Business Plan Summary

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1 Owner: Business Plan Summary Program Parks, Recreation & Neighbourhood Services Service grouping Neighbourhood & Recreation Services Service Type Public Service Lynne Livingstone, Director Neighbourhood & Children's Services, Community Services Strategic Priority Creative, Diverse and Innovative City Purpose Providing opportunities to build social infrastructure and strengthen neighbourhoods as key strategic investments in the health and well being of our local communities. Investing in neighbourhoods, developing leaders, working with communities and providing liveable and inclusive neighbourhoods. Key processes Investing In Neighbourhoods Financial & Staffing In $000s Operating budget 2010 Actual 2011 Revised Budget Expenditure: 2,791 2,930 Non-tax revenue: 91 Net (tax supported): Capital budget Expenditure: Non-tax revenue: Net (tax supported): 2,700 2, Revised Budget 2011 Revised Budget 0 0 Staffing FTEs: Percentage of expenditures budget (all rate sources): Annual per household cost of net budget ($): Identify funding needs, prioritize and provide grants to eligible community agencies / groups % Outsourced percentage 0% Developing Leaders Youth mentorship / leadership programs Engage young people in recreation programs and neighbourhood projects Working with Communities Support neighbourhood projects, initiatives and organizational development Facilitate coalitions and networks of community organizations and agencies. (e.g. Northeast Working Group, London Youth Service Providers, Northbrae Hub Steering Committee, Child and Youth Network Neighbourhood Engagement Committee). % % Outsourced percentage 0% Outsourced percentage 0% Page 1 of 6

2 Regulatory/Policy landscape Service Delivery method Discretionary Non-legislative New council direction, new regulations, legislative changes Strategic Funding Framework endorsed by Council in May 2011 to be implemented in Current state of this service Through community development and planning, the city provides opportunities to build social infrastructure and strengthen neighbourhoods as key strategic investments in the health and well being of our local communities. Recent enhancements to economy, efficiency and effectiveness Developed and implemented a Neighbourhood Matching Fund (NMF) through re-allocation of Community Service Innovation Fund grant envelope ($50,000). The NMF leveraged this $50,000 with a community match of $50,000 thereby the city seeing the benefits of at least $100,000 invested into our neighbourhoods and our city with the goal of strengthening London's neighbourhoods. Youth Leader/Leader In Training has seen a large increase in participation in 2010/2011 due to the implementation of the Youth Community Economic Development Model engagement initiatives in targeted neighbourhoods. As more neighbourhoods are involved the participation rates will increase. Future direction of this service A growing demand for better access to information and greater public involvement, and a sense that the planning and implementation of municipal projects, initiatives and developments will be aided if citizens are fully engaged. Increased opportunities for community members to be involved and engaged in their neighbourhood will build community leadership in the long-term and build stronger and more vibrant neighbourhoods where all individuals feel safe and proud to live. By continuing to focus on investments that enhance local capacity and support accessible, responsive programming, particularly in neighbourhoods with higher numbers of vulnerable children, youth and families, we promote social inclusion and provide Londoners with ways to engage with others in a location that may be more comfortable or acceptable to them. Strategies have been identified at both city-wide and targeted neighbourhood levels. Community resources have been identified for each action along with timelines and resources. Over the next 5 years, community stakeholders and residents will implement the strategies and action steps identified in the London Strengthening Neighbourhoods Strategy. All strategies and action steps move London's neighbourhoods towards the identified vision." Objectives next 4 years London Strengthening Neighbourhoods Strategy LSNS is fundamentally a resident driven strategy that invited and encouraged resident participation and engagement to help make all of London's neighbourhoods stronger. The 5 Year Implementation Plan is a road map that contains the collective ideas of a group of London's residents for creating the best city they can imagine. This multi-year plan targets specific objectives and outcomes over the next five years. Page 2 of 6

3 Residents have outlined an on-going plan that will unroll, month by month and year by year, employing strategies and specific action steps to achieve their desired outcomes in a targeted and timely manner. Year 3 actions steps build on the strategies implemented in 2011 and provide measurable sustainable outcomes in neighbourhoods that move all neighbourhoods towards the identified vision. Expected completion year 2014 Division responsible Neighbourhood & Children Services Actions A business case will be developed that will highlight Year 3 strategies, anticipated outcomes and a specific funding request order to implement. Outcomes and measures Strategic Funding Framework In 2011, City Council recognized the need to create a rational funding framework to support community funding requests based on sound business decision making that takes into account the following: funding alignment with City of London and community priorities; capacity of the organization requesting the funds; and, the availability of City of London funds. Civic administration developed a decision tree model that outlines a 5 step process for community organizations seeking funding from the City of London for operational purposes either one time or on an ongoing basis. Expected completion year 2016 Division responsible Neighbourhood & Children Services Actions This proposed funding framework will go to Council for endorsement in June Civic Administration will then work with community partners and internal finance partners to develop tools, templates and finalize procedures to implement this framework as part of the 2012 budget process later this year. Outcomes and measures # proposals received # proposals that move forward to the budget process # funded Implementation of the Community Gardens Recommendations There are no additional resources identified in the 2011 base budget to assist with the implementation of the identified recommendations. Civic Administration and community partners will identify a 2012 budget request to support the implementation of the outstanding recommendations to support the development, management and sustainability of London s Community Gardens Program. Expected completion year 2016 Division responsible Neighbourhood & Children Services Actions Community Services will issue an RFP this summer/fall to seek an outside agency to manage and supervise the program. Civic administration will work with community partners and interested stakeholders to implement the recommendations based on the approved 2012 budget for London s Community Gardens Program. Outcomes and measures # community gardens # community garden plots # recommendations successfully implemented Page 3 of 6

4 Emerging issues and challenges Increased need from not-for-profit sector for ongoing, sustainable municipal funding to better meet community needs Increased demand for civic engagement and resident driven initiatives - increased demand for Civic Administration to support these processes Increased demand to provide affordable accessible programs and activities where people live (neighbourhood level) Public demand for increased engagement and ownership over neighbourhood issues, opportunities and services Service changes with financial impact (+/-) LSNS Objective LSNS is a multi-year plan targeting specific objectives and outcomes over the next five years. Residents have outlined an on-going plan that will unroll, month by month and year by year, employing strategies and specific action steps to achieve their desired outcomes in a targeted and timely manner. Year 3 (2012) actions steps build on the strategies implemented in 2011 and provide measurable sustainable outcomes in neighbourhoods that move all neighbourhoods towards the identified vision. A business case is being developed. $100,000 has been identified to implement key year 3 strategies. The plan will include anticipated outcomes and performance measures. Implementation year 2010 Budget Implications in $000s Target year 2014 Year Gross Expenditure Funding type Ongoing Non -Tax Supported Revenue Net Budget (Tax Supported) Operating budget Year 1: Year 2: 0 Year 3: 0 Ongoing annual: Beginning year Capital budget Year 1: 0 Year 2: 0 Year 3: 0 Future years: Beginning year 0 Page 4 of 6

5 Additional revenue will be realized in Ontario Works 2012 budget as a result of the new Ministry funding formula that will fully offset the cost of including this initiative in the base budget. Statistics and performance measures A Activity measures Number of funding proposals reviewed annually Annual increase based on implementation of Strategic Funding Framework starting in 2012 # youth leaders / leaders in training Expecting Participation levels to level off starting in 2011 B Efficiency measures % of grant requests accepted ,110 1,140 1,157 1,189 1,217 1,245 1,273 1,301 New measure proposed for 2012 (will measure at the end of 2011 in order to project a forecast for 2012 C Effectiveness/Quality/Satisfaction measures # of community / neighbourhood meeting staff attends Page 5 of 6

6 # of neighbourhoods with intense community development work Total amount of funding allocated to community ($000) 5,290 5,541 5,895 6,050 2,320 2,320 2,391 2,391 2,391 2,391 2,391 2,391 # of FTE's involved in community development Page 6 of 6

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