Goals, Objectives, Strategies and Performance Measures 
Goals, Objectives, Strategies and Performance Measures
This section presents the three Ministry goals:
Goal 1: To identify and strengthen, or develop, effective child, youth and family development services in B.C. within a strengths-based, developmental approach.
Goal 2: To support Aboriginal peoples to achieve their vision and goals with regard to delivery of services to their children, youth, families and communities.
Goal 3: To transform the Ministry of Children and Family Development as an organization, to support Goals 1 and 2.
These goals reflect the Ministry’s key priorities and commitment to improving outcomes for children, youth and families as it moves forward on a process of transformation. Throughout this process, the child and family development service delivery system continues to be reviewed and, where needed, changed to reflect a more community-driven, culturally relevant and effective service system based on international and local good practice.
Ministry services are founded on developmental approaches that recognize and build on the inherent strengths and resourcefulness of each child, youth, family and community. The approaches include a greater emphasis on prevention and child and family development, while also providing intervention services to respond to the needs of vulnerable children and youth. By continuing to work collaboratively with service partners, stakeholder organizations and other ministries, services will be better able to meet these needs.
With the high proportion of Aboriginal children and youth in the Ministry’s caseload, success relies on building and sustaining relationships with Aboriginal communities as they develop their own service delivery models. This will enable greater responsibility and meaningful involvement for Aboriginal communities and families with regard to decision-making and service delivery.
The Ministry is committed to decentralized service delivery involving engagement with service recipients, stakeholders and communities. This supports the best possible outcomes for children and youth, and will result in more effective services that are integrated across program areas and ministries.
The Ministry’s Service Plan performance measures, developed in consultation with its stakeholders, are monitored and evaluated to ensure they continue to be meaningful and reflect priorities and desired outcomes for children, youth and families. In addition, the Ministry collects, monitors and reports on statistics, trends and outcomes in order to further build on the good practices already existing in the child and family service community.
The Ministry supports the Government’s Five Great Goals, and specifically:
- contributes to Great Goal 1: Make British Columbia the best-educated, most literate jurisdiction on the continent – through early childhood development and child care programming;
- contributes to Great Goal 2: Lead the way in North America in healthy living and physical fitness — through initiatives such as ActNow BC, a partnership-based cross ministry health and wellness initiative that promotes healthy living choices to improve the quality of life for all British Columbians;
- supports Great Goal 3: Build the best system of support in Canada for persons with disabilities, those with special needs, children at risk, and seniors through:
- utilizing current good practice research to inform the delivery of child welfare services,
- providing child and youth mental health services,
- leading a cross ministry initiative for services to children and youth with special needs to deliver services in an integrated way to children and families,
- implementing initiatives to assist youth at risk, and
- ensuring government’s social policy priorities are considered and overall commitment for services and supports for children and youth with special needs, individuals with developmental disabilities and their families are met through Community Living BC and the Ministry; and
- contributes to Great Goal 4: Lead the world in sustainable environmental management, with the best air and water quality, and the best fisheries management, bar none — by implementing a carbon neutral strategy which supports the Greenhouse Gas Reduction Targets Act and by adopting accreditation standards that help reduce the environmental impact of our service agencies.
Goal 1: To identify and strengthen, or develop, effective child, youth and family development services in B.C. within a strengths-based, developmental approach
Objective 1.1: An effective child and family development system built on research-based good practices
The Ministry is committed to building on the resourcefulness and strengths of each community, family and young person. In working with regions, communities, schools and the contracted sector, the Ministry will continue to research and use good practices to continually improve the Ministry’s policies, programs and services.
Key Strategies:
- Implement a five-year Strategic Child Care Plan for B.C. that strengthens child care services;
- lead the implementation of a co-ordinated, comprehensive cross government approach to initiatives and services for children and youth with special needs and their families; and
- provide regions and communities with tools, training and expertise for effective service delivery of programs for children, youth and families.
