Report on Performance

The following section describes the goals and objectives that guided the ministry's work in 2005/06, explains their importance and details the strategies used to achieve them, as well as the results achieved. The section also discusses performance measures, analyzes results and explains any variances from expected targets.

All results reported in this section reflect the ministry's three goals:

  1. Children and youth are healthy and safe in their families and communities;
  2. Children and youth, including those with special needs, are supported to achieve their full potential; and,
  3. Adults with developmental disabilities, children, youth, and their families are served by effective, efficient and accountable community-based service delivery systems.

The Ministry of Children and Family Development uses several reporting systems to track its progress on performance measures. Performance measures evolve and improve over time as the ministry's needs, resources and priorities change and as new and/or better performance information becomes available. All identified data issues are discussed with the relevant performance measures. The ministry recognizes data collection and validity as a challenge and continues to review and improve its data systems for possible improvements to ensure data validity and reliability.

Improvements to the performance management and reporting systems are supported by the implementation of the ministry's Information Resource Management Plan. Progress made in 2005/06 included:

  • implementation of the Brief Child and Family Phone interview, a screening intake tool for child and youth mental health services;
  • began implementation of the Community and Residential Information System (CARIS) in the Provincial Services Division;
  • development of a catalogue of services that provides standardized deliverables to improve outcomes for services through third party agreements;
  • completion of the Adoption Management System, which reports on adoption services that are provided by the ministry. This system replaced a number of smaller, unlinked systems;
  • implemented word processing capability for the Social Worker System to make the system easier to use for social workers;
  • completion of the Family Group Conferencing system, an alternate dispute resolution system. This alternative dispute resolution system provided services to enhance family capacity to care for their children; and,
  • completed extensive planning for the ministry case management, contract management and data management projects.

The ministry continues to collect, monitor and make available additional statistics and reports on trends and outcomes associated with services for children, youth and families. For further information visit our website at http://www.gov.bc.ca/mcf/.

Goals, Objectives, Strategies and Performance Measures

Goal 1: Children and youth are healthy and safe in their families and communities.

This goal recognizes the ministry's role in supporting the safety and well-being of children and youth. Research and evidence confirm that this is best achieved in the context of family and community, with the primary responsibility for protecting children and supporting their development resting with their families. The ministry works with communities, individuals and families to build resiliency and enhance their capacity to support positive outcomes for children and youth.

The ministry faced several challenges in meeting this goal in 2005/06. These included: inconsistencies in communities' capacity to provide services; accommodating the diversity of Aboriginal interests; the need for greater training for ministry service providers; and difficulty in recruiting and retaining dedicated, qualified staff, particularly for remote areas of British Columbia. These challenges were addressed through corresponding strategies that included capacity building of staff and service providers through training and support initiatives and recruitment activities.

The core business areas that support Goal 1 of the ministry include: Child and Family Development, Provincial Services, and Executive and Support Services.

The following table provides a summary of performance measures related to Goal 1.

Goal 1: Children and youth are healthy and safe in their families and communities.
Objective 1.1:  A comprehensive and responsive child welfare system that promotes safety, family continuity and permanency for children.
Performance Measure 2005/06
Target		 2005/06
Actual		 Result Reference Pages
Number of children placed with extended family or in community as an alternative to coming into care. 675 642 95% Achieved 32-33
Number of families referred to family support services. 557 874 Target Exceeded by 57% 33-34
Number of adoptions of children in care of the ministry. 300 276 92% Achieved 35-36
Objective 1.2: An increasingly culturally appropriate service delivery system for Aboriginal children and families.
Performance Measure 2005/06
Target		 2005/06
Actual		 Result Reference Pages
Per cent of Aboriginal children in care who are served by delegated Aboriginal agencies. 33% 30.6% 93% Achieved 37-38
Per cent of Aboriginal children in care of the ministry who are cared for by Aboriginal families. Establish Baseline Baseline Not Determined Baseline Not Determined 38-39
Objective 1.3: Enhanced services for specific child and youth populations such as young offenders, children and youth at risk for or with mental disorders, and children and youth who are commercially sexually exploited.
Rate of youth in custody based on a proportion of all 12 – 17 year olds (per 10,000). Max. 6 per 10,000 4.2 per 10,000 Target Exceeded by 30% 40-42
Number of children and youth served by Child and Youth Mental Health Services. Establish Baseline Baseline Not Determined Baseline Not Determined 43

Goal 1: Objectives

Objective 1.1: A comprehensive and responsive child welfare system that promotes safety, family continuity and permanency for children.

Safety, continuity and permanency are critical to children's well-being and therefore can be seen as key indicators of a comprehensive and responsive child welfare system. The ministry supports this direction by providing more out-of-care options to keep children safe within their families and communities. Out-of-care options are alternative care arrangements with extended family or close friends for children at risk of abuse or neglect who are temporarily unable to live with their parents. Out-of-care placements build on family and community strengths and maintain the continuity of significant relationships with family and others in community, contributing to better outcomes for the children, youth and families served.

The ministry works with a child's extended family and others to develop a plan to keep the child safe, and to support the continuity of family and community relationships and maintain cultural identity and connections. When a child is unable to live permanently with parents or extended family, the ministry seeks a home for the child through adoption or other permanent out-of-care options. The ministry also supports ongoing relationships with the child's biological family and cultural community.

Strategies

  1. Supporting families to keep children safe at home.
  2. Expanding planning options with families to provide increased opportunities for joint decision-making and increased involvement in care plans by family and community members.
  3. Increasing the use of non-court processes such as family conferencing, alternate dispute resolution processes and mediation to resolve child protection issues.
  4. Helping children in care to develop and maintain permanent family and other life-long relationships.
  5. Working to apply greater utilization of out-of-care options.

Progress towards the objective

  • MCFD implemented a number of practice shifts to ensure that vulnerable children are protected though a regional network of community-based, integrated, comprehensive and accessible services that promote:
    • preventative, evidence-based approaches using early intervention and collaboration including the Family Development Response, which supports families to build on their strengths;
    • family and community-based alternatives to care for vulnerable children and youth, including 284 "kith and kin" agreements and 525 youth agreements in 2005/06; and,
    • effective planning for children in care that promotes family continuity, permanency and life-long attachments including mechanisms to increase family and community participation in case planning and decision-making, and options such as mediation and family group conferencing to avoid adversarial processes.
  • The ministry, with the assistance of the Ministry of Public Safety and Solicitor General, strengthened the criminal background checking process for prospective out-of-care providers.
  • Launched a new data system and delivered training to ministry staff to improve data quality and allow for a comprehensive review of the outcomes associated with Family Group Conferencing. In 2005/06, 444 Family Group Conferences occurred.
  • Began work on a Caregiver Support System framework to promote quality care for children in care that includes maintaining permanent family and other life-long relationships.
  • Provided $2 million to the Law Foundation for alternative dispute resolution initiatives for children and communities.
  • Delivered training on strength-based collaborative practice in child welfare to a group of team leaders, consultants, staff and representatives from delegated Aboriginal agencies.
  • In 2005/06, 420 mediations were completed as a part of the Alternative Dispute Resolution Process.

