business plan - nvca documents/business plan 2015 to 2018... · •planning program review, 2010....

Business Plan

2015– 2018

Building on 55 years of watershed conservation

March 27, 2015

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TABLE OF CONTENTS Table of Contents ........................................................................................... 2 EXECUTIVE SUMMARY ................................................................................. 3 1.0 BACKGROUND AND ORGANIZATIONAL PURPOSE ................................ 5 1.1 History of the NVCA .......................................................................... 5 1.2 NVCA Governance ............................................................................ 5 Figure 1 – NVCA Jurisdiction ............................................................. 6 1.3 Strategic Plan and Business Objectives ............................................... 7 Figure 2 NVCA Strategic Plan Overview .............................................. 8 2.0 MARKET REVIEW ................................................................................ 10 3.0 A SUMMARY OF NVCA PROGRAMS ...................................................... 12 3.1 Corporate Services .......................................................................... 12 3.2 Engineering and Technical Services ................................................... 12 3.3 Land Operations and Stewardship Services ........................................ 16 3.4 Planning Services ............................................................................ 20 4.0 FINANCIAL POSITION ........................................................................ 22 4.1 Annual Budget Process ..................................................................... 22 4.2 2015 Budgeted Revenues And Expenditures ....................................... 22 4.3 Financial Forecast – 2013-2014 ........................................................ 22 Figures 3 and 4 2015 Revenues and Expenditures .............................. 24 5.0 ORGANIZATIONAL STRUCTURE AND MANAGEMENT ........................... 25 5.1 Staff Organization ........................................................................... 25 Figure 5 Staff Organization Chart ...................................................... 26 5.2 Table 1 NVCA Board of Directors – 2015 to 2018 ................................ 27 6.0 STRATEGIC INITIATIVES AND PERFORMANCE REVIEW ..................... 28 6.1 Table 2 – Goals, Objectives and Strategic Initiatives – 2015 to 2018 ..... 28

6.2 Response to Recommendations on the Service Delivery and Operational Review ................................................................................................. 42

6.3 Performance Management System .................................................... 45 7.0 MARKETING AND COMMUNICATIONS STRATEGY ............................... 46 8.0 SUMMARY ........................................................................................... 47

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EXECUTIVE SUMMARY Since the 1930’s citizens of Ontario have expressed concerns about the quality of the environment. Forests were declining, wetlands were disappearing and water quality was decreasing. Citizen concerns led to The Guelph Conference in the 1940’s; which in turn, led to the passage of the provincial Conservation Authorities Act (CAA) in 1946. This Act enables local municipalities to request the creation of conservation authorities. On May 5, 1960, Nottawasaga Valley Conservation Authority (NVCA) was created to order to “establish and undertake, in the area over which it has jurisdiction, a program designed to further the conservation, restoration, development and management of natural resources…” (Section 20 (1) of the CAA) Conservation Authorities are considered a global model for the delivery of Integrated Watershed Management (IWM). The IWM model enables a process of managing human activates and natural resources on a watershed basis. This approach allows us to protect important water resources, while at the same time address critical issues such as the current and future impacts of rapid growth and climate change.

Source: Conservation Ontario Website, 2015

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NVCA has done a good job over its 55 year history of addressing the IWM model. However, as recent research indicates, increasing pressures are influencing the Authority’s ability to deliver on this mandate. Key pressures include:

• Intense urbanization in the watershed • Competing uses for precious federal, provincial and municipal dollars • Emerging environmental issues such as climate change • Concerns from key stakeholders regarding planning fees and timely

service from the agricultural, environmental, industry and municipal sectors

• Staff capacity to keep pace with workload pressures, raising new funds and advancing technology

• Lack of funding for critical programs such as development of an Asset Management Plan, a Risk Management Assessment /Plan and an updated Watershed Plan.

To assist in understanding/addressing some of these pressures, NVCA has received key documents which will assist in focusing on the future; particularly during this term of the Business Plan – 2015 to 2018. These documents include:

• Planning Program Review, 2010. • NVCA’s Strategic Plan – 2014 to 2018 • Service Delivery and Operational Review, 2014

It is clear from the results of these documents, as well as from direction received from the Board of Directors that the NVCA is in a period of re-focusing and positioning with an emphasis on accountability, transparency, efficiency and effective organizational alignment for program delivery and performance measurements. Clearly, the NVCA must spend both 2015 and 2016 in addressing the 40 recommendations which emerged from the Service Delivery and Operational Review (SDOR) Reports. In addition, from consultations held during the strategic planning process, it is also clear that addressing concerns of key stakeholders – municipal, agricultural, environmental and industry – must be addressed during the first two years of this Business Plan. Once this two year period of re-focusing occurs, only then can NVCA consider increasing the capacity required to address Integrated Watershed Management during the years of 2017 and 2018. Capacity building will include focus on:

• Updating the Watershed Plan including environmental targets • Developing both Asset and Risk Management Plans • Creating a Succession Plan • Enhancing reporting on key environmental targets.

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1.0 BACKGROUND AND ORGANIZATIONAL PURPOSE 1.1 HISTORY OF THE NVCA The Nottawasaga Valley Conservation Authority (NVCA) was formed on May 5, 1960 by Order-in-Council OC-1837-60, under the jurisdiction of Ontario’s Conservation Authorities Act (CAA); which was enacted in 1946. The purpose of a Conservation Authority is stated in Section 20 of this Act:

“The objects of an authority are to establish and undertake, in the area over which it has jurisdiction, a program designed to further the conservation, restoration, development and management of natural resources other than gas, oil, coal and minerals. R.S.O. 1990, C.27, s. 20.”

The CAA also addresses key business elements such as Board of Directors’ membership, jurisdiction, meeting requirements, officers, raising of funds, regulatory mandate and auditing. The creation of conservation authorities in Ontario was unique in the 1940’s enabling agencies to be formed on three fundamental principles:

• Watershed based jurisdictions, • Local decision-making, and • Funding partnerships.

