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C i t y o t h u n d e r B a y
Annual Report 2007
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!K e y F a c t s
Population
109,140
Number of Households
49,023
Land area
328.5 sq km
Population Density
332.3 per sq km
Waterfront52 km
Citys Annual Budget
Operating $251,885,700
Capital $ 29,868,200
Total $281,753,900
Citys Credit Rating
A+ Stable
Top employersCity o Thunder Bay
Thunder Bay Regional Health Sciences Centre
Lakehead District School Board
Government o Ontario
St. Josephs Care Group
Lakehead University
Thunder Bay Catholic District School Board
Bowater
Conederation CollegeGovernment o Canada
Buchanan Group
www.b.c
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City of thunder Bay AnnuAl RepoRt 2007
Message rom the Mayor 2
Thunder Bay City Council 2006-2010 3
Message rom the Acting CAO 4
Corporate Structure 5
Departments 6
2007-2010 Strategic Plan 8
Stronger & More Diversiied Economy 10
Clean Green Beautiul Proud 14
High Quality o Lie 18
One o the Best-Run Cities in Canada 22
Looking Ahead to 2008 25
Repor t rom the City Treasurer 27
Financial Statements 31
Statement o Administrative Responsibility 32
Auditors Repor t 33
Statement o Financial Position 34
Statement o Financial Activities 35
Statement o Changes in Financial Position 36
Schedule 1 - Operating Fund 37
Schedule 2 Capital Fund 38
Schedule 3 Reserves and Reser ve Funds 39
Notes to Financial Statements 40
I n d e x
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!M e s s a G e F R O M t H e M a y O R
Welcome to Thunder Bays rst Annual Report. This repor t provides
the opportunity to look back at the past year and refect on our manysuccesses, challenges and opportunities.
As you read this report youll realize that as a community, we are making
progress through the determined eor ts o many. We have a shared
vision that motivates us to work toward a better tomorrow that is rmly
planted in the reality o today.
To meet the uture needs o our community, Thunder Bay is taking a
strategic approach that makes the most o our Citys strengths. As
outlined in the 2007-2010 Strategic Plan, we are working with ourcommunity partners to pursue many initiatives and actions that will
allow us to build:
a stronger and more diversied economy
a cleaner, greener, more beautiul and proud Thunder Bay
a high quality o lie
one o the best-run cities in Canada.
These our Council priorities provide the basis or reporting back on our
progress. Looking back at 2007, we have many reasons to celebrate and
it is clear that we are Building on the New Foundation through long-
range plans, steady implementation and careul nancial management.
Key accomplishments in 2007 include the opening o the new Bare
Point Water Treatment Plant, strategic investments in new economic
development opportunities and the start o a 10-year Master Plan or
Recreation and Parks.
On behal o City Council, I invite you to get to know this Annual
Report and see or yoursel how Thunder Bay is Building on the New
Foundation. We have so many reasons to be proud. Remember, lie
and business is better here in our City thats Superior by Nature.
Sincerely,
Mayor Lynn Peterson
www.b.c
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City of thunder Bay AnnuAl RepoRt 2007
c I t y c O u n c I l
City o Thunder Bay
Mayor Lynn Peterson
625-3600
Current River Ward
Councillor Andrew Foulds
766-9914
McIntyre Ward
Councillor Trevor Giertuga
683-8041
McKellar Ward
Councillor Robert
Tuchenhagen622-0002
Neebing Ward
Councillor Linda Rydholm
577-9260
Northwood Ward
Councillor Mark Bentz
577-8226
Red River Ward
Councillor Brian McKinnon
767-3945
Westort Ward
Councillor Joe Virdiramo
625-5547
Councillors at Large
Councillor Iain Angus
474-0926
Councillor Larry Hebert
622-7938
Councillor Rebecca Johnson
577-2807
Councillor Frank Pullia
767-6579
Councillor Aldo Ruberto
768-8038
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Front Row: Councillor Larry Hebert, Councillor Linda Rydholm, CouncillorJoe Virdiramo, Mayor Lynn Peterson, City Clerk John Hannam, CouncillorRebecca Johnson, Councillor Trevor GiertugaBack Row: Councillor Mark Bentz, Councillor Frank Pullia, Councillor BrianMcKinnon, Councillor Robert Tuchenhagen, Councillor Andrew Foulds,Councillor Iain Angus, Councillor Aldo Ruber to
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!M e s s a G e F R O M t H e a c t I n G c a O
Each day, your Citys employees strive to provide excellent service to the
citizens o Thunder Bay which, ultimately, contributes to the quality o liein our dynamic and diverse city.
We ocus on providing high value municipal services, knowing that our
uture is:
Satised customers
Valued employees and
Strategic partners
The City o Thunder Bay is committed to Accountability, Continuous
Improvement and Teamwork the values that guide our actions.
As a Corporation, we work together to take the right steps in order
to achieve our goals. We are committed to excellence and serving
the specic needs o the people o Thunder Bay through high quality
community services and operations, nancial leadership and support or
uture sustainability and long-range plans or our land, inrastructure and
resources.
The 2007 Annual Report is our opportunity to inorm you o the
actions we took over the last year toward achieving the priorities o theStrategic Plan. Here you will nd the detailed inormation about your City
governments nancial perormance as well as highlights o some o our
extraordinary achievements.
I am proud o the accomplishments outlined in this report and wish
to recognize the City o Thunder Bay sta or their contributions. It
is through their collective hard work and commitment to our Vision
and Values that Thunder Bay will become one o the best-run cities in
Canada. On behal o all residents, we will continue to work hard to build
a cleaner, greener, more beautiul and proud City.
Sincerely,
Darrell Matson
Acting Chie Administrative Ocer
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cIty OF tHundeR Bay cORpORate stRuctuRe
Community Economic Development Commission
Parking Authority Board*
Thunder Bay Community Auditorium Board
Thunder Bay District Social Services Administration
Board
Thunder Bay Police Services Board
Thunder Bay Public Library Board
TBayTel Municipal Service Board
Victoriaville Board o Management
Boards & Commissions
* For administrative purposes, the Manager - Parking Authority reports to the General Manager - Transportation & Works
City Council
Chief Administrative
Officer
CommunityServices
DevelopmentServices
FinanceTransportation
& WorksCorporateServices
Facilities& Fleet
Fire & RescueServices
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OFFICE OF THE CAO
Darrell MatsonActing CAO
Provides strategic leadership and overall
administration to the Citys eight departments.
The CAO develops Corporate Policy and
provides advice to Council about City
organization and operating procedure.
The Chie Administrative Ocer also
acts as Department head or Corporate
Communications & Strategic Initiatives,
Emergency Medical Services, Human Resources
and Internal Audit & Management Studies.
COMMUNITY SERVICES
Greg Alexander
General Manager
Supports and enhances the quality o lie o the
community by providing a range o social, health,
and leisure services, acilities and opportunities
that meet peoples broad, diverse and changing
needs; are oered in a air and accessible way;
and meet legislated requirements. Divisions
include Recreation & Culture, Gol, Homes or
the Aged, Parks and Tourism.
CORPORATE SERVICES
Rosalie EvansCity Solicitor & General Manager
Monitors the legal, legislative, administrative
and management requirements or City
Departments, Boards and Council. This
Department includes the City Solicitor, Health
& Saety/Risk Management, Oce o the City
Clerk and Provincial Oences Oce.
DEVELOPMENT SERVICESMark Smith
General Manager
Facilitates development initiatives designed to
attract visitors and investors to the community,
and administers regulatory unctions that
maintain the quality o lie and make the
community attractive to residents, visitors and
investors. Divisions include Building, Licensing &
Enorcement, including Animal Services, Planning,including Committee o Adjustment, and Realty
Services.
FACILITIES & FLEET
Alan Fydirchuk
General Manager
Manages Capital Building projects, asset
management, energy management, operations
and preventative maintenance o theCorporations Buildings, Fleet o Vehicles and
Equipment. Divisions include Administrative
Services, Facility Services, Construction/
Renovation Services and Fleet Services.
c I t y O F t H u n d e R B a y d e p a R t M e n t s
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FINANCE
Carol BuschCity Treasurer & General Manager
Manages the nancial aairs o the City including
the development o eective control measures
or the protection o the Citys assets and
resources, the maintenance o the Citys books
o accounts, nancial planning including scal
policy recommendations, budgeting, and debt
administration, the acquisition o materials,
supplies and services or all City departments.
