Goals, Objectives, Strategies and Results

Overview

Ministry Goals

1. A tourism sector that delivers lasting regional economic and social benefits.
2. Vibrant and creative communities in which people have diverse opportunities to participate in recreation, sport, arts and culture.
3. Effective joint stewardship of British Columbia’s outdoor recreational resources and heritage.

Linkage to the Five Great Goals

Create the Most Jobs Per Capita in Canada

The ministry will play an instrumental role in creating jobs and economic prosperity, by working with partners to maximize opportunities and benefits related to hosting visitors, athletes, media, and others leading up to, and during, the 2010 Olympic and Paralympic Winter Games. The ministry will also work with key partners to develop and implement a long term, sustainable plan for growth in the tourism industry and to double tourism revenues by 2015. Specific activities include tourism stakeholder consultations in spring of 2006, ongoing implementation of the BC Resort Strategy that will promote new resort investments, and implementation of a cross ministry Charter for Tourism Growth. This will strengthen government partnerships in support of tourism and foster an environment that makes it easier for the development and expansion of resorts, adventure tourism, outdoor recreation, and the rest of the tourism sector.

The ministry is also working to enhance the creative economy by investing in culture, sport and heritage infrastructure and improving integration with a broader tourism strategy. It will also work with Aboriginal communities to support implementation of initiatives included in the Aboriginal Cultural Tourism Blueprint Strategy for BC. Participants in this strategy include the Ministry of Aboriginal Relations and Reconciliation, the Ministry of Economic Development, Aboriginal Tourism BC, Tourism BC, and other stakeholders.

Lead the World in Sustainable Environmental Management

The ministry supports sustainable environmental management through its integrated management of nature-based recreation and tourism, including heli-skiing, mountain biking, wildlife viewing, resorts and lodges. Future tourism strategies will be developed in cooperation with partners and other ministries to ensure the province’s natural resources are managed in a way that recognizes the importance of integrating environmental, tourism and recreation values. This will ensure that land and resource decision-making maximizes recreation and tourism opportunities, while ensuring sustainability over the long term.

The ministry fosters a shared commitment to the stewardship of British Columbia’s heritage and archaeological sites through education, local capacity development, work with First Nations, regulation, and provision of accessible information via the Provincial Heritage Register. Encouraging preservation and revitalization of older buildings also supports efforts to ensure sustainability.

Lead the Way in Healthy Living and Physical Fitness

The ministry supports the government in leading the way in healthy living and physical fitness by facilitating British Columbians’ access to and participation in sport, recreation, arts and cultural activities. The ministry also works in partnership with many other bodies to promote physical literacy (basic physical skills such as running, jumping and balance) that are critical to life-long physical activity. For example, it is working with the Ministry of Health on programs such as ActNow BC, to encourage active living and fitness for all ages. It is also working with the private sector and other levels of government to increase investments in sport and sport participation initiatives. Finally, the ministry also manages a system of recreation sites and trails across the province, supporting outdoor activity for British Columbians as well as visitors.

Make B.C. the Best Educated, Most Literate Jurisdiction

The ministry supports making B.C. the best educated, most literate jurisdiction in several ways. First, it encourages involvement in the arts, which has been shown to improve intellectual capacity, learning outcomes and creative thinking. All are important factors in developing the educated citizenry essential to a knowledge-based society. Second, it encourages involvement in sport and fitness activities, which support physical literacy and generate long term health and social benefits. Third, its work to preserve and promote heritage, cultural and archaeological sites, historical commemorations and celebrations, provides valuable learning opportunities for young and old alike.

Build the Best System of Support

The ministry’s investments in infrastructure and initiatives support access to sport and recreation for seniors and people with special needs. Its support for the province’s volunteer network will also help to foster strong systems of support.

Cross Ministry Initiatives

The ministry will be contributing to a number of important cross ministry initiatives, including work on Regulatory Reform, which is described later in this document.

