HEALTH, RECREATION & SOCIAL SERVICES COMMITTEE

Transcription

1 HEALTH, RECREATION & SOCIAL SERVICES COMMITTEE 299

2 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name (Transition) Business Re-engineering Project Number Scope and Justification As a result of amalgamation and a newly created mandate, the Department continues the process of harmonizing policies and guidelines, changes to the delivery of programs and services in a more integrated fashion, as well as the development of new tools and ways of doing business that would better meet the various needs of our very diverse client groups. For example, the harmonization of various pricing policies and sponsorship will be developed under this program, as would the establishment of a program that ensures the successful preservation and accession of archival materials. The establishment and development of data bases will provide staff with the necessary tools to document and manage the enormous amount of information such as inventories of museum collections, stakeholders lists and records management. Because of amalgamation, there are also various requirements for the consolidation of support staff in newly integrated accommodation settings and integrated programming opportunities i.e. in childcare and in the Innovation Development Partnerships (IDP) Branch. Commitments In order to meet the department's mandate, in terms of servicing our clients and providing the necessary tools for staff, the above-mentioned projects are critical to its implementation. Impact on Operations As various projects are implemented, our operations will be streamlined and provide opportunities in creating resource efficiencies required for the successful delivery of mandated programs and services. Reference Projects include: Data Planning / Reporting; Disaster Recovery Plan for City Art collection, museums, and archives; Coaching, Performance Development; Health and Safety; Funding Database Development; Project Management System Development; Transition Accommodation Support; Accession of Archival Materials; Business Process Reengineering; Communication; Sponsorship/Advertising Policy Harmonization; Pricing Guidelines Harmonization; Recreation Motion/Review. 300

3 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 500 Branch: People Services Transition Program Four Year Forecast Project Name: (Transition) Business Re-engineering Previous Approved Authority Project No: Total Revised Estimate 500 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total PAYG DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total Sub-Total Total Year to Date Total Net Spending Plan Operating Budget Impact 301

4 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name (Transition) Change Management Project Number Scope and Justification A Change Management fund was established in 2001 within the capital budget to assist the Department in adapting to changes resulting from the amalgamation and creation of a new service delivery model for the People Services Department. The allocation of the funds aligns with the priorities identified and approved in the People Services Change Management Plan presented to People Services Management Team in August The Change Management priorities are organized under the following components: 1) Vision, Values and Strategic Performance Goals; 2) Leadership (Management Development); 3) Staff Orientation; 4) Aligning Management Systems and Accountability Framework; 5) Rewarding Excellence;6) Training Management/Employees; 7) Communication and Marketing and 8) Departmental Studies. The funds are to support Branch or Departmental projects outlined within the above Change Management components. Commitments Funds in the amount of $400,000 were approved in 2001 and committed to training, planning and communication projects. Impact on Operations Support Departmental programs and services throughout this transitional period. Reference Projects include: Operational Review of Special Needs; Summer Heat Relief Strategy; Park Inventory; Transition Training for Board, Staff and Volunteers; Process Development with Managers; Business Plan Development; Transition Training; Management Training Program; Review Child Care Tracking; Promotional Campaign; Project Management Software; Management Training; Supervisor New Management Training; Divisional Development Sessions; Internal Consulting Skill Development; Program Evaluation Training Session. 302

5 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 500 Branch: People Services Transition Program Four Year Forecast 300 Project Name: (Transition) Change Management Previous Approved Authority 400 Project No: Total Revised Estimate 1,200 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts ,200 Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total ,200 PAYG DC Non-Growth Developer Sub- Total Fed./Prov. Grants Debt Sub-Total Total ,200 Year to Date Total Net Spending Plan ,200 Operating Budget Impact 303

6 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name (Transition) Class Booking Registration System Project Number Scope and Justification The continued roll out of this project will establish a completely consolidated IT business application for the purpose of Facility Booking, Program Registration, Membership Tracking and Point of Sale information related to Parks, Recreation and Culture Services, Facilities and Operations. Completion of the Class implementation project will benefit City clients with a complete "one stop shopping" approach to the full menu of programs, facilities and services offered by the above business groups. The completed system empowers public access and registration / booking through all modern points of sale such as the internet, Interactive Voice Response (IVR), all client service centers and all major recreation facilities throughout the new City. The 2003 and onward roll-out will see the implementation of Class at all of the Community Services decentralized facilities, including city-owned facilities operated by community partners. This endeavour is supported by the Points of Service Strategy and the E-Business strategy. Commitments The project and budget was approved by the Ottawa Transition Board on October 10, Impact on Operations Should this project not proceed to completion, clients will not have full access to the captioned business areas through the various portals identified. Client service staff at all major City facilities will not be able to provide complete registration and booking services to City clients Reference City-wide 304

7 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 1,000 Branch: Community Services Four Year Forecast 2,500 Project Name: (Transition) Class Booking Registration System Previous Approved Authority 2,000 Project No: Total Revised Estimate 5,500 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts 2,000 1,000 1, ,500 Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total 2,000 1,000 1, ,500 PAYG , ,760 DC Non-Growth Developer Sub- Total , ,760 Fed./Prov. Grants 1, ,740 Debt Sub-Total 1, ,740 Total 2,000 1,000 1, ,500 Year to Date Total Net Spending Plan 1,637 1,363 1, ,500 Operating Budget Impact 200 (100) (50)

8 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Plant Bath Major Rehabilitation Project Number Scope and Justification Rehabilitation of the aquatic facility will replace the existing Plant Bath (closed) and provide additional meeting and programming space in the community. The Plant Pool was closed in 1997 because it was deemed to be structurally unsound. Therefore, this inner City community made up of a large proportion of lower income, less mobile residents has been without a community pool since the building closure. Building and site programs were completed, in consultation with the community in 1997/98. The existing Plant Bath was declared a heritage building by City Council in As a result, the new Centre will incorporate the facade of the existing building. This project has been the previous City of Ottawa's first priority building project since By combining a pool and community programming space under one roof, the new facility will better serve this area with an array of recreational and cultural programs. It is anticipated that a partnership with the community and recreation associations will be formed to program the facility. Commitments Until 2001, budgetary constraints prevented the approval of funds for design or construction. In 2001, City Council approved $1 million for the retention of architectural consultants. A contract has been entered into with the firm of Griffiths Rankin & Cook, in the amount of $628,000 for complete design services for this project. The design process is underway. In 1999 the proposed budget figure for this project was $6.638 million. Due to inflation and drastic increases in construction costs over the past couple of years, the estimated cost for this project for 2002 is $8,685,000. Each additional year that this project is delayed, capital costs will increase proportionately. Impact on Operations The rehabilitation at the Plant Bath will result in annual operating budget impacts: for 2003: $165,000; for 2004: $325,000; for 2005: $335,000; and for 2006: $345,000. Reference Central 306

9 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 7,685 Branch: Community Services Four Year Forecast Project Name: Plant Bath Major Rehabilitation Previous Approved Authority 1,000 Project No: Total Revised Estimate 8,685 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts 1,000 7,685 8,685 Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total 1,000 7,685 8,685 PAYG 1,000 7,685 8,685 DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total 1,000 7,685 8,685 Sub-Total Total 1,000 7,685 8,685 Year to Date Total Net Spending Plan 555 8,130 8,685 Operating Budget Impact

10 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Centrepointe Theatre Expansion Project Number Scope and Justification Since 1988, Centrepointe Theatre has developed a reputation for being an excellent venue for musical theatre - its seating capacity, orchestra pit and large stage being ideal for these productions. Centrepointe Theatre has also been successful in recruiting a large company of volunteers to work in partnership with city staff. This has encouraged community use by reducing overhead and lowering rental and ticket charges. Both developments have created a huge demand for space. Experience has shown that the existing facility is lacking in a number of critical elements, which are restricting its ability to accommodate performances and audiences. An extension to the existing facility will provide rehearsal space, which can accommodate small performances, access for disabled, and adequate support spaces and storage. The expansion will add 2,630 sq m. to the existing facility. The City has applied to the federal Department of Canadian Heritage Cultural Spaces Canada Program for cultural heritage grants totaling $ M for this project. A community based fundraising campaign is to be initiated with a goal of raising $600,000 to allow for the construction of the full program expansion project. Commitments In 2001, $500,000 was approved to undertake the design of this project. The project has been designed in modules, which will allow for it to be funded over two years. Funds for construction will be provided in 2002, and for the equipment and fit up in The project will not proceed without the identified revenue streams. Impact on Operations Failure to address the Centrepointe Theatre's lack of rehearsal, workshop, storage, volunteer and administrative spaces, combined with inadequate dressing rooms and a small green room, will impede the theatre's development and its potential for revenue generation. An Operating Business Plan has been prepared for the expansion project. The annual impact to the operating budget would begin in 2004 at $140,000. Reference City-wide 308

11 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 4,420 Branch: Community Services Four Year Forecast 1,170 Project Name: Centrepointe Theatre Expansion Previous Approved Authority 500 Project No: Total Revised Estimate 6,090 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts 500 4,420 1,170 6,090 Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total 500 4,420 1,170 6,090 PAYG 500 1,645 1,170 3,315 DC Non-Growth Developer Sub- Total 500 1,645 1,170 3,315 Fed./Prov. Grants 2,175 2,175 Debt Sub-Total 2,775 2,775 Total 500 4,420 1,170 6,090 Year to Date Total Net Spending Plan 14 5, ,090 Operating Budget Impact

12 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Glebe Community Centre Major Rehabilitation Project Number Scope and Justification The Glebe Community Centre has reached the end of its lifecycle, no longer being economically viable to continue major repairs on all of the building's major components. The project would see a complete renovation, replacement of all components and provision of more appropriate recreation and cultural spaces to meet future programming needs. This project will also enable the building, which now contains several levels with narrow stair-wells, to be fully accessible to users with disabilities. This project has been one of the two top priority projects in the previous City of Ottawa since Due to budgetary constraints in recent years, implementation of this project has been delayed, causing increased frustration to the residents of this inner city community. The building has been designated as a heritage property under Part IV of the Ontario Heritage Act and, as such, the municipality is obliged to respect the heritage character of the building, both internally and externally. Commitments The firm of Barry J. Hobin & Assoc. was retained and in 1997 a very imaginative and functional design was completed, which both respects the Heritage designation of the building and has received wide approval from the Glebe community. In 2001, City Council approved $400,000 to enter into a contract extension with Barry J. Hobin & Assoc. to complete the working drawings and tender documents for this project. This design work is proceeding. In 1999, this project had a proposed budget of $2.843 million. Due to inflation and drastic increases in construction costs, the estimated budget for this project for 2002 is $3.750 million. Each year that this project is delayed, costs for this project will increase proportionately, beyond the monies already expended. Funds requested in 2002 will initiate the rehabilitation program, with repairs to the copper roof being undertaken and the repointing of the stone foundation. The bulk of the rehabilitation is to occur in Impact on Operations This project has already been deferred for four years and each year that passes it becomes more expensive to resolve Health and Safety items in order to keep the facility open. In order to keep the building open for another 5 years without renovation, an expenditure of $465,000 is required, funds that would not be retrievable should the renovation not proceed after year 5. The additional annual operating costs would be offset by energy savings. Reference Central 310

