NBMCA 2014 2018 Strategic Plan

“Building on the Past - Preparing for the Future”

Strategic Plan

2014 to 2018

Approved by

NBMCA Board of Directors November 27, 2013

NBMCA Strategic Plan 2014 to 2018 November 2013

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TABLE OF CONTENTS LIST OF FIGURES .......................................................................................................... 3

FORWARD ...................................................................................................................... 4

ACKNOWLEDGEMENTS ............................................................................................... 5

SUMMARY ...................................................................................................................... 6

DEFINITIONS .................................................................................................................. 8

INTRODUCTION ........................................................................................................... 10 Background – North Bay-Mattawa Conservation Authority ........................................ 10 NBMCA – Services to Partners and Community ........................................................ 11 What Is a Strategic Plan and Why Do We Need It? ................................................... 11 Strategic Planning Committee .................................................................................... 12 How Was the Strategic Plan Developed? ................................................................... 13 Strengths, Weaknesses, Opportunities and Threats (SWOT) Review ....................... 15 Strategy Mapping / Balanced Scorecard .................................................................... 15

RESULTS OF INTERNAL / EXTERNAL SWOT REVIEW MEETINGS AND INTERVIEWS..................................................................................................... 17

STRATEGY DEVELOPMENT - HIGH LEVEL FRAMEWORK ..................................... 19 Vision ......................................................................................................................... 19 Mission (Core Purpose) .............................................................................................. 19 Values ........................................................................................................................ 19 Big Audacious Goal (BAG) ......................................................................................... 20 Vivid Description of Success ...................................................................................... 21

STRATEGY DEVELOPMENT – BALANCED SCORECARD ....................................... 22 Strategic Intents ......................................................................................................... 22 Strategy Map .............................................................................................................. 22 Critical Success Factors, Objectives and Measures ................................................... 25

CONCLUSIONS ............................................................................................................ 26 General Conclusions .................................................................................................. 26 Pitfalls to Avoid ........................................................................................................... 27 Phased Implementation of Strategy – Aligned Action ................................................. 27 Communication of Strategy - Dashboard ................................................................... 27

REFERENCES .............................................................................................................. 28


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APPENDICES ............................................................................................................... 29 Appendix 1 – Customer Service (Programs) .............................................................. 29 Appendix 2 – Customer Service (General) ................................................................. 29 Appendix 3 – Internal Business Processes ................................................................ 29 Appendix 4 – Financial ............................................................................................... 29 Appendix 5 – Learning and Growth ............................................................................ 29

LIST OF FIGURES Figure 1 Strategic Planning Committee Meetings / SWOT Interviews ........................... 13

Figure 2 Implementation Process - Strategic Outcomes ............................................... 14

Figure 3 Strategic Intents ............................................................................................... 22

Figure 4 NBMCA Strategy Map ..................................................................................... 23

Figure 5 NBMCA Strategy Map (With Cause and Effect Linkages) ............................... 24


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FORWARD In May 2013, the North Bay-Mattawa Conservation Authority (NBMCA) established a Strategic Planning Committee for the purpose of developing the 2014 to 2018 Strategic Plan. The intent was to build on the success of the earlier five-year planning process that was established for the period from 2009 to 2013.

The review process was led by Brian Tayler, Chief Administrative Officer of the NBMCA. Support was received from the Board of Directors, with two Board members participating on the Committee. Six management representatives were appointed as Committee members.

Pat Bolger of Bolger and Associates Ltd., North Bay, was contracted to facilitate the strategic planning process. He had been involved as facilitator during the previous 5 year planning process.

The first meeting of the Committee was held on June 7.


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ACKNOWLEDGEMENTS

The following individuals served on the NBMCA Strategic Planning Committee:

NBMCA Board of Directors

• Danielle Albright, Member, Board of Directors • Alvina Neault, Member, Board of Directors

NBMCA Management

• Sue Buckle, Supervisor, Communications and Outreach • Helen Cunningham, Supervisor, Human Resources and Financial Services • Sue Miller, Manager, Source Water Protection • Paula Scott, Director, Planning and Development • Troy Storms, Supervisor, Field Operations • Brian Tayler, Chief Administrative Officer / Secretary Treasurer

Pat Bolger served as facilitator throughout the strategic planning process, including drafting of this Strategic Planning Report.


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SUMMARY This report presents results of the planning process that was carried out by the North Bay-Mattawa Conservation Authority between May and October 2013. A Strategic Planning Committee was established to develop the Strategic Plan covering the five year planning cycle from 2014 to 2018.

Prior to developing the strategic objectives, the Committee initiated a three part Strengths, Weaknesses, Opportunities and Threats (SWOT) review. This was critical for obtaining information needed to develop the Strategic Plan.

The first part of the SWOT review involved a meeting with all NBMCA personnel. The second part of the SWOT review involved gaining direct input from the Committee members. The third component involved one-on-one interviews conducted by Pat Bolger with four persons representing various different community interests and perspectives (i.e., septic installers, broader environmental community, development community, and business community). Valuable information was obtained from the SWOT reviews.

Another important component of the strategic planning process was a review of the high level strategic framework established in 2008. The Committee reviewed the Vision, Mission, Core Values, Big Audacious Goal and Vivid Description of Success. Based on input from the Committee members, recommended amendments were made to the Mission, Big Audacious Goal and Vivid Description of Success. The Vision and Core Values remained unchanged. The Big Audacious Goal for the 2014 to 2018 planning cycle is “By 2018, the NBMCA will collaboratively develop a consistent framework of policies, processes and best practices in all program areas. It will effectively communicate these internally and externally to achieve an appreciation of and for the value of the NBMCA, in order to foster sustainable behavior that supports a healthy watershed.

Following the SWOT and high level framework reviews, the Committee focused on developing specific strategies and objectives. As was done during the last five year planning cycle, a Balanced Scorecard approach was used to develop the strategy. The Balanced Scorecard provides a holistic management approach for the organization. Strategy was developed using the following four segments:

• Customer Service, • Internal Business Processes, • Financial, and • Learning and Growth.


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A total of thirty-five (35) Key Result Areas and seventy-seven (77) specific Objectives were identified and are presented in the Strategic Plan.

This plan will serve as the “game plan” or “road map” for the NBMCA as it develops its Business Plans and conducts Personnel Performance Planning. It will guide decision making and resource allocation.


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DEFINITIONS Balanced Scorecard (BSC): A multidimensional framework for describing, implementing and managing strategy at all levels of an organisation. This is achieved through a management systems approach, linking objectives, initiatives and measures to the organisation’s strategy.

Big Audacious Goal (BAG): Relevant and challenging statement that is intended to provide strategic direction and to focus to an organization’s collective actions to the greatest effect. It serves as a clear, inspiring and motivating catalyst that serves as a focal point for effort.

Critical Success Factor: Description of what success looks like.

Customer Service: A series of activities designed to enhance the level of customer satisfaction – that is, the feeling that a product or service has met the customer expectations.