Performance Measures Objective 1.1

Measure 1.1.1: Number of children placed with extended family or in community as an alternative to coming into care.

This measure reflects the importance of maintaining the continuity of family and community relationships for vulnerable children. It is the sum of the number of children placed in "kith and kin" agreements under section 8 and new out-of-care placements under sections 35(2)(d) and 41(1)(b) of the Child, Family and Community Service Act.

The measure is a proxy of the impact of practice shifts that keep children with their families, relatives and friends wherever possible. This is preferable to children being in the care of the ministry as out-of-care placements build on family strengths, maintain the continuity of relationships and contribute to better outcomes for children, youth and families. The 2005/06 target for the measure was based on forecasts and historical trends in intakes and admissions.

Measure 1.1.1 Year 2005/06 Target Actuals Variance Target Met?
Number of children placed with extended family or in community as an alternative to coming into care. 2005/06 675 642 33 95%
2004/05   668    
2003/04 613
Data Source: Social Work System and Management Information System

 

INFORMATION ABOUT THIS MEASURE

Performance analysis
  • 642 children were placed with extended family or in communities.
  • The number of out-of-care placements increased in 2004/05 and decreased slightly in 2005/06. Based on the benefits of this practice, the ministry continues to support the use of alternatives to care, such as increasing supports for caregivers.

What are we doing to improve results?
  • To retain and increase the number of care providers outside the foster care system, the ministry recognizes that additional community-based services and supports are needed to meet the needs of these families.
  • New funding of $1.29 million is being allocated in 2006/07 to enhance supports to out-of-care providers. The funding will further assist in supporting and increasing the number of children placed with extended family or community as an alternative to ministry care.

What else is important about this measure?
  • The count for the measure does not include children served by delegated Aboriginal agencies.
  • Amendments to the Child, Family and Community Service Act in June 2002 provided social workers with the ability to use out-of-care provisions. The first full fiscal year of data was available starting 2003/04.
  • Caution should be used in comparing the results to those in other jurisdictions as child welfare legislation is unique to each province.

Measure 1.1.2: Number of families referred to Family Support Services.

Family support services refers to supportive services provided to families that come to the attention of the ministry, but whose children are not found to be in need of protection. Family support services are intended to improve family functioning and prevent problems that might lead to children coming into ministry care. They include counseling, parenting education, and referrals for substance misuse or mental health treatment. The measure is a proxy of how well the ministry is supporting families to continue to care for their children.

The measure counts all intakes or referrals to the ministry's child welfare offices that are coded as a Family Development Response (FDR) in the Social Worker System/Management Information System (SWS/MIS). It demonstrates the impact of practice shifts to help ensure that child protection investigations are only used when alternative approaches, such as FDR services, would not ensure a child's safety.

Measure 1.1.2 2004/05
Baseline		 2005/06
Target		 2005/06
Actual		 Variance Target
Met?
Number of families referred to Family Support Services. 484 15% Over Baseline (557) 874 317 Target Exceeded
by 57%
Data Source: Social Work System and Management Information System

 

INFORMATION ABOUT THIS MEASURE

Performance analysis
  • The 2005/06 target was exceeded by 317 referrals.
  • The target was exceeded because the ministry implemented a comprehensive service delivery plan for Family Development Response that included enhanced staff training and support for families to improve child and youth safety.
  • As the use of family support services increases, it is anticipated that maltreatment and other child protection concerns will be reduced.
  • Higher than expected demand for these services may affect the capacity of regions to deliver them.

What are we doing to improve results?
  • To address the increased demand for these support services, regions will be provided with funding of $4.16 million in 2006/07 to increase access to FDR supports, including the hiring of more staff to support the capacity of families to address child and youth safety issues.

What else is important about this measure?
  • The use of FDR by delegated Aboriginal agencies was excluded from the count.
  • As child welfare legislation is unique to each province, caution should be used in comparing the results.
  • FDR was first introduced in November 2003 and continues to be implemented in phases. The ministry expects that the use of FDR will continue to grow each year as the program is fully implemented across the province.
  • As more families are referred to Family Support Services, there is an improvement in the ministry's ability to increase the number of children placed with extended family or in community as an alternative to coming into care (measure 1.1.1).
  • The ministry will continue to monitor this measure internally but it has been excluded as a measure in the 2006/07 – 2008/09 Service Plan.
  • For further additional statistics about ministry services view: http://www/gov.bc.ca/mcf/.

Measure 1.1.3: Number of adoptions of children in care of the ministry.

The goal of permanency planning is seeking a permanent family home for all children who would otherwise remain in ministry care until they reach adulthood. The measure counts the number of children in care placed for adoption within a year by the ministry.

Measure 1.1.3 Year 2005/06 Target Actuals Variance   Target  
Met?
Number of adoptions of children in care of the ministry. 2005/06 300 276 24 92%
2004/05   308    
2003/04 333
2002/03 348
2001/02 244
Data Source: Adoption Management System

 

INFORMATION ABOUT THIS MEASURE

Performance analysis
  • 276 adoptions were completed, achieving 92 per cent of the planned target.
  • There were less provincial adoption recruitment activities in 2005/06 than in previous years, while regional recruitment activities targeted specific children or groups in the community. This resulted in a strong interest in adoption, creating challenges in some regions to respond to applicants in a timely manner.
  • Adoptions staff are also responsible for providing post-adoptive support to the growing number of adoption placements. Post-adoption support is important in maintaining adoption placements until the child reaches the age of majority.

What are we doing to improve results?
  • The ministry continues to promote adoption awareness, recruitment and emphasize support for the adoptions program including post-adoption supports.
  • For more information regarding the ministry's adoption program view: http://www.mcf.gov.bc.ca/adoption/index.htm.

What else is important about this measure?
  • Service delivery practice shifts in child protection and family support, which places emphasis on prevention, family and community-based alternatives to government care, and increased family and community participation in planning and decision-making has contributed to fewer children coming into care. Therefore, fewer children require adoption.
  • The wording and definition of the measure has been changed to reflect a more appropriate measure of proportion rather than a number count in the 2006/07 – 2008/09 Service Plan.
  • The Adoption Management System tracks adoptions by date of placement. In some instances there is a delay from the date of placement to when it is recorded.
  • Caution should be used in comparing the results as child welfare legislation is unique to each province.

