Thunder Bay Annual Report

C i t y o f T h u n d e r B ay
Annual Report 2007

Key Facts
Life–and business–is better here!
Population
109,140
Number of Households
49,023
Land area
328.5 sq km
Population Density
332.3 per sq km
Waterfront
52 km
City’s Annual Budget
Operating $251,885,700
Capital $ 29,868,200
Total $281,753,900
City’s Credit Rating

A+ Stable
Top employers
City of Thunder Bay
Thunder Bay Regional Health Sciences Centre
Lakehead District School Board
Government of Ontario
St. Joseph’s Care Group
Lakehead University
Thunder Bay Catholic District School Board
Bowater
Confederation College
Government of Canada
Buchanan Group
w w w. t h u n d e r b a y. c a
Index
Message from the Mayor 2
Thunder Bay City Council 2006-2010 3
Message from the Acting C AO 4
Corporate Structure 5
Depar tments 6
2007-2010 Strategic Plan 8
Stronger & More Diversified Economy 10
Clean Green Beautiful Proud 14
High Quality of Life 18
One of the Best-Run Cities in Canada 22
Looking Ahead to 2008 25
Repor t from the City Treasurer 27
Financial Statements 31
Statement of Administrative Responsibility 32
Auditors’ Repor t 33
Statement of Financial Position 34
Statement of Financial Activities 35
Statement of Changes in Financial Position 36
Schedule 1 - Operating Fund 37
Schedule 2 – Capital Fund 38
Schedule 3 – Reser ves and Reser ve Funds 39
Notes to Financial Statements 40
C i t y o f T h u n d e r B ay A n n u al R e p or t 2007 •
M ESSA G E F R O M T H E M AY O R
Welcome to Thunder Bay’s first Annual Report. This report provides

the opportunity to look back at the past year and reflect on our many
successes, challenges and opportunities.
As you read this report you’ll realize that as a community, we are making
progress through the determined efforts of many. We have a shared
vision that motivates us to work toward a better tomorrow that is firmly
planted in the reality of today.
To meet the future needs of our community, Thunder Bay is taking a

strategic approach that makes the most of our City’s strengths. As
outlined in the 2007-2010 Strategic Plan, we are working with our
community partners to pursue many initiatives and actions that will
allow us to build:
• a stronger and more diversified economy
• a cleaner, greener, more beautiful and proud Thunder Bay
• a high quality of life
• one of the best-run cities in Canada.
These four Council priorities provide the basis for 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 careful financial management.
Key accomplishments in 2007 include the opening of the new Bare

Point Water Treatment Plant, strategic investments in new economic
development opportunities and the start of a 10-year Master Plan for
Recreation and Parks.
On behalf of City Council, I invite you to get to know this Annual

Report and see for yourself how Thunder Bay is Building on the New
Foundation. We have so many reasons to be proud. Remember, life
– and business – is better here in our City that’s Superior by Nature.
Sincerely,
Mayor Lynn Peterson
• w w w. t h u n d e r b a y. ca
Ci t y Co u n c i l
City of 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
Tuchenhagen
Front Row: Councillor Larry Hebert, Councillor Linda Rydholm, Councillor 622-0002
Joe Virdiramo, Mayor Lynn Peterson, City Clerk John Hannam, Councillor
Neebing Ward
Rebecca Johnson, Councillor Trevor Giertuga
Back Row: Councillor Mark Bentz, Councillor Frank Pullia, Councillor Brian Councillor Linda Rydholm
McKinnon, Councillor Robert Tuchenhagen, Councillor Andrew Foulds, 577-9260
Councillor Iain Angus, Councillor Aldo Ruberto
Northwood Ward
Councillor Mark Bentz
KIVIKOSKI RD GOREVALE RD
CURRENT
RIVER
577-8226
EEK
CR
ICAR
MUNICIPALITY OF SHUNIAH
McV
R
RIVE
COPENHAGEN RD
McINTYRE
DAWS
TOWNLINE ROAD
DO
CH
ON RD
AN
– HIGHW
G LA
BR
AY 102
Red River Ward

RIVER
TH
CU
KE
RT
RR
EN
NO
RD
T
RIV
VE
R
7
11/1
AY
Councillor Brian McKinnon

McVICAR CREEK
HW
HIG
ER
RIV
DA
T
GOVERNMENT RD
EN
GOVERNMENT RD
HODDER AVE
W
RR
SO
767-3945
CU
N
RD
–H AY
SW
IG
HW ES
PR
AY
10 EX
2 Y
BA
NEE
R
DE
BIN
UN
BOULEVARD
G
LAKE
TH
RIV
Westfort Ward
ER
MCINTYRE ER
T RIVE
RENT
CURRENT
McVICAR
AR CREEK
RIV ST
Councillor Joe Virdiramo

ER D
ST
JOHN ST RD JOHN ST RD AV
E
AN
JOHN ST RD T RL
NO BE
JU M
McIN CU
R D
RED
TY
RED
RE RIV
RIVE ER
R RD
625-5547
/17
RIVER
RIV
ARD RD
11
E
AV
AY
T
NO
HW
JU
MAPLEW
ST
HIG
ER
AT
SWAY
Councillors at Large
RD
RD
VER
EXPRES
OLI
VE
M
LA
LIA
RIA
OLIVER RD
WIL
RE
MO
TY
OLIVER RD
R BAY
cIN
BALMORAL ST
GOLF LINKS RD
VER
RT
M RI
ME
FO
TOWNLINE RD
THUNDE
C ELLAR
ELL
MCKELL
M
Councillor Iain Angus

HARBOUR
EXPRESSWAY
HIGHWAY 11/17
POLE LINE RD
WILLIAM ST NEEBING-McINTYRE
FLOODWAY
BALMORAL ST
474-0926
MAPLEWARD RD
25TH SIDE RD
NEEBING RIVER
O HWO
NORTHWOOD
ST
JAMES ST
EDWARD ST
NEEBING RIVER
N
MAY ST
PSO
SIM
ARTHUR ST NEEBING RIVER
Councillor Larry Hebert

ARTHUR ST McKELLAR ISLAND
Y
WA
McKELLAR
RIVER
GS
JAMES ST
622-7938
KIN
PENNOCK CREEK
FREDERICA ST
TFORT
WESTFORT
MISSION ISLAND
MISSIO
NEEBING AVE
ROSSLYN RD RIVER
N RIV
NEEBING
IA
ISTIQU
KAMIN
Councillor Rebecca Johnson

ER
CITY RD
HIGHWAY 61
CITY
RD
RD
SCALE IN METRES
577-2807
A
W
PE 0 500 1000 1500 2000
IP
CH
MOUNTDALE AVE
Councillor Frank Pullia

61
AY
HW CHIPPEWA
HIG PARK
767-6579
EE
CR
ITO
QU
MOS
Councillor Aldo Ruberto

LITTLE NORWAY RD
BRULE BAY
SAWDUST
S
SQUAW BAY
768-8038
LAKE
LOCH LOMOND LAKE
C i t y o f T h u n d e r B ay A n n ua l R e p or t 2007 •
M ESSA G E F R O M T H E A c t i n g CA O
Each day, your City’s employees strive to provide excellent service to the
citizens of Thunder Bay which, ultimately, contributes to the quality of life
in our dynamic and diverse city.
We focus on providing high value municipal services, knowing that our

future is:
• Satisfied customers
• Valued employees and
• Strategic partners
The City of 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 specific needs of the people of Thunder Bay through high quality
community services and operations, financial leadership and support for
future sustainability and long-range plans for our land, infrastructure and
resources.
The 2007 Annual Report is our opportunity to inform you of the

actions we took over the last year toward achieving the priorities of the
Strategic Plan. Here you will find the detailed information about your City
government’s financial performance as well as highlights of some of our
extraordinary achievements.
I am proud of the accomplishments outlined in this report and wish

to recognize the City of Thunder Bay staff for their contributions. It
is through their collective hard work and commitment to our Vision
and Values that Thunder Bay will become one of the best-run cities in
Canada. On behalf of all residents, we will continue to work hard to build
a cleaner, greener, more beautiful and proud City.
Sincerely,
Darrell Matson
Acting Chief Administrative Officer
City of Thu n d er B a y c or por a t e s tru c t ur e
City Council
Chief Administrative
Officer
Community Corporate Development Facilities Fire & Rescue Transportation

Finance
Services Services Services & Fleet Services & Works
Boards & Commissions
• Community Economic Development Commission • Thunder Bay Police Services Board

• Parking Authority Board* • Thunder Bay Public Library Board
• Thunder Bay Community Auditorium Board • TBayTel Municipal Service Board
• Thunder Bay District Social Services Administration • Victoriaville Board of Management
Board
* For administrative purposes, the Manager - Parking Authority reports to the General Manager - Transportation & Works
Ci t y of Th u n d e r B a y D e p a r t m e n t s
OFFICE OF THE CAO CORPORATE SERVICES

