Part B: Integrated Land Management Bureau — Continued

Report on Performance

This section reports progress made by the Integrated Land Management Bureau on its objectives under each Bureau goal and through its strategies and performance measures. Actual results are compared with planned performance. The goals, objectives, strategies and performance measures reported on are those stated in the Bureau portion (Part B) of the Ministry of Agriculture and Lands 2005/06 – 2007/08 Service Plan Update published in September 2005.

As the newly formed Bureau was still undergoing organizational change when the September Update was released, a number of changes to goals and objectives, for example, were subsequently made to the new service plan published in February 2006. For example, due in part to government's direction that ministry service plans reduce their size by transferring the detailed operational-level information to ministry business plans, the Bureau has reduced the number of performance measures from 11 in 2005/06 to seven in 2006/07. Changes have been indicated in the text under the appropriate section to provide a more accurate picture of progress made during 2005/06.

Bureau Performance Plan Summary Table

Goals, Objectives, Strategies and Performance Measures

Goal 1

Client-centred delivery of services concerning natural resource authorizations and information

As the primary service delivery agent of natural resource authorizations and information for the province, this goal was chosen to show the Bureau's dedicated commitment to providing its clients across British Columbia with these services in a responsive and timely manner. FrontCounter BC offices are providing, on behalf of seven resource ministries, integrated, single-point-of-contact services for clients seeking access to land and resource information, permits, licences, approvals and Crown land tenures, sales and grants in each region of the province. During 2005/06, offices were opened in Kamloops, Surrey, Prince George and Nanaimo. In 2006, FrontCounter BC offices will open in Cranbrook, Williams Lake, Smithers, Fort St. John and Victoria.

This Bureau goal supports government's Great Goals 4 and 5 by improving access to the province's land and resource information, thereby facilitating timely and transparent natural resource decision-making for business, governments and the public. The functions under this goal foster greater investor confidence and responsible economic development that is sensitive to environmental and social concerns. The goal also supports the government-wide priority to provide better services to British Columbians and to help reduce the regulatory burden. The risks to achieving this goal centred on ensuring the offices opened on time with appropriately trained staff and that effective coordination existed between FrontCounter BC offices and the host ministries.

When this goal was devised for the 2005 Service Plan Update, it included the objective of providing clients with integrated land and resource information. This objective is now Goal 3 in the newly released 2006/07-2008/09 Service Plan. The new goal more fully captures the Bureau's role of providing provincial land and resource information management from a corporate leadership perspective.

Objective 1

Tenuring, permitting, licensing and Crown grant services that are timely, high quality and transparent

This objective was chosen to respond to the need by natural resource clients for services that are timely, accurate, courteous, convenient, transparent and efficient. Many regional businesses and the public expressed a desire to receive such services at a one-window location where costs were fully disclosed, application processing times were reduced and streamlined, and there was no need for lengthy run-arounds between agencies. Considerable progress has been made under this objective, as more FrontCounter BC offices have been created that have provided better citizen-centred services and enhanced resource economic development across the province.

The risks in trying to reach this objective included the ability to successfully initiate the provision of these services through a new FrontCounter BC-type of agency. Its success has been recognized with receipt of the Premier's Award for Excellence in the category of Cross Government Integration.

Core Business Area: Client Service Delivery

Strategies

These strategies were developed to facilitate the best methods of providing natural resource services on behalf of the resource ministries that the Bureau supports. Risks included the fact that staff were now responsible for providing efficient and knowledgeable application support for some 82 authorizations — many more than staff were previously used to before the Bureau was formed in summer 2005. For example, FrontCounter BC staff now handled such authorizations as Christmas tree permits, pesticide user permits and permits to construct works within highway rights-of-way — all authorizations formerly accepted by other resource ministries. Most FrontCounter BC staff had formerly dealt with Land Act or Water Act authorizations only. For more information on the types of authorizations issued by FrontCounter BC, visit their website at http://www.frontcounterbc.gov.bc.ca/authorizations.html.

The strategies have been considerably expanded in the 2006/07 – 2008/09 Service Plan to incorporate further streamlining procedures, more coordination with client ministries and enhanced accessibility.

