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Introduction
Performance Measures and Evaluations
Vision
Core Values
Links to the New Era Vision
Goals, Objectives, Key Measures and Strategies
Goal 1
Goal 2
Goal 3
Summary of Goals, Objectives and Key Measures
Since forming the government in June we have focused on delivering key election commitments. Early delivery on our priority program has now set the scene for the development of a longer-term plan for British Columbia. Government has undertaken a core services review of the programs and services it delivers to develop a long-term strategic vision. This vision sees British Columbians as innovators, turning great ideas into great ventures. Our goal is for British Columbia to have the best performing economy and the highest quality of life in North America. Revitalizing economic prosperity is the key to improving our quality of life in British Columbia and sustaining our valued public services. This plan outlines how we will achieve our vision.
It describes:
The foundation of this plan is based on three overriding goals: economic growth, supportive social infrastructure and healthy communities and environment. Renewing our economy is unquestionably this government's top priority. It ultimately allows families to prosper and provides funds for government programs.
We have committed to holding this government accountable for measuring the success of its programs. In developing this plan we have drawn from work across the province, and have used sets of evaluations and information that we monitor on a regular basis to assist in the development of key performance measures and indicators. In addition, we have established the British Columbia Progress Board to help define specific economic, social and environmental benchmarks and targets for the tax, regulatory, social and fiscal reforms that government will undertake, and to monitor its performance. This work will assist us in fulfilling the commitment to provide regular reports to British Columbians and the Legislature so that taxpayers can monitor our performance and progress, and hold government accountable for its commitments. This information will be used to determine where follow-up efforts are necessary and additional work is warranted.
This is the first three-year Strategic Plan to be tabled by our government. Significant effort will be required to confirm the baseline data and to refine the benchmarks. Consequently, in most cases we are identifying anticipated directional improvements in performance measures rather than specific targets. We will work with the British Columbia Progress Board and the Provincial Health Officer to establish challenging targets which the government will strive to achieve, and will include specific targets in our next report.
British Columbia is a prosperous and just province, whose citizens achieve their potential and have confidence in the future.
Integrity: to make decisions in a manner that is consistent, professional, fair and balanced
Fiscal Responsibility: to implement affordable public policies
Accountability: to enhance efficiency, effectiveness and credibility of government
Respect: to treat all citizens equitably, compassionately and respectfully
Choice: afford citizens the opportunity to exercise self-determination
The Strategic Plan is the guiding document for government, outlining its goals for the economy, our social infrastructure and our physical environment. It is the umbrella plan for individual ministry service plans, which provide greater detail on performance measures and strategies.
Government will operate in an innovative, enterprising, results-oriented and accountable manner. In doing so, it will adopt the following managerial principles:
The New Era document, which outlined the government's 2001 election policy platform, contained many far-reaching policy objectives. Ten specific objectives were highlighted for the future. Those ten objectives link to the goals described in this Strategic Plan, as outlined below:
These commitments are reflected in the government's Strategic Plan.
In keeping with government's vision and values, three strategic goals and a number of strategic objectives have been identified for the next three years. The goals and objectives are sometimes interdependent and need to be jointly considered to identify opportunities for greater efficiencies. Moreover, all of these goals and objectives will be undertaken in the context of government's two most pressing issues — restoring our economy and our fiscal situation to positions of strength while maintaining our commitment to health and education.
As the implementation of a measurement framework for government is a new process, some measures are in the developmental stage and may be general in nature. In some cases performance measure targets are still being developed, and will be refined over time. We have selected measures that represent the strategic direction of government, and have largely drawn from the British Columbia Progress Board, as well as from the Provincial Health Officer and other sources. The Progress Board has used a ten-year performance target horizon rather than the three-year period covered by this Plan. It will take some time to integrate the longer-term performance targets into the government Strategic Plan framework; therefore, we have only set general targets in this Plan. Specific targets for most measures will be included in the government's 2003/04 — 2005/06 Strategic Plan.
British Columbia has had a long history of prosperity and leadership. However, the last decade was one of decline for the province, where British Columbia fell far short of being the leading economic performer in Canada. We want to regain our position of strength, and within the next decade return this province to an unparalleled economic success story. When we survey the economic landscape in the years to come, British Columbians will have much to be proud of, and much to look forward to. Our citizens will have confidence in the provincial economy, its social infrastructure and in themselves to achieve their full potential.
