Report on Performance

Overview of Ministry Goals and Linkage to Government's Strategic Goals

This section reports on the progress made in reaching performance measure targets set out in the MCFD 2004/05 – 2006/07 Service Plan⁴. These performance measures were chosen because they contribute to the ministry's vision of a province of healthy children and responsible families living in safe, caring and inclusive communities. The 2004/05 – 2006/07 Service Plan lists the ministry's goals, objectives, performance measures and targets on which this annual report is based.

As shown in the table on the next page, the ministry supported two of government's goals and related objectives detailed in the 2004/05 – 2006/07 Government Annual Strategic Plan Report⁵.

Goals, Objectives, Strategies and Results

In the 2004/05 – 2006/07 Service Plan, the ministry outlined three key goals expressed in terms of what it is trying to accomplish for both individuals and the service delivery system. They were:

1. Adults with developmental disabilities and children and youth with special needs achieve their full potential, participate in, and contribute to their communities;
2. Children and youth are healthy and safe in their families and communities; and
3. A community-based service delivery system that is effectively supported and monitored.

Following the transfer of child care from the Ministry of Community, Aboriginal and Women's Services (MCAWS) in June 2004, a fourth goal was added: "The child care system is sustainable and meets the needs of British Columbia families." This goal and the associated objectives, strategies and measures will be included as they were in the 2004/05 – 2006/07 MCAWS Service Plan and have been revised in the 2005/06 – 2007/08 MCFD Service Plan to better align with this ministry's mandate.

With respect to each goal, this section identifies:

• a rationale for why the ministry is working to achieve this result;
• the core business area(s) of the ministry responsible for the goal;
• objectives that reflect the major changes the ministry is trying to achieve;
• key strategies employed to achieve the objective; and
• performance measures and targets to monitor, assess and report on ministry performance.

Service plan performance measures are expected to evolve over time as the ministry's needs, resources and priorities change and as new and better performance information becomes available. Further changes to performance measures are expected as a result of consultations involved in the transition to provincial and regional governance authorities. Further information for each measure used in the 2004/05 – 2006/07 plan is included in Appendix 2.

There are a number of performance measures in the 2004/05 Service Plan Report that were not included in the 2005/06 – 2007/08 Service Plan. The ministry continues to gather, analyze, monitor and make available many of these statistics⁶; and report on service trends and outcomes associated with services provided to children and families.

Risks and Assumptions

There are a number of factors, risks and assumptions that impact the ministry's ability to meet its planned goals, objectives and performance targets. A number of the ministry's programs and services are demand-driven and are provided to meet health and safety needs, e.g., community living services, services for children with special needs or are required through legislation, e.g., child protection services, child care subsidies. Challenges for the ministry's service delivery system include changing demographics, including those described in the ministry's operating context; meeting the expectations for services from the clients, their families and the public; and providing these services within the ministry's budget and resource allocation. Critical to the success of the ministry's service delivery improvements are the supports, collaborative partnerships and effective working relationships with our contracted service providers, community-based organizations and government partners. The successful transition to more community-based service delivery models is dependent on adequate capacity within the service delivery system.

The ministry has emphasized and applied research based approaches and practices to provide staff, service providers and community partners with the tools they need to support the planning and delivery of its services. The ministry has used a project management approach to manage the planning and delivery of its services to make the best use of available resources through enhanced training and tools and has implemented a ministry-wide risk management approach.

Goal 1: Adults with developmental disabilities and children and youth with special needs achieve their full potential, and participate in and contribute to their communities.

This goal helps guide ministry activities to facilitate greater independence and quality of life for children and youth with special needs and adults with developmental disabilities; to promote increased choice and flexibility for individuals and families; and to achieve a sustainable, accessible and integrated system. We are committed to creating opportunities for community living for people with developmental disabilities by providing services that support their everyday needs and future goals.

Core Business Area: Community Living Services (CLS)

Objective 1.1: Increase choice and flexibility for individuals and families.

Increased choice and flexibility is a guiding objective in the delivery of services for children and youth with special needs and adults with developmental disabilities. Supports for adults include a diverse range of choice in residential models or day programs, personal service planning and training and support programs. Children with special needs have access to family-centered programs that offer parents as much choice as possible in the two broad categories of support and intervention services. There is no "one size fits all" approach and the ministry is committed to ensuring that the needs of individuals, families and communities are met in the most effective and efficient manner while enhancing opportunities for greater self-determination.

Progress on this Objective

• We expanded options for families who receive Autism Spectrum Disorder (ASD) funding, through the invoice payment option or direct funding options. We served 480 families through the new invoice payment option, which sets aside funding for eligible children and allows their parents to choose the services they need while the ministry pays the service provider directly.
• We contracted with a new service provider, ACT-BC, to deliver information and support services for families of individuals with ASD. This includes maintaining qualified service providers lists, providing parent information kits and providing training for families.
• We introduced the Community Living Authority Act to the B.C. Legislature, which subsequently passed the new legislation in October 2004. The Act enables the creation of an independent authority — Community Living British Columbia (CLBC) — that will provide services to individuals with developmental disabilities and their families. CLBC's vision is to provide inclusive, flexible, person-centered services to people across the province.
• In 2004/05, the Ministry of Advanced Education's student loan forgiveness program was expanded to include occupational therapists, physical therapists, speech-language pathologists and audiologists. This will help address the increasing need for these professionals in rural communities and difficult-to-fill positions.

Strategies

1. Conduct regular analyses of the satisfaction of individuals with the services they receive or have received.
2. Continue to provide a broader range of options for the use of individualized/direct funding for children with Autism Spectrum Disorder.
3. Enhance access to appropriate interventions for children and youth with Autism Spectrum Disorder through inter-ministry planning and collaboration.
4. Provide a range of funding options, including individualized/direct funding, to maximize choice, innovation and shared responsibility.

Performance Measures — Objective 1.1

	: Target exceeded; : Target met; : Target missed; N/A: Not applicable.

Performance Measure	2003/04 Base	2004/05 Target	2004/05 Actual	Variance	Target Met?
Number of adults and families of children with special needs who receive direct or individualized funding.	Baseline 3,150 New Measure	4,200	5,425	1,225 families or 29.0%
KEY INFORMATION WE NEED TO REPORT ON THIS MEASURE
Performance Analysis.	Target was exceeded by 1,225 families or 29.0 per cent.
What was measured?	Number of families of children with special needs who receive direct or individualized funding (Autism Funding: Under Age Six, Autism Funding: Ages 6 – 18, At Home Respite and Supported Child Development). Funding is provided directly to families of children with special needs to purchase intervention or support services. The numbers reported here only include children due to the deferral of the adult CLS individualized funding project.
Changes to this measure in the 2005/06 – 2007/08 Service Plan.	This measure has not been included in the 2005/06 – 2007/08 Service Plan but will continue to be monitored internally. Ongoing data regarding the number of families of children with special needs who receive direct or individualized funding will be available online in Fall 2005. Responsibility for reporting on services to adults with developmental disabilities will transfer to CLBC during 2005/2006.

