Strategic Plan SUSTAINABILITY. ACCOUNTABILITY. CHANGE.

Transcription

1 SUSTAINABILITY. ACCOUNTABILITY. CHANGE. Strategic Pla SUSTAINABILITY. ACCOUNTABILITY. CHANGE. 1

2 STRATEGIC PLAN TABLE OF CONTENTS NPCA S STRATEGIC CHALLENGE... 3 VISION, MISSION & VALUE STATEMENTS... 4 THE NPCA STRATEGIC PLAN PROCESS... 5 WHO WE ARE... 6 WATERSHED AREA OF JURISDICTION... 7 ENVIRONMENTAL SCAN DRIVING STRATEGIC CHANGE STRATEGIC CHANGE CONSULTATION EFFECTIVE NPCA MODEL TO SET POLICIES & PRIORITIES NIAGARA PENINSULA CONSERVATION AUTHORITY STRATEGIC PLAN STREAMLINED EFFICIENT DELIVERY OF DEVELOPMENT APPROVALS PROCESS IMPROVED CAPACITY FOR MANAGING ASSETS & LAND PROGRAM TRANSPARENT GOVERNANCE & ENHANCED ACCOUNTABILITY EFFECTIVE COMMUNICATION WITH STAKEHOLDERS & PUBLIC The objects of a authority are to establish ad udertake, i the area over which it has jurisdictio, a program desiged to further the coservatio, restoratio, developmet ad maagemet of atural resources other tha gas, oil, coal ad mierals. R.S.O. 1990, c.c.27 s.20 2

3 NPCA S STRATEGIC CHALLENGE This documet will lay out the Niagara Peisula Coservatio Authority (NPCA) strategic directio for the ext 4 years. NPCA is committed to orgaizatioal trasformatio. Trasformatio will be exterally focused ivolvig stakeholders from the developmet, agriculture ad evirometal commuities, as well as govermet parters at all levels. Trasformatio will also be iterally focused geerated by the Board, Maagemet, ad frot-lie staff. NPCA s trasformatio will deliver a pragmatic customer-friedly feel i resolvig complex regulatory issues, a re-focused coservatio/sustaiable growth madate, ad a ambitious chage ageda movig forward. Cocrete chage actios will be executed with excellece, accoutability ad measurable results. The pla will promote a corporate culture that positively beefits the orgaizatio ad the public at large icludig all stakeholders. SUSTAINABILITY. ACCOUNTABILITY. CHANGE. The world as we have created it, is a process of our thikig. It caot be chaged without chagig our thikig. EINSTEIN 3

4 NPCA MISSION, VISION & VALUE STATEMENTS The objects of a authority are to establish ad udertake, i the area over which it has jurisdictio, a program desiged to further the coservatio, restoratio, developmet ad maagemet of atural resources other tha gas, oil, coal ad mierals. R.S.O. 1990, c.c.27 s.20 Resposibilities of NPCA iclude; Floodplai Maagemet (1970 s) Hazard Lad Maagemet icludig the maagemet of local areas susceptible to flood ad erosio risks (1983) Great Lake Shorelie maagemet (1988) Otario Regulatio 155/06 NPCA: Regulatio of Developmet, Iterferece with Wetlads ad Alteratios to Shorelies ad Watercourses (2006) Level II agreemet with Fisheries ad Oceas Caada to admiister the review of projects uder sectio35(1) of the Fisheries Act (1998) NIAGARA PENINSULA CONSERVATION AUTHORITY STRATEGIC PLAN MISSION To maage our watershed s atural resources by balacig evirometal, commuity, ad ecoomic eeds. VISION Balacig coservatio ad sustaiable developmet for future geeratios by egagig ladowers, stakeholders ad commuities through collaboratio. VALUES To the ladowers, stakeholders ad commuities affected by our actios, we value: 1. A sustaiable balace betwee evirometal coservatio, ecoomic growth ad agricultural prosperity. 2. Clear ad respectful commuicatio. 3. Itegrity, fairess ad sesitivity to all impacted by our actios ad decisios. 4. Creativity ad iovatio i service delivery to cliets. 5. Trasparecy, accoutability ad quality i our services. 6. Pragmatic solutio orieted approaches to decisio makig. 7. A respectful work eviromet ad professioal developmet. Sustaiable developmet is developmet that meets the eeds of the preset without compromisig the ability of future geeratios to meet their ow eeds. OUR COMMON FUTURE (Report of the World Commissio o Eviromet & Developmet) 4

