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This position was responsible for the administrative work involving the planning, assigning and supervision of the work of a large group of subordinates in a variety of operational, custodial,maintenance, life-guarding and instructional tasks at civic beaches, swimming pools and bathhouses. He also supervised the overall operation and maintenance of indoor swimming pools and outdoor ice patrol operations. The incumbent was also responsible for public and employee safety, this included imposing health closures at public bathing areas due to water pollution levels. The supervisor reported to the Park Board Superintendent but in 1974 the reporting structure changed due to a major reorganization. He then reported to the Director of Recreation Services. The title of this position has varied over time to reflect changing duties. Originally, it was Supervisor of Beaches, Pools and Bathhouses. In 1956, it was changed to Supervisor of City Beaches and Pools, and in 1962 it was changed once more to Supervisor of Beaches, Pools and Outdoor Skating. George A. Burrows was the Supervisor from 1945 to 1970.

The Vancouver Photographic Society was established in 1934. By the 1970s, the organization had changed its name to the Vancouver Photographic Club and was affiliated with the National Association of Photographic Art.

Under the 1886 Act of Incorporation, the Board of Police Commissioners had the authority to appoint a Chief Constable and as many constables and other officers and assistants as were deemed necessary. The duties of the constables were "preserving the peace, preventing robberies and other felonies and misdemeanors and apprehending offenders." The structure of the Police Department consisted of a Chief Constable and three policemen. As the city grew in size and complexity, the functions and structure of the Police Department grew accordingly, with increasing emphasis being placed on crime prevention. The Chief Constable is responsible to the Board of Police Commissioners for the total policing of the City and for the control, direction and planning of the effective operation of the Police Department. The Department is divided into a Bureau of Operations and a Bureau of Support Services, with a deputy Chief Constable commanding each bureau and reporting to the Chief Constable. The functions of the Department are law enforcement; crime prevention; assisting the public; traffic control; support services; executive management services and; detention services. The first four functions fall within the responsibility of the Bureau of Operations; the last three are administrative functions, carried out by the Bureau of Support Services.

The Ministry of Attorney General implemented a wife assault policy in April 1984. The policy directs the justice system to recognize the criminality of the assault of women by their husbands or common law partners, and is aimed at coordinating the efforts of the justice system and community support agencies to provide effective responses to wife assault in the community. In 1990, the Ministry of Attorney General proposed to institute the Wife Assault Coordination Project in five British Columbia communities, including Vancouver.

The Act of Incorporation of 1886 empowered City Council to pass, alter, and repeal by- laws for "purchasing, acquiring, holding, managing, and maintaining real property and buildings for the purpose of a free public library or a partial free library in the city, and any branches thereof, and for the maintenance and upkeep of any such library or libraries; and for appointing a Library Board for the management and control of such library or libraries." The Vancouver Public Library was established in December 1887 by a citizen's Board. From 1887 to 1890, the City Librarian acted on a voluntary basis. In 1890, Council voted money to support the library and began to appoint members to the Library Board. The library operates under the Library Act
([RSBC 1996] c. 264). The duties of the Council-appointed Board include: the power to make rules and regulations for its own guidance and for the government of the library; the preparation of budget estimates to meet the expenses of maintaining and managing the library; control over expenditure of all monies levied or provided by Council for library purposes and all moneys granted, donated or bequeathed to the Board; the power to appoint a librarian and assistants, prescribe rules for their conduct and fix their compensation and the power to remove such appointees; the keeping of distinct accounts; the preparation of an annual report and; the power to negotiate and enter into agreements for group insurance for the benefit of members of the Board and of its employees. In 1982, the Vancouver Public Library Board consisted of one Council member and ten other persons appointed for two-year terms. The library is funded with grants from the civic and provincial governments. Directors of the Vancouver Public Library have included: Aileen Tufts (? - 1987), Madeleine Aalto (Apr. 1988 - ).

The Vancouver Real Estate Board was established in March of 1888 as an association of real estate firms and salesmen, but was disbanded in June of that year.

The Vancouver Real Estate Exchange, formed in 1919, was not a continuation of the 1888 Board.

The Vancouver School Board is a locally elected body, constituted as a corporation and responsible for determining local education policy in conformity with the Public Schools Act of 1873. The Act authorized the Lieutenant-Governor in Council to create school districts, provide funds for teacher's salaries and school buildings, and appoint both a six member Board of Education and a Superintendent of Education. Originally established to allow individuals from local school districts to assist in the formation of education policies based upon their district's specific needs, school boards have, over time, had certain responsibilities for the organization and management of local systems delegated to them by the provincial government. Initially, the Vancouver School Board was able, through the work of its standing committees (Management, Finance, Building and Grounds), to involve itself directly in many of the day to day problems of school administration. However, as more powers and responsibilities were acquired by the Board, and as the Vancouver school system expanded, it became necessary for the Board to appoint executive officers such as City Superintendent, Secretary-Treasurer, and Building and Grounds Superintendent, to whom administrative duties could be delegated. The Board was then able to concern itself primarily with the tasks of setting overall education priorities and policies, and of selecting, through its executive officers the supervisors, officers, principals, teachers and other employees required to turn the Board's policies into practice. These employees often worked within divisions or departments such as the departments of building and grounds, health, primary work and physical education. For a more detailed history, please consult the inventory of the Vancouver School Board fonds.

