Ministry 2003/04 Annual Service Plan Report - Government of British Columbia.
         
Contents.
• Printer-friendly versionAdobe Acrobat Reader link page. (PDF)  
• Message from the Minister  
• Accountability Statement  
• Year-at-a-Glance Highlights  
• Ministry Role and Services  
• Performance Reporting  
• Report on Resources  
• Appendix A: Glossary  
• Appendix B: Progress on New Era Commitments and Key Projects  
• Appendix C: Legislation Administered by the Ministry  
• Appendix D: Notes on Data Completeness, Reliability and Methodology  
• Appendix E: Ministry Office Locations  

Other Links.
• Ministry of Water, Land and Air Protection Home  
• 2003/04 Annual Service Plan Reports Home  
 

Ministry Role and Services

Ministry Overview

The mandate of the Ministry of Water, Land and Air Protection is to protect and enhance the quality of British Columbia's water, land and air in a way that contributes to healthy communities, recreational opportunities, a sustainable environment, and a strong and vibrant provincial economy. The ministry strives to bring an effective, balanced approach to environmental management that optimizes benefits from a healthy economy and retains British Columbia's world-renowned natural beauty and environmental integrity. To accomplish this, the ministry provides leadership, develops innovative legislation and new business models, and promotes effective relationships with clients such as other government bodies, First Nations, industry, and the range of groups in the environmental community. Our clients also encompass the public at large, small business, users of our parks and recreational services, and our staff.1

The ministry carries out its mandate through four divisions with approximately 924 staff located in nine regions of the province: Vancouver Island, Lower Mainland, Thompson, Okanagan, Kootenay, Cariboo, Skeena, Omineca and Peace. Regional staff in the Environmental Protection and Environmental Stewardship divisions work together in regional offices to encourage teamwork and efficiency. Smaller area offices are located throughout the province to provide a visible presence, enforcement and park operations capacity in local areas (see Appendix E: Ministry Office Locations).
1  Two other agencies have mandates closely aligned to that of the ministry. The Ministry of Sustainable Resource Management is responsible for land and water use planning and land and resource information services. Land and Water British Columbia (a Crown corporation) administers issues related to land and water allocation, while the Ministry of Water, Land and Air Protection has responsibility for issues related to land and water quality.

The ministry has three major areas of activity:

  • Environmental Protection — the ministry develops policy and legislation, regulations, codes of practice and administers statutes. Regulatory frameworks allow the ministry to set, monitor and report on standards for environmental quality, such as discharges and emissions to water, land and air. Frameworks are also used for the acceptable remediation of contaminated sites and facilitation of effective responses to high-risk environmental and human health and safety emergencies.
  • Environmental Stewardship — the ministry sets results-based objectives and standards informed by science for activities that affect ecosystems, species and habitat. It also monitors and reports on selected species and habitats, and acquires information on habitat and species health.
  • Outdoor Recreation — the ministry supports the social, economic and cultural values associated with recreational and other uses of Crown land by managing key fish, wildlife and habitat activities, as well as managing provincial parks, protected areas and conservation lands.

An overview of the wide range of legislation administered by the ministry is included in Appendix C.

Innovative Service Delivery in 2003/04

The ministry recognizes that effective service delivery and stewardship of the environment requires forging new relationships, building trust, developing new business models and striving for ongoing improvement.

During 2003/04, the ministry implemented a number of business models and streamlined processes that will enable it to continue to pursue an innovative approach to service delivery, such as:

  • providing additional park management opportunities to regional private contractors;
  • transferring responsibility for the operation of hatcheries to the Freshwater Fisheries Society of BC;
  • continuing to partner with the Habitat Conservation Trust Fund to support wildlife and environmental enhancement programs;
  • expanding the role of government-recognized, private-sector environmental professionals in addressing contaminated sites;
  • partnering with other ministries (e.g., Ministry of Agriculture, Food and Fisheries, Ministry of Transportation) in areas such as aquaculture compliance and highway operations and their impact on the environment; and
  • streamlining processes to enable individuals to write pesticide applicator exams at Government Agent offices rather than in ministry regional offices, working to harmonize regulatory requirements with other governments (e.g., the Streamside Protection Regulation with the Department of Fisheries and Oceans), and working with the Alberta government on harmonizing special waste regulatory requirements.

