Purpose Statement:
Framework policies provide the conceptual and contextual basis from which the Board works. They provide a future map of what the organization wishes to achieve. Without well conceived, clearly stated framework policies, the organizations efforts can be unfocused and its best intentions unrealized.
1.1 Values and Beliefs
1.2 Role of the EFCL
1.3 Strategic Direction
1.4 Living Local
1.1 Values and Beliefs 2000-02-06
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DATE APPROVED:
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2000-02-06
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ADOPTED BY:
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Membership
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During extensive community consultation by the Revitalization Task Force and the Revitalization Implementation Team in 1997-1999 the following values and beliefs were unanimously reaffirmed. The 2010 Governance Committee reviewed and updated the value and beliefs to reflect current practice.
The purpose and or rationale of this policy:
To ensure the EFCL continues to be mindful of and holds to these values and beliefs in decision making:
Quality of Life:
The EFCL has a positive impact in terms of community development in this city, as a facilitator for neighbourhood issues and problems, and as a promoter of the community league movement in Edmonton. The umbrella organization serves to protect the interests and address the needs of all community leagues, enhancing and improving the quality of life within those communities.
Volunteerism and Volunteers:
Volunteerism is fundamental to and the most valuable resource of the community league movement. Volunteerism is a spirit, an attitude and an integral part of our culture. Volunteers must be provided with opportunities to develop skills such as coaching sports, chairing meetings and committee work with support and information provided by the EFCL.
Security and Safety:
Residents feel secure taking part in activities that are league supported and sanctioned. Children in the community have a safe place to play that is easily accessible and affordable.
Healthy Sport and Recreation:
Community based recreation, leisure activities and life skills programs offer affordable, accessible activities for league members, providing the added benefit of healthier, happier community residents.
Sense of Community and Belonging:
Community leagues have provided their residents with opportunities for social contact and meeting with other neighbours in the community to enhance their sense of belonging.
Sense of Place:
League halls and other community facilities provide meeting places for adults and children to participate in various organized activities, attend meetings or rent for personal gatherings.
Partnerships and Linkages:
The EFCL will work to create partnerships with other organizations to accomplish our mutual goals. These organizations which include the City of Edmonton, sports groups, and other non-governmental organizations (NGO’s) such as Neighbourhood Watch, also share similar needs to partner and share information and resources. All partnerships must follow policy 2.7 Partnership.
Inclusion:
Community leagues must be open to all residents in the designated area, regardless of class or ethnic background. The Community league must remain unaffiliated with any political party or religious order and must be equally open to men and women. The only restriction on membership will be the geographically defined boundaries set by the EFCL.
Healthy and Vibrant Neighbourhoods:
Strong neighbourhoods and community leagues provide beneficial services to its citizens creating a sense of belonging. This will engage Edmontonians to become involved in their city and give back to their communities.
1.2 Role of the EFCL Draft
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DATE APPROVED:
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Business Plan 2009-2013
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Draft
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ADOPTED BY:
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The Role of the EFCL is to foster healthy neighbourhoods and sustainable community leagues by providing advice, support and coordination to the community league movement in Edmonton.
The purpose and or rationale of this policy:
To determine the role and mandate of the organization.
1.3 Strategic Direction Draft
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DATE APPROVED:
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Business Plan 2009-2013
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DRAFT
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ADOPTED BY:
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The EFCL shall create a comprehensive plan for growth and expansion over the next 5 years based off the three pillars of the Role of the EFCL: Advice, Support and Coordination.
The purpose and or rationale of this policy:
Strategic direction for the EFCL will come from the 2009-2013 Business Plan. It has been designed to provide direction and identify key priorities for the EFCL in response to the concerns and needs of our membership. The initiatives found in the following sub policies will ensure that the EFCL is able to better respond to the needs of our community leagues for the next five years.
Some of the key highlights are:
§ Marketing initiatives: develop a city-wide newsletter, produce an EFCL tradeshow and increase our revenue from sponsorship and advertising initiatives.
