Report on Performance
Performance Plan Summary Table
Goals, Objectives, Key Strategies and Performance Measures
The goals and objectives discussed in this section are consistent with the ministry's vision of safe communities and homes throughout British Columbia.
Brief descriptions are provided of key activities and initiatives the ministry has undertaken to achieve its goals and objectives, and progress is tracked by a series of performance measures. For each performance measure, the most current available data are provided along with trend data for the three preceding fiscal years.
The ministry has made significant changes to its performance measures since publication of the Ministry of Public Safety and Solicitor General 2005/06 – 2007/08 Service Plan Update, September 2005. Some measures have been discontinued either because they focused on internal operational matters with little public relevance, or because they were deemed inadequate for tracking progress toward goals and objectives. These measures are reported on in Appendix A.
As well, new measures have been identified as we continue our efforts to develop meaningful indicators of the long-term client and societal outcomes and changes in conditions that indicate goal achievement. These new measures are in early stages of development, requiring that data sources be finalized and baselines established.
It must be noted that measuring the performance of British Columbia's justice and regulatory systems is a complex enterprise. Long-term outcome measures, such as victimization rates and recidivism rates, for example, are generally affected by many different individual and socio-economic factors and are therefore not under the exclusive control of any one ministry. Rather, they are multifaceted outcomes involving all components of the justice system as well as many other aspects of government, such as health, education and social services, as well as factors that are external to government control.
Also, the performance measures identified here represent only a few critical aspects of performance. No single measure taken in isolation can reveal enough information to provide a reliable and accurate evaluation of justice and regulatory systems. All measures should be considered together when assessing progress toward goals and objectives.
Goal 1: Citizens and communities are protected from crime
Protecting citizens and communities from crime is a central commitment of the Ministry of Public Safety and Solicitor General, a commitment supported by Corrections and by Policing and Community Safety.
Objectives and strategies employed by these branches are identified below, followed by the performance measures used to assess progress toward goal achievement.
Core Business Area: Corrections
Objective 1.1: Offenders are supervised and managed based on court orders and their risk to re-offend
A key objective of the ministry is to ensure that offenders are supervised and managed based on their risk to re-offend. To effectively and efficiently supervise offenders while they are under court orders, and to achieve reductions in re-offending behaviour over the long term, it is critical to understand the risk an offender poses to society and how that risk can best be addressed. More than 20 years of correctional research have resulted in the development of standardized, validated risk/needs assessment tools that can reliably provide this information. Corrections policy allows a sixty-day period during which risk/needs assessments must be completed.
Objective 1.2: Programs are provided to address factors associated with re-offending behaviour
A significant body of correctional research has confirmed that offender case management and rehabilitative programming can mitigate harm, interrupt offending cycles, and reduce re-offending behaviour.7 Case management plans are developed based on risk/needs assessments conducted and serve to guide program interventions on an individual basis. The branch develops and delivers correctional (core) programming in accordance with correctional research.8 Core programs are designed to address risk factors known to contribute to criminality (e.g., substance abuse) and focus on the acquisition of cognitive skills necessary to bring about behavioural change. They are delivered by trained staff, and through contracted services, to offenders who pose higher risks for re-offending.
Core programs are available in adult custody facilities and for offenders serving community sentences. Their delivery is based on the following principles for effective correctional programming:
- Programming is most effective among offenders who are assessed as being at a high risk for recidivism. Applying programming to low-risk offenders at best has no impact, and at worst can have negative effects.
- Correctional programming must target risk factors (criminogenic needs) that, when addressed, are associated with reductions in re-offending.
- Effective correctional programming should be delivered appropriately and consistently in a highly structured manner that meets the particular learning characteristics of the offender population.
|
|
|
| 7 | For example, in February 2006, a research study to determine whether or not the Violence Prevention Program was effective in reducing re-offending behaviour was concluded. The program was developed by the Corrections Branch in 1998 based on state-of-the-art findings in correctional theory and programming. The results of the study demonstrated that violence prevention programming is effective in reducing re-offending between 16 per cent and 30 per cent, depending on the risk to re-offend presented by the offender. The program works most effectively for offenders who pose a medium to high risk for re-offending, which supports the principles for effective correctional programming. |
| 8 | Core programs currently provided are Cognitive Skills, Educational Upgrading, Relapse Prevention for Sex Offenders, Respectful Relationships, Substance Abuse Management, and Violence Prevention. Core programs developed for incarcerated female offenders include Emotions Management, Relapse Prevention, Relationship Skills and Substance Abuse Management. A new Living Skills program is also being developed. |
Core Business Area: Policing and Community Safety
Objective 1.3: Adequate levels of police services
Adequate levels of police services are required to protect citizens and communities from crime and to respond to the changing nature of crime. Key strategies to meet this objective are to restructure police financing, support the integration of existing police services and increase the number of officers in the Provincial Police Service. These initiatives ensure that police services are delivered in the most effective and efficient way possible, avoiding duplication and yielding economies of scale. Another strategy has been to implement new policing initiatives in such areas as supporting organized crime prosecutions, responding to high-tech crime and combating Internet-based child exploitation.
