Report on Performance

Overview of Ministry Goals and Linkage to Government Strategic Goals

In 2004/05, the ministry pursued four goals to fulfill its mission and vision and to support the government's strategic goals as illustrated in Figure 1. The ministry's external services were provided through Goals 1, 2 and 3 with support from Goal 4 (organizational excellence). The Report on Results section (see page 25) provides details on progress towards achieving each goal. For more information about the ministry divisions responsible for each goal, click on the web links in each goal description.

Goal 1: Sustainable economic development of land and resources

Supporting resource-based sustainable development and diversification through land and resource planning decisions, increased First Nations economic participation, and improved frameworks for balancing resource management decisions while maintaining environmental integrity.

The ministry contributes to economic development opportunities under this goal by working with other ministries, First Nations, local government and other stakeholders to provide provincial, regional and sub-regional guidance in a variety of plans, sector strategies, policies, processes and decision tools. This planning helps ensure that resource management decisions take into account the needs of communities, the economy and the environment, now and in the future. These planning processes enable the province to increase certainty in resource allocation, attract investment, increase the diversification of resource-based regional economies and realize resource-based economic opportunities that will benefit all British Columbians. http://srmwww.gov.bc.ca/rmd/

Goal 1 operating expenditures were $17.3 million, 16 per cent of the ministry total and 34 per cent lower than 2003/04 expenditures. Actual expenditures were greater than planned on Objective 1 (strategic land-use plans and policies) and less than planned on Objectives 2 and 3.

Goal 2: Effective delivery of integrated, science-based land, resource and geographic information

Integrated land and resource information supporting ministry and client activities related to economic development, land-use planning, sustainability and e-government services.

The ministry serves the needs of clients in other provincial agencies as well as many public and private organizations concerning resource and other geographically-based information. It does so by collecting, integrating, storing, delivering and, in some cases, analyzing and interpreting such information as well as improving the technologies that make this possible. It thus provides a coordinated, cost-effective and collaborative approach to addressing client needs. As a consequence, a wide range of public and private decisions are improved, access to British Columbia's resources is enhanced, the identification of investment opportunities is accelerated and improved and costs are lowered to the private sector and government. http://srmwww.gov.bc.ca * (Click on Land Information BC.)

Goal 2 operating expenditures were $50.2 million, 47 per cent of the ministry total and 14 per cent lower than in 2003/04. Actual expenditures on land titles under Objective 2 were less than budgeted because of the creation and operation of the Land Title and Survey Authority from January 2005.

Goal 3: Sound governance of land and resource management

Principles, policies, legislation and processes to guide sustainable resource management.

The ministry develops principles, policies, legislation and processes for its clients that are clear and stable; strategically focused on results; soundly based on information, analysis and consultation; and balanced from a sustainability perspective. Through these approaches the ministry provides support to decision-makers in government and business concerning resource planning and management, tenuring, disposal and pricing as well as property assessment. These same approaches are also applied in the management of contaminated sites on Crown land and the administration of property assessment review panels. By these means, the ministry helps to improve certainty in resource management. http://srmwww.gov.bc.ca/clrg/

Goal 3 operating expenditures were $37.2 million, 35 per cent of the ministry total and 1,220 per cent higher than in 2003/04. Supplementary funding of $34.5 million accounted for all of this increase (principally for contaminated sites remediation and the BC Trust for Public Lands).

Goal 4: Organizational excellence

Demonstrated visionary leadership and continuous improvement through performance-focused staff as well as accountability and transparency to the public.

Goal 4 establishes a foundation for achieving the ministry's overall mandate. The goal will be achieved by attaining excellence in the ministry's services, its people and work environment. The ministry re-enforces organizational excellence by ensuring the needs of staff and clients are met in a professional, timely manner.

Goal 4 operating expenditures were $1.9 million, two per cent of the ministry total. This was a two per cent decrease from 2003/04 resulting largely from reductions in training expenditures in line with the ministry's smaller staff size.

Figure 1. The ministry's goals and outcomes in relation to the Government Strategic Plan 2004/05 — 2006/07

Synopsis of Ministry Results

The ministry's goals, objectives, performance measures and results are summarized below.

