July 14, 1998

   To:Strategic Policies and Priorities Committee

 From:City Clerk

 Re:Transition Projects

 Recommendations:

 The Budget Committee on July 13, 1998, recommended to the Strategic Policies and Priorities Committee, and Council, that:

 (1)$570,000.00 be approved for Transition Project F-7 - Toronto Fire Service (Training - manuals, equipment, seminars - standardization required);

 (2)$150,000.00 be approved for a feasibility study for Transition Project F-2 - Toronto Fire Service - (Radio Communications System) and that the Fire Chief report to Council on July 29, 1998 on a breakdown of how the $150,000.00 will be spent;

 (3)$700,000.00 be approved for Transition Project F-1 - Toronto Fire Service (Station Location Study);

 (4)$940,000.00 be approved for Transition Project F-4 - Toronto Fire Service - (Headquarters Consolidation);

 (5)$121,000.00 be approved for Transition Project CLK-04 - Clerk's Department - (Training, Dismantle and Relocate, Centralize Mail/Courier, File Server Archiving);

 (6)Transition Project TP-6 - Transportation (Legislative and Operating Harmonization and Consolidation) be approved, subject to the work being carried out in-house;

 (7)$199,000.00 be approved for Transition Project TP-10 - Transportation (Purchase of License of ITX Source Code);

(8)$250,000.00 be approved for Transition Project TPA-1 - Parking Authority (Consolidation/Renovations to Head Office, 33 Queen Street East);

 (9)$870,000.00 be approved for Transition Project H-1 - Health Department (Vaccine Preventable Disease Redesign);

 (10)$392,000.00 be approved for Transition Project Chi 01 - Child Care (Relocation of two field offices to Civic Centres);

 (11)$192,000.00 be approved for Transition Project Chi 02 - Child Care (Management of Downloaded Information (Executive Office) and the Commissioner of Community and Neighbourhood Services report back to the Budget Committee advising if the work is being done externally or internally;

 (12)$47,000.00 be approved for Transition Project Chi 03 - Child Care (Financial Reporting Processes for Downloaded Programs);

 (13)$100,000.00 be approved for Transition Project Chi 04 - Child Care (Equipping Program Consultants for Increased and Diversified Caseload);

 (14)$1,781,000.00 be approved for Transition Project SS 01 - Social Assistance and Employment Support (Caseload Transfer from Provincial FBA Program to Municipal Ontario Works Program) and that the Commissioner of Community and Neighbourhood Services provide a confidential report as to how the City can manage the costs of this program more efficiently;

 (15)$651,000.00 be approved for Transition Project IT-1 - Information Technology (Telecommunications: external consultant; labour cost plus leased lines)

 (16)$5,000,000.00 be approved for Transition Project HR-1 - Chief Administrative Office - (Amalgamation and Service Rationalization) and that the Chief Administrative Officer provide a status report to the Budget Committee at the end of 1998;

 (17)$1,315,000.00 be approved for Transition Project HR-3 Finance and Human Resources (various including: Excluded Employee Compensation Plan, Labour Relations Consultants, External Search Consultants and New Employee Benefits Plan Consultants and that the Corporate Services Committee be requested to review the use of consultants, in the Finance and Human Resource area, with a view to reducing the City's reliance on consultants;

 (18)Transition Project PUD-l - Urban Planning (New Official Plan) be approved and the Commissioner of Urban Planning and Development Services report back to the Budget Committee in October if funding for this project cannot be absorbed within the departmental budget.

  The Budget Committee reports having deferred the following:

 (a)Transition Project F-5 - Toronto Fire Service - (Self-contained breathing apparatus) and requested:

 (i)the Fire Chief to proceed with the work on a unified single breathing apparatus; and

 (ii)the Chief Financial Officer and Treasurer and Fire Chief to provide to the Budget Committee in September or October an overview on what type of breathing apparatus is being recommended, the phasing in of this apparatus; and the timing for standardized training after the purchase of the breathing apparatus.

 (b)Transition Project F-3 - Toronto Fire Service (Computer Assisted Dispatch System (CAD/RMS) until September 1998;

 (c)Transition Project TP-1 Transportation (Evaluation, selection and implementation of unified business application systems, road allowance control, work management, capital accounting and other) until September 1998.

