Annual Service Plan Reports 2004/05 -- Ministry of Community, Aboriginal and Women's Services

British Columbians enjoy full social, economic and cultural participation in strong, safe and healthy communities.

Mission

The ministry works to build strong, safe and healthy communities and achieve full social, economic and cultural participation for British Columbians by:

Values

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, cooperation and actions of its many partners (third-party service providers, other orders of government, other ministries and provincial agencies, non-profit sector, business sector and many other stakeholders). The ministry focuses on its clients by striving to continually improve its services, and working to improve its performance management framework to be more accountable to government, its clients and the public, to utilize resources wisely and to create a culture of innovation and excellence. Through its human resource management plan, the ministry works to attract and retain skilled employees by providing a workplace that treats its employees fairly and equitably.

Ministry Overview, Core Business Areas and Structure

Ministry Overview

In 2004/05, the Ministry of Community, Aboriginal and Women's Services managed a very broad and diverse range of programs. The ministry's clients included every British Columbian because all aspects of the ministry's business affected them either directly or indirectly. The ministry provided services to women who have experienced abuse, and their children, new immigrants and Aboriginal people through third-party contractors.

The ministry provided the governance framework for local government; supported the B.C. Public Library system and heritage conservation; provided the framework for building, fire and safety regulation; supported social housing and housing for the most vulnerable; provided a number of initiatives to improve programs and services for Aboriginal people; supported new immigrants and worked to reduce racism in communities; supported the Vancouver Agreement and the development of other multi-jurisdictional inner-city partnerships; provided policy analysis and research support on issues affecting women and seniors; and provided funding to support women who have experienced abuse, and their children.

The ministry was organized in five departments that corresponded to five core business areas. These were:

Much of the ministry's work depended on its relationships with its many and diverse stakeholders, including: the Union of B.C. Municipalities and local governments; other ministries, in particular the social ministries; provincial agencies, 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 were contracted to deliver services. The ministry's relationships with these stakeholders varied. In some cases, the ministry contracted services for its clients. In others, the ministry consulted, collaborated and partnered on various issues and initiatives. The ministry also facilitated processes in support of local governments.

The ministry was responsible for over a dozen Crown corporations, agencies, boards and commissions, and for over 40 pieces of legislation (Appendix 1 and 2).

Ministry Core Business Areas and Structures

Core Business: Local Government

The Ministry of Community, Aboriginal and Women's Services served local governments, promoted heritage conservation and supported public libraries by: providing the necessary legislative and policy frameworks; facilitating partnerships and intergovernmental relations; providing targeted financial support; and administering grant programs. The ministry was also responsible for the provision of local government services in the University of British Columbia's University Endowment Lands.

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

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

The Intergovernmental Relations and Planning Division facilitated community and regional strategic planning, intergovernmental relations and dispute resolution and assisted local governments in communities facing serious economic challenges to manage the impacts of industry restructuring.

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

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

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

The Heritage Branch provided policy and legislative advice on heritage issues, devolved heritage sites to community organizations and worked to build heritage capacity in the public and not-for-profit sectors. The branch also partnered with federal and local governments to implement the Historic Places Initiative and the Canadian Register of Historic Places, a national register of heritage sites.

The Local Government Department worked with other ministries and provincial agencies, the federal government, the Union of B.C. Municipalities, CivicInfo BC, the Local Government Management Association, the Government Finance Officers Association, legal and financial institutions and community groups. The Department managed expenditures of $208 million in 2004/05 through the efforts of 118 full-time equivalents in staff. Government transfers, net of recoveries, accounted for $189 million, or 91 per cent of Department expenditures.

Core Business: Housing, Building and Safety

Housing, building and safety issues were 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 the Homeowner Protection Office.

The Housing Policy Branch was responsible for developing provincial housing policy, strategies and programs. It provided policy advice to government on specific issues such as the residential construction industry, leaky condos, social housing, homelessness, and housing for persons with special needs. The branch also published research and guides on housing issues and worked to support local government's role in housing. It partnered with non-profit organizations, local governments and the housing and building sectors, and worked closely with the two Crown agencies for which it is responsible:

The Building Policy Branch was responsible for continued development of the BC Building Code and assisted in the development of related regulations such as: the Water Conservation Plumbing Regulation and Concurrent Authority for Buildings and Other Structures. The Branch provided policy advice to government on specific building technical and regulatory issues, such as: energy efficiency, assisted living, existing buildings, modernisation, objective-based code and B.C. variations and Municipal Insurance Association bylaw. It has continued to act as the secretariat to the BC Building Code Appeal Board. Through the Minister-appointed Building Policy Advisory Committee, the branch has worked on significant building policy issues with key stakeholders, including architects, engineers, developers, local government building officials, home builders, technologists and independent contractors.