In addition to these partnerships and collaborative efforts, the ministry uses internal committees to facilitate the effective integration of operations in areas such as science, monitoring and reporting, compliance and information systems planning. (The Ministry of Sustainable Resource Management is an important partner in the implementation of a multi-year information systems plan.)

Ministry representatives also participate in a number of cross-government initiatives, such as the Provincial Resort Strategy, Fire Management Team, Pine Beetle Task Force and Provincial Drought Action Plan. The ministry is also part of the Ministry of Sustainable Resource Management's Land Information BC Client Council (a key provider of information services and information technology to the Ministry of Water, Land and Air Protection).

Ministry Vision, Mission and Values

Vision

The ministry's vision is a clean, healthy and naturally diverse environment that enriches people's lives, now and in the future.

Mission

The ministry provides leadership and support to British Columbians to help them limit the adverse effects of their individual and collective activities on the environment, while fostering economic development and providing recreational opportunities.

Organizational Values and Principles

The following major organizational values and principles underpin our work.

Values

  • We respect our staff and create a healthy workplace that sets and communicates clear expectations, and supports a culture of staff development, recognition, reward and opportunity.
  • We ensure that professional accountability and discipline characterize our behaviour.
  • We focus on achieving high environmental standards through a culture of continuous adaptation to change.
  • We strive to consistently meet agreed-upon client requirements and deliver our services in a transparent, fair and timely manner.
  • We are committed to continuous improvement in the environmental management of the province.

Principles

  • We believe a sustainable environment is central to providing economic and social opportunities for all British Columbians.
  • We believe a sustainable environment is a naturally diverse environment.
  • We believe that all sectors of society are responsible for ensuring a sustainable environment — government, business, industry and citizenry.
  • We believe that citizens have the right to safe, healthy communities.

Our values and principles guide us in the way we define and attempt to reach our goals. Some examples are:

  • Communicating clear expectations to staff and encouraging a culture of continuous improvement has led to the development and review of an Employee Performance and Development Plan (EPDP) for each ministry employee on an annual basis.
  • Improving environmental management by involving business, industry and citizens in maintaining a sustainable environment has led to the replacement of the 20-year-old Waste Management Act with a new Environmental Management Act. The new Act will streamline standards and make the private sector more accountable for upholding codes of practice and safeguarding the environment against harm.
  • Achieving high environmental standards and delivering our services in a transparent, fair and timely manner is reflected in the publicly reported performance measures contained in our annual Service Plan and in the government's Strategic Plan. In addition, broad environmental outcome indicators are made public in our Environmental Trends reports.

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Ministry Operating Context

Each year, as part of its planning cycle, the ministry carries out a broad scan of the external2 and internal factors influencing its ability to meet ministry and government objectives. The challenge is to identify and address the impact these factors might have, while making fundamental changes to our business approaches and maintaining an environment in which staff can achieve results and grow professionally.

The flexibility to refine and update plans as circumstances evolve is a vital part of our resource planning and risk management processes. Adjustments to Service Plan objectives, program priorities, targets and internal budget allocations may result from our analysis of a range of factors, such as the degree of economic activity in the province, the impact of changing weather patterns or international market demands.
2  External factors refer to global, national and provincial considerations. For more information see the "Planning Context" section in the ministry's 2004/05 – 2006/07 Service Plan at http://www.bcbudget.gov.bc.ca/2004/sp/wlap/wlap_appendix1.htm.

The ministry operates within a complex environment that is influenced by:

  • An increasing number of severe and unpredictable natural or biological events that can impact ecosystems, human health, and local, national or international economies. Examples are Severe Acute Respiratory Syndrome (SARS), Bovine Spongiform Encephalopathy (BSE, "mad cow disease"), and Avian Influenza. The ability to change or develop plans quickly is critical to achieving an effective response to such events.
  • The need to apply multidisciplinary approaches to problems, considering scientific, social and economic factors. For example, the catastrophic series of wildfires in the province's interior affected a number of significant ecosystems and led to reduced tourism and economic activity in the province. (See the "Report on Results" section for the ministry's performance measure for the number of recorded visits to B.C. parks.)
  • A broader role for the ministry in which it supports maximizing the benefits of the natural environment while maintaining its quality (e.g., actively supporting the 2010 Olympic and Paralympic Winter Games). This more holistic approach acknowledges the role that a healthy environment plays in supporting the economy, and the role that a healthy economy has in supporting government's ability to deliver its environmental and other goals.
  • Public expectations that legislation and regulations should be both effective and efficient in achieving objectives. Public confidence comes from the belief that legislation and regulations are well designed, minimize duplication, have the flexibility to adapt to new circumstances, and will encourage compliance while not unduly burdening stakeholders with unnecessary process and cost. Public confidence comes from the knowledge that the ministry carries out periodic program reviews, audits and assurance pilots to enhance its ability to deliver services, develop effective legislation and business practices and report on its performance fairly and openly.
  • The need to move toward a more collaborative approach in meeting ministry objectives. Stakeholder and other new relationships must be developed and opportunities for harmonizing regulatory requirements explored.
  • An increased need to support staff development and carry out program and infrastructure renewal within the limited resources available to government. To do so, revenue opportunities, innovative business models, streamlined processes and risk management practices must be considered.

Risk Management

The ministry is an active proponent of risk management and has considerable experience in examining risks related to human health, the environment, public and private property, Crown assets and its own business operations. Examples of these include risks associated with revenue, habitat, park facilities and contaminated sites. During 2003/04, the ministry managed a number of risks linked to the achievement of its Service Plan goals and its capacity to deliver its mandate. Table 1 summarizes some of these. (See the "Report on Resources" section for a broader discussion of capacity.)

Table 1. Risk identification and ministry response

Situation Potential Risk Risk Management Action
Risks that originate outside the organization. Negative perceptions about environmental practices in British Columbia may adversely affect international markets. Continue to use outcome reporting (e.g., Environmental Trends reports) to provide current and scientifically credible information to media, educators and policy-makers to foster awareness of environmental issues in decision-making.
Revenue from fees (e.g., from recreation activities) may be affected by:
  • changing demographics
  • natural disasters
  • negative consumer response
  • international tourism trends.
Continue to conduct environmental scans and monitor changes in demographics that may affect revenue generation.

Continue to work with Treasury Board staff to improve revenue-reporting models and develop contingencies to mitigate revenue fluctuations.

Risks that relate to the sustainability of the environment. Rapid expansion of human activities continues to alter habitat and increases the number of species at risk. Continue to develop strategies and partnerships (e.g., the Freshwater Fisheries Society of BC) that encourage stewardship and improve science to inform decisions and the identification, protection and recovery of species and habitat.
Risks that relate to the effectiveness and efficiency of processes and operations. The optimal indicators of environmental health may not have been identified, which may have a particular result attributed to a certain action when the outcome may be produced by another action or variable.

Expansion of the use of partners and shared stewardship may impact the ability to manage project delivery and meet objectives.

Periodically review outcome measures, results and measures in other jurisdictions to determine the best environmental indicators for future reporting.

Ensure that the three-year audit and program review plan is used to monitor the outcomes intended from implementing improved approaches (e.g., the park operating contract process).

Risks that relate to tangible assets such as land, buildings and equipment. The possible loss of asset value (e.g., reduced level of maintenance, obsolescence), which would result in decreased revenue potential or return on Crown assets or greater long-term replacement costs. Use the annual capital plan and asset management strategy with the condition assessment inventory to look at situations that could pose risks to human health or result in serious environmental damage and prioritize capital expenditures for upgrading facilities.
Risks that relate to the use of information (e.g., how it is protected, stored and shared). Lack of robust information technology will affect the ministry's ability to support effective monitoring and reporting systems or to benefit from business process improvements. Use the multi-year Information Resource Management Plan to ensure information systems and information management needs are identified and data standards are met.

Continue to work with the Ministry of Sustainable Resource Management and other service providers on database integration using improved information systems platforms.

Risks that relate to the organizational culture, human resource activities and fiscal allocation activities. An aging workforce may mean increased retirement rates, knowledge retention issues and the need to recruit people for key positions.

