Capital Debt Policy. In line with the Multi- Year Financial Strategy, a phased-in business planning process was introduced in 1999, focused on doing the right things right. As of March 2000, over 80 business plans were drafted, forming the basis for the development of the 2000/2001 budget. The 2000/01 budget was based primarily on service levels provided in the previous year and new initiatives that focus on Council’s strategic directions and was on “getting the right fit” for the many business - and service units. Improving customer service was a priority. Alignment 2000 took into consideration people, structure and processes, resulting in many functions being streamlined and others being bundled into The context for the business planning process was set by Council in the establishment of key business strategies, expressed in terms of outcome statements and strategic directions. The implementation strategies in support of these business strategies were included in the business plans. business strategies, along with initiatives that support the Multi-Year Financial Strategy. With the Multi-Year Financial Strategy and Business Planning Processes in place, a review of service delivery and the ability to improve on that service delivery was undertaken. The emphasis new business or service units. This process will continue until the “right fit” is achieved. The commitment and dedication of Council and staff during the past year has ensured that the municipality’s financial capacity has improved, and will continue to stabilize and strengthen. 10
Major Initiatives 20/20 Vision Exercise I n July, 1999 Halifax Regional Municipality agreed to a public consultation, HRM 20/20, that will result in a new vision for HRM. This consultation involved the collaboration of the Metropolitan Halifax Chamber of Commerce, Halifax Regional Municipality, Metro United Way, community organizations, and individual citizens. A volunteer organizing committee for HRM 20/20 set out to develop a consultation process that was inclusive, diverse, easy to understand, and flexible. To facilitate discussion and provide a vehicle in which to articulate ideas, a workbook was developed. There were several ways to participate in HRM 20/ 20: by attending community workshops, by visiting the HRM 20/20 website and filling out the workbook electronically, or by filling out a print workbook. It is estimated that over 700 citizens were directly involved in the process by participating in the completion of workbooks. On June 19, 2000 HRM 20/20 held a Community Forum which was attended by approximately 150 people. The purpose of the forum was to present to the community the findings of the community consultation process and to discuss the implications of what had been heard. A draft vision and values were presented at the session and these formed the basis of discussions relative to a set of strategic directions and next steps. The organizing committee will create a final report based on the individual submissions, the community roundtables and the June 19 forum. The report will incorporate the values expressed by participants. It will outline a common vision for HRM, together with recommended strategic directions to guide our progress toward that vision. HRM has agreed that the report will form the basis of future HRM planning, including the development of a regional plan to guide development initiatives. This is a pioneering effort for our community, the first time that the citizens of HRM have had the opportunity to develop a common vision. 11
- Page 1: A nnual Report 2000 1
- Page 4 and 5: Profile of Halifax Regional Municip
- Page 6 and 7: Council Members 4 th Row: Councillo
- Page 8 and 9: The CAO’s Message “I am proud t
- Page 12 and 13: Major Initiatives Waste Resource Ma
- Page 14 and 15: Community Projects C ommunity Proje
- Page 16 and 17: Financial Services F inancial Servi
- Page 18 and 19: Human Resources The Human Resources
- Page 20 and 21: Parks & Recreation Services P arks
- Page 22 and 23: Planning & Development Services A s
- Page 24 and 25: 24 T Public Safety — RCMP he RCMP
- Page 26 and 27: T Public Safety — Fire & Emergenc
- Page 28 and 29: T Public Safety — 911 Communicati
- Page 30 and 31: Public Works & Transportation Servi
- Page 32 and 33: 32 Real Estate Services & Facilitie
- Page 34 and 35: Tourism, Culture & Heritage 34 I n
- Page 36 and 37: W Solid Waste Resource Services ast
- Page 38 and 39: Awards and Recognition Halifax Regi
- Page 40: Produced by the HRM Corporate Commu
Major Initiatives<br />
20/20 Vision Exercise<br />
I<br />
n July, 1999 <strong>Halifax</strong><br />
<strong>Regional</strong> <strong>Municipality</strong><br />
agreed to a public<br />
consultation, HRM 20/20,<br />
that will result in a new<br />
vision for HRM. This<br />
consultation involved the<br />
collaboration of the<br />
Metropolitan <strong>Halifax</strong><br />
Chamber of Commerce,<br />
<strong>Halifax</strong> <strong>Regional</strong><br />
<strong>Municipality</strong>, Metro<br />
United Way, community<br />
organizations, and<br />
individual citizens.<br />
A volunteer organizing<br />
committee for HRM<br />
20/20 set out to develop a<br />
consultation process that<br />
was inclusive, diverse, easy<br />
to understand, and<br />
flexible. To facilitate<br />
discussion and provide a<br />
vehicle in which to<br />
articulate ideas, a<br />
workbook was developed.<br />
There were several ways to<br />
participate in HRM 20/<br />
20: by attending<br />
community workshops, by<br />
visiting the HRM 20/20<br />
website and filling out the<br />
workbook electronically,<br />
or by filling out a print<br />
workbook. It is estimated<br />
that over 700 citizens were<br />
directly involved in the<br />
process by participating in<br />
the completion of<br />
workbooks.<br />
On June 19, <strong>2000</strong><br />
HRM 20/20 held a<br />
Community Forum which<br />
was attended by<br />
approximately 150 people.<br />
The purpose of the forum<br />
was to present to the<br />
community the findings<br />
of the community<br />
consultation process and<br />
to discuss the implications<br />
of what had been heard. A<br />
draft vision and values<br />
were presented at the<br />
session and these formed<br />
the basis of discussions<br />
relative to a set of strategic<br />
directions and next steps.<br />
The organizing<br />
committee will create a<br />
final report based on the<br />
individual submissions,<br />
the community<br />
roundtables and the June<br />
19 forum. The report will<br />
incorporate the values<br />
expressed by participants.<br />
It will outline a common<br />
vision for HRM, together<br />
with recommended<br />
strategic directions to<br />
guide our progress toward<br />
that vision. HRM has<br />
agreed that the report will<br />
form the basis of future<br />
HRM planning, including<br />
the development of a<br />
regional plan to guide<br />
development initiatives.<br />
This is a pioneering<br />
effort for our community,<br />
the first time that the<br />
citizens of HRM have<br />
had the opportunity to<br />
develop a common vision.<br />
11
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