Muskwa Kechika Advisory BoardOctober 24, 2013

Provincial Government Transformation and Integrated Decision Making in the

Natural Resources SectorOverview

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The natural resource sector aims to bring about “a prosperous future for all British Columbians

through sustainable economic development and shared leadership of our natural resources”

Building on our collective successes under One Land Base, One Land Manager, our vision will ensure we

are driving towards our future state: where we work together to create lasting value, protect the environment, and actively invest in economic and

social prosperity for all British Columbians

Why is transformation needed?

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Drivers of Transformation Description

Demographics A decrease in NRS government employees by 7.1% is projected over the next three years

Program changesUncoordinated development in the NRS creates unintended impacts to environmental, societal and economic values and complexity in the trade-offs that exist in the decisions made by the sector

Technological changesThe NRS has approximately 100 systems currently associated with authorizations that are independent of one another or with varying degrees of connectivity creating the need for multiple access points and record keeping systems

Economic or business changes

Increased demands on government financial resources are resulting in greater financial pressures on current and aging business processes and systems

Environmental factors An integrated view of BC’s natural resources will support the management of BC’s ecosystems and natural heritage

Social changesExpectations of government service delivery are changing rapidly as a result of advances in technology resulting in demand for more services through more channels

Legislation Current legislation has evolved over time and continues to carry over a number of gaps, limitations and conflicts

Management of today’s natural resources are increasingly complex, increased service delivery demands and with less human and financial resources available.

IDM enables the broader BC Government and NRS Transformations

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• IDM is a key piece of the NRS Transformation• The NRS transformation aligns to the over-arching government changes to people and

systems to the end of Citizens @ the Centre

BC Government Transformation

People Change Systems Change

NRS Transformation

People SystemsProcess

IDM

People Systems & DataProcess Legislation

Better Citizens’ Service

• Citizens @ the Centre : BC Government 2.0

• One Land Base / One Land Manager Vision

• NRS Transformation Plan

• IDM Addendum• Business Architecture• ISSS for the NRS

Transformation Programs Supporting strategies & documents

NRS has been committed to integration with IDM being the next critical step in the transformation

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2002 MSRM introduces joint work planning with sister NRS ministries in regions (various iterations of joint resource management up to NRO

2004Creation of FCBC – One Window for NRS authorizations

2005The Deputy Minister to the Premier and PSA tour province with demographics analysis: 40% will retire by 2020 and an equal amount will pursue other opportunities. Budget pressures will increase – key drivers of NRS integration

2007 Resource Management Coordination Program (RMCP) is launched to increase natural resource management integration and efficiencies

2010 Structure impediments to full integration lead to the creation of the Ministry of Natural Resource Operations (MNRO), and in 2011 MFLNRO

September The final business case was submitted to the OCIO for endorsement

JanuaryScoping and planning activities for IDM begin

2009 In striving for a long-term sustainable service delivery, the Integrated Land Management Board (ILMB) board (a precursor to the NRS board) expands the scope of RMCP

2012 NRS Board approves a proposal to harmonize legislation and associated regulation and policy

2004 2005 2006 2008 2009 2011 2012 2013

2012 The NRS transformation plan is unveiled, including plans for Integrated Decision Making (IDM)

1992Commission on Resources and Environment (CORE), a precursor to Land and Resource Management Planning (LRMPs), is established

2001The Ministry of Sustainable Resource Management is created to improve the integration of natural resource policy and operations

2007 2010

JuneA new cabinet is formed resulting in the introduction of a new ministry– MLNGD

JulyDave Nikolejsin is named the Transformation Executive Sponsor

NRS has been long committed to integration with Integrated Decision Making (IDM) being the next critical step in the transformation

Transformation of Management Regimes from Vertical to a balance of Vertical and Horizontal

• Historical management of Natural Resources has been vertical by sector. This is necessary to provide economic development opportunities

• Current (transformative) need is to balance public interest (e.g. Cumulative effects) and efficiencies with economic development

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Forest Sector Recreation Energy Tourism Mining Oil and Gas

Move to Horizontal Management to better serve the public interest (integration of resource management)

Move to Horizontal Management to increase efficiencies in sector administration

Transformation of Management Regimes in NR Sector

Vert

ical

Man

agem

ent

IDM is a seven year journey to align legislation, processes, people and technology for an integrated delivery of NRS services

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Purpose:

Key Benefit Areas:

The IDM transformation, spanning 7 years with planning activities already underway, will deliver benefits early and often following a ramp up in effort in FY13/14

To transform the way services are delivered, the way in which natural resources are managed, and the way in which decisions are made

Timeline:

Integrated Resource

Stewardship &

Management

Increased Workforce

Productivity

The IDM transformation is… “…a series of initiatives designed to align legislation, processes, people and technology to

allow for the integrated management of BC’s natural resources”

Improved Public &

First Nations Engagement

Lower Risk Exposure

Economic Growth &

Job Creation

More Efficient

Technology Infrastructure

Improved Service Delivery

How will IDM be delivered?