Objective 1.2: An increasingly culturally appropriate service delivery system for Aboriginal children and families.

To improve outcomes for Aboriginal children and families, the ministry worked in 2005/06 to increase the cultural appropriateness of services to better meet Aboriginal needs. This included services provided by the ministry, as well as work to increase Aboriginal community capacity and practice for service delivery.

The ministry supported the development and expansion of delegated Aboriginal agencies. These agencies are delegated to provide child welfare services consistent with the Child, Family and Community Service Act. They provide Aboriginal children and families with services that are more consistent with their culture, and support children to retain connections with their communities, extended families and cultural heritage.

Strategies

  1. Developing new delegated Aboriginal agencies and expanding the scope of existing Aboriginal agencies.
  2. Implementing initiatives to recruit and support Aboriginal foster and adoptive parents.
  3. Increasing cultural awareness.
  4. Hiring and retaining Aboriginal staff.
  5. Allocating funding from the Child and Youth Mental Health Plan for the development of Aboriginal Child and Youth Mental Heath services delivered by Aboriginal agencies.

Progress towards the objective

  • In 2005/06, three more Aboriginal agencies were delegated with the legal responsibility to provide child welfare services for children and families in their communities. This brings the provincial total to 23 agencies, each of which strengthens community resources and makes culturally appropriate services more accessible for Aboriginal children and their families. The ministry also worked with existing delegated Aboriginal agencies to ensure they are meeting mandatory requirements under the Child, Family and Community Service Act.
  • Supported more than 100 Aboriginal children to experience increased connection with their birth families, communities and culture through the ministry's Roots program. The program complements cultural planning for Aboriginal children and youth in continuing care of the ministry.
  • Implemented strategies to encourage the hiring and retention of Aboriginal staff throughout the ministry.

Performance Measures Objective 1.2

Measure 1.2.1: Per cent of Aboriginal children in care who are served by delegated Aboriginal agencies.

As part of its commitment to provide Aboriginal children and families with culturally appropriate services, the ministry delegates its authority under the Child, Family and Community Service Act to Aboriginal agencies, which are required to meet the same professional standards as the ministry. The number of Aboriginal children in care served by these agencies (rather than the ministry) expressed as a percentage of the total number of Aboriginal children in care is a measure of culturally appropriate service delivery.

Measure 1.2.1 Year 2005/06
Target		 Actuals Variance Target
Met?
Per cent of Aboriginal children in care who are served by delegated Aboriginal agencies. 2005/06 33% 30.6% 2.4% 93%
2004/05   30.7%    
2003/04 29.3%
2002/03 23.6%
2001/02 14.4%
2000/01 12.8%
Data Source: Social Work System and Management Information System

 

INFORMATION ABOUT THIS MEASURE

Performance analysis
  • 30.6% of Aboriginal children in care were served by delegated Aboriginal agencies, achieving 93% of the target.
  • A significant number of the delegated Aboriginal agencies had been expected to begin providing a full range of services; however, their scope of practice did not increase as anticipated. As a result, the ministry was not able to transfer as many children as planned.
  • Delegated Aboriginal agencies continue to serve more Aboriginal children each year, increasing from 12.8% in 2000/01 to 30.6% in 2005/06.

What are we doing to improve results?
  • The ministry will be implementing strategies to support delegated Aboriginal agencies to expand their scope of practice and enable them to serve more Aboriginal children and families.

What else is important about this measure?
  • Children in the care of delegated Aboriginal agencies are primarily funded by the federal government.

Measure 1.2.2: Per cent of Aboriginal children in care of the ministry who are cared for by Aboriginal families.

Wherever possible, the ministry places Aboriginal children in its care with Aboriginal families to maintain their connections to their cultural heritage, community and family. Research and experience has demonstrated that this approach supports better outcomes for Aboriginal children.

The measure counts the number of Aboriginal children in care (served by the ministry or delegated Aboriginal agencies) who have been placed with Aboriginal families, divided by the total number of Aboriginal children in care.

Measure 1.2.2 2004/05
Baseline		 2005/06
Target		 2005/06
Actual		 Variance Target
Met?
Per cent of Aboriginal children in care of the ministry who are cared for by Aboriginal families. Baseline to be established in 2005/06 Establish Baseline Baseline Not Determined Not Applicable Baseline Not Established

INFORMATION ABOUT THIS MEASURE

Performance analysis
  • The baseline was not determined.
  • The ministry expected to establish a baseline and targets in 2005/06 following the introduction of an electronic interface with delegated Aboriginal agencies to support more effective data collection and monitoring.
  • Previously identified data was based on incomplete information due to ministry data collection and systems issues that do not always identify the cultural background of the foster parent.

What are we doing to improve results?
  • The ministry is implementing initiatives to hire and retain additional Aboriginal social workers.
  • The ministry continues to work to recruit more Aboriginal foster families.
  • The ministry will continue to work to enhance its information systems to improve the collection of data for Aboriginal children in care.

What else is important about this measure?
  • The measure has been removed from the 2006/07 – 2008/09 Service Plan as we work to improve the data for this measure.

Objective 1.3: Enhanced services for specific child and youth populations such as young offenders, children and youth at risk for or with mental disorders, and children and youth who are commercially sexually exploited.

To assist in achieving Goal 1, the ministry continued work in 2005/06 to provide better services for these population groups. This included enhancing services through the continued implementation of the Child and Youth Mental Health Plan, in cooperation with the Ministry of Health. MCFD also strengthened services for sexually exploited youth, and continued to provide a broad range of community-based services for children and youth in conflict with the law. These targeted services are vital to improving outcomes, given that these children and youth are among the most vulnerable in British Columbia.

Strategies

  1. Expanding community-based mental health treatment and support services.
  2. Providing early intervention and support resources in schools to help children and youth develop healthy coping skills.
  3. Implementing new services for youth who are commercially sexually exploited.
  4. Continuing to use innovative, non-custodial approaches like community-based alternatives to custody for youth in conflict with the law.

