Annual2001 Report

510 Main Street • , CANADA R3B 1B9 www.city.winnipeg.mb.ca Table of Contents Annual Report 2001

Introduction 2 • Profile of Winnipeg 6 Plan Winnipeg 2020 Vision 7 • Message from the Mayor 8 • Message from the Chief Administrative Officer “To be a vibrant 9 • Message from the Chief Financial Officer 10 • A Responsive Political Structure 11 • Executive and Functional Organization and healthy city • 12 2001 Council and Senior Administrators

The Year in Review which places its • 13 Government and the Economy 16 • Downtown and Neighbourhoods highest priority on 18 • Planned Development, Transportation and Infrastructure 20 • Public Safety, Health and Education quality of life for 22 • Environment, Image and Amenities

Financial all its citizens. 24 Introduction to Financial Statements 25 • Responsibility for Financial Reporting Vision” Statement Plan Winnipeg 2020 Vision 26 • Auditors’ Report 27–46• Consolidated Financial Statements

Statistical Manitoba Cataloguing in Publication Data. 47–50• Five-Year Review Winnipeg (MB). Corporate Finance Dept. Annual Report. General Annual Report year ends December 31. Continues: Winnipeg (MB). Finance Dept. Annual Report. 51 • Key City Contacts 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

PAGE 1 CITY OF WINNIPEG CITY OF WINNIPEG 2001 Annual Report 2001 Annual Report Strengthening our City...building a better downtown.

Portage Avenue A Strong, Vibrant City: Winnipeg is a great the City is a leader in agribusiness, aerospace and Stronger Infrastructure: Winnipeg is building Stronger Downtown: CentreVenture, Winnipeg’s place to live, and a great place to do business. the apparel industry, with Canada’s second-largest a stronger infrastructure for the future, with a downtown development agency, has been working The economy is the most diversified in Canada, its financial services sector, and a growing stake in capital budget that will invest $106 million in aggressively to market the city centre as a place growth is steady, and the cost of doing business is media and biotechnology. Winnipeggers are residential streets and $153 million in regional streets rich in both heritage and opportunities. Projects like among the lowest in North America. Goods from working together to build an even stronger city. and bridges over the next six years. When funding Red River College’s Princess Street Campus, Winnipeg reach anywhere in the world in 48 hours; for priorities like transit, water treatment, and Waterfront Drive, the Provencher Bridge and the e-government is factored in, the total infrastructure True North Entertainment Complex are transforming investment will exceed $1 billion over six years. the downtown.

PAGE PAGE 2 3 CITY OF WINNIPEG CITY OF WINNIPEG 2001 Annual Report 2001 Annual Report Strengthening our neighbourhoods...and preserving our heritage.

A Strong, Vibrant Spirit: Winnipeg’s spirit of community is brighter than ever. Winner of both the national “Communities in Bloom” award and the Canadian “Winter Lights Celebrations” competition, Winnipeg is beautiful, summer and winter. The City is home to world-renowned arts organizations and several professional sports teams. Winnipeg hosts some of the truly great North American festivals, like the Winnipeg Fringe Festival and Festival du Voyageur — events that really have no equal. And in the coming year, the City will host both the World Curling Championships and the 2002 North American Indigenous Games.

A Strong Sense of Home: Winnipeg is beautiful, filled with scenic parks, thriving and prosperous, home to many cultures. The City’s people are the warmest and friendliest in the world. Winnipeg is both a city and a community—it’s a great place to call home! The Exchange District

A Strong Sense of Heritage: Winnipeg abounds Stronger Neighbourhoods: Winnipeg’s in heritage treasures, from The Forks, to Louis Riel older neighbourhoods are being refreshed, House, to the historic Exchange District, whose renewed, and rebuilt, with help from the tripartite collection of terra cotta and stone-cut buildings is Winnipeg Housing and Homelessness Initiative unrivaled in the world. Plan Winnipeg is committed and the joint provincial/city Building Communities to conserving those invaluable resources, through Program. The residents themselves have strategic planning, protection, and adaptive re-use. played an active part in planning and making The City backs up this commitment with heritage these neighbourhood improvements. initiatives in excess of $32 million. Waterfront Drive