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OBJECTIVES AND KEY MEASURES |
The objectives and key measures to achieve this goal are as follows:
MEASURE: Percentage of the labour force with a post-secondary certificate or diploma.
TARGET: Increase the percentage of the workforce with a post-secondary certificate or diploma from the 2001 baseline of 32.4%.
MEASURE: Percentage of British Columbia's workforce comprising persons employed in natural and applied science related occupations.
TARGET: Increase the percentage of the workforce in natural and applied science related occupations from the 2000 baseline of 6.3%.
MEASURE: Real Gross Domestic Product (GDP) per capita is a key measure of overall economic activity, expressed in terms of economic output (new goods and services produced) per person.
TARGET: Increase real GDP per capita from the 2000 baseline of $30,664.
MEASURE: Real GDP per hour worked in the business sector indicates overall efficiency of our labour efforts.
TARGET: Increase the value of goods and services produced per hour worked from the 2000 baseline of $30.72 / hr.
MEASURE: Total amount of gross fixed business investment as a percentage of provincial GDP.
TARGET: Improve upon British Columbia's gross fixed business investment from the 2000 baseline of 17.2% of provincial GDP.
MEASURE: Percentage of employed persons in the 15 to 64 age cohort.
TARGET: Provide conditions to improve the employment to population ratio from the 2000 baseline of 70.2%.
MEASURE: Real personal disposable income per capita represents total income minus taxes paid to all levels of government (i.e. income taxes, property taxes, contributions to social security, etc.) and various fees such as medical insurance premiums, expressed on a per person basis.
TARGET: Growth of British Columbians' real personal disposable income from the 2000 baseline of $19,029 per person.
MEASURE: Balance the provincial government budget.
TARGET: The provincial budget will be balanced beginning in 2004/05.
MEASURE: Taxpayer supported debt in relation to the size of the GDP.
TARGET: Annually reduce the debt burden beginning in 2004/05.
MEASURE: Provincial government expenditure as a percentage of GDP.
TARGET: Reduce the level of provincial government expenditure from the 2001/02 forecast of 19.4% of GDP.
| STRATEGY: INNOVATION AND ECONOMIC GROWTH | ACCOUNTABILITY |
|---|---|
| Establish Leadership Chairs | Advanced Education |
| Establish one stop shopping for permitting/licensing | All Ministries |
| Reduce government red tape | Competition, Science & Enterprise; All Ministries |
| Develop a coordinated marketing approach for the province | Competition, Science & Enterprise |
| Work with the private sector to remove barriers to business | Competition, Science & Enterprise |
| Eliminate business subsidies | Competition, Science & Enterprise |
| Support a culture of innovation that transfers science and technology from the research stage through to development and the commercial marketplace | Competition, Science & Enterprise; Advanced Education |
| Implement policies to ensure private sector investment | Competition, Science & Enterprise; All Ministries |
| Develop and implement a long-term plan of economic renewal | Competition, Science & Enterprise; All Ministries |
| Maintain a competitive tax regime | Finance |
| Develop a program for reforming labour-management relations in British Columbia | Skills Development & Labour |
| Make the Workers' Compensation Board more accountable, responsive and cost effective | Skills Development & Labour |
| STRATEGY: MANAGEMENT OF GOVERNMENT | ACCOUNTABILITY |
|---|---|
| All ministries will meet their budget and service plan targets | All Ministries |
| Streamline the province's fees and licences | Competition, Science & Enterprise |
| Reform the province's Crown corporations so that they focus on public services, efficiency and effective service delivery | Crown Agencies Secretariat; All Ministries |
| Streamline the capital approval process and sponsor the use of public private partnerships | Finance; Premier's Office |
| Adopt Generally Accepted Accounting Principles | Finance |
| Incorporating the results of the Fiscal Review Panel, develop a three-year fiscal plan which eliminates the structural deficit and balances the budget by 2004/05 | Finance |
| Introduce a cost saving shared service administrative model for government | Management Services; All Ministries |
| Encourage innovation and an entrepreneurial attitude in the professional public service | Management Services; All Ministries |
| Review the Freedom of Information and Protection of Privacy Act to increase openness in government and to reduce compliance costs | Management Services |
| Increase recoveries of revenues owed to government and streamline accounts receivable collections | Provincial Revenue |
There is a fundamental relationship between a vibrant economy and healthy social institutions. Our economy will only be strong if our social infrastructure supports a healthy population and a skilled workforce. Healthy economies provide the funds for the social and environmental services required by the public.