Customer: In the context of the North Bay-Mattawa Conservation Authority, this includes the public, municipalities, government agencies (federal / provincial / municipal), landowners, developers, contractors, consultants, environmental interest groups, recreational land users and schools (primary, secondary, colleges and universities).

Culture: Creating and maintaining an atmosphere that supports high personal and organizational performance through nurturing talent, appropriate performance management, good coaching and mentoring and an organization which instils pride amongst its employees.

Key Result Area: An area of the strategy critical to the success of the organization.

Measurement: Process used by the organization for determining performance against each goal or objective (also known as a metric, measure, or Key Performance Indicator). Any units of measurement used must be clearly defined.

Mission: The formal statement of purpose that expresses why an organization exists and what it is all about as a business, organization or group (helps to express our intended behaviour).

Objective: Specifies outputs or outcomes to be achieved to be successful.

Segment: Four components or perspectives of the Balanced Scorecard important in achieving a balanced and holistic approach to organizational management (Financial, Customer Service, Internal Business Processes and Learning and Growth).

Strategy: An organized response to the environment, based on a particular set of goals, that seeks optimal benefits to the organization’s members and clients by building on strengths


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and/or building up weaknesses in order to pursue the greatest possible advantage of opportunities and distinguish the organization from others.

Strategic Initiatives: What we need to do in the various Segments and Key Result Areas of the Balanced Scorecard in order to achieve our Vision, Mission and Big Audacious Goal.

Strategic Intent: Serves to translate strategy into intents within the Segments of the Balanced Scorecard.

Strategic Outcome: What we want to achieve.

Strengths, Weaknesses, Opportunities and Threats (SWOT) Review: A review process conducted to determine the existing characteristics or performance of an organization, and includes an evaluation of various opportunities or threats that might impact future performance and success.

Values: What we believe in and see as most important at the core of our being, our business, our relationships or our activities. Values guide our behaviour.

Vision: The formal statement that expresses what we want to be. It establishes what we are trying to achieve and helps to express our values and our reason for being.

Vivid Description of Success: A description which helps personnel visualize what success looks like as we meet our Big Audacious Goal. It helps to provide motivation for personnel toward supportive and aligned action.


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INTRODUCTION

Background – North Bay-Mattawa Conservation Authority The North Bay-Mattawa Conservation Authority is a corporate body, established in 1972 under the Ontario Conservation Authorities Act. Ten member municipalities participated in its formation, as a community-based environmental organization.

The NBMCA has three jurisdictional regions:

• A traditional Watershed-based Conservation Authority Area established by the Conservation Authorities Act;

• Onsite Septic Approvals Area as established in the Ontario Building Code; and

• Drinking Water Source Protection Area as defined in the Clean Water Act.

Each provides a unique set of services to the community.

The Watershed-based Conservation Authority Area for the NBMCA equals over 2,800 square kilometres and is based on identified watersheds within the Lake Nipissing and the Ottawa River Basins. Highlights include Lake Nipissing, Trout Lake, Wasi Lake, the Mattawa River, the North Bay Escarpment and parts of Algonquin Park. The major program areas of the NBMCA include:

• Flood Forecasting and Warning Services • Maintenance and Operation of Flood and Erosion Control Facilities • Watershed Planning • Watershed Monitoring • Watershed Stewardship • Municipal Plan Review Services • Development Interference to Wetland Alterations to Shoreline and Watercourses

Regulation (DIA) • Outreach, Stewardship and Special Events • Access and Operation of Conservation Areas and Trails

The NBMCA Septic Approvals Area jurisdiction covers over 24,000 square kilometres in Parry Sound and Nipissing Districts. It serves 32 municipalities with a total population of less than 120,000. Included in the region are Algonquin Park, the Georgian Bay shoreline, the Ottawa River. The key programs provided by the NBMCA in this area of business include:


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• Approvals of On-site Septic Systems (with capacity of 10,000 litres or less) • Municipal Plan Reviews • Real Estate and Legal Inquiries • Re-inspections of existing Septic Systems • Compliance

The majority of funding for the work of the NBMCA comes from contributions by the 10 member municipalities and the provincial government. As a non-profit organization, the NBMCA also relies on assistance from federal and provincial grants, charitable donations and community support.

The Drinking Water Source Protection Area addresses potential threats to source water for the municipal drinking water systems in Callander, Mattawa, North Bay, Powassan and South River.

NBMCA – Services to Partners and Community The NBMCA is a not-for-profit environmental service organization that exists primarily for the purpose of providing watershed and conservation services to the community and its municipal partners. The following is a list of groups who utilize the services of the NBMCA and can be considered as its “Customers”.

1. The Public 2. Municipalities 3. Government Agencies (Federal / Provincial / Municipal) 4. Landowners 5. Developers 6. Contractors 7. Consultants 8. Environmental Interest Groups, 9. Recreational Land Users 10. Schools (primary, secondary, colleges and universities).

What Is a Strategic Plan and Why Do We Need It? A Strategic Plan is an elaborate, systematic and long term plan of action designed to achieve success. Strategies are used to make our challenges or problems easier to understand and solve.

Basically, strategic planning is about defining those potential choices that we believe will have the most benefits to our organization. For any strategy to be effective, it must not be rigid.


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Instead, it must be adaptable to evolving situations and circumstances that an organization faces. For this reason, a review of any strategic plan should be conducted on an annual basis.

The NBMCA Board of Directors and management recognize the importance of strategic planning as a powerful tool and framework to assist in decision making. The Strategic Plan sets the direction for the NBMCA, helping it to avoid pitfalls, capture opportunities and ensure wise use of the organization’s human and financial resources.

The NBMCA has a history of applying strategic planning processes. In 1995, the NBMCA prepared a comprehensive Strategic Plan entitled “Rejuvenating Authority Perspectives”. This plan was to direct the activities of the NBMCA for a five to ten year time frame. In 1996 however, the plan was unexpectedly impacted by significant provincial government cutbacks. A report was issued in February 1996 entitled “Program and Services of the North Bay-Mattawa Conservation Authority” intended to update municipalities on the impact of the provincial cutbacks and solicit additional support from the municipal funding base.

In 2003, the NBMCA adopted a strategic plan entitled “Fiscal Review – A Way Forward” which has been a source of guidance for management and the Board of Directors. The plan addressed reducing debt to a manageable level and redirection of the NBMCA toward its core services. The hard decisions made to manage the fiscal affairs of the organization, as outlined in the plan, have been successful. The NBMCA continues to be a viable local organization providing valuable services that contribute to the quality of life in the community.

In 2008, with its fiscal affairs in order, NBMCA management and the Board of Directors conducted a strategic planning process and came up with the 2008 to 2013 Strategic Plan that was very successful in guiding the organization’s activities. The organization was successful in weathering the economic downturn that began in the fall of 2008 just after the plan had been completed.

Strategic Planning Committee The Strategic Planning Committee (called the “Committee”) was re-established in May 2013 to address the 2014 to 2018 planning cycle. Eight members volunteered to participate on the Committee, including six NBMCA management representatives and two members from the Board of Directors (see Acknowledgements page for the list of participants).


