2. Regional Governance: Lessons from Alberta and Elsewhere Subhead Goes Here Bullet points or copy goes here Bullet points or copy goes here Bullet points or copy goes here Subhead Goes Here Bullet points or copy goes here Bullet points or copy goes here Bullet points or copy goes here

7. Outline 1.Case studies on regional governance from international city-regions 2.The Alberta Capital Region Governance options for an emerging city- region 3.Lessons Learned

8. A Finding from Our Studies and Observations: It is not the governance structure or mechanisms that make a city-region work; it is the presence of functional inter-relationships, leadership, motivation, and a sense of the importance of regional synergies and systems thinking.

9. Lessons Learned: Case studies from International City-Regions

10. Regional Governance Models or Cooperative Mechanisms 1.Voluntary participation by local municipalities in a regional board, council or alliance Power and authority established by members 2.Mandatory National or State Government legislated and controlled; authority prescribed Limited regional autonomy; authorized to implement state directions Regional autonomy; authorized to plan and implement May or may not include mandatory participation of all municipalities

11. Boards or Councils 1.Single purpose boards –Specialized to the service –Multiple boards within region –Potentially differing cooperative mechanisms for each board 2.Multi-purpose boards –Comprehensive services under one board

12. Services provided –Planning E.g., land-use, transportation, housing –Social services E.g., seniors, youth, low-income, persons with disabilities –Technical services E.g., emergency response; police –Infrastructure E.g., waste management, water, utilities

13. Decision Making Mechanisms 1.Board of Directors –Multiple stakeholders; public, private; profit, not-for-profit –Responsive to voice, equality and justice 2.Business Model –Negotiated partnerships and cooperatives 3.Provincially Guided –Centralized direction and authority; focus on implementation 4.Regional Entity –Legislated authority; focus on services

14. Voting Mechanisms 1.One municipality, one vote 2.Representation by population; weighted votes 3.Consensus 4.Majority and double majority systems 5.Combinations

15. Case Study: The Alberta Capital Region

16. The Issues History of competition amongst municipalities in region (Municipal Government Act 1995) History of inability to rectify lack of cooperation (Hyndman Report) Current growth pressures may put region in economic jeopardy if coordinated planning does not exist (City of Edmonton Henson Report)

17. Current Initiatives Provincial Government’s Task Force to develop a Capital Region Integrated Growth Management Plan and Governance System by January 2008 –A consultative but not necessarily participatory process

18. Governance Options For an Emerging Capital City-Region

19. The role or authority of the Board vis-à-vis the Province could vary across several extremes from: –Solely advisory to the Provincial Government on all regional matters. –Solely advocates for regional issues to the Provincial Government. –Responsible for the implementation of provincial plans (land-use, transportation/transit, social services, economic development, etc.) only.

20. To: –Responsible for establishing and operating regional services such as waste management, water, utility corridors, emergency services, policing, housing, environmental services (air/ water quality, etc.) –Responsible for the operation of specific regional services through special purpose boards. –Responsible for both the development of regional plans, priorities and implementation, and for providing the funds required to support these plans (e.g., base percentage of property assessments; head tax and direct pay for service, etc.)

21. Funding for Regional Board Options Solely funded by the Province for regional services Joint funding between Province and Municipalities Funded by new tax regimes vs existing revenue streams, both provincial and municipal Funded by new business developments and their tax streams Funded by the sale of services

22. Motivation Requires significant contribution of dollars to entice regional cooperation Requires alignment of funds with locally recognized needs and priorities Requires a business mentality- values of efficiency and effectiveness Requires a civic and democratic philosophy; government is responsible for the common good and ought to be inclusive and transparent

23. Lessons Learned It is not the governance structure itself that makes a region work; it is the presence of functional inter-relationships, leadership, motivation, and a sense of the importance of regional synergies and systems thinking. Regional collaboration is a culture building exercise.