Budget 2003 -- Government of British Columbia.
         
Contents.
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Minister's Letter  
Accountability Statement  
Strategic Context  

Core Business Areas

 
Highlight of Changes from the Previous Plan  
Planning Context  
Goals, Objectives, Strategies, Performance Measures and Targets  
Summary of Goals, Objectives, Strategies and Performance Measures by Core Business Areas  
Consistency with Government Strategic Plan and Premier's Letter to Ministers  
Resource Summary  
Summary of Related Planning Processes  
Provincial Revenue Logic Model  

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2003/04 – 2005/06 SERVICE PLAN
Ministry of Provincial Revenue

Planning Context

The factors which present challenges, opportunities and risks for the Ministry of Provincial Revenue over the next three years include:


External Factors

Weak economic recoveries have typically resulted in an increase in non-payment of taxes and debt. There continues to be uncertainty internationally, and therefore domestically as to the strength of the economic recovery.

The BC economy grew 1.9 per cent in 2002, faster than the 0.7 per cent expected at the time of last year’s budget, according to BC’s independent economic forecast council. The Council now expects growth in BC’s economy to pick up to 2.7 per cent in 2003. Further information on the BC outlook may be found in the Budget and Three Year Fiscal Plan released with the budget.

Managing the increasing demand by customers for increasingly high quality, responsive and enhanced services will continue to challenge the Ministry.

Developments in enterprise information management provide opportunities to extract and use data in new ways to improve revenue collection, decision-making, reporting and processing.

The Canada Custom and Revenue Agency collects taxes on behalf of the Province under the Income Tax Act, with some resulting potential for their policy and delivery decisions to impact on the Ministry’s business.


Internal Factors

Consolidation (new ministry/new programs), customer expectations and limited resources will influence development of alternative service delivery models. Policy changes concerning program delivery within client ministries can affect our mandate to deliver our goals and objectives within a set budget.

Direction to implement a government-wide revenue management environment and to share information will create both challenges and opportunities. As the revenue management scope of the Ministry expands so does our new role as agency or partner with other ministries, thereby increasing the need to examine and resolve issues of accountability.

Workforce adjustment and shared services initiatives may create challenges around program delivery and the way we deliver services to our customers in a timely and cost-effective manner.

The proposed Community Charter could have a significant, but as yet undetermined, impact on tax programs.

Our Vision
We will be the centre of excellence for revenue and debt collection in government.
Our Mission
We provide fair, efficient and equitable revenue and debt collection which supports public services to meet the needs of British Columbians.
Our Values Our Philosophy
Accountability • Provide leadership and set high expectations

• Measure and report on our performance at all levels of the Ministry
Quality Service • Be accessible and responsive to our customers

• Provide excellent service

• Build and support partnerships with key customers
Innovation • Seek new ways of doing business and explore new technologies
Integrity • Behave with integrity toward customers and protect their confidential information

• Respect and trust our colleagues
Productivity • Ensure our activities add value

• Simplify our processes and activities
Professionalism • Commit to excellence and serving the public interest

• Promote teamwork and communication

• Recognize and celebrate achievement

• Pursue learning opportunities and promote personal growth

 

 
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