A New Relationship with First Nations

The ministry, in conjunction with other agencies, will have a primary and an influential role in funding programs and services that support building stronger relationships with, and enhancing the well-being of Aboriginal people. This will involve working closely with the Ministry of Aboriginal Relations and Reconciliation. Specific initiatives include:

• supporting success of the North American Indigenous Games in British Columbia to showcase Aboriginal excellence in sport;
• leading the delivery of cultural programs and policies that will assist First Nations to reclaim and revitalize their arts and cultural heritage;
• Celebrating BC2008, which will commemorate the culture, heritage and history of First Nations;
• facilitating partnerships to support the implementation of an integrated Aboriginal Cultural Tourism Blueprint Strategy, with the Ministry of Aboriginal Relations and Reconciliation, the Ministry of Economic Development, Aboriginal Tourism BC, Tourism BC and other stakeholders;
• exploring the feasibility of establishing a National Aboriginal Gallery;
• supporting economic development opportunities for First Nations by facilitating access to Crown land and encouraging joint business ventures with tourism and resort developers and investors;
• supporting tourism sector initiatives such as the Wei-Wai-Kum Cruise Ship Terminal, which is being developed by the Campbell River Indian Band; The terminal will be designed with a First Nations Village theme, a first in North America; and
• meeting government's commitment to new relationships with First Nations through meaningful and respectful consultations regarding tourism and resort developments on Crown land.

Mountain Pine Beetle

The ministry will assist communities affected by Mountain Pine Beetle infestation to make the transition to a more diverse, creative economic base. This will be achieved through enhanced arts, cultural, heritage, sport and tourism opportunities, in collaboration with the Ministry of Economic Development and other partners. The ministry also works in collaboration with the Ministry of Forests and Range both to remove hazards to trees in forest recreation sites, and to reforest those sites impacted by Mountain Pine Beetle.

ActNow BC

ActNow BC combines cross-government and community-based approaches to address common chronic disease risk factors, through programs and initiatives that support healthier eating, physical activity, ending tobacco use, and promoting healthy choices during pregnancy. As a partner, the ministry will fund programs and services to increase levels of physical activity through:

• supporting the Active Communities program, which will enable increasing opportunities for people to be active in their communities;
• funding the Aboriginal Sport Excellence and Aboriginal Youth FIRST programs to teach sport, recreation, and nutrition skills to Aboriginal youth in Vancouver’s Downtown Eastside and rural areas;
• entering and supporting the Sport Participation bilateral agreement with the federal government, which provides targeted funding to increase participation in sport for children, youth, seniors, and disabled persons; and
• supporting the SportSafe program, to create a safer environment for sport and recreation participation.

2010 Olympic and Paralympic Winter Games

The ministry is supporting the 2010 Olympic and Paralympic Winter Games in a variety of ways, including enhancing B.C.’s sport system, developing and implementing tourism strategies, and showcasing B.C.’s arts, culture, and heritage to the world. These programs will not only contribute to the success of the Games but will also have broader, longer term benefits. The ministry will partner in programs and services that enhance sport infrastructure, tourism strategies, and sustainable arts and culture initiatives. These include:

• developing and implementing Hosting the World Tourism initiatives;
• developing and implementing a Sport and Physical Activity Strategy;
• ensuring Crown agencies work collaboratively with government to achieve B.C.’s Olympic goals; and
• working with industry and government to develop a long term, sustainable plan for industry to double tourism by 2015, and leveraging opportunities related to the 2010 Games.

Performance Plan

The following plan includes goals, objectives, key strategies, performance measures, and targets. It is designed to show what the ministry is planning to accomplish, how it will move toward those outcomes, and how it will measure progress.

