Presentation is loading. Please wait.

Presentation is loading. Please wait.

Muskwa Kechika Advisory Board October 24, 2013 Provincial Government Transformation and Integrated Decision Making in the Natural Resources Sector Overview.

Similar presentations


Presentation on theme: "Muskwa Kechika Advisory Board October 24, 2013 Provincial Government Transformation and Integrated Decision Making in the Natural Resources Sector Overview."— Presentation transcript:

1 Muskwa Kechika Advisory Board October 24, 2013 Provincial Government Transformation and Integrated Decision Making in the Natural Resources Sector Overview

2 1 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

3 Why is transformation needed? 2 Drivers of TransformationDescription Demographics A decrease in NRS government employees by 7.1% is projected over the next three years Program changes Uncoordinated 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 changes The 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 changes Expectations 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.

4 IDM enables the broader BC Government and NRS Transformations 3 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 ChangeSystems Change NRS Transformation PeopleSystemsProcess IDM PeopleSystems & DataProcessLegislation 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

5 NRS has been committed to integration with IDM being the next critical step in the transformation 4 2002 MSRM introduces joint work planning with sister NRS ministries in regions (various iterations of joint resource management up to NRO 2004 Creation of FCBC – One Window for NRS authorizations 2005 The 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 January Scoping 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 20042005200620082009201120122013 2012 The NRS transformation plan is unveiled, including plans for Integrated Decision Making (IDM) 1992 Commission on Resources and Environment (CORE), a precursor to Land and Resource Management Planning (LRMPs), is established 2001 The Ministry of Sustainable Resource Management is created to improve the integration of natural resource policy and operations 2007 2010 June A new cabinet is formed resulting in the introduction of a new ministry– MLNGD July Dave 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

6 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 5 Forest SectorRecreationEnergyTourismMiningOil 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 Vertical Management

7 IDM is a seven year journey to align legislation, processes, people and technology for an integrated delivery of NRS services 6 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

8 How will IDM be delivered? 7 IDM Legislation, Regulation & Policy Resource Stewardship Authorizations Compliance & Enforcement Common IM/IT Infrastructure First Nations Consultation & Engagement Support Functions 14 Projects3 Projects 4 Projects 24 Projects 5 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

9 A substantial amount of IDM is focused on improving effectiveness and efficiency of decision-making activities, processes and systems 8 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…

10 Application intake Data entry Legacy system costs Physical document storage Decision making Data accessibility Smart forms Adaptable systems Licensing Permitting Online review / comment 9 A streamlined process will support the sector’s ability to make timely, durable authorization decisions Supported by NR 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

11 Authorizations Life Cycle 10IDM Key Messages - DRAFT

12 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 11 Clearly establish the desired state and set objectives, priorities and expectations Check effects relative to desired state to embed quality and consistency Supported by NR Sector Legislation, Regulation and Policy Harmonization Integrated Service and Systems Strategy (Technical Solutions)

13 At different stages of the roadmap, the number of NRS staff will be required to support the transformation will vary 12 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 14/15FY 15/16FY 16/17FY 17/18FY 18/19FY 19/20 350 300 250 200 150 100 50 FY 20/21 Number of FTEs External Resources Internal Resources 100 50 400 190 110 200 190 160 150 80 70 50 60 30

14 A number of planning activities are already underway 13 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

15 IDM leadership is committed to integration and is prepared to take the necessary steps to move IDM forward 14 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 Fiscal Year


Download ppt "Muskwa Kechika Advisory Board October 24, 2013 Provincial Government Transformation and Integrated Decision Making in the Natural Resources Sector Overview."

Similar presentations


Ads by Google