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Plan Winnipeg Message from the Mayor of the City 2020 Vision City Council has cut property taxes once Council has adopted A Homegrown again, by 2%, for the third year in a row. Economic Development Strategy, and Following a thorough review and That means a resident with a house valued through an innovative tax credit at $100,000 in 1999 is paying $90 less program, we are actively supporting adoption process, “Plan Winnipeg 2020 Vision” was passed by City annually to the City today, which has been local companies that expand their export Council on December 12, 2001. The Plan is now official city policy accomplished without compromising capacity. Similarly, our Heritage Tax and replaces the previous version, “Plan Winnipeg…toward 2010.” important front-line services. In fact, citizen Credit Program is preserving historic satisfaction with civic services is up from buildings by rewarding entrepreneurs Plan Winnipeg speaks for Winnipeggers. 78 percent a few years ago to 90 percent with property tax rebates. This has led Spanning a generation of time, the plan defines the kind of city that Winnipeg residents today and our municipal taxes are now to a major expansion downtown by competitive with other major Canadian cities. CanWest Global, construction of a new college want for themselves and for their children. Furthermore, the plan articulates Council’s campus in the Exchange District and the Crocus The operating budget recognizes affordable commitment to fulfilling those aspirations. Building in the historic Ashdown Hardware store. government is a key priority. It also reflects Council’s strong commitment to security and safety with a CentreVenture, our downtown development The following vision statement, developed through These elements provide the backbone of the $5.6 million increase to the police budget; $3.5 corporation, is assisting with more than 50 projects. public consultation, sums up Winnipeggers’ vision plan. Furthermore, the plan expresses Council’s million has been added to the fire/paramedic Private owners of credit unions, hotels, night clubs, for their city: commitment to six key principles, each of which department; substantial investment continues in our restaurants and retail stores are choosing to locate is integral to the vision that Winnipeggers “To be a vibrant and healthy city which places its older neighbourhoods with a multi-million dollar within blocks of Portage and Main. Manitoba Hydro hold for their city. highest priority on quality of life for all its citizens.” housing renewal program that has leveraged $25 has committed to building a new 400,000 square Sustainability —making certain that the choices million from the provincial and federal governments. foot head office downtown to accommodate 2,000 When asked to articulate, in greater detail, their available for future generations are not impaired employees, and anticipation builds around the views regarding the quality of life in Winnipeg, This investment is bringing tangible results. Almost by decisions made today. True North Entertainment Complex. residents have stated that their quality of life is 400 homes have been rehabilitated and are now dependent upon: Social consciousness —ensuring that all filled with families, students and seniors, where once The international credit rating agencies are Winnipeggers are treated with dignity and respect. stood boarded up houses. recognizing Winnipeg’s sound fiscal plan. Moody’s • a vibrant downtown and safe, healthy neighbourhoods; has increased the City’s rating to Aa3 from A1. Thoughtful development —evaluating the costs The 2002–2007 Capital Budget, approved by • good municipal government that makes sound, and benefits of development proposals. Council, renews other important infrastructure. The This Council promised to deliver a more affordable principled decisions; road repair budget is increased to $106 million for city, with better, safer streets, improved housing Partnership and collaboration —working • economic prosperity shared by all Winnipeggers; residential streets, curbs, sidewalks; a further $153 stock, a more alive downtown and a welcoming, cooperatively with people, other governments, million is dedicated to regional streets and bridges, competitive business climate. • development that is well planned and orderly; the not-for-profit sector and the private sector. including $45 million for the paired Provencher We remain focused in achieving these • convenient access and mobility to all parts of the city; Bridges; $110 million will upgrade sewers in older Healthy living —promoting healthy lifestyles. worthwhile goals. neighbourhoods; and, $102 million will improve • supportive and well maintained urban infrastructure; Local empowerment —encouraging citizens to transit, including the continued purchase of low • safety and security in the home, in neighbourhoods shape decisions that affect their lives. floor, accessible buses. and downtown; The plan contains approximately 100 policy At the same time, tax-supported debt has dropped a • knowledge and good health for all citizens; statements that support these principles. They are substantial 27%, from $463 million in 1998 to Mayor structured into five chapters that reflect the $336 million today. • environmental quality in both natural and built components of quality of life that were expressed environments; and by Winnipeggers. Council is committed to reporting • a city with vitality, as seen in its people and the on progress against these policies. activities it offers.

