Ministry Role and Services

Ministry Overview

In 2003/04, the Ministry of Community, Aboriginal, and Women's Services managed a very broad and diverse range of programs. All achievements documented in this report resulted from the work in 2003/04 of the ministry's eight departments:

1. Local Government

2. Housing and Building

3. Safety and Standards

4. Culture, Heritage and Sport

5. 2010 Winter Olympic Bid Secretariat and Community Initiatives

6. Aboriginal, Multiculturalism and Immigration

7. Women's Services and Child Care

8. Executive and Support Services

The ministry's responsibilities are established in legislation, regulation and policy, and every British Columbian is touched by them. Much of the ministry's work depends on its relationship with partners, including: the Union of BC Municipalities and local governments; provincial agencies and other ministries, boards and commissions; other provinces, territories and the federal government; schools, colleges and universities; the private sector, including industry, regulatory and other associations; and non-profit, Aboriginal, community and umbrella organizations, many of which are contracted to deliver services.

In 2003/2004, the ministry was restructured and responsibility for culture, sport, and the Olympics (the BC Olympic Games Secretariat) was transferred to the Ministry of Small Business and Economic Development, and the Business Immigration Office transferred to the ministry from the Ministry of Competition, Science and Enterprise. The ministry also took on responsibility for seniors with a new Minister of State for Women's and Seniors' Services.

The Ministry of Community, Aboriginal and Women's Services was also responsible for more than 20 Crown corporations, agencies, boards and commissions (see Appendix A).

Ministry Vision, Mission and Values

The Ministry of Community, Aboriginal and Women's Services works with a wide range of partners to build stronger communities in British Columbia. This is reflected in the ministry's vision, mission and values.

Vision

Safe, sustainable, liveable and healthy communities, where:

• Individuals take responsibility for their futures, and are self-reliant, energetic and active;
• Women, Aboriginal people and immigrants can realize their full potential;
• Racism is eliminated and different cultures are celebrated;
• Safety systems and the physical infrastructure ensure a high quality of life;
• Government programs and services are responsive and readily accessible;
• Individuals and families can participate in the arts, culture, sport and lifelong learning; and
• Local governments realize their potential to be democratic, effective, collaborative and accountable.

Mission

The Ministry of Community, Aboriginal and Women's Services works in partnership with governments and communities to improve the day-to-day lives of individuals, building a stronger British Columbia.

Values

• Focus on our clients.
• Create beneficial partnership opportunities.
• Use resources wisely.
• Treat employees and clients fairly and equitably.
• Create a culture of accountability, innovation and excellence.

These values are integrated into the ministry's day-to-day operations and planning processes. They are essential to the ministry's success, which depends on the support, assistance and cooperation of its many partners.

Ministry Operating Context

A wide range of issues — both general and specific — affect the ministry's operating context. Outlined below are the high level factors that affect all program areas. Details specific to each department of the ministry are provided in the Performance Reporting section.

Economic factors

British Columbia's economy continues to diversify. Primary goods production is giving way to a greater emphasis on value-added manufacturing and services. Three quarters of British Columbia's GDP, and 80 per cent of total employment in the province, originates in the service sector. Forestry, mining, fishing and agriculture are still important, especially in more rural communities, but they no longer dominate the economy.

In 2002, only 14 per cent of the province's GDP and nine per cent of total employment originated in industries involved in the extraction and processing of natural resources. This shift has been exacerbated by the softwood lumber dispute with the United States, uncertainties in British Columbia's fisheries, and recent events in the Canadian agricultural and cattle industry with the discovery of Bovine Spongiform Encephalitus (BSE) in a Canadian cow and the outbreak of the Avian Flu in the Fraser Valley.

These economic factors impact local governments and communities, particularly in more rural areas of the province.

Demographic factors

Between 1996 and 2001 the province's population growth was concentrated in urban centres. The rural population decreased in British Columbia, and some rural communities were among the fastest declining in Canada. The province's statistics agency, BC Stats, predicts that these trends will continue well into the future. The foreign-born population grew by 11.8 per cent between 1996 and 2001, compared to overall population growth in BC of 4.9 per cent. Currently, about 15 per cent of all immigrants to Canada settle in British Columbia. Immigration provides the largest source of population and labour force growth, playing a lead role in meeting skill requirements, attracting investment and stimulating economic growth. The trend over the last 10 years, however, has seen the majority of immigrants settling in the Greater Vancouver area. Only 10 per cent of newcomers are choosing to settle in communities outside Vancouver.

