Appendix — Continued

Supplementary Measures and Results

The measures and results below complement the key measures already discussed in this report and are arranged by business area, along with the objectives and strategies that appeared in the 2002/2003 Service Plan.

Community and Public Safety

Key Objective:	Process criminal cases in a timely and efficient manner within three levels of court
Strategies:	Conduct timely charge assessments of allegations of criminal offences and timely criminal prosecutions Increase appropriate referrals to Alternate Measures programs Comply with Criminal Case Flow Management rules and Crown best business practices Provide efficient, effective court administration, prisoner escort and court security support Expand use of technology and innovative processes in the court system Reform processes for handling disputed bylaw and traffic offences Allocate legal aid resources proportional to the complexity and seriousness of the offence
Objective:	Protect the community from high-risk and violent offenders
Strategy:	Make Dangerous Offender, Long Term Offender and recognizance applications when appropriate

Supplementary Performance Measures:	2001/02 Actual	2002/03 Target	2002/03 Actual	Context
# of allegations of criminal offences assessed by provincial Crown prosecutors	102,000 (Inaccurate due to duplicate data entries)	103,000 (Inaccurate due to duplicate data entries	Not available	The 2001/02 actual and the 2002/03 target were extracted from an old data system. That system, which had duplicate data entries, has been replaced by JUSTIN, requiring a new baseline for this measure.
# of criminal cases concluded in all levels of court	128,000	125,000 (Projection, not a true target)	125,545	Surpassed projected estimate.
# of bylaw and traffic disputes concluded in provincial court	113,000	113,000 (Projection, not a true target)	114,668	Surpassed projected estimate.
# of dangerous offender applications made	18	18 (Projection, not a true target)	6	Setting targets for the number of dangerous offender applications made in any given year is not realistic because the ministry cannot control the number of offenders entering the system.
% of accused persons eligible for Alternate Measures (AM) who are referred to AM	TBD	TBD	Measure eliminated	Setting targets for this measure is problematic. The number of alternative measures programs has been reduced. With fewer programs available, fewer offenders can be referred.
% of charge assessments completed per standard time period	TBD	TBD	Measure eliminated	Measure eliminated because the process involves accountabilities shared by Crown and police

 
Social and Economic Stability

Key Objective:	Support operation of three levels of court in resolving civil and family disputes
Strategies:	Provide efficient, effective registry operations, court administration and court security support Expand use of technology and innovative processes to facilitate case processing and disposition
Key Objective:	Promote out-of-court dispute resolution options within the civil/family justice system
Strategies:	Support public access to out-of-court services to resolve family justice issues Create mechanisms to encourage or require disputes to go to mediation and other dispute resolution processes Reduce demand for court services through dispute resolution services and mandatory referral to Family Justice Counsellors for families undergoing separation and divorce Reduce court hearing time by making recommendations on contested child access and custody cases Support public access to mediation with trained mediators to resolve civil justice disputes

Supplementary Performance Measures:	2001/02 Actual	2002/03 Target	2002/03 Actual	Context
# of Family Justice Centres (FJCs)	29	29	29	Measure reflects ministry's capacity to maintain services
% of scheduled court events for which staff are available	100%	100%	100%	On target. Reflects ministry's capacity to provide baseline levels of support for court events

 
Assisting the Vulnerable and Victims

Key Objective:	Strengthen enforcement of family maintenance orders to reduce demand for BC Benefits
Strategy:	Focus program resources on assigned cases from the Ministry of Human Resources and on families who are dependent on maintenance to avert the need for BC Benefits
Key Objective:	Expedite the resolution of child protection cases
Strategies:	Provide funding for efficient delivery of legal services Provide early settlement opportunities for child protection cases Provide trained mediators for all voluntary child protection mediation requests Establish a Facilitated Planning Meeting process to reduce the proportion of child protection cases that go to contested hearings
Key Objective:	Support access to justice for victims of violence and other vulnerable persons
Strategies:	Continue funding focused legal services for protection orders Provide public information and education Monitor legal aid resources for cost-effectiveness Maximize the appropriate use of victim impact statements/information at sentencing

Supplementary Performance Measures:	2001/02 Actual	2002/03 Target	2002/03 Actual	Context
# of family maintenance enforcement orders assigned from Ministry of Human Resources	13,000 assigned cases	15,000	16,500	Measure indicates the number of orders assigned to the ministry. Target was a projection. Actual result shows that 3,500 more orders were required in 2002/03 than in 2001/02.
Cost of collection of family maintenance per dollar recovered	$0.11	$0.12	$0.10	Target surpassed and credited to increased efficiencies and deferred projects.