Over the next three years we will facilitate the governmental and institutional reforms needed to build and sustain high-performing health, education and social welfare systems. Our systems of justice must be accessible, efficient, fair and affordable. We will ensure our public institutions provide citizens with services that are responsive to individual choice, cost-effectiveness and service quality.
The objectives and key measures to achieve this goal are as follows:
MEASURE: Potential years of life lost measures the rate of lost potential years of life per 1,000 population from all causes of premature death.
TARGET: Decrease the potential years of life lost from the 1995-2000 average of 53.3 per 1,000 population.
MEASURE: Low birth weight is a measurement of a percentage of all live births weighing below 2,500 grams.
TARGET: Decrease the percentage of all live births weighing below 2,500 grams from the 2000 baseline of 5.1%.
MEASURE: University completion measures the percentage of the population, aged 25 to 54, who have completed a university education.
TARGET: Increase the percentage of university graduates in the 25-54 cohort from the 2000 baseline of 27.7%.
MEASURE: Number of secondary school graduates per 1,000 population aged 18 years (at July each year).
TARGET: Increase the number of secondary school graduates from the 1999 baseline of 736 per 1,000 population.
MEASURE: Mean number of appearances to complete a criminal case in Provincial Court.
TARGET: Reduce the number of appearances to complete a criminal case in Provincial Court from the 2000/01 baseline of 5.6.
MEASURE: Proportion of small claims cases settled through out-of-court mediation in the Small Claims mediation program.
TARGET: Increase the percentage of small claims settled through dispute resolution from the 2000/01 baseline of 56%.
MEASURE: Number of people under 65 years requiring income assistance.
TARGET: Decrease the number of people under 65 years requiring income assistance from the 2000 baseline of 262,000.
MEASURE: Percentage of senior citizens requiring the maximum Guaranteed Income Supplement.
TARGET: Decrease the percentage of senior citizens requiring the maximum Guaranteed Income Supplement from the 1999 baseline of 32%.
| STRATEGY: EDUCATION AND FAMILY SERVICES | ACCOUNTABILITY |
|---|---|
| Create more choice for students by enhancing online learning, expanding credit transferability between institutions and considering the potential for pursuing degrees from a wider variety of institutions, both public and private | Advanced Education |
| Rationalize student financial aid programs by combining them into a more coherent, integrated and understandable program and by working towards reducing student loan default rates | Advanced Education |
| Review tuition policy and develop an approach that balances the appropriate costs of education among government, students and families | Advanced Education |
| Revise the post-secondary funding formula so that it focuses on results rather than solely on inputs | Advanced Education |
| Reduce the proportion of children in care while ensuring they are protected | Children & Family Development |
| Establish a legacy fund for Early Childhood Development | Children & Family Development |
| Work with the community to develop and implement a new governance and service delivery structure for adult community living services | Children & Family Development |
| Work in partnership with families and communities to create a model that will better meet the needs of children by increasing a family's capacity to care for its children through family development programs | Children & Family Development |
| Develop an understandable, transparent, comprehensive, population-based funding formula for school districts and independent schools | Education |
| Increase flexibility and choice in public schooling | Education |
| Shift the focus of the education system to student achievement and to clear, measurable performance outcomes | Education |
| Develop accountability contracts with school districts, including the reporting of outcomes, and give school boards increased flexibility | Education |
| STRATEGY: JUSTICE AND SAFETY | ACCOUNTABILITY |
|---|---|
| Expand the early use of alternative dispute resolution processes for civil disputes | Attorney General |
| Undertake a consultation process to review civil liability issues | Attorney General |
| Increase the use of technology to streamline processes and facilitate access to justice | Attorney General |
| Review adjudicative agencies and implement a program to improve efficiency and effectiveness | Attorney General |
| Revise provincial safety standard regulations to self-regulation, compliance and outcome-based codes and standards | Community, Aboriginal & Women's Services |
| Consolidate consumer protection regulations | Public Safety & Solicitor General |
| Ensure the development of socially responsible and safe industry practices | Skills Development & Labour |
| Develop fair and balanced employment standards that allow mutually beneficial relationships between workers and employers | Skills Development & Labour; Competition, Science & Enterprise |
| STRATEGY: HEALTH AND HUMAN RESOURCES | ACCOUNTABILITY |
|---|---|
| Create a health system that is based on three goals: high quality patient-centred care; improved health and wellness for British Columbians; and, sustainable, affordable public health care | Health Planning; Health Services |