• There were 17 performance measures in the 2004/05 – 2006/07 service plan.
• The targets on 14 performance measures were achieved, and on three of these the targets were exceeded by more than 20 per cent. This amounts to an achievement rate of 82 per cent.
• The targets on two performance measures were mostly achieved (making at least 80 per cent of their target). If these are included, the overall achievement rate is raised to 94 per cent.
• The target on one performance measure missed due to a conscious redirection of resources.
• These results represent an increase over last year's 90 per cent overall rate for achieved and mostly achieved targets.

Report on Results

This section reports the progress made by the ministry on its objectives under each ministry goal through its performance measures and accomplishments. The principal strategies supporting each objective are also listed along with comments where applicable concerning their progress. All are considered ongoing unless otherwise noted.

Goal 1: Sustainable economic development of land and resources

Core Business Area: Sustainable Economic Development

Objective 1: Complete priority strategic-level land and resource management planning and cost-effective implementation strategies

Excellent progress has been made on most strategies and all performance targets have been achieved.

Consensus has been reached at LRMP planning tables for the Central Coast, North Coast, Morice, Sea-to-Sky and Haida Gwaii/Queen Charlotte Island areas of the province and these plans have been moved to government-to-government consultations with First Nations. The Working Forest policy will be implemented using existing tools including retention of the Provincial Forest designation.

Strategies

1. Designate the Working Forest land base.
2. Complete priority strategic-level land and resource-use plans to facilitate sustainable development.
3. Substantially complete designation of Protected Areas for the province.
4. Develop implementation strategies for completed strategic-level plans that address such issues as plan monitoring, more detailed planning requirements, eco-system based management, economic opportunities and First Nations values and concerns.
5. Develop and refine socio-economic and environmental assessment tools to inform land and resource decisions.

Note: The strategies concerning the Working Forest and the designation of Protected Areas for the province were modified⁶:

• The government announced in June 2004 that existing provincial forest designation and land-use planning processes will be used to implement the Working Forest commitment. Resource targets are being established under each land-use plan specifying land areas in the Working Forest supporting forestry and other uses and values such as habitat for wildlife. While different from the original concept, this approach being implemented responds to extensive feedback from stakeholders.

Performance Measures and Results

Progress on specified priority strategic-level plans: The following performance measure and targets specify the ministry's commitment to completing priority strategic-level plans and accompanying implementation strategies and policies. Completion of strategic-level plans helps ensure resource management decisions take into account the needs of communities, the economy, the environment, and First Nations values and concerns, now and into the future. The plans also facilitate access to, and use of, Crown lands and resources, particularly where competition between commercial and public interests for these resources is strong.

• Planning has been completed for the Central Coast, North Coast, Lillooet, Morice, Sea-to-Sky LRMPs and Haida Gwaii/Queen Charlotte Islands land-use plan. Government-to-government consultations with First Nations are now proceeding. These plans cover an additional 12 per cent of British Columbia bringing to 85 per cent the area of the province covered by such plans. Completing these plans will ensure all stakeholders pursue sustainable courses of action and provide economic benefits through improved investor confidence.
• The Working Forest policy was completed in July 2004. Government announced implementation of the policy through three existing tools: 1) strategic land-use plans such as LRMPs, 2) retention of existing Provincial Forest designation, and 3) commitment to implement net timber area objectives (targets) to define areas available for timber harvesting and other uses. The Provincial Forest designation applies to 75 million hectares of Crown forested and non-forested land - retaining this designation confirms more than 75 per cent of the provincial land base (outside of protected areas) is available not only for forestry uses, but also tourism, mining, energy, ranching, recreation, conservation and wildlife habitat.

Objective 2: Complete priority resource planning and associated projects that support development of mandatory, legislated resource objectives

Progress with respect to the completion of resource targets under this objective was less than expected due to a redirection of funding to other priorities. However, work on the high priority sustainable resource plans surpassed its target with 71 per cent of priority plans completed in 2004/05.

Strategies

1. Complete sustainable resource management plans to provide basic biodiversity objectives and resource targets required under the Forest Practices Code, Land Act and Muskwa-Kechika Management Area Act.
2. Ensure all high-priority SRMPs include consultation with and participation of interested First Nations.
3. Develop and implement operational policy, including the Working Forest initiative and associated resource targets.

