NPCA  2014-­‐17  Strategic  Plan  An  Evidence-­‐Based  Progress  Evalua=on    

 Briefing  for  NPCA  Board  

November  15th  2017  

Evidence-BasedEvaluationofthe2014-17NPCAStrategicPlan–Introduction&Background PerformanceConceptsConsultingInc.wasretainedduringQ22017bytheNPCABoardtoexecuteanindependent3rdpartyevaluationoftheprogressachievedtodateacrosstheNPCA’s2014-17StrategicPlanningcycle.

The2014-17NPCAStrategicPlanhasservedasthedefining“changemanagement”blueprintfortheNPCABoard,itsseniormanagementteam,andfrontlineemployees.Arangeofexternalstakeholdersalsohaveasignificantstakeinthe2014-17StrategicPlan’s“change”agenda.

ThePerformanceConcepts3rdpartystrategicplanprogressassessmentwillprovidetheNPCABoard,staffandcommunitystakeholderswithevidence-basedconfirmationofprogressmadetodate,highlightareaswhereprogressremainsunevenorunrealized,andpositiontheNPCABoardtomaintainits“changemanagement”momentumduringthe2018-21planningcycle.

NPCA“SituationAnalysis”Priorto2014-17StrategicPlan

• Absenceofappropriatemanagementtools/systems(Budget/Asset

Management/HR)…competencegapinclearsight

• AbsenceofappropriatestaffcapacitytodealwithPermit/Development

Applicationworkload…achokepoint

• Noestablishedsetofpoliciesre.governance/management/conservation“blue

print”tosupportCAregulatorydecisions…adhocdecision-makingbystaff

withoutBoardleadership

• A“regulatoryhammer”culturewhereproblem-solvingnotthefocus…nota

listeningorganization…nosustainablecapacityfortwo-waycommunication

withstakeholders

• Multiplemandates/regulatoryhats…unclearwhich“hat”isbeingwornfora

givendecision…scopecreep&lackoffocusinmandate

• NoalignmentbetweenBoard/SeniorManagement/Front-linestaff

NPCAStrategicPlanningCyclesConnect

ExistingNPCA2014-2017StrategicPlan

NewNPCA2018-2021StrategicPlan

KeyQuestion:DidNPCA2014-17Strategic“ChangePlan”ActuallyWork?

• Asfirststepin2018-2021strategicplanningcycle,NPCAmustmeasureactualprogressagainstthe“change”storylinesetoutbytheBoardinthe2014-17StrategicPlan

7

5NPCAPerformanceChallengesDiagnosed(2012-13)

5StrategicPlanGoalsGeneratedby

StakeholderWorkingGroups(2013)

Stakeholder  Feedback  Cri1cal  –  It  Balances  the  Quan1ta1ve  Data-­‐Driven  Evalua1on  of  Services/Systems

Structureofthe2014-17StrategicPlanProgressEvaluationThefollowingevaluationcomponents(withsupportingprogressmapsandhighlightedmeasurableachievementswhereappropriate)aredocumentedinthisreport:

• NPCAGovernance&Accountability• AssetManagement&Financial/HumanResourceManagement• DevelopmentPermitting&MOUDevelopmentApplicationAdvisoryServices• PolicyDrivenDecision-MakingFramework• Stakeholder&PublicCommunication/Consultation• OpportunitiesforImprovementMovingForward• OverallFindings&Recommendations

2014 2015 2016 2017

RestructuredformatforBoardReportsto

enhanceaccountability(Issue,Background,

Options,Recommendations)

BoardMemberprofilepagespostedon-linetoimprovetransparency/

accountability

LiveTVstreamingofNPCABoardmeetings

CLACTermsofReferencereviewcompleted&

memberssupportedtopromote2-waysustained

communication

EstablishedCLACtermsofreference…members

selectedbyQ4

StaffQuarterlyUpdateReportsto

Board/municipalities/onlineposting

CLACtermsofreferenceupdateconsideredinternallyviaan

assessmentofCLACeffectiveness

UpdatedBoardCodeofConductproposed/inprocessofrefinement

ImplementedReg.2CodeofConduct

RegularBoardProgressReportingRe.Strategic

PlanExecution

NPCAChairman“OutreachRoadshow”acrossNiagaratoexplainre-focused/simplifiedNPCAmandateasConservation Act

regulator

BoardmemberactivityreportingtoWatershedMunicipalities…i.e.meetingattendance,mileageexpenses

