Corporate Services Realignment

February 28, 2018

I am pleased to announce that, effective March 1, 2018, all support service business units at the Toronto and Region Conservation Authority (TRCA) will form a centralized division known as Corporate Services, led by Michael Tolensky, Chief Financial and Operating Officer (CFOO).

The primary mandate for the Corporate Services division is to provide timely and seamless support for fundamental business operations. Additionally, Corporate Services will take proactive leadership, in collaboration with all divisions, to address standard operating procedures, opportunities for organizational improvements and results that are both financially and strategically sustainable. This new centralized division addresses gaps in TRCA’s current business model associated with our diverse and ever-growing lines of business. By realigning to improve service delivery and centralizing staff with similar functions currently working in different divisions, TRCA will address opportunities for operational efficiencies consistently communicated by our staff and stakeholders.

This realignment follows consultation with the Senior Leadership Team, as well as discussions with the Chair and Members of the Authority, municipal partners and external stakeholders. In meetings with staff and stakeholders of TRCA and The Living City Foundation (LCF), I heard about the importance of a dedicated centralized division that includes support services such as Communications and IT. In addition, I heard about the need for greater focus around Planning and Development matters to reflect high stakeholder interest in this area of our work. I also heard about the importance of greater teamwork and focused leadership on corporate services to support the great work of this organization. Lastly, staff also communicated the importance of coordinating and prioritizing work efforts of TRCA and the LCF. The revised organizational structure responds to these needs and requests and is reflective of the modern corporate structures at government agencies and crown corporations of similar size and scale.

It is important to recognize that although there are no reductions to the existing staff complement, there are some changes including: renaming of divisions and business units; new reporting structures; addition/repurposing of positions; and a refined CEO’s office.

» VIEW THE NEW ORGANIZATIONAL CHARTS

The Corporate Services division comprises seven business units:

• Clerk and Corporate Records
• Communications and Events
• Finance
• Strategic Business Planning and Performance
• Information Technology Management
• Property and Risk Management
• Project Management Office

The following is a brief summary of the key responsibilities for each business unit within the Corporate Services division:

Clerk and Corporate Records

• Ownership of Board governance matters, including ensuring that all relevant administrative policies are in compliance with relevant legislation and the quality review of all Board materials;
• Providing a one-stop shop for Board member requests/queries and reporting directly to the Board for statutory purposes and the CEO on Board matters including obtaining final approval on Board reports;
• Providing training to staff for Board reporting and subcommittee meeting/material delivery and leading all Board governance and record management related training and development for the organization;
• Administration of records management in compliance with the Municipal Freedom of Information and Protection of Privacy Act, including providing guidance to TRCA staff on records and information management requirements and best practices;
• Developing and implementing TRCA’s records retention schedule, records management policy, strategic plan and business case for records program development and associated procedures; and
• Providing Electronic Document and Records Management System support to the organization.

Communications and Events

• Branding of external communications, including TRCA/LCF websites, social media, marketing materials, business cards, letterheads, email signatures and media relations;
• Consistent branding for all TRCA/LCF communications, events, etc.;
• Proactive communications involving both the TRCA and LCF and funding partner events;
• Coordination and maintenance of government and agency protocols involving partners (e.g. Waterfront Toronto);
• Ownership of event logistics and the development and maintenance of a corporate events protocol to be followed by TRCA/LCF;
• Providing marketing and digital media services to the organization and coordination with external service providers;
• Managing all aspects of the TRCA and LCF identifications, including logos, trademarks, etc.; and
• Leading all communication and events training for the organization.

