HomeMy WebLinkAboutCSD-06-085 - Community Investment Strategy Upate - Terms of Reference
)
~
Community Services
~
Report To:
Date of Meeting:
Submitted By:
Prepared By:
Ward(s) Involved:
Date of Report:
Report No.:
Subject:
Community Services Committee
June 26, 2006
Ann Pappert, General Manager, Community Services Dept.
Kathleen Woodcock, Special Projects Officer, ext 2597
All
June 22, 2006
CSD-06-085
COMMUNITY INVESTMENT STRATEGY UPDATE - TERMS
OF REFERENCE
RECOMMENDATION:
For discussion and Council direction.
BACKGROUND:
As per CSD-05-164, Community Services Committee approved funding to develop a
Community Investment Strategy and directed staff to report back on the details of the terms of
reference before proceeding.
The goal of the Community Investment Strategy is to develop a broad range of coordinated
funding opportunities which align the expenditure of corporate resources to community groups
to identified corporate strategic directions. Expected outcomes of the Community Investment
Strategy include:
· Defined principles for investing in community
· Clear definitions, roles and responsibilities for applicants, staff, committee members
· Specific policy purposes
· Conditions and contractual agreements
· Assessment/evaluation measurements for specific strategic investments
· Refined application and appeals process
· Opportunities for community review and evaluation of grant program
The purpose of this report is to provide Council with the development of the terms of reference
for the Community Investment Strategy (CSD-05-164) especially as it relates to feedback from
representatives of the community and to seek feedback from Council, prior to proceeding with
implementing the project.
CSD-06-085
REPORT:
Feedback from the community
Since April, staff organized seven (7) pro-active feedback sessions, hosting representative
stakeholders to gain their input on the terms of reference as outlined in CSD-05-164. The
community was asked whether the terms outlined in CSD-05-164 encompass and reflect the
investment needs and issues that currently impact on the community.
Small working sessions were held with representatives from neighbouring municipalities and the
region, arts and culture community, neighbourhood associations, affiliated minor sport groups,
community funders and City of Kitchener staff. The terms of reference were also discussed with
the external team for Culture Plan II and shared with the community on March 22, 2006 at a
CPII information session.
Staff learned the following:
This review is timely and timing is of the essence. There is enthusiastic support for the
community investment strategy's approach towards finding a wide(er) array of
investment methods with which to build community capacity, ensure the sustainability of
organizations, facilities, programs and services and evolve resilience with the community
to withstand challenges and change. The communities are very interested in ensuring
that the method by which organizations apply for funds and the process of reviewing the
requests is effective, efficient and timely.
Interest in the process of creating a Community Investment Strategy for Kitchener has
been expressed from other levels of government. There is an opportunity to explore
partnerships with other municipal colleagues and local and provincial funders.
Specifically, several funders are currently exploring similar issues related to building
capacity within the community and have shown interest in partnering on some aspects of
the Community Investment Strategy (i.e. sustainable projects).
With the momentum generated by the implementation of Culture Plan II and the
consultation on the Leisure Facilities Master Plan, the community is excited about a
broader scope to the grants program review.
The First Steps towards a Healthy Community Plan presented to Council on June 19,
2006 supports the development of a community investment strategy.
Minor sport groups are supportive of the development of criteria that will assist them in
accessing resources and addressing efficiency/effectiveness gaps, among other
outcomes.
· Neighbourhood associations are supportive of the positive nature of a community
investment strategy although both staff and the community representatives feel more
time is required for detailed input.
· City staff from CSD and other departments is interested in the development of a grants
program model that will build capacity in the non profit sector and align with Corporate
strategic objectives.
All feedback has been summarized by CSD staff and incorporated in the draft terms of
reference.
cSD-06-085
Detailed Draft Terms of Reference
Proiect Goal:
To develop coordinated funding opportunities within the community which align the expenditure
of corporate resources to identified strategic directions and measurable outcomes that reflect a
philosophy of 'investment' in the community. The program must be simple to use, accessible,
cost efficient, effective and provide flexibility for the community, Council and the Corporation.
Stakeholders:
Organizations and individuals of all ages and abilities involved in sports, arts, crafts and cultural
industries, multicultural/intercultural pursuits, special events and festivals, heritage activities,
neighbourhoods, volunteerism, non profit sector, business/education partnerships, health care,
social services/planning, housing, horticultural and beautification, children, youth, seniors,
leadership and community development, religious, councils, and museums.
Proiect Phases and Actions:
1. Inventory/Issue Identification:
a. Review inventory of all existing grants within CSD and the community.
b. Identify gaps and opportunities within the Corporation and the community
c. Prepare inventory of existing investment strategies within the community,
including other municipalities, funders, and other stakeholder groups
d. Review data collection, analyse and evaluate
e. Identify trends in funding community environment
f. Review and identify linkages to provincial and federal investments
g. Examine municipal role with AMO/FCM initiatives
h. Organize community input opportunities
Align current activities with corporate initiatives/goals
Investigate and identify possible inter-disciplinary efficiencies
2. Analysis of Needs, Issues, Linkages & Options
a. Determine sustainability and capacity of community to fund through existing
revenue streams
b. Analyse and understand growth and demographic trends
c. Gather alternative tools for supporting community capacity building,
sustainability, creating resilience.
d. Design a funding framework that meets Corporate guidelines and timelines
e. Explore linkages of multi municipal/regional sources
f. Determine linkages to provincial and federal investments
g. Provide benchmarks or best models from selection of external investment
h. Align current activities with corporate initiatives/goals
Identification of investment strategy options with criteria
j. Identification and measurement for expected community changes
k. Examination of options/ strategic alignments
I. Identification of range of investment categories
m. Identify evaluation tools/mechanisms, schedule, etc.
n. Review and develop the decision making process to ensure equity of availability
and distribution
3. Community Investment Strategy Recommendations
a. Propose Policy
cSD-06-085
· Values
· Scope of Program
. Alignments to Priorities
· Role of Municipality
b. Propose Implementation Framework
· Alignment to strategic priorities (cSD Strategic Plan)
· Methodology of program
· Administration/coordination
· Communications/marketing plan
c. Propose Measurement and Evaluation
· Design evaluation cycles
· Design measurement criteria/data systems
· Appeals process
d. Propose Resources Required:
· Financial resources
· Staffing resources
· Partnership/agency agreements
· Legal agreements
We are currently exploring the most effective approach to operationalize the process and plan
on further investigating potential partnerships with other funders.
FINANCIAL IMPLICATIONS:
A funding request of $85,000 in capital budget was approved during the 2006 budget
deliberations.
Staff will work further with other funders and community agencies to determine options for
partnering on specific sections of research outlined in the Community Investment Strategy draft
detailed Terms of Reference.
COMMUNICATIONS:
The Community Investment Strategy has been discussed internally involving members of the
Finance Division, Chief Administrative Officer's Office, Community Services staff and members
of the Economic Development Division. Community Services staff have met initially with
representatives from the community. Further community communications are to be determined
as part of the implementation of the Community Investment Strategy project.
CONCLUSION:
Staff is moving forward with a strategic approach toward 'investing' in the community that
includes a review of the existing grant program. This project should provide for sustainability in
the community by balancing new and traditional approaches towards the development of
community leadership and empowering citizens to contribute further to a strong and caring city.
Kathleen Woodcock,
Special Projects Officer, CSD
AP