	: Target exceeded; : Target met; : Target missed; N/A: Not applicable.

Objective 1.2: Strengthen evidence-based early intervention and support strategies, to assist families in caring for children with special needs at home.

Achieving the above objective requires improving transition planning at key developmental milestones; providing evidence-based services; and facilitating access to related information to reduce the number of children with special needs coming into the ministry's care. Children with special needs flourish best in safe and loving homes, cared for by their families, with support from MCFD as appropriate.

Progress on this Objective

• MCFD developed planning toolkits and frameworks to improve supports for children and youth with special needs. These will facilitate a smoother transition as children and youth reach key developmental milestones.
• To explain choices for families, we published a revised "Autism Funding: Policies and Procedures Manual" and the accompanying "A Parent Handbook: Your Guide to Autism Funding Programs". A toll-free ASD information telephone line⁷ also helps families receive up-to-date information on Autism funding programs.
• We supported several research projects to increase the knowledge base on the effectiveness of ASD intervention strategies and program delivery models. One of these projects jointly-funded with the Ministry of Health Services and the Ministry of Education, included 100 children from B.C. in a five-year national longitudinal study of 500 children with ASD across Canada.
• The Canada Northwest Fetal Alcohol Spectrum Disorder (FASD) Partnership launched the FASD Research Network to address high-priority FASD research questions and develop better prevention and support strategies.
• Cross-ministry planning is underway for the implementation of new intervention and support services for children with developmental behavioural conditions including Fetal Alcohol Spectrum Disorder.

Strategies

1. Improve transition planning at key developmental milestones.
2. Provide evidence-based services and improve access to information about these services, to prevent children and youth with special needs from coming into care.

Performance Measure — Objective 1.2

	: Target exceeded; : Target met; : Target missed; N/A: Not applicable.
1	What's New.

Objective 1.3: Transform community living services to achieve a sustainable, accessible and integrated system.

Community Living Services provides a range of flexible services to assist adults with developmental disabilities to live as independently and fully as possible within their homes and communities. Some may require ongoing support to enable them to participate fully in the activities of daily living.

Following consultation with more than 2,000 affected people and organizations, service delivery authority will be transferred to a community governance body - Community Living B.C. (CLBC). This will support greater flexibility and efficiency in meeting the diverse needs of the people in the communities where they live.

Progress on this Objective

• To find an appropriate match between an individual's assessed need and the types of services provided in the community, we established Regional Service Access Committees. They examine all available options on intakes and referrals for Community Living Services (CLS).
• We initiated orientation and case consultation training with CLS staff to promote implementation of a person-centered and client-driven approach to service delivery.
• We reduced the average unit-cost for CLS residential services.
• We improved management of information and reporting systems, to better understand what services are delivered to whom and at what cost, to assist in better utilization of resources and to support evidence-based decision making.
• We supported the Community Living Restructuring Fund, a fund dedicated to assist families and service providers develop sustainable plans for persons with developmental disabilities, through a grant to the Victoria Foundation.

Strategies

1. Support Community Living British Columbia's efforts to strengthen partnerships within the community living sector through:
• joint planning on service transformation;
• creating opportunities to increase collaboration between non-profit and private service providers; and
• supporting efforts to generate efficiencies through sharing of fiscal, physical and human resources.
2. In partnership with individuals and families, provide more flexibility, choice, and shared responsibility with respect to services and supports.
3. Support the increased use of informal, unfunded community supports and partnerships to reduce reliance on formal, funded resources.

Performance Measure — Objective 1.3

Measure	2003/04 Base	2004/05 Target	2004/05 Actual	Variance	Target Met?
Percentage of individuals served in family model homes.	Baseline 34.4%1 New Measure	40%	36.0%	4%
KEY INFORMATION WE NEED TO REPORT ON THIS MEASURE
Performance Analysis.	We did not meet our stated target. Rather than change the circumstances of individuals who had lived in the same group home for many years, the ministry’s focus was on placing new admissions into family model homes and semi-independent living placements, when appropriate. As new admissions form only a small percentage of overall provincial residential occupancy, it will take a number of years to change overall occupancy proportions. Using the more accurate 2004/2005 methodology the November 2003 baseline should be stated as 34.4 per cent versus the 36.4 per cent that was originally reported. Taking into account the baseline adjustment, the number of adults served in family model homes was increased by 1.6 per cent during 2004/2005, and demonstrates improved performance in this area.
What was measured?	Percentage of total adult CLS individuals receiving residential services that are served in a family model home compared to adults served in staffed residential facilities.
Changes to this measure in the 2005/06 – 2007/08 Service Plan.	In the 2005/06 – 2007/08 Service Plan, this measure has been restated as per cent of new adult admissions referred to family model homes and semi-independent living rather than staffed residential resources. The revised measure focuses on new admissions into staffed residential resources rather than overall occupancy proportions. This measure more accurately illustrates the emphasis on matching individuals' assessed need with type of resource.

	: Target exceeded; : Target met; : Target missed; N/A: Not applicable.
1	Baseline restated based on data revisions.

Goal 2: Children and youth are healthy and safe in their families and communities.

Research and experience have confirmed that a secure and caring home with strong family and community ties is the ideal environment to raise strong and confident children and youth. Although families are primarily responsible for providing this environment, MCFD services aim to enhance the resilience of children, youth, and families in their communities. Working together, we strengthen our collective capacities to achieve positive outcomes.

The ministry continues to focus on ensuring the safety and well-being of children and youth in British Columbia. MCFD has services to help families and communities identify and support children who are born with special needs, such as Fetal Alcohol Spectrum Disorder (FASD) or Autism Spectrum Disorder (ASD), or who are born at risk for developmental delays.

Child protection and family support services are in place for those children and youth who are experiencing abuse and neglect.

Those children and youth who are experiencing mental health problems, sexual exploitation or involvement in violent crime are supported by child and youth mental health services, youth services and the youth justice system. Here too, we believe that the most effective interventions are those that involve the families of the children and youth and that reflect the best available evidence.

Core Business Areas: Child and Family Development, Provincial Services

Objective 2.1: Increase family and community capacity to exercise responsibility and support early childhood development that is informed by current research and evidence.

It is especially important during the first six years of life that children receive the care and stimulation required to meet their developmental needs. We are broadening community resources and capacity to encourage early childhood development. We are developing specialized approaches for Aboriginal communities, and working with all B.C. communities to improve services and access to services for children with special needs. The ministry engages in community-based strategies to prevent FASD and to assist those living with FASD.