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How Was the Strategic Plan Developed? Table 1 provides a brief chronology of the seven strategic planning meetings held from June to October 2013. All meetings of the Strategic Planning Committee were facilitated by Pat Bolger.

Figure 1 Strategic Planning Committee Meetings / SWOT Interviews – June to October 2013

June 7

Kick-off (Meeting #1):

The first Strategic Planning Committee meeting established the approach and schedule of activities necessary for developing the plan.

July 8

Internal SWOT - Large Group (Meeting #2):

Conducted a half day Strengths, Weaknesses, Opportunities and Threats (SWOT) meeting involving all NBMCA staff. The intent of the workshop was to receive various internal perspectives that would help inform strategy development for the next planning cycle.

July 15

Internal SWOT Committee (Meeting 3):

Conducted a half day meeting with the Strategic Planning Committee to receive SWOT input and review findings from the larger internal group SWOT meeting held July 8.

August 26

SWOT Review / High Level Direction (Meeting #4):

A summary of the internal SWOT information was reviewed with the Committee. Second focus of the meeting was to review and revise the “High Level Direction” statements for the NBMCA. This included the Vision, Mission, Values, Big Audacious Goal and Vivid Description of Success.

July 31 to September 5

External SWOT Interviews

Interviews were conducted by Pat Bolger with four members of the Community who had been interviewed in 2008. The intent of the interviews was to assess their perceptions about what had changed over the past 5 years and to get their input about strengths,


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weaknesses, opportunities and threats for the next five-year planning cycle.

September 9

Developing Strategy (Meeting #5):

The Committee reviewed and revised the Big Audacious Goal and Vivid description of Success. The rest of the meeting was focused on developing strategy for the 2014 to 2018 planning cycle.

September 27 and October 1

Developing Strategy (Meeting #6 and #7)

The Committee reviewed input received from the external SWOT review. The Committee continued efforts to develop strategy for the 2014 to 2018 planning cycle using inputs received from the internal and external SWOT meetings and interviews.

The following diagram illustrates components of the balanced scorecard approach used for developing the NBMCA Strategic Plan:

Figure 2 Implementation Process - Strategic Outcomes


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Strengths, Weaknesses, Opportunities and Threats (SWOT) Review Effective leadership comes from knowing your strengths and weaknesses and using them to advantage when leading change. Before an effective strategy could be developed, it was necessary to initiate a critical review of current perceived performance of the NBMCA from various differing “customer” perspectives.

A SWOT review was facilitated in July and August by Pat Bolger in three parts as follows:

• Part I – A half-day internal SWOT review meeting was held, attended by a broad mix of NBMCA personnel (focus on program and field operations staff).

• Part II – A half-day internal SWOT review meeting was held, attended by the Strategic Planning Committee.

• Part III – One-on-one interviews were conducted by Pat Bolger. Four persons were interviewed, representing various different community interests or perspectives (i.e., septic installers, broader environmental community, development community, and business community).

Strategy Mapping / Balanced Scorecard The NBMCA Strategic Plan was developed using a Balanced Scorecard approach (Reference: The Strategy-Focused Organization by R. Kaplan and D. Norton). This methodology and approach evolved during the mid-1990’s and is now a popular tool used by thousands of organizations for strategic planning and performance measurement.

The Balanced Scorecard is more than a measurement system; it is a strategic management system built on the foundation that “Measurement motivates behaviour” or “What gets measured gets done”. A strategy-focused organization places strategy at the heart of its organizational management system. It is much more that tactics and budgeting.

The Balance Scorecard assists organizations measure success from four perspectives known as “Segments”:

• Financial • Customer Service • Internal Business Processes • Learning and Growth

By building strategy and balancing efforts in all four Segments, a more holistic approach to management is achieved. Value is created for the organization and its stakeholders. The following are some of the benefits of adopting a Balanced Scorecard approach:


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• Clarifies vision and purpose, • Drives culture change, • Enhances service excellence, • Increases team effectiveness – strategy is understood by personnel at all levels of the

organization, • Serves as a multidimensional framework with integrated performance objectives

(operations, finance and strategy are well linked), • Serves as a useful tool for performance management and alignment (personal and

organizational goals and objectives), and • Builds learning capability.

The following are five core principles described by Kaplan and Norton for creating a strategy-driven performance management organization:

1. Translate the strategy into operational terms, 2. Align the organization to the strategy, 3. Make strategy everyone’s job, 4. Make strategy a continual process, and 5. Mobilize change through executive leadership.

One of the hallmarks of the Balanced Scorecard approach is that strategy can be summarized on one page. This is important for facilitating communication about the strategy.


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RESULTS OF INTERNAL / EXTERNAL SWOT REVIEW MEETINGS AND INTEVIEWS Three documents were prepared to summarize results of the internal SWOT meetings and the external SWOT interviews:

• NBMCA Strategic Planning – SWOT Themes Summary – August 2013 • NBMCA SWOT Analysis – Internal – Staff and Committee Input - August 23, 2013 • NBMCA Strategic Planning (2014 to 2018) Summary of External SWOT – September

5, 2013.

The following summarizes the highlights and key themes gained from the SWOT reviews that helped inform development of the 2014 to 2018 strategy. For further details, readers are advised to review the SWOT documentation.

Customer Service • The organization has maintained strong delivery in its core program areas and issue

management. • There has been significant improvement in customer service, particularly in the area of

the septic program delivery and faster turnaround time for inspections. • There is a need to establish a stronger framework / policies in program areas and

aligned customer service approach throughout the NBMCA. • Other areas for improvement include flood plain mapping, improved application of

technology, better community outreach / partnerships to support public stewardship and addressing program delivery workload demands.

• Permit review processes and timelines need further communication / attention.

Financial • The NBMCA has maintained adequate funding to ensure its core program delivery. • SWOT participants reinforced the continuing need to have a balanced budget, develop

new opportunities for revenue generation, engage personnel in efficiency processes, etc.

• Alternate payment options would help customer service delivery.

Internal Business Processes • The most common theme identified was the need to strengthen communications and

outreach and improve the policies and framework associated with program delivery. • There remains a need to better understand the overall business risks and further

develop contingency planning (including a succession plan and business continuity plan).


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• More work is needed to enhance the NBMCA website to support program delivery. • Continued work is needed to implement an effective electronic records management

system and to better manage data (centralization, accessibility, linkages, filling data gaps, etc.).

• There is a need to address limitations in available space in the office and field operations.

• Field staff indicated a need for better application of technology in the field.

Learning and Growth • The SWOT reviews reinforced many of the strengths present in NBMCA staff including

commitment, technical expertise, cooperative customer service approach and teamwork.

• Areas for further development include breaking down of silos, establishing clarity of roles, improved internal sharing of information, addressing heavy workloads / stress, and ensuring ongoing training and development.


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STRATEGY DEVELOPMENT - HIGH LEVEL FRAMEWORK

Vision Vision essentially establishes “What we want to be”. It establishes what we are trying to achieve and helps to express our values and our reason for being. The vision gives direction for all other elements of the strategy. It is the beacon or light on the horizon, setting the course for the organization and helping it to avoid distractions.