5 THE NPCA STRATEGIC PLAN PROCESS THE CHANGE PROCESS HAS INVOLVED EXTENSIVE CONSULTATION WITH STAKEHOLDERS, GOVERNMENT PARTNERS & THE PUBLIC. Public meetigs re: NPCA madate, performace & eed for positive chage Sleeves Rolled Up stakeholder workig sessios to idetify problems & recommed solutios Cadid stakeholder & govermet parter iterviews Five empowered stakeholder chage maagemet workig groups led by NPCA Board members THE CHANGE PROCESS HAS ALSO INVOLVED RIGOROUS INTERNAL EXAMINATION OF NPCA S ORGANIZATIONAL CULTURE, WORK PROCESSES AND ACCOUNTABILITY TOOLS. Board & staff iterviews re; challeges & opportuities Third party objective assessmet of orgaizatio performace issues Tow Hall style frot lie staff sessios re: stregths & weakesses SUSTAINABILITY. ACCOUNTABILITY. CHANGE. WHO WE ARE NEED FOR STRATEGIC PLANNING NEED FOR CHANGE THE PLAN NPCA s Historical Madate Creatio of the NPCA NPCA Jurisdictio Idetified Challeges Existig at the NPCA Strategic Chage Cosultatio Stakeholder Meetigs Public Cosultatio Strategic Pla Sub-Committees Trasparet Goverace & Ehaced Accoutability Effective Iteral / Exteral Commuicatio Model to set Policies & Priorities Streamlied Delivery of Developmet Process Approvals Asset Maagemet & Lad Programs 5

6 WHO WE ARE OUR STRATEGIC PLAN RECOGNIZES THE CONSERVATION IDEALS THAT THE NPCA WAS FOUNDED ON IN The Niagara Peisula Coservatio Authority (NPCA) was established o April 30, 1959 uder the Coservatio Authorities Act, ad serves approximately half a millio people i a area kow as the Niagara Peisula Watershed. This area of jurisdictio ecompasses the whole of Niagara Regio, 21% of the City of Hamilto ad 25% of Haldimad Couty. At its iceptio, the drivig force behid the Coservatio Authority movemet was its grassroots lad stewardship ad water protectio programs. Today, this vital commitmet cotiues as we strive to maage the impact of huma activities, urba growth ad rural activities o the watershed. NIAGARA PENINSULA CONSERVATION AUTHORITY STRATEGIC PLAN With its uique resources, the Niagara Peisula is oe of the most complex watersheds i the Provice. It icludes lads draied by the Niagara River, Twety Mile Creek, the Wellad River, the Wellad Caal, Lake Erie ad Lake Otario. Nestled betwee two Great Lakes ad trasversed by the Niagara Escarpmet, the Niagara Peisula has truly uique climatic ad biotic zoes that are ulike aywhere else i North America. Programs focus o watershed maagemet activities that help keep people ad their property safe from evets such as floodig ad erosio. The NPCA delivers programs, advises muicipalities ad regulates lad use accordig to a complex series of legislative madates. The NPCA fulfills this madate by advocatig ad implemetig programs that: Improve the quality of lads ad waters withi its jurisdictio Cotribute to public safety from floodig ad erosio Provide for the maagemet of coservatio ad hazard lads Ehace the quality of life i its watershed by usig its lads for regioal recreatio, heritage preservatio ad coservatio educatio As stewards of the watershed s atural resources, the NPCA works with ladowers, govermet, coservatio clubs, voluteer groups, idividuals of all ages ad may other parters to accomplish the work that eeds to be doe. Each year, thousads of volutary hours are cotributed to help protect the ecological health of Niagara s watershed through public egagemet i stewardship activities, playig a vital role i helpig achieve the uderlyig goals of these programs. 6