Progress towards the objective

  • British Columbia continues to have the lowest rate of per capita youth custody and youth probation in the country as a result of effective community-based alternatives.
  • As part of the Child and Youth Mental Health Plan, provided $12.7 million in new treatments and support services throughout the province, including the creation of 100 new staff positions.
  • Implementation of the Brief Child and Family Phone Interview, an electronic intake tool for child and youth mental health services in all regions with 267 clinicians certified and over 3,700 interviews recorded.
  • Expanded implementation of the FRIENDS program, with 29 teacher training sessions held across the province, representing over 45 school districts and many private/independent school personnel. The program, which educates children about anxiety disorders, was presented to 22,500 students in grades 4 and 5 for a total of over 47,500 since the program was launched in August 2004.
  • Allocated $2 million for services for sexually exploited youth to address issues of short term safety and longer term supports, and funded the establishment of 15 additional safe house emergency shelters and 10 additional transitional housing beds for high-risk youth. Examples of services included: outreach, one-to-one support workers, counselling, family mediation, assistance with basic needs like food and clothing, and repatriation.
  • Produced and premiered the documentary, Struggle for Control: Child and Youth Behaviour Disorders, the 4th documentary in a series regarding mental health issues facing children and youth.

Performance Measures Objective 1.3

Measure 1.3.1: Rate of youth in custody based on a proportion of all 12–17 year olds (per 10,000).

Per capita custody rate is a standard measure across Canadian jurisdictions. It counts the annual average daily population of youth in custody per 10,000 individuals aged 12–17 years, as a proportion of all 12–17 year olds.

The measure gauges how much the youth justice system relies on incarceration and indicates the availability and effectiveness of community-based alternatives to custody. The target is based on historical youth custody and demographic trends in B.C.

Measure 1.3.1 Year 2005/06
Target		 Actuals Variance Target
Met?
Rate of youth in custody based on a proportion of all 12–17 year olds (per 10,000) 2005/06 Maximum 6 per 10,000 4.2 per 10,000 1.8 per
    10,000		 Target Exceeded by 30%
2004/05   4.8 per 10,000  
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
Data Sources: The MCFD Management Analysis Reporting System (MARS) and B.C. Stats

 

INFORMATION ABOUT THIS MEASURE

Performance analysis
  • The 2005/06 target was exceeded by 1.8 per 10,000.
  • While the number of youth in this age group remains fairly stable, the rate of youth in custody is declining. This demonstrates progress toward the goal of minimizing youth involvement in the criminal justice system through options for formal and informal diversion from court, treatment services and community-based alternatives to custody.
  • Diverting youth with low needs and less serious offences to community justice programs has left a higher concentration of youth in custody with special needs (e.g., Fetal Alcohol Spectrum Disorder or mental health disorders) and more serious offence histories. Although there has been a reduction in system capacity and overall staffing, there has been no reduction in client/staff ratios, or in services for the smaller number of youth in custody or under community supervision.

What are we doing to improve results?
  • The most recent information from 2002/03, indicates B.C. has the lowest youth custody rate in Canada. See Chart 2. B.C. and Canada Youth Custody Rates.
  • Strategies and policies currently in place, including community based alternatives to custody, will continue to be maintained and enhanced.

What else is important about this measure?
  • Custody centre counts are reported daily and averaged over the fiscal year.
  • Comparable data up to 2002/03 is published by Statistics Canada and is available for all other Canadian provinces and territories.5
5  Youth Custody and Community Services in Canada, 2002/03 Statistics Canada — Catalogue No. 85 002 XPE, Vol. 24, No. 9.

 

Chart 2. B.C. and Canada Youth Custody Rates

Data Source: Statistics Canada

Measure 1.3.2: Number of children and youth served by Child and Youth Mental Health Services.

Enhanced access to mental health services is a primary focus of the Child and Youth Mental Health Plan, which supports early identification and treatment of children and youth who are at risk of, or have, a mental disorder. Early identification and treatment has been shown to reduce the severity and consequences of mental health problems.

This measure captures the number of clients served by Child and Youth Mental Health Services during the fiscal year and therefore reflects access to services for this population. The ministry expected to establish a baseline in 2005/06, consistent with regional Child and Youth Mental Health Implementation Plans.

Measure 1.3.2 2004/05
Baseline		 2005/06
Target		 2005/06
Actual		 Variance Target
Met?
Number of children and youth served by Child and Youth Mental Health Services. New Measure Establish Baseline Baseline Not Determined Not Applicable Baseline Not Established

INFORMATION ABOUT THIS MEASURE

Performance analysis
  • The baseline was not determined.
  • Implementation of the Community and Residential Information System (CARIS) was delayed due to data conversion challenges from the current client systems.

What are we doing to improve results?
  • CARIS is to be fully implemented in 2007/08, and will provide more reliable and comprehensive data, including identification of clients served by contracted mental health service providers.

What else is important about this measure?
  • This measure has been removed from the 2006/07 – 2008/09 Service Plan.
  • The ministry will monitor progress on this measure and will make this information available on the ministry's website.

Goal 2: Children and youth, including those with special needs, are supported to achieve their full potential.

British Columbia is committed to giving children the strongest possible start by increasing supports available for child care and early childhood development programs, all of which should increase the proportion of children entering school ready to learn. The years between birth and age six are a critical time in a child's life. The nurturing that occurs in early childhood influences health, well-being and learning skills for a lifetime.

This goal reflects the recognition that the quality of care children receive in their early years is critical to their success later on in life. Optimal early childhood development delivers significant long-term benefits for individuals and society. All stages in life are significant, but research confirms that the period from conception to school age is particularly crucial to children's physical, intellectual, social and emotional development.

The ministry is committed to developing and supporting initiatives that increase families' and communities' capacity to support early childhood development. Collaboration and cooperation are critical to success and MCFD works with other ministries, families, service providers and communities to help ensure that young children have every opportunity to thrive.

In 2005/06, the ministry provided a broad range of intervention and support services that assist children with special needs to live as fully and independently as possible within their homes and communities. These services were targeted to children's individual needs and intended to promote healthy development, maximize quality of life and assist families in their role as primary caregivers. Programs were based on a family-centred approach and offered parents as much choice as possible.

The ministry faced several challenges in meeting this goal. These included: growing awareness of early childhood development needs, which increased service pressures; increasing demand for services for children and youth with special needs and their families resulting from increased public awareness of special needs; and difficulty recruiting and retaining qualified professionals. Strategies to counter these challenges included: creation of additional licensed child care spaces, support for focused training, equipment upgrades, initiatives to improve access to services for children and youth with special needs and their families, development of culturally appropriate supported child development materials and outreach to the Aboriginal community regarding supported child development.

The core business areas that support Goal 2 of the ministry include: Early Childhood Development, Child Care and Supports to Children with Special Needs,and Executive and Support Services.

The following table provides a summary of performance measures related to Goal 2.

