Peel Community Climate Change Flood Resiliency Strategies - Date Revised: February 21, 2019
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Peel Community Climate Change Flood Resiliency Strategies
Date Revised: February 21, 2019
1Flood Resiliency Strategy
Context: The Peel Community Climate Change Steering Committee (PCCCSC) identified flood resiliency as 1 of 3 priorities that could be addressed by partner
organizations (Peel, Brampton, Mississauga, Caledon, CVC and TRCA). The following strategy was approved by the Peel (PCCCSC) on December 19,
2017.
Purpose: Work together to improve flood resiliency in light of current and future extreme weather events. Build upon the Region of Peel Water and Natural
Heritage Vulnerability assessments by optimizing policies, programs, and practices, and increasing alignment amongst partners
Strategy Lead: Christine Zimmer (CVC)
Technical Advisory in the development of the Approved 2017 Workplan
• Peel: Christine Tu (formerly at TRCA during Strategy development), Andrew Farr, Imran Motala, Italia Ponce, Steve Ganesh, Sally Rook, Syeda Banuri,
Learie Miller, Gail Anderson, Mark Pajot, Sam Paquette
• Mississauga: Paul Mitcham, Helen Noehammer; Michael Cleland; Julius Lindsay , Tim Lindsay, Muneef Ahmed
• Caledon: Shannon Carto, Katelyn McFadyen, Ryan Grodecki , Geoff Hebbert
• Brampton: Michael Heralall
• TRCA: Nick Lorrain, Sonya Meek, Sameer Dhalla, Rebecca Elliot, Tim Van Seters, Meaghan Eastwood, Dilnesaw Chekol
• CVC: Tim Mereu, Jeff Payne, Roger Tharakan, Alex Lenarduzzi, Gayle SooChan, Lisa Brusse, John Sinnige, Loveleen Clayton, Jeff Wong, Maureen
Pogue, Lisa Brusse, Alex Pluchik, Cassie Schembri
2ToCP: Adapt effects of Climate Change
Strategy: Urban and Riverine Flood Resiliency Strategy within Peel
Key Question(s) Responses
Description Describe the strategy and its purpose in a The purpose of the Flood Resiliency Strategy is to improve flood resiliency for urban and
sentence or two riverine flooding in light of current and future extreme weather events. The strategy builds on
the Peel Climate Change Vulnerability Assessments. Improvements will be achieved through
the optimization and coordination of consistent approaches, optimizing policies, programs,
and practices by partners to reduce risks.
Rationale Why do we believe that it will have an The 2017 Peel Water Vulnerability Assessment found:
impact on our key outcome and metric? • Climate change is likely to lead to increased severity and frequency of extreme
rainfall events. These events are difficult to predict in advance, posing challenges
to warning systems and emergency response. These two critical factors are the
responsibility of different partner agencies so increased alignment amongst the
agencies will aid in overcoming this challenge.
• Recent extreme rainfall events within Peel Region have highlighted the wide
range of risks to public infrastructure and services, natural environment, and
human health and well-being. Critical interdependencies (stormwater, water,
wastewater, EMS, public health, etc.) highlight the need to respect the different
roles partners have in building flood resiliency. Processes can be strategically
aligned to maximize return on investment and reduce overall risk.
• One of the first steps to adaptation is addressing current vulnerabilities that
otherwise will be exacerbated by climate change. Benchmarking our current risk
and level of service will allow reductions in vulnerability to be measured. This
information can help determine where to focus collective adaptation efforts in
the future, if needed.
• Vulnerability Studies recommend 5 key component which form the basis of the
3FRS (for the purposes of the strategy, recommendations 3 and 4 have been
combined):
1. Building capacity and resiliency through “in the ground action using SNAP”
and “prioritization of high risk areas through mapping and Tools”
2. Land-use compatibility in flood-prone areas through planning policies
3 and 4. Multi-stage early emergency warning systems; Post-event forensic
investigation to understand the direct/indirect costs and risks associated with
flooding
5. Framework for action on resiliency to ensure level of service is maintained to
meet an acceptable levels of risk
Scale At what scale (number of staff, citizens, e.g.) This Strategy consists of two components:
will the strategy be implemented? 1. Enhance the coordination of currently planned programs (2018-2022) by highlighting
current Peel-wide partner initiatives that align with the goals of the PCCP Flood
Resiliency Strategy. This information will serve to inform the Flood Resiliency
Strategy Pilot.
