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CITY OF VANCOUVER ADMINISTRATIVE REPORT |
Report Date: |
February 23, 2005 | |
Author: |
Wendy Au | |
Phone No.: |
604.871.6639 | |
RTS No.: |
4750 | |
CC File No.: |
3508 | |
Meeting Date: |
March 29, 2005 |
TO: |
Vancouver City Council |
FROM: |
City Manager |
SUBJECT: |
Vancouver Agreement 2005 |
RECOMMENDATION
A. THAT Council support the signing of Vancouver Agreement 2005, confirming the City's cooperation with the Provincial and Federal governments in a second five-year urban development initiative (2005-2010).
B. THAT Council support the continuation of a Vancouver Agreement Secretariat(co-ordination unit), to be cost shared between the three levels of government.
C. THAT Council approve $40,000 annual funding for a five-year
period to cover the cost of office rental, as well as an "in-kind"
contribution of $160,000 per year, as the City's contributions towards the
Vancouver Agreement Secretariat. The Source of funding for the prorated
2005 cost of $30,000 will be the contingency reserve, funding for 2006
through 2010 will be added to the Vancouver Agreement operating budget, without offset.
D. THAT Council approve the lease of the Vancouver Agreement Secretariat office space at 305-456 West Broadway, a PEF building, at a cost of $2,970 per month from April 2005 to March 2007 and at $3,150 from April, 2007 to March 2010; plus an annual minor repairs and maintenance of $4,360 from April 2005 to March 2007 and $2,200 from April 2007 to March 2010.
COUNCIL POLICY
On February 1, 2000, Council approved the signing of the Vancouver Agreement, confirming the City's cooperation with the Provincial and Federal governments in a five year urban development initiative.
On October 10, 2001, Council approved the establishment of a Vancouver Agreement Secretariat with operation costs shared between the three levels of government. Council also approved that the City provide office space for the Vancouver Agreement Secretariat, as well as operational and administrative support.
In 2001, Council approved the establishment of the Vancouver Agreement Secretariat (co-ordination unit). Council also approved $50,736 annual funding for a three year period (April 2002 - April 2005) to pay for monthly rent including amortization of renovation and furnishings.
PURPOSE
The purpose of this report is to obtain Council approval to be a signing party in Vancouver Agreement 2005 (Appendix A - draft Vancouver Agreement 2005), to continue cooperation with the Provincial and Federal governments in a second five-year urban development initiative. Council approval is also required to provide continued support for the operation of the Vancouver Agreement Secretariat, also referred to as the Co-ordination Unit. Operational expenditures of the unit will be cost shared between the City, Province and Federal governments. The Co-ordination Unit is needed for the purpose of efficient and effective co-ordination of all activities implemented under the Vancouver Agreement. The Co-ordination Unit will be responsible for monitoring, evaluating, and ensuring accountability for program services delivered under the Vancouver Agreement. It will also act as an agent to facilitate co-operation and policy changes within all governments, as well as collaboration with the community & private sectors, to better meet the needs of the community.
BACKGROUND
The Vancouver Agreement (VA) is a five-year urban development agreement signed in March 2000 by the City, Provincial and Federal governments. The agreement commits all parties to cooperate in promoting and supporting sustainable economic, social and community development in Vancouver.
The Vancouver Agreement was formed because the governments of Canada, British Columbia, and Vancouver recognized that by coordinating efforts and working more closely together, and with community and business groups, they could achieve long-term, sustainable solutions. In its first four years, some of the key lessons learned are that demonstrating courage and a willingness to change how public policy is developed and delivered is key to creating the environment and relationships necessary to achieve these solutions.
Governance of the Vancouver Agreement consists of a Policy Committee and a Management Committee. The Policy Committee consists of the Mayor of Vancouver, Provincial Minister of Community, Aboriginal and Women Services, and the Federal Minister of Western Economic Diversification, and provides leadership and policy direction. The Management Committee consists of three representatives from each of the three levels of government and oversees the implementation of all Vancouver Agreement activities. The City representatives are the City Manager, the Police Chief and the General Manager of Community Services.
Decisions and actions of the Vancouver Agreement are guided by the principles of: innovation; respect for diversity; community engagement; collaboration and accountability.
DISCUSSION
The Vancouver Agreement Co-ordination Unit functions with a limited staff complement of an Executive Co-ordinator, a Communications Officer, an Administrative Assistant, and a Clerical Bookkeeper. Each level of government has committed to providing financial support for the ongoing operations and staffing of the Secretariat. Both the Federal and Provincial governments provide $225,000 per year to fund the unit. The City's contribution includes some financial funding for the initial renovation, furnishing and rental of the office space used by the Co-ordination Unit, as well as in-kind operational and administrative support.