Progress on this Objective

• With community partners (United Way and credit unions), we established 18 "Success by 6®" initiatives reaching 110 B.C. communities. These initiatives increase awareness of early childhood development and engage communities in planning for services.
• Through the Human Early Learning Partnership (HELP), university, government and community partners focused on early childhood development. Research was conducted to assess the readiness-to-learn of 95 per cent of kindergarten children in B.C. We are the only province in Canada to complete a baseline of school-readiness.
• FASD awareness material was developed for youth, sex trade workers, and tavern owners and their patrons. The material focuses on the risks of drinking alcohol during pregnancy and lists the provincial public resources available. Ministry FASD funding also supported high-risk pregnancy outreach programs in isolated areas of the province.
• We joined with the Ministry of Community, Aboriginal and Women's Services, the B.C. Libraries Association, "Raise-a-Reader" program and Vancouver Public Library to develop the "Books for Babies" initiative. This initiative encourages parents to read to their children from infancy onward and to connect with the resources and services available at public libraries. Early and sustained exposure to books and reading materials is linked to successful development of literacy skills, while the parental connection to community resources is linked to healthy family functioning.
• We expanded "Roots of Empathy", a classroom-based program for four to 14 year olds, which brings community and family into schools to participate in activities that promote emotional literacy. This helps reduce childhood aggression, bullying and violence in schools and communities. The program is being expanded into as many B.C. kindergarten classrooms as possible. A pre-school program — "Seeds of Empathy" — will be piloted during 2005/06 in one Aboriginal setting and one other child care setting in each MCFD region.

Strategies

1. Promote community-based prevention and intervention strategies regarding the risks of alcohol consumption during pregnancy to prevent Fetal Alcohol Spectrum Disorder (FASD) and to promote innovative approaches that help communities support individuals and families living with FASD.
2. Develop a prevention-focused, community-based, integrated service delivery system for young children and their families that improves outcomes and strengthens partnerships with the private/non-profit and community sectors to broaden community involvement and to maximize existing community resources and capacity for early childhood development.
3. Support Aboriginal communities to develop and implement early childhood development strategies to meet their needs.
4. Refocus supports for children with special needs in child care and community settings to be more integrated and flexible in response to parent needs and work to eliminate the wait lists for supported child development services (formerly supported child care) for children up to six years of age.

Performance Measures — Objective 2.1

Measure	2003/04 Base	2004/05 Target	2004/05 Actual	Variance	Target Met?
Number of new public/private partnerships to raise awareness and commitment to Fetal Alcohol Spectrum Disorder (FASD) prevention.	New measure	1	4	3
KEY INFORMATION WE NEED TO REPORT ON THIS MEASURE
Performance Analysis.	The ministry has exceeded the target. In 2004/05, there was a substantial increase in demand for services as a result of increased funding in 2003/04, raised awareness regarding access to service and outreach into Aboriginal communities not previously served. In addition, the ministry included Aboriginal children not previously identified who require SCD services. In 2003/04 2,384 services were provided and in 2004/05 2,922 services were provided, an increase of 538 services or 23 per cent. This includes children under age six receiving services for the first time, less children ageing out of this age category.
What was measured?	The total number of new public/private partnerships to raise awareness of and commitment to FASD prevention.
Changes to this measure in the 2005/06 – 2007/08 Service Plan.	This measure has not been included in the 2005/06 – 2007/08 Service Plan. Progress regarding FASD prevention will be reported in the Early Childhood Development Annual Report. Annual Supported Child Development Survey data is available online by Fall 2005 at http://www.scdp.bc.ca.

	: Target exceeded; : Target met; : Target missed; N/A: Not applicable.

Measure	2003/04 Base	2004/05 Target	2004/05 Actual	Variance	Target Met?
Percentage (number) of children up to age six on the wait list for supported child development (formerly supported child care)1	613 children on the waitlist2	70% of the baseline or 429 children on the waitlist	618 children on the waitlist	189
KEY INFORMATION WE NEED TO REPORT ON THIS MEASURE
Performance Analysis.	The ministry did not meet the target. In 2004/05, there was a substantial increase in demand for services as a result of increased funding in 2003/04, raised awareness regarding access to service and outreach into Aboriginal communities not previously served. In addition, the ministry included Aboriginal children not previously identified who require SCD services. In 2003/04 2,384 services were provided and in 2004/05 2,922 services were provided, an increase of 538 services or 23 per cent. This includes children under age six receiving services for the first time, less children ageing out of this age category.
What was measured?	The total number of children under age six on the waitlist as of October 31.
Changes to this measure in the 2005/06 – 2007/08 Service Plan.	This measure was restated as Number of children with special needs and their families who receive Supported Child Development services in the 2005/06 – 2007/08 Service Plan. Annual Supported Child Development Survey data is available online by Fall 2005 at http://www.scdp.bc.ca.

	: Target exceeded; : Target met; : Target missed; N/A: Not applicable.
1	Numbers for this measure are a snapshot of October 31 of the respective year.
2	This performance measure target has been restated for clarity. The correct target is "70% of the baseline, or 429 children on the waitlist".

Measure	2003/04 Base	2004/05 Met	2004/05 Actual	Variance	Target Met?
Number of community-based initiatives to prevent Fetal Alcohol Spectrum Disorder (FASD).	New Measure Baseline 3	4	5	1
KEY INFORMATION WE NEED TO REPORT ON THIS MEASURE
Performance Analysis.	The ministry has exceeded the target.
What was measured?	The number of community-based initiatives that focus on raising awareness of and preventing FASD.
Changes to this measure in the 2005/06 – 2007/08 Service Plan.	This measure was excluded from the 2005/06 – 2007/08 Service Plan but will continue to be monitored internally.

	: Target exceeded; : Target met; : Target missed; N/A: Not applicable.

Measure	2003/04 Base	2004/05 Met	2004/05 Actual	Variance	Target Met?
Number of Aboriginal communities with early childhood development (ECD) initiatives.	2004/05	35	41	6 over target
	2003/04		371
	2002/03		29
	2001/02		25
KEY INFORMATION WE NEED TO REPORT ON THIS MEASURE
Performance Analysis.	The stated target has been exceeded by six Aboriginal communities with early childhood development initiatives. Existing Aboriginal ECD initiatives were able to expand services to additional communities. Target was set prior to completion of data reporting for previous year.
What was measured?	The total number of Aboriginal communities with ECD initiatives (cumulative).
Changes to this measure in the 2005/06 – 2007/08 Service Plan.	In the 2005/06 – 2007/08 Service Plan, this measure was replaced with a revised measure: number of Aboriginal initiatives that enhance early childhood development services for young Aboriginal children and their families, to clarify the emphasis on the number of initiatives rather than the number of communities. This new measure includes the number of Aboriginal community-based early childhood development initiatives as well as Aboriginal Infant Development, Aboriginal Building Blocks and Aboriginal Family Resource programs.

	: Target exceeded; : Target met; : Target missed; N/A: Not applicable.
1	Restated based on data revisions.

Objective 2.2: Transform child welfare practice to be increasingly evidence-based, such that it promotes safety, family continuity and permanence for children.

Safety, family continuity and permanence for children are integrally linked to MCFD's child welfare mandate and our commitment to sound and effective policy and practice. Families are primarily responsible for ensuring the safety and well-being of children. However when children are in an unsafe environment, intervention and support may be necessary to ensure safety, while also seeking to respect continuity of care for the child and the responsibility of the family and community in the child's life.

The response involves many efforts as appropriate to the individual situation, which may include considering community-based alternatives to court decisions, and supporting extended family members as care givers. The ministry strives to deliver services according to leading evidence-based research, in a manner that promotes safety, continuity and permanence for children.