2. Develop of a Flood Resiliency Strategy for the Town of Caledon as a pilot which can be
expanded across the partnership. It will inform flood resiliency initiatives in new
developments (greenfield) and existing urban areas.
Resources What people, time, money, and technology Staffing needs:
Required will be needed to implement it? Estimate Strategy Lead: Christine Zimmer
specific numbers required for each; if
In keeping with the vulnerability recommendations, the following components form the basis
appropriate, specify which resources will be
of the FRS. A lead or co-lead has been assigned to each component. Advisory teams can
reallocated and which are new. ensure case studies findings inform broad Peel-wide application to meet the Strategy Goals.
1. Building capacity and resiliency through “in the ground action through SNAP” and
“prioritization of high risk areas”
• SNAP
o Recommended Co-Leads: Sonja Meek (TRCA) and Andrew Kett (CVC)
o Advisory team: Jose Torcal (TRCA), Karen Bannister (CVC) Katelyn McFadyen
4(Caledon), Johanne Manente (Peel), TBD (Brampton), Mississauga (TBD)
• Mapping Partner Initiatives
o Recommended Co-Leads: Amna Tariq (CVC) and Shahir Alam (Peel)
o Advisory team: Muneef Ahmed (Mississauga), Michael Heralall (Brampton),
Geoff Hebbert (Caledon,) Samantha Paquette (Peel), Syeda Banuri (Peel),
Katie MacDonnell (CVC), Kamal Paudel (CVC), Tim Mereu (CVC), Alex Pluchik
(CVC), Sameer Dhalla (TRCA), Rebecca Elliot (TRCA), Ryan Grodecki (Caledon),
Tim Van Seters (TRCA), Sonya Meek (TRCA), Cassie Schembri (CVC), and
Meaghan Eastwood (TRCA)
• Prioritizing high risk areas and management strategies
o Recommended Co-Leads: Geoff Hebert (Caledon) and Christine Zimmer (CVC)
o Advisory team: Muneef Ahmed (Mississauga), Greg Frew (Mississauga), Luis
Lasso (Peel), Miriam Polga (Peel), Mark Head (Peel), Syeda Banuri (Peel),
Michael Hoy (Brampton), TBD (Brampton), Katelyn McFadyen (Caledon),
Geoff Hebbert (Caledon), Sameer Dhalla (TRCA), Nick Lorraine (TRCA) ,
Meaghan Eastwood (TRCA), Michelle Sawka (TRCA), Neelam Gupta (CVC), Tim
Mereu (CVC), Amna Tariq (CVC), Sakshi Saini (CVC), Katie MacDonnell (CVC),
Tatiana Koveshnikova (CVC), Kamal Paudel (CVC), Scott Sampson (CVC)
2. Land-use compatibility in flood-prone areas through planning policies
• Integration of flood resiliency into planning policies and processes
o Recommended Co-Leads: Gail Anderson (Peel), Katelyn McFadyen (Caledon)
and Meg Olson (CVC)
o Advisory team: Planning Technical Advisory Committee – Sylvia Kirkwood
(Town of Caledon), Bailey Loverock (Town of Caledon), Marie Miller
(Caledon), Mark Head (Caledon), Eniber Cabrera (City of Mississauga), David
Waters (City of Brampton), David Burnett (TRCA), Joshua Campbell (CVC),
Hailey Ashworth (CVC)
• Risk Management Framework
53. Multi-stage early emergency warning systems and post-event forensic investigation to
understand the direct/indirect costs and risks associated with flooding
• Emergency management
o Recommended Co-Leads: Christine Zimmer (CVC) and Teresa Burgess-Ogilvie
(Mississauga)
o Advisory team: John Sinnige (CVC), Rebecca Elliott (TRCA), Meg Olson (CVC)
Hailey Ashworth (CVC) Katie MacDonnell (CVC), Andrew Cooper (Peel), Alain
Normand (Brampton), Mark Wallace (Caledon)
4. Framework for action on resiliency to maintain a level of service and acceptable level
of risk
• Monitoring strategy
o Recommended Co-Leads: Jennifer Dougherty (CVC) and Tim Van Seters
(TRCA)
o Advisory team: Syeda Banuri (Peel), Sam Paquette (Peel), John Antoszek
(MOECC), Geoff Hebbert (Caledon), TBD (Brampton) and other members of
STEP advisory Committee, Meaghan Kline (CVC), Katie MacDonnell (CVC)
Definition of What would success look like for this specific • Completion of all short term products for 2018 identified below (see Milestone
Success strategy? Section).
