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The City of Winnipeg Annual Financial Report 2011 Vision to Be a Vibrant and Healthy City Which Places Its Highest Priority in Quality of Life for All Its Citizens

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The City of Winnipeg Annual Financial Report 2011 Vision to Be a Vibrant and Healthy City Which Places Its Highest Priority in Quality of Life for All Its Citizens The City of Winnipeg Annual Financial Report 2011 Vision To be a vibrant and healthy city which places its highest priority in quality of life for all its citizens. Corporate Mission Working together to achieve affordable, responsive and innovative public service. CITY OF WINNIPEG 2011 ANNUAL FINANCIAL REPORT | 2 Table of Contents Introductory Section Financial Section Message from the Mayor ................................................ 5 Report from the Chief Financial Officer Message from the Chief Administrative Officer ............. 6 Financial Statement Discussion and Analysis ............................................27 City Council ..................................................................... 9 Responsibility for Financial Reporting ........................... 45 Senior Administrators ...................................................... 9 Auditors’ Report ............................................................ 46 Winnipeg’s Economic Profile ......................................... 10 Consolidated Financial Statements ...............................47 Service Highlights .......................................................... 16 Five-Year Review ........................................................... 75 Manitoba Cataloguing in Publication Data. Winnipeg (MB). City Contact Information ................................. 77 Corporate Finance Dept. Annual Report. Annual Report year ends December 31. Continues: Winnipeg (MB). Finance Dept. Annual Report. ISSN: 1201-8147 = Annual Report-City of Winnipeg. 1. Winnipeg (MB) - Appropriations and expenditures-Periodicals 2. Finance, Public - Manitoba-Winnipeg-Periodicals HJ9014.M36W56 352.1710912743 3 | CITY OF WINNIPEG 2011 ANNUAL FINANCIAL REPORT CITY OF WINNIPEG 2011 ANNUAL FINANCIAL REPORT | 4 Message from the Mayor Winnipeg on Growth Trajectory In Winnipeg, 2011 will always be invested in playground renovation, including replacing play remembered as the year the Jets equipment, playground surfaces and more. With support from returned. The team’s return gener- the Province of Manitoba, the City of Winnipeg completed four ated enthusiasm, energy and civic splash pads and work started on seven more. pride, boosting a sense of certainty City Council also approved an ambitious waste minimization that Winnipeg is destined for great strategy designed to significantly boost Winnipeg’s low diversion things. Some highly visible multi- rate of 15% by providing uniform and equitable garbage collec- million dollar projects within the tion service for residents, together with more opportunities to re- City’s boundaries reinforced this op- duce and recycle. It is expected that Winnipeggers will embrace timism. As the months went by, the the new services and increase our diversion rate to more than Canadian Museum for Human Rights began to reach upward, 50%. The new garbage and recycling services will be phased in taking its place on Winnipeg’s downtown skyline. Then, in the starting August 2012. City’s south end, a ground-breaking ceremony took place on the site of the new stadium for the Winnipeg Blue Bombers. The SpeakUpWinnipeg, a multi-faceted public engagement initiative City of Winnipeg is on a growth trajectory, creating an environ- through which over 42,000 citizens and stakeholders gave their ment where more and more people want to live, work and play. vision of what Winnipeg might look like in the future, culmi- nated in the development of OurWinnipeg, which was adopted With the support of the City of Winnipeg’s tourism and devel- as the plan that will guide the physical, social, environmental and opment agencies, such as Economic Development Winnipeg, economic development of our city over the next 25 years. The Tourism Winnipeg, CentreVenture, and Yes!Winnipeg, an- OurWinnipeg/SpeakUpWinnipeg initiative earned the City the nouncements came one after another, with plans to turn neglect- Canadian Institute of Planners Award for Planning Excellence. ed buildings into modern developments, including commercial and residential projects such as the Avenue Building on the City’s In 2011, City Council supported the Winnipeg Police Service main thoroughfare, Portage Avenue. Major, private investment and the Winnipeg Fire Paramedic Service with new infrastruc- in the City’s downtown, such as Longboat Development Corpo- ture. In February, the Winnipeg Police Service helicopter flew ration’s hotel complex, demonstrate the confidence that inves- into the air for the first time, responding to nearly 2,000 calls tors have in the future of Winnipeg. As a result, the number