Management Plan

Message from the CEO

I am pleased to present IOGC's Management Plan for 2016-17. This plan outlines our strategic priorities and operational deliverables for the fiscal year and has been developed with input from our clients and stakeholders. The plan builds upon the foundation of our Strategic Framework, which sets out our four directional priorities:

Our plan aligns with the objectives of the Lands and Economic Development (LED) Sector; the 2016-17 LED Business Plan; and the Federal Framework for Aboriginal Economic Development. IOGC aims to unlock and increase the value of Aboriginal assets via modernization and excellence in oil and gas management ensuring that First Nations benefit from the administration of their lands and resources.

For 2016-17, IOGC will focus on two key projects - Modern Act, Regulations and Systems (MARS) and Organizational Change Management (OCM), with a particular focus this year on implementation of Phase 1 regulations.

The MARS project comprises three inter-related sub projects:

The OCM project addresses the people side of change so that IOGC will be able to optimize the benefits of the new Act and regulations, modern business practices and informatics enhancements and will be able to adapt to externally-driven changes and whole-of-government initiatives with minimal delay and disruption.

The MARS project has the following major milestones for this year:

The year to come will bring many exciting challenges and changes for IOGC and its staff. As in past years, IOGC will continue to work with the Indian Resource Council and the Joint Technical Committee One (JTC-1). I look forward to another year of continued collaboration with these important advocates.

 

Strater Crowfoot
CEO and Executive Director

Executive Summary

Indian Oil and Gas Canada (IOGC) is responsible for the management of oil and gas on First Nations reserve lands across Canada, primarily south of the 60th parallel.  IOGC is a separate employer and a special operating agency within Indigenous and Northern Affairs Canada (INAC). IOGC operates pursuant to the Indian Oil and Gas Act, and aligns its plans and operations with the INAC Program Alignment Architecture and Treasury Board's Management Accountability Framework.

The 2016-17 IOGC integrated planning process has resulted in a re-design of integrated plans to better address the needs of different audiences.  The integrated plans now consist of two parts: the first is the 2016-17 IOGC Management Plan which describes high level priorities; the second part is the IOGC 2016-17 Implementation Plan which details the projects, operations and functional plans. 

IOGC's Management Plan for 2016-17 is focused on advancing IOGC's strategic direction; helping the organization realize its mandate and achieve its vision to be a ‘modern regulator' of First Nation oil and gas resources. The IOGC Management Plan, aligned with the objectives of the Lands and Economic Development (LED) Sector within INAC and the 2016-17 LED Business Plan, is designed to strengthen the contribution IOGC makes to enhance the value of Aboriginal assets by supporting development of First Nation oil and gas resources. Oil and gas on First Nations reserve lands represents economic potential that can be activated or developed as a result of business opportunities. The result is revenues that improve the economic prosperity of First Nations, reducing the gap in economic well-being between First Nations with oil and gas resources and other Canadians.

IOGC's annual management planning cycle begins with an environmental scan, which analyses key trends in: the economy; the oil and gas industry; and the legal, regulatory and environmental arenas that may impact on the organization's activities in the year ahead. Insight is also gained through examination of new developments in First Nation clients and key stakeholder groups including other federal departments and agencies, oil and gas producing provinces and industry. 

Key trends in 2016-17 include: slow economic growth; depressed oil and gas prices, decreased activity and investment in the Western Canadian oil and gas sector; continuing effects of pipeline capacity constraints; and increasing environmental concerns, particularly in the area of hydraulic fracturing (commonly known as ‘fracking'). 

Internally, IOGC will focus on: implementation of the Indian Oil and Gas Act, 2009 and the Phase I regulations; development of the Phase II regulations; RIMS2 systems development; and ongoing day-to-day operations.

Figure 1: IOGC Internal Projects
Text description for Figure 1: IOGC Internal Projects

This image makes reference to IOGC's strategic direction (shown in Figure 2) and its planning environment:

  • The top section shows the title of IOGC's main project: Modern Act, Regulations and Systems (MARS)
  • Below this section there are three components of the main MARS project: These sections from left to right are titled, Act and Phase I Regulations Implementation; Phase II Regulations Development; Resource Information Management System 2 (RIMS 2)
  • The bottom section is the title of the project that contributes to Workplace of Choice: Organizational Change Management (OCM)

Strategic Direction

1. Who We Are

Mandate:

  • To fulfill the Crown's fiduciary and statutory obligations related to the management of oil and gas resources on First Nations lands; and,
  • To further First Nation initiatives to manage and control their oil and gas resources (i.e., governance).