The ministry also continues efforts to negotiate new Community Tripartite (policing) Agreements (C.T.A.s) with First Nations and the federal government.9 Additional C.T.A.s are required to ensure that First Nations communities have police service levels equivalent to those of similar non-First Nations communities. Under these agreements, First Nations receive dedicated police members to work with their communities. Best efforts are made for these positions to be staffed by Aboriginal officers.
|
|
|
| 9 | New C.T.A.s are dependent upon both the province and federal governments securing appropriate funding. |
Objective 1.4: A common records management system for all police agencies
The ministry continues implementation of the Police Records Information Management Environment (P.R.I.M.E.), an online data-sharing system for all police agencies in B.C. that provides up-to-the-minute information about criminals and crimes, improving law enforcement across the province. P.R.I.M.E. provides an integrated information management system, with instant access to a database that includes criminal case records, images (photos, mug shots, documents and fingerprints), investigation notes, electronic messages, calendar events and dangerous goods data.
Objective 1.5: Effective protective programs for vulnerable adults, youth and children
Another key objective is the maintenance of protective programs to enhance public safety, such as the Protection Order Registry, a confidential database containing all civil and criminal protection orders issued in British Columbia.10 The registry contributes to the reduction of violence against vulnerable adults, youth and children through support of the enforcement of civil and criminal protection orders.
Conducting criminal record checks on individuals who work with children is another key strategy to help protect children. Criminal record checks are mandatory under the Criminal Records Review Act for anyone who works with children or who has unsupervised access to children in the ordinary course of employment, or in the practice of an occupation, and who is employed by, licensed by or receives operating funds from the provincial government.
|
|
|
| 10 | A protection order is an order containing a condition (e.g., no contact) that affords safety and security to a specified person or persons. |
Objective 1.6: Communities have crime prevention and restorative justice programs
The ministry promotes the Crime Prevention through Social Development approach, going beyond traditional responses to crime that focus on sentencing and incarceration by focusing instead on eliminating the root causes of crime.
Research indicates that communities can become safer if they actively engage in programs designed to reduce the incidence of crime and repair the harm caused by criminal behaviour. The ministry therefore continues to provide funding and support to community-based crime prevention and restorative justice programs, and to work with stakeholders to promote awareness of and collaborative approaches to community safety and crime prevention.
Objective 1.7: Victims of crime are provided with timely information, assistance and support to reduce the impact of crime
To reduce the impact of crime, victims of crime require a range of supports and services as they participate in the justice system. Key strategies include: offering information, referrals and practical support to victims of crime and their families through victim service programs; administering the Crime Victim Assistance Act and Program to ensure that victims have access to financial assistance and other benefits; notifying impacted victims of end-of-sentence release of identified offenders; providing training and support to victim service workers; and increasing public awareness of the services available.
