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HomeMy WebLinkAboutCSD-07-007 - Terms of Reference for Youth Services Strategy and Senior Services Strategy ) R Community Services Report To: Date of Meeting: Submitted By: Community Services Committee January 8, 2007 Prepared By: Mark Hildebrand,lnterim Director, Community Programs and Services (ext 2687) Lori Palubeski, Manager of Program & Resource Services (x2623) Sylvia DeSchiffart, Supervisor, Senior Day Program (x2337) All Ward(s) Involved: Date of Report: Report No.: Subject: December 22, 2006 CSD-07-007 TERMS OF REFERENCE FOR YOUTH SERVICES STRATEGY AND SENIOR SERVICES STRATEGY RECOMMENDATION: For information only. BACKGROUND: The Leisure Facilities Master Plan (LFMP) highlights the value, importance and necessity of access and participation in specialized programs and services for seniors and youth. As well, the LFMP recommends that priority be given to seniors and youth in community programming. The recently approved Plan for a Healthy Kitchener (2006) concurs and further suggests that senior and youth services need to be increasingly considered as a priority for City operated and/or supported resource centres. Specifically, recommendation #23 addresses seniors and senior centres, and proposes: · That starting in 2006, opportunities be sought with the seniors and other groups to utilize the Rockway Senior's Centre for a boarder base of leisure community uses during non- designated seniors' times in the evenings and on weekends when available, · That seniors programs be increasingly considered a community programming priority for city operated and/or supported resource centres where numbers warrant and demand is evident in order to service broader seniors' markets, and · That seniors programming ensures a broader mix of activity and program opportunities involving physical/fitness, socialization, skills development, life skills, health and well- being, social services and related dimensions based on localized need. Report No. CSD-07-007 Page 2 Regarding youth and youth services, recommendation #31 suggests: · That the city ensures that there is some priority given to teen services within the community centres, · That the city work with other service providers to develop a strategy for teen-oriented services in the downtown area, including the possible retention of a specialized staff person to support this initiative within a partnership model, · The downtown-orientated services work within existing facility resources and focus on a holistic perspective based on the needs of the target audience, and · An annual program evaluation occur to ensure that the integrity and the outcomes of the program are sustainable. REPORT: Staff is supportive of the recommendations in the LFMP and thus, in order to proceed, suggest that the department proceed with the development of a Senior and Youth Strategy. A terms of reference (attached) for each strategy has been developed which will provide direction and guidance. The intent of the Youth Services Strategy is to define a program and service delivery model for Youth Services that responds to the recommendations outlined in the LFMP and more recently, the Plan for a Healthy Kitchener. Using the 40 Developmental Assets strengths-based framework, this model will act as a cornerstone and provide direction for staff in planning, resource allocation, partnership development and program/service development and delivery. As well, the strategy will evoke policy development, barrier removal to participation and the development of a youth engagement plan. The intent of the seniors strategy will be to: i) review existing resources and leisure delivery strategies and determine if they can be administered more efficiently and effectively, and/or if they need to be enhanced; ii) examine how to sustain and evolve a dedicated seniors' centre while investigating the possibility of moving more seniors programming out into the community; and iii) determine how to engage seniors on a wider front of activities and services targeting identified needs. Staff are proceeding as follows: · A $35,000 budget has been designated for the Seniors' Strategy. This will include the hiring of an external consultant to facilitate the process · A $25,000 budget has been designated for the Youth Strategy. The Special Projects Officer and the Manager of Program & Resource Services have been designated as the Report No. CSD-07-007 Page 3 staff leads. Master level students will be hired at appropriate phases of the project as deemed appropriate. Further details of both strategies are outlined in Appendix A. FINANCIAL IMPLICATIONS: $60,000 has been budgeted and currently exists in the 2006 capital budget to complete both of these strategies. · $35,000 allotted for the Seniors' Strategy · $25,000 allotted for the Youth Strategy Mark Hildebrand Interim Director Community Programs and Services AP Youth Services Strategy Terms of Reference CITY OF KITCHENER (November, 2006) 1. INTRODUCTION The City of Kitchener is proposing to commence a comprehensive review of the services and programs offered to youth by the Community Programs and Services Division. The intent of the review is to make recommendations outlining a Youth Services Strategy that substantiates the directions the City of Kitchener wishes to follow, based on the Leisure Facilities Master Plan and consistent with the Plan for a Healthy Kitchener, to determine the best delivery model for youth programs and services throughout the city. 2. TERM OF PROJECT The term of the project will run for six months, with suggested dates being March 2007 through to August 2007 . 