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Performance ReportingKey Performance ResultsThis section of the report presents detailed performance information related to the following nine key goals identified for the Ministry of Public Safety and Solicitor General:
These goals have been identified as key because of their importance in illustrating the ministry's performance in the 2003/04 fiscal year in fulfilling its mission of ensuring the security and economic vitality of communities through effective policing, corrections, liquor and gaming control, protective and regulatory programs. For each of the key goals, corresponding key objectives and strategies are identified, and the linkages between core business areas, goals, objectives and strategies are discussed. Key performance measures are also identified. Information presented for these measures includes:
Supplementary performance information is presented in an appendix to this report. The appendix provides an overview of all of the goals, objectives, strategies, performance measures and targets included in the Ministry of Public Safety and Solicitor General Service Plan 2003/2004 to 2005/2006, and compares actual results achieved with the targets established. Corrections
The goal of communities that are safe from high-risk offenders is of paramount importance to the Corrections Branch, and the objectives of managing offenders based on their risk to re-offend, and reducing the risk of re-offending, are directly linked to this facet of public safety. Two strategies integral to achieving these objectives are to conduct offender risk/needs assessments, and to provide core programs targeted to the risks and needs identified. Risk/Needs Assessment: To effectively and safely supervise offenders while they are under court orders, and to achieve reductions in re-offending behaviour over the long term, it is critical to understand the risk an offender poses and how that risk can be best addressed. More than 20 years of correctional research have resulted in the development of standardized, validated assessment tools that can provide this information reliably. There are two components to risk assessment. The first component identifies static risk factors (e.g., criminal history, age of first arrest/conviction, and history of violence) that inform case managers of the level of supervision required to safely manage and supervise the offender in the community or in an institution. The second component of risk assessment identifies the dynamic risk factors that are related to re-offending behaviour, such as substance abuse, cognitive skills deficits, and anger management problems. Once identified, these factors can be targeted for rehabilitative intervention through core programs, thus reducing the risk of recidivism. The following performance measure provides information on the percentage of offenders for whom risk/needs assessments have been completed, a measure used by the ministry to assess progress toward achievement of the goal, objectives and strategies discussed above. Note that because Corrections Branch policy allows a sixty-day period for risk/needs assessments to be completed, at any time approximately 10 to 15 per cent of offenders are new admissions in the process of being assessed.
The target established for 2003/04 was surpassed, with 88 per cent of risk/needs assessments completed. This is significant in that completion of risk/needs assessments is a fundamental first step in good correctional practice. The result is also significant in that it was anticipated that downsizing in the Corrections Branch might impact branch capacity to complete risk/needs assessments for offenders, and this was reflected in a lower target being established for 2003/04; however, the actual result of 88 per cent shows that the branch achieved the same completion rate for risk/needs assessments during a period of restructuring that had been previously achieved. By continuing to achieve its targets for completing risk/needs assessments, the Corrections Branch effectively targets its resources towards the supervision of offenders who present the highest risk to re-offend, and is better able to provide appropriate supervision and offender programming to increase public safety. The completion rates of risk/needs assessments are monitored and reported regularly within the Corrections Branch. This ensures that staff supervising offenders and facilitating programs are doing so with the most reliable and complete information available for decision-making and case management. In the coming fiscal year, these data will be incorporated into ongoing quality assurance practices for the branch. Core Programming: As discussed in the previous section, there are a number of dynamic risk factors that are associated with re-offending behaviour. Correctional research has confirmed that providing programs that target these factors among higher risk offenders can reduce the risk of recidivism. These are referred to as core programs. They are designed to promote long-term behavioural changes in offenders by addressing those factors associated with the thinking, skills and lifestyles that are known to contribute to criminal behaviour. The Corrections Branch has developed and is implementing the following core programs to address the rehabilitative needs of offenders and to reduce the likelihood of re-offending: Cognitive Skills; Educational Upgrading; Respectful Relationships; Relapse Prevention for Sex Offenders; Substance Abuse Management; and Violence Prevention. Programs designed to meet the specific needs of women offenders in custody are being developed and an additional program, Living Skills, will begin development in 2004/05. The following key performance measure provides information on the short-term outcome of offender programming.