Significant events

In July 2003, Vancouver/Whistler won the Olympic Bid, paving the way for increased economic and infrastructure development activity in the years ahead.

In August 2003, BC's Interior and southeast were ravaged by wildfire, resulting in devastating losses in the Okanagan Valley and heightening awareness of the need for increased forest fire prevention and response planning.

Ministry Structure and Core Business Areas

The ministry's organizational structure for the first 10 months of 2003/04 is illustrated in Appendix B.

The following section describes the ministry's eight core business areas as of 2003/04, including major services and programs, how services were delivered and to whom. Core business areas are aligned with the ministry's departments which in turn mirror its subvotes in the provincial estimates of expenditure. Information on each department's achievements in 2003/04 is provided in the Performance Reporting section.

Core Business: Local Government

Goal: Open, accountable and effective local governments

The Ministry of Community, Aboriginal and Women's Services assists local governments and public libraries by providing the necessary legislative and policy framework; facilitating partnerships and intergovernmental relations; effecting changes to local governance structures and boundaries; providing targeted financial support; and managing infrastructure grant programs. The ministry is also responsible for local government services in Vancouver's University Endowment Lands.

The Local Government Department provides support and service in the following areas:

The Community Transition Division assisted local governments in communities facing serious economic challenges to manage the impacts of industry restructuring. This Division became part of Intergovernmental Relations and Planning in 2003/04.

The Governance and Structure Division facilitates the implementation of new legislation and changes to local governance and boundaries. It also advises on complex local government issues and works to build positive relationships between local governments and First Nations.

The Intergovernmental Relations and Planning Division facilitates community and regional strategic planning, inter-governmental relations and dispute resolution.

The Local Government Policy and Research Branch develops local government and safety policy, ministry legislation and local government programs.

The Local Government Services and Infrastructure Division assists local governments through statutory approvals, information and advice to protect the administrative and financial viability of local governments. The Division also administers infrastructure planning and infrastructure construction grant programs and partners with other government authorities to deliver initiatives that improve local infrastructure.

The Public Library Services Branch supports public libraries through grants, advice, and information and training initiatives. It also strengthens partnerships with other governments, public agencies and the private sector to foster financial support for libraries.

The Local Government Department works with other ministries and provincial agencies, the federal government, the Union of BC Municipalities, CivicInfo BC, local government associations, legal and financial institutions and community groups. The department managed expenditures of $184 million in 2003/04 through the efforts of 92 full-time equivalents in staff. Government transfers accounted for $173 million, or 94 per cent of the budget.

At the end of 2003/04, the Heritage Branch joined the department. The branch provides policy and legislative advice on heritage issues and strives to build heritage capacity in the public and non-profit sectors.

Core Business: Housing and Building

Goal: Housing needs and safe building standards are met

Housing and building issues are supported within the ministry through policy and legislation development as well as through transfers to two Crown agencies, the BC Housing Management Commission (BC Housing) and Homeowner Protection Office.

The Housing and Building Policy Department has two branches:

The Housing Policy Branch is responsible for developing provincial housing policy, strategies and programs. It provides policy advice to government on specific issues such as the residential construction industry, leaky condos, housing markets, social housing, homelessness, and housing for persons with special needs. The branch also publishes research and guides on housing issues and works to support local government's role in housing.

The Building Policy Branch provides policy advice to government on British Columbia's building regulatory system to advance building safety and accessibility. It administers the BC Building Code, focusing on the development, maintenance and application of related regulations and acting as the secretariat to the BC Building Code Appeal Board. The system depends on building owners, designers and builders to implement the BC Building Code; local governments to monitor compliance; and design professionals — engineers and architects — to verify compliance on major projects.

The department also works closely with two Crown agencies for which the ministry is responsible:

• BC Housing Management Commission, which provides housing assistance programs for low- and moderate-income households and works in partnership to create housing options for the most vulnerable in our communities.
• The Homeowner Protection Office, which licenses residential builders and building envelope renovators and provides advice and financial assistance to owners of water-damaged homes (leaky condominiums).

The department managed expenditures of $147 million for 2003/04 through the efforts of 21 full-time equivalents in staff. Government transfers accounted for $145 million, or 98 per cent of the budget.

Late in 2003/04, the department was expanded to include the Safety Policy and Liaison Branch and the Office of the Fire Commissioner and changed its name to Housing, Building and Safety.

