MWDigest (December 2016) - Municipal World's monthly digital digest by Municipal World

December 2016

Celebrating

Community Success

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CONTENTS

DECEMBER 2016

MUNICIPAL WORLD – CANADA’S MUNICIPAL MAGAZINE

volume 126, number 12

CELEBRATING SUCCESS

GUELPH’S CIVIC ACCELERATOR

The Kingsville Fantasy of Lights Festival is a lynchpin in its success in winning the 2016 Communities in Bloom Winterlife Award. 5

Guelph is finding solutions to traditional municipal challenges in procurement by opening its doors to new ideas and partnerships. 27

The B.C. Community Energy Association’s 2016 Climate and Energy Action Awards celebrate the innovative ways in which communities are reducing energy consumption in municipal operations.

MUNICIPAL INNOVATION 7

THE ROAD LESS TRAVELLED New research shows that traditional methods of approaching road maintenance are not working, but that solutions are at hand.

MORE THAN PHYSICAL EDUCATION Communities investing in youth sport and physical activity can realize significant benefits for their youngest citizens.

WHAT’S TRENDING IN PARKS & REC Parks and recreation departments continue to work hard to adapt to new realities and bring improvements to their communities.

MUNICIPAL COLLABORATION Communities face many paths to cooperation – choosing to work together as the world shrinks means giving a little to potentially gain much more. 25 MW MAGAZINE

MUNICIPAL WORLD INC.

EDITOR & PUBLISHER

PRESIDENT

SUSAN M. GARDNER, MPA, AMCT

NICHOLAS R. SMITHER, BESc

ASSISTANT EDITOR

ACCOUNTS RECEIVABLE & CLIENT CARE ASSOCIATE

JAMES WILSON

KATIE COTTRELL

DIRECTOR OF BUSINESS DEVELOPMENT

MAILING ADDRESS

ANTHONY GIBBONS CLIENT COORDINATOR

KIM COSTA

The City of Edmonton shows that projects don’t have to be big to be innovative – they simply require dedicated follow-through to achieve success.

RETHINKING UNEMPLOYMENT

A PILT BY ANY NAME Determining whether, and to what extent, federal government properties should be making PILTs is a complex subject.

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MWDigest is a monthly digital publication, highlighting and supplementing content available to Municipal World magazine subscribers. For information on advertising and submitting content for this publication, please contact Anthony Gibbons at 1-888-368-6125 ext. 206.

INSIDE THIS ISSUE Celebrating Success The Kingsville Fantasy of Lights Festival is a lynchpin in its success in winning the 2016 Communities in Bloom Winterlife Award. The B.C. Community Energy Association’s 2016 Climate and Energy Action Awards celebrate the innovative ways in which communities are reducing energy consumption in municipal operations.

More than “Physical” Education Communities investing in youth sport and physical activity can realize significant benefits for their youngest citizens. Presented by Canadian Tire Jumpstart Charities.

Online Exclusive!

Classic Cuff This online-only feature column highlights select articles from past issues of Municipal World’s monthly print magazine. In this issue, we share “Romace in the Office” – from the July 2010 issue.

Coming Events

DECEMBER 2016

Readers Comment

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Susan M. Gardner

Most of us are still coming to terms with what a presidency under Donald Trump will look like. While millions of words will be written dissecting both the election and the result, it seems appropriate to add a few more, especially in terms of what it means for Canada. While the final voting numbers are still being tallied, certain trends are emerging. Early reports suggest that voter turnout will have declined once again – at least as a percentage of the population. While there will be significant debate over the particular reasons as to why that is the case, there is no doubt that this election cycle has been highly contentious, polarizing, and vitriolic – and, to some extent, this negativity can be seen to put off a number of voters. Interestingly and importantly, many of the same words can be used to describe the most recent Canadian federal election – the significant difference being that Canada’s voter turnout was the highest it has been in a generation. We should be encouraged to see people supporting the democratic process, but one can only hope that the future of political campaigning is not heading down this path. At the time of writing, protests are still unfolding in major cities across the United States. To some extent, there is a feeling of inevitability about them; a sense that no matter which candidate was successful, certain segments of the population were going to be moved to action by the outcome. In a way, the election and its aftermath reveal both

