People Partnerships Possibilities
Forest Services Strategic Plan 2016-2020
Executive Summary Northumberland County’s Forest Service manages the 5500 acre Northumberland County Forest, administers the Weed Control Act and Forest Conservation By-Law and provides other general outreach related to natural heritage to Northumberland’s residents. People, Partnerships, Possibilities—Forest Service Strategic Plan 2016-2020 uses the County’s Corporate Vision, Mission, and Core Values to set priorities for the Forest Service’s future to ensure that we can continue to meet the changing needs of our citizens and the world we live in. The Forest Service Strategic Plan contains summaries of key concepts that were identified during the strategic planning process including: • SWOT analysis of the Forest Service and its programs • Review of Forest Service alignment with the Corporate Vision, Mission and Values • General review of the Forest Service’s finances The 2016-2020 Forest Service Strategic Plan provides a road map for the Forest Service to contribute to fulfilling the County’s Vision. It is a plan for how the Forest Service will be a part of getting us from where we have been and where we are today, to where we want to be as a community. It contains specific, measurable, achievable and timebased objectives and action plans built around four key Strategic Pillars.
Prosperity focuses on our ability to plan for, market and develop our assets for
continuing economic growth.
Sustainability focuses on our ability to develop and maintain levels of service and our infrastructure.
Community focuses on livability, health and social well-being of our residents. Excellence focuses on financial sustainability, openness, accessibility, transparency,
accountability and reliability of the County government and its programs and services. 2
Table of Contents Executive Summary. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . 2 About the Forest Service. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Vision and Mission. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Core Values. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Forest Service and the Vision and Mission. . . . . . . . . . . . . . . . . 8 Forest Service and the Core Values . . . . . . . . . . . . . . . . . . . . . 10 Purpose and background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 The Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 The Foundation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 The Four Strategic Pillars for Action . . . . . . . . . . . . . . . . . . . . . . . 20 Prosperity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 Sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Community . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Excellence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Partnerships. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Next Steps. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Appendix - Financial Review. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 Northumberland County is committed to complying with the Accessibility for Ontarians with Disabilities Act (AODA) and all standards under it in order to create a barrier-free Ontario. The County is committed to and guided by the four core principles of dignity, independence, integration, and equal opportunity, and supports the full inclusion of persons as set out in the Canadian Charter of Rights and Freedoms, and the AODA. The 2016-2020 Strategic Plan has been prepared in an electronic format, and is available in an accessible format upon request. Not for reproduction without permission. 3
Who We Are: Here’s What We Do Northumberland County’s Forest Services’ main programs are management of the 5500acre Northumberland County Forest and administration of the Weed Control Act and the Forest Conservation By-Law. The Forest Service also provides information and support to other County departments, member municipalities and residents in natural heritage matters
County Forest
Outreach
4
Weed Control
Forest Conservation 5
Our Vision:
Our Mission:
To bring together people, partnerships and possibilities for a strong and vibrant Northumberland County.
To be a best practices leader of County government and a collaborative partner with our member municipalities, and community partners.
Core Values:
Excellence
Community
Sustainability
Prosperity
Care & Support Collaboration & Communication Honesty & Integrity Innovation & Excellence Mutual Trust & Respect Accountability
6
Who We Are: Here’s What is Important to us Care & Support: We respect and understand the needs and priorities of our
internal partners. We work with each other and our community partners to be part of a caring culture.
Collaboration & Communication: We share ideas and experiences to
enhance collective knowledge and effectiveness. Collaboration and communication define successful relationships.
Honesty & Integrity: We hold ourselves and each other to high standards that demand accountability and transparency in all actions. We align our beliefs with our actions. We say what we are going to do and we do what we say.
Innovation & Excellence: We are committed to quality work practices as well as continual improvement. We take the time to complete work right the first time and look for opportunities to strengthen and develop enhanced performance and services.
Mutual Trust & Respect: We treat others the way we want to be treated, being considerate, accepting of personal differences and acting with courtesy, dignity and fairness. We understand the importance of quality service delivery and customer service. We are fair, consistent and helpful.
Accountability: We are accountable for our behaviours, actions and results.
Accountability is the commitment to and alignment with the County’s core values, mission, goals and objectives. It also includes the responsibility for ensuring that decisions support the core values and that we follow through on commitments with energy and enthusiasm. 7
Who We Are: Here’s how we will contribute to the Vision Vision:
To help realize the County’s Vision, the Forest Service will bring together Forest users and other stakeholders and will continue to foster and build partnerships with other conservation and forestry organizations. For the Forest Service, a strong and vibrant Northumberland County conserves our iconic landscape of green rolling hills, beautiful shorelines, lakes, rivers and agricultural lands through exemplary stewardship. Our residents will continue to identify with and celebrate our natural and cultural heritage and that these lands will provide: • Active and healthy lifestyles • Prosperous resource-based economies such as forestry and agriculture • Economic opportunity through recreation and tourism • An attractive lifestyle that retains current residents and attracts new residents and businesses • Ecological functions and services that benefit all residents and mitigate other costs The Forest Service sees possibilities in its programs: • A County Forest renowned for its recreation and conservation programs • Maintenance and stewardship of County-wide forest cover for ecological and economic opportunities •Delivery of programs that ensure stewardship of our natural heritage including noxious weed and invasive species management and natural area restoration
8
Who We Are: Here’s how we will contribute to the Mission Mission:
To fulfill the County’s Mission, the Forest Service will use up-to-date and science-based best practices as well as develop and participate in collaborative approaches. To be a best practices leader Forest Service staff will: • • • • •
Pursue funding to strive for the financial capacity to use the best and most innovative approaches Develop plans, policies and procedures to ensure that the best practices are being implemented Have access to resources such as research articles and books to ensure that they are using the best practices Receive continual training in their area of focus (e.g., recreational trail management and maintenance, forest harvesting practices) Seek opportunities to showcase Forest Service work and projects