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Message from the Chief Administrative Officer Message from the Chief Financial Officer

In 2001, the United Nations’ International agencies, with Standard and Poor’s For the year ended 2001, The City of financial performance can be Year of the Volunteer, Winnipeg’s spirit recently remarking on the City’s “sound Winnipeg recorded consolidated revenues measured, and assists the City in of community shone through. This is one and rapidly improving financial position.” of $1,041 million and consolidated expenses planning fiscal strategy with a of Canada’s most beautiful cities; in the of $980 million. The net result was a consistent, long-term approach. We have been active in our support of summer, we won the large cities category $34 million increase in surpluses and a The seven goals included in the plan CentreVenture’s efforts in the downtown, in the national “Communities in Bloom” $27 million growth in reserves. The are the promotion of economic providing, for example, design review competition, and this winter we topped the $34 million increase in surpluses can be growth; support of a competitive tax for Red River College’s Princess Street same category in the Canadian “Winter attributed primarily to the Sewer and Water environment; reduction of debt; Campus, and new infrastructure for Lights Celebrations” competition. Utilities, while the $27 million increase in control over expenses; maintenance Waterfront Drive. We are building the reserves over the prior year is primarily due of assets and infrastructure; ensuring The most beautiful thing about Winnipeg, though, is new Provencher Bridge, and providing planning to an increase in both the Stabilization adequate reserves; and expanding E-Government. the people who live here. With one of the highest assistance in support of the True North and Capital Reserves. rates of charitable giving in the country, and almost Entertainment Complex. Plan Winnipeg 2020 Vision, was adopted on 40 percent of Winnipeggers giving their time to For the third consecutive year the 2002 December 12, 2001. The plan outlines Council’s long Neighbourhoods, too, are growing stronger, thanks volunteer, few cities anywhere can match our record. operating budget, which was adopted by Council range policy plan and addresses the broad physical, to establishment of the Province of Manitoba/City on October 25, 2001, included a 2% decrease in social economic, and environmental conditions in That is an example which City staff are always trying of Winnipeg Building Communities Program, and property taxes; while increasing funding for public the city. It provides a foundation for all civic activity to emulate. You can see it in the work of our multi-million dollar investments under the tripartite safety. The business tax rate was frozen at the because it is intended that all City documents, Employees’ Charitable Fund, which last year raised Winnipeg Housing and Homelessness Initiative. 1996 level for tax-supported projects. budgets, public works, programs, or developments over $320,000. You can see it in the way staff Our staff are working with residents themselves to be consistent with this plan. volunteer their personal time and effort, too—doing help plan for renewal. Again for the third year in a row, during 2001, the everything from building houses for “Habitat for City did not approve new tax-supported debt. Under In closing, I would like to thank all those who We are working to make Winnipeg safer, continuing Humanity,” to pitching in with the “May I Help” our current capital plan, all future tax-supported have contributed to the preparation of this Annual to equip our police and fire/paramedic personnel City cleanup last spring. projects will be financed internally. Because of Report and these consolidated financial with new technology—like thermal imaging cameras. this, the level of tax-supported debt is expected to statements, including the Chief Administrative Real Winnipeg community spirit is just as much a Our Police Service Family Violence Teams have gone peak in 2003 and then decline gradually over the Officer Secretariat’s Office, Senior Management, part of our everyday work, all over the City. Customer into action, focussing on prevention and connecting medium term. As a consequence of this and other and in particular, staff within the Corporate service and a focus on quality are key themes of all high-risk families with the community resources strategies adopted by Council, such as rebuilding Finance Department. our planning and our day-to-day activity. they need. our Stabilization Reserves, Moody’s Investors Our passion for service is reflected in Winnipeggers’ In everything we do, we embrace the challenge Service raised the rating on the debt issued by the response to our efforts. In 2001, 88 percent of citizens of excellence. Our thanks both to City Council for City to Aa3 from A1. surveyed told us that the quality of life in our city is the opportunity to pursue their vision of renewal, City Council approved two major plans during 2001 Robert P. Gannon good, or very good. 80 percent said that Winnipeg and to the citizens we serve on a daily basis. We are to ensure the citizens continue to receive efficient, Chief Financial Officer is a safe city in which to live, up from only 62 percent proud to be citizens of this community, too, and like cost effective and appropriate levels of service. The in 1998. And, overall satisfaction with civic services Winnipeg’s many great volunteers, we will do our Financial Management Plan was approved on April remains at 90 percent, an extremely strong vote part to make 2002 even better. 25, 2001. This plan guides financial decision making of confidence. in support of Council’s approved plans, programs We are working hard to maintain that confidence. and projects. The plan sets forth the guidelines Over each of the past three years, we have supported against which current and future budgetary and Gail Stephens Council’s property tax cuts, a total reduction of six Chief Administrative Officer percent, with increasingly cost-effective administration. The decline in civic debt and increases in our reserves have impressed the international bond rating