Success in working with the tourism sector to double tourism revenues will depend on a number of important pieces of work. Federal, provincial and local governments need to align efforts with industry and other stakeholder groups to ensure that British Columbia is highly competitive as a preferred destination for tourists, cruise ships, world sporting events, conferences, and other activities. It will also be important to ensure that there are many exciting things for visitors to see and do. Much of the ministry’s work is targeted toward attracting and cultivating investments in new products, services, and infrastructure that support tourism. Successful growth in this sector will require a shared vision and focus, along with strong collaboration and commitment.

The following objectives and strategies show how the ministry will work with partners to achieve lasting regional and provincial economic and social benefits from tourism.

The Spirit of 2010 Tourism Strategy establishes Government’s commitment to the future of tourism in British Columbia. While much progress has already been made, there is still much more that can be accomplished. The next phase of work will bring government and industry together to build a shared vision, commitment, and cooperation to promote growth in the tourism sector.

The tourism sector itself is a collection of diverse and distinct industries. To fully realize the benefits of industry growth and development leading up to, and beyond the 2010 Games, the ministry will be leading efforts to strengthen linkages within the tourism sector. It will also be working to enhance the relationship between government and the tourism sector, including community stakeholders, other levels of government, First Nations and Aboriginal organizations. Stakeholder consultations will be held to explore how industry and its many partners can work together to leverage opportunities that will strengthen tourism. This work will enable development of a long term strategy for increasing tourism, and a framework for assessing progress.

Government’s support for tourism sector growth will also be enhanced through a cross ministry Charter for Tourism Growth, which will be developed in the spring of 2006. Implementation of this charter during the 2006/07 year will help to ensure that government’s relevant programs and policies are coordinated and supportive of tourism growth. The Charter will provide a vehicle for reducing or removing impediments to tourism business expansion and diversification across British Columbia.

These important pieces of work will enable stronger partnerships in support of tourism when opportunities arise. The Province’s partnership, via Western Economic Partnership Agreements, with both the Government of Canada and local governments, is one example of collaboration and leveraged support for critical tourism market development, infrastructure, and other initiatives. This partnership has supported initiatives such as the expansion of the Vancouver Convention and Exhibition Centre, and the new cruise ship terminals in Prince Rupert and Campbell River.

Strategies:

• Work with industry, communities, and other provincial and federal agencies, on the development and implementation of a framework for tourism growth and indicators of progress.
• Lead implementation of a cross ministry Charter for Tourism Growth. This will provide a framework for Government’s commitment to strengthening tourism, incorporating tourism impacts into decision-making, and reducing impediments to tourism business expansion and diversification.
• Advance partnerships with local and federal governments, industry, First Nations, and others, such as Cruise BC and Conventions BC, to enhance tourism opportunities.

Performance Measures and Targets:

New outcome measures for assessing growth in the tourism sector: Tourism stakeholder consultations will lead to the development of a plan for strategic growth of tourism in British Columbia. This work will also inform the development of performance measures in relation to the specific areas of tourism sector growth.

Performance Targets:

1	This is a new measure, not included in the 2005/06 Service Plan Update.

To be a destination of choice, businesses must be able to offer experiences and opportunities that capture the hearts, minds, and spirits of all who visit British Columbia. In collaboration with other ministries, service delivery crowns, and the tourism sector, the ministry will identify and develop emerging and growth products that draw tourists to every region of the province. The development of new local attractions and experiences is an important driver as B.C. gains exposure and starts to capitalize on the 2010 Games. Once market-ready, these products will be promoted by industry associations and destination marketing organizations such as Tourism BC. Agri-tourism is one tourism market that is growing. For example, there are 67 wineries and more than 40 tourism operators who are tapping into an emerging wine tourism market.

It is important to increase the number of tourism businesses in British Columbia and the number of people employed in those businesses, in addition to enhancing opportunities for high-yield tourism. The ministry will focus on growing these high-yield tourism sectors, such as all seasons resorts, the cruise industry, meetings and conventions.

