2006CSW043

Attachment 2

City of Edmonton

Governance Model

For

Edmonton’s Next Gen Initiative

October 2006

Table of Contents

1.0Introduction

2.0Background and Policy Directives

3.0Why a Next Gen Governance Model

4.0Administrative Approach

5.0Corporate Organization

6.0Reporting Protocols

1.0Introduction

The Next Gen Task Force, formed in Fall 2005, completed its report and presented its 9 recommendations (see below) and learnings to City Council in June 2006. This Report marked the beginning of the City of Edmonton process to review, assess and develop action strategies to implement the Task Force recommendations and to build corporate-wide support for a Next Gen lens while

Involving and engaging Next Gen representatives in a significant way

In September 2006, Community Services Department provided staff time for an interim Next Generation Coordinator. The focus of this interim period is to provide ongoing support to Edmonton’s Next Gen initiative and to draft the proposed governance structure for the City’s response to the Task Force recommendations as well as to coordinate ongoing corporate-wide initiatives to support the Next Gen approach.

A governance model is required to establish clear roles and responsibilities for the proposed Next Gen Office and associated Administrative Committees, lines of reporting and an operating framework in order to ensure the goals are achieved. This model includes Policy Directives, Plans, an Administrative Approach and a Corporate Next Gen Initiatives Office organizational structure.

2.0Background and Policy Directives

Task Force Background

Edmonton’s Next Gen Task Force was formed by City Council in September 2005. Co - chaired by Councilor Kim Krushell, the 16 person Next Generation (age 18-40) Task Force spent 10 months addressing the question:

“ How can Edmonton better attract, retain and engage the next generation?”

Task Force members were selected by a committee of City Council to reflect a broad diversity of Next Gen voices- university students, blue collar workers, multicultural citizens, young entrepreneurs and professionals. Drawing on RichardFlorida’s concepts of a bohemian index and the importance of attracting the creative class, the mandate of the Task Force was to bring a report to City Council in June 2006 identifying recommendations about how Edmontoncould reach out to this cohort to make Edmonton a destination of choice for the Next Generation.

Guiding Principles

City of Edmonton created Edmonton’s Next Generation Task Force as a temporary committee of City Council through Bylaw 14045. The Bylaw outlined clear guiding principles for this Task Force that reflect the commitment of City Council to this work:

Next Gen Guiding Principles

a) Edmonton believes that when opportunities exist youth bring talent, innovation, creativity and businesses to our community;

b) Edmonton believes that the post secondary schooling available in this community produces many of the best minds in the world and we need to retain this talent and attract more;

c) Edmonton is committed to supporting initiatives that will make this community more unique, attractive, exciting and welcoming so youth will choose to stay in or move to our unique city;

d) Edmonton believes that youth are one of the cornerstones of a vibrant community; and

e) Edmonton believes that its quality of life is one of its greatest assets and that this belief must be held by our youth.

During its 10 month life, the Next Gen Task Force reached out to engage Next Gen Edmontonians in a process of dialogue around ways to make Edmonton more attractive to the Next Generation. In all, over 1000 people completed an electronic survey, over 250 attended a series of focused workshop evenings and over 1100 Next Gen Edmontonians attended the initial City Hall launch and the wrap up event in June 2006.

Council Directions

At the June 2006 meeting, City Council decided:

  1. That Edmonton’s Next Generation Task Force Final Report, be referred to Administration to report back through the appropriate Standing Committees on potential implementation strategies, costs and timelines for each recommendation and that Administration report back prior to Community Services Committee of City Council on October 23, 2006.
  1. That Administration be encouraged to establish an administrative committee to:
  1. Advise them during the development of the administration’s responses to the recommendations on Edmonton’s Next Generation Task Force.
  2. Assist them in exploring areas identified by the Edmonton’s Next Gen Task Force as requiring further research and discussion

3.0Why a Next Gen Office?

The Next Gen Task Force heard a clear message that Next Gen Edmontonians are excited about being asked to have a say in the development and growth of their city. They are keen to be involved and have fresh new ideas, energy and a vision for our city. They responded enthusiastically when approached in 2005-06 by the Task Force and are waiting to hear how they can continue to be a part of this initiative.

Both City Council and Senior City Administration also responded positively to this report and to the concept of making Edmonton more attractive to the next generation.To do this, a central clearing house and focus for directed actions is needed, to connect, to lead and to provide support to this innovative initiative. The model will involve creation of the Next Gen Office and the support and engagement of a cross sector, cross department civic-community advisory committee.

The establishment of a Next Generation Office with a clearly defined organizational structure and purpose will meet these goals. :

The purpose of the Next Gen Office is :

  • to ensure effective coordination and integration of cross corporation response to the Task Force recommendations for Next Gen initiatives;
  • to build awareness of the need for a Next Gen perspective in Corporate initiatives, beginning with the city’s response to the 9 Task Force recommendations;
  • to support and promote the engagement of Edmonton’s Next Generation in the work of the City and of our community and facilitate its new leadership role in Edmonton; and
  • to provide a focal point for Next Gen initiatives, information and reporting.