Existing staff may need to supplement skill sets to effectively respond to changing operational requirements.

Monitor progress in implementing succession management for key ministry positions that have been identified.

Ensure that all staff have an Employee Performance and Development Plan in place.

Risks that originate from the need to regulate or comply with policies, practices or statutes. Policies, programs and actions to address environmental impacts may not be appropriate or adequate, which could result in unintended consequences. Continue to explore opportunities to incorporate reporting information (e.g., Environmental Trends reports) into priority setting, policy development and performance measurement.

The ministry has sponsored activities such as the Risk-Based Responses to Human-Wildlife Conflict MLA panel and the Integrating Risk into Ministry Decision Making workshops for staff over the past year. As well, the ministry also included risk information in the 2002/03 Annual Service Plan Report in an effort to foster understanding about potential risks faced by the environment and by those who share in its protection (e.g., other government bodies, partners and the public). This awareness of risk was beneficial as the ministry dealt with the impact of the 2003 forest fires on recreational revenue and park facility operations.

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Ministry Structure and Core Business Areas

The ministry relies on the integration of four core business areas to achieve its four Service Plan goals.

1. Environmental Protection

The core business area of Environmental Protection is led primarily by the Environmental Protection Division. Key programs and services in this business area focus on protecting human health and the environmental quality of water, land and air in British Columbia. The Environmental Protection business area is responsible for delivering Goal 1.

This area's key functions reflect the government's priority of ensuring a strong, private-sector economy that maintains high environmental standards by:

  • regulating and monitoring industrial and community activities to ensure compliance with established provincial environmental standards;
  • promoting sustainable environmental practices in communities; and
  • maintaining a system for ambient air and water quality monitoring and reporting.

Approximately $47,711,000 and 328 FTEs were dedicated in 2003/04 to this core business area.

One of the major focuses of this business area has been developing new legislation, including the Environmental Management Act, the Integrated Pest Management Act and the Flood Hazard Statutes Amendment Act. Such legislative changes, which were made using stakeholder input (e.g., Advisory Panel on Contaminated Sites), facilitate outcome-based regulations that provide clear roles for governments and stakeholders, consistent performance standards, updated fee structures, decreased remedial and legal costs, and a greater focus on those not complying with regulatory requirements. Providing opportunities for industry-led stewardship programs for the disposal of post-consumer products and shifting the responsibility for lower risk spills to industry and partners will enable the ministry to better focus its resources on high-risk issues.

2. Environmental Stewardship

The core business area of Environmental Stewardship is led primarily by the Environmental Stewardship Division. Key programs and services in this business area focus on working with other ministries, industries, communities and governments to establish standards for governing the use and protection of ecosystems, species and habitats. The Environmental Stewardship business area is responsible for delivering Goal 2.

This area's key functions reflect the government's priorities of shared stewardship and sustainable economic development. These stewardship activities are aimed at maintaining and restoring fish and wildlife species and their habitats.

Approximately $43,153,000 and 360 FTEs were dedicated in 2003/04 to this core business area.

The ministry has been working with partners to update provincial regulations and strengthen the role of science professionals in developing standards and best practices for ecosystem, species and habitat conservation. The ministry has worked on the Forest and Range Practices Act and other regulations that enable results-based stewardship. In 2003, the ministry amended the Wildlife Act and Park Act to better support conservation and the allocation of fish and wildlife resources and to reduce the regulatory burden on business.

Conservation Officer Service

The dual reporting relationship of the Conservation Officer Service (COS) to the Environmental Protection Division and the Environmental Stewardship Division guides the compliance and enforcement activities in all areas of the ministry's legislative mandate. The COS provides education to clients and promotes compliance with regulatory requirements, conducts inspections and, if necessary, works within ministry programs on a range of enforcement options to address non-compliance. The COS is also responsible for implementing the Wildlife-Human Conflict Prevention Strategy.

3. Park, Fish and Wildlife Recreation

The core business area of Park, Fish and Wildlife Recreation is also led primarily by the Environmental Stewardship Division. Key programs and services in this business area focus on the allocation of natural resources for hunting, angling and wildlife viewing, protecting recreational values and encouraging recreation-linked economic activity. The Park, Fish and Wildlife Recreation business area is responsible for delivering Goal 3.