As a collaborative partner with our member municipalities and community partners, the County Forest Service will: • Continue to seek shared service opportunities with our member municipalities and similar organizations (e.g., Conservation Authorities and Land Trusts) • Maintain participation on committees such as the Rice Lake Plains Joint Initiative and the Eastern Ontario Model Forest’s Southern Ontario Certification Working Group • Maintain a Forest Advisory Committee and seek to engage other stakeholders in similar initiatives (e.g., Volunteer programs) • Develop and implement a volunteer program • Seek to develop partnerships with local businesses to promote economic development related to natural resources and recreation-based tourism • Consult and communicate with the public on new plans and projects 9
Who We Are: Here’s how we exemplify our core values The Forest service Embodies Northumberland County’s core values in these ways: Value Care and Support What it means • We respect and understand the needs and priorities of our internal partners • We work with each other and our community partners to be part of a caring culture Forest Service • Stewardship of 5500 acres of natural lands that contribute Examples to the ecological health and function of the County including flood control, clean groundwater, climate regulation and clean air • Maintenance of the County Forest’s recreational trails program to ensure safe and enjoyable recreation and healthy and active lifestyle • Improvements in accessibility of County Forest’s Trails • Supporting agriculture through Weed Control Act enforcement • Supporting landowners and ensuring future forest resources and healthy environment through the Forest Conservation ByLaw • County-wide natural heritage outreach for conservation topics such as invasive species
10
Who We Are: Here’s What is Important to us Value What it means
Collaboration and Communication • We share ideas and experiences to enhance collective knowledge and effectiveness • Collaboration and communication define successful relationships Forest Service • Member of the Eastern Ontario Model Forest’s Forest StewardExamples ship Certification and its Southern Ontario Certification Working Group • Member of the Rice Lake Plains Joint Initiative (includes the Nature Conservancy of Canada, Alderville Black Oak Savanna, Northumberland Land Trust, Willow Beach Field Naturalists, Lone Pine Marsh Trust, Tallgrass Ontario, Ontario Parks, Lower Trent Conservation, Ganaraska Conservation, Sir Sandford Fleming College) • Activities that promote awareness (brochures, open houses, public events, displays at fairs) • Forest Advisory Committee • Website and social media • Intra and inter-municipal committees • Community Forest Managers group
11
Who We Are: Here’s What is Important to us Value What it means
Forest Service Examples
Honesty and Integrity • We hold ourselves and each other to high standards that demand accountability and transparency in all actions • We align our beliefs with our actions • We do what we say we are going to do • Forest Stewardship Council certification for forest management including 3rd party auditing of forest management practices. • Regular and prompt communication with residents (e.g., Forest users, Weed Control Act and Forest Conservation By-Law enquiries) • Annual business plans and reports • Monthly activity reports to council • Management planning including public open houses
12
Who We Are: Here’s What is Important to us Value Innovation and Excellence What it means • We are committed to quality work practices as well as continual improvement • We take the time to complete work right the first time and look for opportunities to strengthen and develop enhanced performance and services Forest Service • Staff training and learning through courses, conference/sympoExamples sium attendance and membership with research organizations / scientific literature publications • Active participation with other organizations for information sharing (e.g., Eastern Ontario Model Forest’s Southern Ontario Certification Working Group, the Rice Lake Plains Joint Initiative, Community Forest Managers • Maintaining Forest Stewardship Council certification for forest management • Management of County Forest Trails using the best and innovative practices • Conservation and restoration activities, particularly those targeting rare habitats and species-at-risk (e.g., Sand Barrens and Black Oak Woodlands, prescribed burns) • Seeking innovative ways for the Forest Service to share services with member municipalities • Collection of high-quality natural heritage data and participation in scientific research throughout the Northumberland County Forest to ensure sound, science-based management decisions • Seeking out innovative methods for ensuring that our programs contribute to economic development in the County
13
Who We Are: Here’s What is Important to us Value What it means
Mutual Trust and Respect • We treat others the way we want to be treated, being considerate, accepting of personal differences and acting with courtesy, dignity and fairness • We understand the importance of quality service delivery and customer service • We are fair, consistent and helpful Forest Service • Forest Service staff provide the best level of customer care Examples possible as they are frontline for County Forest, Weed Control Act and Forest Conservation communications • Clean, comfortable, safe and enjoyable infrastructure throughout the Northumberland County Forest • Forest Service staff seek to ensure the greatest level of accessibility possible throughout the County Forest
14
Who We Are: Here’s What is Important to us Value Accountability What it means • We are all accountable for our behaviours, actions and results • Accountability is the commitment to and alignment with the County’s core values, mission, goals and objectives • It also includes the responsibility for ensuring that decisions support the core values and that we follow through on commitments with energy and enthusiasm Forest Service • Commitment to ensuring aligning Forest Service staff with the Examples Corporate strategic plan • Public events and open houses and to provide the public with plans and updates • Forest Advisory Committee stakeholder meetings • 3rd party auditing of Forest Management Practices through Forest Stewardship Council certification • Leadership training for all supervisory staff • Commitment to health and safety in all activities
15
Purpose of the Strategic Plan This 5-year strategic plan will provide direction to the management and development of Northumberland County’s Forest Service. It provides Forest Service staff with the direction to play a role in carrying out the County’s mission and achieving its vision including guidance for: • day to day operations • planning, including establishing principles, policies, procedures and targets • aligning the Forest Service to maintain objective and messaging • developing implementation strategies for different objectives • preparing a forest master plan for the Northumberland County Forest • reviewing and exploring services
Background In 1924, the council of the United Counties of Durham and Northumberland acquired the County Forest’s first 1000 acres and entered into a 20-year management agreement with the provincial Department of Lands and Forests. The County Forest has grown to 5,500 acres and is a major social, economic and environmental asset. In 2000, the management agreement with the province ended and the County assumed full management of the Forest. Beginning with the provincial Trees Conservation Act in 1946, municipalities were given the power to have forest conservation by-laws to regulate the cutting of trees. In 1976, Northumberland County enacted its first “Tree Conservation By-Law”. This was most recently updated in 2015 (By-Law 2015-27 – A Bylaw to promote good forestry practices and the maintenance of Northumberland’s woodlands).