• Visual products to help prioritize partnership efforts (mapping completed 2018)
• Clear, consistent, and partnership-wide understanding of flood risk (Flood risk
meeting 2018)
• Completion of a comprehensive list of flood risk reduction activities (policy,
management, emergency planning, enforcement, maintenance) complete with
approximate costs (return on investment data) for effective decision-making and
cost savings. (Q1 2022)
• A list of barriers and gaps needed to address coordinated emergency
management strategy. (Q2 2019)
6• Informed SNAP participants for effective behavioral change and support.( 2022)
Strategy What metric will we use to regularly track In 2022
metric our progress toward this definition of • # of households and businesses in SNAP pilot that adopt LID measures (annually)
success? • Completion of flood risk mapping (as a percentage of total length of watercourses
that have floodplain mapping)
• # of stormwater infrastructure improvements constructed within high priority
areas (every 5 years)
• % of priority areas studied through Inflow and Infiltration (I-I) Reduction and
Mitigation program. (every 5 years)
• % of sewers meeting the level of service in high priority areas (every 5 years)
Beyond 2022
• Developing KPIs in 2019-2020, baseline monitoring 2021
• % of partner policies, programs and financial plans that integrate
recommendations from the Strategy (2020+)(measured quarterly)
Note:
Baseline: 59% of Mississauga, 33% of Caledon, 32% of Brampton, 56% of Peel has no
stormwater management
Milestones / Between now and the definition of success Deliverables
Roadmap (June 2019 or earlier), what are the most 1.0 Building capacity and resiliency through “in the ground action using SNAP” and
important milestones that will represent “prioritization of high risk areas through mapping and tools”
real progress? Who is responsible for each,
and what is the deadline for each? 1.1 SNAP program
• On Track- Q1 2018 (Design), Q 3 2018 (Construction): Upper Nine Stormwater
Pond Retrofit - TRCA and City of Brampton retrofit a stormwater pond
• On Track- Q3 2018 (Design), Q2 2019 (Construction): Glendale Public School LID
Retrofit - Peel District School Board and CVC staff
7• Completed Q1-Q2 2018: County Court Boulevard Bioswale/LID maintenance -
TRCA and City of Brampton staff build capacity for LID maintenance and future
applications of LID
• On Track Q4 2018-Q2 2019: Develop Fletchers Creek SNAP Action Plan Report
and submit for endorsement.
• Q2 2019 (Design anticipated), Q3 2021 (Construction) anticipated: Haggert Ave
Road Retrofit –Brampton and CVC staff, implement a LID road retrofit project
• Q1-Q4 2019: Community Engagement to Build Community Leadership -TRCA,
CVC, Mississauga, Brampton, Caledon (County Court SNAP and, Burnhamthorpe,
Mississauga, Bolton West, Caledon).
• Q1 2019 – Q4 2021: (Pending Brampton Council endorsing Fletchers Creek SNAP
Action Plan) Fletchers Creek SNAP implementation fully underway and working
toward four goals: reduced environmental impact of neighbours’ daily activities;
empowered and knowledgeable community of neighbours who care for and are
connected to nature; a healthy and diverse local landscape and; a clean and
healthy creek. Specific projects to be identified when Action Plan complete at
end of 2018.
• Q1 2019- Q4 2022: Implement stormwater management (SWM) measures within
the West Bolton SNAP neighborhood to learn lessons about its barriers, effective
community capacity building, and to inform roles and responsibilities of partners.
As an adaptive process, SNAP will seek opportunities to incorporate outcomes
from PCCP strategy initiatives (i.e. watershed evaluation tool or risk and return on
investment tool) as they become available and can contribute a neighborhood
perspective to their development.