Performance Measures

Number of FrontCounter BC offices opened: This measure was chosen to provide an indication of the progress in expanding single-point-of-contact services to natural resource clients across the province. The Bureau opened four offices, surpassing its target of three offices, indicating successful implementation of an efficient transition process and an avoidance of the inherent risks of not opening on time. This measure was not included in the 2006/07 – 2008/09 Service Plan and was replaced by a more outcome-based measure gauging the reduction in the time for applicants to receive a decision from the Bureau on applications for authorizations adjudicated by the Ministry of Agriculture and Lands.

Client satisfaction with FrontCounter BC offices: This measure was chosen to assess overall client satisfaction levels, changes in these through time and the source of any dissatisfaction. Data was not available to support this measure during 2005/06 as the client database continued to evolve with the opening of FrontCounter BC offices. Also, due to the need to reduce the number of operational performance measures in the Bureau service plan, it was decided to transfer this measure to a Bureau business plan to be developed during 2006/07.

Timely processing of applications for land and resource-use authorizations: Good progress was indicated by this measure, which specifically addresses the timeliness of application processing from the time a client's application is accepted and fees received to the notification of an adjudication result and/or offer of a Crown land tenure or sale from the Bureau to the client. If processing times decline, it indicates a frustrating and possibly costly slowdown in authorizations for both businesses and the public seeking access to land and resources. In 2005/06 the Bureau successfully increased the percentage of applications processed within timelines communicated to clients.

1

This performance measure was based on one used by the former Land and Water BC and was used during 2005/06 to calculate the percentage of new Land Act applications to the Bureau and the Ministry of Agriculture and Lands processed within 140 days. The former LWBC turnaround time of 90% was used as a target. The Bureau's FrontCounter BC offices will assist clients by providing information and in preparation of applications for permits, licences, approvals and Crown tenures and grants. Decisions on authorizations will, in most cases, be made by decision-makers in one of the host ministries for which the Bureau provides FrontCounter BC services.

Objective 2

Information and related services that meet client needs

This objective was used to ensure that understanding the needs of Bureau clients seeking land and resource information was paramount in providing quality service and obtaining good client satisfaction. Considerable progress has been made in both parts of this objective during 2005/06. The risk of not achieving this objective would have negative consequences to the provision of quality service to clients. However, the likelihood of such an occurrence is extremely low due to the commitment to good service displayed by staff. This objective was expanded considerably to incorporate a more corporate management and delivery aspect of the Bureau's land and resource information, and now forms the basis of Goal 3 of the new 2006/07 – 2008/09 Service Plan.

Core Business Area: Resource Information Management

Strategies

These strategies reflect the Bureau's commitment to work closely with businesses, individuals and other provincial agencies seeking land and resource information and related services. Providing the right tools to enable clients to reach their goals makes good business sense and should be the backbone of any service delivery agency. Without such tools, clients will go elsewhere, affecting the economic development of the province.

The strategies have been expanded under a separate information goal (Goal 3) in the 2006/07 – 2008/09 Service Plan.

Performance Measure

Client satisfaction with land and resource information services: This measure was transferred to a new Bureau business plan under development in 2006/07. Seen as being more operational in nature and thus too detailed for the high-level Bureau service plan, the client satisfaction surveys also needed revision to reflect the change in clients now under the Bureau, compared to a similar survey used by the former Ministry of Sustainable Resource Management.

Goal 2

Sustainable development of Crown land through land-use planning and improved relations with First Nations.

Inherited by the Bureau from the former Ministry of Sustainable Resource Management, this goal is considered important to the economic development of the province while respecting environmental and social concerns, and First Nations involvement. Through the year, the Bureau made progress on this goal by taking the lead role in:

To alleviate the risks of not achieving the sustainable development of the province through this goal, the Bureau will support continued progress in completing and implementing land-use plans through the cooperation of all parties involved.

In the new service plan released in February 2006, a further planning objective was added to the goal — that of providing strategic leadership and corporate coordination of provincial programs for the management and recovery of broad-ranging species-at-risk.

12	These integration efforts supported the leadership of the Government Caucus Committee on Natural Resources and the Economy and the Deputy Ministers' Committee on Natural Resources and the Economy.