The Strategic Planning Committee reviewed the vision established during the last planning cycle and accepted it without change. The following is the Vision for the NBMCA to be used for the 2014 to 2018 planning cycle:

VISION: Providing effective leadership in the management of our watersheds where partners and communities are actively engaged in balancing human needs with the needs of the natural environment.

It is important that the vision be well known and understood by every employee in the NBMCA and by its community partners. It helps everyone visualize the desired future.

Mission (Core Purpose) The mission is another important high level directional statement. It describes “Why we exist.” The mission provides general aims or scope about what we are all about; why we exist as a business, organization or group (it helps to express our intended behaviour).

The Strategic Planning Committee examined the past mission statement and recommends added only two words to it “and stewardship” to read as follows:

MISSION: The North Bay-Mattawa Conservation Authority provides leadership through coordination of watershed planning, implementation of resource management programs and promotion of conservation awareness and stewardship, in cooperation with others.

Values Values are what the organization sees as most important at the core of its being, business, relationships or activities.

The Strategic Planning Committee examined the five Core Values developed during the last planning cycle and did not make any changes. The values for the NBMCA are:


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Action: Establish priorities and undertake initiatives based on desired results, ensuring that actions or decisions are undertaken, individually and collectively in an accountable and timely manner.

Collaboration: Work together with our partners and communities to strengthen our approach and create synergy for improving watershed management.

Innovation: Be a leader in science-based integrated watershed management that accommodates taking new approaches to our business.

Transparency: Communicate and share information and ideas using appropriate language and outreach techniques to bring about clear understanding.

Integrity: Ensure that actions or decisions do not compromise our fundamental values or principles.

Big Audacious Goal (BAG) Organizations often develop a “Big Audacious Goal” as part of the strategic planning process. This helps it go beyond general statements found within the Vision, Mission and Values. The BAG is intended to focus attention on a fundamental approach to the organization that can lead to value creation and overall success.

The Committee decided to develop a new BAG focused on key areas identified during the Internal and External SWOT reviews. Common themes identified needing attention are “communications”, “collaboration” and “policy / framework”. These focus areas were incorporated into a new BAG for the NBMCA for the next five years. It reads as follows:

BIG AUDACIOUS GOAL: By 2018, the NBMCA will collaboratively develop a consistent framework of policies, processes and best practices in all program areas. It will effectively communicate these internally and externally to achieve an appreciation of and for the value of the NBMCA, in order to foster sustainable behavior that supports a healthy watershed.


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Vivid Description of Success The previous Vivid Description of Success was revised and rewritten to support the new BAG. The Vivid Description of Success is a means to assist personnel visualize success and motivate them towards supportive and aligned actions.

The Strategic Planning Committee came up with the following Vivid Description of Success.

VIVID DESCRIPTION OF SUCCESS: By 2018, the NBMCA will have achieved its Big Audacious Goal if we have the following in place in the context of achieving our strategic objectives: 1. A consistent framework in place corporately, and for all program

areas; 2. Brand recognition of NBMCA services, their value, and their link to

healthy watersheds; 3. Technical capacity, information and supporting resources in

watershed management / core areas; 4. Meaningful, engaged and ongoing internal and external dialogue

through a variety of strategies; 5. Trust and support of our partners and the community; 6. A level of openness that enables our community partners and the

public to raise watershed issues; and 7. Collaborative discussions with our community partners and the

public to explore solutions.


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STRATEGY DEVELOPMENT – BALANCED SCORECARD

Strategic Intents The Committee reviewed the statements of “strategic intent” that were developed for each of the four Segments of the Balanced Scorecard during the previous planning cycle. These were accepted without change. The following diagram illustrates the strategic intents intended to support meeting the NBMCA Vision:

Figure 3 Strategic Intents

Strategy Map The internal and external SWOT reviews provided considerable value as the Committee developed strategy within each of the four Balanced Scorecard Segments. Several “Key Result Areas” (KRA) were identified to capture identified opportunities or to address areas of weakness or threat.

The following is the basic strategy map that was created:


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Figure 4 NBMCA Strategy Map

The two green boxes, indicated in the above diagram, represent areas of importance for the NBMCA; however specific strategy was not developed during the 2014 to 2018 strategy development cycle. Budgeting and cost management has been operationalized and is considered an ongoing function of management.

Trust &

Collaboration Customer

Satisfaction Core Program Delivery Awareness of

NBMCA Services

& Programs

Customer

Service

Revenue

Generation Debt

Reduction Reserve

Fund

Budgeting &

Cost

Management Financial

Communication

/ Outreach Management

&

Administration

Governance &

Administrative

Policy

Development

Information

Management

Risk Management

& Business

Continuity Application

of

Technology

Business

Processes

Strategic Awareness &

Goal Alignment

Staff Retention

/ Succession

Planning

Staff

Learning &

Competence

Learning

& Growth

KEY RESULT AREAS SEGMENT

Asset

Management


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The following diagram is a different representation of the above strategy map, reflecting cause - effect linkages:

Figure 5 NBMCA Strategy Map (With Cause and Effect Linkages)

The Customer Service Segment is positioned in the centre of the Strategy Map, recognizing NBMCA as a “non-profit corporation” created for the purpose of “providing conservation-oriented services”.

The other three Segments of the Strategy Map support the NBMCA in fulfilling its role as a service provider. Thus the arrows feed into the central Customer Service Segment. Adequate finances, effective internal business processes and learning and growth are important prerequisites to achieving excellence in customer service delivery. Note that the arrows also show movement in both directions and between each segment. This helps to emphasize the interconnected and interrelated nature of all of the segments. Gains in one segment are likely to lead to gains in other segments.


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Critical Success Factors, Objectives and Measures The next level of detail developed by the Committee was to describe what success would look like (Critical Success Factors) in each of the Key Result Areas identified. This was then used to define specific Objectives that, as they are implemented, would help in achieving the desired level of success.

As much as possible, the Committee was encouraged to ensure that the Objectives chosen were specific, measurable, attainable, realistic and timely (SMART). Timely, in the context of the Strategic Plan, refers to implementation within the five year planning period (2014 to 2018). Defining specific accountable persons and timing for addressing each Objective was beyond the scope of the Strategic Planning process. This will be addressed by NBMCA management as part of the “implementation” phase, as annual Business Plans are developed.

The detailed Strategic Plan was developed as a tool to help achieve the high level strategic framework. A total of thirty-five (35) Key Result Areas and seventy-seven (77) specific Objectives were developed within in the Strategic Plan as follows:

• Customer Service: Fifty (50). Of these, thirty-eight (38) objectives are specifically focused on program areas, with twelve (12) being of a general nature supporting customer service.

• Financial: Four (4) • Internal Business Processes: Twelve (12) • Learning and Growth: Eleven (11)

Details about the Critical Success Factors, Objectives and Measures are provided for the four Segments in Appendices 1 to 5. The Customer Service sector was divided into two sections with Appendix 1 representing priority Objectives that are specifically program-focussed. Appendix 2 lists Customer Service Objectives that are of a general nature. The other three Balanced Scorecard Segments are covered in Appendices 3, 4 and 5 (Internal Business Processes, Finance and Learning and Growth).