Performance Measures and Results

SRMPs completed and resource targets achieved: The measure indicates the progress being made by the ministry in its part of the implementation plan for results-based forestry, which is reducing regulation and increasing economic and social benefits while maintaining environmental integrity. The ministry achieved its target for the completion of high priority plans. Due to a redirection of resources to other priorities, the performance target for completing resource targets for a certain percentage of the province was not achieved.

Accomplishments

• The Dease-Liard SRMP was completed, which will allow the Minister of Forests to proceed with a long-promised tenure to the Kaska-Dena First Nation and to the implementation of a scientifically-based approach that provides for social and economic well being, balanced resource decisions and sustainable development.
• A pilot project was completed in the Kootenays on the development of land-base targets for tourism. These targets will confirm land-use plan direction for the tourism resource and provide a basis for plan implementation and monitoring.

Objective 3: Undertake land and resource planning and associated projects that address the use and management of Crown land and resources for sustainable economic development and diversification opportunities

Considerable progress has been made under this objective with respect to completion of priority coastal plans, economic opportunity plans and resource access strategies. In addition, the ministry was successful in identifying numerous business opportunities which were acted on by First Nations, thereby promoting resource stewardship and economic activity. The ministry has also played a significant role in providing land-use advice in the Sea-to-Sky area for the 2010 Olympic and Paralympic Winter Games.

Strategies

1. Develop and update sector (mining, oil and gas, tourism, and agriculture) Crown land and resource access strategies involving land-use planning to support government's overall economic strategy.
2. Work with other government agencies to increase mineral exploration opportunities on Crown lands outside established Protected Areas.
3. Complete priority coastal plans and economic opportunity plans that provide sustainable economic development opportunities.
4. Develop initiatives and agreements with First Nations that promote resource stewardship and economic activity.
5. Establish agreements and other tools to support the sustainable use and management of Crown land and resources and resolution of associated issues and conflicts.
6. Provide advice on land-use issues associated with the 2010 Olympic and Paralympic Winter Games.

Performance Measures and Results

Progress of sector strategies: This measure gauges progress in completing Crown access strategies designed to contribute major socio-economic and environmental benefits for the province.

Priority coastal plans and economic opportunity plans completed: Completion of these plans is an important performance measure for this objective because both plan types remove access constraints and provide significant information to investors and others wishing to access the province's resources.

Crown land identified for sale or tenure⁷: Through certain types of land and resource planning studies, the ministry improves Crown land access by identifying additional land available for sale or tenure. The provincial agency Land and Water BC Inc. then conducts the allocation processes. Target achievement will enable greater economic opportunities in rural British Columbia.

New First Nations business opportunities identified: This measure provides an indication of the progress the ministry is making in identifying new First Nations business opportunities through MSRM projects and acted on by First Nations.

