Report on Performance

Overview of Ministry Goals and Linkage to Government Strategic Goals

Because of the breadth of programs for which the ministry is responsible, the ministry supports three of government's strategic goals through several ministry goals and its mission. Many of the ministry's goals support one or more of the government's goals. A goal related to child care has been eliminated as this area of business was transferred to the Ministry of Children and Family Development and the goal is no longer relevant. See 2004/05 Service Plan.

Report on Results

The ministry's core businesses support the following goals and objectives:

Goal 1: Local Governments are open, accountable and effective

In Canada, responsibility for local matters is provided to the provinces under the Canadian constitution. All provinces discharge this responsibility by providing a legislative framework for local governments. In British Columbia, the ministry has created the most enabling framework for local governments with the Community Charter.

In B.C., local governments include 156 municipalities and 27 regional districts, serving diverse communities whose populations range from under 250 in the Village of Silverton to over two million in the Greater Vancouver Regional District. Local governments provide a wide range of services to citizens, including fire protection, policing, land-use planning, parks, recreation, local streets, water, sewer and garbage collection and disposal. Through the Community Charter and the Local Government Act, the Local Government Department works to ensure local governments have the necessary tools to provide these services effectively and accountably to its citizens.

The ministry is also responsible for providing a legislative, policy and program framework for service delivery and cooperation among B.C.'s 70 public libraries, and for ensuring heritage conservation by working to build heritage capacity in the private and non-profit sectors, and strengthening partnerships with the federal and local governments in the delivery of national heritage initiatives such as the Historic Places Initiative and Canadian Register of Historic Places.

Core Business Area: Local Government.

Objective 1: Local governments are able to effectively exercise broader authority in the context of enhanced accountability to citizens.

January 1st, 2005, marks the one year anniversary for the Community Charter, which created a modern enabling framework for local governments. The ministry is working to identify priority issues that affect other areas of local government, including land use and regional districts.

Strategies

1. Implement the Community Charter core municipal provisions: Implementation of the core provisions is complete.
2. Identify scope and priority issues to be addressed in future local government legislative reform: Government decided not to proceed with "Phase 2" of the Community Charter, which was to apply to Regional Districts and planning. Instead, the ministry is following a non-legislative course to address Regional District-related issues. A Union of B.C. Municipalities/Ministry working group is collaborating to address non-legislative Regional District issues. An action plan is in place to develop educational resources (e.g., toolkit) for regional districts. Work in this area is expected to continue throughout 2005/06.

Explanation of Measure and Results

1. This measure is intended to capture progress made toward implementation of the Community Charter, which is key to achieving this objective. Resource materials consist of "capacity-building tools" designed to assist local government elected officials and staff to effectively and responsibly exercise their broad powers under the Community Charter. The weakness with the measure is that it does not measure the outcome of use of these resources. The ministry also provides many other resources to local governments in support of this objective that are not captured in this measure. This measure will likely be refined in future.
2. This measure has been dropped as it was based on the previous assumption that there would be a Phase II required in the Charter process. The measure serves as a simple "benchmark" to progress on what would have been legislative revision to further Parts of the Local Government Act. While the target was achieved, government decided not to proceed with a Phase II and is instead taking a non-legislative approach to address Regional District-related issues. Partners in achieving the result included the Union of B.C. Municipalities and individual local governments.

Explanation of Variance

Production of the Citizen's Guide to Local Government and the Alternative Approval Process Guide was delayed, due to competing priorities (dispute resolution, New Deal, Village of Queen Charlotte). However, the Community Charter website was updated with 17 "advisory pieces" as of December 31, 2004, and a number of workshops and training sessions were provided to local governments and local government organizations.

Objective 2: Efficient and effective local government systems.

Local governments are accepted as efficient suppliers of local services. However, there are instances where:

• local structures, such as boundaries, need to adapt to meet changing conditions;
• local government revenue needs to be augmented;
• collective actions by local government, such as pooled borrowing through the Municipal Finance Authority, require provincial government support;
• communities need to work through periods of economic and social transition; and
• regional solutions are required to address issues such as housing urban transportation or economic development.

The ministry provided targeted support for the work of local governments in these and other areas, and undertook a number of strategies to achieve this objective.

Strategies

1. Assist communities engaged in restructuring activities: Five major restructure projects were concluded in 2004/05 — the City of Castlegar, Town of Qualicum Beach, Incorporation of the Village of Canal Flats, a voter defeated incorporation vote on Gabriola Island and a defeated restructure vote in Sooke. Twenty-two municipal boundary extensions and 11 other structure-related Orders-in-Council were approved by Cabinet. Restructure Planning Grant Funding, totaling $388,000, was also provided for 13 projects in 2004/05. Approval of unique governance arrangements for the Northern Rockies Regional District and Town of Fort Nelson were concluded along with progress being made on a number of high priority structure projects (e.g., Westside Kelowna, Castlegar, Robson-Raspberry).
2. Allocate unconditional grants to communities: On March 14, 2005, the Province announced funding for the Traffic Fine Revenue Grants program, which allocates $49 million to municipalities with populations over 5,000 that provide police services, on the basis of their policing costs. In 2004/05, eligible municipalities received a total of $41.8 million in traffic fine revenues, up from $10 million in 2003/04. This represents 100 per cent of traffic fine revenue. Small Community Protection Grants totaling $24.7 million were provided to small- and medium-sized municipalities to fund local services such as road and parks maintenance and general government administration. Regional District Grants in the amount of $2.1 million were provided, based on local population.
3. Support pooled borrowing arrangements through provincial oversight of local government long-term borrowing and related transactions: Two main initiatives have been undertaken to ensure greater security of pooled borrowing through the Municipal Finance Authority (MFA): a memorandum of understanding was signed between the MFA and government to recognize the legislative jurisdiction of each and the need for a transparent, effective, efficient, cooperative and flexible borrowing approval process that varies depending on the risk associated with different borrowing; and the Municipal Liabilities Regulation (BC Regulation 254/2004), which sets the maximum allowable level for the servicing of local government liabilities to 25 per cent of municipal revenue, similar to liability servicing limits used in Alberta and Ontario.
4. Facilitate cooperation among governments by assisting in dispute resolution, community transition and advancing approaches to sustainable urban development: In 2004/05, one informal and four formal service reviews to resolve disputes resulted in new and improved service partnerships. The memorandum of understanding on Independent Power Projects was signed between the Union of BC Municipalities and the Province to establish a protocol for consultation, communication and collaboration between local governments and the Province in support of the development of clean, renewable energy sources to meet the growing energy needs of B.C. communities. Dispute resolution workshops were provided for local governments and ministry staff. A number of initiatives to advance and promote sustainable urban development work were undertaken under the Development Finance Review Committee and Smart Development Partnership Program, including affordable market housing and development finance workshops with industry stakeholders and $350,000 in funding for nine Smart Development partnerships.

Several initiatives were also undertaken related to community transition to support communities facing the loss of traditional revenue sources. Ministry staff met with the communities of Port Edward, Prince Rupert, Terrace, Skeena-Queen Charlotte Regional District and Port Alice, and transition studies which will be completed in 2005/06 have been undertaken. The ministry also published "The Resilient City" for the World Urban Forum, a paper that may be of use to communities making necessary adjustments to remain economically viable communities.

Explanation of Measure and Results

A regional growth strategy in a high growth region benefits communities by anticipating and preparing for future demands due to growth and thereby ensuring sustainability. When a regional growth strategy is adopted, it demonstrates that the Regional District, member municipalities and provincial government agencies have worked together to develop a strategic approach to growth and that they intend to work together to implement the strategy. This measure demonstrates efficient and effective local government systems in that they are anticipating the effects of growth and taking action to ensure infrastructure and services can respond to future needs. The measure does not evaluate the content of strategies, nor does it consider the extent to which implementation commitments have been fulfilled. It also does not measure the impact of these strategies, particularly as to whether they are achieving desired outcomes. However, once a strategy is adopted, accountability for implementation is required under the Local Government Act through annual reporting and a five-year review. The ministry is researching whether other indicators could be designed to capture the impacts of a regional growth strategy within a region.