The Safety Policy and Liaison Branch monitored the effectiveness of the safety regulatory system, providing analysis to the Minister on proposed changes to the system and acting as the liaison between the Province and the BC Safety Authority. The BC Safety Authority was responsible for inspection, certification and licensing of engineering installations, as well as the licensing of technical personnel.

The 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, training and public fire safety education. Services were delivered through regional offices in Kamloops, Prince George, Cranbrook and Victoria. The office worked with two Fire Safety Committees to promote fire safety in communities. Government transfers were 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.

The Department managed expenditures of $165 million for 2004/05 through the efforts of 55 full-time equivalents in staff. Government transfers accounted for $159 million, or 96 per cent of Department expenditures.

Core Business: Aboriginal, Multiculturalism and Immigration

The ministry had 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 and multiculturalism.

The Aboriginal Directorate identified initiatives and opportunities for improved integration of program and service delivery, increased access to social and economic development opportunities, and the preservation of Aboriginal languages. The Directorate also represented provincial interests in federal/provincial processes and negotiations. It depended largely on partnerships with other ministries, the federal government, and Aboriginal organizations and communities.

The Immigration Division worked to maximize the economic and social benefits of immigration to B.C. through leadership, partnerships, strategic influences, and program development and delivery. The Division's activities ensured British Columbia's immigration interests were effectively represented, and that the contribution of economic immigrants and temporary residents to the B.C. economy were expanded. The Division managed and implemented the Agreement for Canada-British Columbia Cooperation on Immigration, and worked to ensure the federal government considered British Columbia's interests regarding immigration levels, planning, policy and legislation. The Division's responsibilities included the design and delivery of the Provincial Nominee Program, the International Qualifications Program, Business Immigration, and the BC Skills Connect for Immigrants Program.

The Settlement and Multiculturalism Branch oversaw 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 helped newcomers adapt to life in Canada through contracts with third-party agencies providing essential settlement services.

The Inner-city Partnerships Branch supported local initiatives through the Vancouver Agreement, a federal/provincial/municipal initiative to support sustainable development in Vancouver, particularly in the city's Downtown Eastside neighbourhood, and worked to develop other inner-city partnerships. The Branch is also responsible for the BladeRunners Program and, in partnership with the Vancouver Organizing Committee and other agencies and orders of government, implementation of the Inclusivity Commitments for the 2010 Olympic and Paralympic Winter Games.

The Department managed expenditures in 2004/05 of $21 million through the efforts of 69 full-time equivalents in staff. Government transfers, net of recoveries, accounted for $14 million, or 68 per cent of Department expenditures.

Core Business: Women's and Seniors' Services

The ministry worked to address the unique economic and social needs of women and seniors.

The Women's and Seniors' Policy Branch provided policy analysis and research support to government on issues that affect women and seniors. Working with other ministries and jurisdictions, the branch identified and analyzed issues of concern to women and seniors, including economic, health and service access issues. These efforts were enhanced by the cooperation of other ministries to maximize opportunities for women and seniors when developing and administering their policies and programs.

The Stopping the Violence Branch was responsible for transition house programs for women, and their children, leaving abusive relationships. It also funded and administered 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 worked with community agencies through service contracts to provide these services. Major stakeholders included the BC Association of Specialized Victim Assistance and Counselling Programs (BCASVACP) and the BC/Yukon Society of Transition Houses.

The Department managed expenditures in 2004/05 of $37 million through the efforts of 28 full-time equivalents in staff. Government transfers accounted for $34 million, or 92 per cent of Department expenditures.

Core Business: Executive and Support Services

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

Corporate Services supported ministry programs by supplying services through five branches: Corporate Policy and Planning, Finance and Administrative Services, Strategic Human Resource Management, Information and Privacy, and Information Systems. These branches facilitated 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 skill requirements. These branches also worked with the Office of the Deputy Minister to support strategic planning and financial and other services that support the ministry's programs in achieving their objectives.

The Executive and the Corporate Services Department managed expenditures for 2004/05 of $10 million through the efforts of 84 full-time equivalents in staff.

Ministry Operating Context

The Ministry of Community, Aboriginal and Women's Services encompasses a broad and diverse range of programs and responsibilities. The environment and trends which influence the work of the ministry are equally complex.

The British Columbia economy grew 3.9 per cent in 2004, leading all provinces, after growth of 2.5 per cent in 2003. Domestic activity continued to be the main driver of economic growth last year. Business investment grew by 11.7 per cent. Growth in housing starts of 25.8 per cent in 2004 led to residential construction investment growth of 14.8 per cent.

