dr. bob lonne , co-author of reforming child protection, 2009
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Dr. Bob Lonne , co-author of Reforming Child Protection, 2009. - PowerPoint PPT PresentationTRANSCRIPT
We should commit to a “clear and unwavering focus on positive outcomes for children and families as the central goal of a dynamic system that promotes the well-being of children and their parents, families and communities”, Lonne et al ,Reforming Child Protection p. 100
Alberta’s OBSD is an important reform initiative, because it focuses on delivering better outcomes and entails changed policies and practice, in particular, different ways of working with vulnerable and needy children and families. Re-thinking our current approaches is an essential step to a successful reform agenda and OBSD presents as a real opportunity to improve processes and outcomes and foster a communal web of social care. Lonne, Alberta Child Welfare: Opportunities for Better Processes and Outcomes, AASCF Journal, Special Edition, 2012
Dr. Bob Lonne, co-author of Reforming Child Protection, 2009
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Historically, we have separated the child from the family and the child/family from the community. We need to re-think the paradigm to one of inclusiveness that sees the child/family and community as a whole - as the “client”.
If the community is not able to support families, it needs to become healthy and work needs to be done to support the community to re-build/become stronger.
To Have Successful Adults, Children Need a Healthy Family
That is Supported by a Healthy Community Dr. William Bell, Casey Foundation
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Lessons Being Learned Through the Implementation of
Outcomes Based Service Delivery (OBSD)An Update
AASCF Conference - January 25, 2013
Sandra Maygard Alberta Association Services for Children and Families, OBSD Lead
Kim Spicer Department of Human Services, Senior Manager; Outcomes and Practice Support; Policy, Practice and Program Development Branch
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Many different approaches/models being used world-wide - in Education, Health, Corrections, Business and Child Intervention
A paradigm shift ◦ Child Intervention is not the end of the continuum but a part of a larger
continuum that looks at the needs and supports of children and families, over time and from a broader perspective
Community Based Supports ↔ Child Intervention ↔ Community Based Supports
Four years into OBSD, we see major shifts in the practice which have become the major drivers of the process at this time ◦ Increased focus on strength/asset based vs. deficit based practice approaches: Signs of Safety,
Circle of Courage, Resiliency◦ Shared practice with joint responsibility for outcomes that are child/family driven
A shift in funding Agencies have a say in service provision; increased flexibility
What is OBSD
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Improved Outcomes for Children and Youth and Families· Supporting vulnerable children to live successfully in community· Children in Temporary Care will be re-united quickly with family· Children in Permanent Care will be placed in permanent homes more quickly· Youth transitioned to Adulthood successfully· Aboriginal children will live in culturally appropriate home
Philosophical Framework
Entrenching Our Goals in Legislation
Providing the Framework and Tools
Outcome Based Services (O.B.S.)§ Performance Measurement§ Collaborative Approach to Service Delivery§ Evidence-based Management
Agency &
CommunityPractice
ACYSPractice
SharedPractice
§ Safety§ Permanency§ Child well-being§ Family & community
connections
PRACTICE
Child, Youth and Family Enhancement Act
§ Differential Response§ Strengthen family & community
involvement§ Strengthening Aboriginal Involvement§ Strengthening Permanency
Casework Practice Model (CWPM)
§ Assessment§ Collaboration§ Engagement
Alberta Response Model
§ Community Engagement§ Differential Response§ Permanency Planning§ Outcomes Evaluation
Improved Outcomes for Children and Youth Flowchart
Version 5 - February 25, 2009 5
Increased focus on supporting families to build capacity
Increased focus on need for permanency for children
Meaningful consultation with Aboriginal communities
Highlighted the importance of Assessment, Collaboration and Engagement
Child, Youth and Family Enhancement Act (2004) A Shift in Casework Practice
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Embeds the principles of the legislation in the tenets of assessment, collaboration, engagement and permanency for children (including permanent homes for children in care)