3. PROJECT TEAM & STAKEHOLDERS The decision making process authority rests with the Corporation of the City of Kitchener. The Project Team will report to the Community Services Department's Senior Management Team (SMT) via the Director of Community Programs & Services. SMT will act as the Project Steering Committee. The following Project Team is responsible for directing the Strategy and will include: · Special Projects Officer (co-lead) · Manager of Program & Resource Services (co-lead) · Youth Services Coordinators (2) · District Facilitator (1) · Resource Centre Coordinator (1) · Administrative Support Staff (1) · Coordinator of Athletics (1) The following stakeholders (not limited to) will be consulted: · Youth · KY AC · Neighbourhood Association volunteers · Youth Service Providers · Alliance for Children & Youth · Appropriate departmental & divisional staff (Community Centre, Inclusion Services, Volunteer Services) · Appropriate departmental staff external from CSD (Legal, IT, Communications, Finance, Facility Management, Security) · Minor Sports · School boards 4. PROJECT REQUIREMENTS A) Introduction Through the use of the 40 Developmental Assets strengths-based framework, define a program and service delivery model for Youth Services. This model will act as a cornerstone and provide direction and guidance for staff in planning, resource allocation, partnership development and program/service development and delivery. The Strategy will address and respond to the recommendations outlined in the Leisure Facilities Master Plan (LFMP) and the Plan for a Healthy Kitchener. B) Background The Leisure Facilities Master Plan and the Plan for a Healthy Kitchener highlighted the value, importance and necessity of youth participation and engagement in our community. The Community Services Department currently provides a range of opportunities for youth that include employment, recreation and leisure programs and services, committee membership and volunteer opportunities. Staff recognize that a small percentage of youth in the community are accessing our services, with those young people who may not be in the "mainstream" accessing the least. The development of a Youth Services Strategy at this time will assist staff in ensuring that youth interests and needs are appropriately included in the implementation of the LFMP and the Plan for a Healthy Kitchener. The Leisure Facilities Master Plan identifies the need for the continuation and enhancement of specialized programs and services for youth with the goal of enhancing their citizenship and quality of life through better access to and increased participation in Leisure Services. The Plan for a Healthy Kitchener identifies that youth services should be seen as a priority, particularly for those youth who are not interested in, or not readily engaged in the "usual" recreation and leisure programs. The report also highlights the need to develop partnerships with service providers who target youth. The 40 Developmental Assets is the strengths-based framework that guides and informs how we work for and with youth in our community. The Asset framework identifies the building blocks of healthy development that help young people gain the strengths and skills that they need to thrive as adults. Assets are positive relationships, opportunities, competencies, values and self- perceptions that divert youth from risky behaviours and promote positive behaviours and civic engagement. Community Resource Centres are focal points within neighbourhoods and can act as hubs for youth programming and service delivery. The LFMP identifies that program and service delivery of leisure services will be based on a hierarchy of responses all of which will need to ensure the inclusion of youth and youth relevant opportunities. The successful engagement of youth in programs and services is linked to our ability to remove barriers to their participation and create environments in which they can feel safe, comfortable and heard. As importantly, the services must respect young people's diversity, preferences, culture and development as active community members and leaders. In 2007, Youth Services will have been in existence for 6 years. It is an appropriate time to review the work of this team to date and set directions for the future. Challenges that currently affect our ability to create environments that are inclusive to youth are (but not limited to): · Limited availability of evening and weekend space in Community Centres · Limited financial and human resources to support staffing and programming · Need for financial subsidization of youth programming