Rationales, Prioritization, and Building the Business Case

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Rationales, Prioritization, and Building the
Business Case

• Making Space for Culture Planning Cultural
  Infrastructure
• CECC Pre-conference
• October 18, 2006

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Ottawa Facility Needs

• The 20/20 Arts Heritage Plan indicated that
• 91 of existing local arts facilities are at
  capacity
• All existing local venues require
• renovations to their aging spaces
• upgrading to meet minimum safety and design
  standards, accessibility, etc.
• increased space to accommodate existing activity
• greater support space
• Most existing local facilities are not purpose
  built

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Current Needs

• To address needs of past 25 years
• For example
• Concert Hall
• Relocation and expansion of Archives
• Orleans Theatre
• Redevelopment of Arts Court
• Expansion of the Ottawa Art Gallery
• Artists Live Work Space
• Heritage Gateway
• Preservation Centre
• Within LRFP (2007-2017)

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Facility Development Process

• Phase 1 Strategic Planning
• Cultural Infrastructure Strategy
• Departmental Priorities
• Corporate Plan
• Growth Management Plans
• Long Range Financial Plan

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Future Needs

• Every 10 yrs
• Survey community needs
• Analyze population growth / density / diversity,
  etc.
• Acquire initial list of cultural facility needs

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Validation of New Projects

• Service Delivery
• Project fits within Cultural Services Service
  Delivery
• Model and fulfills an identified need
• Principles
• Project meets development principles

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Principles

• Ensure that a network of cultural facilities and
  spaces support a continuum of arts and heritage
  activities so that residents can participate.
• Ensure cultural activities are accommodated as
  part of all new multi-use community complexes.
• Ensure that new development does not duplicate
  existing programs and services.
• Support community initiated projects where such
  projects address a recognized service gap, and
  are supported by a sustainable business plan that
  addresses not only capital and operating costs
  but also the costs of life-cycle replacement as
  the asset ages.
• Ensure flexibility to respond to emerging needs
  and opportunities.

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Principles

• Protect archaeological and built heritage
  resources.
• Give priority to the adaptive re-use of
  City-owned heritage buildings before constructing
  or leasing new buildings.
• Recognize different needs of urban, suburban, and
  rural communities as well as bilingual and
  culturally diverse communities and ensure the
  provision of facilities/services to underserved
  and/or isolated communities.
• Build and develop all new arts facilities based
  on principles of environmental and social
  sustainability, health and safety,
  physical/natural development, economic/social
  development, quality of life/living standards,
  risk management and reducing life cycle costs.

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Facility Development Process

• Phase 2 Business Case Development
• Phase 3 Design Development
• Phase 4 Construction
• Phase 5 Occupancy / Operation
• Phase 6 Life-Cycle

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Prioritization Criteria

• Projects in different stages of development
• Re-prioritize needs annually
• MUSTS
•    Legislation / Council Directed
•    Health Safety
•    Committed Funding / Funding Opportunities
• WANTS
• C1. Partner Impact Project increases
  accessibility, and offers unique
  programs/services to
• cultural community stakeholders
•          high 5 pts
•          medium 3 pts
•          low
  1 pt

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Prioritization Criteria
C2. Community Access Project increases
accessibility, and offers unique
programs/services for community
participation          high 5 pts         
medium 3 pts          low 1 pt C3. Level
of Partnerships Project has support of those
partners who can bring value to the
project          Partners and sponsors
actively participate in the project
development 5 pts          Support from key
stakeholders 3 pts          Scope of
projects has been explored/discussed with
stakeholders 1 pt C4. Alignment with Corporate
Priorities          Corporate priority
5 pts         
Departmental priority
3 pts          Legacy project
1 pt
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Prioritization Criteria

• C5. Human Resource Capacity Project has
  resources to carry on deliverables and milestones
•          HR totally assigned 5 pts
•          HR partially assigned 3 pts
•          No HR assigned 0 pt
• C6. Project Development Status Project
  requirements are defined and approved by senior
  management
•          Strategic Planning 1 pt
•          Business Case 2 pts
•          Design Development 3 pts
•          Construction 4 pts

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Prioritization Criteria for Life-Cycle

• City of Ottawa, Corporate Asset Management
• Mandatory
• Funding opportunities
• Health Safety
• Legislative / Legal
• Discretionary
• Impact on Asset Integrity
• Impact on Program Integrity and Delivery
• Financial Considerations (Total value of project)
• Timing and Implementation Considerations
• Satisfaction and Community Interest / Impact

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Importance of Prioritization

• Need a transparent process
• Requirement to annually set 10 yr financial
  forecast
• Many competing needs
• Need a coordinated approach with partners
• Need to ensure effective / efficient use of
  resources

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Challenges

• Prioritization based on one moment in time
• Projects at different stages of development
• Timing of project is dependent on many factors
• Limited human and financial resources
• Emerging opportunities
• Community vs. City initiatives
• Funding not committed for multi-year planning
• Political agendas

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Validating the Decision Making Model

• Filters
• City or Community Initiated Projects
• Planned versus Opportunity
• Integrating Cultural and Corporate Priorities
• Linking to Corporate Initiatives
• Provincial and Federal Perspectives
• Ottawa's Creative Direction

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• Prepared by the City of OttawaFor more
  information contactCaroline ObeidProject
  Manager, Cultural Facilities Planning613-580-2424
  ext. 24387Caroline.Obeid_at_ottawa.ca