Tax Support, Revenue Generation and Subsidization Reports (Document 2)

The strategic direction vital to providing a fiscally responsible, accessible and inclusive service incorporates the development of three positional reports including:

- The Parks, Recreation and Cultural Services Financial Framework (Report Sequence #6, 2011)

- The Social Recreation Strategy (Report Sequence #7, 2011)

- The Parks, Recreation and Cultural Services Sponsorship and Advertising Policy (Report Sequence #8, 2011)

These three reports will provide recommendations and guidelines for the financial management of parks and recreation services incorporating the operational principles and recommendations as adopted by Council on December 9, 2009.

The emphasis of the reports is in defining what ‘core’ services are provided by Parks, Recreation and Cultural Services, which services are fully supported by the tax base and how other services will be subsidized taking into consideration the program and population being served. The reports will recommend different options available for revenue generation to support the diversity of the resident needs and contribute in providing an inclusive and accessible service delivery model.

The report abstracts attached in Document 2 provide an overview of the areas each of the three reports will examine and develop recommended guidelines and directions to assist Council and staff to operate an accessible, inclusive and fiscally responsible parks and recreation service.

Community Infrastructure Reports (Document 3)

As part of the Parks and Recreation Master Plan public engagement process and along with other departmental findings there is a strong and demonstrated support for neighbourhood-based service that assures safe, healthy and active opportunities for all residents.

This emphasis impacts the existing infrastructure and renewal strategies in the ability to meet the expressed needs of the community while investing in a strategic and sustainable infrastructure model. As a result Parks, Recreation and Cultural Services is aiming to develop a progressive model for infrastructure that meets the needs of a growing community, manages changing demongraphics and growth and is financially feasible.

To properly manage the principles and recommendations adopted by Council, Parks, Recreation and Cultural Services are developing the following three reports to provide the guidance and support to appropriately finance and manage parks and recreation infrastructure.

The reports include:

Infrastructure Standards Report (Report Sequence #2, 2011)
Parks and Pathway Standards and Management Strategy (Report Sequence #21, 2013)
Community Infrastructure Strategy (Report Sequence #22, 2013)

The reports (abstracts attached in Document 3) will examine and recommend the basic infrastructure standards to ensure appropriate, accessible services are available to all residents and accommodate both in-door and outdoor services. The strategies will recommend criteria for development that is fiscally responsible, respects population growth, the priority segments and the neighbourhood focus for services.

Service Delivery Reports (Document 4)

The reports under the Service Delivery section of the Master Plan are being developed to enhance accessibility and inclusion opportunities for parks and recreation services for all residents while continuing to be fiscally responsible.

The input and perspectives generated by the public engagement process in developing the Parks and Recreation Master Plan clearly indicated the publics’ appreciation and satisfaction for the services being provided. It is understood that the City’s parks and recreation services cannot be all things to all people and in order to maintain the level of service with population increases and changing trends requires a more cooperative approach with the community.

Overall the City plays a major role in the planning, development, program delivery and evaluation of recreation services based on budgetary priorities and strategies. It delivers services using three main approaches including:

· Facilitation; where the City works to support community groups and individual in the development and delivery of services.

· Partnerships, where the City enters into joint ventures and related collaborative initiatives at variable levels of involvement resulting in shared responsibility.

· Direct delivery where the need is established and other service delivery strategies are not available, the City provides the staff who operate either alone, in partnership or with volunteers.

To be efficient and effective in meeting the cost of service delivery it is important that the City continue to support, enhance and recognize the community’s leadership capacity to contribute in the delivery of recreation services.

Fifteen strategic reports relating to service delivery (abstracts attached in Document 4) have been identified to meet the operational principles and recommendations adopted by Council on December 9, 2009. Each report will define the City’s scope for delivery of services and options for increased accessibility and inclusion.

RURAL IMPLICATIONS

There are no specific rural implications associated with this report.

CONSULTATION

Parks, Recreation and Cultural Services Department undertook a comprehensive consultation process as detailed in the Parks and Recreation Master Plan Report adopted by Council on December 9, 2009.

These consultations lead to the development of this report.

COMMENTS FROM THE WARD COUNCILLOR(S)

Not applicable. This is a city-wide report.

LEGAL/RISK MANAGEMENT IMPLICATIONS

There are no legal/risk management impediments to implementing the recommendations in this report.

FINANCIAL IMPLICATIONS

There are no financial implications associated with this report. Financial details will be provided in the subsequent policy reports to Committee and Council.

SUPPORTING DOCUMENTS

Document 1 – Roadmap of all Reports to Committee and Council (Immediately follows the report)

Document 2 – Tax Support, Revenue Generation and Subsidization Reports – Abstracts (Immediately follows the report)

Document 3 – Community Infrastructure Reports – Abstracts (Immediately follows the report)

Document 4 – Service Delivery Reports – Abstracts (Immediately follows the report)

DISPOSITION

The Parks, Recreation and Cultural Services Department will action any direction received as part of the consideration of this report.

Document 1

Road Map – Reports and Presentation Sequence to the Appropriate Committee of Council
Reports	Sequence	Chapter Reference	Estimated Date
Year 2010
Master Plan Road Map	#1	Master Document	Q2-2010
Fitness Certification Information Report	Service Delivery- Internal Procedures to ensure quality of service.		Q4-2010
Year 2011
Infrastructure Standards	#2	Community Infrastructure	Q2-2011
Principles of Facility Usage	#3	Service Delivery	Q2-2011
Volunteer Strategy	#4	Service Delivery	Q3-2011
Community Operating Service Standards	#5	Service Delivery	Q3-2011
Youth Friendly Ottawa Information Report	Information Report related to the Youth Strategy		Q3-2011
Parks and Recreation Financial Framework	#6	Tax Support, Revenue Generation and Subsidization	Q4-2011
Social Recreation Strategy	#7	Tax Support, Revenue Generation and Subsidization	Q4-2011
Sponsorship and Advertising Policy	#8	Tax Support, Revenue Generation and Subsidization	Q4-2011
Year 2012
Communications Strategy	#9	Service Delivery	Q1-2012
Community Support and Partnership Framework	#10	Service Delivery	Q1-2012
50+ Strategy	#11	Service Delivery	Q1-2012
Special Needs Strategy	#12	Service Delivery	TBA
Children’s Strategy	#13	Service Delivery	TBA
Youth Strategy	#14	Service Delivery	TBA
Tennis Strategy	#15	Service Delivery	TBA
Outdoor Rink Strategy	#16	Service Delivery	TBA
Year 2013
Healthy Lifestyles and Physical Activity Strategy	#17	Service Delivery	TBA
Aquatic Strategy	#18	Service Delivery	TBA
Sports Strategy	#19	Service Delivery	TBA
Allocations and Facility Use Strategy	#20	Service Delivery	TBA
Parks and Pathway Standards and Management Strategy	#21	Community Infrastructure	TBA
Community Infrastructure Strategy	#22	Community Infrastructure	TBA

Document 2

Tax Support and Revenue Generation – Report Abstracts

The Financial Framework Report - Sequence #6 (2011)

The Parks, Recreation and Cultural Services ‘Financial Framework Report’ will examine avenues available to the City to provide a balanced and systematic approach for supporting parks and recreation services under the guiding principles and recommendations adopted by Council on December 9, 2009.

The report will examine and recommend approaches as to how and what we fund, It will define ‘core’ and accessible services. This will include specific policy, program and budget strategies to afford Council with the tools for flexible and financially sustainable decision making. The development of the financial framework will be aligned with the development of the Social Recreation Strategy to ensure the directions being recommended in both reports provide the appropriate means to meet the program service needs of the priority segments.

Public Input

The public had three strong themes in their response to the Parks and Recreation Master Plan public engagement process including:

- That the City fully subsidized some services incorporating both program and infrastructure (such as our park systems and in many cases park programs) by the tax base and ensure these are accessible to all residents.

- The need to provide ‘core’ services based on ability to pay, particularly considering priority segments such as people of low income, children and youth.

- The need to ensure that sponsorship support related to recreation services be dedicated to recreation services.

These recommendations expressed by the public require the Department to evaluate the impact of incorporating these areas on the Corporate Fiscal Framework and identify gaps and challenges specific to the approaches used to fund recreation services. They also present a need to examine and change policies around program services and how they are funded.

Principles and Key Recommendations

The Parks, Recreation and Cultural Services ‘Financial Model’ will address the following principles and recommendations adopted by Council on December 9, 2009:

- Parks and recreation services will be provided based on a sustainable and fiscally responsible approach.

- The cost of recreation services shall reflect a supportive relationship between tax support and revenue generation.

- Tax support subsidies shall be based on program and priority segment needs.

- That sponsorship and advertising revenues generated by parks and recreation are retained for the provision of recreation services.

- Recreation services shall give priority to those services provided for priority segments by enhancement of the subsidization/fee assistance program to ensure access to services regardless of ability to pay and off-setting facility allocation charges to continue to be subsidized by tax dollars for priority segments.

- Enhancement of service delivery be based on partnerships.

Report Content

The report will present recommendations specific to the range of core services provided by the City and redefine the levels of support to ensure a sustainable service is maintained. As part of an overall financial strategy the report will be presented in three areas inclusive of, a program services strategy; policy strategy and budget strategies:

Identification of potential program services and policies relating to financial support for safe program operations a range of topics will be examined and recommendations made including;

- Identifying what and how parks and recreation services will be supported through the tax base.

- Defining the distribution of tax based support and proportion of revenues to off-set costs, how, for what programs and for whom.