1.2 Mapping Partner Initiatives
1.2.1 Partnership Screening Mapping
• Completed Q3 2018: Partnership screening mapping
o Map 1: Riverine and Flood Forecasting – layers include: status of flood risk
mapping and in stream monitoring and rain gauge network locations(note
this map will be refined in 2021)
8o Map 2: Partner Capital Initiatives for Flood Resiliency: Layers include:
Stormwater, Sanitary and Instream Restoration Capital projects, SNAP and
PPG neighbourhood boundary areas(note this map will be refined in 2021)
o Map 3: Flood Resiliency Studies: Layer includes: watershed subwatershed
master plans EA, other related studies (note this map will be refined in 2021)
o Map 4: Draft Flood Risk Screening Map (Riverine, Urban, and Sanitary):
Applying Intact Centre’s Priority Risk methodology for flood resiliency and
Peel Neighborhood Information Tool or MNR Social VA tool (note this map
will be refined in 2021)
• Q2 2019: Create Preliminary Map #4 (Priority Flood Risk Areas) for the Town of
Caledon
• Q1 2020: Update Map #4 for Town of Caledon and Cooksville with RROIT results
• Q4 2021: Update Mapping to reflect work done as part of partnership to define
priority areas and collective impact
1.2.2 Conservation Authority Riverine Flood Risk Mapping
• Completed Q4 2018: Flood Vulnerable Area (FVA) Mapping project Riverine flood
risk assessment within Peel/TRCA jurisdiction (funded by NDMP)
• Q3 2019: Update floodplain hazard mapping across Mississauga (CVC- NDMP
funded)
• Completed Q4 2018: Flood Hazard Mapping for Humber River (TRCA-Peel funded)
• Q3 2020: CVC and TRCA coordination of riverine flood mapping standards.
• Q1 2020: Update hydrology modelling and floodplain mapping of Mimico Creek.
• Q3 2019: Update riverine flood risk mapping of Credit River watershed.
1.3 Prioritizing High Risk Areas and Defining Management Strategies
1.3.1 Risk and Return on Investment Tool, RROIT (CVC led)
• Completed Q1 2018: - Evaluate risk reduction activities and return on investment
for planned Cooksville stormwater activities (land acquisition and stormwater
ponds) under climate projections
• Q1 2019: Prototype Risk and Return on Investment Tool (RROIT) that quantifies
public and private damages due to flooding (i.e. due to riverine, urban overland,
9sewer and sanitary sewer back up, and erosion) under historic and climate change
scenarios.
• Q1 2020: Risk and Return on Investment Tool (Version 2) that utilizes updated
sanitary sewer, public health, and water quality damages due to flooding.
• Q1 2020: Update Cooksville Case Study RROIT Results with new modules
• Q1 2020: Run RROIT in Alton and Bolton to inform Draft Town of Caledon Flood
Mitigation Plan.
• Q1 2021: Risk and Return on Investment Tool (Version 3) with potential liability
and emergency management scenarios.
• Q1 2021: RROIT application in Mayfield West.
1.3.2. Integrated Water Management (IWM) LID TTT Tool project (TRCA led)
• Q1 2019: Green Infrastructure Opportunity Assessment: Model the stormwater
benefits (in current and future climate) of integrating green infrastructure on to all Peel
owned land assets; support SSG, as requested, to integrate results in the Climate Change
Master Plan. Continued support of this project as requested after 2019.
• Q1 2020: Integrate costs and tree and soil cell treatments into the LID TTT.
• Q1 2021: Integrate co-benefits, and apply and one or more methods of climate
change projections into the LID TTT. Pursue Opportunities to help users apply the
LID TTT to practice.
1.3.3 Municipal Natural Assets Initiative Tool: Business Case for Natural Assets in
the Region of Peel (CVC led)
• Completed Q4 2018: Assessment and mapping of the level/value of stormwater
management services provided by natural assets (wetlands, forests and other
greenspace) in the Region of Peel (CVC’s and TRCA’s watersheds)
• Q4 2019: Complete business case for natural assets for one rural (Caledon) and
one urban (Brampton) location
• Q1 2020: Complete life-cycle cost assessment of maintaining natural assets at
two locations
1.3.4. Regional Stormwater Servicing Master Plan (Peel led)
• Q1 2019: Regional Stormwater Infrastructure Inventory
• Q2 2019: Initiate Regional Stormwater Servicing Master Plan
10• Q3 2019: Perform Stormwater Infrastructure Conditions’ Assessment
• Q2 2021: Complete Regional Servicing Master Plan
1.3.5 Level of Service and Level of Risk for Stormwater Study Guideline (CVC led)
• Q4 2019: Develop a consistent approach to defining level of urban/riverine flood
risk, level of service within existing urban areas
• Q4 2020: Determine existing Level of flood Risk pilot areas, using existing
CVC/TRCA models and Peel/Caledon studies
• Q4 2021: CVC/TRCA Stormwater Management Criteria Document Update
2.0 Land-use compatibility in flood-prone areas through planning policies
2.1 Integration of Flood Resiliency into Planning Policies
• Completed Q4 2018: Identify opportunities for updates to the Regional Official
Plan, incorporating policies that support and enhance flood resiliency, including
policy direction for the area municipal official plans. Investigate additional policy
implementation mechanisms such as updates to municipal by-laws.