13 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 200 Branch: Community Services Four Year Forecast 3,150 Project Name: Glebe Community Centre Major Rehabilitation Previous Approved Authority 400 Project No: Total Revised Estimate 3,750 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts ,150 3,750 Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total ,150 3,750 PAYG ,150 3,750 DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total ,150 3,750 Sub-Total Total ,150 3,750 Year to Date Total Net Spending Plan ,150 3,750 Operating Budget Impact 311

14 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name W. Erskine Johnston Arena Dressing Rooms Project Number Scope and Justification Completed in 1983, the W. Erskine Johnston Arena has served the residents of the former Township of West Carleton very well despite serious shortcomings in its number and size of dressing rooms. The size and layout of the existing dressing room facilities were reduced and compromised during the design phase of the original project in order to keep within the established budget. The proposed project includes the addition of four new standard sized and equipped dressing rooms to the arena and all required site services. These facilities will allow for more efficient programming and booking of the arena and to better meet the needs of various user groups. The 2002 project estimate of $633,000 is based on a Class D Cost Estimate of a sketch plan showing a 5,000 sq.ft. dressing room addition, and includes all project costs (contingencies, allowances, professional and approval fees, taxes, etc.). The 2001 budget allocation of $400,000 was based on preliminary quantity take-off estimates and did not include all project related costs. As a result, an additional $233,000 is required in order for the project to proceed. Commitments Ottawa City Council approved $400,000 in the 2001 capital budget for the addition of new dressing rooms at W. Erskine Johnston Arena. Impact on Operations Existing dressing rooms and associated facilities are substandard. New, standard dressing room facilities will allow W. Erskine Johnston Arena to meet its full potential in serving current and potential new clients. Reference West District 312

15 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 233 Branch: Community Services Four Year Forecast Project Name: W. Erskine Johnston Arena Dressing Rooms Previous Approved Authority 400 Project No: Total Revised Estimate 633 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total PAYG DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total Sub-Total Total Year to Date Total Net Spending Plan Operating Budget Impact

16 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Fred Barrett Arena Project Number Scope and Justification In 2001 a project was approved to add a second indoor ice surface to Barrett Arena to serve existing and new residents in the south end of the City. Preliminary planning has been done for the facility, and design is underway using input from community user groups and City staff. Initial investigation indicates that there are several conditions and opportunities that are expected to increase the projected cost of the facility. The soils investigation has identified the presence of undesirable native subsurface materials (shale), which will increase the construction cost of the new foundation. The City's operations staff have further recommended the inclusion of a remote building automation system, which has provided operating efficiencies in other similar municipal facilities. Opportunities to connect the facility to natural gas service for building heating will also be investigated, as the electrical heating system which is used extensively in this area, is not as operationally cost effective. A Class D (preliminary) cost estimate has been prepared to provide a more current cost estimate for this project. Class D estimates are based on the preliminary detailed building program and are developed through consultation with staff and user groups. Commitments In the 2001 capital budget, $4.265M was approved for this project. COUNCIL INTENDS TO COLLECT DEVELOPMENT CHARGES TO PAY THE GROWTH SHARE OF THIS PROJECT FROM FUTURE GROWTH DEVELOPMENT. Impact on Operations Two ice surfaces in one building yield considerable savings in operational costs over single rinks. This new facility will be built for year round use, and therefore will accommodate more people in skating activities. The twin ice surfaces will make it easier for user groups to host tournaments, which are critical to the overall program they offer participants. Operation of the 2nd ice pad is slated to commence in mid Reference East District 314

17 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 700 Branch: Community Services Four Year Forecast Project Name: Fred Barrett Arena Previous Approved Authority 4,265 Project No: Total Revised Estimate 4,965 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts 4, ,965 Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds PAYG Total 4, ,965 DC Non-Growth 1, ,417 1,860 1,860 Developer Fed./Prov. Grants Sub- Total 3, ,907 Debt 1,058 1,058 Sub-Total 1,058 1,058 Total 4, ,965 Year to Date Total Net Spending Plan 7 4,958 4,965 Operating Budget Impact

18 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name West District Pool Project Number Scope and Justification This project was previously identified by the legacy municipality of Kanata and validated as a priority project in the People Services Facility Needs Study. Originally identified as a stand-alone facility, it is currently being evaluated to potentially include other new facility requirements needed to serve the western part of the city. Presently the Kanata area is served by a leisure pool facility (Kanata Leisure Centre), which has been at a program capacity for a number of years. Commitments Funds in the amount of $1.354M were approved in the Department's 2001 capital budget, allowing for the detailing of the building program and design to occur. Due to extreme capital budget pressures and lack of development charge funds being available, the balance of funds required for construction ($4.046M) has been deferred to COUNCIL INTENDS TO COLLECT DEVELOPMENT CHARGES TO PAY THE GROWTH SHARE OF THIS PROJECT FROM FUTURE GROWTH DEVELOPMENT. Impact on Operations This facility will increase the aquatic experience presently provided at the Kanata Leisure Centre through the development of an additional standard tank pool. It will meet needs based on increased population and the requirement for a pool suitable for 'learn to swim' programs and general recreation. Reference West District 316

19 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate Branch: Community Services Four Year Forecast 4,046 Project Name: West District Pool Previous Approved Authority 1,354 Project No: Total Revised Estimate 5,400 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts 1,354 4,046 5,400 Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds PAYG Total 1,354 4,046 5,400 DC 3,641 3,641 Non-Growth Developer Fed./Prov. Grants Sub- Total 544 4,046 4,590 Debt Sub-Total Total 1,354 4,046 5,400 Year to Date Total Net Spending Plan 1,354 4,046 5,400 Operating Budget Impact

20 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Park Development Project Number Scope and Justification This City-wide program will provide People Services with the ability to react to the changing needs of the public and the ability to make better use of our parks. The many changes in the demographic and socio-cultural make up of our communities requires People Services to re-design and re-develop parks to meet the needs of our current and future clients. New technologies in park construction, innovative play equipment and park furniture allow for the rejuvenation of many park elements that will better serve our users. The Department will undertake a comprehensive inventory of parks and elements within each park this summer, which will enable park development, lists to be developed based on more in-depth analysis of need. With the data gathered, we will develop criteria in which to prioritize those parks, which require redevelopment. In the meantime the Department will continue to work on those projects, which had been identified as priority in the legacy municipalities. Commitments Prior commitments made by former municipalities as well as identified new requirements. Impact on Operations Should these works not proceed, TUPW operational costs for maintaining these properties may be increased, service levels may be impacted and public use of the parks will be reduced. Reference City-wide, from the Central District; Walkley Albion site, Russel Boyd. South District; A.Y. Jackson, Kars RA Park, Osgoode park gazebo. East; Vanier park TBD, Eastvale park. West District; WC Phase 2, Lakeview and Goulbourn Parks. 318

21 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 500 Branch: Community Services Four Year Forecast 2,000 Project Name: Park Development Previous Approved Authority Project No: Total Revised Estimate 2,500 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts ,500 Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total ,500 PAYG ,500 DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total ,500 Sub-Total Total ,500 Year to Date Total Net Spending Plan ,500 Operating Budget Impact

22 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Phase 3-Facility Needs Study Project Number Scope and Justification This final phase of the Facility Needs Study will result in a Facility Development Strategy that will identify new facilities that need to be developed, existing facilities that can be renovated or expanded to meet future needs and facilities that should be decommissioned or put to a different use. This phase will include the finalization of the inventory and gap analysis, including neighborhood facilities and facilities operated by our community partners, a more detailed needs analysis and market assessment, a review of policies underway such as Scheduling, Community Use of Schools etc., a review of the Service Delivery Models and a comprehensive public consultation process. Phase 1 has been completed and provided the planning context for the study, and the current state of municipal assets. Phase 2 at the time of writing was being completed, which includes the prioritization of the legacy projects inherited from the former municipalities and the preparation of high level business plans for those priority building projects. Commitments In 2001, $315,000 was approved via Project # in the Department's budget. With phases 1 & 2 completed or underway, phase 3 is required in order to complete the study. Impact on Operations This work is targeted towards identifying the most effective facility projects to meet community needs within the context of the new City. Business plans will ensure that each initiative is effective in keeping operating costs to a minimum Reference City-wide 320

23 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 180 Branch: Community Services Four Year Forecast Project Name: Phase 3-Facility Needs Study Previous Approved Authority Project No: Total Revised Estimate 180 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total PAYG DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total Sub-Total Total Year to Date Total Net Spending Plan Operating Budget Impact 321

24 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Bridlewood Community Centre Project Number Scope and Justification The Bridlewood community is one of the fastest growing community in the West District. This community does not have any major municipal recreational facilities. Planning for the Bridlewood Community Centre started in 1996, with the preparation of a Feasibility Study, which recommended the construction of a 15,000 sq. ft. community center at the 25 acre Core Park. In 1999, the previous City of Kanata approved agreements to enter into a public-private arrangement with Vestar Ltd. to design-build-operate the new facility on the City's behalf. With amalgamation, a review of the agreements found that it would not be in the City's best interest to proceed on this basis. In July, 2001, City Council approved the termination of the agreements with Vestar Ltd. and to retain architectural consultants to prepare the design and working drawings, under the City's direction, for the new Bridlewood Community Centre. The full design documentation should be completed by March/April, Commitments Funds have been carried forward for this project, as the result of Development Charges collected. More will be needed to complete the project due to inflation and drastic increases in construction costs, over the past couple of years. The Bridlewood Community has been waiting for this facility since They were agreeable to the cancellation of the Vestar proposal on the premise that the City proceeds expeditiously on the redesign and implementation of the facility. COUNCIL INTENDS TO COLLECT DEVELOPMENT CHARGES TO PAY THE GROWTH SHARE OF THIS PROJECT FROM FUTURE GROWTH DEVELOPMENT. Impact on Operations Should the funds be approved to carry out construction in 2002, the facility would be ready for use by about June, It is estimated that maintenance, utilities, life cycle costs would amount to about $145,000 per annum. This does not include programming costs. However, it is expected that the facility would not be staffed full-time, and that most of the activities would be on a cost-recovery basis. Reference West District 322