Accomplishments

• Three pre-tenure plans were completed in the Muskwa-Kechika Management Area (M—KMA). All high priority areas for gas development in the M-KMA are now available for tenure sales and exploration activities. The pre-tenure planning project is providing revenue to government through increased sale of oil and gas rights in the M-KMA and paves the way for increased exploration and production to contribute to government's objective of doubling oil and gas activities in BC.
• Coastal plans for Quatsino Sound, the Malaspina and Okeover Inlets system and Johnstone-Bute were completed. These plans provide a framework for the sustainable marine development and diversification of these areas through tourism, shellfish and finfish aquaculture and associated infrastructure development (docks, wharves, etc.).
• Phase 1 of the Kootenay arability analysis was completed. The analysis defines potentially arable and non-arable areas within the existing Canada Land Inventory, the Soil Capability for Agriculture Classes 3—5, and within the Crown land portion of the Agricultural Land Reserve. The product of this phase of the analysis will form the basis of further refinement of arability information based on field work to be done in the region in Phase 2. Industry has indicated financial support for Phase 2.
• The Cranbrook West Recreation Management Strategy (RMS) was completed involving extensive consultation and consensus agreement by 34 stakeholder groups. The plan provides strategic direction for public and commercial recreation access, including aerial access, and development. It helps to address impacts and conflicts and protect resource values, as well as providing increased certainty for commercial tenuring.
• Implementation was completed of economic recommendations contained in the following plans:
• Kyuquot Sound Coastal Plan working with the Ka:'yu:'k't'h and Che:k'tles7et'h' First Nations to undertake business plans, feasibility studies and a strategic plan for community development.
• Cortes Island Shellfish Aquaculture Plan working with the Klahoose First Nation to undertake a Pumpout Station Business and Operations Plan.
• Baynes Sound Shellfish Aquaculture Plan working with the Comox First Nation to secure funding for a microbial source tracking and remediation project and Pentlach Seafoods Business Plan to facilitate commercial operations of the LWBC tenures negotiated as a result of the Plan.
• The implementation of a multi-year Economic Measures Agreement was completed with the Kwakiutl District Council/Musgamagw-Tsawataineuk Tribal Council/Tlowitsis First Nation. The agreement was developed as a result of the involvement of 13 First Nations in the Central Coast Land and Resource Management Plan (CCLRMP).
• Implementation was completed of primary projects contained within the Central Coast and North Coast Shellfish Strategy and Coastal Tourism Plan, working with the Turning Point Initiative on behalf of its member nations. The Central and North Coast Shellfish Aquaculture Business Plan and Tourism Development Plan were also completed.
• Implementation of the Hanson Island Economic Measures Agreement and Hanson Island Management Agreement were completed in support of a head lease agreement with LWBC.
• Certainty for mineral exploration in BC was enhanced by conducting five "Joint Solutions" workshops across the province with other government ministries and the mining industry; a draft report is being compiled for release.

Goal 2: Effective delivery of integrated, science-based land, resource and geographic information

Core Business Area: Integrated Land and Resource Information

Objective 1: Integrated land and resource information

The ministry has made good progress this year on information integration, to improve the quality, relevance and management of and access to information. The Land Resource Data Warehouse continues to grow with the addition of more information critical to the facilitation of decision-making on land and resource issues. A pilot of the Integrated Land and Resource Registry is ready to be launched publicly in the northeast of the province. Overall, client satisfaction with information services has improved.

Strategies

1. Provide integrated registry information.
2. Provide integrated resource information.
3. Provide a geographic spatial reference for the province.
4. Deliver an integrated data warehouse for access to resource and registry information.
5. Maintain an operational information management infrastructure.

Performance Measures and Results

Loading the Land and Resource Data Warehouse: The data warehouse contains data sets⁸ identified by clients as a priority. Integration of these priority data sets around common attributes is a key project for the ministry and our clients. Progress is measured against a baseline data-set number of 132 from 2001/02.

Accomplishments

• The Land and Resource Data Warehouse, developed and managed by Land Information BC, is reaching an advanced stage of development both in terms of the number of integrated data sets it contains and the tools available to resource users for the analysis of the information. Economic, social and environmental benefits are resulting for all stakeholders through their ability to more rapidly and thoroughly access the possible impacts of potential developments such as new mines and tourism outlets.
• The warehouse now contains more than 73 data sets or over 78 per cent of data sets originally considered a priority by clients established during phase I of the LRDW project. This includes information, for example, on mineral and petroleum tenures. A new Web portal provides a single window to online resource information and the use of corporate geographical information system tools.
• The Integrated Land and Resource Registry (ILRR) pilot project is operating within government and is due to be launched publicly in the northeast portion of BC on schedule in the spring of 2005. In 2004/05, Land Information BC completed the formal ILRR system design and construction. This Web-based, integrated registry of legal rights and interests to land and resources will replace the need to search multiple registries across government to access this information. As a result, it will be possible to find out in minutes who has the rights or interests and for what purpose over any parcel of land - something that currently takes days or weeks. The ILRR pilot in the northeast will be of particular value to the oil and gas industry but will benefit all resource sectors in this area.

Objective 2: Effective delivery of client services

The ministry has achieved good results in providing its clients with efficient access to quality land and resource information that supports decision-making. Client satisfaction with land information services covered by service agreements exceeded its target, due in part to improvements in electronic application submissions for government services.

