Title: Director of Aboriginal Policy and Practice Classification: Band 4

JOB PROFILE Position # 00114730

TITLE: DIRECTOR OF ABORIGINAL POLICY AND PRACTICE CLASSIFICATION: BAND 4

MINISTRY: CHILDREN AND FAMILY DEVELOPMENT WORK UNIT: ABORIGINAL SERVICES BRANCH

SUPERVISOR TITLE: EXECUTIVE DIRECTOR SUPERVISOR POSITION #: 00089301

POSITION OVERVIEW

As a respected leader, you will be responsible for providing Provincial leadership in support of the ministry’s strategic priorities including service transformation and practice change.

Your strong management foundation with responsibility for a wide range of confidential, legislative and operational issues, preferably in a multi-disciplinary environment, and your ability to direct the work of staff is essential in the success of this role. This position requires an ability to develop and maintain positive working relationships with First Nation and Métis Governments.

Applicants should have demonstrated strong leadership abilities and an aptitude for dealing with various organizations and, in particular, active and successful engagement with Aboriginal people, communities and agencies. Reporting to the Executive Director Aboriginal Services Branch, the Director of Aboriginal Policy and Practice is responsible for leading the implementation of the Aboriginal Policy and Practice Framework (APPF) across all six service lines of MCFD. As a leader in the Aboriginal Services Branch, the Director of Aboriginal Policy and Practice will play a key role in ensuring that the ministry’s operational service delivery supports the needs of Aboriginal children, youth, families and communities. Through implementation of the APPF, the Director of Aboriginal Policy and Practice is responsible for leading the development of an integrated service delivery system across all child welfare programs in MCFD and DAA’s which is reflective of an indigenous perspective in the provision of services to First Nations, Métis and Aboriginal children and families.

ACCOUNTABILITIES The Director of Aboriginal Policy and Practice must deal with a wide range of confidential, legislative, and operational issues, applying analytical skills and knowledge of social work and administrative concepts, and maintaining a long-term, corporate perspective of the needs, goals, and objectives of the ministry when providing analysis, support and recommendations with respect to one or more of the following functional areas: • Leads the oversight and implementation of the Aboriginal Policy and Practice Framework (APPF) across all six service lines of MCFD. The APPF guides practice and policy for services delivered by MCFD and DAA’s. • Supports the application of the APPF through the provision of mentorship and coaching to Ministry staff working with the Aboriginal community. • Supports service delivery leadership and practitioners with community engagement and reconciliation approaches. • Implementation of quality assurance mechanisms that support monitoring and continuous improvement of services to Aboriginal children and families.

Date: April 5, 2018 • Responsible for overseeing the funding of direct services to increase permanency for Aboriginal children and youth in care and/or those Aboriginal children and youth at risk of coming into care through Aboriginal Service innovations – Child Safety and Permanence Initiative. • Consults with the aboriginal community on their priorities and needs to ensure their perspective is included during ministry planning initiatives for operational services that directly impact Aboriginal communities, families, youth and children. • Builds effective working relationships with key partners in the Aboriginal community, bands and political organizations to foster collaboration and provide support and guidance to ensure operational solutions are achieved on behalf and for children and families in BC Aboriginal communities. • Analyzes operational impacts of multiple projects on the aboriginal community and regional operations to identify emerging issues and recommend timing / priorities. • Provides input and recommendations, and represents the ministry on inter-ministry projects involving services delivered to aboriginal children, youth and family. • In partnership with aboriginal delegates ensures their training needs are assessed and that deficiencies are addressed to support best practices in child welfare. • Provides corporate leadership on emerging aboriginal issues and prepares briefing materials to support the Deputy Minister and Minister. • Manages the team budget and provides leadership and direction to staff. • Supervises staff including assignment of work, development and evaluation of performance plans, approval of leave, response to grievances and initiation of discipline processes. • Supports and coordinates First Nations, Métis and Aboriginal people’s input into practice standards, and the development of policies and standards for First Nations, Métis and Aboriginal children, youth and their families under the CFCSA. • Cultivates constructive and collaborative partnerships within MCFD, other provincial ministries, DAA’s, contracted agencies, First Nations, Métis, and Aboriginal communities.

The Director of Aboriginal Policy and Practice has discretion to suggest recommendations, which may have an impact at the individual, practice, and policy levels. As such, the Director must develop and maintain a high level of knowledge, skill, and proficiency in all aspects of Aboriginal child and family services program delivery. The Director must be thoroughly familiar with the following legislation, policies, and guidelines which govern the scope, authority, and activity of the position:  Aboriginal Operational and Practice Standards and Indicators (AOPSI)  Child, Family and Community Service Act (CFCSA)  Child, Family and Community Service Regulations and Court Rules  Freedom of Information and Protection of Privacy Act  MCFD overarching core policies  The Aboriginal Policy and Practice Framework (APPF)

Other related policy and legislation including:  The Indian Act (Canada)  Adoption Act  Adoption Act Regulations  Family Law Act  Representative for Children & Youth Act  Nisga’a Final Agreement  Tsawwassen Final Agreement  Maanulth Final Agreement  Child & Family Development Service Standards  BC Handbook for Action on Child Abuse and Neglect  Aboriginal Agency Complaint Processes