Explanation of Variance

The Fraser Valley Regional District adopted a regional growth strategy in 2004/05, which was not included in the 2004/05 projections. Some population recalculations had minor impacts to the target as well.

Objective 3: Communities are able to provide safe drinking water and appropriate sewage treatment.

Most local governments provide their communities with infrastructure to ensure safe drinking water and appropriate sewage treatment. Such infrastructure is expensive and major projects often challenge the financial capacity of both large and small local governments. Since investments of this type are important to communities and quality of life for British Columbians and often support local economic development, the federal, provincial and local governments have invested in water, sewer and energy efficient building projects throughout the province.

Strategies

1. Deliver the Canada-BC Infrastructure Program: Since its inception in 2000, the Canada-BC Infrastructure program has provided $600 million for 187 infrastructure projects in 160 communities. In 2004/05, $96 million was paid out to 83 local governments. 100 per cent of available funding for this program has now been allocated. Investment in local government infrastructure will continue through other programs such as the BC Community Water Improvement Program (a $120 million program announced in February 2005) and programs identified under the New Deal for Cities and Communities Agreement.
2. Deliver the Infrastructure Planning Grant Program: 183 applications for funding under this grant program were received in 2004/05. Funds totaling $1.1 million were awarded for 117 projects. Available funding was increased in 2004/05 from $1 million to $2 million. This funding level will continue in 2005/06.

Explanation of Measure and Results

1. The drinking water measure was chosen because it reflects current regulatory standards within North America for the treatment of surface water. The Province works in partnership with the federal government, local governments and provincial agencies (such as the Ministry of Health Services) to achieve the desired outcome of safe drinking water for British Columbians. The Province and the federal government contribute funding through the Canada-BC Infrastructure Program; local governments plan and build the infrastructure. Local governments are required to first meet program criteria and ultimately provincial drinking water standards. While these measures represent those populations or portions of community populations served by new water treatment facilities, they do not: include groundwater; determine the exact number of people served by any one facility (connections vs. people); capture the percentage of the provincial population served by privately-owned infrastructure; or capture the total net benefit of the funds invested related to drinking water systems. For these reasons, this measure may be revised in future.
2. The sewer systems measure captures existing, and varying, standards established under the Environmental Management Act (permit to discharge), the Municipal Sewage Regulations (MSR) and standards approved under a Liquid Waste Management Plan. The Province works in partnership with the federal government, local governments and provincial agencies (such as the Ministry of Water, Land and Air Protection) to achieve the desired outcome of appropriate sewage treatment for British Columbians. As with water infrastructure grants, the Province and the federal government contribute funding through the program; local governments plan and build the infrastructure. Local governments must meet program criteria and ultimately provincial waste water standards. While these measures represent those populations or portions of community populations served by secondary wastewater treatment facilities or facilities operating under a Liquid Waste Management Plan, they do not: capture investments made in infrastructure improvements to secondary treatment facilities that do not meet MSR standards; capture the percentage of the provincial population served by privately owned infrastructure; or capture the total net benefit of the funds invested related to waste water systems. For these reasons, this measure may be revised in future.

Explanation of Variance

The target for drinking water was exceeded because more projects than were originally projected were completed in 2004/05. Targets are not considered achieved until the project is operational. It is expected that these figures will increase to 17.84 per cent in 2005/06 and 69.13 per cent in 2006/07. Targets for sewer systems are expected to remain unchanged for the foreseeable future.

Objective 4: Cooperation and coordination among public libraries is maximized, allowing them to provide the highest quality service to British Columbians.

The 70 libraries in British Columbia are supported by the Province as they work together through networked services to maximize the investment, by all levels of government, in library programs. Cooperation is realized by libraries sharing materials, information and staff expertise province-wide. An electronic network reduces traditional barriers of distance and size by making public access to library resources available across the province. The ministry provides administrative and organizational support to ensure libraries are able to maximize these cooperative opportunities.

Strategies

1. Develop a strategic plan for public libraries: Libraries Without Walls … the World Within Your Reach — A Vision for Public Libraries in BC was completed in November 2004, and Government approved $12 million in funding for implementation of the Plan over three years. Objectives and measures were identified in 2004/05 and implementation begins in 2005/06.
2. Support community plans for libraries to form cooperative models for service delivery: Building on the one existing library federation in the Lower Mainland, the ministry identified eight possible library federations in 2004/05. Meetings to identify common interests, solutions to resource issues and technical considerations were held in five of the eight areas of the province. $17,500 in funding was made available to the Kootenay and North Coast Library Boards for co-operative service delivery feasibility studies. An additional $25,000 was provided for start-up costs associated with implementation of the Kootenay library feasibility study. Phased rollout of the eight new federations will take place beginning in 2005/06.

Explanation of Measure and Results

This measure lays the groundwork for providing future information to gauge progress towards achieving the goals outlined in the Strategic Plan. The Plan itself and its measures were developed through consultations with library community stakeholders. Partners who participated in developing the measures include individual libraries, library boards and staff, library associations, the Union of B.C. Municipalities, the British Columbia Library Association and provincial agencies. Partners participated in the issues assessment stage; focus groups were regularly consulted throughout the process. While no formal accountability framework was established, partners were bound by common goals, like interests and joint financial investment. Implementation will occur through collaboration among partners. The Strategic Vision was approved by Cabinet in 2004/05 with the commitment of $12 million in funding for 2005/06 for implementation to begin over three years. The strategies outlined in the document will support libraries by enhancing services and ensuring libraries remain at the forefront of information delivery within their communities.

Objective 5: British Columbia's heritage is preserved and promoted.

Heritage is a critical part of the identity of communities and the province. Conserving heritage is central to people's understanding of their history. Conservation of heritage is also a part of healthy communities, contributing to their confidence and resilience. B.C. has more than 215,000 buildings that pre-date 1945, as well as many other historic resources. Approximately 15,000 historic places have been identified by communities, but fewer than 1,500 have been legally protected by local governments or the Province. Development pressures, disincentives to rehabilitation, neglect and other factors have resulted in the loss of 21 per cent of Canada's historic properties in the past 30 years.

Previously heritage sites were operated by government and, while the ministry maintains responsibility for conserving British Columbia's heritage, the method of delivering this service has shifted to a community-based approach. In 2004/05, the ministry worked to build heritage capacity in the private and non-profit sectors, and to strengthen partnerships with the federal and local governments in the delivery of national heritage initiatives.

Strategies

1. Devolve responsibility for British Columbia heritage properties to community partners: The devolution of Barkerville Historic Town to the Barkerville Historic Trust in March 2005 completed the move of 13 heritage properties to community-based management. Management of five heritage properties (one operating/four non-operating) is still to be addressed. The Site Management Agreement for the Kilby Farm has been terminated; negotiations toward a management agreement for Kilby Farm are ongoing.
2. Increase the public profile, understanding and appreciation of heritage in the province: The ministry remains the lead provincial agency in the promotion of understanding, appreciation and conservation of heritage in British Columbia. In 2004/05, the ministry undertook a number of initiatives to support heritage in British Columbia, including Heritage Week (partnership between the ministry and Heritage Trust of BC), promotion of the Community Heritage Properties Incentive Fund, substantial contributions to new web-based educational material and production of three Historic Places pamphlets targeted at high school students. B.C. now leads the nation in number of records in the Canadian Register of Historic Places with 432 records.

Explanation of Measure and Results

1. Agreements with third parties is a measure of the success of the ministry in devolving management of the 28 operating and non-operating heritage properties, formerly managed by the Province, to community-based third parties.
2. Identifying and recording B.C.'s historic places on the Canadian Register of Historic Places demonstrates increased recognition of heritage resources and the engagement of local governments in their conservation. This initiative has involved federal funding and participation by local governments. B.C. leads all provinces and territories in the total number of records prepared (1,010) and total listing in the national register (432).
3. Heritage strategies and plans developed through community consultation and adopted by Council resolution reflect increased understanding of the importance of heritage to community well-being and provide a framework for initiatives and investment by the local government. Information is compiled through the number of communities that apply for partnered funding to develop their strategies and plans. While this is an effective measure of the state of involvement of municipalities, other local governments are engaged in pre-planning consultations and training workshops, which also build community capacity and involvement and are not reflected in this measure.