Comprehensive intake and assessment components Increased clarity when moving from assessment to investigation Assessment information directly linked to case planning
Engagement with families More time to develop relationships leads to quality decisions Plans developed with everyone involved in multi-disciplinary case conferences Importance placed on all parties working together, led primarily by family/child and caseworker
Child-centered, family-focused , outcomes with measurable indicators
Provides for mandatory decision points and supervisory consultation, based on best practice
Early/ meaningful involvement of First Nations Band Designate/Métis Resource Person
Moves from “brokering” to a “social work” role with children and families
Casework Practice Model (CWPM) (2006)
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To improve effectiveness of services that children/ families receive/experience as they move in and out of the child intervention system
To provide agencies, communities and caregivers more flexibility to respond to the unique needs of children and families, while focusing on intended outcomes and better supporting innovative practice
To use outcomes data to align the work between the formal child intervention system, community agencies and caregivers
To develop a community quality improvement and learning process that will continue to guide joint practice and identify opportunities for improvement using evidence to guide practice
To develop a service delivery system that has the capacity to measure and focus on achievement of agreed upon client centered outcomes as the central driver for both casework and resource allocation decisions and
To establish joint accountability for outcomes for vulnerable children, youth and families
Goals of OBSD
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1. Supporting vulnerable children to live successfully in the community
2. Children in temporary care will be reunited quickly with their family
3. Children in permanent care will be placed in permanent homes as quickly as possible
4. Youth will be transitioned to adulthood successfully
5. Indigenous children will live in culturally appropriate placements/ services
5 Key Outcomes Guide OBSD
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One community based lead entity/agency working collaboratively with CFSA in specific geographic areas. ◦ Joint accountability to outcomes ◦ Flexibility and adaptability in service provision◦ Altered contracting and funding structure allows flexibility and adaptability
in service provision and accountability to outcomes
Lead Agencies are responsible for the provision of services to the child and family based on a plan developed collaboratively between the family, caseworker, caregiver and agency
Phase-In Sites
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REGION/WORKSITE LEAD AGENCY DATE IMPLEMENTED
Region 3 Woods Homes 2009Mahmawi-Atoskiwin -Pathways/Enviros/B&G 2013
Region 6 The Family Centre 2009 Kahkiyaw - Bent Arrow/Boyle St. 2012
Region 7 WJS and Associates -Athabasca/Slave Lake/Lac La Biche 2010
Region 4 McMan Youth Services -Olds/Stettler/Drumheller 2010
Region 1 Wood’s Homes - Lethbridge 2010
Region 5 Midwest Family (withdrew in Oct 2011) 2011
Region 8 WJS and Associates -Peace River/High Level /High Prairie 2012
Region 9 McMan – Ft. McMurray 2012
Region 2 McMan/SPEC –Medicine Hat/Brooks 2012
Phase-In Sites
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There is widespread support for OBSD from:
The leadership within the Ministry of Human Services The language of OBSD is very congruent with the Social Policy Framework The Minister, Deputy Minister and Assistant Deputy Ministers speak to OBSD on a consistent
basis The internal staff support has increased dramatically over the last few months – indicating a
commitment to supporting the implementation of OBSD more broadly
CFSA’s All regions have delegated staff to lead the process of OBSD implementation
Agencies The AASCF has funded an OBSD Lead position for since November 2010 Many agencies have adopted the principles and have changed practice and in some cases how
they seek funding for non-OBSD programs
OBSD is Not a Passing Fad!
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Within the last year we have had the benefit of being challenged by innovative thinkers and programs achieving positive outcomes for children and families:
Dr. Christopher Bauer – Ethics in Practice – how to create ethical workplaces Dr. William Bell of the Casey Foundation (May 2012) who’s goal is to safely reduce the number of
children in foster care 50%by the end of the decade while improving the education, mental health and employment outcomes of vulnerable children.