Goal 2: Children and youth, including those with special needs, are supported to achieve their full potential.
Objective 2.1: Increased family and community capacity to support early childhood development.
Performance Measure 2005/06
Target		 2005/06
Actual		 Result Reference Pages
Number of Aboriginal initiatives that enhance early childhood development services for young Aboriginal children and their families. 90 90 Target Achieved 47-48
Per cent of children who enter kindergarten "ready to learn." Not Applicable (2007/08 Target is 78%) Data Available in 2007/08 No Set
Target		 48-49
Objective 2.2: Accessible and quality child care.
Number of funded licensed child care spaces. 85,0001 79,190 93% Achieved 50-51
Number of children whose families receive a child care subsidy. 22,0002 22,612 Target Exceeded by 3% 52-53
Objective 2.3: Increased access to early intervention and support services to assist families caring for children and youth with special needs.
Per cent of children under six with special needs and their families who receive supported child development services within three months of service request. Establish Baseline Baseline Not Determined Baseline Not Determined 54-55
Per cent of children under six with special needs receiving an (initial) early intervention therapy within three months of service request. Establish Baseline Baseline Established (34%) Target Achieved 55-56
1  2006/07 – 2008/09 Service Plan forecasts achieving 79,000 child care spaces.
2  2006/07 – 2008/09 Service Plan restates the revised target at 22,000. This number was revised to count unique children, and avoids double counting.

Goal 2: Objectives

Objective 2.1: Increased family and community capacity to support early childhood development.

The ministry is committed to investing in community-based initiatives throughout the province that support the Five Great Goals, including making B.C. the best-educated, most literate jurisdiction on the continent. Early childhood development services support this goal directly and represent a long-term investment in the future, in partnership with families and communities. Strong evidence indicates that early childhood development programs and services encourage healthy development and support better outcomes for older children and youth, as well as reducing the need for intervention in families' lives.

Strategies

  1. Building on existing services to support communities to integrate and enhance their early childhood development delivery systems, which support and promote children's healthy growth, development and lifelong learning.
  2. Supporting Aboriginal communities as they develop and implement early childhood strategies to meet their needs.
  3. Working closely with the Ministries of Health and Education to improve screening, assessment, diagnosis, intervention, and support services for children with developmental behavioural conditions.

Progress towards the objective

  • Continued to build community capacity, support sustainable community partnerships and improve access to appropriate early childhood development services through further investments in the Success by 6® initiative with an additional grant of $3 million in 2005/06.
  • Provided a cross-ministry leadership role in planning and strengthening early childhood development services in B.C. in collaboration with other ministries, including the Ministry of Health.
  • Worked to provide parents with the information they need about early childhood development and increased service choice and flexibility.
  • In collaboration with the Ministry of Education, MCFD developed an overall approach to early learning and literacy, recognizing that strategic investments in early childhood development give children the foundation skills they need to thrive and succeed in life.
  • Provided professional development funding to support Aboriginal Early Childhood Development program staff to attend the Community Action Program for Children; Canadian Prenatal Nutrition Program; and Aboriginal Head Start Early Childhood Development Conference "Healthy Children, Healthy Families".

Performance Measures Objective 2.1

Measure 2.1.1: Number of Aboriginal initiatives that enhance
Early Childhood Development services for young Aboriginal children
and their families.

One of the ministry's priorities is to work with Aboriginal communities in order to build capacity to deliver culturally appropriate services, including those with an emphasis on early childhood and family development. This is based on research and experience linking culturally appropriate services to improved outcomes for Aboriginal children.

The measure counts the number of initiatives that enhance early childhood services for young Aboriginal children and families. It does not count the number of children and families served.

Measure 2.1.1 2004/05
Baseline		 2005/06
Target		 2005/06
Actual		 Variance Target
Met?
Number of Aboriginal initiatives that enhance ECD services for young Aboriginal children and their families. 86 90 90 0 Target Achieved
Data Source: Regional reporting

 

INFORMATION ABOUT THIS MEASURE

Performance analysis
  • The 2005/06 target was met, 4 new Aboriginal Seeds of Empathy sites were established, bringing the total number to 90 initiatives.
  • The number of Aboriginal early childhood development (ECD) initiatives has continued to increase since 2002/03. Multi-year data is not available because in 2005/06 there was a shift from counting the number of communities to counting the number of initiatives.
  • The results reflect the increasing capacity of Aboriginal communities to deliver culturally appropriate services, including those with an emphasis on early childhood and family development.

What are we doing to improve results?
  • The ministry will continue to enhance and support ECD initiatives in Aboriginal communities.

What else is important about this measure?
  • The target was selected to encourage regions to support ECD initiatives and takes into consideration funding dedicated to the Aboriginal population in general.
  • The measure includes additional ECD initiatives that have a specific Aboriginal focus, such as Aboriginal Infant Development, Aboriginal Building Blocks and Aboriginal Family Resource programs.
  • This measure does not reflect the complete range of Aboriginal ECD programs and services that are supported at provincial and regional levels and excludes services provided under one time grants.
  • The measure has been removed from the 2006/07 – 2008/09 Service Plan, but will continue to be monitored by the ministry. For more information regarding Aboriginal ECD initiatives, please visit: http://www.mcf.gov.bc.ca/early_childhood/index.htm.

Measure 2.1.2: Per cent of children who enter kindergarten "ready to learn".

This measure is related to the ministry's increased focus on early childhood development (ECD). Data is collected using the Early Development Instrument (EDI), which is a teacher rated assessment of students' "readiness to learn". In addition to reflecting children's school readiness, the EDI reveals differences in their development across neighbourhoods and assesses how well communities are supporting young children and their families. The findings help educators, policy-makers, parents, experts and other community partners improve early childhood development services in the province and assist in identifying ECD priorities and targeting resources effectively.

The EDI is administered on a three-year cycle. The 2007/08 target of 78 per cent was selected based on the estimated impact of community planning initiatives to integrate and deliver programs more effectively, and on the allocation of resources for ECD and child care.

Measure 2.1.2 2004/05
Baseline		 2005/06
Target		 2005/06
Actual		 Variance Target
Met?
Per cent of children who enter kindergarten "ready to learn". 75% Data collected every 3 years Not Applicable No Set Target
Data Source: Human Early Learning Partnership, http://www.earlylearning.ubc.ca

 

INFORMATION ABOUT THIS MEASURE

Performance analysis
  • There was no 2005/06 target for this measure as data for the province is collected every three years. Data will be reported in 2007/08.

What are we doing to improve results?
  • The ministry will continue to invest the Early Learning and Child Care funding for 2006/07, but this will be the last year of federal government support under this agreement. The provincial government remains committed to its vision to provide access to quality early learning and child care in B.C. communities.
  • Using composite index scores from the EDI, the proportion of children who fall below the "vulnerable range" (those who are not entering school ready to learn) are being identified and strategies to assist their development are being implemented.