Performance Measures
| Performance Measure | 2002/03 Actual | 2003/04 Actual | 2004/05 Actual | 2005/06 Target | 2005/06 Actual | 2005/06 Variance |
|---|---|---|---|---|---|---|
| Percentage of offenders who do not re-offend for two years following Corrections supervision | 70% | 70% | 71% | 65%1 | 67% | Target exceeded |
| Why the measure is important: The ministry tracks this measure to indicate the overall effectiveness of the justice system in deterring and rehabilitating offenders. However, criminal behaviour is a highly complex phenomenon involving many different individual and socio-economic factors, and this measure is not directly attributable to any one component of the criminal justice system. | ||||||
| What the results mean: The results demonstrate that more offenders remain free of subsequent sentences during the two-year tracking period than were estimated. The data reflect results up to November 2005. | ||||||
| The data: The data for this measure are drawn from the Corrections Branch operational system (C.O.R.N.E.T.) and are very reliable. | ||||||
| 1 | A reduced target of 65 per cent was established for 2005/06 in keeping with a number of factors that may affect recidivism, including crime rates, a hardening offender profile, a strengthened police force, and reductions in Corrections operational capacity. |
| Performance Measure | 2002/03 Actual | 2003/04 Actual | 2004/05 Actual | 2005/06 Target | 2005/06 Actual | 2005/06 Variance |
|---|---|---|---|---|---|---|
| Percentage of enrolled offenders successfully completing core programs | 76% | 71% | 70% | 75% | 71% | Target not met |
| Why the measure is important: This measure provides information on the short-term outcome of core programs. It is critical for offenders to attend and complete the programming designed to assist them in addressing their criminal behaviour. | ||||||
| What the results mean: Although the target for 2005/06 was not met, the Corrections Branch succeeded in increasing successful completions of core programs by one per cent over fiscal year 2004/05 performance. The branch will undertake further examination of the reasons underlying the findings. | ||||||
| The data: The data for this measure are drawn from C.O.R.N.E.T. and are very reliable. Programs excluded from calculation of results are Breaking Barriers and the sex offender maintenance programs. The former is excluded because it is no longer deemed 'core', the latter because data for these programs are unreliable at this time. | ||||||
| Performance Measure | 2002/03 Actual | 2003/04 Actual | 2004/05 Actual | 2005/06 Target | 2005/06 Actual | 2005/06 Variance |
|---|---|---|---|---|---|---|
| Number of Provincial Police Service members | 1,481 | 1,531 | 1,561 | 1,665 | 1,668 | Target exceeded |
| Why the measure is important: This is a measure of Provincial Force police strength. | ||||||
| What the results mean: The results demonstrate that the Provincial Force strength has increased over the reporting years. This trend is expected to continue over the next two or three years. It should be noted that while the figures reported represent the number of R.C.M.P. members providing provincial police services in each fiscal year, they do not represent the entire complement of staff employed with the Provincial Force. For example, the reported figures exclude support staff and independent police seconded to the Provincial Force to work on specialized units such as Organized Crime, Integrated Gang Task Force, Traffic Safety, etc. | ||||||
| The data: The Police Service Division receives Provincial Force police strength data from R.C.M.P. E Division. The data are accurate and reliable. | ||||||
| Performance Measure | 2002/03 Actual | 2003/04 Actual | 2004/05 Actual | 2005/06 Target | 2005/06 Actual | 2005/06 Variance |
|---|---|---|---|---|---|---|
| Number of First Nations Policing Program members | 71 | 73 | 67 | 93 | 99 | Target exceeded |
| Why the measure is important: This is a measure of First Nations police strength in the province. | ||||||
| What the results mean: The results demonstrate that, with the exception of fiscal year 2004/05, First Nations police strength has increased over the reporting years. There are currently 42 First Nations policing agreements in place in the province. The results reported do not include the Sta'atl'imx Tribal Police Service, nor the Kitasoo Public Safety Department. These two units have 12 police officers and service 11 communities in the province. | ||||||
| The data: First Nations police strength data are obtained from the R.C.M.P. E Division. The data are accurate and reliable. | ||||||
| Performance Measure | 2002/03 Actual | 2003/04 Actual | 2004/05 Actual | 2005/06 Target | 2005/06 Actual | 2005/06 Variance |
|---|---|---|---|---|---|---|
| Percentage of population covered by police agencies using P.R.I.M.E. | 19% | 24% | 32% | 40.5% | 33.3% | Target not met |
| Why the measure is important: This measure tracks progress toward full implementation of P.R.I.M.E., linking all law enforcement agencies in the province. | ||||||
| What the results mean: P.R.I.M.E. has been implemented by all municipal agencies in B.C. and by several R.C.M.P. detachments. Implementation by the remaining R.C.M.P. detachments has been delayed due to technical and federal funding processes. Final implementation will be proceeding as scheduled. It is anticipated that P.R.I.M.E. will be fully implemented provincewide by December 2007. | ||||||
| The data: Results for this measure are derived from P.R.I.M.E. implementation reports and municipal population statistics. The data are accurate and reliable. | ||||||