Performance Measure 1: Ministry funded licensed child care spaces
| Performance Measure | 2006/07 Actual | 2007/08 Target1 | 2008/09 Target | 2009/10 Target | 2010/11 Target |
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| Total number of Ministry funded licensed child care spaces | 82,386 | 86,000 | 86,600 | 87,600 | 88,600 |
| Data Source: Ministry of Children and Family Development, Child Care Operating Fund Datamart. |
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| 1 | The 2007/08 target is based on results for the first 8 months of 2007/08. |
Discussion
The performance measure presents the total number of child care spaces supported by the Child Care Operating Fund as one measure of child care capacity and supply. The Ministry provides Child Care Operating Funds for spaces that are licensed by the Ministry of Health. The targets for the measure are based on historic growth rates as well as announced initiatives designed to increase child care spaces.
Over the next three years, the number of child care spaces and options available to families will increase through strategic investment and partnerships, including:
- major capital funding for creation of new child care spaces;
- minor capital funding for emergency repair, replacement and relocation;
- child care subsidy for low and moderate income families; and
- recruitment, retention and professional development funding for the child care sector, for all types of child care providers.
In addition, the Ministry’s supported child development program and its special needs supplement assists children with special needs and their families with their child care needs.
Objective 1.2: Vulnerable children and youth have access to a continuum of effective integrated services
Research has shown that prevention and early intervention programs contribute to better support and safety of vulnerable children and youth. The Ministry is committed to strengthening support and increasing options for specific populations of vulnerable children, youth and families. By integrating services and cross ministry initiatives and by building partnerships, the Ministry helps to improve the effectiveness of prevention and early intervention services. For example, the Ministry is working on joint initiatives with the Ministry of Education and the Ministry of Advanced Education to positively influence the educational outcomes of children in care.
Key Strategies:
- Increase prevention and early intervention services in each region, especially in isolated areas;
- design and develop a child-centred case management model and practices to support the improved welfare of children and youth;
- strengthen youth services including: improving youth agreement support services, providing additional emergency shelter beds and transitional housing, and improving post-majority supports for youth as they transition to independence; and
- continue to provide services, for vulnerable children and youth, that support stable living arrangements and life-long relationships with family wherever possible.
Performance Measure 2: Children in care under continuing custody orders whose grade level is as prescribed for their age
| Performance Measure | 2006/07 Actual | 2007/08 Target1 | 2008/09 Target1 | 2009/10 Target1 | 2010/11 Target1 |
|---|---|---|---|---|---|
| Per cent of children in care under continuing custody orders whose grade level is as prescribed for their age | Not Available | 81.5% | 82.0% | 82.5% | 83.0% |
| Data Sources: Ministry of Education enrolment data, MCFD Management Information System and the Social Worker System. |
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| 1 | Targets for the measure have been modified to reflect the focus on Continuing Custody Orders. |
Discussion
The Ministry’s measure complements the Government Strategic Plan measure “Percentage of socio-economically disadvantaged children whose grade level is as prescribed for their age” by focusing on the component of socio-economically disadvantaged children that the Ministry can most affect — children in care under Continuing Custody Orders. (A Continuing Custody Order means that the Director of Child Welfare becomes the sole guardian of the child and the Public Trustee becomes the guardian of the child’s estate.) The change in the measure (to focus on children in care under Continuing Custody Orders) is also reflected in lower targets than indicated in the Ministry’s 2007/08 – 2009/10 Service Plan.
Education plays an important part in healthy child development and may be a key determinant of long term well-being and social inclusion in the general population. Measuring educational outcomes provides valuable insight into how children in care are doing relative to other children and creates opportunities for planned interventions that will help the children to succeed. The measure provides insight into how well children under Continuing Custody Orders are progressing in school by checking whether their age is appropriate for their grade level. For example, a child six years of age before the end of December of the school year is typically in grade one.
The measure is consistent with the Government Strategic Plan measure and the targets reflect Government’s ongoing commitment to improve educational outcomes for disadvantaged children.
