Goals, Objectives, Strategies and Results

Overview

The following section describes the Ministry's goals, objectives, strategies and intended results for 2007/08 – 2009/10. The goals and objectives are substantially the same as outlined in last year's Service Plan with one exception; the third goal of "Communities effectively meet the social and economic needs of their citizens" has been merged into the first and second goals below.

The Ministry supports the achievement of the Five Great Goals of the Province's strategic plan and contributes to a number of the key cross ministry priorities and action plans.

Ministry Goals

To achieve its vision that "British Columbia's communities are great places in which to live", the Ministry has five goals:

1. Community governance is open, effective and accountable to its citizens.
2. British Columbians live in resilient, sustainable communities.
3. Women are safe from domestic violence.
4. Women have the opportunity to reach their economic potential.
5. Seniors have improved social and economic well-being.

Linkage to the Five Great Goals

The Provincial Government's Five Great Goals for a Golden Decade are:

1. Make British Columbia the best educated, most literate jurisdiction on the continent.
2. Lead the way in North America in healthy living and physical fitness.
3. Build the best system of support in Canada for persons with disabilities, those with special needs, children at risk, and seniors.
4. Lead the world in sustainable environmental management, with the best air and water quality, and the best fisheries management, bar none.
5. Create more jobs per capita than anywhere else in Canada.

The Ministry of Community Services contributes significantly to Government's Great Goal to lead the world in sustainable environmental management. The Ministry works with the Union of BC Municipalities to implement the Federal Gas Tax Transfer Agreement and the Transit Agreement in support of environmental objectives through infrastructure investments which support cleaner drinking water, cleaner air, and reduced greenhouse gas emissions. The Ministry also supports urban planning and development by facilitating regional growth strategies and by providing infrastructure grants for water and sewers through jointly-funded infrastructure programs, such as the BC Community Water Improvement Program and the Canada-British Columbia Municipal Rural Infrastructure Fund. These resources contribute to the capacity of communities to grow in ways that are environmentally sustainable.

The Ministry has a number of programs and initiatives that contribute to Government's Great Goal of building the best system of support for persons with disabilities, those with special needs, children at risk, and seniors. These include domestic violence prevention and intervention services, such as transition houses and safe homes, community-based prevention projects, and counselling programs for women, and their children, who have experienced abuse. The Ministry is also leading and coordinating Government's response to the report and recommendations of the Premier's Council on Aging and Seniors' Issues.

The Ministry contributes to Government's Great Goal of creating more jobs per capita than anywhere else in Canada. At the community level, the Ministry works to coordinate the work of the federal, provincial, and local governments to create healthy, safe, and sustainable inner-cities; develops strategies to support communities in transition; and supports economic development in resort communities through revenue sharing opportunities. At the individual level, the Ministry funds the BladeRunners program to give at-risk youth the opportunity to enter the construction industry, and Empowered to Work, a mentoring program for women to enter, re-enter or transition in the workforce.

Cross Ministry Initiatives

The Ministry of Community Services plays a supporting role with regard to the following cross ministry priorities and action plans:

2010 Olympic and Paralympic Winter Games

All provincial ministries, agencies and Crowns have been working together to ensure every available opportunity to develop sustainable economic legacies are explored and pursued so that businesses and communities in British Columbia receive benefit from the Games.

The Ministry has a key role in the implementation of the 2010 Winter Games Inner-City Inclusive Commitment Statement, working with relevant partner ministries and the signatories to the Olympic Bid. These commitments are intended to maximize opportunities associated with the 2010 Olympic and Paralympic Winter Games in the areas of employment, economic development, housing, recreation, and culture, and to mitigate potential adverse effects of hosting the event. The BladeRunners program is an example of a program that is consistent with the Inner-City Inclusive Commitments as it takes advantage of growing opportunities in the construction industry. In 2005/06, over 160 participants successfully moved into employment as a result of participating in the program.

ActNow BC

ActNow BC, led by the Ministry of Tourism, Sport and the Arts, combines cross government and community-based approaches to promote healthy living choices for British Columbians. The programs and initiatives champion healthy eating, physical activity, ending tobacco use, and healthy choices during pregnancy.