| Performance Measure | 2002/03 Actual | 2003/04 Actual | 2004/05 Actual | 2005/06 Target | 2005/06 Actual | 2005/06 Variance |
|---|---|---|---|---|---|---|
| Average time to adjudicate claims for financial assistance from victims and others impacted by violent crime | 12 – 14 months | 6 months | 9 months | 6 months [adjusted target: 9 months] | 9 months | Target not met [adjusted target met] |
| Why the measure is important: This measure monitors efficiency in administration of the Crime Victim Assistance Act to ensure that victims have timely access to financial assistance and other benefits. | ||||||
| What the results mean: Since publication of the Ministry of Public Safety and Solicitor General 2005/06 – 2007/08 Service Plan Update, September 2005, the target for this measure was adjusted to nine months from six months. This adjustment was made because the Crime Victim Assistance Program received more applications for victim financial assistance/benefits than originally anticipated, leading to a backlog of claims awaiting adjudication. This backlog has now been eliminated and the ministry is working to further reduce adjudication times. | ||||||
| The data: Estimated timelines are derived from the E.L.V.I.S. database and manual records, taking into account the dates claims were received and completed, and the cases that remain outstanding. The data are accurate and reliable. | ||||||
| Performance Measure | 2002/03 Actual | 2003/04 Actual | 2004/05 Actual | 2005/06 Target | 2005/06 Actual | 2005/06 Variance |
|---|---|---|---|---|---|---|
| Percentage of protection orders entered within 24 hours of receipt | 99% | 99% | 99% | 98% | 99% | Target exceeded |
| Why the measure is important: This measure indicates the efficiency of the delivery of protective programs. | ||||||
| What the results mean: Results show that the Protection Order Registry is being efficiently maintained by the ministry. This is significant as the
goal of the registry is to contribute to the reduction of violence against vulnerable children, youth and adults through support
of the enforcement of civil and criminal protection orders. The target for 2005/06 had been set slightly lower than the prior year actuals in anticipation of a possible short-term drop in performance resulting from significant changes made to the Protection Order Database; however, the 99% rate was maintained. |
||||||
| The data: The data for this measure are derived from the Protection Order Database and are accurate and reliable. | ||||||
| Performance Measure |
2002/03 Actual | 2003/04 Actual | 2004/05 Actual | 2005/06 Target | 2005/06 Actual | 2005/06 Variance |
|---|---|---|---|---|---|---|
| Number of crime prevention, community safety, sexual exploitation and community accountability programs and projects funded | 275 | 351 | 361 | 331 | 333 | Target exceeded |
| Why the measure is important: Since publication of the Ministry of Public Safety and Solicitor General Service Plan Update, September 2005, this measure has been revised to include Community Accountability Programs as well as crime prevention, community safety and sexual exploitation projects.1 Continued support of these programs is important to reduce the incidence of crime and to repair the harm caused by criminal behaviour. | ||||||
| What the results mean: The results demonstrate that the ministry met its commitment and leveraged federal funds to support crime prevention and restorative
justice programs and projects. The reduced target of 331 was established for 2005/06 because there were a number of larger crime prevention projects being funded and, because the total amount of funding did not change, that resulted in fewer projects being funded overall. |
||||||
| The data: Results for this measure are based on internal records and reports received from funding partners, such as the National Crime Prevention Centre and the B.C. Crime Prevention Association. The data are accurate and reliable. | ||||||
| 1 | Community Accountability Programs are community-based restorative justice programs designed to divert low-risk offenders from the traditional justice system, while holding offenders accountable for their actions and repairing relationships harmed by criminal behaviour. |
In addition to the above measures, the ministry is undertaking tracking victimization rates as an indicator of the safety of individuals in their homes and communities. Derived from victimization surveys, victimization rates are estimates of levels of violent and property victimization based on personal accounts of criminal victimization incidents, whether reported to the police or not. It is anticipated that the ministry will begin reporting on this measure in fiscal year 2006/07.11
|
|
|
| 11 | Victimization rates are conventionally reported as the number of victimizations per 1,000 persons or per 1,000 households. Using rates rather than counts takes into account the size of the population at risk for victimization. This allows for accurate comparisons of groups of differing sizes as well as changes in populations over time. Ignoring these differences in populations by examining counts alone can lead to erroneous conclusions about changes in vulnerability. |
Goal 2: Public safety is enhanced
A second goal of the ministry is enhanced public safety through protective and regulatory programs delivered by the B.C. Coroners Service, the Provincial Emergency Program, the Policing and Community Safety Branch, the Office of the Superintendent of Motor Vehicles, the Office of the Fire Commissioner, the Gaming Policy and Enforcement Branch and the Liquor Control and Licensing Branch.