Performance Measure 3: Recurrence of child neglect and/or abuse by family
| Performance Measure | 2006/07 Actual | 2007/08 Target2 | 2008/09 Target2 | 2009/10 Target2 | 2010/11 Target2 |
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| Rate of recurrence of child neglect and/or abuse by family1 | 20.9% | 19.9% | 19.4% | 18.9% | 18.4% |
| Data Source: The Management Information System and the Social Worker System. |
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| 1 | Neglect is a failure by the parent or guardian to provide for a child’s basic needs; it may include failure to provide food, shelter, basic health care, supervision or protection from risks, to the extent that the child’s physical health, development or safety is, or is likely to be, harmed. Abuse is defined as physical or sexual maltreatment or emotional neglect. |
| 2 | Targets have been adjusted to reflect actual trends. |
Discussion
When it is established that a child (0-18 years of age) has been or is at risk, the Ministry works with families and provides services to reduce future harm and address the needs of the child and the family. This measure identifies the proportion of families that neglect and/or abuse their children within 12 months of a previously confirmed incidence of child neglect and/or abuse. A recurrence within a year is an indicator of an ongoing problem, and increased intervention services may be needed.
In establishing the targets for this measure, past trends and factors such as the increased use of out of care options have been considered.
Performance Measure 4: Child safely placed with extended family or in community
| Performance Measure | 2006/07 Actual | 2007/08 Target | 2008/09 Target1 | 2009/10 Target1 | 2010/11 Target1 |
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| Number of children who are identified as having to leave their parental home due to risks to the child’s safety and well-being, that are able to remain with extended family or community | 623 | 700 | 720 | 800 | 800 |
| Data Source: The Management Information System and the Social Worker System. |
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| 1 | Targets have been adjusted to reflect actual trends. |
Discussion
A major determinant of whether children feel secure and safe is the permanency of their relationships. When children have to leave their parental home for a time, the Ministry strives to place them with people who know them and will maintain a life-long relationship with them, their families and their community. This measure captures the use of placements with kin or a person with a significant tie to a child. However, safety remains the Ministry’s primary objective and a child is only placed in alternatives to care when it has been determined that the option is safe and appropriate. The targets for this measure are set based on historical trends.
Performance Measure 5: Children with adoption plans who have been placed
| Performance Measure | 2006/07 Actual | 2007/08 Target | 2008/09 Target1 | 2009/10 Target1 | 2010/11 Target1 |
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| Per cent of children with adoption plans who have been placed | 14.7% | 18.0% | 17.0% | 18.0% | 18.0% |
| Data Source: The Adoption Management System. |
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| 1 | Targets have been adjusted to reflect actual trends. |
Discussion
The Ministry is committed to children being permanently connected to their families. There are circumstances when adoption is in the best interest of the child. The measure “Per cent of children with adoption plans who have been placed” shows the number of children who are placed for adoption within the fiscal year as a percentage of all the children in care who have a plan for adoption. While a plan for adoption is developed once it is decided that adoption is the best long term plan for a child in care, placement occurs when a child first moves in with prospective adoptive parents. An adoption order is only granted once all legal issues are addressed and a successful six month placement has occurred.
The targets for this measure reflect the Ministry’s commitment to ensuring children have permanent family homes and its efforts to reduce the time it takes to identify possible adoption matches and place children with prospective adoptive parents.
Objective 1.3: Integrated quality assurance and policy that support practice
The Ministry is identifying and developing processes and mechanisms to support quality assurance and policy that reflects a strengths-based approach under a common framework. By working through a “bottom up” approach, the Ministry will be better able to build or improve policies and initiatives based on results, and continuously improve every aspect of the organization.
Key Strategies:
- Implement integrated quality assurance processes and policies that support strengths-based practices across an integrated continuum of services; and
- work with the Ministry of Labour and Citizens’ Services and the Ministry of Employment and Income Assistance on a shared Case Management System that will facilitate an integrated and citizen-centred approach to service delivery.