Core Business: Safety and Standards

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

The ministry enhances public safety through the Office of the Fire Comissioner and Safety Engineering Services. In 2003/04, the department had two divisions:

Office of the Fire Commissioner is the senior fire authority in the province, responsible for fire safety legislation, major fire investigation, provincial response to major fire emergencies, advice to local fire departments on fire protection services, training and public fire safety education. Services are delivered through regional offices in Kamloops, Prince George, Cranbrook and Victoria. The office works with two Fire Safety Committees to promote fire safety in communities. Government transfers are provided to Local Assistants to the Fire Commissioner as defined by the Fire Services Act for fires investigated and reported to the Office of the Fire Commissioner.

Safety Engineering Services was responsible for programs that encourage safety in the design, manufacture, construction, installation, operation and maintenance of intra-provincial railways, aerial tramways, electrical systems, boilers, pressure vessels, gas equipment, elevating devices and institutional refrigeration systems. Headquartered in New Westminster, the division operated from offices in 30 locations throughout the province.

Safety and Standards managed expenditures of $25 million for 2003/04 through the efforts of 240 full-time equivalents in staff. Government transfers accounted for $1.6 million, or six per cent of the budget.

On April 1, 2004, the Safety Engineering Services was devolved to the BC Safety Authority, and the remaining branches — Safety Policy and Liaison Branch and Office of the Fire Commissioner, became part of the new Housing, Building and Safety Department.

Core Business: Culture, Heritage and Sport

Goal: British Columbians participate and excel in culture, heritage and sports

The ministry supported culture, heritage and sports in 2003/04 through policy and program activities, administration of the Physical Fitness and Amateur Sports Fund and the Olympics Fund Special Accounts, as well as through policy and program support to the BC Arts Council, an independent, provincially funded agency. The ministry provided transfers in support of cultural industries, heritage protection and preservation, community grant programs, amateur sport groups and sport and recreation projects.

The Cultural Services Branch develops policy and administers programs to support arts and culture, and provides policy, program and administrative support for the British Columbia Arts Council.

The Heritage Branch oversees the preservation of historical artifacts and provision of public programs at 30 provincial historic sites. The branch also partners with federal and local governments to implement the Historic Places Initiative — a national register of heritage sites.

The Sport and Physical Activity Branch partners with BC organizations to promote health and well-being by supporting opportunities to increase British Columbians' access to sport and physical activity.

The Cultural Services Branch, the Heritage Branch, the Sport and Physical Activity Branch, the Physical Fitness and Amateur Sports Fund and the Olympic Arts Fund Special Accounts managed expenditures in 2003/04 of $42 million through the efforts of 78 full-time equivalents in staff. Government transfers accounted for $33 million, or 78 per cent of the budget.

On April 1, 2004, the Cultural Services Branch and the Sport and Physical Activity Branch were transferred to the Ministry of Small Business and Economic Development.

Core Business: 2010 Winter Olympic Bid Secretariat and Community Initiatives

Goal: British Columbia is host to the 2010 Winter Olympic Games and Paralympic Games

This department focused on two key initiatives in 2003/04:

In July 2003, the Olympic Bid Secretariat and its partners — the City of Vancouver, the Resort Municipality of Whistler, the Canadian Olympic Committee, the Canadian Paralympic Committee and the Government of Canada, along with many corporate sponsors — won the bid to host the Olympic and Paralympic Winter Games in 2010. The secretariat continued its work over the balance of the year to make plans and secure partnerships to begin development for the Olympics.

The Community Initiatives and Vancouver Agreement Branch was responsible for the BladeRunners program and the province's participation in the Vancouver Agreement, a five-year agreement among the Federal Government, British Columbia and the City of Vancouver to address social, health, and economic challenges in Vancouver's Downtown Eastside. The BladeRunners program became a public-private partnership in 2003/04.

The Olympic Bid, Community Initiatives and Vancouver Agreement Department managed expenditures for 2003/04 of $113 million through the efforts of 14 full-time equivalents in staff. Government transfers accounted for $110 million, or 98 per cent of the budget.

Responsibility for the Olympics was transferred on April 1, 2004, to the Ministry of Small Business and Economic Development. The remaining program responsibilities were transferred internally to the Aboriginal, Multiculturalism and Immigration Department.

Core Business: Aboriginal, Multiculturalism and Immigration

Goal: Quality of life is improved for Aboriginal people

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

The ministry has responsibility for coordinating provincial efforts to improve programs and services for Aboriginal people living in British Columbia and to maximize the social and economic benefits of immigration.

The Aboriginal Directorate identifies initiatives and opportunities for integrated service delivery, one-stop access to program and service information, access to social and economic development opportunities, and the preservation of Aboriginal culture. The directorate also represents provincial interests in federal/provincial processes and negotiations. It depends largely on partnerships with other ministries, the federal government, and Aboriginal organizations and communities.

