#	Recommendation	Management Response	Est Comp Date	Status Updates (In Progress; Pending; Complete; Requires Resolution)
1 1	That Branch management use the $65,000 approved by Council to clearly define a vision for the Parks and Recreation Branch, and further develop and implement a Recreation Master Plan in a cost effective and efficient manner.	Management agrees with this recommendation. Management recognizes the value of a Parks and Recreation Master Plan and has been engaged in ongoing dialogue about such an initiative. A draft framework for the plan has been developed, following the guidance received from the Council Priority Setting exercise completed in August 2007. This framework will be presented to Committee, Council and Advisory Committees in Q1 2008. It will provide a starting point to begin identifying the key deliverables, critical dates and project management structure that will be utilized to develop the master planning process. This framework will be informed by such key drivers as community and client needs, Council direction, and geography. It will also provide a structure to the development of service delivery principles and outcomes including: an Accessibility Strategy, a Service Delivery Strategy, a Revenue Strategy, and a Funding/Subsidization Strategy. Key issues including our relationship to the private sector, who receives what level of service, and the City’s rate of subsidization will also be explored. Following is the schedule of a series of reports that will be tabled for Council’s consideration and approval. 2008 will be a key year refining major policy directions that will be tabled and approved by Council through the following two reports: Q1 – 2008 Master Plan Framework; and, Q4 – 2008 Confirmation of Business Directions and Values. As a result of the above noted strategic policy directions the following strategies will then be reviewed, revised and presented to Committee and Council for approval and implementation through a series of reports: Q1 – 2009 Revenue Strategy; Q2 – 2009 Funding and Subsidization Strategy; Q3 – 2009 Accessibility and Inclusion Strategy; Q4 – 2009 Service Delivery Strategy; and, Q4 – 2009 Final Plan Approval. Through the approval of this framework City Council will determine the scope of consultation and review. This scope will determine the timelines for completion of this process. Through comparisons with other municipalities this process has taken anywhere from 18-36 months. Work has already started on this initiative including: • Consultation with members of the Parks and Recreation Advisory Committee to better define the wide range of expectations regarding the content and purpose of a Master Plan. This exercise revealed that members each had very different ideas about the scope, content and purpose of a Master Plan that generally reflected their experience and exposure to such documents in former municipalities. • Research into the documents produced by other municipal recreation departments across the country and their experiences and recommendations as to content and process. • Assembly of the many key strategies and plans that would support the development of a Master Plan that have been undertaken by the branch over the last four years, including the Community Infrastructure Strategy, the Greenspace Master Plan, the Sportfield Strategy, the Parks and Recreation Pricing and Allocation Policies, etc. • Internal management discussions on the broad range of policy and accessibility issues that will need to be addressed as part of the development of vision and mission statements and supporting policies. • Strategic planning sessions with the branch management team regarding recreation master planning. The branch used internal resources to accomplish the planning work. The branch brought together internal expertise and utilized existing resources to develop and gather the basic elements of the project without expending funds for external consultants. This approach should result in a more focused application of the $65,000 funding in 2008 as the branch works towards developing a detailed white paper. Council will determine the number, sequencing, and timelines of any white papers following the presentation of the master plan framework, discussed above, to Council in Q1 2008.	Q4 2009	December 2009: In Progress. From May - September 2009 public feedback was received in response to Master Plan White Papers. In December 2009 the Master Plan Report on Key Principles and Recommendations was discussed at CPS Committee and was later approved by Council. A “Master Plan Roadmap Report” will be brought forward to CPS Committee during the first half of 2010. June 2009: No change in status. December 2008: Several Committee consultations took place in the fall of 2008 and work has begun on four white papers, which will be available for public comment by May 2009. The topics for the four white papers are: Tax and Subsidization, Revenue Generation, Accessibility and Inclusion and Service Delivery. The Confirmation of Business Directions and Values report which was to be tabled at Council in Q4 2008, was deemed redundant as it was determined that the report would be duplicating much of the information that will be presented in the abovementioned white papers. A report outlining key directions will be provided to Council in Q4 2009. Master Plan Framework was completed and approved by Council on April 23, 2008. A Steering Committee was established and held their first meeting on June 18, 2008. Steering Committee Working Group established and is holding meetings biweekly.