The Family Development Response (FDR) is an alternative to child protection investigations. It focuses on parental involvement, assessing a family's strengths and risks, and providing services as required by the child and family. These may include parenting programs, anger management, counselling, mental health and other services. Alternative Dispute Resolution (ADR) provides other options for resolving family differences instead of going through the court system. Examples include family group conferencing and mediation. FDR and ADR mechanisms generally result in better outcomes for children and families, lower costs to the service delivery system and fewer children being taken into the care of the ministry.

Progress on this Objective

• 310 family group conferences and 347 mediation sessions were held across the province in 2004/05, increasing from 199 family group conferences and 221 mediation sessions in 2003/04.
• MCFD conducted extensive discussions and consultations with ministry staff and service providers on these new directions in child welfare practices.
• MCFD delivered a two-day Permanence Planning Conference with team leaders, supervisors, community service managers, guardianship workers, Aboriginal agencies and stakeholders to support permanence planning for children in care.
• The ministry enhanced collaboration among persons delegated to provide services when case files are transferred between regions. This was done by implementing a new case transfer protocol that promotes continuity of integrated services to children and families.
• We further developed ADR programs focusing on Aboriginal families. To promote ADR through education and training we established an ADR Education Working Group with members from all regions, MCFD headquarters and the Ministry of the Attorney General.
• We implemented or began implementation of the Family Development Response (FDR) in all regions. Vancouver Coastal region, which had the earliest implementation, provided FDR to more than 300 families. Preliminary assessment of the impact of FDR in Vancouver Coastal suggests positive outcomes for the children and families, and all regions have now implemented FDR approaches.
• MCFD redesigned family development and youth services to establish more well-defined networks of effective and culturally-appropriate services, focusing on evidence-based programs, to ensure that families, children and youth have direct access to services in their community.
• In partnership with the Adoptive Families Association and community agencies, we launched the "ACT Now" (Adults Connecting with Teens) advertising campaign to promote adoption of older youth in care.
• We partnered with the B.C. Federation of Foster Parent Associations, the Adoptive Families Association of B.C. and the Federation of Aboriginal Foster Parents to launch a new online resource database⁸ for B.C. families. This website gives people direct and immediate access to information regarding support services available throughout British Columbia.

Strategies

1. Transform government's response to child welfare concerns, through approaches that build on family strengths and maintain family continuity (to keep children and youth safe within their families and communities).
2. Reshape case planning to rely less on the court system as a decision-maker and more on community-based Alternative Dispute Resolution processes.
3. Transform planning for children in care to focus more on developing and maintaining family stability and life-long relationships (to better maintain permanence).

Performance Measures — Objective 2.2

Measure	2003/04 Base	2004/05 Target	2004/05 Actual	Variance	Target Met?
Number of out-of-care placements.	Baseline 400 New Measure Revised Baseline 6131	600	668	68
KEY INFORMATION WE NEED TO REPORT ON THIS MEASURE
Performance Analysis.	The target was exceeded by 68 children. The number of out-of-care placements continues to grow.
What was measured?	The count of the number of new out-of-care placements managed in MCFD regions that occurred during the fiscal year. "Out-of-care placements" include kith and kin agreements entered into in accordance with section 8 of the Child, Family and Community Service Act, and orders granting custody to others, under the supervision of the Director, made under sections 35 (2) (d) and 41 (1) (b).
Changes to this measure in the 2005/06 – 2007/08 Service Plan.	In the 2005/06 – 2007/08 Service Plan, this measure was restated for clarity: Number of children placed with extended family or in community as an alternative to coming into care.

	: Target exceeded; : Target met; : Target missed; N/A: Not applicable.
1	The data collection methodology was refined and the new baseline reflects the improved methodology.

Measure	2003/04 Base	2004/05 Target	2004/05 Actual	Variance	Target Met?
Percentage (number)1 of child welfare interventions that are resolved through alternative dispute resolution processes (ADR).	420	30% increase over baseline2 or 546	657	111
KEY INFORMATION WE NEED TO REPORT ON THIS MEASURE
Performance Analysis.	The ministry exceeded the target.
What was measured?	Activities designed to resolve disagreements between families and the ministry regarding decisions in a child welfare intervention, without using the court system. This includes mediation and family group conferencing.
Changes to this measure in the 2005/06 – 2007/08 Service Plan.	This measure was excluded from the 2005/06 – 2007/08 Service Plan, but will continue to be monitored internally.

	: Target exceeded; : Target met; : Target missed; N/A: Not applicable.
1	"number" added to clarify interpretation of the data.
2	"increase over baseline" added to clarify interpretation of the data.

Objective 2.3: A comprehensive service delivery network based on the needs of children and their families.

A comprehensive service delivery network should be based on children and youth directly accessing culturally-appropriate services in their community. These services should be evidence-based. This objective is best accomplished by partnering with other ministries, government agencies and service providers on collaborative initiatives.

Progress on this Objective

• Improved partnerships in communities, with more than 400 collaborative service approaches and sites across the province, bringing MCFD and community partners and agencies together to work toward a shared purposed or objective.
• We partnered with the National Center on Shaken Baby Syndrome and the Children's and Women's Hospital of B.C. to hold an interdisciplinary conference on Shaken Baby Syndrome with more than 240 participants in health and social services.
• In addition to the collaborative service sites, some MCFD Family Development Response staff are working out of neighborhood houses and community agencies. FDR involves community collaboration with a variety of partners, which may include extended families, schools, aboriginal communities, specialists in domestic violence, parenting programs, mental health services, and various other community agencies.

Strategies

1. Redesign services to ensure that families, children and youth have direct access to services in their community, from a well-defined network of effective and culturally appropriate services that focus on evidence-based programming.
2. Create partnerships involving other ministries, service providers, informal supports and ministry staff throughout the province, through collaborative service initiatives.
3. Reinvest savings into direct family development and youth services, with priority given to Aboriginal services.

Performance Measure — Objective 2.3

Measure	2003/04 Base	2004/05 Target	2004/05 Actual	Variance	Target Met?
Number of service delivery sites where collaborative service approaches are in place.	New Measure	100	407	307
KEY INFORMATION WE NEED TO REPORT ON THIS MEASURE
Performance Analysis.	The target was exceeded by 307 sites. Collaborative service approaches include co-location of ministry services with contracted service provider organizations, health authorities, school districts and/or other government ministries and agencies to achieve shared goals. As these are manual counts from various sources, performance results should be read with caution.
What was measured?	The total number of service delivery sites where collaborative approaches are in place.
Changes to this measure in the 2005/06 – 2007/08 Service Plan.	This measure is excluded from the 2005/06 – 2007/08 Service Plan due to data collection limitations and will continue to be monitored internally.

	: Target exceeded; : Target met; : Target missed; N/A: Not applicable.

Objective 2.4: Increase culturally appropriate services delivered by Aboriginal communities for their children and families.

The ministry believes that services to Aboriginal children, families and communities should be provided in ways that are culturally appropriate. Through partnerships with Aboriginal communities, the ministry seeks to provide services that promote strong family and community ties and support systems. MCFD collaborates with other ministries, Aboriginal people and the Government of Canada to improve the socio-economic well-being of Aboriginal children, families and communities in B.C.

