npca%2014*17%strategic%plan% … · 2019-08-22 · evidence-based evaluation of the 2014-17 npca...
TRANSCRIPT
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.”