Dr. Mike DeGagné, Executive Director of the Aboriginal Healing Foundation Dr. Robert Lonne (Nov 2011, Oct 2012) co-author of Reforming Child Protection child protection from an
ethical perspective – what does it mean, how is it different? Dr. Bill Madsen (Sept 2011, Feb/March 2012), Family-Centered Services Project – strength based
approaches to working with families Dr. Nico Trocme – National Outcomes Matrix, National Child Welfare Outcomes/Stats
Ktunaxa Kinbasket Child &Family Services (Cranbrook, BC) has been working with Signs of Safety(SOS) as a practice model for a number of years, with much success. Some DFNA’s are working with SOS
Conference and Think Tank Presenters - Learning Our Way (2011), Think Tanks (May, June 2012), Prairie Child Welfare Consortium (May 2012)
Leaders of Thought and Practice Help to Shape OBSD
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Real openness on the part of the Ministry/CFSA’s to learning as we move forward
Learning from the OBSD initiatives is influencing and being influenced from the top down (the leadership) and from the bottom up (front-line practitioners ) within Human Services, CFSA’s , DFNA’s and Agencies
Links have been established with other projects/initiatives:◦ Aboriginal Community Discussions◦ Integration of Dept of Human Services◦ Social Policy Framework ◦ Practice Framework/Ethical Practice
Many opportunities have been created to share information and learn from the experiences of those working in OBSD sites• Workshops at the AASCF annual and other conferences (Learning Our Way, 2011)• AASCF-OBSD newsletters (7 to-date) and AASCF Journal
• Presentations: i.e. Foster Parent’s Assoc., Agency board/staff groups, Alberta College of Social Workers Conference etc.
Learning is On-going and Being Shared
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Between 10 -12 % of open child welfare files are being handled from an OBSD perspective
(15% is considered the “tipping point”) Over 1400 OBSD files are currently open
More children stay home and are receiving services in their home vs. out of home◦ 70% at home/ 30% in care in OBSD sites – opposite (30/70) in non-OBSD sites
More children are placed with their immediate or extended family
More children who come into care, stay for a shorter durations
Files are closing more quickly with lower rates of recurrence◦ (only 3 children came back into care in 2 years - Calgary)
More explicit focus on intended ‘outcomes’ for the child and family ◦ 87% vs.40 % children stayed in their community school – Edmonton/North Central Office
Early Results Suggest a Positive Shift in Practice
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Engage families early Collaborative practice Collaborative and intentional single service plan and
service team meetings Evidence based approaches that supports shared
practice Child centred, family focused, strengths based Use of valid and reliable tools On-going support to the family Community involvement/engagement
Practice Principles
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Key to all the work is: Relationship, relationship, relationship!!!
Agency/CFSA staff need many opportunities for dialogue/clarification to share their vision /philosophy/approach to service delivery
Supervisors play a pivotal and critical role: Reflective supervision, critical thinking and discussion of the “big picture” are very
important Assisting with awareness of how beliefs, values and biases impact decision making (i.e.
perception of single moms, role of men/fathers, extended families)
For families where there has been success, critical factors include:◦ Early engagement◦ Intensive family contact ◦ Positive relational work
The best indicator of success is the nature of the relationship of the client to the worker
Relational Practice
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Delegated staff and Agency staff collaboration is not always easy!!