Darrell Matson Rosalie Evans
Acting CAO City Solicitor & General Manager
Provides strategic leadership and overall Monitors the legal, legislative, administrative
administration to the City’s eight departments. and management requirements for City
The CAO develops Corporate Policy and Departments, Boards and Council. This
provides advice to Council about City Department includes the City Solicitor, Health
organization and operating procedure. & Safety/Risk Management, Office of the City
The Chief Administrative Officer also Clerk and Provincial Offences Office.
acts as Department head for Corporate
DEVELOPMENT SERVICES
Communications & Strategic Initiatives,
Mark Smith
Emergency Medical Services, Human Resources
General Manager
and Internal Audit & Management Studies.
Facilitates development initiatives designed to
COMMUNITY SERVICES attract visitors and investors to the community,
Greg Alexander and administers regulatory functions that
General Manager maintain the quality of life and make the
Supports and enhances the quality of life of the community attractive to residents, visitors and
community by providing a range of social, health, investors. Divisions include Building, Licensing &
and leisure services, facilities and opportunities Enforcement, including Animal Services, Planning,
that meet peoples’ broad, diverse and changing including Committee of Adjustment, and Realty
needs; are offered in a fair and accessible way; Services.
and meet legislated requirements. Divisions
FACILITIES & FLEET
include Recreation & Culture, Golf, Homes for
Alan Fydirchuk
the Aged, Parks and Tourism.
General Manager
Manages Capital Building projects, asset
management, energy management, operations
and preventative maintenance of the
Corporation’s Buildings, Fleet of Vehicles and
Equipment. Divisions include Administrative
Services, Facility Services, Construction/
Renovation Services and Fleet Services.
Ci t y of Th u n d e r B a y D e p a r t m e n t s
FINANCE TRANSPORTATION & WORKS

Carol Busch John Husiak
City Treasurer & General Manager Acting General Manager
Manages the financial affairs of the City including Provides for the planning, operation and
the development of effective control measures maintenance of all City roads and bridges,
for the protection of the City’s assets and street lighting, traffic control, water supply,
resources, the maintenance of the City’s books water distribution, waste reduction and
of accounts, financial planning including fiscal recycling, garbage collection and disposal,
policy recommendations, budgeting, and debt sewage collection, sewage treatment, drainage,
administration, the acquisition of materials, transit operations, training and safety, and all
supplies and services for all City departments. administrative functions. Divisions include
The Divisions include Accounting & Budgets, Central Support, Engineering, Environment,
Corporate Information & Technology, Materials Health & Safety, Roads and Transit.
Management and Revenue.
FIRE & RESCUE SERVICES

John Hay
Fire Chief
Provides the citizens of Thunder Bay with a
highly trained fire suppression and emergency
service, capable of handling various hazardous
situations. The Fire Prevention and Investigation
Division is responsible for ongoing inspections
of all business, industrial, commercial and
residential properties, as well as fire origin and
cause investigation. Public education programs
include fire and life safety education, juvenile fire
setter intervention, special interest programming
and specialized training to business and industry.
Fire & Rescue delivers Emergency Planning for
the community.
B u i l d i n g on
Foundation
the N e w
2 0 0 7 - 2 0 1 0 S t r a t e gi c p l a n
The City’s Strategic plan, Building on the New Foundation, guides

our actions to 2010.
Our Mission
The City of Thunder Bay
In a series of planning sessions, Council and Administration
provides a balance of
determined concrete steps so that together with community
services that improves
partners we can work toward our four strategic priorities:
our quality of life and
• a stronger, more diversified economy supports our economy
• a cleaner, greener, more beautiful and proud Thunder Bay in a responsible manner.
• a high quality of life, and
• one of the best-run cities in Canada.
Building on the New Foundation is a living document. It will be
reviewed and updated annually and is open to change. The plan
will further the City’s Mission.
Supporting the Strategic Plan are 87 specific initiatives, this

annual report card and an annual update to the plan.
The following sections provide highlights about the City of

Thunder Bay’s progress on the Strategic Plan in each of the four
priority areas in 2007.
Stronger & More
Economy
10 • w w w. t h u n d e r b a y.ca
Diversified
S t ro n g e r & M or e Di v e r s ifi e d E c o n om y
Creating and Sustaining Jobs through Partnerships
2007 was the first full year of operation for the newly created, results-based Community
Economic Development Commission. In addition to operating dollars, the CEDC was
provided with a $300,000 fund for startups, feasibility studies and small projects. Council
also set aside a $1 million reserve fund for major projects recommended by the CEDC
that build on our traditional strengths and emerging new economy. Major initiatives
included the creation of an Oil Sands Consortium to pursue manufacturing opportunities,
the opening of Thunder Bay Fine Papers Incorporated and the attraction of the Superior
Propane Sales & Marketing Office.
City Council was the first to invest in the Molecular Medicine Research Centre (MMRC),
committing $5 million to successfully leverage commitments throughout 2007 from other
partners. The MMRC on Munro Street is expected to create 205 research jobs and 400
to 600 spin-off jobs. Twenty nine researchers began operating at the facility. Thunder Bay
will benefit in ways we are only beginning to understand from the expanding economic
engines of health, biotechnology, research and innovation.
Work also got underway to create a state-of-the-art multi-purpose emergency training,

development and research centre in Thunder Bay. Thanks to a commitment of $1.7 million
from the Northern Ontario Heritage Fund, construction began on the ‘Fire Site,’ the
first phase of the Thunder Bay and Region Protective and Emergency Services Training
Complex. The City contributed $660,000 (the proceeds of the land sale from the old
site); the use of property on Hammond Avenue valued at $484,000 and will also provide
a dedicated fire pumper and training staff to manage the Fire Site. A key goal of the
Centre is to keep training dollars in the region.
After the City decided to return 300 long-term care beds to the Province in January
2009 due to inadequate funding to upgrade the facilities, the Province announced it would
create the Centre of Excellence for Integrated Seniors’ Services (CEISS). This Centre and
support services will better meet the needs of seniors in our community, allow them to
stay in their homes longer and has the potential to create an additional 107 full-time jobs
in the community.
C i t y o f T h u n d e r B ay A n n u al R e p o r t 2007 • 11
Stronger & More
Improving Business provincial governments for increased funding

Competitiveness to address a growing infrastructure gap. 2007
Lobbying efforts with the Province were saw the completion of a number of notable
successful in achieving a substantial and infrastructure projects. The new Bare Point
accelerated reduction in education tax rates Water Treatment Plan was opened in June to
for industrial and commercial properties in provide for residents’ long-term needs for clean,
Northern Ontario, four years ahead of the safe drinking water. A new public street was
rest of the Province, to support development. added that allows traffic to bypass the Bowater
This will result in a 2.1% tax rate decrease for Mill, taking logging trucks off Broadway Avenue,
commercial properties and 8.6% decrease which has been upgraded between Broadway
for industrial properties in 2008. Water and and Neebing Avenues with paved shoulders
waste water rates as well as Hydro distribution for pedestrians and cyclists to improve safety.
charges remain among the lowest in the Red River Road was widened and a new
Province. TBayTel, the largest independent centre left turn lane added to support this
communications company in Canada offers busy commercial area. As well, improvements
Thunder Bay residential and business rates were made to the intersections to improve
for landline services that are well below the traffic safety. May Street was reconstructed
national average. Other state-of-the-art from Miles Street to Ridgeway Street including
telecom solutions - data, wireless and Internet - replacement of underground infrastructure,
are competitively priced. Compared with other streetscaping work, improved street lighting
cities, Thunder Bay’s residential tax burden and traffic signal rebuilds. Work was completed
is about average while business taxation is on the $1.2 million rehabilitation project for the
generally above average.* The City committed Vickers Street Bridge.
to developing a long-term tax strategy to make
Developing our Waterfront
Thunder Bay more competitive in attracting
and retaining business. A Master Plan was approved for Prince Arthur’s
Landing at Marina Park, a legacy project that
Upgrading our Infrastructure will create a centre for the community that
Developing and maintaining infrastructure integrates recreational, cultural, environmental
is one of the key ways that a municipal and commercial uses. The City’s portion of the
government supports economic development. $126 million project is estimated at $22 million
The City of Thunder Bay and other with the balance of funding expected to come
municipalities continue to press the federal and from the private sector and other levels of
* Survey of 80 Ontario municipalities by BMA Management Consulting Inc.
Diversified Economy
government. The development is a two-phase, five-year project,
starting with Prince Arthur’s Landing at Marina Park, the area New Development
on the waterfront that spans from Red River Road to Pearl
Benefits Us All
Street. The second phase is the new Marina. The development Minimal Growth in Assessment
6
will create approximately 140 permanent jobs and 1,800 jobs
5
during construction. The Master Plan was launched at a public
Billions of Dollars
4
meeting attended by 1,100 residents. Related studies and
Residential Multi-Residential Commercial Industrial
updates are available at www.thunderbay.ca/waterfront. 3
Attracting and Retaining Visitors 1
A 9% increase in visitor registrations over 2006 was achieved 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
YEAR
through the Terry Fox Visitor Information Centre. Consumer
visitor information was strengthened with the launch of Over the last 10 years taxable
VisitThunderBay.com and the release of 100,000 copies of assessment has grown by only .5%
the 2007 Thunder Bay Experience Guide, the official four- a year while residential taxes have
season Visitor information book. A focus was also placed increased by an average 2.5% a year.
on engaging local residents through an awareness campaign If service levels are to be maintained,
targeted to Visiting Friends and Family markets, including on-line we must grow our assessment
promotions, co-sponsorship of the Seven Wonders of Thunder through new development to
Bay campaign and the “Be a Tourist in your own Backyard” offset higher tax increases. This
program. underscores the importance of the
work of the Community Economic
Strengthening International Connections Development Commission and the
The City established a new Sister City relationship with Gifu need for policies that encourage
City, Japan, and renewed our 20-year relationship with Keelung, development.
Taiwan. An 11-member delegation from the City and the
Infrastructure Investment
community explored economic development, education and $74 million
cultural opportunities during a 10-day visit to these Sister Cities 22 k ilometers of roads paved
in May. The visit was in keeping with a renewed mandate for the
Building Permits
Sister Cities Committee with the added emphasis of seeking 854 total, up from 744 in ‘06
opportunities for economic development. An early result has 138 single family dwellings,
been the production of an Internet catalogue in Japanese by up from 116 in ‘06
GRK Fasteners of Thunder Bay. $83.4 million total value
C lean Gree n
P roud
B e aut iful
C l e a n G r e e n B e a u t if u l Pro u d
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 of the City’s
environmental management and performance and demonstrates that the intent of
the Policy and its 10 environmental principles are being followed. The City has hired a
new Coordinator who plays a lead role for the EarthWise Thunder Bay Community
Environmental Action Plan. The full progress report is available at www.thunderbay.ca/
environmentalprogress.
Protecting Lake Superior

