BC Timber Sales Strategic Plan Ministry of Forests, Lands and Natural Resource Operations

Transcription

1 BC Timber Sales Strategic Plan 2012 Ministry of Forests, Lands and Natural Resource Operations

2 BC Timber Sales Headquarters PO Box 9507 Stn Prov Govt Victoria, British Columbia V8W 9C2 Tel: Fax: Photo credits: Cover (background, nursery, planting, truck, planning, loading) page i, page ii, page 3, page 12, page 14, page 16, page 17, page 19, page 20, page 22, courtesy

3 Table of Contents Introduction... 1 Strategic Priority: Excellence in Delivering the Current Mandate & Core Business... 3 Business Acumen... 4 Data & Information Management...5 Technology...7 Strategic Priority: Trust in BC Timber Sales... 8 Social Performance... 8 Environmental Performance Financial Performance Strategic Priority: Long Term Success of BC Timber Sales Effective Relationships Active Involvement Transparent & Effective Communications Continuous Improvement Sufficient Resources... 21

4 BC Timber Sales Introduction The BC Timber Sales Strategic Plan drives overall strategic direction of the organization, well positioning us for current and future operating environments. The strategic and operational focus of BC Timber Sales (BCTS) is in luenced by ongoing direction from the provincial government, global economic forces, the wood products market, social expectations and values, changes to the forest resource, workforce dynamics, and other operational and environmental impacts. Analysis of these external and internal drivers and a strong future focus in luence the direction of this Strategic Plan and operational plans. The Ministry of Forests, Lands and Natural Resource Operations (Ministry) receives direction from the Province on overall government priorities, which helps form the Ministry s annual Service Plan. To ensure alignment with the Ministry, the goals, objectives and strategies of the Ministry s Service Plan are carefully considered when establishing the priorities, and strategies of the BCTS Strategic and Business Plans. BCTS Business Principles and Goals Consistent with safe practices, sound forest management, and maintaining effective relationships BC Timber Sales 1. Is a high performing organization with skilled, motivated and proud people. 2. Provides a credible reference point for costs & pricing of timber harvested from public land in British Columbia. 3. Provides a reliable supply of timber to the market through open and competitive auctions. 4. Maximizes net revenue for the province. Page 1

5 While the Strategic Plan guides development of the annual BCTS Business Plan, the Business Plan establishes how the strategic priorities and broad strategies of the Strategic Plan will be addressed and resourced over the next three years. As such, the Business Plan provides the framework for day-to-day operations and activities of the organization and reflects what will be achieved with existing resources, while the priorities and strategic outcomes of the Strategic Plan reflect a broader perspective and longer term vision. The BC Timber Sales Business Plan is organized under three high level outcomes Economic Prosperity, Sustainable Resources and People & Organizational Excellence Strategic Plan Update BC Timber Sales developed its first strategic plan in 2003 to guide the then new organization in achieving its mission as a reference point for the cost and pricing of timber harvested from public land in British Columbia. The 2012 Strategic Plan considers existing, new and emerging influences affecting the organization, and builds on previous Strategic Plans. Contributing to this work, the Timber Sales Leadership Team 1 (TSLT) completed an environmental scan and identified key themes that drive our current priorities, outcomes and strategies. BCTS has identified three key strategic priorities: 1. Excellence in delivering the current mandate and core business. 2. Trust in BCTS. 3. Long term success of BCTS. 1 The Timber Sales Leadership Team is comprised of an Assistant Deputy Minister, an Executive Director, a BCTS Headquarters (HQ) director and an associate director, 12 Timber Sales Managers and two BCTS HQ managers. Page 2

6 Strategic Priority: Excellence in delivering the current mandate and core business BCTS was created to market Crown timber to establish market price and capture the value for the public. BCTS does this by competitively auctioning a sufficient and reliable supply of timber that supports the Market Pricing System, rural communities and the forest sector; provides economically viable timber sales to customers; and maximizes net revenue (profit) for the people of B.C. Key to achieving superior performance in delivering our current mandate and core business are three strategic focus areas: business acumen, data & information management, and technology. By concentrating on these priorities, BCTS will continue to contribute to provincial economic prosperity and sustainable resources within our culture of innovation and excellence. Page 3

