November 4th, 2010 - Prince George, Agenda ... - Ministry of Forests

PROFESSIONAL RELIANCE WORKSHOP
PRINCE GEORGE, BC
NOVEMBER 4, 2010
Sponsored by:
Ministry of Forests, Mines and Lands
Ministry of Natural Resource Operations
Forest Industry
ABCFP
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7:30 am - 4:00 pm
November 4, 2010
Cranbrook Room
Ramada Inn
444 George St, Prince George
250- 563-0055
Objectives:
1. Increase understanding of professional reliance in the RNI.
2. Foster trust and good working relationships amongst professionals in the RNI.
3. Move professional Reliance forward in the RNI.
Intended audience:
• Champions for moving professional reliance forward in RNI.
7:30 am - 8:00am Coffee available
8:00 am - 8:15 am Introductions/Welcome
Greg Rawling - A/Regional Executive Director, RNI
Larry Gardner - Chief Forester, West Fraser Mills
8:15 am - 8:20 am Message from Hon. Pat Bell
Minister of Forests, Mines and Lands (MFML)
8:20 am - 9:00 am Moving Professional Reliance Forward
Jim Snetsinger - Chief Forester, MFML
Tom Lewis - Regional Manager, Canfor
Sharon Glover – Executive Director, ABCFP
9:00am - 9:15 am Participant Expectations
9:15 am - 9:45 am Professional Reliance Survey Results
Brian Barber - MFML Victoria
Archie MacDonald - COFI
9:45 am - 9:50 am Introduction to Afternoon Breakout sessions
9:50 am - 10:30 am Coffee and Networking
10:30 am - 11:00 am ABCFP’s Role in Professional Reliance
Mike Larock
11:00 am - 11:30 am Empowering Trust
Dave Francis – District Manger, Mackenzie
Carl Vandermark – Canfor, Houston
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RNI Professional Reliance Workshop
11:30 am - Noon RNI Professional Reliance Pilots – updates
Mackenzie Pilot
Steve Rooke – Mackenzie District
Al Anderson – Canfor
Kalum Pilot
Barry Dobbin – District Manager, Kalum
Noon - 1:00 pm Light Lunch – included in registration
1:00 pm - 1:15 pm Introduction to Breakout session
1:15pm- 2:45 pm Breakout Sessions
Group discussions on selected themes/topics
2:45 pm–3:30 pm Working Coffee Sessions-
Advancing Professional Reliance
Checking if workshop expectations met
Workshop evaluations
3:30 pm–3:45 pm Wrap-up/Next Steps/Actions
Greg Rawling/Larry Gardner
Organizing Committee and acknowledgements:
Organizing Committee:
Wayne Martin
John McLary
Denise Michaud
Brian Barber
Diane Douglas
Ray Crampton
Larry Gardner
Archie MacDonald
Dave Bryden
Mike Larock
Facilitators:
Greg Jonuk
Kelly Cook
Cathy Middleton
Lauri Deveau
Judy Thomas
Andrew Wheatley
Rob Norwell
Beryl Nesbit
John McClary
Brian Oke
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Moving Professional Reliance Forward
Chief Forester, Forest Resource Stewardship Division, Ministry of Forests, Mines and Lands
Jim Snetsinger
On November 8, 2004, Jim was appointed to the position of Chief Forester, Forest Resource Stewardship Division. In this position, his
main duties include: allowable annual cut determinations; setting forest stewardship policy; establishing standards for practices; and
providing leadership to the Forest Resource Stewardship Division.
After graduating from the University of Toronto in 1979, with a BSc in Forestry, Jim came to British Columbia in the fall and started his
career with a forestry consulting firm in Prince George. He then went to work with BC Hydro as a forester for approximately five years
before joining the British Columbia Forest Service in 1986.
Jim has worked in various positions in the ministry, including appraisal officer, regional recreation officer, operations manager in the old
Morice Forest District, regional staff manager, regional manager and regional executive director for the Northern Interior Forest Region.
He also served as the regional director for Land and Water BC for a short period in 2002.
While in Smithers, Jim spent 10 years as an active member of the Smithers Minor Hockey Association. He and his wife Joanne have
two children, a son who is a graduate forester and a daughter in university. He loves most sports, but favours golf and tennis.
Welcome and intros
Good morning everyone and welcome to Prince George. It’s my pleasure to be with you here to today to discuss how we can
collectively advance professional reliance in BC.
I’d like to provide you with some background and context for this initiative; what we mean by advancing PR; as well as the vision,
desired outcomes, approach, and leadership of this initiative. I hope to cover these quickly so we can also hear perspectives from
industry by Tom Lewis and Sharron Glover of the ABCFP, and to afford you some opportunity to ask us some questions.