the best and worst of the democratic process and freedom of expression. On one hand, we are fortunate to live in a society where protests can take place; on the other hand, the fact that people are choosing to protest the result of the election speaks to the depth of concerns about the outcome – and indeed the entire process over the past year or so. Also worth noting: the Trump campaign had the greatest resonance in rural and smaller urban areas (hence the protests taking place in the U.S.’s largest cities). The election results seem to point to a stark rural-urban divide. Could a similarly divisive election campaign force a similar wedge in Canada? As concerns continue to be voiced the world over, and as political alliances and shifts emerge, it is important that we remain mindful that we are not immune to the impact of global trends. How can we ensure that Canada’s progress and values are safeguarded? The U.S. election result brings obvious uncertainty for the future. At the same time, it represents an important time for reflection. The values that many Canadians (and Americans) hold dear – such as inclusiveness, diversity, and respect – are an important part of our national identity. If we’ve learned anything from the U.S. election, it’s that it is a precarious balance by which these values are maintained and shared ... and, for those not paying attention, the ballot box can be a critical place for those values to be shuffled aside.

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Adding a Dimension to Inclusivity As co-chair of the Human Services Planning Board of York Region, I read with interest the article by Evert Akkerman, which urged us to take concrete steps to strive for greater diversity and inclusiveness in the workplace. The Human Services Planning Board (HSPB) of York Region sees diversity in the workplace as a key enabler for addressing income inequality and enhancing regional economic development. We have a focus for this term of council on precarious employment and under employment, and we recognize that new Canadians often struggle with both of these dimensions. I applaud Mr. Akkerman for his article and for adding his voice to the growing chorus of people and organizations calling for greater efforts to ensure new Canadians are able to reach their full potential as quickly as possible in York Region and across Canada. John Taylor, Town of Newmarket I thoroughly enjoyed Mr. Akkerman’s article regarding barriers that employers erect by only accepting Canadian

experience and the impact this has on professionals who arrive new to our country. I concur with Mr. Akkerman when he speaks to how employers espouse the need for diversity and inclusivity and yet fail to see how their words do not align with their actions. I found Mr. Akkerman’s article interesting because it speaks to the implicit bias that exists within organizations. Everyone, no matter how accepting and open they believe themselves to be, has certain belief systems that must be challenged because, if we do not recognize and challenge them, we will continue to allow our subconscious biases to dictate decisions and oftentimes make wrong decisions as a consequence. These biases (beliefs) only serve to obstruct real progressive change from occurring. I believe it is important for all organizations to recognize that, as Mr. Akkerman explains in his article, if businesses hold onto the belief that only Canadian experience is relevant, they are potentially losing some excellent skills and actually violating human rights laws if there is no bona-fide reason for restricting candidates from being employed with them. Kelly Auld, Simply Communicating

We need strong local leaders to meet the challenges of a changing world. We are living in the century of the city, where local government is becoming the most important order of government. The fact is, the effective leadership of our towns and cities has never been more critical, as we work to build a nation of prosperous, creative, sustainable, and successful communities. Gord Hume’s challenging new book shares important new research about attitudes and opinions of municipal elected and administrative officials across Canada, revealing startling insights and deep divisions inside our city halls. This book confronts some of the biggest issues facing municipal leaders today: the “7 Cs” of leadership; three enormous, emerging issues that will influence government leadership in the future; the debacle that ensues when elected officials become corrupt, inviting public humiliation upon themselves and their communities; and proactive strategies for developing and encouraging smarter leadership for tomorrow. This remarkable book includes a stunning chapter on three Canadian municipalities that were plunged into crisis, and the examples of extraordinary local leadership that emerged. It offers international examples of great local leadership and city building. And, it bluntly examines cases of corrupt and inept elected officials in Canadian municipalities.

