2.
Are the proposed new goals purely commercial?
The three goals proposed are all commercial in nature. They
are balanced to achieve a set of public policy outcomes
important to the overall health and competitiveness of the
forest sector.
This
does not mean that the timber sales program will ignore
social and environmental interests. To the contrary, all
effective and sustainable commercial enterprises understand
the importance of a sound "triple bottom line"
(economic/social/environmental). The difference will be
that decisions will be made on the basis of commercial outcomes.
3.
Will the program still play a leadership role in forest
stewardship?
The program will look for opportunities to increase the
value of its sales through high quality stewardship. British
Columbia has very high standards for multiple-values management
and the program will have to fully meet both the letter
and intent of those standards. Where environmental certification
will enhance the program's ability to meet its objectives,
the necessary standards of management will be applied.
The
program will not be used as an experimental logging program,
nor as a tool to operate in areas deferred by forest companies
due to conflicts or cost of operation. It will participate
in innovative trials and pilot projects in co-operation
with other parts of the ministry and with forest companies.
4.
Is Section 21 going to be discontinued?
All of the existing sales types, including the Section 21
"bid proposal" sales were created for specific
policy reasons. In view of the proposed new objectives for
the timber sales program, and the changes being discussed
for timber pricing policies, the program will focus on sales
awarded solely on price competition.
Transition
strategies will be developed for those groups of clients
whose involvement in the program will change, including
Section 21 clients.
5.
Does eliminating focussed apportionments mean we aren't
interested in diversity in or growing the Value-Added industry?
No. We are clearly interested in a forest industry that
is globally recognised for its productivity and environmental
stewardship. To achieve this the industry must be competitive
and sustainable. Rather than have the government determine
the make-up of the industry, our job is to create a climate
of opportunity.
6.
Will more volume be sold competitively?
We are starting from the assumption that all of the existing
SBFEP apportionment will be sold on a price competitive
basis. There is a strong interest in increasing the volume
sold through competition, however we will not know the answer
to that until decisions are made on a new timber pricing
system. The timber sales program will be designed to be
able to accommodate increased volume in the event of reapportionment.
7.
Is the volume available to the program expected to remain
constant? And will the changes affect existing licences?
At this time, planning is based on the current volume allocated
to the Small Business Program, which is approximately 13%
of the Provincial AAC. No, existing licences will not change.
8.
Is the plan to make it a Crown Corporation?
Many of the individuals and groups who provided input to
the SBFEP Initiative recommended the program be moved into
a Crown Corporation. At this point the recommendation is
to establish the program as distinct and separate business
unit within the Forest Service.
B.
Structure and People
9.
Has the impact of the proposed organizational change on
the rest of the Forest Service been considered?
Yes. There are clearly some disadvantages as well as advantages
to both the program and the rest of the Forest Service by
adopting the recommended model. We believe the advantages
outweigh the disadvantages.
The
entire Ministry will be focusing on its core businesses
and setting specific goals and targets that will determine
activities and priorities. To achieve those goals and targets
effectively and efficiently requires organisational structure(s)
designed accordingly. This applies equally to all aspects
of the Forest Service mandate.
10.
What will the Timber Sales Program structure look like and
where will the delivery centers for the Timber Sale Program
be located?
The program wil report to the Deputy Minister and will have
a small headquarters staff who will do policy and business
planning work. The majority of the program will be delivered
through business unit offices at several locations throughout
the province (we estimate between 10 and 20 locations -
analysis on the final locations will be completed in a few
weeks). Each business unit will be expected to manage between
400,000 and 1,500,000 m3 of sales volume annually. The program
will strive to maintain a strong field presence by having
some staff dispersed - putting them closer to their work.
11.
How will the number of FTE's that are reassigned to the
Timber Sales Program be decided?
A process will be jointly designed jointly between Regional
Managers and the Transformation Team Leadership, and approved
by the ADMs of Business Initiatives and Operations Division,
to identify the positions to be reassigned. While some positions
that focus 100 per cent of their time on the current Small
Business Program will be reassigned, the reassignment of
other positions whose work is split between the Small Business
Program and other programs will be the result of more detailed
discussions.