1.2 NVCA GOVERNANCE The governance of the NVCA is dictated by the CAA and associated regulations. The NVCA’s area of jurisdiction is approximately 3700 sq. km, including all or portions of 18 watershed municipalities and 9 sub watersheds. (Figure 1). Based on the population size of the municipality (Section 2 of the CAA), one or more representatives are appointed by the municipality as a member of the Board of Directors, forming a 27 member Board. A Board Member’s term is generally concurrent with the terms of Municipal Councils. The Board of Directors provide the overall governance for the Authority, including: approval of policies and procedures, strategic and business plans, annual budgets/auditing and work plans/ performance reviews. The Board also sits as a Hearing Board under the Statutory Powers and Procedures Act and the Conservation Authorities Act in relation to Section 28 Regulations. A staff team of around 30 members report to the Board of Directors through a Chief Administrative Officer (CAO). Reporting to the CAO are four Program Directors:

• Director, Corporate Services • Director, Engineering and Technical Services • Director, Land Operations and Stewardship Services • Director, Planning

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FIGURE 1 – NVCA JURISDICTION

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1.3 STRATEGIC PLAN AND BUSINESS OBJECTIVES NVCA underwent an extensive strategic planning process in 2012 in order to prepare the current Strategic Plan – 2014 to 2018. Our mission of “working together to lead, promote, support and inspire innovative watershed management” provides oversight for our four program areas as noted in item 1.2 above. Graphically depicted our four program areas fall under three strategic directions:

Protect, Enhance and Restore

Learn and Discover

Connect For each of the three strategic directions, goal statements and objectives have been developed and approved by the NVCA Board of Directors. These are outlined in the Strategic Plan graphic noted below as Figure 2.

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FIGURE 2 NVCA STRATEGIC PLAN OVERVIEW

As part of the Strategic Plan, a SWOT Analysis was completed. Key strengths, challenges, opportunities and threats were identified as follows:

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STRENGTHS

• Legislated mandate • Board leadership • Staff expertise • Exceptional water and land

resources • No fiscal deficit • Ontario’s playground • Science based organization

WEAKNESSESS (CHALLENGES) • Increasing legislation • Need to be proactive • Uncertainties such as climate

change • Staff capacity due to lack of

funding • Large and diverse watershed • Competing users with diverse

opinions

OPPORTUNITIES • Low impact development

opportunities • Climate change adaptation

strategies • Formalized partnerships and

collaboration • communication and outreach to

clients • ability to develop Integrated

Watershed Management

THREATS (PRESSURES) • Watershed growth • Staff capacity • Staff recruitment and retention • Fiscal sustainability • Lack of updated

science/technology

When developing the Strategic Plan, it became apparent that several stakeholders (target markets) had concerns which must be addressed over the first two years of this Business Plan term as a priority.

1. Environmental ratepayers identified concerns with transparency and accountability regarding the mandate and decision making.

2. The agricultural community expressed dissatisfaction with planning fees and regulations.

3. Some municipalities had concerns with a perceived lack of communication and accountability.

4. The development industry shared concerns regarding regulations and planning fees.

Attention must be paid to these areas of sensitivity as NVCA moves forward.

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2.0 MARKET REVIEW NVCA represents one of 36 conservation authorities in Ontario who collectively offer around $300 million in programs and services annually and employ over 3,000 full and part time staff. NVCA serves 18 area municipalities and three Counties, and their residents within the Nottawasaga Valley watershed. In total, around 200,000 residents are provided with environmental services, through an annual budget of $4.8 million and 30 staff, in order to protect, restore, enhance and learn about the land and water resources within the watershed. Market research for NVCA was undertaken during the following reviews: Strategic Plan – 2014 to 2018 Service Delivery and Operational Review, 2014 NVCA Strategic Analysis, 2015, University of Fredericton. According to the research completed by the University of Fredericton, “although conservation authorities do not have direct competitors in their field, challenges arise that force them to compete for resources and stretch their capabilities as organizations.” Although NVCA increased its revenue sources by 65% in 2013, from federal, provincial and municipal governments, current trends indicate that health care and education costs will remain a high priority for both governments and citizens. Linkages must be made regarding the benefit of a natural environment to both human health and education. Further, it is well understood that the watershed is under intense pressure growing by 12% between 2006 and 2011. Projections show that Simcoe County’s population will grow by an additional 41% by 2031. In addition, Dufferin County is expected to grow to 80,000 by 2031. This represents an increase of 27,000 from 2001 to 2031, with most of that increase in Shelburne and Orangeville. To deal with this projected growth, NVCA must continue to position itself as an organization, with the ability to base decisions on environmental science, that can provide quality advice on:

• Achieving storm water targets for new and existing land development projects, including low impact development,

• “On the ground” stewardship projects to achieve targets, including performance measurements,

• The importance of protecting wetlands and floodplains, • The protection of key natural heritage features and functions, • Curriculum based environmental education and outreach.

This advice must be provided within an open, transparent, and accountable decision making system.

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Finally, the University of Fredericton concluded that “to maintain their competitive position, the NVCA must proactively plan for…competitive forces and use technology and innovation to their advantage.” Competitive forces noted were economic uncertainty at all levels of government, competition for health/education funding, growing and aging populations who require different infrastructure, and climate change in relation to disaster mitigation. A focus on social media was noted as a necessary technological innovation.

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3.0 A SUMMARY OF NVCA PROGRAMS This section of the Business Plan summarizes NVCA’s four programs areas: Corporate Services, Engineering/Technical Services, Land Operations/ Stewardship Services and Planning Services. 3.1 CORPORATE SERVICES

Corporate Services facilitates the implementation of all NVCA programs and provides support services to staff, the Board of Directors and the public. It ensures accurate financial activities and timely business reporting, policy guidance, cost-effective and efficient procurement, communications, human resource management and privacy and information requests. 3.1.1 Infrastructure Program Corporate infrastructure supports the delivery of an efficient and effective work environment meeting the needs of all clients, staff, Board Members, partners and public. The program provides energy efficient utilities, business equipment, office space, supplies, furniture and custodial services. 3.1.2 Governance The governance program supports Board Member decision making and leadership by promoting and facilitating the participation of municipal members on the Board of Directors. Authority staff provide timely professional support, information and recommendations, through monthly meetings with members of the Board, who guide the NVCA into the future. 3.1.3 Administration, Human Resources and Finance Program These programs ensure effective budget implementation and management of Authority policies and practices, staff training, compensation and performance management. Innovative and best business practices are reviewed and recommended. These programs are also responsible to ensure cost-effective procurement, staff equity, compliance with relevant legislation, and access to information. 3.1.4 Communications The NVCA developed a Communication Strategy in 2006 that is updated annually. This provides direction and strategic commitment to communications. The Business Plan addresses the importance of the 2015 update of the Communications Strategy. 3.2 ENGINEERING AND TECHNICAL SERVICES Engineering and Technical Services provides engineering and hydrogeology, environmental monitoring, geographic information, source water protection and computer services to meet provincially delegated responsibilities and to provide technical support:

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3.2.1 Engineering Program The Engineering program provides the NVCA with technical support for programs such as plan review, the administration of NVCA regulations, and special projects. 3.2.2 Geographic Information Systems and Information Technology

Programs Geographic Information Systems, Centralized Database Management and Information Technology support all of the Authority programs and thus contribute to achieving the NVCA goals and objectives. Geographic Information Systems (GIS) represents the computers, network software, peripherals and procedures that are designed to support the efficient capture, management, manipulation, analysis, modeling and display of spatial data. The Information Technology (IT) program operates and maintains the NVCA’s server and computer systems. This includes maintenance of the network system, data replication and backups, computer and software upgrades, internet connectivity, problem solving, researching and purchasing new technologies. 3.2.3 Watershed Monitoring Program The purpose of this program is to provide both aquatic and terrestrial biological support through watershed monitoring, watershed reporting, natural heritage planning and special projects to ensure environmental targets are met. Watershed Monitoring: Watershed monitoring is an important tool used to assess the long-term success of the Authority’s Watershed Plan objectives and their targets. The program has assessed stream health since 1996. The program includes a number of activities related to the collection, storage, analysis, and reporting of data related to watershed health. Watershed Report Card: The objective of the Report Card is to “tell the story of the watershed” utilizing key natural heritage data in a way that reaches a wide cross-section of Authority stakeholders. The watershed has been divided into nine sub watersheds. Two sub watersheds are monitored each year and stream health indicators and mapping updated accordingly. Every five years a watershed-wide report card is produced based on a combination of sub watershed and broader watershed monitoring data. Natural Heritage: The identification and appropriate protection of natural heritage features through the land use planning process is a key component of the natural heritage program. Staff undertake technical review of Official Plans, Secondary Plans and specific development applications using policy guidance from provincial sources and Official

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Plans to help identify and appropriately protect significant features and their functions and to mitigate the environmental impacts from proposed development. Lands Program: Monitoring staff continue to assist the Land Operations Program with Conservation Authority land management through ecological inventories of NVCA land holdings. Invasive Species Monitoring: Invasive species pose a threat to watershed ecosystems, socioeconomic interests and human health. Staff partner to assist in monitoring phragmites (common reed), dog-strangling vine, garlic mustard and giant hogweed in the watershed. 3.2.4 Flood and Erosion Hazard Management Program This program is jointly supported by a Ministry of Natural Resources and Forestry transfer payment and the municipal levy as it represents a delegated provincial responsibility to NVCA. Flood Forecasting and Warning System: The NVCA has a delegated responsibility from the Province to operate a flood forecasting and warning program. It works closely with the municipalities, the Ministry of Natural Resources and Forestry, and the Greater Toronto Area Conservation Authorities to deliver an effective flood forecasting and warning program. The NVCA also helps maintain the federal-provincial surface water monitoring network along with its meteorological and flow monitoring equipment. This permits the long term archiving and analysis of stream flow and climate variables such as rainfall and air temperature and provides the NVCA with flood forecasting and warning capability. Ice Problems: Some municipalities within the watershed may face flooding issues due to the creation of “ice dams” during spring break-up. Authority staff provide technical assistance and support during these events. Municipalities may also submit claims to the Authority for approved ice control operation costs that reduce or eliminate flood damage. Flood and Erosion Control Structures: The NVCA owns, operates or has an interest in 15 water and erosion control structures. Floodplain Management: Provincial funding helps to support technical studies and plan input implementing the provincial natural hazards policies. This support includes delineation of natural hazard areas and the development of policies to guide appropriate management and use of natural hazard areas.

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3.2.5 Source Water Protection/Groundwater Management Program The goals of the NVCA Groundwater Management Program are: to provide for sustainable use of groundwater; to protect groundwater discharge to maintain stream flows and to promote programs and initiatives that will prevent adverse impacts to groundwater. Source Water Protection: In 2000, the Walkerton tragedy demonstrated the vulnerability of Ontario’s drinking water. The resulting Walkerton Report called for fundamental changes in the management of drinking water. A number of the recommendations emphasized the need for source water protection. On December 5, 2005 the Province introduced the Clean Water Act to protect water sources throughout Ontario. The intent of the legislation is to ensure communities are able to protect their municipal drinking water supplies through developing collaborative, locally driven, science-based protection plans. The NVCA is a part of the South Georgian Bay- Lake Simcoe Source Protection Region whose Source Water Protection Plan was approved by the Minister of the Environment and Climate Change in February 2015.

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3.3 Land Operations and Stewardship Services

This service works directly with community partners to achieve the objectives of protecting and restoring the lands and waters through the following programs: Forestry, Healthy Waters, and Conservation Lands. 3.3.1 Forestry Program The Forestry Program works towards achieving the NVCA’s objectives by expanding riparian forest buffers and protecting, enhancing and restoring land by expanding forest cover to achieve the water quality targets. The program helps to meet these targets by reducing the amount of nutrients entering streams through controlling erosion and sedimentation, and by providing shade to keep streams cooler in summer for improved habitat. Reforestation: This program provides the capacity to plant and maintain tree seedlings throughout the watershed. Planting is made possible through effective cost-sharing partnerships with landowners, municipalities, interest groups, and the province. The NVCA is now the only agency providing this service to watershed residents. Arbour Day: This annual tree sale provides watershed residents with access to trees, shrubs and planting information. Sales are held throughout the watershed in partnership with various community groups on Arbour Day. The proceeds of each sale are split between the NVCA and the partners through specific agreements. Managed Forests: This program provides land owners with professional woodlot management plans and access to the Managed Forest Tax Incentive Program (MFTIP). Forest Management Plans are written on a fee for service basis. The program provides revenue for the Forestry Program and provides expert forest and other resource management information to the woodlot owner as well as tax incentives.

3.3.2 Healthy Waters Program

The purpose of the Healthy Waters program is to enhance water quality, improve fish and wildlife habitat, and strategically restore stream health. Similar to the forestry program, the Healthy Waters Program works toward the achievement of the objective of protecting, enhancing and restoring water to improve water quality.