Explanation of Variances

1. Successful devolution has been dependent on: whether the ministry could identify existing, or facilitate the creation of third parties with which an agreement to transfer sites could be negotiated; and land transfer processes outside the direct control of the ministry. The results for the previous year also left one site (Barkerville) still to be devolved, in addition to the target for this year. The financial goals were effectively achieved through the devolution of all 13 operating sites, by way of 15-year agreements or transfers of ownership. Subsequently, the 15-year agreement for one operating site (Kilby) was terminated, and negotiations are underway with a new party. The target was primarily not met because of delays associated with the devolution of non-operating sites. Transfer of some of these sites is dependent on the timelines of the Free Crown Grant process being used for the transfers of ownership and willingness of a third-party. A number of First Nations sites were delayed because of the time lines of the treaty negotiation process which varies depending on the circumstances of the particular First Nation involved.
2. Achievement of this measure depends on: local governments and their consultants to estimate the number of records to be prepared, provincial processing and quality control of records prepared, and federal resources to add records to the national register. Actual results may be higher or lower, depending on a number of factors, including the appropriateness of the record for inclusion in the federal register. Improved understanding of documentation standards by local governments and their consultants has resulted in a smaller number of better quality records that are likely to require less quality assurance by the ministry prior to listing on the national register. Federal partners are processing 148 records prepared by provincial staff in 2003/04 and 430 new records were put forward by B.C. in 2004/05.
3. The number of heritage strategies and plans depends on the amount of cost-shared funding and staff resources that can be accessed by local governments and the ministry. The target was exceeded, showing expanded knowledge of and commitment to heritage by local governments in the province and ministry commitment to achieving its objective.

Goal 2: Housing needs and safe building standards are met.

Core Business Area: Housing, Building and Safety.

During the past three years, low interest rates and rising consumer confidence have resulted in a thriving B.C. housing market. Housing has been one of the sectors leading the economic recovery of British Columbia. Affordability, however, continues to be an issue. Moreover, the supply of rental housing has lagged far behind demand over recent years. Regarding activity in the building sector, housing starts are an excellent indicator of construction activity. In 2004, B.C. had the highest percentage growth in housing starts nationally.

Objective 1: The housing market thrives.

The strategies below are intended to result in a housing market that is better able to meet the housing needs of British Columbians. While government's ability to influence the housing market is small, initiatives are being implemented to find ways to reduce impediments to the development of affordable market housing and to support increased flexibility in housing development for builders and local governments. Supporting and encouraging local governments to better enable affordable housing development in their communities is also an important strategy, given the limited supply and relatively high cost of land in some jurisdictions.

Strategies

1. Implement initiatives to enable the housing industry to respond to needs: Amendments to the Real Estate Act and Insurance Act allowed developers the option to use purchasers' deposit monies for financing the costs of residential development projects as long as the deposits are adequately insured. Amendments to the Homeowner Protection Act and associated regulations gave building renovators more flexibility in conducting building envelope repairs while saving homeowners money without compromising consumer protection or building quality.
2. Provide local governments with planning tools and guides on development of affordable housing: The ministry published the Planning for Housing 2004 Guide, and will publish two more guides in June 2005, Secondary Suites: A Guide for Local Governments and Local Government Guide for Improving Market Housing Affordability. Workshops based on these publications are also being developed. Amendments to the Local Government Act provisions around Development Cost Charges help reduce the burden of infrastructure costs for more dense and therefore more affordable housing projects.

Explanation of Measure and Result

1. The goal of the Market Housing Policy is to support a vibrant and thriving housing industry that also meets the needs of British Columbians. To monitor this broad area effectively, a number of specific housing industry indicators have been identified to understand and quantify influencing factors, progress and outcomes. These indicators will be measured over time (trend data) and broken down regionally where appropriate. The indicators require ongoing research and revision as the housing market is complex and impacted by many factors outside government control. Some indicators are considered to have an impact on the market rather than reflecting the market itself. A selected data baseline has to be determined. The performance information is primarily being gathered through the Canadian Mortgage Housing Corporation, Statistics Canada and BC Stats.
2. One of the strategies used to increase housing options is to encourage local governments to develop and implement policies that will support the housing industry in continuing to build housing that meets diverse needs. Housing policy guides and tools are therefore made available to local governments. The ministry target is to increase use of these planning tools and techniques, which is an effective indicator that local governments are enhancing their capacity to respond to housing needs and moving toward the goal of improved affordability. These tools complement new powers under the Community Charter, which allow local governments to be more effective in meeting local housing needs through increased abilities to use tax exemptions, housing reserve funds and public/private partnerships. The information is gathered through a local government survey that is conducted every three years. Because the measure is new, no trend has yet been established. The next survey will be conducted in 2006/07 with a target of 75 per cent of these communities applying affordable housing tools and techniques. This measure was revised in 2004/05 to apply to communities over 100,000 where this measure is more relevant.

Objective 2: The most vulnerable British Columbians are housed.

Not all British Columbians are able to find and afford suitable housing in the private market. The strategies below are intended to increase the number of housing units produced through the Independent Living BC program and the Provincial Housing Program, and ensure that existing subsidized housing is effectively meeting the needs of the most vulnerable households.

Strategies

1. Increase the number of units subsidized under the Independent Living BC program: Since June 2001, the Province has funded the construction of 3,400 new subsidized units under the Provincial Housing Program and an additional 3,500 under the Independent Living BC program for frail seniors and persons with disabilities.
2. Review existing programs to enhance housing for the most vulnerable: The ministry is working to identify gaps in the current housing delivery system and developing a comprehensive Provincial Housing Strategy. The ministry is also looking at federal/provincial jurisdiction in social housing to achieve greater influence over the non-market housing stock and be better able to target resources to serving the most vulnerable.

Explanation of Measure and Results

1. This measure reports on all new units expected to reach completion during the reporting period. This housing responds to gaps in the existing housing supply and responds to the housing needs of vulnerable British Columbians. Units that were created were delivered under a mix of strategies, including the Provincial Housing Program, the Independent Living BC Program and partnership initiatives. Future priorities include the delivery of additional transitional and supportive housing in targeted communities in response to local priorities identified through the Premier's Task Force on Homelessness, Mental Illness and Addictions, which was established earlier this year.
2. This measure reports on the number of new rent supplements expected to be delivered under the Independent Living BC Program during the reporting year. Rent supplement assistance for seniors in need of housing and support in the private market represents an important component of the Independent Living BC Program — a housing for health initiative introduced in April 2002.

Explanation of Variance

1. The target was mostly achieved (87 per cent); however, anticipated completion of some Independent Living BC units was delayed, due to the complexity of the program and partnerships, as well as specific housing and support needs of the clients. See BC Housing 2004/05 Annual Report.
2. The target was almost fully achieved (97 per cent); however, there were minor delays in the allocation of some rent supplement units for developments still under construction. See BC Housing 2004/05 Annual Report.

Objective 3: British Columbia has a modern building regulatory system for safe, healthy and accessible buildings.

Strategies for effective building policy focus on a sound, objective-based building regulatory system that is consistent with modern building industry practices and lessons learned from other jurisdictions.

Strategies

1. Participate in development of new objective-based building and plumbing codes: B.C. has actively worked with the Canadian Codes Centre and other provinces and territories to develop the new model national building and plumbing codes, on which the BC Building Code is based. During 2004/05, B.C. continued to chair the Provincial-Territorial Policy Advisory Committee on Codes, the provincial/territorial committee providing policy advice. B.C. also participated on working groups on the code development system, the Preface to the Building, Plumbing and Fire Codes and training on the new objective-based code format.
2. Develop proposals for a modern, efficient building regulatory system: In 2004/05, the ministry undertook an interbranch project to examine the current state of the system for achieving safety in the built environment through analysis of current regulations and existing reports and recommendations, as well as through stakeholder workshops, and to envision an optimal future system by analyzing gaps between current and future state and barriers to system effectiveness. The goal of this project is to identify options in 2005/06 for improvements that balance public safety, economic and social outcomes.
3. Establish and implement a mechanism for code interpretation services for all provincial users: Through extensive analysis, the ministry identified a need for building code interpretation services ranging from clarification to peer advice and binding dispute resolution. The analysis showed that building code interpretation services cannot be addressed in isolation, so this has been integrated into the modernisation project described above.