12.
Who will be in the new Timber Sales Program and how will
that be decided?
Positions in locations where Forest Service offices are
located will be reassigned to the Timber Sales Program.
Some positions in locations where Forest Service offices
are being closed will be assigned to the new locations.
The collective agreement will apply.
13.
Is government contemplating the establishment of separate
seniority blocks for Timber Sales Program staff?
Not at this time.
14. When will the new structure be implemented?
We are announcing the changes now in order to allow time
for an orderly transition. The new structure will be implemented
in stages over the coming months. We need to coordinate
the implementation with other changes in the Ministry, as
well as with the timelines eventually determined for implementation
of the new pricing policy.
C.
Policy Decisions
15.
Who will be eligible to bid?
In the immediate term, existing eligible bidders. Eligibility
may be broadened in the future if more volume is auctioned.
16.
Will there still be opportunities for small operators?
Yes. In order to achieve all three of the programs recommended
goals it will be necessary to provide a range of sizes and
types of sales.
17.
Will log yards be part of the new program?
No policy decision has been made specific to log yards.
The program will continue to sell some logs in the course
of normal operations, such as road building. Stand alone
log yards can best be operated by the private sector. The
Program must focus on auctioning fully developed standing
timber to support our objective for a credible pricing benchmark.
18.
What will happen to small scale salvage?
The timber sale program will be expected to address forest
health and salvage issues within its operating areas on
a commercial basis. It will be necessary to considerably
streamline the planning and administration functions if
a significant amount of small scale salvage is to continue
in some areas. The program is not intended to be the salvage
vehicle within the chart areas of major licensees.
19.
How will timber to First Nations be managed?
The Timber Sales Program welcomes First Nations involvement
in the competitive nature of the program.
20.
How will changes fit into future tenure reform discussions?
Discussions on changes to the tenure system are in the very
early stages. None of the changes proposed for the timber
sales program are expected to conflict with tenure policy
developments.
21.
Will anything be done about the bid deposit and surrender
issues?
Yes. These have been identified as important amongst the
operational policy issues requiring attention. Some work
is already underway to bring a greater level of consistency
and fairness to the application of contract and deposit
requirements. Fairness in a competitive environment will
be a guiding principle for policy.
22. Will the program have more financial independence?
In order to measure effectiveness and encourage the program
to be more commercial, the full range of costs and benefits
must be well understood and taken into account when capital
or operating decisions are made. In order to achieve its
recommended goals the program must have both flexibility
and accountability for financial decisions. We are working
with Treasury Board on how best to accomplish this.
23.
Will the program still pursue certification?
Yes. There are many advantages to third party validation
of high standards. Not only does certification provide a
performance benchmark for operational excellence, it can
be an advantage in the marketplace, both for the program
and its customers .It is important to remember that the
field of certification is very dynamic and therefore the
program will likely have to constantly adapt. The current
timing in which the program is implementing its EMS program
and seeks certification may be adjusted simply to allow
the highest short-term transformation priorities to be met.
24.
What are the transition provisions for policy changes?
A transition period for policy changes that impact businesses
directly is envisioned. In the meantime, business will continue
as usual.
25.
Is the Timber Sales Transformation project linked with the
other projects?
Yes. A member of the Timber Sales Leadership Team already
participates in or has been assigned to link with each other
project group that is appropriate given the Timber Sales
project scope and Program goals.
E.
Opportunities for involvement
26.
What opportunities are there for interested staff to become
involved in the transformation groups?
It is anticipated that additional resources will be required
as we move through transition. The Transformation Leadership
Team will work with ODMT and Branch Directors to include
staff.
27.
What opportunities for input will be provided to staff and
managers?
High level decisions are being made by Government and the
Executive. Staff and managers that are part of Timber Sales
Program Transformation Teams will be directly involved in
the design of implementation of those decisions. Consultation
will occur with various managers throughout the province.
Further, at key milestones, focus-testing of Business Unit
makeup, etc., will be offered.
The
team has members from across the province. Managers and
staff can provide input through these staff or directly.
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