25 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 2,350 Branch: Community Services Four Year Forecast Project Name: Bridlewood Community Centre Previous Approved Authority Project No: Total Revised Estimate 2,350 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts 2,350 2,350 Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds PAYG Total 2,350 2,350 DC 2,115 2,115 Non-Growth Developer Fed./Prov. Grants Debt Sub- Total 2,350 2,350 Sub-Total Total 2,350 2,350 Year to Date Total Net Spending Plan 2,350 2,350 Operating Budget Impact

26 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Sportsfield Development Program Project Number Scope and Justification Smart Growth and the reduction of operating costs through improvement of efficiencies is a primary objective of the new City. One of the immediate benefits of amalgamation and the associated creation of the People Services Department is the coordination of sports field delivery in conjunction with pooling of all fields available for programming by the new city. The City will now, better than ever before, be able to offer a suitable inventory of sports fields through the renovation and modification of existing sports fields in association with the delivery of new fields throughout the new city. This program will provide funding for the retrofits, improvements and alterations necessary to respond to demands for the type and level of sports fields required to meet current and future athletic needs. The Department has been approached by various sports group to enter into partnerships in the development of new fields and as a result, this envelope will provide for the City's share of proposed joint projects. Guidelines will be prepared as part of the Sportsfield Strategy to ensure that in return for funding, groups will receive benefits that are fair and equitable. Commitments The various sports groups in the City have discussed the more efficient and effective delivery of sports fields with staff annually. Impact on Operations Improved use of facilities provides for improved operational efficiency. Improved design standards permit sports fields to be more heavily used and requires less shut down periods for turf regeneration. Reference City-wide. Since the Department has received over $1.6M in identified requests, staff will open a dialogue with potential partners to identify projects that will maximize City dollars and target City-only dollars where partners are not available. 324

27 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 500 Branch: Community Services Four Year Forecast 2,000 Project Name: Sportsfield Development Program Previous Approved Authority Project No: Total Revised Estimate 2,500 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets ,500 Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total ,500 PAYG ,500 DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total ,500 Sub-Total Total ,500 Year to Date Total Net Spending Plan ,500 Operating Budget Impact

28 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Integration of Service - Community Bldgs Project Number Scope and Justification One of the mandates of the People Services Department is the integration of municipal work and social programs with recreation, culture, child care, public health and libraries. The objective is to be able to offer a full or complimentary range of services at one site or as part of a complex. This program endeavors to provide funding for minor building retrofits, which will permit initiatives directed at integrating services offered by the City. For example, re-designing a space in a community centre and providing computer hook-ups, operators can now offer a range of programs that may enable job seekers with the tools required for job preparation and search, as well as recreational opportunities for children and adults that would not otherwise have access. Commitments The Corporation and the Department have made a commitment to providing complimentary services at all possible locations. Impact on Operations Improved use of facilities provides for improved operational efficiency Reference City-wide 326

29 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 100 Branch: Community Services Four Year Forecast 400 Project Name: Integration of Service - Community Buildings Previous Approved Authority Project No: Total Revised Estimate 500 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total PAYG DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total Sub-Total Total Year to Date Total Net Spending Plan Operating Budget Impact 327

30 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Programming Retrofits Project Number Scope and Justification This budget envelope is to make improvements to existing recreational and cultural facilities in order to meet changing program and operational requirements, which is an area not dealt with under RPAM's responsibility. The projects that have been identified (in excess of $4.9M) are limited in scope but necessary in order to sustain participation levels and revenue targets in facilities. Some changes are required as a result of the new service delivery model adopted by the People Services Department. An example of a project would be the conversion of a poorly used squash court to a specialized activity space for adult well-being promotion and relaxation therapy. Commitments The capacity to undertake such minor improvements to existing facilities was included in the budgets of most former area municipalities. There is a backlog of work to be undertaken in the coming years as no funds were allocated for this purpose in the former City of Ottawa in the last years of its existence. Impact on Operations These changes will have minimal impact on operating costs, being primarily related to ensuring that facilities are meeting the programming and operational needs of the community. Without these expenditures it will be difficult to meet programming needs and revenue targets. Reference City-wide` 328

31 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 400 Branch: Community Services Four Year Forecast 1,600 Project Name: Programming Retrofits Previous Approved Authority Project No: Total Revised Estimate 2,000 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts ,000 Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total ,000 PAYG ,000 DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total ,000 Sub-Total Total ,000 Year to Date Total Net Spending Plan ,000 Operating Budget Impact 329

32 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Capital Partnerships Project Number Scope and Justification This project provides People Services with the ability to enter into joint ventures and partnerships with not-forprofit groups; e.g.: community associations, sports organizations, and other public agencies, to implement major capital projects on a cost-sharing basis. This programme is based on a cost share, applied to larger capital projects requiring more than the $7,500 city contribution available under the Minor Capital Partnership Program. Typically, projects that are sponsored are those that enhance or improve city facilities, joint use facilities and where potential partners have demonstrated a need for improved facilities and a desire to assist in the development of these facilities. Some examples of such arrangements include the upgrades to city-owned clubhouses at tennis clubs, joint-use facilities with area School Boards, the development of a canoe club, a new community house etc. Commitments Community groups have requested assistance to implement major capital improvements for community facilities. Impact on Operations By entering partnerships, the City reduces the capital construction costs for renovations and upgrades. Reference City-wide 330

33 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 300 Branch: Community Services Four Year Forecast 1,800 Project Name: Capital Partnerships Previous Approved Authority Project No: Total Revised Estimate 2,100 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts ,100 Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total ,100 PAYG ,100 DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total ,100 Sub-Total Total ,100 Year to Date Total Net Spending Plan ,100 Operating Budget Impact 331

34 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name East District Pool Project Number Scope and Justification In 2001, the Facility Needs Study identified this area as a growth area, presently under-serviced in the area of indoor aquatic opportunities. At the time, the Orleans Recreation Complex was identified as the logical site to add a pool tank, and given the existing building could benefit from a major renovation, the project was identified as a priority. A cursory investigation of the site revealed that the site is likely at capacity and may not be able to accommodate the addition. As a result, Orleans Recreation Complex will be investigated as the preferred site but a broader investigation will be undertaken for other compatible sites. Planning dollars are being requested in 2002 in order to detail the project, with facility construction anticipated in Commitments Public Information sessions were held for the Facility Needs Study, identifying Orleans Recreation Complex as a priority project to add a pool tank. COUNCIL INTENDS TO COLLECT DEVELOPMENT CHARGES TO PAY THE GROWTH SHARE OF THIS PROJECT FROM FUTURE GROWTH DEVELOPMENT. Impact on Operations Both the City and numerous community groups and associations provide recreational and social programs for residents in the east end of the City. They are all experiencing pressure to expand their programs to address the demands of a growing population. The addition of more facilities in the east end will assist in meeting the everexpanding aquatic needs in the area. Reference East District 332

35 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 100 Branch: Community Services Four Year Forecast 7,900 Project Name: East District Pool Previous Approved Authority Project No: Total Revised Estimate 8,000 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts 100 7,900 8,000 Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds PAYG Total 100 7,900 8,000 DC 90 7,110 7,200 Non-Growth Developer Fed./Prov. Grants Debt Sub- Total 100 7,900 8,000 Sub-Total Total 100 7,900 8,000 Year to Date Total Net Spending Plan 100 7,900 8,000 Operating Budget Impact

36 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name West District Ice Pads Project Number Scope and Justification The need for indoor ice surfaces in the west end of the City was previously identified by the former municipalities of Kanata and West Carleton and was confirmed by the Phase 2 Facility Needs Study as a high priority for the new City of Ottawa. Accessing additional ice time in the west is impossible. Significant ongoing growth in the area means that demand for indoor ice time will increase as the community programs accommodate new residents. Existing demographic studies have shown that the west district will be the fastest growing district in Ottawa. Funds are being requested in 2002 to identify solutions and look for opportunities for combining new indoor ice surfaces with additional multi purpose indoor spaces, which are also in high demand in the west district. These are planning dollars to assist in the program definition, site locations and detailing of capital and operating cost implications. Construction funds will be requested in Commitments The 2001 Facilities Study identified the need for new ice surfaces to accommodate population growth in the west and has assigned these project a high priority. COUNCIL INTENDS TO COLLECT DEVELOPMENT CHARGES TO PAY THE GROWTH SHARE OF THIS PROJECT FROM FUTURE GROWTH DEVELOPMENT. Impact on Operations New ice pads will allow the City to maintain the current level of service to residents in the west end as the population increases. Exact costs to be identified through the business plan preparation. Reference West District 334

37 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 100 Branch: Community Services Four Year Forecast 8,900 Project Name: West District Ice Pads Previous Approved Authority Project No: Total Revised Estimate 9,000 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts 100 8,900 9,000 Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds PAYG Total 100 8,900 9,000 DC 90 8,010 8,100 Non-Growth Developer Fed./Prov. Grants Debt Sub- Total 100 8,900 9,000 Sub-Total Total 100 8,900 9,000 Year to Date Total Net Spending Plan 100 8,900 9,000 Operating Budget Impact

38 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Cumberland Ice Pad Project Number Scope and Justification The need for another indoor ice surface in the east end of the City was identified by the former Municipality of Cumberland and was confirmed by the 2001 Facility Needs Study as a high priority for the new City of Ottawa. Arena usage in the east end is at capacity. Significant ongoing growth in the area means that demand for indoor ice time will increase as the community programs accommodate new residents. The City will undertake planning in 2002 to identify a site and program space requirements for the new ice pad with input from the community and user groups. Preliminary work has begun to determine whether the Ray Friel Centre is a potential site for twinning the existing ice pad. Construction funds will be requested in Commitments The former municipality of Cumberland had identified the need for a new ice surface to accommodate population growth in that area. COUNCIL INTENDS TO COLLECT DEVELOPMENT CHARGES TO PAY THE GROWTH SHARE OF THIS PROJECT FROM FUTURE GROWTH DEVELOPMENT. Impact on Operations A new ice pad will allow the City to maintain the current level of service to residents in the east end as the population increases. Detailed costs to be identified in a business plan. Reference East District 336