◦ Need to ensure that there is joint agreement of how issues will be resolved
◦ Common understanding of principles and the language being used
Areas where issues arise:◦ Agencies/communities need a better understanding of the Casework Practice
Model, legal issues and responsibilities of delegated workers
◦ Ministry staff could benefit from a more in depth understanding of agency’s expertise in supporting and enhancing well being of children/families
◦ Decision points where Agency/CFSA workers need to talk about next steps i.e. Case planning when children come into care, placements and family
supports as part of service planning
Collaboration
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Perspectives and Inherent Tensions
There is a natural (dual) tension between a focus on Safety vs. Well-being
Families focus upon Permanence almost immediately
Safety CFSA
Well-
Being
Agency
PermanenceFamily
Well-Being Agency
Safety CFSA
Focus on Outcomes Involves: not just dual tension between CFSA and Agency but tri-partite tension between CFSA, Agency and Family
Delegated workers, agency workers and families often have quite different:• Perspectives• Focus on what is most important
• Delegated staff(safety), Agency staff(well-being), Family (permanence) • Ways of approaching issues and • Problem solving
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Roles of delegated worker/agency worker/family need to be defined, known and respected◦ Delegated responsibility - definition, implications understood◦ Agency – to support families to move through change to achieve
outcomes ◦ Family – to be heard; to be an active participant who maintains
familial responsibilities
Rights of child have not changed ◦ Children’s Advocate, procedural rights◦ United Nations Convention on the Rights of the Child – foundational
Roles and responsibilities appear to be easy to navigate early in involvement but tend to become more complex the longer the involvement
Role Clarification
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Need for agreement and consistency of approach(s) used by CFSA and Agency staff.
Bill Madsen uses the analogy of a pizza with many slices, with each practice model/approach a slice. It is the whole that is needed – not a single approach
◦ Assessment / planning for safety as well as mitigating risk/danger Signs of Safety /Collaborative Helping
◦ Appreciative Inquiry What are we worried about? What’s working well? What needs to happen?
◦ Motivational Interviewing/ Narrative and Solution-Focused Therapies Relationship/Engagement Asset/ strength based Evidence based Community based
Region 6 - Developed a Shared Practice FrameworkRegions 1 & 4 are using Signs of Safety –Safety Plans vs. Service
Plans
Practice model(s)
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Clearly involves a multi-disciplinary approach
A significant shift towards the family and child having greater control of outcomes, supported by the caseworker
Relationship between team members is key.
Planning with families: Occur as quickly as possible Is transparent and open Include family/child goals Goals, roles and expectations of all parties are clearly articulated Has room for creativity, innovation and flexibility Everyone’s perspective of the concerns and possible solutions are
presented fairly
Engagement and Planning with Families
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An OBSD goal is for the family to have a single plan (this is not yet the case in all regions) :
The plan is developed collaboratively by the delegated worker, agency worker, family and other stakeholders (foster parents, community partners, school etc.)
Goals are clearly defined, attainable and relevant
Goals include time frames
Indicators of success are measurable
The plan is written in the language of the family
Single Collaborative Family Plan
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Happens collaboratively between the family, the caregiver, the agency and the casework
Is focused on outcomes
Includes a multi-disciplinary approach
Goals are negotiated with the participants to reach solutions◦ Locus of control for planning shifts to family/child led and supported by caseworker◦ Differences in power should be acknowledged
Clearly defined activities linked to service plan
Outcomes and measurements of success need to be clearly defined
The delegated caseworker retains final decision making over case management.
Case Planning
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Roles and relationships between delegated staff, foster care providers and lead agency service providers need to be well defined, but not “written in stone” ◦ Working without a “play book” is hard at times but allows for much more creativity and innovation◦ Delegated staff, lead agency staff, foster parents, family and community value and embrace each other’s
expertise (risk and well being) to create an optimal environment for children, youth and families◦ Key is relationship, relationship, relationship!!!!
Requires system wide commitment to improved outcomes (lead agency, foster parents and delegated staff alignment) – Do we know what we are working toward and are we all working towards the same thing?
Critical thinking is essential and the role of supervisor is of utmost importance
Solid data collection processes are required across the systems, with agreement on indicators
Practice is changing – ‘spill-over’ is happening into other units/staff groups◦ Agencies say they have a greater voice in planning how services are delivered:
Greater clarity regarding roles and purpose of an intervention Greater recognition of contribution of agency service provision to the wellness and safety of the children and
families they are serving◦ Ministry and agency staff “would not go back” to what was
Common Themes
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Alberta has chosen to adopt the National Child Welfare Outcomes Indicator Matrix (NOM) framework as a tool to support the evaluation of the impact of intervention services on children and families.