Core Business Area: B.C. Coroners Service
Objective 2.1: Coroners' reports and Judgments of Inquiry based on current, consistent and timely information
To most effectively improve public safety and assist the public, coroners' cases must be completed in a timely manner and be based on current and consistent information. Key strategies include: hiring new staff to address increasing caseload volumes; enhancing reporting structures; redesigning the Coroners Case Management System (T.O.S.C.A.); providing ongoing training to all coroners; providing coroners with electronic access to field investigation protocols; and conducting a feasibility study on development of a Centre for Excellence for Forensic Sciences.
Core Business Area: Provincial Emergency Program
Objective 2.2: Minimized loss of life and economic impact from disasters and emergencies
Key strategies to reduce harm caused by disasters and emergencies include: providing leadership to the provincial emergency structure during emergencies and disasters; improving capacity to prepare for, respond to and recover from emergencies and disasters, including implementation of the Filmon recommendations resulting from the 'Firestorm 2003' review; and assisting local governments and First Nations communities in preparing for emergencies and disasters through technical support, training and education.
Core Business Areas: Policing and Community Safety Branch and the Office of the Superintendent of Motor Vehicles
Objective 2.3: Increased road safety through a long-term strategic road safety plan and enhanced road safety enforcement
British Columbia endorses the Road Safety Vision 2010, a national plan developed under the auspices of the Canadian Council of Motor Transport Administrators and supported by all levels of government. The ministry has engaged partners and stakeholders, including I.C.B.C., the Ministry of Transportation, and the R.C.M.P., in developing a long-term road safety plan for the province, which will include a broad range of initiatives to assist in achieving provincial and national targets. The road safety plan will form the basis of the provincial government's efforts to reduce serious injury and fatality collisions.
In addition, the ministry entered into a five-year agreement with I.C.B.C. in 2003 to fund the Enhanced Road Safety Enforcement Initiative, which includes Integrated Road Safety Units, the Intersection Safety Camera Program and Automated Licence Plate Recognition.
Core Business Area: Office of the Fire Commissioner
Objective 2.4: Promotion of fire prevention, life safety and property protection programs
Key to achieving this objective is the development and maintenance of strong working relationships with local governments, fire service organizations and other jurisdictions. The Office of the Fire Commissioner has re-committed to enhancing its partnership relations with key stakeholder groups to identify and fill a number of service gaps, to achieve higher levels of coordination between local fire departments, and to inform amendments to the Fire Services Act.12
|
|
|
| 12 | Key stakeholders of the Office of the Fire Commissioner include the Union of B.C. Municipalities and the Fire Service Government Liaison Group, which represents: Fire Chiefs Association of British Columbia; Fire Prevention Officers Association of British Columbia; Volunteer Fire Fighters Association of British Columbia; British Columbia Training Officers Association; and British Columbia Professional Fire Fighters Association. |
Core Business Area: Gaming Policy and Enforcement
Objective 2.5: Reduced incidence of illegal gambling
A key strategy in reducing the incidence of illegal gambling is fully implementing the Illegal Gambling Enforcement Strategy, including:
- determining the extent of illegal gambling in the province;
- enhancing working relationships with the R.C.M.P. and other law enforcement agencies to better identify and prosecute offenders;
- creating a coordinated, strategic public education campaign on licence requirements, types of permitted gaming, and consequences of illegal gambling; and,
- implementing a policy framework for Internet gaming.
Core Business Area: Liquor Control and Licensing
Objective 2.6: Improved industry cooperation to reduce problems associated with liquor misuse
Liquor industry members have a legal responsibility to minimize harm to their customers and to any individual or community affected by the consumption of liquor in their establishments. Key strategies designed to improve industry cooperation to reduce problems associated with liquor misuse include: creating tools to identify high-risk establishments in consultation with local governments, police, schools and licensees; targeting resources on high-risk establishments and focusing inspections and investigations on service to minors, over-service, overcrowding and illicit alcohol; strengthening server training components related to avoidance of service to minors and over-service; and streamlining enforcement processes.