NPCA  Governance  &  Accountability  Progress  Map

2014 2015 2016 2017

Stand-aloneCapitalBudget

created…eliminatingconfusingaccountability

mixwithoperatingbudget

Decentralizedstaffbudgetingmodel;

establishingnewNPCAManager levelcost-centremanagementaccountabilities

HRstaff specialist,HRISsoftware

PayrolltransfertoFinancetomeetaudit

requirements

HRprocessesreview

On-lineautomatedpayrollsystem

Purchasingmodelre-designinitiatedbyCAO…commitmentto

newcentralizedcontrols/monitoring

Initiatedsignificantuser-payrevenueexpansion&cost controlefficienciesacrossportfolioofParks– achievingfull-costrecoveryby2016

PSABcompliantfinancialstatements…also

Quarterlycapital/operatingbudgetversusactualreporting

Implemented20-yearCapital

Project/BudgetingPlanningCycle

Finance/accountingspecialist…Budget

accountsrestructuredtoreflectNPCAbusinesslines&orgstructure

…eliminatespreviousfogaroundservicecosts

Value-for-MoneyProgramEvaluation(i.e.LandRestoration)–identifiedoperationalproblems&yieldedopportunityfornewdeliverymodelwithloweroverheads

NPCA  Progress  Map  –  Financial/HR  Control  Systems  

“The  2014-­‐17  progress  maps  (see  below)  document  the  excep=onal  progress  made  by  NPCA  management/professional  staff  to  implement  competent,  industry-­‐standard  financial  and  asset  management  planning  and  control  systems.”  

2014 2015 2016 2017

Developed6+1CriteriaforEvaluatingHoldings

Board-approvedLandManagementPlan

Implementationofassetmanagement

software/reporting

ReviewofNPCAOwnedHoldingsforpossible

divestment– eliminatedmaintenancecontracts&consolidatedtocoreholdings(reducedrisk)

CompletedcomprehensiveNPCAassetsinventory/valuations,conditionratings&lifecycles

CapitalProjectManagement“CriticalPath”TrackingTool

linkedto2-year“useitorloseit”budgetingmodel

Reviewof2007mapofdesirablelandpackagesforNPCAacquisition

Evidence-BasedLandAcquisitionDecisions:3CaseStudies- avoided$millions inclean-uprisks&liabilitytransfers

Facility-by-Facilitycapitalbudgets…new2yr.“useitorloseit”capital

budgeting/projectmodel

StJohnsacquisition&CatholicBoard/Brock

partnership(indigenousprogramming)

Fleetrestructuringreviewresultingin

sheddingownedfleet&leasing…$100kcapital+$30koperatingsavings

6+1Acquisitions:i)BallsFallsfarmland +

ii) Lakeshore/Wainfleet

AseriesofPark-specificmasterplansestablishing

operational&assetmanagementpriorities

NPCA  Progress  Map  –  Asset  &  Land  Management

“The  NPCA  approach  to  sustainable  asset  management  meets  “best  prac=ces”  in  the  municipal  sector…  Municipal  governments  in  Niagara  and  beyond  would  be  well  advised  to  make  use  of  a  similar  “use  it  or  lose  it”  business  rule  for  capital  planning.”    

$1,250,000

$1,300,000

$1,350,000

$1,400,000

$1,450,000

$1,500,000

$1,550,000

$1,600,000

$1,650,000

$1,700,000

2014 2015 2016

Park Revenues & Expenses (Ball's Falls, Binbrook, Chippawa Creek, Long Beach and St. John‘s)

Revenues

Expenses

“Augmen=ng  the  sustainable  NPCA  parks  capital  planning  model,  notable  progress  has  been  made  in  developing  a  full  cost  recovery  opera=ng  model  for  the  NPCA  “big  five”  park  loca=ons  (see  figure  below).    The  NPCA’s  facili=es  rental/marke=ng  group  has  been  successful  in  genera=ng  new  revenue  streams,  and  opera=ng  costs  have  been  effec=vely  controlled.  This  turnaround  in  just  three  fiscal  years  represents  a  significant  opera=onal  accomplishment  for  the  NPCA.”

NPCA Self-Generated Funds

* NPCA Self-Generated Funds include User Fees, sales, admissions, administration fees & interest

“The  steady  improvement  in  NPCA  self-­‐generated  revenues  (especially  2014  onwards)  represents  substan=al  progress  by  the  NPCA  towards  financial  sustainability  and  a  net  reduc=on  in  financial  risk  moving  forward.”

