Appendix B: Financial Considerations

Participatory Canada Financial Projections

Notes:

1. These are examples for illustrative purposes, describing the deep (large), medium and small implementations reaching approximately 75,000 to 220,000 people in a mature state with social and participatory infrastructure in place. Cost estimates are based on historical spends from Barking and

Dagenham, UK and Participatory Canada, extrapolated to a total of 10 cities. • 1 Deep City Implementation: 5 shopfronts reaching 220,000 people • 4 Medium City Implementations: 3 shopfronts reaching 120,000 people • 5 Small City Implementations: 2 shopfronts reaching 75,000 people 2. Deep implementation city includes additional National

Learning campus costs, while medium and small implementation take proportional costs for local learning architecture. 3. Phased in costing over 3 years from the first year of each city implementation. Costs are realized by 33% in year 1, 67% by year 2, and 100% by year 3. 4. National team costs estimated at $1.2M as per Participatory

Canada forecasting and historical spend, phased in over 3 years. 5. Approximate non-staff costs for elements of the deep implementation (from Barking and Dagenham use case); shopfronts 11%, warehouse 5%, Tomorrow Today Streets 5%, communications 5%.

6. Staffing costs as a percentage of total implementation cost and is scaled based on the amount of shopfronts (3 designers per shop); neighbourhood staffing 35%, school staffing 13%. 7. Overhead costs at ~10% as per historical spend

The following details represent the estimates prepared for and details surfaced during the three strategic convening sessions. The details of suggested personnel and team structures validates early thinking from the Participatory Canada team.

People Resource Considerations

Deep Implementation City Team (at onset, minimum 6 full time staff with additional contract support as needed)

Each city requires a local team to help steward and adapt the Participatory City approach to their local context in an effort to create more participatory and inclusive communities. Project teams, consisting of designers, storytellers, collaboration development, and program leaders, manage the local vision, establish relationships and support community initiatives. The following represent potential roles that would be beneficial to include in the initial deep implementation city team.

• Fully trained designers per shop. It was noted in the Barking & Dagenham experiments that three designers are needed per shop to facilitate and create the programs. They are the ’do-ers’ and on-the-ground experts of Participatory City practices and tools to help build capacity within a community.

The number of designers will scale alongside program development and within a city to ensure effectiveness. There will be approximately 13 designers in one fully developed deep demonstration city site based on live experiments in

Canada and the UK. • Communications. The communications lead is responsible for the storytelling, design, and creative assets for the deep city implementation and programs. They serve a dual role of co-creating assets with residents to drive engagement at the community level while communicating and reporting upwards on the outcomes to Participatory Canada and the global learning platform. • Operational team consisting of a program director and evaluator. This team is responsible for overall management and holds the various relationships with community members, organizations, the national support team, and the global platform.

The program director manages the program within their communities. They closely communicate with various partners and develop deep relationships within a city to establish trust and agency for the programs being developed and implemented.

The evaluator and learning specialist supports the learnings and documents outcomes from the programs.

They have a close relationship with the domestic school, other evaluators, and global teams to continue to refine, learn, and develop evaluative measures for the

Participatory City approach.

Participatory Canada Core Team (at onset, minimum 4 full time staff with additional contract support)

This team should be established at the onset to provide support and leadership to the participating cities and communities. The roles and responsibilities focus on several key areas to embed the learnings of the Participatory City approach, and communicate the initiative to build relationships across the country.

• Lead Director. The lead director for the national team builds and strengthens relationships with the global school, city and community teams, and strategic and funding partners. They play a lead role in creating content, strategy, communications, research and learning. • Coordinator. The Coordinator manages the administrative, programming, communications, and reporting obligations for the national team. • Evaluator across cities. The evaluator creates a national scale evaluation framework and helps embed new evaluation methods and learning while supporting local processes to capture relevant data. • Supporting local partnerships and fundraising initiatives.

This role helps connect and build cases for funding across municipalities and communities. They can be regionally based, and activate community partners and connect cities to relevant funding opportunities.