Grant Incentive Program: The NVCA provides financial incentives and technical services in support of the implementation of water quality improvement projects. This support is provided to rural landowners, urban landowners and community action groups. Some examples of eligible project types include excluding livestock access to watercourses, tree planting, river restoration, restoring fish and wildlife habitats, and protecting groundwater by decommissioning unused wells. The New Tecumseth Phosphorus Offset Program is currently being delivered as part of the grant incentive program.

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Community River Restoration Program: The Community River Restoration Program coordinates the implementation of strategic river restoration projects/programs by developing partnerships with existing community and special interest groups as well as supporting new groups. Partners are encouraged to implement long-term, focused river restoration projects (e.g. Beeton Creek, Boyne River, and Lamont Creek Restoration Programs), which emphasize sound watershed management principles. Fisheries Habitat Management Program: This program provides a mechanism for implementing partnership projects with Fisheries and Oceans Canada (DFO), Environment Canada (Habitat for Species at Risk Program), and the Province of Ontario (Canada Ontario Agreement), designed to further the protection and restoration of fisheries habitats in the NVCA watershed. 3.3.3 Tiffin Education Program Our Environmental Education program strives to provide quality environmental education and recreational opportunities for the students and residents of our watershed. The program is comprised of five, interconnected entities, the core of which is the Tiffin Education Program. The other entities or components include: Outreach (NVCA education staff deliver environmental education off the Tiffin

site to schools or at nearby natural areas, area festivals/fairs or to various clubs, such as Cadets and Girl Guides)

Public Programming (Special Events, Seasonal Family Programs such as Spring Tonic, Family Day, Nature at Night)

Corporate/Group Retreats (Campground, Low Ropes Course) which provide team building and extended recreational opportunities for high schools, various clubs, teams and other groups

Day Camp – ‘Camp Tiffin’ which is an environmental themed summer day camp.

Participation in this program reached a record high of 11,500 students in 2015. 3.3.4 Tiffin Conservation Area - Operations The Tiffin Conservation Area consists of close to 400 acres housing both the John Hix Administration Building and the John L. Jose Environmental Learning Centre which is the site for the NVCA’s Centre for Conservation. The property has been designed to accommodate special events and educate large groups of students and adults through the development of accessible interpretive trails, maple syrup operation, picnic pavilion, low ropes course and a group use campground.

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3.3.5 Conservation Lands Program The NVCA’s Conservation Lands program works towards the long term protection of significant lands within the Nottawasaga Valley watershed. Wetlands, significant forests and valley lands are among some of the most important ecosystems protected by the NVCA. The NVCA Land Securement Strategy will enhance the protection of well-known landforms within the watershed including the Niagara Escarpment, Minesing Wetlands and the Oak Ridges Moraine. The Conservation Lands Program consists of three main components: Land Acquisition and Securement, Land Management and Recreation and Education Opportunities. Land Acquisition and Securement: The land acquisition and securement component focuses on lands that have been identified as significant by local, provincial or federal agencies for acquisition. The program provides protection to ground and surface water resources as well as significant flora and fauna habitats. Land Management: Management of NVCA properties includes all aspects of public land management including hazard identification, preventative maintenance, enforcement of Section 29 of CAA, and monitoring. NVCA has 23 land holdings totaling 12,877 acres (5211 hectares). Recreation and Education Opportunities: The Recreational and Education component assists the public in understanding and appreciating the wise use and management of the land. The public is provided with opportunities to enjoy the natural environment while at the same time gain insight into proper resource management. 3.3.6 NVCA Fleet and Workshop Program The NVCA Fleet and Workshop Program creates and maintains a vehicle and equipment motor pool to address the needs of the Authority. The Workshop provides a central depot for all equipment, material storage and maintenance.

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John Hix Administrative Building

John L. Jose Environmental Learning Centre

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3.4 Planning Services Planning Services contribute to the Authority’s goals and objectives by addressing legislative requirements through the provision of watershed and ecosystem based planning advice. Planning Services has three major components:

• Plan Input and Review • Conservation Authority Regulations and Permitting • Strategic Planning.

3.4.1 Plan Input and Review This program provides input and review of planning and development applications involving the Authority’s mandate under legislation such as The Planning, Act, the Oak Ridges Moraine Conservation Act, the Niagara Escarpment Planning and Development Act, the Places to Grow Act and the Environmental Assessment Act. Planning staff provide comments on Planning Act applications including municipal official plans, zoning bylaws, subdivision and consent applications, Niagara Escarpment applications, and projects under the Environmental Assessment Act. In cases where applications conflict with provincial or Authority policy, staff may attend Ontario Municipal Board hearings in support of those policies. 3.4.2 Conservation Authority Regulation and Permitting Program The purpose of the Conservation Authority Regulation (“The Development, Interference with Wetlands and Alterations to Shorelines and Watercourses Regulation” or “Generic Regulation” is the protection of public safety and the environment. This Regulation established the areas and activities that the Authority can regulate through the permitting process. Specifically, this regulation allows the Authority to:

• Prohibit, regulate or provide permission for straightening, changing, diverting or interfering in any way with the existing channel of a river, creek, stream, watercourse or changing or interfering with a wetland; and,

• Prohibit, regulate or provide permission for development if the control of flooding, erosion, dynamic beaches, pollution or the conservation of land may be affected by the development.

3.4.3 Strategic Planning This component of Planning Services provides the strategic direction for all Authority programs. This includes preparing updates and reviews of the 1996 Watershed Plan and preparing sub watershed plans for particularly sensitive areas. The Watershed Plan involved the collection of information in order to understand the conditions,

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functions, and water related issues with strategies and recommendations to address them. Sub watershed Plans provide more detail on the ecological features and functions, specific issues, and strategies and recommendations to address them at a more local level. Strategic planning also prepares implementation guidelines to assist staff in carrying out provincial plans and policies as well as the Authority’s strategic directions. The program reviews the need for local NVCA policies, where provincial policies may be absent or not adequate, (e.g. a pond policy) to assist in meeting the watershed objectives and targets. Regulated Area Schematic