As Minister Bell stated in the video, we’ve been working under a PR model since the FRPA was introduced in 2004. But as you all
know, we’ve all be relying on the advice and work of professionals for decades.
Nonetheless, we still have a ways to go in trusting and accepting the work of forest professionals in BC, irrespective of their employer.
Background and Context
This initiative emerged through the MFR’s business response in January 2010. It is one of several initiatives that seek to enhance the
effectiveness, innovation and competitiveness of BC’s natural resource sector.
Advancing Professional Reliance still remains a key initiative of government regardless of the recent restructuring of the natural
resource sector ministries.
The Coast Forest Region began tackling PR last year, undertaking professional reliance workshops and forming leadership teams in
each district. The ABCFP have also taken steps in improve the understanding of RP and accountability processes for its members.
This provincial PR initiative, and these interior workshops, therefore build on work started by the others over the past few year.
What is advancing professional reliance?
Professional reliance, as defined by the ABCFP, means accepting and relying upon the decisions and advice of professionals who, in
turn, can be held accountable for those decisions and advice.
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Advancing Professional reliance is not about abrogating all land management and stewardship responsibilities to professionals.
Licensees and government are ultimately accountable for forest management in BC.
Both licensees and gov’t need to trust and rely upon the work of professionals; and they can and do exercise management prerogative
when considering professional advice. Licensees, government and professionals must therefore work together in a “professional
reliance system”. We want to improve and advance this system.
Vision and Outcomes
Our vision is, by 2012, that government, licensees and the public understand, accept and can confidently rely on a professional reliance
system that ensures sound stewardship of the province’s natural resources.
By achieving this vision, we expect to realize the following outcomes:
• a culture of mutual respect and trust between govt and industry – and between professionals;
• a shared, common understanding of professional reliance;
• clear accountabilities – of government, licensees & professionals;
• an environment that supports innovative practices;
• more effective application and use of risk management;
• more efficient processes; and, as a result,
• reduced transaction costs and efficient use of limited resources,
Collectively these will serve to increase the competitiveness of BC’s resource sectors without compromising the health and productivity
of forest and range lands;
Judging from the responses to the survey, not everyone shares these views. This in itself represents one of our biggest challenges.
Approach
We are using a 3-pronged approach to achieve this vision and outcomes:
1. Raise awareness and understanding of PR across govt and industry
2. Identify operational and administrative barriers and opportunities to PR within our current policy framework;
and, later on, if necessary...
3. Make legislative changes to strengthen the PR model.
The scope of this 3-pronged approach is initially to be focused on forest practices. Trying to tackle PR across all agencies and
professions at the same time is not practicable.
Over time we will broaden this initiative to include other agencies and professionals. This has already begun. MOE has expressed
interest in participating the steering committee, participates on the PR working group, and several MoE staff and non-forestry
professionals are here with us today.
Leadership
As Minister Bell stated, advancing PR requires a collaborative effort between govt, industry, the association and consultants. A steering
committee consisting of senior managers from MFR, Industry and the ABCFP, chaired by Sharon Glover, is charged with setting and
overseeing direction.
Brian Barber and Brian Westgate also lead a cross agency PFIT professional reliance working group. The steering committee has
asked tasked this group with developing a work plan for raising awareness & understanding, and exploring barriers and opportunities to
advancing professional reliance. For the latter, they draw ideas and examples from the survey, and from team members representing
various business areas.
This provincial oversight does not preclude, nor has it to-date, regional Operational Issues Forums and other groups from discussing
PR issues and seeking solutions independently. The advantage of vetting successful ideas through the PR working group, is that those
ideas can subsequently be shared and implemented across the province.
As participants in this workshop, you can also serve to advance PR by leading and championing change in your respective offices –
where they be government districts, industry divisions, community tenure offices and consulting firms
As Executive Sponsor for PR within the Ministry of Forests, Mines and Lands, I will continue to champion change within our
organization. Policies will be reviews with a professional reliance lens. My staff will also continue to work closely with our colleagues in
the new Ministry of Natural Resource Operations, to ensure that PR will be implemented successfully on the front-lines.
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Summary
I could go on, but we have lots of work to do, and I don’t want to steel Tom and Sharon’s time and thunder. In summary...
• PR is a top priority of the Nat Resource Sector Ministries
• Success depends on govt, industry and professionals working together to achieve the vision and desired outcomes
• This begins with establishing trust, mutual respect and a shared understanding between govt and industry, and between
resource professionals.