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December 2016

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winter life

Celebrating Success Kingsville recognized for annual Fantasy of Lights Festival The Town of Kingsville, Ontario was announced as the winner of the 2016 Communities in Bloom WinterLife Award – an Outstanding Achievement Award that recognizes efforts and involvement in projects and initiatives that engage the community with indoor and outdoor activities from November through March. The town’s annual Fantasy of Lights Festival was a key element in the community’s success in the judging. Through the winter months, Kingsville’s Lakeside Park is magically transformed into a sea of colourful displays, while melodies of Christmas music, hot chocolate, light snacks, crafts, and souvenirs welcome all who are ready to awaken their holiday spirit. A roster of programmed events and entertainment are scheduled to take place throughout the holiday season. Fantasy of Lights also showcases local artists and wineries during the “Sip and Shop in the Park” event. Guests are invited to browse through the fine art exhibits, sample some of the best of local wines, and enjoy the entertainment and ice carvings as showcased by local artists. This is an outstanding opportunity to pick up a truly one-of-a-kind Christmas gift, while sampling some of the vintage wines from the area. It is important to note that the lighted displays and the mini train (named the Fantasy Express) were made possible by the students at Kingsville District High School. The students in the welding classes have worked diligently on these displays and projects – and are directly responsible for their creations. This is one of the highlights of the program, and an example of a working partnership between the festival and the community.

Photo: Kingsville Reporter

The Raise a Reader Book Tree – a program that helps to promote literacy in Windsor and Essex County – brings in thousands of books that are distributed throughout the local communities. The estimated value of these books alone is in excess of $10,000, and once again ties the festival to is neighbouring communities, further expanding the positive impact. The festival boasts a 23-year history of partnerships that have intertwined and continue to provide valuable economic impact, tourism traffic, and community involvement throughout the area. Dur-

ing the entire festival, the attendance is estimated at well over 20,000 visitors (7,000+ on opening night alone) – with an economic impact for the Town of Kingsville calculated at roughly five million dollars. The Kingsville Fantasy of Lights Festival is a unique holiday experience that has become a tradition for families in Windsor and Essex County for over 20 years. The ongoing program development, attention to detail, and community focus combine to make this a true cornerstone of the town’s holiday attractions. MW

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energy

Celebrating Success British Columbia Community Energy Association’s Climate & Energy Action Awards The Community Energy Association’s annual Climate & Energy Action Awards recognize B.C. municipalities that take action to conserve energy, save money, and reduce greenhouse gas emissions.1 Since 1999, 27 communities have received awards for reducing emissions from the community, in their corporate operations, and in collaboration with public sector partners. These projects demonstrate that Canadian communities have an important role in local energy conservation and GHG emission reductions. As always, this year’s winners are worth celebrating.

Community Design and Development Applicants in this category are reducing GHG emissions and energy use generated from the fabric and function of a community. This category includes plans, programs, and projects that support: ►► a dense, compact, transit and active transportation oriented community; ►► renewable and district energy projects; and ►► green buildings and energy efficiency retrofits.

City of North Vancouver – Winner Located on the north shore of Burrard Inlet, directly across from the City of Vancouver, the City of North Vancouver is a small, urbanized city with a population of just over 50,000. The Moodyville neighbourhood is located on a south-facing slope and the existing street network maximizes

1 See <http://communityenergy.bc.ca/category/ cea-news/climate-and-energy-action-awards>.

The City of North Vancouver is creating land use designations through its Official Community Plan to reduce energy use and related greenhouse gas emissions.

solar exposure, creating a supportive structure for reducing energy use and GHG emissions in buildings. The neighbourhood has access to the city’s district energy system and transit net-

works; and, in 2014, the city’s new Official Community Plan created land use designations for the neighbourhood to support a transition from 490 to 1,400 housing units.

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In early 2015, Sparwood council endorsed a program that provides a 50% building permit fee rebate for new singlefamily dwellings and a 100% rebate on the CEA fees for homes that achieve an EnerGuide rating of 80 or better. These new zones and guidelines will reduce energy use and related greenhouse gas emissions through: ►► land dedication for a future rapid transit corridor; ►► improvement of bicycle/pedestrian greenways; ►► a reduced parking provision and support for electric vehicle charging infrastructure and car-share incentives; ►► support for district energy connections and on-site renewable energy; and ►► ambitious sustainability standards requiring new buildings to achieve either:

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◊ passive house (prioritized for permit processing and qualifying for other exemptions); ◊ 10 percent better than NECB 2011 or 15 percent better than ASHRAE 90.1-2010 standards; and ◊ EnerGuide 86 or the most stringent B.C. building stretch code. Part of the neighbourhood will also provide a pilot area for passive house construction and renewable energy technologies.