Goal 2: To support Aboriginal peoples to achieve their vision and goals with regard to delivery of services to their children, youth, families and communities
Objective 2.1: Improved services and outcomes for Aboriginal children, youth, families and communities in partnership with Aboriginal peoples
The Ministry and Aboriginal partners continue to work towards improved outcomes for Aboriginal children, youth and families, with an increased emphasis on providing access to culturally appropriate prevention and support services. In addition, the Ministry is supporting Aboriginal people, leaders and communities to take steps towards overall direction, management and delivery of services for Aboriginal children and families.
Key Strategies:
- Support the development of comprehensive, integrated, responsive, sensitive and sustainable community-based services for children and youth;
- continue to improve access to services for children and youth with special needs within Aboriginal communities (such as providing culturally sensitive information resources to Aboriginal families and communities); and
- continue to improve the cultural responsiveness of Youth Custody Services programs and case management practices.
Objective 2.2: Aboriginal communities and service providers are supported in the shift towards governance of service delivery
Aboriginal people will lead the development and implementation of decision making and service delivery models for Aboriginal children and youth. Aboriginal Planning Committees, Interim Authorities and delegated agencies are important organizations that help ensure the provision of services that are consistent with local and cultural values and heritage.
Key Strategies:
- Continue to support services to Aboriginal children and youth that are designed and delivered by Aboriginal people;
- continue working with Interim Authorities and regional Aboriginal Planning Committees in developing models of leadership to support Aboriginal child and family development services and planning; and
- support Aboriginal people in the planning for the transfer of Aboriginal child and family services to Aboriginal authorities that are ready to deliver child and family services.
Performance Measure 6: Aboriginal children in care who are served by delegated Aboriginal agencies
| Performance Measure | 2006/07 Actual | 2007/08 Target | 2008/09 Target1 | 2009/10 Target1 | 2010/11 Target1 |
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| Per cent of Aboriginal children in care who are served by delegated Aboriginal agencies | 30.4% | 36.0% | 32.0% | 33.0% | 33.0% |
| Data Source: The Management Information System and the Social Worker System. |
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| 1 | Targets have been adjusted to reflect recent trends for Aboriginal children in care. |
Discussion
The measure “Per cent of Aboriginal children in care who are served by delegated Aboriginal agencies” focuses on one aspect of Aboriginal service delivery and Aboriginal services. The measure shows the proportion of Aboriginal children in care who are receiving services delivered by Aboriginal agencies. The targets for the measure are based on trends to date and the continuation of strategies to safely transfer responsibility for Aboriginal children in care from the Ministry to delegated Aboriginal agencies.
As the delivery of services by Aboriginal agencies increases, additional measures that encompass a broader array of activities will be developed in order to internally track and monitor progress towards improved services and outcomes.
Goal 3: To transform the Ministry of Children and Family Development as an organization, to support Goals 1 and 2
Objective 3.1: Regionalized model of service delivery supported by integrated provincial and regional Ministry offices
The child and family development system has to keep children and youth at the centre to consistently meet needs and protect the rights of children as appropriate to their culture and tradition. A regional model of service delivery will allow for increased regional resource planning and decision making, moving those decisions closer to the children and families most affected by them. At the same time, the Ministry will work to ensure policies and principles are applied consistently and fairly across the province.
Key Strategies:
- Continue to empower the Ministry’s regions with greater decision making authority and resources to meet diverse and unique community needs; and
- continue support for regional service delivery by ensuring that local results inform effective policy and program development.
Objective 3.2: A value and principle-centred Ministry that is respected and trusted by the public, service providers and those whom the Ministry serves
The Ministry will strengthen relationships with internal and external partners by continuing to make the most of opportunities for collaboration. Through partnerships and stakeholder relations, the Ministry will engage regions, communities and clients to determine how we can best use our resources to support the needs and priorities of children, youth, families and communities.
Key Strategies:
- Encourage and support the involvement of children, youth and families in the development of Ministry services;
- support good contracting practices and principles, in collaboration with the contracted social services sector, and continue to move to performance-based contracting; and
- implement human resource strategies with our service delivery partners, such as exploring opportunities for partnerships to support employee recruitment, development and retention.
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