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A Responsive Political Structure Executive and Functional Organization

On January 1, 1972, The City of Winnipeg Act Standing Committees: Council is assisted in came into force creating the new unified City of the discharge of its responsibilities by its Standing City Electorate Winnipeg. The legislation amalgamated a previously Committees. These committees are delegated fragmented municipal structure of 12 municipalities certain powers and duties, and provide policy advice and the Metropolitan Corporation of Greater related to their specific responsibilities to Council Winnipeg into one single unified city government through EPC. They also provide a forum for City Council (Unicity). In the last 30 years, the City’s political public input, and receive recommendations from decision-making structure has been both reduced in Community Committees. size and significantly streamlined. The Standing Policy Committees on Property and Secretariat Committee Office of the Mayor The citizens of Winnipeg are served by 15 full-time Development, Protection and Community Services, Councillors, each representing one ward, and by and Public Works are responsible for providing the Mayor, who is elected at large. They form the policy advice to Council on matters within their Ombudsman EPC Secretariat Council which is the governing body of the City respective jurisdictions, as detailed in the chart and the custodian of its powers, both legislative and on the facing page. administrative. Directly under Council are the The Standing Committee on Fiscal Issues is Executive Policy Committee Executive Policy Committee (EPC), four Standing responsible for coordinating and advising EPC Committees, as well as community and on the City’s fiscal policy development and ad hoc committees. fiscal strategies. Chief Administrative Officer The City’s Organization By-law No. 7100/97 Chief Administrative Officer: The CAO Secretariat establishes the framework for the administrative and Chief Financial Organizational By-law provides for a Chief Corporate Communications City Clerk decision-making structure. Officer Administrative Officer (CAO), reporting directly Corporate Planning Property Assessment Economic Initiatives The Executive Policy Committee: The Executive to EPC. As the senior representative of the civic Corporate Finance Human Resource Services Policy Committee, whose members cannot administration, the CAO is responsible for Information Technology City Auditor Legal Services exceed seven, is chaired by the Mayor, and made overseeing implementation of policy established Research & Policy Analysis up of the chairpersons of Council’s Standing by Council. The CAO also makes policy Committees and any other members of Council recommendations and provides information to appointed by the Mayor. Council for its deliberation. Standing Policy Standing Policy Standing Policy Standing Committee Committee Committee on Protection Committee on on Fiscal Issues EPC’s role and mandate is to formulate and present A Chief Financial Officer (CFO) reports to the on Public Works & Community Services Property & Development recommendations to Council on policies, plans, CAO. Both the Corporate Finance and Property budgets, by-laws and any other matters affecting the Assessment departments report to the CFO. Additional Appropriations Engineering Services Animal Control Asset Management City as a whole; to ensure the implementation of Facility Maintenance By-law Enforcement Building Inspection Other departments reporting directly to the CAO Fleet Management Cultural Services Development Control policies adopted by Council; to coordinate the include: Community Services, Corporate Services, Hydro Disaster Planning Heritage Standing Committees; and to develop and establish Open Space Maintenance Fire/Paramedic Service Housing Policy Police Service, Fire/Paramedic Service, Public policies relating to civic employees. Public Works Maintenance Harbour Master Land Development Works, Hydro, Transit, Water and Waste, and Solid Waste Libraries Licensing Planning, Property and Development. Traffic Control Museums Parks Planning Transit Police Service Planning & Land Use Transportation Planning Public Health Riverbank Management Water/Waste Services Recreation & Parks Programming Services Social Services