7 Business Acumen Fundamental to the maximization of net revenue and ensuring the long term profitability of our organization is the business acumen of BCTS staff. While the forest sector is slowly recovering, both BCTS and its customers must manage their operations on very small profit margins. An increased focus on net revenue (profit) will help ensure BCTS operations support sustainable profit that contributes to the achievement of government priorities. External factors such as the impacts of the Mountain Pine Beetle in the Interior and the rapidly changing forest sector market significantly affect current and future BCTS business and operations. In some areas this may mean insufficient volumes of timber to support operations, or new and emerging demand for previously non-merchantable fibre. By identifying these factors now and proactively employing flexible business management strategies and structures in response, BCTS will ensure long term sustainable operations. Focus on net revenue using business acumen employ flexible business management strategies and structures to reflect operating environment changes such as reduced timber volumes in the interior and to ensure long term sustainable operations. BCTS people have a strong level of business acumen. Operational structures, strategies and decisions are viewed and assessed by how they will impact on Business Area and BCTS net revenue and delivered log costs. Develop and implement a BCTS corporate strategy for achieving our business acumen goals. The strategy will outline objectives, methods, tools, training and development for increasing business acumen. Long term profitability of BCTS. Page 4

8 Data & Information Management Central to BC Timber Sales demonstrating that it is a credible reference point supporting the Market Pricing System is effective data and information management.. Ensuring BCTS data is timely, complete, accurate, reliable, and verifiable; and that the right information is produced to achieve business goals, is integral to our success. To realize these outcomes BCTS needs to take the next steps to develop a culture of data integrity and accountability, improve performance measures, and work collaboratively with others to address data issues. Develop a culture of data integrity and accountability. BCTS data is complete, accurate, reliable, timely, and verifiable producing the right information. Everyone in BCTS is responsible for and as a regular part of business, pays attention to data integrity. Develop and implement a Data Quality Management System. Strategic Outcomes: BCTS produces the right information to reach its business goals. BCTS data is timely, complete, accurate, reliable and verifiable. Page 5

9 Improve performance measures & implement a business performance dashboard. BCTS has a comprehensive suite of performance measures that focus effort on areas of most operational and strategic importance. It regularly tracks and reports performance progress in an easy to read dashboard performance report. 1. Incorporate the new suite of performance metrics into a revised, streamlined Quarterly Milestone Report. 2. Develop a rollup dashboard performance report linked to the quarterly milestone reports. Work collaboratively to improve and influence data issues outside our direct control that impact aspects of our program integral to our success. BCTS is seen as part of the solution and is involved in improving data and data processes outside our control but integral to our operations. 1. Identify all such known data and/or processes and partners or decision makers. 2. Develop a plan to prioritize issues and assign resources to develop collaborative relationships & influence decisions related to data. Strategic Outcomes: BCTS produces the right information to reach its business goals. BCTS data is timely, complete, accurate, reliable and verifiable. Page 6

10 Technology Related to a greater focus on data and information management, maximal use of technology is also integral to BCTS achieving superior performance. Accomplishing this outcome will improve the efficiency of operations, information management, and net revenue. BCTS will achieve this by providing staff with the technology they need to excel at their jobs. Work to provide staff with the tools to do their jobs effectively such as data loggers, handhelds, software, hardware, display equipment and printing technology. The strategic use of the available technology has increased the effectiveness of BCTS in delivering on its goals. Develop and implement a five-year BCTS Technology Plan that is linked to greater government objectives and provides staff with the technology to do their jobs well. It will also consider provincial and local needs and how best to address them. In development of the plan BCTS will: Collect and collate an inventory of current technology Solicit people s input on what they need to be effective Prioritize acquisitions and balance current needs with future technology Ensure organizational consistency Achieve economies of scale in purchases Include technology training for staff Capitalize on government refresh by coordinating our needs and supporting the acquisition of appropriate soft/hardware Obtain central government support of BCTS plan to remove barriers to successful implementation BCTS makes effective use of available technology to deliver on its business goals. Page 7