Local governments play a key role in supporting an active, healthy population. Local government decisions regarding land use and development, such as building or expanding recreational facilities or creating green spaces, affect the health of communities and their citizens. The Ministry is leading the new LocalMotion Fund, which will support the creation of bike paths, walkways, greenways, and improve accessibility for persons with disabilities. In coordinating Government's response to the Premier's Council on Aging and Seniors' Issues, the Ministry will ensure consideration is given to opportunities for seniors to remain healthy and active in their communities.

Asia Pacific Initiative

The British Columbia Asia Pacific Initiative ensures the province has a coordinated and targeted strategic plan in place that takes full advantage of B.C.'s Pacific Gateway advantages and Asian cultural and language base. The Asia Pacific Initiative defines B.C.'s future role in the Asia Pacific economy and identifies the immediate priority actions that must be taken to further integrate the province into Asian markets.

The Ministry has been working closely with the Ministry of Economic Development, which has led sister city research this year, focusing mainly on how the tool could be used to facilitate B.C.'s relationships with China. Most recently, the China/Hong Kong Market Advisory Group submitted its report on enhancing the B.C.-China/Hong Kong commercial relationship, including how the Province could promote sister city arrangements.¹⁴ Two of the initiatives recommended in the report link to the Ministry's role in communities:

• create and Maintain a Database of Sister City Arrangements; and
• develop a "Best Practices Guide" to Sister City Arrangements.

A number of existing sister city arrangements already exist, such as Victoria and Suzhou, China (1980); Vancouver and Guangzhou, China (1985); and Prince Rupert and Cangzhou, China (1992).

Crystal Meth Strategy

Government's Crystal Meth Strategy, led by the Ministry of Public Safety and Solicitor General, targets the use and production of Crystal Meth through an integrated framework that strengthens partnerships amongst communities, service providers and law enforcement agencies. The Crystal Meth Secretariat was established in 2005 to support new and continuing initiatives based on prevention, treatment and enforcement.

The Ministry has provided $2 million to the Union of BC Municipalities to establish the Community Methamphetamine Response Funding Program, designed to promote community-based initiatives that discourage the use and/or production of Crystal Meth. As of June 30th, 2006, the program was fully subscribed, with 111 local government and 88 First Nations organizations participating. The Ministry also participates on the inter-ministry committee on Crystal Meth.

Mountain Pine Beetle

Projections indicate the mountain pine beetle infestation could kill 80 per cent of the pine forest in British Columbia by 2013. Pine forests dominate the interior of B.C., and their loss has significant implications for the forest environment, economy and the communities that depend on those forests for sustainability. The B.C. Government, through coordination by the Ministry of Forests and Range and the Provincial Mountain Pine Beetle Action Plan, is working across a number of ministries to minimize and mitigate negative environmental and socio-economic impacts of the infestation, while recovering the greatest value and protecting public health, safety and infrastructure.

The Ministry of Community Services provides supports to communities in transition on a case-by-case basis, and support to regional beetle action coalitions. The Ministry's Community Transition framework will respond to communities facing significant economic and social adjustment, resulting in considerable impact on their municipal tax base. This Framework will be linked to, and support, the Mountain Pine Beetle Action Plan.

Regulatory Reform

British Columbia continues to make regulatory reform a priority across government, making it easier for businesses to operate and succeed in British Columbia, while still preserving regulations that protect public health, safety and the environment. A citizen-centred approach to regulatory reform will reduce the number of steps it takes to comply with government requirements or access government programs and services.

The Ministry is supporting Government's Regulatory Reform Initiative through its commitment to maintain a zero net increase in regulatory requirements through 2008/09 and by improving regulatory quality. The Ministry will do this by ensuring that any proposed regulatory requirements are assessed against the government-wide goal. Current opportunities include:

• continuing work on the review and streamlining of regulations under the Local Government Act;
• making elector-friendly refinements to local government election processes, stemming from the Ministry's review of the 2005 general local election; and
• targeting provincial approvals of regional district bylaws that are more directly linked to provincial interests, thereby streamlining decision-making and allowing local governments to be more responsive to citizen's needs.

