Published: October 22, 2009 4:00 PM
Updated: October 22, 2009 4:08 PM
Earlier this month, the provincial government gave notice it will no longer fund a number of provincial early-childhood-development offices.
This includes the Vancouver-based Provincial Infant Development Office, which has a remarkable 35-year history of achievement in early childhood development.
I understand the plan is to consolidate these province-wide activities within the Ministry of Children and Families, and to redirect any savings to direct service. It is clear the province is facing critical economic challenges and government has a responsibility to ensure it spends its finite resources in ways that best meets the needs of the community.
However, before it makes a shift as monumental as this, it needs to ask the following questions:
- What are the outcomes we are trying to achieve for children and families?
- What evidence do we have the planned change will improve these outcomes?
- What are the potential, unintended consequences of this change?
Until government is both comfortable and confident it has adequately answered these questions, I strongly caution against moving forward with this change.
The Infant Development Program has a proven track record of service in the province. It is an excellent example of a successful partnership between government and the not-for-profit sector in the delivery of community-based services.
Government continues to rely on the “public sector” to develop and deliver a range of programs and services in the community.
The reasons for this are numerous. First and foremost is that the non-government sector is able to develop and deliver services in a fashion that is more nimble, agile, responsive, flexible and focused.
This is not a criticism of government but rather an observation that has been researched and reported over the years.
The provincial IDP office has been able to develop a focus unlikely to have been sustained within a bureaucracy that has undergone one reorganization after another. It has been able to recruit and retain qualified staff able who work effectively with non-governmental personnel employed by agencies across this province.
Together, they deliver services that are models for Canada. This includes the infant development program delivered locally by Peace Arch Community Services, and programs of other community agencies throughout the province.
We have successfully achieved government-wide goals regarding the support and inclusion of all children in the community.
Will this direction improve the remarkable progress of this provincial office?
I have no evidence to suggest it will. Rather, this shift poses significant risk.
It is extremely difficult for any bureaucracy to sustain the focus of smaller programs within the challenges, conflicts and competing priorities that exist within any large organization.
An internal office will have to withstand overwhelming forces that will seek to change the scope of the program, the standards by which it is delivered, and its very mandate.
The nature of bureaucracy presents significant challenges to initiating and sustaining programs such as these. This is why government often reaches outside of itself to accomplish this type of public good.
This government has repeatedly emphasized its commitment to early childhood development.
Rather than closing this office, it would be prudent to retain the funding until a thorough analysis of the current structure – as well as alternatives – is completed.
This analysis should include participation from the community and focus on how best to provide provincial leadership required to deliver community-based supports to children and their families.
Perhaps there is a way to provide this program in a more effective and less costly manner. Let’s find it together.
A thoughtful, frank and transparent analysis of how best to move forward takes time, energy and commitment. Our children deserve nothing less.
David Young is executive director at Peace Arch Community Services.
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