The ministry identifies and responds to significant land-based business opportunities, and works closely with other ministries, agencies, local governments, First Nations, resort operators, and new investors to facilitate the expansion of the B.C. tourism and resort sectors. Currently B.C.’s 700-plus resorts and lodges employ 26,000 people, and contribute $178 million to federal, provincial, and local tax revenues each year.¹¹

The ministry’s All Seasons Resorts Office, based in Kamloops, administers the existing portfolio of major resorts on Crown land, and reviews and approves expansions and new resort proposals. The office is also leading the implementation of the BC Resort Strategy Action Plan, including a new resort approval process that will harmonize provincial and local government review processes. This integrated tourism and resort policy framework will encourage commercial and nature-based investment by enhancing tenure security and business certainty.

11	November 2004, BC Resort Strategy and Action Plan.

Strategies:

• Develop capacity within the ministry and protocols with other agencies to better research and assess the economic, environmental, and community impacts of emerging and expanding tourism sectors.
• Promote or lead development of new or emerging tourism product opportunities and markets, and assist new tourism products to reach market readiness.¹²
• Facilitate access to Crown land resources through licensing and tenure, and continue implementation of a policy framework and enhancement of resources for a modern, integrated, all season resort, adventure tourism and outdoor recreation program.¹³
• Lead implementation of the BC Resort Strategy and Action Plan. This work will see the completion of ongoing key initiatives, as well as the identification of new and emerging strategies that will promote new investments in the resort industry.
• Promote local partnerships to develop and promote outdoor recreation infrastructure opportunities, such as enhancements to forest recreation campsites and trail networks.

12	Also see Objective 2.2 for arts, culture, heritage and sport strategies in support of this work.
13	Initiatives already implemented include: completion of new Master Development Agreement template providing greater tenure security and business security and modernizing the Commercial Alpine Ski Policy to reflect all-seasons activities.

Performance Measures and Targets:

Dollar amount of new capital investment (All Seasons Resorts and Adventure Tourism): This measure captures the new capital investments generated by applications for the development and expansion of all season resorts such as Whistler and 44 other alpine resorts. These economic investments will occur over the life of the projects. There are also 770 existing adventure tourism enterprises and many new applications each year. These investments are enhanced by providing tenure security, streamlined processes, and pricing incentives. New investments have resulted in 3,900 permanent jobs and 10,600 construction jobs since 2004.

Approvals of resort developments: These agreements are an important indicator of progress because they enable the Province to work closely with resort operators to achieve the full development potential of new and existing resorts.

• New Master Development Agreements are long term major resort development agreements, which provide for phased development over time where the Crown has an ongoing interest, to ensure the resort is developed in accordance with the approved Resort Master Plan.
• New Other Resort Development Agreements include fee simple land sales and/or development permits.

Performance Targets:

1	This measure has been revised from the 2005/06 Service Plan Update as a more appropriate indicator of BC’s competitiveness in attracting investments.
2	Projects that are currently under review include: Saddle Mountain Resort Development, Summerland Golf Course, Mount Baldy, Brohm Ridge, Garibaldi Resort, Juliet Creek, Jervis Inlet, Vintage Landing, Cayoosh, and Jumbo Glacier Ski Resort.

The 2010 Olympic and Paralympic Winter Games present an unparalleled opportunity to generate lasting social and economic benefits for British Columbians. The ministry will help lead the way to ensure that industry, government, and communities take full advantage of every opportunity.

These opportunities include: successfully showcasing the province to the world; increasing visitation and business before, during and after 2010; ensuring positive visitor experiences; and ensuring that sporting events are complemented by an array of arts, culture, heritage and recreational opportunities. These will create long-lasting memories for visitors, encouraging repeat and word-of-mouth visits.

Strategies:

• Ensure that the tourism growth strategy includes 2010 Games-specific strategies.
• Ensure that sport, arts and culture, heritage and volunteer stakeholder summits include planning for 2010 Games.
• Develop Hosting the World initiatives to enhance and broaden the economic impact of hosting the 2010 Games in the tourism, arts, culture and sport sectors.

