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

More documents

Recommendations

Info

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 8
• 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: 9
Page 1: PROFESSIONAL RELIANCE WORKSHOP PRIN
Page 4 and 5: RNI Professional Reliance Workshop
Page 6 and 7: Advancing Professional reliance is
Page 10 and 11: Chief Executive Officer ABCFP Sharo
Page 12 and 13: Professional Reliance Survey Result
Page 14 and 15: Analysing Survey Results Responses
Page 16 and 17: Responses and Key Findings Comments
Page 18 and 19: Empowering Trust Dave Francis RPF C
Page 20 and 21: Where PR is working � Carl: Chemi
Page 22 and 23: Role of the ABCFP in Professional R
Page 24 and 25: Forest and Range Practices Act Defi
Page 26 and 27: Understanding Roles Teamwork approa
Page 28 and 29: Mackenzie Forest District Cutting P
Page 30 and 31: RNI Professional Reliance Workshop
Page 32: 5d. ‐ PR leads to more effective

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

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?