When there is concern regarding the safety or well-being of a child, efforts are made to consult with that child's Aboriginal community over the best course of action to keep that child safe within the community. When it is not possible for the child to remain within the community, attempts are made to place the child in care with another Aboriginal family or Aboriginal agency, to provide cultural continuity.

Progress on this Objective

• MCFD completed the first cultural awareness/competencies training related to Aboriginal culture and practices. This training was for therapists in Aboriginal and non-Aboriginal infant development, supported child development (SCD) and early interventions.
• A number of Aboriginal SCD initiatives are being developed to improve outreach into Aboriginal communities and to increase the number of Aboriginal children with special needs participating in SCD and other early childhood development programs.
• We continued the "A Child's Roots are Forever" project, which is designed to assess the plans of all Aboriginal children in care. The program is intended to reconnect children with their culture and heritage in meaningful ways.
• Over 50 per cent of Aboriginal children placed for adoption were placed in Aboriginal homes.
• The ministry completed the reinvestment of $5.5 million saved through the redesign of family development and youth services into services delivered by delegated Aboriginal agencies.
• We developed, renewed and expanded delegation agreements with Aboriginal child welfare agencies, increasing the capacity of Aboriginal communities to deliver services and making the service delivery system more responsive to Aboriginal cultural needs.
• In 2004/05, MCFD created 170 new licensed child care spaces through six major child care capital projects totaling over $1.2 million. These projects were completed or in progress in First Nations communities during the fiscal year.
• The ministry supported enhancements to 667 existing licensed child care spaces through 28 minor capital projects for emergency repair, replacement and relocation. These were completed or were in progress during 2004/05 to support First Nations organizations in meeting health and safety standards.
• Currently, 21 Aboriginal agencies in B.C. have a delegation agreement in place to provide child welfare services. Other initiatives are also underway to increase the cultural appropriateness of services.
• We have continued to establish dedicated Aboriginal service teams within the ministry. One of these teams is co-located with a delegated Aboriginal agency.

Strategies

1. Implement initiatives to increase the role of the Aboriginal community in addressing identified risks to a child, in ways that keep children within their family and community.
2. Promote the development of supports and services for children and families within Aboriginal communities through enhanced partnerships with Aboriginal communities.
3. Implement initiatives to increase the percentage of Aboriginal children in care who are served by a delegated Aboriginal agency or are in the care of an Aboriginal family.
4. Engage with other B.C. ministries as well as federal and local governments in initiatives to improve the socio-economic well-being of Aboriginal children and families.

Performance Measures — Objective 2.4

Performance Measure	Year	Target	Actual	Variance	Target Met?
Percentage of Aboriginal children in care served by delegated Aboriginal agencies.1	2004/05	40%	30.7%	(9.3%)
	2003/04		29.3%
	2002/03		23.6%
	2001/02		14.4%
	2000/01		12.8%
KEY INFORMATION WE NEED TO REPORT ON THIS MEASURE
Performance Analysis.	The target has not been achieved. The ministry remains committed to developing, expanding and renewing delegation enabling agreements so that Aboriginal children receive culturally appropriate services. It had been anticipated that more of the 21 delegated Aboriginal agencies would be providing a full range of services (currently 7) and that more than one new delegation agreement would be signed in 2004/05. As this did not occur, MCFD was not able to transfer as many children and there were fewer agencies that could provide a full range of services. As of March 31, 2005, 1,349 (30.7 per cent) of the 4,393 Aboriginal children in care were served by delegated Aboriginal agencies.
What was measured?	The total number of Aboriginal children in care served by delegated Aboriginal agencies as a percentage of the total number of Aboriginal children in care (i.e., receiving services from either the ministry or Aboriginal agencies).
Changes to this measure in the 2005/06 – 2007/08 Service Plan.	This measure continues in the 2005/06 – 2007/08 Service Plan.

	: Target exceeded; : Target met; : Target missed; N/A: Not applicable.
1	Actual percentages are as of March 31 in the respective year.

Performance Measure	Year	Target	Actual	Variance	Target Met?
Percentage of Aboriginal children in care of the ministry1 who are being cared for by Aboriginal families.	2004/05	20%	14.8%	(5.2%)
	2003/04		15.6%
	2002/03		15.3%
	2001/02		13.9%
	2000/01		13.0%
KEY INFORMATION WE NEED TO REPORT ON THIS MEASURE
Performance Analysis.	The target was not achieved. The percentage cited does not include those Aboriginal children placed in Aboriginal adoptive homes which increased from 25 per cent in 2003/04 to 50 per cent in 2004/05. The overall percentage of Aboriginal children in the care of the ministry who are placed in Aboriginal foster homes has decreased in 2004/05 partly due to an increase in the number of children residing in Aboriginal foster homes that were transferred to delegated agencies. The ministry remains committed to improving performance on this indicator and keeping Aboriginal children within their families and communities. Efforts are underway to recruit more Aboriginal foster homes.
What was measured?	The total number of Aboriginal children in care who reside in Aboriginal foster homes, group homes, and specialized resources as a percentage of all Aboriginal children in the care of the ministry.
Changes to this measure in the 2005/06 – 2007/08 Service Plan.	In the 2005/06 – 2007/08 Service Plan this measure will include Aboriginal children in care served by delegated agencies, Aboriginal children in out-of-care options and Aboriginal children placed for adoption in Aboriginal adoptive homes.

	: Target exceeded; : Target met; : Target missed; N/A: Not applicable.
1	"Of the ministry" added to measure for clarity.

Objective 2.5: Increase the sustainability and responsiveness of the service delivery system to specific child and youth populations.

Children and youth who suffer from mental health disorders and those considered to be at high-risk will benefit from a sustainable and responsive service delivery system. The effectiveness of the system can be increased by developing strategies to improve the quality and increase the availability of mental health services; by improving rehabilitation services for youth in the justice system; and by providing safe care services for sexually exploited youth.