Performance Measures and Targets:

Percentage of ministry-led sector planning processes that include a 2010 Games focus: This measure is for industry, sectoral stakeholders, and government to assess preparation to succeed in leveraging 2010 opportunities. In spring of 2006, stakeholder summits will be held with each sector. It will be important that all of these summits and the resulting plans include strategies to ensure that these sectors are prepared to support and leverage opportunities related to the 2010 Games.

Performance Targets:

1	Planning processes to include: tourism, sport and recreation, arts and culture, heritage, and volunteer sectors. This is a new measure.

The ministry will work with a vast array of stakeholders to ensure that recreation, culture, heritage, and film sectors make strong contributions to the well-being of British Columbians and the economy. The ministry will accomplish this through capacity-building; enhancing the health, social and economic contributions of each sector; increasing participation in physical activity and enhancing sport excellence; and by building the capacity of B.C.’s important network of volunteers.

Supporting capacity in the volunteer sector represents a new mandate for the ministry. This will be an important component in enabling the sport, arts, culture and heritage sectors to develop. It will also be an important focus of activity in preparation for the 2010 Games and other major events that depend on a strong volunteer base.

Capacity and sustainability in the recreation, arts, culture and heritage sectors are important precursors for ensuring positive health, social, and economic impacts for people and communities. Investments in infrastructure and organizational capacity enable organizations to maintain and enhance the many programs, products, and services that add value to our communities. Provincial contributions frequently lever additional resources from other governments, private donors, and the sale of products and services.

Strategies:

• Support innovative partnerships that enable the development of new recreation, sport, arts and culture infrastructure and initiatives to support sustainability in these sectors. Work will include feasibility research for the development of new potential initiatives: an Asia-Pacific Museum of Trade and Culture, a Women’s History Exhibition and Treasury, and a National Aboriginal Art Gallery.¹⁴
• Provide policy, program and funding support to arts and culture programs, and continue the administration of the BC Arts Council and the Olympic Arts Fund. Target and enhance investments in initiatives that foster regional arts and cultural vitality, and Aboriginal cultural identity and pride.
• Sustain and increase the production capability and creative talent base of the arts and visual media industries.
• Lead local and provincial efforts to commemorate British Columbia’s sesquicentennial (150th) anniversary in 2008, to build increased appreciation of the province’s history and heritage, and enhance community pride.

14	See also Objective 2.3 for strategies to enhance community access to recreation and sport opportunities.

Performance Measures and Targets:

Self-generated revenue as a percentage of total budget in key arts and cultural organizations: This measure is intended as an indicator of the health of the sector. It is a new measure, reflecting private and public support for arts and culture programs and products. It also reflects the degree to which government investments are leveraged. The indicator will be based on financial reports of 25 key arts and cultural organizations.

Performance Targets

1	This is a new measure.

This objective is intended to support Goal 2 in a number of ways. First, it recognizes the individual and social benefits from participation in sport, recreation, arts, culture and heritage, for all community members. Arts, culture, heritage, recreation and sport bring people together, enriching their lives and cultivating a sense of community. These important sectors foster creativity, innovation, social awareness, cultural understanding, and also contribute to personal health and well-being. This work will emphasize the need for a diverse yet integrated range of events, experiences, festivals, and other products (such as publications, performances, fairs, galleries, and demonstrations).

This objective also emphasizes the importance of economic contributions from arts, culture, heritage, and sport by:

1. Fostering dynamic and creative communities that boast a high quality of life, and are preferred places to live. This is an important competitive advantage for cities.¹⁵
2. Supporting a creative, knowledge-based economy through job creation, investment opportunities, and leveraged partnerships.
3. Creating strong linkages to tourism markets and integration with long-term tourism planning.

