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Anna Basile, Division Manager,
Corporate Services presented the Board with a high level summary of the draft
budget including information regarding operating pressures, the recommended
2020 capital program, and composition of budget and revenue sources. Ms.
Basile said two comments were received from members of the public following
tabling in November. (Held on file with the Chief Executive Officer). Matthew
Pritz, Program Manager, Finance and Business
Services and Brenda Gorton, Account Manager, Financial Services Unit (City)
were in attendance to respond to questions.
The
Board heard from the following delegations:
John D. Reid*, said he addressed the
Board in March, on the Ottawa Public Library (OPL) 2019 Draft Budget,
identifying deficiencies in funding for OPL compared to other Ontario municipalities.
He indicated that chronic municipal library underfunding results in gaps and
impacts to local service. Based on 2018 numbers from the Ontario Public
Library Statistics program, Mr. Reid said OPL, serving Ontario’s
second-largest community, had a municipal allocation to the public library of
$107 per household, whereas Toronto was $157, and Hamilton was $133. Averaging
out these two other cities, he noted that OPL receives 26% less support from
the municipality. He mentioned that OPL’s 2020 Draft Budget does not address
risk management implications of initiatives not undertaken, referring to
risks to children, vulnerable teens and seniors in areas currently
disadvantaged by substandard library services. He questioned the inclusion of
the adverse impact of budget-related requests in the report rather than also
highlighting the risk associated with not using funding to address
substandard service areas. Mr. Reid referenced OPL’s strategic plan,
specifically that OPL states it is “an active part of our community, reaching
beyond our spaces to build relationships that enrich Ottawa.” He thanked
staff for offering monthly presentations at the Hunt Club Riverside Park
Community Centre (HCRPCC), however, was disappointed with staff’s reluctance
to publicize events in the same way as those at branches. He understood a
report on all underserved areas is being drafted by staff, and he encouraged
the Board to include consultation with community organizations and to
instruct staff to reduce deficiencies now.
Christine
Johnson, Chair, Library Services Matter Committee, Hunt Club-Riverside Park
Community Association (HCRPCA)*, said since last
presenting to the Board in March on the 2019 Draft Budget, the Library
Services Matter Committee of the HCRPCA has been advocating for improved library
services in the community, while working alongside OPL staff. She thanked
staff for: offering monthly programs at the community centre since October;
for the signage on the community centre advertising the library services
available; advertising the library materials dispensing kiosk on OPL’s
website; and, meeting with the committee after tabling of the budget. To
continue the work undertaken with OPL, Ms. Johnson requested staff to
consider the following:
1)
Change the word ‘Kiosk’ on OPL’s website to
‘Hunt Club-Riverside Park Community Centre’;
2)
Advertise monthly OPL programs offered at
the community centre on OPL’s website;
3)
Provide signage on
McCarthy Road and/or on Paul Anka Drive, with the international library
symbol (green icon) indicating that there are library services offered at the
HCRPCA; and,
4)
Provide usage data
for the library materials dispensing kiosk and hold locker system at the
community centre (specifically she inquired whether there been any increase in
use since February 2019, given increased promotion efforts).
She
said the Library Services Matter Committee is in support of an OPL Facilities
Master Plan and urged staff to emphasize an evidence-based approach to the
gap analysis, which considers historical issues that leave some areas
unserved. Ms. Johnson asked staff to add the sentence: “including oversights
from earlier community developments, such as Hunt Club, between Riverside
Drive and the South Keys Shopping Centre on Bank Street – using funding
available through the Development Charges monies previously collected through
City-Wide services” on page 11 under “Facilities Master Plan – DC: $100K, ($14K)”,
Line 3 after ‘…address both public and staff facility needs’. She urged the
Board to continue to ensure adequate resources be given to support and
maintain the library materials dispensing kiosk and hold locker system for
the foreseeable future at the HCRPCC. She also requested that staff review
options to expand library services available to the Hunt Club neighbourhood
for inclusion in the Draft Budget. She indicated that the HCRPCA are
committed to support staff efforts and to provide feedback on future service
options, such as alternative delivery models, i.e. pilot projects, including
‘pop up hubs’.
[
*Individuals / groups marked with an asterisk above either provided comments
in writing or by email; all submissions are held on file with the CEO.]
Direction
to Staff:
Trustee
Brockington asked that the four recommendations from Ms. Johnson be tabled so
that staff can report back. (Held on file with the Chief Executive Officer).
Trustee
Brockington asked if the bulk of the CEO’s $1.929M operating budget pertains
to full time equivalent (FTE) staff. Ms. Gorton confirmed that the bulk
of the CEO’s operating budget is allocated for staffing, further explaining
that it also includes a mix of operating resource requirements such as
general administrative items and professional services.
Trustee
Brockington asked staff to clarify whether the 2020 increase to salaries, wages
and benefits are inflationary or inclusion of FTEs. Ms. Basile said the
increase is compensation adjustments related to OPL employees, which
includes: Cost of Living Adjustments, Multi-Incumbent Job Reclassification
Phase 2, and Increased Friday Hours at Ruth E. Dickinson branch.