Arial View – Nottawasaga River

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4.0 FINANCIAL POSITION 4.1 Annual Budget Process The annual budget process provides Board Members with the opportunity to review each program area and its revenues and expenditures. This helps to ensure that programs are effective and relevant to the NVCA’s mandate, goals and objectives and in line with the strategic plan. Revenues are sought from a variety of sources: grants from federal and provincial agencies, municipal levies, and fees for service. Annually, around September, staff seek preliminary guidance from the Board regarding budget parameters for the upcoming year. Based on this advice, staff prepare a draft budget for Board consideration around November of each year. The draft budget is approved by the Board for circulation and comment to watershed municipalities, for at least a 30 day period. With municipal input, the Board reviews and approves the final budget, around February, with a weighted vote (based on current value assessment apportionment) as prescribed by Ontario Regulation 139/06. With the budget approval, staff prepare monthly Budget Status Reports for Board review. At year end, staff also prepare a Draft Financial Statement in preparation for the annual audit. The Audited Financial Statements are approved by the Board of Directors, including a Statement of Continuity of Reserves. Currently, NVCA Reserves are around $1 million. NVCA targets to complete year end on budget or with a small surplus which is allocated to reserves through a Board resolution. 4.2 2015 Budgeted Revenues And Expenditures NVCA is in a solid financial position. Figures 3 and 4 outline the 2015 Revenue and Expenditure projections. 4.3 Financial Forecast – 2013-2014 The federal funding under the Lake Simcoe South eastern Georgina Bay project has been projected as $1.1 million over the next three years with opportunity to submit further applications. Provincial transfer payments from the Ministry of Natural Resources and Forestry is projected to remain status quo targeting an annual funding level of around $170,000 to directed to the flood forecasting/warning program and natural hazard protection programs. Municipal levies will most likely remain constant over the course of the next four years. There is opportunity to discuss special benefitting capital projects with municipalities. This source of funding has not been deeply explored in the past.

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New funds and revenues will be a key for NVCA in the future. A few examples include:

• The National Disaster Fund (for updated flood plain mapping) • New partnership opportunities with other conservation authorities and

partners • New revenue sources from the potential revitalization of the Conservation

Foundation and event planning.

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FIGURES 3 AND 4

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5.0 ORGANIZATIONAL STRUCTURE AND MANAGEMENT 5.1 Staff Organization NVCA has a current complement of 30 staff members under the direction of a Chief Administrative Officer; who in turn reports to a 27 member Board of Directors. Four Staff Directors report to the CAO, as follows:

• Director, Corporate Services • Director, Engineering and Technical Services • Director Land Operations and Stewardship Services • Director, Planning.

The Service Delivery and Operational Review, Phase I, 2014, noted that “the current organization is not well structured or geared for grooming successors for [the] CAO or Directors”. The SDOR re-iterated the financial efficiencies of retaining staff as opposed to the high costs of recruitment. Additionally, the SDOR indicated an “inconsistent use of position titles for supervisory positions”. A high priority in 2015 will be the presentation of a report to the Board of Directors to address these noted concerns. In addition to staff, the SDOR recommended a Board of Directors’ reduction in size for a more efficient governance model. This recommendation will also be addressed as a high priority in 2015.

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FIGURE 5 STAFF ORGANIZATION CHART

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5.2 TABLE 1 NVCA BOARD OF DIRECTORS – 2015 TO 2018

Member Title

Bob Meadows Councillor Township of Adjala-Tosorontio Gail Little Councillor Township Amaranth Sergio Morales Councillor City of Barrie Arif Khan Councillor City of Barrie Gail Ardiel, NVCA Vice Chair Deputy Mayor Town of the Blue Mountains Ron Orr Councillor Town of Bradford West Gwillimbury Chris Vanderkruys Mayor Township of Clearview Connie Leishman Councillor Township of Clearview Deb Doherty Councillor Town of Collingwood Cam Ecclestone Councillor Town of Collingwood Keith White Councillor Township of Essa Michael Smith Councillor Township of Essa Terry Mokriy Councillor Municipality of Grey Highlands Rob Nicol Councillor Town of Innisfil Doug Lougheed, NVCA Chair Councillor Town of Innisfil Darren White Mayor Township of Melancthon Fred Nix Councillor Town of Mono Earl Hawkins Councillor Township of Mulmur Rick Milne Mayor Town of New Tecumseth Donna Jebb Councillor Town of New Tecumseth Barb Coutanche Councillor Township of Oro-Medonte Phil Hall Councillor Township of Oro-Medonte Walter Benotto Councillor Town of Shelburne Perry Ritchie Councillor Township of Springwater Bill French Mayor Township of Springwater Nina Bifolchi, NVCA Past Chair Deputy Mayor Town of Wasaga Beach Brian Smith Mayor Town of Wasaga Beach

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6.0 STRATEGIC INITIATIVES AND PERFORMANCE REVIEW

As part of the strategic planning process 2014 to 2018, the former Board of Directors scored the priority for strategic initiatives, based on approved goals and objectives, on a scale of 1 to 39; 39 being the highest priority. At a February 13, 2015 Board of Directors Orientation Session, the Board re-confirmed the strategic initiatives and instructed staff to bring a final list for Board approved on February 27, 2015. The following represents the approved list of strategic initiatives for 2015 to 2018.

6.1 TABLE 2 – GOALS, OBJECTIVES AND STRATEGIC INITIATIVES – 2015 TO 2018

GOALS & OBJECTIVES

STRATEGY INITIATIVE

LEAD PROGRAM

AREA

SUPPORT PROGRAMS

COST TO IMPLEMENT

* ACTION ITEMS IMPLEMENTATION

TIME PERIOD

NVCA BOARD SCORE OUT OF

39

GOAL 1 - Protect, Enhance and Restore

Objective 1 - Protect Life and Property from natural hazards

1.1 Update detailed flood mapping.

Engineering Planning, GIS and Communications

High Cost to Implement, requires federal, provincial and/or municipal partnership ($50-100,000 per project)

• Visit municipalities to request funding

• Investigate external funding-e.g. Conservation Ontario Business case and National Disaster Mitigation Program

• Complete floodplain mapping for areas

• Q4 2015 • Q4 2015 • 2016

31

1.2 Refine flood forecasting models/flood damage models

Engineering GIS and Flood Forecasting

Current Budget • Continue to build PCSWMM Flood forecasting model

• Calibrate model to gauges

• Q4 2015 • Q4 2015

32

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GOALS & OBJECTIVES

STRATEGY INITIATIVE

LEAD PROGRAM

AREA

SUPPORT PROGRAMS

COST TO IMPLEMENT


TIME PERIOD


39 1.3

Update natural hazard mapping for entire watershed

Engineering GIS/ Monitoring/ Planning

Current Budget • Update erosion regulatory limit

• Q4 2015 34

Objective 1 1.4 Enhance delivery of flood forecasting and warning and Ontario Low Water Response programs