Supporting the growth of a creative economy is a long-term endeavour. The ministry will work with industry to support the development of sustainable art, cultural, and sport products. Cultural and sport tourism are growing markets, and travelers tend to use more commercial accommodation than other types of tourists. These products, events and festivals can make strong and lasting contributions to local economies.

This objective will also be supported by marketing and promoting the province’s advantages and opportunities as a world-class motion picture production centre. British Columbia can continue to hold its standing as the third largest film and television production industry in North America by remaining competitive. This is achieved by: providing outstanding production support services, promoting the economic contributions of the motion picture industry in British Columbia, and responding to important trends in this fast-evolving business.

15	Piper, Martha, The New Creative Economy: Vancouver’s Competitive Advantage, Speech to the Vancouver Board of Trade, September 23, 2003.

Strategies:

• Maintain B.C.’s competitive position by providing quality services to the film production industry and marketing British Columbia abroad as an affordable, welcoming, business-friendly film production location.
• Develop Hosting the World initiatives to enhance and broaden the economic impact of hosting the 2010 Games in the tourism, culture, heritage, and sport sectors through the development and refreshment of products, experiences and events.
• In consultation with key stakeholders, develop a long-range arts, culture, and heritage strategy focused on strengthening community pride and vitality, linking to expanded tourism opportunities, and supporting a sustainable creative economy.
• Facilitate partnerships to support the implementation of an integrated Aboriginal Cultural Tourism Blueprint Strategy for BC, with Aboriginal Tourism BC, the Ministry of Aboriginal Reconciliation and Relationships, the Ministry of Economic Development, Tourism BC and other stakeholders.
• Support communities in attracting and hosting major sport and cultural events and support the development of regionally-based cultural organizations, festivals, and initiatives.¹⁶
• Continue to build capacity of historic towns, districts, and sites to contribute to a strong economy.

16	This work is achieved through funding to the BC Arts Council.

Performance Measures and Targets:

Ratio of incremental tax revenue to investment for major sport and cultural events: This measure is an indication of the degree to which government investments in major sport and cultural events are leveraged by contributions from the private sector, other funders, and event revenues. Direct provincial tax revenue generated by the event is calculated based on post-event economic impact analyses.

Arts, Culture and Heritage Strategy: The development of an Arts, Culture and Heritage Strategy will enable Government to work with each sector and other partners to set priorities for strengthening and sustaining arts, culture and heritage in British Columbia.

Performance Targets:

1	This is a new measure.

The ministry will continue to facilitate broad community and individual participation in sport and physical activity, and to support the ethical pursuit of sport excellence. In addition to physical and social benefits, this work will also contribute to the sustainability of the health care system, since health-related costs incurred as a result of physical inactivity in B.C. are estimated at $573 million each year. The ministry works with stakeholders and partners to promote physical activity, healthy lifestyles, and life-long health and wellness. It is also developing an overall provincial Sport and Physical Activity Strategy that identifies opportunities and better focuses existing resources to:

• reach and “activate” inactive target populations;
• renew the province’s recreation and sport infrastructure base;
• enhance support to winter Olympic and Paralympic sports; and
• strengthen and support the capacity of provincial sport organizations to provide services to communities.

The 2010 Games provide an exceptional opportunity to improve and promote sport excellence, supporting sustained, ethical international podium performances during and beyond 2010. The 2010 Games will also drive enhancements to sport infrastructure, sport event hosting, and sport participation initiatives.

Strategies:

• Support the implementation of ActNow BC, a cross-government initiative to promote and support healthy lifestyles, and other initiatives that encourage active living and physical activity for all ages.
• Develop and implement a coordinated provincial Sport and Physical Activity Strategy to support accessibility in recreation and sport, give enhanced support to winter Olympic and Paralympic sports, and improve capacity in provincial sport organizations and athletic podium performance.¹⁷
• Work with the Ministry of Education and other partners to foster exposure to recreation and sport for children and youth, including: BC School Sports, the Premier's Sport Awards, Action Schools BC!, and Sport Participation school programs.
• Support Aboriginal sport participation and excellence by funding Aboriginal Youth FIRST's Aboriginal Excellence programs in Vancouver’s Downtown Eastside and rural communities, and contributing to a multilateral funding agreement to host the 2008 North American Indigenous Games in the Cowichan Valley.