Citizen-Centred Service Delivery Initiative

Citizen-centred service delivery is a government-wide initiative to coordinate information, programs, and services so that they can be presented to citizens in a way that takes their needs into account from beginning to end. The vision is to make it possible for citizens to access the government information and services they need in a simple and timely manner with a phone call, a mouse click or a visit to a service centre, no matter how many programs or ministries are involved in their request.

The Ministry is committed to providing responsive, quality service to British Columbians. To this end, it provides information, advice, and support to local governments, women and seniors — and to other partners in government on their behalf. The Ministry's commitment to citizen-centred service is also affirmed in its values.

The Ministry's success in providing citizen-centred service is reflected in its excellent, long-standing relationships with local governments. It has worked in collaboration with the Union of BC Municipalities to make major legislative changes over the past several years. It also works in partnership with the Union of BC Municipalities and other local government organizations in developing information and best practices, such as the Regulatory Best Practices Guide. In 2006, the Ministry undertook a comprehensive survey of its local government clients to determine how municipalities are taking advantage of the Community Charter, and to assess their degree of satisfaction with the Ministry's support. The results of this survey will be analyzed to determine where the Ministry could improve its services to local governments. The Ministry also undertook an elections survey to identify improvements that can be made to the local government election process. The Ministry recently revamped the local government website to increase citizen accessibility to local government information.

With regard to services to women and children, the Ministry's domestic violence prevention and intervention services for women and children are founded on citizen-centred service principles. Two years ago, the Government responded to community needs by significantly increasing funding for services to ensure greater access to counselling, residential and outreach programs. Existing services were enhanced and new services were implemented in 103 communities across the province.

The Ministry provides information to women and seniors, including an online Women's Services Directory, the BC Seniors Online website, the Seniors Guide, and the Seniors' Information Line.

Performance Plan

Performance Plan Summary Table

Local government is the order of government closest to communities and citizens. It delivers basic services that people rely on every day, including: water and sewer infrastructure, policing, fire protection, local roads, recreation, business licensing, and community planning. The Ministry supports local governments to serve their citizens effectively by providing broadly empowering local government legislation. The Community Charter and Local Government Act include checks and balances to ensure that local decision-making is open and effective, as well as requiring that there be appropriate opportunities for ongoing citizen involvement.

A local government system in which citizens choose their form of governance, their elected officials and the services they receive is consistent with fundamental democratic principles. Citizens expect their local government to provide the community environment and services they need and desire. Elected officials need to be accountable to the electorate and government processes must be open and responsive to citizens and their interests.

1. Provide a modern, empowering legislative, regulatory and policy framework: The Community Charter and Local Government Act provide local governments in B.C. with broad, enabling powers that allow them to be innovative in meeting the needs of their communities.

2. Promote citizens' access to local governments and build their capacity to participate in local decision-making: Communities benefit when their citizens are informed and actively participate in the local government system. Local democracy is enhanced and citizens are more likely to receive the services, and create the type of community, they need and desire for a price they are willing to pay. The Ministry provides the legislative, regulatory and policy environment that provides opportunities for citizens to engage in local decision-making. It also informs citizens of their rights and responsibilities vis-à-vis their local government.

3. Assist local governments with incorporations, amalgamations and boundary extensions: Municipal incorporations, restructures and boundary extensions can improve local governance for citizens who previously lived in unincorporated areas. Specifically, they provide access to services, local control, and more focused citizen representation within the broader community. Appropriate local government structures help them to achieve self-sufficiency, act effectively, and build strong alliances. When local governments are structured appropriately, they are better able to work together, and with the Province, to achieve their separate and mutual objectives.

To meet the changing needs of their communities, local governments in British Columbia require a modern policy, legislative and regulatory framework that strikes an appropriate balance between broad powers and accountability to citizens. In 2004, the Province produced such a framework with the enactment of the Community Charter. With the Charter's implementation, British Columbia's relationship with local governments changed. Rather than focusing on provincial oversight and prescriptive regulation, it is now based on local accountability and local solutions to local issues — with the Province acting in an advisory and facilitative capacity. This flexibility plus collaboration among partners in the local government system — the Union of BC Municipalities and the Local Government Management Association, in particular, and between orders of government — increases local government capacity to respond innovatively to citizens' changing needs and desires.