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IDM

Legislation, Regulation &

Policy

Resource Stewardship Authorizations Compliance &

EnforcementCommon IM/IT Infrastructure

First Nations Consultation &

Engagement

Support Functions

14 Projects 3 Projects 3 Projects 4 Projects 24 Projects5 Projects10 Projects

• IDM is large in scope—it will be delivered by breaking it down into manageable implementation programs and projects (8 programs shown below)

• An estimated 190 internal staff will be involved in the transformation at the peak of year 4

• Additional NRS staff will be consulted and engaged throughout the transformation

• Broad external engagement and communications will occur throughout the life of the project

• A key goal will be to minimize impact to operational / business-as-usual activities

• Discussions to determine how to best leverage cross-government capabilities will continue throughout the planning and implementation phase

Portfolio

7 Projects

A substantial amount of IDM is focused on improving effectiveness and efficiency of decision-making activities, processes and systems

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• Efforts to streamline decision-making activities, processes and systems create the capacity for the sector to further invest in other high priority areas

IDM Investment

Check effects relative to desired

state to embed quality and consistency

Make decisions related to natural

resource development in line with desired state

Adjust development

regime or desired state as necessary

Clearly establish the desired state

and set objectives, priorities and expectations

Integrated Natural Resource

Management

will enable greater

focus on…

Investment spent to streamline…

• Application intake• Data entry• Legacy system costs• Physical document storage• Decision making • Data accessibility• Smart forms• Adaptable systems• Licensing• Permitting• Online review

/ comment

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A streamlined process will support the sector’s ability to make timely, durable authorization decisions

Supported byNR Sector Legislation, Regulation and Policy Harmonization

Integrated Service and Systems Strategy (Technical Solutions)

Make decisions related to natural

resource development in line with desired state

Authorizations Life Cycle

11 IDM Key Messages - DRAFT

• Integrated resource monitoring

• Stewardship decision support

• Public feedback• Data analytics• Information • Compliance & enforcement

• Resource focused strategic planning

• Cumulative effects management

• Sector plans• Land use plans• Harvest plans• Forest sector plans

Additional functions are included to further NRS’s ability to act as an effective integrated manager and steward of BC’s natural resources

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Clearly establish the desired state

and set objectives, priorities and expectations

Check effects relative to desired

state to embed quality and consistency

Supported byNR Sector Legislation, Regulation and Policy Harmonization

Integrated Service and Systems Strategy (Technical Solutions)

At different stages of the roadmap, the number of NRS staff will be required to support the transformation will vary

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• Each program will be led by program directors and program management resources, supported by seconded staff and external parties for project delivery

• The degree of involvement of sector staff will be based on requirements and availability• A key goal will be to minimize impact to operational / business-as-usual activities• An estimated 190 internal staff will be involved in the transformation at the peak of year 3• Additional NRS staff will be consulted and engaged throughout the transformation• Discussions to determine how to best leverage cross-government capabilities will continue

* FTE requirements are subject to change as analysis may be refined to reflect latest updates

FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20

350

300

250

200

150

100

50

FY 20/21

Num

ber o

f FTE

s

External Resources

Internal Resources

10050

400

190110

200190

160160

15080

7050 60

30

A number of planning activities are already underway

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Current Key Activities & Deliverables

Over the course of the past six months, we have completed or are on track to complete a number of key activities that inform the long-term IDM planning

Business Architecture: Improving efficiency and management of the NRS delivery processes for both business and technology (maintain policies, deliver better)

Governance Model/PMO Design: A reporting, accountability and governing model to govern and manage the delivery of projects (logistical management of IDM)

Change Management and Communications Strategy: An internal and external framework to transition NRS staff and engage stakeholders

Implementation Roadmap: A seven-year timeline outline the sequence of priority projects and activities for transformation

Business Case: Supported by the benefits realization framework to detail value of IDM to NRS and the government

Application Disposition: An identification and prioritization process to classify systems for building a common infrastructure – Test Prototype under development.

Legislation Harmonization: A streamlining, consolidation and modernization effort to remove red-tape that prevents integration and coordinated decision making

S

IDM leadership is committed to integration and is prepared to take the necessary steps to move IDM forward

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• A major milestone is approaching in the submission of the business case on Sept 20 th

• Leading up to the funding decision, key readiness activities will take place that are aimed at preparing the sector for transformation

• Funding decision will determine whether or not additional prioritization of the implementation plan will be required in order to initiate IDM

IDM Funding

Sep 20 – Submission of Business Case

Initiate IDM

Reassess and Prioritize Implementation Plan

TBD – Business Case

Decision

IDM Long Term Planning Transformation Readiness

a) If fully funded

b) If not fully funded

End

of F

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