2 2	That Branch management develop Branch-wide strategies to address needs of target populations that are consistent with the principles of other City plans and policies (i.e., 20/20 Plan, Human Services Plan, Accessibility Plan, etc.).	Management agrees with this recommendation. The Parks and Recreation branch continues to be an active participant in a number of departmental and corporate initiatives that focus on the needs of target populations including francophones, seniors, persons on low-income, and persons with disabilities. Some of these initiatives include: • Establishing a Francophone Community Recreation Liaison Officer position to support the development of successful francophone programming and the introduction of a francophone program guide in spring 2007. Key performance indicators demonstrate a 37% increase in registrants and associated program revenue increases of $114,857 between 2006-2007. In June 2006, the branch worked with its community partners to finalize a plan that was presented to the French Language Services Advisory Committee in response to the review of the delivery of French recreational and leisure services. Significant progress has been made to implement this plan to date. • The short-term recommendations of forming a coalition of community partners, creating a dedicated francophone services position within the branch, securing production support for a French Recreation Guide within Client Services and Public Information (CSPI) branch, creating partnerships with the French school boards and publishing a separate Recreation Guide for French programs have been fully implemented. The branch is now working on maintaining these early initiatives, expanding the number and variety of programs, and forming new community partnerships for service delivery. • Initiating a branch Seniors Centre Review Project in spring 2005. The scope included a service delivery review of recreation for seniors, and the standardization of the pricing of basic adult and senior programs. In addition the branch participated in the development of a “Services for Seniors” Resource Guide and participated in the Seniors’ Day Event at City Hall. • Leveraging over $340,000 in external funding and/or in kind partner support, between 2004-2007 to increase program opportunities for children, youth and women in low-income communities. • Establishing a project to develop a service delivery model for special needs programming. • Co-Chairing the Corporate Accessibility Steering Committee since 2006 while working in conjunction with the Accessibility Advisory Committee. In addition, to making significant progress in supporting the Community and Protective Services departmental 3 year strategic plan, the Recreation Master Plan will build on the work completed to date in supporting target populations and explore questions of accessibility, allocation, and subsidization in an effort to break down barriers to participation. Specifically the Accessibility Strategy will explore such issues as; who gets access to what level of service, and the barriers to participation. The Recreation Master Plan framework will be presented to Committee, Council and Advisory Committees in Q1 2008, with the Accessibility and Inclusion Strategy targeted for Council review and approval in Q3 of 2009.		December 2009: In Progress. From May - September 2009 public feedback was received in response to Master Plan White Papers. In December 2009 the Master Plan Report on Key Principles and Recommendations was discussed at CPS Committee and was later approved by Council. A “Master Plan Roadmap Report” will be brought forward to CPS Committee during the first half of 2010. June 2009: No change in status. December 2008: Several Committee consultations took place in the fall of 2008 and work has begun on four white papers, which will be available for public comment by May 2009. The topics for the four white papers are: Tax and Subsidization, Revenue Generation, Accessibility and Inclusion and Service Delivery. A report outlining key directions will be provided to Council in Q4 2009. Master Plan Framework was completed and approved by Council on April 23, 2008. A Steering Committee was established and held their first meeting on June 18, 2008. Steering Committee Working Group established and is holding meetings biweekly.
4 4	That the current organization be reviewed to ensure the appropriate skill sets are in place and that the structure allows for effective communication between functional areas.	Management agrees with this recommendation. The branch’s current geographic organizational structure was approved by the Transition Board as a means of integrating recreation, childcare and family health into community service hubs. At amalgamation, much was written in support of providing residents with a seamless range of services that worked together to meet community needs under a common management structure. Although, family health is now a component of the Ottawa Public Health branch, the geographic organizational structure still exists for recreation and childcare. Management recognized the requirement for functional reporting and developed a functional based committee structure, including committees for aquatics, fitness, childcare and community programming. Management anticipates that the corporately driven Strategic Branch Review process and the branch-driven master planning process will impact the current organizational structure with possible realignment opportunities to better meet branch functional needs. In addition to the presentation of the Master Plan Framework in Q1 2008, management will provide Council with an interim business plan to ensure the efficiency and effectiveness of on-going operations until such time as the Master Plan is completed. This interim business plan will address any shorter-term organizational changes that are required immediately. The most efficient organizational structure will be implemented for optimum service delivery and customer satisfaction. In addition, management is committed to periodic reviews to further refine the responsibility matrix and to ensure continuous alignment between our service delivery principles and staff skills and expertise.		December 2009: In Progress. From May - September 2009 public feedback was received in response to Master Plan White Papers. In December 2009 the Master Plan Report on Key Principles and Recommendations was discussed at CPS Committee and was later approved by Council. A “Master Plan Roadmap Report” will be brought forward to CPS Committee during the first half of 2010. June 2009: No Change. December 2008: The Master Plan Framework was completed and approved by Council on April 23, 2008. A Master Plan Steering Committee (made up of 2 Councillors, 2 Advisory Committee members and members of general sports/recreation organizations) was established and held their first meeting on June 18, 2008. An internal Steering Committee Working Group was also established and is holding meetings biweekly. Work has begun on four white papers, which will be available for public comment by May 2009. Some changes may also be realized through the corporate realignment, which will be completed in Q2 2009, prior to the Master Plan completion.