This area's key functions reflect the government's priorities of protecting and enhancing recreational services and opportunities and of establishing workable relationships with First Nations, regional communities, other ministries and governments by:

  • applying an approach informed by science to promote the effective management of fish, wildlife and park resources;
  • providing and enhancing park, fish and wildlife recreational services and opportunities for British Columbians and others; and
  • establishing legislation, policies and procedures for park, fish and wildlife recreation.

Approximately $8,223,000 and 156 FTEs were dedicated to this core business area in 2003/04.

Progress was made on several key issues, with stakeholder input playing an important role (e.g., the Recreation Stewardship Panel). The ministry worked with partners to establish the Freshwater Fisheries Society of BC and to improve park management by contractors. Over the coming years, the ministry will continue to respond to the Recreation Stewardship Panel's recommendations to further support responsible tourism growth. The 2010 Olympic and Paralympic Winter Games will provide an opportunity to encourage sound environmental planning and infrastructure development associated with the Games. In the future, fish, wildlife and park-based recreation and appropriate development within the province's parks will continue to provide regional economic opportunities.

4. Executive and Support Services

The core business area of Executive and Support Services is led through the Deputy Minister's Office, Strategic Policy Division and Corporate Services Division. Key programs and services in this business area focus on providing effective and efficient planning and legislative support to assist core business areas in achieving their goals and objectives. The Executive and Support Services business area is responsible for delivering Goal 4.

This area's key functions support the government's priorities of efficient program management and fiscal responsibility.

Approximately $30,162,000 and 160 FTEs were dedicated to this core business area in 2003/04.

In 2003/04, this business area supported key ministry initiatives, such as streamlining legislation and encouraging cooperation for stronger environmental protection (e.g., bilateral agreements with Idaho, Montana and Washington states signed in September 2003). The ministry will continue to support legislative reform and improve critical information systems to enhance client service and monitoring. Efforts will also focus on further integrating the ministry's planning processes, identifying risks and reporting environmental trends to the public.

Organizational Structure

The ministry's structure supports the services, programs, regulatory reform and other initiatives carried out in each core business area. Figure 1 shows the ministry's organizational chart and the main responsibilities of each division.

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Figure 1. Ministry organizational chart

 
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Strategic Shifts and Significant Changes in Policy Direction

The ministry continues to make progress in realizing the strategic shifts outlined in its 2002/03 – 2004/05 Service Plan. As noted in this and past annual reports, the ministry has made strides in changing its business practices and shifting its strategic direction toward:

  • Sharing responsibility for the environment with others as appropriate and emphasizing a ministry staff culture of client service.
  • Setting appropriate environmental standards and ensuring standards are met.
  • Having clear roles for the ministry, industry and other stakeholders in the gathering and reporting of environmental information and in achieving environmental objectives.
  • Integrating ministry program delivery using approaches informed by science.
  • Facilitating economic development based on clear, reasonable environmental outcomes.
  • Making public information available in a transparent, timely and accessible manner.

This direction continues, and the ministry has responded to the challenge of such strategic change by: implementing business models for improved service delivery (see "Ministry Overview" section); developing partnerships to protect species and habitat; streamlining legislation to both protect the environment and contribute to economic development (e.g., the Integrated Pest Management Act); adjusting its program structure to continue to deliver on key initiatives; and refining its results reporting to focus on a few key measures that link to environmental and operational outcomes.

Update on New Era Commitments

In 2001, the government set out key priorities for the ministry, including a list of New Era commitments. Since that time, the ministry has made significant progress in fulfilling these commitments, beginning or completing work on all nine New Era commitments involving the ministry.

Significant accomplishments in 2003/04 include:

  • enactment of the Environmental Management Amendment Act;
  • purchase and preservation of Burns Bog;
  • work with the Groundwater Advisory Board on the development of groundwater regulations under the Drinking Water Protection Act;
  • reassessment of the Streamside Protection Regulation; and
  • preparation of amendments to the Flood Protection Act.

For more information about the ministry's progress in addressing the government's New Era commitments see Appendix B: Progress on New Era Commitments and Key Projects.

 

  
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