Performance Measures
| Performance Measure | 2002/03 Actual | 2003/04 Actual | 2004/05 Actual | 2005/06 Target | 2005/06 Actual | 2005/06 Variance |
|---|---|---|---|---|---|---|
| Percentage of Coroners' files completed within four months | 65% | 70% | 69% | 80% | 70% (estimate) | Target not met |
| Why the measure is important: This measure indicates the timeliness of Coroners' investigations. To most effectively improve public safety, these investigations must be completed in a timely manner. | ||||||
| What the results mean: The B.C. Coroners Service endeavors to complete at least 80 per cent of investigations within a four-month timeframe. Currently, they are completing approximately 70 per cent of investigations within this timeframe. With the considerable increase in its staff complement, the B.C. Coroners Service is committed to meeting future investigation targets. | ||||||
| The data: The source of data for this measure is the Coroners Case Management System. Results are calculated by measuring the duration
from the date the case coroner is notified to the date on which the file is closed at the Regional Office. Data accuracy cannot be confirmed at this time as the B.C. Coroners Service recently implemented a new electronic database and reporting system and refinements are still under way. |
||||||
| Performance Measure | 2002/03 Actual | 2003/04 Actual | 2004/05 Actual | 2005/06 Target | 2005/06 Actual | 2005/06 Variance |
|---|---|---|---|---|---|---|
| Rate of traffic fatalities and injuries per 100,000 population | 11.3 fatalities; 708.6 injuries | 10.6 fatalities; 739.8 injuries | 10.2 fatalities; 694.3 injuries | Not established1 | To be determined | Not applicable |
| Why the measure is important: A key measure of road user safety is the rate of traffic fatalities and injuries per 100,000 population. As well as resulting in loss of life, motor vehicle collisions have a significant impact on society in terms of quality of life, placing demands on medical services, insurance, police and municipal services, incurring legal and court costs, and affecting income and productivity. | ||||||
| What the results mean: Results are intended to demonstrate trends in road user safety in the province over time. Results for 2005 will not be available until fall 2006 when all police accident forms have been submitted to I.C.B.C. and the data have been verified against Coroner's data where required. | ||||||
| The data: Data for the measure are obtained from I.C.B.C. and are based on police-reported accidents. I.C.B.C. data are reported by
calendar year, rather than by fiscal year. I.C.B.C. collision data are collected by police and individual reports may be subject to errors, depending on how accurately the officer completes the collision report form. As policing priorities do not allow them to attend all accidents, I.C.B.C. estimates that collision report forms may not include up to 20 per cent of injured victims. |
||||||
| 1 | As this measure has been newly developed, a target had not been established for 2005. |
| Performance Measure | 2002/03 Actual | 2003/04 Actual | 2004/05 Actual | 2005/06 Target | 2005/06 Actual | 2005/06 Variance |
|---|---|---|---|---|---|---|
| Percentage of inspected liquor licensees in compliance1 | 79% | 81% | 93% | 94% | 94% | Target met |
| Why the measure is important: The level of voluntary compliance indicates the level at which liquor licensees understand and are willing to cooperate with the liquor regulatory framework. An increase in voluntary compliance in such areas as avoidance of over-service and service to minors may also indicate that liquor misuse is decreasing, leading to increased public safety for British Columbians. | ||||||
| What the results mean: Results reveal a consistently high level of understanding and compliance with liquor regulations and licence terms and conditions by industry. A high compliance rate also likely indicates good relationships and effective communication between licensees and the ministry. | ||||||
| The data: The data for this measure are drawn from the branch's P.O.S.S.E. database and are based on records of inspections and contravention notices issued. The data are accurate and reliable. | ||||||
| 1 | For increased clarity, the wording of this measure has been revised since publication of the Ministry of Public Safety and Solicitor General 2005/06 – 2007/08 Service Plan Update, September 2005. |
| Performance Measure | 2002/03 Actual | 2003/04 Actual | 2004/05 Actual | 2005/06 Target | 2005/06 Actual | 2005/06 Variance |
|---|---|---|---|---|---|---|
| Incidence of illegal gambling | Not available | Not available | Not available | Establish baseline | 469 complaints received | Target met |
| Why the measure is important: Each report of real or suspected illegal gambling results in an investigation, with the objective of protecting the integrity of gaming and enhancing public safety. | ||||||
| What the results mean: Year-over-year reductions in these numbers will provide an indication of the success of the Illegal Gambling Strategy, the goal of which is to reduce illegal gambling in the province over the long term. | ||||||
| The data: The ministry has fully tracked reported incidents of illegal gambling in the province since late 2004, concurrent with the startup of the Integrated Illegal Gaming Enforcement Team. These data do not measure the total amount of illegal gambling in the province, as there is no way to measure unreported (hence unknown) illegal gambling that takes place. | ||||||
In addition to the above performance measures, the ministry is currently developing two new measures linked to the goal of enhanced public safety.