The Framework aligns with the NOM and is focused on supporting stronger frontline practice while incorporating the collection of additional information regarding the attainment of outcomes for children receiving child intervention services in Alberta.
Definitions, collecting and analysing data/ information have been developed, refined and used to inform the ongoing implementation of OBSD◦ Files will be reviewed for examples of the elements that reflect OBSD (Feb- Apr 2013)◦ The first annual report has been drafted
OBSD Casework Practice Measures Framework
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Arranged in the 4 National Outcomes Child Welfare Matrix domains: Safety, Well-being, Permanence and Family and Community Support
The measures are broken down by ministry and agency measures that are intended to be complementary in nature
Formalized analysis and reporting cycles/processes established to effectively capture and report on the achievement of the specific outcomes identified
Casework Practice Measures Framework
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Safety Supporting vulnerable children to live successfully in the Community
(Preservation – children stay at home)
Permanency Children in temporary care will be reunited quickly with their family
(Reunification – children return home)Children in permanent care will be placed in permanent homes as quickly as possibleYouth will be transitioned to adulthood successfully
Family and Community SupportAboriginal children will experience culturally appropriate supports and environmentsParents will have the capacity and supports to successfully raise their children
Child Well BeingThe developmental needs of children will be supportedChildren will be successful in school
Linking OBSD Outcomes to NOM
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Safety - 1.1 Incidents of Safety of Children while Receiving Services
Description: This is a measure of safety. This measure will capture incidences of suspected maltreatment and
abuse for those children currently receiving services. This will capture children receiving OBSD services with a current legal authority and are subject to a Safety Assessment Report. If a child has multiple occurrences in the timeframe please count them only 1 time. The data is to be reported in the year of the incident of safety, in a year to date manner.
Ministry will report on this measure quarterly.
Family & Community Support - 3.1 Parenting Capacity
Description: This is a measure of family and community support. The percentage of parents who’s ‘parenting capacity’ has improved during the course of their involvement in child intervention. Please report the total number of parents involved in service and the % that reported an increase in capacity.
Reporting schedule is annually by Lead Agency
Examples from the Framework
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Experience CLegal Permanency Permanent Care
Experience BReunificationTemp Care
In CareTemp. (CP)
In CarePerm.
(PGO/PGA)
Experience APreservationNot In CareNot In CareAgreement
(FE)Not In CareOrder
(CP)
Objective:A1 – Family Preservation
Objective:B1 – Family Reunification
Milestone:Placement Mix & Step Down Placements
Objective:C1 – Legal Permanency
Family /Independent
(Parents, Ind, etc.)
Facility Based
(Residential, Group, etc.)Permanency
Based(Adoption, Private
Guard.
Child At HomeNo Legal Status
Screening SAR A & B
“Investigation”
Objective:Diversion
Objective:C2 – Transition to Adulthood
Prim
arily
Age
Bas
ed
Home Based(Foster / Kinship,
etc.)
Interventions, Experiences & Services
NM NM NM
Did Not Open(No Legal)
Case Closed(No In Care Legal)
Case Closed(No PGO)
M M M
Ado
pt /
Priv
Gua
rdM
Pro
xy
M
MM
NMNM
Milestone:Aboriginal Placements & Services
Non-Aboriginal Provider
M
NMAboriginal Provider
Recurrence
SFA
SFP
StatisticsStatistics Statistics Statistics
Supporting vulnerable children to live successfully in community
Children in Temporary Care will be re-united quickly with family
Children in Permanent Care will be Placed in permanent homes more quickly
Youth transitioned to Adulthood successfully
Aboriginal children will live in culturally appropriate homes
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From units of service to provision of outcomes
Single contract – provision of all services
Currently using a case rate model Future rates/ contracts are being developed
Agencies have flexibility around costs
“Exceptional” Cases - not included
There are still many unanswered questions
Funding Shift
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Agencies need time to build capacity and partnerships required to deliver a continuum of supports
◦ Lead Agencies – HR (hiring/training/retention), IT, Financial, Legal◦ Community Resources
Focus on change management is critical to success Agency/CFSA need frequent opportunities to meet /discuss issues and confront differences Co-location is positive to the building of communication and trust
Contracts need to be flexible and maintain openness to amendments based on assumptions (that may not be accurate)
◦ Agencies need support in subcontracting (i.e. clarity of expectations)◦ A new way of funding and delivering services is very challenging.