Stronger economic growth in B.C. resulted in more favourable circumstances for many of the ministry's key programs and stakeholders; however, this improvement also poses challenges. Strong housing demand and construction, for example, are a driver of further economic growth and employment, but tend also to exacerbate housing affordability problems for those with low to moderate incomes. Urban centres in B.C. already have some of the highest housing costs in the country. The ministry has continued to work to ensure that new opportunities benefit not only urban centres but also smaller communities and regional centres.

Many rural British Columbian communities have traditionally depended on natural resource industries, which have been dramatically impacted, in recent years, by trade issues (e.g., softwood lumber dispute), epidemics (e.g., mountain pine beetle), and the challenge of resource renewal (e.g., forestry, fisheries, mining). On the other hand, urban communities are experiencing explosive population growth, record housing prices, and the need to maintain or improve infrastructure (transportation, drinking water and waste water management). The ministry has a key role in responding to the needs of these communities by ensuring local governments remain financially viable and sustainable.

In April 2004, British Columbia became the first province to sign the New Deal for Cities and Communities with the federal government to transfer gas tax revenues to B.C. cities and communities. Funding will go to local government infrastructure projects to provide environmental benefits for urban and rural communities, including better transit, clean drinking water, improved waste water infrastructure, and improved air quality.

Over the last decade, British Columbia has remained a favoured destination for immigrants and temporary residents, with an average of 41,000 immigrants per year coming to the province. China remained the top source country of immigrants landed in B.C. for 2004 for the third year in a row, representing almost one-third of all immigrants. The top three source countries in 2004 were China, India and the Philippines.

Immigration has been the largest component of net population increase for B.C. over the past ten years and will continue to be the major component in the future. Greater global and inter-provincial competition for immigrants means other provinces and nations are increasing their direct involvement in marketing and supporting immigration initiatives. Although B.C., like Canada overall, does not have a general labour shortage at the present time, there is a persistent labour market imbalance with shortages occurring in specific sectors or in particular regions. Even though B.C. has enjoyed being a top destination for immigrants, the increase in global competition and labour market shortages create the need for strategic marketing and promotion of all regions of the province. While immigration brings significant social and economic benefits, recent increases in the number of immigrants to B.C. has meant a greater demand for settlement services and language training in metropolitan areas. The ministry's goal of maximizing the benefits of immigration and multiculturalism requires concerted efforts and cooperation with other ministries, governments, and the private and non-profit sectors.

British Columbia is home to the highest percentage of visible minorities in Canada (22 per cent). At the time of the last census (2001), British Columbia was in first place for visible minority communities in Canada. The role of the provincial government is grounded in the Multiculturalism Act of British Columbia, which promotes cross-cultural understanding and respect for people regardless of race, cultural heritage, religion, ethnicity, ancestry or place of origin. Multiculturalism provides the foundation upon which cultural diversity continues to flourish. As communities grow and differences are evidenced, the ministry works to ensure that differences are understood. The BC Human Rights Tribunal reported in its 2003/04 statistics that 16 per cent of complaints proceeding to a final hearing were in the area of race, ancestry, colour or place of origin. Given this statistic, the ministry works to ensure that racism and hate is addressed through community response mechanisms, public education, and partnership development. Further, understanding of multiculturalism and effective multicultural service delivery is also needed across government and is reported through the Annual Report on Multiculturalism (a legislative requirement).

The province's Aboriginal population grew by 21.7 per cent between 1996 and 2001. The general standard of living of B.C.'s Aboriginal people is 20 per cent below that of other British Columbians. In recent years more Aboriginal people have moved from reserves to urban centres, with more of the Aboriginal population living off-reserve in B.C. These shifts in population challenge the ministry to address the expanding need for service, particularly from the young and growing urban Aboriginal population. The demographic trends noted above and issues relating to federal and provincial jurisdictional responsibilities increase the complexity associated with developing and delivering practical and effective programs and services for Aboriginal people. Effective program delivery by Aboriginal organizations and communities is often hindered by capacity needs. To ensure an effective response to Aboriginal issues requires cooperation across government and all orders of government, as well as a strong relationship with Aboriginal organizations and communities.

Women comprise 51 per cent of the B.C. population, account for 57 per cent of university enrolment, form 47 per cent of the labour force and 36 per cent of the self-employed. They earned $20.3 billion in 2001. Despite many gains achieved over the last three decades, women, as a group, still face challenges. For example, women's labour force activity and their income are still more likely to be impacted by family and caregiving responsibilities (working part-time, taking time off, and/or retiring early to accommodate family caregiving responsibilities). Women rely more heavily than men on government transfer payments, programs and services. The ministry advises government on women's issues to ensure government can respond to women's unique needs. Collaborative relationships with other ministries and orders of government are essential to this mandate.