- Reviving a subsidization model inclusive of a Fee Assistance Policy to provide better support and programs for the individual (priority segments) and for organizations and Groups (based on priority segments),

- Development of a Department Sponsorship Policy, addressing gaps and challenges relating to consistencies with the Corporate Sponsorship Policy.

- Defining partnership standards and agreement formats to ensure a balanced approach to services and support (inclusive of multilevel government supports i.e. provincial and federal).

Infrastructure development relating to major and minor capital investments and partnerships will impact all three areas of program service, policy and budget. A review of the scope of major and minor partnership projects and policies will be completed to:

- Define financial scales of the City support for community needs

- Recommend development fees and approaches to community planning and recreation services.

- Define the support levels for sports and physical activity (community and citywide) inclusive of other government support. For example will consider sports facility funding against what groups do to assist in its development and how it interrelates to the community and other groups.

Relationship to Other Parks and Recreation Master Plan Reports

This report will impact a variety of report in particular such as the Community Support and Partnership Framework, the Community Infrastructure Strategy, Social Recreation Strategy and the Volunteer Strategy.

Report Schedule

In most cases the policy expansion items will require individual Council reports. The financial framework report will be presented to the appropriate Community of Council and within the fourth quarter of 2011.

Social Recreation Strategy Report – Sequence #7 (2011)

The Parks, Recreation and Cultural Services, ‘Social Recreation Strategy Report’ will provide Council and staff with guidelines and approaches ensuring accessibility and inclusion to program services for the City’s priority segments. It will direct the development of a balanced service delivery model that addresses social issues for example, such as, poor physical activity levels with children and youth (obesity, type 2 diabetes), challenges in accessing services for persons with low income or different ethnic backgrounds. The report will recommend approaches that are low cost, promote basic skill development through both structures and unstructured (such as using the parks) activities. It will recommend options for service support from the City, different levels of government, the private and NGO sectors.

Public Input

Feedback from the public engagement process of the Parks and Recreation Master Plan strongly indicated that residents desire to have recreation services that are affordable and accessible via walking and or public transportation. The public identified that it is important that services are not prohibitive to residents due to ability to pay. This was supported by positions but forth such that the City subsidize program services specifically for priority segments such as persons of low income, persons with disabilities and activities for youth and children. The rationale put forth for these positions, was a clear understanding by the Ottawa residents of the strong health and economic value of recreation services to the City.

The public emphasized the benefit of partnering with other organizations to assist in meeting these basic requirements and further recommended a facilitation role for the City to direct residents to and/or build relationships with other recreation and health related service providers within their communities. It was strongly recommended that the City manage these needs particularly with respect to identified priority segments.

Principles and Recommendations

The ‘Social Recreation Strategy’ will specifically address the following adopted operating principles and recommendations:

The cost of recreation services shall reflect a supportive relationship between tax support and revenue generation.
Tax support subsidies shall be based on program and priority segment needs.
The City in partnership with the community, other levels of government and the private sector shall work towards eliminating barriers to participation including but not limited to safety, physical, economic, cultural, language and transportation factors.
The City parks and recreation series shall give priority to those services provided for priority segment groups.
The City shall facilitate recreation service delivery based on community needs and capacity.

Report Content

The ‘Social Recreation Strategy’ will be developed in collaboration with Social Services’ as part of the implementation plan of the Poverty Reduction Strategy. Together the two departments will examine and recommend options for the provision of services to priority segments that are affordable, accessible and inclusive. The report will:

- Define the City’s service level of support within a fiscally responsible approach,

- Determine and recommend the principles and guidelines for subsidization and fee assistance for all parks and recreation based programs and services including:

· Identifying what program services, and the level of support a fee assistance program will provide for parks and recreation programs for individuals, families and groups.

· Defining the distribution of a tax based support and proportion of revenues to off-set costs based on income levels, how, for what programs and for whom.

· Developing a system for application and staff training and development to implement the system.

- Establish the links and funding commitments and options for services based on provincial and federal input particularly with respect to new immigrants, older adults, persons with disabilities and persons with low income,

- Define the Parks, Recreation and Cultural Services role with a service delivery model that engages and provides services for priority segments and identify the different levels of needs within those segments and works to develop a family centered service system,

- Define and link program service implementation requirements to meet the needs of neighbourhoods to support different population segments,

- Define the relationship and roles between the different levels of government, community partners and the City in providing services to residents.

Relationship to Other Parks and Recreation Master Plan Reports

This report will inform the Financial Framework Report (2011). It will guide some aspects of the Community Support and Partners Framework (2011), the Community Infrastructure Strategy (2013). It will impact the key service delivery related strategies and policies such as the Aquatics Strategy (2013), Outdoor Rink and Tennis Strategies (2012), 50+ Strategy (2012), Youth Friendly Ottawa Strategy (2011), and the Sports Strategy (2013) and Allocations and Facility Use Policy (2013).

It is linked closely to the Community Development Framework, the City’s Sustainability Plan, Poverty Reduction Strategy and Service Excellence Strategy.

Report Sequence

The Social Recreation Strategy is scheduled to be presented to the appropriate Committee of Council within 2011.

Sponsorship and Advertising Policy - Sequence #8 (2011)

The Parks, Recreation and Cultural Services ‘Sponsorship and Advertising Policy’ will provide options and directives for the use of sponsorship and advertising revenues to assist the City in providing a balanced and systematic approach for supporting parks and recreation services. The report content will be guided by the operational principles and recommendations adopted by Council on December 9, 2009 and the ‘Financial Framework’ scheduled for review in 2011. The emphasis of the report is develop a process to safe guard the net benefit of contributions to recreation services as strongly recommended by the citizens of Ottawa.

Public Input

The public strongly indicated that any corporate sponsorship and advertising revenues generated through recreation facilities and program services should be put back into recreation services. Most respondents provided suggestions as to how the net benefits should be distributed. The general position of most respondents was that revenues raised should be allocated to the specific areas such as off-setting cost of program delivery. One of the most common suggestions was that the funds be kept in reserve for recreation infrastructure development in older neighbourhoods and renewal projects.

Principles and Recommendations

The Parks and Recreation ‘Sponsorship and Advertising Policy’ will address the following principles and recommendations adopted by Council on December 9, 2009:

- The cost of recreation services shall reflect a supportive relationship between tax support and revenue generation.

- Sponsorship and advertising revenues generated by parks and recreation are retained for the provision of recreation services.

Report Content:

The Sponsorship and Advertising Policy is an output of the Financial Framework (Q4-2011). It will examine and make recommendations specific to:

- Conducting a review of the Corporate Sponsorship and Advertising Policy and identifying challenges with respect to the approved operating Parks and Recreation Principles.

- Criteria or guidelines for advertising and promoting the other sectors (business etc.) in Parks and Recreation Facilities consistent with the corporate guidelines.

- Guidelines for use of funds raised as a result of advertising and sponsorship, methods of access the funds, and impact on the annual operating budgets.

- Approval guidelines for sponsorship related to age specific program services.

- Recognition guidelines for sponsors and the City.

Relationship to Other Parks and Recreation Master Plan Reports

The Sponsorship and Advertising Policy is an implementation component of the ‘Financial Framework’ (Q4-2011) and the Community Infrastructure Strategy (2013). It is supportive of the Social Recreation Strategy (2011), and most service delivery strategies such as the Sports Strategy (2013), Aquatics Strategy (2013) et al.

Report Sequence

The Sponsorship and Advertising Policy will follow the Financial Framework and be presented to the appropriate Committee of Council in Q4-2011.

Document 3

Community Infrastructure - Report Abstracts

Recreation Infrastructure Standards Report – Sequence #2 (2011)

The Parks, Recreation and Cultural Services ‘Recreation Infrastructure Standards Report’ will provide Council with the standards and policy tools to ensure residents of Ottawa have reasonable access to parks and recreation facilities that are reflective of neighbourhood, community and citywide needs.

Public Input

Ottawa’s public has strongly indicated the importance of parks and neighbourhood based centers or ‘hubs’ in contributing to the development and maintenance of a healthy and active lifestyle (Parks and Recreation Master Plan Report, December 9, 2009). This input, presents a need to balance the range of recreation facility development from centralized Citywide, multi-service complexes to a more decentralized neighbourhood approach. In preparation for a more detailed study to identify infrastructure needs and gaps with the Community Infrastructure Strategy, the Infrastructure Standards Report presents the standard physical attributes of the different features or facilities being considered.

The public also regularly inquires as to what to expect when the City says we are building a pool, a basket court or any other infrastructure feature. The City has in place basic specifications for most infrastructure requirements but these have not been formally adopted as ‘core’ City standards.

In meeting the needs of the public and providing a financially responsible approach to infrastructure development and maintenance, this report will examine and recommend a set of ‘core’ standards (norms) for municipally supported parks and recreation infrastructure within the context of new development in growth areas and in the renewal of existing infrastructure. In addition it will recommend strategies to support any development requests that are outside of the ‘core’ standards. This will be complimentary to the Financial Framework Report (Q4-2011).

Principles and Recommendations

The Infrastructure Standards Report will address the following principles and recommendations as adopted by Council on December 9, 2009.

- Parks and recreation services will be provided based on a sustainable and fiscally responsible approach.

- The cost of recreation services shall reflect a supportive relationship between tax support and revenue generation.

- The City recognizes that parks and pathway systems are one of the most valued of recreation services and shall attempt to provide accessible and balanced distribution of parks and services throughout the municipality.

- The City shall balance existing and new facility demands through community and multi-government partnerships.