1. Support innovation and the effective use of legislative and regulatory powers: The Ministry works with the Union of BC Municipalities and the Local Government Managers' Association to provide local governments with quality advice, problem-solving expertise, and best practice tools to guide them in exercising their broad authority under the Community Charter and Local Government Act.

2. Facilitate constructive relationships: Strong, positive, long-term relationships among local governments, and between local governments and First Nations, enhance the ability of local governments to respond to their communities' needs. The facilitation of productive relationships between the Province, local governments, First Nations, the Union of BC Municipalities, the federal government, and other relevant parties helps the Province achieve its objectives in a way that is also respectful of local governments' interests. Where necessary, the Ministry is available to supply dispute prevention and dispute resolution expertise to areas of inter-governmental interaction to maintain or improve good working relationships.

3. Develop strong, mutually beneficial partnerships: Strong, mutually beneficial partnerships among local governments, the federal government, the Union of BC Municipalities, and the Province of British Columbia ensure an inclusive and coordinated approach to local, regional, and provincial issues. British Columbians are better served when orders of government work together collaboratively, maximizing their resources, to ensure communities receive the full benefits of such funding partnerships as the $635.6 million Federal Gas Tax Transfer Agreement, the $52.5 million Transit Agreement, and the $102 million Canada-British Columbia Municipal Rural Infrastructure Fund.

A measure of local government accountability and effectiveness is whether it is operating within its liability servicing limit. For example, local governments that use their legislative and regulatory powers effectively and develop strong partnerships are better prepared to fund infrastructure projects. Local governments in British Columbia borrow money for infrastructure investments through the Municipal Finance Authority. The Ministry approves all local government borrowing bylaws on the basis of their fiscal capacity and ability to repay the debt. This financial oversight role ensures local governments are generally within their borrowing limits, which in turn mitigates the risk to the Municipal Finance Authority AAA credit rating, thereby enabling local governments in B.C. to borrow at lower than industry rates.

The liability servicing limit sets out the maximum amount municipalities can spend to service their long term financial obligations for the year. Measuring the percentage of municipalities operating within this limit demonstrates how well local governments financially plan for their capital requirements, and how well they utilize the different financing options available to them.

Local governments provide the data supporting this measure to the Ministry through the annual Local Government Data Entry electronic reporting process at the end of their fiscal year. The Ministry conducts a review of these submissions and checks them against the local government audited financial statements.

The 97 per cent or greater target is based on historical trend data and the risk tolerances of the Municipal Finance Authority and local government bond rating agencies.

Resilient, sustainable communities are places where citizens can lead healthy, fulfilling, economically secure lives without compromising the social, economic, and environmental needs of future generations. The capacity of local governments to foster sustainable communities varies greatly across the province. The Ministry assists communities to develop their capacity on a variety of levels: it provides funding for sewer and water infrastructure; provides expertise and resources for planning for future growth; responds to issues related to economic change for small, rural communities; and works to address social and economic issues in B.C.'s inner-cities.

Achievement of this goal falls primarily within the responsibility of the Local Government core business area, and is complemented by work of the Women's, Seniors' and Community Services core business area.

Citizens in communities expect their local governments to provide them with safe drinking water and appropriate levels of waste water treatment. Communities must prepare for the current and future needs of their citizens, particularly in terms of infrastructure renewal. Major infrastructure projects are expensive and often challenge the financial capacity of both large and small local governments. Funding from the provincial and federal governments supports local government initiatives to improve drinking water quality and waste water treatment, and enhances protection of the environment for the benefit of all British Columbians. Local governments must also have appropriate forward-looking plans to address the needs stemming from future population growth.

1. Negotiate federal/provincial/local government infrastructure capital grant programs: Working with federal, provincial, and local government partners ensures that future capital grant programs reflect provincial and local government priorities and objectives, are efficient and effective, and benefit British Columbians. In particular, citizens in British Columbia's smaller rural communities will benefit directly from improved drinking water safety as more of the aging local government infrastructure is renewed. The Ministry is preparing to negotiate a new infrastructure cost-sharing agreement with the federal government in 2007.

