The Staff Review Committee met on September 25, 2025 to review and make recommendations for updates to the overall grant guidelines, applications, and policy.
The following is a summary of some of the highlighted changes to the program:
- A one-time funding allocation of up to $2,500 is available to help cover the fees associated with becoming a registered not-for-profit or charitable organization. This amount is included withing the total funding of up to $10,000 that may be requested.
- This is only available to organizations if their mandate is a Community Impact initiative, or Tourism initiative. The organization can only apply for this funding through one funding stream
- An information session will be held by staff for applicants. This session will outline the grant process and have a question and answer period.
- The initiative for each funding stream must be different
- Investigate the creation of a Destination Development Fund or Tourism Community Improvement Plan that would replace the city’s Tourism Grant
- Discontinue the Grant Committee
Staff recommend discontinuing the Grant Committee in favour of an internal Staff Review Committee
At the November 27, 2023 Council meeting, Council approved changes to the Grant program. Changes were made to the Grant policy, guidelines, and applications. A new scoring matrix was also introduced and approved. As a result of these changes a new Staff Review Committee was created. The Grant Committee should be discontinued as the new Staff Review Committee oversees the evaluation of grant applications.
Members of the Staff Review Committee will consist of (per Terms of Reference):
- Director of Finance/Treasurer
- Director of Recreation, Culture and Community Services, or designate
- General Manager of Transportation and Operations, or designate
- Other staff as necessary
Discontinuing the Grant Committee will eliminate committee scheduling and administration costs by having fewer agendas, minutes and meetings. This allows for a shorter approval timeline as recommendations from the Staff Review Committee would to go directly to Council for approval.
Staff Review Committee recommends investigating replacing Tourism Grant program with a CIP to more easily issue grants to for-profit businesses
Staff is seeking direction from the Grant Committee to investigate:
- (1) the shift of the Tourism Grant (to be renamed the Destination Development Fund (DDF)) to be administered by a third party, the Bay of Quinte Regional Marketing Board (BOQRMB),
- (2) as well as accumulate information on the development of a CIP as an alternative delivery mechanism for the Tourism Grant. The change in delivery would allow for the program to more easily issue grants to For-Profit Businesses.
Under the BOQRMB format, they would manage promotion, intake, review and provide mandatory reporting of the DDF. This fund would replace the city’s Tourism Grant and be a new funding mechanism to enhance tourism, events and visitor-based economic activity in Belleville. An advisory committee would also be created to include city staff, BOQRBM staff, council representation, and community partners that would provide recommendations. (see proposal attached).
Along with investigating the creation of a Destination Development Fund staff would also assessed the creation of a Tourism Community Improvement Plan (CIP).
Destination Development Fund
Benefits
- Highly flexible funding a wide range of initiatives (events, festivals, marketing, product development, business innovation).
- Direct tourism impacts supporting activities that immediately drive visitation, spending and overnight stays.
- Inclusive eligibility (open to both for-profit and not-forprofit applicants).
- Utilizes MAT revenues, creating a self-sustaining funding source linked to visitor activity.
- Encourages collaboration between tourism operators, event organizers and the city.
- Potential for additional matching funds from the Bay of Quinte Regional Marketing Board and partners.
- Faster decision-making and adaptability to new opportunities (event bids/emerging markets).
- Builds local tourism capacity through innovation and product development.
- Potential for a reduction in administration costs. Agreement dependent
Drawbacks
- Requires clear governance model between the City and BOQRMB to ensure transparency and accountability, with less control and council involvement in the issuance of city funds.
- Relies on MAT revenues which can fluctuate with tourism activity and economic conditions.
- May face high demand exceeding available funds, requiring prioritization and competitive selection.
- Shorter-term funding cycles/ not ideal for major infrastructure or redevelopment projects.
- Requires strong performance measurement to demonstrate ROI and justify continued funding.
Tourism Community Improvement Plan (CIP)
- Recognized municipal tool (legislative framework under the Ontario Planning Act).
- Long-term stability (embedded in OP/ renewed over time).
- Supports physical improvement projects such as façades, accessibility and redevelopment that enhance community aesthetics and tourism appeal.
- Public accountability/decisions made through Council processes with open reporting.
- Aligns with planning and downtown revitalization goals.
- Less flexibility to making changes to funding program
- Potential to limit scope of grant activities
- Administrative complexity (requires bylaw adoption, public consultation and ongoing City administration).
- Slow to implement or amend (changes require formal Council approval and notice periods).
- Less direct tourism impact (benefits are indirect, often realized over the long term).
- Funding tied to municipal levy or reserves, not self-sustaining revenue sources.