The Divisions include Accounting & Budgets,
Corporate Inormation & Technology, Materials
Management and Revenue.
FIRE & RESCUE SERVICES
John Hay
Fire Chie
Provides the citizens o Thunder Bay with a
highly trained re suppression and emergency
service, capable o handling various hazardous
situations. The Fire Prevention and Investigation
Division is responsible or ongoing inspections
o all business, industrial, commercial and
residential properties, as well as re origin and
cause investigation. Public education programs
include re and lie saety education, juvenile re
setter intervention, special interest programming
and specialized training to business and industry.
Fire & Rescue delivers Emergency Planning or
the community.
TRANSPORTATION & WORKS
John HusiakActing General Manager
Provides or the planning, operation and
maintenance o all City roads and bridges,
street lighting, trac control, water supply,
water distribution, waste reduction and
recycling, garbage collection and disposal,
sewage collection, sewage treatment, drainage,
transit operations, training and saety, and all
administrative unctions. Divisions include
Central Suppor t, Engineering, Environment,
Health & Saety, Roads and Transit.
c I t y O F t H u n d e R B a y d e p a R t M e n t s
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www.b.c
Bi ig o
Foio
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Creating and Sustaining Jobs through Partnerships
2007 was the rst ull year o operation or the newly created, results-based Community
Economic Development Commission. In addition to operating dollars, the CEDC was
provided with a $300,000 und or star tups, easibility studies and small projects. Council
also set aside a $1 million reserve und or major projects recommended by the CEDC
that build on our traditional strengths and emerging new economy. Major initiativesincluded the creation o an Oil Sands Consortium to pursue manuacturing opportunities,
the opening o Thunder Bay Fine Papers Incorporated and the attraction o the Superior
Propane Sales & Marketing Oce.
City Council was the rst to invest in the Molecular Medicine Research Centre (MMRC),
committing $5 million to successully leverage commitments throughout 2007 rom other
partners. The MMRC on Munro Street is expected to create 205 research jobs and 400
to 600 spin-o jobs. Twenty nine researchers began operating at the acility. Thunder Bay
will benet in ways we are only beginning to understand rom the expanding economic
engines o health, biotechnology, research and innovation.
Work also got underway to create a state-o-the-art multi-purpose emergency training,
development and research centre in Thunder Bay. Thanks to a commitment o $1.7 million
rom the Northern Ontario Heritage Fund, construction began on the Fire Site, the
rst phase o the Thunder Bay and Region Protective and Emergency Services Training
Complex. The City contributed $660,000 (the proceeds o the land sale rom the old
site); the use o property on Hammond Avenue valued at $484,000 and will also provide
a dedicated re pumper and training sta to manage the Fire Site. A key goal o the
Centre is to keep training dollars in the region.
Ater the City decided to return 300 long-term care beds to the Province in January
2009 due to inadequate unding to upgrade the acilities, the Province announced it would
create the Centre o Excellence or Integrated Seniors Services (CEISS). This Centre and
support services will better meet the needs o seniors in our community, allow them to
stay in their homes longer and has the potential to create an additional 107 ull-time jobs
in the community.
s t R O n G e R & M O R e d I v e R s I F I e d e c O n O M y
dirifi
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srogr & MorImproving Business
Competitiveness
Lobbying eorts with the Province were
successul in achieving a substantial and
accelerated reduction in education tax rates
or industrial and commercial properties in
Northern Ontario, our years ahead o the
rest o the Province, to support development.
This will result in a 2.1% tax rate decrease orcommercial properties and 8.6% decrease
or industrial properties in 2008. Water and
waste water rates as well as Hydro distribution
charges remain among the lowest in the
Province. TBayTel, the largest independent
communications company in Canada oers
Thunder Bay residential and business rates
or landline services that are well below the
national average. Other state-o-the-arttelecom solutions - data, wireless and Internet -
are competitively priced. Compared with other
cities, Thunder Bays residential tax burden
is about average while business taxation is
generally above average.* The City committed
to developing a long-term tax strategy to make
Thunder Bay more competitive in attracting
and retaining business.
Upgrading our Infrastructure
Developing and maintaining inrastructure
is one o the key ways that a municipal
government supports economic development.
The City o Thunder Bay and other
municipalities continue to press the ederal and
provincial governments or increased unding
to address a growing inrastructure gap. 2007
saw the completion o a number o notable
inrastructure projects. The new Bare Point
Water Treatment Plan was opened in June to
provide or residents long-term needs or clean,
sae drinking water. A new public street was
added that allows trac to bypass the Bowater
Mill, taking logging trucks o Broadway Avenue,which has been upgraded between Broadway
and Neebing Avenues with paved shoulders
or pedestrians and cyclists to improve saety.
Red River Road was widened and a new
centre let turn lane added to support this
busy commercial area. As well, improvements
were made to the intersections to improve
trac saety. May Street was reconstructed
rom Miles Street to Ridgeway Street includingreplacement o underground inrastructure,
streetscaping work, improved street lighting
and trac signal rebuilds. Work was completed
on the $1.2 million rehabilitation project or the
Vickers Street Bridge.
Developing our Waterfront
A Master Plan was approved or Prince Arthurs
Landing at Marina Park, a legacy project thatwill create a centre or the community that
integrates recreational, cultural, environmental
and commercial uses. The Citys portion o the
$126 million project is estimated at $22 million
with the balance o unding expected to come
rom the private sector and other levels o
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* Survey of 80 Ontario municipalities by BMA Management Consulting Inc.
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Reporting on Environmental Policy Progress
The City released its second progress report on the Environmental Policy that was
approved by City Council in December 2005. It provides an overview o the Citys
environmental management and perormance and demonstrates that the intent othe Policy and its 10 environmental principles are being ollowed. The City has hired a
new Coordinator who plays a lead role or the EarthWise Thunder Bay Community
Environmental Action Plan. The ull progress repor t is available at www.thunderbay.ca/
environmentalprogress.
Protecting Lake Superior
Thunder Bay became a leader in the protection o Lake Superior and provided or our
long-term needs or clean, sae drinking water when the New Bare Point Water Treatment
Plant opened in June. Highlights o the $87 million project include a Zeeweed 1000
Version 3 Ultra-Filtration membrane plant; water production capacity o 25 million
gallons per day; a new south side reservoir to store additional treated water and a new
north side above-ground water reservoir. At Bare Point, waste water rom the ltering/
membrane process has been routed into the sewer system and is no longer discharged
directly into Lake Superior.The City o Thunder Bay was awarded Wonderwares Best
SCADA Solution or the system developed by Automation Now or the Bare Point Water
Treatment Plant. A study was released, the Great Lakes Sewage Report Card, that ranked
Thunder Bay ourth out o 20 American and Canadian cities or its role in the protection
o Lake Superior. Thunder Bay was the second highest ranked Canadian City. The study that
graded areas such as collection, treatment and disposal o sewage was actually based on
data submitted beore the new Secondary Sewage Treatment plant was ully operational in
October 2005. Current data is expected to show even greater improvements.
c l e a n G R e e n B e a u t I F u l p R O u dB i f
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c Gr
B i f Investing in a Cleaner CityThunder Bay Transit invested in waste containers
at bus stops throughout the city. This initiative saw
waste containers added at 50 locations.
Reducing Greenhouse Gas
Emissions
Thunder Bay Transit worked to increase publicridership and consequently reduce GHG
emissions through a variety o activities including
a Universal Transit Pass or students developed
with Lakehead University. Roads converted all
trac lights at controlled intersections in the City
rom incandescent lamps to light emitting diode
(LED) lamps. The LED lamps use 80% to 90%
less electricity. Facilities & Fleet star ted a Greening
o the Fleet pilot project to test alternative uelssuch as Bio Diesel and Ethanol in City trucks and
buses or vehicle perormance and greenhouse
gas reductions. Two smar t-cars were introduced
or Building and Plumbing Inspectors with the
goal o reducing operating costs and greenhouse
gas emissions. Facilities & Fleet committed to
building high-perormance green buildings by
using the nationally accepted Leadership in
Energy and Environmental Design (LEED) ratingsystem and committed to building the new
Landll acilities to a Silver Standard as described
in the new Clean, Green and Beautiul Policy.