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CONCLUSIONS

General Conclusions This report outlines the strategic planning process that was carried out between May and October 2013 by the NBMCA Strategic Planning Committee. The Committee has developed a Strategic Plan to cover the next 5 year planning cycle that runs from 2014 to 2018.

The NBMCA Strategic Plan incorporated valuable input from internal staff and external stakeholders. Two meetings with NBMCA staff were held to conduct Strengths, Weaknesses, Opportunities and Threats (SWOT) reviews. Four key representatives were interviewed as part of an external SWOT review looking at what may have changed since the last planning exercise and to solicit ideas for the 2014 to 2018 planning period.

Before getting into developing new planning objectives, the Strategic Planning Committee reviewed the high level strategic framework that was developed in the previous planning cycle. The Vision and Values statements remained unchanged and a minor modification was made to the Mission statement.

New statements were developed for the NBMCA’s Big Audacious Goal and Vivid Description of Success, focused on communication, collaboration and policy / framework.

The detailed Strategic Plan was developed as a tool to help achieve the high level strategic framework. A total of thirty-five (35) Key Result Areas and seventy-seven (77) specific Objectives were presented in the Strategic Plan.

Again this year, there was considerable dialogue among the Committee members about how realistic it might be to tackle the large number of Objectives that were developed. Generally the Committee was very satisfied with its past success in meeting Objectives during the 2009 to 2013 planning cycle and believes that the NBMCA can be successful in achieving the new strategy Objectives established through to 2018.

One of the biggest challenges will be finding time during day-to-day operations to develop the program frameworks / policies. It was agreed that framework development must be prioritized and targeted in those areas that will provide the greatest and most immediate benefits and value. All framework development must have a positive return in terms of potential program improvements vs. effort expended.


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Pitfalls to Avoid The majority of organizations which develop a strategy fail to implement it. Below are some of the common barriers that often limit strategy implementation. By understanding these barriers, the NBMCA may look for ways to avoid or overcome them. Common barriers include:

• Failure to ensure that the workforce understands the strategy, • Failure of management to provide ongoing attention on the strategy, • Failure to link strategy to the budget, and • Failure of the organization to link manager performance to strategy.

Phased Implementation of Strategy – Aligned Action Developing the strategy is only a part of the overall strategic planning process. The next and most difficult phase will be to ensure its implementation. The ability of the organization to execute its strategy is as important as the strategy itself.

Implementation of the NBMCA Strategic Plan will require alignment at all levels of the organization from Board of Directors to all staff. It will involve communication with NBMCA partners to seek their support in implementing certain elements of the strategy. Three important processes must be aligned for successful implementation to occur:

• Strategic Plan Implementation • Business Planning / Budgeting • Personnel Performance Reviews

Communication of Strategy - Dashboard Communication is essential to effective implementation of the Strategic Plan. It is critical that everyone in the organization has a general understanding about the key components of the plan and their role. Using the Balanced Scorecard approach and having the four Segments and the various Key Result Areas listed on one page is a major step in facilitating communication about the strategy.

As the NBMCA develops its annual Business Plans and incorporates elements of the strategy, it may consider using a “Dashboard” to assist with reporting on implementation progress. Dashboards should be simple. Often they include use of traffic light colors to illustrate current status of implementation based on an established implementation schedule:


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• Red can mean significant implementation problems have occurred that threaten meeting the implementation schedule,

• Amber can indicate that implementation progress is behind schedule, and • Green can mean that progress is on schedule (or has been completed).

Dashboards help communicate implementation progress in a quickly visual manner that anyone can easily understand.

It is important that NBMCA management routinely discuss strategy and consider strategic implications on an ongoing basis as it conducts its day to day operational activities and makes routine decisions. It is recommended that a formal review of Business Plans and related strategy implementation be conducted at least once each quarter.

Another important point to remember during the implementation phase is that strategy is dynamic, not static. Circumstances and situations arise occasionally which require NBMCA management to rethink an element of strategy and make changes as may be necessary.

REFERENCES • Ontario Conservation Authorities Act • Ontario Building Code • Source Water Protection Regulations and Clean Water Act • Rejuvenating Authority Perspectives, October 1995 • Fiscal Review – A Way Forward, 2003 • Programs and Services of the North Bay-Mattawa Conservation Authority, February

1996 • The Strategy-Focused Organization by R. Kaplan and D. Norton • NBMCA Strategic Planning (2014 to 2018) Summary of External SWOT – September

5, 2013. • NBMCA Strategic Planning – SWOT Themes Summary – August 2013 • NBMCA SWOT Analysis – Internal – Staff and Committee Input – August 23, 2013


29

APPENDICES

Appendix 1 – Customer Service (Programs)

Appendix 2 – Customer Service (General)

Appendix 3 – Internal Business Processes

Appendix 4 – Financial

Appendix 5 – Learning and Growth

Balanced Scorecard Segment

Key Result Area 2014 to 2018 Objectives

Measurement (How will we measure success?)

Customer Service

DIA: Development, Interference to Wetland, Alterations to Shorelines and Watercourses Regulation

Customer Service


TARGETED DATA UPDATESUpdate targeted data / technical information necessary for effective application of DIA program.

Targeted data updated and useable.

Customer Service


FRAMEWORKDevelop a framework for DIA program. Framework in place.

Customer Service


POLICY DEVELOPMENTDevelop targeted policies for DIA Program. Targeted policies developed.

Customer Service


AWARENESS – PARTNERS & INTERNAL STAKEHOLDERSImprove the understanding among NBMCA and Internal Stakeholders about the DIA processes and shared roles.

Ensure that partners know when to refer people to NBMCA.

Survey conducted to document awareness level. Survey indicates there is a trend toward improved awareness.

Customer Service


AWARENESS – PUBLIC AND CUSTOMERSImprove awareness about the purpose of the DIA program and associated application and review processes. Generate improved understanding of the value of the DIA. Use most effective means to communicate including the website, printed material, video and face to face discussions.

A communications strategy is in place based on program framework. Communications actions have been completed according to the strategy.

"Building on the Past - Preparing for the Future"The NBMCA's Strategic Plan: 2014 - 2018APPENDIX 1 - CUSTOMER SERVICES (PROGRAMS)

Our Big Audacious Goal:

By 2018, the NBMCA will collaboratively develop a consistent framework of policies, processes and best practices in all program areas. It will effectively communicate these internally and externally to achieve an appreciation of and for the value of the NBMCA, in order to foster sustainable behavior that supports a healthy watershed.

Critical Success Factors (What does success look like?)• Updated information needed for effective DIA delivery is available. • Improved awareness has been achieved in DIA awareness (partners and community).

NBMCA Strategic Plan: 2014 to 2018 - Appendix 1

Page 2 of 12




Customer Service Flood Forecasting

Customer Service Flood Forecasting FRAMEWORK

Develop a framework for Flood Forecasting. Framework in place.


