Executive Summary

211 Ottawa is part of a provincial and national vision to enhance access to human and community services for all Canadians.

211

is an easy-to-remember telephone number that connects people to a full range of non-emergency social, health, community and government services. By calling 211 Ottawa, an individual would immediately reach a bilingual information and referral specialist, trained to assess their needs, to understand their questions and concerns, and to link them to the best available information and services, all on a confidential basis.

Research and the experience of communities already served by 211, shows that this service:

· Ensures people get help faster in times of personal need or difficulty;

· Enables human and social service organizations to be more productive and to better anticipate the needs of their clients;

· Helps governments to provide services. For example, the 211 service complements 311 municipal service and reduces the burden on 911 service during emergencies;

· Creates a powerful social policy and planning tool by consolidating information about the services Canadians request and access.

Moreover, according to Deloitte & Touche, if the 211 service was implemented across Canada, every $1 invested would generate $2.4 of benefit.

Discussions about bringing a 211 service to Ottawa began five years ago with extensive community consultations. A feasibility study and a review of organizational capacity were also completed early on. Then in 2005, a comprehensive business and technical plan was developed, which requested sustained funding over five years to launch the service. Unfortunately, due to budgetary constraints at United Way/Centraide Ottawa, the municipal and provincial levels of government and other funding sources, this magnitude of funding was not forthcoming at the time.

In early 2006, United Way organizations across Ontario banded together to collectively call on the Government of Ontario to make “211 accessible to all residents of Ontario”. The Government answered this call. It provided a $3 million grant over 3 years to Findhelp to expand the online service delivery of 211 Ontario.ca, an internet-based directory of the 60,000 human services available in Ontario. It also ear-marked $1.4 million for the call centre start-up activities required to launch the 211 service. This funding is conditional on local 211 initiatives first obtaining the operational funding necessary to provide the 211 service for at least one year. It represents an unprecedented opportunity to kick-start local 211 initiatives, thereby laying the foundation for a province-wide 211 system.

The Ontario211 project team has been working closely with the 211 teams in Ottawa, Thunder Bay, Halton Region and Windsor to help build the capacity necessary to implement a 211 service in their communities. Once operational, the 211 services in these communities would join existing 211 operations in Collingwood, Niagara Region and Toronto to form the backbone of a 211 system, serving more than 50 percent of Ontarians.

The 211 Ottawa service will play a pivotal role in this province-wide system in a number of ways. The plan is for 211 Ottawa to serve citizens across the entire area served by the 613 area code. This would encompass most of Eastern Ontario, including Kingston, Renfrew, Cornwall, Brockville and Belleville. The 211 for All Ontario report also calls for the 211 Ottawa service to provide information to francophone Ontarians through the 211Ontario.ca web portal and its call centre. Therefore, 211 Ottawa would become the focal point for French language services in a consolidated network of call centres, offering bilingual 211 services across the province.

The Distress Centre of Ottawa and Region (DCOR) will be the managing agency for 211 Ottawa service, heading up the start-up activities and overseeing ongoing operations. With its commitment to community service, entrepreneurial approach and extensive call centre experience, it has the management strengths to meet the national licensing and accreditation standards required to operate a 211 service in Canada. The DCOR’s work will be guided by a 211 Advisory Group, comprised of representatives from the United Way/Centraide Ottawa, the City of Ottawa and other community stakeholders.

It is anticipated that the Community Information Centre (CIC) will be responsible for the development and maintenance of the bilingual database in a contractual agreement with DCOR. The CIC is highly regarded for its database and directory expertise. It is the publisher of the widely used Directory of Ottawa Community Services and the developer of a bilingual database of 1400 community services. The CIC currently provides local information for provincial initiatives such as Telehealth, employment, immigration and youth justice services.

To fine-tune and adjust any initial service issues, this business case proposes to introduce the 211 Ottawa service on a soft launch basis on October 1, 2007, followed by a formal public launch in early February 2008. 211 Ottawa will operate from 8:00 am to 6:00 pm, seven days a week during its first year, moving to 24/7 service in the second year. Based on the experience of other 211 centres it is estimated that in year 1 Ottawa would potentially be responding to 72,000 calls. The total estimated operating costs for year 1 are $570,735. These costs will cover management, staffing and training as well as telephony, IT, office space, translation and multilingual interpretation services.

To meet the provincial government’s condition on 211 start-up funding, the 211 Ottawa team must move quickly to secure operational funding for the launch year before March 31, 2007.

Introduction

“The best thing about 211 is that people, not machines, answer my call, and the staff take time to provide me with the information I need.”

A 211 caller

Imagine you are a new immigrant to Canada, who has just settled in Ottawa with your family. You want to know where you can get the latest information about the immigration process. You are interested in finding out about clubs or events to meet other people new to Ottawa. You would like your teenagers to try-out for soccer in a local league. You also have a young autistic child and want to join a support group for parents.

You could use the telephone directory to see if the information is there. You could call around to different government departments or social service agencies. But, you would likely contact several people who cannot help you. You may get stuck trying to get answers using an interactive voice response system. You could leave several voice mail messages to no avail. In the end, you could spend many hours on the telephone and still not have the answers you need.

Or you could call 211 Ottawa.

211 is an easy-to-remember telephone number that connects people to a full range of non-emergency social, health, community and government services. By calling 211 Ottawa, an individual would immediately reach an information and referral specialist, trained to assess their needs, to understand their questions and concerns, and to link them to the best available information and services. With one simple call, people in Ottawa would receive expert and completely confidential assistance, from a real person, in French, English or the caller’s preferred language.