• You can be the leaders of this change.
BC is already a world leader in sustainable forest management. Let’s take it to the next level, and create a system where professionals
are trusted, valued, able to innovate and take risks, while protecting the environment and improving our economy.
All the best in your deliberations today.
I look forward to working with you in advancing professional reliance in BC.
NOTES:
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Thomas Lewis RPF
Regional Manager – Canfor
• Grew up on Vancouver Island
• Worked in the logging industry on the coast in the 70’s
• Graduated from Selkirk College in 1983 and then later went through the pupil program
• Became an RPF in 1995 at the young age of 37
• Have lived in Prince George for the past 18-years
• Married to Mary Clare with two daughters (Tessa -17 and Alex-20)
• Have worked for Canfor for the past 12-years in Woodlands, Human Resources and Manufacturing
• Currently Regional Manager for Canfor’s Forest Management Group (responsible for all woodlands operations and log
deliveries in BC and Alberta – approx 12 million m3 at current run rates)
• Passion in life is traveling to exotic countries with my family
Speaking notes:
• Thank you for the invitation, appreciate the opportunity to address this group on the topic of professional reliance today.
• My comments will come from the perspectives of both my experience as a manager in the forest industry, as an operational
forester, and as someone who has been involved in the discipline process with ABCFP for the last 15-years.
Industry perspective on the checks and balances in play today:
• Existing legal requirements are comprehensive (FRPA, FA, Foresters Act, Regulations, many others)
• Internal (at Canfor)
o Our own Forest Stewardship Plan & Sustainable Forest Management Plan
o Internal inspection of both our plans and practices
o Internal review of our results through SQCDE and our Environmental Management System – both systems include a
root cause, corrective action and continuous improvement component
o Formal Internal audit process of both plans and practices – includes a self reporting, root cause, corrective action
and continuous improvement component
o Formal External Audit of both plans and practices (3 rd party certification audits) – includes a self reporting, root
cause, corrective action and continuous improvement component
• External
o Compliance & Enforcement on practices
o Forest Practices Board Audits & Special Investigations
o ABCFP complaint and discipline process
When I consider the level of regulation as well as internal and external oversight, it leads me to question the need for an approval
process (or what that could look like) and whether we are making the best use of our resources.
The Doctor example: diagnosis, tests, expert opinion leads to a prescription. What if the Doctors prescription needed to go to an agency
for approval?
In a professional reliance world, what are some of the weaknesses that need to be overcome?
• As an association of professionals, we may need to strengthen our professional competence requirements:
o Ensure adequate knowledge – adapting to changes in science
o More comprehensive practice review process (comment on my experience)
o General understanding of due diligence (comment on recent discipline cases)
• Resources of the ABCFP will need to be adequate to the task
• The MOF structure and process will need to align with the initiative (may have happened last week)
• We will need to apply the principles consistently across the province.
• If the approval process goes away, will need a process to audit things that can not be audited after the fact (cruising, ECE)
How do we gain trust in this new world? (Outcome of the survey would indicate we don’t have it)
• This will take time – trust must be earned
• Foresters need to be given the opportunity to gain that trust
• Process will need to be managed with the appropriate level of risk
o Set the standard (it’s already in place)
o Measure the outcome (be transparent)
o Take appropriate action as required
o Improve our process over time (Basic Performance Management Model)
Use new employee in a key role example:
• A prudent manager doesn’t send a new employee off into a key role and hope it will all work out
• Requires setting expectations, performance monitoring, coaching and corrective actions
• Also requires some latitude and trust based on results
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• More freedom over time as you gain trust
How do we need to change to make this all work?
As foresters
• ensure we understand and practice an appropriate level of due diligence
• ensure we are knowledgeable in our area of practice
As industry employers and managers
• ensure adequate checks and balances are in place (relative to the risk)
• ensure our foresters have sufficient training, time and resources to effectively and efficiently manage the resource
Thank you for this opportunity
NOTES:
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Chief Executive Officer ABCFP
Sharon Glover joined the ABCFP in early 2007. In her role as chief executive officer (CEO), Sharon is accountable to council for
ensuring the association fulfills its mandate under the Foresters Act and fulfills its strategic goals.
One of Sharon's primary goals is to ensure that the government looks to the association and forest professionals first when they are
creating or changing forest policy.
Sharon brings an extensive background in association management, advocacy, government relations and communications. Sharon
came to the ABCFP from the Ontario Society of Professional Engineers where she was the chief executive officer. Sharon has also
owned and operated her own consulting company and held senior positions with provincial and national associations.
