Where we go from here

When we presented the CEI Update to Council in May 2018, we and Council decided to write up an agreement between OEG and the City, which would define how we would take on the role of the City’s implementation partner. To sum this up, we said OEG should be “community led, and municipally resourced”. The table below gives some more details on how we think OEG should be organized:

Table 3: Organization of OEG

Organizational component

Details

Governance

A Board of Directors made up of members of the community volunteering their time

ED

A paid staff member funded by the City to start, with other major Guelph organizations gradually contributing more over time

Staff and program execution resources

Community members volunteering in some cases, and in others paid under a self-funded, social enterprise/social entrepreneurship model

 

Council proposed the Community Benefit Agreement as a potential model for this agreement. However, after discussing this with City staff, we collectively decided that a different model may be required. This model would include a legal agreement defining:

  • The expectations and deliverables that the Corporation has of OEG
  • The financial support the Corporation will provide to OEG
  • The oversight expectations that the Corporation will have to ensure that OEG manages the supplied funds appropriately and effectively

We propose to begin with 100% City funding, stepping down to 50% over five years. The table below shows an initial estimate of costs, and illustrates the declining City contribution.

Table 4: Initial OEG operating budget estimate

Year

OEG budget (incl. 2% CPI)

City share

Operating budget contribution

2020

$150,000-200,000

100%

$150,000-200,000

2021

$153,000-204,000

90%

$138,000-184,000

2022

$156,000-208,000

80%

$125,000-166,000

2023

$159,000-212,000

65%

$103,000-138,000

2024

$162,000-216,000

50%

$81,000-108,000

 

One of the first tasks of our permanent Board of Directors will be to set a budget, considering the typical salary and benefits of a full-time nonprofit ED with this sort of a scope of responsibilities; occupancy and administrative costs; and allocations for hosting meetings, travel, conferences, and professional development.

One of the first priorities for the new ED will be to sign up additional organizations to make a financial contribution to OEG. This would supplement the City funding, reduce OEG’s dependence on the City, and provide clear evidence of support from the business community.

This will be part of a combined effort that will include running and growing GEMS, as well as launching Sustainable Waterloo Region programming here in Guelph. These and other tasks are included in the following draft work plan for the ED:

Table 5: ED work plan

Item

Description

Timing

1

Coordinate and support OEG Board of Directors

Immediate

2

Take up residence at 10C, including negotiation of any applicable occupancy agreements

Immediate

3

Establish framework for performance and budget reporting to Board and City, including Key Performance Indicators (KPIs) and reporting schedule

Immediate

4

Convene CEI Investment Strategy working group to re-evaluate technical action prioritization, develop a detailed business case for each action, develop implementation plans, establish action-specific governance, and execute

Immediate

5

Provide direction to existing volunteer leaders

Immediate

6

Recruit additional volunteer leaders

Medium term

7

Coordinate with CCO for any additional roles/tasks that may be performed by City staff

Medium term

8

Assist as required with Q4 GEERS Staff Report  in coordination with CCO

Immediate

9

Convene advisory group for new construction; determine if Canadian Home Builders Association Net Zero Home adoption rate is expected to meet target of action #1

Immediate

10

Convene advisory group for on-site renewable generation; develop action plan to meet targets of actions #8 and #10

Immediate

11

Determine appropriate role for us (if any) with respect to electrification of transit, in coordination with CCO and Guelph Transit

Immediate

12

Convene DE team and deliver DE Lessons Learned report

Medium term

13

Perform detailed feasibility study for downtown DE system per action #11

Medium to long term

14

Assume leadership of the ECOA team and programs such as Sustainable Citizen and My World, My Choice

Immediate

15

Establish regular status update schedule with CCO

Immediate

16

Establish schedule and approach for status reporting to Council, in coordination with CCO

Immediate

17

Establish approach to coordinate advocacy efforts with CCO

Immediate

18

Assume leadership of GEMs

Immediate

19

Continue Sustainable Waterloo Region expansion project

Immediate

 

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