Report Content

The recommended ‘core’ infrastructure standards will consist of definitions and size specifications for new and re-development programs inclusive of:

- Parks and other outdoor infrastructure (play structures, wading pools, spray pads, tennis courts, basketball courts, outdoor rinks),

- Sports fields

- Support building (washrooms)

- Community centers (i.e. fitness facilities, gyms, arts rooms) and community buildings (i.e. meeting rooms)

- Arenas

- Pools (indoor and outdoor)

Relationship to Other Parks and Recreation Master Plan Reports

The ‘report’ is a prelude to the Community Infrastructure Strategy (2013), as it will provide the foundation for evaluating infrastructure costs and funding options to ensure the recommendations identified by other reports are met.

Funding options for these major and minor capital items will be examined and recommended for:

- Specific areas and priority segment neighbourhoods to accommodate their basic needs.

- Enhanced infrastructure requirements. For example, if a community pool is being constructed, the core standard for a pool might be six (6) lanes and 25 meters, but the community is requesting an Olympic style 56 meter pool, the report will identify options to supplement the tax supported core standard.

The financial implications resulting from this report will be reflected in the Department’s ‘Long Range Financial Plan’ and approved through its annual budget process.

Report Sequence

The Recreation Infrastructure Standards Report is scheduled to be presented to the appropriate Committee of Council in the second quarter of 2011.

Parks and Pathways Management Framework Report – Sequence #21 (2013)

The Parks, Recreation and Cultural Services ‘Parks and Pathways Management Framework Report’ will present recommended guidelines for park and pathway development including the process and criteria for determining the different infrastructure features available in different parks across the City.

Public Input

Ottawa’s public response to the Parks and Recreation Master Plan has:

- Strongly indicated the importance of parks and pathways as the one of the accessible recreation services available to all residents.

- Strongly indicated the importance of neighbourhood based centers or ‘hubs’ as meeting places and opportunities for basic activities that contribute to the development of a healthy and active lifestyle.

- Recognized that facilities such as pools, arenas, tennis courts (in particular) would not necessarily be neighbourhood based, that not all parks have the same features but that all parks and pathways should be safe and maintained.

- Identified that the infrastructure needs expressed by residents are not to be the sole responsibility of the City to develop and maintain, but that the City is responsible to facilitate opportunities such as partnering with local schools for space.

These positions present a need to balance the range of recreation facility development from centralized Citywide, multi-service complexes to a more decentralized neighbourhood approach. It indicates a need to ensure public spaces are safe and well maintained. Other factors for consideration are changing demographics and needs of priority segments. With respect to these factors, the respondent’s position was to ensure the public continue to be engaged in the planning of their communities and that facilities are easily accessible either by foot or via public transportation.

Principles and Recommendations

The Parks and pathway Standards and Management Strategy will reflect some of the following principles and recommendations as adopted by Council on December 9, 2009:

- The City will provide recreation facilities and program opportunities that reflect local community interests and capacity to deliver within a broader citywide framework including: a service delivery role that provides safe recreation infrastructure and opportunities for residents to be healthy and active.

- Enhancements of service delivery based on partnerships.

- Balancing neighbourhood based community cernters with district and city wide multiuse facilities.

- The City will attempt to provide recreation services in a timely fashion to new housing developments.

Report Content

The Parks and Pathways Management Framework Report will be a result of an analysis of ‘The Infrastructure Standards Reports’ that will establish standard dimensions of infrastructure supported by the City; ‘The Neighbourhood Recreation Service Mapping Report’ that will identify the existing features and facilities and the ‘Community Infrastructure Strategy’ that will establish the criterion for and identifies the infrastructure development requirements and the financial support required. The report will factor in the operating principles adopted in December 2009 and:

- Define the functions of parks and pathways in neighbourhoods and city wide.

- Determine the features for parks based on the type of park and needs of the neighbourhood particularly in consideration of priority segment needs.

- Define standards for maintaining the different types of parks.

- Define the roles and responsibilities of the City and community partners in maintaining and supported activities within parks.

Relationship to Other Parks and Recreation Master Plan Reports

Overall the ‘Parks and Pathway Management Framework’ will be a support document to ensure that parks and pathways are one of the primary accessible services to all residents regardless of age, ability or background. It will set standards to ensure the parks and pathways are safe. It therefore will connect directly to other departmental strategies such as the Community Development Framework and Sustainable Communities Strategy. It will provide the support to the public’s position and for the implementation of the service delivery strategies such as the Sports Strategy, Tennis Strategy and Outdoor Rink Strategy, 50+ Strategy, Children and Youth Strategies.

It might influence the Environmental and Planning Strategies as a result of defining the needs of neighbourhoods in respecting the operating principles.

Report Timeline

The Parks and Pathways Management Report is scheduled to be presented to the appropriate Committee of Council in 2013.

Community Infrastructure Strategy Report – Sequence #22 (2013)

The Parks, Recreation and Cultural Services ‘Community Infrastructure Strategy Report’ will provide Council with a list of infrastructure and funding options to meet the neighbourhood service delivery approach adopted in phase one of the Parks and Recreation Master Plan (December 9, 2009).

Public Input

Ottawa’s public has strongly indicated the importance of parks and pathways as the one of the most accessible recreation services for all residents. They also strongly indicated the importance of neighbourhood based centers or ‘hubs’ as meeting places and opportunities for some basic activities that contribute to the development and maintenance of a healthy and active lifestyle. There was recognition by the public that facilities such as pools, arenas (in particular) would not necessarily be neighbourhood based. It was also identified that the infrastructure needs should not be the sole responsibility of the City, but that the City is responsible to facilitate opportunities such as partnering with local schools for space.

These positions present a need to balance the range of recreation facility development from centralized Citywide, multi-service complexes to a more decentralized neighbourhood approach. The other factors for consideration are the changing demographics and needs of priority segments. With respect to these areas, the public’s position was to ensure the public are engaged in the planning of their communities.

Principles and Recommendations

The Community Infrastructure Strategy will reflect some of the following principles and recommendations as adopted by Council on December 9, 2009:

- The City shall balance existing and new facility demands through community and multi-government partnerships.

- The City shall facilitate recreation service delivery based on community needs and capacity.

- Balancing neighbourhood-based community centers with district and citywide multiuse facilities.

- Enhancement of service delivery based on partnership.

- Use partnerships with all levels of government and the private sector to support advanced or elite activities.

- The City will attempt to provide recreation services in a timely fashion to new housing developments.

Report Content

The Infrastructure Standards Reports will establish standard dimensions of infrastructure supported by the City and a neighbourhood recreation service mapping project will identify the existing features and facilities. These two documents will guide the Community Infrastructure Strategy in establishing the criterion for new development that incorporates the operating principles approved by Council December 9, 2009.

It will provide the foundation for evaluating infrastructure costs and funding options to ensure the recommendations identified are met through the Department’s ‘Long Range Capital Financial Plan. The report will:

- Determine infrastructure gaps and needs required to balance City and Community partner’s assets.

- Focus the process on ensuring a balance exists between neighbourhoods based infrastructure and citywide infrastructure needs.

- Develop a list of capital infrastructure needs to accommodate the neighbourhood service approach.

- Develop a capital funding plan to meet the new and retrofit infrastructure needs.

Relationship to Other Parks and Recreation Master Plan Reports

The ‘report’ is an outcome of the Infrastructure Standards and neighbourhood mapping studies. It will support the implementation of the service delivery strategies such as the Sports Strategy, Tennis Strategy and Outdoor Rink Strategy, 50+ Strategy, Children and Youth Strategies.

It will be a support document to the Community Development Framework and Sustainable Communities Strategy.

Report Sequence

The Community Infrastructure Strategy Report is scheduled to be presented to the appropriate Committee of Council in 2013.

Document 4

Service Delivery – Report Abstracts

Principles for Facility Use – Sequence #3 (2011)

The Parks, Recreation and Cultural Services, ‘Principles for Facility Use’ report will provide guiding principles for Council and staff on the type of services provided to specific priority segments and the general public, the facility needs for those services, time allotments and revenue generation potential.

Public Input

The Parks and Recreation Master Plan public engagement process received strong positions on the use of facilities and the role of the City relating to service delivery. It was strongly identified that the City should be providing facilities as one of the main functions of the Parks, Recreation and Cultural Services Department. Developing a system that is balanced between the different stakeholders or users of the facilities is a recognized challenge. This is complicated by the need to ensure priority segments have appropriate access to facilities and program services. The public provided a number of different recommendations to accommodate some of the issues, recognizing the expectations and needs of the users and respecting the limitations of availability of some facilities during prime time hours.

Principles and Recommendations

The Principles for Facility Use report will reflect some of the following principles and recommendations as adopted by Council on December 9, 2009:

- Parks and recreation services will be provided based on a sustainable and fiscally responsible approach.

- Recreation fees are based on a cost recovery continuum with revenues and tax support based on ability to pay and recognizing fully tax supported services (some programs for priority segments, outdoor rinks, wading pools, parks and beaches).

- A fee policy that recognizes priority segments.

- The City shall give priority to those services provided for priority segment groups.

- A service delivery role that provides safe recreation infrastructure and opportunities for residents to be healthy and active.

- Provision of quality services based on interests and needs of the community.

Report Content

Facilities consists of indoor and or outdoor venues that provide residents of Ottawa regardless of age, ability, gender, culture, language or economic standing, the opportunity to pursue recreation at any level. The Principles for Facility Use report will provide guiding principles relating to facility use and will include:

- Means for maximizing facility usage.

- Booking processes for public use of facilities.

- Defining what the provision of appropriate, attractive and safe facilities for all age groups and levels means with respect to City facilities.

- Determining the role and function of specific facility types (multiuse facilities, arenas, parks, etc.)

- Partnership opportunities to accommodate facility needs.

- Criteria for regular and priority time usage of facilities.