She holds a BA (Hons.) from the University of Toronto in political science and economics, and an MBA (Finance) from Queen’s
University.
Speaking Notes:
• Thank-you for inviting me and it’s a pleasure to be here
• As you can tell from my introduction and as some or perhaps all of you know, I am probably one of the only ones in the room
today who is not a forest professional – and yet I believe passionately in your role as regulated professionals; in your abilities
as trusted and respected sources of information and in maximizing your service in professional reliance.
• So why is that and why does the phrase, professional reliance matter so much to the association?
• First of all, we, more than anyone else, are acutely aware of the educational and experience hurdles that you have to achieve
before reaching the door of the association
• Then there is the mentoring process as an enrolled member, to ensure you’ve got some experience; finally there’s the grueling
exam.
• So we already know what our members are capable of. We already know that our members are competent
• And we also understand that forestry is itself not an exact science. It’s understanding ecosystems and is at best a big grey
area that requires a professional’s expertise.
• So having a system in place that is highly prescriptive and won’t let you use the education and experience, just doesn’t make
sense to us. Conversely a system that rests on professional knowledge and skill has a better chance of enjoying the benefits
of professional service.
• We want you to be able to rely on each others professional work;
• We want you to be innovative and try things on the ground that make sense to you in a particular circumstance.
• And as an added bonus – it’s just a way more efficient and effective system.
• The question we have is how do we make it work better. And that’s why we’re here with you today
• I think if there were two areas that I could pick out that need work I’d ask you to think about these two issues:
o Trust; and
o Knowing and understanding your professional role
• In terms of trust – it’s important to recognize that while some of you may work for government and others for industry or
consultants – you all belong to the association and by being a member you all have undertaken to practice only in areas where
you are competent.
• So if you look across the room you should reassure yourself that those around you are as competent as you are --- and
perhaps you should trust them more then you do now.
• Secondly – it’s also all about knowing your professional role. And Mike Larock will get into this later when he makes his
presentation. But we know that some of the confusion around professional reliance comes from people not knowing their role
– and perhaps taking on roles that they shouldn’t.
• In our world there are some very clear laws around managing the forest and who is legally responsible for certain decisions.
And it’s imperative that everyone has a good understanding of what those laws say – and by those laws I am including FRPA ,
the Forest Act and the Foresters Act.
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• . As a regulator of professionals there has always been some aspect of forest legislation that has relied on the advice and
judgement of the forest professional. And for the last 14 years we have put a lot of time and effort into professional reliance,
first in the Forest Practices Code and now FRPA.
• With the fee increase, members agreed with us that more of the associations resources should be spent on professional
reliance. So in the next year or so we will be able to put even more effort into professional reliance to assist professionals in
the field
• There is much to be done to get to where we all need to be in professional reliance. So I thank-you for coming and for
participating in the workshop today.
• It’s important and I’m glad you’re here to see what you can do to improve professional reliance for us all.
NOTES:
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Professional Reliance
Survey Results
Brian Barber, RPF
Ministry of Forests, Mines and Lands, Victoria
and
Archie MacDonald, RPF
Council of Forest Industries, Kelowna
Overview
� Purpose
� Background
Professional Reliance Workshop
Prince George
November 4, 2010
� Survey Contents
� S Survey RRespondents d
� Responses and key findings
� Summary and Conclusions
� Next steps
� Acknowledgements
Purpose of Survey
� Support Advancing Professional Reliance
� Assess current understanding and
application of PR
�� Identify barriers and opportunities to PR
� Guide development of workshops
� Provide a baseline for measuring success
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Background
� Initiated by RSI Operational Issues
Forum (OIF) team
� Collaborative effort by MFR, Industry,
ABCFP – Endorsed by Exec.
