Strategic Context

To effectively and responsibly deliver services that assist those most in need and move people from assistance to employment, the ministry must be responsive to the context in which it operates. Currently, the ministry operates in a context that is shaped by:

  • Demographic shifts associated with an aging population: Natural population growth and migration into the province increase demand for the ministry’s employment and disability assistance programs.
  • A growing number of persons with disabilities requiring assistance: An increase in PWD clients is anticipated due in part to longer life expectancy for children with disabilities and individuals with significant health issues, increasing proportion of population more prone to illnesses as it ages, and the impact of serious illnesses and conditions (such as HIV/AIDS, Hep-C, and drug and alcohol dependencies).
  • Public expectations of the ministry: Members of the public continue to expect government services that are responsive, professional, inclusive, cost-effective, transparent, accountable and fiscally sustainable.

These factors have a significant impact on the ministry’s operations, caseloads and ultimately, achievement of its goals and performance targets. Within this context, the ministry will pursue external opportunities and leverage internal strengths to both mitigate risks to the ministry and its clients and support continuous improvement in the delivery of services.

Internal

A number of internal opportunities are available to the ministry and will be pursued including:

  • Enhanced Client Capacity: Ministry employment programs will continue to support the transition of clients from assistance to sustainable employment through results-based partnerships with external service providers.
  • Focus on Persons with Disabilities: The ministry will continue to assist clients with disabilities through income assistance and employment and volunteer programs. The involvement of clients in these programs enhances their independence and provides important benefits to the communities in which they live.
  • Citizen-Centred Service Delivery: The ministry will build upon its citizen-centred culture by working with staff to design services that are coordinated and meet evolving client needs. New and existing programs will be reviewed with a focus on service enhancements, greater consistency in the delivery of services across the province, efficient allocation of resources and increasing the time available for staff to assist clients. Implementation of the Integrated Service Delivery initiative, Multi-Channel Service Delivery and Service Code and Standards initiatives build upon these service attributes through streamlined business processes and improved tools and job aids.
  • Enhanced Business Administration: The ministry will continue to improve its internal operations and delivery of services through the adoption of best practices in the areas of strategic planning, project and performance management, continuous improvement initiatives and caseload forecasting.
  • Expanded Technologies: Expanded use of information and communication technologies offers the potential to improve the timeliness, consistency and cost-effectiveness of services and information provided to clients. Potential initiatives include the expanded use of direct deposit of assistance payments to clients, and streamlined adjudication processes.
  • Dedicated Staff: Members of the ministry have consistently demonstrated a high degree of dedication, professionalism and flexibility in carrying out their responsibilities. Their continued support and expertise has been, and will continue to be, critical to the success of the ministry and its clients.

The ministry will also be addressing several internal challenges including:

  • Stewardship of Resources: British Columbians recognize that public sector resources are finite and they expect the ministry to prudently manage its programs and services within our budget allocations. Potential pressures resulting from changes in caseload and cost drivers such as increased medical equipment costs will be managed through effective forecasting, adoption of new technologies and streamlining where appropriate.
  • Recruitment and Retention: Faced with the pressures of an aging workforce, the ministry is required to compete with other public and private sector organizations to attract and retain highly-skilled and motivated staff. Over the next three years, the ministry will continue to develop internal leadership candidates, target skilled positions and maintain succession plans for critical positions.
  • Privacy of Personal Information: A global increase in attacks on information systems necessitates the maintenance of strict security standards to protect the large volume of client information required to deliver basic services. Maintaining the security and integrity of personal information is critical to both the operations of the ministry and the privacy rights of our clients.
  • Workplace Safety: Organizations serving the public face the risk of workplace violence. A safe environment for both staff and clients is a top priority. Accordingly, the ministry will continue to support initiatives such as workplace safety planning and training and development of a consolidated incident reporting and tracking system.

External

The ministry is also positioning itself to benefit from the following external opportunities:

  • Collaboration and Partnerships: The ministry will continue to build new partnerships with other ministries, the federal government, local municipalities and stakeholder groups to deliver flexible, cost-effective and innovative services. Among the initiatives currently underway are pilots throughout British Columbia addressing mental health, addiction services and homelessness.
    • Revived Provincial Economy: The BC economy grew 3.8 per cent in 2005, stronger than the 3.3 per cent expected at the start of last year, according to BC’s independent Economic Forecast Council. The Council now expects the strong economic performance to continue in BC, with growth of 3.6 per cent expected for 2006. Further information on the BC outlook may be found in the Budget and Three Year Fiscal Plan released with the budget.
  • The ministry also faces external challenges that could significantly influence our ability to achieve the goals and objectives detailed in this Service Plan. While these challenges cannot be eliminated, the ministry has adopted a number of strategies to minimize or mitigate their impact.
    • Economic Shocks: The provincial economy is the largest single determinate of the ministry’s caseload and expenditures. Accordingly, economic fluctuations or unexpected shocks (e.g., avian flu, mountain pine beetle, fire storms, trade disputes) that pose risks to the provincial economy and regional labour markets may also impact ministry operations and fiscal targets. The ministry mitigates this risk through conservative forecasting and ongoing monitoring of our caseload and operations.
    • Crystal Meth: The rapid growth of crystal meth use represents a significant and growing threat to the physical and mental well-being of ministry clients and their families. The effects of this highly addictive, inexpensive, and readily available drug are experienced by our front line staff through a growing caseload of addicted clients. We will work with the Ministry of Public Safety and Solicitor General, as the lead ministry on this important cross ministry initiative, to determine the scope and impact of crystal meth use among ministry clients.
    • Catastrophic Events: Potential catastrophic events, such as an earthquake, pose significant risks to the continued delivery of critical assistance programs. Risk assessments and updates to the ministry’s Business Continuation Plan continue to be developed.

Each of the above risks and opportunities has the potential to significantly impact the ability of the ministry to achieve our mission and goals. Accordingly, all areas of the ministry will continue to monitor their potential influences and will revise strategies and plans that minimize or mitigate risks while pursuing internal and external opportunities. A critical element in this ongoing approach is the expansion of Enterprise-wide Risk Management (ERM) throughout the ministry. ERM provides the ministry with a disciplined approach to the identification, analysis, monitoring and reporting of risks and opportunities at all levels of the organization.

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