 (d)Transition Projects HOU 01 and 03 - Housing (Financial and Property Management, Cityhome, and Registry Information Tracking) pending receipt of the report from the Ontario Housing Corporation;

 (e)Transition Project FM-3 - Facilities Management (Business Systems Integration) to the next meeting of the Budget Committee and that the City Solicitor provide a report on the licensing issue;

 (f)Transition Project FM-4 - Facilities Management (Contingency moves to be identified) and that the Commissioner of Corporate Services bring forward to the next Budget Committee meeting the details of the Request for Proposal for this transition project; and

 (g)the report (July 12, 1998) from the Commissioner of Corporate Services regarding the use of consultants in the City Hall relocations to the next meeting of the Budget Committee.

 The Budget Committee also reports having referred Transition Project HOU 02 - Housing (Systems Standardization) to the Executive Director of Information Technology for a report back to the Budget Committee.

 Background:

 The Budget Committee on July 13, 1998, had before it the following:

(a)financial summary of the transition projects from the Chief Administrative Officer, deferred from the Budget Committee meeting held on July 7, 1998, indicating those transition projects which are of a high priority and those which can be deferred until September 1998;

 (b)report (July 7, 1998) from the Fire Chief regarding the radio communications system;

 (c)report (July 13, 1998) from the Fire Chief regarding an overview of transitional funding requests;

 (d)report (July 10, 1998) from the Medical Officer of Health providing additional information regarding the vaccine preventable disease program;

 (e)report (July 12, 1998) from the Commissioner of Corporate Services regarding the use of consultants in the City Hall relocations; and

 (f)communication (July 13, 1998) from the Project Manager, Computer-Aided Dispatch and Records Management System regarding funds for the CAD/RMS Project for Fire Services.

City Clerk

 Barbara Liddiard/RC/cp

Item No. 1

Attachment

 Sent to:Chief Administrative Officer

Chief Financial Officer and Treasurer

Commissioner of Corporate Services

Commissioner of Urban Planning and Development Services

Commissioner of Works and Emergency Services

Commissioner of Community and Neighbourhood Services

City Solicitor

Executive Director of Information Technology

Fire Chief

Corporate Services Committee

 c.Medical Officer of Health

Director of Budgets

(Report dated July 7, 1998 addressed to the

Budget Committee from the

Fire Chief)

 Purpose:

 The Fire Service radio communications systems are presently made up of a variety of 800 MHZ technologies, as well as VHF and UHF systems. These systems were purchased as independent systems, and the design and coverage areas were developed within the old municipal boundaries. There is an urgent requirement to implement an integrated solution to the 800 MHZ radio communications systems, thereby providing an increased level of service to the public as well as reducing the risk to fire fighters and providing standardized operations throughout the Toronto Fire Service.

  Funding Sources, Financial Implications and Impact Statement:

 The proposed solution is a smartzone trunking network, comprised of four simulcast trunking zones that preliminary predictions indicate deliver portable street level coverage and medium in building portable radio coverage that is augmented by additional receiver sites and mobile repeaters throughout the city.

 The four radio communications system zones are:

• West Zone(Etobicoke)
• North Zone(North York)
• East Zone(Scarborough and East York)
• South Zone(Toronto and York)

 The proposed solution will be a three year transitional investment totaling $26,000,000.

 Recommendations:

 It is recommended that:

(1)transitional funding in the amount of $26,000,000. be approved for the implementation of a fully integrated 800 MHz radio communications system for the Toronto Fire Service.

 (2)the appropriate Toronto Fire Service staff be authorized to implement the integrated 800 MHz radio communications system.

 Council Reference/Background/History:

 This project was originally submitted January 8, in the Fire Services Capital Budget, and then re-submitted February 18 when the Transition Projects were removed from the Capital Program.

   Comments and/or Discussion and/or Justification:

 The integrated radio communications system must establish consistent coverage and a standard technology platform for the Fire Service throughout the City of Toronto. The Toronto Fire Services has an existing investment of $7.7 Million in operational 800 MHz radio communications equipment. York and Toronto were in the process of upgrading from VHF and UHF to 800 MHz prior to amalgamation, but the projects were postponed.