� TTool: l SSurveyMonkey M k
� Invitations to MFR staff,
ABCFP & others
� Open Sept. 7 to 26, 2010
� Anonymous entries
Survey Contents
Seven Sections: 127 statements + comments
1. Respondent Information
2. Understanding of PR
3. Application of PR
44. ABCFP
5. Personal Professional Practice
6. Plans and Submissions
7. Training and general comments
Answers were assigned a score based on
agreement or frequency
Survey Respondents
1425 responses
RSI RNI RCO Victoria
49% 34% 31% 10%
BC Govt Licensees Consultants Other
55% 24% 18% 3%
RPF RFT FIT PEng PAg RPBio
Others
63% 30% 3% 10%
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Analysing Survey Results
Responses and Key Findings
S. 2 – Understanding PR
� Personal Understanding of PR - High
� PR is a Shared Responsibility - High
� Desired outcomes of PR – Variable
◦ Id Industry – Hi High h
◦ Consultants – Mid
◦ Government – Low
� Application of Risk
� Stewardship
� Public confidence and trust
Responses and Key Findings
S. 3 – Application of PR
� Low scores but consistent by employer
� Trust and working relationships – Low
� Competence by employer group – High
bbut t biased to t one’s ne’s employer em l er group r
� Application of PR to business areas
◦ Engineering – High
◦ Stewardship - Mid
◦ Cruise and Appraisals – Low
◦ Monitoring - Low
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Responses and Key Findings
S. 4 – Assoc of BC Forest Professionals
� Standards for Accepting Members - High
� Accessible information – High
� Standards and Guidance - Mid
� Assessing Member Competence - Low
� Disciplinary process – significant variance
amongst employer groups
Industry high – Gov’t low
Responses and Key Findings
S. 5 – Personal Professional Practice
� Overall – High but contrasts with
scores in Application of PR
� Areas for improvement:
◦ Peer review review,
◦ Document professional
development and decisions
◦ Maintain currency in practice
◦ Bring unresolved issues to attention of
the ABCFP (disciplinary process)
Responses and Key Findings
S. 6 – Plans and Submissions
Substantial differences by employer on quality:
Licensee Consultant Government
� Pressure by reviewer
� Rationales
�� Clear and understandable
� Considered non-legal
obligations, options, risks
� Free of errors and omissions
� Verifiable and measurable:
� Field checks confirmed successful
� Quality of professional work
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Responses and Key Findings
Comments : Themes and Threads
1900 Comments – many negative
� Lack of Support for PR
� Lack of Trust of Industry
“Fox guarding the hen house”
“I “Industry d manages to bottom-line” b li ”
� Lack of understanding of ...
◦ Legal requirements – roles,
responsibilities and obligations
◦ Current practices – managing to
minimums
� ABCFP – complaints & accountability
Summary and Conclusions
� Good response rate and interest in PR
� Substantial range of views on PR -
strong to limited understanding
� Range of views between employer groups
� Consistency between regions
� To advance PR need to....
◦ Substantially improve the overall understanding of PR:
◦ Increase trust between industry/govt
◦ Clarify roles and responsibilities within PR system
◦ Improve understanding and application of
accountability processes (e.g. ABCFP, C&E)
Next Steps
• Complete analysis report
• Use results to
• inform Interior and HQ workshops
• Identify fy barriers and ops p to PR
• Build and PR workplan
• Conduct another (shorter) survey Sept ‘11
• Measure and celebrate success !
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Acknowledgments
The following people made significant contributions to the
survey and assessing its results:
Government Industry ABCFP
Ray Crampton Archie MacDonald Mike Larock
Wayne Martin Larry Gardner
John McClary Otto Schulte
Larry Hanlon
Chuck Rowan
Thomas Chen
Brian Barber
Survey Results
http://www.for.gov.bc.ca/hth/timten/FRPA_implementation
/Professional_Reliance.htm
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Empowering Trust
Dave Francis RPF
Carl vanderMark RPF
Agenda
� Definitions
� The survey paradox
� Where PR is working
� Impediments to Advancing PR
� Principles, Applying PR
� Summary & Questions
Definitions
� Reliance: means the practice of
accepting and relying on the decisions
and advice of professionals who can be
held accountable for the decisions they
make and the advice they give.
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Definitions
� Accountability: is acknowledgement and
assumption of obligations under
professional legislation and
accompanying bylaws, including the
potential for investigation and discipline
to be imposed by the profession.
Definitions
� Trust:
a : assured reliance on the character,
ability ability, strength strength, or truth of someone
or something
b : firm belief in the reliability, truth, or
ability of someone or something
The Survey Paradox
� Similar good results for Personal
Professional Practice, BUT:
�� Trustineachother’s Trust in each other s competence?
� Perception of Plan Processes?
� Perception of the Value of Advancing PR
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Where PR is working
� Carl: Chemical Brushing
� Dave: Free Growing Declarations
Impediments
� Application of PR Guidelines
� Plan clarity
�� Communication
� Rationales
Principles of PR applied to FRPA
� PR is compatible with the principles of
Administrative Law
� Delivery of professional obligations enables
and promotes PR
� FRPA requirements and Professional
Obligations are distinct
� FRPA requirements and Professional
Obligations are compatible
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Principles of PR applied to FRPA
� Professionals must communicate legal
requirements to their employers
� Without consent, professionals must not
commit to more than is legally required
� Advocacy duty exists where a professional
believes legal requirements are inadequate
� Public expectations do not necessarily equal
public interest
Summary
� Reliance and Accountability go hand in
hand.
�� Relied upon as truthful and able?
� Reliance is working; the “wheels aren’t
falling off”.
� There are challenges but let’s not miss
the boat.
Questions??
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Role of the ABCFP in
Professional Reliance
NRI Workshop November 4, 2010
Mike Larock RPF
Director of Professional Practice and Forest Stewardship
Workshop Objectives
1. Increase understanding of
professional reliance in the RNI
2. Foster trust and good working
relationships amongst professionals
in the RNI.
3. Move professional Reliance forward in
the RNI.
Presentation Points
• Update on what the ABCFP is doing
in professional reliance.
• What is the ABCFP planning in
support of professional reliance?
• What can professional reliance look
like in the future?
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What the ABCFP is doing
in professional reliance.
Improving understanding and direction
• Standards, Guidance, Professional Development
Supporting the legal foundation
• Raising awareness with employers, government
Ensuring competence and conduct
• BCFP; practice reviews; access to practice
information
Foresters Act (2003)
Creates 1. the practice of professional
forestry
2. the forest professionals
3. the ABCFP
Charges the ABCFP with serving and
protecting the public interest
Practice of Professional
Forestry has four parts
1. Verbs: advising, performing,
directing services
2. Scope and implications respecting
forests
3. Require the specialized education,
knowledge and experience of a
registered member
4. Non inclusive list of examples
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2

Forest and Range Practices Act
Definition
“forest practice” means a prescribed
activity that is carried out by
a) the government
b) tenure holder
Professional Reliance
“the the the practice of accepting accepting and relying relying upon
the the decisions decisions and and advice advice advice of of professionals
professionals
who who accept accept accept responsibility responsibility and and can can be be held
held
accountable accountable for for the the decisions decisions they they make make
make
and and the the advice advice they they give. give.” give.
(Guideline: (Guideline: Definition Definition of
of
Professional Professional Reliance. Reliance. September September 2004)
2004)
Professional Reliance
is Working
Practice Reviews
• Over 90% effective at delivering standards
Professional Reliance Survey
• Results from practitioners
Complaint process is functioning
…..And will continue to improve.
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What is ABCFP planning in
support of professional reliance
Practice Reviews
• Measuring practice
Improving professional reliance
• Learning cycle; Principles of Stewardship; PR
other business areas
Support PR framework and use
• Forest Management Leadership Teams;
Industry/Ministry initiatives
Understanding Roles
Teamwork approach to forestry
Forest professional responsibilities
� Be competence and conduct in
professional work - product
� Be an advocate for change
compromise of good forest stewardship
public interest
Understanding Roles
Teamwork approach to forestry
Submitting professional responsibilities
� Owns professional work - product
� Ensure work meets law
� Responsible to collect and assess the
reasonableness of information
� Use qualified people
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Understanding Roles
Teamwork approach to forestry
Reviewing professional responsibilities
� Own the strength of the review
� Objective assessment (reasonableness)
� Meets the legal tests of employer
� Strengthen the professional submission
� Provide information and advice
Understanding Roles
Decision Maker
� Guided by legal tests
� Use available information to inform the
decision
� Evaluate, decide risk acceptability
� Evaluate, decide balance point
Tenure holder
� Responsible to follow the law
� Responsible with DDM for management
prerogative
24-Feb-10 14
What can professional reliance
look like in the future
Professional support
� ABCFP suite of practice assistance
� Employer endorsement of professional
service
Trust in professional service
� Confidence and Expectation
� Continuum of practice (gaps, overlap)
Professional assurance
� Competent, accountable
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How can we get there?
The onus is on the employers to
understand the practice of professional
forestry and use professional service.
The onus is on the ABCFP to enforce
competence and conduct; to confirm and
report on good professional work.
The onus is on the professional to
undertake their practice consistent with
the Foresters Act, ABCFP bylaws and
other legislation.
24-Feb-10 16
330 - 321 Water Street
Vancouver BC, V6B 1B8
Ph: 604-687-8027
Fax: 604-687-3264
E-mail: info@abcfp.ca
Website: www.abcfp.ca
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Mackenzie Forest District Cutting Permit Pilot
Steve Rooke
Scope of the Pilot:
Cutting Permit, Appraisal, Cruise data Submissions – including a piece on First Nations information
sharing/consultation
Purpose/Objectives of the Pilot:
To streamline current process that shifts the submission responsibilities back to the Forest Professional
and MFR takes on more of a role in auditing to ensure the crowns interests are met. MFR will further
shift to ensure FN consultation is adequate and on the end results of the CP process.
Further enhance the use existing applications as a one window approach. (ECAS, FTA etc)
Further encouragement for forest professionals in understanding of the required manuals, legislation
and the standards of professional practice
Utilize existing legislation to further support the professional reliance concept
Encourage Peer to Peer review.
Participants:
MFR and Industry staff
Licensees: Conifex, Canfor, Mackenzie Fibre
Timelines:
Starting November 1
Fully implement trial by January 1
Continue until November 1, 2011
Review progress monthly, report up to regional group
Monitoring:
Review monthly with group
Track all submissions and audits
Make recommendations for submission standards and audit process/findings
Expected outcomes, deliverables:
Submission standards (flow diagram)
Audit process, standards (quality measures, audit flow process)
Results of audits – Findings, Discussions, Improvements
Recommendations to the RNI PR Steering Committee for implementation
Completed to date:
Submission standards developed (100%)
Audit process, standards (app. 50%)
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RNI Professional Reliance Pilot
Kalum Pilot
Barry Dobbin – District Manager, Kalum
Issue
Cutting Permit issuances and Forest Stewardship Plan approvals are, at times, stalled by submissions that lack
clarity around First Nation information sharing processes and outcomes. District Managers then have to request
additional information from licensees or First Nations, or repeat processes that already occurred as part of Crown
Consultation. Delays in permit issuance and plan approvals can have negative repercussions, including financial
impacts and time wasted due to the repetition of tasks.
Purpose
To streamline processing time in permit issuance and plan approval processes by identifying efficiencies that will
provide the District Manager with a clear understanding of the issues related to First Nations information exchange
and stakeholder input. Through an enhanced understanding and application of professional reliance, the
coordination of District staff, Industry representatives and Forest Professionals will improve cost effectiveness and
facilitate innovation in managing the Kalum and North Coast forest and range resources.
Scope
The initial scope of the pilot is applicable to Cutting Permit (CP) issuance and upcoming Forest Stewardship Plan
(FSP) amendments. However, given that FSP amendments are relatively infrequent; most focus will be on CPs.
Approach
The Kalum Forest District Pilot Co-leads, in conjunction with the Kalum and North Coast TSA Steering Committees,
will conduct joint expectation meetings to address the issues, define the available tools and determine relevant
information that can be exchanged. Communications, submission timelines and meeting summaries will be
monitored to provide the information required to develop best management practices. As a measure of progress, the
best management practices will be reviewed periodically to facilitate improvements.
Outcomes
A summary of best management practices for First Nation information sharing will be developed and offered for use
to District proponents. The summary would outline which components of permit and plan submissions are best
completed by respective District or Licensee staff and Forest Professionals, and where opportunities may exist for
peer processes between District and Licensee proponents. Submissions, developed with consideration to the best
management practices, will then articulate the relevant concerns and issues necessary for District Manager review
and issue or approve them more efficiently. Consideration will be given to structuring a template that embodies best
management practices for permit or plan submission processes, with the understanding that such a template would
have to be of use to both District and Licensee proponents.
Expected benefits for stakeholders also include, but are not limited to:
• Licensees- improved clarity around the application of professional responsibilities; improved clarity around
plan approval and permit issuance processes; improved timelines for approvals and issuances.
• Crown- improved clarity around professional responsibilities related to the review of plan and permit
submissions; demonstrable evidence of an increase in the application of professional reliance; reduced time
spent on processing submissions; opportunity to apply results to other natural resource Ministries and
Resource Management Coordination.
• Professionals- improved distinction between professional responsibilities versus MFR and licensee
responsibilities; opportunity for information exchange and professional dialogue around localized results and
strategies that will advance stewardship and encourage innovation.
• First Nations – improved understanding and clarity around the information sharing process (at both the FSP
and post-FSP stages), with increased confidence around how cultural heritage resources are being
considered and addressed.
NOTES:
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RNI Professional Reliance Workshop
Introducing the Steps Leading to the Afternoon Breakout
Sessions
(9:50 to 10:30 a.m.)
Following Speaker’s Introduction to Breakout Sessions ‐ from 9:45 to 9:50 am and during coffee time to 10:30 a.m.
Activity – Voting Exercise to Select Areas of Interest for Breakout Sessions
1. Please review the sheets, identifying themes and related questions, that have been
provided as part of your registration information or that have also been placed at each
table.