| Shift the system from fragmented management, lack of clear accountability and little focus on patient outcomes to a planned, well-managed system that responds to patient needs and is accountable to the public for results | Health Planning; Health Services |
| Continue to pressure federal government to restore health funding | Health Planning; Health Services; Intergovernmental Relations; Finance |
| Develop and implement multi-year plans for human resources, health care facilities and medical equipment | Health Planning; Health Services; Advanced Education |
| Institute performance management contracts so health authorities can be more patient-centred, effective, efficient and responsible | Health Services |
| Plan and proceed with patient care improvements in the areas of prevention, chronic care, primary care, mental health and community care | Health Services |
| Phase in a population needs-based funding formula to achieve equitable distribution of health dollars | Health Services |
| Establish a Leadership Council of health system leaders to help set the direction and implement changes to improve the health care system for British Columbians | Health Services |
| Establish the Provincial Health Services Authority to reduce variability in access to specialized services across patient groups and place of residence | Health Services |
| Establish a new and cost-effective strategy to provide 5,000 new intermediate and long-term care beds over the next five years | Health Services |
| Implement a planning framework for mental health and intermediate, long-term and home care | Health Services |
| Develop an information management strategy, focusing on health information for the general population and on data standards for regional health authorities | Health Services |
| Within the current budget allocation ensure early action on mental health services | Health Services |
| Implement new income assistance principles and guidelines that support clients' efforts to find sustainable employment and assist individuals and families in need | Human Resources |
| Redesign employment programs to move employable clients quickly into the labour market through job search, job placement and labour market specific skills training programs | Human Resources |
| Develop performance-based management policies which streamline service delivery, increase accountability within the ministry, strengthen contractual relationships with third parties and provide a more efficient appeal system | Human Resources |
Sustained economic competitiveness depends upon us maximizing the benefits from our natural resources, maintaining the quality of our environment, and enhancing the health of our communities.
British Columbia is known for its spectacular scenery and natural environment. At the same time, our land base and natural resources underpin the economy and our local communities and, through resource revenues, contribute to our supportive social infrastructure. Government will maximize the value of these public assets by balancing protection of the physical environment with sustainable economic activity in our natural resource sector.
The health of our communities is equally important to our economic prosperity, our individual well-being and the sustainability of our physical environment. Government will promote communities in which diversity is valued and British Columbians have a sense of personal and public safety. In addition, the provincial government is committed to increasing local autonomy.
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OBJECTIVES AND KEY MEASURES |
The objectives and key measures to achieve this goal are as follows:
MEASURE: Personal and property crime measures the number of personal and property crimes known to police per 100,000 population.
TARGET: Decrease the number of personal and property crimes from the 2000 baseline of 7,619 per 100,000 population.
MEASURE: Domestic violence is measured by the number of reported incidents of domestic violence per 1,000 population.
TARGET: Decrease domestic violence from the 1999 baseline of 2.44 per 1,000 population.
MEASURE: Increased autonomy measures the capacity of local governments to make decisions and to fund the services within their jurisdiction.
TARGET: To be determined pending consultation with the Community Charter Council.
MEASURE: Air quality measures the amount of fine particulates in the air under 10 microns per cubic metre of air (PM10).
TARGET: Maintain or improve Vancouver's 2000 baseline air quality rating of 2nd amongst metropolitan areas in Canada.
MEASURE: Wastewater treatment measures the percentage of the population served by secondary or better wastewater facilities.
TARGET: Improve upon the 1999 baseline of 63% of British Columbia's population served by secondary or better wastewater facilities.
MEASURE: Renewable energy measures the production of energy from renewable sources.
TARGET: Increase in renewable energy production from the 1999 baseline of 10%.
MEASURE: Species at risk measures the percentage of known native species that are threatened or endangered in the province.
TARGET: Improve on the province's 2000 baseline of 14.2% for species of birds, mammals, reptiles, amphibians, freshwater fish, ferns and orchids at risk.