 The Fire Service must implement an integrated 800 MHZ radio communications system. This integrated system will establish the communications backbone for the Fire Service and facilitate seamless operations for coordinated closest vehicle response to emergency incidents across the City of Toronto. The Fire Service has the most stringent requirements of the three public safety agencies, and the most severe working environment. The design and implementation of this system would upgrade each individual system to a homogeneous technology platform, providing consistent radio coverage, and ensuring standard operations and firefighter safety.

 Toronto Fire Services, under the guidelines of the Peer Review, assessed opportunities for integration between the Emergency Services for radio communications systems. This design was consistent with the existing systems presently operated by Toronto Police Services and Toronto Fire Services. A joint design group identified areas to eliminate duplication and reuse existing equipment where possible. The Fire Services have not yet finalized a system design and subsequent levels of integration, but have agreed at a minimum, to share radio communications infrastructure with Toronto Police Services.

 Estimated costs of $21,000,000. for infrastructure, equipment, and support services is included in transition capital costs for the Fire Service. The Fire Service has the most stringent requirements for radio communications in terms of coverage, working environment and grade of service (access to channels), therefore a further $5,000,000. is required to address the Fire Services' unique requirements for in building radio coverage using radio receiver sites and mobile repeaters, and fire station alerting.

 The project has been identified in a number of phases, the end result being a four zone networked integrated radio communications system. A cost breakdown of the individual phases of the project is included.

 Conclusions:

 The Fire Service does not have in house expertise to perform either the engineering and systems design for a new system, or the independent engineering review of that design.

 An engineering consultant must be contracted to review the Fire Service's needs and develop an overall integration plan.

 Contact Names:

Vera Maute Vince St Jean

392-1700396-5362

Appendix I

  Estimated Totals:

  West Zone$ 1,400,000

North Zone$ 1,700,000

East Zone$ 1,500,000

South Zone$ 4,200,000

Dispatch Centre$ 4,100,000

User Gear$ 2,300,000

In Building Coverage$ 4,000,000

Fire Station Alerting$ 1,000,000

Smartzone Networking$ 2,000,000

Services$ 3,800,000

$26,000,000

Three Year Transitional Investment

 1998

 $2,600,000 million will be required in 1998. Included in this amount is the costs for the proposal and engineering review. 10% of the project funding will be paid at the signing of the negotiated contract.

 1999

 $20,800,000 million will be required in 1999. This will be paid as project milestones are completed

 2000

 A final payment of $2,600,000 million, the remaining 10% of the project funding will be paid in the Year 2000 at final acceptance of the system.

 (Report dated July 13, 1998 addressed to the

Budget Committee from the

Fire Chief)

 Purpose:

 This report responds to the request of the Budget Committee for additional information regarding

the requests for transition funding from the Fire Services.

 Funding Sources, Financial Implications and Impact Statement:

 Transitional funding has been requested for the following projects:

 Computer-Aided Dispatch and

Records Management System (CAD/RMS) $15,400,000

Radio Communications system (Radio): $26,000,000

Standardized Self-Contained Breathing Apparatus (SCBA)$1,600,000

Standardized Training (Training):$570,000

Fire Station Location StudyApproved and Underway

Headquarters ConsolidationApproved

 Recommendations:

 It is recommended that:

 (1)total funds as noted below, phased over three years, be approved for the Fire Services for the following four projects:

 CAD/RMS:$15,400,000 upset limit with $500,000 requested for 1998.

Radio:$26,000,000 subject to final review by radio consultant,

with $2,600,000 requested for 1998.

SCBA:$1,600,000 ($2,000,000 less $400,000 trade-in allowance) all for 1998.

Training:$570,000 -all for 1998.

 (2)staff be authorized to release a Request for Proposal document for the CAD/RMS system and proceed with the acquisition of the SCBA and Training projects in concert with the Purchasing Department's normal procurement procedures.