- Determining facility and program service allocation for priority segments.

- Providing an accessible service for priority segments.

Relationship to Other Parks and Recreation Reports

The Principles of Facilities Use (2011) is closely linked to the Social Recreation Strategy (2011) and the Social Services Department’ Poverty Reduction Strategy. It will provide guidance to the Allocations and Facility Use Strategy (2013), the Community Infrastructure Strategy (2013) all providing input in the planning and advice to Council on the needs and challenges of different communities related to facility uses and usage. It will provide a link to and Sports Strategy (2013) and the Community Support and Partnership Framework (2012) in developing the roles of ‘user’ groups in working together to balance community needs. It will provide guidance to some of the key service delivery strategies such as Social Recreation Strategy (Q4-2011), 50+ Strategy (2012), Children and Youth Strategies (2012).

Report Sequence

The Principles of Facilities Use Report is scheduled to be presented to the appropriate Committee of Council within 2011.

Parks, Recreation and Cultural Services Volunteer Strategy – Sequence #4 (2011)

The Parks, Recreation and Cultural Services ‘Volunteer Strategy Report’ will examine and recommend approaches to ensure the quality and safety of volunteers engaged directly or indirectly with the City. The report will identify the role of Parks, Recreation and Cultural Services in supporting the corporate volunteer framework as it addresses the recognition of contributions made by volunteers in enhancing recreation and cultural services to the public and demonstrates the Department’s commitment to service excellence.

Public Input

The public engagement process of the Parks and Recreation Master Plan has restated the public’s strong indication of the importance of providing a safe environment for volunteers, the need for volunteer training, and recognition programs. This is consistent with the overall theme of providing safe and quality services. This is further supported by the consistent public response that program services be delivered in partnership with the community and work together to achieve a healthy and active City. A strong voluntary sector can play an important role in supporting our local economy as well through supporting tourism/events and providing opportunities to acquire experience as a stepping stone to employment.

Over the last eight years a corporate approach to volunteers has been initiated to ensure consistencies in how we as a municipality engage volunteers. At the departmental level, Parks, Recreation and Cultural Services engage thousands of direct and indirect volunteers on an on-going basis.

There are two groupings of volunteers being addressed in this strategy:

*Direct Volunteers are those volunteers that have been officially accepted, screened and enrolled by the City of Ottawa, that assist staff in the delivery of City programming.

*Indirect Volunteers are under the direction of or act on behalf of a not-for-profit group affiliated with the City of Ottawa, to deliver a service.

It is important that the Parks, Recreation and Cultural Services formalizes processes to ensure that proper risk management tools are in place for the safety of all volunteers and that education is made available for our indirect volunteers to ensure that a minimum standard for volunteers is developed that adheres to the Canadian Code for Volunteers Involvement.

Principles and Recommendations

The Volunteer Strategy will directly address the following principles and recommendations adopted by Council on December 9, 2009:

- Enhancement of service delivery based on partnerships

- Provision of quality services based on interests and needs of the community.

- Facilitate recreation service delivery based on community needs and capacity.

- The City shall facilitate and recognize the leadership capacity of communities to contribute to providing safe recreation services.

- The City shall attract, train and recognize volunteers.

Report Content

The ‘Volunteer Strategy Report’ will examine and integrate the corporate wide ‘Vital Model’ approach of engaging volunteers and will recommend cost effective means of engaging, training and recognizing volunteers in the Parks, Recreation and Cultural Services Departmental strategy.

This report will examine and present recommendations and information on:

The integration of both direct and indirect volunteers in the delivery of services.
The roles of both the City and the City’s partners in working with the Voluntary Sector with respect to volunteers.
The Risk management process and awareness training programs to minimize liabilities for both the volunteer and the City.
The establishment of minimum standards for groups that engage indirect volunteers, in adherence with the Canadian Code for Volunteer Involvement.
Recommended /required training and the City’s role in providing support to the Indirect Volunteer Groups for the delivery of training.
Recruitment and promotion strategies to encourage volunteering in Ottawa communities.
Monitoring and evaluation processes for Indirect volunteer services as related to quality of service delivery, communications process, recruitment, retention and, recognition of volunteers, program delivery approaches and documenting the value of their volunteer contributions
The development and implementation of a Recognition Program - for volunteers

Relationship to Other Parks and Recreation Reports

The integration of volunteers into the City’s delivery of programs/services and the associated standards requires a standalone report. But, this report will be a supporting document of the ‘Community Support and Partners Framework Report’ scheduled to be presented to the appropriate Committee of Council in 2012.

It contributes to the overall Service Excellence Strategy for the Department and will support the Corporate Emergency Management Strategy.

Report Timeline

This report will be presented to the appropriate Committee of Council within the third quarter of 2011.

Community Operating Service Standards Report – Sequence #5 (2011)

The Parks, Recreation and Cultural Services ‘Community Operating Service Standards Report’ will provide Council and staff with the tools to support and manage an efficient and effective parks and recreation service for the residents of Ottawa. It will examine accessible and inclusive service standards within recreation facilities. In general it will provide the guidelines for the safe and accessible program operations of parks and recreation services.

Public Input

Respondents to the Parks and Recreation Master Plan public consultation strongly indicated the importance of providing appropriate processes for:

- The allocation of space,

- Recognition and training of volunteers,

- Partnering with the community,

- Communicating services, and

- Providing services that meet the needs of the diverse population base within the City

- Services be accessible within a neighbourhood based delivery model (Parks and Recreation Master Plan; December 9, 2009).

Considering these positions for services Parks, Recreation and Cultural Services concluded the need to develop ‘Community Operating Service Standards’. This is not to develop a ‘one size fits all’ parks and recreation service. It is to ensure that fiscally responsible services are managed under a set of standards for the purpose of establishing safe and responsive recreation services.

Principles and Recommendations:

The Community Operating Service Standards Report will address the following principles and recommendations adopted by Council on December 9, 2009:

- The City shall facilitate recreation service delivery based on community needs and capacity.

- Parks and recreation services will be provided based on a sustainable and fiscally responsible approach.

Report Content

The emphasis of the Community Operating Service Standards Report will focus on participant and stakeholder satisfaction with parks and recreation services. It will examine existing service standards, and processes, and recommend guidelines for gaining public input on parks and recreation services within neighbourhoods and on a City wide basis; and it will provide recommendations to assist the City in efficiently managing a diverse system of parks and recreation facilities.

The report will:

- Present recommended service standards (hours of operation - minimum and maximum hours, staff requirements, maintenance, communications) for pools, arenas, and other facilities and service operations implemented directly by the City of by the City’s partners.

- Present a variety of public engagement process related to public input on service delivery.

- Present client service standards that are consistent and complementary to other City Department’s procedures and standards.

- Present client focused approaches for collaboration, coordination and knowledge exchange related to service delivery. This would be supplementary to the Community Support and Partner Framework and support of the Volunteer Strategy.

- Define the role and develop procedures related to recreation infrastructure and staff relating to emergency response issues.

- Develop standards for communications around electronic media in alignment with the Communications and Service Excellence Strategies.

Relationship to Other Parks and Recreation Master Plan Reports

This report will be supported by the Communications Strategy (2011), the Community Support and Partner Framework (2012) and the Volunteer Strategy (2011).

It will be consistent with the Corporate Community Development Strategy, Corporate Emergency Management Procedures and Service Excellence Strategies.

Report Sequence

The Community Operating Service Standards Report is scheduled to be presented to the appropriate Committee of Council in the third quarter of 2011.

Communication Strategy Report – Sequence #9 (2012)

The Parks, Recreation and Cultural Services ‘Communication Strategy Report’ will provide Council and staff with a clear direction and tools for engaging the public in identifying service needs, planning decisions and in communicating recreation services to residents throughout Ottawa.

Public Input

Respondents to the Parks and Recreation Master Plan public consultation strongly indicated the importance of continuing and enhancing methods of seeking information from residents regarding the program services being offered by the City. There was a strong reaction relating to promotion of services and how services are supported.

Youth and older adults expressed a lack of awareness of what City services are provided. Persons living in low income circumstances and multicultural groups strongly indicated a need to better communicate programs, ways to register for programs and the opportunities for subsidization and fee assistance. There was strong agreement from most respondents that fee assistance services needed to be handled in a sensitive and respectful manner.

As communication techniques change through advancements in technologies, it is important to recognize the needs of different population sectors such as youth, persons in the 50+ age category and different community organizations such as sports associations and clubs, particularly with respect to feeding back information to the City. Language was often mentioned as a barrier particularly with residents from different ethnic backgrounds.

These challenges indicate a need from residents to have a more informed and friendly relationship with the City.

The City’ Parks, Recreation and Cultural Services Department has a marketing and promotion program that incorporates diverse and multi-facetted approaches to reaching and communicating with the public. Information is distributed in a number of ways and often by facility, neighbourhood and/or on a City wide basis. Services are conveyed by print and electronic mediums and using the assistance of partners and other key stakeholders. In order to gain public input, stakeholders and the public at large are usually engaged in local and City wide decisions relating to recreation through public consultations, meetings and surveys, all promoted through local and City wide avenues.

As a result of the public input, Parks, Recreation and Cultural Services is examining its approach to communicating with residents. The Department has heard the public’s response and is working to be more effective and cost efficient while providing innovative and sensitive approaches to meet the needs of the different priority segments of the City.

Principles and Recommendations

The Communications Strategy will address the principles and recommendations as adopted by Council on December 9, 2009:

- Enhancement of communications strategies for programs and services.

- Provision of quality services based on interests and needs of the community.

- Parks and recreation programs will respect the official bilingualism policy of the Corporation and be based on proactive assessments of community needs while respecting cultural differences.