16
In 1990, the province of Ontario, through the Municipal Act assigned municipalities, particularly upper tier municipalities, to be responsible for administration of the Weed Control Act. In 2008, the responsibility for weed inspection shifted from the County’s Transportation and Waste Department to the Clerk’s department which then became the Forestry Service’s responsibility within that department. The components of the Forest Service’s programs have existed for a long time, but until recently they were being delivered by the province. Since the province ended its Agreement Forest Program, amended the Forestry Act and delegated enforcement of the Weed Control Act to municipalities; the County of Northumberland has been developing the infrastructure needed to provide these programs. With on-going changes in service delivery from the Ontario Ministry of Natural Resources and Forestry, municipalities are becoming leaders in natural heritage conservation and land management programs and services.
Above photo: Fourteen delegates from he the Counties’ Council of Northumberland and Durham at Queen’s Park in February 1910 to lobby the provincial government for funding to reforest lands which had become little more than blowing sand following deforestation and attempts at farming. Credit: Archives of Ontario. Reproduced from photo in Evergreen Challenge; The Agreement Forest Story. 1986. Queen’s Printer for Ontario. Toronto, ON.
17
Process The Forest Service is maturing as a component of service delivery within the County. The Forest Service continues to provide more services to our residents and there appears to be desire for further programs. Northumberland County’s Forest Service would benefit from a Council-approved strategic plan for reasons such as: • The need for a County Forest Management Plan, • Development of a new 5-year County Forest Silvicultural Plan (2016-2020); • Changing threats to our natural heritage (e.g., Emerald Ash Borer, hedgerow removal) • Increased commitment for shared services with member municipalities, • Changes in the Ministry of Natural Resources and Forestry’s direction and services, • Organizational changes (i.e., Forest Services move to Corporate Services Department). To identify needs and develop objectives, staff performed a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis of the current Forest Service. From this review and in consideration of existing programs and stakeholder expectations, we developed the following:
Following the SWOT assessment, Forest Service staff developed some initial initiatives and projects and met with other County staff, managers and directors both individually and as a group to discuss possibilties and opportunities to be included in the Service’s strategic plan. 18
Who We Are: & The Foundation We Have Built Here are some of the Forest Service’s main attributes and recent successes that provide a solid base to improve on and deliver services to Northumberland County residents: Assets ○ 5500 acres of County-owned natural area ○ More than 120km of multi-use recreational trails that can be used for -Hiking - Cross-country skiing -Snowshoeing -Horseback Riding -Mountain Biking -Off-road motorcycling -ATVing -Snowmobiling ○ Other forest uses include: -Orienteering -Geocaching -Hunting ○ 5 trailheads including one that meets accessibility standards and one with pull-through horse-trailer parking ○ 3.2km Universal Trail that meets or exceeds accessibility standards ○ Staff with expertise in natural areas management, natural heritage conservation, ecosystem restoration, recreational trail management, forestry management, invasive species control and arboriculture - Forest Manager, Forest Trails Coordinator, Forestry Technician, Trail Crew Technicians (summers tudents), Forest Technician (summer student). Successes ○ Recreation review that culminated in the County Forest Trails Network Study and County Forest regulation (2009 and 2010) -reviews have resulted in re-opening the Fire Tower Lookout Trail and Wild Turkey hunt ○ FSC® (Forest Stewardship Council) certification for the County Forest through the Eastern Ontario Model Forest’s certificate (2011 to present) ○ Major restoration projects in the County Forest including: -Prescribed burns -Invasive species control (Scotch Pine, Garlic Mustard, Silver Poplar, European Buckthorn, Emerald Ash Borer; 2007 to present) ○ Major recreational infrastructure repair and development including re-development of 3 parking lots and maintenance on over 100km’s of trail (2013) ○ Celebration of the County Forest’s 90th anniversary (2014) ○ Development of the Universal Trail and its grand opening (2014) celebration of the County Forest’s 90th anniversary (2014) ○ Long-standing Forest Conservation By-Law with over 30 permits submitted annually that maintains future forest cover and forest resources throughout the County ○ Continuing Weed Control Act inspections that help to maintain healthy and productive agricultural and horticultural lands 19
The Four Strategic Pillars for Action
Thriving & Inclusive Communities
Organizational Excellence
Excellence
Sustainable Infrastructure & Services
Sustainability
Prosperity
Economic Innovation & Prosperity
Community
Our Vision: To bring together people, partnerships and possibilities for a strong and vibrant Northumberland County.
Pillars provide strength and support to whatever they are holding up. In this Strategic Plan, the Pillars uphold the Vision of the County to bring together people, partnerships and possibilities for a strong and vibrant Northumberland County. The four Strategic Pillars are used to define the priorities for the next four years and provide a framework upon which decisions and departmental goals can be formed. The following section defines the Pillars, lists key strategic priorities, specific goals and ongoing projects. 20
Economic Innovation & Prosperity
Direction:
Our future as a thriving community depends upon our ability to plan for, market and develop our assets. The creation of an environment that supports thriving individuals and businesses is key. Fundamental to this vision of future prosperity is enhancing: • local education and training opportunities • agriculture and food ventures • strategies for attraction and retention of new industry • expansion of the types of core business that exist within the County.
Principle: Northumberland County is a municipality that offers opportunities that go beyond its natural assets. Innovation to create future prosperity is encouraged.
21
Economic Innovation & Prosperity
Strategic Priorities Promote and support good forest management practices to 1.1 maintain and increase healthy and economically active forested lands throughout Northumberland County. Administer the Weed Control Act to mitigate the impact to agri1.2 cultural and horticultural lands by noxious weeds. Pursue opportunities to use the County Forest as a cornerstone for economic development. Priority Actions Improve outreach and communication for private land stewardship programs such as the Forest Conservation By-Law and 1.4 Weed Control Act. 1.3
1.5
1.6
1.7
1.8
1.9
Timeline: 2016 - ongoing Improve outreach for invasive species and develop strategies for their identification, management and for early detection of new invasive species that can have negative economic impacts (e.g., kudzu, Asian Long-horned Beetle). Timeline: 2016 – ongoing Promote the lifestyle benefits of natural heritage and resources, particularly the County Forest and its recreational infrastructure, to prospective industry/employers. Timeline: 2016-ongoing Seek ways to partner with and develop local academic programs, particularly post-secondary education. Timeline: 2017-2018 (identify in Forest Management Plan)- ongoing Develop a strategy for reviewing and assessing opportunities for economic development associated with the County Forest. Timeline: 2017-2018 (Develop as part of the Forest Management Plan) Produce a resource for information on local forest-based business such as locally-produced lumber, value-added wood-products, non-timber forest products and forest management companies. Timeline: 2018-2020
22
Direction:
Sustainable Infrastructure & Services
Our future as a thriving community depends upon our ability to develop and maintain existing levels of service and infrastructure without compromising the ability of future generations to meet their needs. Consideration will be given to: • maintaining relationships with our member municipalities. With these pressing priorities comes the need to continue to develop our: • core financial plans and funding strategies to ensure that priority areas are addressed in a timely and accountable manner • corporate communications strategies to ensure that there is a good public understanding of County resources and limitations.