11 Strategic Priority: Trust in BC Timber Sales BC Timber Sales believes that a reputation for performance and triple bottom line management (social, environmental and financial) is essential for building and maintaining trust with our stakeholders. This focus also provides a solid foundation for the organization to meet current and future challenges and opportunities. BCTS has identified three key strategic outcomes related to safety, sound forest management & responsible financial management that will help ensure that BCTS is recognized as a trustworthy organization one that can be relied on. Social Performance Society demands that the past unacceptable safety record of the forest sector not be repeated. BC Timber Sales is strongly committed to improving forest worker safety by fostering a positive safety culture in BCTS, the ministry and the forest sector by supporting BC Forest Safety Council initiatives. In this way BCTS will continue to build stakeholder trust and be a significant contributor to improved safety in the B.C. forest sector. BC resource-based community economies have been in decline. At the same time, rural communities are becoming more involved in forestry through Community Forest Licenses. BCTS operations throughout the province continue to support these economies through the planning, development and sale of Crown timber. By enhancing and expanding our relationships and communications within these local communities, BC Timber Sales can build trust or social license. BCTS directly supports government priorities of jobs, families and rural communities through significant contributions to rural community economies. Additionally, environmentally sound and sustainable BCTS planning operations assist in the maintenance of this social license. BC Timber Sales must ensure a continuance of sound forest stewardship of both the land and resource, and be able to deliver on legal requirements and on our commitments to the public. Page 8

12 Leverage BCTS safety practices to foster a positive safety culture throughout the Ministry and support BC Forest Safety Council initiatives. BCTS is seen as a significant contributor to improving safety in the B.C. forest sector. Over the next three years, BCTS will: 1. Collaborate with and assist MFLNRO in their safety efforts. 2. Collaborate with BC Forest Safety Council and develop leading indicators for improved safety using existing processes & practices. BCTS is a significant contributor to improved safety in the BC forest sector. Enhance and expand our relationships and communications with the local communities within which we operate. Local communities are aware of BCTS, how it contributes to economic prosperity & sustainable resources, and are invested in its success. 1. Develop a community engagement strategy. 2. Ensure that local communities are included in the BCTS communications strategic plan. BCTS is recognized as a significant contributor of BC rural community economies. Page 9

13 Environmental Performance Our customers, the public and government have increasing expectations for effective environmental and forest management. To ensure BC Timber Sales products and those of its customers are well accepted in the market customer chain, BCTS will practice sound forest management and maintain its focus on environmental and forestry certification. Maintain our focus on environmental and forestry certification. 100% of BCTS timber volume is certified under a Sustainable Forest Management system. BCTS Certification Standards team will use continuous improvement approaches to identify and implement ideas to improve the efficiency and effectiveness of BCTS environmental and forestry certification processes. BCTS practices sound forest management. Page 10

14 Financial Performance Sound financial management ensures the full value of public timber assets are captured for the public. Stakeholder trust in BCTS as good financial managers supports the long term success of the organization. Key to being seen as good financial managers is earning net revenue (profit). To support a renewed focus on profit, BCTS will implement Business Area net revenue as a key internal performance measure. Financial performance also extends to our customers BC Timber Sales can only succeed when our customers succeed. Customers must be able to trust BCTS to provide a reliable supply of economically viable timber sale opportunities to support their businesses. To achieve mutually sustainable financial performance in a context of increasingly limited resources, trust between BC Timber Sales and our current and potential partners and collaborators is more critical than ever. Implement net revenue as a key performance measure for Business Areas. BCTS operations are financially sustainable and BCTS earns net revenue (i.e. a profit) on average. A focus on net revenue at the business area level ensures that BCTS as a whole will earn sufficient profit to sustain its operations and support broader government objectives. 1. Implement net revenue as a key performance measure at the business area level. 2. Develop tools for projecting and reporting on net revenue at a business area level. 3. Develop and implement a strategy for staff training on new tools and understanding how operational and other decisions and actions impact net revenue and delivered wood costs. BCTS is seen as effective financial managers. Page 11