The Vancouver Board of School Trustees was renamed the Vancouver School Board in 1955.

The Vancouver Teachers' Association was formed in late 1914 and served as the civic voice for many teachers until 1930. The V.T.A. sought to create one large association, but the high school teachers formed their own independent group, the High School Teachers of the Lower Mainland. In 1930 the junior high school teachers withdrew to form their own group. In 1935, the secondary school teachers and the junior high teachers merged to form the Vancouver Secondary Teachers' Association. The body worked to assist teachers in professional development, political lobbying and wage discussions. The V.S.T.A. often worked in conjunction with the Vancouver Elementary School Teachers' Association.

The Vancouver, Westminster and Yukon Railway was a firm created by businessman John Hendry in 1901 and shortly thereafter received a federal charter to lay track from New Westminster to Vancouver. The company began laying track in 1903, but the company's ambitions to build northwards were thwarted by an adverse political and economic climate, obstruction by the CPR and BC Electric Railway. Hendry sold most of the assets associated with the firm in the four years up to 1915, when the company's charter to build north of Burrard Inlet expired. The company's assets were later involved in rounds of railway consolidation that occurred in the second decade of the 20th century.

The Vancouver-Fiji Sugar Company was founded in 1905 by a number of Board members and larger investors in the British Columbia Sugar Refining Company, Limited, led by B.T. Rogers. The Company purchased as an ongoing concern a sugar cane plantation and cane mill at Tamanua, Fiji. Between 1905 and 1907 ownership of the Company was transferred in stages to the British Columbia Sugar Refining Company, Limited, from which time it operated as a wholly-owned subsidiary of BC Sugar.

The intention of creating the Vancouver-Fiji company was to have a reliable source of raw sugar that BC Sugar controlled, to supply their Vancouver refinery. However, the Vancouver-Fiji company was never able to deliver a supply that was adequate or reliable enough to meet the parent company's needs. Despite considerable investments in the Tamanua mill after 1905, it persistently operated at a loss and the mill was never able to acquire adequate cane supplies to make the project viable.

In 1922, the Vancouver-Fiji operations began to decline and they ceased operations entirely in 1925. In 1927, the company was wound up by BC Sugar.

The VanDusen Botanical Garden Association was founded in 1966 for the purpose of helping to preserve the former site of the Shaugnessey Golf Club for use as park land, rather than have it re-developed for housing or some other purpose following the club s relocation to a new site in 1960. The site is located in Vancouver British Columbia, and is approximately bounded by Oak Street, Granville Street, 33rd Avenue and 37th Avenue, and was owned by the Canadian Pacific Railway prior to its sale to the City of Vancouver. Funding for the purchase of the site was provided jointly by the City of Vancouver, Government of British Columbia, and W J VanDusen (through the Vancouver Foundation). The garden was named after VanDusen in recognition of his financial contribution. VanDusen Garden opened to the public in 1975.

VanDusen Botanical Garden is jointly operated by the Vancouver Park Board and the VanDusen Botanical Garden Association. The Association raises funds for the continuing development and improvement of the garden, and provides volunteers that contribute to various activities at the garden, serving as programme guides, seed collectors, master gardeners, and library and gift shop volunteers.

HISTORY:
The Vancouver Organizing Committee for the 2010 Olympic and Paralympic Winter Games (VANOC) was established on 30 September 2003, two months after the Vancouver 2010 Bid Corporation won its bid for the 2010 Games from the International Olympic Committee (IOC).

VANOC was established in accordance with the Olympic Charter to organize the Vancouver 2010 Olympic and Paralympic Winter Games (“the 2010 Games”) in Vancouver, British Columbia, Canada, in February 2010. VANOC’s mandate was to support and promote the development of sport in Canada by planning, organizing, financing and staging the 2010 Games. Though many of VANOC’s board members served with the Bid Corporation, the two institutions had distinct mandates.

VANOC was guided by a 20-member board of directors nominated by the Government of Canada, the Province of British Columbia, the City of Vancouver, the Resort Municipality of Whistler, the Canadian Olympic Committee, the Canadian Paralympic Committee and the Squamish and Lil'wat First Nations. As an organization, VANOC reported to the Canadian Olympic Committee and the International Olympic Committee. Its chief officer was John Furlong. VANOC's vision was a stronger Canada whose spirit is raised by its passion for sport, culture and sustainability. Its stated mission was “to touch the soul of the nation and inspire the world by creating and delivering an extraordinary Olympic and Paralympic experience with lasting legacies.”

The XXI Olympic Winter Games was staged in Vancouver and Whistler from February 12 to 28, 2010. The X Paralympic Winter Games was staged in Vancouver and Whistler from March 12 to 21, 2010.