7 WATERSHED AREA OF JURISDICTION SUSTAINABILITY. ACCOUNTABILITY. CHANGE. The Niagara Peisula Coservatio NEED Authority FOR serves WHO approximately 500,000 people ad covers STRATEGIC a area of WE ARE approximately 2,424 square kilometers, PLANNING ecompassig: The etire Niagara Regio 21% of the City of Hamilto 25% of Haldimad Couty NEED FOR CHANGE THE PLAN The activities of the NPCA are govered by a Board of Directors comprised of 15 members appoited by the member muicipalities as follows; 12 appoited by Regio of Niagara, 2 appoited by City of Hamilto, ad 1 by Haldimad Couty. The Directors are committed to servig the local, rural ad urba commuities o behalf of the watershed muicipalities ad cotribute their leadership ad expertise i decisios that determie the policies ad programs of the Authority. You must kow where you came from yesterday, kow where you are today, to kow where you re goig tomorrow. CREE SAYING 7

8 ENVIRONMENTAL SCAN: THE NEED FOR STRATEGIC PLANNING The Board of the Niagara Peisula Coservatio Authority committed to egagig i a chage process that would idetify challeges ad create solutios to better service the watershed commuity. NPCA CHALLENGES CLEARLY IDENTIFIED 1. NEED TO TRANSFORM NPCA ORGANIZATIONAL CULTURE: Through the strategic pla process the NPCA recogized the eed to trasform NPCA culture to embrace public ad stakeholder collaboratio ad commuicatio. 2. NEED FOR GREATER ACCOUNTABILITY: Through the strategic pla process the NPCA recogized the eed for greater accoutability regardig NPCA Goverace ad Maagemet. NIAGARA PENINSULA CONSERVATION AUTHORITY STRATEGIC PLAN A powerful idea commuicates some of its stregth to him who challeges it. MARCEL PROUST 3. NEED FOR SUSTAINABLE INFRASTRUCTURE MANAGEMENT: Through the strategic pla process the NPCA recogized the eed for sustaiable maagemet of NPCA lad ad fixed assets. 4. NEED TO IMPROVE PERFORMANCE IN DEVELOPMENT APPROVALS PROCESS: Through the strategic pla process the NPCA recogized the eed to improve NPCA performace i the developmet approvals process. 5. NEED EFFECTIVE POLICIES AND PRIORITIES FRAMEWORK: Through the strategic pla process the NPCA recogized the eed to have a effective framework to refie NPCA Policies ad Priorities. 8

9 NPCA STRATEGIC GOALS FIVE INTERCONNECTED STRATEGIC GOALS, WITH SPECIFIC ACTION ITEMS, COMPRISE THE NPCA CHANGE MANAGEMENT PATH MOVING FORWARD NEED TO TRANSFORM NPCA ORGANIZATIONAL CULTURE SUSTAINABILITY. ACCOUNTABILITY. CHANGE. NEED EFFECTIVE POLICIES AND PRIORITIES FRAMEWORK NEED FOR GREATER ACCOUNTABILITY NEED TO IMPROVE PERFORMANCE IN DEVELOPMENT APPROVALS PROCESS NEED FOR SUSTAINABLE INFRASTRUCTURE MANAGEMENT Whe we strive to become better tha we are, everythig aroud us becomes better too. PAULO COELAO 9

10 DRIVING STRATEGIC CHANGE: THE STRATEGIC PLANNING WORKING GROUPS MANDATE NIAGARA PENINSULA CONSERVATION AUTHORITY STRATEGIC PLAN You must be the chage you wish to see i the world. MAHATMA GANDHI EFFECTIVE NPCA MODEL TO SET POLICY AND PRIORITIES This group was tasked with the madate to develop a detailed Board policy review exercise to esure policy frameworks reflect curret perspectives ad eeds o coservatio / ecoomic developmet. NPCA ASSETS AND ASSET MANAGEMENT This group s madate was to review NPCA lad acquisitio policies ad strategies i order to balace life-cycle resposibilities with the capital budget process. They recommeded a best practices review of lad program delivery model ad processes for implemetatio IMPROVING DEVELOPMENT PROCESS PERFORMANCE This group s madate was to coduct 3rd party evidece based busiess process re-egieerig review of the NPCA developmet ad permit approvals process. They also coducted a orgaizatioal structure review i order assess resource adequacy ad service delivery. EFFECTIVE COMMUNICATION WITH STAKEHOLDERS AND PUBLIC This group s madate was to egage major stakeholders from throughout the commuity i order to address customer ad commuity cocers. They ivestigated the applicability of icorporatig o lie social media to improve NPCA profile. GOVERNANCE AND ACCOUNTABILITY WORKING GROUP This group s madate was to set criteria for measurig the success of busiess operatios, icludig a accoutability dashboard ad report card. They recommeded the budget process be redesiged to achieve successful results-based performace; ad implemet programs to help ecourage ad preserve public use of lads i order to icrease reveues used to maitai park facility assets. 10