Objective 1

Priority land-use plans completed, implemented and maintained

In order to further stimulate the economic development of the province through land-use planning, the Bureau made progress in completing specific priority land-use plans and bringing them to the implementation stage. By the end of the fiscal year, two of the six plans had advanced to the implementation stage, one was near completion, and three others continued in government-to-government negotiations with affected First Nations. The major risk is completing the government-to-government negotiations in a timely manner with First Nations. The consequences of reaching this objective remain central to meeting economic certainty in the province. Accordingly, the Bureau is working with First Nations in the spirit of the New Relationship.

Core Business Area: Client Service Delivery

Strategies

These strategies provide the detail behind the tools used to further the progress of land-use plans. Progress on completing and implementing the strategic land-use plans was touched upon under Objective 1; additionally, significant strides were made to update existing LRMPs and regional land-use plans to address Mountain Pine Beetle impacts. Increased logging of killed timber has in most cases affected the timber supply projections on which these plans were based. Progress was also evident both in the completion of sustainable resource management plans required to support the Forest and Range Practices Act and in enabling specific resource-based opportunities.

Performance Measures

Strategic-level plans completed and adopted: This measure was used to identify major specific efforts to complete, approve and implement six priority strategic-level plans that facilitate access to, and use of, Crown lands and resources, particularly where competition between commercial and public interests for these resources is strong. Progress on this measure was mixed: the Central Coast and North Coast LRMPs moved to implementation stage in March 2006, with the Morice LRMP being nearly ready for government endorsement by fiscal year end. Three other LRMPs did not advance as quickly as hoped. Sea-to-Sky, Lillooet and Haida Gwaii/Queen Charlotte Islands LRMPs continue in government-to-government negotiations with affected First Nations stage. The negotiations are proving to be protracted and complex.

This performance measure was altered in the 2006/07 – 2008/09 Service Plan so that it now provides an indication of the increasing percentage of British Columbia covered by strategic land-use plans.

Strategic-level land-use plans reviewed in light of Mountain Pine Beetle infestation: The measure was devised to assess the progress of amending LRMPs and regional land-use plans in forested areas impacted by the Mountain Pine Beetle. Significant progress was made to these updates, which are required to secure future economic development opportunities, encourage public awareness and support the timber salvage program. The target of three LRMPs and regional land-use plans being reviewed was reached. The risk in not using this performance measure would be that the Bureau could not readily keep track of the important work it is doing in support of this concerted effort to combat the Mountain Pine Beetle.

This performance measure was slightly revised in the Bureau service plan released in February 2006. It now concerns the percentage of the province covered by strategic land-use plans that have been revised to address new issues or environmental factors (e.g., Mountain Pine Beetle impacts).

Supporting results-based forestry: This measure was used to gauge progress in completing high priority SRMPs required to support the Forest and Range Practices Act. The measure proved inadequate to assess progress, as several SRMPs, despite being very near completion, couldn't be included in the calculation. Progress was reflected, however, in the fact that the result achieved 80 per cent of its target. Establishing key biodiversity objectives and other legal objectives allow for the implementation of results-based forestry and a reduction in regulation. This leads to increased economic and social benefits while maintaining environmental integrity. The measure was not included in the new service plan because the focus of SRMPs is changing and new appropriate measures are under development.

New SRMPs completed: This measure aimed at providing an indication of the additional resource-based economic opportunities enabled by planning activities under this objective. The target of completing five new SRMPs was surpassed, as SRMPs for Cranbrook West, Kalum, Kispiox, Quesnel, Valemont to Blue River, and eight watershed SRMPs for Clayoquot Sound were all completed by the end of 2005/06.

1	Target mostly achieved is defined as the performance measure achieving 80% or more of its target.

Objective 2

First Nations consulted on the development and implementation of land-use plans

Throughout the past year the Bureau has continued the work of the Ministry of Sustainable Resource Management in engaging affected First Nations in land-use planning. Involving First Nations in the development and implementation of land-use plans and assisting First Nations in pursuing specific resource-based economic opportunities were two of the main features of this objective the Bureau continued to pursue, in accordance with the New Relationship with First Nations. Consequently, the Bureau worked with First Nations on the completion phase of six LRMPs and worked with First Nations on 23 SRMPs.