• Completed Q4 2018: Discuss common elements of SS Bylaw development and
updates as a partnership.
• Q4 2019: CVC to support municipal partners in stormsewer bylaw development
or updates as needed.
• Q4 2019: Through partner meetings and research, identify planning policies and
tools, including PCCCP screening mapping that could be implemented or
evaluated to identify opportunities in the updates to support and enhance flood
resiliency in Official Plans.
• Q4 2020: In partnership with Caledon and Mississauga, and Peel, identify policies
that need to be updated in light of Flood Mitigation Plans for Caledon and
Cooksville and prioritize policies requiring an update.
• 2020-2022: Create Planning Tool Chapter for the FRS that provides examples of
planning tools and policies models, draft policies, bylaws, and discussion papers
to support incorporation of flood resiliency in planning practice.
112.2 Risk Management Framework
• Completed Q3 2018: Complete “Caledon Case Study: Feasibility Assessment of
Standards and Systems for Quality and Risk Management Framework (RMF) for
Stormwater Infrastructure in light of existing and Future Climate Change
Impacts”. To support the implementation of a RMF and understand what best
practices municipalities are doing nationally, PCCP (CVC) was awarded a grant by
Standards Council of Canada. The grant provides funds to write a seed document
“Stormwater Quality Management Standard (SW QMS) in light of climate change
in Canada” to help inform potential national standards and showcase PCCP
leadership.
• Q3 2018: Identify barriers to tracking, documenting, inspecting, monitoring and
maintaining SWM to meet ECA permits
• Q4 2019: Complete review of ECA process recommendations in light of the Risk
Management Framework.
• Q4 2022: Complete Caledon Case Study using RMF (ongoing from Q3 2018-2022)
3.0 Multi-stage early emergency warning systems; Post-event forensic investigation to
understand the direct/indirect costs and risks associated with flooding
3.1 Emergency Management (EM)
3.1.1 Coordinated EM Strategy (2020-2022)
• Completed Q4 2018: Workshop with emergency management teams to discuss
lessons learned from recent extreme events to identify gaps and identify
partnership solutions (i.e. evacuation plans for schools in floodplain, inundation
mapping for various storm events to identify vulnerable areas)
• Q1 2019: Create a list of barriers and gaps needed to address coordinated
emergency management strategy.
• Q3 2019: Prioritize gaps and barriers through meetings with project partners and
identify areas for EM integration with planning, public works and Conservation
Authority initiatives.
• Q1 2020: Develop a scope of work with budget estimate needed to enhance
12coordinated emergency management based on prioritized needs
• Q4 2020: Based on lessons learned from research, event debriefings, and risk
framework, and current partner post-event reporting, develop a Post-Event
Forensic Partner Process for continual improvement of EM.
• Q4 2021: Complete a Chapter on Enhanced Coordinated Emergency Management
that includes: vulnerable area maps, lessons learned from past extreme events,
solutions and tools to address barriers/gaps, forensic audit protocols post events
for continual improvement
3.1.2 Emergency Preparedness Marketing Campaign in High Risk Areas
• Q3 2019: Study existing EM public outreach and market research from partners,
and identify high risk areas to focus targeted campaign
• Q4 2019: Estimate budget for market campaign with draft RFP for high risk areas
in Cooksville.
• Q1 2020: Work with partners to incorporated planned scope of work into
budgeting cycles for 2021.
• Q4 2020: Finalize RFP for market campaign research, including evaluation options,
and conclude RFP for work.
• Q2 2021: Launch marketing campaign for flood preparedness in identified high
risk areas in Cooksville.
• Q4 2022: Continue messaging; evaluate program reach and uptake to
recommend improvements in final Flood Resiliency Strategy.
4.0 Framework for action on resiliency to ensure level of service is maintained to meet an
acceptable levels of risk
4.1 Monitoring Strategy
4.1.1 Performance, Compliance and Inspection Monitoring of SWM Site Monitoring
Region of Peel-led monitoring projects
• Ongoing: Inspection and monitoring program of 3 Peel owned SWM ponds to be
shared with partners to inform discussions for the development of template
13protocols
• Ongoing: Region of Peel creating documentation, tracking, compliance
inspection/monitoring for LID road-right of way projects which can be shared with
partners to support operations and maintenance programs
• Ongoing: Region of Peel’s Environmental Control group will conduct pre-
construction monitoring to help inform designs of future SWM/LID roadway
projects. This information can be shared with partners to help support their
programs.