by community groups and partners (youth programs are typically not revenue generating or cost recovering programs) · Lack of confidence experienced by staff, volunteers, service providers and community members in their capacity and skill to work with youth or to provide opportunities for youth, particularly those youth who are not in the mainstream · Inability to engage youth effectively due to a lack of understanding of youth issues, inadequate training, resources and/or opportunities · Youth have expressed that they experience a lack of power and a lack of a sense of voice in decisions that impact them directly or indirectly · General stereotypical image of youth as nuisances, issues to deal with or people to fear C) Strategy Objectives A Youth Services Strategy shall be defined as a 10 year long range planning document which outlines the directions the City of Kitchener wishes to pursue in the delivery of youth programs and services and the investment required to achieve these directions. The Strategy will address and build upon the recommendations of the LFMP and the Plan for a Healthy Kitchener and be consistent with the 40 Development Assets framework. The focus of the Strategy will include programs, services and operations as they relate to serving youth within the Community Programs & Services Division. This will include all current and potential models of program/service delivery (staff, community/neighbourhood association, partnerships/collaborations). Although the Strategy will focus on Youth Services within Program and Resource Services, it is anticipated that recommendations to other divisions, departments and community partners will be an outcome. The Strategy will achieve the following objectives: 1. The development of a youth philosophy that will provide guidance and direction to staff. 2. The completion of a comprehensive review of current youth programs and services and the associated delivery/partnership models. 3. The identification of local youth trends in order to ascertain and plan for long term youth program, service and facility needs 4. An engagement process that includes youth, staff, neighbourhood associations, youth serving agencies and community stakeholders 5. The preparation of recommendations and costs associated with a long term youth strategy D) Strategy Process The Project Team will follow the subsequent study process: 1. Literature Review and Research review existing City of Kitchener reports, plans and strategies that are relevant to youth services review local youth trends and demographics policy review as it relates to supporting youth program and service provision and revenue generation requirements 2. Inventory current youth programs and services provided by the City of Kitchener, affiliated City of Kitchener partners, youth serving agencies and community stakeholders current youth facility space usage and patterns 3. Develop a youth philosophy 4. Assess the readiness of neighbourhoods and staff to respond to identified youth needs 5. Prepare a Youth Services Strategy with specific recommendations and associate costs for the approval from City Council E) Interconnections: The Youth Services Strategy development process will intersect with the following initiatives: · Neighbourhood Association Affiliation Policy Review · Facility Booking Policy Review · Leisure Access Review · Seniors Strategy · Community Services Strategic Plan · V olunteer Services Strategy · Community Investment Strategy · Diversity initiatives currently in development F) Project Team Responsibilities The Project Team will be responsible for the following: · Gather and review all relevant background reports, plans and resources and ensure that the information is considered in the recommendations · Organize and implement the consultation process and oversee all meetings with stakeholder groups, agencies and staff · Collect and analyze information and input received during the consultation process · Communicate and liaise with staff, agencies and stakeholder groups during the Strategy process · Prepare recommendations for Seniors Management's consideration G) Strategy Schedule The Project Team shall: · Complete the review by the end of December 2007 · Arrange, conduct and produce minutes of meetings through the duration of the study · Meet with Senior Management Team at key points in the strategy schedule for approval and direction · Present the Strategy proposal to the Senior Management Team H) Deliverables 1. Comprehensi ve report stating the findings of the review 2. Development of a Youth Philosophy 3. Profile of Kitchener' s Youth · Including demographics related to youth and families (neighbourhood, district and city specific) · Neighbourhood-based needs/wants assessment of programs and services · Identification of barriers to youth participation 4. Provide recommendations related to the following: · Policy development and policy changes that support the Youth Services Strategy · Program/service delivery options (including direct, neighbourhood based, partn ershi p/ co llaborati on) · The inclusion and integration of youth and youth programs/services