2. Develop, implement and manage water and sewer infrastructure capital funding and infrastructure planning programs: The Canada/BC Infrastructure Program and BC Community Water Improvement Program form the basis of the Ministry's water and sewer infrastructure funding program. The Canada/BC Infrastructure Program expires at the end of March 2008, when all projects are to be completed. A new Canada-British Columbia Municipal Rural Infrastructure Fund will provide for the continuation of the former Canada/BC Infrastructure Program. These programs fund two-thirds of local government capital costs to improve drinking water and waste water management. The Infrastructure Planning Grant Program provides planning grants to support local government planning projects directed at the development of sustainable community infrastructure.

3. Implement the Federal Gas Tax Transfer and Transit Agreements, with the Union of BC Municipalities: Over the next five years, the Federal Gas Tax Transfer Agreement will see $635.6 million transferred from the federal government to local governments in British Columbia for projects that will lead to cleaner air, reduced greenhouse gas emissions, and cleaner water. The Transit Agreement provides an additional investment of $52.5 million in British Columbia to: refurbish, replace and rehabilitate fleets, terminals, garages, tunnels, stations and other structures; invest in rapid transit systems; and utilize new intelligent transportation systems designed to improve services for passengers and operators.

4. Implement four new initiatives: LocalMotion, Spirit Squares, Towns for Tomorrow and Green City Awards:

• LocalMotion will result in more bike paths, walkways, and greenways, improved accessibility for people with disabilities, and programs for children to play in communities and parks;
• Spirit Squares will create and enhance public outdoor space where citizens can celebrate their community pride and spirit;
• Towns for Tomorrow will result in capital infrastructure improvements for small communities and towns with populations under 5,000 people; and
• Green City Awards will provide monetary awards to local governments that demonstrate leadership in creating greener, healthier communities, and develop best practices that can be shared with all British Columbians.

5. Work with local governments to develop forward-looking regional strategies: Coordination among municipalities and regional districts on inter-jurisdictional issues promotes integrated approaches to addressing the changing social, economic, environmental, and demographic conditions within British Columbia's communities. The Ministry works collaboratively with local governments to ensure that planning policies are in place to accommodate significant population growth. Currently, more than 80 per cent of British Columbians live in an area covered by a regional growth strategy.

The Ministry provides funded support to communities for new and improved water treatment facilities through a number of grant programs, including the Canada/BC Infrastructure Program, the BC Community Water Improvement Program, and the Canada-British Columbia Municipal Rural Infrastructure Fund.

The following measure provides an indication of those populations served by new water treatment facilities that meet emerging standards. It provides evidence that communities are building the infrastructure using current North American regulatory standards for the treatment of surface water. Note that the measure does not include groundwater, nor does it capture the percentage of the provincial population using privately-owned infrastructure.

Completion status of these projects is tracked by contractual requirements between the province and grant recipients. Those populations to be served by new facilities are calculated using BC Stats population data for the service area identified in the local government grant application.

The targets were chosen based on the anticipated completion of projects funded under the Canada/BC Infrastructure Program, the BC Community Water Improvement Program, and Phase One of the Canada-British Columbia Municipal Rural Infrastructure Fund, and an estimate of the population to be served by the facility when it becomes functional. The ultimate responsibility for completion of infrastructure projects rests with local governments, and completion is affected by a range of factors.

Regional and local socio-economic conditions in British Columbia are constantly changing. The Ministry contributes its expertise and targeted funding initiatives to build local government resiliency and capacity to adapt to these ever-changing economic, social, and environmental conditions.

1. Collaborate with local governments and provincial agencies to provide expertise and other supports to rural and resource communities in transition: Changes in the resource economy, due to market shifts, technological advances, and resource depletion, have significant implications for communities and their citizens. Successful adaptation requires collaboration between the federal, provincial, local and First Nations governments, the resource industry and non-governmental organizations. Such collaboration is evident in the cross ministry initiative to address the Mountain Pine Beetle.