Principle: Northumberland County is a municipality that believes in planning for a sustainable future, with ongoing measurement of progress that ensures that we are continually and persistently taking the necessary actions.
23
Sustainable Infrastructure & Services
Strategic Priorities Continue to create, maintain and update management plans, 2.1 including asset and infrastructure plans. Maintain the County Forest including its natural, cultural and 2.2 recreational resource assets using best-practices to ensure sustainable management. Seek efficiencies and develop and implement strategies to 2.2 acquire new sources of funding through revenues, grants and donations. Pursue shared service opportunities to realize financial and delivery efficiencies and excellence with our partners including 2.3 municipalities, conservation authorities, and non-government organizations. Delivery areas could include, but are not limited to  trail management/maintenance, arboriculture and a. forestry. Protect, conserve, restore and enhance the health and integrity 2.4 of the County Forest’s natural and cultural heritage conservation values including potential future conservation values. Provide a predictable supply of renewable forest products from the County Forest to attain the most benefit to taxpayers and 2.5 the local forest products industry while ensuring that we meet conservation and restoration targets. Priority Actions Develop and implement a 5-year Silvicultural (Forestry) Plan for the County Forest. Support this document with a 20-year 2.6 timber supply outlook. Timeline: 2015-2016 Develop a Volunteer Management Strategy and Plan. 2.7
2.8
Timeline: 2015 (strategy); 2016 (plan) In partnership with member municipalities, develop a County-wide Emerald Ash Borer management strategy. Timeline: 2016
24
2.9
Sustainable Infrastructure & Services
2.10
Â
Continue to participate in the Forest Stewardship Council (FSCÂŽ) certification program to maintain 3rd party auditing of management practices and activities and provide access to resource-sharing with other County Forests. Timeline: 2016-ongoing Develop and implement County Forest Management Plan. Timeline: 2017-2018 (plan) / 2018-2038 (implementation) Major areas will include recreation management, trail maintenance and development, asset maintenance and planning, conservation/restoration of natural and cultural heritage, review of potential revenue sources, a. land securement and staff/volunteer resources.
25
Direction:
Thriving & Inclusive Communities
Our future as a thriving community depends upon our ability to balance varying community needs. This vision includes offering accessible services, affordable housing, opportunities for all residents and access to recreation and cultural activities. Further to that, we wish to support a strong and connected community—a place for people of all ages and backgrounds to prosper. The County’s character and identity—the rolling hills, rural feel, lakes, location and heritage, allow us to continue to emphasize and promote community-wide resources.
Principle: Northumberland County is a municipality with a heritage of history, citizenship and volunteerism. This strong fabric defines Northumberland’s culture; makes it unique from other areas. Northumberland is a municipality that values and respects diversity and its history includes welcoming newcomers from many different cultures. Council, residents and diverse stakeholder groups collaborate as partners to ensure the needs, values and aspirations of all residents are respected.
26
Thriving & Inclusive Communities
Strategic Priorities Develop and maintain a leadership role in County-wide natu3.1 ral heritage conservation through programming, partnerships and integration in public policy. Ensure that Northumberland County residents can connect with the natural world and maintain healthy active lifestyles 3.2 through safe and enjoyable recreational opportunities that are widely accessible and provide a range of experiences. Build public understanding and support for the importance 3.3 and benefits of natural heritage conservation and stewardship to economic and community vitality. Maintain the County Forest’s recreational infrastructure to en3.4 sure safe and enjoyable experiences that maintain active and healthy lifestyles and to be a community keystone. Conserve a sustainable amount of natural areas to ensure that 3.5 County residents continue to realize the ecological, social and economic benefits of those lands in perpetuity. Lead by example; demonstrate best management practices 3.6 through the Northumberland County Forest’s management. Priority Actions 3.7
3.8
3.9
3.10
Develop a volunteer strategy and implementation plan. Timeline: 2015 (strategy); 2016 (plan) Where appropriate, provide information about highly dangerous vegetation (e.g., Giant Hogweed) including locations to staff, including County and member municipalities, and the public. Timeline: 2016-ongoing Undertake an economic impact assessment of Northumberland County’s natural heritage assets and infrastructure including an assessment of the County Forest. Timeline: 2018 Perform a “gap analysis” of existing natural heritage services and identify necessary or desirable services, particularly as a result of changes in service delivery by other levels of government, particularly the Ontario Ministry of Natural Resources and Forestry. Timeline: 2019
27
Thriving & Inclusive Communities
3.11
Develop a plan for- and engage County residents through programs that promote trail-based recreation opportunities.
3.12
Timeline: 2019-2020 Ensure that communication of County Forest management (e.g., interpretive signage) is a prominent feature of the Forest Management Plan.
3.13
Cross-reference: County Forest Management Plan (2.6) Advertise recreational opportunities available to County residents and seek partnerships with organizations that promote and facilitate the use of the Forest’s recreation infrastructure. Cross-reference: County Forest Management Plan (2.6)
28
Direction:
Organizational Excellence
Our future as a thriving community depends upon our ability as an organization to produce high levels of resident satisfaction. Such a focus is dependent upon continual reviews and evaluation of our overall effectiveness, efficiency of operations, accountability and transparency. This strategic objective is ingrained in Northumberland County’s Mission, Vision and Core Values. Through our corporate culture, we: • engage our workforce to connect to the community • commit to high quality customer service • seek efficiencies through innovation, technology and shared services, where doing so benefits the community • review municipal services to improve: satisfaction, accessibility, affordability, communication/transparency and compliance.