2. Select three theme related questions that you would be interested in participating in a
group discussion on during the breakout sessions that will take place after lunch. This
selection or voting process will assist in us in assigning the topic areas for each of the ten
breakout stations.
Note: The aim is for carrying out three rounds of breakout sessions with each one of these
discussions occurring over a 25 minutes period. This will provide a good opportunity for
covering each person’s interest area.
3. The topic questions have been placed on large posters and grouped by themes that are
similar to the professional reliance survey. Each person will need to take three of the
sticky dots that are on each table.
4. Please take your three dots and place them next to the theme related questions that you
would want to see become a topic for discussion in the breakout sessions.
5. It is hoped that your dot selections can be made during the coffee time.
6. An additional information sheet and explanation for the breakout sessions will be
provided after lunch.
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Theme 1: Professional Reliance Awareness and Understanding
1a. ‐understand PR:
What can be done to better promote understanding of PR?
2b. ‐understand accountability processes:
What can be done to better promote understanding of accountability processes?
Theme 2: Trust
2a. trust from the public:‐
How do we increase public trust in a Professional Reliance framework?
2b. trust between professionals:
How do we increase trust among professionals and sectors?
Theme 3: Association of BC Forest Professionals
3a. accountability process/accountability processes are timely, fair:
How do we improve the accountability processes so they are effective, timely, and fair?
3b. the Association can assess members’ competence/ sufficient monitoring of PR with respect to
competence, diligence, practice:
How do we ensure sufficient monitoring and assessment of member’s competence, diligence, and
practice?
3c. – Association’s disciplinary processes/Association’s resolving of discipline cases:
What can be done to improve the discipline process and resolve cases?
What can be done to improve the ability to resolve disputes between two professionals?
Theme 4: Application to Business Areas
4a. General (not in survey):
How do we ensure that PR is applied generally across all business areas?
4b. ‐‐ PR applied appropriately in specific area of monitoring and auditing:
How do we ensure that PR is applied appropriately in the specific business area of monitoring and
auditing?
4c. ‐ PR applied appropriately in specific area of appraisals:
How do we ensure that PR is applied appropriately in the specific area of appraisals?
4d. ‐ PR applied appropriately in specific area of C&E:
How do we ensure that PR is applied appropriately in the specific business area of C&E?
Theme 5: Vision and Outcomes
5a. ‐ General outcomes (not in survey):
How do we ensure that PR leads to the outcomes of the PR strategic plan?
5b. ‐ PR leads to more efficient use of resources:
How do we ensure that PR leads to more efficient use of resources?
5c. ‐ PR leads to more innovation:
How do we ensure that PR leads to more innovation?
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5d. ‐ PR leads to more effective risk Management:
How do we ensure that PR leads to more effective risk management?
5e. ‐ PR leads to improved stewardship / PR is applied appropriately in stewardship/taking
unresolved potentially detrimental stewardship concerns to the Assn for resolution if no
resolution between professionals:
How do we ensure that PR is applied appropriately and improves stewardship and forest practises?
5f. – (not in survey)
How do we ensure that PR leads to more professional independence?
5g. – shared 3 sector responsibility:
What could we do to have greater shared 3 sector responsibility?
5h. – (not in survey but relates to Vision and Outcomes)
What will success in PR look like?
Theme 6: Professional Plan Submission and Review
6a. ‐ timelines for approval are with targets/plan quality was free of errors or omissions/plan
considered non‐legal options/satisfied overall with quality of submission/field check showed plan
confirmed objectives met/plan results strategies were measurable, verifiable/satisfied with gov't
review:
How can we improve the quality of submission and review processes?
6b. – (not in survey)
What is the process for balancing non‐legal information?
Theme 7: Personal Practice/Accountability
7a. ‐ knowing where to obtain information/whom to consult if there is a problem:
What could be done to promote understanding of where and whom to consult for information
regarding professional problems?
7b. ‐ I personally do good work:
What could be done to improve the level of work of forest professionals?
7c. ‐ I obtain other opinions by conferring with colleagues /I confer within my office:
How do we better obtain opinions by conferring with colleagues?
7d. ‐ I talk to the person involved if there's an issue:
What could be done to improve the ability of professionals to approach fellow professionals if
there's is an issue?
7e. ‐ follow legislation:
What can be done to ensure professionals follow legislation?
7f. ‐ refer to policies and research:
What can be done to improve the ability of professionals in referring to policies and research?
7g. ‐ adequate communication prior to plan submission:
What can we do to ensure adequate communication between professionals prior to plan
submission?
7h. ‐ issues discussed with respectful regard:
What can we do to improve the level of respectful regard among professionals when discussing
issues?
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