Report on Resources — Continued

Resource Summary by Goals

Goals	Core Businesses1	2002/03 Estimates	Other Authorizations	Total	Actual	Variance
Operating Expenses ($000)
1. Sound Governance	Part of corporate services	2,069		2,069	1,960	109
2. Sustainable development of land and resources	Strategic Land-Use Planning	29,762	2,089	31,851	31,715	136
3. Effective delivery of integrated, science-based land, resource and geographic information	Integrated Land and Resource Information	70,340		70,340	71,303	(963)
4. Streamlined land and water management2	Sustainable Land and Water Management	9,223	4,881	14,104	14,356	(252)
5. Organizational excellence	Part of each core business area	3,445		3,445	2,475	970
Agricultural Land Commission3		2,931		2,931	2,931	—
Total		117,770	6,970	124,740	124,740	—
Full-time Equivalents (FTEs)
1. Sound Governance	Part of corporate services	56		56	46	10
2. Sustainable development of land and resources	Strategic Land-Use Planning	356		356	313	43
Operating Expenses ($000)
3. Effective delivery of integrated, science-based land, resource and geographic information	Integrated Land and Resource Information	928		928	738	190
4. Streamlined land and water management2	Sustainable Land and Water Management	8		8	7	1
5. Organizational excellence	Part of each core business area	8		8	13	(5)
Agricultural Land Commission3		29		29	25	4
Total		1,385		1,385	1,142	243
Ministry Capital Expenditures (CRF) ($000)
1. Sound Governance	Part of corporate services	184		184	33	151
2. Sustainable development of land and resources	Strategic Land-Use Planning	2,014		2,014	586	1,428
3. Effective delivery of integrated, science-based land, resource and geographic information	Integrated Land and Resource Information	6,289		6,289	4,109	2,180
4. Streamlined land and water management2 Pacific Marine Heritage Legacy Agreement	Land and Water Management	5,011 11,500	30,000	35,011 11,500	34,659 4,400	352 7,100
5. Organizational excellence	Part of each core business area	30		30	11	19
Agricultural Land Commission3		60		60	9	51
Total		25,088	30,000	55,088	43,807	11,281
Other Financing Transactions ($000)
4. Streamlined land and water management2	Sustainable Land and Water Management
Receipts		900		900	532	368
Disbursements		1,000		1,000	36	964
Total Net Cash Source (Requirements)		(100)		(100)	496	(596)

1	Goal 5, Organizational Excellence, is supported by all core businesses of the ministry.
2	LWBC, the delivery agent for this goal, is now accountable for both budget and delivery of water management services under a new funding model.
3	The Agricultural Land Commission, referenced in all tables in this section, was previously known as the Land Reserve Commission.

Budget figures above show the 2002/03 Estimates for the ministry allocated to the goals as presented in the 2002/03 Service Plan. Actual expenditures reflect both financial adjustments between goals after publication of the service plan as well as management decisions and unexpected events.

Financial Adjustments

A number of operational responsibilities were transferred between sub-votes. The most prominent was transfer of divisional executive support from Corporate Services to the applicable sub-vote. The ministry also received contingency funding of $6.97 million in operating and $30 million in capital, which is noted above under Other Authorizations and is described following the next table.

Operating Expenditure Variances

Actual expenditures are within 1% of budgeted expenditures for Goals 1, 2, 3 and 4 as a group. The individual variances were largely caused by the way corporate support budgets were allocated across goals. The budgets were allocated according to the expected distribution of staff, whereas the actual expenditures were allocated according to relative use. Goal 3 consumed more resources for overheads such as systems costs and amortization relative to the budget, whereas Goals 1, 2 and 4 consumed less. The Goal 1 variance was completely attributable to this difference in allocation of the corporate support budget and expenditures. The expenditures for Goal 5, Organizational Excellence, were considerably less than budgeted, principally because of a shortfall on training. This will be corrected in 2003/04 through implementation of training plans as part of Employee Personal Development Plans.

Capital Expenditure Variances

The ministry spent only 80% of its capital budget because its projected operating budget in future years is insufficient to cover the amortization costs that would have resulted from full expenditure of these funds.

Adjustments to Strategies and Targets Within the Available Budget

In response to uncontrollable delays and consequent budget overruns on some projects as well as shifts in government priorities described in the Ministry Operating Context and Strategic Shifts sections, the ministry adjusted its priorities on strategies and projects to remain within its overall budget. In view of the shrinking budget in 2003/04 and 2004/05, the ministry also sought successfully to produce a small surplus which could be used to reduce its expenditures in those years through pre-payment of future commitments to the Muskwa-Kechika Advisory Board (see comments following the next table).