Principle: Northumberland County is a municipality that is committed to organizational excellence. This is reflected by: • leaders who establish and communicate direction • organizational alignment of goals through common priorities and strategies • a focus on residents and their needs by measuring quality of customer service • staff involvement that provides individual opportunities to reach full potential • ongoing assessments of procedures and work processes to ensure efficiencies • relationship development with partners to guarantee effectiveness of services • systems in place that support continuous improvement • data-based decision making and the ability to measure performance and impact • the ability to demonstrate Northumberland County’s commitment to these principles to its residents.
29
Strategic Priorities 4.1 Establish and formalize the direction for Forest Services. Continually improve systems and processes to ensure 4.2 results, efficiencies and cost effectiveness. Play a leadership role in natural heritage, conservation land and trail-based recreation development and 4.3 management using staff expertise in trail development, Lead: Director of Community and Social Services construction and maintenance. to promote andGIS, foster development of staff Support:Continue Communications, Information 4.4 expertise throughEconomic access to scientific research and Technology, Finance, Development and best-practices knowledge and training. Tourism Priority Actions Partners: Community socialtitle and Designate a new service foreducational Forest Services to better211, identify and communicate breadthmunicipalities of service delivagencies, fourinfo.com, member 4.5 ery.
Organizational Excellence
3.1 Assessing and strengthening community social infrastructure
Detail: Completing a community scan and compiling Timeline: 2016 information on existing community resources such as Improve administration of the Forest Conservation Byaccessible service hubs, public computer and internet Law and Weed Control Act information to better assess access points, and various education and training the state and spatial trends in these programs by developportunities will allow residents access to current 4.6 oping policies and protocols. information about available social supports and Timeline: 2016- ongoing community services. This will reinforce the overall Continue to develop expertise andsupport capacity in health and well-being of staff residents and the recreational trail management, silviculture, ecological attraction of newcomers to the community. 4.7 restoration and volunteer management. Once complete, a collaborative, community-wide Timeline: 2016-ongoing communication strategy for informing residents Maintain staff participation committeesThis such as the about existing services will be on developed. Plains Joint Initiative and the Eastern Ontario strategyRice willLake include an interactive map hosted by the 4.8 Model Forest’s Certification Working Group. County, handouts, improvements to existing directory servicesTimeline: and community presentations. Other key 2016-ongoing linkagesMaintain to the Customer Strategy currently and improveService staff access to resources such as publications the and symposiums provide information being developed, enhanced that phone system, and 4.9 on innovative and best-practices. revisions to the County’s website will be considered. Following this work, an assessment will be completed Timeline: 2016-ongoing to consider options toservice, address any opportunities Target customer leadership, coaching and management training for staff. to better integrate programs and services and 4.10 address service deficits noted as a result of the Timeline: 2016-ongoing inventory. It must be noted that this priority includes attention given to the ability to pay for any service enhancements that may be developed.
30
Partnerships Partnerships/collaboration are a key tenet in the County’s Mission and Vision and Core Values. The projects and priorities outlined in this plan will require support and collaboration for planning and implementation. As we develop the project management plans for the priority actions we will specify the key partners. The following is a list of some, but not all, possible collaborators: Internal partners There are opportunities to include most if not all of the County’s departments on some of the activities outlined in this strategic plan; however, there are some departments or services that will play a more prominent role: • • •
Communication Corporate Services o Human Resources o Land Use Planning o Health and Safety and Emergency Management o Archives Economic Development and Tourism o Tourism o Agriculture o Business Advisory Centre
Government partners • Member municipalities • Alderville First Nation • Municipalities outside Northumberland County • Provincial ministries o Ontario Ministry of Natural Resources and Forestry o Ontario Parks o Ontario Ministry of Food, Agriculture and Rural Affairs • Federal ministries o Canadian Wildlife Service o Canadian Food Inspection Agency
• • •
Finance o Financial services o Procurement Information Technology Transportation, Waste and Facilities
Non-government partners • • • • • • • • • • • •
Local businesses Rice Lake Plains Joint Initiative Eastern Ontario Forest Group Forest Advisory Committee member organizations Forests Ontario Ontario Trails Council Nature Conservancy of Canada Conservation Authorities o Ganaraska Conservation o Lower Trent Conservation Ontario Invasive Species Centre Ontario Invasive Plant Council Northumberland Land Trust Academic Institutions o Sir Sandford Fleming College o Trent University
31
Next Steps: Implementation • Align The Forest Service is already aligned with this strategic plan, so implementing and executing it will be immediate and is attainable. The next phase in implementation of the strategic will be to prioritize initiatives, develop a more detailed phasing schedule and identify background information gaps and resource requirements and prepare project management plans.
• Financial Meeting our goals and carrying out our objectives identified in this strategic plan would benefit County residents in many ways. Investment in, support for, promotion of, and enactment of activities that conserve and steward natural heritage can provide immense socio-economic benefits to Northumberland County in addition to maintaining the County’s character. In 2015, the County’s Forest Service budget represents approximately 0.5% of Northumberland County’s 2015 budget. With respect to taxation, the County’s Forest Service receives approximately 0.8% of the County’s taxation. County Forest Service Forest Service Proportion
Total Budget 106,547,119 517,842 0.49%
Taxation 48,323,611 401,342 0.83%
Additional funds are not being immediately requested with the strategic plan. It would be appropriate to fund many of the Forest Service expenditures through the levy as the outcomes of our strategies and actions usually benefit all residents, but we also recognize the other pressures that are placed on the levy and the value of those programs. Potential additional sources of revenue for the Forest Service were reviewed using a SWOT analysis in the following tables. Some of these funding sources should be considered to subsidize current expenditures and others should be considered as opportunities to fund new initiatives. 32
Next Steps: Financial discussion A key piece of information that is not available when considering and assessing the value of the Forest Service’s budget is the actual economic value of natural heritage, particularly the value of the County Forest in comparison to its costs. Investment-wise, the County Forest is likely one of our greatest assets as its operations are not costly, yet provide huge health, community, economic and environmental benefits. Increasing investments in the County Forest’s maintenance and improvement would likely only continue to increase those benefits and likely provide a large return-on-investment for very little cost. From the review of potential revenue sources, the following 5 key targets will be reviewed and assessed for their business merit in greater detail in the County Forest Management Plan. Any opportunities that arise for other revenue/funding strategies that complement and support programming should be pursued.