The 211 service is licensed, meaning that new 211 service providers must apply to the 211 Standards Review and Licensing Panel to become an approved 211 service provider. The service is also accredited and must meet nationally defined standards, established by InformCanada and the Alliance of Information and Referral Systems or AIRS. AIRS is a professional association of more than 1000 community information and referral providers across Canada and the United States. These 211 standards include exacting requirements for:

· Service delivery

· Resource database

· Reports and measures

· Cooperative relationships, and

· Organizational governance, administration, training and outreach.

The first 211 service in Canada was launched in Toronto in 2002. Since then, the service has been introduced in Edmonton, Calgary, Niagara Region and Simcoe County. The experience of these communities demonstrates that the 211 service is highly valued by callers, service organizations and governments alike. It saves time, eliminates frustration, and makes everyone’s job much easier and more efficient.

This business case proposes the launch of the 211 service in the Ottawa area as part of a province-wide initiative to introduce 211 throughout Ontario. It outlines the benefits of 211 to individuals, service organizations, and governments. It describes the research conducted to date on the enormous potential of 211 to bring new effectiveness to the provision of social services.

In addition, this business case traces the progress that has been achieved to date in bringing the 211 service to Ottawa and Ontario. Important relationships and partnerships have been established, community consultations have taken place, and a highly-qualified service provider has been identified.

This case further describes how the 211 service will be launched in Ottawa. It provides an overview of the governance structure for the service and details how the Distress Centre of Ottawa and Region will manage the service. Key project milestones and funding requirements are also presented. Finally, this plan outlines the immediate next steps.

211 Ottawa will become the first stop for people needing advice and information on community, health and social services, such as:

·          Food, shelter and clothing assistance

·         Employment services

·          Access to permanent housing

·         Mental health support

·         Home support

·          Child care

·         Legal and correctional services

·          Services for newcomers to Canada

·         Drug and alcohol intervention and rehabilitation

·         Counselling and support services for individuals and families

·         Services for people with physical or developmental disabilities and their families

·         Health services

·         Services for seniors

·         Emergency shelters

·         Volunteer opportunities

·         Social and recreational programs

·         Community development initiatives

Benefits

The 211 service enables people to get the help they need faster and easier

People who call 211 value the services it provides. According to caller surveys recently conducted in Niagara, Simcoe County and Toronto:

· 97% of 211 callers received the help they needed

· 100% would call 211 again

· 100% would recommend the 211 service to their family and friends.

Source:

211 Ontario Q2 report, April to June 2006

As the communities served by the 211 service throughout North America have discovered, 211 benefits people the most. An impact study1 conducted following the first full year of operation of Toronto’s 211 service, concluded that 211 ensures that people receive significantly better service when seeking help about community, health and public resources. For example, the study found that:

· People can access community services more quickly and effectively. 211 Information and Referral (I&R) Specialists are trained to provide high quality and reliable information, customized to the specific needs of each caller. As a result, 211 callers receive informed choices about the types of available services;

· Community and public service organization staff refer clients to 211, knowing that their clients will receive the right information;

· People spend less time, are less frustrated, and become less discouraged in finding and accessing the help they need. They also find out about services they did not know existed before calling 211;

· People who are more comfortable speaking their own language can be helped through the multilingual capacity of the 211 service.

This study also found that a 211 service encourages people to help themselves. They are able to take action right away. They can call or search online for information. They know where to call or look the next time they, a friend or family member, need help. And they do not have to navigate their own way forward in an increasingly complex, often overwhelming maze of services, organizations and government departments. Because they receive information targeted to their individual needs, 211 callers are better able to prioritize their actions and plan accordingly.

211 enables service organizations to save time, to reduce costs and to better anticipate the needs of their clients

Research and the experience of communities already served by 211 shows that the service can also prove an invaluable tool to community and human service agencies and organizations.

“I am 71 and there are people I know that can’t see well, and it just helps to have 211. A lot of people out there don’t know what help is available. I tell every senior citizen I know about you.”

A 211 caller

First, the 211 service reduces the number of inappropriate referrals that community and human services agencies typically receive. Therefore, community and human service workers can concentrate more of their time on providing core services to clients. They can quickly redirect callers to 211 if callers do not qualify for their services. And workers can call 211 themselves, becoming more effective in helping their clients. Almost one-fifth (18 percent) of the callers to 211 Toronto are staff from other agencies looking for information to help their clients.

To quantify the impact of these efficiencies, 211Ontario.ca analyzed the costs and benefits of implementing “an efficient, coordinated human service information system accessed through a fully searchable, web-enabled directory”2 that enables public and human service practitioners to access information about the 60,000 services available in Ontario. Measuring only direct and quantifiable benefits, this analysis showed that these front-line workers would save an average of six hours every week on searching for information for their clients.

Second, a 211 service creates a single repository of information, whereby extensive data about human and social services is collected, maintained and updated on a regular basis. This reduces duplication of effort. It also improves reporting on the demand for services, allowing organizations to better identify any gaps in meeting the needs of their clients. By consolidating the collection of data and eliminating duplication of effort, the 211Ontario.ca cost-benefit analysis3 further demonstrated that the 211 service would:

· Increase the efficiency of data collection and reduce paper work, saving service organizations more than $300,000 every year;

· Decrease the time spent on data collection and maintenance, saving a total of almost $4 million once the system reaches full efficiency after two years of operation.

211 service helps governments to provide better services everyday and especially during a crisis.