Women are more likely to be victims of a sexual or physical crime committed by someone they know, such as a partner, spouse, acquaintance, relative or ex-spouse. Ninety-five per cent of the population in B.C. has access to some violence-related service (e.g., transition house programs, Stopping the Violence counselling, community or police-based victim services) within 70 kilometres of their homes. The number of women and children sheltered through the Transition House program has increased, reversing a decreasing trend in the previous four years.

People over the age of 65 make up 13.3 per cent of the population of B.C. By 2031, almost a quarter of the B.C. population will be over 65 and 6.1 per cent will be over 80, meaning the proportion of the population falling into these age groups will almost double. The ministry has a role in identifying the changing needs of seniors and resulting impacts on related government policies and programs. This requires continuing to build strong relationships with other ministries, orders of government, the private and non-profit sectors and communities.

In recent years, a number of factors internal to government has resulted in a need for the ministry to shift its focus. Some of these shifts are well underway; others are more preliminary:

Regulatory reform — Government's regulatory reform initiative required the ministry to evaluate its regulatory systems to ensure legislative and regulatory regimes are essential to ministry business and assess where reductions could be made, by streamlining or eliminating regulatory requirements, to reduce the regulatory burden on British Columbians. Changes to create more objective-based codes and regulations, such as in the Housing, Building and Safety area of the ministry, require the province to develop tools for assisting users with this new format.

Shifts in service delivery — Government has shifted many services from direct to third-party service delivery, with government managing policy and legislative frameworks and maintaining a monitoring role, rather than providing direct service. This move has resulted in increased reliance on third-party service providers and regulated entities. Capacity of third-party service providers varies, and as the ministry shifts to more community-based service delivery, it is essential to ensure service quality and accountability for results. This is important in the smaller, regional communities of British Columbia, as well as larger, urban centres. The ministry is working to ensure appropriate accountability mechanisms exist, to support third-party service providers in being able to deliver quality services and provide reliable information about program outcomes.

In safety, there has been a shift in administration from government to a regulated entity, the BC Safety Authority, a move from prescriptive to objective-based regulation, and a shift from provincial to harmonized national codes and standards. Significant changes in the building regulatory system are highlighting the need for a stronger provincial governance role. An increasingly litigious environment is also causing changes to the traditional roles of industry stakeholders. In response to these challenges, the ministry is assessing building and safety systems to ensure they are responsive and modernised and achieve desired outcomes.

Relationships with other orders of government, ministries, provincial agencies and stakeholders — Increasingly, there is a need to ensure a coordinated approach is taken to addressing provincial issues and thereby meeting the needs of British Columbians. This approach brings risks because of influencing factors outside the control of the ministry. The ministry's success depends on its ability to build and maintain strong relationships with its many partners and stakeholders. Where the ministry has had success, it is building on those experiences, e.g., the Union of B.C. Municipalities and the Vancouver Agreement.

Strategic Shifts and Significant Changes in Policy Direction

There also were a number of important internal changes at the start of the 2004/05 year. The Province's 2010 Olympic Bid was successful and a new Olympic Games Secretariat was established within the Ministry of Small Business and Economic Development. The Sport and Physical Activity and Cultural Services branches were transferred to the Ministry of Small Business and Economic Development. The Ministry of Community, Aboriginal and Women's Services took on responsibility for cross-ministry coordination of seniors' issues and related policy. Safety Engineering Services, responsible for public safety as it relates to regulated products and processes, became the independent BC Safety Authority in 2004. In 2004/05, responsibility for childcare was transferred to the Ministry of Children and Family Development.

In response to these changes, the ministry reorganized and reduced its Departments to five. The Housing and Building Policy Department was combined with the Safety and Standards Department to form the Housing, Building and Safety Department. Local Government assumed responsibility for Heritage. The Vancouver Agreement Branch was moved to the Aboriginal, Multiculturalism and Immigration Department, and became the Inner-city Partnerships Branch to expand its mandate beyond urban issues in Vancouver. By reducing the number of Departments in the ministry and looking for synergies within those areas, the ministry is working to better coordinate internally its many programs through more horizontal integration.

New Era Commitments

Of the 24 New Era commitments presented in June 2001 that fell within the mandate of the Ministry of Community, Aboriginal and Women's Services, only one remained outstanding at the beginning of 2004/05, and is now achieved. The status of this commitment is described below.

*New Era* Commitments	Status
Return 75 per cent of all traffic fine revenue to municipalities to improve community policing and crime prevention.	Exceeded. Eligible municipalities received a total of $41.8 million in traffic fine revenues in 2004/05, up from $10 million in 2003/04. In March 2005, government announced funding of $49 million to municipalities in 2005/06. This represents 100 per cent of traffic fine revenue — up from the 75 per cent announced as part of the Government's New Era commitments.