Date: April 5, 2018  Court Procedures for Child Protection JOB REQUIREMENTS:  University degree in a related discipline (e.g. Social Work, Public Policy, Public Administration, Business Administration) or an equivalent combination of education and experience  Experience in strategic planning and high-level problem and issues resolution  Experience working with Delegated Aboriginal Agencies and/or Aboriginal service providers and communities.  Understanding of Aboriginal community leadership and decision-making processes within First Nation and Métis governments, organizations and communities.  Extensive experience in strategic planning and high-level problem and issues resolution.  Experience developing business and service plans.  The ability to interpret internal and external challenges with a clear vision to create a strategic solution to meet the goals.  Due to nature of the position, preference may be given to persons of Aboriginal ancestry.  Successful completion of security screening requirements of the BC Public Service, which may include a criminal records check, and/or Criminal Records Review Act (CRRA) check, and/or enhanced security screening checks as required by the ministry (Note: It is important that you read the job posting carefully to understand the specific security screening requirements pertaining to the position). Knowledge:  Knowledge of planning/public policy and legislation principles and processes.  Knowledge of government structure and the strategic planning/legislation environment, and the ministry’s organization and programs.  Knowledge of Aboriginal cultures and history and strong understanding of social, economic, political and historical concerns in Aboriginal communities.

Skills/Abilities:  Ability to deliver clear and concise communications, both oral and written.  Ability to work independently with minimal supervision and as part of a team.  Ability to perform work requiring detailed review of documents for accuracy and completeness.  Ability to plan, organize and coordinate work effectively while dealing with conflicting demands, shifting priorities and deadlines.  Ability to exercise tact and deal objectively with sensitive, confidential or polarized issues.  Ability to analyse complex practice issues and identify and report on areas that need addressing.  Ability to develop and maintain effective working relationships and strategic partnerships with Aboriginal community partners, DAA’s, other government agencies and stakeholders.  Leadership abilities and influence management skills.

Provisios:  May be required to work evenings/weekends.  Travel required. Transportation must meet ministry operational requirements. Date: April 5, 2018  Police record check and criminal record check required. STRATEGIC LEADERSHIP COMPETENCIES Core: • Promoting Empowerment involves knowledge and skills in using processes such as delegation and information sharing to enhance subordinate ownership and empowerment over their task and performance. • Vision and Goal Setting involves knowledge and skills in establishing official and operative goals for the organization/units and to establish a system of measuring effectiveness of goal attainment. • Creating and Managing Change involves knowledge and skills to manage in the organization through setting direction and urgency, building a coalition of support, communicating widely, handling resistance to change and facilitating implementation of successful change actions. • Solving Problems Creatively involves knowledge and skills in fostering creative problem solving in the organization through critical reflection, problem analysis, risk assessment and rewarding innovation.  Building Strategic Alliances involves knowledge and skills to engage in internal and external stakeholder analysis and to negotiate agreements and alliances based on a full understanding of power and politics.  Negotiating/conflict management involves knowledge and skills to engage in two-party/multi-party negotiations and to facilitate third-party intervention or mediations into conflict situations. This job requires the following most of the time.  Fostering trust involves knowledge and skills to build and sustain trust in an organization and between the leader and his/her colleagues, through integrity, concern for others and consistent behaviour, following through on commitments and open communications.

ABORIGINAL RELATIONS BEHAVIOURAL COMPETENCIES

• Aboriginal-Centered Service Approach is a desire to serve Aboriginal people, focusing one's efforts on understanding their interests in order to increase the quality of the service and produce better outcomes. It implies a willingness to support Aboriginal people in determining their own future. It involves demonstrating a welcoming demeanour, an attitude of helpful curiosity, and a willingness to enter into the interaction or relationship without judgement or stereotyping. It means being open-minded and flexible in one’s attitudes toward people who are different from oneself and showing respect for the differences. It includes experiencing Aboriginal people as strong, vital and important to the functioning of British Columbia. Implicit in this is the knowledge that one is responsible for the image and effectiveness of the public service. • Change leadership is championing the achievement of intended, real change that meets the enduring vision of Aboriginal self-determination in British Columbia. It involves collaboratively developing and implementing ideas to achieve positive change from anywhere in the BC Public Service. The change leader learns from other leaders and elders, models the vision and encourages members of the public service to commit to and champion the vision. The change leader inspires others into new ways of thinking and doing business. The change leader routinely energizes the change process and removes barriers to change. • Managing Organizational Resources is managing organizational resources is the ability to creatively think about allocation of organizational resources (e.g., people, materials, assets, funding) to support the self- determination of Aboriginal people. It may involve taking strategic risks with organizational resources, and incorporating ingenuity to maximize results. It includes the ability to look for improvements that do not require significant resourcing while committing to fully resourcing when indicated. It is collaborating with Aboriginal people to ensure that resources are allocated based on existing and further interests of their people and communities. It incorporates a means of measuring results relevant to both the BC Public Service and Aboriginal people.

Date: April 5, 2018 • Strategic Orientation is the ability to link the long-range vision of Aboriginal self-determination to daily work, ranging from a simple understanding to a sophisticated awareness of the full impact of thinking and actions. It is the ability to think and operate broadly, with the goal of sustainability, to further the goals of Aboriginal people in a way that meets the collective public interest. This also means taking responsibility to collaboratively design and implement steps to redress past harms and set frameworks in place to prevent their recurrence.

Date: April 5, 2018