MONITORING PROCEDURES Update the flood emergency monitoring policies and procedure manual.

Policies and procedures Manual is updated and in place.


OVERLAND FLOODINGMonitor work by other agencies to better understand the role of the NBMCA in overland flows and its impact on flooding.

Brief report prepared on role; survey staff for understanding of overland flows.

Customer Service Planning Services

Customer Service Planning Services FRAMEWORK

Develop a framework for Planning Services. Framework in place.

Customer Service Planning Services POLICY DEVELOPMENT

Develop targeted policies for Planning Services. Targeted policies developed.

Customer Service Septic Program

Customer Service Septic Program FRAMEWORK

Develop a framework for Septic program. Framework in place.

Customer Service Septic Program POLICY DEVELOPMENT

Develop targeted policies for Septic Program. Targeted policies developed.

Customer Service

WatershedManagement

Critical Success Factors (What does success look like?)• Adequate flood emergency monitoring procedures are in place to assist with flood forecasting.• CA staff have a good understanding about overland flows and its impact on flooding; they understand their role within the NBMCA. • There is a good understanding about the monitoring network at the local and provincial level.

Critical Success Factors (What does success look like?)• CA staff are generally aware of planning issues and are valuable in communicating with clients and supporting planning work undertaken by the CA.• Synergies among the various CA programs and planning efforts have been identified and improvements have been implemented. • The CA website is a valued avenue for clients and the public to access CA planning information.

Critical Success Factors (What does success look like?)• A framework is in place to describe the program. • A plan is in place to help public and stakeholders understand the role of Septic Program. • We provide education to property owners to better ensure long term maintenance / operation of septic systems to sustain a healthy watershed. • We provide timely inspections.

Critical Success Factors (What does success look like?)• IWMS Strategy has been completed including the framework for implementation.• Priorities have been established and a schedule developed for collecting data and preparing the updates.• Strong synergy exists between the activities of the Watershed Management Program and the Drinking Water Source Protection Program.• A defined watershed monitoring program has been developed and active implementation in underway. • There is an improved understanding about the role of the NBMCA in watershed management in relation to other agencies which are also responsible for watershed management activity.


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Customer Service Watershed Management

TECHNICAL DATA AND MANAGEMENTDevelop a comprehensive Data Management Framework and System. This should include technical data, GIS, and Access Data Base integration.

Accessible data management framework / system in place.


DATA ACQUISITIONUpdate the data that is needed to support the recommendations of the IWMS.

Acquisition of updated data according to the established priorities and schedule.


WATERSHED MONITORINGArticulate a watershed monitoring framework and a monitoring plan developed based on recommendations of IWMS.

Framework is in place and a monitoring plan developed and is being implemented.


SUBWATERSHED PLAN UPDATESIdentify priorities for updating Subwatershed Plans based on recommendations of the IWMS.

Subwatershed plan updates and developments identified and prioritized.

Customer Service

Drinking Water Source Protection

Customer Service


LONG-TERM VIABILITY / SYNERGYPrepare a report that identifies long term viability/funding issues. Identify opportunities for leveraging the DWSP program to other jurisdictions or to support exiting programs.

Report prepared and opportunities acted on.

Customer Service


PREPARATION FOR IMPLEMENTATIONAssist municipalities in preparation for implementation of SPP when approved.

Implementation plan developed and implemented.

Customer Service


SP PLAN APPROVALPlan approved. Amendments to Assessment Report, Terms of Reference and Explanatory Document approved.

Plan and supplementary documents approved by MOE and available online.

Customer Service


THREATS VERIFICATIONVerification of identified threats in SP Plan including sources of phosphorus and strategies for mitigation. Funding clarified.

Report prepared with recommendations for ongoing vertification. Funding source(s) identified.

Customer Service


NBMCA ROLE IN SPCoordinating role of NBMCA determined in conjunction with municipalities.

Agreements in place.

Customer Service


MONITORING AND REPORTINGEstablish monitoring and reporting protocols for SP Plan. Protocols developed.

Customer Service


NBMCA OBLIGATIONSNBMCA policy and regulatory obligations identified and implemented and funding clarified.

Obligations identified and funded.

Customer Service


NBMCA ROLE Ongoing role of NBMCA in SPP program defined with province.

Role defined and funded.

Critical Success Factors (What does success look like?)• SPP has been approved and transitioned from preparation to implementation.• Monitoring is in place.• Opportunities for synergies in the DWSP and other NBMCA programs and processes have been explored and acted upon. • The role of NBMCA has been established and funding clarified.


Page 4 of 12




Customer Service

Conservation Areas and Trails

Customer Service


FRAMEWORKDevelop a framework for Conservation Areas and Trails. Framework in place.

Customer Service


POLICY DEVELOPMENTDevelop targeted policies for Conservation Areas and Trails. Targeted policies developed.

Customer Service


PARTNERSHIPS AND LINKAGESIdentify key partnerships and potential linkages to other opportunities which have co-benefits (e.g., health, tourism, volunteerism, stewardship, etc.)

Key partnerships and linkages identified and annual priorities established.

Customer Service


VISITATION STATISTICSMonitor select conservation areas to determine useage to assist in identifying future initiatives, priorities and linkages to opportunities.

Useage identified.

Customer Service


SKI HILLCollaborate with LSHSC in the development of a 20-year business plan for the sustainability of the ski hill infrastructure and operations.

Business Plan developed.

Customer Service


AODAReview requirements and implementation of the standard.

A review has been completed and documented.

Customer Service


CA BUILDINGEstablish a reserve fund for maintaining and operating the NBMCA building.

Establish an asset management plan with respect to the building.

Reserve fund and asset management plan have been established.

Customer Service Watershed Stewardship

Customer Service Watershed Stewardship

FRAMEWORKDefine the NBMCA role and framework in watershed stewardship.

Framework is in place and well communicated.

Customer Service

Communications and Outreach (Core)

Customer Service

Communications & Outreach (Core)

COMMUNICATIONS FRAMEWORKA framework for corporate communication is in place that includes a branding plan, annual communications plan, tools, policies and procedures, issue management, and internal communications.

Framework in place.

Critical Success Factors (What does success look like?)• Through increased public awareness, nature areas and trails are more utilized and appreciated.

Critical Success Factors (What does success look like?)• NBMCA role and framework in watershed stewardship is well defined and understood by NBMCA personnel.

Critical Success Factors (What does success look like?)• The communications function in the NBMCA is well defined, with a framework in place that identifies protocols, standards and/or procedures. Staff generally know where issues should fall and how the flow of activity should proceed. • Annual communication plans are in place corporately and for each program with appropriate resources allocated in program budgets.• Communications is integrated into the framework and policies for each program.


Page 5 of 12




Customer Service


POLICY DEVELOPMENTDevelop targeted policies for Corporate Communications. Targeted policies developed.

Customer Service


ANNUAL CORPORATE COMMUNICATIONS PLANDevelop and implement an annual communications plan for corporate goals

Annual communications plan in place for corporate objectives.