In addition to improving service access and delivery for individuals and service organizations, the implementation of 211 offers government significant cost-saving opportunities:

As the first point of access, 211 can reduce the costs of governments in operating toll-free 1-800 numbers;

211 can also save money on the advertising governments currently undertake to inform citizens about how to access programs and services;

“Finding needed services can be a daunting task for many people … difficulties in navigating the province’s under-resourced and fragmented mental health care system can leave people frustrated or overwhelmed, and contribute to delays in receiving appropriate assistance …

The Provincial Centre of Excellence for Child and Youth Mental Health at CHEO

211 significantly reduces the unnecessary time civil servants and staff in publicly funded agencies currently devote to responding to misdirected or inappropriate calls;

211 can help reduce duplication in data collection and improve data management, by virtually eliminating the need for different government departments and levels of government to maintain multiple databases of services and programs.

Equally important, the 211 service complements the 311 service. In Ottawa, the 311 service has proved very useful in providing access to non-emergency municipal government services. Similarly, the 211 service would provide people with information and referral about all human services and programs, regardless of whether these are delivered by governments or by non-government providers.

A 211 service has also been found to be an invaluable resource in times of crisis. During the 2003 outbreak of SARS in Toronto, the city’s 211 service experienced large increases in call volume and worked closely with public health agencies to deal with the crisis and its aftermath. The service also remained fully operational during the 2003 power blackout in Toronto, despite a large spike in calls. The experience of Toronto and other communities shows that in a crisis or emergency, 211 can:

· Identify and direct resources to high priority places;

· Provide critical reassurance and support to callers;

· Help mobilize and manage volunteers, cash and in-kind donations;

· Serve as an intake point on behalf of government agencies;

· Offer a sustained connection to help people whose lives are dramatically affected

by community crises as 211 becomes part of longer-term recovery efforts.

Additionally, 211 reduces the burden on the 911 system. It protects the integrity of the 911 service during emergencies by diverting the public to an easy-to-remember number for non-emergency inquiries and services. In fact, the development of 211 in the U.S. has emerged as an integral component of community preparedness following the attacks of September 11, 2001.

211 offers important new social assets and economic efficiencies

In communities where the 211 service is available, the benefits have been profound from both a social and an economic perspective. The 211 service benefits all citizens because it promotes an integrated social infrastructure that supports people in times of personal need or community crisis.

Moreover, by systematically tracking the reasons why people call 211 and the services they require, 211 creates a powerful new social policy and planning tool – accurate, real-time need and demand data. Governments and other providers of social and health services can use this information to identify service gaps and gauge the impact of emerging trends. This enables social and health service providers to deploy their resources more effectively.

The economic advantages of 211 are equally remarkable. In 2005, United Way of Canada secured the pro bono assistance of Deloitte to undertake a study of the costs and benefits of implementing a national 211 service. The Deloitte report4 outlined considerable savings for individuals, governments and other organizations. For example, it showed that quantifiable benefits would total $71 million annually, with $31 million accruing to individuals, $22 million to organizations and $18 million to taxpayers. Overall, total benefits would exceed total costs by a factor of 2.4 to one. In other words, every $1 invested in the 211 service would generate $2.4 of benefit.

The following chart outlines the estimated future value of investments in the 211 service from national, provincial and regional (Ottawa and its surrounding communities) perspectives:

National5	Provincial6	Ottawa Region7
Assumes baseline scenario of 10 information centres providing 24/7 service	Assumes 211Ontario service is a public Ontario-wide, web-enabled resource	Assumes 211 Ottawa would be one of the 10 information centres across Canada
Net Present Value of $202 million over 10 years	Net benefit of + $1.3 million in Year 1, +$8 million over 3 years	Net Present Value of + $20 million over 10 years
Investment would be paid back within 2.53 years	Future net benefits of more than $5.1 million annually	Investment would be paid back within 2.53 years.

Progress to date

To date, the City of Ottawa and United Way/Centraide Ottawa have invested more than $146,000 to bring the 211 service to the citizens of Ottawa

History and Context

The first 211 service in North America was introduced in Atlanta, Georgia in 1997 and Atlanta's success inspired many other communities to look at the feasibility of a similar service.

In Ottawa, a 1999 study by Comgate Engineering concluded that a 211 information service would be the ideal option to meet the needs of people living in Canada’s growing national capital. The study identified more than 50 telephone numbers used to access information or services in Ottawa and 20 existing information directories or referral services.

In June 2000, an application was submitted to the CRTC jointly by a coalition consisting of United Way/Centraide Canada, InformCanada, United Way of Greater Toronto and Community Information Toronto. This coalition requested that an 'N11' code be assigned for non-commercial use across Canada for information and referral to community, social, health and government services.

In August 2001, the CRTC approved the use of the 211 telephone number in those Canadian communities complying with the Commission's criteria, including municipal support and a community-based approach to defining and establishing the service.

In November 2001, the Ottawa City Council approved a motion to support, in principle, the concept of 211 as a “coordinated information mechanism for accessing information and referral services that serve the residents of Ottawa.”

Ottawa Community Consultations

Consultations with community stakeholders in Ottawa began in December, 2001 with a meeting hosted by United Way/Centraide Ottawa and the City of Ottawa. The meeting welcomed 65 participants representing 37 different community stakeholders. Most of the concerns raised related to next steps in the development of 211, notably the inclusion of agencies in the process, sustainable funding, and ensuring that 211 enhances existing community services.

Community consultations continued and were subsequently captured in a 2003 Feasibility Study. This feasibility study, funded by the City of Ottawa ($50,000) and United Way/Centraide Ottawa ($25,000), laid the groundwork for continued collaboration in the planning and implementation of 211 Ottawa.