Strategies

1. Provide access to information for government, industry and public clients.
2. Provide decision support, information management services and products in support of economic development and land-use planning (supports Goal 1).
3. Provide decision support, information management services and products to other government agencies and partners.
4. Provide land title and registry services.

Performance Measures and Results

Client satisfaction with land information services and land title efficiency: The performance measures below were chosen to gauge the level of support for clients who use the ministry's land and resource information through service agreements and to indicate the efficiency of the land title system. The second measure was calculated until December 2004 and then discontinued, due to the establishment of the Land Title and Survey Authority, which is now responsible for maintaining the land title system in BC.

Accomplishments

• Considerable advances have been made in systems to permit electronic submission of applications for government services, thus reducing costs and speeding up access. For example, land titles filing submissions can now be made electronically. In addition, the Archaeological Data Import Facility was completed in December 2004 with pilot training of the core user group proceeding in March 2005.

Objective 3: Transformed business, including e-government, deregulation and alternative service delivery

Land Information BC continues to be the driving force behind changing the way information services are delivered within the natural resource sector. This transformation includes business practices, electronic service delivery and partnerships. The Land Information BC portal is the delivery agent of land and resource information e-services. More than 40 online services are now available. An integral part of Land Information BC's responsibilities is to seek opportunities for alternative service delivery arrangements. Over the past year more partnerships were established that will leverage funding and technological advancements for the benefit of clients. The Integrated Cadastral Information Society, a partnership of local government, utility companies and the provincial government to deliver an integrated cadastral fabric for BC, is an example of new ways of doing business. For more details, see http://www.icisociety.ca/.

Strategies

1. Migrate to electronic service.
2. Develop and maintain partnerships with other governments, industry, academia and other organizations.

Performance Measures and Results

Partnership benefits: The ministry's overall cost recovery, cost reduction and cost avoidance from partnerships with other governments, industry and academia provides an indicator of partnership benefits.

Accomplishments

• In many cases developments in systems and information infrastructure are being pursued through partnerships. For example, the ministry and the University of Victoria have jointly established a BC Centre for Applied Remote Sensing, Modelling and Simulation. An information sharing agreement has also been signed with the Ontario government for technology and land and resource information management. This saves time and money in collecting, storing and distributing digital data.
• The newly created Land Title and Survey Authority will improve the speed of these services to property owners and reduce the overall costs to BC residents. The Authority brings new technology, expertise and management flexibility to the provision of vital services and also provides stakeholders with meaningful involvement through a partnership with the Corporation of BC Land Surveyors.
• A public-private partnership was created with EPCOR Britannia Water Inc. for the design, construction, financing and operation of a water treatment plant at the Britannia mine.

Goal 3: Sound governance of land and resource management

Core Business Areas: Sound Governance and Property Assessment Services

Objective 1: An effective policy and legislative regime governing land and resource management

The ministry surpassed its target for reducing the number of regulatory requirements in legislation, regulation and policy. Significant advancements were also made with respect to reviewing and developing strategic policies such as the BC Trust for Public Lands, and legislation such as the Land Title and Survey Authority Act.

Strategies

1. Reduce the number of regulatory requirements.
2. Review and develop effective strategic policies and legislation particularly for property assessment, revenue, land and water governance.
3. Complete Property Assessment Review Panel process by March 31 of each year.

Performance Measures and Results

Reducing the regulatory burden: This performance measure gauges the ministry's progress in supporting the government's goal of reducing the regulatory burden and outdated policies. The ministry far exceeded its 30 per cent target by achieving a 37 per cent reduction in the number of regulatory requirements.

Accomplishments

• The ministry led the development of policy, consultations and the selection of trustees for the creation of a BC Trust for Public Lands to which the government contributed $8 million. This will provide a coordinating mechanism to better protect ecologically important land and will result in increased habitat conservation and green space.
• Free Crown Grant and Nominal Rent Tenure policies were revised and implemented to improve government accountability for dispositions of Crown land and to stimulate economic development.
• Changes to the assessment policy for Bed & Breakfasts have been implemented providing up to $3,000 annual tax savings for operators with four or more rental units, according to industry estimates.
• The ministry is leading the development of a Fossil Management Framework for BC. The first step was taken under a new regulation introduced in January under BC's Mineral Tenure Act, to set out clear guidelines for the management and protection of fossils as a heritage resource.