§ Raise the profile of the community league movement in Edmonton: through our membership kick-off campaign and new communications initiatives, we are working to recruit members and volunteers for our leagues. We are also expanding the EFCL membership benefits program and participating in more activities to raise the profile of the EFCL and in turn the profile of our member leagues.
§ Reach out to underrepresented demographics: we are forming new projects and partnerships with organizations that target underrepresented groups in our communities including multicultural and ethnic groups, and young adults aged 18-40 without kids.
§ Increase our online capacity to provide services: online membership purchasing, online services and online communications initiatives will serve to better members to their leagues and leagues to the EFCL.
§ Living Local: Working with Member leagues different levels of government, partner organizations and stakeholders to help develop a vision and implement a plan that promotes building assets in individual communities and encouraging people to do more activities closer to home.
Appendix: Business Plan 2009-2013
1.3.1 Advice: Goals and Objectives Draft
The EFCL will strengthen neighbourhoods by providing sound strategic advice to community leagues.
The purpose and or rationale of this policy:
The policy statement encompasses the goal for the Advice pillar of the Role of the EFCL. The following points are strategic objectives and an Action Plan can be found on page #7 of the EFCL Business Plan 2009-2013.
§ Empower leagues to have meaningful participation in the planning process.
§ Strengthen community league advocacy.
§ Support new community leagues in their creation and development.
1.3.2 Support: Goals and Objectives Draft
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DATE APPROVED:
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Business Plan 2009-2013
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DRAFT
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ADOPTED BY:
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The EFCL will support the community leagues in their activities through services and advocacy initiatives to strengthen the voice of neighbourhoods in our city.
The purpose and or rationale of this policy:
The policy statement encompasses the goal for the Support pillar of the Role of the EFCL. The following points are strategic objectives and an Action Plan can be found on page #9 of the EFCL Business Plan 2009-2013.
§ Provide supplies and services to support community leagues.
§ Improve EFCL and community league communications.
§ Streamline EFCL operations.
1.3.3 Coordination: Goals and Objectives Draft
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DATE APPROVED:
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Business Plan 2009-2013
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DRAFT
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The EFCL will coordinate city-wide initiatives to bring volunteers, members, and leagues together.
The purpose and or rationale of this policy:
The policy statement encompasses the goal for the Coordination pillar of the Role of the EFCL. The following points are strategic objectives and an Action Plan can be found on page #12 of the EFCL Business Plan 2009-2013.
§ Promote community access to sports and recreation programs.
§ Develop a marketing plan to diversify the EFCL revenue base.
§ Coordinate city-wide promotional initiatives.
§ Expand EFCL media relations.
§ Mobilize the communities.
1.4 Living Local Draft
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DATE APPROVED:
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Living Local Summary
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DRAFT
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The EFCL will work with Member leagues, different levels of government, partner organizations and stakeholders to help develop a vision and implement a plan that promotes building assets in individual communities and encouraging people to do more activities closer to home.
The EFCL will encourage City Council to support land development that gives people the opportunity to do more activities closer to home, including recreation activities. The EFCL will advocate for a plan that supports the vision of attractive and well served communities with emphasis on compactness and walkability, plus integrated and mixed uses with proximity and access to daily needs.
Future development of recreation activities should follow the following points:
§ Distribute recreational and social facilities to ensure that residents have recreational and social opportunities in or near their neighbourhood.
§ Give priority to small-scale facilities that provide recreation opportunities within walking distance of facility users wherever possible.
§ Make multi-purpose facilities easily accessible by transit, walking and cycling.
§ Build recreation facilities that reflect the demand for services in the sector of the city that they serve.
The purpose and or rationale of this policy:
The Living Local campaign is at the forefront of EFCL operations as this initiative will holistically impact neighbourhoods and quality of life. There are several advantages to living local that are beneficial to the community league movement:
§ Living Local cuts down commuting times and creates more opportunities for leisure, recreation and volunteering.
§ Living Local saves both the city and taxpayers money.
§ Living creates safer communities.
§ Living Local makes for healthy citizens and promotes wellness.
§ Living Local prevents social isolation and brings all generations together.
§ Living Local is more environmentally-friendly and builds resiliency in our communities.
§ Living Localcreates a sense of belonging in our communities