“I believe that 211 Ottawa will become an important resource for all members of our community. It will enable people to call just one, convenient number to reach a bilingual professional, trained to help point them in the right direction. That same convenient and professional assistance will be available to community support volunteers and staff too, helping them to help their clients faster and more efficiently.”

Louise Martin, Executive Director, The Good Companions

Initial 211 Ottawa Plans

The 2003 Feasibility Study was followed by a July 2004 Review of Organizational Capacity, funded by United Way/Centraide Ottawa with a $27, 430 investment. This review:

Identified an existing infrastructure that could support 211;
Outlined ways to capitalize on this infrastructure to launch and operate 211 Ottawa on a sustained basis;
Identified roles for a number of organizations to leverage existing community-based skills and experience.

It also included a capacity assessment of the organizations, which had expressed an interest in delivering the 211 service. This capacity assessment, undertaken by third party consultants, was based on each organization’s response to 130 questions, supporting documentation, interviews with six other community groups and site visits.

The assessment recommended harnessing the infrastructure of the Distress Centre of Ottawa and Region (DCOR) as the managing agency for the delivery of the 211 Ottawa service. The DCOR was found to have the greatest strengths in terms of its governance, management and administration, and extensive call centre operations experience. It delivers four services: The Ottawa Distress Line, the Outaouoais Distress Line, the Champlain District Mental Health Crisis Line, and the Grey Bruce Mental Health Crisis Line.

Building on the importance of experience and expertise, the review also recommended that the Community Information Center of Ottawa (CIC) be selected as the 211 Ottawa database provider. The CIC annually produces The Directory of Ottawa Community Services, maintains a bilingual database of 1400 community services and provides local information to provincial portals. The CIC has also contributed to the development of francophone records, both at a local and provincial level.

In September 2004, the development of a business case and plan began. This work, conducted by Jonquil Eyre Consulting and Associates, was funded by the City of Ottawa ($26,000) and the United Way/Centraide Ottawa ($17,600).

Jonquil Eyre Consulting and Associates was guided in these efforts by the 211 Project Management Team, comprised of representatives from the City of Ottawa, United Way/Centraide Ottawa, and the DCOR. People with resource development experience also contributed their expertise to ensure that 211 would build on existing, long-term and strategic opportunities and relationships. The business case, business plan and detailed implementation plan were completed on April 28, 2005 and subsequently reviewed by community stakeholders through meetings conducted in June 2005.

At this time, the 211 Ottawa Project Management Team agreed that funding for a minimum of five years should be in place in preparation for the launch of 211 Ottawa. Unfortunately, due to budgetary constraints, the required level of funding was not immediately forthcoming from United Way/Centraide Ottawa, the City of Ottawa, the Government of Ontario and other funding sources.

Recent developments

“It was great that I could talk to a staff member in my language, and get to know more about government services. I feel more confident now after calling 211.”

A 211 caller

In early 2006, the 211 Ottawa Project Management Team sent proposals to Members of the Provincial Parliament in support of the “Making 211 Accessible to all Residents of Ontario” proposal. This proposal was part of a collective call to action, whereby United Way organizations across the province asked the Government of Ontario to support and partner in a province-wide 211 system. With funding from the 2006-2007 budget, the Government of Ontario’s Ministry of Community and Social Services answered this call, ear-marking $1.4 million for the call centre start-up activities required to launch the 211 service.

The Government of Ontario placed restrictions on the use of this start-up funding. First, it cannot be used to fund 211 operations. Second, communities must demonstrate that they have secured adequate funding from other sources to operate the 211 service for a minimum of one year.

This new funding represents an unprecedented opportunity to kick-start local 211 initiatives, thereby laying the foundation for a cohesive 211 system serving citizens across Ontario. Since October 2006, the Ontario 211 project team has been working with 211 teams in Ottawa, Thunder Bay, Halton Region and Windsor to build capacity for their telephone service. These communities will join the existing 211 operations in Collingwood, Niagara Region and Toronto to form the backbone of a province-wide 211 system, providing service to 50 percent of Ontario residents.

In addition, the Ministry of Finance provided a $3 million grant over three years from the Strengthening our Partnerships program, to expand and enrich 211 delivery over the Internet. This will include new money for 211Ontario.ca to extend data collection across Ontario and to further its work on the development of the human services classification system, or “taxonomy” in both French and English. By standardizing references to human and social services and needs, this taxonomy will enable the Information and Referral Specialists using 211Ontario.ca to better search and find the information they need to help 211 callers.

FindHelp Information Services, a United Way partner, is leading this province-wide initiative, which represents the collective vision of more than 40 community-based information and referral providers in Ontario. 211Ontario.ca will be a fully searchable, bilingual, Internet-based directory of human services across Ontario. It will be built on the existing information management and technological infrastructure of Findhelp Information Services and its partners: Community Information Online Consortium, InformOntario, United Ways of Ontario, and InformCanada.

In addition to contributing to these discussions at the provincial level, the 211 Ottawa Project Management Team has been exploring an alternative model to make the 211 Ottawa service more financially feasible. The following section outlines the model.

211 Ottawa Initial Operating Model

Governance and Management

The Distress Centre of Ottawa and Region (DCOR) will be the managing agency for the 211 Ottawa project. As such, its Board of Directors will be responsible for governance and its management team will head up start-up activities and ongoing operations. Having a single organization accountable for this significant project is key to its success. The DCOR can remain flexible and responsive to changing community needs and will have the ability to make decisions quickly.

In addition, the DCOR will seek a contractual relationship with the Community Information Centre of Ottawa, whose subject matter and database management expertise is best known through the widely distributed Directory of Ottawa Community Services. The contract will include the provision and ongoing maintenance of a bilingual database to support the delivery of the 211 call centre services.