Progress on this Objective

• MCFD continued province-wide evidence-based Child and Youth Mental Health training. Twenty-eight training sessions were held in 2004/05, involving more than 1,000 participant clinicians and clinical supervisors.
• We implemented the "FRIENDS" pilot program, to educate Grade 4 and 5 students about the intervention and prevention of anxiety disorders. In partnership with the Ministry of Education and 35 school districts, over 22,000 students received the pilot program. Work continues to fully implement "FRIENDS" on a province-wide basis.
• We conducted public consultation on Safe Care legislation and services. Before proceeding with the proposed legislation, we are following up on recommendations to strengthen the network of voluntary services and supports available as alternatives to, and after, discharge from Safe Care.
• The ministry initiated regional planning processes for individualized "wraparound" services for sexually exploited youth. "Wraparound" services are delivered through a process of integrated, multi-disciplinary, collaborative work by service providers. Building on the strengths of children, youth and their families, the wrap-around process turns a group of services into an efficient system of care.
• MCFD worked with the Premier's Task Force on Homelessness, Mental Illness and Addictions to develop plans for additional shelter, safe housing and youth transitional housing. We completed a "Review of Youth Emergency Shelters and Safe Houses in B.C.". This review identified best practices and challenges related to the provision of short-term emergency accommodation and care for youth who need a safe place to stay, as well as support to plan positive changes in their lives.
• The ministry partnered with the Knowledge Network and the Mental Health Evaluation and Community Consultation Unit (MHECCU) at the University of British Columbia to produce three unique documentaries on child and youth mental health. "Beyond the Blues: Child and Youth Depression," "Fighting Their Fears: Child and Youth Anxiety," and "Map of Mind Fields: Managing Adolescent Psychosis" helped to inform B.C. families about symptoms of and treatment for these disorders.
• We developed nine regional Child and Youth Mental Health demonstration projects that focus on innovative approaches to child and youth mental health service delivery in British Columbia.
• We enhanced the community-based Intensive Support and Supervision program that provides one-to-one support and supervision in the community for youth in conflict with the law.
• We increased community-based services to help individuals reintegrate into the community upon their release from a youth

Strategies

1. Increase the availability and quality of mental health services by implementing the multi-year Child and Youth Mental Health Plan that includes:
• building community and family capacity;
• improving and increasing treatment and support;
• reducing risk by preventing and reducing the effects of mental health disorders; and
• improving performance through greater accountability and outcome monitoring.
2. Minimize youth involvement in the criminal justice system by providing treatment services and community-based alternatives to custody to assist in the rehabilitation of youth within the justice system.
3. Develop and implement safe care services for sexually-exploited youth.

Performance Measure — Objective 2.5

Performance Measure	Year	Target	Actual	Variance	Target Met?
Rate of youth in custody based on a proportion of all 12 – 17 year olds (per 10,000).	2004/05	7 per 10,000 or lower	4.9 per 10,000	(2.1)
	2003/04		4.7 per 10,000
	2002/03		6.7 per 10,000
	2001/02		7.9 per 10,000
	2000/01		9.1 per 10,000
KEY INFORMATION WE NEED TO REPORT ON THIS MEASURE
Performance Analysis.	The target has been exceeded. Due to the declining rate of youth in custody, capacity has been reduced in the three remaining custody facilities. No further capacity reduction planned due to the need for provincial distribution of custody facilities and the cyclical nature of custody rates.
What was measured?	Average annual (daily) population in Youth Custody per 10,000 children and youth age 12–17 years as a proportion of all 12–17 year olds.
Changes to this measure in the 2005/06 – 2007/08 Service Plan.	No changes were made to this measure in the 2005/06 – 2007/08 Service Plan.

	: Target exceeded; : Target met; : Target missed; N/A: Not applicable.

Goal 3: A community-based service delivery system that is effectively supported and monitored.

Adults with developmental disabilities, children, youth and their families are best supported in the context of a community-based service delivery system. The ministry remains committed to alternative governance approaches that will bring decisions about services closer to the communities using those services, to better meet their needs.

Community Living B.C. (CLBC) will be the authority established to plan and deliver services for individuals with developmental disabilities and some children with special needs. The ministry continues to build partnerships with the Interim Authority of Community Living B.C. (IA/CLBC), Regional Aboriginal Planning Committees, B.C. communities and service providers to ensure there is a smooth transition to community governance.

The demand for MCFD services is increasing while fiscal realities limit the budget available. To meet this challenge, our goal is to create a sustainable system that is accountable to those who require services and to the broader public who fund those services.

Core Business Area: Executive and Support Services

Objective 3.1: Implement regional and provincial governance approaches that include appropriate accountability mechanisms.

Appropriate accountability mechanisms ensure the effective and efficient delivery of services. The regional and provincial governance approaches that are being adopted in B.C. reflect the ministry's priority to clearly define roles, reporting relationships and accountabilities. While responsibilities are being transferred to the new community living authority, we are conducting extensive planning to ensure a smooth transition. This includes preparing ministry staff, the interim authority board and regional transition councils for their proposed new roles and responsibilities.

Progress on this Objective

• The ministry developed and confirmed Community Living B.C.'s structure and service delivery approach, reflecting the importance of a unified organization that clearly defines roles, reporting relationships and accountabilities.
• MCFD endorsed in principle a Joint Multi-Year Plan that outlines the necessary elements, activities, timelines and commitments required to achieve Aboriginal governance of child and family services. This plan involves the ministry, the Joint Aboriginal Management Committee (JAMC), the Aboriginal Chairs Caucus (ACC) and the Regional Aboriginal Planning Committees. It encompasses all resources and services currently provided by the ministry and builds on previous steps taken to recognize Aboriginal jurisdiction over child and family services.
• By March 31, 2005, 94 community-based agencies funded by MCFD became accredited and more agencies are in the process of accreditation.
• The MCFD/CLBC Children's Agreement project has produced, for the first time, an up-to-date profile of the individual children and youth served by Community Living Services (CLS). This information will assist in planning for the transfer of responsibility for some services for children and youth with special needs to CLBC.

Strategies

1. Implement a comprehensive plan to ensure a smooth and orderly transition to new authorities, including establishing a Governance Management Team that will build key relationships and a co-ordination capacity.
2. Enable and support ministry staff, interim authority boards and regional transition councils to prepare for readiness to effectively fulfill their proposed new roles and responsibilities.
3. Develop and implement an accountability framework for the authorities.

Performance Measure — Objective 3.1

Measure	2003/04 Base	2004/05 Target	2004/05 Actual	Variance	Target Met?
Number of authorities established.	Interim authority for Community Living Services established	Permanent authority for Community Living Services established, based on readiness	Not established	Delayed to Summer 2005
KEY INFORMATION WE NEED TO REPORT ON THIS MEASURE
Performance Analysis.	The target was not achieved. An independent review (Boyd report) was done in Spring 2004 to assess the readiness to transfer CLS services to the permanent authority. The report recommended delaying the creation of the authority from the originally proposed date of 2004. The expected date for establishment of a permanent authority for Community Living Services has been moved to Summer 2005. Work continued throughout the 2004/05 year to ensure a smooth transition for service recipients, their families and staff. Enabling legislation was passed in October 2004. The Board members for the IA/CLBC were appointed and the Interim CEO was chosen.
What was measured?	Whether the authority for CLS was established.
Changes to this measure in the 2005/06 – 2007/08 Service Plan.	In the 2005/06 – 2007/08 Service Plan, this measure has been split into two measures in order to separate the establishment of regional child and family authorities from the establishment of the community living services authority. The measure related to community living services has been restated as: an authority established under legislation assumes responsibility for the delivery of some or all community living services and the measure related to regional and family authorities has been restated as: creation of regional authorities to oversee delivery of child and family services.

	: Target exceeded; : Target met; : Target missed; N/A: Not applicable.

Objective 3.2: Support government and ministry priorities.

To support ministry priorities, the ministry's 2004/05 – 2006/07 Service Plan focused on budget stabilization, service transformation and transition to new governance. The integration of financial data with human resource, contract, program and service data is a key objective in meeting these priorities. Progress toward allowing the public, government and service providers easier and more streamlined access to services and information is progressing as planned.

