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Inventory of Guelph's Community Investment Policies & Practices

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Inventory of Guelph's Community Investment Policies & Practices Inventory of Guelph’s Community Investment Policies & Practices A Background Report for the City of Guelph’s Community Investment Strategy Prepared by Eden Grodzinski and Rebecca Sutherns April 2012 EXECUTIVE SUMMARY This inventory of Guelph’s community investment policies and practices is one of three background research reports informing Guelph’s Community Investment Strategy (CIS). The process for developing this inventory relied on surveys, interviews, meetings with City staff and documentary research to compile a comprehensive picture of Guelph’s community investment experiences over the past five years. Community investment was found to extend well beyond community granting, to encompass capital funding, facility-use subsidies, fee waivers, leasehold agreements, tax rebates, development fee agreements and waivers, and various kinds of staff support as well. Within each of the above support areas, this report summarizes the City’s current policies and eligibility criteria; existing funding arrangements and agreements; and where available, a five-year financial analysis. To supplement this learning, five case studies were also crafted. They represent a range of organizations and relationships with the City, and the stories they contain reflect some of the diversity and complexity involved in the City’s dealings with the community benefit sector. This analysis shows that the value of the City’s community grants and waivers, capital grants, partnership agreements, and sports and recreation facility-use subsidies totalled over $3 million in 2011. It is important to note, however, that apart from direct funding grants and fee subsidies, it is challenging to quantify the current level of the City’s community investments as they are not consistently tracked and monitored across the corporation. And in some instances, the expense may actually be a net benefit to the City as community groups are often able to deliver needed community programs and services for less than it would cost the City to do so itself. The findings from this report have been synthesized into 13 themes that will inform the development of the CIS. These themes are as follows: 1. Definitions – community investment is broader than community granting 2. Strategic Vision – the CIS will be the result of strategic choices about the City’s desired role vis-à-vis the community benefit sector and the impact it is trying to achieve. 3. Policy Framework – the policies that could guide community investment are generally out- of-date or non-existent. They need to be updated, yet remain flexible so as to respond with agility to community needs. 4. Consistency – community investment needs to be applied defensibly and consistently across organizations and sectors 5. Level of Investment – the City needs to consider the impact of its very small grants across numerous organizations Inventory of Guelph’s Community Investment Policies & Practices A Background Research Report for Guelph’s Community Investment Strategy (April 2012) Page 2 of 42 6. Capital Funding – capital funding is very important, but is currently operating in the absence of documented processes or policies. It needs to be more proactive and strategic in order to leverage its impact more fully. 7. Civic Celebrations – most of the agreements governing civic celebrations have expired. The City’s approach to these celebrations needs to be reviewed in light of the broader CIS. 8. Annual vs. Multi-Year Community Operating Grants – the City needs to explore new approaches related to the timeframes and activities supported by its grants 9. Review Process – the current process lacks transparency and coordination 10. Allocation of Sports & Recreation Facilities – although beyond the purview of the CIS, this inventory review identifies issues concerning how the City provides and allocates indoor and outdoor recreation facilities to community groups 11. Accountability – the current lack of specific eligibility criteria and mechanisms for monitoring and evaluating community supports is problematic 12. Doing business better – there are administrative changes within the City Hall that would help the community benefit sector to operate much more efficiently 13. Enabling Social Innovation – in addition to financial support, the City could choose to partner with community groups in other ways. Innovation in the areas of social finance, shared spaces and collaborative marketing would be excellent starting points. Inventory of Guelph’s Community Investment Policies & Practices A Background Research Report for Guelph’s Community Investment Strategy (April 2012) Page 3 of 42 TABLE OF CONTENTS EXECUTIVE SUMMARY ................................................................................................................................. 2 TABLE OF CONTENTS ................................................................................................................................. 4 1. INTRODUCTION ................................................................................................................................... 5 1.1 Methodology ........................................................................................................................................ 5 1.2 Case Studies ......................................................................................................................................... 6 2. EXAMINATION OF CURRENT POLICIES & PRACTICES ........................................................... 7 2.1 Capital Funding .................................................................................................................................... 8 2.2 Community Operating Grants ........................................................................................................ 9 2.2.1 Community Grants Program ................................................................................................ 10 2.2.2 Community Program Service Fees ...................................................................................... 13 2.2.3 Special Projects ........................................................................................................................ 15 2.2.4 Civic Celebrations ................................................................................................................... 16 2.2.5 Non-Prescribed Social Services ........................................................................................... 18 2.2.6 Other Community Agreements .......................................................................................... 19 2.3 Facility-use Subsidies ........................................................................................................................... 20 2.4 Fee Waivers .......................................................................................................................................... 24 2.5 Leasehold Agreements ....................................................................................................................... 25 2.6 Charitable Tax Rebates ...................................................................................................................... 27 2.7 Development Fee Agreements and Rebates ................................................................................. 27 2.8 Other ...................................................................................................................................................... 28 2.8.1 Community Capacity Building .............................................................................................. 28 2.8.2 Staff Time & Support .............................................................................................................. 29 3. ANALYSIS & RECOMMENDATIONS .............................................................................................. 29 4. CONCLUSION ....................................................................................................................................... 34 Appendix A - Health & Social Services Community Grants, 2007-2011 ........................................... 36 Appendix B - Arts & Culture Community Grants, 2007-2011 ............................................................ 37 Appendix C - Community Event Grants, 2007-2011 ............................................................................. 38 Appendix D - ‘Non-Prescribed’ Social Services Grants, 2010-2011 ................................................... 39 Appendix E - Leasehold Agreements with Community Organizations, 2011 .................................. 40 Appendix F - Survey Feedback from Community Organizations ........................................................ 41 Inventory of Guelph’s Community Investment Policies & Practices A Background Research Report for Guelph’s Community Investment Strategy (April 2012) Page 4 of 42 1. INTRODUCTION The “community benefit sector”1 in Guelph provides a wide range of essential services and programs that touch virtually all aspects of society – from organizing sports and recreational activities, to staging vibrant arts and cultural events, to meeting basic human needs like securing food and shelter. The City has a long-standing history of working with and supporting these local organizations, such as providing grant funding, fee subsidies and waivers, and in-kind supports. The Community Investment Strategy (CIS) project provides an opportunity to explore how the City can strengthen relationships and work with
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