To ensure continued community input, a 211 Advisory Group, comprised of representatives from United Way/Centraide Ottawa, the City of Ottawa and other community partners will assist the DCOR. The Advisory Group will monitor performance and provide guidance on how to strengthen the provision of 211 services to individuals, families and professionals in Ottawa.

Start-up Activities

Prior to the launch of 211 Ottawa, the DCOR will oversee:

· Procuring and deploying the telephony infrastructure, network servers and computing environment necessary for call centre operations;

· Securing call centre office space as well as the necessary office furniture and equipment;

· Solidifying relationships with other community groups in Ottawa as well as with other 211 providers in Ontario;

· Ensuring that 211 Ottawa meets all national standards, including the requirements of the 211 Standards Review and Licensing Panel and the InformCanada/AIRS accreditation requirements;

· Designing a public awareness advertising campaign;

· Hiring and training the bilingual 211 Information and Referral (I&R) Specialists;

· Hiring a bilingual 211 Project Officer/Manager to oversee the set-up and operations of 211 Ottawa .

The DCOR estimates that the capital and start-up activities will cost just over $225,460 (Please see Appendix A - Funding Requirements/Start up and Capital Costs Table #1).

Initial Operations

The proposed service targets for 211 Ottawa include:

·      To answer 85 percent of all calls within 45 seconds;

·      To strive for an average call length of three minutes; and

·      A call abandonment rate of less than 10 percent.

The 211 Ottawa Project Management Team proposes to offer the 211 service seven days a week, from 8:00 a.m. to 6:00 p.m. for the launch year, moving to 24 hours a day, seven days a week in the second year. The intention to move to 24/7 coverage by the second year of operation exceeds the 211 service requirements mandated by the CRTC.

Accountable for the quality and management of the 211 Ottawa data, the DCOR will use its impressive Chaos Organized call management software, which will:

· provide the 211 I&R specialists with structured guidance;

· enable supervisors to view call reports and provide online feedback;

· be integrated with the phone system to ensure accurate data collection.

In addition to call answer targets, regular quality assurance activities, including caller surveys, will be conducted. Aggregate data will also be collected on variables such as the geographic distribution of callers, agency referrals and the first language of callers. These quality assurance measures will be coordinated with those of other 211 service providers. This will ensure that 211 Ottawa evaluation reports are consistent with the standard evaluation reports commonly used by all 211 service providers.

The DCOR will also develop Service Level Agreements (SLAs) with its 211 community partners, including the CIC. As managing agency, the DCOR is further responsible for guaranteeing that the Information and Referral Specialists as well as the Database Specialists achieve the designated professional certification standards, administered by InformCanada/AIRS.

Ongoing Community Consultations

Throughout these initial stages, individual consultations with community stakeholders will be ongoing to ensure that they are involved in the development of the 211 Ottawa service. During the second quarter of 2007, more formal briefing meetings with community groups will take place to apprise them of the upcoming activities. Regular project updates to stakeholders will also be an integral part of the 211 Ottawa communications strategy.

Launch Year Operational Budget

Based on the experience of other communities, it is estimated that 72,000 calls will be made to 211 Ottawa during its first year of operations. To meet this call volume, the DCOR will hire a 211 Manager, as well as 4.8 full-time equivalent (FTE) I&R specialists to begin work on October 1, 2007 and an additional 2 FTEs to commence in January 2008 if warranted by call volumes. It is anticipated that the database will be provided by the Community Information Centre.

The following is a brief breakdown of the estimated costs for the pilot year operations. For complete budget details, please see Appendix A - Funding Requirements/Year 1 Operating Costs Table #2.

Budget Item	Estimated Cost
Salaries, training and professional development	$ 364,000
Telephony, IT, rent and management	$ 164,335
French translation, multilingual interpretation and promotion	$ 42,400
Total	$ 570,735

Text Box: Risk Mitigation

There are risks associated with this plan, which could affect governance and community support, data management, standards and service quality, as well as the plans to consolidate 211 Ottawa within the provincial 211 system. As illustrated in Appendix B, these potential risks have been identified and strategies are in place to mitigate them. Project Milestones

The 211 Ottawa Project Management Team is confident that funding for 211 Ottawa’s launch year can be obtained. Much of the planning, preparation and consultations for the project are advanced as well. Consequently, the project team and the DCOR can move quickly and decisively to introduce 211 to Ottawa before the end of 2007.

Overall, the plan for 211 Ottawa is to execute a soft launch of the service by the beginning of the fourth quarter of 2007. Then, following a short period of fine-tuning, the Ottawa 211 service would be formally launched to the Ottawa community in early February of 2008. By this time, it is further anticipated that longer-term funding and plans for expanding the service on a regional basis would be established.

The chart on the following page outlines the major project milestones.

211 Ottawa Launch Milestones	Q1-07	Q2-07	Q3-07	Q4-07	Q1-08
Pilot Year Funding Secured	×
211 Manager Hired		×
211 office secured and set-up for operations		×
I&R Specialists recruited and hired		×
Testing of 211 telephony and related systems		×
Communication strategy developed; Application made for 211 license and rights to use logos and graphics		×
Social service organizations briefed		×
MOUs reached with 311, 911 and other agencies		×
211 Ottawa Advisory Committee established		×
Agreement reached between DCOR and CIC on database management		×
Municipal approval obtained to meet CRTC requirements and to move ahead with 211 accreditation.	×
Communications strategy completed			×
Training of I&R Specialists completed			×
Plan for 24/7 service developed			×
Plan for Public Launch completed			×
Public communications campaign launched			×
*211 Ottawa Soft Launch*				×
211 Ontario.ca goes online				×
Reports/evaluation criteria for pilot year operations developed				×
AIRS Accreditation application completed				×
Proposals for funding renewals completed				×
Plan for 613 regional service completed				×
Agreements reached with other municipalities and United Ways on 211 region-wide service					×
211 Ottawa service offered on a 24/7 basis					×
*211 Ottawa Hard Launch – Feb 2008*					×

Immediate Next Steps

“The mission of 211 Canada is to effectively connect people with the appropriate information and services, enhance Canada’s social infrastructure and enable people to fully engage in their communities.”