Thunder Bay became a leader in the protection of Lake Superior and provided for our
long-term needs for clean, safe drinking water when the New Bare Point Water Treatment
Plant opened in June. Highlights of the $87 million project include a “Zeeweed 1000
Version 3 Ultra-Filtration” membrane plant; water production capacity of 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 from the filtering/
membrane process has been routed into the sewer system and is no longer discharged
directly into Lake Superior.The City of Thunder Bay was awarded “Wonderware’s Best
SCADA Solution” for the system developed by Automation Now for the Bare Point Water
Treatment Plant. A study was released, the Great Lakes Sewage Report Card, that ranked
Thunder Bay fourth out of 20 American and Canadian cities for its role in the protection
of Lake Superior. Thunder Bay was the second highest ranked Canadian City. The study that
graded areas such as collection, treatment and disposal of sewage was actually based on
data submitted before the new Secondary Sewage Treatment plant was fully operational in
October 2005. Current data is expected to show even greater improvements.
C lean G r e e n
Beautiful
Investing in a Cleaner City Municipal Benchmarking Initiative for Best
Practices for our fire hydrant modeling that
Thunder Bay Transit invested in waste containers
at bus stops throughout the city. This initiative saw conserves water and energy and electronic
waste containers added at 50 locations. system to detect leaks in watermains. Three
aging tap house facilities were replaced with
Reducing Greenhouse Gas upgraded Water Fill Stations that use Smart
Emissions Card technology. The Environment Division
continued to partner with EcoSuperior to
Thunder Bay Transit worked to increase public
offer rebate programs for washing machine
ridership and consequently reduce GHG
replacements, low flush toilets, no-flush urinals,
emissions through a variety of activities including
rain barrels and general education programs on
a Universal Transit Pass for students developed
water conservation.
with Lakehead University. Roads converted all
traffic lights at controlled intersections in the City
Promoting Waste Reduction
from incandescent lamps to light emitting diode
(LED) lamps. The LED lamps use 80% to 90% Waste Reduction Week kicked off with the
less electricity. Facilities & Fleet started a Greening launch of Mr. Green’s Guide, a comprehensive
of the Fleet pilot project to test alternative fuels list of ways residents can reduce, reuse and
such as Bio Diesel and Ethanol in City trucks and recycle household items. The guide provides
buses for vehicle performance and greenhouse solutions to help build a greener community
gas reductions. Two smart-cars were introduced by better managing the disposal of all forms of
for Building and Plumbing Inspectors with the waste. The guide is available at www.thunderbay.
goal of reducing operating costs and greenhouse ca/rrrguide.
gas emissions. Facilities & Fleet committed to
building high-performance green buildings by Greening One Tree at a Time
using the nationally accepted Leadership in One hundred trees were planted through the
Energy and Environmental Design (LEED) rating Tree Stewardship Program, a City-subsidized
system and committed to building the new tree planting initiative available to citizens
Landfill facilities to a Silver Standard as described wanting to contribute to the planting of trees
in the new Clean, Green and Beautiful Policy. on public land or boulevards fronting private
property. Thanks to a contribution from Pauline
Conserving Water and Energy Nickerson Young, 10 Northwood Maple trees
The City was recognized by the Ontario were planted around the Hogarth Fountain
P roud
in Waverley Park to honour Canadian soldiers who have died
in Afghanistan. For more information or to view trees planted Increasing Transit
across the City, visit www.treestewardship.com. The City Forester
Ridership
works with departments to protect the urban forest and Transit Ridership 2003 - 2007
3,200
promote Arbor Week celebrations. In total, the City planted
about 454 large caliper trees and 4,500 seedlings. A mature tree 3,000
Passengers (1,000s)
absorbs between 7.5 and 13 Kg of carbon dioxide a year. 2,800
2,600
Planning for Active Transportation
2,400
The Engineering and Parks Divisions initiated a public advisory
2,200
committee to help develop an Active Transportation Plan with a 2003 2004 2005 2006 2007
YEAR
vision of increasing and linking commuter routes and recreational
trails. Thunder Bay Transit continued
its work to increase public
Becoming Clean Green Beautiful & Proud ridership.Transit introduced
a Universal Transit Pass for
The Mayor’s Task Force on Civic Pride evolved into the Clean,
Lakehead University students.
Green and Beautiful Committee. The Committee, comprised
Other activities included a
of the Mayor, a City Councillor and nine citizen representatives
variety of partnership and
reviews capital initiatives and determines ways to contribute to marketing activities as well
a cleaner, greener, more beautiful and proud Thunder Bay. Work as the reduction of transfers
began on the first priority – the creation of beautiful gateways to through monitoring of
the City. interlining system. Transit’s
increased ridership program
Taking Pride in our ‘Natural Wonder’ is an example of the Federal
Thunder Bay pride soared when we raised national awareness & Provincial Gas Tax Funds at
work in Thunder Bay.
of Thunder Bay’s iconic Sleeping Giant as one of Canada’s top
natural wonders. Building on the momentum, Tourism Thunder Thunder Bay Transit operated
Bay launched a local tourism awareness campaign focusing on a fleet of 49 buses on 17
Visiting Friends and Family markets, including on-line promotions, routes, with about 90% of the
city’s urban area within 400
co-sponsorship of the Seven Wonders of Thunder Bay campaign
metres of a bus stop.
and the “Be a Tourist in your own Backyard” program.
Life Really is
Here!
Better
H I G H Q u a l i t y of Lif e
Removing Barriers to Accessibility
The City of Thunder Bay works with an Advisory Committee to develop an annual plan
to identify 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 features at the City,
Confederation College, Lakehead University, Thunder Bay Regional Health Sciences Centre
and St. Joseph’s Care Group. On March 7, Thunder Bay Transit became the first 100% fully
wheelchair accessible conventional Transit fleet in Ontario and its 49 buses had the largest
per capita wheelchair ridership with 19,175 rides. The City also celebrated the success of its
“Inclusion Services” partnership with Community Living Thunder Bay, which was launched
in 2005 to help citizens of Thunder Bay with disabilities participate in recreation programs
at various facilities. For its commitment to accessibility, the City received an Ontario
Mainstreet Accessibility Award and recognition from Canadian Association of Independent
Living Centres and Independent Living Resource Centre Thunder Bay.
Enhancing Emergency Medical Services

Superior North EMS, a division of the City of Thunder Bay, provides emergency medical
care throughout the District of Thunder Bay including 15 communities from 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 first at a rural station – to bring the team of ACPs to 22. Advanced
Care Paramedics perform the skills of Primary Care Paramedics and can perform IV
therapy, intubation, advanced assessments and administer a wider array of drugs. As
well, Superior North EMS and Thunder Bay Regional Health Sciences Centre developed
a computer network to share information back and forth with support from the City’s
Corporate Information & Technology Division. In partnership with the Heart and Stroke
Foundation of Ontario, the first Public Access Defibrillators were installed at City arenas
and golf courses. Within weeks of installation, a man’s life was saved on December 14 at
Port Arthur Arena.
L ife R e a l l y i s
Improving Recreational Working with Citizens to Reduce