 Council Reference/Background/History:

 Budget Committee at its meeting of July 7, 1998 requested that the Fire Chief provide a further report to be presented to Budget Committee at its next meeting scheduled for July 13, 1998 providing additional information on the four requests for transition funding. Requested information included: (a) radio equipment capacity, growth capability, and the reasonable lifespan of the telecommunications switch, and (b) the degree of data integration, linkages to other emergency services and the database platform for the Computer-Aided Dispatch system.

 Comments and/or Discussion and/or Justification:

 NOTE: The Fire Station Location Study and the Headquarters Consolidation projects have already been approved by council.

 RADIO SYSTEM:

 The Fire Service radio communications systems are presently made up of a variety of 800 MHZ technologies, as well as incompatible VHF and UHF systems. These systems were purchased as independent systems, and the design and coverage areas were developed within the old municipal boundaries. There is an urgent requirement to implement an integrated solution to the 800 MHZ radio communications systems, thereby providing an increased level of service to the public as well as reducing the risk to fire fighters and providing standardized operations throughout the Toronto Fire Service. The proposed solution will be a three-year transitional investment totalling $26,000,000.

 The Toronto Fire Services has an existing investment of $7.7 Million in operational 800 MHz radio communications equipment. York and Toronto were in the process of upgrading from VHF and UHF to 800 MHz radio systems in 1997, but the projects were postponed pending amalgamation.

 The Fire Service must implement an integrated 800 MHZ radio communications system. This integrated system will establish the communications backbone for the Fire Service and facilitate seamless operations for coordinated closest vehicle response to emergency incidents across the City of Toronto. The design and implementation of this system would upgrade each individual system to a common networked technology platform, providing consistent radio coverage, and ensuring standard operations and firefighter safety.

 Toronto Fire Services, under the guidelines of the Peer Review, assessed opportunities for integration between the Emergency Services for radio communications systems. This design was consistent with the existing systems presently operated by Toronto Police Services and Toronto Fire Services. A joint design group identified areas to eliminate duplication and reuse existing equipment where possible. The Fire Services have not yet finalized a system design and subsequent levels of integration, but have agreed at a minimum, to share radio communications infrastructure with Toronto Police Services.

 Total costs of $26,000,000 for infrastructure equipment and support services also addresses the Fire Service's unique requirements for "in-building" radio coverage, working environment and grade of service (access to channels). The Fire Services has the most stringent requirements for radio coverage and fire station alerting.

 The radio system being proposed here will met the Fire Service's needs for a 5 -10 year period and will be built with the flexibility for expansion.

  COMPUTER-AIDED DISPATCH SYSTEM:

 The fire Services wishes to acquire and implement a centralized Computer-Aided Dispatch system that will incorporate features and functionality of software (computer programs) that are unique to fire departments. This uniqueness includes the capability for the system to capture and display site-specific information at the time of the call, e.g. location of hazardous chemicals, floor plans, location of utility shut-off valves and building fire protection systems, owner and tenant information, structure information, an analysis of the potential threat to neighbouring structures, etc. In addition, the fire software will analyse the quantity, type and current location of the vehicles required for dispatch and automatically notify them electronically.

 Whether or not the Fire Services is presently amalgamated, or will eventually become amalgamated with other emergency agencies will have no bearing on the decision to recommend a system that is specific to the stated and unique needs of the Fire Services. The proposed system does include electronic links from the Police 9-1-1 system and to/from the ambulance dispatch system which will allow both of these agencies to share dispatch-related information dynamically between them whether or not they share the same physical facility.

 The proposed CAD/RMS system will use existing map data -to the extent that it exists today -from the Public Works departments of the former seven municipalities and the Land Information Services department of former Metro. New files will only be built if they do not currently exist in a usable format. The operating system will probably be Windows NT, however suppliers will be allowed to propose other software operating systems if they feel they are more advantageous to the City.

 Of the six Communications Centres taking calls from the public for emergency assistance, three of these sites are presently computerized while the other three are not. Of the three that are computerized, none of them are Year 2000 compliant. We will be able to address the issue of Year 2000 non-compliance as part of this project.