Trustee
Brockington was surprised that OPL’s overtime pressures were low. Ms. Basile
indicated that overtime pressures are a small component as they predominantly
relate to the Bookmobile and Materials Delivery teams, relating to drivers.
In
response to a question from Trustee Brockington on Fines being at zero, Ms.
Gorton explained that the "Fines" line is a classification as part
of the City of Ottawa's budget book template related to other City services,
and that OPL's "fines" are included in the "Fees and
Services" line.
Further
to a question regarding revenue and what can be attributed to the loss of
projected revenue noted in the “Fees and Services” line, specifically how the
change over from the 2019 Budget is half, Ms. Basile said the loss of revenue
can be attributed to OPL reducing its fee structure and to the sale of the
Main branch which resulted in a loss in previously-generated revenues. She
indicated that user fees are in keeping with the customer experience and market
conditions.
In
response to a question from Trustee Brockington regarding the difference
between the Non-Resident fee and the Visitor Fee, Ms. Basile indicated the
Visitor Fee is for library use of three months or less, whereas a
Non-Resident fee applies to those wishing to use OPL services for four months
or more. She stated that the Non-Resident fee is approximately equal to the
average annual per household amount paid by City of Ottawa residents as part
of their property tax bill.
Trustee
Brockington asked whether OPL’s meeting room rates are comparable to other
facilities. Ms. Basile said the newly approved Facilities and Finance Ad hoc
Committee will be tasked to look at how OPL assesses fees on a go forward
basis, and whether OPL is meeting the needs of and being responsive to the
community. She stated that at present the fees align with City of
Ottawa fees for similar spaces.
Trustee
Brockington said that while there is a Four-Year Capital Forecast, he wanted
assurances from the CEO that capital pressures can be revised year to year.
Danielle McDonald, CEO confirmed in the affirmative.
Further
to a question from Trustee Brockington regarding opportunities for library
services within the Alexander Community Centre and whether capital dollars
could be used, Ms. McDonald indicated that OPL is happy to be part of an
analysis of library services at the Alexander Community Centre, however, it
is premature to know how much money it will cost, the size that will be
required, and what exactly will be requested. She also stated that the
Facilities Master Plan will include an assessment of gaps in the area that
may need to be addressed and indicated that staff will work with City
counterparts to explore opportunities, and if feasible, a report will be
brought back to the Board.
In
response to a question from Trustee Brockington with respect to the scope of
work that will be included in the Facilities Master Plan, Ms. Basile said
that staff will be initiating the project under the guidance of the
Facilities and Finance Ad hoc Committee, anticipating the work will take approximately
18-24 months. She indicated that the development of a
Master Plan will include the development of facilities parameters, a gap
analysis of current services, a growth study regarding future needs, the
identification of detailed facilities standards, and the asset management
assessment and planning. She also indicated that the development of a financial
framework will identify parameters and guidelines for prudent fiscal
management and planning. Ms. Basile said the facilities parameters will be
tabled with the Board as a starting point; and through the work with the Ad
hoc committee, staff will be better able to identify public engagement touchpoints.
Trustee
Brockington said he looks forward to that project. He thanked staff for the
partnership created with his community and the addition of programs. He said
the 2020 Draft Budget is fair and reasonable and that he fully supports what
is being proposed.
In response to a question from
Vice-Chair Fisher on how the $60K Hours of Operation Optimization for Ruth E.
Dickinson branch compensation adjustment is calculated, Donna Clark, Division
Manager, Branch Operations said it is calculated using the average hourly
rate for OPL jobs, multiplied by the hours required and by the number of
employees required to staff a large, two-storey facility, multiplied by 50
weeks. She further stated that the figure in the budget represents
approximately one FTE or between six and seven employees (head count).
In
response to a question from Vice-Chair Fisher regarding the Metcalfe Branch
Facility Capital requirement of $250K, Ms. Basile said in 2019, deficiencies
with the foundation and exterior walls were identified at the branch in the
village of Metcalfe. Given the state of the building, the funding will be
used for a consultant to undertake a feasibility study to assess best value
for money options for the branch facility replacement (e.g. build new, lease,
etc.), as well as the likely demolition of the existing facility.
Chair
Tierney asked staff to comment on the Ontario Public Library Statistics
program comparisons for Ottawa, Hamilton, and Toronto referred to by the
delegation. Ms. Basile said those figures are from the Ministry, which are
based on budget information provided for the purposes of the Public Library
Operating Grant. She indicated that OPL is the recipient of
considerable shared services from the City of Ottawa, the cost of which is
not included in the OPL's budget, and not reflected in the per capita rate
reported.
In
closing, Chair Tierney thanked the CEO, the Division Manager, Corporate
Services, and all staff for their tremendous work on the budget.
There being no further
discussion, the OPL 2020 Draft Budget was CARRIED as presented.
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