Although the mandate of the Vancouver Agreement is city-wide, the initial focus of work is the Downtown Eastside. The parties to the agreement, through a task teams structure, have developed strategies to address community health and safety as well as social and economic development. The Policy Committee approved the Vancouver Agreement Strategic Action Plan in 2002. See the attached Appendix B : VA Strategic Action Plan.
Since the approval of the VA Strategic Plan by the Policy Committee, the Provincial Government has paid $13.25 million towards implementation of the VA Strategic Plan, the sum of which has been paid to the City of Vancouver to be held in trust for the parties to the Vancouver Agreement. The Federal government has matched this by making commitments from several federal ministries to support Vancouver Agreement initiatives.
The Vancouver Agreement Strategic Plan addresses the Agreement's three goals:
1. To increase economic development in the Downtown Eastside.
2. To improve the health of area residents.
3. To increase public safety.
Outcome-based evaluation plans have been developed for each task team and/or major project. These are based on the logic model format. The purpose of the logic model is to illustrate the relationship between what a task team or project does (activities), what it produces (outputs) and what it intends to achieve (outcomes) on behalf of key stakeholders. In addition, a number of indicators have been selected to measure different aspects of the outcomes. These indicators will be used to track changes at the population level in the social, economic and health status of the Downtown Eastside. It is expected that the implementation of the strategic plan will positively influence these indicators over time.
Some of the highlights achieved to date by the Vancouver Agreement include:
· Adoption of an Economic Development Plan and an Employment Strategy to increase business activity and jobs and training for residents, particularly those who have been unemployed for several years. Project teams with representatives of the three government partners, business people and organizations, community groups, and residents are actively engaged in these two initiatives to revitalize the Downtown Eastside.
· A significant cultural shift in how the Vancouver Police Department works in the City's Downtown Eastside, which has experienced public disorder and urban decay since the mid 1990s. Examples of this shift include police collaboration in North America's first legal Supervised Injection Site, in a Safety for Sex-Trade Workers initiative, and in a community safety project, Neighbours First.
· An unprecedented Inner City Inclusiveness Commitment included in Vancouver's successful bid for the 2010 Olympic and Paralympic Winter Games that promotes social and economic sustainability by fully integrating the City's inner city into this major international event.
Improvements in services and infrastructure include:
· Resources for economic and community development, and employment and training, have been brought together under one roof to improve access for residents, and businesses that wish to expand or locate in the Downtown Eastside.
Located at the corner of Main and Hastings streets, the heritage building at 390 Main Street houses three non-profit employment agencies: Aboriginal Connections to Employment, Pathways to Employment, and Fast Track to Employment.
· In the late 1990s, the corner in front of the Carnegie Community Centre was the major drug trafficking area in the Downtown Eastside, making the Centre inaccessible to residents who feared the unruly scene
· As part of the strategy to dismantle the open drug scene and improve area streetscapes, funding was provided through the Vancouver Agreement in the fall of 2000 to redesign `the Carnegie Centre corner' in order to disperse those selling, buying, and often using drugs right on the spot. Today, Downtown Eastside residents and Carnegie Centre patrons once again feel safe at this major thoroughfare in the city centre.
· In February 2004, the Women's Task Team launched the Mobile Access Project (MAP) in a converted ambulance to reach out to sex-trade workers in the Downtown Eastside. This mobile drop-in centre circulates on Downtown Eastside streets from 11 p.m. to 6 a.m., a time when there are virtually no services available to these women who regularly face violence and abuse in their work.
MAP is designed to provide respite and safety from violence for survival sex workers. The project is a partnership between the Vancouver Agreement and two community groups: Women's Information Safe House Drop-in Society (WISH) and Prostitution Alternatives Counselling Education (PACE).
· In 1998, two Vancouver Police Department Constables, developed an innovative and unique database system that allows police to identify and track those associated with the youth sex trade, including pimps, recruiters, johns, and workers. This data provides vital information to investigators and to share among jurisdictions that join Deter and Identify Sex-Trade Consumers (DISC).
To date, some 40 agencies have joined, including almost all police departments in Western Canada and several in the U.S. Northwest. A number of Eastern states are actively pursuing joining. Vancouver Agreement funding is helping to expand this project.