39 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 200 Branch: Community Services Four Year Forecast 4,900 Project Name: Cumberland Ice Pad Previous Approved Authority Project No: Total Revised Estimate 5,100 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts 200 4,900 5,100 Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds PAYG Total 200 4,900 5,100 DC 90 4,410 4,500 Non-Growth Developer Fed./Prov. Grants Debt Sub- Total 200 4,900 5,100 Sub-Total Total 200 4,900 5,100 Year to Date Total Net Spending Plan 200 4,900 5,100 Operating Budget Impact

40 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Park Pathway Lighting Project Number Scope and Justification Over the course of the last year, the Department has been inundated with requests for new and additional lighting in our parks. The rationale ranges from discouraging loitering and non-sanctioned park activities to security and safety reasons. There are pros and cons to lighting areas and implications on maintenance costs. As a result, a set of broad-based guidelines will be prepared to help guide appropriate park lighting. Program operators, maintenance personnel and police will be involved in the policy development. This will assist staff in establishing priorities for implementation of the park lighting program. Commitments Numerous requests were deferred pending funding allocation and guidelines to validate need. Impact on Operations Impact on operations will be detailed in the guidelines being prepared, taking into consideration maintenance costs, additional utility charges and at times, an accompanying winter plowing requests. Reference City-wide Request received to date; Central Park, lighting between Hunersfield and Lorry Greenberg Drive, Greenboro pathway system, Glenn Park, Father Ward Park, pathway lighting in Gloucester, Kenmore Park, Hutton Park, Kingsmere Park, Jeanne D'Arc Park, Blossom Park, Failea Park, Trappers Park, Russell Boyd Park, Barrington Park, Redpath Park, Bruce Timmermanns Park. 338

41 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 100 Branch: Community Services Four Year Forecast 1,000 Project Name: Park Pathway Lighting Previous Approved Authority Project No: Total Revised Estimate 1,100 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts ,100 Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total ,100 PAYG ,100 DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total ,100 Sub-Total Total ,100 Year to Date Total Net Spending Plan ,100 Operating Budget Impact 339

42 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Child Care Capital Grant Program Project Number Scope and Justification The Child Care Capital Grant Program is intended to complement and support the operational needs of the child care system in the City of Ottawa. Grants are available to non-profit child care programs and family resource centers The objectives of the Program are: 1. To support and preserve existing child care and family resource programs. 2. To develop new child care and family resource programs in high priority, underserved areas of the City or to underserved populations. Grants are provided through two funding streams: 1. Minor Capital Grants/Health and Safety Related Funding (under $40,000). 2. Major Capital Grants/ Program, Support, Development and Expansion Funding ($40,000 and over).the number and size of grants in any one year is limited by the availability of funds in the Reserve Fund. Commitments The City has in the past provided this level of funding annually. Impact on Operations None Reference City-wide 340

43 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 1,500 Branch: Community Services Four Year Forecast 6,000 Project Name: Child Care Capital Grant Program Previous Approved Authority Project No: Total Revised Estimate 7,500 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts 1,500 1,500 1,500 1,500 1,500 7,500 Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total 1,500 1,500 1,500 1,500 1,500 7,500 PAYG 1,500 1,500 1,500 1,500 1,500 7,500 DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total 1,500 1,500 1,500 1,500 1,500 7,500 Sub-Total Total 1,500 1,500 1,500 1,500 1,500 7,500 Year to Date Total Net Spending Plan 1,500 1,500 1,500 1,500 1,500 7,500 Operating Budget Impact 341

44 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Minor Capital Project Number Scope and Justification The Minor Capital program is for the purchase of equipment to support the program requirements and operations of People Services' facilities. This includes items such as exercise mats, basketballs, tables, chairs, balance beam, indoor hockey nets etc. These funds are not intended for building or site-related improvements, but for the acquisition/replacement of program related equipment. The funds will be distributed equitably among the four districts with Community Services' District Managers, Area Managers and Facility Managers determining spending priorities. The acquisition/replacement of program equipment will enable People Services' facilities to better deliver community services to clients. Commitments Over the course of 2001, numerous requests for program equipment have been received from facility managers. These requests, totaling in excess of $750,000 will be evaluated and prioritized in order to address the most critical needs for Impact on Operations The replacement and upgrade of program equipment is required to carry out the Department's mandate to operate community facilities and offer quality programs to a wide range of user groups. Reference City-wide 342

45 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 750 Branch: Community Services Four Year Forecast 3,000 Project Name: Minor Capital Previous Approved Authority 1,194 Project No: Total Revised Estimate 4,944 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts 1,194 1,194 Materials & Supplies ,750 Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total 1, ,944 PAYG ,280 DC Non-Growth Developer Fed./Prov. Grants Sub- Total ,280 Debt Sub-Total Total 1, ,944 Year to Date Total Net Spending Plan 252 1, ,944 Operating Budget Impact 343

46 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Minor Park Improvements Project Number Scope and Justification These funds enable staff to respond to community requests for minor capital improvements to add elements to their local, neighbourhood parks without waiting for full funding for a development or re-development plan. Items include additional park benches, picnic tables, bike racks, garbage cans, completion of pathways, new swings, shade trees etc. In addition, this would include requests for minor park improvements or modifications that are not included in the lifecycle renewal budget of RPAM but would be cost-efficient by adding to RPAM's initial budget. For example, a play structure to be replaced through lifecycle requires a new location, or additional equipment or upgrade. Commitments Requests received in 2001 will be implemented using this fund. Impact on Operations As the number of clients using our parks increase, additional assets are required to maintain levels of service and client satisfaction. Existing infrastructure will continue to deteriorate if additional assets are not provided. Reference City-wide 344

47 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 650 Branch: Community Services Four Year Forecast 2,600 Project Name: Minor Park Improvements Previous Approved Authority 1,620 Project No: Total Revised Estimate 4,870 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts 1, ,870 Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total 1, ,870 PAYG ,303 DC Non-Growth Developer Fed./Prov. Grants Sub- Total ,303 Debt 1,567 1,567 Sub-Total 1,567 1,567 Total 1, ,870 Year to Date Total Net Spending Plan 168 2, ,870 Operating Budget Impact

48 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Community Partnership Minor Capital Program Project Number Scope and Justification The Community Partnership Minor Capital Program is an initiative to implement minor capital improvements to parks and facilities on a cost-sharing basis. The program is based on a cost share, to a maximum of $7,500 City contribution per facility. This program enables the City to upgrade its recreational assets incrementally, as the community requires, thereby reducing the frequency for capital development projects. As the neighbourhoods change, socially and demographically, the program is able to respond quickly to the changing requirements of the local residents. Community participation in fundraising, planning, and installation of recreational facilities promotes community pride, ownership and stewardship of assets. Commitments Community groups are identifying projects, researching costs and fundraising in anticipation that the cost-sharing program will continue. Impact on Operations Without the availability of such grants, community activism would suffer and the management of recreational assets would depend entirely on the Department's capital budget and project priority list. Reference City-wide 346

49 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 300 Branch: Community Services Four Year Forecast 1,200 Project Name: Community Partnership Minor Capital Program Previous Approved Authority 300 Project No: Total Revised Estimate 1,800 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts ,800 Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total ,800 PAYG ,600 DC Non-Growth Developer Fed./Prov. Grants Sub- Total ,600 Debt Sub-Total Total ,800 Year to Date Total Net Spending Plan ,800 Operating Budget Impact

50 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Office Furniture & Computers Project Number Scope and Justification This is to cover the cost of new furniture and computers for staff required as a result of the devolution of social housing from the Province to the City. Commitments Impact on Operations To enable new staff to have furniture and equipment needed to carry out their work. Reference City-wide 348

51 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 100 Branch: Housing Four Year Forecast 100 Project Name: Office Furniture & Computers Previous Approved Authority 100 Project No: Total Revised Estimate 300 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total PAYG DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total Sub-Total Total Year to Date Total Net Spending Plan Operating Budget Impact 349

52 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Affordable Housing Capital Building Fund Project Number Scope and Justification Under the Social Housing Reform Act, the City is now the local Service Manager for social housing. Under this legislation, the City also has the authority to establish local housing programs to address community needs. For the duration of the capital funding period, this project will provide capital funds to help address the severe shortage of affordable housing, which exists in the city. Using capital grants, this project will leverage community resources and capacity to increase the supply of affordable housing in the city. Funds for this project will also be instrumental in accessing the new federal housing grant program, given that cost-sharing requirements of the program are unlikely to be assumed by the Provincial government. Funding for this project will also be utilized to further implement the recommendations of the Mayor's Task Force on Public/Private partnerships for affordable housing. Commitments Impact on Operations This project represents a key component of the Housing Branch's mandate and will require on-going administration of the fund. Reference City-wide 350

53 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 1,000 Branch: Housing Four Year Forecast 13,000 Project Name: Affordable Housing Capital Building Fund Previous Approved Authority Project No: Total Revised Estimate 14,000 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services 1,000 1,000 4,000 4,000 4,000 14,000 Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total 1,000 1,000 4,000 4,000 4,000 14,000 PAYG 1,000 1,000 4,000 4,000 4,000 14,000 DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total 1,000 1,000 4,000 4,000 4,000 14,000 Sub-Total Total 1,000 1,000 4,000 4,000 4,000 14,000 Year to Date Total Net Spending Plan 1,000 1,000 4,000 4,000 4,000 14,000 Operating Budget Impact 351

54 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Request for Services, Verified Payment - Sustainment Project Number Scope and Justification Essential upgrades to system to manage all financial assistance programs operated by the City. This system must be compatible with other systems operated by the Province. Commitments This work has been identified on behalf of the People Services Department by the Corporate Information Services Branch. Impact on Operations Required to maintain system integrity with other systems operated by the Province. The upgrades will ensure that the RSVP system continues to provide operating staff with essential information to do their jobs. Reference City wide application 352

55 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 37 Branch: Employment & Financial Assistance Four Year Forecast 94 Project Name: Request for Services, Verified Payment - Sustainment Previous Approved Authority 818 Project No: Total Revised Estimate 949 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total PAYG DC Non-Growth Developer Fed./Prov. Grants Sub- Total Debt Sub-Total Total Year to Date Total Net Spending Plan Operating Budget Impact 353

