HomeMy WebLinkAboutCAO-08-021 - 2008 Review of Advisory Committees
Report To:
Date of Meeting:
Submitted By:
Mayor C. Zehr and Members of Council
June 23, 2008
Prepared By:
Compass Kitchener - Advisory Committee Review Working
Group
Shelley Adams, Director, Community and Corporate Planning,
ext. 2476
All
Ward(s) Involved:
Date of Report:
Report No.:
Subject:
June 16, 2008
CAO-08-021
2008 Review of Advisory Committees
RECOMMENDATION:
That Policy 1-60 (Advisory Committees) be amended as follows:
· Compass Kitchener and the Cycling Advisory Committee be added as Advisory
Committees of Council;
· The Co-Chair system be replaced with a Chair and Vice-Chair system to be held by
members of the community; and,
That Policy 1-63 (Appointments to Boards and Committees) be replaced with the draft
policy attached to Chief Administrator's Office report CAO-08-021 ; and,
That Policy 1-77 (Compass Kitchener - Terms of Reference) be amended to include that
Compass Kitchener convene annual all-committee meetings to consider corporate
strategic directions as they relate to Advisory Committee mandates and an annual Chair
and Vice-Chair meeting to share information and insight, report progress and identify
areas where Advisory Committees can work together; and,
That each Advisory Committee complete a review of their Terms of Reference for clarity
and relevance of mandate and submit recommendations to Council for ratification prior
to the end of June 2010; and,
That all Advisory Committees review their Terms of Reference for clarity and relevance of
mandate and submit to Council for ratification of any changes every term of Council;
and,
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That all Advisory Committees, with the support and input of committee staff,
development 1 or 2-year work plans that are submitted to Council for feedback prior to
implementation; and,
That a report be made directly to a Standing Committee or Council on progress at the
end of each year or two years; and further,
That proposed changes to administration of Advisory Committees as outlined in Chief
Administrator's Office report CAO-08-021, be endorsed.
EXECUTIVE SUMMARY:
The City of Kitchener has long recognized Advisory Committees of Council as invaluable forums
for citizen engagement in municipal decision-making and has shown its commitment to ongoing
reviews of their form and function as the corporation and the community change over time. The
City's last full review of its Advisory Committees occurred in 2001, in response to the
reorganization of the corporation's departments, to ensure alignment and functionality matched
a new corporate structure. In 2006, Council received A Plan for a Healthy Kitchener 2007-2027,
which included the following recommendation:
"That the City review its advisory committees to ensure that committee structure and
mandates are clear, that there is member representation from across sectors, and that
future direction is tied to broad healthy community priorities."
At the request of Council, following the 2006-2007 committee appointment process, the working
group added a review of "recruitment, nomination and appointment processes" to its terms of
reference.
This report fulfills these objectives and makes recommendations in the following areas:
· Advisory Committee structure and alignment to the City's strategic priorities;
· Advisory Committee mandates;
· Advisory Committee member roles and responsibilities
· Importance of infrastructure and resources;
· Advisory Committee recruitment, nomination, and appointment; and,
· Advisory Committee recognition process.
Basically, recommendations fall into 2 categories:
· Substantive changes to Council policies regarding Advisory Committees; and,
· Administrative procedural recommendations for all Advisory Committees.
In conclusion, the value-added to the quality of municipal decision-making through civic
engagement is confirmed.
BACKGROUND:
In October 2006, Council received and adopted "A Plan for a Healthy Kitchener, 2007-2027"
(P4HK) as the community's vision for twenty years into the future. P4HK provided a unified
strategic approach to key areas essential to the health and vitality of the City of Kitchener. It
articulated priorities identified in consultation with the community - quality of life, leadership and
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community engagement, diversity, downtown, development, and the environment. And it
provided high level recommendations for action in each of these areas to be completed over 4
years, 2007-201 0, the term of the current Mayor and Council.
Compass Kitchener chose, as a priority activity, and with strong support of Council, the review
of City Advisory Committees in its current workplan, with the benefit of its findings in advance of
the 2009-2010 appointment process. Specifically, the initiative considered: the alignment of the
City's Advisory Committees in support of the community's priorities, recruitment and
appointment processes, advisory committees' structure and mandate, representativeness, term
of appointment, and other pertinent issues that arose as a function of the review.
