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HomeMy WebLinkAboutBoard of Directors #8/18 TRCA Strategic Plan 2013-2022 Five Year Update 26-10-2018TRCA Strategic Plan 2013-2022 Five -Year Update Presentation to Board of Directors, pertaining to Item 8.7 Presented by John MacKenzie, M.Sc.(PI) MCIP, RPP, Chief Executive Officer October 26, 2018 Toronto and Region Conservation Authority Outline TRCA Strategic Plan Background - Strategic Plan Update Primary Considerations Developing the Update Measuring Performance Next Steps The in(affmlioncantainedinffiispresentalioniscapyright 0 Tamntoand I%gianCanserwlianAuHmrjly TRCA Strategic Plan Sets out strategic i direction 2013-2022 nr Endorsed by Board of Directors in April 2013 J Board of Directors directed staff 9) to review and update plan at midway point: 2018 4C ��heBUlLPING I.i 4,n City Toronto and Region Conservation Authority 1 3 Key Considerations for 2018 Update • Set clear priorities that facilitate business planning and performance measurement • Respond to changing operating environment • Promote efficiencies, and service delivery excellence • Greater emphasis on traditional core mandate • Set clearer priorities for business planning that reflect partner municipality and key stakeholder needs (e.g. Planning and Development, retrofitting communities and TRCA role in infrastructure protection and delivery • Define clear outcomes and projected accomplishments to drive ongoing measurement and reporting of our performance Toronto and Region Conservation Authority 1 4 Developing the 2018 Update Consultation: • Staff Workshops - — 60 staff • Senior Leadership Team • The Living City (TRCA) Foundation Board • Municipal Partners, Provincial and Federal reps, Stakeholders • Input from TRCA Chair, Executive Committee / Board Members Toronto and Region Conservation Authority 1 5 2018 TRCA Strategic Plan Update Maintains "The Living City Vision" Retains Plan's 12 Strategic priorities Revises original "Objectives" to updated "Desired Outcomes" Describes Key Accomplishments in first five years of plan Identifies "Projected Accomplishments" in next five years ,. Outlines in more detail how we will measure performance Toronto and Region Conservation Authority 1 6 Updating the 12 Strategic priorities Desired Outcomes: The aspirational, "big picture" change that TRCA and our partners are working towards 2013-2017 Accomplishments: Notable TRCA contributions to date Project Strategic Accomplishments: Major contributions over the next five years Measuring Our Performance: How we will track progress towards desired outcomes, and TRCA contributions to these Toronto and Region Conservation Authority 1 7 I Developing and Securing Project■ Working with the Foundation to ■ Implementing New Trails to rtners Approvals for our PaDevelop Flagship Projects Achieve Regional Connectivity R = Building Community Capacity and Knowledge for Flood Response W'4 Facilitating More Sustainable New Developments and Retrofits Helping Build Resilient Community Infrastructure Measuring Progress The 2018 Strategic Plan Update will drive measurement, reporting and business planning Measurement framework: - Outputs - the deliverables from TRCA projects and programs Performance - the success of TRCA work in contributing towards desired outcomes Impact - progress by TRCA and its partners towards the aspirational desired outcomes for our watersheds Toronto and Region Conservation Authority 1 10 Example Output Measures Example Performance Measures Example Impact Measures Number of trees planted Number of trees that survive long- Watershed canopy cover term Hectares of habitat created Hectares of habitat with successful Regional biodiversity ecological function Number of floodplain maps updated Percentage of TRCA floodplain Land use planning informed by best maps kept current flood risk information Toronto and Region Conservation Authority 11 Next Steps • Board of Directors approval of proposed plan update with any additional considerations and inputs • Publish updated document as accompaniment to original Plan • Updated plan integrated into business and financial planning processes • Identify key performance indicators to track collective impact and TRCA contributions from 2018-2022 • Staff to evaluate performance and report via Annual Report and reporting to the Board of Directors on major initiatives Toronto and Region Conservation Authority 1 12 1IPOI • i i Toronto and Region ,40 Conservation Authority