1. Permit/membership fee for County Forest use
2. Sponsorship and advertising opportunities
3. Volunteerism
4. Public-private entrepreneurial partnerships
5. Gifting/donations
33
Who We Are: Summary The value of Northumberland County’s natural heritage to our
residents is expressed by the prominent role that land and natural assets play in our cultural identity; our pastoral rolling hills, forests and re-forested lands, farmland, prairies and savannahs, lakes, lakeshores, rivers and beaches. Our lifestyles and quality of life are tied to the natural landscape whether it is working on the land in farming and forestry, pursuing outdoor recreation or simply enjoying scenic vistas. Northumberland County’s residents are proud of our landscape and the lifestyle it provides; it is the appeal that keeps our residents here and draws visitors, new residents and businesses. More specifically, Northumberland County’s natural heritage benefits residents with: • • • • • • •
Clean air and water Health benefits of active and passive recreation Mitigation of climate change and air pollution including carbon sequestration Local food from high-quality agricultural lands Local natural resources including wood, wood products and wild foods Wildlife (i.e., viewing opportunities and beneficial organisms such as pollinators and predators) Intrinsic value of natural areas
34
Who We Are: Northumberland County’s Forest Service plays a key role in the
preservation, maintenance and growth of these benefits by maintaining a large public natural area as well as administering the County’s Forest Conservation By-Law that maintains healthy forest cover and the Weed Control Act that helps protect the health of agricultural land and people. The Forest Service is positioned to deliver and champion County-wide natural heritage conservation programs. The Service is a high-profile, centralized agency whose core activities reach into recreation, land conservation, forestry and agriculture. The Service has developed many partnerships, collaborating on County-wide initiatives with other County departments, member municipalities, and non-government agencies. The Service will maintain this foundation so that residents continue to realize the benefits of our exceptional natural heritage.
35
Appendix Financial Review
36
37
Compare levy costs to the • economic benefits/valuation of the County Forest and conservation of natural heritage • including: Small present investment in • conserving rural heritage won’t require greater future investment (e.g., other areas in the GTA). Continue to provide/expand programs that benefit all residents (e.g., Emerald Ash Borer outreach program)
Other draws on tax levy such as major infrastructure maintenance and replacement. Shifts in local economic health. Unfunded downloading.
• •
•
•
•
Existing resource that is ma• ture and valuable. Existing staff expertise. • It is anticipated that harvesting can be performed sustainably annually.
Not popular among all taxpayers. It is based on commodity pricing and resource needs which can make budget estimates difficult and fluctuation can result in an annual deficit. The small resource base results in smaller annual harvests. Potentially complex contracts as a result of access, recreation, seasonal limitations. •
•
•
•
•
Non-typical harvests such as firewood harvests (low-value). Can be full cost recovery, but esource base is needed. Improving revenue through system improvemets such as by volume sales, multi-year tenders, flexibile timing Partnerships to increase total volume of sale to be more attractive and competitive. Placing revenue into reserve to be invested into land purchases, restoration and reforestation projects would remove revenue uncertainty from budget process
Opportunities
•
•
Health of the forestry industry . Possible insects and disease.
Threats
Weaknesses
•
•
•
Threats
Strengths
Value to taxpayer/willingness to pay unknown.
Opportunities
Timber sales Annual timber sales are currently carried out at the Northumberland County Forest and revenue is part of the Forets Service budget. This renewable resource is not being depleted and there may be some opportunities to enhance the way it is currently being done.
Predictable and stable fund• ing. Recognizes the shared value and benefits of Northumberland County’s natural heritage (pure public/common good). County residents recognize and value the benefits of natural heritage towards our health, economy and identity. Provides the necessary base to implement most, if not all of the other revenue generating possibilities.
Weaknesses
Tax Levy Forest Service funding from taxation.
Revenue source Description
•
•
•
•
Revenue source Description Strengths
38
Their sustainability relies on voluntary contributions of time and money, both of which are highly sought after throughout Northumberland County.
•
Can require sophisticated knowledge of marketing. Often more useful for capital projects which then require stewardship. • •
•
Of interest to service and philantrhopic organizations. Partnerships. Targeted volunteering (e.g., adopt-an-acre, adopt-a-trail)
•
Supporters may influence the direction or product of the project.
Threats
The addition of land and • therefore additional recreation opportunities, future timeber harvests and the ecological • services of natural land in ad- • dition to a revenue source.
Would require the purchase of non-forest land and tree planting to qualify. No Canadian carbon market. Revenues likely small without legislated requirement.
Weaknesses
•
Potential future carbon credit economy.
Opportunities
•
Carbon off-sets are currently voluntary, so they are less likely to be purchased when markets are doing poorly.
Threats
Carbon offset sales The sale of carbon off-set credits through the planting of trees on non-forested land.
Can be useful for raising funds • for a targeted activity. Easy recognition of donors. • Possible to use for ongoing maintenance activities.
Revenue source Description Strengths
• •
•
Opportunities
Weaknesses
They may receive more sup• port for financial contributions than direct contributions to government.
Strengths
Friends-of groups are not gen- • erally as successful if they are initiated by government and there has not been any local initiative up to this point.
Cause-related marketing Specific campaigns/causes to receive contributions towards specific projects/activities. This is not different from gifting, but has a less general approach.
Large fundraising efforts. • Maintains local engagement and support. Projects have more local “ownership” rather than government doing it for residents. Supportive non-profit groups may have more latitude and opportunity for creativity in fundraising and spending. Strong local support for the County Forest. Possible access to funding.
Revenue source Description
•
•
•
•
• •
Threats
Weaknesses
Strengths
Opportunities
“Friends-of” group Non-profit, charitable organizations that help support the operation of conservation areas/ parks through the funding of special projects or staff. May operate concessions or other revenue-generating operations or through memberships and conventional fundraising.