2. Provide the tools and resources to ensure local governments have the fiscal capacity needed for self-government: Through the Small Community and Regional District Grant programs, the Ministry supports smaller municipalities and regional districts to provide basic services to citizens. Decisions regarding the best use of these funds are left to the local governments that receive them.

3. Provide resort-based municipalities in B.C. with the tools to assist them in financing new or improved resort amenities and services in their communities: The Ministry is exploring options to encourage private investment, attract visitors and contribute to the overall economic development of resort-based communities. One new initiative is to use hotel room tax revenue sharing as an incentive for resort-based municipalities to have a constructive role in expanding the resort sector.

4. Promote targeted support for policing, crime prevention, and community safety: Protective services, which encompass police, fire, emergency preparedness and bylaw enforcement, accounted for almost 30 per cent of municipal operating expenditures in 2005, despite the fact that only half of all municipalities are directly responsible for police costs. The Traffic Fine Revenue Sharing Program returns traffic ticket proceeds collected province-wide to those municipalities that pay for policing in proportion to their share of total local police costs. Municipalities demonstrate that they have invested in policing and broader community safety initiatives that make sense for the local community.

Taxes comprise the majority of municipalities' annual revenue. They provide the financial capacity and independence local governments need to operate effectively, and to respond to unforeseen socio-economic events as they arise. Tracking the number of municipalities collecting at least 90 per cent of their current taxes measures the robustness of local tax bases and generally serves as an early indicator of broader economic challenges, since non-payment of a substantial amount (i.e., 10 per cent or more) of local taxes may indicate economic weakness within the community. Those communities at risk of collecting less than 90 per cent of their taxes are generally single-resource communities affected by larger external market forces. Local governments provide the Ministry with the tax data supporting this measure through the annual Local Government Data Entry electronic reporting process.

The targets are based on anticipated future financial improvements resulting from the Ministry's concerted efforts to assist communities with financial management and in assessing and modifying their tax base and/or in the restructuring of their boundary in such a way as to provide additional revenue for services.

The need for inner-city revitalization challenges communities to respond effectively to complex socio-economic issues. Creating cooperative and productive partnerships among federal, provincial, and local governments, businesses, and community organizations helps communities to identify and leverage resources and expertise necessary to improve social and economic outcomes. The Ministry's role in responding to socio-economic issues is facilitative, rather than directive.

1. Work with partners to address inner-city issues: Effective inner-city revitalization requires local, provincial and federal governments, the community and the private sector to work together. These partners contribute knowledge, expertise, networks and resources necessary to develop and implement strategies that will help make British Columbia's urban communities resilient and sustainable. The Ministry is the provincial lead on implementation of the tri-partite Vancouver Agreement. The Ministry also works with local and federal governments to coordinate resources in other urban communities to respond to inner-city issues.

2. Support the implementation of the 2010 Winter Games Inner-City Inclusive Commitment Statement: Part of the Bid for the 2010 Olympic and Paralympic Winter Games is based on ensuring that the Games are accessible to all and that they create lasting benefits locally. The Inner-City Inclusive Commitments will ensure Vancouver inner-city residents, community organizations and businesses have access to potential benefits that flow from the 2010 Olympic and Paralympic Winter Games, while minimizing any adverse effects on inner-city communities.

3. Provide training for at-risk youth to enter employment: The BladeRunners program recruits and trains at-risk youth for jobs in the construction industry. In 2005/06, 71 per cent of participants were of Aboriginal ancestry with many living in inner-city communities. This strategy increases economic benefits for at-risk youth, contributes to the province's human resources in the construction sector, and contributes to social and economic development in inner-cities. The program is jointly funded by the Province, federal government, private sector and community organizations.

Percentage of BladeRunners participants moving into employment: This measure reports on the success of BladeRunners participants in securing employment. The program's community-based provincial administrator collects recruitment and participation-in-employment data from all sites on a quarterly basis and provides the data to the Province. The federal government, the program's other key funder, also monitors program implementation.

The targets are selected based on past program performance. Outcomes are expected to improve as programs become more established in new locations.