of and assisting with 135 arrests. Council also approved the replace- vacant buildings in our City is dropping, while investment dollars ment of three existing Fire Paramedic stations as well as the con- continue to climb. The City of Winnipeg continues to encourage struction of a new one. those who have a bold vision for what Winnipeg can achieve. In closing, I want to mention the achievements of the City’s At the same time, the City is investing in basic infrastructure Aboriginal Youth Strategy. Working with community-based or- vital to remaining attractive to investors. Through public-private ganizations to support employment-based programs, education partnerships, the Chief Peguis Trail Extension project was com- and job training, hundreds of Aboriginal youth gained experi- pleted in December, 2011, on budget and a year ahead of sched- ence and employment, as well as recreation opportunities that ule. Later named Manitoba’s best-managed project by the Proj- they would not have experienced otherwise. I believe Aboriginal ect Management Institute, the Chief Peguis Trail Extension has youth are one of the City of Winnipeg’s greatest assets, and the become a best practice model for public-private partnerships. key to helping them realize their potential is a commitment to The reconstruction of the Disraeli Bridges project is Winnipeg’s education and mentorship. largest bridge project ever and will carry 42,000 vehicles per day, I encourage you to read through the report to learn more about making the movement of commerce and people much more ef- all the City of Winnipeg has to offer. ficient than it is today. For the City of Winnipeg, 2011 was also about improving ser- vices for citizens, with recreation at the top of the list. Com- munity centres, including Winakwa, Southdale, Linden Woods, Sturgeon Heights and Sinclair Park all received major facelifts. Mayor Sam Katz Winakwa, for example, nearly doubled in size. The City also 5 | CITY OF WINNIPEG 2011 ANNUAL FINANCIAL REPORT Message from the Chief Administrative Officer As opportunities unfold in Winni- Good planning, in every profession and discipline, has laid a peg – of a number and quality not foundation for civic progress. Building on that foundation has seen for many years – Winnipeg’s meant developing new and effective partnerships: with busi- Public Service is excited to play a nesses, not-for-profit organizations, educational institutions, key part in this good news story. We community groups and individuals, and other levels of govern- are working to support our Mayor ment. Every addition to Winnipeg’s skyline and improvement and Council in their priorities, and to Winnipeg’s streetscape is the result of a constructive conver- help citizens make the most of life sation, or many conversations, that led to a partnership. in one of Canada’s great cities. In As a public service, we are proud to assist Council in pursuing 2011, our goal was to excel in our innovative partnerships. In initiatives from the development of role as planners, partners, and service providers in the com- a new Sports, Hospitality, and Entertainment District, to the munity. exploration of service-sharing with neighbouring municipali- Winnipeg is a great place to live, work, and invest. KPMG re- ties – we are working to be a creative catalyst, supporting the cently reported that Winnipeg is the most cost-competitive of citizens, businesses, and organizations whose good ideas make 25 key western Canadian and Midwestern U.S. cities it sur- sustainable growth possible. veyed. The Conference Board of Canada expects our metro- Above all, we never forget, as public servants, that we are ser- politan population to grow by 48,000 people over the next five vice providers. Whether we are streamlining permit processes years, and anticipates that our economy (including our manu- to make doing business easier, improving training and gear for facturing sector) will continue to grow as well. firefighters and paramedics to keep citizens safer, working to Careful fiscal planning through the City’s multi-year budget ensure young people have access to quality recreation, or com- process has been crucial to helping Council achieve its goals. ing together in every department to make flood preparations Today, Winnipeg has among the lowest property taxes and op- – as staff did so capably in 2011 – maintaining a high standard erating costs in Canada. Both Standard & Poor’s and Moody’s of service to citizens is always our goal. Investors Service recently reaffirmed Winnipeg’s credit rating, Thank you to all the members of Winnipeg’s Public Service for at AA, and Aa1, respectively, with the former agency noting your efforts in 2011, and thank you to the Mayor and Council that its rating reflects its assessment of “the city’s healthy bud- for the opportunity to help you serve the community. We will getary performance, robust liquidity, and strong economic per- continue to offer our best ideas,
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