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2001 Council and Senior Administrators Government and the Economy

2001 Council 2001 Senior Administrators

His Worship Gail Stephens Mayor Glen Murray Chief Administrative Officer An affordable and effective local government is key to a healthy economy. Utilizing the strategic opportunities inherent in John Angus, St. Norbert Ward Robert P. Gannon Chairperson, Standing Policy Committee Chief Financial Officer the advancement of e-government and the strengthening of performance management on Public Works and accountability, the administration ensures effective service delivery that is affordable Cliff Jeffers Bill Clement, Charleswood–Fort Garry Ward Chief Information Officer to the taxpayer. Chairperson, Standing Committee on Fiscal Issues Leslie King Peter De Smedt, St. Charles Ward Chief of Human Resources and Corporate Services • Provided a transfer of $17.0 million from Hydro • Completed the City’s first comprehensive profits to The City of Winnipeg for tax-supported Human Resource Strategic Plan, which Jae Eadie, St. James Ward Rick Borland purposes ($16.5 million in 2000). was adopted by Council. The Plan Secretary of Intergovernmental Affairs Director, Winnipeg Transit identifies a vision, critical success factors until November 1, 2001 • Provided a transfer of $19.2 million in 2001 and four priority HR areas identified for Chairperson, Standing Policy Committee on Keith Dowdall ($18.2 million in 2000) from the water, sewer and immediate attention. Protection and Community Services commencing Director, Corporate Finance until October 2001 solid waste utilities for tax-supported services. November 1, 2001 • Completed various stages of work Jack Ewatski • Maintained the combined water and sewer rate at Jenny Gerbasi, Fort Rouge Ward relating to Alternative Service Delivery Chief, Winnipeg Police Service previous year’s level, for the first time in 12 years. Chairperson, Standing Policy Committee on (ASD) initiatives—a key tool to support the City’s Protection and Community Services until Shannon Hunt • Grew the assessment roll, thereby contributing efforts in achieving more affordable government. November 1, 2001 City Auditor to the City’s increasing tax base and its Progress was made in several key areas: Secretary of Intergovernmental Affairs financial stability. commencing November 1, 2001 Richard Kachur ~ Established Glacial Sand and Gravel on City Clerk Harry Lazarenko, Mynarski Ward • Issued the 2002 assessment roll early, to allow January 1, 2001, as the City’s second Special Deputy Speaker Doug Kalcsics first level appeals to be heard before tax bills are Operating Agency. generated and thereby protecting the City’s Mark Lubosch, North Kildonan Ward Director, Planning, Property and Development ~ Implemented the ASD feasibility studies for both financial stability. Acting Deputy Mayor until November 1, 2001 until August 2001 Golf Services and Fleet Services and prepared Mike O’Shaughnessy, Old Kildonan Ward Barry MacBride • Received results from two of the City’s credit rating the business plans and selection reports of the Speaker and Chairperson, Secretariat Committee Director, Water and Waste agencies on the City’s 2000 financial results. Moody’s ASD reviews. Investors Service from New York upgraded the John Prystanski, Point Douglas Ward ~ Completed Feasibility Study and ASD Review Ian McKay City’s credit rating to Aa3 from A1. Harvey Smith, Daniel McIntyre Ward Director, Winnipeg Hydro of Internal Printing Services. • Provided process support in the development of ~ Continued work on the development of the Garth Steek, River Heights Ward Brian Moore Council’s new Financial Management Plan. The Parking Services ASD Feasibility Study. Gord Steeves, St. Vital Ward City Assessor Plan outlines the City’s strategy for guiding its Acting Deputy Mayor commencing Wes Shoemaker financial decision- ~ Implemented ASD recommendations relating November 1, 2001 Chief Fire/Paramedic Service making, protecting to City’s radio communications, Internal Printing , Elmwood Ward its ability to meet Services and the Police Training Academy. Deputy Mayor Ursula Stelman long-term obligations, Director, Community Services and improving its Shirley Timm-Rudolph, Transcona Ward Jim Thomson economic position Daniel Vandal, St. Boniface Ward Director, Public Works and financial stability. Chairperson, Standing Policy Committee on Property and Development PAGE PAGE 12 13 CITY OF WINNIPEG CITY OF WINNIPEG 2001 Annual Report 2001 Annual Report