in the Downtown Community Centre · Roles, responsibilities and training requirements of all staff and volunteers who serve youth · Youth civic engagement plan/process (corporate, departmental, neighbourhood) · Annual evaluation and review component · Partnership models (who, why, how) · How to remove barriers to youth participation · Further collaboration with school boards 5. Implementation plan that includes recommendations, timelines and associated costing I) Budget There will be an upset budget of $25,000 to complete this project SENIORS STRATEGY Terms of Reference CITY OF KITCHENER 1. INTRODUCTION The City of Kitchener is proposing to commence a comprehensive review of the services and programs offered to seniors by the Community Programs and Services Division. The intent of the study is to make recommendations outlining a Seniors Strategy that substantiates the directions the City of Kitchener wishes to follow based on the Leisure Facilities Master Plan and consistent with the Healthy Communities Plan to determine the best delivery model for seniors programs and services throughout the city. 2. TERM OF THE PROJECT The term of the project will run for six months, with suggested dates being from March 2007 through to August 2007. 3. PROJECT TEAM AND STAKEHOLDERS The decision making process authority rests with the Corporation of the City of Kitchener. The following Project Team is responsible for directing the study. · Director of Community Programs and Services · Facilitator of Downtown Community Centre · Facilitator of Rockway Centre · Supervisor of Senior Day and Peer Helping Programs · Manager of Programs and Resource Services · Representative from a Community Resource Centre · Representative from the seniors programming staff City departments will act as a resource to the project as required. The Project Team will report to the Community Services Department Senior Management Team (SMT) who will act as the Project Steering Committee. The following will be consulted during this process as needed but the list is not limited to: · Community Programs and Services staff · Facility users · Neighbourhood Associations · Mayor's Advisory Council for Kitchener Seniors · Seniors Advisory Councils · Senior Neighbourhood Clubs · KW Multicultural Centre · Seniors Housing Complexes · Pre-retirement groups · City of Waterloo · City of Cambridge · Region of Waterloo A. PROJECT REQUIREMENTS 1. INTRODUCTION The overall goal of this project is to develop a Seniors Strategy that is relevant to current and projected needs and trends within the senior population group in the City of Kitchener. The intent of the strategy is to: i) review existing resources and leisure delivery strategies and determine if they can be administered more efficiently and effectively, and/or if they need to be enhanced; ii) continue to sustain and evolve a dedicated seniors' centre while investigating the possibility of moving more seniors programming out into the community; and iii) engage seniors on a wider front of activities and services targeted at their identified needs. 2. BACKGROUND The Leisure Facilities Master Plan suggests the following: Designated Senior Centres have been a significant component of the leisure services delivery mix within the City of Kitchener. The specialized needs, interests and perspectives of seniors have warranted a targeted approach that has been highly valued in our community and has realized significant participation levels. There has been continued support for seniors initiatives demonstrated through the development of the Rockway Centre, the Downtown Community Centre and the delivery of seniors programs at the Breithaupt Centre. A wide range of seniors programs and services have been offered in these facilities for over 30 years. Programs such as crafts, games and fitness, in addition to, wellness services all continue to be well received. Two distinct market segments for seniors are evolving in our community. One segment is facility centre-oriented and has a strong club and socialization perspective. The user age profile is between 72 and 85 years. The second segment, which is steadily growing, consists of younger seniors and earlier retirees. This group does not see themselves as part of the seniors' community, are often not interested in site-based leisure programs and services, and are less member-based. The long term development of seniors' services will need to focus on these two market segments and the relative differences and needs that both may have. Strategies need to be created to ensure a wider base of leisure programs and opportunities are available for seniors in both segments. 