Progress on this Objective

• MCFD completed the deregulation project. We reduced the ministry's regulatory burden by 53 per cent between June 1, 2001 and June 30, 2004, from the baseline of 16,963 regulatory requirements down to under 8,000.
• We greatly improved communications for staff and service providers. Initiatives included the launch of "Family Matters"; a newsletter that shares ministry success stories, profiles innovation and excellence, and communicates relevant information in an informal reader-friendly format.
• The ministry's Website Review Project was launched to improve navigation, update existing material, remove obsolete material and build a more service-oriented site.
• Internal communication was strengthened by frequent updates to staff from the Deputy Minister.
• The ministry introduced Bill 45 (2004), the Community Living Authority Act, to the Legislature on May 19, 2004 as an exposure bill. The bill was passed in the Legislature on October 6, 2004 after house amendments added a requirement that two directors of the new authority's board be individuals with a developmental disability.
• The Act is expected to be brought into force in the Summer of 2005 to establish the new authority, Community Living British Columbia. CLBC will be responsible for providing services to individuals with developmental disabilities and some children with special needs.
• We developed an Enterprise Risk Management (ERM) three year plan and completed the first year's implementation integrating ERM into business and operational planning.

Strategies

1. Implement a comprehensive human resource plan to manage and support staff through the transformation of the ministry's service delivery system.
2. Demonstrate commitment to controlling regulatory burden and regulatory quality through compliance with the Regulatory Reform Criteria set out in the Regulatory Reform Policy.
3. Implement a comprehensive Internal Stakeholder Relations Plan.
4. Amend existing or create new legislation as required to support the ministry's requirements.
5. Implement an integrated approach to risk management throughout the ministry.
6. Improve MCFD's service delivery procurement method, from the current practice of funding inputs and facilities to an outputs/outcomes method for paying the actual cost per unit of client services provided.
7. Implement a comprehensive accountability and performance management system.

Performance Measures — Objective 3.2

Measure	2003/04 Base	2004/05 Target	2004/05 Actual	Variance	Target Met?
Reduce the ministry's regulatory burden by 40 per cent.	30% reduction from baseline 16,963 (June 2001)	40% reduction from baseline by June 30, 2004	53% (June 2004)	13%
KEY INFORMATION WE NEED TO REPORT ON THIS MEASURE
Performance Analysis.	Target was exceeded. In the three years ending in June 2004, the ministry reduced its regulatory burden by 53 per cent. MCFD received the Deregulation Sprint Award from the Deregulation and Regulatory Reform Office for being the first ministry to achieve a one-third reduction.
What was measured?	The total reduction in the number of regulatory requirements for which MCFD is responsible.
Changes to this measure in the 2005/06 – 2007/08 Service Plan.	In the 2005/06 – 2007/08 Service Plan, this measure has been not been included due to the successful completion of this government-wide initiative. It has been replaced by a measure designed to monitor MCFD's regulatory burden: Per cent increase to the number of regulatory requirements set at June, 2004 and the target has been set at 7,945, or a zero per cent increase.

	: Target exceeded; : Target met; : Target missed; N/A: Not applicable.

Performance Measure	2003/04 Base	2004/05 Target	2004/05 Actual	Variance	Target Met?
Ministry rating of Enterprise-wide Risk Management implementation (based on government-endorsed Risk Maturity Index rating scale).	Baseline 0 New Measure	"2" Rating	2	0
KEY INFORMATION WE NEED TO REPORT ON THIS MEASURE
Performance Analysis.	The ministry has achieved the overall target of level 2.
What was measured?	Ratings on scale of 1 – 5 on the Risk Maturity Matrix which includes the following key risk management areas: organizational philosophy/culture regarding risk management; risk management leadership and commitment; integration with other management practices and systems; risk management capabilities; and risk management reporting and control.
Changes to this measure in the 2005/06 – 2007/08 Service Plan.	In 2005/06 – 2007/08 Service Plan, this measure has not been included and will be monitored internally.

	: Target exceeded; : Target met; : Target missed; N/A: Not applicable.

Goal 4: The child care system is sustainable and meets the needs of British Columbia families.

Early childhood experiences affect us throughout our lives. While parents have the primary responsibility for their children, many children spend a significant amount of time in care settings outside the home. The 2003 Parent Child Care Needs Assessment Survey found that 46 per cent of children six and under are in some form of non-parental child care.

Quality child care is a cornerstone of early childhood development. Alongside parenting and other early childhood development initiatives, child care supports all facets of children's healthy growth and contributes to increased school readiness, better school performance and increased chances of high school graduation. Together, these outcomes lead to better educated, more employable, healthier citizens.

B.C. has programs that promote quality child care and help parents with its cost. Provincial services help lower-income parents through subsidies; assist child care operators through capital and operating funds; and support child care workers and parents through training, professional development, and parent and provider referrals.

Responsibility for government's child care programs and services was transferred in June 2004 to MCFD from the Ministry of Community, Aboriginal and Women's Services. This transfer allows child care programs to be housed together with government's other early childhood development initiatives, providing a continuum of quality services for children, youth and their families. As this transfer occurred during the fiscal year 2004/05, MCFD will report on the objectives and measures that fall within this continuum. However, it should be noted that objectives and measures have been revised in the 2005/06 – 2007/08 MCFD Service Plan to better reflect the mission of the Ministry of Children and Family Development.

Core Business Area: Child and Family Development

Objective 4.1: More child care spaces are available.

An increase in the number of safe and affordable child care spaces will give B.C. families greater choice and more quality child care options in their communities, to meet their diverse needs.

Progress on this Objective

• In 2004/05, government funded a total of 18 major capital projects affecting 518 new licensed group child care spaces around B.C. An additional 135 projects enhanced and supported 4,545 spaces in B.C. child care facilities through the minor capital program.
• The MCFD major capital program allocates a high percentage of government funding to small rural communities, where it is often more difficult to raise the money needed to build centres providing child care services. As a result of this provincial capital funding, communities are better able to embark on construction projects which lead to the creation of more licensed non-profit child care spaces.
• In July 2004, government increased child care capital funding by $1 million, allowing more B.C. child care centres to apply for funds to create new spaces, and maintain and repair existing spaces.
• In January 2005, the Safe Play Space Program was included as part of the child care capital program on a one-time-only basis for fiscal 2004/05. The Safe Play Space Program helps licensed non-profit group child care facilities meet the cost of replacing outdoor playground equipment to conform to new CSA standards.
• In 2004/05, the province invested $48 million to support the operating costs of 3,870 B.C. child care facilities.
• In July 2004, an additional $1.1 million for child care operating funding was announced, to assist over 600 licensed before-school and after-school child care providers across the province.
• We increased funding for Child Care Resource and Referral Centres (CCRRs), which allowed these centres to focus on registering more licence-not-required providers; assisting providers to meet safety and training requirements; and offering parents information and referrals to support them in making quality child care choices. In fiscal 2004/05, over 31,000 B.C. families were referred to child care services.