• Completed a third cycle of departmental business • Implemented a full complement of electronic • Published an award-winning reassessment • Launched the “Electronic Citizens Information planning and review. payment facilities to allow the City to issue material web site which proved flexible enough to support Service —eCIS” which provides citizens with the or sensitive payments from the desktop within a extensive enhancements to the site’s interactive ability to search for property-based information from • Continued the review and development of a revised secure internal control environment. Payroll, mapping requirements, and allowed for 1.6 million the Public Works, Community Services, and reporting system for capital transactions. The new Taxation and Winnipeg Hydro are able to modify property searches, 1.5 million info searches, Planning, Property and Development departments. system will significantly improve the City’s ability to all forms of electronic payment files and securities and 1.2 million map prints. manage capital cash flow projections and measure • Enhanced the organization’s enterprise information transactions electronically. actual results against budget. technology security through the provision of secure • Implemented Internet payment ability for high-speed and remote dial-in connections for • Conducted workshops with departments on the property tax and utility bills. remote City offices and business partners. topic of performance measurement. The goal of these workshops was to assist/support departments • Implemented new automated debt collection system by presenting a practical and simplified approach for Library Services to ensure City assets are to measuring service performance. returned in a timely manner, and outstanding debts are recovered. • Significant progress has been completed on a comprehensive • 250,000 calls taken from the public and 51,000 enterprise resource planning system service requests processed by the Water and Waste entitled “Connexus.” Progress to Customer Service Centre. date has included: completion of • 63,030 calls from the public taken at the Public the preliminary business case; Works Customer Service Centre, with over commencement of Phase Two— 40,323 service requests processed. Solution Selection; identification of the requirements of a new • 521 service requests received through Public Works software system; and the Internet-based “Report a Problem” system. development of a Request for Proposal (RFP) for software and implementation support.

• Developed an Internet-based, on-line permits option for building trades and new single-family dwelling permits. Representatives of the building and trades community participated in an on-line permits usability study to ensure the functionality and suitability of the on-line service prior to its formal launch. An affordable and effective local government is key to a healthy economy.

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• The City, in consultation with CentreVenture, • The City provided a grant to CentreVenture to successfully negotiated a municipal grant for the stimulate new downtown residential development. Downtown and Neighbourhoods development of CanWest Global’s customer contact • The joint Historic Buildings Committee and Historic and corporate service centre within the downtown. Winnipeg Advisory Committee participated in the The final plan would result in an additional 1,200 design review of the Red River College Princess jobs in 127,500 square feet of leased space. Street Campus Project. A city’s neighbourhoods, especially its • On-going utilization of interdepartmental downtown, are its heart and soul. Through our partnership with the CentreVenture “DO IT” teams to facilitate and coordinate service Development Corporation and others, our downtown, with over 50 different projects in the downtown.

underway, is once again becoming a vibrant centre of our community. And our older • Provided support to over 40 community neighbourhoods are undergoing redevelopment and experiencing revitalization development projects, in two older distressed opportunities like never before through the implementation of community-driven neighbourhoods, through the investment of $8 million in Winnipeg Development Agreement housing development plans. funding and in-kind services.

• Investment in the tripartite Winnipeg Housing • Provided support to the True North project in and Homelessness Initiative has resulted in the the development of an arena and world-class rehabilitation of over 380 housing units in inner entertainment complex. The City’s commitment city neighbourhoods. has provided the basis for the realization of a $125 million downtown capital project. • Worked with the Province to jointly establish a new Community Revitalization Program—Building • Waterfront Drive development —a $9 million Communities, which will provide six neighbourhoods downtown enhancement project involving the experiencing decline with $14 million in capital construction of 1.2 kilometres of roadway designed development funding over five years. to open up new prime real estate opportunities fronting on the Red River. The new roadway, • Continued development of the supported by all three levels of government, each Community Resource Area model by contributing $3 million, will provide a “front door” assisting neighbourhood networks to Juba Park and increase public access to the area. with community celebrations, festivals and cleanups.