District of Sparwood – Honourable Mention Sparwood is a district municipality located in B.C.’s Kootenay region with

December 2016

a population of about 4,000 residents. In early 2015, Sparwood council endorsed an energy efficiency incentive program that provides a 50 percent building permit fee rebate for new single-family dwellings and a 100 percent rebate on the certified energy advisor (CEA) fees for homes that achieve an EnerGuide rating of 80 or better. For a typical new home with a construction value of $350,000, that delivers a rebate of about $1,600. When combined with the rebates available from utilities at the time, builders had access to about $6,000 in rebates. From application review through all stages of construction,

the building inspector and a CEA help builders achieve their targets. The goal of the program is to educate builders about energy efficient construction and encourage buyers to consider energy efficient new homes. The program is supported financially by the city’s Carbon Neutral Reserve Fund. A program uptake target and a reporting requirement allows the program’s impact to be measured. Before this program, the district had no idea what level of efficiency home builders were achieving. In its first year, over 50 percent of new housing starts in Sparwood achieved EnerGuide 80 or better. Every one of those homes will provide benefits to its owners for the life of that home and leave a lasting legacy in the community. Interestingly, most of the build- Since 2008, the City of Coquitlam has implemented more than 70 energy conservation measures – leading to corporate GHG emission reductions of 1,407 tonnes and the achievement of carbon neutrality. ers participating in the program found that they really didn’t do much differsuch as recreation facilities, fleets, etc.). Corporate Operations ently from a conventional build – buildExamples include: Applicants in this category have ing energy modelling demonstrated that ►► energy efficiency standards for new reduced energy use and greenhouse gas only minor changes in air sealing and municipal buildings and retrofits for emissions from city operations (for uses insulation were required to meet targets. existing buildings;

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The City of Kimberley’s SunMine produces enough power to support 200-300 homes – energy that is sold to BC Hydro.

►► participation in fleet management programs; ►► use of renewable energy and waste heat capture; and ►► renewable energy generation and organic waste diversion.

City of Coquitlam – Winner The City of Coquitlam is a fastgrowing city located in B.C.’s Lower Mainland. The city’s population has grown by 20 percent since 2007. This rapid growth has required the addition of more than 24,000 square metres of city facilities, resulted in an increase in recreation centre attendance, and led to a significant expansion in services for new parks, improved roads, and facility maintenance. The city set a corporate climate action target in 2007 to reduce greenhouse gas emissions by 30 percent. A

comprehensive and strategic energy management plan prioritized energy conservation measures in renovations and new construction. To achieve the target, a significant investment in energy-efficiency practices and technologies was needed. Starting in 2008, the city implemented more than 70 energy conservation measures – leading to corporate GHG emission reductions of 1,407 tonnes and the achievement of carbon neutrality. The city is also avoiding nearly $4 million in electrical and heating costs. Despite significant growth in services and infrastructure to meet new population demand, the city’s 2015 corporate GHG emissions were 24 percent less than the 2007 GHG emissions, while emissions attributable to buildings were reduced by 40 percent. The city’s investment of $6 million, combined with $1.4 million

from partnerships, reduced the payback of all investments to 8.5 years – to be achieved in June 2017.

Cowichan Valley Regional District – Honourable Mention This rural Vancouver Island community has a population of 80,000 and limited budgets for sustainable service delivery. The Island Savings Centre, built in 1977, is a central hub for regional sport and cultural activities. A facility energy study, completed in 2013, identified a bundle of energy upgrades to mechanical, refrigeration, and lighting systems at the centre. All recommended measures were completed by January 2015. These upgrades reduced natural gas consumption by 50 percent and electricity consumption by 20 percent (compared to 2012), resulting in over $140,000 in annual energy

On the hunt for an article from a past issue? Find it NOW with Municipal World’s extensive online index at

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cost reductions and a reduction of 250 tonnes of greenhouse gas emissions (roughly equivalent to the emissions produced from heating 60 homes). Approximately $230,000 in combined grants from BC Hydro and FortisBC reduced simple payback for the project to 2.8 years.