REPORT:
The City of Kitchener has long recognized Advisory Committees of Council as invaluable forums
for citizen engagement and has shown its commitment to ongoing reviews of their form and
function as the corporation and the community change over time. The City's last full review of
its Advisory Committees occurred in 2001, in response to the reorganization of the corporation's
departments, to ensure alignment and functionality matched the new structure. At that same
time, the City took the opportunity to consider a number of identified problems, including:
resource demands of Council and staff, the role of Council on committees, repetition and
overlap of issues and efforts, and the lack of standardized administrative structures, processes,
and terms of reference. As a result, numerous recommendations were made to Council, and
subsequent changes made to the structure, function, terms of reference, reporting relationships,
etc.
In 2005-2006, the City undertook two large planning and evaluation processes - WAYK and the
review of its policy and operations through a healthy community lens. The result: A Plan for a
Healthy Kitchener 2007-2027. As part of those processes, input was sought from all advisory
committees of Council regarding perceived challenges in their focus areas, plans for action and
so on. As information was gathered and considered, it became evident that there remained
issues associated with overlaps in focus areas, and, by extension, in volunteer and staff effort in
addressing same. As such, the P4HK included the following recommendation:
"That the City review its advisory committees to ensure that committee structure and
mandates are clear, that there is member representation from across sectors, and that
future direction is tied to broad healthy community priorities."
At the request of Council, following the 2006-2007 committee appointment process, the working
group added a review of "recruitment, nomination and appointment processes" to its terms of
reference.
Subsequently, Council approved Terms of Reference for a full Advisory Committee Review
(CAO-07-058, November 26, 2007). A working group was established, chaired by a member of
Compass Kitchener, and included current members from each of the City's advisory committees
of Council, one past member, and staff persons from the Office of the Mayor and Council,
Corporate Services, and Community and Corporate Planning. The group targeted June 2008
for a "final" draft report and recommendations, ensuring Council has the benefit of its findings in
advance of the 2009-2010 advisory committee appointment process.
Consistent with the City's strategic priority for community engagement, a key deliverable has
been the advisory committee review process itself. A total of 90 people participated as key
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informants in this project. In consultation (interviews and focus groups) with the Mayor and
Council, current Advisory Committee members, the CAO and General Managers of the
corporation, staff resource persons to the committees, (Departmental, Office of the Mayor and
Council, Office of the City Clerk,) and with past and non-appointed advisory committee
volunteers, the project has increased the understanding of and capacity for citizen engagement,
while achieving the tangible outcomes outlined above.
Findings and Recommendations;
(i) Advisory Committee structure and alignment to the City's strategic priorities:
Input gathered as part of this review indicates that changes made to City of Kitchener advisory
committees as a result of the 2001 review have had, for the most part, the desired result. In
addition, the current configuration is seen to complement the community's strategic themes and
thus provides a solid framework for forwarding the agenda in these priority areas. In fact, the
Advisory Review committee, based on received input, support the status quo because of its
alignment and potential for addressing community priorities put forth in A Plan for a Healthy
Kitchener, 2007-2027.
In addition, with respect to representation of key stakeholders and the community at large at
advisory committee tables, the question was asked; "are the right sectors and stakeholders at
the table"? There was consensus - again, for most committees - that existing committee terms
of reference do spell out the right sectors and stakeholders. At issue however, is the ability to
recruit for all positions and - should a member step down mid term - recruit new members in a
timely fashion. A process to address these concerns is proposed, under the sub-heading
"Advisory Committee recruitment, nomination, and appointment", later in this report.
Recommendation:
That the number and general focus areas of advisory committees remain:
· Arts and Culture Advisory Committee
· Compass Kitchener
· Cycling Advisory Committee (*comes into effect Sept 08)
· Downtown Advisory Committee
· Economic Development Advisory Committee
· Environmental Committee
· Heritage Kitchener
· Safe and Healthy Community Advisory Committee
(ii) Advisory Committee Mandates
The importance of clear and current mandates was a recurring and priority theme, for a number
of reasons; an ever-evolving local context, the shifting priorities at other orders of government,
rapidly changing technologies, committee functionality, the satisfaction of volunteer members,
and so on. As noted, respondents agreed that current committee mandates are focused and
simultaneously flexible enough to respond appropriately and effectively to strategic and
emerging issues. Simply, the City of Kitchener's Advisory Committees are each looking at the
"right things".