| STRATEGY: LAND USE | ACCOUNTABILITY |
|---|---|
| Streamline the aquaculture system in British Columbia | Agriculture, Food & Fisheries |
| Develop a market-based timber pricing regime and tenure reform package which will include fair value for the province's timber resource | Forests |
| Establish a working forest land base | Sustainable Resource Management |
| Complete land use plans for the remaining priority areas of the province | Sustainable Resource Management |
| Reform the management of the Agricultural Land Reserve Commission to better reflect local input | Sustainable Resource Management |
| Create streamlined, user-friendly approval processes for access to Crown land and water resources that generate a fair return to the province | Sustainable Resource Management |
| Implement a Living Rivers Strategy | Sustainable Resource Management; Agriculture, Food & Fisheries; Water, Land & Air Protection |
| Rationalize the numerous land and resource inventory information systems to create a central source of integrated information that can be accessed by users both within and outside government | Sustainable Resource Management; Forests; Energy & Mines; Water, Land & Air Protection; Agriculture, Food & Fisheries |
| STRATEGY: ENVIRONMENTAL PROTECTION AND SAFETY | ACCOUNTABILITY |
|---|---|
| Strengthen government's capacity to deal with food safety and quality (including animal, fish and plant health) | Agriculture, Food & Fisheries |
| Develop a made in British Columbia plan to address issues associated with greenhouse gases | Water, Land & Air Protection; Energy & Mines; Sustainable Resource Management |
| Examine opportunities to modernize the current forest regulatory regime to focus on outcome based regulating | Forests |
| Implement a streamlined, science based, results-oriented regulatory framework to protect human health and the environment | Sustainable Resource Management; Forests; Energy & Mines; Water, Land & Air Protection; Agriculture, Food & Fisheries |
| STRATEGY: RESOURCE MANAGEMENT | ACCOUNTABILITY |
|---|---|
| Negotiate with the federal government a new national farm insurance program and greater control over fisheries management and revenues | Agriculture, Food & Fisheries; Intergovernmental Relations |
| Develop an energy policy that balances economic opportunities, conservation considerations and a safe secure energy supply for British Columbians | Energy & Mines |
| Determine the future direction for offshore oil | Energy & Mines; Water, Land & Air Protection |
| Develop a plan to make the Small Business Forest Enterprise Program more effective, and put it on a commercial footing | Forests |
| STRATEGY: COMMUNITY SERVICES AND INFRASTRUCTURE | ACCOUNTABILITY |
|---|---|
| Establish workable relationships with First Nations communities | All Ministries |
| Develop and implement community capacity building programs | All Ministries |
| Address causes of crime through targeted, coordinated and consultative initiatives | Attorney General |
| Conduct a referendum on principles for Treaty negotiations | Attorney General |
| Develop and implement a Community Charter | Community, Aboriginal & Women's Services |
| Rationalize regulation of the construction/housing industry and develop a plan to address the leaky condominium situation | Community, Aboriginal & Women's Services |
| Implement active schools, active communities and organized sport strategies | Community, Aboriginal & Women's Services; Education |
| Focus social housing policy and services on the needs of clients, offering greater flexibility and choice | Community, Aboriginal & Women's Services; Children & Family Development; Human Resources; Health Planning |
| Involve the private sector in financing highway projects so that new infrastructure can be delivered without the government having to bear the full cost | Transportation |
| Give communities more say in transportation planning priorities by establishing regional transportation committees that will determine priorities | Transportation |
| Develop a new plain language Residential Tenancy Act | Public Safety & Solicitor General |
| Aggressively support the 2010 Olympic Bid | Community, Aboriginal & Women's Services; Intergovernmental Relations; Transportation; Competition, Science & Enterprise; Water, Land & Air Protection; Sustainable Resource Management |
| Hold a Provincial Congress to improve relations across all levels of government | Intergovernmental Relations |
The Strategic Plan is the guiding document for government, outlining its goals for the economy, our social infrastructure and our physical environment. It is the umbrella plan for individual ministry service plans, which provide greater detail on performance measures and strategies.
| GOALS | OBJECTIVES | KEY MEASURES |
|---|---|---|
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A strong and vibrant provincial economy
| British Columbia will have a skilled workforce |
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| British Columbia will have a prosperous economy |
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| British Columbia will have employment opportunities |
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| Government will be affordable and fiscally responsible |
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| A supportive social infrastructure | British Columbians will be healthy |
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| British Columbia will have exceptional educational institutions |
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| British Columbia will have a fair and efficient system of justice |
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| British Columbians will be self-sufficient |
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| Safe, healthy communities
and a sustainable environment
| British Columbia will have safe communities |
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| Local governments will have increased autonomy |
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British Columbia will have a healthy physical environment |
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| British Columbia will have sustainable natural resources |
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We welcome your views, comments and ideas on the contents of this Strategic Plan. Please send your comments to: Office of the Premier You may also e-mail your comments to: premier@gov.bc.ca
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