Among the reasons some business leaders have cited for their commitment to locate or retain their businesses in Vancouver's poorest community are improvements to streetscapes and safety supported by government, and the opportunity to help revitalize what was one of the City's most-vibrant commercial and entertainment areas. For governments, this revitalization has been greatly enhanced by the Vancouver Agreement and its ability to increase collaboration between governments, communities and business. Business and community leaders have also identified benefits from the Vancouver Agreement.
All the revitalization work in Downtown Eastside has been implemented under the principle of "Revitalization Without Displacement". It is an integrated approach including Health, Safety, Housing and Economic Development with special attention given to some of the most vulnerable populations, women, aboriginals, youth and immigrants. Several community consultations had taken place over the past three years with specific sectors such as employment, arts & cultural, health and economic development.
Documents detailing information on the Vancouver Agreement funding allocations had been submitted to council on Dec. 7, 2004 and details on Vancouver Agreement outcomes were submitted to Council on March 8, 2005.
Over the next five years the Vancouver Agreement will focus on developing a revised strategic plan building on past success, new learning, and emerging issues. A comprehensive community engagement strategy is also needed to strengthen our partnerships with the diverse communities.
FINANCIAL IMPLICATIONS
Each level of government contributes $225,000 to support the Vancouver Agreement. The City's contribution consists of $160,000 for in-kind administrative and staff support, and infrastructure plus $40,000 for office space and renovations paid to the Property Endowment Fund. The $40,000 in annual rental payments paid to the PEF are similar, but less than, recent charges for an equal amount of rental space in City Square, East Tower.
CONCLUSION
The Vancouver Agreement represents a new way for governments to work together based on relationship building and developing trust, which has resulted in innovative partnerships between government agencies, and with community groups and business. The latest example of this collaboration occurred in mid-January when Bell Canada announced with the Vancouver Agreement and the Vancouver Organizing Committee for the 2010 Olympic and Paralympic Winter Games (VANOC) that Bell will invest $2 million over four years to support the Vancouver Agreement Economic Revitalization Plan for the Downtown Eastside. The Vancouver Agreement played a key role in the development of the Inner-City Inclusive Commitment Statement, which formed part of the official Vancouver bid for the 2010 Olympic and Paralympic Winter Games. Bell's participation and financial commitment are examples of this commitment in action.
Innovation and creativity in governance, particularly implementing horizontal collaboration, led the Institute for Public Administration of Canada to award its highest annual prize for innovative management to the Vancouver Agreement in 2004. The Vancouver Agreement is transforming traditional `silo-based' approaches to governance and service delivery into a more integrated `horizontal' model based on collaboration and progressive problem-solving strategies. However, challenges continued in the areas of commmunications with all stakeholders, partnering with the multi-ministries within three levels of government, strengthening partnerships with diverse communities and private sectors; as well as employing innovative approaches to break down "internal government barriers". A vigorous evaluation framework is in place to ensure accountability and transparency to the public.
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Appendix A - Draft Vancouver Agreement 2005
VANCOUVER AGREEMENT 2005
AN URBAN DEVELOPMENT AGREEMENT among
CANADA - BRITISH COLUMBIA - VANCOUVER
regarding
ECONOMIC, SOCIAL, HEALTH AND COMMUNITY DEVELOPMENT IN THE
CITY OF VANCOUVER
THIS AGREEMENT made effective this 10th day of March, 2005.
AMONG:
HER MAJESTY THE QUEEN IN RIGHT OF CANADA, represented by the Minister for Western Economic Diversification and Minister of State (Sport) for the Government of Canada (herein referred to as "Canada")
-AND-
HER MAJESTY THE QUEEN IN RIGHT OF THE PROVINCE OF BRITISH COLUMBIA, represented by the Minister of Community, Aboriginal and Women's Services (herein referred to as "British Columbia"),
-AND-
CITY OF VANCOUVER, represented by the Mayor of Vancouver, (herein referred to as "Vancouver"),
BACKGROUND
The parties entered into an agreement dated the 9th day of March, 2000 to cooperate in promoting and supporting sustainable economic, social, and community development in the City of Vancouver, focusing initially on the area known as the Downtown Eastside ("Vancouver Agreement (2000)").
Vancouver Agreement (2000) will terminate as of the 9th day of March, 2005. The parties wish to continue to develop and implement an integrated approach to improving the liveability of Vancouver and building on the achievements made in the Downtown Eastside by carrying on their joint efforts to fulfill the vision established in Vancouver Agreement (2000) and this Agreement.
