1. Making Child Welfare Transformation Work for Clients Staff Planning Phase : Meshing Transformation with Our Mission, Vision and Values
March 2006
2/16/2019

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
2/16/2019

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
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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 !!!
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5. The 7 Components of the Transformation ‘House’
Alternative Court Processes
Differential Response
Permanency Planning
Multi-Year Results Based Planning
SIS
Research
Accountability
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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.
2/16/2019

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

9. ‘Secretariat Pillars & Our Posts’
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
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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.
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11. Multi Year Results Based Planning
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
2/16/2019

12. Research Accountability - QA systems - VAW research with other CAS’s
- Client Engagement
- Trocme’s measures
Accountability
- QA systems
- Outcomes
- File Audits
- Training
- Orientation processes
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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
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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.
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15. 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
Jan
Feb
Mar
Apr
May
Jun
July
Sep
Oct
Nov
Dec
Phase 1
Phase 2
Phase 3
Implementation
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16. Sample Progress Table Just thinkin’ Some work done Team Formed
Train the Trainers
Training Done
Start
Done/ Ongoing
OnLAC
PRIDE
Court QA
SIS
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17. 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
= Inertia
= Confusion
= Diffusion
= FRUSTRATION
= Fatigue
= Crawl
= Doubt
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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?
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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.
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