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The current review did, though, reveal overlaps between some advisory groups. These tends to
occur where issues and concerns are broad in scope and have influence across a number of
strategic priorities, i.e., the downtown, and can potentially put increased demands on volunteer,
Council and staff resources. However, at the same time, "more eyes and hands" can have a
positive and timely influence on outcomes if they converge in a way that maximizes effect and
moves strategic priorities ahead more swiftly. As such, the review committee suggests
"balancing" processes and structures are put in place, namely: committee level mandate
reviews prior to 2010 and on a term-by-term basis; annual or bi-annual work planning (at the
discretion of individual committees to best support their way of working), and various
communication strategies.
Completing committee-level mandate reviews on a regular basis safeguards their relevance and
effectiveness vis a vis community trends and builds on the City's demonstrated commitment to
regular reviewing its advisory committees. Annual or bi-annual work-planning - a tool used by
some, but not all committees currently - supports alignment with the corporation's strategic
directions, provides a vehicle for focusing on priorities by setting realistic targets, ensures a
high-level evaluation of activities against targets, and, when "complete', provides citizen
volunteers, Council members and staff with a sense of accomplishment. Many volunteer
respondents noted a desire for "face time" with Council, in order to gain visibility, build
relationships and develop a shared understanding of key issues. One means to this end is
committee-delivered annual updates regarding work-plan progress and achievements.
In particular, input regarding the Safe and Healthy Community Advisory Committee (SHCAC -
while seen as valuable and relevant point of focus in light of current priorities - highlighted
concerns regarding that committee's scope as "too broad" and "unfocused". Spread this thin, it
is distracted from achieving its potential in creating and supporting safe and healthy
neighbourhoods. It is suggested, therefore, that SHCAC review its mandate, scope and model,
in view of what we know today about best practise in community safety and crime prevention
and building on our local relationships as partner and collaborator in the integrated model of
crime prevention practised in Waterloo region. Specific questions regarding focus and scope
include:
· what role does the municipality play within the limits of its jurisdiction and means?
· where does the municipality have strong political influence? and,
· by extension - are the right sectors and stakeholders represented at the table?
Finally, duplication across committees can be reduced through two-way information flow
between the supporting staff and between the committees themselves. Work-plans can be
shared at regular (i.e., quarterly) meetings of advisory committee staff, reducing potential for
duplication, while ensuring opportunities for collaboration are identified and maximized. As
noted above, the "downtown", in its many facets, is a focus area ripe for overlap across
committees. For this reason, it is recommended, as part of a "mandate" review process, that
EDAC, DAC and Safe and Healthy Communities meet to identify areas for potential
harmonization, and to design processes that minimize any negative impacts on committee
programs, policies and work load in areas of shared concern. One such safeguard is the
continuance of "cross-appointments", and, to fortify this valuable link, the review committee
suggests cross-appointees have standing items on their committee agendas and report
regularly on activities of "the other" committees. The City's website is seen as another viable
communication tool and it is suggested that monthly "Advisory Committee Briefs" are prepared
and posted, so Committee members have ready access to summary information regarding their
own and other committee work. Finally, the value and importance of cross-committee
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communication was confirmed, and the bi-annual meetings hosted by Compass Kitchener
supported going forward.
Recommendations:
That each advisory committee complete a review of their Terms of Reference for clarity and
relevance of mandate and submit recommendations to Council for ratification prior to end of
June 2010; and,
That all Advisory Committees review their Terms of Reference for clarity and relevance of
mandate and submit to Council for ratification every term of Council; and,
That all Advisory Committees, with the support and input of committee staff, develop 1 or 2-year
workplans that are submitted to Council for feedback prior to implementation; and,
That a report be made directly to Standing Committees or Council on progress at the end of
each year or two years; and further,
That Compass Kitchener convene annual all-committee meeting to consider corporate strategic
directions as they relate to advisory committees' mandates and an annual chair and vice chair
meeting to share information and insight, report progress and identify areas where they can
work together.
Administrative Changes:
· That Staff associated with Advisory Committees meet quarterly to communicate and
to ensure opportunities for collaboration are identified and maximized.