The 2003/04 program completion rate for offenders attending core programs was four per cent less than the established target. A drop in completion rates from the previous year was anticipated. The significant restructuring of the Corrections Branch over the last two fiscal years, including the closure of ten custody centres and seven community offices, affected the capacity of the branch to deliver core programs and the opportunity for offenders to complete programming. The target for 2003/04 was therefore reduced in anticipation of these changes; however, the actual decrease in the completion rate was somewhat larger than anticipated. The core program completion rate is an important measure because it is critical for offenders to attend and finish the programming that is designed and offered to assist them in addressing their criminal behaviour. Without full attendance and completion of programming, offenders cannot gain the skills and knowledge needed to reduce re-offending. In response to the drop in completion rates, the Corrections Branch will be monitoring and reporting this measure as part of quality assurance practices within the branch. Further information on the reasons for non-completion of programs will also be analyzed regularly to address any operational or program implementation issues that may be impacting the delivery and immediate outcome of core programs. The branch will continue to report on completion rates and has set a higher target for 2004/05.
Policing and Community Safety
Enhanced Policing: A key goal for the Policing and Community Safety Branch is adequate, effective and accountable policing and law enforcement throughout British Columbia. To support that goal, the branch has identified the key objective of enhancing the effectiveness of police agencies through technological, structural and operational changes. To achieve the objective, the branch has focused resources on projects that lead to enhanced effectiveness and efficiency of policing and law enforcement, and monitors the number of projects completed through the following measure.
The 2003/04 actual shows that the branch is proceeding and on track with strategic initiatives intended to enhance the effectiveness of police agencies. The following projects were completed or under way in 2003/04: CREST — Capital Region Emergency Services Telecommunications (completed): This project provided consistent and consolidated dispatch services in the Capital Regional District. Police, fire and ambulance agencies receive joint dispatch services from one provider and share a common, current technology platform, helping to ensure the safety of emergency response personnel and the well-being of all residents while improving service and reducing costs. Small Community Police Tax Consultation Process (completed): This consultation process led to the development of policy that supports the sharing of police costs among all residents of British Columbia, regardless of the size of the community in which they live. Revenues will be used to improve police services and infrastructure across the province. Victoria-Esquimalt Amalgamation (completed): The police departments of two adjacent municipalities on Southern Vancouver Island were combined under one organizational structure to maximize efficiency and effectiveness in service delivery. Youth Criminal Justice Act Training (completed): The Police Services Division developed and distributed training materials to all police officers in the province to explain new police responsibilities for both federal and provincial youth justice acts. Amber Alert (initiated): A committee with representation across government was created in 2003/04 to develop an Amber Alert program for British Columbia which will rapidly provide information about missing children to law enforcement agencies and the public. The program enhances the coordination of law enforcement efforts in response to missing children. Civil Forfeiture Legislation (initiated): Policy work was initiated in support of developing legislation that would allow the government to seize and dispose of property/assets that are obtained or used for unlawful purposes. The legislation is expected to be tabled in 2004/05. CRD Integration and Lower Mainland Integration (initiated): Work has commenced to support the integration of police services and their delivery in the Capital Regional District and in the Lower Mainland. The goal is seamless, integrated delivery of services that will allow police to more readily respond to the changing nature of crime and needs of the community. Committees have been established to determine the most appropriate means to integrate services. IHIT — Integrated Homicide Investigation Team (initiated): IHIT assists police agencies in the Lower Mainland with the investigation of homicides, attempted homicides, missing persons where foul play is suspected, deaths in custody, and police shootings which result in serious injury or death. The RCMP implemented this team in 2003/04, and the Abbotsford Police Department contributed members the following fiscal year. ISPOT — Integrated Sexual Predator Operations Team (initiated): The mandate of this joint forces team is the reduction of sexual violence and exploitation by maintaining detailed and accurate information on reported exploitative and sexually violent incidents, and on sex offenders. National Sex Offender Registry (initiated): The planning for implementation of federal legislation that will provide police with access to more current information about sex offenders in their communities is under way. Implementation is planned for 2004/05. Police Foundations (initiated): Policies and procedures are being reviewed respecting the use of and accounting for publicly-donated funds to police to ensure proper accounting procedures are followed consistently across the province, thereby enhancing transparency and accountability. Transfer of Road Safety (initiated): Additional resources have been provided to address areas of road safety where it has been shown that the most deaths and injuries occur (e.g., aggressive driving, seatbelt non-use, and impaired driving). This program has been transferred to the ministry from ICBC, and new road safety units will be created in the Capital Regional District in 2004/05 and in the Lower Mainland in 2005/06. 2010 Olympic Security (initiated): Security planning is complex and necessary to ensure the success of the Olympic Games. Coordinated and effective planning will assist all partners in preventing security-related incidents and responding to emergencies should they occur before or during the Games. In addition to the achievements noted above, further progress was made in 2003/04 on the PRIME (Police Records Information Management Environment) system implementation. PRIME is an online data-sharing system that provides up-to-the-minute information about criminals and crimes, improving law enforcement across the province. PRIME has been operating in Vancouver, Port Moody and Richmond since 2001/02. In February 2003, the government committed to connecting every police department and RCMP detachment in British Columbia with PRIME. British Columbia is the first jurisdiction in Canada to adopt a provincewide, online police records management system. PRIME gives police a tool that allows departments to share information on crimes across the province within minutes. A second key goal of the Policing and Community Safety Branch is enhanced community safety and in working toward that goal, the branch has continued to support community-based crime prevention and restorative justice programs. Research indicates that communities can become safer if they are actively engaged in programs designed to reduce the incidence of crime and to repair the harm caused by criminal behaviour. Based on this research and the identification of best practices, the Policing and Community Safety Branch funds and supports community and youth organizations, local governments, school districts and police departments in developing strategies and programs that enhance local crime prevention efforts and ensure that victims and communities have a meaningful role in responding to crime.