11 NPCA STRATEGIC PLAN WORKING GROUPS EFFECTIVE NPCA MODEL TO SET POLICY & PRIORITIES SUSTAINABILITY. ACCOUNTABILITY. CHANGE. GOVERNANCE & ACCOUNTABILITY WORKING GROUP ACHIEVING CONSERVATION & SUSTAINABLE DEVELOPMENT RESULTS BY EMBRACING STAKEHOLDER AND COMMUNITY COLLABORATION NPCA ASSETS & ASSET MANAGEMENT EFFECTIVE COMMUNICATION WITH STAKEHOLDERS AND PUBLIC IMPROVING DEVELOPMENT PROCESS PERFORMANCE Never believe that a few carig people ca t chage the world. For, ideed, that s all who ever have. MARGARET MEAD 11

12 STRATEGIC CHANGE CONSULTATION CONSULTATION PROCESS 1. PUBLIC & STAKEHOLDER CONSULTATION TOOL KIT At the oset of the process a umber of public cosultatio sessios were held. These cosultatio opportuities with the developmet idustry, the agricultural sector, dedicated evirometalists, ad especially the geeral public geerated blut ad powerful feedback. Valuable isights were gaied about NPCA stregths, weakesses ad the ecessary chage pathway goig forward. It is uderstood that carefully cosidered chage is ecessary. 2. RIGOROUS INTERNAL DIALOGUE AND PERFORMANCE ASSESSMENT The NPCA has tured iwards ad take a hard look at its operatios, policy framework ad future priorities i a effort to meet customer eeds ad deliver balaced regulatory services that recogize coservatio ad ecoomic progress ca co-exist. NIAGARA PENINSULA CONSERVATION AUTHORITY STRATEGIC PLAN PUBLIC & STAKEHOLDER CONSULTATION TOOL KIT 3. STAKEHOLDER CHANGE WORKING GROUPS LED BY BOARD MEMBERS WERE ESTABLISHED TO GENERATE PRAGMATIC, MULTI-YEAR CHANGE ACTION PLANS. With this i mid, workig groups cosistig of a balaced cross-sectio of watershed stakeholders, techical experts ad the geeral public were formed to address five performace improvemet themes idetified i Chart 2. Board Members from the NPCA Strategic Committee chaired these five Workig Groups. These Workig Groups geerated meaigful discussios ad recommeded the ecessary chages eeded to create sigificat performace improvemet opportuities for the NPCA. The result is a refocused, re-eergized ew NPCA that is aliged with the coservatio ad ecoomic priorities of the public, key stakeholders, ad the Board. RIGOROUS INTERNAL DIALOGUE & PERFORMANCE ASSESSMENT We do ot iherit the earth from our acestors, we borrow it from our childre. NATIVE AMERICAN PROVERB NPCA STRATEGIC CHALLENGES 12