Report Content

The emphasis of the Communication Strategic Report will be in examining different marketing approaches and providing recommendations for communicating services to ensure accessible and inclusive opportunities to City services for all residents. It will also provide different options for engaging the public and gaining their input on different challenges and opportunities impacting parks and recreation services. This will include the:

- Development of an overall approach to communicating program services that meets the needs of the different priority segments and stakeholders,

- Development of an approach to delivering and promoting fee assistance programs,

- Development of a web-based strategy with specific criteria for use of different technologies for communicating services and seeking public input, for example the use of face book,

- Development of a financial approach to ensure communications and public engagement are core factors to program delivery,

- Development of a public engagement kit of options and techniques for staff and partners to ensure inclusive approaches are regularly used to determine neighbourhood and City wide needs,

- Development of public relations and community development training programs for staff and other community partners.

Relationship to Other Parks and Recreation Master Plan Reports

The Communications Strategy Report will provide some direction to the recommendations in the Financial Framework Report (Q4-2011). It will support most of the service delivery based reports such as the 50+ Strategy (Q1-2012), Youth Friendly Ottawa (2011), Social Recreation Strategy (year end 2011), Aquatics Strategy (2013), and Community Infrastructure Strategy (2013) and contribute to achieving the Service Excellence Strategy. The neighbourhood recreation service mapping process will provide guidance to the implementation processes of the Communications Strategy.

Report Sequence

The Communications Strategy Report is scheduled to be presented to the appropriate Committee of Council in first quarter of 2012.

Community Support and Partners Framework – Sequence #10 (2012)

The Parks, Recreation and Cultural Services ‘Community Support and Partners Framework Report’ will provide Council and staff with the tools to support and manage a partner based model for the provision of recreation services.

Public Input

Respondents to the Parks and Recreation Master Plan public consultation strongly indicated the importance of providing services for priority segments such as residents of low-come, youth and seniors and based on an ability to pay basis (Parks and Recreation Master Plan; December 9, 2009). This was coupled with an emphasis on providing neighbourhood based recreation services. Considering these requirements for service, the public recognized the financial challenges being presented to the City and highly recommended that the City continue and enhance its partnerships and agreements with community groups, school boards and the business sector in contributing to meeting the needs for program delivery, infrastructure development and in provision of space (sports fields, ice, gym space, meeting rooms etc.). One other important factor highly recommended by the public was that the City’s partners should adhere to the same operating principles as the City.

The City already has a strong partnership base with the community that addresses the diverse needs and functions of the different groups and segments. But, with these variations and increased demands for services there is a need for defined guidelines and criteria for partnership, and identification of roles and responsibilities of the City and the partner. The Community Support and Partners Framework will examine and address these challenges while being consistent with the City’s Parks and Recreation operating principles as adopted by Council on December 9, 2009.

Principles and Recommendations

The Community Support and Partnership Framework will address the following principles and recommendations adopted by Council on December 9, 2009:

- The City in partnership with the community, other levels of government and the private sector shall work towards eliminating barriers to participation including but not limited to safety, physical, economic, cultural, language and transportation factors.

- Enhancement of service delivery based on partnerships.

- The City shall balance existing and new facility demands through community and multi-government partnerships.

- The City shall facilitate recreation service delivery based on community needs and capacity.

- The City’s partnerships will be reflective of the City’s policies and priorities.

- The City shall facilitate and recognize the leadership capacity of communities to contribute to providing safe recreation services.

Report Content

The emphasis of the Community Support and Partners Framework Report will be in examining existing community based program services, agreements, future program service needs and developing policies and recommendations based on program service delivery while ensuring accessible and inclusive opportunities to the residents of Ottawa by:

- Identifying the strategic need and choices for partnership involvement and investments (short term and long term).

- Defining the relationship between the City and non-profit partners.

- Developing minimum service standards for partners

- Developing a classification system for non-profit partners consistent with a corporate framework and based on the complexity of services provided/operation managed and service levels.

- Communicating the criteria to existing partners and developing a process for clarifying their position.

- Defining the roles and responsibilities of the City and partners based on the class or type of operations entered into.

- Developing risk management measures to manage service delivery, organizational capacity, and financial risks and based on the nature or the relationship with the City.

- Ensuring a monitoring and evaluation system is in place.

- Providing a mechanism for partners to extend their services based on capacity and readiness.

Relationship to Other Parks and Recreation Master Plan Reports

This report will be impacted by the Financial Framework Report and the ‘Social Recreation Strategy’ ensuring affordable, accessible and inclusive services.

Report Sequence

The Community Support and Partners Framework Report is scheduled to be presented to the appropriate Committee of Council in Q1 of 2012.

50+ Strategy- Sequence #11 (2012)

The Parks, Recreation and Cultural Services ‘50+ Recreation Strategy Report’ will provide Council and staff with an overview of the future challenges resulting from an increasing demographic of older residents. It will provide program and policy recommendations to ensure that residents in the 50+ age category have reasonable access to parks and recreation services that are reflective of their needs.

Public Input

Respondents to the Parks and Recreation Master Plan public consultation strongly indicated the importance of providing services for seniors as a priority direction (Parks and Recreation Master Plan; December 9, 2009). They strongly recommended that the ability to pay not be a hindrance to participation in activities. Respondents in the over 50 age category, went further to say that it is important that some services be specific to their needs, must be safe, easily accessible (walking, easy transportation) and affordable. Parks, Recreation and Cultural Services conducted a targeted public engagement process with those residents 50+ in the autumn of 2009. The finding from that process validated the input received in the Parks and Recreation Master Plan process again strongly indicating the importance of meeting the needs of this growing population. In doing so, the City will need to recognize the value and benefit to the volunteer sector, participation in programs and the needs to accommodate residents 50+ in all aspects of service delivery from program timing, facility design to program content. This has the potential of furthering the City’s role of contributing to the economy, the overall friendliness and health of the City.

Principles and Recommendations

The 50+ Strategy will directly address the following principles and recommendations adopted by Council on December 9, 2009:

- Tax support subsidies shall be based on program and priority segment needs.

- The fee policy recognizes priority segments.

- The City’s parks and recreation services shall give priority to those services provided for priority segments.

- Recreation services be reasonably accessible by neighbourhood and inclusive regardless of ability to pay, culture, physical ability or age.

- The City shall facilitate recreation service delivery based on community needs and capacity.

Report Content

The emphasis of this 50+ Recreation Strategy report will be examining program services, policies and fee structures and developing recommendations based on:

- Developing an affordable approach to service delivery based on capacity to pay.

- Identifying ‘core’ programs for active, less active and passive residents 50+ in different geographic areas of the City.

- Ensuring all residents 50+ have reasonable access to program services (ethnic groups, Francophone residents, and people with disabilities).

- Address inconsistencies in respect of the four (4) City operated senior centers.

- Developing standards for indoor/outdoor facilities specific to 50+ needs.

- Ensuring staff and partners are trained in and sensitive to the needs of the 50+ population.

Relationship to Other Parks and Recreation Master Plan Reports

This report will be supported by the Neighbourhoods Recreation Assessment Report (Q1-2011), where services for residents 50+ provided by either the City or privately operated will be identified by neighbourhood across the City. This report will be impacted and recommendations directed by the Financial Framework and Social Recreation Strategy scheduled to be presented to the appropriate council committee in 2011. This report will assist to guide the Community Infrastructure Standards Strategy (2013) and will provide guidance and strength to the City’s Service Excellence Strategy.

Report Sequence

This report is scheduled to be presented to the appropriate Committee of Council in 2012.

Special Needs Strategy – Sequence #12 (2012)

The Parks, Recreation and Cultural Services ‘Special Needs Strategy Report’ will define the role of the City in providing persons with disabilities a safe and caring environments and develop their competencies to lead a healthy and active life through recreation, cultural and arts activities. It will present a plan for service delivery activities and approaches that are reflective of their needs.

Public Input

Public indicated a strong need to support people of all ages with disabilities and provide programs to ensure opportunities for meaningful participation within the scope of the City’s services. Furthermore they expressed a need to continue to provide program services, facilities and opportunities that are accessible and affordable for persons with disabilities.

Principles and Recommendations

The emphasis of the Special Needs Strategy will address the following principles and recommendations adopted by Council on December 9, 2009:

- Tax support subsidies shall be based on program and priority segment needs.

- That parks and recreation services are based on a financial model that clearly demonstrates the relationship of services supported by the tax based and other revenue sources, including: that recreation fees are based on a cost recovery continuum with revenues and tax support based on ability to pay and recognizing fully tax supported services (some programs for priority segments, outdoor rinks, wading pools, parks and beaches).

- That parks and recreation services shall give priority to those services provided for priority segment groups.

- The City recognized that the residents of Ottawa highly value neighbourhood-based recreation facilities. The City shall balance existing and new facility demands through community and multi-government partnerships.

- The city shall facilitate recreation service delivery based on community needs and capacity.

- The City shall facilitate and recognize the leadership capacity of communities to contribute to providing safe recreation services.

- The City will provide recreation facilities and program opportunities that reflect local community interest and capacity to delivery within a broader citywide framework including a service delivery role that provides safe recreational infrastructure and opportunities for residents to be healthy and active.

Report Content

The Special Needs Strategy Report will provide recommended direction and guidelines that:

- Defines the gaps and challenges in providing services for persons with disabilities.

- Defines the role of the City in providing services and supports for persons with disabilities including for example staff resources, trained volunteers, and equipment

- Defines the type of programs and services that the City will facilitate or provide directly including strategies or directions on: recreation’s role in children’s health, after school activities, and education and awareness programs and activities.