   SELF-CONTAINED BREATHING APPARATUS:

 Due to the fact that the six former fire departments acquired equipment that was not compatible amongst themselves, we must now standardize for a variety of reasons, the most important reason being firefighter safety. The current stock still has a reasonable life span and it is this residual value that makes these units attractive to the æused equipment' marketplace.

 Noted below is further information relating to the acquisition options available and the methodology to be used by staff of the Fire Services to choose a supplier of SCBA, the criteria and rationale for its selection, the opportunities for salvaging existing equipment and information on the life span of the current stock.

 Currently, there are three different types of self-contained breathing apparatus in use by firefighters in the Toronto Fire Services: (1) Mine Safety Appliances - 4500 Custom II, (2) Scott (4.5 & 2.2), and (3) International Safety Instruments. These three different apparatus types are not compatible with each other with the result that firefighter safety could be compromised.

 The technology that is required would have to incorporate amongst others, the following criteria:

built-in safety factors, (e.g. voice communications, pass alarms, etc.), be sufficiently light in weight, durable, relatively maintenance free, cost effective both in initial capital cost and ongoing operating costs, manufacturer's service support, cost of replacement parts, length and conditions of warranty, etc.

 The evaluation process would include an equipment testing period that would extend for 90 -120 days and would occur in various stations across the city. Selected staff from all affected and applicable divisions (including the Health and Safety Committee) would form an Evaluation Committee and be charged with the responsibility of recommending to the Fire Chief a supplier for new SCBA equipment and a purchaser for our used equipment. It is possible that one supplier might be contracted for both of these needs. The Evaluation Team would conduct the applicable equipment tests (e.g. water submersion test, fogging test, etc.) and be responsible for ensuring that each supplier's product meets the required safety regulations presently in effect.

 Many opportunities exist for salvaging existing equipment as discussions have been held with interested parties. From verbal valuations given to date, we expect to realize approximately $500 per unit for each of the 843 units presently in use for a total of about $400,000.

   TRAINING SYSTEM:

 One method of training and one set of training material must be used in order to most effectively facilitate and expedite a safe and consistent amalgamation of the six emergency response departments. Previously the former Departments utilized different training packages. Management, media relations and conflict resolution sessions should be provided to all senior management, approximately 100 staff.

One-time transitional funding is requested. The estimated costs are $570,000. The purchase of this one time investment would impact the training materials line item, if drawn from the Fire Services Operating Budget.

 The Fire Services are now ready to proceed to order the required training materials to commence the various programs required to ensure the operational effectiveness of staff. This will allow a consistent level of training for the new Service.

 Bulk purchasing will allow for reduced costs. The following training materials will be ordered for distribution to staff:

IFSTA Essentials of Fire Fighting Training Manual -4th Edition$127,440 (U.S. funds)

IFSTA Essentials of Fire Fighting Study Guide$86,000 (U.S. funds)

________

Sub-Total U.S. Funds:$213,440 (U.S. funds)

 Sub-Total Cdn. Funds:$320,000

 ADD:

Ontario Fire Fighter Standards:

3,200 Learner Guides$ 71,280

3,200 Learner Notes$ 31,280

1,000 Trainer Facilitator Guides$ 21,768

Sub-Total Cdn. Funds $124,000

Implementation Assistance:$76,000

________

TOTAL COSTS( with applicable taxes)$570,000

 Conclusions:

 The Fire Services is prepared to take action on these four projects immediately upon receiving approval from council to proceed. The CAD/RMS and SCBA projects will be initiated with a Request for Proposals document. The Radio system firstly requires the retention of a radio consultant to document the specifications for a suitable system, while the Training system is ready for acquisition.

 The Fire Services requires these four projects to proceed to truly amalgamate the former six fire departments and to ensure the safety of both our staff and the public.

 Contact Names:

 Alan Speed

397-4300

 Norm Gibbons

397-4315

(Report dated July 10, 1998 addressed to the

Budget Committee from the

Medical Officer of Health)

 Purpose:

 This document is to provide additional information to reports previously submitted to the Budget Committee regarding the Vaccine Preventable Disease Program (VPD) re-design.

 Source of Funds:

 1998 transition capital budget.

 Recommendation:

 It is recommended that the Budget Committee approve the requested budget of $870,000.