17	This strategy will also be supported through the renewal of recreation and sport infrastructure — see Objective 2.1, and through Hosting the World investments under Objective 2.2.

Performance Measures and Targets:

Percentage of British Columbians who are physically active enough to derive health benefits: This is an important indicator of participation and a critical contributor to personal fitness and health. It is measured by surveying people over the age of 12 to find out whether or not they engage in 30 minutes of moderate exercise at least four days each week. The biannual Canadian Community Health Survey is conducted during odd years. The targets below have been set based on Government’s goal of raising the percentage of people who are physically active, from 58 per cent in 2003 to 69.6 per cent by 2010.¹⁸ There is a shared responsibility for achieving this outcome amongst a number of different ministries.

Percentage of nationally-carded athletes training in the province: The number of national athletes training in British Columbia is an indicator of the strength of British Columbia’s sport development, training system, and infrastructure in attracting national high performance athletes and increasing the likelihood of sustained international success.

Performance Targets:

1	Based on the Canadian Community Health Survey 2005 report on 2003 survey.
2	Based on the Canadian Community Health Survey 2007 report on 2005 survey.
3	For comparison, B.C. accounts for 13 per cent of the Canadian population.

The ministry will be developing a plan to recognize, support and build volunteerism in communities as British Columbia prepares to host more than 15 world sport, arts, and cultural events and activities. Such events call upon our dedicated volunteers to help welcome the world to B.C., but they also provide opportunity to develop community volunteer capacity. A strong and vital volunteer force is one of the important legacies that result from hosting major events and festivals. An engaged network of volunteers can make lasting contributions in the arts, culture, heritage, sport, recreation, parks, environment, social and health services, community agencies (such as boards of directors), and in many other spheres.

During the next decade, there are many events which will depend on large numbers of volunteers:¹⁹

• North American Indigenous Games in 2008: 4,500–5,000 volunteers;
• 2009 World Police/Fire Games: 4,000 volunteers;
• 2010 Olympic and Paralympic Winter Games: 25,000 volunteers; and
• Annual Vancouver International Jazz Festival: 1,000 volunteers.

There will also be an ongoing need for volunteer support for numerous other events, festivals and competitions across the province such as international Olympic test events and British Columbia’s Sesquicentennial Anniversary celebrations in 2008.

18	The Federal/Provincial/Territorial Sport Ministers have set a target to increase Canada’s physical activity levels by 10 per cent by 2010. British Columbia has increased that target and will work towards increasing the proportion of the population that is physically active by 20 per cent by 2010.
19	Sources: VANOC website, Winnipeg 2002 website, Quebec City 2005 website and the Vancouver Folk Festival website.

Strategies:

• Coordinate Government’s involvement with organizations representing the volunteer sector and consult with volunteer stakeholders on the sector’s capacity and needs, to inform the development of a volunteer sector capacity strategy.
• Support volunteer leadership and initiatives to build sustainable capacity in the volunteer sector and to recognize the valuable and important contributions of volunteers.
• Lever the many large-scale sport and cultural events being hosted in British Columbia, including numerous international Olympic test events, to engage communities in developing their volunteer capacity leading up to, and after, the 2010 Games.

A performance measure for the ministry’s work on volunteer sector capacity has not yet been developed.

The ministry’s work to enhance economic and social sustainability through tourism, sport and the arts also requires responsible stewardship of the province’s recreational resources, heritage places and buildings, and archaeological sites. This is accomplished in two ways. The first is through enhanced appreciation and commitment to sustainability and stewardship by private and public partners, local governments, First Nations, and the community at large. The second is through implementing policies and strategies that protect and maintain B.C.’s unique resources. These activities help to ensure a balance between protecting sensitive assets and enabling responsible development.