Conserving Water and Energy
The City was recognized by the Ontario
Municipal Benchmarking Initiative or Best
Practices or our re hydrant modeling that
conserves water and energy and electronic
system to detect leaks in watermains. Three
aging tap house acilities were replaced with
upgraded Water Fill Stations that use Smart
Card technology. The Environment Division
continued to partner with EcoSuperior to
oer rebate programs or washing machine
replacements, low fush toilets, no-fush urinals,
rain barrels and general education programs on
water conservation.
Promoting Waste Reduction
Waste Reduction Week kicked o with the
launch o Mr. Greens Guide, a comprehensive
list o ways residents can reduce, reuse andrecycle household items. The guide provides
solutions to help build a greener community
by better managing the disposal o all orms o
waste. The guide is available at www.thunderbay.
ca/rrrguide.
Greening One Tree at a Time
One hundred trees were planted through the
Tree Stewardship Program, a City-subsidizedtree planting initiative available to citizens
wanting to contribute to the planting o trees
on public land or boulevards ronting private
property. Thanks to a contribution rom Pauline
Nickerson Young, 10 Northwood Maple trees
were planted around the Hogarth Fountain
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City of thunder Bay AnnuAl RepoRt 2007
in Waverley Park to honour Canadian soldiers who have died
in Aghanistan. For more inormation or to view trees planted
across the City, visit www.treestewardship.com. The City Forester
works with departments to protect the urban orest and
promote Arbor Week celebrations. In total, the City planted
about 454 large caliper trees and 4,500 seedlings. A mature tree
absorbs between 7.5 and 13 Kg o carbon dioxide a year.
Planning for Active Transportation
The Engineering and Parks Divisions initiated a public advisory
committee to help develop an Active Transportation Plan with a
vision o increasing and linking commuter routes and recreational
trails.
Becoming Clean Green Beautiful & Proud
The Mayors Task Force on Civic Pride evolved into the Clean,
Green and Beautiul Committee. The Committee, comprisedo the Mayor, a City Councillor and nine citizen representatives
reviews capital initiatives and determines ways to contribute to
a cleaner, greener, more beautiul and proud Thunder Bay. Work
began on the rst priority the creation o beautiul gateways to
the City.
Taking Pride in our Natural Wonder
Thunder Bay pride soared when we raised national awareness
o Thunder Bays iconic Sleeping Giant as one o Canadas top
natural wonders. Building on the momentum, Tourism Thunder
Bay launched a local tourism awareness campaign ocusing on
Visiting Friends and Family markets, including on-line promotions,
co-sponsorship o the Seven Wonders o Thunder Bay campaign
and the Be a Tourist in your own Backyard program.
Increasing TransitRidership
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2003 2004 2005 2006 2007
YEAR
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Removing Barriers to Accessibility
The City o Thunder Bay works with an Advisory Committee to develop an annual plan
to identiy and remove barriers to accessibility. We worked with our community partners
to create an Access Thunder Bay guide available at www.thunderbay.ca/accessibility
that will assist persons with a disability to learn about accessibility eatures at the City,Conederation College, Lakehead University, Thunder Bay Regional Health Sciences Centre
and St. Josephs Care Group. On March 7, Thunder Bay Transit became the rst 100% ully
wheelchair accessible conventional Transit feet in Ontario and its 49 buses had the largest
per capita wheelchair ridership with 19,175 rides. The City also celebrated the success o its
Inclusion Services partnership with Community Living Thunder Bay, which was launched
in 2005 to help citizens o Thunder Bay with disabilities participate in recreation programs
at various acilities. For its commitment to accessibility, the City received an Ontario
Mainstreet Accessibility Award and recognition rom Canadian Association o Independent
Living Centres and Independent Living Resource Centre Thunder Bay.
Enhancing Emergency Medical Services
Superior North EMS, a division o the City o Thunder Bay, provides emergency medical
care throughout the District o Thunder Bay including 15 communities rom Upsala to
Manitouwadge and Longlac. Notable improvements were made to improve pre-hospital
care to citizens. Six Advanced Care Paramedics (ACPs) were added in Thunder Bay and
one in Armstrong the rst at a rural station to bring the team o ACPs to 22. Advanced
Care Paramedics perorm the skills o Primary Care Paramedics and can perorm IV
therapy, intubation, advanced assessments and administer a wider array o drugs. Aswell, Superior North EMS and Thunder Bay Regional Health Sciences Centre developed
a computer network to share inormation back and orth with support rom the Citys
Corporate Inormation & Technology Division. In partnership with the Heart and Stroke
Foundation o Ontario, the rst Public Access Debrillators were installed at City arenas
and gol courses. Within weeks o installation, a mans lie was saved on December 14 at
Port Arthur Arena.
H I G H Q u a l I t y O F l I F eBr
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li f R iImproving Recreational
Opportunities
The Recreation & Culture and Parks Divisions
invited public consultation on their 10-year
Master Plan, which will be presented to City
Council in 2008. The Master Plan will provide
a ramework and guide decisions regarding
municipal parkland, recreational and cultural
acilities and services over the next 10 years.
The City continues to build on its commitment
to recreational opportunities or youth and
children. Thunder Bay was named a Youth
Friendly community as a winner o the Play
Works Youth Friendly Community Recognition
Program or the Citys commitment in
providing outstanding opportunities or the
growth and development o adolescent youth
through play. With the support o community
partners, P.R.O. Kids raised $150,000 in sports,
recreation and arts spaces or children and
youth. P.R.O. Kids is a unique service provided
by the Recreation & Culture Division that
enables children and youth to participate in
community-based recreational activities when
ees are beyond their means. The Canada
Games Complex completed $150,000 in
outside repairs to its sidewalks, parking lot and
landscaping. The Complex was also designatedhome to the Thunderbolts Swim Club the
Citys premier competitive swim club in a way
that successully integrated its 73 swimmers,
using 19 hours o practice pool space a week,
with all other user groups.
Working with Citizens to Reduce
Fires
In 2006, it became law that every home in
Ontario must have a working smoke alarm
on every storey and outside all sleeping areas.
Throughout 2007, Thunder Bay Fire & Rescue
Service inspected 3,687 residences and installed
1,266 smoke alarms to help citizens benet
rom and adjust to the new smoke alarm
legislation beore enorcing zero tolerance on
violations a $235 ticket or each missing or
non-working smoke alarm in the residence.
Strengthening Protective
Services
Fire & Rescue Service added Urban Search
and Rescue equipment and training to give
Fireghters specialized tools to assist in
conned space, accidental material release,
technological or transportation accidents. In
December, the Citys Emergency Plan was
tested with an emergency exercise on the
citys north side involving emergency crews and
community partners.
Responding to Changing Policing
Needs
Thunder Bay Police, which is governed by
the Thunder Bay Police Services Board,
created an Integrated Police Gang Unit to use
intelligence, enorcement and education to
counter the growing threat o criminal gangs to
our community and our youth. As well, Police
seized the Hells Angels clubhouse under the
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City of thunder Bay AnnuAl RepoRt 2007
Provinces Civil Remedies Act. Police introduced mobile data
terminals in its cruisers to provide secure and direct access to
police reports including photographs o missing persons and
suspects. For reports and plans by Thunder Bay Police, visit
thunderbay.ca/police.
Promoting Diversity
On March 21, the City held an inaugural breakast with
Diversity Thunder Bay to commemorate International Day
or the Elimination o Racism. The breakast attracted 160
attendees who learned about eorts to make Thunder Bay a
more welcoming community including the implementation o
the Thunder Bay Police Diversity in Policing Project.
Renewing Fort William Neighbourhood
The Oce o the Neighbourhood continued its eorts
to revitalize the south core downtown through a variety
o projects and activities designed to oster a cooperative
neighbourhood where people interact and various groups work
together or the betterment o the community. An innovative
saety orum was held through a partnership between the
Oce and a variety o organizations interested in downtown
renewal and saety.
Caring for Animals
The Citys Animal Services Centre provides shelter, eeding,
care, adoption and animal control or stray and homeless
animals within city limits. New homes were ound or 36 dogs
through a Pet Saving Partnership between Animals Services
and New Hope Rescue, a non-prot dog rescue organization.