The ministry is undertaking monitoring the percentage of communities that have achieved an essential level of emergency preparedness. Community preparedness is a significant outcome supported by the Provincial Emergency Program and an indicator of public safety in the province.13
The ministry is also developing a measure of stakeholder satisfaction with the Office of the Fire Commissioner. The office provides advice, information and services to over 400 fire departments, and it is critical to measure its effectiveness in supporting those departments, their communities and the thousands of fire fighters throughout the province.
It is anticipated that the ministry will begin reporting on these measures in fiscal year 2006/07.
|
|
|
| 13 | While this measure remains under development, it can now be reported that 98 per cent of local authorities in the province (municipalities and regional districts) have the services of an Emergency Program Coordinator. Some communities have a Deputy and others are currently hiring. In future, we can expect this number to fluctuate depending upon continued financial and training support of these programs. |
Goal 3: Regulatory programs safeguard public interests
The ministry also strives to ensure that public interests are safeguarded through regulatory programs delivered through Policing and Community Safety, Gaming Policy and Enforcement, Liquor Control and Licensing, and the Film Classification Office.
Core Business Area: Policing and Community Safety
Objective 3.1: Regulation of the private security industry
Key strategies linked to the objective of effectively regulating the private security industry include conducting inspections of private security agencies, and continuing consultation on enhanced legislation governing the private security industry.
While a large segment of the industry is covered under the current Private Investigators and Security Agencies Act, there are areas that remain unregulated. The ministry is reviewing the legislation to determine how the protection of public interests can best be enhanced.
Core Business Area: Gaming Policy and Enforcement
Objective 3.2: A comprehensive regulatory framework for gaming
It is in the public interest that gaming be conducted within a strong regulatory framework that balances economic activity with the responsible management and delivery of gaming. Key strategies linked to that objective include:
- evaluating grant and licensing policies, including the effectiveness of community organizations' access to gaming revenue;
- developing and implementing a coordinated, proactive strategy to oversee B.C. Lottery Corporation's Internet gaming system, including equipment standards, registration and audit features;
- continuing to develop, implement and enforce public interest standards;
- fully implementing an audit and compliance framework that includes allocating resources based on sound risk management principles, monitoring B.C. Lottery Corporation's compliance with provincial requirements regarding the conduct and management of commercial gaming, auditing licensed gaming events and use of gaming proceeds, and sharing information and delivering educational programs to clients to increase compliance with gaming legislation and policies; and,
- further developing the branch's Access to Information Policy to enhance public accountability and reporting.
Objective 3.3: Responsible gambling practices are encouraged through the Responsible Gambling Strategy
The continued development and implementation of the Responsible Gambling Strategy is designed to expand on current programs and services to reduce the harmful impacts of excessive gambling and encourage responsible gambling practices and healthy choices. Key strategies include:
- increasing emphasis and efforts in prevention, research and evaluation, and enhancing client-centred delivery of provincewide problem gambling services;
- fully developing the Partnership for Responsible Gambling by coordinating activities of local governments, service providers and other major stakeholders, and reviewing service delivery and contract management of provincewide problem gambling treatment and prevention services; and,
- increasing public awareness of the responsible gambling initiatives and treatment services available to those with a gambling problem, including developing and implementing a school-based educational resource.
Core Business Area: Liquor Control and Licensing
Objective 3.4: Local governments actively participate in providing input regarding new Liquor-Primary applications
The ministry works with communities to ensure that new Liquor-Primary licences issued reflect public interests. Key strategies include: providing local governments/First Nations with community health indicators to facilitate more effective assessment of licence applications; setting terms and conditions for hours, size and entertainment that are consistent with community standards; and streamlining licensing processes. The branch continues to look at ways to streamline licensing processes to allow resources to be focused on providing local governments/First Nations with the information they need to effectively review and provide input on licensing applications.
Core Business Area: Executive and Support Services
Objective 3.5: Streamlined film classification services across Canada
Key strategies linked to the objective of streamlined film classification services include: recommending standard classification for presentation to provincial ministers; working with other provinces and the industry to develop enabling legislation and/or regulations to recognize common classification standards and enable consolidation of services; and developing contracts to consolidate services and eliminate overlap.
