Budget 2004 -- Government of British Columbia.
   

Goals, Objectives, Strategies, and Results — Continued

Goal 4: Develop programs and legislation that contribute to provincial competitiveness and prosperity.

Core Business Area:
Executive and Support Services.

The Executive and Support Services section of the ministry will maintain activities to support the government's goals of a strong and vibrant provincial economy, a supportive social infrastructure and safe and healthy communities, such as monitoring the results of recent legislative and regulatory changes in areas of ministry responsibility and identifying items needing further improvement. Staff will also continue to implement government policies to streamline administration and service delivery and improve transparency and accountability with initiatives such as Enterprise-wide Risk Management.

Objective 1:
Work with core business areas to ensure that legislation, policies and programs are relevant to the needs of today's employers and employees.
Performance Measure 2002/03 Base (actual) 2003/04 Base (estimate) 2004/05 Target 2005/06 Target 2006/07 Target
Client satisfaction survey results

N/A

N/A

85 % satisfaction 85 % satisfaction 85 % satisfaction
Strategy:
Executive and Policy and Legislation Branch liaise with staff in the ministry's program areas to monitor emerging issues.
Objective 2:
Implement a plan for integrating Enterprise-wide Risk Management processes into ministry planning activities.

In the fall of 2002, government adopted Enterprise-wide Risk Management (ERM) as a process to be applied to all ministry, branch and agency planning processes and activities. The ERM policy is intended to modernize and improve public sector management by integrating a systematic approach to risk management into each program or service area.

In 2003/04, the Ministry of Skills Development and Labour began formalizing its risk management activities by developing an implementation plan for ERM in the ministry. Building on its existing processes, the ministry has developed a risk management framework, which outlines the roles and responsibilities of each core business area and establishes a workplan for integrating risk management into their ongoing operations.

To begin, the ministry executive has conducted a risk assessment for the ministry service plan. It has identified the major risks and opportunities associated with each of the goals set for the core business areas above. As noted, the major risks and opportunities for this ministry involve the actions of external stakeholders and changes to environmental conditions, such as the global economy, which have the potential to significantly change the context within which the ministry operates in any given time period.

The ministry has assessed its current level of ERM maturity at "2" on the Ministry of Finance's Risk Maturity Model five-point scale. At level two, an organization's risk management processes are in place but are, for the most part, ad hoc. ERM activities are applied inconsistently because they are not formalized throughout the organization.

In the next three years, the Ministry of Skills Development and Labour anticipates that its risk management culture will mature as it builds capacity through ERM awareness-building and training, and continued executive support of the initiative.

Performance Measure 2002/03 Base (actual) 2003/04 Base (estimate) 2004/05 Target 2005/06 Target 2006/07 Target
Risk maturity assessment level of maturity1 2 2 3 4 5
1   The risk maturity assessment performance measure is based on the 'Risk Maturity Model' document provided by the Ministry of Finance, Risk Management Branch, at www.fin.gov.bc.ca/ocg/ias/Risk_Assessment_Tools.htm. It rates organizational maturity on a scale of one through five, with one representing the lowest level of maturity (characterized by a low level of ERM knowledge, use and commitment) and five representing the highest level of maturity (characterized by integrated and proactive ERM practices at all levels of the organization).
Strategy:
Engage in ERM awareness-building and provide training where required.
Objective 3:
Reduce ministry's and Workers' Compensation Board's regulatory burden by one-third by 2004.

Cross-government deregulation initiatives, which seek to reduce the overall regulatory burden by one-third, will continue to impact all core businesses of the Ministry of Skills Development and Labour.

By the end of 2003, the ministry had reduced its regulatory requirements by 40 per cent, and the Workers' Compensation Board had reduced its regulatory requirements by 28 per cent. The repeal of the Barbers Act and the Cosmetologists Act, effective December 31, 2003, has removed numerous unnecessary and duplicate regulations, and has assisted the ministry in exceeding its goal of reducing its regulatory requirements by one-third by the end of 2004. The workers' compensation appeal system was restructured effective March 3, 2003, through Bill 63, the Workers' Compensation Amendment Act (No. 2), 2002. This change, which involved the merger of the former WCB Appeal Division into WCAT, involved the development of a small number of new practices and procedures but eliminated a large number of appeal system regulatory requirements. Continuing reviews of the Workers Compensation Act and policies have also resulted in substantial reductions.

The ministry will continue to implement the government's smart regulation policy by simplifying and reducing unnecessary regulatory regimes and by ensuring that any new regulation is necessary.

Performance Measure 2001/02 – 2002/03 Base (actual) 2003/04 Base (estimate) 2004/05
Target		 2005/06
Target		 2006/07
Target
Reduction of ministry's regulatory burden
— Per cent change1		 23% reduction 17% reduction in 2003/04 for over 34% reduction by end of 2004 Compliance with the Regulatory Reform Criteria set out in the Regulatory Reform Policy Compliance with the Regulatory Reform Criteria set out in the Regulatory Reform Policy Compliance with the Regulatory Reform Criteria set out in the Regulatory Reform Policy
Actual change (ministry) -2,005 -1,472 (estimate) N/A N/A N/A
Reduction of Workers' Compensation Board regulatory burden
— Per cent change1		 9% reduction 19% reduction in 2003/04 5% reduction in 2004/05 for 33% total reduction by end of 2004 Compliance with the Regulatory Reform Criteria set out in the Regulatory Reform Policy Compliance with the Regulatory Reform Criteria set out in the Regulatory Reform Policy
Actual change (WCB) -3,269 -6,623 (estimate) -1,760 (estimate) N/A N/A

1   The total reduction for the ministry by 2003/04 is a net reduction of 3,477 regulatory requirements, meaning it has exceeded its final target of 34% of the base count of 8,688. The WCB has achieved a net reduction of 9,892, or 28% of the base count of 35,308. The WCB is expected to reach its final target of 33% by the end of 2004.

 

  
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