To provide room or owners to exercise their dogs, the rst
pilot O-Leash Dog Park was opened on November 1 on the
Hillyard lands between Memorial and 8th Avenues.
Recruiting HealthCare Professionals
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City of thunder Bay AnnuAl RepoRt 2007
Enhancing our Efficiency and Effectiveness
The City maintained an A+ stable credit rating rom Standard and Poors. A tax increase o 2.16%
maintained service levels. Twenty-year Asset Management Plans were developed to plan or the
regular maintenance and replacement o City inrastructure and buildings.
The Mayor and City Council, through the Intergovernmental Liaison Committee, pursuedthe ongoing need or additional unding rom ederal and provincial governments to address
inrastructure replacement and Provincially mandated social service programs.
The City has embraced various corporate measurement and benchmarking programs as tools or
improvement and quality control. The City o Thunder Bay is committed to continually monitoring
its perormance in key areas and to identiy best practices or program and service delivery. The
City is a member o the Ontario Municipal Benchmarking Initiative, which brings municipalities
together to share detailed perormance inormation. Further inormation is available at www.ombi.
ca. The City also participates in various Provincial initiatives, including development o nancial
policy, consultation on property taxation, and inrastructure decit determination. In 2007,
Thunder Bay was recognized or best practices in superior energy management related to re
hydrant testing model and innovation in leak detection.
Every year, TBayTel contributes a dividend to the City o Thunder Bay to support municipal
services. The 2007 dividend o $16.9 million resulted in a savings o 12.4 % on the municipal
portion o the average homeowners tax bill.
Engaging and Informing the Public
The 2007 Citizen Survey was conducted to gather views rom residents on City services. Jobsand economic development were identied as being important issues acing the City, ollowed by
Roads and Waterront Development. Six editions o the Your Citynewsletter were published to
share City news and inormation with residents. The Citys website recorded 1.5 million visits, a
10% increase.
The City o Thunder Bay was highlighted or the ourth straight year by the Inormation/Privacy
Commissioner as a compliance leader in responding to ormal reedom o inormation requests
O n e O F t H e B e s t - R u n c I t I e s I n c a n a d a
i c
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and achieved 100 per cent 30 day compliance with 121 requests.
City Archives gave the public access to Land Title records or the
District o Thunder Bay rom 1871 to 1971 through a long-term
loan rom the Archives o Ontario. Archives also created publicly
accessible databases or their holdings o City publications and the
historical records o Port Ar thur and Fort William. Through the
Ocial Recognition Committee, City Council gave 63 Awards to
Citizens o Exceptional Achievement. The Oce o the City Clerk
perormed 47 marriages in City Hall and the community.
Engaging Employees and Developing Talent
In keeping with the New Foundation 2004-2006 Strategic Plan, the
City created a succession planning program called Pathways to
Leadership to prepare or the Corporations uture stang needs.
This program provides participants with opportunities to develop
their leadership talent.
City employees raised $132,794 or United Way o Thunder Bay
through personal pledges and special events. As well, employees
held 51 Dress Down Days or 10 local charities. The annual
Long Service Awards Dinner recognized more than 53 25-year
employees and 40 retirees.
Through a joint Union/Management initiative, the City provided
training on recognizing and responding to adult bullies. The City
also continued to oer Accessibility Training and Aboriginal
Sensitivity Training as part o an unprecedented oering o
training programs.
A quarterly newsletter called City Voice was issued to employees
as a link across the Corporation or the 14th straight year.
City employees hosted 50 grade 9 students or job shadowing,
health and saety presentations and tours as part o the Canada-
wide Take Our Kids to Work. A new Co-op education program
provided 20 students with on the job learning.
As part o a broader Wellness Program, the City oered the
annual fu shot program to help prevent employees rom being
inected with the virus and spreading it.
What Residents Said
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Dissatisfied or
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13%
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Overall Satisfaction with City Services
2005 vs 2007
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Lkga
2008
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Lkg a 2008Key Issues:
These key issues will be pursued by City Council, through the Intergovernmental Liaison
Committee:
South Core location or a new Consolidated Courthouse
Investment in research and innovation in Northern Ontario
New scal relationship with the Province
Canadian content legislation
Comprehensive energy plan or Northwestern Ontario
The Thunder Bay Community Economic Development Commissions rst Strategic Action Plan will
be completed and its strategies and initiatives will be pursued.
The City will:
Pave 24 kilometres o road
Begin the 5-year construction o Prince Arthurs Landing at Marina Park
Develop a Long-Term Tax Strategy
Complete the 10-year Recreation and Parks Master Plan
Establish an Aboriginal Liaison Oce to work inclusively with Aboriginal people.
Hold the rst Clean Green and Beautiul awards or business and other organizations.
Launch a dynamic, easy to use new website or residents, visitors and business.
Start to make Thunder Bay cleaner, greener and more beautiul through a variety o initiatives
including a redesigned John Street Landll that will better encourage recycling.
Make repairs to City Hall and start to create a civic space or all to enjoy.
Develop an Active Transportation Plan
Plan or the Thunder Bay north side EMS station/District Headquarters including site location and
design. Construction to proceed in 2009.
Continue to develop a comprehensive strategic Master Fire Plan.
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City of thunder Bay AnnuAl RepoRt 2007
R e p O R t F R O M t H e t R e a s u R e R
I am pleased to present the Consolidated Financial Statements or the
City o Thunder Bay as at and or the year ended December 31, 2007.
The purpose o the Treasurers Report is to highlight the key nancial
inormation contained in the 2007 audited consolidated nancial
statements. This report, together with the accompanying nancial
statements, allows the reader to assess the City o Thunder Bays nancial
activities and available resources.
Financial Management and Control
The nancial management and control o the City o Thunder Bay is
largely governed through by-laws that prescribe purchasing, accounting,investment, risk management and debt policies. City Council has sole
authority to allocate unds through the approval o operating and capital
budgets.
The Financial Guiding Principles support the Citys strategic objective o
being one o the best-run cities and the principles o scal responsibility,
cost eectiveness, sustainability and accountability. The presentation o
the Citys Annual Long Term Financial Plan provides a long term view
when making annual budget decisions. The Citys positive credit rating
(A+) was reconrmed in 2007 by Standard & Poors and is largely due to
the existence o this Long Term Financial Plan, which includes projected
capital expenditures and debt issuance.
Adherence to the Citys Financial Guiding Principles and the continual
evolution o a long term plan are important actors in maintaining a
healthy and sustainable community.
The City has embraced various corporate measurement and
benchmarking programs as tools or improvement and quality control.
The City o Thunder Bay is committed to continually monitoring its
perormance in key areas and to comparing Thunder Bays activities to
other municipalities to identiy improved and innovative methods o
program and service delivery.
The City also par ticipates in various Provincial initiatives, including
development o nancial policy, consultation on property taxation, and
inrastructure decit determination.
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2007 Audited Consolidated
Financial Statements
Management is responsible or the preparation
o the nancial statements and or the integrityand objectivity o the nancial inormation
contained in those statements. The audited
consolidated nancial statements refecting the
nancial activities o all entities accountable
to and controlled by The Corporation o
the City o Thunder Bay have been prepared
in accordance with generally accepted
accounting principles or local governments as
recommended by the Public Sector AccountingBoard (PSAB) o the Canadian Institute o
Chartered Accountants.
The Treasurer is responsible or the overall
nancial management o the City and must
make certain that all corporate accounting
records and nancial reports conorm to
Council budgetary requirements, by-laws,
policies, procedures, accounting principles and
nancial reporting requirements.
The Municipal Act requires the City to engage
independent auditors to express an opinion as to
whether the nancial statements present airly in
all material respects, the Citys nancial position
and operating results. Included in the nancial
statements is the Auditors Report signed by
Grant Thornton, the Citys External Auditors.
The statements have been reviewed by the
Citys Audit Committee, whose responsibility
is to ensure that the nancial statements
are airly presented in accordance with
generally accepted accounting principles and
to recommend to City Council approval o
the annual audited nancial statements. The
Audit Committee met with Administration and
the External Auditors on May 20, 2008 and
recommended approval o the audited nancial
statements.