Explanation of Measure and Result

The BC Building Code is the primary building regulation in B.C. Another regulation is the Water Conservation (Plumbing) regulation, which establishes a requirement for low water consumption toilets. The ministry has been working with the National Research Council to update the BC Building Code , which encompasses the model national building and plumbing codes, with a number of B.C. variations. While delays at the national level have resulted in delays at the provincial level, government did amend the Water Conservation (Plumbing) regulation to require that newly-installed toilets in certain high-population areas in B.C. be ultra-low flow (6 litre) fixtures. This was at the request of local governments.

Explanation of Variance

A major revision of the BC Building Code is dependent upon the revision cycle of the model national building code, on which the BC Building Code is based. There have been delays at the national level, resulting in delays at the provincial level. It is anticipated that the model national building and plumbing codes will be available to provinces and territories in 2005/06. Training cannot be undertaken until the code is adopted.

Goal 3: Loss of life, injury and property damage are minimized in the built environment.

The ministry works to minimize loss of life, injury and property damage in the built environment by providing the policy and legislative frameworks for fire prevention and the safety of regulated equipment and processes. Success depends on many partners and stakeholders, including local governments, Local Assistants to the Fire Commissioner, the BC Safety Authority, industry, regulatory and other associations, and the public.

Core Business Area: Housing, Building and Safety.

Objective 1: Local governments are able to deliver effective fire prevention services for their communities.

Local governments are responsible for delivery of fire suppression and prevention services. The Office of the Fire Commissioner (OFC) is the senior authority for setting fire prevention policy and legislation. It also provides training to Local Assistants to the Fire Commissioner to ensure that local governments are able to meet the above objective. Control over providing effective fire prevention services rests with local government, thereby limiting the Ministry's ability to reduce injury, property damage and loss of life in the built environment.

Strategies

1. Develop the BC Fire Code in an objective-based format: The ministry is nearing the end of the Building and Fire Code review cycle. The cycle, led by the National Research Council, is expected to result in an Objective-based Code that contains the current prescriptive code and options for alternative solutions for achieving life safety and property protection. Release of the new objective-based code is now anticipated for 2006.
2. Undertake legislative review of the Fire Services Act: The ministry has been involved in research and analysis of the Fire Services Act since 2003. The legislative review is continuing with the possibility that amendments will be proposed in 2006.
3. Provide training and public education on fire safety and prevention: The ministry provides ongoing training and support to the BC Fire Services in the area of public fire and life safety education. Programs include the BC Public Fire and Life Safety Education Curriculum — Getting to Know Fire — and provincial Juvenile Firesetter Intervention program.

Explanation of Measure and Results

1. The BC Fire Code is updated periodically. A major revision of the BC Fire Code is dependent on the revision cycle of the model national building code, on which the BC Building, Fire and Plumbing Codes are based. There have been delays at the national level, resulting in delays at the provincial level. It is anticipated that the model national building and plumbing codes will be available to provinces and territories in 2005/06.
2. The Fire Services Act was originally drafted in 1921 and has not undergone any major revisions since. Many aspects of the Act are not consistent with the objectives of governance established by the Province. In addition, service partners in fire prevention currently include municipalities only because there is no statutory requirement for non-municipal fire prevention inspections in B.C. This has been identified as a gap in the current Fire Services Act. New legislation will address this gap and be more enabling than prescriptive to better support this objective.
3. The number of Local Assistants to the Fire Commissioner (LAFCs) has been relatively stable at 1,200 for the past several years. As LAFCs retire and new LAFCs are appointed, the ministry provides training to enable them to carry out their statutory responsibilities under the Fire Services Act. LAFCs are responsible for fire reporting and investigation, and may be called upon to inspect premises that are deemed to be unsafe from a fire safety perspective. In some areas of the province, the local police (RCMP) fulfill these responsibilities.
4. Reductions in the number of fires, fatalities, injuries and property losses are useful as a longer term measure of trends over time that can indicate effectiveness of fire prevention and public education campaigns. However, this outcome is affected by many factors beyond the capacity of the Office of the Fire Commissioner and the control of the ministry (such as whether there was a fire department and the extent of fire prevention or public education activities in the area). For this reason, this measure was not included in the ministry's 2005/06 Service Plan but will continue to be used internally as a tool to monitor trends and possible impact of the state of fire prevention and response in the province.

Explanation of Variance

1. No target for 2004/05 established.
2. Service partners, including the Fire Chiefs' Association and Fire Prevention Officers' Association, have identified that all of B.C. should be subject to mandatory fire prevention programs. The ministry is working with Regional Districts to determine the feasibility of requiring broader service delivery. It is anticipated that the research will produce a range of options to accomplish more effective fire prevention throughout B.C. To ensure a higher level of acceptance and support for new legislation, the ministry has initiated an innovative strategy to determine scope of new legislation for the Fire Services Act. The ministry has committed nearly $400,000 to research alternative fire prevention service delivery. As a result, drafting of the legislation has been delayed.
3. Target met.
4. Compared against the previous fiscal year, there was an increase in fires by 339 and fatalities by four; but a decrease by five injuries and $111.7 million in losses. However, numbers have declined over time (since 2001). The increase in the number of reported fires could be attributed to a change in reporting requirements where all fires, regardless of value, are reported to the Province. The high losses reported in the previous fiscal year could be associated with interface fires that destroyed 334 homes and ten businesses.

Objective 2: Public safety is promoted with regard to regulated products and processes.

With respect to regulated equipment and public safety, the ministry is working to address the fragmentation that has occurred in the last few decades. This is due to the proliferation of new safety-related materials, technologies and services; the increase in discipline-specific changes; and the absence of a single body with a comprehensive safety mandate. The Province is responding to these pressures by establishing an independent BC Safety Authority, effective April 2004. The Safety Policy and Liaison Branch manages the Province's relationship with the BC Safety Authority and works to establish a safety policy and legislative framework, including objective-based safety codes, and towards the harmonization of national safety standards.

Strategies

1. Manage delegation agreement with the BC Safety Authority: Regular meetings are held with the senior management of the British Columbia Safety Authority (BCSA) and the outputs produced by the BCSA were reviewed to ensure that BCSA was meeting the performance objectives under the Administrative Agreement with the Province. In 2004/05, these objectives were met.
2. Continue development of objective-based safety regulations: A new Monetary Penalty Regulation was developed under the Safety Standards Act. This regulation came into effect on March 31, 2005, and it enables an additional enforcement tool to promote compliance under the Act. The regulation provides criteria for safety managers to consider before imposing a monetary penalty.
3. Promote B.C.'s interest in the harmonization of national technical standards: B.C. is chairing the National Public Safety Advisory Committee (NPSAC) Hydrogen Working Group to develop a new harmonized regulatory framework for all provincial and territorial jurisdictions in Canada that will ensure safety standards for hydrogen life cycle functions, including production, transportation, storage, fuelling and applications. The working group will present its first work outcomes at the next NPSAC conference in Halifax in May 2005.

Explanation of Measure and Results

The ministry is responsible for ensuring that the newly established BC Safety Authority (BCSA) meets its performance objectives under the administrative agreement and that ultimately provincial objectives for safety are met. The BC Safety Authority has developed indicators on which it will report in its State of Safety report at the end of December 2005. The ministry has analyzed the indicators selected by the BCSA for reporting to ensure they meet provincial objectives as defined by the Safety Standards Act for a safety framework in B.C.

Goal 4: Social and Economic outcomes for Aboriginal people are improved.

The general standard of living for B.C.'s Aboriginal people is 20 per cent below that of other British Columbians. The province's Aboriginal population grew by 24 per cent between 1996 and 2001. In recent years, more Aboriginal people have moved from reserves to urban centres with about 70 per cent now living off-reserve in B.C. These shifts in population challenge the ministry to address the expanding need for service from the growing and youthful urban Aboriginal population. The provincial government has placed a high priority on improving the quality of life for Aboriginal people, directing the ministry to work towards better coordination and integration of resources to meet the needs of Aboriginal people. Success in achieving these objectives depends largely on partnerships with other ministries, the federal government, and Aboriginal organizations and communities.

Core Business Area: Aboriginal, Multiculturalism and Immigration.

Objective 1: Aboriginal people and communities participate more in British Columbia's society and economy.

The ministry is working to improve the way that services are delivered and accessed by Aboriginal people and also to ensure that Aboriginal people have economic and social opportunities to improve their quality of life.

Strategies

1. Improve coordination and access to provincial programs and services that respond to the needs of Aboriginal people in British Columbia: The ministry engaged with the Aboriginal community, including political and service organizations, to inform development of a Provincial Aboriginal Social and Economic Strategy.
2. Enhance the social and economic development opportunities for Aboriginal people in British Columbia: The First Citizens Fund continued to support enhancing social and economic development opportunities for Aboriginal people through the Business Loan Program, Business Advisory Centres, Student Bursary Program, Elders Transportation Program, Friendship Centre Program, and Heritage, Language and Culture Program. Each program met their objectives of supporting Aboriginal entrepreneurs to start, expand, or purchase a business, expanding the availability and accessibility of business information and services within the province, supporting Aboriginal students and Elders, and urban Aboriginal people, and supporting Aboriginal communities to preserve and revitalize their languages and cultures. These programs contribute resources for Aboriginal people and communities to achieve their goals for economic participation and social and cultural revitalization.
   In addition, six new Aboriginal Employment Partnership Initiative agreements were signed (for a total of thirteen). Each agreement is a commitment by an employer to address employment barriers for Aboriginal people and, through an established process with the Aboriginal community, to increase the employment of Aboriginal people within their organizations.
   A partnership agreement with Western Economic Diversification was also initiated to deliver the Aboriginal Business Entrepreneurial Skills Training Program over the next three years for Aboriginal youth exploring self-employment options.
3. Partner with the federal government and Aboriginal communities to address the needs of Aboriginal people: The ministry participated as observers in the federally led Canada-Aboriginal Peoples Roundtable policy dialogue sessions and facilitated sector ministry and Aboriginal organizational contributions to the Roundtable. B.C. is co-chairing a process for development of the agenda for the First Ministers' Meeting on Aboriginal Issues with the federal Inter-governmental Relations Secretariat.
4. Increase provincial involvement in the federal Urban Aboriginal Strategy: The ministry supported the expansion of the Urban Aboriginal Strategy by developing a pilot initiative in the Community of Prince George. The federal contribution totalled $500,000 over two years, fiscals 2004/05 and 2005/06.

Explanation of Measure and Results

The measure demonstrates that Aboriginal businesses are being established and expanded each year with program support. The challenge with this measure is that targets are based on rolling five-year averages, so annual results vary from year to year. Also, it does not measure progress of Aboriginal economic development or long-term business viability in comparison to the overall business community. Measures relating to those issues are being considered. A survey to determine the continued success of Aboriginal businesses supported by the program was carried out in 2003/04 and will be repeated every five years. The program is delivered under third-party agreement. Third-party service providers are accountable for full program disbursement in accordance with program terms, conditions and contractual obligations.

Explanation of Variance

The total amount of funding dedicated to this program is relatively static. This year, there were fewer small loans and more larger loans, which reduced the total number of loans provided. These variances are typical for the program due to economic conditions and the response of borrowers and lenders to those conditions.

Explanation of Measure and Results

This measure is effective in demonstrating the willingness of employers to enter into a process of change. It does not reflect the considerable implementation work or the desired longer term outcomes of change to increase employment of Aboriginal people. The program is delivered by a third-party organization that facilitates and carries out work with employers and is accountable for reaching specified stages of results with each employer.

Explanation of Variance

The program gained considerable momentum in the third year, in part due to having materials and templates in place developed as a result of earlier partnership processes. Tangible products increased employer understanding of intended outcomes and increased interest in participating. The ministry is working toward developing a funding partnership with the federal government to continue to support this initiative.

Objective 2: Aboriginal communities and organizations are strengthened through language and culture preservation and increased ability to deliver culturally responsive programs and services.

Support for culturally appropriate services is a key strategy, leading to strengthened Aboriginal communities. Preservation of Aboriginal languages is critical to maintaining a strong sense of community and heritage.

Strategies

1. Support the preservation of Aboriginal languages through the First Peoples' Heritage, Language and Culture Council grant program: Funding to support the preservation and revitalization of Aboriginal languages and cultures was maintained at $1 million. Funding supports the First Peoples' Heritage, Language and Culture Council to deliver language and arts program funding and develop strategies and initiatives that support the revitalization and expression of Aboriginal languages and cultures in B.C. The First Peoples' Heritage, Language and Culture Council supported the delivery of 32 community language projects. The ministry also provided support to the First Peoples' Cultural Foundation to expand the use of http://FirstVoices.com, an innovative web-based language archiving and teaching tool, to Aboriginal language communities in B.C. that have not previously been introduced to this tool.
2. Increase capacity of Aboriginal organizations to design and deliver culturally responsive programs and services, including employment-related partnerships and activities: The ministry worked with the Métis and urban Aboriginal community, through their political representative bodies (Métis Provincial Council of BC and the United Native Nations) on the implementation of a tripartite Memorandum of Understanding with each organization and the federal government. The ministry supported implementation of an Aboriginal Healing Program initiative in Greater Vancouver to strengthen capacity and implementation of pilot initiatives as a participant in the Greater Vancouver Urban Aboriginal Strategy Steering Committee; and the ministry provided $500,000 to the Centre for Sustainability to work with the Aboriginal community in 2005/06 on the development and delivery of a pilot program intended to support improvements to the organizational capacity of Aboriginal community organizations.

Explanation of Measure and Results

This measure is an effective measure of the number of communities receiving project support annually. The longer term desired outcome of these projects is to reverse the decline of Aboriginal languages. This is a very gradual process, not easily measured on a year to year basis and difficult to ascertain through data collection. The program is delivered by a third-party with a solid reputation for fair decision-making and accountable delivery of service. Funding recommendations are made by a committee of experts following a public call for submissions.

Explanation of Variance

The target was based upon an anticipated number of projects based upon previous experience. The funding pool remained unchanged, so a smaller number of higher value projects were approved by the delivery organization. This is a response to the nature and quality of the funding applications and is not indicative of any under-performance.

Objective 3: Vancouver's core neighbourhoods are revitalized and community capacity and social infrastructure are strengthened.

The Vancouver Agreement (VA) is a federal/provincial/municipal initiative to support sustainable development in Vancouver, particularly in the city's Downtown Eastside neighbourhood. This initiative has broad impact for many people and the community as a whole, as well as Aboriginal persons who live in the Downtown Eastside.

The strategies below ensure that, through Vancouver Agreement partnerships, economic, social and health benefits are created in Vancouver's core communities. This work will be linked to the 2010 Olympic Games planning process so that direct and lasting benefits occur for these key communities before, during and after the 2010 Olympics.

Strategies

1. Implement economic, health and public safety initiatives through Vancouver Agreement partnerships: The ministry worked to implement the VA strategic plan with priority actions in the areas of economic, social, health and public safety, collaborating with VA partners, community agencies, businesses and operational agencies to optimize results.
2. Collaborate with the Olympic Games Secretariat to maximize positive impacts on Vancouver's Downtown Eastside communities: The ministry participated in the design of a responsibility matrix for the implementation of the 2010 Inner-City Inclusive Commitment Statement, which includes extensive commitments related to inner-city communities, including the Downtown Eastside. Existing and future opportunities under the VA economic revitalization plan were then linked to the implementation of the Commitment Statement.
3. Facilitate enhanced cultural diversity in Vancouver's Downtown Eastside communities and improve economic revitalization: The ministry organized an arts breakfast to seek input from community stakeholders, and initiated the process for the development of an arts and cultural strategy to support the economic revitalization process.