13 EFFECTIVE NPCA MODEL TO SET POLICIES & PRIORITIES PHASE 1: Board to establish/edorse draft Missio, Visio & Values Statemets. (Implemetatio: Q1 2014) PHASE 2: Board must cofirm NPCA s Lies of Busiess/Program Priorities. High-level screeig tool developed/tested by Policy Workig Group to be used for this purpose. (Implemetatio: Q2 2014) PHASE 3: Board to cofirm priority list of policies for review. NPCA Developmet Approvals Policies will kick-off review process. Priority policies will be vetted usig decisio makig tool developed by Policy group. (Implemetatio: Q & ogoig) SUSTAINABILITY. ACCOUNTABILITY. CHANGE. PHASE 1 DRAFT MISSION, VISION & VALUES STATEMENTS IMPLEMENTATION: Q PHASE 2 NPCA S LOB/PROGRAM PRIORITIES USING HIGH LEVEL SCREENING TOOL IMPLEMENTATION: Q PHASE 3 BOARD TO CONFIRM PRIORITY LIST OF POLICIES FOR REVIEW IMPLEMENTATION: Q & ONGOING The huma brai ow holds the key to our future. We have to recall the image of the plaet from outer space: a sigle etity i which air, water, ad cotiets are itercoected. That is our home. DAVID SUZUKI 13

14 STREAMLINED, EFFICIENT DELIVERY OF DEVELOPMENT APPROVALS PROCESS PHASE 1: Board to cosider & adopt the developmet review ad permit approval process busiess rules/flow charts ad dispute resolutio process, (icludig the recommeded processig timelies). (Implemetatio: Q2 2014) Board to cosider & adopt the dispute resolutio process tool. (Implemetatio: Q3 2014) The Commuity Liaiso Advisory Committee (CLAC), edorsed by the Board, will participate i providig specific detailed recommedatios beyod the coclusio of this process. (Implemetatio: Q4 2014) NIAGARA PENINSULA CONSERVATION AUTHORITY STRATEGIC PLAN PHASE 2: To improve is to chage; to be perfect is to chage ofte. WINSTON CHURCHILL Complete majority of review ad permit approvals with ihouse staff to improve maagemet cotrol ad cotiuity - cofirm i 2014 budget. (Implemetatio: Q2 2014) Staff capacity comprised of appropriately experieced persoel eeds to be provided via additioal resources or realigmet of existig resources cofirm i 2014 budget. (Implemetatio: Q2 2014) NPCA should adopt use of a software system for moitorig developmet applicatios. (Implemetatio: Q3 2014) PHASE 3: NPCA policy documet should clearly distiguish betwee broader plaig guidace ad regulatory/permit requiremets. (Implemetatio: Q4 2014) PHASE 4: Educatio via workshops ad public meetigs to commuicate NPCA plaig ad permittig policy ad objectives. (Implemetatio: Q4 2014) Advise stakeholders about the roles of NPCA permittig procedures. (Implemetatio: Q4 2014) PHASE 5: Desig/implemet key performace idicators ad report them to the NPCA, key stakeholders ad the public. (Implemetatio: 2015) 14

15 PHASE 1 BOARD TO CONSIDER AND ADOPT DEVELOPMENT APPROVAL FLOW CHARTS AND A DISPUTE RESOLUTION TOOL IMPLEMENTATION: Q2-Q PHASE 2 DEVELOPMENT REVIEW TO BE DONE IN HOUSE. EXPERIENCED STAFF MUST BE PROVIDED VIA ADDITIONAL RESOURCES OR REALIGNMENT OF CURRENT RESOURCES. ADOPT USE OF A SOFTWARE SYSTEM FOR MONITORING DEVELOPMENT APPLICATIONS IMPLEMENTATION: Q2-Q SUSTAINABILITY. ACCOUNTABILITY. CHANGE. PHASE 3 NPCA POLICY DOCUMENT SHOULD CLEARLY DISTINGUISH BROADER PLANNING GUIDANCE VS. REGULATORY / PERMIT REQUIREMENTS IMPLEMENTATION: Q PHASE 4 EDUCATION VIA WORKSHOPS AND PUBLIC MEETINGS TO COMMUNICATE NPCA PLANNING AND PERMITTING POLICY OBJECTIVES IMPLEMENTATION: Q PHASE 5 DESIGN/IMPLEMENT KEY PERFORMANCE INDICATORS AND REPORT THEM TO THE NPCA STAKEHOLDERS AND THE PUBLIC IMPLEMENTATION: 2015 If there is o struggle, there is o progress. FREDERICK DOUGLASS 15