Customer Service

Communications & Outreach (Program)

ANNUAL PROGRAM COMMUNICATIONS PLANSDevelop and implement an annual communications plan for Programs based on Program frameworks and annual workplans.

Annual communications plans in place for program goals.

Customer Service Outreach

Customer Service Outreach

FRAMEWORK FOR PUBLIC ENGAGEMENT AND ENVIRONMENTAL EDUCATIONDevelop a framework for public engagement and environmental education, including watershed stewardship and outreach.

Framework in place.

Customer Service GIS

Customer Service GIS

FRAMEWORKIdentify a framework for the GIS program (purpose, objectives, etc.)

Include an educational component to ensure staff are aware of the program, capabilities of GIS and integration with other

Framework developed and well communicated.

Critical Success Factors (What does success look like?)• The role that GIS plays in corporate functions and program delivery is clearly established and understood.

Critical Success Factors (What does success look like?)• A framework for outreach is in place that engages hearts and minds and leads to action.


Page 6 of 12




Customer Service

Awareness of NBMCA Services and Programs

Customer Service


STAFF COMMUNICATIONS COACHING Educate and coach staff to be NBMCA ambassadors.

Documentation of coaching efforts.

Survey of effectiveness.

Customer Service


NBMCA VISIBILITY Establish more visibility (face to face) with targeted audiences, including media and at trade shows and events.

Conduct staff training for those designated to talk with media.

Monitor improvements.

Customer Service


MARKETING & BRANDING Continue to improve marketing and branding of the NBMCA. Survey of effectiveness (pre and post).

Customer Service


NATURAL CLASSROOM Improved use of the Natural Classroom and tower. Monitor use.

Customer Service


E-NEWSDevelop a framework for E-News in an integrated communications strategy to targeted audiences.

Framework is in place.

Customer Service


SOCIAL MEDIADevelop a framework for applying social media in a integrated communications strategy.


Social media used routinely.

Customer Service


NEW WEBSITE / IMPROVEMENTSDevelop a new website.Include improvement in accessibility, keeping in mind those with dial up access. Provide opportunity for targeted online program applications. Ensure web address is integrated in outgoing communications.

Website improvements are in place.

"Building on the Past - Preparing for the Future"The NBMCA's Strategic Plan: 2014 - 2018APPENDIX 2 - CUSTOMER SERVICES (GENERAL)



Critical Success Factors (What does success look like?)• There is high awareness among our community partners and the public with respect to the NBMCA’s role and its services.• Our partners (ie municipalities, government) willingly seek to use our services.• Staff are able to act as ambassadors for NBMCA understanding NBMCA's role and services.• Collaboration with and support of NBMCA initiatives is readily provided when needed.


Page 7 of 12




Customer Service Customer Satisfaction


CUSTOMER SERVICE SURVEYS Conduct targeted customer satisfaction surveys and ensure the results are adequately reported internally.

A framework for handling and tracking customer service complaints is developed.

Annual review of customer satisfaction results.

Framework in place.


ALTERNATIVE FORMS OF PAYMENTInvestigate the possibility of installing a means to apply debit payments and/or online payments.

Investigation completed.

Alternative payment method implemented.


RETURN COMMUNICATION Formalize the existing NBMCA objective to promptly reply to calls / questions (48 hour call back recommended).

Call-back expectations documented, communicated and monitored.

Customer Service

Trust and Collaboration

Customer Service


ENGAGEMENT – MUNICIPALITIESEngage in dialogue, share information and meet face to face annually with municipal councils and municipal administration staff about programs, services and issues.

Establish an annual communications plan to targeted municipalities, topics and strategies.

Meet with each municipal council and staff. Provide orientation about NBMCA programs and services after each election cycle and on targeted issues.

Annual communication plan prepared.

Customer Service


STAKEHOLDERS & COLLABORATIONDevelop a framework for evaluating opportunities that arise, in the context of strategic priorities.

Consider co-benefits in relation to established program frameworks (i.e., integrated communication, GIS, IWMS, etc.).


Critical Success Factors (What does success look like?)• The NBMCA has developed a strong “branding” that solicits trust and respect. • Interactions with our partners and the public are increasingly positive as trust becomes stronger. • We have established effective two-way communication with our partners and the public. • Our partners and the public willingly bring watershed and conservation problems and issues to the NBMCA.• By developing a strong trust and respect for the NBMCA and its staff, we are better able to find creative solutions to the problems and issues we face. • Due to the strong trust that exists, we are more effective in responding to emergency situations where immediate and effective collective action is needed.

Critical Success Factors (What does success look like?)• Those who use our services have a sense that they have received “value” through the service transaction (i.e., fair price, timely response, supportive staff interactions, quality results and long-term building of a respectful business relationship with the NBMCA).


Page 8 of 12




Internal Business Processes

Application of Technology



FIELD INSTRUMENTATIONInvestigate opportunities for acquiring and implementing technology for field use to support strategic and operational priorities.

Implement technology as indicated by the opportunities review.



EFFICIENCIES FROM TECHNOLOGYInvestigate how the NBMCA handles its internal processes; search for opportunities for improvement.

Implement targeted improvements as indicated by the opportunities review.


Communications and Outreach (Support to Programs)



COMMUNICATIONS INTEGRATION Integrate communications protocols into all program frameworks and annual plans, ensuring that the necessary communications budget is allocated within program budgets.

Program frameworks and policies will include an appropriate communications strategy.

Communications is integrated into program frameworks and annual plans; program budgets include funding allocation.



INTERNAL COMMUNICATIONDevelop a framework for enhancing communication among staff about current programs, policies and issues. This will support employees in fulfilling their roles, the roles of others and help develop them as ambassadors for the NBMCA.

Framework is in place and being implemented.


Information Management



FILE MANAGEMENT SYSTEM (Digital)Implement the new file management system for digital information.

System implemented.

Critical Success Factors (What does success look like?)• The new file management and retention policy has been implemented for hard copy and digital information.• Processes are in place and working well for retention and backup of critical data and information. • Periodic audits are conducted to verify how well the information management system is working and being applied and security of information is being assured.

"Building on the Past - Preparing for the Future"The NBMCA's Strategic Plan: 2014 - 2018APPENDIX 3 - INTERNAL BUSINESS PROCESSES



Critical Success Factors (What does success look like?)• The NBMCA is able to generate flood plain mapping. • A Geographic Information System (GIS) is well integrated into NBMCA core programs.• Appropriate technologies are utilized to achieve desired outcomes.

Critical Success Factors (What does success look like?)• Communication is seen as an integral component of all program plans.• There is documentation and processes in place for communication to support all programs.


Page 9 of 12






INFORMATION SECURITY Develop a framework that ensures critical information in hard copy or digital is secured from potential loss.

Protection needs to consider loss in the context of backup, access by unauthorized parties and privacy requirements.




AUDITING OF INFORMATION MANAGEMENT PRACTICES Implement an audit process that ensures that personnel apply appropriate practices for data management, including privacy legislation compliance.

Processes are embedded in program frameworks.

Audits conducted and documented in targeted areas.