What else is important about this measure?
  • The provincial baseline was established in 2004/05. Year to year updates and a multi-year trend are not available as the EDI is administered on a three-year cycle.
  • Kindergarten teachers use the EDI to rate students' performance in five major domains: physical health, language/cognitive skills, social competence, emotional maturity and communication/general knowledge. When applied province-wide, this provides a comprehensive picture of the status of B.C. children's school readiness.
  • B.C. is the first province to implement the EDI province-wide and map the results on a neighbourhood by-neighbourhood basis (http://www.earlylearning.ubc.ca).

Objective 2.2: Accessible and quality child care.

Provincial child care investments focus on meeting the needs of families and increasing the quality of child care. Quality child care has been shown to contribute to improved child development and increased readiness to learn. MCFD has a cross-ministry leadership role for child care services in the province.

Strategies6

  1. Developing and implementing the Early Learning and Child Care Action Plan.
  2. Investing federal dollars to increase funded, licensed child care spaces and support parents.
  3. Improving the identification of community needs when targeting investments to provide low and moderate income families with increased access to child care.
  4. Moving to a more efficient electronic child care subsidy administration system.
  5. Identifying opportunities for service improvements, including increasing the quality of early childhood education and increasing the number of qualified early childhood educators.
6  These strategies were developed under the assumption that the 2005 Early Learning and Child Care Agreement-in-Principle would continue.

Progress towards the objective

  • Completed a public consultation process on early learning and child care, in partnership with the Ministry of Education. The purpose was to share B.C.'s vision, principles and goals for early learning and child care, seek input from stakeholders and interested parties from across the province on their priorities for investing Early Learning and Child Care Federal funds, and solicit feedback from the community. The community consultation process identified a broad range of opinions and priorities, including the need for government to focus on quality early learning and child care that is accessible and affordable to all B.C. families. The ministry will continue to work with ministry partners in emphasizing the early years to ensure that children have the strongest start possible.
  • Funded the creation of approximately 1,500 new spaces as part of the Child Care Major Capital Fund program that spent $12 million in 2005/06.
  • Increased the number of children whose families are eligible for subsidy by 6,500 while approximately 6,000 saw an increase in the amount of subsidy available for children under age six in regulated and licensed child care settings.
  • Increased the rate for Child Care Operating Funding by 36.6 per cent for almost 4,000 licensed child care facilities to promote a steady supply of affordable spaces.
  • Introduced the B.C. Early Childhood Education Bursary, a time-limited award to assist eligible students enrolled in Early Childhood Education programs at recognized educational institutions. The bursary provided $200 for each eligible course, covering the period of study from September 1, 2005 to August 31, 2006. 181 applications were approved by March 31, 2006, providing over $200,000 in direct assistance to students.

Performance Measures Objective 2.2

Measure 2.2.1: Number of funded licensed child care spaces

This measure reflects the accessibility of quality child care in B.C. Licensed child care spaces are approved and monitored by licensing staff through health authorities and are the most closely regulated child care spaces in the province. The number of spaces funded is one indicator of government's support for child care providers and, by extension, children and families.

The measure counts the total number of licensed child care spaces approved for funding under the Child Care Operating Funding (CCOF) program. The program is voluntary; not all eligible providers apply, and some child care arrangements are not eligible for funding (e.g., child-minding services provided at fitness centers).

The target was based on the projected participation of child care operators, and the expectation of new funding under the 2005/06 – 2009/10 Early Learning and Child Care Bilateral Agreement-in-Principle. In February 2006, a new federal government was elected and subsequently cancelled the Early Learning and Child Care Agreement-in-Principle. The Province will receive funding for 2006/07 but this will be the last year of federal government support under this agreement. As a result, further adjustment to the measure may occur in the future.

Measure 2.2.1 2004/05
Baseline		 2005/06
Target		 2005/06
Actual		 Variance Target
Met?
Number of funded licensed child care spaces. 76,440 85,0001 79,190 5,810 93% Achieved
Data Source: MCFD Child Care Operating Funding Datamart System.
1  2006/07 – 2008/09 Service Plan forecasts 2005/06 at 79,000 and revises the 2006/07 target.

 

INFORMATION ABOUT THIS MEASURE

Performance analysis
  • The ministry funded 79,190 licensed child care spaces, achieving 93 per cent of the target.
  • The CCOF program is dependent on applications from eligible child care providers. All eligible providers who applied received funding; however, not all eligible providers applied.

What are we doing to improve results?
  • Targets have been adjusted in the 2006/07 – 2008/09 Service Plan to reflect the actual number of new licensed child care spaces created in 2005/06. The new targets also account for the lag between the creation of funded spaces and when those spaces are licensed and eligible for the CCOF.

What else is important about this measure?
  • In 2005/06, an improved methodology to assess and set child care targets was implemented.
  • The CCOF program assists child care providers with the cost of providing care.
  • The baseline and targets may be adjusted due to ongoing improvements to the data reporting systems, and once analysis of the impacts of the cancellation of the federal funding is complete.

Performance Measures Objective 2.2

Measure 2.2.2: Number of children whose families receive
a child care subsidy.

This measure reflects the accessibility of quality child care, especially for families with low or moderate incomes. The subsidy helps families with the cost of quality care. The measure counts the average number of children supported by the subsidy per month.7

The target was selected based on the uptake expected due to new eligibility criteria, introduced in 2004/05, and further changes made in 2005/06 flowing from the 2005/06 – 2009/10 Early Learning and Child Care Bilateral Agreement-in-Principle with the federal government.
7  Counts are based on the number of unique children whose families receive a subsidy as indicated on child care provider claims.

 

The 2004/05 baseline and 2005/06 target were restated to reflect refinements in the data reporting system, including the elimination of double counting of children.

Measure 2.2.2 2004/05
Baseline		 2005/06
Target		 2005/06
Actual		 Variance Target
Met?
Number of children whose families receive a child care subsidy. 21,704
(restated from 25,082) 		22,0001
(restated from 27,500) 		22,612 612 Target Exceeded by 3%
Data Source: MCFD Subsidy Datamart
1  Number restated in 2006/07 – 2008/09 Service Plan to eliminate double counting.