 Background:

 Currently, the VPD Program is offered in six offices across the new city. The rationalization of this program includes centralizing staff and the vaccine-related databases. Due to this rationalization, a $400,000 savings will be realized annually. This results in reducing staffing by 7 FTEs.

 Justification:

 (1)Why Centralize

 Continuing to use six separate systems and processes will mean students in Toronto will be suspended from school when their record exists in another database. This is poor customer service and potentially will result in legal action against the city. It places an unnecessary burden on students, parents, school staff, as well as our VPD staff.

 With the budget reduction of $400,000, we are not be able to operate the program as was done in the past. The new program has been designed to utilize fewer staff. The transition funding request enables this to occur.

 (2)Mobile Technology

 Mobile technology will be used to connect on-line to immunization databases. E-mail is not the intended primary use, however, mobile staff will be able to keep up-to-date with critical issues using this technology. Office space, desks and phones will ultimately reduce as a result of this rationalization.

 (a)Grade 7 Hepatitis B Immunization Program

 Students in the city transfer schools at a rate of 40%. Immunization information must be accessible on-site to ensure the greatest number of students are immunized. Otherwise, the immunization of certain students may be deferred until a later date or students may be immunized too soon and the vaccine will not be effective. In both these cases students will be at a higher risk for acquiring the disease. Manual procedures can be put in place to call the office and some offices perform this task using cell phones at the school location. However, this requires two staff, one at the clinic and one at the office location to determine the eligibility of the student to receive the vaccine. Due to the volume of students to be immunized and the reduction in VPD staff, this practice cannot continue. In addition, on-site data entry keeps records as up-to-date as possible and productivity at clinics is maximized.

 (b)Immunization Clinics for the Homeless

 This vulnerable population is at high risk for acquiring vaccine preventable diseases. Offering immunization to these individuals reduces their risk. However, the clinics must be accessible to these individuals and thus are offered in shelters and drop-in centres. For health and safety reasons, immunization staff need to know what immunization has been given by the health department in the past. Access to the database at these sites enables staff to ensure they are not over immunizing and putting the client at risk. These sites are not fixed and may change from year to year.

 (c)Additional Mandatory Program

 A new Ministry of Health mandated program, Inspection of Physician Vaccine Storage and Handling Practices, has been absorbed by this rationalization. No new staff will be required to implement this program based on receiving our requested transition budget. However, a new software system is needed to support the program. These users will also make use of the mobile technology while making over 3,000 visits annually to health care provider offices.

 Attached are two tables which detail the requested budget and an inventory of current and planned equipment.

 Conclusions:

 This capital investment in the information system to support the VPD Program is essential to achieve the $400,000 designated savings.

 Contact Name:

 Jann Houston, Toronto Office

Tel: 392-0884

Fax: 392-0631

 Fraser Ratchford, Toronto Office

Tel: 392-7411

Fax: 392-0047

Table 1: Budget

Table 2: Inventory of Equipment

  **Information from the former City of Toronto indicated that their annual maintenance costs were $260,000. Maintenance costs for 10 additional notebooks will not be significant. All new equipment is under warranty for two years.

 (Report dated July 12, 1998 addressed to the

Budget Committee from the

Commissioner of Corporate Services)

 Purpose:

 To provide the Budget Committee with information about the use of consultants in the City Hall relocations.

 Funding Sources, Financial Implications and Impact Statement:

 Funding in the amount of $1.7 million for this Stage One planning and critical 1998 moves has been requested from the Transition Reserve Fund - this request is currently under consideration by the Budget Committee. A further funding amount of $1 million from the Transition Reserve Fund to complete this work and initiate the Yards property consolidation study is also under consideration by the Budget Committee. An allocation of $710,000 for consulting fees is included within both of these funding requests and is outlined in the discussion section.

 Recommendations:

 It is recommended that:

 (1)This report be received for information.

  Council Reference/Background/History:

The Budget Committee, at it's July 7, 1998 meeting, "¼requested the Commissioner of Corporate Services to report to the Budget Committee on July 13, 1998 advising how many consultants have been hired to date to achieve the moves to City Hall, at what cost and why this work cannot be completed in-house."