6 6	That the Branch develop a consistent approach to determining recreation programming fees, and management should review on a regular basis the justification for the fees established.	Management disagrees with this recommendation. In 2002, City Council approved a pricing policy, which includes pricing principles, values and a process that mirrors the policies of Windsor and Thunder Bay. In addition, the branch Pricing and Costing Tool was developed in 2005 and made available to all branch staff. The tool provides a consistent approach to determining programming fees. The branch has also standardized the majority of its program fees, all aquatic lessons, admissions and fitness memberships. All other fees are reviewed and discussed by branch committees (Aquatic Branch Committee, Fitness /Physical Activity Committee, and the Community Centre Programming Committee) as required. Although these standards are in place, management recognizes the requirement to be flexible as “one size does not fit all”, and exceptions are made to meet programming needs of unique or specific communities, such as low-income areas. Management will work with all facilities, in Q3 2008, to ensure that staff is aware of when and how the tool should be utilized to ensure a consistent approach across the branch. City Council approves rates for programs such as rental rates, ice rates, memberships, etc., and then approves annual increases through the budget process for these items.		December 2009: In Progress. From May - September 2009 public feedback was received in response to Master Plan White Papers. In December 2009 the Master Plan Report on Key Principles and Recommendations was discussed at CPS Committee and was later approved by Council. A “Master Plan Roadmap Report” will be brought forward to CPS Committee during the first half of 2010. June 2009: No Change. Resolution: This item was discussed at CAWG on February 19, 2009 and is considered ongoing. In October 2008, correspondence related to the branch Costing and Pricing Tool was sent to staff to provide direction on the scope of implementation at the program level. This is being used as an interim measure, until further direction is provided from the Recreation Master Plan White Paper with respect to fee setting. Management agreed that while a tool has been developed, the intent of the audit recommendation is to ensure that: · the tool has been implemented within the branch, · mechanisms are in place to review fees for programs, and · the rationale for deviations from the results of the tool are documented and reviewed by the appropriate committees and management respectively. December 2008: An email was sent to all branch staff in October 2008 reminding them when and how the pricing tool should be utilized to ensure a consistent approach across the branch. Branch committees are undertaking a review of programs, including fees, to be used to consolidate fee differences/justification. For further discussion at the February 19, 2009 meeting of CAWG.
7 7	That the Branch review its approach to setting cost recovery targets and develop specific criteria for programs, services, and facilities.	Management agrees with this recommendation. On September 26 2007, City Council approved a fiscal framework that identified eight principles that outlined the City's basic philosophy, provided a foundation for the City's approach on financial matters, and established a new revenue policy with regards to user fees and charges. Management acknowledges that branch user fees and charges need to be reviewed in relationship to the policy. The approach to cost recovery on services can have a significant impact on access to services, sustainability of programs, competition with private and not-for-profit providers and placement of programs in a competitive market-place. These issues will all be addressed through the master planning process. The draft framework for the master plan process has been developed and will be presented to Committee, Council and Advisory Committees in Q1 2008. Two critical outcomes of the master planning process that will be brought forward to Council are a revenue strategy, Q1 2009, and a funding/subsidization strategy, Q2 2009, which will clearly address the branch’s approach to user fees and charges in relation to the Council approved fiscal framework.		December 2009: In Progress. From May - September 2009 public feedback was received in response to Master Plan White Papers. In December 2009 the Master Plan Report on Key Principles and Recommendations was discussed at CPS Committee and was later approved by Council. A “Master Plan Roadmap Report” will be brought forward to CPS Committee during the first half of 2010. June 2009: In Progress. December 2008: Council approved the framework and planning process for the Recreation Master Plan on April 23, 2008. White papers to address revenues and funding/subsidization will be available for public comment in May 2009. A report outlining key directions will be provided to Council in Q4 2009.