Performance Measures
| Performance Measure | 2002/03 Actual | 2003/04 Actual | 2004/05 Actual | 2005/06 Target | 2005/06 Actual | 2005/06 Variance |
|---|---|---|---|---|---|---|
| Percentage of audited gaming funds recipients in compliance | Data not available | 70% | 76% | 80% | 80% | Target met |
| Why the measure is important: Audits of organizations receiving gaming funds promote voluntary compliance, the proper use of these proceeds and the financial accountability of the organizations benefiting from them. | ||||||
| What the results mean: Results indicate that the Charitable Gaming Compliance Enhancement Program is working as intended, resulting in a significant increase in compliance in its first two years of operation. | ||||||
| The data: The ministry has tracked community organization audits since April 2003, monitoring the number of audits conducted and instances of non-compliance. The data are accurate and reliable. | ||||||
| Performance Measure | 2002/03 Actual | 2003/04 Actual | 2004/05 Actual | 2005/06 Target | 2005/06 Actual | 2005/06 Variance |
|---|---|---|---|---|---|---|
| Achievement of milestones in implementing the Responsible Gambling Strategy | Full program review undertaken | Responsible Gambling Strategy delivery framework developed and initiated; Advertising and marketing standards implemented; Responsible Gambling Website launched |
Operational plan developed; Problem gambling media campaign undertaken; Social and economic impact of gambling research undertaken; Responsible Gambling Standards drafted |
Service providers and municipalities collaborate in Partnership for Responsible Gambling;1 Media campaign promoting awareness of Responsible Gambling Services |
Partial implemen-tation of Partnership for Responsible Gambling (work is ongoing through 2006/07); Targeted youth awareness media campaign completed |
Target met |
| Why the measure is important: The ministry is committed to educating the public on responsible gambling initiatives, as well as to informing problem gamblers, and those affected by problem gambling, of the programs and services available to them. | ||||||
| What the results mean: Results indicate successful collaboration with municipalities and service providers in implementing several projects in 2005/06. The youth-focused media campaign increased awareness of problem gambling services across British Columbia. Work on new and multi-year projects continues. | ||||||
| The data: Milestones in program implementation are tracked using branch project records. The data are accurate and reliable. | ||||||
| 1 | Initiatives include: Responsible Gambling Information Centres at two Lower Mainland casinos; development of a youth resource for the City of Richmond and service providers; Lower Mainland Social/Economic Casino Impact Study; and Appropriate Response Training for gaming workers. |
| Performance Measure | 2002/03 Actual | 2003/04 Actual | 2004/05 Actual | 2005/06 Target | 2005/06 Actual | 2005/06 Variance |
|---|---|---|---|---|---|---|
| Time to acquire a Liquor-Primary licence | 5 months | 6.5 months | 5.9 months | 5 months | 5.2 months | Target not met |
| Why the measure is important: The time to acquire a Liquor-Primary licence is tracked to indicate the ministry's capacity to serve applicants. However, there are factors beyond the ministry's control that influence the time spent to issue a licence, such as the complexity of the application and the turnaround time required for requesting and receiving additional documents and information from applicants and other sources. | ||||||
| What the results mean: The results indicate that Liquor-Primary processing times have been steadily decreasing since 2003/04 and that steps taken to streamline licensing processes are having the desired effects. Although the average processing time target established for 2005/06 was not met, this was primarily due to a significant increase in the number of applications from existing Liquor-Primary establishments to relocate to a new address. These applications go through a similar process to new applications and take staff time away from new applications. In addition, there has also been an increase in the number of requests from licensees for privileges not permitted by policy. These have to be assessed to determine whether they should be approved. | ||||||
| The data: The source of data for this measure is the P.O.S.S.E. database which tracks each step of the licensing process. The data are
accurate and reliable. Licensing time is the total in-branch time measured from when an application is deemed complete to when the licence is issued. Targets and results do not include applications where applicant suitability issues have been identified and additional investigation time is required. |
||||||
In addition to the above performance measures, the ministry is undertaking research to assess public confidence in the regulation and management of gaming. A high degree of public confidence will indicate that the gaming industry is operating in compliance with provincial legislation and policies, and that the ministry's activities in this area effectively meet citizens' expectations.
Data for this measure will be collected by the ministry through a survey of British Columbians. It is anticipated that the ministry will begin reporting on this measure in fiscal year 2006/07.
Deregulation
The ministry continues to support the government initiative to cut red tape and reduce the regulatory burden. In fiscal year 2005/06, the ministry focused on the quality of regulations, and was attentive to the criteria set out in the Regulatory Reform Policy. The ministry also decreased the number of regulatory requirements by three per cent, surpassing the target of a zero per cent increase previously established for the year.