A citys neighbourhoods, especially its ’ downtown, are its heart and soul.

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• 70,000 laboratory analyses were conducted for water • Residential street Planned Development, quality, wastewater treatment control, rivers and renewals—total capital streams water quality, and industrial waste control. budget was $10.2 million. Approximately 109 city • Obtained approval for a new funding formula Transportation and Infrastructure blocks were renewed for developer contributions to arterial street under the program. improvements. The proposal would have all area businesses, not just those fronting on the • Completed initial street, sharing street costs. stage of Intelligent Transportation System Maintaining roads and sidewalks, snow • Achieved agreement in principle on a new (ITS) signal operation clearing, transit services, urban planning, hydroelectric power, and water and waste services Underground Structures Agreement which includes project on Bishop Grandin Boulevard which will a new “user pay” funding arrangement. are the lifeblood that keep a City functioning smoothly. To sustain its viability, a City must allow the department to better coordinate traffic continually reinvest in its infrastructure. signals with real-time information on traffic flows.

• Construction began on the $67 million Provencher • The Province of Manitoba announced a one-time Bridge project. The project consists of grant to the City of $1 million for bus replacements, $45 million for a new vehicle bridge, $15 million and $515,000 for Handi-Transit Service expansion for a pedestrian bridge and $6.5 million for and the computerized scheduling system. The related roadworks. funding recommendations contained in the Direction to the Future—The Guide to Better • Began construction of Waterfront Drive Transit for Winnipeg Report, remain under between Lombard Avenue and Market Avenue. discussion between the City and the Province. • Constructed Main Street (northbound) with • The construction of a solar-lit transit passenger extensive streetscaping between Lombard shelter was completed. This innovative undertaking Avenue and Alexander Avenue. was the result of a joint research project carried out • Implemented a new Handi-Transit Computerized with the University of Manitoba’s School of Scheduling System which will allow Handi-Transit Landscape Architecture and Winnipeg Transit. customers to pre-book trips 24 hours in advance, • The secondary diking enhancement program with a as opposed to the 48-hour requirement in the value of $11.1 million (cost-shared 45 percent previous system. Federal, 45 percent Provincial and 10 percent City) • Adopted a Universal Design Policy. Universal is proceeding. The community ring dike feasibility Design is a “pro-access” approach that works study was completed, and the design of several towards meeting the needs of a broad array community ring dike projects and individual flood of users, including people with disabilities in proofing projects is underway. designing products, information, services and • An ultraviolet (UV) disinfection pilot was constructed the built environment. at Deacon Reservoir as part of the Council approved water treatment program which recommended further investigation into new drinking water treatment technologies. The project received funding assistance from the American Waterworks Association Research Foundation, as Transportation and well as the Green Municipal Enabling Fund. Infra structure are essential to a well planned urbandevelopment. PAGE PAGE 18 19 CITY OF WINNIPEG CITY OF WINNIPEG 2001 Annual Report 2001 Annual Report

• The Winnipeg Police Service (WPS) Traffic Division • WPS Community Services Division introduced the was presented with the 2001 “National Police Award “Take Action in Schools” program (T.A.I.S.) to create Public Safety, Health and Education for Traffic Safety” through the partnership of and deliver current and topical crime prevention Transport Canada, the Canada Safety Council and and safety presentations to Winnipeg schools. the Canadian Association of Chiefs of Police. • The WPS Stolen Auto Unit initiated the pilot project This award, now in its tenth year, recognizes (S.T.E.A.L.) to reduce auto theft through the use of outstanding achievements by members of Canada’s The safety of our citizens is paramount. bait vehicles. police community in making our highways safer. Fire and emergency medical response, building standards and inspections, crime and • The Winnipeg Committee For Safety, a committee • The Anti-Arson Hotline (986–1000) operated injury prevention, and emergency preparedness form the basis of this protection. Health of volunteers from across the City, has a mandate to by the Public Works Customer Service Centre support, assist, stimulate and mobilize the work of inspections, animal control, and the provision of city-wide library services enhance the took 197 calls and tracked communities on safety concerns. Highlights of their 30 incidents/issues. health and education of our citizens. activities of the past year include:

~Hosted a community forum on crime • Initiated Primary and Advanced Care prevention through environmental design. Paramedic Training programs to increase the skill level and ability of our current ~Hosted a three-day Youth Forum entitled paramedical staff. “Our Safety,” which explored Human Rights, Violence in Schools and Gangs and Street Life • Initiated a pilot of the Emergency Response and concluded with a presentation to community Information Kit (E.R.I.K.) to allow EMS stakeholders such as the Winnipeg Police Service, personnel immediate access to health Department of Justice and others. information in the field. ~Produced numerous educational pieces to assist • Fire/Paramedic Service has purchased three communities, building on the success of the thermal imaging cameras, a state-of- “Safety Tool Box” manual, e.g.“Safety Audit the-art search and rescue device, that Manual,” “How to Hold a Community allows firefighters to see through Conversation,” “Conflict Resolution Manual.” smoke and darkness to find lost or trapped people, and locate hot spots. The department plans to purchase three more thermal imaging cameras The Numbers Say It All in 2002. • over 260,000 calls for • 12,000 premises and property police service (over inspections by Environmental 168,000 dispatched) Health Officers • The Family Violence Intervention • well over 170,000 • 5.5 million library items Team Pilot Project is a collaborative ‘911’ calls circulated venture between the Community Services • over 66,000 crimes • 364,000 registered library Department and Police Service that investigated card holders resulted from the recommendations of the • 175,000 parking • 1,300 graffiti removal sites City’s Working Group on Domestic Violence. violations city-wide It is a three-year pilot project involving two • 155 interventions with • 127 youths counselled in the vulnerable persons in crisis, Youth Fire Stop Program Family Violence Intervention Teams each Support to neighbourhoods including 12 multi-tenant • 24,600 km of street building closures consisting of a police detective and social worker snow plowing who will intervene in high-risk domestic provides safe environments in • 3,150 responses to unsafe • 14,000 km of sidewalk and unhealthy housing violence cases where arrests have not been made. snow plowing which to live. and property conditions • 6,500 food handling establishment inspections

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• Assiniboine Park Enterprise co-hosts the largest • A pilot program for public space recycling in Environment, Image Canada Day Fireworks show in Western Canada, downtown Winnipeg was initiated. the Teddy Bear’s Picnic, the Kite Festival and the • Significantly increased the use of more Winnie-the-Pooh Friendship Day. and Amenities environmentally-sensitive biological insecticides for • Partnered with over 60 neighbourhood groups mosquito control. through the Adopt-a-Park Program. • Ongoing delivery of Dutch Elm Disease abatement • Partnered with river and creek stewardship groups program to protect mature elms, which contribute to plant trees, shrubs and other native plants to to Winnipeg’s international renown as a leader in The City recognizes the need to provide protect river/creek banks from erosion and to environmental stewardship. a high quality of life through both natural and built environments that provide provide habitat for animals. opportunities for year-round recreational and leisure activities. The City provides access to parks, open spaces, urban forests, the Assiniboine Park Zoo, and recreation for children and youth.

• Won the national “Communities in Bloom” competition for civic beautification, environmental stewardship and community involvement.

• The City also won the first Canadian “Winter Lights Celebrations” competition based on festive lighting and winter activities.

• A comprehensive apartment and condominium recycling program was implemented which is expected to divert an additional 4,500 tonnes of recyclables from the waste stream.

• City departments assisted in the staging of several major events over the past year. A cross-departmental Special Events Coordinating Committee ensured that all City resources were in place to successfully manage and stage the events in a safe and effective manner. Some of the major events included: Get Together Downtown, Winnie-the-Pooh Festival, War Child Benefit Concert, Night of Lights parade, and May I Help City cleanup campaign. Our natural and built environments provide year-round enjoyment.

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