Objective 2: A framework for sustainable resource management that informs policy and performance management

The ministry has succeeded in advancing sustainability and performance management on a number of fronts. This includes incorporation of the Governance Principles for Sustainability in the development of ministry strategic planning initiatives, involvement in key intergovernmental activities, and promotion of an integrated model of performance and risk management.

Strategies

1. Improve application of governance principles for sustainability within the ministry to key land and resource management decisions.
2. Undertake outreach activities with the resource sector, academia and non-governmental agencies to advance sustainability thought and practice.
3. Develop and implement a comprehensive performance management system.
4. Develop and implement a ministry enterprise-wide risk management (ERM) process.
5. In partnership with the Ministry of Water, Land and Air Protection, provide advice on sustainability and environmental strategies associated with the 2010 Olympic and Paralympic Winter Games.

Performance Measures and Results

Furthering sustainability: The first measure below is important as the sustainable use of resources is key to economic development in British Columbia. Resource investment in the province will be encouraged by a regulatory environment that streamlines decision-making, ensures present and future generations will benefit from activities, and maintains ecological integrity. The Governance Principles for Sustainability have now been fully incorporated into the ministry's strategic planning process and hence actual results exceeded the target. Consequently a new sustainability measure has been adopted in the 2005/06 – 2007/08 service plan.⁹

Implementing enterprise-wide risk management: The second measure provides an indication of the ministry's progress in incorporating the government-wide enterprise-wide risk management policy. As part of the ministry's performance management and decision-making processes, this will improve the efficiency of resource allocation by prioritizing risks and opportunities, delegating risk management and communicating risks and management strategies.

Accomplishments

• As part of on-going sustainability workshop series, the ministry partnered with the Canadian Business for Social Responsibility (CBSR) and a number of other governmental, industry and First Nations agencies, to host a workshop called Building Sustainable Relationships: Aboriginal Engagement and Sustainability.
• Roll-out was completed across the ministry of the previously developed Application Guidelines to provide clarity to the Governance Principles for Sustainability in support of the development of ministry strategic planning and policy initiatives.
• The ministry continued to participate in sustainability outreach activities such as the Fraser Basin Council, including the sustainability indicator program as highlighted in the "State of the Basin" conference.
• The ministry was a key partner in the Georgia Basin Action Plan (with Environment Canada, Fisheries and Oceans Canada, Parks Canada and the Ministry of Water, Land and Air Protection).
• The Sustainable Development Working Group of the Pacific Northwest Economic Region was co-chaired by the ministry.
• The ministry continued to work with the Ministry of Energy and Mines, and the Mining Association of British Columbia, on development of a Sustainable Mining Strategy for BC.
• The ministry's service plan performance measures have been reduced in number from 17 in the 2004/05 – 2006/07 service plan to 12 in the current 2005/06 – 2007/08 plan. This is in accordance with a BC Reporting Principle of focusing on only the few, critical aspects of performance.
• Implementing enterprise-wide risk management across the ministry continued. High-priority risks have been identified and risk mitigation plans are being developed for these as the first stages in this implementation.

Objective 3: Effective and efficient management of contaminated sites on provincial lands

The ministry has made considerable progress under this objective by providing leadership across government for the management of provincially-owned contaminated sites and ensuring they are managed by a consistent, informed, priority-based process. Progress made on remediation of the Britannia Mine site was also a notable achievement.

Strategies

1. Direct and coordinate the management of provincial contaminated sites.
2. Ensure information critical for management of provincial contaminated sites is available.
3. Implement accountability and reporting requirements related to provincial contaminated sites.
4. Effectively manage individual contaminated sites for the ministry, including overseeing remediation of the Pacific Place site and the Britannia Mine site.
5. Minimize provincial liability for remediation of Crown-owned contaminated sites.

Performance Measures and Results

Implementing government-wide contaminated sites management program: The first measure below is used to indicate the success the ministry is having in implementing a key recommendation of the 2002 Auditor General Report on Managing Contaminated Sites on Provincial Lands.