56 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Relocation of District Offices - South & Central Project Number Scope and Justification As part of the rationalization of sites, and the move to integrating employment resource centers with the financial assistance offices, a new location is to be secured for the south district, and completion of the integration of the Central Office. This is part of the program, which will see a reduction from a total of nine sites to four at the end of the program. Commitments Responds to the new service delivery model identified during the transition process Impact on Operations Will provide a more efficient delivery of service to clients in the south and central parts of the city. Integrates both employment and financial assistance functions at the one location for the convenience of clients. Reference South and Central 354

57 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 1,700 Branch: Employment & Financial Assistance Four Year Forecast 1,400 Project Name: Relocation of District Offices - South & Central Previous Approved Authority Project No: Total Revised Estimate 3,100 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts 1,700 1,400 3,100 Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total 1,700 1,400 3,100 PAYG 1,700 1,400 3,100 DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total 1,700 1,400 3,100 Sub-Total Total 1,700 1,400 3,100 Year to Date Total Net Spending Plan 1,700 1,400 3,100 Operating Budget Impact 355

58 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Relocation of District Office - West Project Number Scope and Justification As part of the rationalization of sites, and the move to integrating employment resource centers with the financial assistance offices, a new location has been secured for the west district. This is part of the program, which will see a reduction from a total of nine sites to four at the end of the program. Commitments Responds to the new service delivery model identified during the transition process. On June 27th, 2001, City Council pre-approved the leasing agreement. The new office will be located on Constellation Drive. Impact on Operations Will provide a more efficient delivery of service to clients in the west part of the city. Integrates both employment and financial assistance functions at the one location for the convenience of clients. Reference West 356

59 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 1,700 Branch: Employment & Financial Assistance Four Year Forecast Project Name: Relocation of District Office - West Previous Approved Authority Project No: Total Revised Estimate 1,700 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts 1,700 1,700 Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total 1,700 1,700 PAYG 1,700 1,700 DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total 1,700 1,700 Sub-Total Total 1,700 1,700 Year to Date Total Net Spending Plan 1,700 1,700 Operating Budget Impact 357

60 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Relocation of Cultural Spaces Project Number Scope and Justification With the sale of 111 Sussex, the Karsh-Masson Gallery, the Foyer Community Gallery and the City Archives Program and Facilities must be relocated. Maintaining the inventory of arts facilities is a requirement, given the undersupply of cultural facilities overall (Peoples Services Facility Study). The Karsh-Masson Gallery will be allowed to continue at 111 Sussex only until December Alternatives are being investigated for relocating the Foyer exhibition space in appropriate venues. Costs are for rental and/or retrofitting of new spaces. Furthermore, with the amalgamation of several municipal Corporate Art Collections, storage and conservation facilities have been lost which could put the multi-million dollar Corporate Art Collection at risk. The Collection is comprised of moveable works of art that is circulating throughout city facilities. However, the quantity of storage, handling and conservation space is inadequate, and does not meet established museum standards for storage of art work. One new storage/conservation facility must be found to bring together all the works of the Collection under one roof. Commitments Public Arts Policies Karsh-Masson / Foyer Gallery Policies Impact on Operations The City's archival and art collections are an important part of the City's heritage assets. In addition, the City Archives, the Karsh-Masson Gallery and the Foyer Community Gallery deliver services and programming valued by staff and the community. Failure to relocate these facilities will endanger assets and disrupt services. Reference City-wide 358

61 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 120 Branch: Innovation, Development & Partnerships Four Year Forecast 1,200 Project Name: Relocation of Cultural Spaces Previous Approved Authority 500 Project No: Total Revised Estimate 1,820 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts ,820 Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total ,820 PAYG ,320 DC Non-Growth Developer Fed./Prov. Grants Sub- Total ,320 Debt Sub-Total Total ,820 Year to Date Total Net Spending Plan ,820 Operating Budget Impact 359

62 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Corporate Art Acquisition & Conservation Program Project Number Scope and Justification The City of Ottawa Corporate Art Collection is one of the only City assets that increases in value over time. The Collection is comprised of works of art in all media that allow for an appreciation and understanding of Ottawa's social, cultural and visual arts history. The maintenance of this Collection through an annual art purchase is a necessary to maintain the value and integrity of the Collection. The City's Corporate Art Collection promotes accessibility and appreciation of the visual arts by the placement of works of art by local artists in municipal and other public buildings. The Collection helps to foster a strong civic identity, as distinguished from the national and international orientation of the work usually presented by national agencies. Commitments Public Art Policies approved by legacy City Councils. Impact on Operations There has been an increased demand for works of art from the Corporate Art Collection, reflected in part by the increase in the number of facilities that can now access this program, including Homes for the Aged, new Satellite Centres, and rural areas. Not acquiring new works damages the integrity and value of the Corporate Art Collection, creates gaps in the cultural history of the City and lessens our ability to respond to the increasing demand. Please note that the amount presented does not include a Conservation budget, which is also essential for the preventative maintenance, repair, conservation and/or restoration of works of art. Reference City-wide 360

63 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 82 Branch: Innovation, Development & Partnerships Four Year Forecast 328 Project Name: Corporate Art Acquisition & Conservation Program Previous Approved Authority 82 Project No: Total Revised Estimate 492 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total PAYG DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total Sub-Total Total Year to Date Total Net Spending Plan Operating Budget Impact 361

64 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Arts & Heritage Development Fund Project Number Scope and Justification To offset the chronic shortage of cultural facilities in Ottawa, major capital grants were available to arts and heritage groups who manage public facilities (e.g. museums, theatre, galleries, arts training facilities), in order to build and maintain safe, accessible spaces for cultural activities enjoyed by residents and tourists. Grants would lever funding from a new program announced by the Department of Canadian Heritage and the Trillium foundation. Corporations locate their businesses in communities that are able to offer quality leisure and cultural activities for their employees. Funding to cultural facilities is a cost-effective way to build and maintain the necessary infrastructure to accommodate cultural activities and respond to increasing demand for cultural amenities. Commitments Cultural Capital Assistance Program - legacy City of Ottawa Arts Private Sector Initiative Program - legacy RMOC Impact on Operations This funding will help to alleviate serious concerns surrounding the general condition and safety of cultural facilities. Already scarce and fragile facilities will continue to deteriorate. Reference City-wide 362

65 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 50 Branch: Innovation, Development & Partnerships Four Year Forecast 650 Project Name: Arts & Heritage Development Fund Previous Approved Authority Project No: Total Revised Estimate 700 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total PAYG DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total Sub-Total Total Year to Date Total Net Spending Plan Operating Budget Impact 363

66 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Central Cultural Complex Project Number Scope and Justification This study will identify the programme and linkages in the area of arts and heritage, which can be located centrally in order to serve the needs of the amalgamated City. It is anticipated that this programme will be accommodated in a new central complex with the proposed main library. The People Services Facility Study identified the need for: replacement space for cultural spaces affected by the sale of former Ottawa City Hall, a central museum/history interpretation centre and a performing arts hall to service the central area of the city. Commitments This study and endeavour combines previously identified unserved needs Impact on Operations This will replace functions formerly provided by the area municipalities in non-centralized locations and could replace cultural spaces impacted by the municipal merger such as the City Archives, Civic Gallery and Exhibition and space Reference Central & City-wide 364

67 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 150 Branch: Innovation, Development & Partnerships Four Year Forecast 50 Project Name: Central Cultural Complex Previous Approved Authority Project No: Total Revised Estimate 200 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total PAYG DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total Sub-Total Total Year to Date Total Net Spending Plan Operating Budget Impact 365

68 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Parks & Recreation Inventory System Project Number Scope and Justification Design / Develop a People Services park and facility inventory. There is currently no comprehensive inventory of People Services program and property for the new City, detailing the components within our parks and facilities. The proposed system will combine the efforts and advancements made by some of the previous municipalities and build a Park and Facility Inventory GIS for use as a management tool and, later, for public use through our existing internet portal. Commitments It is now the responsibility of the individual departments to compile and develop this type of data inventory. This information is required for the day to day operation and planning of the department's responsibilities. Impact on Operations Current inventories are not all field verified and are not all available to the managers that require this information. Search and query tools would assist management in optimizing delivery of service to the public and management of the existing portfolio of parks and facilities. Reference City-wide 366

69 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate Branch: Innovation, Development & Partnerships Four Year Forecast 60 Project Name: Parks & Recreation Inventory System Previous Approved Authority Project No: Total Revised Estimate 60 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total PAYG DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total Sub-Total Total Year to Date Total Net Spending Plan Operating Budget Impact 367

70 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name 211 System Development Project Number Scope and Justification City contribution towards the development of a " 211" response system which will provide community based information to residents through a direct telephone line. This feasibility study and preliminary work will be cost shared with The United Way. Commitments Funding by United Way will be approved subject to the commitment of the City share of funding. Impact on Operations This system when fully implemented will provide residents of the City of Ottawa with improved access to information related to services delivered locally. Reference City-wide 368

71 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 75 Branch: Innovation, Development & Partnerships Four Year Forecast Project Name: 211 System Development Previous Approved Authority Project No: Total Revised Estimate 75 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total PAYG DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total Sub-Total Total Year to Date Total Net Spending Plan Operating Budget Impact 369

72 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Cultural Communication & Marketing Plan Project Number Scope and Justification The development of a cultural communications and marketing plan is a necessary support and strategic tool for local arts and heritage facilities and programs. Living in the shadow of an overwhelming Federal presence, the tourism, educational, and leisure potential of local cultural facilities, services, attractions, and events has yet to be fully realized due to a lack of sustained and focused marketing. The plan will identify marketing needs, advertising venues, the potential for product development and packaging, partnership and cross-marketing opportunities, etc. The lack of an overall cultural identity and lack of cultural awareness was cited by Business Leaders and Arts organizations as a major issue in the Mayor's Arts Initiative Consultant's Report. Commitments Long identified initiative but not previously funded. Has resulted in reduced ability to develop and promote local cultural products. Impact on Operations Has the ability to make local cultural organizations more sustainable. Also enhances the appeal of the city to visitors and residents. Reference City-wide 370

73 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 100 Branch: Innovation, Development & Partnerships Four Year Forecast Project Name: Cultural Communication & Marketing Plan Previous Approved Authority Project No: Total Revised Estimate 100 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total PAYG DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total Sub-Total Total Year to Date Total Net Spending Plan Operating Budget Impact 371