3. STRATEGY OBJECTIVES A Seniors Strategy shall be defined as a 10 year long range planning document which outlines the directions the City of Kitchener wishes to pursue in the delivery of seniors programs and services, and the investment (e.g. human and financial resources, facilities) required to achieve these directions. The strategy will achieve the following objectives: 1. Complete a comprehensive review of current senior programs and services, and the associated delivery model(s) offered in the Kitchener community, as well as the current use of community facilities for seniors programs and services, 2. Identify senior population trends in order to ascertain long term seniors program, service and facility needs as well as alternate service delivery strategies, 3. Engage the seniors' population, residents, agency and community stakeholder groups in the consultation on future program and service needs, facility needs, delivery strategies, and consider the results of the consultations in any recommendations, 4. Prepare recommendations and costs associated with a long term senior's strategy considering future programs and services, facility use, and alternate service delivery models. 4. STRATEGY PROCESS The project team will follow the subsequent study process: 1. Inventory the following: a. Current seniors programs and services provided in the City of Kitchener by: i. The City of Kitchener Community Programs and Services Division 11. Citizens and community groups (e.g. Neighbourhood Associations) 111. Other community agencies iv. Other stakeholders in the community b. Current community facility space being utilized by senIors and senIors programming, identifying: i. Citizens, community groups, and stakeholders using the facilities, and ii. Current patterns of use c. Barriers experienced by participants wishing to utilize seniors programming as well as barriers experienced by groups delivering programs to seniors in our community. 2. Outline the potential opportunities to change/expand and strengthen seniors programs and services considering: a. The unique needs identified in each segment of the seniors population, b. The most appropriate formes) of service delivery to the seniors population, and c. The role and capacity of the City of Kitchener, community groups, agencies and stakeholders in the provision and delivery of programs and services. 3. Review the facility and space requirements for seniors programs and serVIces, considering: a. The effectiveness of space and facility requirements currently being utilized to meet current needs in the community, b. Facility and space requirements needed to meet future growth and possible changes in delivery of seniors programs in the future, c. Other opportunities to utilize Rockway Centre for a broader base of leisure community use in non-designated seniors times in the evenings and on weekends, and d. The complementary programs and services provided/offered at the eleven community centres owned by the City of Kitchener, facilitated through a community development process and delivered by community groups. 4. Prepare a Seniors' Strategy with specific recommendations for the approval from City Council that: a. Reflects the needs of the different segments of the seniors population, as outlined by seniors, community, agency and stakeholder groups, b. Ensures a broader mix of activity and program opportunities based on localized need, c. Identifies a delivery model that continues to sustain and evolve a dedicated seniors' centre while investigating the possibility of moving more seniors programming out into the community. 5. PROJECT TEAM RESPONSIBILITIES The project team will be responsible for the following: · Gather and review all relevant background reports and resources, including, but not limited to, the City of Kitchener's Leisure Facilities Master Plan, the Plan for a Healthy Kitchener, Compass Kitchener, Community Centre Feasibility Study (Galloway 2000), Fireside Chats at Seniors Centres, background reports prepared for City Committee and/or Council meetings, etc. and ensure said reports and resources are considered in the revIew. · Organize and undertake the consultation and oversee all meetings with stakeholder groups, agencies and City staff. · Collect and analyze additional information pertaining to community, agency and stakeholder input. · Liaise with other City staff, agencies and stakeholder groups. · Propose the agenda, design and lead all presentations and collect all information for meetings with the project team, City staff and stakeholders. Circulate all minutes. 6. STRATEGY SCHEDULE The project team shall: · Complete the study by the end of August 2007. · Arrange, conduct and produce minutes of meetings throughout the duration of the study. · Meet with Senior Management Team at key points in the study schedule for approval and direction. · Make the necessary presentation of the proposed Seniors Strategy to the Community Services Committee, and Council if necessary. 7. DELIVERABLES The deliverables will include the following: 1. A comprehensive review of the current role of City of Kitchener seniors and leisure recreation programming and services in our community. 2. Recommend a service delivery model that meets the requirements of the Leisure Facilities Master Plan recommendations. 3. Develop an implementation plan that includes short and long term recommendations for delivering this model, including timelines and estimated budget, to be aligned with the City of Kitchener' s Leisure Facilities Master Plan. 8. BUDGET There will be an upset budget of $35,000 to complete the project.