- Communicates the benefits of participation in recreation activities for persons with disabilities.

- Provides mechanisms to ensure programs are affordable and that different cost models and means of supporting the programs for persons with disabilities are available (different levels of government support, partners support)

- Provides criteria and processes for partnerships with community organizations and groups to collaborate, communicate, and provide activities for persons with disabilities respecting AODA on behalf of City.

- Provides direction and guidelines relating to service delivery needs for different communities and priority segments specific to persons with disabilities (low income neighbourhoods and households).

- Ensures standards criteria for access to parks and other facility based programs are implemented across the City and adhered to as part of the Accessibility for Ontarians with Disabilities Act (AODA). Develop program service guidelines on providing services to persons with disabilities to ensure safe and friendly opportunities are the norm regardless of the service delivery partner.

- Provides a leadership and on-going professional development programs for staff and members of the community to work with persons with disabilities.

- Ensures policies relating to persons with disabilities are developed adhered to and reviewed.

Relationship to Other Parks and Recreation Master Plan Reports

This report will be guided and supported by most of the Master Plan reports in particular the ‘Social Recreation Strategy’, ‘Community Support and Partnership Report’, the ‘Volunteer Strategy’, the Community Infrastructure Strategy’ and most service delivery strategies such as the Sport Strategy and Youth Strategy, Children’s Strategy, 50+ Strategy.

It will be supportive of and adhere to the AODA, the directions determined by Community Development Framework and Sustainability Strategy.

Report Sequence

This report is scheduled to be presented to the appropriate Committee of Council in 2012.

Children Strategy Report – Sequence #13 (2012)

The Parks, Recreation and Cultural Services ‘Children Strategy Report’ will define the role of the City in providing children from ages 0-12 years, safe and caring environments and develop their competencies to lead a healthy and active life through recreation, cultural and arts activities. It will present a plan for service delivery activities and approaches that are reflective of their needs.

Public Input

Public input indicated a strong understanding of the role of recreation in contributing to the health of our children. With the social issue around increased child obesity, the role of the City from both a public health and recreation services capacity needs to be enhanced. Specialized groups for example the Success by Six Committee highly recommended the importance of providing services to enable children to be engaged in recreation activities regardless of the family’s economic status.

Organizations such as the Ottawa Boys and Girls Club, Ottawa YM-YWCA and most of the Community Health and Resource Centers within the City all indicated the need to support opportunities for children with basic skill development through ‘core’ activities such as soccer, swimming and skating. All organizations expressed a keen interest to work in partnership to achieve these goals.

Principles and Recommendations

The emphasis of the Children’s Strategy will address the following principles and recommendations adopted by Council on December 9, 2009:

- Tax support subsidies shall be based on program and priority segment needs.

- That parks and recreation services shall give priority to those services provided for priority segment groups.

- The city shall facilitate recreation service delivery based on community needs and capacity.

- The City shall facilitate and recognize the leadership capacity of communities to contribute to providing safe recreation services.

Report Content

The Children’s Strategy Report will provide recommended direction and guidelines that:

- Defines the gaps and challenges in providing services for children.

- Defines the role of the City in providing services both organized and unstructured for children, recognizing the diversity of the population and the value of non traditional activities such as netball, and cricket.

- Defines the type of program services that the City will facilitate or provide directly including strategies or directions on: recreations role in children’s health, after school activities, and education and awareness programs and activities.

- Develop on continuum for activities as children grow and age (direct link to youth programs).

- Develop criteria and processes for partnerships with community organizations and groups to collaborate, communicate with and engage children in healthy and active activities.

- Provide direction and guidelines relating to service delivery needs for different communities and priority segments specific to children needs (low income neighbourhoods).

- Provide opportunities for intergenerational services to build a cohesive, safe and friendly environment.

- Develop program service guidelines on providing services to children to ensure safe and friendly opportunities are the norm regardless of the service delivery partner.

Relationship to Other Parks and Recreation Master Plan Reports

This report will be supported by the neighbourhood recreation service mapping process, where children’s services will be identified and used to determine gaps and opportunities across the City. It will be guided and supported by most of the other reports in particular the ‘Social Recreation Strategy’, ‘Community Support and Partnership Report’, the ‘Volunteer Strategy’, the Community Infrastructure Strategy’ and most service delivery strategies such as the Sport Strategy and Youth Strategy.

It will be supportive of the directions determined by Ottawa Children and Youth Agenda, the Ottawa Poverty Reduction Strategy, Community Development Framework and Sustainability Strategy.

Report Sequence

This report is scheduled to be presented to the appropriate Committee of Council in 2012.

Youth Strategy Report – Sequence #14 (2012)

The Parks, Recreation and Cultural Services ‘Youth Strategy Report’ will define the City’s role and the parks and recreation services it will provide to youth from ages 13 to 24 years of age. It will present a plan for service delivery activities and approaches based on our role to engage youth and ensure they have reasonable access to parks and recreation services that are reflective of their needs.

Public Input

Most respondents to the Parks and Recreation Master Plan public consultation strongly indicated the importance of providing and financially supportive services for youth (Parks and Recreation Master Plan; December 9, 2009). The youth themselves identified barriers to participation in recreation activities including;

- Transportation limitations,

- Cost of services,

- Lack of knowledge about programs,

- Lack of appropriate types of program services

Public input also indicated a strong understanding of the role of recreation in building a safe and healthy City particularly with respect to youth (Parks and Recreation Master Plan Report, December 9, 2009) and presented a strong position that parks and recreation should be a ‘core’ service of the City. They also relayed their understanding of the financial limitations of providing subsidized program services and suggested options such as working in partnership with community organizations as means of reducing or sharing the cost of service delivery.

The report will be a compilation of input and suggested strategies gained in partnership with other youth related organizations such as for example CAYFO, the Ottawa Boys and Girls Club, Ottawa Youth Commission and Ottawa United Way.

Principles and Recommendations

The Allocations and Facility Use Strategy Report will reflect some of the following principles and recommendations as adopted by Council on December 9, 2009:

- Tax support subsidies shall be based on program and priority segment needs.

- That recreation fees are based on a cost recovery continuum with revenues and tax support based on ability to pay and recognizing fully tax supported services (some programs for priority segments, outdoor rinks, wading pools, parks and beaches).

- A fee policy that recognizes priority segments

- The City’s parks and recreation services shall give priority to those services provided for priority segment groups.

- Provision of quality services based on interests and needs of he community.

- The City shall facilitate and recognize the leadership capacity of communities to contribute to providing safe recreation services.

Report Content

The report provides recommended direction and guidelines and will:

- Define the gaps and challenges in providing services for youth.

- Define the role of the City in providing services for youth.

- Define the type of program services that the City will facilitate or provide directly including strategies or directions on: youth leadership development, employment with parks, recreation and cultural services, volunteer roles, education and awareness, and program activities.

- Develop criteria and processes for partnerships with community organizations and groups to collaborate, communicate with and engage youth in healthy and active activities.

- Provide direction and guidelines relating to service delivery needs for different communities and priority segments as they relate to youth.

- Ensure Ottawa is a Youth Friendly City, measured against the above actions.

- Develop the supportive resources to provide for the service delivery needs.

- Develop program service guidelines on providing services to youth to ensure safe and friendly opportunities are the norm regardless of the service delivery partner.

Relationship to Other Parks and Recreation Master Plan Reports

This report will be supported by a neighbourhood mapping service, where youth services will be identified and used to determine gaps and opportunities across the City. It will be guided and supported by most of the other Master Plan reports in particular the ‘Social Recreation Strategy’, ‘Community Support and Partnership Report’, the ‘Volunteer Strategy’, the Community Infrastructure Strategy’ and most service delivery strategies.

Report Sequence

This report is scheduled to be presented to the appropriate Committee of Council in 2013.

Tennis Strategy Report – Sequence #15 (2012)

The Parks, Recreation and Cultural Services ‘Recreation Tennis Strategy Report’ will provide Council with the policy tools to ensure residents of Ottawa have reasonable access to parks and recreation tennis facilities that are reflective of neighbourhood, community and citywide needs.

Public Input

Ottawa’s public has strongly indicated the importance of parks and neighbourhood ‘hubs’ in contributing to the development and maintenance of a healthy and active lifestyle (Parks and Recreation Master Plan Report, December 9, 2009). Furthermore, the public has strongly indicated that the program services provided by the City be agreed upon and delivered through public consultation and in partnership with the community. Residents of Ottawa do not expect all services to be available in their neighbourhood and they accept using public transit or a vehicle to access some activities. It is also understood that tennis courts are not a standard feature in all parks.

The City invests in 104 tennis facilities or 288 courts in the City. Of the 104 sites, 29 sites are operated through agreements with non-profit community tennis clubs or community associations. Public tennis courts are in most cases a free and accessible facility across the City. But, approximately 25 percent of the City’s tennis courts are community operated. These courts have a fee for use or membership requirement to participate in tennis programs.

The City’s tennis courts are well used by the public but the increased movement toward organized recreational activities throughout North America has impacted tennis. There are challenges with variations in access, maintenance and development to the public tennis facilities versus community-based tennis operations. It is important that these items are balanced in order to provide a service that meets the needs of the neighbourhood and the community at large.

Principles and Recommendations

The Tennis Strategy will directly address some of the principles and recommendations adopted by Council on December 9, 2009 including:

- It is recognized that the residents of Ottawa highly value neighbourhood-based recreation facilities. The City shall balance existing and new facility demands through community and multi-government partnerships.

- The City shall facilitate recreation service delivery based on community needs and capacity.