Explanation of Measure and Results

The Vancouver Agreement (VA) partners have an evaluation framework and an economic revitalization plan which includes identified outcomes in the area of economic revitalization to measure the impacts on improving conditions in the Downtown Eastside. Through the "Opportunities Starting Now" fund, potential legacies were identified for low-income communities, such as training and employment and targeted opportunities for women and youth. The number of new revitalization initiatives indicates how well VA partners are working together toward achieving commonly agreed upon outcomes. The VA has been more successful in securing agreement to implement new initiatives than originally forecast. Future forecasting may be revised to reflect capacity to achieve higher targets.

Explanation of Variance

The original forecast was conservative and the initial target has been surpassed. The Inner-city Partnerships Branch has played a key role in building effective partnerships, which led to successful implementation of a higher number of new initiatives.

Goal 5: The social and economic benefits of immigration and multiculturalism are maximized.

Core Business Area: Aboriginal, Multiculturalism and Immigration.

The number of British Columbia immigrant landings in recent years has remained stable, ranging between 34,000 and 38,000 a year over the last five years, constituting approximately 15 per cent of the national total. Immigration provides the largest source of population and labour force growth, playing a lead role in meeting skill requirements, attracting investment and expanding consumer demand. Immigration also brings many social benefits. The Province works to promote cultural diversity and multiculturalism, which will attract more immigrants to British Columbia as a safe, welcoming place in which to invest and raise families.

Given increased global and inter-provincial competition for "economic" immigrants, the Provincial Nominee Program was expanded to help the Province meet key skill shortages, attract business immigrants who can potentially make the greatest contributions to investment and job creation, and facilitate immigration to smaller communities in British Columbia.

Regional dispersion of immigration (also a federal priority) can contribute significantly to regional development goals as the Province's heartlands strategy unfolds. The Province consulted with the federal government in expanding the Provincial Nominee Program and accessed new funding to action federal priorities, including labour market language training and foreign qualifications recognition.

Strategy

Develop and implement a comprehensive cross-ministry strategy to maximize the social and economic benefits of immigration and cultural diversity to the province of B.C.: A provincial strategy to improve the social and economic benefits of immigration, the Strategic Framework to Enhance the Social and Economic Benefits of Immigration to British Columbia, was presented to and approved by Government Caucus Committee on the Economy and Government Operations on February 21, 2005. A second provincial strategy relating to the benefits of cultural diversity, the Strategy to Improve the Social and Economic Benefits of Cultural Diversity in British Columbia (the "Cultural Diversity Strategy") was developed in consultation with the Multicultural Advisory Council and other stakeholders, and was approved by the Government Caucus Committee on the Economy and Government Operations on March 7, 2005.

Explanation of Measure and Results

To form a comprehensive immigration framework for B.C., the ministry worked to develop a high-level strategy designed to maximize the social and economic benefits of immigration. The strategy provides a strategic overview of provincial interests and activities in immigration. It is intended to provide the broad support for the ministry's Goal 5, rather than to fit under one objective. The strategy builds on current activities with enhancements designed to coordinate and challenge federal, provincial and public-private activities to better meet the Province's interests in immigration. The strategy includes a detailed workplan with measurable outcomes and will continue to be implemented through 2005/06.

Explanation of Variance

Implementation of the strategy depends largely on stakeholder involvement. The framework is completed but implementation is long term and will extend beyond 2006.

Objective 1: Stronger communities through action on racism and greater awareness of multiculturalism.

Through community partnerships, the Province supported a growing local commitment to anti-racism and multiculturalism. These local efforts are able to mobilize multiple contributors and ultimately lead to community-based approaches to dealing with and preventing racism and supporting diversity.

Strategies

1. Facilitate and empower communities to mobilize against racism and to promote multiculturalism: The Critical Incident Response Model was implemented in 12 communities across B.C., and 14 other community-based anti-racism and multiculturalism projects were funded. The ministry also co-sponsored a Dialogue on Multiculturalism with more than 150 public, private and non-profit sector leaders on February 14, 2005.
2. In cooperation with the Ministry of Small Business and Economic Development, develop a document capturing a multicultural theme around the Olympics: the Multicultural Advisory Committee and ministry staff worked with the Ministry of Small Business to fashion a multicultural theme for the 2010 Olympics. The Cultural Diversity Strategy also incorporates this objective related to the development of a multicultural theme in the 2010 Olympics, plus strategies and activities to roll out this initiative.
3. In consultation with the Multicultural Advisory Council, examine mechanisms for delivery of anti-racism and multicultural initiatives with partners: In consultation with the Multicultural Advisory Council and other stakeholders, the ministry developed a Strategic Framework for Action: A Strategy to Stimulate Joint Action on Multiculturalism and the Elimination of Racism in B.C. This framework was presented to a broad cross-sectoral group of 150 participants at the Dialogue on Multiculturalism.

Explanation of Measure and Results

1. Third-party funding of initiatives and services is the primary means by which the ministry meets its multiculturalism/anti-racism mandate. In 2004/05, there were 22 community-based projects funded under the BC Anti-Racism and Multiculturalism Program, as well as two projects in support of the Dialogue on Multiculturalism — the Dialogue event itself, and an online forum that took place after the Dialogue. A "legacy" multimedia toolkit to assist smaller communities throughout B.C. to host local Dialogues on Multiculturalism will be implemented in the coming year.
2. Developing capacity at the community level to combat race-based hate activity is critical for community well-being. The primary tool used to build this capacity is the Critical Incident Response Model (CIRM) model. The CIRM is a three-step, three-year approach to address racism and hate.
3. This measure was one of the accountabilities for the Minister of State for Immigration and Multicultural Services. The document was incorporated into the Cultural Diversity Strategy, which sets strategic direction for this. Activities will be defined and implemented through to 2010. Implementation will depend on the engagement of other areas of government and agencies tied to the Olympics.
4. This measure was also one of the accountabilities for the Minister of State. A Strategic Framework for Action: A Strategy to Stimulate Joint Action on Multiculturalism and the Elimination of Racism in B.C. was completed and was a focal point of the Dialogue on Multiculturalism event in 2004/05. Given that the document proposes that multiculturalism and anti-racism are a shared responsibility, implementation of the recommendations depends heavily on partnerships with other stakeholders.

Objective 2: Accelerated settlement of immigrants allows them to realize their full potential and contribute to the economy.

Enabling and expediting settlement of immigrants will have direct benefits to local communities, as well as to immigrants themselves. The strategy below enables communities to provide new immigrants with the tools and supports they need to flourish in Canadian society and B.C. communities.

Strategy

1. Build community capacity to support new immigrants and refugees through settlement, language training and adaptation programs: An open solicitation process for BC Settlement and Adaptation programs was implemented across the province, resulting in allocation of resources for settlement and language programs using a model based on immigration population distribution and demonstrated needs. Services were contracted through five funding streams (140 contracts in 35 communities) for: English language services for adults, which includes language ability assessments and on-site child care; information and support services providing orientation, referrals and service linking for immigrants; community bridging, which matches immigrants to long-term residents; and sectoral support and delivery assistance to allow umbrella organizations to network, coordinate service delivery and develop resources.

Explanation of Measure and Results

Participation of new immigrants with limited English language skills in English language classes is a critical first step in achieving full integration into B.C. society. This measure demonstrates that service is needed.

Explanation of Variance

The ministry funds seats in learning institutions to serve new immigrants. The number of adult immigrants occupying those seats through the course of a year can vary depending upon circumstances such as immigrants becoming employed, learners quickly reaching the level of ability required to "graduate" from the service, etc. Because of a higher than anticipated turnover of immigrant learners in the purchased seats, more people were served over the course of the year.

Objective 3: The contribution of immigrants and temporary residents to the B.C. economy is expanded.

To maximize the benefits of immigration, B.C. works to attract and retain immigrants who are best able to contribute to British Columbia's economy. The strategies below form a multifaceted approach to attract and retain a greater number of qualified immigrants who are able to fill critical skill shortages (such as in nursing or high tech) or potentially move to B.C. and invest in local economies. It also supports immigrants with an international professional or trade designation to work in B.C. in jobs commensurate with their skills and training. A regional immigration strategy benefits smaller communities by furthering their interest in attracting and retaining skilled workers, students and business immigrants in support of local economic development interests.

