March 2006

1. Making Child Welfare Transformation Work for Clients StaffPlanning Phase:Meshing Transformation with Our Mission, Vision and Values March 2006

2. The Compelling Case for Transformation - Why it Makes Sense • It is intended to enhance services to families & children – can’t argue with that! • It will involve engaging the broader community in child welfare – we have said for years we can’t do it alone. • It will help us capitalize on research and proven best practices • Serendipitously, it will move our own mission, vision and values along quite nicely

3. Our Vision • For Clients …To increase the opportunity for better life outcomes for the families & children we serve • For the services we provide … To enhance our processes by capitalizing on research and proven best practices • For ourselves … To feel a part of a team that is on the cutting edge of best practices in our profession • For & with our community …To engage the professional & the broader community in child welfare efforts that will strengthen families and protect children

4. Our Strategy • Today, we begin the process of developing the ‘how we will do it’ – be ready to think about how you want to get involved !!!

5. The 7 Components of the Transformation ‘House’ TRANSFORMATION Alternative Court Processes Differential Response Permanency Planning Multi-Year Results Based Planning SIS Research Accountability

6. The ‘House’ Further Divided • Some of the seven main components are too large to tackle on their own so we will likely choose to create distinct projects or teams for each of these. • This will capitalize on the expertise we have internally; develop our understanding of specific areas in a more comprehensive way; and give interested staff a chance to enhance their knowledge and skills in these areas.

7. Possible Projects • Component 1: Differential Response • New VAW approaches, alliances • Ages 0-6 cross sector services • Enhanced Community Linkages • Teens - Parent Child Conflict • Strategies to keep Children & Youth in their families

8. What are the Most Influential Factors Contributing to Positive Change for our Clients? From“No More Bells & Whistles”Miller, Hubble & Duncan

9. Permanency Planning- ‘Secretariat Pillars & Our Posts’ Admission Prevention Will connect back to Differential Response, community linkages etc. Enhanced Foster Care systems & support PRIDE OnLAC Enhanced Adoption Regional Adoption SAFE Open Adoption

10. Permanency Planning cont’d Kinship in Care Kinship Out of Care Legal Custody Youth Leaving Care Transitional Aged Developmentally Delayed Youth Others: Enhanced Educational approaches for CIC Supervised Access PIP enhancements e.g. Youth position.

11. Alternatives to Court • Mediation • Family Group Conferencing • Talking Circles Multi Year Results Based Planning • Will flow from our Service plan process Single Information Systems • Technology will be a key component to making everything work efficiently • E-forms • Electronic documentation for New risk assessment and other Transformation tools

12. Research - VAW research with other CAS’s - Client Engagement - Trocme’s measures Accountability - QA systems - Outcomes - File Audits - Training - Orientation processes

13. Project Teams • The approach to implementing each component needs to fit the individual project. Some may be a Project team, others may take other forms e.g. individual projects, functional teams taking on a piece of work etc. • In services we talked about the idea of the default process being something like a ‘Transformation Project Team’ consisting of: • Lead person – Responsible for chairing, scheduling & coordinating • Champion – Responsible for promoting the team’s work at the management table • Team members – staff with an interest or passion for this piece of our work

14. Project Meetings • We would structure the duration of the project team based on the need to implement that piece in sequence to the others, the scope of the project and the team’s capacity. • Meetings would be relatively short in duration, at specified times so that team members could plan ahead & would not be diverted too often or too long from their day to day work. • Once the project team’s outcomes have been achieved, they would stop – could be as few as two or three meetings over a two month period or continue on for several months depending on the scope of the project.

15. Phase 1 Phase 2 Phase 3 Jan Feb Mar Apr May Jun July Sep Oct Nov Dec Communication Schedule • Teams will need to do a schedule & keep other teams up to speed on their progress as several initiatives will mesh with each other : Fact finding Training Implementation

16. Sample Progress Table

17. = Inertia = Confusion = Diffusion = FRUSTRATION = Fatigue = Crawl = Doubt Leading Change –How will we know if a key element for change is lacking in your Project ? Compelling Case Vision Strategy Resources Capability Motivation Feedback =+’ve Change HR Directors Inter-agency Committee – 2005

18. Some Questions to Think About Today • How do you see the new initiatives fitting into our long term strategic goals? • What do you think is working well for us now that we need to keep on doing throughout Transformation ? • What hopes/ideas/expectations do you have about changing roles as we move towards a more flexible service model?

19. Next Steps • Think about what areas you want to move ahead as you move through the ‘kiosks’. • Ask the ‘kiosk people’ about their ideas on how each one may unfold but remember, very likely the process will be determined by those on the team. • Ask if you want some background information on any specific area & we’ll try to get it to you as soon as we can.