211 Canada Steering Committee

The 211 Ottawa project is now at a crucial crossroads. With provincial funding earmarked for making 211 accessible across Ontario, the project has gained new momentum. But this window of opportunity will not be open for long. To obtain start-up funding, the 211 Ottawa Project Management Team must secure the funding necessary for 211 Ottawa’s launch year operations before March 31, 2007.

Early in the first quarter of 2007, the 211 Ottawa Project Management Team will make presentations to United Way/Centraide Ottawa, and to the City of Ottawa. At this time, the team will also approach other potential funding organizations, including the Federal Government (Service Canada, Citizenship and Immigration Canada), foundations and corporations. And throughout this process, meetings with human and social service organizations throughout the Ottawa community will continue.

Work with the 211Ontario.ca project team is also ongoing. In November, 211 Ottawa collaborated with FindHelp Information Services for the 211Ontario.ca consultations. These consultations garnered additional support for the 211Ontario.ca project from stakeholders, including Francophone and Aboriginal groups. This vital collaboration will continue well into the future as the 211Ontario.ca project takes shape over the coming two years.

From its inception five years ago, the 211 Ottawa project has been a story of partnerships, collaboration and consultation:

· The City of Ottawa and United Way/Centraide Ottawa have worked closely together, committing both funding and the energy and expertise of their staff to make 211 Ottawa a reality;

· The 211 Ottawa Project Management Team has forged robust relationships with 211 service providers across the province, with 211Ontario.ca and with the 211 Canada Steering Committee;

· Through its extensive consultations, the team has gained the keen support of community groups and human and social services agencies across the city. They appreciate the tremendous potential of 211 Ottawa in helping them to better meet the needs of the people of Ottawa;

· Currently 211 Ottawa is exploring a partnership with Leadership Ottawa to provide assistance in development of a Communications and Marking plan.

Appendix A - Funding Requirements

Start-Up and Capital Costs

Financial projections for start up and capital costs are based on setting up the 211 Ottawa service between April and October.

Table #1

Ottawa 211 Budget Estimates Start-Up and Capital Costs	2007	See Notes
Call Centre Capital Costs
Telephony infrastructure (phones, headsets, licences, fibre network, T-1 line card, NBX upgrade, switch)	31,225	1
Network server (UPS, server, wiring, racks)	40,830	2
Computers, monitors, software	15,505	3
Workstations/chairs	15,000	4
Office refurbishing	20,000	5
Call tracking software	10,000	6
AIRS accreditation application / 211 licensing fee	17,000	7
Advertising campaign (design and implementation)	27,000	8
Hiring and training of 211 I&R Specialists	6,000	9
211 Project Launch Coordinator	42,900	10

Grand Total of Capital Costs	$225,460

Notes on Budget Estimates:

Note 1 - Telephony Infrastructure

DCOR's current ACD telephone system is able to handle the demands of a 211 system subject to additional phones and headsets, T-1 line card, agent licences, NBX upgrade and phone switch. Cost also includes connection to local fibre network.

Note 2 - Network Servers

DCOR’s terminal servers will have to be upgraded to “mission critical” servers. Includes network infrastructure, wiring, racks and installation. With a comprehensive UPS, 211 will have the capacity to continue to operate in the event of a power outage. Having two locations further enhances redundancy, which will be further enhanced when a province wide system is in place. The 211Ontario.ca database could be used by the I&R Specialists.

Note 3 – Workstation equipment

Workstations for the I&R Specialists include a three-panel screen, hardware and software.

Note 4 - Workstations and Chairs

Workstations for I&R and Database Specialists include desk, privacy panels and chairs. Manager’s office includes desk, chair and filing cabinet. Other office furniture includes meeting table and chairs, storage shelves, and filing cabinets.

Note 5 - Office Refurbishing

Call centre configuration should be ergonomically designed to assist in effective communication among I&R Specialists who draw on specialization and language skills (other than French and English) and Database Specialists. Without knowing the space, this is a rough estimate.

Note 6- Call Tracking Software

A cost of $10,000 is estimated to adapt DCOR’s CHAOS database for 211’s purposes.

Note 7- AIRS Accreditation and 211 Licensing Fee

InformCanada/AIRS accreditation fees are $3,394 plus estimate of costs and time, including cost of the Review Team visit. Total costs are estimated at $17,000.

Note 8 - Advertising Campaign

The initial cost includes design of print, radio and television ads, as well some implementation costs (air time, poster hording, newspaper ads, etc.).

Note 9 - Hiring and Training of 211 I&R Specialists

Advertising costs in newspapers, Charity Village and Job Bank to hire new staff. Also includes training expenses for new staff.

Note 10 - 211 Project Launch Coordinator

211 Project Coordinator to be hired in May 2007 to coordinate site set-up, systems configuration, community outreach, staff hiring, etc.

Year 1 Operating Costs

Operating Costs for year 1 are projected with the soft launch of 211 in October 2007 and the formal launch in February 2008. The service will be offered for 70 hours/week 8:00am – 6:00pm 7 days a week. The call volume is estimated at 72,000 calls in year 1.

