Goals, Objectives, Strategies and Results

This section describes the ministry's overall goals, supporting objectives that should be met along the way, major strategies the ministry will use to accomplish its aims, and targets against which performance will be measured. Ministry staff and the public will be able to gauge how well these strategies are working over the next three years by comparing the performance targets below with the actual measured results that will appear in future annual service plan reports.

The diagram below displays the linkages between government strategic goals and the ministry's mission, goals, objectives and performance measures.

Government Strategic Goals		Ministry Mission To create an integrated and safe transportation network that incorporates all modes of transport, reflects regional priorities, and provides a strong foundation for economic growth. To maintain and improve the provincial highway system, ensuring the safe and efficient movement of people and goods provincially, nationally and internationally.
		Ministry Goals		Ministry Objectives		Performance Measures/ Indicators
A strong and vibrant provincial economy.		1. Key transportation infrastructure is improved to drive economic growth and trade.		1. Regional and local input is used when setting transportation priorities.		Survey of RTAC members' satisfaction with ministry consideration of RTAC recommendations.
				2. Available provincial investment dollars are used as effectively as possible.		Partnerships investment leveraged. Federal funding investment leveraged. Project performance: – completed on budget – completed on schedule.
				3. The worsening congestion trend in urban areas is mitigated.		Level of traffic congestion.
				4. Improved mobility for highways servicing major economic gateways.		Commercial trucking travel time between economic gateways.
		2. B.C. is provided with a safe and reliable highway system.		1. Contractors maintain the provincial highway system to a high standard.		Maintenance cost per lane kilometre. Contractor Assessment Program.
				2. The main highway system is maintained and rehabilitated on a lowest life cycle cost basis.		Pavement condition. Bridge condition. Number of lane kilometres resurfaced.
				3. Improved road access for resource industries and rural residents.		Surface condition. Number of lane kilometres treated.
				4. Improved highway safety and reliability.		Crash reduction after construction on safety improvement capital projects. Annual total duration of unplanned highway closures.
				5. An effective risk management process is established across the ministry.		Risk management plan.
		3. B.C.'s transportation industries become more competitive.		1. Reduction or elimination of third party regulations and policies that impede B.C.'s ability to compete with other jurisdictions in the transportation market.		Progress toward implementation of liberalized air service agreements.
		4. Excellent customer service is achieved and the ministry is recognized as a good employer.		1. Excellent service is provided to all British Columbians.		Customer Satisfaction Survey.
				2. Employees are provided with the support, training and working environment they need to excel at their jobs.		Employee Satisfaction Survey.

Strategy:

• Create an environment in which Regional Transportation Advisory Committees (RTACs) provide the ministry with informed and independent advice.
• Ensure RTAC advice to the minister is included in ministry planning, program and policy initiatives and RTACs are provided with timely responses to their recommendations.

Strategy A:

• Develop public-private partnerships in consultation with Partnerships BC.
• Capture value from surplus land to fund transportation improvements.

Strategy B:

• Solicit and get federal funding for transportation projects in BC.

Strategy C:

• Complete projects on budget and on time.

Strategy:

• Implement cost-effective highway upgrades that improve traffic flow, reduce delays and add new capacity, using partnership cost-sharing where feasible.
• Make better use of existing capacity through intelligent transportation systems (ITS) initiatives and promoting travel demand management (TDM) initiatives.

Strategy:

• Improve mobility and reliability and reduce bottlenecks on major urban and rural trade corridors using partnership cost-sharing where feasible.
• Reduce congestion at weigh scales by relocating them, redesigning them and/or using intelligent transportation systems to process truck traffic more efficiently.

Strategy A:

• Maintain the highway system in a cost-effective way.

	Snow blower clearing highway

Strategy B:

• Fully implement and review the Contractor Assessment Program, a new procedure for auditing how well highway maintenance contractors are delivering services.

Strategy A:

• Maintain and regularly assess the condition of main highways to determine which needs should take priority in annual resurfacing programs.

Strategy B:

• Rehabilitate the main highways at a level that will ensure a lowest life cycle cost.

Strategy A:

• Continue to invest $75 million per year to improve Heartlands road quality.

Strategy B:

• Improve the road surface on Heartlands roads at a sufficient rate to ensure improved road access.

Strategy A:

• Monitor highway safety and improve high-risk locations, with input from Regional Transportation Advisory Committees.
• Maximize highway safety and reliability through safety focused enhancements, and through low-cost improvements such as signs, lighting and lane markings.
• Work with safety partners such as ICBC, the RCMP and the Ministry of Public Safety and Solicitor General (PSSG) to develop a safety plan to achieve the targets established in the Canada-wide Road Safety Vision 2010.

Strategy B:

• Minimize the number of unplanned road closures through planning and putting in place preventative measures.

Strategy:

• Develop a risk management plan to balance risks and potential outcomes against mitigation costs.
• Apply risk management tools and deliver training to ensure that internal planning and decision-making processes comply with a risk management approach.

Strategy:

• Work with the Vancouver International Airport Authority (YVRAA) to encourage the federal government to adopt a policy of liberalized international air agreements that would allow more carriers to stop in Vancouver and either pick up or drop off passengers and goods. This would be negotiated on a reciprocal basis with other countries, especially the U.S.
• Continue to press the federal government to make revisions to the Canada Marine Act, to provide Canadian port authorities with greater financial flexibility and to make them eligible for federal infrastructure funding.

Strategy:

• Undertake annual surveys of customer satisfaction and compare survey results with baseline data.
• Use survey results and public feedback to improve customer service processes and procedures.
• Conduct focus group sessions with individual stakeholder groups to identify specific gaps in service delivery, and determine how to refine ways of doing business in order to better meet customer needs.

Strategy:

• Implement the ministry's Human Resource Management/People Plan to enhance productivity and employee satisfaction.
• Undertake annual surveys of employee satisfaction and use survey results to target for enhanced employee learning and an innovative organization.