2007 Financial Statement
Highlights
2007 Operating Results
Revenues
Total 2007 operating revenues o $428
million increased $27 million (6.7%) over
2006 operating revenues o $401 million. This
increase is made up o : Higher net tax revenues o $3.1 million
Increase in ees and charges o $3.7 million
Increase in Provincial grants o $2.4 million
Increase in TBayTel revenues o $18.6
million.
Expenditures
In 2007, the Citys operating expenditures
totaled $367.8 million, representing a 6.3%
increase over 2006. Components o the totaloperating expenditures are as ollows:
Social and Family Services $98.5 million
(27%) [See Note]
TBayTel $70.3 million (19%)
Protection to Persons and Property
$54.6 million (15%)
Transportation, Environmental, Health, and
Recreation and Cultural Services $30.0
million, each (8%)
[Note] - Expenditures for Social and Family Services
include $32.7 million in expenditures for Homes
for the Aged. The majority of the remaining $65.8
million represents the Citys share of expenditures for
general assistance, social housing and other programs
provided by the Thunder Bay District Social Services
Administration Board.
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City of thunder Bay AnnuAl RepoRt 2007
2007 Capital Fund
The City o Thunder Bay builds, maintains and
manages a variety o assets, including land,
buildings, physical inrastructure and equipmentrequired or delivering its programs and services.
Capital costs incurred during the year or these
assets are reported on the Schedule o Capital
Fund operations. Currently, neither the ull
cost o these assets nor their remaining useul
lie is reported in the nancial statements. The
Public Sector Accounting Board will require
municipalities to report this inormation in
their nancial statements or the year endedDecember 31, 2009. The City o Thunder Bay
has implemented plans to comply with these
requirements.
The City expended $74.0 million on capital
inrastructure during 2007. The 2007 capital
program included:
Roads and transit $19.0 million
Water and wastewater treatment$19.2 million
TBayTel capital inrastructure $23.5 million
Other $12.3 million
Capital und revenues o $80.1 million included:
Operating and reserve und contributions
$47.8 million
Proceeds rom the issue o long-term debt
$25.1 million
Government grants $4.5 million
Other sources $2.6 million. This resulted in
an increase o $6 million in the capital und
to $17.9 million.
The ollowing chart demonstrates the
commitment to capital spending by the City as
well as the changing priorities rom year to year.
Debt Position
Total outstanding debt at December 31, 2007
amounted to approximately $230 million, an
increase o $10 million over 2006. The increase
was the net result o the issuance o $25 million
in new debentures less the retirement o $15
million o outstanding debt. Since 2002, there
has been a signicant increase in debt levels,
with the debt having peaked in 2007.
The ollowing chart depicts the main
components o the outstanding debt:
Cpl exps
2001 2002 2003 2004 2005 2006 2007
70
60
50
40
30
20
10
0
MillionsofDollars
Transportation
Environmental
TBayTel
Other
80
70
60
50
40
30
20
10
0
Millionsofdolla
rs
69.7
57.0
41.3
30.0
23.0
9.0
Municipal Water Wastewater SocialHousing
TBayTel Hospital
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rsvs rsv s40%
35%
30%
25%
20%
15%
10%
5%
0%
PercentageofTotal
The City o Thunder Bay has made specic
decisions with respect to borrowing, which have
placed the City at the high end o desirable
levels o borrowing based on industry standards.
Given that municipalities are at dierent stages
in addressing inrastructure decits, care must
be taken in evaluating the Citys level o debt.
For example, the act that Thunder Bay has
aggressively addressed its water and wastewater
capital programs has increased the outstanding
debt but the City is a leader in state o the art
processes and acilities in these areas.
Reserves and Reserve Funds
The establishment, maintenance and prudent
management o reserves and reserve unds are
important components o the Citys nancial
strategy. Reserve unds support a signicant
portion o the cost o capital inrastructure
and play an instrumental role in osetting
unoreseen cost increases during uncertain
economic times.
In 2007, the Citys reserves and reserve unds
decreased by $4.9 million to $118.7 million,
largely refecting the decrease o $8 million in
rate-supported reserve und balances related
to water and wastewater. These reserve unds
were built up in prior years to provide some o
the unds required to nance the large water
and wastewater capital projects which began in
2002 and were substantially complete in 2007.
The ollowing chart provides an overview o the
types o reserves and reserve unds held by the
City:
Conclusion
In closing, I would like to express appreciation
and thanks or the cooperation and support o
City Council and the sta o all departments
in addressing the challenges o the past year.
In addition, I would like to acknowledge the
proessional eorts o the Finance team or
their commitment and dedication during
2007 in providing accurate and timely nancialinormation to City Council, Committees,
departments and community stakeholders. We
are committed to providing high standards o
scal excellence at the City o Thunder Bay.
Respectully submitted,
Carol A. Busch, CGA
City Treasurer & General Manager - Finance
Rate-Supported Capital
Tax Supported Capital
Stabilization
Joint Local Boards
Employment Related
Other
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coo iFii sm y r e d m b r 3 1 , 2 0 0 7
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THE CORPORATION OF THE CITY OF THUNDER BAY
CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES
For the year ended December 31, 2007 2006$ $
RevenuesTaxation, net (note 2) 134,234,230 131,102,523Fees and service charges 70,775,689 67,107,547Government of Canada grants 5,681,404 5,664,094Province of Ontario grants 99,251,231 101,034,367Investment income 8,302,662 8,170,596Other 8,726,733 7,341,591TBayTel 113,155,703 94,506,823
440,127,652 414,927,541
Expenditures (note 18)General government 21,947,842 23,882,815Protection to persons and property 56,719,125 55,437,529Transportation services 48,037,443 40,873,798Environmental services 48,724,138 54,058,850Health services 30,107,773 28,085,856Social and family services 98,885,080 99,918,998Recreation and cultural services 35,792,242 31,973,640Planning and development 7,885,586 8,394,692TBayTel 93,777,987 104,272,937
441,877,216 446,899,115
Deficiency of revenues over expenditures for the yearbefore the following (1,749,564) (31,971,574)Earnings from subsidiary (note 14) 689,043 868,246
Deficiency of revenues over expenditures for the year (1,060,521) (31,103,328)
Change in amounts to be recoveredPrincipal repayments on long-term debt (note 8) (15,317,599) (16,065,380)Proceeds from long-term debt 25,112,967 33,641,181Change in non-financial assets, employment benefits
landfill closure and post-closure, and interest (2,701,665) 3,818,499Increase in amounts to be recovered 7,093,703 21,394,300
Increase (decrease) in municipal position 6,033,182 (9,709,028)
See accompanying notes to the financial statements
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THE CORPORATION OF THE CITY OF THUNDER BAY
CONSOLIDATED STATEMENT OF CHANGES IN FINANCIAL POSITION
For the year ended December 31, 2007 2006
$ $
Operating ActivitiesDeficiency of revenues over expenditures for the year (995,309) (31,103,328)Deduct non-cash items:
Earnings from subsidiary (note 14) (689,043) (868,246)Add (deduct) non-cash working capital items:
Taxes receivable (667,704) 1,797,579Accounts receivable 24,829 2,210,009User charges receivable 2,632,078 (4,597,693)Other assets (666,499) 134,416Accounts payable and accrued liabilities (6,513,785) 3,171,059Deferred revenue (1,897,291) 4,397,353Employment benefits (4,338,164) 3,540,494Landfill closure and post closure liability 187,000 (774,000)
Cash used in operating activities (12,923,888) (22,092,357)
Financing ActivitiesProceeds from long-term debt 25,112,967 33,641,181Repayment of long-term debt (15,317,599) (16,065,380)Cash provided by financing activities 9,795,368 17,575,801
Investing ActivitiesReduction (increase) of investment in bonds and own debent (147,098) 1,131,931Cash provided by (used in) investing activities (147,098) 1,131,931
Decrease in cash and investments (3,275,618) (3,384,625)Cash and investments, beginning of year 178,833,167 182,217,792
Cash and investments, end of year 175,557,549 178,833,167
See accompanying notes to the financial statements
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City of thunder Bay AnnuAl RepoRt 2007
THE CORPORATION OF THE CITY OF THUNDER BAY
OPERATING FUND Schedule 1
Budget Actual ActualFor the year ended December 31, 2007 2007 2006
$ $ $
RevenuesTaxation, net 132,520,700 134,234,230 131,102,523Fees and service charges 59,277,905 70,775,689 67,107,547Government of Canada grants 70,119 3,593,840 4,387,573Province of Ontario grants 90,803,534 96,717,001 94,349,915Investment income 531,745 2,063,209 2,827,693Other 15,258,042 7,501,631 7,023,612TBayTel 101,840,000 113,155,703 94,506,823