The parties mutually agree as follows:
Section 1: Vision
The Governments of Canada and British Columbia and the City of Vancouver share the vision of creating healthy, safe, and sustainable communities. In such communities, all organizations, from informal groups to governments, work effectively together to improve the quality of everyone's life. Sustainable communities make the lives of people healthier and safer now and in the future.
This vision has been advanced through Vancouver Agreement (2000) and its Integrated Strategic Plan, developed in May, 2002. In this Agreement the parties continue their commitment to this vision and to furthering the achievements of the last 5 years in the areas of economic, social, health and community development. While significant achievements have been made during the term of Vancouver Agreement (2000), there are areas requiring further attention, initiatives established but deserving expansion and replication, and partnerships to be explored or further developed. The achievements under Vancouver Agreement (2000) have demonstrated that by working more closely together, all three orders of government can foster and enhance sustainable economic, social, health and community development in the City of Vancouver.
Section 2: Term of Agreement
This agreement will terminate on the 31st day of March, 2010.
Section 3: Purpose of Agreement
The purpose of this Agreement is to provide a mechanism for the parties to continue to work together and to work with communities in the City of Vancouver to develop and implement an integrated approach to improve liveability in the City of Vancouver. These strategies will promote and support sustainable economic, social, health and community development in the City of Vancouver, to be more particularly described in a strategic plan (the "Strategic Plan") approved by the parties, which Strategic Plan may be amended from time to time by agreement of the parties.
This Agreement is a model for policy and program coordination within and between the parties. The parties agree to work together towards shared goals, to improve coordination across Ministries and departments, and to develop and implement horizontal initiatives. Initiatives carried out under this Agreement will endeavor to link to activities of third parties and build on prior achievements.
Delivery of programs and services related to the initiatives identified in the Strategic Plan will be delivered through mandates of one or more of the parties or through funding from one or more of the parties or from outside sources.
The parties further agree:
· To continue to focus their efforts on those parts of Vancouver where the need is greatest, expanding incrementally to those communities in the City of Vancouver where addressing specific issues will enhance work currently underway, and/or will lead to more effective achievement of the strategic goals.
· To establish processes to engage relevant neighbourhoods in achieving their economic, social, health and community goals. Such processes will be innovative and inclusive of diverse communities, will bring forward community priorities, and will inform the planning and development of programs and policies and the formulation of strategic and action plans.
· To advance activities and initiatives under this Agreement by combining resources from the parties and by leveraging funding from non-governmental sources.
· To report annually on activities and make information available to interested parties.
Section 4: Guiding Principles
Decisions and actions under this Agreement will be guided by the following principles:
Informed decision-making: Sound strategic planning principles will be used, with an emphasis on multiple inputs including an ongoing process of engagement with the community. Planning and decision-making under this Agreement will build on the work already underway, and will be informed through ongoing research and analysis.
Innovation: This Agreement will promote and support innovative ways of addressing issues. In so doing, a focus on outcomes that will improve the lives of the citizens will be paramount.
Respect for Diversity: There are many communities (geographic, cultural, and interest-based) in the City of Vancouver, and their diverse interests will be understood, supported, and balanced. The parties will engage diverse communities in the program planning and implementation of this Agreement.
Community Engagement: Community members and stakeholders will be engaged in inclusive and accessible participation processes and these processes will assist with decision-making.
Collaboration: Where appropriate, the parties will work with other institutions, including foundations, the non-profit sector, educational institutions, and the private sector. The parties will work collaboratively with other national, provincial and local entities to address common aims.
Accountability: The parties will ensure that there is accountability for public funds and transparency of processes and procedures.
Section 5: Implementation and Authority
Policy Committee
· The Governments of Canada and British Columbia and the City of Vancouver will work in full and equal participation to carry out this Agreement through the Policy Committee or other designated committees. The Policy Committee will consist of a federal minister designated by Canada, a provincial minister designated by the Province, and the Mayor of the City of Vancouver or their delegates.
· Each party will appoint a senior official from its government to attend Policy Committee meetings.
· Decisions made by the Policy Committee will be made by consensus.
· Authorities of the Policy Committee are set out in Appendix A.
Management Committee
· This Agreement will be administered and managed by a Management Committee consisting of representatives from each order of government and the community, as determined by the Policy Committee.
· Decisions of the Management Committee will be by consensus. If consensus cannot be reached, a majority of the Management Committee may refer the matter to the Policy Committee for decision.
· Authorities of the Management Committee are set out in Appendix A.