Finance

• Supporting the day-to-day operations of the organization by delivering accurate and timely financial data on which to base planning, performance evaluation and operating decisions;
• Oversight and administration for payroll services;
• Ensuring adherence to accounting and control practices and procedures, the integrity of management information and safeguarding of assets;
• Providing financial leadership, managerial support, financial modeling, operational and organizational recommendations, clear communication and customer service;
• All matters pertaining to the financial health of the organization including management of financial risk, approval of material cash disbursements and investments, review of journal entries, financial guidance regarding proposed and existing programs/projects, leadership over the development and monitoring of the annual budget, monthly reporting, financial statements, providing financial guidance to affiliated entities and the development and monitoring of new and existing financial systems, policies and procedures;
• Providing leadership on all organizational procurements and credit card procedures;
• Approval for all potential in-kind donations, including cheque exchanges;
• Leading all TRCA/LCF audit engagements and external reporting of financial information; and
• Leading all finance training for the organization.

Strategic Business Planning and Performance

• Leading all budget communications with TRCA’s municipal partners;
• Ownership of TRCA’s 1-year, 4-year (in accordance with municipal terms) and 10-year budgets;
• Aggregation of the organization’s unmet financial needs;
• Coordination of divisional budget and Centralized Reporting and Planning information;
• Coordination of all TRCA/LCF funding and grant applications;
• Development and maintenance of the Centralized Reporting and Planning tool;
• Aggregation of information for the Business Synopsis and Rational report; and
• Leading all business planning and performance related training and development for the organization.

Information Technology Management

• Ownership of day-to-day information technology and data and support for corporate record needs for the organization, including all aspects of IT and systems, geomatics and database development and management;
• Taking the steps necessary to maintain support of a well-functioning, secure and efficient IT infrastructure service;
• Working towards transitioning the organization to a new updated platform recognizing the extensive ties to the existing Lotus Notes platform;
• Developing and maintaining policies and procedures governing procurement and use of IT hardware/software, including working with staff and stakeholders to develop project plans, establish milestones/timelines/appropriate budgets;
• Developing and maintaining an organizational IT infrastructure strategy;
• Developing and maintaining an emergency response plan; and
• Leading all information management training for the organization.

Property and Risk Management

• Coordination of all potential/actual litigation matters that arise;
• Developing and maintaining an organizational risk management program;
• Ownership of the organization’s insurance portfolio;
• Maintaining the organizational fixed asset management plan;
• Management of all TRCA properties and fleet vehicles and related operations/maintenance;
• Providing legal advice to TRCA and LCF Boards;
• Providing strategic direction of TRCA’s real estate portfolio, including the securement of land, management, rental and lease of TRCA properties with the objective of building partnerships, new business models and maximizing the value of the portfolio;
• Developing and maintaining TRCA’s corporate office accommodation plan; and
• Leading all property and risk management training for the organization.

Project Management Office

• Leading project management or providing support, depending on the scope/risk associated with a specific initiative;
• Overseeing several multidisciplinary project teams in order to provide strategic direction, tactical advice and oversight of TRCA’s major and special projects portfolio, in order to enable successful delivery according to approved scope of work, schedule and budget;
• Development and maintenance of an organization-wide standardized project management methodology;
• Development and maintenance of a network of TRCA staff for collaborative efforts and providing strong managerial, operational, organization, communication and client services;
• Ensuring that work performed and completed adheres to TRCA, municipal, provincial, and federal policies, guidelines and regulations/legislation;
• Development of an organizational fixed asset management plan; and
• Leading all project management training for the organization.

An Implementation Working Group with divisional representatives has been established to support the roll-out of this realignment. The Implementation Working Group will be meeting over the next month to facilitate the successful transition and implementation of the realignment, communicate the realignment to external stakeholders, and effectively manage the change requirements to ensure timely adoption of the realignment.

In response to high staff and stakeholder interest, I will continue to review areas of our business including Planning and Development, Watershed Strategies, and Human Resources to ensure that operational efficiencies, capacity concerns, and program delivery opportunities are recognized in the context of new regulatory frameworks and unprecedented growth pressures facing our organization and region. I look forward to continuing to work with all of you to execute on our strategic priorities and to improve service delivery.

Sincerely,

John MacKenzie M.Sc.(Pl)MCIP,RPP
Chief Executive Officer
Toronto and Region Conservation