Engineering GIS and Flood Forecasting

Current Budget • Import gauge data into WISKI database

• Complete upgrade of gauge network

• Complete MNR pilot project

• Integrate results into LWRP

• Complete MNR GW Lag Correlation project

• Q4 2015 • Q4 2015 • Q4 2015 • Q4 2015 • Q4 2015

30

1.5 Support municipal emergency response programs related to flooding

Engineering GIS, Communications and Flood Forecasting

Current Budget • Provide support during flood events Offer to assist municipalities in creating emergency plans for flooding

• Participate in training workshops as requested by municipal partners

• As requested • Q4 2015 • Q4 2015

30

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GOALS & OBJECTIVES

STRATEGY INITIATIVE

LEAD PROGRAM

AREA

SUPPORT PROGRAMS

COST TO IMPLEMENT


TIME PERIOD


39 1.6

Promote land use practices to protect property and people: Direct new development away from natural hazards

Planning Engineering Current Budget • Through plan review function - protecting public safety and minimizing property damage

• Prepare annual report

• Review and update current NVCA policies and guidelines bi annually

• 2015-2018 ongoing service

• Annual reporting 2015 - 2018

• 2016 - 2017 Update Policies and Guidelines

34

Objective 1 1.7 Update natural hazard policies in all municipal Official Plans

Planning Engineering, GIS, Communications

Current Budget • Through plan input function staff will continue to provide input into municipal Planning documents on an ongoing basis develop annual reporting

• 2015 - 2018 Ongoing service dependant on municipal timing of updates

• 2015 - 2018 Annual Report

29

1.8 Champion low impact development

Engineering Planning, Communications & Stewardship

Current Budget Investigate opportunities for external funding

• Update Engineering Development Guidelines to include LID

• Q4 2015 34

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GOALS & OBJECTIVES

STRATEGY INITIATIVE

LEAD PROGRAM

AREA

SUPPORT PROGRAMS

COST TO IMPLEMENT


TIME PERIOD


39 1.9

Enhance compliance Monitoring

Planning Engineering Approximately $75,000 0.5 Full Time Equivalent (FTE)

• Would require additional staff capacity and additional legal fees/resources

• 2015 current service level maintained

• 2016 - 2018 - enhance service based on resources

22

Objective 2 - Promote a healthy, sustainable watershed

2.1 Promote Watershed Health and develop a natural heritage protection restoration strategy

Engineering GIS, Monitoring, Communications, Lands

Approximately $50,000 (0.5 FTE)

• Develop a NVCA Watershed Natural Heritage strategy Develop municipal Natural Heritage Strategies

• 2016 Subject to funding

24

Objective 2 2.2 Complete Sub watershed Plans

Planning Engineering, Monitoring, GIS, Communications

Approximately $100,000 per project (0.5 FTE)

• Develop partnership with local municipality, county and development community

• Integrate within Official Plans to support future growth

• 2017 - 2018 as the funds are available the project will be completed

• 2017-2018: promote watershed planning through plan input function

24

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GOALS & OBJECTIVES

STRATEGY INITIATIVE

LEAD PROGRAM

AREA

SUPPORT PROGRAMS

COST TO IMPLEMENT


TIME PERIOD


39 2.3

Promote sustainable growth through a watershed wide nutrient management strategy

Engineering Monitoring and Planning

Approximately $100,000

• An application has been submitted to the GLCUF

• Subject to funding approval in 2016

25

2.4 Consider opportunities through the NVCA's Land Acquisition Strategy to collaborate with funding partners on select lands

Lands Planning, GIS, Monitoring, Communications

Partnership Funding

• Lands to meet with select funding partners to explore future significant land acquisitions and management opportunities

• Three meetings with pertinent partners to be scheduled during Q3 and Q4 – 2015 to 2018

22

2.5 Complete groundwater health status reports

Engineering Ground water, GIS, Monitoring, Communications

Current budget • Input GW health for two sub watershed reports cards/year

• Q4 2015 22

Objective 2 2.6 Develop watershed health reporting programs

Engineering Monitoring, Stewardship, GIS Communication

Current Budget • Prepare two sub watershed updates/year

• Frame Georgian Bay Shoreline report card

• Q4 2015 • Q4 2015

25

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GOALS & OBJECTIVES

STRATEGY INITIATIVE

LEAD PROGRAM

AREA

SUPPORT PROGRAMS

COST TO IMPLEMENT


TIME PERIOD


39 2.7

Enhance water science by using computer modeling and databases as well as Monitoring

Engineering GIS, Monitoring Current budget • Development of Wiski Soda database program and SiteFX GW computer modelling

• Continue monitoring program

• Q4 2015 • Ongoing

17

2.8 Expand healthy waters stewardship program

Land, Operations and Stewardship

GIS, Communication Monitoring

$1-2 million enhanced stewardship via grant funding with the federal government

• Ongoing grant applications including Lake Simcoe South Georgian Bay cleanup fund.

• Project implementation

• Securing landowners

• Ongoing grant applications

• Q1 2015 to Q4 2018

30

2.9 Participate in all relevant Grant Programs

Office of the CAO

All programs Current budget • Ongoing produce annual list of funding applications

• 2015 to 2018 Annual Report

32

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GOALS & OBJECTIVES

STRATEGY INITIATIVE

LEAD PROGRAM

AREA

SUPPORT PROGRAMS

COST TO IMPLEMENT


TIME PERIOD


39 2.10

Update wetland mapping and make this available to key stakeholders

Engineering GIS, Communications, Monitoring

Current Budget • Update mapping based on plan review site visits

• Provide web based access to mapping

• Q1 to 4 annually 29

2.11 Implement the Source Water Protection Plan integrated with a Groundwater Management Strategy

Engineering Planning, Groundwater, SWP, Monitoring and GIS

Current Budget • Assisting with implementation of SWPP

• Undertake designated RMO program

• Q4 2015 • Q4 2015 (ongoing)

