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

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Provincial Government Transformation and Integrated Decision Making in the Natural Resources SectorOverview

MuskwaKechika Advisory Board

October 24, 2013

slide2

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
Why is transformation needed?

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
IDM enables the broader BC Government and NRS Transformations
  • 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

Transformation Programs

Supporting strategies & documents

BC Government Transformation

  • Citizens @ the Centre : BC Government 2.0

People Change

Systems Change

Better Citizens’ Service

NRS Transformation

  • One Land Base / One Land Manager Vision
  • NRS Transformation Plan

People

Process

Systems

IDM

  • IDM Addendum
  • Business Architecture
  • ISSS for the NRS

People

Process

Legislation

Systems & Data

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

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

1992

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

2002

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

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

2012

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

2004

2005

2006

2007

2008

2009

2011

2012

2013

2010

2001

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

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

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

January

Scoping and planning activities for IDM begin

June

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

July

Dave Nikolejsin is named the Transformation Executive Sponsor

September The final business case wassubmitted to the OCIO for endorsement

transformation of management regimes from vertical to a balance of vertical and horizontal
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

Vertical Management

Transformation of Management Regimes in NR Sector

  • 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

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

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”

Purpose:

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

Key Benefit Areas:

Economic Growth & Job Creation

Improved Public & First Nations Engagement

Lower Risk Exposure

Integrated Resource Stewardship & Management

Increased Workforce Productivity

More Efficient Technology Infrastructure

Improved Service Delivery

Timeline:

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

how will idm be delivered
How will IDM be delivered?
  • 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

IDM

Legislation, Regulation & Policy

Resource Stewardship

Authorizations

Compliance & Enforcement

First Nations Consultation & Engagement

Support Functions

Common IM/IT Infrastructure

Portfolio

24 Projects

7 Projects

10 Projects

5 Projects

14 Projects

3 Projects

3 Projects

4 Projects

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

Investment spent to streamline…

Make decisions related to natural resource development in line with desired state

will enable greater focus on…

Integrated Natural Resource Management

Clearly establish the desired state and set objectives, priorities and expectations

Check effects relative to desired state to embed quality and consistency

Adjust development regime or desired state as necessary

slide10
A streamlined process will support the sector’s ability to make timely, durable authorization decisions

Make decisions related to natural resource development in line with desired state

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

Supported by

NR Sector Legislation, Regulation and Policy Harmonization

Integrated Service and Systems Strategy (Technical Solutions)

authorizations life cycle
Authorizations Life Cycle

IDM Key Messages - DRAFT

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

Clearly establish the desired state and set objectives, priorities and expectations

Check effects relative to desired state to embed quality and consistency

  • Resource focused strategic planning
  • Cumulative effects management
  • Sector plans
  • Land use plans
  • Harvest plans
  • Forest sector plans
  • Integrated resource monitoring
  • Stewardship decision support
  • Public feedback
  • Data analytics
  • Information
  • Compliance & enforcement

Supported by

NR Sector Legislation, Regulation and Policy Harmonization

Integrated Service and Systems Strategy (Technical Solutions)

slide13
At different stages of the roadmap, the number of NRS staff will be required to support the transformation will vary
  • 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

200190

400

External Resources

160160

350

190110

Internal Resources

300

15080

250

Number of FTEs

200

10050

7050

150

6030

100

50

FY 14/15

FY 15/16

FY 16/17

FY 17/18

FY 18/19

FY 19/20

FY 20/21

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

a number of planning activities are already underway
A number of planning activities are already underway

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

slide15
IDM leadership is committed to integration and is prepared to take the necessary steps to move IDM forward
  • A major milestone is approaching in the submission of the business case on Sept 20th
  • 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

Initiate IDM

IDM Funding

IDM Long Term Planning

Transformation Readiness

a) If fully funded

Sep 20 – Submission of Business Case

TBD – Business Case Decision

Reassess and Prioritize Implementation Plan

End of Fiscal Year

b) If notfully funded