October 26, 1998
To:Strategic Policies and Priorities Committee
Subject:Administration of Grants Program
The Municipal Grants Review Committee on October 26, 1998, recommended to the Strategic
Policies and Priorities Committee the adoption of the attached report (October 9, 1998) from
the Commissioner of Community and Neighbourhood Services respecting the administration
of the various grants policies and programs.
Item No. 2
(Report dated October 9, 1998, addressed to the
Municipal Grants Review Committee from the
Commissioner of Community and Neighbourhood Services)
To recommend procedures for the administration of grants policies and programs.
Funding Sources, Financial Implications and Impact Statement:
It is recommended that:
(1)the general responsibility for the administration of grants policies and programs be
assigned to the department responsible for the policy area addressed by the grants program;
(2)the Commissioner of Community and Neighbourhood Services, in conjunction with the
Commissioner of Economic Development, Culture and Tourism and the Chief Financial
Officer and Treasurer be designated the lead commissioners for the purposes of administering
corporate and residual grants policy matters;
(3)the terms of reference for a staff co-ordinating committee be adopted as presented in
(4)the Commissioners of Community and Neighbourhood Services and Economic
Development, Culture and Tourism, allocate part of the time of an existing position to serve
as a departmental representative for a team to undertake the work related to corporate and
residual grants policy matters; and
(5)the appropriate City officials be authorized and directed to take the necessary action to
give effect thereto.
At its meeting of September 28, 1998, the Municipal Grants Review Committee considered
the City of Toronto Grants Policy. It was indicated at that time that a report on various
implementation issues associated with the policy would be submitted to the October 26, 1998,
meeting of the Committee. One of these issues is the way in which grants are administered by
Comments and/or Discussion and/or Justification:
Administration of Grants Policy and Programs:
Two options have been considered for the assignment of responsibilities for grants programs
within the administrative structure.
(1)Create a centralized grants unit consolidating all existing grants staff and resources.
(2)Continue to administer grants at the appropriate divisional/departmental level, but
designate one or more members of senior management responsible for co-ordinating corporate
Creating a centralized grants unit offers benefits related to consolidating resources and such a
unit can easily bridge the gap between corporate grants policy development and
program-specific grants policy.
However, a centralized unit would lead to a fractured approach to policy and program
delivery. In any given policy area, responsibilities would be split over two or more
departments. For example, those staff handling recreation grants would be separated from
those making recreation policy.
A centralized grants unit would result in fundamental changes to the job descriptions of City
staff with grants administration experience. At present most grants staff combine their
responsibilities with community development, research and policy tasks.
Practically speaking, a centralized grants unit would require political review of grants issues
to be centralized in a Council grants committee. It may prove to be inefficient for such a unit
to report to several different standing committees.
The principal benefit of continuing the current practice is the integration of grants programs
with all other policy instruments used by the operating department. Furthermore, it allows
staff resources to move more freely between grants administration, community development
and policy development activities within the department.
Administration of Corporate and Residual Matters:
If grants policy and programs are administered at the departmental level, a mechanism will be
needed to co-ordinate corporate-wide policy and those residual matters that do not naturally
fall within the mandate of any one department. Furthermore, mechanisms are needed to ensure
the sharing of information between programs and to explore opportunities for sharing of
resources. Three measures are recommended in this report.
The first is the designation of members of the senior management team as leads for all
corporate and residual matters. The majority of the grants programs are administered by the
Commissioner of Community and Neighbourhood Services and Economic Development,
Culture and Tourism. Between them, they account for 90 percent of the grants made through
established programs. The Chief Financial Officer and Treasurer has an important role in the
administration of line-item grants and in supporting the budgetary and accounting processes
related to grants. Given this, it is recommended that these three commissioners assume the
lead role for corporate and residual matters.
The second is the formalization of the grants managers work group to ensure co-ordination,
sharing or resources, and the consistent application of practices and standards. Terms of
reference are presented in Appendix 1.
The third measure is the designation of a small interdepartmental team of staff to undertake
the work associated with corporate and residual grants policy matters. This team should
include representation from the Community and Neighbourhood Services Department, the
Economic Development, Culture and Tourism Department, and the Finance Department. The
functions of this team should include:
(1)Policy Development - advising Council on corporate-wide grants policies.
(2)Co-ordination - leading the staff grants co-ordinating committee and providing secretariat
support to the committee.
(3)Grants administration - reviewing, assessing and monitoring all grants outside of the
established grants programs.
(4)Common standards development - liaising with the Legal Services and Audit Divisions,
Finance Department, and Corporate Access and Privacy Office to develop and maintain
The administration of grants programs should continue to be delivered by the appropriate
department, division, or agency. However, three measures are recommended to ensure
co-ordination and the elimination of duplication of effort: designation of lead commissioners
for corporate and residual matters, continuation of the staff co-ordinating committee
established following amalgamation, and the creation of a three-member staff team that will
undertake the work required by corporate and residual policy matters.
Terms of Reference
City of Toronto Grants Co-ordinating Committee
(a)Commissioner of Community and Neighbourhood Services;
(b)Commissioner of Economic Development, Culture and Tourism; and
(c)Chief Financial Officer and Treasurer.
(1)The committee shall comprise representatives of:
(a)each grants programs offered by City departments, agencies, boards and commissions;
(b)the Finance Department;
(c)the Audit Division; and
(d)the Legal Services Division.
(2)The committee shall be chaired by the Commissioner of Community and Neighbourhood
Services or her designate.
(1)To ensure the sharing of information between programs, especially information related to
(2)To develop and maintain City-wide grants administration practices and to explore
opportunities for the sharing of resources.
(3)To advise senior management and Council on policies and initiatives that affect the
charitable and not-for-profit sector as a whole.