Table #2

Ottawa 211 Budget Estimates Operating Costs	See Notes	Pre-Launch Costs	Oct 1-Dec 31 2007	Jan 1- Sept 30 2008	Total First Year Operation Costs Oct/07-Sept/08
Operating Costs	11
211 Manager	12			48,263	48,263
211 I&R Specialists	13	27,616	55,234	191,403	246,637
Database Coordinator	14	21,938	12,150	40,500	52,650
Salary contingencies	15	2,075	4,150	9,300	13,450
Fibre network, T1-line, cellular phones & 1-800 usage	16	14,400	8,100	22,500	30,600
IT support	17	2,000	2,000	9,900	11,900
Training, certification, professional development, outreach	18			3,000	3,000
French translation costs for resource materials	19	1,500		6,000	6,000
Interpretation costs for a additional languages	20		1,600	4,800	6,400
Promotion	21			30,000	30,000
Rent and facility cost	22	18,666	9,334	31,500	40,834
Overhead & contingency	23	8,820	9,257	19,858	29,115
Sub-total		$97,015	$101,825	$417,024	$518,849
Management fee	24	31,366	10,183	41,702	51,885

Grand Total of Operating Costs		$128,381	$112,008	$458,726	$570,735

Notes on Budget Estimates:

Note 11 - Staffing for Operations

· Salaries include benefits.

· Overall staffing levels reflect the call volume estimates and the ensuing FTE requirements. The call volume is estimated at 72,000 calls per year.

· Salaries will increase by an average of 2.5% per year (this includes some allowances for step increases for new staff).

· The 211 Manager, I&R Specialists and Database Coordinator salaries are within the salary ranges of comparable non profit positions and in line with current DCOR structure. These salaries are below municipal salaries for similar positions. This remains a consideration when hiring from the smaller bilingual labour pool.

· The benefit costs are at the current DCOR level of 17%.

· Staff coverage for 10/7 has been calculated.

Note 12 - 211 Manager

Assumes a full-time position in 2008 at a salary of $55,000 + benefits of 17% ($9,350) for a total of $64,350.

Note 13 - 211 I&R Specialists

Assumes 4.8 FTE’s bilingual I&R Specialists are hired in 2007 and an additional 2 FTE’s hired in 2008 for a total of 6.8 FTE’s. Salaries are calculated on the need to cover 3,650 hours per year (70 hours per week), with a minimum of three full-time I&R Specialists covering at all times. During the peak period between 9:00 a.m. and 3:00 p.m., one additional part-time I&R Specialist would be required. Salary is set at $17.00 per hour, based on a 35-hour work week for full-time staff (6 FTE’s), and a 30-hour work week for part-time staff (.8 FTE’s) = $212,670 + 17% benefits ($36,154) for $248,824.

Note 14 - Database Coordinator

The bilingual database coordinator is key to database management. Full-time salary in 2008 is estimated at $45,000 + 17% benefits ($7,650) for a total of $52,650.

Note 15 - Salary contingencies

Salary contingencies and recruitment costs including on-call supplements, overtime, statutory holiday pay, staff hiring, parking, etc.

Note 16 - Fibre Network, T1-line, Cellular Phones & 1-800 Usage

Monthly costs for fibre network, T-1 line, cellular phones, and 1-800 number. Note: It appears that all of Ottawa would be in the local calling area of the 211 phone centre if it is located in the Ottawa-Gatineau exchange area. However, when Ottawa 211 serves eastern Ontario, a toll free number will be needed for long distance incoming calls (which are at no charge to callers within the area served by 211). With fibre optics, there is no charge for high speed internet.

Note 17 - Technical Support

Information technology support is outsourced by DCOR.

Note 18 - Training, Certification, Professional Development, Outreach

Costs related to ongoing training, certification renewals, professional development and community outreach.

Note 19 - Translation

Public reports on 211 would have to be produced in both languages. Using the evaluation plan developed for the provincial 211 roll out, the template could be translated, statistics entered each month and the narrative would be the additional cost each quarter. Annual reports and press releases would incur additional translation costs.

Note 20 - Interpretation

Contract with Tele-Interpreters using a three-way conference call between the I&R Specialist, a non-English-speaker and an interpreter speaking one of over 150 languages. Tele-Interpreters have an agreement for AIRS members and serve hundreds of 211 centres in the US. There is no fee to sign up. Services are invoiced monthly for any calls that utilize interpreters. I&R Specialist call a toll-free 800 number, and interpreter is accessed immediately. Cost is US$1.54/minute. Estimate 2% of calls require interpretation and they average 7-8 minutes in duration. Based on 1,300 calls per year.

Local and Canadian Interpretation services will also be explored.

Note 21 - Advertising Campaign (Implementation)

Costs associated with public launch in February 2008 and ongoing media coverage.

Note 22 - Facility Rental

New office space is required to allow for expansion to accommodate the call centre and an eventual 9 staff (of whom maybe no more than 6 would generally be there at the same time) and to avoid any expensive “mid-project move”. The office space is estimated as a 5-year lease for 1,500 sq. ft. at an initial $28.00/square foot.

Note 23 - Administrative Overhead/Contingency

Administrative overhead/contingency is estimated at 10% of total costs in 2007 ($146,675 x 10% = $14,668), and 5% of total costs in 2008 and beyond. Includes costs related to memberships, subscriptions, audit and other professional fees, liability insurance, photocopier, office supplies, bank charges, postage and courier charges, etc.