 

INFORMATION ABOUT THIS MEASURE

Performance analysis
  • An average of 22,612 subsidies per month were paid to families in 2005/06, exceeding the restated target of 22,000.
  • Refinements were made to the MCFD Subsidy Datamart, including the elimination of double counting inherent in the previous system, that provide a more accurate count of children whose families are receiving a subsidy. This resulted in a revised baseline (21,704 in 2004/05) and targets, including a restated target of 22,000 for 2005/06. The restated figures are included in the 2006/07 – 2008/09 Service Plan.
  • In 2005/06, the families of 46,516 children received a child care subsidy, for all or part of the year.
  • As a result of program changes introduced in October 2005, it was anticipated that the number of children whose families receive subsidy would increase incrementally over time.

What are we doing to improve results?
  • A phased transfer of the child care subsidy program from the Ministry of Employment and Income Assistance to MCFD began in June 2006 and is scheduled for completion in 2007. The transfer was designed to improve access for parents by providing better integration of child care programs and services.
  • The baseline and targets may be adjusted once analysis of the impacts of the cancellation of the federal funding is complete.

What else is important about this measure?
  • The measure represents the average count of children whose families receive a subsidy in a month. It does not represent the total number of children whose families receive a subsidy in a given year.
  • Child Care Subsidy is a demand-driven program, dependent on applications from families. All eligible families who apply receive funding; however, not all eligible families apply.
  • Until recently, there had been a downward trend in the number of children whose families received a subsidy over the last five years. Program enhancements have resulted in an increase in the number of children eligible for subsidy and the amount of subsidy available to children under age 6 in regulated and licensed child care settings.

Objective 2.3: Increased access to early intervention and support services to assist families caring for children and youth with special needs.

The ministry provides a range of intervention and support services for children and youth with special needs, including those with Fetal Alcohol Spectrum Disorder and their families. In 2005/06, MCFD committed new resources to increase access and reduce waiting times for many of these services, including: early intervention therapies, school-aged therapies, infant development programs, supported child development, respite services, and supports for children with complex health needs and those with sensory impairments. The ministry is working collaboratively with the Ministries of Health and Education to improve the integration of services in B.C. for families of children and youth with special needs, including children with Autism Spectrum Disorder.

Strategies

  1. Increasing access and reducing waiting times for services and supports for children and youth with special needs and their families.
  2. Creating a range of appropriate and effective services and supports for children and youth with special needs and their families, taking into account developmental milestones and transitions.
  3. Improving access to information about services.
  4. Improving cross-ministry planning and co-ordination of provincial and community-based services.

Progress towards the objective

  • Allocated new funding of over $15 million to increase access and reduce waiting times for intervention and support services, develop new supports for families of children with Fetal Alcohol Spectrum Disorder and similar conditions, enhance services for children with complex health needs and children with sensory impairments, and address service demand for autism intervention, Nursing Support Services and Medical Benefits.
  • Distributed over 9,000 copies of the Your Future Now and Community Support Transition planning guides. The guides provide community partners, such as school personnel, social workers and community members, with useful information and practical tips for supporting successful transition planning for youth with special needs as they prepare for adult life.

Performance Measures Objective 2.3

Measure 2.3.1: Per cent of children under six with special needs and their families who receive supported child development services within three months of service request.

Supported child development (SCD) services help children with special needs attend and participate in community child care settings. SCD has two components: a consultation service and extra staff supports. The measure assesses the length of time from when a child's individual plan is completed to when a child begins receiving the extra staff support.

The ministry expected to develop a baseline and targets in 2005/06. Targets will reflect an anticipated reduction in waiting times that could result from additional services being provided.

Measure 2.3.1 2004/05
Baseline		 2005/06
Target		 2005/06
Actual		 Variance Target
Met?
Per cent of children under six with special needs and their families who receive supported child development services within three months of service request. New Measure Establish Baseline Baseline Not Determined Not Applicable Baseline Not Established

INFORMATION ABOUT THIS MEASURE

Performance analysis
  • The baseline was not determined.
  • A delay in setting the baseline did not affect service delivery or improvements. It only delays the measurement of impacts.

What are we doing to improve results?
  • The ministry is focusing on reducing waiting times for services, in addition to monitoring the number of families requiring these services.
  • Data system development and collection will continue and this measure will be reported when regional data collection and analysis are completed.

What else is important about this measure?
  • SCD services are provided through community agencies under contract with the ministry through regional offices. As a result, data is collected through these community agencies and there are issues with respect to agency capacity to provide data and data consistency. The ministry is working towards addressing these challenges.
  • The availability of regulated child care spaces in communities and the availability of trained early childhood educators with the special needs designation may impact timely access to SCD services.

Performance Measures Objective 2.3

Measure 2.3.2: Per cent of children under six with special needs receiving an (initial) early intervention therapy within three months of service request.

Children with special needs receive significant benefits from early intervention services that promote physical, cognitive, social, emotional and communication skill development. Early Intervention Therapy services include speech-language therapy, occupational therapy and physiotherapy for children with special needs under age six. Initial therapy services include: the initial consultation or assessment by a therapist, or a child's participation in a therapy group. The measure demonstrates the timeliness with which initial therapy service is provided.

The baseline was established using data collected from January 1 to March 31, 2005. The three-month sample time period was chosen as a baseline prior to the allocation of new funding in April 2005.

Measure 2.3.2 2004/05
Baseline		 2005/06
Target		 2005/06
Actual		 Variance Target
Met?
Per cent of children under six with special needs receiving an (initial) early intervention therapy within three months of service request. 34% Establish Baseline Baseline Established Not Applicable Target Achieved
Data Source: 2005 Provincial Early Intervention Therapy Baseline Data Summary Report

 

INFORMATION ABOUT THIS MEASURE

Performance analysis
  • The baseline was established at 34 per cent using a three month sample period (January – March 2005); and reflects all children accessing services during the three month period.
  • The measure allows the ministry to assess timely access to initial early intervention therapy services.
  • The low rate is the result of an increased demand for early intervention services over the past few years, combined with significant challenges in recruiting and retaining therapists in communities across B.C.

What are we doing to improve results?
  • New funding of $2.3 million was allocated in 2005/06 to early intervention and school-aged therapies to improve access for children with special needs.

What else is important about this measure?
  • "Service request" is the date at which formal intake occurred and family priorities and/or the type of therapy(ies) required were determined.

Goal 3: Adults with developmental disabilities, children, youth, and their families are served by effective, efficient and accountable community-based service delivery systems.

The ministry is committed to developing governance authorities that bring decisions regarding services closer to those who use them. The ministry believes adults with developmental disabilities, children, youth and their families are best served through a community-based service delivery system where safety, service quality and accountability are paramount considerations.

In 2005, MCFD and the Interim Authority for Community Living British Columbia worked together to plan and implement a smooth transition of services. As a result, on July 1, 2005, the responsibility for adult community living services was transferred to Community Living British Columbia (CLBC).