Strategies

1. Negotiate and renew the Canada-British Columbia Agreement for Co-operation on Immigration: A renewed five-year Agreement for Canada-British Columbia Cooperation on Immigration was signed in April 2004, building on the previous Agreement and providing further mechanisms to increase the benefits of immigration to B.C. Under the new Agreement, the Provincial Nominee Program is maintained and strengthened; Canada continues to transfer funds for the delivery of settlement services to immigrants, with an additional transfer for enhanced labour market language training; special initiatives are developed to attract skilled workers, business immigrants and international students; joint commitment is established to support immigration to smaller cities and communities; mechanisms are facilitated to pursue the recovery of income assistance payments when sponsorship breakdown occurs; and mechanisms are established to discuss and pursue interest in immigrant health matters.
2. Expand the Provincial Nominee Program (PNP): A PNP expansion plan was developed in 2004/05 and approved for implementation through 2005 to 2008. Highlights of the plan include: increased marketing initiatives; expedited issuance of work permits for both the Business and Strategic Occupations (SO) categories; significant increases in the number of Business and SO nominees per year; a reduction in the minimum investment amount for the Business Skills category; and an expansion of the SO program criteria to include new sectors (physicians, midwives, self-employed applicants, skilled trades people, etc.). Since its inception, the PNP has generated more than $100 million in committed business investments and has helped to bring more than 900 skilled workers and their families into the province.
3. Accelerate career attachment opportunities for immigrants in the professions and trades: Career attachment opportunities for immigrants were accelerating in 2004/05 through the development of multilateral funding groups to assist immigrants in gaining Canadian work experience; direct support for B.C. regulatory bodies, professional and trades associations and employers to ensure immigrants have an equal opportunity to work in jobs for which they are qualified; continuation and expansion of specific projects to improve international credential recognition; and development of the BC Skills Connect for Immigrants program, an integrated career assessment, planning and employment bridging program to support expedited labour market entry for immigrants.
4. Identify and facilitate business immigration prospects: Opportunities were created to identify and facilitate business immigration prospects to the Province by: supporting the issuance of temporary resident visas for exploratory visits and interviews; business counselling and referrals for landed entrepreneurs; regular information seminars for both prospective and landed entrepreneurs; and matching business opportunities with prospective entrepreneurs.
5. Develop and implement a regional immigration strategy: A Regional Immigration Initiative was developed in partnership with Citizenship and Immigration Canada (CIC), and co-funded by the Province, CIC and Western Economic Diversification. The program is the first of its kind in Canada and was administered by a steering committee representing federal and provincial interests. Implementation in 2004/05 took the form of eight pilot projects outside the Greater Vancouver Regional District, designed to support community dialogue and action on immigration at the local level.

Explanation of Measure and Results

1. This measure indicates program success and ability to address B.C. skill-shortages and meet employer needs through expedited immigration processing. Knowledge of, interest in and use of the Strategic Occupations component of B.C.'s Provincial Nominee Program as a tool to address skill shortages tied to economic growth has increased.
2. This measure indicates the ministry's contribution to increasing immigration in B.C.'s regions. The measure allows the ministry to compare statistics to federally selected candidates. While the destination of nominees is not entirely within the control of the program, the measure does reflect marketing efforts in the regions and provides an indicator of the success of the program in meeting demand and promoting regional immigration. The measure also depends on the ability of employers in the regions to attract and retain skilled workers. At this time, the measure only reflects approved skilled worker applications and may be revised to include all nominees (both Strategic Occupations and Business Immigration components) heading to the regions. While the ministry exceeded its targets for Provincial Nominees by over 30 per cent, many of the new nominees were destined for the Lower Mainland where skill shortages were most acute.
3. This measure indicates whether the program is able to meet client needs. Employers are considered the main client of the program. A survey is administered by program staff and is complemented by periodic third-party comprehensive evaluation. The inherent weakness with a survey tool is that it may attract only those employers/clients who are satisfied with the program. The response rate for this survey was 43 per cent (response rates for surveys of this nature are usually between 30 and 35 per cent). The survey was e-mailed to 192 employers who sent in applications between April 1, 2004, and February 9, 2005. Of the 417 applications presented, 329 (79 per cent) were approved.
4. This measure indicates program performance and ability to meet provincial interests to increase business immigration. The program is demand driven, and as the business categories of the Provincial Nominee Program have become more widely known, applications have increased. Business immigration benefits B.C. through investments that are actively managed by immigrants who live in B.C. and who create jobs.

Explanation of Variance

1. The ministry exceeded its target. This is a demand driven service. In 2004/05, there was increased interest and demand for the program. Next year's demand is expected to double.
2. The ministry missed its target by four per cent. This is a demand driven service that depends on the ability of regions to attract and retain skilled workers.
3. The ministry exceeded its target by 19 per cent. Despite increasing demands on the program, client satisfaction remained higher than anticipated.
4. The ministry exceeded its target by 128 per cent. This target is demand driven. 103 nominees with work permits, or in the process of getting permits or permanent residence from Citizenship and Immigration Canada were approved in 2004/05. Demand doubled this year. It is anticipated that demand will triple in the next year.

Goal 6: Women's unique social and economic needs are addressed.

Core Business Area: Women's Services.

Women have made significant gains in B.C.: 59 per cent of university degrees in 2001 were granted to women, and women now comprise 47 per cent of the province's labour force. In addition, 35.6 per cent of all business owners in B.C. are women.

Women, however, are still more likely to be victims of crimes committed by someone they know, such as a partner, spouse, acquaintance, relative or ex-spouse. Ensuring access to safe shelter for women and their children who are fleeing abusive relationships will contribute to safer communities in British Columbia.

Objective 1: Women who have experienced abuse have access to emergency shelter and counselling.

Transition house programs and counselling services are an important part of government's strategy to ensure the safety of women and children. There are a total of 86 funded transition houses, safe homes and second stage housing providers in B.C. The transition house program was reviewed in 2004/05, resulting in new program funding for 2005/06.

Strategies

1. Manage programs that provide shelter and counselling services for women who have experienced abuse and for children who witness abuse: The ministry managed programs that provide shelter and counselling services through contracts with third-party service providers.
2. Develop a strategy for phased implementation of a new equitable funding model for the provincial inventory of transition houses, safe homes and second stage housing: In March 2005, a $12.5 million increase in program funding for 2005-06 was announced; $6.9 million of this funding went to increases for transition house programs to improve the consistency and quality of service delivery.

Explanation of Measure and Results

Stopping the Violence funding is provided to ensure women who have experienced abuse, and their dependent children, are sheltered. The measure is of client usage of a demand driven service. Over time the measure establishes a trend identifying the need for transition house services and assists the branch in determining ways to meet this demand. Provision of services relies on third-party service providers held accountable through transfer under agreements. Statistics on client service usage are collected monthly from transition houses. A new information management system is under development to improve the accuracy of reporting. One weakness of the measure is that it does not determine the quality of services delivered. This has been a challenge because of the need for a high level of confidentiality. To address this gap, a voluntary exit survey for clients is being developed.

Explanation of Variance

Shelter is provided as needed. Demand for transition house services exceeded estimates resulting in an increase in the number of clients sheltered. Data is based upon 11 months of reports from transition houses. It is difficult to determine whether an increase in demand corresponds to an increase in violence because increased awareness of services available or changes in social acceptance of violence may lead to an increase in service use.

Objective 2: Government is enabled to make informed decisions on issues that affect women.

Because of women's unique needs, the ministry works to enable the community and government to monitor the status of women in British Columbia and ensure that programs are designed to respond appropriately to their needs.

Strategies

1. Produce educational tools and materials to provide statistical data on women in British Columbia: Working with key partners, the ministry launched the "Starting Your Business — A Guide to Resources for BC Women" in the fall of 2004 to increase the profile of women entrepreneurs in British Columbia and provide a tool to assist new women entrepreneurs in their endeavours. The ministry also posted "Quick Facts on BC Women" on the Ministry website in the spring of 2005.
2. Develop a cross-ministry strategy to reduce violence against girls and women: A cross-ministry strategy was developed and presented to both the Government Caucus Committee on Communities and Safety and Cabinet. As a result, a $12.5 million increase in program funding for 2005-06 was announced; $800,000 of which will be added to existing funding for initiatives that address the prevention of violence against women.
3. Develop a strategy outlining activities and initiatives that profile and promote women's role in the province's economy: A Strategy to profile and promote women in the B.C. economy was completed and presented to the Government Caucus Committee on the Economy and Government Operations in February 2005. Implementation of the activities and initiatives will begin in the summer of 2005.