Restorative Justice: One strategy employed by the branch has been to provide program start-up grants to support Community Accountability Programs (CAPs).10 CAPs are community-based, restorative justice programs designed to divert low-risk offenders from the traditional justice system while holding offenders accountable for their actions and repairing relationships within the community.11 To assess success in supporting these programs, the branch monitors the number of CAP start-up grants awarded since the funding program was established.
By the close of fiscal year 2003/04, a total of 89 CAP start-up grants had been awarded by the ministry to communities throughout British Columbia, surpassing the target that had been established.12 This result is significant in that it was anticipated that the number of start-up grants awarded in any given year would begin to decrease once the funding had been available for a number of years; that is, programs would already be in operation in many communities, so there would be a decreasing number of requests for start-up funding. That 13 additional CAPs requested and received start-up funding in 2003/04 indicates continued community interest in and support for restorative justice approaches. Continued interest of communities in CAPs could be due to the increasing reliance on community-based approaches as legislated in the federal Youth Criminal Justice Act and the provincial Youth Justice Act. The results of this measure confirm the trend in British Columbia towards the implementation of informal community-based restorative justice approaches to complement the formal criminal justice system. The results also provide an indication as to whether the provisions of the Youth Criminal Justice Act are being met in British Columbia (i.e., are extrajudicial measures being used). The results are used to project future funding allocations and to identify resources to support the development of CAPs. Community-based Crime Prevention: Another strategy employed by the Policing and Community Safety Branch in working toward the goal of enhanced community safety is supporting schools and communities in developing and implementing crime prevention projects. Through the provision of ministry funding, training and information resources, schools and communities across British Columbia receive the information, tools and resources needed to enhance community safety. The number of projects funded is monitored by the branch to assess the level of support provided to communities.
The original target of 303 projects established for this measure for 2003/04 was subsequently amended to 225 projects to reflect changes in capacity resulting from cancellation of several funding streams in 2002/03. In addition, the measure itself has been amended since 2002/03. Through 2002/03, this measure counted only youth initiatives, thus leaving out a number of community safety initiatives that target other age groups. In order to better measure the overall goal of enhancing community safety, this measure now includes projects targeting other age groups in addition to youths. The greater than anticipated number of projects actually funded, in contrast to the adjusted target for 2003/04, is largely attributable to the increased number of projects funded under the Safe Streets and Safe Schools Fund and the increase in community-based activities funded under Safe Communities Day and Crime Prevention Week initiatives. All three of these initiatives were in a period of transition in 2002/03 and were more successful in their community outreach in 2003/04. Crime prevention programs and projects funded by the ministry in 2003/04 include the following. Assistant Deputy Minister's Committee on Prostitution and Sexual Exploitation: The Committee includes representation from nine provincial government ministries and is co-chaired by the Ministry of Public Safety and Solicitor General and the Ministry of Children and Family Development. The committee oversees two grant programs designed to assist communities in developing local initiatives to address the sexual exploitation of youth and prostitution-related issues. Community Mobilization Program: Using federal funding, the ministry worked in partnership with the National Crime Prevention Centre to approve funding for 52 crime prevention projects focusing on youth and communities throughout British Columbia. Funded projects use crime prevention through social development approaches to address the root causes of crime. Crime Prevention Week and Safe Communities Day: Created in partnership by members of the Provincial Safe Communities Working group, these campaigns support communities in hosting events to encourage community members to get to know each other, learn more about crime prevention, and get involved in community safety efforts. Nights Alive: This community-based crime prevention program for youth supports 'after hours' use of schools, recreation centres and other community facilities for recreational activities and educational opportunities designed by youth for youth. Safe Streets and Safe Schools Fund: Through this initiative, the ministry provided funding for 37 crime prevention projects focusing on youth and communities. This funding program provides support to schools and communities for strategies that enhance public safety and local crime prevention efforts, thereby building local capacity to address community safety issues.