· That as part of the mandate review process, all Advisory Committees meet to identify
areas for potential harmonization, and to design processes to minimize any negative
impacts on committee programs, policies and work load in areas of shared concern.
· That cross-appointed member updates are on every agenda as a standing item.
· That the City's website include an Advisory Committee page where, in addition to
minutes and other committee-specific information, an "advisory committee brief" is
posted monthly, highlighting important decisions made and directions taken at
Advisory Committee meetings.
(Hi) Advisory Committee member roles and responsibilities;
All respondents concurred: clarity regarding roles and responsibilities of stakeholders is
fundamental to committee functionality and overall success. Volunteer members bring
knowledge, expertise, skills and passion to the table and add qualitatively to municipal decisions
regarding strategic and emerging issues. They want to participate in identifying strategic
priorities, as well as considering and providing advice on Council and staff-identified strategic
issues. In addition, they bring both expertise and community context to issues that arise
extemporaneous to developed workplans. Council and staff repeatedly noted the value of
volunteer members in regard to both strategic and current issues and are supportive of such as
an expectation of volunteers roles and responsibilities.
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In addition, volunteers said they want to both "think" and "act" at the committee level. This
finding mirrors a trend growing exponentially in the greater voluntary sector. As well as
providing high level strategic advise that my not show results for years into the future, the "new"
generation of volunteer is looking for shorter term, focused, "project" oriented opportunities
where tangible results are gained - within a reasonable amount of time - and will provide an
adequate sense of contribution to civil society.
As such, to be successful in attracting and retaining Advisory Committee volunteers, we must
continue to provide opportunities to both "advise" (participate in setting and responding to
Council's strategic agendas, eg., economic development strategy, healthy public policy) and
"act" (eg., working groups deliver "products", such as "the air quality plan", "community
engagement framework", "public art working group", and so on). All of this, within an
"advisory" capacity. Demarcating boundaries in this regard provides a framework for advisory
committee member job descriptions, strongly recommended by the review committee.
There was extensive recognition of and appreciation for Council presence, guidance and
participation at Advisory Committee tables, by community volunteers and staff alike. At the
same time, concern was expressed regarding the dual and sometimes competing roles that
Council Members have as co-chairs of advisory committees (for example, when reporting on
behalf of the committee to Council, or reacting to committee recommendations going to
Council). With clearer committee mandates, job descriptions for all roles, more detailed
recruitment of committee members and more regular, formal reports to Council by Advisory
Committees, there is a greatly reduced need for Council oversight through the Co-chair role on
each committee.
Municipal councils, by law, make final decisions on matters within their jurisdiction and, "good
governance requires that nothing be allowed to detract from the primacy of the governing body"
(Making a Difference: Cuff's Guide for Municipal Leaders). As such, this review recommends
that Council members are appointed to each committee as liaison to City Council, not as co-
chairs. In this capacity, Council members can provide a communication link to full Council,
advocate for particular issues, and provide political leadership in the community (where no
conflict occurs). Citizen volunteers should sit as Chair and Vice Chair, an approach that
supports the City's strategic focus on citizen engagement and enhances the sense that Council
trusts and values the input received from advisory committees. Pragmatically, this model
supports succession planning and volunteer development at the committee level. The election
of Chair and Vice Chair would occur at the first regular meeting of the newly appointed
committees.
Finally, the role of staff. Respondents - including staff themselves - articulate this role as
"resource to", not "controller of". Technical staff are facilitative; they bring issues forward,
provide research, information, and planning support, keep the group on track and moving
toward objectives, coach volunteer members as required, act as the link to the rest of the
corporation, and so on. Administrative staff coordinate committee logistics, act in support of
Chairs and staff in developing and distributing agendas, provide a written record of activities and
decisions, and are a first point of contact regarding matters of committee and Council protocols
and procedures.
Recommendation:
The Co-Chair system be replaced with a Chair and Vice-Chair system to be held by members of
the community.
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Administrative Changes:
· Staff to develop "job descriptions" that outline the roles and responsibilities of each
stakeholder at the advisory committee table including; Council, citizen volunteers
(including role of Chair, Vice Chair and Advisory Committee cross-appointees) and
staff, both technical and administrative.