Remediating Britannia Mine Site: The second measure provides details of progress in the ministry's remediation of a specific Crown contaminated site.

Accomplishments

• Ministry action to coordinate management of contaminated sites on Crown land across all provincial ministries and agencies - and undertake remediation work on priority sites such as the Britannia Mine - is already resulting in reduced concerns and additional investment. Sites are being inventoried, assessed and prioritized for remediation work where necessary on the basis of public health and environmental risks. For example, at the Britannia Mine site, a contract was signed with EPCOR Britannia Water Inc. for the design, construction, financing and operation of a water treatment plant as a public-private partnership. Construction of the plant is expected to be completed in November 2005 with operation by year end.
• Environmental assessment reports were received for the Yankee Girl Mine Site that are being assessed to determine the best approach to address potential health and environmental risks associated with public use of the site and the fishery resource in the Salmo River.
• To improve reporting on government's contaminated sites, the Crown Contaminated Sites Program Website has been developed.¹⁰ It provides current information on the program framework, priority sites and ongoing remedial activities on specific sites. Implementation of proper accounting practice will also result in more consistent reporting of provincial financial liabilities associated with contaminated sites for 2004/05.

Goal 4: Organizational excellence

Core Business Area: Goal 4 is supported by all core businesses of the ministry

Objective 1: Demonstrated visionary leadership and continuous improvement

Fundamental to the ministry's success is a skilled, flexible and dedicated team of employees. The ministry is committed to ensuring that employees are satisfied with their jobs and is continuously communicating its vision and business model to its staff and clients. Staff satisfaction and understanding of the ministry's direction exceed the government average.

Strategies

1. Staff clarity of the ministry vision, objectives and priorities.
2. Leadership across government through increasing core competencies of staff.
3. Executive and Senior Management team provides consistent direction and timely communication to staff.
4. Evaluation of service-level agreements.

Performance Measures and Results

Staff satisfaction and understanding: This performance measure was used to gauge the staff satisfaction level and staff understanding of ministry direction.

Accomplishments

• Participated in Corporate Succession Planning through the Leadership and Learning Centre.
• Monthly electronic roundtable updates given by executive to report on business initiatives throughout the ministry.
• Ongoing evaluation of service-level agreements with shared services partners.
• Approximately 25 per cent of ministry staff participating in a ministry mentoring program that focuses on competency development.

Objective 2: Performance-focused staff

The ministry is continuing to focus on the use of employee performance and development plans (EPDPs) by all employees and ensuring that staff is engaged through the full cycle of this ongoing, annual process. By developing EPDPs at all levels throughout the ministry, staff is aware of how their work ties in with service plan objectives and their future career objectives can be established.

Strategies

1. Ministry-wide learning strategy developed and put into action (in divisional plans).
2. All staff assist ministry to achieve ministry priorities.
3. Introduce "360 leadership" feedback to staff to improve leadership competencies.
4. Training and succession planning to build staff competencies.

Performance Measures and Results

Use of EPDPs: The following performance measure is used to confirm commitment to a performance management culture across the ministry through employee performance and development plans. EPDPs are the key tool linking organizational needs with individual activities in a learning and developmentally supportive manner.

Accomplishments

• Staff was instrumental in developing ministry and division People Plans that include objectives and strategies on employee learning, work/life balance, and increasing communication at all levels.
• Implemented "360 leadership" feedback and coaching for a majority of senior manager and executive staff.
• Developed and delivered a Management and Leadership Program to develop future leaders within the ministry.
• Accessed over $313,000 of corporate-funded leadership, training and development courses through Learning Services at the BC Public Service Agency.
• A staff coalition has been formed to develop a succession management strategy.

Deregulation

The ministry exceeded its New Era commitment to cut red tape and reduce the regulatory burden as part of its three-year deregulation plan (Phase 1). As reported on page 38, the ministry surpassed its 30 per cent target by achieving a 37 per cent reduction in the number of regulatory requirements by the end of June 2004. This reduction level remained the same at year end. In keeping with Phase 2 of provincial regulatory reform, the ministry is ensuring a zero per cent net increase in its regulations over the next three years and working towards further improvements to its regulatory regime.