Management and Administration



HUMAN RESOURCES POLICIES Update the human resources personnel policies, targeting alignment in personal and organizational performance.

Policies updated.



STAFF LINKAGE TO STRATEGYStaff are coached with respect to linkages between their functions and the organizational strategy and goals.

Supervisors will conduct coaching with staff and monitor how this helps support attaining goals.


Risk Management and Business Continuity



BUSINESS CONTINUITY Develop a basic Business Continuity Plan. Business Continuity Plan in place.



SCREENING LEVEL RISK ASSESSMENT Prepare a screening level risk assessment that identifies the broad range of risks that can affect the NBMCA and its capacity to deliver its core program services; rank risks and include control measures.

Screening-level risk assessment completed and is actively used to guide business decisions.


Governance & Administrative Policy Development


Governance & Administrative Policy Development

ADMINISTRATIVE REGULATIONS Comply with provincial requirements for revised Administrative Regulations for Non-Profits

Revisions complete if required.

Critical Success Factors (What does success look like?)• Regulations, policies and procedures are in place to support the effective administration of the organization.

Critical Success Factors (What does success look like?)• Roles of staff and management in the organization are well defined and understood. • The human resources performance management process is well implemented and is core to the organization; there is a close alignment between personal and organizational performance(s).

Critical Success Factors (What does success look like?)• A basic Business Continuity Plan has been developed and is in place to address key elements of recovery and response, should a serious emergency event occur that affects the ability of the NBMCA to deliver its core programs (e.g., serious fire and loss of main NBMCA office building). • A screening-level risk assessment is in place and is actively used to guide management decisions and business planning.


Page 10 of 12




Financial Reserve Fund

Financial Reserve Fund RESERVE FUNDEstablish and maintain a reserve fund of 10% of budget. Reserve fund created.

Financial Revenue Generation


FUND DEVELOPMENT STRATEGYInvestigate the scope of a diversified fund development strategy. The investigation would include the evaluation of cost-benefits of existing fund development strategies i.e., the net revenue benefit considering time & costs of strategy. The report should assess the purpose and value of the identified fund development strategies.

Fund development strategies report prepared.


FRAMEWORKDevelop a framework for diversified fund development that incorporates revenue generation, fund raising, friend raising, donor stewardship, and Foster Wild Environmental Fund.

Identify expertise and resources needed to deliver funding results.

Implementation of the framework and include in the annual report.

Financial Asset Management

Financial Asset Management

TANGIBLE CAPITAL ASSETS DATA BASEDevelop a data base for tangible capital assets which includes values, lifespans, and projected costs and schedules for upkeep and replacement.

Data base in place

Critical Success Factors (What does success look like?)• Know assets, understand value of assets, and a plan is in place for upkeep and replacement of assets.

"Building on the Past - Preparing for the Future"The NBMCA's Strategic Plan: 2014 - 2018APPENDIX 4 - FINANCIAL



Critical Success Factors (What does success look like?)• The NBMCA maintains a reserve fund to address any unexpected economic downturns or emergency events.

Critical Success Factors (What does success look like?)• Fundraising is conducted to expand revenue.


Page 11 of 12




Learning and Growth

Staff Retention and Succession Planning

Learning and Growth


SUCCESSION PLAN Develop a succession plan that allows the NBMCA to address absences or losses of critical personnel.

Succession Plan in place.

Learning and Growth


SUPPORTIVE CULTURE Develop a culture where positive feedback is given, accomplishments are recognized and there is mutual respect.

Regular feedback is being received both informally and through the performance management process.

Learning and Growth

Strategic Awareness and Goal Alignment

Learning and Growth


STAFF FEEDBACK / UPDATES Processes are in place to encourage staff feedback, assisting in strategy updates that address changing circumstances and situations.

Regular feedback is being received.

Learning and Growth


PARTNER ENGAGEMENT Engage our partners so that they understand key components of our strategy that apply to their organization. Encourage them to buy into the importance of certain strategy objectives and work collaboratively with us in implementation.

Review at quarterly strategy meetings; level of collaboration and support being received.

"Building on the Past - Preparing for the Future"The NBMCA's Strategic Plan: 2014 - 2018APPENDIX 5 - LEARNING & GROWTH



Critical Success Factors (What does success look like?)• A Succession Plan is in place to address long term absences or loss of critical leadership or technical personnel. • The organization is able to quickly fill any gaps that may occur and continue to effectively deliver core programs and services.• A supporting framework is in place that helps staff feel valued and recognized. A positive feedback approach is used.

Critical Success Factors (What does success look like?)• Every employee of the NBMCA is actively engaged in achieving our strategy, at the appropriate level of their work and their role. • Staff raise issues as may be necessary and contribute to strategy updates to address changing circumstances and situations. • Our partners understand the key components of our strategy that apply to their organization, and work collaboratively with us in implementing the strategy (includes who we are and what we do). • Members of the Board of Directors are aware of their role in strategy implementation.


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Learning and Growth


BOARD OF DIRECTORS Ensure that members of the Board of Directors understand and endorse the strategy, including their role, and use it to support decision-making.

Ensure that the Board is made aware when changes are necessary to the strategy or new objectives are added to address evolving circumstances, opportunities, or issues (strategy dynamic not static). Seek endorsement for strategy changes.

Periodic reviews of strategy at the board; discussions on role related to strategy.

Learning and Growth

Staff Learning and Competence

Learning and Growth


FLOOD FORCASTINGTraining is identified and in place to ensure core technical competencies are in place to fulfill mandated role.

Training is provided.

Learning and Growth


STAFF ORIENTATIONDevelop an orientation framework which includes health and safety as well as orientation to the organization and business. It includes regulatory requirements and Accessibility for Ontarians with Disabilities Act, 2005 (AODA). The orientation emphasizes every individual's role as an ambassador for the NBMCA.

Completion of an orientation framework.

Learning and Growth


DEFINITION OF BUSINESS TERMS TO SUPPORT IMPLEMENTATION OF THE STRATEGYDevelop a reference document that defines key terms so that all employees and stakeholders will have a common understanding of the language being used.

Terms are defined, documented and communicated.

Learning and Growth


TRAINING PLAN FOR STAFFDevelop a multi-year Training Plan that addresses individual and organizational development needs.

Communications training is a priority as well as soft and interpersonal skills.

Multi-year Training Plan is in place and is modified periodically.

The Training Plan includes requirements for communications training as well as development of soft and interpersonal skills.

Learning and Growth


HEALTH AND SAFETY COMMITTEEDevelop Terms of Reference for the HS Committee including opportunities for rotation of membership.

A Terms of Reference for the HS Committee is in place.

Rotation is occuring in Committee membership.

Learning and Growth


ROLES AND FUNCTIONS REVIEWReview the organizational structure in the context of roles and functions to achieve strategic priorities and operational functions.

A review of the organizational structure has been completed and documented.

Critical Success Factors (What does success look like?)• Staff receive development opportunities to remain effective and current in their core competencies.

Documents

NBMCA 2014 2018 Strategic Plan