(iv) Advisory Committee recruitment, nomination, and appointment;
Recruitment, nomination and appointment of citizen volunteers to advisory committees is a big
job that is labour intensive. The issues being addressed and strategies designed at advisory
committees tables are growing in scope and complexity and the skills, knowledge and energy of
volunteer stakeholders is paramount to success. Citizen recruitment and nomination has taken
on a new importance within this context, and it is for this reason that the advisory review
committee recommends additional resources, in the shape of a "nominating committee".
Research into municipal best practise provides a starting place for adaptations to a "made in
Kitchener" model.
There was consensus that the City needs to reach farther out into the community as part of its
recruitment and nominating process. As well as ensuring sector and stakeholder
representation, it is incumbent that City committees reflect the diversity of this community. As
part of the concurrent Community Engagement Strategy, a "Diversity Tools" action group
drafted a Inclusive Committee Checklist which included concrete steps that can be taken to
assist coalitions, committees and groups their in recruitment and operations. This checklist is
yet to be confirmed through work with the public and in the operating divisions, but provides a
great starting point for enabling a diverse cross-section of Kitchener residents to participate in
an advisory capacity and shape policy, programs and services that fit distinct needs and wants.
Therefore, it is recommended that the office of the City Clerk, Communications and Community
and Corporate Planning, work together to develop enhanced recruitment strategies based on
best practices from other communities, and in view of Citizen Engagement Committee
recommendations. In particular, that the Inclusive Committees Lens, once approved, be applied
to Advisory Committee attraction, recruitment, and appointment processes.
In addition, the Committee considered the term of appointment for committee members,
currently at 2 years. Given that advisory committees are largely "strategic" in nature and that
planned actions generally take some time to complete, and in light of the fact that Council sits
for 4 year terms, it is recommended that members are appointed to committees for a similar
period, up to a maximum of two terms, or 8 years, strictly adhered to. "Retired" members will be
required to be inactive at advisory committee tables for a period 2 years before reapplying. It is
acknowledged that it may be difficult to maintain volunteers for this length of time, and that
turnover will occur. For that reason, it is recommended that the nominating committee have the
ability to reconvene, at the call of the chair, to support committees in filling vacancies as they
occur.
Finally, succession planning was noted as a key consideration for committee success,
particularly as issues and concerns become more complex, and a recommendation to appoint
1/3 of the slate of nominees for each advisory committee for 2 years only in the 2009-2010
appointment process is made, to affect succession planning for the long term.
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Recommendations:
*Note: the following recommendations were incorporated into the draft Policy 1-63 appended to
report.
That a Nominating Committee be appointed by Council, effective September 2008, chaired by
one community and comprised of two additional community members, one staff person and two
council members. Citizen members of the nominating committee will NOT currently sit at any of
the City's Advisory Committees and will not have sat for at least one year.
That an Inclusive Committees Lens, once approved, be applied to Advisory Committee
attraction, recruitment, and appointment processes.
That following an accessible and inclusive recruitment and application process, this committee
will assess applicants to committees and make recommendations to Council for final approval of
a slate of candidates for each committee on a term-by-term basis.
That, at the call of the chair, the Nominating Committee will convene to fill advisory committee
vacancies as they occur.
Applicants be appointed to one committee only at anyone time.
That appointment terms to all committees be for 4 years (term of Council) with a maximum of
two terms (8 years) strictly adhered to. "Retiring" members will be required to be inactive on
committees of Council for a period 2 years before reapplying.
That in this inaugural year of nomination via committee, 1/3 of the slate for each advisory
committee be appointed for 2 years only to affect a succession planning and implementation
process.
Administrative Changes:
· The Office of the City Clerk, in partnership with Communications and Community and
Corporate Planning, develop new recruitment strategies based on best practices from
other communities, and in view of Citizen Engagement Committee recommendations.
· Advisory Committee applications be revised to ensure adequate information about
applicants' background and expertise relevant to the committees, directly related to
Terms of Reference and other pertinent criteria.
(v) Importance of infrastructure and resources.