 
Treaty Negotiations Office

Key Objective:	Clarify Aboriginal rights and title to establish greater legal certainty
Strategies:	Following the referendum, develop negotiation options and models that allow for choice on how to deal with the land question; reach agreement with Canada and First Nations Following the referendum, develop a policy framework for practical governance arrangements for First Nations
Key Objective:	Support government's major economic priorities
Strategies:	Engage First Nations in economic opportunities (oil and gas exploration and development, 2010 Olympic Bid, forestry, Central Coast initiatives) Facilitate public/private partnerships between First Nations, business, and local government Implement pro-active strategy to address First Nations disputes
Objective:	Enhance public support for government's approach to treaty making
Strategies:	Analyze and implement referendum results Deal fairly with legal interests impacted by negotiations Consult with local governments and stakeholders
Objective:	Fulfill obligations arising from treaty settlements and other negotiated agreements
Strategies:	Ensure Treaty Negotiations Office obligations are met within established time lines and support line agencies in meeting their obligations Implement Nisga'a Final Agreement Adjustment Project

Supplementary Performance Measures:	2001/02 Actual	2002/03 Target	2002/03 Actual	Context
# of First Nations engaged in governance negotiations	No data	2 – 4	42 actual	Target and measure no longer relevant and have been deleted. Variance reflects the treaty referendum results in that B.C. has re-engaged governance negotiations at all tables.
# of consultation meetings held with local governments and stakeholders on key issues	No data	40	95 actual	Target surpassed. This measure monitors numbers of consultation meetings to ensure local interests are kept apprised of the status of negotiations in their communities and that their views are sought on issues that could impact them. Variance represents the high number of post-referendum consultation meetings held in the summer of 2002.
Negotiated agreements reflect referendum principles	Not applicable	100%	100% actual	Target achieved. All agreements reached in 2002/03 were consistent with the referendum principles.
Incidence of rights or title litigation	10	+ 10%	12 actual	Variance (greater than 10% over the estimate for 2002/03) represents a slight increase in rights and title litigation.
Incidence of direct action/blockades	38	+ 10%	17 actual	Variance (40% less than the estimate for 2002/03) represents a substantial decrease in incidence of direct action/blockades.

 
Independent Judiciary

Independent Judiciary is also included in this section of the appendix since it does provide services to the public. Sitting hours are generally accepted as a measure of court activity. All of the targets are workload forecasts as opposed to true targets.

This business area supports the following ministry goals:

• Laws and justice services are administered fairly, equitably and efficiently to all British Columbians, while individual rights and judicial independence are protected
• Citizens and communities of British Columbia receive protection from crime and its social and economic consequences

Objective:

Provide support for continued operation of the independent judiciary

Strategies:

Support the Provincial Court's Criminal Case Flow Management process and rules, and any initiatives aimed at improving case flow management Support the Provincial Court's justice centre (JJP) Support the independent Judicial Compensation Committee process Support the independent Judicial Justice of the Peace Compensation Committee process Support the Supreme Court's reforms for expedited case processing and electronic justice services Support judicial initiatives respecting improved trial scheduling

Performance Measures:	2001/02 Actual	2002/03 Target	2002/03 Actual	Context
Provincial Court sitting hours1	120,900	115,700	120,462	Forecasted value; not a true target
Supreme Court sitting hours	60,000	60,000	58,240	Forecasted value; not a true target
Court of Appeal sitting hours	2,700	2,700	2,238	Forecasted value; not a true target

1

The Ministry supports the Judiciary primarily through providing registry operations, court administration, prisoner escort and court security. The figures shown are projections that indicate the Ministry's expectation of support to the Judiciary in terms of staffed court hours provided, rather than performance targets. Actual court hours will depend upon the volumes and characteristics of incoming cases. Sitting hours include only judges' time spent in hearings or trials, not pre- and post-court activities.