Revenue source Description
39
Existing trail infrastructure. Existing staff expertise. Personal contributions towards the benefits and enjoyment of the County Forest.
•
•
Existing infrastructure and events. Existing staff expertise.
Revenue source Description Strengths
• • •
Revenue source Description Strengths
•
•
• • •
Increased attention to special events as a result of revenue potential. Potential for infrastructure improvements needed for events which could benefit other users.
Opportunities
Unknown willingness to pay. • Few events per year (~3). Lack of infrastructure to support large events. • Impacts to non-event users, especially if the number of events increased. Potentially greater expectations from event organizers for infrastructure/opportunities.
Weaknesses
Fees could be a transfer from a user group that is collecting membership fees through our current by-law (this has the possible additional benefit of not increasing risk under the Occupier’s Liability Act). County could partner with other organizations (e.g., the Ganaraska Forest) to offer joint permit/membership sales making them more valuable and desireable.
Opportunities
Increased liability and expec- • tation of care (under Occupier’s Liability Act). User numbers not known. User expectations for service would likely increase. System requirements (gatehouse, staff, enforcement). • Possible loss of volunteers. Likely require increased opportunities/infrastructure for some uses that would have cost and possibe environmental impacts. Excludes those who cannot afford. Loss of access to healthy activities. Land ownership complexity (Alnwick/Haldimand road allowances)
Special event fees Fee for special event permit.
•
•
•
• •
•
• •
•
Weaknesses
Enforcement requirements. Willingness to pay. Belief that the Forest is “crown land”, so should not need permit. Access control. Increased conflict (e.g., vandalism, staff and resident interactions) Impacts to local economy (e.g., bed and breakfasts, cabin/ lodge rentals) from loss of usership. Incentive to create more trail and build more infrastructure can negatively affect the ecological health of the Forest and creates liabilities in future maintenance costs.
•
Possible impacts to local economy (e.g., bed and breakfasts, cabin/lodge rentals) from loss of events.
Threats
•
•
• •
• • •
Threats
Recreation use/access permit fees Permit sales (e.g., memberships, day passes) for the use of trails and forest).
40
•
•
Often funding is for capital • projects which then results in future infrastructure maintenance costs. Funding often short-term (e.g., • 1-year). Competition among departments and with lower municipalities. Not consistent and stable. Targets of funding are not generally known ahead of time, so it is difficult to plan suitable projects. Often requires a financial contribution and many seek 2/3 or greater contribution.
Natural heritage conservation/ • restoration funding often does not result in infrastructure development. Can bring together partnerships.
Changes in the budgets of federal and provincial governments can change funding targets.
Generally more appropriate for one-time projects, particularly infrastructure building without long-term maintenance considerations. A conflict between sponsors and objectives can exist. Could require complex marketing and contracts that would reduce the impact of the revenue.
Weaknesses
•
•
•
Sponsor recognition and advertising could negatively impact user experience through deterioration of aesthetics. Sponsorship could be used to push business agendas which may be in conflict with conservation objectives.
Threats Could be non-corporate such • as non-profit organizations. Can be lucrative with little cost and simple acknowledgement. Opportunities exist on sig• nage, infrastructure and mapping (assuming appropriate scale and aesthetic).
Opportunities
Sponsorship/Advertising Selling/leasing the rights to marketing on specific products or locations.
•
• •
•
•
Likely businesses that would • like to advertise in conjunction with the Forest Service, particularly in relation to the County Forest. Can be used to fund ongoing • costs such as map production or for capital projects. •
Revenue source Description Strengths
•
•
Staff experience in proposal writing and have successfully attained funding. Many potential funding projects with high community impact and visibility.
•
Threats
Weaknesses
Strengths
Opportunities
Funding (grants) Grants from funding agencies including federal and provincial governments, corporations and other agencies.
Revenue source Description
41
• •
Can be effort-intensive for staff to manage the people, availability, equipment and conflict. May cause need for increased training.
•
Builds capacity for Forest Service activities. Engages community in Forest Service Programs.
•
•
Costs likely to be passed on to • the landowner (less landowner revenue). Likely a small revenue source.
•
•
•
Increasing liability for “employers” with respect to volunteers. Volunteer actions/demeanour.
Threats
A program could be devel• oped where a hierarchical structure of volunteers exists. • Thus, volunteers can organize other volunteers (e.g., in pools of user groups) to help staff organize events. Potential for a larger County-wide volunteer program related to natural heritage that would benefit many partners If housing was available, volunteers on a work-stay program could be sought.
Opportunities
Potential loss in willingness to report harvests to save on permit fees. Possible loss of harvesters willing to operate in the County.
Threats
Hybrid system possible that • would result in a fee for “circumference limit” permit but not “Good Forestry Practices” • permit. This would promote better forestry practices throughout the County and bring in some revenue. Relief permits could be associated with a restorative fee that could be used to purchase and plant new lands for the County Forest, therefore increasing the future resource base and mitigating forest loss.
Opportunities
Volunteerism Implementation of a volunteer program.
•
•
Weaknesses
Existing staff expertise. Existing by-law permit program. Permit system is similar to other development permits such as plumbing or building inspection.
Weaknesses
Forest conservation by-law permit fees Fees for harvest and relief permits under the Forest Conservation By-Law.
Revenue source Description Strengths
•
• •
Revenue source Description Strengths
42
•
May be difficult to find compatibility between business infrastructure and the Oak Ridges Moraine Conservation Plan. Would likely require an initial investment by the County (e.g., construction of a building) that would house the business.
•
Private entrepreneurs can bring specialized business experience.
•
•
•
•
Provides opportunities for • local entrepreneurs . Positive economic impact from direct revenues and mul- • tiplier effect. Some models have also demonstrated benefits in addition to revenues such as mutually beneficial infrastructure upgrades (e.g., parking lots). Potential for the County to develop a forest management office that this could be built onto to generate revenue.
Potential for a lack of environmental stewardship by private businesses. Potential conflicts between business growth and profit with environmental protection, over-use and user experiences.
Threats
•
Opportunities
Weaknesses
Competition with many other organizations for donor money. Potential for imbalance in the targeting of donations.