Current Assets/Strengths

Edmonton’s Next Generation Initiative already has a number of assets that provide a strong foundation for action:

  • The buzz and momentum of this leading edge initiative is high.
  • The time is right. The City of Edmonton itself is already moving on Smart Choices, improved public transit, wireless systems, multiculturalism and immigration and is keen to develop a city that will attract and keep a new generation of leaders. Other communities, like Toronto, are also moving on creative class and Next Gen initatives. The Next Generation is stepping up to the plate as boomers retire and their vision of a city that is vibrant, walkable and diverse is one that has appeal across demographics.
  • The 9 recommendations, the research and survey results and Next Gen Final Report provide a good starting point for focused action but their exploration and implementation require coordination and facilitation across departments and with the Next Gen community.
  • The Next Gen Initiative has strong communications tools in place including a web site, logo, and an electronic data base of over 1000 Next Gen supporters.
  • There is in place the nucleus of a Next Gen Committee, and several sub committees. Members include a number of previous Task Force members, as well as a new cadre of committed Next Gen volunteers dedicated to working on community Next Gen events and to providing feedback on the City’s response to Next Gen recommendations.See the Next Gen Committee Terms of Reference.

4.0Administrative Approach

  • Departments will commit to sharing expertise with thiscivic-community committeein its work.
  • The Next Gen Coordinator will address those issues that extend beyond the scope of a single department and provide a focal point for information and coordination.
  • The Next Gen Coordinator will monitor activities, and publications from other agencies, governments and municipalities to keep the City informed of Next Gen issues, trends of interest and related initiatives.
  • General public and community input will be sought that reflect the commitment of the City of Edmonton to collaborative public consultation.

5.0Corporate Organization

The Governance Model for Edmonton’s Next Gen Initiatives is comprised of :

  1. Next Gen Office
  2. Next Gen Committee

The roles and responsibilities of each, along with reporting protocols, are illustrated in Section 6.0 Reporting Protocols with a written description below.

1. Senior Management Team

Senior Management Team (SMT) will provide strategic direction to Edmonton’s Next Generation Office and Committee regarding Next Gen issues and projects and will consider recommendations from the Next Gen Office and the Next Gen Committee. Operational issues relevant to SMT are:

  • A twice yearly report on progress, issues and projects to SMT, or more if needed.

SMT responsibilities in this governance model include, but are not limited to:

  • Approval of members of the Next Gen Committee
  • Approval of recommendations
  • Directions to the Next Gen Committee

As shown in Figure 1 below, SMT can meet with the Next Gen Coordinator and/or the Next Gen Committee as is deemed appropriate by SMT.

2.Edmonton’s Next Gen Committee

(See Terms of Reference)

The Edmonton Next Gen Committee is established as an administrative committee as a vehicle for citizen and community perspective and involvement with civic administration in Edmonton’s Next Generation Initiatives. These Initiatives focus on making Edmonton a community destination of choice for the Next Generation and on engaging Next Gen Edmontonians in civic life and affairs of this city.

Edmonton’s Next Gen Committee is designed to support the creation and development of a community and a Corporation that is attractive to the Next Generation. It will do this by identifying issues of interest and relevance to Next Generation Edmontonians to Senior Administration (SMT) of the City of Edmonton, who will provide the direction and set the priorities for its work. It will also provide advice and feedback on the Administration’s response to the recommendations contained in the Final Report of the Next Generation Task Force, approved by City Council in June 2006.

  1. Department Heads

Heads of the 6 Corporate Departments on Senior Management Team will designate an appropriate representative to sit on the Next Gen Committee as well as to:

  • Designate required contacts and committee members in their departments.
  • Pursue and encourage departmental initiatives to address Next Gen issues .
  • Ensure that consideration of Next Gen principles and issues are incorporated into department operations and activities.

4. Next Gen Office

  • Provide overall stewardship of Council’s vision, guiding principles and policy direction as related to Next Gen issues.
  • Develop and maintain the City’s ability to address Next Gen issues raised by the public, City Council, other Governments and the Administration.
  • Oversee budgetary expenses for Next Gen Initiatives.
  • Coordinate and ensure consistent communication with stakeholders, both internal and community, about Next Gen, including web updates and development, e newsletter production, database mailouts and media events, supported by Communications staff time.
  • Support and facilitate the effective operation of Edmonton’s Next Gen Committee and its subcommittees or working groups and their projects.

5. Next GenCoordinator

  • Report to the Branch Manager of Social & Recreational Services, Co Chair of the Next Gen Advisory Committee.
  • Provide support to the work of the Next Gen Committee and its working groups.
  • Coordinate and facilitate activities that are interdepartmental or interagency in nature.
  • Act as a focal point for Next Gen information, coordination, status reporting and general communication.
  • Facilitate the development of status reports to SMT and others.
  • Supervise one FTE Administrative Coordinator who provides support to meetings, Next Gen event planning, communications and committee work.

6. Departmental Contacts

  • Distribute information to appropriate personnel in their department, office or branch.
  • Attend regular and special meetings of the Next Gen Committee as a full and active participant, with particular interest related to projects and actions linked to his/her department.
  • Distribute information about their operations to other City contacts.
  • Ensure that operations in their area of influence reflect or speak to Next Gen interests, issues and approaches.

6.0

Reporting Protocols: DRAFT

Edmonton’s Next Gen Office