A sound infrastructure and adequate resources are central to the effectiveness and efficiency of
Advisory Committees. Simply stated - the staffing resources and tools to carry out their
mandate. Infrastructure includes foundational information (i.e., City of Kitchener vision, mission,
values and community priorities, City Hall 101), current terms of reference, and the policies and
procedures for committee functions. Continuing on the theme of clarity, citizen volunteers,
Council members and staff alike noted the importance of a clear and consistent understanding
of roles, responsibilities ("job descriptions"), authority and organizational relationships to optimal
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committee performance. Much of this information exisits and merely requires collection. Other
important pieces are currently in development (i.e., code of conduct policy).
By way of volunteer development and support, the review committee suggests two further
actions. First, that the advisory committee orientation process undertaken at the outset of the
07 -08 appointments be continued and expanded to include a contextual component about the
City of Kitchener in general, an overview of all advisory committee mandates and, most
specifically, the mandate, role and responsibilities associated with the particular committees.
In addition, it is suggested that start-of-term orientation incorporates a 'mentor' component for
new volunteer appointees, to help them get up-to-speed quickly on strategic priorities and
emerging issues, to provide an immediate source for questions of context, and to help new
members feel comfortable as a "new kid on the block".
Second, it is incumbent upon the corporation to provide volunteer leaders with tools and
supports required to do their job. In the model proposed, it is the job off the volunteer Chair or
Vice Chair to run meetings that generate action toward desired outcomes. Best practises
highlight that the quality of committee performance is enhanced by modest investments that will
produce valuable dividends - for all involved. Therefore, the review committee recommends
training for Advisory Chairs and Vice Chairs on "how to run great meetings", and include for
example, agenda setting, meeting management, work planning, communication with staff and
council, etc.
Administrative Changes:
· Staff to develop, distribute and provide orientation to Advisory Committee Policy and
Governance Manuals.
· The City enhance its current Advisory Committee orientation process to include
expanded background material about the Corporation in general, the Advisory
Committee structure and functions, specifics about individual committees and a
mentor program for new volunteers.
· Corporate Volunteer Resources provide training, at the start of each term, to Chairs
and Vice Chairs on 'how to run a great meeting'.
(vi) Advisory Committee Recognition Process
Finally - but of extraordinary importance - is the recognition of and appreciation for citizen
advisory committee members. At present, advisory committee members are only recognized
formally for their service to the City at the completion of their term of appointment. Of course,
some committees informally recognize and thank volunteers during scheduled meetings, eg,
end-of-year luncheons, comments from Co-Chairs, and so on. However, this seems insufficient,
in light of the vast amounts of time, energy and expertise volunteer advisory committee
members bring to the City of Kitchener. Many suggestions - based on other municipal programs
and experiences at various board tables - were provided and include; annual dinners, "Civic
Awards" for volunteers involved in municipal decision-making, gift certificates for city-operated
facilities, to name but a few.
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Administrative Changes:
· Corporate Volunteer Services include Advisory Committee volunteers in the annual
recognition program to formally show appreciation for Advisory Committee members,
in addition to the current recognition program that recognizes committee volunteers
at end of service.
FINANCIAL IMPLICATIONS:
Unknown at this time. There may be increased resources required to support the proposed
nominating committee and to develop, distribute and provide orientation to the recommended
comprehensive Advisory Committee Policy and Governance Manuals. Resource requirements
will be considered through implementation planning.
COMMUNICATIONS:
To fulfill a commitment made during the consultation phase, all interview and focus group
participants will receive a copy of this report. Advisory Review Committee members sit at each
of the current committees and are available to respond to questions of clarification at regular
committee meetings. Community and Corporate Planning staff is also available to speak with
committees and others at their request.
CONCLUSION:
The benefits of community engagement in municipal decision-making are widely recognized and
include; enhanced quality of decisions, greater understanding and consensus built among
stakeholders, increased ease of implementation (policy and programs), intentional anticipation
of public concerns, and an increase in civic capacity. The City of Kitchener has long recognized
Advisory Committees of Council as invaluable forums for citizen engagement and has shown its
commitment to ongoing reviews of their form and function as the corporation and the community
change over time. The recommendations in this report build on that strong commitment and
foundation and, position renewed advisory committees for even greater success into the future!