Strengths
Could be used to fund small • capital improvements, land acquisitions, conservation and so on. • Use of new technologies such as crowd-funding (e.g., Citizinvestor which only lists public/ government projects).
Public private partnerships Service delivery relevant to the County Forest by outside organizations (e.g., recreation equipment sales/rentals, food vendor, campground operations/overnight accomodations).
•
Not a stable source of funding. • Generally more successful for capital projects. Government not generally viewed as a charitable organi- • zation or donation option.
Revenue source Description
•
• •
Current programming is well-suited for gifting. Public support for current programming exists.
•
Threats
Weaknesses
Strengths
Opportunities
Gifting An organized program for receiving and using gifts including donations, bequests, and gifts of land.
Revenue source Description
43
•
•
• •
•
• •
Lands bought with provincial grant require a percentage equal to the percentage of the original grant be paid to the province (generally 50%). Legal fees. Limited development potential - limited access, Oak Ridges Moraine, ANSIs, provincially significant wetland. Loss of the renewable revenue offered by timber harvesting. Loss of public land use. Loss of potential future revenue (e.g., recreation, non-timber products). Potential loss of ecosystem services from that land such as filtration of air and water pollution. Public support unlikely.
•
Land was originally purchased as its development resulted in degradation of the landscape. Therefore, attempts to develop it may have the same result.
Threats
•
Own the land.
Opportunities
•
Conflict between conservation and revenue-generation. Impacts to future forest revenues from residual damage by lessee.
Weaknesses
Potential for alternative land • leses such as agroforestry (e.g., Ginseng production, hazelnut • production) and maple syrup harvesting Potential for land leases which do not affect management or recreation (e.g., managed hunt, telecommunications) Local economic development.
Strengths
Loss of land for other forest • activities Choosing projects that will not be environmentally damaging and will not degrade future resource opportunities. • Some projects may restrict our forest management (e.g., timber harvesting, restoration). Restricts residents •
Land Disposal The sale of lands currently deemed to be the Northumberland County Forest. Would require the assessment and designation of some lands for disposal.
•
Currently own land. • Use of some parcels (with well-written agreement terms) • would not impact current uses Alternative to land sales Could provide a stable revenue source. •
Revenue source Description
• •
• •
Threats
Weaknesses
Strengths
Opportunities
Land leases Lease lands within the County Forest where the project would show no negative environmental effects and would be compatible with our management.
Revenue source Description
44
•
•
Services still have some cost. • Defining cost-sharing agreement can be difficult (better managed as service provision).
• Example: trail crew that spends some time in County Forest and some time in Ganaraska. By sharing the cost, although a full season is not spent in one Forest or the other, by having a larger crew with equipment more can be done and larger tasks can be carried out. Example: Silviculture (forestry) management sharing with Ganaraska Region Conservation Authority. Could also improve timber sales by combining sales.
Depends on stable partnerships and programming.
•
•
County Forest exists as a brand • and is appreciated by the • public.
Market trends and opportunities change.
Threats Potential to help with building • County Forest brand and show community support (e.g., through apparel).
Opportunities
Sales location required. • Initial investment in goods. Potential competition for local businesses. Goods need to fit with the County Forest objectives. Unlikely to be large revenue source.
Weaknesses
Merchandise Sales Sales of County Forest branded and recreation-related merchandise.
Reduces operational costs or • adds operational activities at a • lower cost.
Revenue source Description Strengths
•
Threats
Weaknesses
Strengths
Opportunities
Cost reduction Can mainly be achieved through economies of scale. While these opportunities are too numerous to list, some larger ones could include conservation areas management with other organizations such as the Ganaraska Region Conservation Authority.
Revenue source Description
45
Occupancy could be tied to funding for research which can fluctuate as a result of federal and provincial spending.
•
•
•
Increased revenue opportuni- • ties from timber and non-timber products. More benefits to residents and economic development (e.g., • lifestlye attractiveness, ecological services such as cleanr air and water, recreational opportunities). Increased recreational opportunities would help support a permit system.
Requires present investment for future economic benefit (although social benefits would be immediate). Revenue is speculative, but beneficial socio-economic impacts are probable. •
•
Increasing land prices.
Threats
Larger forests (e.g., Simcoe • County [ 30,000ac], Ganaraska [ 11,000ac]) are able to generate greater timber sale revenues and are more attractive for recreational permit sales. Simcoe County is able to operate without levy contributions as a result of harvest sales. Forested land prices in Northumberland County are still relatively low compared to other Counties to the south and west.
Opportunities
Weaknesses
Few research forests in Ontario • south of the Canadian Shield and none are as large as the County Forest. Potential for other academic uses such as field courses. Investment in supportive infrastructure such (e.g., weather station, hydrological monitoring stations) could increase the attractiveness of research opportunities.
Strengths
Would likely require initial • investment from the County to build a facility. Likely to be revenue neutral (through rental charges) rather • than a revenue generation (benefit is local econmic spin- • off ).
Increased landbase Acquisition of land for the development of programs, particularly revenue-generating programs such as timber harvesting.
Academic institutions are ben- • eficial to the local economy. Provide scientific information for forest management deci• sion-making. Provide local academic opportunities.
Revenue source Description
•
•
•
Threats
Weaknesses
Strengths
Opportunities
Academic institution Development of an academic research/learning facility (research station and lodging) for natural and cultural heritage studies in the County Forest and surrounding area.
Revenue source Description
46
•
•
Uncertain long-term funding.
•
Provides a predictable source of funds for the duration of a project. Allows for flexible timing of spending. Provides a financial base that can be leveraged for funding.
•
•
•
Purchase of equipment/carry- • ing out of programs that can be shared among all municipalities (e.g., 1” chipper to destroy Emerald Ash Borer larva, County-wide monitoring of Emerald Ash Borer distribution, public education) May be able to attract corporate sponsors through seed funding.
Productive project may not get renewed funding.
Threats
Weaknesses
Strengths
Opportunities
One-time shrinking funds A one-time proejct-specific fund to be spent over a given time frame. A good example of a potential project would be a shrinking fund for Emerald Ash Borer management and education.
Revenue source Description