Opportunities Fires
The Recreation & Culture and Parks Divisions In 2006, it became law that every home in
invited public consultation on their 10-year Ontario must have a working smoke alarm
Master Plan, which will be presented to City on every storey and outside all sleeping areas.
Council in 2008. The Master Plan will provide Throughout 2007, Thunder Bay Fire & Rescue
a framework and guide decisions regarding Service inspected 3,687 residences and installed
municipal parkland, recreational and cultural 1,266 smoke alarms to help citizens benefit
facilities and services over the next 10 years. from and adjust to the new smoke alarm
The City continues to build on its commitment legislation before enforcing zero tolerance on
to recreational opportunities for youth and violations – a $235 ticket for each missing or
children. Thunder Bay was named a “Youth non-working smoke alarm in the residence.
Friendly” community as a winner of the “Play
Works Youth Friendly Community Recognition Strengthening Protective
Program” for the City’s commitment in Services
providing outstanding opportunities for the Fire & Rescue Service added Urban Search
growth and development of adolescent youth and Rescue equipment and training to give
through play. With the support of community Firefighters specialized tools to assist in
partners, P.R.O. Kids raised $150,000 in sports, confined space, accidental material release,
recreation and arts spaces for children and technological or transportation accidents. In
youth. P.R.O. Kids is a unique service provided December, the City’s Emergency Plan was
by the Recreation & Culture Division that tested with an emergency exercise on the
enables children and youth to participate in city’s north side involving emergency crews and
community-based recreational activities when community partners.
fees are beyond their means. The Canada
Games Complex completed $150,000 in Responding to Changing Policing
outside repairs to its sidewalks, parking lot and
Needs
landscaping. The Complex was also designated Thunder Bay Police, which is governed by
‘home to the Thunderbolts Swim Club’ – the the Thunder Bay Police Services Board,
City’s premier competitive swim club – in a way created an Integrated Police Gang Unit to use
that successfully integrated its 73 swimmers, intelligence, enforcement and education to
using 19 hours of practice pool space a week, counter the growing threat of criminal gangs to
with all other user groups. our community and our youth. As well, Police
seized the Hells Angels clubhouse under the
Better He r e
Province’s Civil Remedies Act. Police introduced mobile data
terminals in its cruisers to provide secure and direct access to
Recruiting Health
police reports including photographs of missing persons and
Care Professionals
suspects. For reports and plans by Thunder Bay Police, visit Thunder Bay’s recruitment
thunderbay.ca/police. and retention efforts were
successful in maintaining the
Promoting Diversity level of health care available to
our citizens.
On March 21, the City held an inaugural breakfast with
Diversity Thunder Bay to commemorate International Day The City plays a significant
for the Elimination of Racism. The breakfast attracted 160 leadership role in this organized
attendees who learned about efforts to make Thunder Bay a community effort. Marketing
Thunder Bay as a positive place
more welcoming community including the implementation of
to practice and live, easing
the Thunder Bay Police Diversity in Policing Project.
the relocation transition, and
Renewing Fort William Neighbourhood providing introductory and
longer term support to create
The Office of the Neighbourhood continued its efforts a sense of belonging in the
to revitalize the south core downtown through a variety community for the family are
of projects and activities designed to foster a cooperative effective recruitment and
neighbourhood where people interact and various groups work retention strategies.
together for the betterment of the community. An innovative
safety forum was held through a partnership between the
Key 2007 Results
Office and a variety of organizations interested in downtown
17 physicians recruited
renewal and safety.
24 ealth care professionals
h
Caring for Animals recruited
55 ommunity introduction
c
The City’s Animal Services Centre provides shelter, feeding,
visits
care, adoption and animal control for stray and homeless
900 thank you letters to health
animals within city limits. New homes were found for 36 dogs
care professionals during
through a Pet Saving Partnership between Animals Services Health Care Appreciation
and New Hope Rescue, a non-profit dog rescue organization. Week
To provide room for owners to exercise their dogs, the first
pilot Off-Leash Dog Park was opened on November 1 on the
Hillyard lands between Memorial and 8th Avenues.
Best-Run Cities
in Canada
O n e of t h e B e s t - R u n Ci t i e s i n C a n a d a
Enhancing our Efficiency and Effectiveness
The City maintained an A+ stable credit rating from Standard and Poor’s. A tax increase of 2.16%
maintained service levels. Twenty-year Asset Management Plans were developed to plan for the
regular maintenance and replacement of City infrastructure and buildings.
The Mayor and City Council, through the Intergovernmental Liaison Committee, pursued
the ongoing need for additional funding from federal and provincial governments to address
infrastructure replacement and Provincially mandated social service programs.
The City has embraced various corporate measurement and benchmarking programs as tools for
improvement and quality control. The City of Thunder Bay is committed to continually monitoring
its performance in key areas and to identify best practices for program and service delivery. The
City is a member of the Ontario Municipal Benchmarking Initiative, which brings municipalities
together to share detailed performance information. Further information is available at www.ombi.
ca. The City also participates in various Provincial initiatives, including development of financial
policy, consultation on property taxation, and infrastructure deficit determination. In 2007,
Thunder Bay was recognized for best practices in superior energy management related to fire
hydrant testing model and innovation in leak detection.
Every year, TBayTel contributes a dividend to the City of Thunder Bay to support municipal
services. The 2007 dividend of $16.9 million resulted in a savings of 12.4 % on the municipal
portion of the average homeowner’s tax bill.
Engaging and Informing the Public

The 2007 Citizen Survey was conducted to gather views from residents on City services. Jobs
and economic development were identified as being important issues facing the City, followed by
Roads and Waterfront Development. Six editions of the Your City newsletter were published to
share City news and information with residents. The City’s website recorded 1.5 million visits, a
10% increase.
The City of Thunder Bay was highlighted for the fourth straight year by the Information/Privacy
Commissioner as a compliance leader in responding to formal freedom of information requests –
and achieved 100 per cent 30 day compliance with 121 requests.
What Residents Said City Archives gave the public access to Land Title records for the
Overall Satisfaction with City Services
District of Thunder Bay from 1871 to 1971 through a long-term
2005 vs 2007
loan from the Archives of Ontario. Archives also created publicly
accessible databases for their holdings of City publications and the
historical records of Port Arthur and Fort William. Through the
Official Recognition Committee, City Council gave 63 Awards to
Citizens of Exceptional Achievement. The Office of the City Clerk
performed 47 marriages in City Hall and the community.
13% 8%
Dissatisfied or 22%
Very Dissatisfied
17%
Neither satisfied
nor Dissatisfied
65%
75%
Engaging Employees and Developing Talent
In keeping with the New Foundation 2004-2006 Strategic Plan, the
Key themes from the 2007
City created a succession planning program called Pathways to
Citizen Survey were as follows:
Leadership to prepare for the Corporation’s future staffing needs.
- Overall satisfaction with City
This program provides participants with opportunities to develop
services is high with 75%
their leadership talent.
respondents being satisfied
or very satisfied (up from City employees raised $132,794 for United Way of Thunder Bay
65% in 2005).
through personal pledges and special events. As well, employees
- Jobs and economic held 51 Dress Down Days for 10 local charities. The annual
development are perceived
Long Service Awards Dinner recognized more than 53 25-year
as being important issues
employees and 40 retirees.
facing the City, followed
by Roads and Waterfront Through a joint Union/Management initiative, the City provided
Development.
training on recognizing and responding to adult bullies. The City
- In general residents would also continued to offer Accessibility Training and Aboriginal
prefer to have services Sensitivity Training as part of an unprecedented offering of
maintained at existing levels
training programs.
or enhanced.
- For major capital projects, A quarterly newsletter called City Voice was issued to employees
residents expressed the as a link across the Corporation for the 14th straight year.
greatest agreement with the
Protective and Emergency City employees hosted 50 grade 9 students for job shadowing,
Services Regional Training health and safety presentations and tours as part of the Canada-
Centre, Environmentally- wide Take Our Kids to Work. A new Co-op education program
Friendly Green Projects and provided 20 students with on the job learning.
Recreational Trails.
The final report is available at
As part of a broader Wellness Program, the City offered the
www.thunderbay.ca/budget. annual flu shot program to help prevent employees from being
infected with the virus and spreading it.
Looking
Ahead to
2008
Looking Ahead to
2008
Key Issues:
These key issues will be pursued by City Council, through the Intergovernmental Liaison
Committee:
• South Core location for a new Consolidated Courthouse
• Investment in research and innovation in Northern Ontario
• New fiscal relationship with the Province
• Canadian content legislation
• Comprehensive energy plan for Northwestern Ontario
The Thunder Bay Community Economic Development Commission’s first Strategic Action Plan will
be completed and its strategies and initiatives will be pursued.
The City will:

Pave 24 kilometres of road
Begin the 5-year construction of Prince Arthur’s Landing at Marina Park
Develop a Long-Term Tax Strategy
Complete the 10-year Recreation and Parks Master Plan
Establish an Aboriginal Liaison Office to work inclusively with Aboriginal people.
Hold the first Clean Green and Beautiful awards for business and other organizations.
Launch a dynamic, easy to use new website for residents, visitors and business.
Start to make Thunder Bay cleaner, greener and more beautiful through a variety of initiatives
including a redesigned John Street Landfill that will better encourage recycling.
Make repairs to City Hall and start to create a civic space for all to enjoy.
Develop an Active Transportation Plan
Plan for 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.
R e p or t from t h e Tr e a s u r e r
I am pleased to present the Consolidated Financial Statements for the

City of Thunder Bay as at and for the year ended December 31, 2007.
The purpose of the Treasurer’s Report is to highlight the key financial
information contained in the 2007 audited consolidated financial
statements. This report, together with the accompanying financial
statements, allows the reader to assess the City of Thunder Bay’s financial
activities and available resources.
Financial Management and Control

The financial management and control of the City of 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 funds through the approval of operating and capital
budgets.
The Financial Guiding Principles support the City’s strategic objective of

being one of the best-run cities and the principles of fiscal responsibility,
cost effectiveness, sustainability and accountability. The presentation of
the City’s Annual Long Term Financial Plan provides a long term view
when making annual budget decisions. The City’s positive credit rating
(A+) was reconfirmed in 2007 by Standard & Poor’s and is largely due to
the existence of this Long Term Financial Plan, which includes projected
capital expenditures and debt issuance.
Adherence to the City’s Financial Guiding Principles and the continual

evolution of a long term plan are important factors in maintaining a
healthy and sustainable community.
The City has embraced various corporate measurement and

benchmarking programs as tools for improvement and quality control.
The City of Thunder Bay is committed to continually monitoring its
performance in key areas and to comparing Thunder Bay’s activities to
other municipalities to identify improved and innovative methods of
program and service delivery.
The City also participates in various Provincial initiatives, including

development of financial policy, consultation on property taxation, and
infrastructure deficit determination.
2007 Audited Consolidated Audit Committee met with Administration and
Financial Statements the External Auditors on May 20, 2008 and

Management is responsible for the preparation recommended approval of the audited financial
of the financial statements and for the integrity statements.
and objectivity of the financial information 2007 Financial Statement
contained in those statements. The audited Highlights
consolidated financial statements reflecting the
2007 Operating Results
financial activities of all entities accountable
Revenues
to and controlled by The Corporation of
the City of Thunder Bay have been prepared Total 2007 operating revenues of $428
in accordance with generally accepted million increased $27 million (6.7%) over
accounting principles for local governments as 2006 operating revenues of $401 million. This
recommended by the Public Sector Accounting increase is made up of :
Board (PSAB) of the Canadian Institute of • Higher net tax revenues of $3.1 million
Chartered Accountants. • Increase in fees and charges of $3.7 million
• Increase in Provincial grants of $2.4 million
The Treasurer is responsible for the overall • Increase in TBayTel revenues of $18.6
financial management of the City and must million.
make certain that all corporate accounting Expenditures
records and financial reports conform to
In 2007, the City’s operating expenditures
Council budgetary requirements, by-laws,
totaled $367.8 million, representing a 6.3%
policies, procedures, accounting principles and
increase over 2006. Components of the total
financial reporting requirements.
operating expenditures are as follows:
The Municipal Act requires the City to engage
• S ocial and Family Services $98.5 million
independent auditors to express an opinion as to
(27%) [See Note]
whether the financial statements present fairly in
• TBayTel $70.3 million (19%)
all material respects, the City’s financial position
•P rotection to Persons and Property
and operating results. Included in the financial
$54.6 million (15%)
statements is the Auditors’ Report signed by
• Transportation, Environmental, Health, and
Grant Thornton, the City’s External Auditors.
Recreation and Cultural Services $30.0
The statements have been reviewed by the million, each (8%)
City’s Audit Committee, whose responsibility [Note] - Expenditures for Social and Family Services
is to ensure that the financial statements include $32.7 million in expenditures for Homes
are fairly presented in accordance with for the Aged. The majority of the remaining $65.8
million represents the City’s share of expenditures for
generally accepted accounting principles and
general assistance, social housing and other programs
to recommend to City Council approval of provided by the Thunder Bay District Social Services
the annual audited financial statements. The Administration Board.
2007 Capital Fund well as the changing priorities from year to year.
The City of Thunder Bay builds, maintains and Capital Expenditures
70
manages a variety of assets, including land,
buildings, physical infrastructure and equipment 60
required for delivering its programs and services. 50
Millions of Dollars
Capital costs incurred during the year for these 40
assets are reported on the Schedule of Capital 30

Fund operations. Currently, neither the full
20
cost of these assets nor their remaining useful
10
life is reported in the financial statements. The
0
Public Sector Accounting Board will require 2001 2002 2003 2004 2005 2006 2007
municipalities to report this information in Transportation

Environmental
their financial statements for the year ended TBayTel
Other
December 31, 2009. The City of Thunder Bay
has implemented plans to comply with these
Debt Position
requirements.
Total outstanding debt at December 31, 2007
The City expended $74.0 million on capital amounted to approximately $230 million, an
infrastructure during 2007. The 2007 capital increase of $10 million over 2006. The increase
program included: was the net result of the issuance of $25 million
• Roads and transit $19.0 million in new debentures less the retirement of $15
• Water and wastewater treatment million of outstanding debt. Since 2002, there
$19.2 million has been a significant increase in debt levels,
• TBayTel capital infrastructure $23.5 million with the debt having peaked in 2007.
• Other $12.3 million
The following chart depicts the main
Capital fund revenues of $80.1 million included: components of the outstanding debt:
• Operating and reserve fund contributions
$47.8 million 80
69.7
• Proceeds from the issue of long-term debt 70
$25.1 million 60 57.0

Millions of dollars
• Government grants $4.5 million 50

41.3
• Other sources $2.6 million. This resulted in 40
30.0
an increase of $6 million in the capital fund 30
23.0
to $17.9 million. 20
10 9.0
The following chart demonstrates the
0
commitment to capital spending by the City as Municipal Water Wastewater Social TBayTel Hospital
Housing
The City of Thunder Bay has made specific
Reserves and Reserve Funds
40%
decisions with respect to borrowing, which have
35%
placed the City at the high end of desirable
30%
levels of borrowing based on industry standards.
Percentage of Total
25%
Given that municipalities are at different stages
20%
in addressing infrastructure deficits, care must
15%
be taken in evaluating the City’s level of debt.
10%
For example, the fact that Thunder Bay has
5%
aggressively addressed its water and wastewater
0%
capital programs has increased the outstanding
Rate-Supported Capital
debt but the City is a leader in state of the art Tax Supported Capital
Stabilization
processes and facilities in these areas. Joint Local Boards
Employment Related
Other
Reserves and Reserve Funds
Conclusion
The establishment, maintenance and prudent
management of reserves and reserve funds are In closing, I would like to express appreciation
important components of the City’s financial and thanks for the cooperation and support of
strategy. Reserve funds support a significant City Council and the staff of all departments
portion of the cost of capital infrastructure in addressing the challenges of the past year.
and play an instrumental role in offsetting In addition, I would like to acknowledge the
unforeseen cost increases during uncertain professional efforts of the Finance team for
economic times. their commitment and dedication during
2007 in providing accurate and timely financial
In 2007, the City’s reserves and reserve funds information to City Council, Committees,
decreased by $4.9 million to $118.7 million, departments and community stakeholders. We
largely reflecting the decrease of $8 million in are committed to providing high standards of
rate-supported reserve fund balances related fiscal excellence at the City of Thunder Bay.
to water and wastewater. These reserve funds
were built up in prior years to provide some of Respectfully submitted,
the funds required to finance the large water
and wastewater capital projects which began in
2002 and were substantially complete in 2007.
The following chart provides an overview of the

types of reserves and reserve funds held by the Carol A. Busch, CGA
City: City Treasurer & General Manager - Finance
C onsolidated
F i nancial
S tatements
Year End December 31, 2007
C i t y o f T h u n d e r B ay A n n u al R e p or t 2007 • 31
THE CORPORATION OF THE CITY OF THUNDER BAY
CONSOLIDATED STATEMENT OF FINANCIAL POSITION
As at December 31, 2007 2006

