APPENDIX D -
COMMUNITY AND PROTECTIVE SERVICES COMMITTEE
OVERSIGHT RESPONSIBILITIES
Strategic
Priority: Economic Prosperity – Use
Ottawa's unique combination of recreational, social, cultural and business
assets, and natural environment and physical infrastructure to attract
enterprises, visitors and new residents, while at the same time developing and
retaining local firms and talent.
|
Strategic Objective Name
& Description |
|||||||||||
EP2 - Effectively integrate immigrants: Make it easier for immigrants to become part of the local urban and
rural economies by improving programs and services provided by the City that
help immigrants integrate into Ottawa. |
|||||||||||
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight
(Strategic Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
2 |
City of Ottawa Immigration
Strategy |
The City is engaged in
multiple service activities that are meant to support the integration and
inclusion of immigrants (e.g. the Equity and Inclusion Lens; Immigration Web
Portal; Cultural Renewal Plans; Ottawa Public Library immigrant outreach
programs; Community and Social Services Department Community Liaison
Officers; Youth Futures, City Economic Development Plan; Parks, Recreation
and Culture`s Social Recreation Strategy).
A corporate policy framework is now required to ensure that our
efforts are coordinated toward this common goal. |
CPS |
- |
- |
- |
- |
- |
- |
- |
- |
Strategic Priority: Healthy
and Caring Community – Help all residents enjoy a high quality of life and contribute to
community well-being through healthy, safe, secure, accessible and inclusive
places.
|
Strategic Objective Name
& Description |
HC1 - Achieve equity and inclusion for an aging and diverse population: Accommodate the needs of a diverse and aging population by effectively
planning and implementing changes to major infrastructure development and
service delivery. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight
(Strategic Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
33 |
Community Development
Funding for Priority Neighbourhoods |
Funding to stabilize the
five priority neighbourhoods identified in the Community Development
Framework. Funding assists these priority neighbourhoods to develop
leadership capacity and respond to identified needs. The investment will be
evaluated yearly. |
CPS |
-
|
- |
- |
- |
250 |
250 |
250 |
250 |
|
34 |
Community and Social
Services Partnership Capital funding |
City contribution (25% of
eligible expenses) to major capital requirements of social service and
community organizations providing services on behalf of the City to low
income residents. |
CPS |
- |
300
|
300 |
300 |
- |
-
|
- |
- |
|
35 |
Recreation Major/Minor
Capital Partnership |
City contribution to major
and minor capital requirements of community and recreation organizations
providing services on behalf of the City |
CPS |
1,030 |
1,030 |
1,030 |
1,030 |
- |
- |
- |
- |
|
36 |
Seniors Summit and Older
Adult Plan |
Implement and monitor a
5-year Older Adult/Seniors Action Plan
(resulting from the Mayor's Seniors Summit and the 2010 Ottawa Adult
Plan demographic study). This Action
Plan will identify recommendations, actions for implementation, timelines,
costs and an accountability framework.
The City will monitor implementation and evaluate results over time. |
CPS |
- |
- |
- |
- |
70 |
70 |
70 |
70 |
Strategic Objective Name
& Description |
HC2 - Improve
parks, recreation, arts and heritage: Provide
accessible, inclusive and quality parks, recreation services and urban spaces
for leisure, arts and heritage that respond to
demographic trends in population and activity. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight
(Strategic Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
39 |
Lansdowne - Urban Park
Redevelopment |
The redevelopment of a
state of the art urban park as part of the redevelopment of Lansdowne Park.
The urban park will be a gathering place that attracts and facilitates a wide
spectrum of events and activities for the enjoyment of residents and visitors
to Ottawa. The urban park will provide
an active, engaging, lively place from morning into the evening and during
each season of the year. The Aberdeen Pavilion remains the centerpiece of the
park, surrounded by new programmable plazas on all sides. The Horticulture
Building will be refurbished and accessible for public programs. |
CPS |
35,000 |
- |
- |
- |
- |
-
|
- |
2,000 |
|
40 |
Parks and Recreation Master
Plan |
This initiative will ensure
our services are accessible and inclusive to priority populations and provide
benefits to children, youth and seniors. It will involve communication
improvements, sharing information relating
to our programs and services, and development of tools to ensure effective
and efficient partner based provision of parks and recreation services as
part of an overall service delivery model. |
CPS |
- |
1,000 |
1,000 |
1,000 |
- |
500 |
1,000 |
1,500 |
|
41 |
Arts Court Redevelopment
Project: New OAG space at Arts Court; New Performance space at Arts Court (Note 1) |
Redevelopment is required
to meet the needs of Arts Court, Ottawa’s centre for local arts organizations
including the Ottawa Art Gallery, whose programming has become severely
restricted due to limited and inaccessible space; and the age and condition
of the heritage building it is housed in. |
CPS |
- |
12,100 |
-
|
- |
- |
- |
- |
1,600 |
|
42 |
Rink of Dreams |
New artificial ice surface
on Marion Dewar plaza |
CPS |
- |
- |
- |
- |
- |
200 |
200 |
200 |
Note 1:
Non Citywide Reserve
Funded Projects (including Transit/Rate)
|
Strategic Objective Name
& Description |
HC3 - Improve social and affordable housing: Provide affordable, attractive and accessible supportive and permanent
housing for residents in need, and improve the range and quality of housing
for people of diverse abilities and incomes to live in a community through
various life stages. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight
(Strategic Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
43 |
Housing and Homelessness
Investment Plan |
The
City has a role and works with community partners to address housing and
homelessness. Council has approved annual operating funding for housing and
homelessness investments beginning in 2011 and capital funding for the next 4
years. |
PC (Note 2) |
10,100 |
7,100 |
6,100 |
6,100 |
3,900 |
6,900 |
7,900 |
7,900 |
Note 2: Oversight for CPS includes only operating items relative to this
initiative.
Strategic Priority: Service Excellence – Improve client satisfaction
with the delivery of municipal services to Ottawa residents by measurably
increasing the culture of service excellence at the City, by improving the
efficiency of City operations, and by creating positive client experiences.
|
Strategic Objective Name
& Description |
SE2 - Improve operational performance: Improve the effectiveness and efficiency of
service delivery to reach targets that have been approved by Council and
communicated to residents and staff. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight
(Strategic Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
55 |
Service Ottawa - Optimizing
Use of Recreation Facilities (Note 3) |
The initiative is designed
to eliminate constraints currently limiting the department’s ability to
optimize use of recreation facilities. It will involve technology investment,
changes to business processes, investment in marketing & promotion,
development of a Web-portal, and hall upgrades to some existing rental
spaces. |
CPS |
- |
- |
- |
- |
25 |
54 |
54 |
54 |
|
56 |
Service Ottawa -
Integrating Community & Social Services (Note 4) |
This initiative focuses on
implementing the new business model for the Community and Social Services
Department to achieve program integration and seamless service delivery. |
CPS |
310 |
- |
- |
- |
40 |
40 |
40 |
40 |
Note 3,
4: Operating pressures are offset by efficiencies
savings.
Legend
ARAC - Agriculture and
Rural Affairs Committee
CPS - Community and
Protective Services Committee
EC - Environmental
Committee
FEDC - Finance and
Economic Development Committee
PC - Planning
Committee
Transit – Transit
Commission
TRC - Transportation
Committee