Streamlined/EfficientDeliveryof

Permitting&DevelopmentAdvisoryServices(MOU)

2014 2015 2016 2017

TwonewDevelopment

Plannerpositions(3,000

file processinghours)

addedtoimprove

processingtimeframes

CityView work-flow

softwaretoolselected,

purchased&

implemented…only

OntarioCAtoadoptthis

efficiency-driven

development approvals

workflowtool

Fullyearofperformance

reportingcapacity

trackedinCityView for

municipaldevelopment

applications&NPCA

permits

Boardadoptionof

streamlinedDevelopment

Permitprocess(mapped)

Developmentfees

policy/structurereview

executed

DevelopmentReview

Processtimelines

adopted…quarterly

reportinginstituted

P.Conceptsexecutes test

of CityView software

reportingaccuracy/

capability

Boardadoptionof

DisputeResolutionmodel

forapplicants

100%attendanceat

municipalpre-con

meetings…expedites

reviewtimeliness

MOUrationalization

processinitiatedto

ensureRegion/NPCA

rolesare

disentangled/streamlined

NPCA  Progress  Map  -­‐  PermiLng  &  Development  Advisory  Services “Workflow  soWware  is  employed  by  numerous  Ontario  growth  municipali=es  to  ensure  =mely  and  coordinated  development  applica=on  processing  –  juggling  the  compe=ng  file  workload/deadlines  in  a  ra=onal  fashion…The  NPCA  is  the  only  Ontario  conserva=on  authority  to  install/use  workflow  soWware  in  order  to  ra=onalize  its  development  approvals  service  delivery.    This  sector  “best  prac=ce”  has  been  a[rac=ng  a[en=on/interest  from  conserva=on  authori=es  across  the  province.”

2014 2015 2016F (est) No. of Permits Issued 131 255 205

Avg Days to Process NPCA Permit 29 26 19

Total Fees (excl. wind project permits) $375,325 $448,632 $378,000

$320,000

$340,000

$360,000

$380,000

$400,000

$420,000

$440,000

$460,000

0

50

100

150

200

250

300

NPCA Permitting (2014 - 2016F)

No. of Permits Issued Avg Days to Process NPCA Permit Total Fees (excl. wind project permits)

“As  part  of  this  review,  Performance  Concepts  requested  customized  development  applica=on  processing  =meframe  reports  from  NPCA  staff  (a  mini  test  audit).    The  reports  were  configured  promptly  by  NPCA  IT  staff  and  they  confirmed  the  ability  of  CityView  to  report  actual  processing  =meframes  versus  targets.”  

EffectiveNPCAModeltoSetPolicies&Priorities

2014 2015 2016 2017

Mission/Vision/Valuesproduced&approvedby

Board…overarchingplatformforPolicydevelopment

PolicyScreeningtooldeveloped/approvedfor

subsequentusereviewingmultiple

policies

ListofPoliciesforReviewconfirmedbyBoard

25+governance,administrative,

development approval,financialcontrolpolicies

reviewed/refined

NPCADevelopmentPoliciesreview

PlacestoGrowreviewexecuted

GreenbeltActreviewexecuted

NiagaraEscarpmentPlanreviewexecuted

•Reg. 155/06•LivinglandscapeDiscussionpaper&publicconsultation

LivingLandscapePolicyProduction

NPCA  Progress  Map  –  Policy  Framework  Development

NPCAPolicyFrameworkProducing… YearPlanningMOUImprovementPolicy 2014

ConsultantSelectionPolicy 2014

BinbrookMasterPlanPolicies 2014

CLACTermsofReference 2014

Unsolicited ProposalsPolicy 2014

Vehicle&EquipmentPolicy 2014

AccessibilityStandardCompliancePolicy 2014

OReg.155/06PolicyRevisions 2014

PolicyRe.DisputeResolutionProcess 2014

Regulation#1Governance/AdminPolicies 2014

Regulation#2MeetingProcedures 2014

Regulation#3HearingProcedures 2014

PermitsApprovalsProcessPolicy 2014

Health&SafetyStatement 2015

PolicyFrameworkProducing… YearWorkplaceViolence&HarassmentPrevention 2015

TangibleCapitalAssetAccounting 2015

GreenbeltActPhase1ProvincialReview 2015

PlacestoGrow&NiagaraEscarpmentAct 2015

LandManagementPlan 2015

MoveableAssetsPolicy 2015

NamingofAssets/FacilitiesPolicy 2015

GeocachingGuidelines 2015

Planning&RegulationFeesPolicy 2015

Purchasing/ProcurementPolicy 2015

CashDepositPolicy 2016

CapitalAssetsManagement/Planning 2016

EffectiveCommunicationswithStakeholders&Public

2014 2015 2016 2017

Marketing&

CommunicationsDivision

created

CommunityOutreach/Communication

capacity improvedtoachievesustained

2-waydialoguewith

stakeholders/public

Expandeduseofsocialmedia

toolkittoengagepublic&

stakeholders(e.g.