27

GOAL 2 - Learn and Discover

Objective 3 - Promote the watershed and the NVCA

3.1 Develop a stakeholder and Community Engagement strategy

Office of CAO

All programs Current budget

• identify stakeholder groups

• develop engagement strategy for each group

• develop corporate strategy

• Q3 2015 • 2016 • 2016 and

implement in 2017

25

3.2 Update NVCA Communication Strategy

Corporate Services

Communications & All programs

Current budget

• Corporate Branding • Corporate

Communications

• Q2 2015 • end of 2015/early

2016

26

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GOALS & OBJECTIVES

STRATEGY INITIATIVE

LEAD PROGRAM

AREA

SUPPORT PROGRAMS

COST TO IMPLEMENT


TIME PERIOD


39 3.3

Collaborate with key partners on key messaging (Conservation Ontario)

Corporate Services


Current budget

• *possibly need to wait for CO to complete their re-branding Meet with SMT to establish key messages Review key messages from CO

• *tied in with 3.2 • Q2 - 2015

27

3.4 Develop and implement a strategic social media campaign

Corporate Services


Current budget

• create social media policy for EE handbook

• update social media strategy and combine with communication strategy

• Q1 2015 dependent on 3.2 end of 2015/early 2016

26

3.5 Enhance NVCA web-based services

Corporate Services

Communications, GIS, All programs

Current Budget -

• Enhance User Network Central to improve functionality

• Develop Intranet and Internet tools for information access

• COMM Part - quarterly reporting, constant updating as required

• As business needs are identified Ongoing

25

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GOALS & OBJECTIVES

STRATEGY INITIATIVE

LEAD PROGRAM

AREA

SUPPORT PROGRAMS

COST TO IMPLEMENT


TIME PERIOD


39 Objective 4 - Seek new knowledge and share information

4.1 Identify critical science-based knowledge gaps (e.g. interaction between groundwater and surface water)

Office of the CAO

All programs Current Budget

• Address knowledge gaps as they arise Development of a Science Strategy in 2016

• 2015 and 2016 19

4.2 Develop strategies to address impacts of climate change

Engineering GIS , Monitoring and Planning

Current budget

• Adopt new design storms for new development that account for climate change

• Q2 2015 24

4.3 Enhance GIS and centralized databases

Engineering GIS and All programs

Current Budget

• Standardize GIS data and move to SQL database

• Q4 2015 and ongoing

22.5

4.4 Provide technical advisory services to watershed municipalities

Planning Engineering, GIS, Monitoring, Communications

Current budget

• Develop new municipal partnership agreements/MOUs

• Provide technical services through plan review function

• Ensure NVCA policies and guideline documents are current and up to date

• 2015-2018 establish new MOU's with municipal and county partners

• review and update NVCA policies and guidelines

30

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GOALS & OBJECTIVES

STRATEGY INITIATIVE

LEAD PROGRAM

AREA

SUPPORT PROGRAMS

COST TO IMPLEMENT


TIME PERIOD


39 4.5

Establish a stakeholder round table

Office of the CAO

All other programs

Current budget

• Will require significant staff effort and additional board member involvement to implement enhanced strategy

• 2016 28

GOAL 3 - Connect Objective 5 Connect People with the Watershed

5.1 Review NVCA's Volunteer Strategy 'watershed champions'

Corporate Services


• review current volunteer strategy

• update as required

• 2016 • 2016-2017

25

5.2 Engage the sectors in a collaborative review of the NVCA fees

Planning CAO office Current budget

• Complete annual review of planning fees

• NVCA staff will continue to engage key stakeholders on planning fees

• 2015-2018: annual review of planning fee schedule with advisory committee.

• 2015-2018: engage stakeholders in any proposed revisions to fees

24

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GOALS & OBJECTIVES

STRATEGY INITIATIVE

LEAD PROGRAM

AREA

SUPPORT PROGRAMS

COST TO IMPLEMENT


TIME PERIOD


39 5.3

Enhance Communication- more robust including meeting regularly with municipal staff

CAO office Communication and All programs

Current budget

• Corporate Annual Report

• Summary Reports for Municipalities

• Prepare crisis communications plan for communicating to municipalities, stakeholders, media and public in times of crisis

• Q2 each year • Q2 each year • Q2 2015

30

5.4 Develop a Customer Service Strategy

Corporate Services


• Develop Customer Service Strategy

• Prepare annual reports on customer service feedback

• put our feedback surveys online with survey monkey

• completed in 2013 • Q1 annually • 2015

26

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GOALS & OBJECTIVES

STRATEGY INITIATIVE

LEAD PROGRAM

AREA

SUPPORT PROGRAMS

COST TO IMPLEMENT


TIME PERIOD


39 Objective 6 - Lead, partner and collaborate

6.1 Utilizing partnerships to develop Conservation Area programs

Land, Operations and Stewardship

Communication, Education, Monitoring, Stewardship

Current budget

• enhance our outreach program, focusing on land stewardship and habitat restoration projects in partnership with students and teachers from area schools.

• develop a program targeting the needs of students enrolled in the Environment Specialist High Skills Major program offered by six high schools within Simcoe County. Meet with Dufferin Simcoe Stewardship Network to explore partnership opportunities for funding grant securements to enhance NVCA property use via education program.

• Q2 - Steward Network meeting - 2015

• Q2 - High School Major program development 2015

• Q3 for Grant writing to select Foundations - 2016

28

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GOALS & OBJECTIVES

STRATEGY INITIATIVE

LEAD PROGRAM

AREA

SUPPORT PROGRAMS

COST TO IMPLEMENT


TIME PERIOD


39 6.2

Identify further partnership opportunities

CAO office All programs Current budget

• Partnerships will be identified annually

• 2015-2018 32

6.3 Support Federal, Provincial and Conservation Ontario integrated watershed management initiatives

CAO office All programs Current budget

• Relies on Con. Ontario initiatives. Remain active supporter of CO.

• Ongoing Quarterly Meeting with C.O. Chair and CAO

27

6.4 Enhance internal information sharing and collaboration

Corporate Services

Communications and All programs

Current budget

• Require staff training in the use of new software (share point)

• Ongoing – 2015 to 2018

27

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GOALS & OBJECTIVES

STRATEGY INITIATIVE

LEAD PROGRAM

AREA

SUPPORT PROGRAMS

COST TO IMPLEMENT


TIME PERIOD


39 6.5

Promote technically complete development and proposals to facilitate efficient Plan review and greater customer service

Planning Engineering, Monitoring, Communication

Current budget

• Through NVCA's plan review function staff will identify complete application expectations

• Participate in municipal pre-consultation and development committees.