12 12	That Branch management develop a comprehensive set of performance measures that adequately reflect its strategic and operational objectives, in order to provide adequate performance information to Council on performance against outcomes and community impacts.	Management agrees with this recommendation. The branch currently reports on measures, which help inform the creation of two major reports for Council. The first is the Provincial OMBI Public Report in which Ottawa’s measures are analyzed and compared to other OMBI cities. Three childcare measures, and eight sports and recreation measures are included in this report. The second is The City of Ottawa OMBI Report, in which Ottawa’s measures are analyzed and further compared to other OMBI cities. Three parks measures, four childcare measures and six sports and recreation measures are included in this report. Quarterly financial review meetings are also held to review key reports from CLASS to ensure that the operations and financial indicators are aligned to branch objectives. Management is committed to the continued evolution of branch performance indicators and reporting which reflect our operational and strategic objectives. The master planning process and the corporately driven Strategic Branch Review process will allow the branch to further refine outcomes and performance measures based on changing markets. This will include measures at a facility level, which will allow greater oversight and reporting to area managers. The strategic direction that will be confirmed and approved by Council as part of these two planning activities will ensure strategic alignment and provide an enhanced opportunity for performance reporting both within the branch and to Committee and Council and the community.	Q4 2009	December 2009: In Progress. From May - September 2009 public feedback was received in response to Master Plan White Papers. In December 2009 the Master Plan Report on Key Principles and Recommendations was discussed at CPS Committee and was later approved by Council. A “Master Plan Roadmap Report” will be brought forward to CPS Committee during the first half of 2010. June 2009: No change in status. December 2008: Quarterly financial review meetings continue to occur. The branch will continue to look for ways to refine other performance measures. However, changes to existing, or the development of new performance measures is pending the completion of the Recreation Master Plan. A report outlining key directions will be provided to Council in Q4 2009.
18	That the Branch clearly communicate its position on direct delivery of programs and services versus promoting community development and partnerships.	Management agrees with this recommendation. A clear direction on the model for delivery of community programs will be established. Significant work has already been undertaken in documenting the variety of existing practices and the variations in entitlements that are available related to access to City facilities, financial support, staff resourcing, assistance with operational requirements, etc. The Master Plan process identified throughout management’s responses will provide the direction required to clearly respond to this recommendation. Part of the process involves a dialogue regarding service delivery mechanisms, partnerships, benefits, and community needs. This dialogue will result in the development of service delivery principles for Council’s approval, which will include discussions regarding the mandate of the branch and expectations of partners and the community. Community consultation will raise awareness regarding the City’s position on direct delivery programs and services versus community partnerships. A communications plan will be developed as part of the master planning process.	Q1 2010	December 2009: In Progress. From May - September 2009 public feedback was received in response to Master Plan White Papers. In December 2009 the Master Plan Report on Key Principles and Recommendations was discussed at CPS Committee and was later approved by Council. A “Master Plan Roadmap Report” will be brought forward to CPS Committee during the first half of 2010. June 2009: In Progress. December 2008: This recommendation is tied to the Master Plan process. Four white papers will be available for public input in May 2009 and a report outlining key directions will be provided to Council in Q4 2009.