15 Strategic Priority: Long Term Success of BC Timber Sales The long term success of BC Timber Sales is influenced by a complex mix of internal and external forces and how well BCTS anticipates, prepares for, influences, adjusts, and takes advantage of these opportunities and challenges. Five focus areas and outcomes have been identified as critical to BCTS continuing to deliver superior performance and making a distinctive impact over a long period of time: Effective Relationships; Active Involvement; Transparent & Effective Communications; Continuous Improvement; and Sufficient Resources. Page 12

16 Effective Relationships Effectiveness in building and maintaining strong relationships is critical to delivering superior, enduring performance. Stakeholders in trusting, mutually beneficial relationships with BC Timber Sales support its long term success; they are key collaborators and partners that BCTS relies and depends upon. To achieve these strategic outcomes BC Timber Sales will seek out and actively promote collaboration and partnership opportunities with First Nations, Communities, Major Licensees, Industry, Contractors, and other parts of government. BCTS will also continue to strengthen relationships with industry and our contractors through the Timber Sales Advisory Council and the BCTS Contractor Advisory Committee. Seek out and actively promote collaboration and partnership opportunities with First Nations, Communities, Major Licensees, Industry, Contractors, Ministry, and within BCTS. Through collaboration, BCTS has effective relationships with stakeholders who are invested in the success of BCTS. 1. Develop a collaboration principles and guidance document for communicating more broadly within the ministry. 2. Create guidance materials for internal use to facilitate business to business relationships. 3. Develop a strategic plan to guide overall BCTS business to business initiatives. 4. Develop a plan to obtain required legislative and regulation changes needed to facilitate business to business relationships. 5. Implement a corporate strategy for building relationships with local governments and communities. Stakeholders are invested in the success of BCTS. Page 13

17 Continue to build relationships with broader industry and our contractors through such activities as the Timber Sales Advisory Council and BCTS Contractor Advisory Committee. BCTS has effective, mutually beneficial relationships with industry & contractor stakeholders who are invested in the success of BCTS. Maintain and work to improve the effectiveness of the Timber Sales Advisory Council and the BCTS Contractors Advisory Committee. Industry stakeholders are invested in the success of BCTS. Page 14

18 Active Involvement BC Timber Sales management s proactive, results-based approach seeks opportunities, generates strategies, and develops initiatives to maximize outcomes. By strategically participating in broader government initiatives BCTS will continue to address ministry priorities while taking full advantage of mutually beneficial new opportunities. Participate in Ministry and/or broader government corporate initiatives that have potential implications for BCTS to influence the outcome towards mutual benefit (e.g. market diversification). BCTS is regularly invited to participate in broader ministry and government corporate initiatives, and its participation provides future benefits and opportunities for BCTS. Address BCTS desire to participate and contribute to corporate initiatives that may have future implications for BCTS within the BCTS corporate communications strategic plan. Potential implications and opportunities for BCTS of broader ministry and government initiatives are identified and considered prior to implementation. Page 15

19 Transparent & Effective Communications Transparent and effective communications ensure stakeholders are aware of BC Timber Sales distinctive impact, help sustain stakeholder relations, and can positively influence these partners to be stronger supporters of BCTS. To achieve this strategic outcome, BC Timber Sales will enhance our stakeholder communications through a targeted effort to connect with both internal and external audiences. It will also take action to communicate how BCTS outcomes align with and support government priorities families, jobs and communities. Enhance & continuously improve communication strategies with stakeholders general public, internal, government, industry, clients, and suppliers. BCTS has transparent and effective communications with stakeholders public, internal, government, industry, clients, and suppliers. Develop and implement a comprehensive corporate communications strategic plan. Stakeholders know how BCTS makes a distinctive impact. Page 16

20 Communicate how BCTS outcomes align with & support government priorities families, jobs and communities. BCTS Business Plans, Annual & Quarterly Reports, and websites clearly show how achievement of BCTS goals, principles and objectives support and align with government priorities. 1. Update BCTS Business Plan, Annual and Quarterly Report templates to clearly show how achievement of BCTS goals, principles and objectives support and align with government priorities. 2. Ensure that BCTS and ministry websites clearly show how achievement of BCTS goals, principles and objectives support and align with government priorities as a part of the government redesign of websites. 3. Assess the viability of developing performance indicators that measure BCTS support of government priorities. Stakeholders know how BCTS makes a distinctive impact. Page 17