16 IMPROVED CAPACITY FOR MANAGING ASSETS & LAND PROGRAM PHASE 1: Iitiate Board approval process for recommeded ew lad maagemet criteria i cosultatio with Commuity Liaiso Advisory Committee (CLAC). NEW ACQUISITION CRITERIA The criteria for lad acquisitio should be reviewed ad updated based o the followig objectives: 1. Is the property outside the urba area? 2. Is the property already protected through legislatio (e.g. Provicially Sigificat Wetlad)? 3. Are there other orgaizatios that may be more appropriate recipiets of the property? 4. Is acquisitio the oly meas by which the lad ca be preserved ad protected? 5. Is the acquisitio clearly withi the statutory madate of the NPCA? 6. What are the log-term capital ad operatig costs associated with the property? (Implemetatio: Q3 2014) PHASE 1 PHASE 2 PHASE 3 INITIATE BOARD APPROVAL FOR RECOMMENDED NEW LAND MANAGEMENT CRITERIA IN CONSULTATION WITH THE COMMUNITY LIAISON ADVISORY COMMITTEE IMPLEMENTATION: Q CONDUCT REVIEW OF CURRENT NPCA LAND HOLDINGS TO DETERMINE PROPERTIES THAT MEET/FAIL NEW MANAGEMENT CRITERIA IMPLEMENTATION: Q NIAGARA PENINSULA CONSERVATION AUTHORITY STRATEGIC PLAN PHASE 2: Coduct review of curret NPCA lad holdigs to determie properties that meet/fail to meet ew lad acquisitio ad maagemet criteria. Properties outside acquisitio criteria should be flagged for log-term maagemet solutios icludig maagemet, acquisitio, trasfer, ad partership. (Implemetatio: Q4 2014) PHASE 3: Develop GIS mappig of cadidate properties for lad maagemet. Appedix for lad acquisitio strategy & guide for establishig priority sites. (Implemetatio: Q4 2014) PHASE 4: Execute comprehesive coditio ratig o complete ivetory of NPCA assets. Establish required reserve cotributios based o overall asset replacemet pla. (Implemetatio: 2015) PHASE 5: Asset maagemet pla based o first to worst rakigs. Focus o top 5 priorities. Itegrate with capital budget. (Implemetatio: 2015) PHASE 4 PHASE 5 Leave the beate track behid occasioally ad dive ito the woods. Every time you do you will be certai to fid somethig you have ever see before. ALEXANDER GRAHAM BELL DEVELOP GIS MAPPING OF CANDIDATE PROPERTIES FOR LAND MANAGEMENT IMPLEMENTATION: Q EXECUTE COMPREHENSIVE CONDITION RATING ON COMPLETE INVENTORY OF NPCA ASSETS. ESTABLISH REQUIRED RESERVE CONTRIBUTIONS BASED ON OVERALL ASSET REPLACEMENT PLAN IMPLEMENTATION: 2015 ASSET MANAGEMENT PLAN BASED ON "FIRST TO WORST" RANKINGS IMPLEMENTATION:

17 TRANSPARENT GOVERNANCE & ENHANCED ACCOUNTABILITY PHASE 1: Review established goverace processes ad develop improved public trasparecy - provide easily accessible iformatio about board appoitmet process. Provide board profile page o website to iclude but ot limited to photograph, coservatio traiig/employmet or relevat educatio, persoal iterests i coservatio. Implemet board member evet participatio trackig tool for aual reportig. (Implemetatio: Q3 2014) PHASE 2: Expad public participatio to support NPCA Goverace via establishmet of a Commuity Liaiso Advisory Committee (eviromet, agriculture, ladowers, developmet, idustry, voluteer/user sectors). Improve NPCA profile ad accoutability to muicipal govermets by providig ogoig quarterly briefigs to watershed member muicipalities ad local coucils o activities ad key issues beig addressed by NPCA. (Implemetatio: Q3 2014) PHASE 3: Desig ad implemet busiess plaig based o core lies of busiess ad key performace idicators ad vet through board ad ewly created commuity liaiso groups. Create log rage busiess pla ad redesig NPCA operatig ad capital budget process ad accoutig structures to reflect real programmig ad staffig deploymet. Lik budgets to key performace idicators. PSAB compliat capital project reportig. (Implemetatio: Q4 2014) PHASE 4: Implemet code of coduct to satisfy legislative requiremets. Develop ad implemet a workplace satisfactio survey ad publish aual results. Develop a employee recogitio program ad review aually. Develop ad implemet a performace review process for CAO ad directors to iclude persoal growth developmet. (Implemetatio: Q Q4 2015) PHASE 1 PHASE 2 PHASE 3 IMPLEMENT IMPROVED ON-LINE GOVERNANCE TRANSPARENCY TOOLS SUGGESTED BY WORKING GROUP ESTABLISH STAKEHOLDER WORKING GROUPS IMPLEMENTATION: Q IMPROVE NPCA PROFILE AND ACCOUNTABILITY TO WATERSHED MUNICIPAL COUNCILS PROMOTE BOARD MEMBER PARTICIPATION AT NPCA EVENTS IMPLEMENTATION: Q ESTABLISH LONG RANGE BUSINESS PLAN AND REDESIGN BUDGET PROCESS STRUCTURES TO REFLECT CURRENT OPERATING AND CAPITAL BUDGETS PSAB COMPLIANT CAPITAL PROJECT REPORTING PHASE 4 IMPLEMENTATION: Q IMPLEMENT CODE OF CONDUCT TO MEET LEGISLATIVE REQUIREMENTS EMPLOYEE RECOGNITION PROGRAM PERFORMANCE AND PERSONAL GROWTH DEVELOPMENT FOR SENIOR MANAGEMENT TEAM IMPLEMENTATION: Q Q SUSTAINABILITY. ACCOUNTABILITY. CHANGE. 17

18 EFFECTIVE COMMUNICATION WITH STAKEHOLDERS & PUBLIC PHASE 1: Iitiate a corporate culture of effective two-way commuicatio; ecourage employee participatio i cotributig towards the Board s aims ad objectives. (Implemetatio: Q2, 2014) Develop corporate coceptual marketig ad commuicatios materials ad budget for all NPCA s programs ad iitiatives to esure cosistecy of messagig priorities. (Implemetatio: Q3 2014) Create NPCA idetity stadards maual ad provide traiig to esure corporate protocol is followed icludig; style ad readability of commuicatios materials. (Implemetatio: Q3 2014) PHASE 2: Provide appropriate level of resources for commuicatio. (Implemetatio: Q2 2014) NIAGARA PENINSULA CONSERVATION AUTHORITY STRATEGIC PLAN PHASE 3: There are o passegers o Spaceship Earth. We are all crew. MARSHALL MCLUHAN Use social media opportuities to stregthe coectios ad ecourage iformatio sharig use opportuities ad look for ways to get more for less. Set clear, realistic ad measurable goals. Idetify potetial ew parters, fuders ad allies. Ecourage commitmet ad ivolvemet. Develop clear ad cocise commuicatios strategy ad time lies outliig the Board s objectives as to the roles ad services performed by NPCA. Develop staff traiig opportuities for exteral commuicatio ad media protocols. (Implemetatio: Q3 2014) 18

19 PHASE 1 PHASE 2 ESTABLISH CULTURE OF EFFECTIVE 2-WAY COMMUNICATION BUDGET FOR MARKETING AND COMMUNICATIONS STRATEGIES OFFER TRAINING ON STYLE, READABILITY OF COMMUNICATION MATERIALS IMPLEMENTATION: Q Q PROVIDE APPROPRIATE RESOURCES FOR COMMUNICATION IMPLEMENTATION: Q SUSTAINABILITY. ACCOUNTABILITY. CHANGE. PHASE 3 USE OF SOCIAL MEDIA TO STRENGTHEN EXTERNAL RELATIONSHIPS DEVELOP COMMUNICATIONS STRATEGY DEVELOP STAFF TRAINING OPPORTUNITIES FOR EXTERNAL MEDIA PROTOCOLS IMPLEMENTATION: Q Every creature is better alive tha dead, me ad moose ad pie trees, ad he who uderstads it aright will rather preserve its life tha destroy it. HENRY DAVID THOREAU 19

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