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2003/04 – 2005/06 SERVICE
PLAN
Ministry of Water, Land and Air Protection |
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Summary of Related Planning Processes
Information Resource Management Plan
The ministry is continuing to refine its Information Resource Management
Plan, which is linked to both the ministry’s strategic and operational
processes. The ministry has established a Systems and Information
Planning Committee (SIP) to ensure efficient and effective delivery
of ministry technology services and business solutions. SIP ensures
mechanisms are in place for implementing the effective use of technology
across the ministry. SIP also advises the executive on the actions
required to meet the ministry’s information management needs. All
ministry applications are hosted by the Ministry of Sustainable
Resource Management, which also collects and integrates data and
provides information access for the Ministry of Water, Land and
Air Protection.
Objective: Improved internal and external electronic information
and service delivery.
Performance Measures:
- Increased public access to environmental data, recreational
opportunities, proposed regulatory changes, guidelines and industrial
activities.
- Streamlined processing of authorization applications.
| Strategy |
Key Actions |
Timeline |
| Provide real-time public access
through the web to environmental data (e.g., data pertaining
to air, water and land quality and species inventories), recreational
opportunities (e.g., hunting and angling information, park use
permits), proposed regulatory changes, guidelines and industrial
activities. |
Inventory all ministry applications.
Enhance existing web sites.
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Complete
Ongoing
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| Consolidate ministry authorization
applications (e.g., fishing and hunting licences, hunting permits,
park use permits, waste discharge permits and other authorizations
including regulations). |
Define business requirements.
Implement cost-effective solution for authorizations.
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March 2003
April 2004
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| Develop or acquire software
applications that support environmental standard setting and
improved trend reporting. |
Develop or acquire additional
software applications considered necessary to support environmental
standard setting and improved trend reporting. |
March 2005 |
Renewal Strategy
The ministry has made significant progress in changing its business
methods to accomplish the strategic shifts outlined in last year’s
Service Plan. The ministry recognizes that sustaining this focus
and successfully implementing significant changes in service delivery
in the longer term requires a skilled and healthy workforce functioning
in an environment that promotes innovation, learning and results.
Consistent with the government’s commitment to public service renewal,
the ministry has developed a Renewal Strategy to foster an environment
in which talented staff can thrive and grow. The strategy was developed
through a collaborative process involving staff from all parts of
the organization and supports this vision:
A successful organization with professional public servants
who want to come to work because they are good at what they do,
they feel fulfilled by what they do and are valued for the services
they provide for British Columbians.
In the short term, the ministry is continuing to communicate its
new direction, the organizational changes needed to successfully
implement the Service Plan, and the roles and responsibilities of
staff. The ministry is also taking further action to foster a work
environment that is innovative, supportive and results based. Implementing
the strategy’s medium- and long-term actions will enable the ministry
to address issues such as leadership, succession planning, recruitment
and recognition. Some priorities of the Renewal Strategy include:
| Goals |
Objectives |
Key Strategies |
Performance Measures |
| We share a common understanding
of our role and contributions in achieving the vision and mandate
of the ministry. |
Practice effective two-way communication between all levels
and divisions.
Provide for a cooperative, supportive and collaborative work
culture.
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Clearly define the ministry’s vision and mandate and communicate
the role and functions of divisions within the ministry.
Provide clarification on the meaning of “public service”
and the role of a public service employee.
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Number of employee performance
and development plans complete |
| We work together to get the
best results in a dynamic and supportive environment. |
Support our people so that they may achieve the best results
in their work.
Support a healthy workplace.
Provide for a cooperative and collaborative work culture.
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Encourage and support a positive
work environment and promote productive work relationships between
staff. |
Employee satisfaction with
the ministry as a place to work (e.g., response to an annual
staff survey) |
| We invest in staff to ensure
that we have what is needed to do our job effectively, today
and in the future. |
Support our people so that they may achieve the best results
in their work.
Provide for strong and inspired leaders, both today and in
the future.
Plan and manage succession.
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Support employee development through learning and other opportunities.
Develop managers’ skills and provide tools and training for
effective management practices.
Develop strategies to continuously update staff knowledge
and capabilities for the future needs of the ministry.
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Retention rate
Absenteeism rates
Number of internal applicants for career advancement
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| The services and the way in
which we provide them are valued inside and outside the ministry. |
Recognize and reward people
for their contribution to the public service. |
Provide a recognition process
for staff, the public and other stakeholders to acknowledge
ministry employees for their service and contributions. |
Level of approval by outside
sources (e.g., response to an annual client survey) |
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