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:
- Excellence in Governance;
- Excellence in Oil and Gas Management;
- Workplace of Choice; and,
- Effective Relationships
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:
- Implementation of the Indian Oil and Gas Act, 2009 (IOGA, 2009 or 2009 Act) and the Phase I or ‘core' regulations, including work with the Indian Resource Council (IRC) to facilitate First Nation awareness of the changes and the impacts to how future oil and gas operations will be conducted upon implementation;
- Re-initiating the development of the Phase II regulations; and,
- Obtaining the necessary approvals and beginning systems development for the Resource Information Management System 2 (RIMS2) project.
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 Draft Phase I regulations are expected to receive the required approvals and be pre-published in the Canada Gazette, Part I in early 2016-17. Public feedback will be reviewed and accommodated, as required, to produce the Final Phase I regulations. The necessary approvals will be sought for the Final Phase I regulations to be published in the Canada Gazette, Part II. Shortly thereafter the 2009 Act and the Phase I regulations will become law. It is anticipated that this will be in late 2016 or early 2017;
- Re-initiating the development of the Phase II regulations, which includes continuing consultations with First Nations, industry and provinces to review and provide feedback on the proposed Phase II modernization; and,
- Seeking the required Treasury Board approvals and beginning full RIMS2 systems development.
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.
Executive Director and CEO
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.
1. Who We Are
- 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).
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.
- 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.
- 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
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.
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.
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