Public Sector Collaboration Applicants in this category are reducing GHG emissions and energy use in partnership with provincial public sector organizations (e.g., school districts, universities, health districts, Crown corporations, and public utilities). Examples include: ►► capacity building workshops and memorandums of understanding; ►► energy conservation upgrades to shared facilities or energy efficiency retrofit programs; and ►► district or renewable energy system planning or development.

Fund, $300,000 from Columbia Basin Trust, and $50,000 from the Southern Interior Development Initiative Trust. During its first year of production, SunMine has generated 1,915 megawatt hours (MWh) of electricity and $195,730 in revenue, while costing only $34,000 to operate. Over 1,000 individuals, including 420 students, have toured the facility to learn more about solar power.

Cities of Coquitlam, Surrey, and Vancouver – Honourable Mention

The “Empower Me” program was launched in 2012 with the support of FortisBC. Since then, the cities of Coquitlam, Surrey, and Vancouver; BC Hydro; Kambo; and Vancity have become partners. The program is designed to provide multilingual communities with the information they need to help save energy and money while increasing the comfort of their homes. Available in three South Asian languages, three City of Kimberley – Winner Chinese languages, Farsi, Korean, and English, the program delivers energy Kimberley is a vibrant community located in B.C.’s Kootenay region, with conservation information and important city messaging to Canada’s newcomers a population of almost 7,000. In 2008, in a culturally appropriate and sensitive community leaders and partners began way. The program is free of charge to exploring the possibility of a comparticipants. All program partners benmunity-based solar project. In a 2011 efit from the community-based energy referendum, 76 percent of Kimberley residences voted to support the city bor- savings driven by the program. And, utility partners provide more than fundrowing two million dollars to support the project. Construction began in April ing – they guide program evaluations, providing program direction and sup2014 and SunMine began commercial port outreach. operation in June 2015. Since its inception in 2012, EmpowSunMine is a one megawatt peak er Me has created more than 1,400 enerproduction solar facility constructed on gy champions, avoided more than 8,000 reclaimed mine land in the Kimberley tonnes of greenhouse gas emissions, area. The facility uses 4,032 photovoltaic panels mounted on 96 solar trackers and saved participating households an average of $224 per year on their enthat follow the sun in two dimensions, ergy bill. Empower Me has also become producing enough power to support a trusted brand within these communi200-300 homes – energy that is sold to ties. Municipal partners increasingly use BC Hydro. Collaboration was essential to over- the program to deliver news about other coming the numerous “firsts” associated city programs like water restrictions, wildlife management, and safety. with this project. Eighteen agreements *** were signed with eight organizations The 2016 Climate & Energy Action from project start to finish. Owned and operated by Kimberley, the project cost Awards were co-sponsored by the Province of British Columbia, BC Hydro, $5.35 million to build, with contributions of $2 million from the city, $2 mil- FortisBC, the Real Estate Foundation of BC and the Union of British Columbia lion from Teck Resources, $1 million Municipalities. MW from B.C.’s Innovative Clean Energy 14

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John Regan EcD(F), CEcD CAO, Village of Merrickville-Wolford

December 2016

Council for the Village of Merrickville-Wolford is pleased to announce the recent appointment of John Regan as Chief Administrative Oﬃcer. John was previously CAO in French River, Ontario; Director of Economic Development for Haldimand County; Senior Business Consultant for the City of Brantford; and General Manager for the Elgin Business Resource Centre. John has a diploma in economic development through the University of Waterloo and holds both the Canadian and international designation in economic development through EDAC and IEDC. John is currently President of the Economic Developers Council of Ontario (EDCO) and is a Board Member for the Economic Developers Association of Canada (EDAC).

CLASSIC CUFF ne Onli ve usi Excl re u Feat

Romance in the Office

At this very moment, across Canada, there are a number of instances wherein a relationship is either developing between a member of council and a member of staff or between a member of senior administration and someone junior or subordinate in the organizational structure. Given the calls I have received on this topic, I believe that the foregoing is a reasonably accurate statement. Should this be a surprise? I would not think so. Anytime people are placed together in a close situation and on a frequent basis, “romantic sparks” may result. It happens in the corporate world, and it most certainly can and has happened in a local government environment. Sometimes, people are lonely; at times, their own relationships at home may be frayed; or there may be an attraction based on access to power or excitement. Working with someone in close proximity or someone who seems attractive for whatever reason can be very difficult to resist. Should the prospect of an office romance be a cause for concern? Should those in leadership not simply set it aside and move on to more pressing business issues? So what if people become romantically entangled? Is that not their own business? After all, who could possibly be harmed?

Two Members of Council Where the romance involves two members of council there will and should be some concern. Legal counsel should be sought with respect to

the potential for bias on issues or the potential for conflict between such members whenever a board or committee goes in camera and presumes it is dealing with just those players in the room. Where council members are romantically linked (or are married, which should still likely infer the same thing!), the suspicion may be that the partner of the one will have access to confidential materials before the rest of the council. This would likely occur wherein you had one of the two appointed to a council-appointed board that had the authority to make decisions and whose members may have been briefed confidentially (say to release the CEO/ senior manager of the board), but which information would not therefore be made available to the rest of the council. It may reasonably be presumed that the pillow talk would likely see one party briefing the other based on their trust in the confidence being maintained. If the romance begins subsequent to the election, the public may feel that their vote for independent voices just became somewhat more complicated. Legally, the matter may be considered legitimate; politically, it may be quite a different story. If the mayor is one of the participants, the matter may be further complicated and may serve to divide council, who may be split in its voting pattern and concerned that the mayor’s one vote seems to be two. The appointment of a deputy (or acting) mayor may be

George B. Cuff

another instance wherein the perception coveys a message that may have been unintended. A councillor who is sensitive to this perception may waive their opportunity to serve a term as acting/deputy mayor.

A Councillor and a Staff Member Where the romance involves a member of council and a senior staff member, the plot thickens. In this instance, the perception problems likely increase. The member of council will be questioned whenever he or she voices an opinion about an administrative issue (e.g., I hear the morale is poor) because of the presumption that the source came from the other end of the pillow. Both the CAO and council will continually question the source of information for that councillor, particularly when it would seem to be information only known to that councillor. Further, where decisions are being made visà-vis compensation for senior staff, GEORGE B. CUFF, FCMC, our governance zone expert, has been involved in local government in one way or another since 1970. He has been a recreation and youth specialist, a department head, a mayor for 12 years, and a consultant/advisor to municipalities since 1976. He is the author of Executive Policy Governance; Off the Cuff: A Collection of Writings by George B. Cuff – Volumes 1, 2, and 3; and Making a Difference: Cuff’s Guide for Municipal Leaders, Volumes 1 and 2, published by Municipal World, as well as dozens of magazine articles and columns since 1984.

This article was originally published in the July 2010 issue of Municipal World.

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the potential for conflict of interest looms large. Again, a requested increase in the budget for the department led by the significant other may well be challenged if the council member is heard arguing support for the increase. The potential for perceived conflicts are endless. It does not have to be a senior member. In a recent study, the councillor was married to a member of staff who happened to be the chief representative for the union. Given council’s role in approving the results of the bargaining process or even the strategy to be followed by council’s negotiators, absence from the chambers would seem a recommended course for the councillor so involved. Where the relationship is between the member of council and a junior staff member, the need for very tight secrecy/confidentiality is no less great. Rumours that are driven by a loose word here or there uttered by the staff member will quickly be attributed to the member of council.

CAO and Staff Member While good management principles would suggest that the CAO be viewed as treating all members of staff equally and without bias/ favour, it is difficult to see that being possible when a staff member is ro-

mantically linked to the CAO. Affairs of the heart do not lend themselves to rational behaviour. Regardless of the best of intentions, the CAO and staff member will be watched very carefully by the other staff, and any inkling of favouritism in treatment will be met with criticism from others, who feel that bias has impacted the CAO’s capacity for good decision making. Where there is a direct reporting relationship between the CAO and staff member (e.g., a department head) the matter becomes more difficult. The CAO will likely have a policy of rotating his/her role when on holidays or away from the office to a conference. The employee romantically linked to the CAO should not be asked to fulfill such a role as that would impair the sense of confidentiality which is needed in that position and will again be perceived as taking advantage of the situation.

What Should be Done? Turning a blind eye is never a good solution. The organization expects its leaders to act in a reasonable and ethical manner. To suggest that a brief chat with those involved will end the relationship is highly unlikely. Rather, the matter should be recognized for what it is and should

involve the mayor and CAO discussing the strategy to be employed. The head of human resources could be called upon for input based on his/ her training or contact with the legal counsel to the municipality might be a wise course of action. The proper course of action would also include considering what the policy or code of conduct says and what ethical standards have been agreed to within the corporation. Where there appears to be some potential of conflict or a negative impact on morale, those involved should be called to a meeting (with either the mayor or CAO or both depending upon who is involved) and the matters ought to be discussed in an atmosphere of openness, candour and compassion. The key is to maintain a functioning organization while recognizing that people not widgets are involved. A protocol should be developed which allows the organization to move forward with structures put in place which inhibit the potential of implosion. It seems to me that the key is not to appear overly judgmental or prudish or alarmed. Being a rational voice in what might otherwise become an explosive situation will be welcomed by most if not at the moment at least when the dust has settled and the pillows put back into place. MW

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December 2016

Presented by Canadian Tire Jumpstart Charities

More than “Physical” Education Sport as a catalyst for positive youth development Over the next year, Municipal World is partnering with Canadian Tire Jumpstart Charities to raise awareness about the program and the value it can bring to communities, and to showcase the power of sport in effecting positive social change. This second in a series of articles emphasizes the power of sport and physical activity as a tool for youth leadership development, using the Canadian Tire Jumpstart Academy of Surrey, B.C. as a case study. As with infrastructure or any other core asset, municipalities are wise to look to the future when investing in the citizens of their community. Of course, the human element can make investing in people a much more difficult proposition than a simple line in the municipal budget; however, communities that invest time and resources into their youngest citizens – their youth – can reap rewards not only immediately, but decades into the future as well. Community sport and physical activity programs offer a valuable opportunity to impact the lives of young people, with significant benefits. By now, we are all aware of the value that being active can bring – increased physical activity leads to positive health outcomes and decreased screen time. However, sport has also been shown to improve various psychological and social outcomes in both the short and long term. Research has shown that being involved in sport can yield positive results in terms of educational

Students participate in Canadian Tire Jumpstart Academy’s afterschool program in Surrey, B.C.

1 Mark Hugo Lopez and Kimberlee Moore (2006), “Participation in Sports and Civic Engagement. Fact Sheet,” Center for Information and Research on Civic Learning and Engagement (CIRCLE), University of Maryland.

Case Study: Surrey, B.C.

attainment, long-term job success, and even registering to vote. 1 In addition, sport provides young people with the opportunity to develop the leadership skills that are not only essential to individual success, but can also help drive communities forward. In short, sport and physical activity represent a sound investment for a municipality looking to build for the future. As with any initiative, the greatest successes are achieved when community organizations partner to pursue a common goal. The resources and experiences of various orders of government, community groups, and the private sector, when coordinated and combined, can achieve great results. As one recent initiative has shown, such partnerships can have a powerful impact on the local community. The Surrey School District in B.C. reflects an economically and culturally

diverse community, and is home to a large number of immigrant and refugee families. Almost 30 percent of its schools are classified as being “innercity.” One of the school district’s projects provides a prime example of how coordinating resources across various groups and organizations can amplify success in community initiatives. Launched in 2010, Canadian Tire Jumpstart Academy aims to combat physical inactivity in vulnerable and at-risk youth populations in the community. Originally limited in scope to a handful

LANDON FRENCH is President of Canadian Tire Jumpstart Charities, managing Canada’s largest portfolio of community partnerships. Landon holds an MBA from Royal Roads University, and an MA in Canadian Studies from Carleton University. He received the Queen’s Golden Jubilee Medal for his leadership on the design and live television broadcast of Queen Elizabeth’s Golden Jubilee Royal Visit to Canada in 2002. Landon also received the Royal Roads University Chancellor’s Award for Academic Excellence in Public Relations and Communications.

December 2016

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of schools, investments from Canadian Tire Jumpstart Charities and the province’s Ministry of Community, Sport and Cultural Development – along with partnerships with the City of Surrey and various other organizations – enabled the project to expand well beyond its original mandate to over 20 schools across the school district. Now, over 1,400 students from age six to 12 are involved each year. “From learning baseline skills for playing organized sports, to developing leadership qualities that benefit the broader community, the Surrey School District Jumpstart Academy helps kids become active for life,” says Rob Rai, Director, School and Community Connections, Surrey School District. “We are grateful to our generous partners for helping create an environment that provides consistent, continuous, accessible sport, movement and recreation programming for kids in Surrey.” Participants in the program clearly benefit from being physically active (by developing physical literacy as well as engaging in sport). But, an important leadership component has also

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been built into the program. Children as young as nine years old are given leadership development instruction to work with younger group members. Then, once moving to secondary school, a youth leadership development component allows students from age 14-18 to continue working within the program, while offering credential opportunities, access to mentors, and a chance to give back. Early results have been promising, with the following benefits noted among program participants: ►► 72 percent of parents report increased physical activity; ►► 82 percent of participants report making new friends; ►► over 50 percent report increased confidence from participation; ►► improved academic performance among students in the program; ►► reduced playground conflict; and ►► improved transition for immigrant/ refugee students. In addition, the leadership focus of the program helps to make it self-sustaining. Youth who have progressed through the leadership development

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training have already begun to work for organizations including the YMCA and the Surrey School District to lead Jumpstart Academy programs of their own. This ensures that future participants are afforded access to the same opportunities, and builds a base of quality volunteers with firsthand experience to support the continued success of the program.

Doing It Right One of the great misconceptions about youth sport is that it is a panacea; that by merely being involved, young people will develop the skills and the benefits that youth sport can provide. As has too often been shown, that is not the case – it takes a welldesigned program, committed volunteers and supporters, and an emphasis on the right message to develop the desired outcome. As the initiative in Surrey has shown in just a handful of years, a properly-structured program can have significant benefits to a community’s young people, and will have an impact well into the future. 

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January 31 – Accelerating Smart Communities Conference Vancouver BC. February 1-3 – HRPA Annual Conference and Trade Show Toronto ON. www.hrpa.ca/ Conf2016/Pages/2017-Call-for-Speakers.aspx February 1-4 – Ontario Library Association super conference Toronto ON. www.olasuperconference.ca February 5-8 – Saskatchewan Urban Municipalities Association’s 112th Annual Convention Saskatoon SK. www.suma.org February 7-9 – Economic Developers Council of Ontario annual conference Toronto ON. www.edcoconference.com February 16-18 – Winter Cities Shake-Up Edmonton AB. Register Now: http://wintercitiesconference.com/#home-1 February 26-March 6 – OGRA Conference Toronto ON. http://ograconference.ca March 13-16 – Saskatoon Association of Rural Municipalities Annual Convention Saskatoon SK. http://sarm.ca/events March 20-22 – Alberta Association of Municipal Districts and Counties Convention Edmonton AB. www.aamdc.com April 5-7 – Ontario Municipal Human Resources Association Spring Workshop

Niagara Falls ON. www.omhra.ca/en/events/ index.asp April 9-11 – Ontario Municipal Tax and Revenue Association Annual Spring Conference London ON. www.omtra.ca April 21-22 – International Conference on Climate Change Cambridge UK. http://onclimate.com/2017-conference May 2-5 – Ontario Small Urban Municipalities Conference and Trade Show Blue Mountains ON. www.osum.ca/Events May 7-10 – Ontario’s Water Conference & Trade Show Niagara Falls ON. www.owwa.ca/ conference May 10-12 – Saskatchewan Waste Reduction Council Waste ReForum 2017 Saskastoon SK. www.saskwastereduction.ca/events May 10-12 – Ontario Municipal Administrators’ Association Spring Workshop Minnett ON. www.omaa.on.ca May 16-18 – Local Government Management Association BC Annual Conference and AGM Penticton BC. www.lgma.ca May 27-30 – BC Water and Wastewater Association Annual Conference. https://www. bcwwa.org/education-program.html

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