74 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Culture Master Plan Project Number Scope and Justification Preparation of an Arts & Heritage development strategy for the new City of Ottawa (5-8 year plan) with links to other corporate plans (e.g. Managing Growth Plan, Official Plan). Includes actions plans and new policy development for: Public Art acquisitions and commissions Arts & Heritage Funding Gallery and Collections Management Heritage Development (Museums, archives, etc.) Arts Development Cultural Funding Community Arts Cultural Facilities Cultural Industries Cultural Marketing. Will require extensive best practices research and public consultation to reflect current and emerging requirements. The development of an Arts and Heritage Master plan has been identified as a key strategy for the Ottawa 20/20, Charting a Course, growth plan. Commitments Work needs to be undertaken in the same time frame as for the development of the City of Ottawa Official Plan. Has been identified as a document, which supports the direction in the 2020 Growth Summit. Impact on Operations Will provide strategic direction for all expenditures allocated to cultural initiatives in the new city. Will be results based in order to ensure that there is maximum value to the community for such public investments. Reference City-wide 372

75 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 150 Branch: Innovation, Development & Partnerships Four Year Forecast 100 Project Name: Culture Master Plan Previous Approved Authority Project No: Total Revised Estimate 250 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total PAYG DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total Sub-Total Total Year to Date Total Net Spending Plan Operating Budget Impact 373

76 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Archives/Museums/Arts Collections Project Number Scope and Justification The City and its community partners house and manage thousands of artifacts, visual arts pieces and archival documents. Due to amalgamation, and for purposes of managing these important collections, it is necessary to merge all of the former municipal inventories to a central database or databases. Former municipal collections management applications (where available) are simply not up to the task, particularly across a distributed network of facilities. Staff, our community partners, and the public would also benefit from software standardization across the network of local heritage and arts institutions. The funding requested is meant to purchase the necessary software, hardware and implementation services. This project can be phased in as follows: Requirements definition, procurement, installation, pilot Deployment, training and data entry. This project meets the following priorization criteria: Transition Impact Smart Growth: - Preserve and enhance access to significant local heritage/arts assets Necessary Maintenance: - Legislated and operational requirements to preserve and make accessible civic documents of continuing value to the municipality because they provide the best evidence of municipal functions, business transactions, acquired assets and right, and civic accomplishments; or they contain information which can be used for secondary research purposes by the community at large; - Software is used to manage collections, including carrying out preventive maintenance. Desired: - Public/Community partnership to preserve and manage significant local heritage/arts assets. Commitments This project is a result of amalgamation. Archive documents are required to be kept and made available for access under the municipal act. Impact on Operations Implementation of a collections management system will make it easier to track, manage, and retrieve items for the public, and enhance the management of the collection. Reference City-wide 374

77 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 250 Branch: Innovation, Development & Partnerships Four Year Forecast 250 Project Name: Archives/Museums/Arts Collections Previous Approved Authority Project No: Total Revised Estimate 500 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total PAYG DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total Sub-Total Total Year to Date Total Net Spending Plan Operating Budget Impact 375

78 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Human Services Plan Project Number Scope and Justification As an outcome of the 2020 Smart Growth Summit and the 'Charting a Course - A Growth Management Strategy for Ottawa' the Human Services Plan will develop the human services dimension of this strategy. The Plan will assist in integrating those services in a manner, which both effectively and efficiently meets citizen needs. Its scope will cover, public health, income support and employment, child care, libraries, recreation, arts and heritage, housing and community funding. The Plan will develop strategies, which are complementary to the initiatives contained in the City's Official Plan and the Economic Strategy documents. Commitments In 2002, the project will include a detailed analysis of the social profile of our community, the identification of the issues the City needs to address in these business areas and short and long term strategies the City can take in addressing them. In 2003, action plans will be developed in order to implement the strategies approved by City Council. Impact on Operations The Human Services Plan will provide the business case for municipal investment in human services, and provide strategies, which will deliver these programs and services in the most effective and efficient manner. Reference City-wide 376

79 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 200 Branch: Innovation, Development & Partnerships Four Year Forecast 100 Project Name: Human Services Plan Previous Approved Authority Project No: Total Revised Estimate 300 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total PAYG DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total Sub-Total Total Year to Date Total Net Spending Plan Operating Budget Impact 377

80 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Centre des services Communautaires de Vanier Project Number Scope and Justification The Centre des services Communautaires de Vanier is requesting the City fund 80% of $336,103 to address the costs of relocating their operations. The relocation cost components are as follows; Renovations $205,975; Cost to relocate 3 satellite sites $8,000; Installation and updating of computers $27,565; Phone system $44,563; Security system $5,000; Furniture $25,000; Moving coordinator and unforeseen $20,000. The current lease at 282 Dupuis Street terminates on May 31, The members of the Executive Board have reviewed several options related to lease arrangements at the current site as well as other locations. In January, 2002, it was determined that the most cost effective and viable option was to relocate for the following reasons: the current location is too limited to respond to current and future demand; consolidation of different services at one location provides for efficiencies; a permanent location can be established (the Centre has relocated 5 times in the past 20 years); the Centre will be more visible and accessible in the community; programmes and services can be expanded to meet increased demand; increased operating space will facilitate the development of partnerships in service delivery The existing location of the Community Resource Centre at 282 Dupuis Street does not respond to the needs of the community nor the Centre itself in meeting increased demands for services, particularly drop-in and outreach programmes. Currently, in order to attempt to meet the demands within limited space, services are being provided from 3 separate sites. The Executive Board has explored other possible locations including the former Vanier City Hall, Glaude School, Assumption School, Baribeau School and the Racine, Robert and Gauthier Funeral Home. For a variety of reasons, none of these options was feasible. Commitments The Centre des services Communautaires de Vanier has negotiated a ten-year lease with the landlord of 90 Dupuis Street, providing a total square footage of 13,193. Historically, the former Regional Municipality of Ottawa-Carleton funded similar relocation costs, the most recent being the Overbrook-Forbes Community Resource Centre in 2000, on the basis of a 80/20 % funding formula. The Centre des services Communautaires de Vanier will be responsible for financing 20% of the relocation costs with the City of Ottawa funding 80% or $268,882. Impact on Operations No impact Reference City-wide 378

81 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 269 Branch: Innovation, Development & Partnerships Four Year Forecast 0 Project Name: Centre des services Communautaires du Vanier Previous Approved Authority 0 Project No: Total Revised Estimate 269 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total PAYG DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total Sub-Total Total Year to Date Total Net Spending Plan Operating Budget Impact 379

82 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Library Vehicle & Replacement Program Project Number Scope and Justification Library vans used for materials delivery and home delivery are replaced through this capital program. Vehicles are replaced utilizing criteria provided by the Fleet Centre of Expertise. Replacements are identified for Commitments Impact on Operations None. Reference 380

83 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate Branch: Libraries Four Year Forecast 40 Project Name: Library Vehicle & Replacement Program Previous Approved Authority Project No: Total Revised Estimate 40 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total PAYG DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total Sub-Total Total Year to Date Total Net Spending Plan Operating Budget Impact 381

84 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name General Repairs & Renovations Project Number Scope and Justification Needed lifecycle repair and renovation projects are funded through this annual capital program. Projects identified for 2002 include carpeting for Sunnyside and Carlingwood, door replacement and structural repairs for Rideau, and parking lot improvements at Alta Vista. Funds include renovations for all 33 branches related to implementation of the Integrated Library System project and for repairs identified in condition audits being scheduled each year at multiple branches. Commitments Impact on Operations No operating cost implications. Reference 382

85 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 457 Branch: Libraries Four Year Forecast 1,775 Project Name: General Repairs & Renovations Previous Approved Authority 464 Project No: Total Revised Estimate 2,696 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services ,232 Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total ,696 PAYG ,696 DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total ,696 Sub-Total Total ,696 Year to Date Total Net Spending Plan ,696 Operating Budget Impact 383

86 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Furniture & Equipment Replacement Project Number Scope and Justification Replacement of worn-out furniture and equipment is funded through this annual capital program. This includes such items as library shelving, study desks, carrels, chairs, lounge furniture, photocopiers and staff workstations but excludes information technology items. Commitments Impact on Operations None Reference 384

87 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 350 Branch: Libraries Four Year Forecast 1,383 Project Name: Furniture & Equipment Replacement Previous Approved Authority 350 Project No: Total Revised Estimate 2,083 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets ,083 Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total ,083 PAYG ,083 DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total ,083 Sub-Total Total ,083 Year to Date Total Net Spending Plan ,083 Operating Budget Impact 385

88 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Automated Equipment Replacement Project Number Scope and Justification There will be more than 800 catalogue and Internet access stations in the Ottawa Public Library with the implementation of the Integrated Library System. Although the City's Information Technology Services will support replacement of CPUs not meeting minimum standards, resources are required to upgrade equipment and to purchase additional equipment once demands on the new system are established. This request will support upgrade, replacement and new purchases of equipment on an ongoing four year cycle. Commitments Impact on Operations It is important to maintain computer equipment at current standards to ensure good service and to keep maintenance costs lower. Older equipment that continually requires maintenance causes productivity losses and poor customer service. Reference 386

89 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 125 Branch: Libraries Four Year Forecast 475 Project Name: Automated Equipment Replacement Previous Approved Authority 250 Project No: Total Revised Estimate 850 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total PAYG DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total Sub-Total Total Year to Date Total Net Spending Plan Operating Budget Impact 387

90 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Security/Self-Checkout Systems Project Number Scope and Justification Enabling the public to help themselves is an important aspect of library service and self-checkout is a critical feature as identified in Security/Self-Checkout Systems 2001 capital budget. Using self-checkout units to enable customers to check out their own books and other items will mean that a significant percentage of circulation will be handled this way in high volume locations. This will mean that very busy branches can handle increased circulation with reduced staffing levels (10 FTEs estimated by 2003). In 2002, the Ottawa Public Library will continue implementation of this technology in more of its busy locations. The project involves purchasing security targets for the materials and the corresponding security devices to be placed at library exits, as well as the checkout units themselves. This multi-year project will continue the roll-out of self-checkout systems and security systems over 2002 and 2003 to locations, which meet the necessary criteria. Commitments $500,000 was approved in 2001 for the first phase of this project. Impact on Operations The Library has committed to a savings of $300,000 as a result of implementing self checkout systems. This will also enhance the ability of staff to provide customer service. Reference 388