Performance Measure	Baseline	2004/05 Target	2004/05 Actual	Variance
Output: Guides and tools, as directed by government:1
Violence Prevention Strategy; and	N/A	Strategies developed and implementation begins2	Achieved	Target met
Strategy to profile and promote women's role in the economy	N/A	Strategies developed and implementation begins2	Achieved	Target met

Explanation of Measure and Results

These measures are output measures. Both were completed. The measures support the objective as these strategies were presented to government to provide them with information on issues affecting women.

Objective 3: Government is enabled to make informed decisions on seniors' issues.

Government provides at least 20 programs and services that benefit seniors directly and many others that benefit seniors indirectly. These programs and services are delivered by ten ministries and Crown Corporations and include programs that address housing, health, recreation, transportation, personal security and financial needs of seniors in B.C. The strategy below informs government to enable better planning and coordination of services and programs for seniors.

Strategy

1. Review government's programs and services for seniors and make recommendations on how government can focus its planning for an aging population: The review of government services was completed in the fall of 2004. A report with recommendations was presented to the Government Caucus Committee on Communities and Safety in March 2005. Implementation of the recommendations will begin in the summer of 2005.

Explanation of Measure and Results

This measure is an output measure. It was completed. The measure supports the objective as the report was presented to government to provide them with information on planning for an aging population.

Goal 7: Support services enable the ministry to be an effective and dynamic organization.

Core Business Area: Executive and Support Services.

In delivering its programs, the ministry is challenged to meet public expectations for greater accountability, online or e-business services, more hours of service, and direct access to systems, as well as staff expectations for greater support in the form of information technology solutions. The ministry continues to undergo significant changes stemming from government downsizing, centralization of corporate functions and strategic shifts such as "from direct service delivery to service delivery by third parties" and "from unfocused funding to performance based funding".

Objective 1: Corporate support services are responsive, innovative and efficient.

Providing effective support to ministry programs is critical to ensuring that all program objectives are achieved in the most efficient and economical manner possible. The strategies identified below are two examples of the ways in which corporate services supports ministry programs. Information management systems greatly streamline processes and reduce administrative overhead. Managing for results ensures that programs focus on what is actually achieved for B.C. citizens.

Strategies

1. Provide appropriate financial management strategies: The ministry budget was appropriately managed and the ministry is within 98.5 — 100 per cent of its budget target. The Finance and Administrative Services Branch continues to provide high quality financial management advice and customer service to ministry programs as measured by the Corporate Services Customer Satisfaction Survey.
2. Implement new information management systems for Multiculturalism and Immigration and Women's Services: Contract Management systems were developed for both Multiculturalism and Immigration and Women's Services. Online contract management processes including templates for contracts, automated workflows and data management capabilities were made available to ministry staff. Phase 2 in 2005/06 includes payment interface with the corporate accounting system. As part of this year's web-enabled initiatives associated with these two systems development projects were three additional projects to enhance systems and enable external contractors access to ministry systems. They are: STV-DES (Stopping the Violence Data Entry System), PIMS (Performance Information Management System) and OPRA (ministry Online Payment Reporting Application). STV-DES and PIMS are all web-based applications to collect budget information and performance data from agencies that contract with the ministry to provide services to clients. They also support performance management and reporting and service planning needs of the ministry and the Stopping the Violence Branch and Settlement and Multiculturalism Branch. They include a link to OPRA to provide payment information to users through BCeID, the provincial standard authentication security methodology for any contractor doing business with the Province. Phase II of this project will look at expanding the user base to Local Government and other areas of the ministry.
3. Implement managing for results: The ministry has been working to improve its performance management cycle to ensure all steps in the cycle are being fully implemented. The ministry engages in: a strategic planning process to anticipate emerging issues and be able to effectively respond; branch and ministry service planning to set objectives and performance targets for the coming year to three years; monitoring implementation of service plans over the year; planning for evaluation of programs and policies; and reporting on results.

Explanation of Measure and Results

1. Containing and reducing IT/IM costs across the ministry directly impacts internal operating efficiency with regard to workstation maintenance.
2. The objective of the Corporate Services Department survey is to provide an evaluation of service from the client's perspective.
3. The measure is total spending divided by total appropriation. Appropriation includes Estimates budget, supplementary estimates, contingency access and statutory appropriation. This is an appropriate measure of budget management. The ministry was on budget and received statutory appropriation of $1.2 million for the University Endowment Lands Special Account.

Explanation of Variance

According to the Corporate Services Department survey, the overall importance rating of Corporate services in 2004/05 was 88.5 per cent and the overall satisfaction rating was 74.4 per cent. There was a 7 per cent variance between the target and actual. Overall, clients viewed services much the same as they did in 2003/04. The difference in importance rating between 2003/04 and 2004/05 was 0.5 per cent, while the difference in satisfaction was 3.4 per cent. Given the many corporate initiatives that required implementation over the past year, including the transfer of the IT help desk function, Time-on-Line and i-Procurement, this is a significant accomplishment, and satisfaction remains generally high, despite these corporate shifts.

Objective 2: Organizational change is successfully managed.

The ministry has undergone significant changes since its inception in June 2001. Organizational change requires effective management to ensure uninterrupted high quality service delivery to citizens. The Human Resource Renewal Strategy ensured staff have the appropriate skills to meet the changing requirements of delivering ministry programs. Individual Employee Performance and Development Plans ensure that every staff member is focused on achieving the ministry's corporate objectives.

Strategies

1. Implement Human Resource Renewal strategy: Six core capabilities were defined for the ministry to assist with decisions for recruitment and development of people. They are: policy development; mediation of disputes; management of arms-length service delivery; enhancement of third-party capacity; building partnerships; and management of information. The first stage implemented this year was identification of learning priorities supporting the ministry capabilities. In the coming year, the capabilities will be integrated into selection criteria for recruiting key staff into the ministry.
2. Ensure all staff prepare Employee Performance and Development Plans: The ministry committed all employees to participate in the annual performance and development planning process. The Employee Performance and Development Plan (EPDP) helps the ministry determine common development opportunities and plan its investment in training and development dollars for the coming year. EPDPs are an essential tool for operationalizing branch and ministry service plans by linking employment performance and development to branch and ministry objectives.

Explanation of Measure and Results

Participation rate is key to successfully implementing this new feedback tool. As all employees have completed at least one EPDP, the focus will shift to ensuring plans are more specific to the needs of each employee.

Explanation of Variance

The ministry target was increased in 2004/05 to include all employees, in recognition of the key link between ministry, branch and employee performance objectives. While the ministry nearly achieved 100 per cent participation, some staff movement and temporary assignments resulted in the need for staff to update performance and development plans.

Deregulation

The Ministry of Community, Aboriginal and Women's Services is contributing to the government-wide New Era commitment to cut red tape and reduce the regulatory burden by one-third within three years. As part of the initiative, in 2001, the ministry completed a baseline count of 71,238 regulatory requirements.

On January 31, 2002, the Ministry completed a three-year deregulation plan which established a cumulative target reduction of 35.1 per cent for 2003/04, with a total reduction of 37.1 per cent by June 5, 2004. The plan was implemented through streamlining, modernizing and harmonizing ministry legislation, regulations and policies.

The ministry exceeded its target, achieving a 49.5 per cent cumulative target reduction in regulatory burden by June 2004.

Explanation of Variance

In 2004/05, the ministry out performed its total reduction target by 33.4%, achieving a final reduction of 49.5 per cent. This was primarily due to major revisions to the Railway Safety Act which were not part of the ministry's original deregulation plans. Other major areas of regulatory streamlining in 2004/05 included: the new Safety Standards Act; the introduction of the Community Charter; reductions in Childcare policy; and Heritage devolution to third-parties.