ThanksgivingFestival,CaveSpringsMasterPlan)

Successful

expansion/growthof

volunteer capacity

coordinatedbyCommunity

Outreachstaff

Tracking#volunteers,

volunteerhoursbutnot

impacts

QuarterlyimpactReportingof

Volunteers: AQ22017Sample

Removed 62 garbage bags of garlic mustard from our Conservation AreasPlanted 357 native treesPlanted 2200 native wildflowersMonitored 26 Eastern Bluebird boxes at Ball’s Falls -11 boxes hosting bluebirds and a total of 40 bluebird eggsHelped educate 6036 children

Total volunteers (January to June): 75 individuals + 268 from 25 community groups/partners = 343 volunteersTotal hours: 2886 hours

NPCA  Progress  Map  –  Effec1ve  Communica1on  with  Stakeholders  &  Public

“Our  Federa=on  was  an  ac=ve  par=cipant  in  the  Strategic  Plan  process.  Mee=ngs  were  a[ended  and  comments  were  sent  in.  It  would  seem  that  stakeholders  were  listened  to  and  changes  were  made.            On  balance  some  things  seem  have  improved  somewhat    and  the  heat  seems  to  have  been  turned  down  a  li[le.  The  NPCA  is  a  regulatory  agency  and  it  s=ll  regulates  as  it  always  has.  Being  regulated  is  never  an  enjoyable  experience.    Coopera=on  in  the  construc=on  and  maintenance  of  Municipal  Drains,  an  important  issue  in  the  agricultural  community,  seems  to  be  improved.  The  opportunity  to  a[end  Public  mee=ngs  on  the  Welland  River  Flood  Plain  Mapping  Project  and  the  Living  Landscape  Project  was  much  appreciated.  It  is  hoped  that  the  contribu=ons  of  Stakeholders  will  be  carefully  considered.            The  NPCA  was  ahead  of  the  curve  in  the  crea=on  of  the  Community  Liaison  Advisory  Commi[ee  on  which  a  very  diverse  group  of  Stakeholders  advises  the  Board  on  a  variety  of  important  issues.            Transparency  of  the  Board  is  greatly  improved  with  the  streaming  and  video  recording  of  Board  mee=ngs  while  the  day  to  day  opera=on  of  the  organiza=on  appears  to  be  somewhat  less  so.  The  last  two  Chairs  seem  to  keep  a  much  higher  public  profile  than  those  who  came  before  them.”  

LeOer  from  Niagara  South  Federa1on  of  Agriculture  

Service Delivery/Management OverallAssessmentGradein2017

(SummarizingEvidenceBasedEvaluations)

Governance&Accountability B+Budget/Financial Controls/Asset

Management APermitting&DevelopmentApprovals

ServicestoRegionviaMOU B+PolicyDevelopmentFramework BPublic/StakeholderRelations C+ toB-

NPCAdemonstratesevidencebasedprogressfrom“D”levelperformanceinallcategories

asevidenced2012-13

“The NPCA is not a perfect organization. There are no perfect organizations. However, the NPCA has utilized its “change” driven 2014-2017 Strategic Plan to transform itself into a progress-driven organization."  

“Performance Concepts can state with confidence, that its evidence-based evaluation of the NPCA reveals a competently managed organization – poised to tackle significant policy issues (e.g. climate change), refine its core mandate, and improve its two-way stakeholder communications.”

Improvement Opportunities

• Key  Performance  Indicators  imbedded  in  a  Conserva=on  Scorecard  • Centralized  Purchasing  model  • CLAC  +  21st  century  technology  tools  for  improved/sustained  2-­‐way  communica=on  with  stakeholders/public  

•  Stakeholder  conversa=on  expansion  (e.g.  indigenous  communi=es)  • Con=nue  with  targeted  Program  Reviews  to  drive  value-­‐for-­‐money  

“The  NPCA’s  2018-­‐2021  strategic  planning  cycle  can  consider  ambi=ous  planning  and  delivery  of  forward-­‐facing  programs  and  community  ini=a=ves.    This  is  consistent  with  recent  public  announcements  made  by  the  CAO  around  strategic  ini=a=ves  such  as  a  100-­‐year  Water  Quality  Plan  and  Climate  Change  Mi=ga=on.  This  type  of  pivot  towards  ambi3ous  conserva3on  objec3ves,  now  that  previous  NPCA  management  deficiencies  have  been  dealt  with  during  2014-­‐2017,  was  strongly  supported  during  stakeholder  listening  sessions  that  occurred  as  part  of  this  review  exercise.”

Opportunity  to  Rebalance  Towards  NPCA  Program  &  Mandate  Driven  Priori1es  Moving  Forward

“The  2014-­‐2018  Strategic  Plan  moved  the  NPCA  into  the  category  of  a  competently  managed  organiza3on.    The  2018-­‐2021  strategic  planning  cycle  can  build  on  that  hard-­‐earned  founda=on  of  financial/asset  management  and  opera=onal  planning  competence.”