The ministry also continued to work in partnership with Aboriginal communities to establish regional Aboriginal authorities, which will assume responsibility for services to Aboriginal children and families.

The ministry faced several challenges in meeting this goal. The primary challenge involved ensuring adequate consultation around the enabling legislation for the establishment of regional Aboriginal authorities. To address this challenge, the ministry deferred the introduction of legislation to allow more time for collaborative planning.

In working toward the development of regional authorities, the ministry continued to make improvements to increase the effectiveness, efficiency and quality of its services and service systems. This work required strong partnerships and collaborative relationships with the ministry's stakeholders and community partners.

Progress included:

  • 161 ministry funded community-based contracted agencies achieved accreditation status. The ministry requires agencies that receive $500,000 or more in annual ministry funding to be accredited. Accredited agencies meet internationally recognized organizational and service standards, focus on effectiveness, efficiency, accountability and accessibility, and benefit adults with developmental disabilities, children, youth and their families.
  • Accreditation of the ministry's Provincial Services for the Deaf and Hard of Hearing, Maples Adolescent Treatment Centre and Youth Forensic Psychiatric Services.
  • Increased awareness and compliance with government procurement policy by establishing tighter internal control procedures and creating procurement committees to enhance the quality of professional service contracts.
  • 133 contract/program managers and administrators completed courses from the government procurement and contract management program.
  • Developed tools to enhance the ministry's contracting practices including a new Catalogue of Services and Third Party Service Agreements that will be fully implemented in 2006/07.
  • Amendments to the Human Resources Facilities Act to enable capital grants for research and administrative facilities to enhance service delivery for the community.
  • Approval to proceed with construction for the replacement of the Burnaby Youth Custody Services Centre. The planned replacement of the Burnaby Youth Custody Services Centre includes co locating the Burnaby Youth Forensic Psychiatric Services programs on the same site.

The core business areas that support Goal 3 of the ministry include: Child and Family Development, Early Childhood Development, Child Care and Supports to Children with Special Needs, Provincial Services, and Executive and Support Services.

The following table provides a summary of performance measures related to Goal 3.

Goal 3: Adults with developmental disabilities, children, youth, and their families are served by effective, efficient and accountable community-based service delivery systems.
Objective 3.1: Creation of a provincial community living authority.
Performance Measure 2005/06
Target		 2005/06
Actual		 Result Reference
Pages
An authority established under legislation assumes responsibility for delivery of some or all community living services. Establish CLBC CLBC Established Target Achieved 59-60
Objective 3.2: Creation of regional authorities to oversee delivery of child and family services.
Number of regional authorities established under legislation that assume responsibility for delivery of child and family services. 0 0 No Set Target 60-61
 
Deregulation and Regulatory Reform
Per cent increase to the number of regulatory requirements set at June 2004. 0% Increase 3.3% Decrease Target Exceeded by 3.3% 62

Goal 3: Objectives

Objective 3.1: Creation of a provincial community-living authority.

The ministry's move to community governance shifts the planning and management of programs and services closer to recipients and increases the ability of programs and services to respond appropriately to individual needs. Community Living BC is accountable for the quality and effectiveness of services for adults with developmental disabilities and for the management of public funds.

Strategy

  1. Developing accountability requirements and measures for the new provincial authority and supporting the ongoing development of CLBC.

Progress towards the objective

Performance Measures Objective 3.1

Measure 3.1.1: An authority established under legislation assumes responsibility for delivery of some or all community living services.

Measure 3.1.1 2004/05
Baseline		 2005/06
Target		 2005/06
Actual		 Variance Target
Met?
An authority established under legislation assumes responsibility for the delivery of some or all community living services. 0 Establish CLBC CLBC Established July 1, 2005 Not Applicable Target Achieved

Objective 3.2: Creation of regional authorities to oversee delivery of child and family services.

The creation of regional authorities has been focused on the implementation of Aboriginal authorities. Once the authorities are established, they will be accountable for service delivery, and the quality and effectiveness of service delivery. They will also be accountable for the management of public funds. The authorities' responsibilities to individuals and communities will be addressed as part of their accountability requirements.

Strategy

  1. Implementing a jointly developed plan to establish regional Aboriginal authorities.

Progress towards the objective

  • The government and Aboriginal leaders reaffirmed their commitment to establishing regional Aboriginal authorities.
  • Through targeted investments, further supported and developed more culturally appropriate services for Aboriginal children and families.
  • Regional Aboriginal Planning Committees expanded on service delivery models and plans for how they would like to see services delivered to Aboriginal children and families in the future. Regional mapping, whereby information was provided on the full range of existing regional services was also completed to support the Committees' planning processes.
  • Established a provincial advisory committee on regionalization of child and family services.

Performance Measures Objective 3.2

Measure 3.2.1: Number of regional authorities established under legislation that assume responsibility for delivery of child and family services.

No authorities were planned for 2005/06. The authorities will be considered established when they assume responsibility under legislation for delivering some or all services.

Measure 3.2.1 2004/05
Baseline		 2005/06
Target		 2005/06
Actual		 Variance Target Met?
Number of regional authorities established under legislation that assume responsibility for delivery of child and family services. 0 0 0 Not Applicable No Set Target

INFORMATION ABOUT THIS MEASURE

Performance analysis
  • No target was set for 2005/06.
  • The ministry, in partnership with Aboriginal communities, is implementing a joint multi-year plan to establish regional Aboriginal authorities.

What are we doing to improve results?
  • The ministry is committed to providing the necessary resources and supports to ensure the successful devolution to regional Aboriginal authorities, and will continue positive engagements with Aboriginal leaders, stakeholders and communities.

What else is important about this measure?
  • The measure reflects only the establishment of new governance structures and does not capture progress toward their creation.

Deregulation and Regulatory Reform

In the three years ending in June 2004, the ministry reduced its regulatory burden by 53 per cent, from the baseline of 16,963 regulatory requirements down to less than 8,000. This accomplishment exceeded government's commitment to reduce government regulatory requirements by one-third, as well as the ministry's 40 per cent reduction target.

To demonstrate its commitment to controlling its regulatory burden, the ministry has targeted to maintain its regulatory target based on the June 2004 baseline. All new regulatory requirements were evaluated against the regulatory reform criteria and related policy. Wherever possible, the ministry identified opportunities to further reduce regulation and to move to results-based regulation.

Measure 2004/05
Baseline		 2005/06
Target		 2005/06
Actual		 Variance Target
Met?
Per cent increase to the number of regulatory requirements set at June 2004. 8,543 0 % Increase 3.3% Decrease 3.3% Target Exceeded by 3.3%

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