British Columbia's communities are part of larger economic regions. These regions are diverse in size, geography, demographics, and socio-economic status. Community resiliency and sustainability are increased if the region of which the community is a part is economically strong — regions in turn will prosper when their individual communities are strong. Economic development is enhanced through collaboration between local, provincial and federal governments and key economic sectors including business, education (universities and colleges), health institutions and airport and port authorities.

The Ministry has a key role in designing governance frameworks, tools, and incentives for municipal and regional governments to act both independently and collaboratively in order to strengthen regional economies.

1. Identify strategies to strengthen regional governance: The Task Force on Community Opportunities, which was struck in 2004 at the Union of BC Municipalities' convention, reported back at the convention in October 2006. Key recommendations centred on local governments working more effectively together to achieve better results for citizens and a stronger regional economy. Local governments are expected to consider how they will respond to the recommendations of the Task Force, following which the Ministry will work with the Union of BC Municipalities to determine next steps.

2. Promote harmonization of regulatory requirements: The business sector in British Columbia depends on a stable and predictable regulatory environment to prosper and contribute to the strength of British Columbia's economy. Harmonizing local, regional and provincial approval processes will contribute substantially to improving the competitive nature of British Columbia's economy.

Ensuring women are safe from domestic violence aligns with Government's Great Goal to build the best system of support for persons with disabilities, those with special needs, children at risk, and seniors. Supporting communities to prevent and respond to domestic violence is critical to making communities safer for women and is consistent with the Ministry's mission to promote sustainable, liveable communities that provide healthy and safe places for British Columbians. For 2007/08, $49.9 million has been allocated to prevention and intervention services to address violence against women, delivered by third-party service providers. This represents a 46 per cent increase over 2004/05 funding levels. Ninety-five per cent of women in B.C. have access to some violence-related prevention or intervention service within an hour's drive of their homes.

Building capacity at the community level is an effective way to address violence against women because communities are aware of local needs and resources. This includes providing safe places for women who have experienced abuse, as well as working with communities to provide information and develop prevention strategies on domestic violence.

1. Provide shelter to women, and their children, leaving abusive relationships: The Ministry funds community-based shelter services through third-party contracts for women, and their children, leaving abusive relationships. These include transition houses, safe homes, and second-stage housing.¹⁵ Transition houses also provide crisis intervention, referral to other services and programs, and emergency counselling.

2. Provide counselling to women, and their children, who have experienced abuse: The Ministry funds contractors to provide community-based counselling services to women who have experienced abuse and to children who have witnessed abuse. The counselling is intended to help them rebuild their lives and reach their full potential, thereby assisting to break the cycle of abuse.

3. Provide outreach services to women at risk: The Ministry funds community-based outreach workers to support women at risk of, or recovering from, abuse. These workers connect women to the programs and services they need to live safely in their homes and communities.

4. Enhance community violence prevention initiatives: The Ministry supports violence prevention initiatives through community grant programs. In 2006/07, the Ministry announced a $1.2 million Partners in Prevention program, which provides one-time grants up to $150,000 for projects that raise awareness and change attitudes and behaviours that lead to violence against women and girls. Priority was given to projects that focus on collaborating with men and boys to be partners in prevention. All projects are expected to be completed by March 31, 2008.

Number of women and their children sheltered through transition house services: The number of women and their children sheltered through transition house services indicates service utilization, and, therefore, service demand. Over time, the measure establishes a trend that assists the Ministry in determining how best to assist communities to ensure that appropriate services are provided, to achieve its objective of strengthening community capacity to prevent and respond to domestic violence.

The targets are selected based on demand levels from 2005/06 and data collected during the second quarter of 2006/07. The targets assume a consistent rate of utilization. The increase from 2004/05 is due to an increase in funding in 2005/06 to improve access to services.

Number of outreach services used by women and their children: The Ministry funds outreach workers to assist women at risk of abuse, or recovering from abuse, to access services that connect them to longer term supports, such as employment, housing, and treatment. Outreach services include referral, accompaniment, and individual support.

Service utilization is responsive to demand, which can increase as a result of enhancing the profile of services, generated through community education and presentations. Service providers collect data that are submitted online, on a monthly basis.