The Immigration Division manages and implements the Agreement for Canada-British Columbia Cooperation on Immigration and works to maximize the social and economic benefits of immigration to the province by ensuring that the federal government considers British Columbia's interests regarding immigration levels, planning, policy and legislation. Other responsibilities include the design and delivery of the Provincial Nominee Program, as well as strategic initiatives to support the recognition of foreign-trained, skilled workers' credentials in the province.

The Settlement and Multiculturalism Branch oversees the planning, funding, implementation and management of anti-racism, multiculturalism and immigrant settlement programs, working in close partnership with communities and non-profit organizations. The branch helps newcomers adapt to life in Canada through contracts with 100 third-party agencies providing essential settlement services.

The programs above managed expenditures in 2003/04 of $17 million through the efforts of 57 full-time equivalents in staff. Government transfers accounted for $11 million, or 66 per cent of the budget.

In 2003/04, the Community Initiatives and Vancouver Agreement Branch and the Business Immigration Office from the Ministry of Competition, Science and Enterprise joined the Department.

Core Business: Women's Services and Child Care

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

Goal: A sustainable child care system meets the needs of families

The ministry works to address the unique economic and social needs of women, and has two branches to address women's issues.

The Women's Policy Branch provides policy analysis and research support to government on issues that affect women. Working with other ministries and jurisdictions, the branch identifies and analyzes issues of concern to women, including economic, health and justice issues. These efforts are enhanced by the cooperation of other ministries to maximize opportunities for women when developing and administering their policies and programs.

The Stopping the Violence Branch is responsible for transition house programs for women and children leaving abusive relationships. It also funds and administers programs to support community-based violence prevention projects, counselling programs for women who have experienced violence and counselling for children who witness abuse. The branch works with non-profit agencies through annual contracts to provide these services.

The ministry supports the child care system in British Columbia through policy development and program administration.

The Child Care Policy Branch develops policy and legislation and provides analysis, evaluation and research on child care issues.

The Child Care Programs Division administers programs that provide operational funding to assist eligible licensed group and family child care providers with the cost of providing care. It is also responsible for providing subsidies to parents to pay for child care. Partnerships with the Ministry of Human Resources and the Ministry of Children and Family Development help to achieve success in these objectives. The ministry also works with non-profit agencies through annual contracts to provide child care resource and referral services, and supports the Early Childhood Educator (ECE) Registry which includes over 8,000 ECEs.

The Women's Services and Child Care Department managed expenditures for 2003/04 of $198 million through the efforts of 182 full-time equivalents in staff. Government transfers accounted for $182 million, or 92 per cent of the budget.

The department was expanded in 2003/04 to include the new responsibilities of the Minister of State for Women's and Seniors' Services and became the Women's Services, Seniors and Child Care Department. The Women's Policy Branch became the Women's and Seniors' Policy Branch.

Core Business: Executive and Support Services

Goal: Support services enable Ministry programs to meet their objectives

Executive and Support Services is composed of the Minister's Office and staff, the Deputy Minister's Office and staff, the Communications Branch and the Corporate Services Department.

Corporate Services supports ministry programs by supplying services such as human resources, finance and administration, information technology, corporate policy and planning, and information and records management. It has five branches: Corporate Policy and Planning, Finance and Administrative Services, Strategic Human Resource Management, Information and Privacy, and Information Systems. These branches facilitate the ministry's strategic direction by supporting enhanced contract management, risk management and performance planning; encouraging public-private partnership opportunities; and supporting training and professional development opportunities, succession planning and recruitment to address needs stemming from workforce adjustment and the ministry's changing skills requirements. These branches also work with the Office of the Deputy Minister and the Communications Branch to provide strategic direction and common services that support the ministry's programs in achieving their objectives.

The Executive and the Corporate Services Department managed expenditures for 2003/04 of $12 million through the efforts of 89 full-time equivalents in staff.

During 2002/03 and 2003/04, payroll services and some information technology were transferred to the Ministry of Management Services and human resource services were centralized in the Public Service Agency. Staff from these functional areas were transferred to the respective agencies.

Update on New Era Commitments

Twenty-four of the New Era commitments presented in June 2001 fell within the mandate of the Ministry of Community, Aboriginal and Women's Services. In the 2002/03 Annual Service Plan Report, the ministry reported on the status of all these New Era commitments. This table outlines those commitments that were completed in 2003/04 and one that remains outstanding.