400,302,045 428,041,303 401,305,686
ExpendituresGeneral government 17,965,048 20,222,983 21,974,757Protection to persons and property 55,817,999 54,599,089 53,522,412Transportation services 35,605,422 28,988,241 25,268,950Environmental services 36,849,621 29,554,648 30,083,163Health services 33,478,281 28,939,481 26,699,359Social and family services 102,239,789 98,481,870 98,853,733Recreation and cultural services 31,083,486 30,387,317 28,203,622Planning and development 5,894,608 6,355,651 4,904,099TBayTel 63,120,000 70,309,436 56,383,007
382,054,254 367,838,716 345,893,102
Excess of revenues over expenditures 18,247,791 60,202,587 55,412,584
Financing and transfersNet interfund transfers
To capital fund (24,768,100) (28,122,662) (28,949,898)To reserve funds (4,311,800) (9,852,103) (17,320,299)
Debt principal repayments (12,890,898) (15,317,599) (16,065,380)Changes in non-financial assets, employment
benefits, landfill closure and post-closure costs and interes - (2,701,665) 3,818,499
(41,970,798) (55,994,029) (58,517,078)
Change in operating fund (23,723,007) 4,208,558 (3,104,494)Operating fund, beginning of year 27,947,984 27,947,984 31,052,478Operating fund, end of year 4,224,977 32,156,542 27,947,984
See accompanying notes to the financial statements
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THE CORPORATION OF THE CITY OF THUNDER BAY
CAPITAL FUND Schedule 2
For the year ended December 31, 2007 2006
$ $RevenuesGovernment of Canada grants 2,087,564 1,276,521Province of Ontario grants 2,534,230 6,684,452Investment income 1,379,073 1,523,310Other 1,225,102 317,979
7,225,969 9,802,262
ExpendituresGeneral government 1,724,859 1,908,058Protection to persons and property 2,120,036 1,915,117Transportation services 19,049,202 15,604,848Environmental services 19,169,489 23,975,687Health services 1,168,293 1,386,497Social and family services 403,210 1,065,265Recreation and cultural services 5,404,925 3,770,018Planning and development 1,529,935 3,490,593TBayTel 23,468,551 47,889,930
74,038,500 101,006,013
Deficiency of revenues over expenditures (66,812,531) (91,203,751)
Financing and transfers
From operating fund 28,122,662 28,949,898From (to) reserve funds 19,650,823 (7,497,379)Proceeds from long-term debt 25,112,967 33,641,181
72,886,452 55,093,700
Change in capital fund 6,073,921 (36,110,051)Capital fund, beginning of year 11,861,043 47,971,094Capital fund, end of year 17,934,964 11,861,043
See accompanying notes to the financial statements
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City of thunder Bay AnnuAl RepoRt 2007
THE CORPORATION OF THE CITY OF THUNDER BAY
RESERVES AND RESERVE FUNDS Schedule 3
For the year ended December 31, 2007 2006$ $
RevenuesInvestment income 4,860,380 3,819,593
Net interfund transfersFrom (to) capital operations (19,650,823) 7,497,379From current operations 9,852,103 17,320,299
(9,798,720) 24,817,678
Change in reserves and reserve funds (4,938,340) 28,637,271Reserves and reserve funds, beginning of year 123,618,489 94,981,218Reserves and reserve funds, end of year 118,680,149 123,618,489
Comprised ofReserves 9,365,201 9,856,829Reserve funds 109,314,948 113,761,660
118,680,149 123,618,489
See accompanying notes to the financial statements
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THE CORPORATION OF THE CITY OF THUNDER BAYNOTES TO CONSOLIDATED FINANCIAL STATEMENTSYear ended December 31, 2007
GENERALThe Corporation of the City of Thunder Bay is a municipality in the Province of Ontario, Canada.It conducts its operations guided by the provisions of provincial statutes such as the MunicipalAct and related legislation.
1. SIGNIFICANT ACCOUNTING POLICIES
The consolidated financial statements of The Corporation of the City of Thunder Bay are preparedby management in accordance with accounting policies generally accepted for the localgovernment sector as prescribed by the Public Sector Accounting Board [PSAB] of the CICA.Since precise determination of many assets and liabilities is dependent upon future events, thepreparation of periodic financial statements necessarily involves the use of estimates andapproximations. These have been made using careful judgement.
[a] Basis of consolidation
Consolidated Financial Statements
These consolidated financial statements reflect the assets, liabilities, revenues and expenditures ofthe revenue fund, capital fund, reserves and reserve funds of the City and include the activities ofall committees of Council and the following boards, municipal enterprises and utilities which areunder the control of Council:
Thunder Bay Public Library BoardWaterworksTransit
Parking AuthorityMountain View CemeterySaint Patricks CemeteryDawson Court Home for the AgedGrandview Lodge Home for the AgedPioneer Ridge Home for the AgedHeart of the Harbour Business Improvement AreaSimpson Street Business Improvement AreaVictoria Avenue Business Improvement AreaVictoriaville Centre Board of ManagementThunder Bay Community Auditorium Inc.TBayTel (A Municipal Service Board established by the Corporation of the City of Thunder Bay)Thunder Bay Court Services AreaSuperior North Emergency Medical ServicesThunder Bay Community Economic Development Commission Inc.
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THE CORPORATION OF THE CITY OF THUNDER BAYNOTES TO CONSOLIDATED FINANCIAL STATEMENTSYear ended December 31, 2007
Joint Local Boards
Certain joint local boards in which the City participates are accounted for on a proportionateconsolidation basis, consistent with the generally accepted accounting treatment for governmentpartnerships. Under the proportionate consolidation basis of accounting, the Citys pro-rata shareof the assets, liabilities, revenues and expenditures (including capital expenditures) that aresubject to shared control is combined on a line-by-line basis with similar items in the Citysfinancial statements. All inter-fund assets, liabilities, revenues and expenditures have beeneliminated. Joint local boards accounted for in this manner are:
Thunder Bay District Health UnitThunder Bay District Social Services Administration Board
Subsidiary Corporations
Thunder Bay Hydro Corporation is accounted for on a modified equity basis, consistent with thegenerally accepted accounting treatment for government business enterprises [note 14]. Underthe modified equity basis, the business enterprises accounting principles are not adjusted toconform with those of the Citys, and inter-organizational transactions and balances are noteliminated.
Trust Funds
Trust funds administered by the City have not been included in the Consolidated Statement ofFinancial Position nor have their operations been included in the Consolidated Statement ofFinancial Activities. They are reported separately on the Trust Fund Statement of Continuity andStatement of Financial Position.
Accounting for school board transactions
The taxation, other revenues, expenditures, assets and liabilities with respect to the operations ofthe school boards, are not reflected in these consolidated financial statements.
[b] Basis of accounting
Accrual accounting
The City uses the accrual basis of accounting and recognizes revenues as they are levied or earnedand become measurable; expenditures are recognized as they are incurred and measurable as aresult of receipt of goods or services and the creation of a legal obligation to pay.
Employment benefits
The City has adopted the following policies with respect to employment benefit plans:
The costs of vacation entitlements are charged as expenditures when earned;
The costs of post-employment benefits, sick leave entitlements and WSIB entitlements arerecognized when the event that obligates the City occurs; costs include projected future incomepayments, health care continuation costs and fees paid to independent administrators of theseplans, calculated on a present value basis;
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THE CORPORATION OF THE CITY OF THUNDER BAYNOTES TO CONSOLIDATED FINANCIAL STATEMENTSYear ended December 31, 2007
Employment benefits (contd)
The costs of post employment benefits, sick leave entitlements and WSIB entitlements areactuarially determined using the projected benefits method prorated on service and managementsbest estimate of retirement ages of employees, salary escalation, expected health care costs andplan investment performance; accrued obligations and related costs of funded benefits are net ofplan assets;
Past service costs from plan amendments are amortized on a straight-line basis over the expectedaverage remaining service period of employees active at the date of amendment; and
The excess of the net actuarial gain (loss) over 10% of the greater of the benefit obligations andthe fair value of plan assets are amortized on a straight-line basis over the average remainingservice period for active employees.
The contributions to a defined benefit pension plan are expensed when contributions are due.
Government transfers
Government transfers relate to the social services and housing programs and are recognized in theconsolidated financial statements in the period in which events giving rise to the transfer occur,providing the transfers are authorized, any eligibility criteria have been met and reasonableestimates of the amounts can be made.
Investments
The City accounts for its investments at cost plus accrued earnings. The carrying value of aninvestment is written down to its net recoverable amount if a decline in value is judged to be otherthan temporary.
Inventories
Inventories of supplies, including vehicle parts and road maintenance materials, are charged tooperations when purchased.
Deferred revenue
The City often receives contributions that are restricted under specific agreements or the terms ofrelevant legislation. Such contributions, together with any income earned thereon by the City, arereported as a deferred revenue liability until the resources are used for the purpose or purposesspecified, at which time the resources are recognized as revenue.
Capital assets
Capital assets are reported as an expenditure on the Consolidated Statement of Financial Activitiesin the year of acquisition.
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THE CORPORATION OF THE CITY OF THUNDER BAYNOTES TO CONSOLIDATED FINANCIAL STATEMENTSYear ended December 31, 2007
[c] Transitional Provisions
Tangible Capital Assets
Effective January 1, 2007, the City adopted Accounting Guideline 7 (PSG-7) of the Public SectorAccounting Handbook of the Canadian Institute of Chartered Accountants (CICA) with respect tothe disclosure of tangible capital assets of local governments. PSG-7 provides transitionalguidance on presenting information related to tangible capital assets until Section 3150 TangibleCapital Assets of the Public Sector Accounting Handbook comes into effect January 1, 2009.
During 2007, the City continued to work towards compliance with the new recommendations foraccounting for tangible capital assets. As of December 31, 2007, the City has not yet completed alisting of assets and values. The accumulation of data is currently underway and is expected to be
completed by December 31, 2008.
2. OPERATIONS OF SCHOOL BOARDS
Taxation, other revenues and requisitions for the school boards amounting to $46,985,669 [2006 -$46,859,096] are not reflected in these consolidated financial statements.
3. TRUST FUNDS
Trust funds administered by the City amounting to $14,148,689 [2006 - $13,739,939] have notbeen included in the Consolidated Statement of Financial Position nor have their operations beenincluded in the Consolidated Statement of Financial Activities.
Trust fund balances as at December 31 are as follows:2007 2006
$ $
Older Adults Centre 18,467 104,006Mountain View Cemetery 821,371 804,717Mountain View Cemetery Marker Maintenance 211,825 194,474Saint Patricks Cemetery 76,596 76,596Saint Patricks Cemetery Marker Maintenance 17,364 16,648Dawson Court Home for Aged 55,898 69,567Grandview Lodge Home for Aged 66,955 184,618Pioneer Ridge Home for Aged 33,192 30,283Lake Superior Regiment Memorial Hillcrest Park 29,407 28,195Ontario Home Renewal Program 1,381 8,020
Library 2,627 2,765Employee Disability 12,787,668 12,195,100Civic Employees Pension Trust Committee 1,998 1,998Community Auditorium Repairs 21,929 21,025Art in Public Places 2,011 1,928
14,148,689 13,739,939
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THE CORPORATION OF THE CITY OF THUNDER BAYNOTES TO CONSOLIDATED FINANCIAL STATEMENTSYear ended December 31, 2007
4. CASH AND INVESTMENTS
Investments are recorded at cost. The total market value of the Citys investments at December31, 2007 was approximately $177,590,000 [2006 - $181,046,637]. The Citys investments arecomprised of federal, provincial, and corporate bonds, with varying maturity dates and interestrates, and money market funds, treasury bills and cash in the bank.
2007 2006$ $
Cost Market Value Cost Market Value
Federal Government 51,950,224 52,458,193 52,776,759 53,188,586Provincial Government 30,333,524 30,867,632 32,336,619 33,156,926Corporate 43,960,425 44,128,591 - -Other 49,313,376 50,135,584 93,719,789 94,701,125
175,557,549 177,590,000 178,833,167 181,046,637
The weighted average yield on the cost of the investment portfolio during the year was 4.3 %(2006 3.9%). Maturity dates on investments in the portfolio range from June 2008 to June2037.
5. PENSION AGREEMENTS
The City makes contributions to the Ontario Municipal Employees Retirement Fund [OMERS],which is a multi-employer plan. The plan is a defined benefit plan which specifies the amount ofretirement benefit to be received by employees based on length of service and rates of pay. The
amount contributed to OMERS for 2007 was $10,715,638 (2006 - $9,606,999) for current serviceand is included as an expenditure on the Consolidated Statement of Financial Activities.
6. EMPLOYMENT BENEFITS
[a] Under the sick leave benefit plan, unused sick leave can accumulate and certain employeesmay become entitled to a cash payment when they retire or leave the Citys employment.
The liability for these accumulated days, to the extent that they have vested and could betaken by an employee on retirement or his/her estate upon death amounted to approximately$7,245,451 [2006 - $6,968,495]. An amount of $5,752,305 [2005-$6,220,057] has been setaside in sick pay liability reserve funds to offset this liability, which includes $96,801 [2006 -$91,874] relating to joint local boards.
[b] Vacation entitlements earned by the employees are converted to a cash payment when theyretire or leave the Citys employment. The liability for these accumulated days amounted toapproximately $4,761,458 [2006 - $4,485,247].
[c] The City of Thunder Bay pays certain post retirement benefits on behalf of its retiredemployees. The City of Thunder Bay recognizes these post retirement costs in the period inwhich the employees rendered the services. The accrued benefit obligation at December 31,2007 of $33,100,383 [2006 - $31,245,282] was determined by an actuarial valuation preparedfor the year ended December 31, 2007. An amount of $4,239,569 [2006-$3,244,057] hasbeen set aside in a post-retirement benefits reserve fund to offset this liability.
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THE CORPORATION OF THE CITY OF THUNDER BAYNOTES TO CONSOLIDATED FINANCIAL STATEMENTSYear ended December 31, 2007
6. EMPLOYMENT BENEFITS (contd)
Information about the City of Thunder Bays benefit plan is as follows:
2007 2006$ $
Accrued benefit liability recognized in thefinancial statements 31,902,177 30,374,422
Expense for the year 3,220,688 3,863,580Benefits paid for the year (1,692,933) (1,135,819)
The main actuarial assumptions employed for the valuation are as follows:
General InflationFuture general inflation levels, as measured by changes in the Consumer Price Index (CPI),were assumed at 2% in 2007 and thereafter.
Interest (discount) rate
The obligation as at December 31, 2007 of the present value of future liabilities and theexpense for the year then ended were determined using an annual discount rate of 5.25%.This rate reflects the assumed long term yield on high quality bonds as at January 1, 2007.
Salary levels
Future general salary and wage levels were assumed to increase at 3.3% and 4.3% per annumfor various employee groups, reflecting the expected Consumer Price Index adjusted forproductivity, merit and promotion.
Medical costs
Medical costs were assumed to increase at 10% in 2007, 9% in 2008, 8% in 2009, 7% in2010, 6% in 2011 and 5% thereafter.
Dental costs
Dental costs were assumed to increase at 5% in 2007 and thereafter.
[d] The City elected to be under Schedule 2 of the Workplace Safety and Insurance Act and
hence, effectively self-insures its workers compensation claims. According to anextrapolation for 2006 by professional actuaries of an actuarial valuation as at December 31,2007, the City has an estimated future benefit cost including administration costs of$29,326,128 [2006 - $34,874,354].
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THE CORPORATION OF THE CITY OF THUNDER BAYNOTES TO CONSOLIDATED FINANCIAL STATEMENTSYear ended December 31, 2007
7. NET LONG-TERM LIABILITIES
[a] The balance of net long-term liabilities reported on the Consolidated Statement of FinancialPosition totaling $229,998,571 [2006 - $220,203,203] is comprised of long-term liabilitiesoutstanding at year-end incurred by the City and joint local boards.
[b] Principal repayments of long-term liabilities are due as follows:
From Fromgeneral From consolidated From
municipal benefiting municipal joint localrevenue landowners enterprises boards Total
$ $ $ $ $
2008 15,834,968 139,977 720 1,254,868 17,230,5332009 15,788,444 139,346 - 1,321,666 17,249,4562010 16,270,649 145,024 - 1,391,882 17,807,5552011 13,319,470 156,044 - 1,466,264 14,941,7782012 13,651,347 85,319 - 1,544,913 15,281,5792013 andthereafter 124,353,838 99,102 - 23,034,730 147,487,670Total 199,218,716 764,812 720 30,014,323 229,998,571
[c] The long-term liabilities in [a] issued in the name of the City have received approval of theOntario Municipal Board for those approved on or before December 31, 1992. Thoseapproved after January 1, 1993 have been approved by by-law. The 2008 annual principal
and interest payments required to service these liabilities are within the 2008 annual debtrepayment limit prescribed by the Ministry of Municipal Affairs of $31,115,502. The Cityhas available $4,656,498, based on this annual debt repayment limit.
8. CHARGES FOR NET LONG-TERM LIABILITIES
Total payments for the year for net long-term liabilities are as follows:2007 2006
$ $
Principal payments 15,317,599 16,065,380Interest payments 9,260,478 9,349,086
24,578,077 25,414,466
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THE CORPORATION OF THE CITY OF THUNDER BAYNOTES TO CONSOLIDATED FINANCIAL STATEMENTSYear ended December 31, 2007
9. LANDFILL CLOSURE AND POST-CLOSURE LIABILITY
The John Street municipal landfill is operated by the City as a central facility to accept allmunicipal solid waste from the City. The landfill includes the closed and capped West Cell, andthe active East Cell that has a remaining life of approximately 50 years. Closure activities includefinal cover and vegetation, drainage control features, monitoring of leachate, water quality and gasand recovery of gas. Post-closure activities include acquisition of additional land for buffer zone,treatment and monitoring of leachate, monitoring groundwater, surface water and gas, andrecovery and ongoing maintenance of various control systems, drainage systems and final cover.
The estimated liability of $6,424,000 [2006 - $6,237,000] is the present value of future cash flowsassociated with the closure and post-closure costs discounted at a rate of 3%, based on a 2006Cost Recovery Plan prepared by consultants.
10. MUNICIPAL POSITION AT YEAR-END
[a] The balance in the Consolidated Statement of Operations of municipal equity of$243,775,863 [2006 - $237,742,681] at year-end is comprised of the following:
2007 2006$ $
OPERATING FUNDCityGeneral and designated ratepayers 355,458 284,612Local improvement ratepayers 539,351 560,778
894,808 845,390Library Board 66,011 (17,827)Thunder Bay Community Auditorium (206,825) -
753,994 827,563
Consolidated entitiesTBayTel 27,840,853 24,478,739
Joint local boardsThunder Bay District Social Services Administration Board 3,561,695 2,641,682
Operating Fund Total 32,156,542 27,947,984
CAPITAL FUNDCapital works in progress to be financed
from the proceeds of long-term liabilities (16,177,559) (24,799,313)
Library Board capital fund 600,266 525,355
Unapplied capital receipts- Available for the acquisition or construction of capital assets 33,512,257 36,135,001
Capital Fund Total 17,934,964 11,861,043
RESERVES AND RESERVE FUNDSReserves for designated purposes 9,365,201 9,856,829Reserve funds for designated purposes 109,314,948 113,761,660
Reserves and Reserve Funds Total 118,680,149 123,618,489
Thunder Bay Hydro Corporation net equity 75,004,208 74,315,165
Total 243,775,863 237,742,681
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THE CORPORATION OF THE CITY OF THUNDER BAYNOTES TO CONSOLIDATED FINANCIAL STATEMENTSYear ended December 31, 2007
10. MUNICIPAL POSITION AT YEAR-END (contd)
[b] City Council approved a reserve fund strategy in 2004 authorizing that any surplus for theyear be placed in a stabilization reserve fund. For the year ended December 31, 2007, theamount transferred to the stabilization reserve fund was $475,000.
The surplus at the end of 2007 from the revenue fund for general purposes and for designatedratepayers was $355,458 [2006 - $284,612]. Had the transfer to the stabilization reserve fundnot been made, the balance of the Citys revenue fund for general purposes and fordesignated ratepayers would have been $830,458.
Unapplied capital receipts represents unexpended capital financing from sources such as thesale of lands owned by the Municipality and the receipt of unconditional capital grants.
11. RESERVES AND RESERVE FUNDS
The total balance of reserves of $9,365,201 [2006 - $9,856,829] and reserve funds of$109,314,948 [2006 - $113,761,660] are comprised of the following:
2007 2006$ $
Reserves set aside for specific purposes by CouncilFor acquisition or construction of capital assets 4,909,902 5,344,399For working capital 4,300,000 4,300,000Joint local boards 155,299 212,340
Total reserves 9,365,201 9,856,829Reserve funds set aside for specific purposes by CouncilAcquisition or construction of capital assets 55,522,675 62,713,71655+ Centre Endowment 897,657 842,988PRO Kids 283,797 205,422Post-retirement benefits 4,239,569 3,244,057Stabilization 6,645,942 7,881,424Election expense 266,796 157,858Insurance 2,360,559 937,787Vested sick leave benefits 5,655,504 6,128,183Tax assessment appeals 6,270,526 6,308,177Vested property 1,714,665 1,070,475Economic development 1,063,339 1,852,424
Winter roads maintenance 1,112,031 826,725Animal control 52,294 47,565Crime prevention 84,132 110,870Digital parcel mapping 265,757 293,867EMS cross border billing 1,710,475 1,433,573Federal gas tax 1,664,967 3,032,823Dedicated gas tax 1,877,924 1,685,657Joint local boards 17,626,339 15,012,748
Total reserve funds 109,314,948 113,761,660
Total reserves and reserve funds 118,680,149 123,618,489
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THE CORPORATION OF THE CITY OF THUNDER BAYNOTES TO CONSOLIDATED FINANCIAL STATEMENTSYear ended December 31, 2007
12. DEFERRED REVENUE
2007 2006$ $
CityPark purposes 161,331 151,866Other 5,380,641 6,261,421
Joint local boards 2,682,164 3,708,140Total 8,224,136 10,121,427
The continuity of deferred revenue is as follows:2007 2006
$ $
Balance, beginning of year 10,121,427 5,724,074Net contributions from developers and property owners 46,264 62,556Investment income 6,588 4,522Net contributions to capital operations (43,386) -Net contributions from (to) current operations (1,906,757) 4,330,275
Balance, end of year 8,224,136 10,121,427
13. JOINT LOCAL BOARDS
The following joint local boards represent government partnerships in which the City participates:
The Thunder Bay District Health Unit promotes public health and provides health education to allinhabitants of the District of Thunder Bay.
The Thunder Bay District Social Services Administration Board delivers provincially mandatedsocial services on behalf of the inhabitants of the District of Thunder Bay.
The following table provides condensed supplementary information for the governmentpartnerships:
Thunder BayDistrict Thunder Bay
Health Unit DSSAB77.91% 75.16%
$ $
Financial positionFinancial assets 2,360,650 23,438,717Liabilities (2,203,576) (33,522,385)
Net assets 157,074 (10,083,668)
Results of operationsRevenues 12,575,965 66,959,714
Expenditures 12,356,066 63,092,581
Excess of revenues over expenditures 219,899 3,867,133
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THE CORPORATION OF THE CITY OF THUNDER BAYNOTES TO CONSOLIDATED FINANCIAL STATEMENTSYear ended December 31, 2007
14. SUBSIDIARY OPERATIONSThunder Bay Hydro Corporation
The Thunder Bay Hydro Corporation is wholly owned by The City of Thunder Bay and providesregulated and unregulated electric utility services and complementary commercial services.
The following table provides condensed supplementary financial information for the Thunder BayHydro Corporation, its subsidiary, Thunder Bay Hydro Electricity Distr
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