LEGAL STATUS:
VANOC was incorporated as a not-for-profit organization under the Canada Corporations Act, and awarded Public Authority status under the Act.

MANDATES AND SOURCES OF AUTHORITY:
The mandate and governance structure of VANOC were provided for in the Multiparty Agreement for the 2010 Winter Olympic and Paralympic Games, signed 14 November 2002. Parties to this agreement were the Government of Canada (as represented by the Minister of Canadian Heritage), the Province of British Columbia (as represented by the Minister of Community, Aboriginal and Women's Services), the City of Vancouver, the Resort Municipality of Whistler, the Canadian Olympic Committee, the Canadian Paralympic Committee, and the Vancouver 2010 Bid Corporation. The Multiparty Agreement established the obligation among the parties to create an organizing committee for the games, and their responsibilities to support the planning and execution of the games if Vancouver's bid was successful.

VANOC's self-stated mandate was: "To support and promote the development of sport in Canada by planning, organizing, financing and staging the 2010 Olympic and Paralympic Winter Games."

INTERNAL STRUCTURE:
Prior to October 2008, there were seven major divisions encompassing the following listed functions:

(1) Finance, Legal and CEO’s Office:
Administration; CEO Office; Finance; Project and Information Management; Government and Partner Relations; Legal Services; Procurement; Risk Management and Assurance Services; Venue Construction Administration

(2) Human Resources (later “Workforce”), Sustainability and International Client Services:
Aboriginal Participation; Human Resources; International Client Services; Sustainability; Workforce

(3) Service Operations and Ceremonies:
Accommodation; Broadcast Integration; Ceremonies; Cleaning and Waste; Cultural Olympiad; Food and Beverage; Government Service Integration; Logistics; Look of the Games; Olympic and Paralympic Villages; Overlay; Press Operations; Security Integration; Snow Removal; Transportation

(4) Sport, Paralympic Games and Venue Management:
Anti-Doping; Event Services; Medical Services; NOC-NPC Services (National Olympic Committee/National Paralympic Committee); Paralympic Planning; Sport; Venue Management

(5) Technology and Systems:
Accreditation; Energy Services; Information Systems; Internet (Technical); Technical Infrastructure; Timing and Scoring Results,

(6) Revenue, Marketing and Communications:
Brand and Creative Services; Commercial Rights Management; Communications; Community Relations; Editorial Services; Internet Management; Licensing and Merchandising; Media Relations; Sponsorship Sales and Servicing; Ticketing; Torch Relays

(7) Construction

Beginning October 15, 2008, after the 2008 Beijing Summer Olympics, a shift began from centralized planning to venue and facility-based planning and operations. As a result, the organizational structure changed to six major divisions encompassing the following listed functions:

(1) CEO Office

(2) Sport and Games Operations:
Accreditation; Anti-Doping; Information Systems ; Information Technology; Internet Technical; Medical Services; NOC/NPC Services; Official Languages; Paralympic Planning; Sport; Technical Infrastructure; Timing and Scoring Results; Venue Management; Workforce

(3) Services and Games Operation:
Accommodation; Broadcast Integration; Cleaning and Waste; Energy Services; Event Services; Logistics; Look of the Games; Olympic and Paralympic Villages; Overlay; Press Operations; Security Integration and Contract Security; Snow Removal; Transportation; Urban Domain Ops (was Government Service Integration); Venues Food and Beverage ; Villages Food and Beverage

(4) Revenue, Marketing and Communications:
Administration; Brand & Creative Services; Commercial Rights Management; Communications; Community Relations; Editorial Services; Finance; Internet Management; Licensing & Merchandising ; Media Relations; Procurement; Project & Information Management; Risk Management & Assurance; Sponsorship Sales and Servicing; Ticketing; Torch Relay

(5) Celebrations and Partnerships:
Ceremonies & Spectaculars; Corporate Strategy & Partnerships ; Cultural Olympiad; International Client Services

(6) Construction, Inclusivity, Legal and Special Projects:
Aboriginal Participation; Legal Services; Sustainability ; Venue Construction

Ceremonies and Partnerships was a VANOC administrative unit led by Executive Vice President David Guscott.

Construction, Inclusivity, Legal, and Special Projects was a VANOC administrative unit led by Executive Vice President Dan Doyle. Its mandates included, but were not limited to, the following: planning, construction and delivery of all competition venues required for the Olympic and Paralympic Winter Games on a timely basis and in a fashion consistent with VANOC’s values and pre-existing commitments; supporting integrated delivery of sustainability outcomes in all aspects of the Games; and,
*providing legal advice that is practical, trusted and responsive.

Construction, Inclusivity, Legal and Special Projects was divided into units that created the following series, which reflect VANOC's organizational structure and classification system.
Venue Construction (VCN), led by Geoff Greer; Aboriginal Participation (APN), led by Dan Doyle under the "Inclusivity" umbrella with Sustainability (SUS), led by Linda Coady; Legal Services (LGL), led by Ken Bagshaw, CLO; and "Special Projects", also headed by Dan Doyle.

The Inclusivity administrative unit exists to unite Aboriginal Participation and Sustainability.