Report Content

To assist staff and Council on decisions governing the use and access to tennis facilities requires an examination and recommendations to balance the different uses, maintenance and replacement costs of City courts.

The Tennis Strategy will include:

- Defining the City’s mandate with respect to tennis instruction

- Strategies to provide public access to tennis courts appropriately across the City (free access to courts, permitted use, community agreements).

- Establishment of minimum operating standards for public tennis courts and community programmed operations.

- Permitting process for use of public tennis courts (balanced permitted versus drop-in, versus community program use)

- Proposed permit rates for tennis courts.

- Proposed maintenance standards

- Roles and responsibilities relating to maintenance and development of tennis courts (community partnerships, permit use requirements and city or community maintenance services).

- Use of tennis courts for none tennis activities and conversions for other uses.

- Promotion and communication approaches for the tennis courts (signage, hours of operation, permit hours etc.)

Relationship to Other Parks and Recreation Master Plan Reports

The principles of city support to community-based tennis operations will be presented in Q1 2011 as part of the ‘Community Support and Partners Framework’.

The ‘infrastructure standards’ for tennis courts will be proposed to CPSC in the ‘Infrastructure Standards Report’ in the first quarter of 2011. Further to this and as part of the Neighbourhood Service Assessment Study to be presented to CPSC in 3^rd quarter of 2011, facilities such as tennis courts will be examined and assist in determining new location considerations for future development. The Neighbourhood Service Assessment Study will in then guide the recommendations in the ‘Community Infrastructure Strategy’ scheduled to be available the first quarter of 2012.

With respect to Major and minor capital infrastructure development and redevelopment the financial implications will be presented as part of the Department’s ‘Long Range Financial Plan’ and approved through its annual budget process.

Report Sequence

The Tennis Report is scheduled to be presented to the appropriate Committee of Council in the fourth quarter of 2012.

Outdoor Rink Report – Sequence #16 (2012)

The Parks, Recreation and Cultural Services ‘Outdoor Rink Report’ will provide Council with the policy tools to ensure residents of Ottawa have reasonable access to outdoor rinks in community based parks.

Public Input

Ottawa’s public has strongly indicated the importance parkland in contributing to the development and maintenance of a healthy and active lifestyle (Parks and Recreation Master Plan Report, December 9, 2009). Presently the City provides 234 outdoor rink sites of which many are operated under grants to different community groups. The outdoor rinks are highly used and valued by residents. Similar to tennis courts, outdoor rinks are considered a ‘core service’ for those communities that have historically had an outdoor rink in their community. The program offers a drop-in recreation service for residents with no associated user fee, and some exclusive or permitted use for different community groups. This program is one of the largest community programs operated by the City, heavily partnership based, and inclusive and accessible to everyone.

There are a number of issues facing the outdoor rink program particularly with respect to the demand for new rinks to accommodate growth of new communities, funding and partnership agreements to support the operation of the outdoor rinks. It is important that there is a consistency in the approach for the development or relocation of outdoor rinks considering factors such as climate changes; and if and when an outdoor rink is no longer a priority for an area. Standards need to be developed to ensure outdoor rinks are appropriate for an area and are financially feasible.

Principles and Recommendations

The Outdoor Rink Strategy Report will directly address the following principles and recommendations adopted by Council on December 9, 2009:

- Enhancements of service delivery based on partnerships.

- The City’s partnerships will be reflective of the City’s policies and priorities.

- The City shall facilitate recreation service delivery based on community needs and capacity.

Report Content

The Outdoor Rink Report will further examine, discuss and provide recommendations in the following areas:

- Partnership agreement terms and financial support related specifically to standard operating hours, and service requirements.

- Roles and services provided by the City to community partners.

- Confirming ‘core’ outdoor rink infrastructure standards (related to Infrastructure Standards Report Q2-2011 but inclusive of lighting standards, board standards, shelter etc.)

- Defining and maintaining the existing service (maintenance of boards, storage of boards, storage of snow equipment etc. and who it serves).

- A financial model to accommodate growth areas of the City.

- Permit and exclusive use approaches for outdoor rinks

Relationship to Other Parks and Recreation Master Plan Reports

Some of the answers to the challenges of the outdoor rink program will be responded to in the recommendations presented in the Infrastructure Standards Report (Q2-2011), and the Community Infrastructure Strategy (2013). It will align with the Community Support and Partners Framework (2012) where different types of partnership agreements are standardized to form a baseline for working with communities.

Report Sequence

The Outdoor Rink Report will be presented to the appropriate Committee of Council in the fourth quarter of 2012.

A Healthy Lifestyles and Physical Activity Strategy Report – Sequence #17 (2013)

The Parks, Recreation and Cultural Services ‘A Healthy Lifestyles and Physical Activity Strategy Report’ will provide Council and staff with guidelines to support the delivery of the City’s fitness services. The intention of the report is to ensure appropriate access for ‘core’ fitness services and contribute to providing a safe, active and healthy community.

Public Input

Fitness programs are in high demand within the City. Parks, Recreation and Cultural Services employ over 400 part-time fitness instructors to meet these demands. Generally, every community center, pool and multi-use facility in the City offers some type of land and aquatic fitness programs for residents inclusive of all age groups, gender and abilities. Fitness programs are high revenue generating but are also high liability or risk programs. The public strongly indicated the importance of providing safe, accessible and quality programming. Most adult respondents who indicated they participated in City programs, participated in some type of fitness program. Therefore to ensure that as a municipality, we are offering programs that present a ‘Best Practice Model’, the Department is undertaking to standardize fitness programs and the qualification of the City’s instructors.

Parks, Recreation and Cultural Services is establishing ‘basic standard requirements’ under one certifying body for fitness instructors. The details of this process will be presented in the Fitness Certification Information Report. The Fitness Strategy will incorporate the Fitness Certification and further define the different services the City will undertake, methods of providing those services to priority segments and guidelines on how the City will provide fitness services.

Principles and Recommendations

A Healthy Lifestyles and Physical Activity Strategy will directly address some of the principles and recommendations adopted by Council on December 9, 2009 including:

- It is recognized that the resident of Ottawa highly value neighbourhood-based recreation facilities. The City shall balance existing and new facility demands through community and multi-government partnerships.

- The City shall facilitate recreation service delivery based on community needs and capacity.

- Enhancement of service delivery based on partnerships.

- The City’s parks and recreation services shall give priority to those serviced provided for priority segment groups.

- The City in partnership with the community, other levels of governments and the private sector shall work towards eliminating barriers to participation including but not limited to safety, physical, economic, cultural, language and transportation factors.

Report Content

A Healthy Lifestyles and Physical Activity Strategy Report will:

Provide an overview of the Fitness Certification Model and how it relates to the overall Fitness Strategy.
Define the role of the City in providing fitness services.
Position the City’s services in the market place.
Define the type of fitness services offered directly by the City and or in partnership.
Define the relations and criteria for partnership in providing fitness services.
Provide guidelines for funding fitness services i.e. membership, fee structures to develop a balanced system across the City.

Relationship to Other Parks and Recreation Master Plan Reports

A Healthy Lifestyles and Physical Activity Strategy will incorporate the directions of a number of reports such as the the Social Recreation Strategy, the Youth Strategy and 50+ Strategy, the Children’s Strategy and the Special Needs Strategy. It will provide guidance for the Community Infrastructure Strategy and the Parks and Pathways Standards and Management Strategy (2013)

Report Schedule

The development of ‘A Healthy Lifestyles and Physical Activity Strategy’ will consider all aspects related to fitness services across the City, such as types of services provided by the City, facility infrastructure, partnerships, marketing, target populations and will be finalized and presented to the appropriate Committee of Council in the first quarter of 2013.

Aquatic Strategy Report - Sequence #18 (2013)

The Parks, Recreation and Cultural Services ‘Aquatic Strategy Report’ will provide Council and staff with guidelines to support the delivery of the City’s aquatic based parks and recreation services and facilities. The intention of the report is to ensure appropriate access to ‘core’ aquatic services and contribute to providing a safe, active and healthy community.

Public Input

The public identified parks and outdoor spaces as one of the key ‘core’ and accessible services provided by the City. Safety in these spaces was an expectation and in some cases safety concerns were presented as a major barrier limiting use of public spaces. Aquatic activities were strongly recognized as important to the community and supported as a ‘core’ recreation service.

Based on the input from general users, aquatic clubs, aquatic associations and agencies, and experts in the aquatic field, Parks, Recreation and Cultural Services will identify ‘core’ aquatic services and outline how they will be supported.

Principles and Recommendations

The Aquatics Strategy will directly address the following principles and recommendations adopted by Council on December 9, 2009:

That parks and recreation services are based on a financial model that clearly demonstrates the relationship of services supported by the tax based and other revenue sources, including: that recreation fees are based on a cost recovery continuum with revenues and tax support based on ability to pay and recognizing fully tax supported services (some programs for priority segments, outdoor rinks, wading pools, parks and beaches).

- That parks and recreation services shall give priority to those services provided for priority segment groups.

- The city shall facilitate recreation service delivery based on community needs and capacity.

- The City shall facilitate and recognize the leadership capacity of communities to contribute to providing safe recreation services.

Report Content

The Aquatic Strategy Report will be impacted by the Infrastructure Standards Report (2011) and provide guidance to the Community Infrastructure Strategy Reports (2012). It will examine and recommend operating guidelines for ensuring beaches and both indoor and outdoor aquatic infrastructure and program services are appropriately accessible and financially sustainable.

The Aquatic Strategy will:

- Develop the standards that balance neighbourhood and citywide outdoor and indoor aquatic infrastructure needs specific to priority community segments needs (type, when and where aquatic infrastructure will be developed/redeveloped).