Shelley Adams, Director
Community and Corporate Planning
Theron Kramer
Chair
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DRAFT COUNCIL POLICY RESOLUTION
Appendix 1
POLICY NUMBER: 1-63
DATE:
POLICY TYPE: BOARD & COMMITTEE
SUBJECT: APPOINTMENT TO BOARDS AND COMMITTEES
POLICY CONTENT:
1. Appointments
1 .1 Council may appoint members of the public to boards and
committees whether the board or committee was established by
Councilor another agency with a request that Council make an
appointment.
1 .2 A special meeting of Council shall be held annually or when
required to consider applications for appointments to boards and
committees.
2. Eliaibilitv Requirement
Except for boards and committees whose eligibility requirements are
legislatively controlled or set by Policy, lay members appointed to boards
and committees must either reside, work or own property in the City of
Kitchener to be eligible for appointment. Staff shall, to the best of their
ability, make this determination and where one of the above cannot be
substantiated, advise Council through the appointment meeting notice or
addendum.
If during the term of the appointment a member of a board or committee no
longer meets the eligibility requirement referenced herein, they are required
to advise the City Clerk in writing of the change prior to the date Council
next meets to make annual appointments, on which date that member's
term will expire, if the member has not resigned in the intervening period.
3. Lenath of Service
3.1 An individual may only be appointed to the same committee for a
maximum of 8 consecutive years.
KITCHENER
Page 1 of 3
MAY 2002
POLICY NUMBER: 1-63
SUBJECT: APPOINTMENT TO BOARDS AND COMMITTEES
3.2 Any appointment to fill an unexpired term shall not be considered
as part of the calculation with respect to the maximum term.
3.3 Any individual will be eligible for re-appointment to the same board
or committee only if a minimum period of 2 years has elapsed
between the completion of a 8-year maximum term and the
commencement of the new term.
3.4 Applicants are to be appointed to only one committee at anyone
time.
4. Boards
4.1 Where a Board has established a Nominating Committee they will
forward their nominations for Board vacancies to Council by the
required date set by staff.
Council will consider the nominations and decide whether to accept
or refer the nominations back to the Board's Nominating
Committee.
4.2 Where a Board has not established a Nominating Committee, staff
will advertise for applications, setting deadlines for submission and
present the applications for Council's consideration.
5. Advisorv Committees
5.1 A Nominating Committee will be appointed by Council at the
beginning of each term, chaired by one community member and
comprised of two additional community members, two members of
Council and one staff person.
Note: For the purposes of implementing this policy, Council will
appoint a Nominating Committee to come into effect September
2008 to serve for the remainder of the current term of Council.
Note: For the purposes of implementing this policy, a Nominating
Committee, in bringing forward the slate of nominees, will ensure
that approximately 1/3 are appointed for a 2-year term to affect a
succession planning and implementation process.
5.2 Citizen members of the Nominating Committee will not currently sit
on any of the City's Advisory Committees and will not have sat for
at least one year.
KITCHENER Page 2 of 3
POLICY NUMBER: 1-63
SUBJECT: APPOINTMENT TO BOARDS AND COMMITTEES
5.3 The Nominating Committee shall convene, at the call of the Chair,
to fill Advisory Committee vacancies as they occur.
5.4 That following an accessible and inclusive recruitment and
application process, the Nominating Committee will assess
applicants to Advisory Committees and make recommendations to
Council for final approval of a slate of candidates for each
committee during every term of Council.
5.5 Council will consider the nominations and decide whether to accept
or refer the nominations back to the Nominating Committee.
KITCHENER Page 3 of 3
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Appendix 3
Advisorv Committee Review Workina Group
Membership
Theron Kramer
JD McGuire
Jennifer Breithaupt
Linda Stewart
Mark Garner
Len Carter
Peter Benninger
Claude Schneider
Tim Benedict
Laird Robertson
Trudy Beaulne
Peter Hinchcliffe
Compass Kitchener (Chair)
Arts & Culture Advisory Committee
Arts & Culture Advisory Committee
Downtown Advisory Committee
Downtown Advisory Committee
Economic Development Advisory
Economic Development Advisory
Environmental Committee
Heritage Kitchener
Heritage Kitchener
Safe & Healthy Community Advisory
Former Advisory Committee member
Troy Speck
Jeannie Murphy
Linda Korabo
Shelley Adams
General Manager, Corporate Services
Supervisor of Administration & EA to
Council/Customer Service Project Mgr
Committee Administrator
Director, Community & Corporate
Planning