Evaluation criteria
Community Impact Grant
| Criteria | Point Value |
| Does the project align with one of the City’s Strategic Plan Initiatives?Organization must demonstrate how their application aligns with at least one of the city’s strategic plan initiatives | 0 – 15 |
| Is the anticipated impact a positive one for the community?Organization must demonstrate how their event will positively contribute to the community | 0 – 20 |
| Is there evidence that this is needed in the City? Is the event unique in the community (not a duplication of other programs or services)? | 0 – 20 |
| Has the organization indicated a clear financial plan? Has the organization demonstrated efficient use of City funds for the event? | 0 – 20 |
| Has clear targets and outcomes been identified? Has the organization provided clear measurements for targets and outcomes? Will the target group be interested in the event? | 0 – 20 |
| Has the organization identified it has reached out to form financial or in kind participation of other partners or sponsors? | 0 – 15 |
| Has the organization considered diversity, inclusion and accessibility in the programming and delivery of the event? | 0 -15 |
| Has the organization demonstrated it has experience delivering safe, inclusive and successful events in the past? | 0 – 15 |
Tourism Grant
| Criteria | Point Value |
| Does the project align with one of the City’s Strategic Plan Initiatives?Organization must demonstrate how their application aligns with at least one of the city’s strategic plan initiatives | 0 – 15 |
| Is the anticipated impact a positive one for the community? Organization must demonstrate how their event will positively contribute to the community | 0 – 20 |
| Is there evidence that this is needed in the City? Is the event unique in the community (not a duplication of other programs or services)? | 0 – 25 |
| Has the organization indicated a clear financial plan? Has the organization demonstrated efficient use of City funds for the event? | 0 – 20 |
| Has clear targets and outcomes been identified? Has the organization provided clear measurements for targets and outcomes? Will the target group be interested in the event? | 0 – 20 |
| Has the organization identified it has reached out to form financial or in kind participation of other partners or sponsors? | 0 – 15 |
| Has the organization considered diversity, inclusion and accessibility in the programming and delivery of the event? | 0 -15 |
| Has the organization demonstrated it has experience delivering safe, inclusive and successful events in the past? | 0 – 15 |
| Has the organization demonstrated the potential for the event to become an annual event, supported independently by the organization | 0 – 20 |
Social Infrastructure Grant
| Criteria | Point Value |
| Does the project align with one of the City’s Strategic Plan Initiatives?Organization must demonstrate how their application aligns with at least one of the city’s strategic plan initiatives | 0 – 15 |
| Does the organization provide one of the primary services outlined in the Social Infrastructure criteria such as experiencing adverse social impacts due to the economy, housing, physical, family, cultural, social exclusion, disabled and ethnic/ racial/ religious factors? | 0 – 25 |
| Is the anticipated impact a positive one for the community? Organization must demonstrate how their event will positively contribute to the community | 0 – 20 |
| Is there evidence that this is needed in the City? Is the event unique in the community (not a duplication of other programs or services)? | 0 – 20 |
| Has the organization indicated a clear financial plan? Has the organization demonstrated efficient use of City funds for the event? | 0 – 20 |
| Has clear targets and outcomes been identified? Has the organization provided clear measurements for targets and outcomes? Will the target group be interested in the event? | 0 – 20 |
| Has the organization identified it has reached out to form financial or in kind participation of other partners or sponsors? | 0 – 15 |
| Has the organization considered diversity, inclusion and accessibility in the programming and delivery of the event? | 0 -15 |
| Has the organization demonstrated it has experience delivering safe, inclusive and successful events in the past? | 0 – 15 |
Arts and Culture Grant
| Criteria | Point Value |
| Does the project align with one of the City’s Strategic Plan Initiatives?Organization must demonstrate how their application aligns with at least one of the city’s strategic plan initiatives | 0 – 15 |
| Is the anticipated impact a positive one for the community? Organization must demonstrate how their event will positively contribute to the community | 0 – 20 |
| Is there evidence that this is needed in the City? Is the event unique in the community (not a duplication of other programs or services)? | 0 – 20 |
| Has the organization indicated a clear financial plan? Has the organization demonstrated efficient use of City funds for the event? Is there evidence the event can be supported independently by the applicant in the future? | 0 – 20 |
| Has clear targets and outcomes been identified? Has the organization provided clear measurements for targets and outcomes? Will the target group be interested in the event? | 0 – 20 |
| Has the applicant demonstrated the activity will help achieve the city’s strategic theme of Arts, Culture and Recreation: Creating hubs for community arts and culture programs, services and engagement. Supporting artists and cultural organizations create learning, professional development, exhibition, performance opportunities Promoting partnerships and collaborations that create new relationships, opportunities and visibility for indigenous and other diverse artists, arts and culture leaders and professionals Improving public spaces and replacing graffiti vandalism with colourful and attractive street art Promoting the City’s unique history and heritage Fostering innovation, collaboration and excellence across a spectrum of artistic and cultural disciplines and modes of expression | 0 – 20 |
| Has the organization considered diversity, inclusion and accessibility in the programming and delivery of the event? | 0 -15 |
| Has the organization demonstrated it has experience delivering safe, inclusive and successful events in the past? | 0 – 15 |
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