91 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 250 Branch: Libraries Four Year Forecast 250 Project Name: Security/Self-Checkout Systems Previous Approved Authority 500 Project No: Total Revised Estimate 1,000 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total ,000 PAYG ,000 DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total ,000 Sub-Total Total ,000 Year to Date Total Net Spending Plan ,000 Operating Budget Impact (150) (60) (90) (300) 389

92 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Replacement of Main Library Project Number Scope and Justification A replacement branch for the Main Library will be one of the tiers of library service incorporated in the service delivery model, and essential to the provision of appropriate and adequate library service for the city of Ottawa. It is a key and critical element in the overall service plan, supporting the district and community branches. The service model maximizes opportunities for provision of comprehensive, user-focused services that respond to and anticipate the needs of the residents of the City through a one-library system. As part of the service model, the Main Library meets needs across the entire system, including in-depth reference and information service and citywide services. A well-planned, attractive, properly sized Main Library is fundamental to the goal of providing excellence in library service in an efficient and effective manner. The replacement for the Main Library will be part of a major city cultural complex incorporating possible elements such as a museum, city archives, theatre/performance space, city art gallery, and a complementary private sector component. This will be a multi-year project with a feasibility study for private/public partnerships, consultation, studies and workplans undertaken in 2002 and 2003, and the building project in 2005 and Commitments On September 10, 2001, the Ottawa Public Library Board approved motions and requesting that a replacement branch for the current Main Library with a new building in the downtown area be included in the City's ten-year capital forecast, and that a Board New Main Library Committee be struck to begin developing a workplan for the project. Impact on Operations Additional operating costs will be required in 2006 (or when the library opens) for building maintenance, staffing and collections. Amounts to be determined once plans are further defined. Reference Ottawa Public Library Board meeting, September 10, Item 8.2 supported by documents and

93 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 250 Branch: Libraries Four Year Forecast 250 Project Name: Replacement of Main Library Previous Approved Authority Project No: Total Revised Estimate 500 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total PAYG DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total Sub-Total Total Year to Date Total Net Spending Plan Operating Budget Impact 391

94 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Card Technology Project Number Scope and Justification A) Library Card Replacement (2002) As part of the harmonization of eleven different library systems, which includes a new integrated library system, it is necessary to produce a new library card for the public. In order to maximize its use, the card will also include a magnetic "vend strip" so that it can act as "cash card" to operate the various printing and copying equipment available in the Library. The replacement of all library cards held by current patrons will be phased in throughout 2002 and the cost is estimated at $225,000. In following years, the replacement of cards and cards for new borrowers will be an operating expense. Ongoing replacement of cards and new cards in the following years will be budgeted for in the operating budget. B) Cash Management System (2002) Currently throughout the library there are a number of options for library users to pay for printing and photocopying such as coin operated machines, the "honour system" and users directly paying staff. As more selfoperated equipment becomes an integral part of library service, it is necessary to reduce the amount of staff intervention in the process and to ensure the collection of revenue from such use. A cash card system will achieve this by: providing accurate records of use of the equipment reducing the amount of staff time spent in giving and counting change ensuring all copies made are paid for. C) Smart Card ( ) In conjunction with the City, the Library will begin the exploration and implementation of smart card technology for photocopies, public workstation printing, fees and fine payment, program registration and rentals. A smart card has an embedded chip that can carry enormous amounts of information, be connected directly to customer bank accounts, and offer users more security than current technology. Smart card technology will be available at all 33 library locations. A study will be undertaken in 2003 with implementation of the project to occur in 2004 and Commitments $240,000 allocated from 2001 Integrated Library System capital project # Impact on Operations Value-added cards, currently in place at some library locations, have drastically reduced staff time in counting coins. Cards with greater built-in intelligence and cash debiting capabilities will further enhance services that provide the public with more choice over activities that require payment, without staff intervention. Use of this technology over Web-based services also improves access and eliminates staff time, which can be reassigned to direct public services. The implementation of cash management systems will result in increased efficiency of staff and ensure collection of fees for copying and printing. Reference 392

95 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 240 Branch: Libraries Four Year Forecast 425 Project Name: Card Technology Previous Approved Authority Project No: Total Revised Estimate 665 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total PAYG DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total Sub-Total Total Year to Date Total Net Spending Plan Operating Budget Impact 393

96 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Signage Project Number Scope and Justification Signage for all 33 library locations must be changed to reflect the new Library and City. In 2001, an inventory of existing signage and recommendations of requirements was conducted. Replacement of the signs will occur in consultation with the City of Ottawa, RPAM and Communications and Marketing branches. Replacement will be phased in according to need, and condition of existing signs. Commitments Impact on Operations Signs are the corporate identity for the new Ottawa Public Library. Good signage is essential for locating the branches. Reference 394

97 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 25 Branch: Libraries Four Year Forecast 250 Project Name: Signage Previous Approved Authority Project No: Total Revised Estimate 275 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total PAYG DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total Sub-Total Total Year to Date Total Net Spending Plan Operating Budget Impact 395

98 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Virtual Library Services Development Project Number Scope and Justification This multi-year project will provide funding for development of the Ottawa Public Library's new website. Components of the project include: A) Virtual Library Services Development through the Library Website ( ) Development of the Ottawa Public Library website which will be built based on OPL's Vision. It will allow access, including interactive, to holdings, programs, reference and information service, and City and Library e?business. The website will take the Library out into the community and to areas where there may not be a library facility and will provide access 24/7, every day of the year. B) Local Authors' Webpage (2002) Development of an Ottawa Authors part of the website promoting Ottawa's literary heritage. The site will contain information on Ottawa's literary community, both past and present. There will be links to fiction, drama and poetry set in Ottawa, nonfiction relating to Ottawa, the Ottawa Room, and Ottawa's literary legacy. It will be used by the general public, students, and anyone interested in Ottawa's local authors whether they are residents of Ottawa or elsewhere. C) Smart Library The Library website will also be the Library's link to the Smart Library project which is being implemented in aspects of this capital project include additional modules for the Integrated Library System, e.g. audiovisual booking system, and development of organizational applications to enhance communication and document management in the organization, e.g. expanding licenses for volunteer management software. Commitments $20,000 was approved in 2001 (Project # Virtual Library Services and Software). Impact on Operations The Library's new website will facilitate access to user, government, and library related information reflecting the needs of the citizens of Ottawa. Further, it will provide front-end access to the Library's catalogue, ensuring 24/7 service to collections and research tools. Reference 396

99 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 125 Branch: Libraries Four Year Forecast 225 Project Name: Virtual Library Services Development Previous Approved Authority 20 Project No: Total Revised Estimate 370 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total PAYG DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total Sub-Total Total Year to Date Total Net Spending Plan Operating Budget Impact 397

100 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name South Central District Library Project Number Scope and Justification The South-Central District Library will provide district library services for a geographical area incorporating the catchment's areas of the following community libraries: Alta Vista, Elmvale Acres, Blossom Park, Greely, Metcalfe, Vernon and Osgoode. It will also provide community library services to residents of former south Ottawa and former south Gloucester, acting as a replacement facility for the current Blossom Park Branch. The need for a library to serve the residents of former South Ottawa had been recognized by the former Ottawa Public Library Board, and a reserve fund had been created for this purpose. Funds totaling $400,000 has been allocated in the 2001 budget for studies and preliminary work related to the new facility. The service model for the Ottawa Public Library identifies the need for a district library for the south-central geographical area. Ideally, the library would be part of a multi-use complex, including cultural and other components related to the People Services department. The library would be designed to maximize the use of modern technology, becoming a prototype of a library of the future, and a model for development of other district libraries. Commitments Impact on Operations Additional operating funds in the amount of $550,000 annually will be required in 2004 for building maintenance, staffing and collections. Reference Ottawa Public Library Service Delivery Model 2001 Capital Budget 398

101 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 200 Branch: Libraries Four Year Forecast 6,800 Project Name: South Central District Library Previous Approved Authority 400 Project No: Total Revised Estimate 7,400 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts ,800 1,000 7,400 Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total ,800 1,000 7,400 PAYG ,800 1,000 7,400 DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total ,800 1,000 7,400 Sub-Total Total ,800 1,000 7,400 Year to Date Total Net Spending Plan 600 5,800 1,000 7,400 Operating Budget Impact

102 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Bookmobile Replacement Project Number Scope and Justification The bookmobile that served the former Cumberland Public Library was retired in June 2001 due to its unsafe and unreliable mechanical condition. It could not be repaired given its age and deteriorated condition. The Library Board approved a modified interim schedule for bookmobile service using only one bookmobile until a replacement could be purchased. A staff report outlined the need to harmonize bookmobile service throughout the rural and urban areas of the City. The Library Board approved incorporating a request for funding to replace the former Cumberland bookmobile in the 2002 capital program. The second bookmobile will also act as a mobile training and virtual library service. Commitments Impact on Operations Additional operating funds in the amount of $75,000 will be required in 2003 for the replacement bookmobile operating on a full-time schedule. Reference Ottawa Public Library Board Meeting (Item September 10, 2001). Document # Ottawa Public Library Board. Motion #

103 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 300 Branch: Libraries Four Year Forecast Project Name: Bookmobile Replacement Previous Approved Authority Project No: Total Revised Estimate 300 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total PAYG DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total Sub-Total Total Year to Date Total Net Spending Plan Operating Budget Impact

104 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Longfields/Davidson Heights Branch Project Number Scope and Justification A branch for this area was part of the capital budget for the former Nepean Public Library, identified in the strategic plan, and endorsed by the Board. At that time, the projected population of the Longfields/Davidson Heights area in 2005 was to be at least 25,000. The branch will also serve areas to the south, which are to be developed at a later date. The current projection is that the branch will be built at 8,000 sq.ft. with expansion ability to 15,000 sq.ft. built in. It is expected that the branch will be part of a multi-use complex and would be built about This is a multi-year project , 2007, Total estimated cost is $3,500,000. Commitments Was in the former Nepean Public Library strategic plan. COUNCIL INTENDS TO COLLECT DEVELOPMENT CHARGES TO PAY THE GROWTH SHARE OF THIS PROJECT FROM FUTURE GROWTH DEVELOPMENT. Impact on Operations Additional operating costs will be required in 2008 for building maintenance, staffing and collections. Reference Former Nepean Public Library Strategic Plan