• Ongoing: Characterization of I-I generation across the Region via flow
monitoring
TRCA-led monitoring projects
• Completed Q2 2018: Brampton County Court LID Performance monitoring Report
CVC-led monitoring projects
• Ongoing (2018-2022): Mississauga Road LID performance monitoring as part of
ECA requirements
• Completed Q3 2018: Brampton Drinkwater SWM Pond Monitoring Technical
Memo
• Completed Q3 2018: CWWF Caledon Pond Monitoring Plan finalized and
monitoring initiated, and 4 months of monitoring completed.
• Completed Q4 2018: Draft Wychwood Performance Monitoring Report
• Completed Q2 2019: STEP Webinar on Wychwood residential LID water balance
results
• Q2 2019: Peer review and consultation with municipal partners for Wychwood
Performance Monitoring Report
• Q3 2019: Annual Update Memo on progress of monitoring project at Mississauga
rd.
• Q3 2019: Final Wychwood Performance Monitoring Report released on website
• Q4 2019: Presentation on Wychwood outcomes at stormwater conference
• Q4 2019: CWWF Caledon pond monitoring data collection complete
• Q3 2020: CWWF Caledon Pond Monitoring Report (Spring 2018-Winter 2019)
• Q4 2020: CWWF SWM Monitoring Protocol – guideline of monitoring and
14reporting protocols to meet ECAs
• Q4 2020: STEP Advisory Committee meeting to communicate flood resiliency
strategy and monitoring outcomes
4.1.2 Flood Resiliency Key Performance Indicator strategy
• Completed Q3 2018: Preliminary meetings and consultations to initiate working
group for KPI
• Completed Q4 2018: RFP finalized to hire consultants for KPI development
process for Peel climate change special levy budget
• Q2 2019: TRCA consultant selection process complete and consultant hired
• Q3 2019: KPI Core management team from TRCA and CVCA meets with
consultants to develop detailed workplan and schedule
• Q4 2019: Consultant completes facilitated TRCA/CVC specific KPI development
process (contract completed )
• Q2 2020: Hold consultation meeting to review TRCA KPI and integrate flood
resiliency performance monitoring outcomes inform PCCP KPI development
including baseline and targets
• Q4 2020: Complete KPI development for Flood Resiliency Strategy
• Q4 2020: Scope budget and workplan for KPI implementation of Flood Resiliency
Strategy as guided by feedback from STEP Advisory Committee
Impact Based on the planned milestones, what is The partnership will produce a blueprint (based on the Caledon pilot) for the expansion of an
your estimate of the impact that this integrated Flood Resiliency Strategy. It is aimed at the reduction of flooding and legal risk. The
strategy will have on the overall outcome pilot strategy will produce maps, data, risk/ risk reduction statistics and costing, as well as a
list of detailed recommendations resulting in a statistically supported approach to reduce
metric over time?
flooding risks.
Delivery Who will the leader of this strategy work
Chain through in order to implement the strategy
15at the necessary scale? Draw the delivery
chain and consider:
What is the end of the chain? This is usually
the end-user/citizen and coincides with the
definition of success.
Between the leader (the beginning of the
chain) and the end of the chain, who are all
the people or organizations that must be
involved in implementing the strategy? How
many of each are there? What role does
each play?
What is the most important line of influence
between the beginning and the end of the
chain – the single line that is most critical to
implementation?
Please note: The actual development of the
Delivery Chain will be facilitated by SDMR at
a meeting with ToCP / Strategy Leads
Risks As you look at the delivery chain, are there • Partnership commitment and resource availability: 2018 Deliverables are focused
risks to implementation that you see? For on partnership wide activities that align with flood resiliency activities. The
each one, how will we manage it? current activities may not currently be prioritized to optimize return on
investment. Optimal activities that benefit all or a large % of the PCCP need to be
reviewed and listed in order of benefit. Without partnership commitment,
activities may proceed in an un-integrated or uncoordinated fashion. To manage
and minimize this risk, the lead will work through the PCCP to identify challenges
16as they occur.
• Incomplete mapping: If we don’t have partner input or receive funding to fill data
gaps, maps will be completed based on poor/incomplete data.
• Funding: Affects staff and planned activities 2020 and beyond. Scope will be
reduced or timelines extended.
Feedback As you look at the delivery chain, are there
Loops any aspects of implementation that you
would want to measure to get feedback on
implementation? (These would supplement
the strategy metric above).
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