$ $
FINANCIAL ASSETS
Cash and investments (note 4) 175,557,549 178,833,167
Taxes receivable 10,170,238 9,502,534
Accounts receivable 26,273,783 26,363,824
User charges receivable 6,787,231 9,419,309
Other assets 1,668,179 1,001,680
Investment in bonds and own debentures 613,748 466,650
Investment in subsidiary (note 14) 75,004,208 74,315,165
296,074,936 299,902,329
LIABILITIES AND MUNICIPAL POSITION

Liabilities
Accounts payable and accrued liabilities 48,913,538 55,427,323
Deferred revenue (note 12) 8,224,136 10,121,427
Employment benefits (notes 5 and 6) 73,235,214 77,573,378
Net long-term liabilities (note 7) 229,998,571 220,203,203
Landfill closure and post-closure liability (note 9) 6,424,000 6,237,000
366,795,459 369,562,331
Municipal position (note 10)
Operating fund (schedule 1) 32,156,542 27,947,984
Capital fund (schedule 2) 17,934,964 11,861,043
Reserves (schedule 3) 9,365,201 9,856,829
Reserve funds (schedule 3) 109,314,948 113,761,660
Equity in subsidiary (note 14) 75,004,208 74,315,165
243,775,863 237,742,681
Amounts to be recovered (314,496,386) (307,402,683)
(70,720,523) (69,660,002)
296,074,936 299,902,329
See accompanying notes to the financial statements
CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES
For the year ended December 31, 2007 2006

$ $
Revenues
Taxation, net (note 2) 134,234,230 131,102,523
Fees and service charges 70,775,689 67,107,547
Government of Canada grants 5,681,404 5,664,094
Province of Ontario grants 99,251,231 101,034,367
Investment income 8,302,662 8,170,596
Other 8,726,733 7,341,591
TBayTel 113,155,703 94,506,823
440,127,652 414,927,541
Expenditures (note 18)

General government 21,947,842 23,882,815
Protection to persons and property 56,719,125 55,437,529
Transportation services 48,037,443 40,873,798
Environmental services 48,724,138 54,058,850
Health services 30,107,773 28,085,856
Social and family services 98,885,080 99,918,998
Recreation and cultural services 35,792,242 31,973,640
Planning and development 7,885,586 8,394,692
TBayTel 93,777,987 104,272,937
441,877,216 446,899,115
Deficiency of revenues over expenditures for the year
before 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 recovered

Principal repayments on long-term debt (note 8) (15,317,599) (16,065,380)
Proceeds from long-term debt 25,112,967 33,641,181
Change in non-financial assets, employment benefits
landfill closure and post-closure, and interest (2,701,665) 3,818,499
Increase in amounts to be recovered 7,093,703 21,394,300
Increase (decrease) in municipal position 6,033,182 (9,709,028)
CONSOLIDATED STATEMENT OF CHANGES IN FINANCIAL POSITION

$ $
Operating Activities
Deficiency 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) 1,797,579
Accounts receivable 24,829 2,210,009
User charges receivable 2,632,078 (4,597,693)
Other assets (666,499) 134,416
Accounts payable and accrued liabilities (6,513,785) 3,171,059
Deferred revenue (1,897,291) 4,397,353
Employment benefits (4,338,164) 3,540,494
Landfill closure and post closure liability 187,000 (774,000)
Cash used in operating activities (12,923,888) (22,092,357)
Financing Activities
Repayment of long-term debt (15,317,599) (16,065,380)
Cash provided by financing activities 9,795,368 17,575,801
Investing Activities
Reduction (increase) of investment in bonds and own debent (147,098) 1,131,931
Cash 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
OPERATING FUND Schedule 1
Budget Actual Actual

For the year ended December 31, 2007 2007 2006
$ $ $
Revenues
Taxation, net 132,520,700 134,234,230 131,102,523
Fees and service charges 59,277,905 70,775,689 67,107,547
Government of Canada grants 70,119 3,593,840 4,387,573
Province of Ontario grants 90,803,534 96,717,001 94,349,915
Investment income 531,745 2,063,209 2,827,693
Other 15,258,042 7,501,631 7,023,612
TBayTel 101,840,000 113,155,703 94,506,823
400,302,045 428,041,303 401,305,686
Expenditures
General government 17,965,048 20,222,983 21,974,757
Protection to persons and property 55,817,999 54,599,089 53,522,412
Transportation services 35,605,422 28,988,241 25,268,950
Environmental services 36,849,621 29,554,648 30,083,163
Health services 33,478,281 28,939,481 26,699,359
Social and family services 102,239,789 98,481,870 98,853,733
Recreation and cultural services 31,083,486 30,387,317 28,203,622
Planning and development 5,894,608 6,355,651 4,904,099
TBayTel 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 transfers

Net 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 interest - (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 31,052,478
Operating fund, end of year 4,224,977 32,156,542 27,947,984
CAPITAL FUND Schedule 2
$ $
Revenues
Government of Canada grants 2,087,564 1,276,521
Province of Ontario grants 2,534,230 6,684,452
Other 1,225,102 317,979
7,225,969 9,802,262
Expenditures
General government 1,724,859 1,908,058
Protection to persons and property 2,120,036 1,915,117
Transportation services 19,049,202 15,604,848
Environmental services 19,169,489 23,975,687
Health services 1,168,293 1,386,497
Social and family services 403,210 1,065,265
Recreation and cultural services 5,404,925 3,770,018
Planning and development 1,529,935 3,490,593
TBayTel 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 28,949,898
From (to) reserve funds 19,650,823 (7,497,379)
72,886,452 55,093,700
Change in capital fund 6,073,921 (36,110,051)

Capital fund, beginning of year 11,861,043 47,971,094
Capital fund, end of year 17,934,964 11,861,043
RESERVES AND RESERVE FUNDS Schedule 3

$ $
Revenues
Net interfund transfers

From (to) capital operations (19,650,823) 7,497,379
From current operations 9,852,103 17,320,299
(9,798,720) 24,817,678
Change in reserves and reserve funds (4,938,340) 28,637,271

Reserves and reserve funds, beginning of year 123,618,489 94,981,218
Reserves and reserve funds, end of year 118,680,149 123,618,489
Comprised of
Reserves 9,365,201 9,856,829
Reserve funds 109,314,948 113,761,660
118,680,149 123,618,489
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS

Year ended December 31, 2007
GENERAL
The 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 Municipal
Act and related legislation.
1. SIGNIFICANT ACCOUNTING POLICIES

The consolidated financial statements of The Corporation of the City of Thunder Bay are prepared
by management in accordance with accounting policies generally accepted for the local
government 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, the
preparation of periodic financial statements necessarily involves the use of estimates and
approximations. 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 of
the revenue fund, capital fund, reserves and reserve funds of the City and include the activities of
all committees of Council and the following boards, municipal enterprises and utilities which are
under the control of Council:
Thunder Bay Public Library Board

Waterworks
Transit
Parking Authority
Mountain View Cemetery
Saint Patrick’s Cemetery
Dawson Court Home for the Aged
Grandview Lodge Home for the Aged
Pioneer Ridge Home for the Aged
Heart of the Harbour Business Improvement Area
Simpson Street Business Improvement Area
Victoria Avenue Business Improvement Area
Victoriaville Centre Board of Management
Thunder Bay Community Auditorium Inc.
TBayTel (A Municipal Service Board established by the Corporation of the City of Thunder Bay)
Thunder Bay Court Services Area
Superior North Emergency Medical Services
Thunder Bay Community Economic Development Commission Inc.
Joint Local Boards
Certain joint local boards in which the City participates are accounted for on a proportionate
consolidation basis, consistent with the generally accepted accounting treatment for government
partnerships. Under the proportionate consolidation basis of accounting, the City’s pro-rata share
of the assets, liabilities, revenues and expenditures (including capital expenditures) that are
subject to shared control is combined on a line-by-line basis with similar items in the City’s
financial statements. All inter-fund assets, liabilities, revenues and expenditures have been
eliminated. Joint local boards accounted for in this manner are:
Thunder Bay District Health Unit

Thunder Bay District Social Services Administration Board
Subsidiary Corporations
Thunder Bay Hydro Corporation is accounted for on a modified equity basis, consistent with the
generally accepted accounting treatment for government business enterprises [note 14]. Under
the modified equity basis, the business enterprise’s accounting principles are not adjusted to
conform with those of the City’s, and inter-organizational transactions and balances are not
eliminated.
Trust Funds
Trust funds administered by the City have not been included in the Consolidated Statement of
Financial Position nor have their operations been included in the Consolidated Statement of
Financial Activities. They are reported separately on the Trust Fund Statement of Continuity and
Statement of Financial Position.
Accounting for school board transactions
The taxation, other revenues, expenditures, assets and liabilities with respect to the operations of
the 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 earned
and become measurable; expenditures are recognized as they are incurred and measurable as a
result 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 are
recognized when the event that obligates the City occurs; costs include projected future income
payments, health care continuation costs and fees paid to independent administrators of these
plans, calculated on a present value basis;