Core Business Area: Client Service Delivery

Strategies

These strategies were chosen as the best methods by which the Bureau could engage First Nations in ensuring their interests were addressed in provincial land-use planning. Their involvement is crucial to completing government-to-government negotiations and reaching the implementation stages of the strategic land-use plans.

Performance Measure

First Nations consultation on land-use plans: The Bureau achieved a high percentage of engagement with First Nations in the preparation of sustainable resource management plans and strategic land-use plans under development or revision (either at the planning table stage, subsequent government-to-government negotiations, or both). The measure provides a basic indication of the New Relationship as it applies to natural resource management and ensures the province is both incorporating First Nations interests and meeting its legal obligations to consult with First Nations on resource planning.

Goal 3

Coordinated management and recovery of priority species-at-risk

Including this goal in the Bureau's September 2005 Service Plan Update resulted from recognition that a cross-government approach was needed to coordinate and manage the recovery of broad-ranging, key species-at-risk (assigned by government) to address both population declines and provide resource-use certainty. Accordingly, the Bureau created the Species-at-Risk Coordination Office, which provided provincial leadership on behalf of the agencies to which the Bureau provides service, thereby working towards improving Crown land resource access as well as reducing resource-use conflicts. Aspects of this goal support government's Great Goals 4 and 5.

Key elements of this goal are now included under a planning objective in Goal 2 of the Bureau service plan released in February 2006. It was decided that all Bureau planning should be incorporated within one goal, with client services and information being the cornerstones of the other two new Bureau service plan goals.

Objective 1

Strategic leadership and corporate coordination of the provincial programs for the management and recovery of species-at-risk

Similar to the description of the goal above, the Bureau worked with other provincial agencies to initiate a corporate approach to developing an outcome-based vision for species-at-risk management in the province. The risk of reaching this objective revolved around not being able to incorporate the full spectrum of issues under discussion — that is, to ensure that not only biodiversity, but also social and economic value, importance to First Nations and technical feasibility of management and recovery achieve recognition. The Bureau worked to attain an effective balance as a way to mitigate this risk, thereby conserving environmental values, promoting the vitality and diversity of communities and furthering economic development.

Core Business Area: Species-at-Risk Coordination

Strategies

During the year the broader scope of the work involved became more apparent following Bureau consultations with client ministries. In order to avoid the risk of taking on too much at one time, the Species-at-Risk Coordination Office scaled back its review of recovery plans from three to one — the Northern Spotted Owl — which was brought forward for government decision by the end of March 2006. Recovery planning for the Mountain Caribou and the Marbled Murrelet will continue during 2006/07, with possible additional species or sub-species added during the year.

Performance Measures

Outcome-based policy submitted for management and recovery of species-at-risk in B.C.: The purpose of this measure was to gauge the Bureau's success in providing for submission to government of a new, scientifically defensible, outcomes-based policy for the management and recovery of species-at-risk in B.C. that focuses efforts on the province's complement of globally significant species. Due to the redirecting of cross-government coordination and planning funds in this area to completing recovery plans for the three broad-ranging species at risk currently under the purview of the Species-at-Risk Coordination Office, this policy will now be completed at the end of 2006/07.

Number of species-at-risk recovery plans brought forward: Subsequent to publication of the September 2005 Service Plan Update, it was determined there was only capacity available sufficient to complete cross-government coordination and bring forward options for one species — the Northern Spotted Owl. Accordingly, the target for this measure was revised from three species to one, to be consistent with the 2006/07 Service Plan.

Deregulation

The Bureau continues to support government's regulatory reform initiatives by committing to controlling regulatory burden and improving regulatory quality. Maintaining the success achieved in reducing the regulatory burden over the last three years is a desired outcome. During 2005/06, the Bureau sought opportunities in regulatory reform in a number of activities, including:

The Bureau continues to adhere to the regulatory criteria set out in the Regulatory Reform Policy and continues to target a zero-per-cent increase in regulation through 2008/09.