Provincial Government Transformation
and Integrated Decision Making in the
Natural Resources Sector
Overview
Muskwa Kechika Advisory Board
October 24, 2013
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
1
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.
Drivers of Transformation
Description
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
2
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
Supporting strategies &
documents
Transformation Programs
BC Government Transformation
People Change
•
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
Systems Change
Better Citizens’ Service
NRS Transformation
People
Process
Systems
IDM
People
3
Process
Legislation
Systems & Data
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
2004
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
January
Scoping and
planning activities
for IDM begin
4
2005
2007
Resource Management
Coordination Program
(RMCP) is launched to
increase natural
resource management
integration and
efficiencies
2006
2007
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
June
A new cabinet is formed
resulting in the introduction
of a new ministry– MLNGD
2008
2010
Structure impediments
to full integration lead
to the creation of the
Ministry of Natural
Resource Operations
(MNRO), and in 2011
MFLNRO
2009
2010
2009
In striving for a longterm sustainable
service delivery, the
Integrated Land
Management Board
(ILMB) board (a
precursor to the
NRS board) expands
the scope of RMCP
July
Dave Nikolejsin is named
the Transformation
Executive Sponsor
2012
The NRS
transformation
plan is unveiled,
including plans
for Integrated
Decision Making
(IDM)
2011
2012
2012
NRS Board approves
a proposal to
harmonize legislation
and associated
regulation and policy
September
The final business case
was submitted to the
OCIO for endorsement
2013
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
Transformation of Management Regimes in NR Sector
Vertical Management
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
5
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:
Improved
Economic
Public &
Growth &
First Nations
Job Creation
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
6
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
7
Legislation,
Regulation &
Policy
Resource
Stewardship
Authorizations
Compliance &
Enforcement
First Nations
Consultation &
Engagement
Support
Functions
Common IM/IT
Infrastructure
Portfolio
10 Projects
5 Projects
14 Projects
3 Projects
3 Projects
4 Projects
24 Projects
7 Projects
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…
will enable greater
focus on…
Clearly establish
the desired state
and set objectives,
priorities and
expectations
Make decisions
related to natural
resource
development in line
with desired state
Integrated Natural
Resource
Management
Adjust
development
regime or desired
state as necessary
8
Check effects
relative to desired
state to embed
quality and
consistency
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
9
Integrated Service and Systems
Strategy (Technical Solutions)
Authorizations Life Cycle
10
IDM Key Messages - DRAFT
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
11
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
• 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
200
190
400
Number of FTEs
350
190
110
300
Internal Resources
150
80
250
200
150
External Resources
160
160
100
50
70
50
100
60
30
50
FY 14/15
12
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
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
Current Key Activities & Deliverables
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
S
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
13
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
IDM Funding
Sep 20 –
Submission of
Business Case
IDM Long Term
Planning
TBD –
Business Case
Decision
Transformation Readiness
End of Fiscal Year
a) If fully funded
Initiate IDM
b) If not fully funded
Reassess and
Prioritize Implementation Plan
14