- Refine a governance model for overseeing the delivery of all aquatic services.

- Define the role of the City in providing aquatic services which will serve the overall mandate of the reducing drowning and water based accidents and promote physical activity.

- Define the City’s role in drowning prevention particularly with respect to the department’s priority segments.

- Define the criteria for determining what services will be operated by the City, the City’s partners and or key stakeholder groups.

- Develop options and guidelines for providing financial support to the different aquatic program services, beaches and wading pools.

- Develop options and guidelines for providing financial support to existing and future aquatic venues (indoor and outdoor) as designated in the Community Infrastructure Strategy.

- Develop operational and safety standards for supervision, maintenance, hours of operation, and use of outdoor and indoor aquatic venues.

- Provide guidelines for partnerships with different qualified groups to implement and manage designated services on the City’s behalf

- Provide criteria and operating procedures for program service delivery to ensure quality and safety of staff and participants.

- Will outline the requirement for Parks, Recreation and Culture to play a role in the broader aquatic community, whether provincially or nationally based.

- Provide continuing opportunities for leadership development and employment for youth within the community.

- Develop standard client satisfaction assessment tools to be used in establishing aquatic best practices and measuring success.

Relationship to Other Parks and Recreation Master Plan Reports

The Aquatic Strategy Report is guided and supported by most of the individual Parks and Recreation Master Plan reports including such as, the Community Support and Partnership Framework, Community Service Standards, Sports Strategy, Pre-School, Children and Youth Strategies, and the 50+ Strategy. It will resolve some of the gaps identified in the Community Development Framework, Poverty Reduction Strategy, and Sustainability Strategy. Overall it will contribute to ensuring Ottawa is a safe and active community.

Report Sequence

The Aquatic Strategy Report is scheduled to be presented to the appropriate Committee of Council in 2013.

Sports Strategy Report – Sequence #19 (2013)

The Parks, Recreation and Cultural Services, ‘Sport Strategy Report’ will provide Council and staff with guidelines and approaches related to a ‘sports for all’ service delivery system. This will include defining the City’s role in sport m the types of programs, relationship to partners, development and use of infrastructure and relationship of sports as an economic generator particularly regarding large sports events. It will direct the development of a balanced service delivery model with recommended approaches toward appropriate funding and support systems from different levels of government, the private and NGO sectors and the City.

Public Input

The public feedback from the Parks and Recreation Master Plan engagement process strongly indicated that the role of the City is to provide the infrastructure for the activities and facilitate a balanced use of those facilities. For some sports, there is an understanding that the City provide a basic level of service such as sport skill development (learn to swim, learn to skate, tennis, etc.) and for others it would be to provide the appropriate space. Most respondents recognized that it is in the City’s interests to provide appropriate facilities for the high level amateur athletes and competition, but were not in favor of this as a priority emphasis. It was strongly put forth that support for high level competition was to be from sources other than tax dollars and in partnership with other levels of government and the private sector.

The respondents strongly indicated that any facilities developed for specific uses should not be for exclusive use, but must be available to the community at large. For example ‘athlete sports center’ that meets high level competition standards, should be available to the general public particularly school based activities.

The respondents identified that it is important that services are not prohibitive to residents due to ability to pay, which can be a challenge since the City does not directly operate most sport leagues. In response to this the public strongly supported that the City facilitate a subsidized program service specifically for priority segments such as persons of low income, persons with disabilities and activities for youth and children. There was a motion put forward by Community and Protective Services Committee to consider Ottawa as a True Sport Community as part of the Sports Strategy.

Principles and Recommendations

The Sports Strategy will directly address the following principles and recommendations adopted by Council on December 9, 2009:

- Enhancements of service delivery based on partnerships.

- The City’s partnerships will be reflective of the City’s policies and priorities.

- The City shall facilitate recreation service delivery based on community needs and capacity.

- The City will provide recreation facilities and program opportunities that reflect local community interests and capacity to delivery within a broader citywide framework including using partnerships with all levels of government and the private sector to support advanced or elite activities.

Report Content

The ‘Sports Strategy’ will examine and recommend options that reflect the vision of the City to be active and healthy and recognize the value of sports as a vehicle for social interaction, development, health and economic diversity. The report will:

- Define the City’s vision specific to the role of sport within the city which is consistent and aligned with True Sport values.

- Define the City’s service level and support for sport for direct and indirect delivery of programs, for example, define both the City’s and the community’s role in building capacity through volunteerism to continue to operate sports services,

- Define the relationship between the different levels of government, educational institutions, community partners and the City in providing sports services.

- Review and define the Parks, Recreation and Cultural Services role with a service delivery model that is accessible and inclusive to priority segments and identify the different levels of needs within those segments (i.e. appropriate policy options related to community sports groups following the principles of the City, in the way they manage their activities).

- Define the economic links and funding opportunities related to sport tourism, event management and present commitment options for services such as infrastructure development based on provincial and federal support – these may require specific strategies involving a number of different stakeholders.

- Link program service implementation requirements to meet the needs of neighbourhoods.

Relationship to Other Parks and Recreation Master Plan Reports

This report will be complemented by the Community Infrastructure Report (2012). It will gain content from the neighbourhood recreation service mapping process and adhere to the principles of the Community Support and Partners Framework (Q1-2012). It will impact the key service delivery related strategies and policies such as the Aquatics Strategy (2013), Outdoor Rink and Tennis Strategies (2012), 50+ Strategy (Q2-2012), Children and Youth Strategies (2012) and the Allocations and Facility Use Strategy (Q1-2013).

It is linked closely to the Community Development Framework, the City’s Sustainability Plan, Poverty Reduction Strategy, Service Excellence Strategy and Economic Development Strategy.

Report Sequence

The Sport Strategy is scheduled to be presented to the appropriate Committee of Council early year of 2013.

Allocations and Facility Use Strategy Report – Sequence #20 (2013)

The Parks, Recreation and Cultural Services, ‘Allocations and Facility Use Strategy Report’ will provide guiding policies for Council and staff to assist in the on-going management and long range planning for services relating to the use of all facilities for community activities or exclusive use including halls, meeting rooms, gyms, park facilities and to enhance. It will provide a balanced use of facilities specific to sports fields, pools, and arenas for all areas of the City. Overall, the Allocations and Facility Use Strategy will be a renewing of the existing allocations and facility use policies to incorporate the parks and recreation master plan principles and recommendations approved by Council December 9, 2009.

Public Input

The Parks and Recreation Master Plan public engagement process received strong positions on the use of facilities and the role of the City relating to service delivery. It was strongly identified that the City should be providing facilities as one of its main functions. Developing a system that is balanced between the different stakeholders or users of the facilities is a recognized challenge. The public provided a number of different recommendations to accommodate some of the issues, recognizing the expectations and needs of the users particularly with respect to the limitations of availability of facilities during prime time hours. Overall, the public identified the need to balance the usage and ensure opportunities are available to meet the needs of new activities, the growing demands of some sports and consideration of those organizations and groups that are and have been ‘historical’ users of the facilities over the years.

Principles and Recommendations

The Allocations and Facility Use Strategy Report will reflect some of the following principles and recommendations as adopted by Council on December 9, 2009:

- Parks and recreation services will be provided based on a sustainable and fiscally responsible approach.

- A fee policy that recognizes priority segments.

- The City shall give priority to those services provided for priority segment groups.

- A service delivery role that provides safe recreation infrastructure and opportunities for residents to be healthy and active.

- Provision of quality services based on interests and needs of the community.

Report Content

The Allocations and Facility Use Strategy will provide recommendations for allocations and facility use. It will include:

- Defining the role of the City and the ‘user organizations’ in the allocations of facilities.

- Criteria to balance ‘previous use’ relating to facilities, with a cyclical review process (5 year review). The review will be sensitive to the needs of the different planning needs of the user organizations i.e. growth expectations, introduction of new activities.

- Mechanisms to maximize facility usage.

- Partnership opportunities to accommodate facility needs.

- Criteria for priority time usage.

- Defining the role of the City regarding tournaments and special events and the criteria for implementing such activities.

- Mechanisms for allocating unused already allocated time.

- Communication requirements related to facility closures and or maintenance programs.

- Providing an accessible service for priority segments.

Relationship to Other Parks and Recreation Master Plan Reports

This report will support the Principles of Facilities Use (2011) and provide guidance to the Community Infrastructure Strategy (2013) to plan and advice Council on the needs and challenges of different communities related to facility uses and usage. It will provide a link to and Sports Strategy (2013) and the Community Support and Partnership Framework (2012) in developing the roles of ‘user’ groups in working together to balance their needs. It will provide guidance to some of the key service delivery strategies such as Social Recreation Strategy (Q4-2011), 50+ Strategy (2012), Children and Youth Strategies (2012).

Report Sequence

The Facilities Allocations Review Report is scheduled to be presented to the appropriate Committee of Council within 2013.

SUBJECT:	parks and recreation master plan – Road Map and TimeLines

OBJET :	Plan directeur des parcs et des loisirs – FEUILLE DE ROUTE ET ÉCHÉANCIERS

Report to/Rapport au:

Parks, Recreation and Cultural Services / Services des parcs, des loisirs et de la culture 613-580-2424 ext./poste 24295, Dan.Chenier@ottawa.ca

SUBJECT:

OBJET :

REPORT RECOMMENDATION

RECOMMANDATIONS DU REPORT

EXECUTIVE SUMMARY

RÉSUMÉ

Parks and Recreation Services –

A Core Service of the City of Ottawa

Service Delivery

Document 2

Tax Support and Revenue Generation – Report Abstracts

The Financial Framework Report - Sequence #6 (2011)