105 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate Branch: Libraries Four Year Forecast 500 Project Name: Longfields/Davidson Heights Branch Previous Approved Authority Project No: Total Revised Estimate 500 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds PAYG Total DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total Sub-Total Total Year to Date Total Net Spending Plan Operating Budget Impact 403

106 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Library Studies & Plans Project Number Scope and Justification A) Bayshore Library Services Study (2002) With the removal of municipal boundaries the library needs of the greater-bayshore area (encompassing Crystal Bay, Crystal Beach-Lakeview, Rocky Point, Stonehedge, Bayshore, Belltown, Fairfield Heights, Michelle Heights, Foster Farm, Britannia and Morrison Gardens) need to be assessed. These communities, for the most part, are outside the two km buffer zones of the nearest branches - Carlingwood and Nepean Central. These two branches are also two of the busiest in the City and their resources are stretched. A study in 2002 will help with the planning of required library services. B) Communications Plan/Strategies (2002 to 2005) Each year OPL serves thousands of registered users, receives over 4 million visitors annually and answers millions of questions. Annually, the 33 branches provide more than 3,000 programs attended by 100,000 children, and over 500 events for 10,000 adults, seniors and young people. Sound marketing and communications of these programs and library service is essential to the community's continued support and use of the Library. In 2001 a marketing firm was hired to conduct the first marketing audit and to develop a three-year plan to carry through on the library's goals as well as raise the library's profile in the new City of Ottawa. The plan is strategic in nature (e.g. identifying specific target groups, branding exercises, key messages, etc.).it will be necessary to update the long term plan on a regular, three year cycle. C) Needs Assessment/User Survey (2005) The Needs Assessment/User Survey process will be updated on a three-year cycle. Funds allocated will be used to conduct a needs assessment/user survey, soliciting feedback from users and non-users through focus groups and engaging the Library's Board and staff in visioning exercises. Results will feed into the development of revised strategic agendas for the Ottawa Public Library and planning processes at the People Services/City levels. D) Strategic Planning (2004) The strategic planning process will be updated on a three-year cycle. Funds allocated will be used to develop a three-year strategic agenda for the new Ottawa Public Library Board, based on the outcomes of the needs assessment survey (winter 2002) and the Library Board's 2001 planning retreat. The Ottawa Public Library Strategic Agenda ( ) will also form the basis of the Library's contribution to the People Services Human Services Plan and the City of Ottawa Official Plan. E) Carlingwood & Alta Vista Retrofit Studies (2004) A total of $1.3M had been allocated in the 20-year lifecycle program of the former Ottawa Public Library for renovations/expansions to the Carlingwood and Alta Vista branches. Studies will be undertaken in 2004 to assess the need for renovations/expansions to these branches. Commitments Ottawa Public Library Strategic Planning Process, 2001 ($50,000). Impact on Operations The Needs Assessment/User Survey is critical to enabling effective planning for the implementation of the Library's service delivery model in response to clients' needs. It is also the Library Board's key planning resource. Reference 404

107 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 125 Branch: Libraries Four Year Forecast 400 Project Name: Library Studies & Plans Previous Approved Authority Project No: Total Revised Estimate 525 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total PAYG DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total Sub-Total Total Year to Date Total Net Spending Plan Operating Budget Impact 405

108 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Library Development Project Number Scope and Justification Foundation Start-Up The Ottawa Public Library Board approved the principle of the establishment of a Foundation to serve as the fundraising arm of the new Ottawa Public Library. The Foundation will manage all aspects of the Library's fundraising including large-scale fundraising initiatives such as capital campaigns. Preliminary work for the creation of the Foundation is currently underway, including incorporation and drafting of bylaws. It is anticipated that the Foundation will be registered as a charity with Canada Customs by the end of Volunteer Recognition A total of over 700 volunteers and Friends of the Library provide critical support for, and fundraising activities on behalf of, the Library. The volunteer programs of the former 11 legacy library systems are being coordinated in order to improve efficiency and effectiveness. As part of this coordination, a variety of items such as years-ofservice awards will be purchased for volunteer recognition. One-time funding is required to ensure that all current volunteers can be recognized immediately. Commitments Impact on Operations Once the Foundation is in place, all fundraising costs and related administrative costs, including salaries, will be born by the Foundation thereby reducing the Library's operating budget. Reference The OPL Board has approved in principle the establishment of a Foundation at its Board meeting in September (Document #01-52, motion #96-01.) 406

109 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 150 Branch: Libraries Four Year Forecast Project Name: Library Development Previous Approved Authority Project No: Total Revised Estimate 150 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total PAYG DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total Sub-Total Total Year to Date Total Net Spending Plan Operating Budget Impact 407

110 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Collections from Development Charges Project Number Scope and Justification To expend funds, collected through Development Charges legislation, that have been allocated to maintain collection development standards in areas that have experienced a growth in population. These funds will be used to purchase library material based on changing demographics. Commitments Commitments will be detailed in existing and new Development Charge by-laws. COUNCIL INTENDS TO COLLECT DEVELOPMENT CHARGES TO PAY THE GROWTH SHARE OF THIS PROJECT FROM FUTURE GROWTH DEVELOPMENT. Impact on Operations Temporary staff will be required to select, order and process the new material. These will be funded from the capital budget allocated to the project. Reference Existing Development Charges by-laws. 408

111 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 150 Branch: Libraries Four Year Forecast 150 Project Name: Collections from Development Charges Previous Approved Authority Project No: Total Revised Estimate 300 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds PAYG Total DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total Sub-Total Total Year to Date Total Net Spending Plan Operating Budget Impact 409

112 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Automated Building Management Plan Project Number Scope and Justification Former library systems introduced automated buildings management systems and experienced significant cost savings in energy efficiencies. This program will identify which library facilities could automate their mechanical control systems related to heating and air-conditioning, identify related costs and implement automation of systems that result in significant cost savings. Savings through an Automated Building Management Plan were identified in the report of the Library Project Team to the Transition Board and are integral to the OPL achieving its budget reduction targets. Commitments Impact on Operations Significant cost savings in energy efficiencies following implementation. Reference - Library Project Team, Reports to Transition Board. - Approved reduction targets 410

113 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate Branch: Libraries Four Year Forecast 1,200 Project Name: Automated Building Management Plan Previous Approved Authority Project No: Total Revised Estimate 1,200 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts 50 1,150 1,200 Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total 50 1,150 1,200 PAYG 50 1,150 1,200 DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total 50 1,150 1,200 Sub-Total Total 50 1,150 1,200 Year to Date Total Net Spending Plan 50 1,150 1,200 Operating Budget Impact 411

114 City of Ottawa Committee PROJECT INFORMATION Health, Recreation & Social Services Project Name Service Enhancements Through Technology Project Number Scope and Justification A) Internet Management and Booking Systems (2002) : This project will allow the Library to purchase licensed software to manage public Internet access. Technical solutions to provide effective management of public Internet access at all branches will allow the public to book Internet access at any library branch. This will free staff resources for other work and will provide greater service to the public. It will be available in all locations and can be accessed remotely, 24 hours/day, seven days/week. B) Cash Registers (2002 to 2004): As part of the harmonization of service levels it is necessary that there be cash registers in all locations because it is a more cost efficient method to do the necessary tracking of financial transactions; it provides a degree of security that what cash is received is recorded; and it is important that the methods of handling cash are standardized. This three-year project will result in standard City cash registers implemented at all 33 library locations. C) E-Reference Project (2003): The Library offers a multi-faceted reference service, providing information to Library users in person, by telephone, by fax and by . The E-Reference project in 2003 will add another dimension to this core service. Using interactive technology - voice, video and voice over IP - the E-Reference project will enable the Library to deliver effective and efficient reference service to customers where and when they need it. D) E-Business (2004): This request will support expanded customized development of an e-business area of the Library's Web-site. On-line payment of accounts, e.g. late charges, program registration, user suggestions and donations will be developed, as well as electronic kiosks. This will be a multi-year project to identify appropriate applications consistent with the look and feel of the Library's website. This multi-year project will result in meeting user expectations for library services that are available remotely 24 hours per day, seven days per week. E) Digitization (2004 to 2006): The Library has many issues of approximately 65 community newspapers that are deteriorating with age. The public heavily uses these resources. Many of these publications are unique to the collection of the Ottawa Public Library and no longer available through the original publisher. The digitization project will preserve them, provide search capability and make them more widely available. This is a multi-year project running from 2002 to F) Info Service Management System (2003): As part of its amalgamation strategy, the Library introduced a centralized telephone information service in January Named InfoService, it offers citizens one number to call for reference service in English and French. To effectively manage the service, an electronic tracking and reporting system is required to be implemented in 2003 to ensure equitable distribution of incoming calls, provide queue management capabilities and reliable statistical data. 412

115 2002 Capital Budget Commitments E-Reference Project - As a preliminary step, the Library is currently participating in a National Library of Canada initiative on collaborative digital reference services. E-Business - Implementation of account payment through debit and credit cards occurred at limited locations in This infrastructure provides the groundwork for the E-business project. Digitization of Community Newspapers - The Library has committed $50,000 in 2001 from the former Ottawa Public Library's sale of its Audubon collection. In 2000, the Public Services Transition Team conducted a preliminary study and recommended the introduction of a management system for InfoService to be implemented when the Integrated Library System was in place. Impact on Operations Will streamline processes and enhance efficiencies. The capacity to deliver interactive e-reference service will strengthen the Ottawa Public Library's capacity as an information service provider. It will expand and enhance services by taking the Library's reference services out into the community. The digitization project will preserve material that is unique to the Ottawa community and provide citizens with enhanced and equitable access to this collection at all 33 locations and on the Library's website. The InfoService Management System will eliminate the current requirement for staff to gather statistics manually and will provide the information necessary to establish clear and defined performance measures for this centralized service. Reference 413

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117 2002 Capital Budget PROJECT COST SUMMARY (thousands of dollars) Committee: Health, Recreation & Social Services 2002 $ Estimate 100 Branch: Libraries Four Year Forecast 440 Project Name: Service Enhancements Through Technology Previous Approved Authority Project No: Total Revised Estimate 540 AUTHORITY Previous Budget Four Year Forecast Total SUMMARY Authority Estimate EXPENDITURES Compensation Purchased Services Contracts Materials & Supplies Fixed Assets Transfer Payments Financial Secondary Costs FUNDING Reserve Funds Total PAYG DC Non-Growth Developer Fed./Prov. Grants Debt Sub- Total Sub-Total Total Year to Date Total Net Spending Plan Operating Budget Impact 415

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