Note 24 - Management Fee

DCOR’s management fee is set at 10% of total costs. For 2007, this fee is applied to both the start-up/capital and operating budgets ($386,803 X 10% = $38,680).

Appendix B – Risks and Risk Mitigation

Risk	Risk Mitigation
Sustainable Funding
· Sustainable funding is not obtained for funding beyond the first year	· Provincial support for start up and capital costs provides a unique opportunity to get 211 operational · It is easier to obtain resources for a service that exists and is responding to information requests from citizens · Future partnerships with 311, CCAC and other information providers can continue to be explored during the first year of operation
· Province does not continue to invest in 211	· Solid business plan to come forward from Ontario 211 · 211 centres demonstrate efficiencies and effectiveness of 211 for citizens of Ontario · Potential public, agency and stakeholder backlash if funding stops · Meetings with Premier and MPP’s to discuss value of 211 to the province · Other provinces (BC and NS) show leadership in supporting 211 in their provinces
· 211 Service closes after 1 year of service	· 72,000 individuals will have received information · Database will have been increased and developed to be part of the 211Ontario.ca database · Solid partnerships have been developed to continue to pursue funding options · Those who have directly benefited from the service in year 1 support new efforts to secure funding
· City of Ottawa cannot provide financial support in 2007	· Approval of 211 to operate in the municipality and the 211 service provider is what is required · Request City to look at staff secondment and in kind services · Re-examine partnership with 311 · Demonstrate value of services and prepare for 2008 budget process
· United Way cannot provide all the required support	· Support DCOR in securing additional financial resources · Consider “in kind” services
Governance and Community Support
· The 211 community-based service is not understood or supported by community agencies and politicians.	· Establish an effective communication strategy to build and maintain sound relationships including a 211 Community Advisory Committee
· Unclear relationships with agencies that provide crises lines, 911, emergency preparedness etc	· Build on service protocols established in other 211 211 communities including communication, referrals, cross training and information sharing. DCOR already has agreements with 911, hospitals, police and 911
· Citizen confusion between 211 and 311.	· Coordinate communications to ensure clarity about differences. For some services (e.g. helping a homeless person), either number could be appropriate. · Develop a specific communications plan for 211 and 311
· Concern about increased service referrals to agencies, resulting in agencies being unable to handle additional referrals.	· Monitor 211 services to ensure agencies receive appropriate calls. · Service providers keep the 211 service informed of their ability to serve clients, including waiting lists. · Quarterly reports are shared with government and community partners to identify gaps in services and assist in planning
Data Management Provider
· Ensure an effective working relationship between the Distress Centre and CIC Ottawa.	· Clarify the terms of the contract; ensure it provides benefits to both parties and enables both organizations to feel confident that they can meet their obligations.
· Failure to achieve a satisfactory contract with the Community Information Centre of Ottawa as the data provider.	· In the absence of a contract with CIC Ottawa, an interim contract with an experienced data partner is advised while the DCOR builds current database of 2678 records and converts to CIOC platform.

Risk		Risk Mitigation
Standards and Service Quality
· Handling increased call volumes while maintaining service standards as population grows and becomes more aware of 211.	· Call volume projections based on experience in other locations have been used to guide the anticipated demand. · Public outreach and education about 211 should be balanced with capacity to respond to calls.
· Approval by the 211 Standards Review and Licensing Panel granted to DCOR.	· DCOR will ensure that the Ottawa 211 service meets national standards and will collaborate with other 211 providers at the provincial and national levels. Therefore, it should be granted a licence and be able to use the 211 brand (trademark, logo, name, tagline and graphics).
· Ensuring that Ottawa residents can access multilingual 211 services.	· A subscription with Tele-Interpreters or a similar service will be in place providing 24/7/365 access to over 150 languages.
Planning for Consolidation with a Provincial 211 System

· Making the right choices about telephone systems and network servers	· Ontario 211 will recommend the telephony architecture for provincial system by March 2007
· Role of Ottawa 211 within a provincial system, serving eastern Ontario and providing French language service for the province.	· Engage neighbouring counties in eastern Ontario in late 2007 · Ongoing involvement in 211Ontario activities and the maintenance of relationships with key data providers in eastern region will assist in building capacity in this area.

Appendix C - References

211 for All Ontario, Bringing People and Services Together, Final Report, July 2003

211: Advancing the Provincial Consolidated System, Final Report, 211 Ontario Phase 2, Tools and Resources, February 2006

211 Know the Facts, United Way of Canada and InformCanada, October 2006

211 Ontario Q2 Report, April to June 2006

Making 211 Accessible to All Residents of Ontario: A Proposal to the Province of Ontario to Partner in a Province Wide 211 System, The Ontario Trillium Foundation, Citizenship and Immigration Canada, United Way/Centraide Ottawa, 2006

Ottawa 211 Business and Implementation Plan Technical Report, Jonquil Eyre Consulting, April 28, 2005

Ottawa 211 Business Case, and Business and Implementation Plan, Jonquil Eyre Consulting, April 28, 2005

United Way of Canada – Centraide Canada 211 Business Case, Deloitte & Touche LLP, September 2005

1 211 For All Ontario, Bringing People and Services Together, Final Report, July 2003, Available at www.211.ca

2 211: Advancing the Provincial Consolidated System, Final Report, 211 Ontario Phase 2, Tools and Resources, February 2006

4 Deloitte & Touche LLP, United Way of Canada – Centraide Canada, 211 Business Case, September 15, 2005

6 211: Advancing the Provincial Consolidated System, Final Report, 211 Ontario Phase 2, Tools and Resources, February 2006

7 Extrapolated from the Deloitte & Touche, 211 Business Case