• Develop NVCA guidance tools (e.g. checklists) to aid in complete applications.

• 2015-2018: Ongoing service including participating in municipal pre- consultation committees

• 2015 - 2016: support tools/documents such as checklists to assist in process

32

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6.2 RESPONSE TO RECOMMENDATIONS ON THE SERVICE DELIVERY AND OPERATIONAL REVIEW

REC.#

STRATEGY INITIATIVE

LEAD PROGRAM

AREA

SUPPORT PROGRAMS

COST TO IMPLEMENT PRELIMINARY COST (includes total cost

for staff, materials, equipment, etc.)

ACTION ITEM

TIME TO IMPLEMENT

1 Align Staff Organization CAO Directors Staff Costs Budgeted

HRAC Report Mar. 2015

2 Part Time Staff Review CAO Directors Staff Costs Budgeted HRAC Report

Annual Report

3 Service Delivery Implementation CAO Directors

Staff Costs Budgeted

Business Plan to BOD

March, 2015

4 Customer Service Report CAO Planning Staff Costs Budgeted

PEAC Report Dec. 2015

5 2010 Planning Report Update CAO Planning Staff Cost Budgeted

PEAC Report June 2015

6 Municipal Relations Report CAO Directors Staff Costs Budgeted

HRAC Report Dec. 2015

7 Review Fee Schedule Planning CAO Staff Costs Budgeted PEAC Report Dec. 2015

8 Expenditure Review Corp Services CAO Staff Costs Budgeted

FAAC Report June 2015

9 Revenue Review Corp Services CAO Staff Costs Budgeted

FAAC Report June 2015

10 Sustainable Funding Report CAO Directors Staff Costs Budgeted

FAAC Report Dec. 2016

11 Foundation Review CAO Directors Staff Costs Budgeted FAAC Report Dec. 2015

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REC.#

STRATEGY INITIATIVE

LEAD PROGRAM

AREA

SUPPORT PROGRAMS



ACTION ITEM

TIME TO IMPLEMENT

12 Foundation Staff CAO Directors Staff Costs Budgeted

FAAC Report Dec. 2015

13 Asset Management Plan CAO Directors Staff Costs Budgeted FAAC

Report Dec. 2016

14 Market Compensation Review CAO Consultant Costs Budgeted in 2014 HRAC

Report Mar. 2015

15 Succession Plan CAO Directors Staff Costs to be budgeted in 2016 HRAC Report Dec. 2016

16 Internal Communication CAO Directors Staff Costs Budgeted BOD Report

Complete 2014

17 Strategic Priorities Identified CAO Directors Staff Costs Budgeted

Orientation/BOD Meeting Feb. 2015

18 Work Plans for SMT CAO Directors Staff Costs Budgeted HRAC June 2015

19 Board Action Plan CAO Directors Staff Costs Budgeted BOD Report Sept. 2015

20 Reduce Board Size CAO Directors Staff Costs Budgeted HRAC Report Dec. 2015

21 New Voting Protocol CAO Directors Staff Costs Budgeted HRAC Report Dec. 2015

22 Establish Advisory Committees CAO Directors Staff/Board per diems Budgeted BOD Report Feb. 2015

23 Staff Directors Attendance at BOD CAO Directors Per diems budgeted for 2015 BOD Report

Complete 2014

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REC.#

STRATEGY INITIATIVE

LEAD PROGRAM

AREA

SUPPORT PROGRAMS



ACTION ITEM

TIME TO IMPLEMENT

24 BOD 4 year term request CAO Directors Staff Costs Budgeted BOD Report

Complete 2014

25 BOD Education Program CAO Directors Staff Costs Budgeted BOD Report

Complete 2014

27 CAO Recruitment CAO Board Costs to be budgeted in 2016 HRAC Dec. 2016

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6.3 Performance Management System To ensure accountability for the delivery of the Board approved strategic initiatives, the Board of Directors approved a new Performance Management System in 2014. The Senior Management Team (CAO and Staff Directors) are required to receive Board approval for their annual work plans, which reflect the above strategic initiatives. Further, the senior team will have an extensive performance review at year end to ensure accountability for delivery of approved initiatives. In addition to the Performance Management System, NVCA will continue to produce Watershed Report Cards. The watershed has been divided into nine sub watersheds. Two sub watersheds are monitored each year and stream health indicators and mapping updated accordingly. Every five years a watershed-wide report card is produced based on a combination of sub watershed and broader watershed monitoring data. Also, NVCA produces an Annual Report. New to 2015 will be “Fact Sheet Inserts” which will focus on services provided to each watershed municipality annually.

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7.0 MARKETING AND COMMUNICATIONS STRATEGY NVCA has a current Communications Strategy which was approved on April 9, 2010. This Plan is being updated as part of the 2015 strategic initiatives deliverables. The goal of the Communications Strategy is to “enhance awareness and understanding of the goals and programs of the NVCA with our target audiences to enable them to support and/or utilize NVCA services. “ An additional goal is to “use accurate, consistent and clear messaging and branding and expand the range of the target audiences when possible.” Target audiences identified within the Strategy include:

• NVCA Board and staff members • Watershed municipal councilors and staff • Government agencies – federal and provincial • Watershed residents • Media • Users of NVCA services • Partners.

For each target audience objectives and targets have been set, which need to be updated to reflect current watershed research. A new Communications Strategy will be developed in 2015 for Board of Directors’ review and approval.

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8.0 SUMMARY Planning is one of the most important parts of running a not for profit organization such as the NVCA. To lead a successful organization today, it is vital to anticipate and manage change. Strategic and Business Planning provides a clear perspective on the impact of change, and it assists with complex business challenges. A strategic vision plots a new direction and inspires higher performance. A Business Plan provides the course for achieving the vision and direction of the organization provides for transparency and outlines accountability for results achieved. NVCA has invested well in developing a Strategic Plan – 2014 to 2018, completing an organization review and developing a Business Plan. All of these documents will serve the organization well over the next four years.

business plan - nvca documents/business plan 2015 to 2018... · •planning program review, 2010....

Documents