Business Relationships
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There is improved collaborative decision-making between Regional staff and service providers – work together as a team
Lead agencies engage with families earlier in the process and help to build on areas of strength in the development of their service plans. As a result, families take greater ownership of their service plan and goals
There has been a shift to working with the whole family rather than just the child in need
Stronger, richer relationships with families are developed – staff are more accessible
Schools have become the strongest community partner – natural meeting place
There are collaborative provincial working groups leading the discussions Data collection, outcome measurement, funding approaches and practice implications
KPMG /Centre for Research (ACCFCR)
Interim Evaluation Report (Feb 2012)
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Many of the recommendations made in the KMPG report were addressed before the report was finalized:
Declare and demonstrate long term commitment to the OBSD initiative Leadership has committed increased time and resources to OBSD An RFI is being finalized in Edmonton – with the intent of all files being handled from an OBSD
approach; Calgary has tendered for a 2nd site
Develop and integrate outcome measures into the initiative ◦ The Framework has been developed and is being refined
Expand OBSD in a strategic manner, mindful of what has been learned to date◦ The learning from the sites is being assessed, shared and creating the foundation for future steps
Clarify the OBSD funding approach◦ The funding model is still under discussion and will be reflective of the changes in practice Recognition of the huge amount of work being done by Lead Agencies prior to obtaining legal status
Evaluation Recommendations
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• Clarification of roles – needs to be revisited (often)
• Collaboration - new relationships are being created-partnerships/mergers/alliances
• Community Engagement - create allies/ work with the community to strengthen families; schools are “community hubs”; engagement of prevention and early intervention programs, churches
• Funding model is not “set in stone”, is evolving and discussions are underway
• Impact of Change – managing change on a wide scale
• Information sharing - how often, lines of authority, regular times to meet
• ISIS – difficult to input –”client’s voice’
• Lead agency – how many lead agencies? What about the other agencies
• Legacy files and children requiring intensive services (2-3-4 staff/1 client)
Areas Still Evolving
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• Measuring Outcomes and Evaluation - both qualitative & quantitative approaches
• Need for Systemic Change - breaking down “silos, cross-ministry involvement (Health Education Justice); stigma, shifts in power and shared decision making; re-education of caseworkers, judges and lawyerS
• Single service plan -some regions are still working with multiple service plans
• Staffing Issues – need for different staff skill sets; training and re-training of old staff, turnover/retention
• Understanding OBSD - implications, opportunities and challenges
• Use of Language - we use “old” words but the meaning is not commonly understood or has shifted (i.e. collaboration/ permanence) - need new words
Areas Still Evolving
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Indigenize the system Number and ratio of Aboriginal children “in care” continues to increase
- 67% in Alberta; 95% in Manitoba◦ We need more than cultural sensitivity◦ Understanding of the continuing impact of colonization and repressive
policies, different “world-view”, practice and language
Re-build Indigenous communities◦ Third world conditions ◦ Development of natural leaders◦ Healing from effects of colonization, policy, practices
Role of education/knowledge mobilization ◦ Group/foster homes – teaching models◦ Involvement of universities, colleges, research centres
Areas Still Evolving - Indigenous People
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Kahkiyaw, an Indigenous OBSD site is operational in Edmonton and a Calgary site has been tendered and will be operational spring 2013
Catherine Twinn, ADM and Sharon Steinhauer, Blue Quills are involved with community discussions
Learning opportunities have been created:◦ Reclaiming Our Youth (RAP) trainings (Circle of Courage) is being made available◦ omantew, (a Cree concept which means to create the space that welcomes a