Due to increased funding in 2005/06, the number of outreach services provided increased, with full implementation to be achieved in 2006/07. The target for 2007/08 represents estimated annualized data based upon the Data Collection Report for Second Quarter, 2006/07. The forecast assumes a consistent rate of utilization.

Providing women with access to opportunities to reach their highest economic potential benefits women and contributes to sustainable, liveable communities that are healthy and safe. To achieve this goal, the Ministry works with other ministries and agencies, federal and local governments, community organizations, the private sector and citizens, as success depends on many partners and factors.

The Ministry is committed to promoting and supporting women's participation in the economy. Women continue to face challenges to realizing their economic potential. Some of these are due to care-giving responsibilities, absences from the workforce and/or work choices, such as choosing traditional versus non-traditional job streams. Working with other ministries, agencies, provinces, the federal government, non-governmental organizations, and communities, the Ministry strives to ensure the unique needs of women are considered in public policy, legislation, programs, and services that affect women's participation in the economy.

1. Implement a mentoring program for women entering or re-entering the paid labour force: Mentoring is an effective tool to transfer knowledge and support job seekers, leading to increased participation in the paid economy. The Ministry will continue to support the Empowered to Work program to address challenges faced by women starting or changing careers, particularly due to lack of experience and training, an absence from the labour market, or being new to Canada. These programs are being delivered by community-based organizations. Some key variables that can impact program success include: regional variations in demand for specific skills; factors influencing the sustainability of small businesses, which will affect women seeking to become self-employed; and provincial, national and international trends that may impact the diverse sectors in which women are seeking employment.

Number of women who enter employment after participating in the Empowered to Work mentoring program: The measure will capture how many women are moving from the Empowered to Work program into employment. Agencies that deliver the program collect client data in the form of exit and follow-up surveys on an ongoing basis as participants complete and leave the program. This information is then provided to the Ministry. The Ministry is currently developing a baseline and setting targets for this measure. These were not available at the time of publication.

One of the Government's Five Great Goals includes building the best system of support in Canada for seniors. The Ministry provides leadership, builds relationships, and collaborates with and informs other ministries, local, provincial, and federal governments, private sector stakeholders, and community groups about issues affecting seniors. Most of the programs and services delivered to seniors are delivered by other ministries and orders of government.

The Premier's Council on Aging and Seniors' Issues (Council) was formed in the Fall of 2005 to examine the needs of British Columbia's growing seniors' population, and make recommendations on how to support seniors' independence, health and continuing contributions to society. The Council reviewed demographic and socio-economic changes, and heard from individuals, organizations and experts on a range of issues. As a result of its deliberations, the Council, in its final report, Aging Well in B.C., has identified 16 recommendations and the following five key recommendations: protect human rights and end mandatory retirement; live healthier; help people stay independent; improve health care quality; and provide leadership on aging issues. Responding to these issues effectively depends on the efforts of partners, including other ministries, local, provincial and federal governments, private sector stakeholders, and community groups.

1. Lead and coordinate Government's response to the report and recommendations of the Premier's Council on Aging and Seniors' Issues: The Ministry will lead and support collaboration and coordination among Government ministries, and promote effective, timely responses to the recommendations of the Council.

The Ministry has a lead role in ensuring that seniors, and their families and caregivers, have access to the information they need about government programs and services as required.

1. Provide information about relevant services and programs for seniors: Greater access to information enhances seniors' opportunities to connect with the programs and services they need to continue being active, healthy participants in society. The Province has implemented a 1-800 information line, and the Ministry produces a Seniors' Guide and maintains a Seniors' website to provide information to seniors and their families. These resources ensure seniors and their caregivers have access to relevant provincial and federal programs and services.

Number of visits per year to the Seniors' website: The number of visits to the Seniors' website is tracked electronically. The number of people visiting the website demonstrates that community members are using the resource. The data is available on a monthly basis.

The target is based on the number of visits in 2005, and the trend of increased visits during the second quarter of 2006. The Ministry cannot predict demand in the future; however, given past performance, expects the same or greater number of visits to the website.