  Discussion

 The Departments are now re-organizing and are requiring adjustments to space allocations. The Facilities & Real Estate Division must respond to manage relocations and overall space planning to ensure the new organization can be as effective as possible.

 Consultants have not been utilized in the management or planning of any Council and/or staff relocations that have occurred in 1998. Consultants will not be utilized in any relocation management and/or planning to occur in the remainder of 1998. This work has been and will continue to be completed by City staff as the significantly condensed time-frames for the relocations to date and projected in 1998 require detailed knowledge of existing buildings and a "just-in-time" approach to planning.

 The consulting firm of Kelly, McTernan & Lavoie was retained by the Facilities & Real Estate Division in April to assist in the strategic planning necessary to establish the workplan for the office and civic space consolidation project. This work was funded by a $10,000 Department Purchase Order. Findings of a summary report submitted to the City are included in a staff report submitted to the July 20, 1998 Corporate Services Committee and conclude the scope of current work by this firm. City staff were extensively involved in the planning process but required facilitation of planning sessions and external advice on current market trends.

 As noted above there is a further request for $2.7 million to complete the planning for office and civic space consolidation, initiation of the Parks/Works Yards study and the necessary 1998 relocations. The Budget Committee has requested a breakdown of consulting fees contained within these two requests. The breakdown of consulting fees in the total amount of $710,000 is as follows:

 $100,000 will be expensed to hire students and purchase additional hardware/software to complete the necessary Computer Assisted Drawings of the civic and office space buildings. There are insufficient staff resources to complete the drawings quickly and the students are less costly. This activity will allow City staff to expedite relocation planning and will reduce actual relocation expenses in 1999 and 2000 by up to 30 percent.

$310,000 will be utilized to retain a prime consultant to provide expert advice and complete the necessary work to detail recommendations, associated budget savings and an implementation plan for office and civic space consolidation. To this end a Request for Proposals for a prime consultant or consortium will be issued in July 1998.

 $300,000 will be utilized to initiate the planning required for the Yards consolidation. Staff have already completed an initial inventory of Yard properties in preparation for this project.

 The use of consultants on these projects will be to provide the expert analysis and recommendations covering all aspects of portfolio management from reasonable space standards to building condition surveys to real estate market analysis. In addition, consultants will also be utilized to ensure that best practices in the use of space and the overall reduction of space are achieved for the new City of Toronto. City staff will be extensively involved in this project in providing space needs analysis and base building information. The current and anticipated workload through 1998 to complete critical relocations does not allow City staff to complete the planning phases of these projects by the December deadline.

 Conclusions:

 The City has not retained any consultants to complete relocations in 1998. City staff will perform all functions related to the planning and management of the anticipated moves into City Hall in 1998. Consultants have been retained to date to assist with the overall approach to the office and civic space consolidation project and involvement from a prime consultant is required to complete Stage One of this project in 1998. Consultants will also be required to assist with the planning required to consolidate the City Yards properties.

 The use of consultants on these space consolidation projects is required to meet the project deadlines and provide external best practice and current market advice.

 Contact Name:

 Mark DaviesTel: 397-0805 / Fax: 397-0825e-mail:

Project Team Lead

Facilities & Real Estate Division

 (Communication dated July 13, 1998 addressed to

Councillor Tom Jakobek from the

Project Manager, Computer-Aided Dispatch and Records Management System)

 We request Council approval to spend upwards of $500,000 in 1998 on the Computer-Aided Dispatch and Records Management System (CAD/RMS) project. These funds would provide for the establishment of a Wide Area Network which is the basis for a CAD/RMS system.

 Requested goods and services include:

• Computers and printers in all 80 fire stations, divisions and offices.
• Modems and communications equipment in all sites with computer equipment.
• Installation of telecommunications lines via Bell Canada; i.e., I.S.D.N. to connect the network.
• Computer operating systems and basic software tools for employee productivity.
• Design and Implementation of basic networking systems; i.e., e-mail, etc.
• Staff Training.

 The above-noted goods and services would be acquired in consultation with staff of the corporate Services Commission.