Strategies

1. Implement the long-term plan for child care, including an investment plan for child care dollars.
2. Improve service delivery, systems and business processes in child care and subsidy programs.

Performance Measures — Objective 4.1

Measure	2003/04 Base	2004/05 Target	2004/05 Actual	Variance	Target Met?
Number of funded child care facilities.1	3,600 base	3,700	3,870	170
KEY INFORMATION WE NEED TO REPORT ON THIS MEASURE
Performance Analysis.	The target of 3,700 facilities, representing an increase of 100 over the baseline, has been exceeded by 170 facilities.
What was measured?	The total number of active licensed child care facilities that are funded under the child care operating fund.
Changes to this measure in the 2005/06 – 2007/08 Service Plan.	This measure has been excluded in the 2005/06 – 2007/08 Service Plan. Child care operating fund data is available online at http://www.mcf.gov.bc.ca/childcare/.

	: Target exceeded; : Target met; : Target missed; N/A: Not applicable.
1	"Service providers" changed to "facilities" to clarify interpretation of the data because a single child care provider could operate multiple facilities.

	: Target exceeded; : Target met; : Target missed; N/A: Not applicable.

	: Target exceeded; : Target met; : Target missed; N/A: Not applicable.
1	"Child care" added to clarify interpretation of the data. "Providers" changed to "facilities" to clarify interpretation of the data because a single child care provider could operate multiple facilities.

	: Target exceeded; : Target met; : Target missed; N/A: Not applicable.
1	"Child care" added to clarify interpretation of the data. "Providers" changed to "facilities" to clarify interpretation of the data because a single child care provider could operate multiple facilities.

Objective 4.2: Low income families are better able to meet the cost of child care.

Ensuring that low income families have access to child care is important both from a social and an economic perspective. Low income families are better prepared to participate in education or employment if they are able to pay for child care. The province's Child Care Subsidy Program supports low income families who choose to use child care.

MCFD increased the income threshold at which families become eligible for the program. As a result, thousands of additional B.C. families are now eligible for child care subsidies. This expansion has been specifically targeted at improving child care options for low-income families, children with special needs and eligible parents with student loans.

Progress on this Objective

• In 2004/05, government provided a $43 million boost to child care spending, including $33 million for new and enhanced subsidies. This made child care available for thousands more B.C. children.
• MCFD extended subsidies to non-working parents so their children can attend community-based pre-school; an additional 2,000 children are eligible to benefit.
• We eliminated the $50 minimum payment for Child Care Subsidy so that many families are now eligible to receive partial subsidy for child care.
• We increased the Child Care Subsidy income threshold by $200 for parents working or going to school; increased the Child Care Subsidy income threshold by $100 for families of children with special needs; and increased the special needs supplement from $107 to $150. These increases target more child care subsidy funding to low-income families, children with special needs, and eligible parents with student loans.
• Increased partial subsidies and subsidy rates for children under six years old in licensed or registered child care.
• We provided special one-time funding to Aboriginal and multicultural agencies, as well as to eligible early childhood education students and organizations that train child care providers, in cultural, language and literacy needs.

Strategies

1. Deliver the Child Care Subsidy Program.
2. Implement a client service plan to meet language and literacy needs.

Performance Measure — Objective 4.2

Measure	2003/04 Base	2004/05 Target	2004/05 Actual	Variance	Target Met?
Number of child care1 subsidies for children of eligible parents.	28,000 26,638†	30,600	25,082	(5,518)
KEY INFORMATION WE NEED TO REPORT ON THIS MEASURE
Performance Analysis.	The target of 30,600 has not been met. the average number of subsidies for children of eligible parents per month was 25,082. Subsidy is a demand driven program. While total spending has increased as a result of increased subsidy rates, the number of families accessing subsidies has decreased. MCFD anticipates that the number of subsidies will increase in response to broadened eligibility criteria introduced in Fall 2004 and further changes in January 2005 to child care subsidy criteria that enables more families to be eligible for subsidy.
What was measured?	The average number of subsidies provided to children of eligible parents on a monthly basis.
Changes to this measure in the 2005/06 – 2007/08 Service Plan.	No change has been made to this measure in the 2005/06 – 2007/08 Service Plan.

	: Target exceeded; : Target met; : Target missed; N/A: Not applicable.
1	"Child care" added to measure to clarify interpretation of the data.
†	Corrected post-publication.

Objective 4.3: Government is enabled to make informed decisions on issues that affect child care services.

Decisions regarding child care in British Columbia require accurate information and analysis that is reliable, relevant and comprehensive. The evidence-based approach applies the best available research and data to policy decisions about programs and service delivery systems. This helps improve services, increases the efficiency of service delivery and achieves better value for money.

Progress on this Objective

• We have completed evaluation frameworks for four child care programs. In addition, work has begun on a national evaluation framework in support of the 2003 multi-lateral Early Learning and Child Care agreement (ELCC). The completed framework will guide the evaluation of B.C.'s programs and services.
• Initiatives are underway with the Ministry of Health Services and the regional Health Authorities to develop performance measures and reporting mechanisms that will ensure current and consistent data collection and reporting on licensed facilities and child care spaces.

Strategies

1. Develop options to continue implementation of a long-term strategy for federal contributions toward child care.
2. Develop or improve research, information management systems and policy analysis tools.
3. Continue to monitor and evaluate the operating and capital funding programs.
4. Strengthen accountability through revised program standards and reporting requirements.

Performance Measures — Objective 4.3

Measure	2003/04 Base	2004/05 Target	2004/05 Actual	Variance	Target Met?
Implement new child care funding based on allocation of federal funding.1		Implement and assess	Implemented and assessed	0
KEY INFORMATION WE NEED TO REPORT ON THIS MEASURE
Performance Analysis.	The target was met. This will enable more eligible low-income families to access child care subsidies.
What was measured?	Implementation of new funding based on federal funding for designated services for children under the age of six as per the 2003 – 2008 Early Learning and Child Care (ELCC) multi-lateral agreement.
Changes to this measure in the 2005/06 – 2007/08 Service Plan.	This measure is not included in the 2005/06 – 2007/08 Service Plan. Full reporting will be available through the Early Learning and Child Care (ELCC) Annual Report.

	: Target exceeded; : Target met; : Target missed; N/A: Not applicable.
1	"Child care" added to measure to clarify interpretation of the data.

Measure	2003/04 Base	2004/05 Target	2004/05 Actual	Variance	Target Met?
Child care1 subsidy forecasting model developed.	No formal model	Complete	Completed	0
KEY INFORMATION WE NEED TO REPORT ON THIS MEASURE
Performance Analysis.	The target was met.
What was measured?	The completion of the development of a subsidy forecasting model.
Changes to this measure in the 2005/06 – 2007/08 Service Plan.	This measure has been completed and therefore excluded from the 2005/06 – 2007/08 Service Plan.

	: Target exceeded; : Target met; : Target missed; N/A: Not applicable.
1	"Child care" added to measure to clarify interpretation of the data.

	: Target exceeded; : Target met; : Target missed; N/A: Not applicable.