Employment benefits (cont’d)
The costs of post employment benefits, sick leave entitlements and WSIB entitlements are
actuarially determined using the projected benefits method prorated on service and management’s
best estimate of retirement ages of employees, salary escalation, expected health care costs and
plan investment performance; accrued obligations and related costs of funded benefits are net of
plan assets;
Past service costs from plan amendments are amortized on a straight-line basis over the expected
average 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 and
the fair value of plan assets are amortized on a straight-line basis over the average remaining
service 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 the
consolidated 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 reasonable
estimates of the amounts can be made.
Investments
The City accounts for its investments at cost plus accrued earnings. The carrying value of an
investment is written down to its net recoverable amount if a decline in value is judged to be other
than temporary.
Inventories
Inventories of supplies, including vehicle parts and road maintenance materials, are charged to
operations when purchased.
Deferred revenue
The City often receives contributions that are restricted under specific agreements or the terms of
relevant legislation. Such contributions, together with any income earned thereon by the City, are
reported as a deferred revenue liability until the resources are used for the purpose or purposes
specified, at which time the resources are recognized as revenue.
Capital assets
Capital assets are reported as an expenditure on the Consolidated Statement of Financial Activities
in the year of acquisition.
[c] Transitional Provisions
Tangible Capital Assets
Effective January 1, 2007, the City adopted Accounting Guideline 7 (PSG-7) of the Public Sector
Accounting Handbook of the Canadian Institute of Chartered Accountants (CICA) with respect to
the disclosure of tangible capital assets of local governments. PSG-7 provides transitional
guidance on presenting information related to tangible capital assets until Section 3150 – Tangible
Capital 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 for
accounting for tangible capital assets. As of December 31, 2007, the City has not yet completed a
listing 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 not
been included in the Consolidated Statement of Financial Position nor have their operations been
included in the Consolidated Statement of Financial Activities.
Trust fund balances as at December 31 are as follows:

2007 2006
$ $
Older Adults Centre 18,467 104,006
Mountain View Cemetery 821,371 804,717
Mountain View Cemetery Marker Maintenance 211,825 194,474
Saint Patrick’s Cemetery 76,596 76,596
Saint Patrick’s Cemetery Marker Maintenance 17,364 16,648
Dawson Court Home for Aged 55,898 69,567
Grandview Lodge Home for Aged 66,955 184,618
Pioneer Ridge Home for Aged 33,192 30,283
Lake Superior Regiment Memorial Hillcrest Park 29,407 28,195
Ontario Home Renewal Program 1,381 8,020
Library 2,627 2,765
Employee Disability 12,787,668 12,195,100
Civic Employees Pension Trust Committee 1,998 1,998
Community Auditorium Repairs 21,929 21,025
Art in Public Places 2,011 1,928
14,148,689 13,739,939

4. CASH AND INVESTMENTS

Investments are recorded at cost. The total market value of the City’s investments at December
31, 2007 was approximately $177,590,000 [2006 - $181,046,637]. The City’s investments are
comprised of federal, provincial, and corporate bonds, with varying maturity dates and interest
rates, 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 53,188,586

Provincial Government 30,333,524 30,867,632 32,336,619 33,156,926
Corporate 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 June
2037.
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 of
retirement 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 service
and 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 employees
may become entitled to a cash payment when they retire or leave the City’s employment.
The liability for these accumulated days, to the extent that they have vested and could be
taken 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 set
aside 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 they
retire or leave the City’s employment. The liability for these accumulated days amounted to
approximately $4,761,458 [2006 - $4,485,247].
[c] The City of Thunder Bay pays certain post retirement benefits on behalf of its retired
employees. The City of Thunder Bay recognizes these post retirement costs in the period in
which 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 prepared
for the year ended December 31, 2007. An amount of $4,239,569 [2006-$3,244,057] has
been set aside in a post-retirement benefits reserve fund to offset this liability.
6. EMPLOYMENT BENEFITS (cont’d)

Information about the City of Thunder Bay’s benefit plan is as follows:
2007 2006
$ $
Accrued benefit liability recognized in the
financial statements 31,902,177 30,374,422
Expense for the year 3,220,688 3,863,580
Benefits paid for the year (1,692,933) (1,135,819)
The main actuarial assumptions employed for the valuation are as follows:
General Inflation
Future 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 the
expense 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 annum
for various employee groups, reflecting the expected Consumer Price Index adjusted for
productivity, merit and promotion.
Medical costs
Medical costs were assumed to increase at 10% in 2007, 9% in 2008, 8% in 2009, 7% in

2010, 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 an
extrapolation 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].

7. NET LONG-TERM LIABILITIES

[a] The balance of net long-term liabilities reported on the Consolidated Statement of Financial
Position totaling $229,998,571 [2006 - $220,203,203] is comprised of long-term liabilities
outstanding at year-end incurred by the City and joint local boards.
[b] Principal repayments of long-term liabilities are due as follows:
From From
general From consolidated From
municipal benefiting municipal joint local
revenue landowners enterprises boards Total
$ $ $ $ $
2008 15,834,968 139,977 720 1,254,868 17,230,533
2009 15,788,444 139,346 - 1,321,666 17,249,456
2010 16,270,649 145,024 - 1,391,882 17,807,555
2011 13,319,470 156,044 - 1,466,264 14,941,778
2012 13,651,347 85,319 - 1,544,913 15,281,579
2013 and
thereafter 124,353,838 99,102 - 23,034,730 147,487,670
Total 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 the
Ontario Municipal Board for those approved on or before December 31, 1992. Those
approved 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 debt
repayment limit prescribed by the Ministry of Municipal Affairs of $31,115,502. The City
has 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 16,065,380

Interest payments 9,260,478 9,349,086
24,578,077 25,414,466
9. LANDFILL CLOSURE AND POST-CLOSURE LIABILITY

The John Street municipal landfill is operated by the City as a central facility to accept all
municipal solid waste from the City. The landfill includes the closed and capped West Cell, and
the active East Cell that has a remaining life of approximately 50 years. Closure activities include
final cover and vegetation, drainage control features, monitoring of leachate, water quality and gas
and 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, and
recovery 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 flows
associated with the closure and post-closure costs discounted at a rate of 3%, based on a 2006
Cost 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 FUND
City
General and designated ratepayers 355,458 284,612
Local improvement ratepayers 539,351 560,778
894,808 845,390
Library Board 66,011 (17,827)
Thunder Bay Community Auditorium (206,825) -
753,994 827,563
Consolidated entities
TBayTel 27,840,853 24,478,739
Joint local boards
Thunder Bay District Social Services Administration Board 3,561,695 2,641,682
Operating Fund Total 32,156,542 27,947,984
CAPITAL FUND
Capital 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 FUNDS
Reserves for designated purposes 9,365,201 9,856,829
Reserve 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

10. MUNICIPAL POSITION AT YEAR-END (cont’d)
[b] City Council approved a reserve fund strategy in 2004 authorizing that any surplus for the
year be placed in a stabilization reserve fund. For the year ended December 31, 2007, the
amount 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 designated
ratepayers was $355,458 [2006 - $284,612]. Had the transfer to the stabilization reserve fund
not been made, the balance of the City’s revenue fund for general purposes and for
designated ratepayers would have been $830,458.
Unapplied capital receipts represents unexpended capital financing from sources such as the
sale 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 Council

For acquisition or construction of capital assets 4,909,902 5,344,399
For working capital 4,300,000 4,300,000
Joint local boards 155,299 212,340
Total reserves 9,365,201 9,856,829
Reserve funds set aside for specific purposes by Council
Acquisition or construction of capital assets 55,522,675 62,713,716
55+ Centre Endowment 897,657 842,988
PRO Kids 283,797 205,422
Post-retirement benefits 4,239,569 3,244,057
Stabilization 6,645,942 7,881,424
Election expense 266,796 157,858
Insurance 2,360,559 937,787
Vested sick leave benefits 5,655,504 6,128,183
Tax assessment appeals 6,270,526 6,308,177
Vested property 1,714,665 1,070,475
Economic development 1,063,339 1,852,424
Winter roads maintenance 1,112,031 826,725
Animal control 52,294 47,565
Crime prevention 84,132 110,870
Digital parcel mapping 265,757 293,867
EMS cross border billing 1,710,475 1,433,573
Federal gas tax 1,664,967 3,032,823
Dedicated gas tax 1,877,924 1,685,657
Joint 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
12. DEFERRED REVENUE

2007 2006
$ $
City
Park purposes 161,331 151,866
Other 5,380,641 6,261,421
Joint local boards 2,682,164 3,708,140
Total 8,224,136 10,121,427
The continuity of deferred revenue is as follows:

2007 2006
$ $
Balance, beginning of year 10,121,427 5,724,074
Net contributions from developers and property owners 46,264 62,556
Investment income 6,588 4,522
Net 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 all
inhabitants of the District of Thunder Bay.
The Thunder Bay District Social Services Administration Board delivers provincially mandated
social services on behalf of the inhabitants of the District of Thunder Bay.
The following table provides condensed supplementary information for the government
partnerships:
Thunder Bay
District Thunder Bay
Health Unit DSSAB
77.91% 75.16%
$ $
Financial position
Financial assets 2,360,650 23,438,717
Liabilities (2,203,576) (33,522,385)
Net assets 157,074 (10,083,668)
Results of operations
Revenues 12,575,965 66,959,714
Expenditures 12,356,066 63,092,581
Excess of revenues over expenditures 219,899 3,867,133

14. SUBSIDIARY OPERATIONS

Thunder Bay Hydro Corporation
The Thunder Bay Hydro Corporation is wholly owned by The City of Thunder Bay and provides
regulated and unregulated electric utility services and complementary commercial services.
The following table provides condensed supplementary financial information for the Thunder Bay
Hydro Corporation, its subsidiary, Thunder Bay Hydro Electricity Distribution Inc. prepared in
accordance with accounting principles generally accepted for Hydro utilities.
2007 2006
$ $
Financial position
Current assets 33,971,029 32,849,227
Capital assets 62,089,767 62,042,655
Long-term assets 1,323,298 1,634,330
Total assets 97,384,094 96,526,212
Current liabilities 12,134,769 13,367,099
Long-term debt 10,245,117 8,843,948
Total liabilities 22,379,886 22,211,047
Net assets 75,004,208 74,315,165
Results of operations
Revenues 87,322,348 86,720,375
Operating expenses (90,137,417) (89,060,102)
Other income 3,504,112 3,207,973
Net income 689,043 868,246
The City’s investment in Thunder Bay Hydro Corporation is comprised of the following:
2007 2006
$ $
1,000 common shares 34,931,625 34,931,625

Promissory note 34,931,625 34,931,625
Accumulated earnings from date of transfer 5,140,958 4,451,915
75,004,208 74,315,165
The promissory note is receivable from Thunder Bay Hydro Corporation and is a non-interest
bearing note, due on demand.
14. SUBSIDIARY OPERATIONS (cont’d)
Related Party Transactions
Due to the nature and volume of transactions between Thunder Bay Hydro Corporation and The
Corporation of the City of Thunder Bay, it is impractical to detail the transactions that take place
between these organizations.
15. CONTINGENCIES
[a] There were numerous claims and litigation in dispute at December 31, 2007 for which the
amount of settlement, if any, is indeterminable at this time. No opinion is expressed as to
whether the settlements, if any, would have a material effect on the Municipality’s current
year consolidated financial statements. The settlements, if any, will be expensed in the
Consolidated Statement of Financial Activities in the year in which judgements are rendered.
No provision has been made in these consolidated financial statements in respect of the above
claims and litigation.
[b] In the normal course of business, appeals are made by taxpayers against property
assessments, the resolution of which is not known as at the date of issuance of these financial
statements. It is the practice of the Municipality to provide for any claims only when the
decisions are rendered by the appropriate authorities.
16. COMMITMENTS
The City leases certain of its premises and equipment under various operating leases. The future
minimum lease payments over the next five years are as follows:
$
2008 2,594,371
2009 1,959,744
2010 1,019,134
2011 758,275
2012 568,723
The City also leases multi-function photocopiers which are metered at varying rates and charged
on a per-copy basis. These leases expire in April 2012. The amount of the commitment cannot
reasonably be estimated.

17. PUBLIC LIABILITY INSURANCE

The City is self-insured for public liability claims up to $1,000,000 for any number of claims
arising out of a single occurrence. Outside coverage is in place for claims in excess of these
limits.
The City has provided for self-insurance in a reserve fund reported in the Consolidated Statement
of Financial Position amounting to $2,360,559 [2006 - $937,787].
Self-insured claims settled and accrued during the year amounting to $1,646,651 [2006 -
$2,177,022] are reported as an expenditure in the Consolidated Statement of Financial Activities.
18. EXPENDITURES BY OBJECT

2007 2006
$ $
Salaries, wages and employee benefits 173,261,400 165,723,045

Materials, goods, supplies and contracted services 104,112,400 103,278,506
Interest 9,260,478 9,349,086
TBayTel operating 70,309,436 56,383,007
Capital 74,038,500 101,006,013
Other 10,829,790 11,159,458
Total expenditures 441,812,004 446,899,115
19. BUDGET AMOUNTS

Budgets established for capital funds, reserves and reserve funds are based on a project-oriented
basis, the costs of which may be carried out over one or more years. As such, they are not directly
comparable with current year actual amounts and budgets have therefore not been reflected on the
Consolidated Statement of Financial Activities.
20. COMPARATIVE FIGURES
Certain of the prior year’s comparative figures have been restated to conform to the current year’s
presentation.
Office of the Mayor
Mayor Lynn Peterson

(807) 625-3600
Office of the Acting Chief

Administrative Officer
Darrell Matson
(807) 625-2224
City of Thunder Bay Website

www.ThunderBay.ca
Mailing Address
P.O. Box 800
Thunder Bay, ON P7C 5K4
City Hall
500 Donald Street East
Thunder Bay Community Economic

Development Commission
(807) 625-3960
1-800-668-9360 (Toll Free)
Develop@ThunderBay.ca

Thunder Bay Annual Report

Enviado por

Dados do documento

Direitos autorais

Formatos disponíveis

Compartilhar este documento

Compartilhar ou incorporar documento

Opções de compartilhamento

Você considera este documento útil?

Este conteúdo é inapropriado?

Direitos autorais:

Formatos disponíveis

Thunder Bay Annual Report

Enviado por

Direitos autorais:

Formatos disponíveis

C i t y o f T h u n d e r B ay

Annual Report 2007

City’s Credit Rating

Message from the Mayor 2

Thunder Bay City Council 2006-2010 3

Message from the Acting C AO 4

2007-2010 Strategic Plan 8

Stronger & More Diversified Economy 10

Clean Green Beautiful Proud 14

High Quality of Life 18

One of the Best-Run Cities in Canada 22

Looking Ahead to 2008 25

Repor t from the City Treasurer 27

Statement of Administrative Responsibility 32

Statement of Financial Position 34

Statement of Financial Activities 35

Statement of Changes in Financial Position 36

Schedule 1 - Operating Fund 37

Schedule 2 – Capital Fund 38

Schedule 3 – Reser ves and Reser ve Funds 39

Notes to Financial Statements 40

Welcome to Thunder Bay’s first Annual Report. This report provides

To meet the future needs of our community, Thunder Bay is taking a

Key accomplishments in 2007 include the opening of the new Bare

On behalf of City Council, I invite you to get to know this Annual

Mayor Lynn Peterson

Red River Ward

Councillor Brian McKinnon

Councillor Joe Virdiramo

Councillor Iain Angus

ARTHUR ST NEEBING RIVER

Councillor Larry Hebert

Councillor Rebecca Johnson

Councillor Frank Pullia

Councillor Aldo Ruberto

LOCH LOMOND LAKE

We focus on providing high value municipal services, knowing that our

As a Corporation, we work together to take the right steps in order

The 2007 Annual Report is our opportunity to inform you of the

I am proud of the accomplishments outlined in this report and wish

Community Corporate Development Facilities Fire & Rescue Transportation

Boards & Commissions

• Community Economic Development Commission • Thunder Bay Police Services Board

OFFICE OF THE CAO CORPORATE SERVICES

FINANCE TRANSPORTATION & WORKS

FIRE & RESCUE SERVICES

The City’s Strategic plan, Building on the New Foundation, guides

Supporting the Strategic Plan are 87 specific initiatives, this

The following sections provide highlights about the City of

Work also got underway to create a state-of-the-art multi-purpose emergency training,

Improving Business provincial governments for increased funding

Attracting and Retaining Visitors 1

Protecting Lake Superior

Enhancing Emergency Medical Services

Improving Recreational Working with Citizens to Reduce

Engaging and Informing the Public

The City will:

I am pleased to present the Consolidated Financial Statements for the

Financial Management and Control

The Financial Guiding Principles support the City’s strategic objective of

Adherence to the City’s Financial Guiding Principles and the continual

The City has embraced various corporate measurement and

The City also participates in various Provincial initiatives, including

Financial Statements the External Auditors on May 20, 2008 and

Statement of Administrative Responsibility 32

Statement of Financial Activities 35

Statement of Changes in Financial Position 36

Schedule 1 - Operating Fund 37

Schedule 2 – Capital Fund 38

Schedule 3 – Reser ves and Reser ve Funds 39

Notes to Financial Statements 40

• Community Economic Development Commission • Thunder Bay Police Services Board

• Government grants $4.5 million 50