The Village Initiative / Municipal Leaders’ Advisory Team (MLAT) — Presentation

WHY THIS MATTERS

Various surveys indicate that West Shore-Sooke Region youth are falling behind in areas such as:

• Social Connection
• Hope for the Future
• Mental Well-being

SOCIAL CONNECTION

• ➤ Youth in the South Island have experienced a declining sense of belonging to their community, schools, and peers in recent years*
• ➤ Social isolation and loneliness in youth has been linked to poor mental health outcomes such as depression, substance misuse, and suicide
• ➤ Positive social connections and feelings of belonging promote psychological well-being

*2023 BC Adolescent Health Survey Data, South Island (McCreary Centre Society)

HOPE FOR THE FUTURE

• ➤ South Island youth were less likely to feel hopeful about their future in 2023 than they were in 2018*
• ➤ One third of grade 6 students in SD62 disagree with the idea that they can make a difference in the world+
• ➤ Higher levels of hope in youth have been linked to better academic performance and stronger psychological well-being

*2023 BC Adolescent Health Survey Data, South Island (McCreary Centre Society)
+2024-2025 Middle Years Development Instrument, Sooke School District (Human Early Learning Partnership)

MENTAL WELL-BEING

• ➤ In 2023, South Island youth rated their mental health as worse than youth did in 2018 and 2013*
• ➤ One in four youth in the South Island report experiencing challenges with anxiety. A similar proportion report challenges with self-harm.*
• ➤ Grade 6 students in the Sooke School District have lower levels of optimism, self-esteem, happiness, and self-regulation than students of the same age across BC+
• ➤ Kindergarten teachers in the Sooke School District have reported increases in anxious, aggressive, and inattentive behaviour from kindergarten children over the period of 2004-2022†

*2023 BC Adolescent Health Survey Data, South Island (McCreary Centre Society)
+2024-2025 Middle Years Development Instrument; †Early Development Instrument, Wave 8 (Human Early Learning Partnership)

THE UPSIDE

Municipalities have many tools to improve child and youth well-being*

• Providing welcoming places for youth to gather
• Developing a built environment conducive to play
• Creating opportunities for youth to connect with nature
• Offering robust, youth-friendly transportation options
• Facilitating opportunities for youth employment
• Providing opportunities for youth to engage in community-building and planning

*BC Healthy Communities Child and Youth Well-Being Resources

THE UPSIDE (continued)

West Shore-Sooke Region municipalities have already prioritized innovative upstream work to improve child and youth well-being in areas such as transportation, civic engagement, youth-friendly spaces, and recreational opportunities.
The MLAT offers an important opportunity to build on this work and deliver more impact through strategic regional collaboration.

THE UPSIDE (partners)

The MLAT also benefits from the active participation of key partners:

• The Village Initiative’s wide network of community service organizations, including:
  • Island Health’s Population and Public Health Team
  • Sooke School District (SD62)
  • and others

THE UPSIDE (cost-savings)

Investing in youth well-being via a successful MLAT can lead to long-term cost-savings by:

• Empowering young people to thrive, engage in school, and contribute meaningfully to their communities
• Reducing future reliance on costly reactive services

AN OUNCE OF PREVENTION

Working proactively to provide regional youth with the tools they need to be successful, municipalities may be able to reduce costs like:

• ➤ Policing
• ➤ By-law Enforcement
• ➤ Repair of Public Property
• ➤ Homelessness and Subsidized Housing
• ➤ Lost Economic Potential

OUR COLLECTIVE OPPORTUNITY

Momentum for the Municipal Leaders’ Advisory Team is strong.
Our success will require a common vision, mutually-reinforcing activities, regular communication, and shared measurement and evaluation frameworks.
Dedicated coordination support is required to achieve the team’s success.

THE PROPOSED APPROACH

A dedicated Coordinator will provide the vital backbone support the MLAT needs to effectively and efficiently achieve the region’s objectives.

KEY TEAM COORDINATOR FUNCTIONS

• ➤ Serve as the central point of contact and trusted liaison for all aspects of the MLAT initiative
• ➤ Monitor existing and proposed municipal policies and identify opportunities for collaboration
• ➤ Establish and maintain strong relationships with key partners
• ➤ Secure ongoing financial support for MLAT initiatives
• ➤ Coordinate with staff across municipalities
• ➤ Establish a shared measurement and evaluation plan
• ➤ Prepare meeting agendas and supporting information

RATIONALE FOR MEETING THE MOMENT

Evidence demonstrates that backbone support is a key element of successful multi-partner initiatives*
A dedicated team Coordinator drives progress by:

• ➤ Creating a shared vision and strategy
• ➤ Coordinating efforts and resources among partners
• ➤ Building public interest/will
• ➤ Advancing policy
• ➤ Mobilizing funding
• ➤ Establishing shared measurement practices

*See: Kania & Kramer. Collective Impact. Stanford Social Innovation Review. 2011.

BENEFITS OF A DEDICATED TEAM COORDINATOR

• ✓ Enhanced regional collaboration
• ✓ Increased regional efficiency
• ✓ Improved sustainability
• ✓ Stronger relationships with community partners
• ✓ Cost savings
• ✓ Stronger accountability
• ✓ Improved child and youth well-being outcomes

ESTIMATED COST & FUNDING STRUCTURE

Estimated annual cost: $105,000-$115,000
Salary: $85,000-$95,000
Benefits: $17,000
Equipment/Training: $3,000

Funding pooled from municipalities based on population size.

GOVERNANCE & OVERSIGHT

Coordinator is embedded in a neutral body that has agreed to host the role:
The Community Social Planning Council of Greater Victoria (CSPC)
Position reports to the CSPC Executive Director
Strategic direction from MLAT
Bi-annual updates to all West Shore-Sooke Region municipal councils

POTENTIAL RISKS & MITIGATION STRATEGIES

• ➤ Financial Instability → Ratify a multi-year funding agreement with contingency planning
• ➤ Staff Retention → Ratify a multi-year funding agreement, embed the role in the CSPC, provide benefits and an adequate salary
• ➤ Differing Expectations → Detailed job description and work plan created collaboratively
• ➤ Challenges Navigating Diverse Priorities → Embed the role in the CSPC, and develop a Memorandum of Understanding that outlines shared objectives, decision-making protocols, and conflict resolution mechanisms

IN CLOSING

• ➤ Municipal governments play a key role in supporting the well-being of children, youth, and families
• ➤ The Village Initiative’s members are eager to work together through the MLAT to co-create meaningful change for youth, children, and families
• ➤ The MLAT offers an important opportunity to improve child and youth well-being across the West Shore-Sooke Region
• ➤ To realize the MLAT’s potential, hiring a dedicated team Coordinator is essential