Compliance and Consumer Services
Consumer Services Industry Investigations: Ensuring that public interests are protected as industries prosper is an important goal of the Compliance and Consumer Services Branch. Directly linked to this goal is the objective of providing services that protect the public interest while promoting fairness and understanding in the marketplace, and the strategy of taking enforcement action against consumer services industries where appropriate. A key performance measure selected to indicate progress made by the branch in meeting this strategy, objective and goal is the dollars per FTE in restitution resulting from consumer services industry investigations.
In 2003/04, a total of $597,000 per FTE was recovered in restitution as a result of consumer services industry investigations. This figure demonstrates the level of reduced consumer harm resulting from enforcement actions against illegal activity on the part of suppliers. Achievement of this strategy serves to protect public interests by protecting consumers from victimization. It also benefits industries by providing a fair regulatory environment and enhancing consumer confidence in industries where the potential for consumer loss may be high. Residential Tenancy Arbitrations: Another important goal for Compliance and Consumer Services is an effective residential tenancy system. This goal is achieved through the objective of ensuring that landlord-tenant disputes are resolved in a timely manner and that parties have access to an orderly and efficient dispute resolution process. The objective of timely resolution of landlord-tenant disputes is in turn linked to the strategy of improving the quality and accessibility of residential tenancy information. With enhanced access to improved information, landlords and tenants may be better informed of their rights and responsibilities under residential tenancy law. Parties who are better informed are more likely to resolve disputes between themselves, thereby reducing demand on the residential tenancy arbitration system and in turn improving system access for those who remain in dispute. For parties who remain in dispute and proceed to arbitration, improved residential tenancy information ensures they may be better prepared to move toward dispute resolution. Key performance measures identified for this area are the percentage of monetary and non-monetary residential tenancy arbitrations scheduled to take place within specified time periods.
The results achieved for the above measures indicate that the key strategy of improving the quality and accessibility of residential tenancy information is effective in furthering the objective of providing timely resolution of landlord-tenant disputes, thereby enhancing the efficiency of the residential tenancy system. The results are also significant in that they indicate that the branch was able to maintain service levels while implementing the new Residential Tenancy Act and Manufactured Home Park Act, both of which came into force on January 1, 2004. Commercial Transport Industry Safety: The Commercial Vehicle Safety and Enforcement Division (CVSE) establishes standards that govern the operation of British Columbia's commercial transport industry to ensure an appropriate level of safety and efficiency in the operation of commercial vehicles. The goal of improving the safety and efficiency of the commercial transport industry is directly linked to the Compliance and Consumer Services Branch's goal of safer streets in every community. Key performance measures used to assess the level of safety in the commercial transport industry are the out-of-service (OOS) rates for commercial vehicles and commercial vehicle drivers.13 The OOS rates for commercial vehicles and commercial vehicle drivers are compiled on the basis of statistics from random roadside inspections conducted according to standards developed by the Commercial Vehicle Safety Alliance (CVSA), a North America-wide commercial vehicle safety organization. The OOS rate for commercial vehicles is the percentage of those randomly inspected that are found to have serious safety violations that render them unsafe. The OOS rate for commercial vehicle drivers is the percentage of drivers randomly inspected who are found to be in breach of the National Safety Code.
The OOS rate for commercial vehicles indicates the ministry's success in helping to enforce regulations and educate operators, and provides an indication of the industry's compliance with maintenance standards. The OOS rate for commercial vehicle drivers provides an indication of commercial vehicle operator safety. It gives the CVSE a base for monitoring driver compliance with requirements, and a base indication of industry compliance issues. More broadly, both OOS rates indicate program performance in meeting the goal of safer streets in every community. Monitoring both rates also assists the ministry in planning budget allocations.