Services:

Indian Oil and Gas Canada has four operational Divisions that support and regulate the exploration and development of First Nation oil and gas resources. Divisions are responsible for many operational activities, while also managing and contributing to a variety of projects.

The Executive Division is accountable for overall agency planning and direction, client and stakeholder consultation, strategic policy, strategic projects, communications, and executive services.

The Lease and Royalty Administration Division issues and administers agreements on First Nations reserve lands and assesses royalties.

The Regulatory Compliance Division maintains a transparent on-reserve oil and gas regulatory framework, supported by clear operational policy and enforceable rules, so that resource development activities are conducted in a manner that minimizes environmental impact while conserving resources.

The Planning and Corporate Services Division is responsible for corporate planning, administrative policy and coordination, finance, security, contracts and administration, information technology (IT), and human resources (HR).

2. How We Operate

IOGC is committed to ensuring a safe and healthy work environment where all staff are valued and treated with respect, dignity and fairness.

Core Values:

  • Respect for Democracy: We uphold Canadian Parliamentary democracy and its institutions;
  • Respect for People: We respect human dignity and the value of every person;
  • Integrity: We serve the public interest;
  • Stewardship: We use resources responsibly; and,
  • Excellence: We demonstrate professional excellence.

Operating Philosophy:

  • Modern regulatory leadership and enhanced stewardship;
  • Manage and mitigate risk;
  • Results, service, and accountability;
  • A healthy work environment;
  • Effective working relationships and partnerships with First Nations, IOGC Co-Management Board, Indian Resource Council, federal departments and agencies, other levels of government and industry; and,
  • Management control regimes aligned with departmental and government strategies (e.g., financial, information, administrative, IT, HR, procurement and asset management).

3. Where We Are Going

Vision:

To be a ‘modern regulator' of First Nation oil and gas resources where 'Modern regulator' is defined based on a continued role as a fiduciary, manager and regulator with a focus on fulfilling IOGC's mandate.

Strategic Framework:

To us, ‘modern regulator' means excellence in managing First Nation oil and gas resources. Our strategic framework provides an overview of the priorities, goals and objectives we will pursue to achieve this vision. Each year we prioritize and select goals and objectives to focus our change efforts.

Figure 2: IOGC Strategic Framework: The ‘Wheel'
Long text description for Figure 2: IOGC Strategic Framework: The ‘Wheel'
Indian Oil and Gas - Modern Regulator

Excellence in managing First Nation oil and gas resources

Excellence in Governance

First Nations

Support Governance Initiatives:

  • 1.1 1.1 First Nations
  • 1.2 1.2 IOGC Co-Management Board
  • 1.3 1.3 Indian Resource Council
  • 1.4 First Nations Oil & Gas & Moneys Management Act

IOGC

Promote Organizational Governance:

  • 2.1 Strategic Vision & Leadership
  • 2.2 Continuous Improvement
  • 2.3 Corporate Controls & Systems
  • 2.4 Planning, Implementing & Results
  • 2.5 Risk Management
Excellence in Oil & Gas Management

Operations

Effectively Manage:

  • 3.1 Land Tenure
  • 3.2 The Environment
  • 3.3 Royalties
  • 3.4 Production Equity
  • 3.5 Moneys
  • 3.6 Compliance
  • 3.7 Policy

Technology

Support Organizational Goals:

  • 4.1 Enabling Tools & Technology
  • 4.2 Effective Information & Data Management
Workplace of Choice

People

Support Our People to be:

  • 5.1 Professional
  • 5.2 Leaders
  • 5.3 Motivated & Inspired
  • 5.4 Learning & Improving

Culture

Promote a Culture that is:

  • 6.1 Values-Driven
  • 6.2 Safe & Healthy
  • 6.3 Diverse
  • 6.4 Inclusive & Fun and has:
  • 6.5 Open Communication
  • 6.6 Work-Life Balance
Effective Relationships

Foster Collaborative Relationships that Support:

Industry

  • 7.1 Clear & Consistent Service Delivery;
  • 7.2 Consistent Policy Application
  • 7.3 Compliance

Government

  • 8.1 Federal Alignment & Accountability
  • 8.2 Federal – Provincial Collaboration
  • 8.3 Other Government Initiatives

First Nations

  • 9.1 Understanding
  • 9.2 Administration of Lands & Resources
  • 9.3 Collaboration & Information Sharing
Date modified: