Option 1 continues with the existing program structure and model of governance led by the Sister City Advisory Committee (SCAC) as appointed by Council, and recommends updates to support the SCAC’s operations including:

• Redefining the current Advisory Committee as a Working Committee, where sitting members are required to plan, participate, and engage in activities outside of regular meetings to support the mandate and program objectives.
• Updating the key Council-approved governance documents including the Terms of Reference, Policies and Procedures, and Program Objectives to clarify the purpose, goals, and objectives of the Committee that supports the Council Strategic Plan.
• Clarifying the roles and responsibilities of sitting Committee Members and developing an orientation manual for new members and new staff liaisons.
• Reviewing the opportunity to engage former members and developing and maintaining a Sister City alumni network utilizing the experience of the alumni.
• Defining clear expectations on the number and types of activities and visits per year.
• Reviewing the opportunity to collaborate and clarifying the connection(s) between Economic Development and Arts and Culture service areas.

Option 2 includes dissolving the current SCAC, shifting the SCP under City Council, and establishing new and updated governance documents to support this model. Administration of the program would fall under dedicated City staff. The following could be considered as part of the structure of this option:

• City Council would determine the scale and scope of the activities that would be completed as part of the SCP.
• Dedicated City staff would be required to provide support to the Council-determined program.
• Two-Year Activity Plans identifying specific focus areas would be developed by staff and presented to City Council for review and endorsement.
• Staff would execute the activities approved by Council as part of the Two-Year Activity Plan and provide annual progress reports.
• Government-to-government relationships for Council would be facilitated and coordinated by City staff in order to build long-serving, strong relationships with the City’s Sister/Friendship Cities. This would allow the City to be involved and engaged in all aspects of communication to maintain government-to-government relations and appropriate protocol between cities.

Option 3 includes dissolving the current committee structure and transitioning to a new model where volunteer community leaders or liaisons from established community organizations are responsible for supporting and delivering the program and activities with specific Sister/Friendship Cities. Community leaders/liaisons would work with their respective organizations within a set of Council guidelines in alignment with the SCP and at the direction of Council.

The following could be applied as part of this model to align with the new SCP structure and delivery:

• Establishing a Council sub-committee to direct community leaders/liaisons in their work including:
  • Setting broad overarching guidelines and directions for the program model.
  • Directing government-to-government relations for each Sister/Friendship City relationship.
  • Choosing community leaders/liaisons from applications for each Sister/Friendship City.
  • Approving SCP activity plans presented by the community leaders/liaisons.
  • Providing grant funding to community leaders/liaisons to support associated activity plans.
  • Ongoing review of community leaders/liaisons.
• Creating a new Terms of Reference that is distinct from other advisory committees and/or specific agreements for each community leader/liaison.
• Updating any policies, procedures, and program objectives related to the SCP.
• Establishing a selection process for community leaders to apply to be Sister City “liaisons” as partners to the program and deliver Sister City programming for a set period of time.
• Reviewing and prioritizing the focus and number of the types of activities, i.e. sport exchanges, cultural exchanges, local community events, honourary activities, delegations, and official visits.
• Creating a Sister City grant program similar to the City’s current grant program for selected leaders/liaisons of organizations to apply for funding for activities to support Sister/Friendship City relationships.
• Coordinating all protocol events and protocol communication through the City’s Intergovernmental Relations staff.
• Providing dedicated City staff would be required to provide support to the community leaders/liaisons.