Gaming Policy and Enforcement
A key goal for the Gaming Policy and Enforcement Branch has been the sound management and distribution of government gaming revenues. An objective identified for furthering this goal was to establish a coordinated approach to support community organizations' funding requirements and responsibilities, through the review and restructuring of the Direct Access and Bingo Affiliation grant programs. Applications for Gaming Grants: The eligibility criteria, application process and grant conditions for both the Direct Access and Bingo Affiliation programs had been lengthy, complex and restrictive. In response, the Gaming Policy and Enforcement Branch conducted a thorough review of policies and procedures, resulting in the elimination of unnecessary requirements and restrictions, a more equitable distribution of gaming funds, streamlined application processes, and significantly reduced turnaround times for community organizations. The maximum time to process charities' complete applications for gaming grants continues to be monitored to measure ministry performance against the goal of sound management and distribution of government gaming revenues.
Streamlined requirements, simplified application forms, a revised intake period, and reorganized staff resources have resulted in reducing the processing time required for gaming grant applications. More broadly, these results indicate that the branch is meeting its goal of sound management and distribution of government gaming revenues. Audit, Compliance and Sanctions: Regular compliance auditing of grant recipients, and the imposition of sanctions for non-compliance, are other important elements in a coordinated approach to community organizations' funding requirements and responsibilities. The branch has the authority to impose administrative sanctions on licensees and grant recipients who do not comply with the Gaming Control Act, regulations and conditions. The branch has developed an administrative sanctions schedule that describes the range of sanctions that may be imposed by the branch for first and subsequent violations. Compliance is determined through regular and random audits of recipient community organizations' use of gaming proceeds. The following performance measures have been developed since the publication of the Ministry of Public Safety and Solicitor General Service Plan 2003/2004 to 2005/2006, and will be used to monitor the branch's auditing activity and compliance levels among funding recipients.
Liquor Control and Licensing
Inspections and Licensee Compliance: Increased voluntary compliance by licensees is a key goal of the Liquor Control and Licensing Branch. Industry members must acknowledge and accept that with the privilege of holding a liquor licence and maintaining a livelihood through the sale of liquor, comes a legal responsibility to minimize harm to their liquor-consuming customers and to any individual or community affected by the consumption of liquor in their establishments. Increasing the presence of enforcement staff in licensed establishments and at events where liquor is served is an important element in achieving greater industry cooperation in reducing the problems associated with liquor misuse. Increasing the number of inspections and investigations is intended to achieve several outcomes: to raise awareness among liquor licensees that their performance in complying with regulations is being monitored; to provide professional advice and educational assistance to licensees who need to improve their understanding of their legal obligations as operators of licensed establishments; and to facilitate cooperative efforts with local police, fire, health and other organizations interested in reducing harm caused by liquor misuse. Together, these results should lead to improved voluntary compliance within the industry, thereby enhancing public safety. The following key performance measures are used by the ministry to monitor enforcement activity and assess progress toward achieving the goal of increased voluntary compliance by licensees.
The result for this measure is particularly significant in light of recent changes in programs and responsibilities within the branch. These changes required significant periods of training and education regarding new procedures and policies. Under these circumstances, it was fully expected that it would take several years for the compliance program to stabilize and for the number of inspections to increase. Compliance and enforcement activities were greater than expected due to an additional number of compliance and enforcement projects during 2003/04, such as the Minor ID Program and illicit alcohol inspections.
The relatively low target established for 2003/04 was an estimate based on the assumption that licensees confronted with a new regulatory program focused on specific public safety issues may require a period of adjustment. In fact, licensee compliance was maintained and even slightly improved over the 2002/03 estimate. This may have resulted from the substantial increase in establishment inspections and from specific compliance projects that directed licensee attention on their public safety responsibilities. The rate of compliance among licensees indicates the level at which licensees understand and are willing to cooperate with the liquor regulatory framework. An increase in compliance indicates that liquor misuse may be decreasing, leading to increased public safety for British Columbians. Community Support for Liquor Control Decisions: A second key goal of the Liquor Control and Licensing Branch are liquor control decisions that reflect community standards. Directly linked to this goal is the objective of ensuring that new liquor licensing decisions are reviewed by local government and have community support. A new performance measure that has been under development since publication of the Ministry of Public Safety and Solicitor General Service Plan 2003/2004 to 2005/2006 is the participation rate of local governments/First Nations in assessing new liquor primary applications. During the liquor-primary licensing process, local governments/First Nations are provided with an opportunity to comment on the licence application. Local governments/First Nations may opt out of the consultation process for any or all applications. In these cases, the General Manager of the Liquor Control and Licensing Branch must provide an opportunity for residents of an area to provide comments in respect of the licence application. Performance data for this measure are not yet available but will be provided in the next annual report. This measure will be used to assess progress toward increased participation by local governments/First Nations in liquor control decisions.