19 19 19	That the Branch develop a comprehensive programming agreements outlining detailed Terms and Conditions for Community Associations providing a significant amount of programming out of City facilities, similar to what has been done for the City funded Recreation Service Agreements.	Management agrees with this recommendation. It has always been management’s intent to develop, in consultation with stakeholders, a new City of Ottawa service delivery continuum, which speaks to the opportunities/role of partner-supported program/service delivery, and formalize the respective roles/responsibilities of the City versus the partner through the use of a written agreement. To date, priority has been given to developing a framework with Community Funding partners involved in funded recreation service delivery. The branch is in the process of developing a proposed framework to suggest the level of support a funded recreation service delivery partner might expect from the City in exchange for program/services to be provided. A proposed framework for funded recreation service delivery partners and community-based tennis operations is anticipated in Q4 2008. Financial implications related to this proposed framework for funded recreation service delivery partners and community-based tennis operations will be identified as part of the 2009 budget process. It is important to note that with the existing community partnerships there are many positive relationships and corresponding programming agreements that have been established and continue to be enhanced. Significant progress has been made on extending and developing more community partnerships. Most recently, partnerships and programming agreements have been formed in the suburban/urban areas with Dovercourt and Le Patro. In the rural areas nine more agreements have been signed with community associations including, Kars, Corkery, South Keys/Greenboro, Kinburn, Galetta, Fitzroy Harbour, Dunrobin, Burritts Rapids and Carsonby. All outstanding programming agreements will be in place by Q4 2008.	Q4 2008	December 2009: In Progress. Project delayed as a result of staff resource to project being on medical leave (6 weeks June/July) and same staff resource being called upon to support staffing of H1N1 clinics October – December 2009. Group consultation with partners on proposed framework for funded recreation service delivery and principles underlying proposed funding formula took place May 2009. This was followed with 1:1 meetings with partners to review community profiles and specific impacts of proposed funding formula on their operations commencing June 2009. Continued refinement of proposed funding formula in progress. June 2009: A significant amount of work was completed in the summer of 2008 on the proposed framework for funded recreation service delivery. Draft presentation materials were developed by mid-October 2008 and some initial consultations with internal stakeholders were completed in November/early December. The onset of the 2009 budget process, followed by the transit labour disruption until early February, resulted in deferral of the balance of consultations with internal stakeholders to be completed by end of March 2009. Subject to feedback received during internal consultations, group consultations with external partners were completed in April 2009 and individual partner consultations are occurring between May and August 2009. A report to Committee/Council is anticipated in Q4 2009, subject to senior management direction and alignment with recreation master plan. This project is delayed due to a change in project leadership resulting from management changes in September 2008, the need for Project/Policy Officer to support implementation of Branch audit recommendations, and unanticipated direction from Council during 2009 budget process to develop a report in respect of City’s outdoor rink program. Implementation Plan / Steps to Completion: Task Date of Completion for each Step Project scope and plan developed February 2009 Staff consultations being held March 2009 Stakeholder consultations scheduled April/May 2009 Framework adjustments following consultation June 2009 Report to Committee and Council Q4 2009 Final completion date: Q1 2010 Associated Risks: Any delay with the consultation process or a major shift in direction for the framework required as a result of the consultation may delay the September report date. Also the pending re-organization of Recreation and Community Services may affect staffing resources allocated to this project.
20 20	That the Branch maintain adequate oversight and management of all its community partnership agreements on a regular and ongoing basis (including those listed in Appendix A of the full audit report).	Management agrees with this recommendation. As mentioned in recommendation # 19 above, there has been significant improvement on the refinement of the existing community partnerships and progress has been made on extending and developing more community partnerships. Management recognizes that more work is required to ensure that adequate oversight and controls are in place. In the short-term, the branch will work with City stakeholders and experts (i.e., Legal Services) and partner agencies to reach a shared agreement on the definition of standard adequate oversight and controls, by Q4 2008. It will be important that the City balance the need for adequate oversight and controls with ease of administration for our partners. Over the long-term management anticipates that the corporately directed Strategic Branch Reviews and the Parks and Recreation master planning process may impact the nature of the branch’s partnerships, but reaffirms its commitment to ensuring any partnership that is entered into includes mechanisms for adequate oversight and management.	Q4 2008	December 2009: In Progress. Project delayed as a result of staff resource to project being on medical leave (6 weeks June/July) and same staff resource being called upon to support staffing of H1N1 clinics October – December 2009. Group consultation with partners on proposed framework for funded recreation service delivery and principles underlying proposed funding formula took place May 2009. This was followed with 1:1 meetings with partners to review community profiles and specific impacts of proposed funding formula on their operations commencing June 2009. Continued refinement of proposed funding formula in progress. June 2009: The development of the draft framework was completed last summer. The onset of the 2009 budget process, followed by the transit labour disruption until early February, resulted in deferral of the balance of consultations with internal stakeholders to be completed by end of March 2009. In addition, part of this recommendation is tied to the Master Plan Process, which is 50% complete. Implementation Plan / Steps to Completion: Task Date of Completion for each Step: Project scope and plan developed February 2009 Staff consultations being held March 2009 Stakeholder consultations scheduled April/May 2009 Framework adjustments following consultation June 2009 Report to Committee and Council Q4 2009 Final completion date: Q1 2010 Associated Risks: Any delay with the consultation process or a major shift in direction for the framework required as a result of the consultation may delay the September report date. Also the pending re-organization of Recreation and Community Services may affect staffing resources allocated to this project.