21 Continuous Improvement An organization that rests on past accomplishments and practices will likely not have long term success. Therefore, continuously improving BC Timber Sales operations and practices is a key strategic outcome for BCTS. BCTS will achieve this outcome through its system of teams, and by investing in attracting capable and talented people that bring knowledge, skills and experience to strengthen our business success. We will renew our focus on engaged staff by supporting our people through training, development and recognition. Finally, BC Timber Sales will make full use of advanced technology to increase the effectiveness and efficiency of BCTS operations. Renew our focus on having engaged staff by supporting our people through training, development and recognition. Capable and talented people within BCTS are recognized, engaged, and are able to build upon their knowledge, skills & experience, and want to stay with our organization. 1. Create an updated learning and development strategy to support the growth and retention of capable and talented people within BCTS. The strategy will align with broader ministry and government initiatives and plans. 2. Renew and revitalize the BCTS recognition policy. 3. Assess the need to re-establish a People Practices Working Group to develop a BCTS People Practices Plan. 4. Develop a BCTS retention strategy based on relevant, valid research data (e.g. demographic information, exit interviews, and innovations and best practices from other jurisdictions). BCTS operations and practices are continuously improving. Page 18

22 Invest in attracting new capable and talented people to BCTS that bring knowledge skills, and experience that suppoprt and strengthen oue business success BCTS is successful in attracting capable and talented people. 1. Develop a corporate strategy to build relationships between young people and BCTS, including summer jobs, co-op opportunities, First Nations and Community paid internships, and entry-level developmental positions for youth. 2. Explore possible models for enhanced learning & development including targeted locations that provide opportunities, experience and training for entry level new staff, and learning & development opportunities for existing BCTS staff. BCTS operations and practices are continuously improving. Page 19

23 Make full use of advanced technology to increase the effectiveness and efficiency of BCTS operations. BCTS is aware of new technologies, and has a process to explore and evaluate them to increase the efficiency and effectiveness of its operations. od fibre, BCTS will take strategic actions to identify and pursue Develop an advanced corporate technology plan to: 1. Investigate ipad/tablets and other new technologies (e.g. LiDAR) to assess business applications and field use. 2. Provide leadership and promote collaboration and partnerships in new technologies. 3. Work with Information Management Branch to ensure we have the infrastructure to support any new technologies or systems. BCTS operations and practices are continuously improving. Page 20

24 Sufficient Resources BC Timber Sales is an essential element of a robust, open and competitive market for wood fibre that ensures all industry firms have an equal opportunity to expand and diversify. Ensuring that BCTS has sufficient timber available to achieve its mandate and core business objectives is critical to its long term success. The amount of timber available for harvesting is declining and there is increasing demand for access to the limited supply of Crown timber. Additionally, a recent Round Table on Forestry recommendation is to increase the percentage of fibre that is available through competitively bid timber sales. To achieve the outcome of a robust, open and competitive market for wood fibre, BCTS will take strategic actions to identify and pursue opportunities to increase the volume of timber competitively auctioned and protect timber volume apportionment and the Timber Harvesting Land Base. Take actions to ensure BCTS timber volume apportionment and the Timber Harvesting Land Base remains sufficient to achieve its operational goals. BCTS has sufficient resources (timber supply) to achieve its mandate and long term success. 1. Compile a five year view of timber supply and BCTS sales volume by management unit to support future decisions. 2. Engage experts to provide an independent analysis and opinion on the risks and potential impacts to market pricing related to decreasing BCTS apportionments. 3. Focus on growing opportunities through collaboration and partnerships, not just protecting areas. 4. Develop and implement a corporate communication strategy to improve communications & understanding with MARR & MFLNRO. BCTS has sufficient timber available to achieve its mandate and core business objectives. Page 21

25 Identify and pursue opportunities to increase the volume of timber competitively auctioned by BCTS. (Working Round Table on Forestry Recommendation #20) BCTS is able to acquire new additional timber volume when opportunities arise to replace volume lost to other government priorities or to supplement the achievement of its goals. BCTS will explore options and opportunities to further this strategic initiative through its Opportunities Review. BC Timber Sales is a key part of a growing open and competitive timber market in B.C. Page 22