This objective is based on the premise that sustainability is a shared responsibility. Local governments, community organizations, and industry all play a role in protecting the environment. The ministry contributes to natural resource stewardship by working with other ministries and partners to ensure that environmental and social values are fully considered when making resource management decisions for tourism, resort, and recreation development opportunities.

Sustainability of British Columbia’s historical assets is also important. Since the province’s heritage assets are managed by communities themselves, the ministry works to build capacity for, and commitment to, sustaining these valued resources through local governments and community organizations. This work supports the preservation and enjoyment of the province’s unique historic places including buildings, structures, districts, and heritage towns such as Nelson and Victoria. This work also enables the protection of thousands of archaeological sites across the province. The archaeological site inventory includes records for about 30,000 sites. With human evidence dating back over 12,000 years, British Columbia has one of the most diverse and complex archaeological histories in Canada. Awareness and conservation of B.C.’s unique archaeological sites and many historical places promotes community stability, revitalization, involvement and pride.

Strategies:

• Work with partners to develop and promote tourism sector management best practices, including completion of the Provincial Wildlife Guidelines for nature-based tourism.
• Apply sustainable environmental practices and procedures when approving adventure and nature-based tourism, recreation and resort development projects (with the Ministry of Environment).
• Develop provincial policies and procedures that will ensure tourism and recreation interests are reflected in land and resource planning initiatives (e.g., where high user recreation or other activities are negatively affecting the recreation and tourism experience).
• Continue to regulate the conservation of archaeology sites and ensure that impacts are minimized while enabling economic activities to continue, and work with local governments to enhance awareness of, and involvement in, archaeological protection.²⁰
• Continue to provide funding and support to build long-term local capacity, and commitment to the effective stewardship of historic places.
• Partner with other levels of government to foster heritage building rehabilitation and heritage district revitalization as a major contribution to urban sustainability.

20	The key sectors which impact archaeology are forestry, oil and gas exploration, mining and private development.

Performance Measures and Targets:

Number of local governments committed to the stewardship of community heritage: The ministry will be developing this new measure by creating an index of local government stewardship. The index will assess local government involvement in heritage protection based on the implementation of Official Community Plan heritage policies, community heritage registers, community heritage commissions, and heritage advisory and incentive programs. This measure signals the extent that the ministry is successful in engaging local governments in the stewardship of historic places.

1	This is a new measure.

To encourage a sustainable, community-based system of heritage conservation, the ministry has devolved the management of 29 provincial heritage properties to community partners. Thirteen of these properties provide programs for the public and will have been successfully devolved to community-based groups by the end of 2005/06. Although provincial heritage sites have been devolved, the Province continues to own the sites and artifacts on behalf of all British Columbians, and has a responsibility to ensure these built heritage assets and infrastructure are satisfactorily maintained.

The ministry also has a mandate to ensure the protection of forest recreation sites and trails on Crown land. There are a total of 1,240 recreation sites and 575 recreation trails which are valued resources, enjoyed by many British Columbians, as well as tourists.

Strategies:

• In partnership with recreation groups, community organizations, First Nations, forest companies, regional districts and others, effectively manage and maintain the provincial system of forest recreation sites and trails.
• Promote and support effective stewardship and sustainability of provincial heritage properties.
• Perform annual inspections to ensure that community partners are successfully carrying out the preservation and management of provincial heritage properties, according to established standards.

Performance Measures and Targets:

Number of recreation sites receiving regular maintenance: This measure reflects the degree of ministry success in working with partners to ensure the maintenance of forest recreation parks. Routine maintenance consists of an annual inspection and servicing. When sites are maintained to adequate standards, visitors have safe and positive experiences and valuable provincial assets are protected.

1	This is a new measure.
2	There are 1,240 recreation sites in total.

Ministry Performance Plan Summary