Section 6: Funding and Financial Management
Upon receiving information from one or more of the parties to this Agreement or from any other source that funding has been committed to any of the initiatives under this Agreement, the parties will agree, in writing, how such funding will be managed.
The parties will establish such mechanisms, consistent with federal, provincial and local legislation relating to financial management, as may be necessary for the administration and management of funds under this Agreement including a trust agreement, investment agreement or other financial arrangement.
Section 7: Planning and Evaluation
The Management Committee will develop, for Policy Committee approval, an evaluation plan for the strategic activities listed in the Strategic Plan. The evaluation plan will identify major evaluation issues, responsibilities for evaluation activity and data collection, the scope and timing of data collection, and the resources required to achieve the plan.
The Management Committee will submit to the Policy Committee a status report regarding the implementation and findings of the evaluation after March 31 of each year.
Section 8: Communications
The parties agree to co-operate in the development and implementation of a communications strategy in order to disseminate information regarding this Agreement, its programs and initiatives.
The parties will coordinate communications to the public regarding Agreement strategies, goals and achievements using mass media and communications vehicles such as a website, newsletters, information packages, and participation at community events and conferences.
Section 9: Amendment of Agreement
This Agreement may be amended only by further written agreement among the parties.
IN WITNESS WHEREOF this Agreement has been executed:
ON BEHALF OF CANADA by the Honourable Stephen Owen, Minister of Western Economic Diversification and Minister of State (Sport) for the Government of Canada in the presence of:
_________________________________ _________________________________
Witness
ON BEHALF OF BRITISH COLUMBIA by the Honourable Murray Coell, Minister of Community, Aboriginal and Women's Services in the presence of:
_________________________________ _________________________________
Witness
ON BEHALF OF THE CITY OF VANCOUVER by His Worship Mayor Larry Campbell in the presence of:
_________________________________ __________________________________
Witness
APPENDIX "A"
Policy Committee
· The Policy Committee will establish the Management Committee and may establish such other committees as needed. Subject to the terms of this Agreement, the Policy Committee will be ultimately responsible for decisions made under this Agreement. The Policy Committee may delegate to the Management Committee or such other committees, in writing, any authority necessary to fulfill the purposes of this Agreement except the authority to determine the amount of funding to be spent on one or more of the strategies identified in the Strategic Plan or the authority to enter contracts.
· The authority of the Policy Committee to delegate to Management Committee will include delegation of the authority to disburse funding that has been approved by Policy Committee for a particular initiative or for disbursement of administration costs for carrying out the terms of this Agreement.
· The Policy Committee may designate one of the parties to be the signing authority to enter contracts with third parties in order to implement one or more of the strategies identified in the Strategic Plan for which funding has been approved by the Policy Committee.
Management Committee
· The Management Committee may establish advisory, coordination and implementation committees, as required, to assist in the delivery of the Strategic Plan.
· The Management Committee may delegate to these committees the authority to carry out their mandate except that they will have no authority to approve the disbursement of funds nor to enter into contracts or bind the parties to this Agreement and all of their decisions must be ratified by the Management Committee before being acted upon.
· The Management Committee will appoint an Executive Coordinator.
Coordination Team
· The Management Committee will appoint a team (the "Coordination Team") consisting of representatives from each party, and appropriate staff and professional resources as needed to assist with the day-to-day management and coordination of the initiatives under this Agreement. The Coordination Team will work with the Executive Coordinator.
Coordination Unit
· The Management Committee will establish a coordination unit (the "Coordination Unit") to serve as a central resource for the parties and to provide coordination, communications and administrative support for the implementation of the initiatives under this Agreement. The Coordination Unit will be managed by the Executive Coordinator.
Appendix B: VA Strategic Action Plan
VANCOUVER AGREEMENT INTEGRATED STRATEGIC PLAN
VISION
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FIRST FOCUS
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GOALS · To increase economic development in the DTES
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OUTCOMES _ Increased economic activity in the DTES
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INITIAL STRATEGIES 1. Revitalize the Hastings Corridor
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PRIORITY ACTIONS | |||
#1. Revitalize the Hastings Corridor |
#2. Dismantle the open drug scene |
#3. Turn problem hotels into contributory hotels |
#4. Make the community safer and healthier for the most vulnerable |
· Redevelop Woodwards/adjacent areas
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· Finalize VCHA addictions plan
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· Stabilize worst hotels in DTES through purchase, lease, enforcement or other means
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· Create one stop access for social and employment support services for low income residents
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