Another element in ensuring that community standards are met is making certain that problem establishments are dealt with quickly in the enforcement hearing process. Reducing the time between the non-compliant behaviour of the licensee and the decision to impose a penalty may increase the impact on contravening licensees. This should also increase the likelihood that licensees will voluntarily comply with British Columbia's liquor laws, thereby increasing public safety by reducing the harm caused by liquor misuse.
Prior to 2003/04, this measure calculated the average time it took to provide a written hearing decision following the initial notification of enforcement action. The branch subsequently amended this measure to include waivers in the calculation as this is more reflective of the work the branch does to conclude the enforcement process. This change affects the 2003/04 result significantly, reducing the average number of days, as notifications of enforcement action leading to waivers usually take a much shorter time to conclude than those leading to hearing decisions. In addition, a larger number of waivers were signed than expected, reducing the time even further. The projection for 2003/04 took into consideration the inclusion of waivers as a decision-making process. The result therefore demonstrates that the hearing and decision-making process has improved, and that the waiver process is efficient.
System IndicatorsThis report has focused largely on performance measures for core business areas, as opposed to system indicators. Performance measures for core business areas relate to specific activities that are conducted within each separate business area. Responsibility for this kind of performance measure and control over results reside largely within each respective business area. However, there are other broader measures of performance that do not fall exclusively under the auspices of a single core business area or even a single ministry. These measures are referred to as system indicators, or societal indicators. System indicators are characterized by widely shared responsibility for, or control over, their outcomes. The indicator percentage of offenders who do not re-offend is used by the ministry to assess the overall effectiveness of the justice system in not only managing adult offenders, but also focusing on their rehabilitation. Over the long term, one of the foremost methods of protecting citizens and communities from crime is to ensure that the criminal justice system reduces the likelihood of re-offending. Ultimately, success in reducing recidivism would result in lower crime rates, increased safety, and decreased expenditures in criminal justice. However, criminal behaviour is a highly complex phenomenon involving many different individual and socio-economic factors. Success in reducing recidivism is not under the exclusive control of the Corrections Branch nor the ministry itself; reduced re-offending behaviour is a multifaceted outcome that involves all components of the criminal justice system as well as many other aspects of government, such as health, education and social services. For that reason, the indicator is included in this plan as supplementary performance information. It shows the percentage of offenders who are not sentenced to a subsequent offence for two years following completion of a jail sentence or upon being sentenced to community supervision.14
Given the global nature of this indicator, and the many factors that contribute to criminal behaviour, targeting marginal increases for offenders who do not re-offend is a realistic approach. Incremental decreases in recidivism will have significantly positive impacts on all aspects of the justice system, public safety, and other government services. As global indicators of performance, these results serve as baseline information to monitor a key element of societal concern. If calculated and collected in the same manner, these data have great potential for cross-jurisdictional comparisons on reductions in re-offending amongst provinces. Having established a sound methodology for calculating recidivism for use in the field of corrections, the potential for developing other complementary indicators within justice system sectors is enhanced. DeregulationThe ministry's regulatory mandate was broadened in spring 2003 to include Commercial Vehicle Safety and Enforcement and the Office of the Superintendent of Motor Vehicles which increased the ministry's regulatory requirement baseline from 14,503 to 30,251. The ministry's deregulation targets were therefore adjusted accordingly to a net regulatory reduction of 8.2 per cent for 2002/03 and 7.5 per cent for 2003/04. Through significant liquor licensing and gaming regulation reforms, the ministry exceeded its 2002/03 target and achieved a net reduction of 9.3 per cent for that fiscal year. The ministry's net regulatory reduction for 2003/04 is 3.4 per cent, 4.1 per cent less than the target established; however, the ministry expects to fully meet its 2003/04 deregulation target by August 2004 as a result of consolidation, streamlining and modernization of motor vehicle regulations and policy manuals that is under way.
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target surpassed