visitor/client and gives them an environment to thrive and carry on from; once you’ve experienced omantew it is something you want to give to people) has been piloted
Signs of Safety is currently being used as the practice model by Kinbasket in BC; by Woods Homes, some DFNA’s and is of interest to many of the OBSD sites
Learning from OBSD is being shared to meet the needs of Indigenous children and families
Next Steps Indigenous Over-representation – Working Together
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Broader implementation of OBSD - stakeholder engagement through RFI, learning events, AFPA, AASCF
Support Practice Expand the knowledge/skill base of ideas/ approaches that support OBSD
Identify training and support needs and build tools to support implementation◦ Readiness Assessment Tool – identifies areas to be addressed ◦ On-line workshops have been developed - Casework Practice Model and
OBSD, Report Writing and Documentation, Preparing and Presenting in Court◦ Workplace strategies - staff hiring, learning, skill sets and retention
Communities of Practice - forums for supervisors◦ Create spaces for dialogue about the issues; opportunities to share
experiences
Next Steps
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A Practice Framework outlines core values, principles and beliefs to support leading practice approaches to working with children and families
“Think Tanks” with over 200 people - Ministry/ CFSA/ DFNA/ Agency/ academics/ researchers contributed to the discussions (May, June 2012)
Purpose is to identify principles associated with leading practice to inform the development of a child intervention practice framework
Themes were consistent with those of OBSD: ◦ Engagement of families in respectful and meaningful ways◦ Authentic cultural responsiveness◦ Collaboration◦ Strength based approaches◦ Reflective and relational practice◦ Focus on outcomes
Development of a Practice Framework
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Why a Practice Framework?Feedback indicates leading practice elements utilize a less forensic approach
◦ Support focus on the development of a practice framework by building on what works well
OBSD sites reflect the success of using a supportive, shared practice approach in working with families◦ These approaches are based on foundational principles that support intentional practice.
This feedback is affirmed in research by academics ◦ Dr. William Bell, Dr. Bob Lonne, Dr. Bill Madsen
The Practice Framework is a reflection of the Social Policy Framework in providing a vision for the future: ◦ The use of principles to guide practice - decision making and how (actions and behavior) supports
and services will be provided. ◦ Links policy development, training and quality assurance activities to core principles◦ Use of common language and shared understanding of roles and responsibilities connects policy,
programs and supports◦ Identifies the drivers of change, strategies to achieve positive outcomes, and indicators to measure
success.
Funding◦ Full analysis of current funding and recommendation for a consistent
approach to funding
◦ Development of finalized contract policy recommendations, contracts schedules and clauses that are OBSD appropriate
Communication An integrated reporting process for regions, ministry and agencies
Collection, communication and distribution of what is being learned:◦ Results of the KPMG evaluation, OBSD Annual Report circulated◦ AASCF and Ministry web-sites/ newsletters / vignettes
More Next Steps
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The central issue to creating change is never just strategy, structure, culture, or systems.
The core of the matter is always about changing behavior of people…
how they see and think about what is new or proposed...
John Kotter
Change Management
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Questions
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AASCF Web-site: www.aascf.com/ResourceLibrary/OBSD
Casey Foundation – Casey Family Programs: www.casey.org
Christopher Bauer Ethics: www.bauerethicsseminars.com
Department of Human Services: http://humanservices.alberta.ca/family-community/15156.html
Family-Centered Services Project , Dr. Bill Madsen:www.family-centeredservices.org
Ktunaxa Kinbasket Child & Family Services Society (KKCFSS) http://www.slideserve.com/adamdaniel/before-and-after-signs-of-safety-child-protection-in-the-aboriginal-community
OBSD Vignettes: www.aascf.com/ResourceLibrary/OBSD/forums and presentations
Signs of Safety: www.signsofsafety.net
United Nations Convention on the Rights of the Child http://www2.ohchr.org/english/law/crc.htm
Resources
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