Transcript Outcomes Based Service Delivery

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
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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.
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Sandra Maygard
Kim Spicer
Alberta Association Services for Children and Families, OBSD Lead
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
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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
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Agencies have a say in service provision; increased flexibility
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Improved Outcomes for Children and Youth and Families
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Philosophical
Framework
Entrenching
Our Goals in
Legislation
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
Community Engagement
Differential Response
Permanency Planning
Outcomes Evaluation
Alberta Response
Model
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Child, Youth and Family
Enhancement Act
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Differential Response
Strengthen family & community
involvement
Strengthening Aboriginal Involvement
Strengthening Permanency
Casework Practice
Model (CWPM)
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Assessment
Collaboration
Engagement
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Providing the
Framework
and Tools
Outcome Based Services (O.B.S.)
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Performance Measurement
Collaborative Approach to Service Delivery
Evidence-based Management
Shared
Practice
ACYS
Practice
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Agency
&
Community
Practice
Safety
Permanency
Child well-being
Family & community
connections
Improved Outcomes for Children and Youth
Flowchart
Version 5 - February 25, 2009
PRACTICE
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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
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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
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Increased clarity when moving from assessment to investigation
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Assessment information directly linked to case planning
Engagement with families
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More time to develop relationships leads to quality decisions
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Plans developed with everyone involved in multi-disciplinary case conferences
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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
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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
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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
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To use outcomes data to align the work between the formal child intervention system,
community agencies and caregivers
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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
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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
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To establish joint accountability for outcomes for vulnerable children, youth and families
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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
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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
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REGION/WORKSITE
LEAD AGENCY
DATE IMPLEMENTED
Region 3
Woods Homes
Mahmawi-Atoskiwin -Pathways/Enviros/B&G
2009
2013
Region 6
The Family Centre
Kahkiyaw - Bent Arrow/Boyle St.
2009
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
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There is widespread support for OBSD from:
The leadership within the Ministry of Human Services
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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
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All regions have delegated staff to lead the process of OBSD implementation
Agencies
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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
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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:
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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)
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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:
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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
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Workshops at the AASCF annual and other conferences (Learning Our Way, 2011)
AASCF-OBSD newsletters (7 to-date) and AASCF Journal
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Presentations: i.e. Foster Parent’s Assoc., Agency board/staff groups, Alberta College of Social Workers Conference etc.
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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
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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
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More children are placed with their immediate or extended family
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More children who come into care, stay for a shorter durations
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Files are closing more quickly with lower rates of recurrence
◦ (only 3 children came back into care in 2 years - Calgary)
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More explicit focus on intended ‘outcomes’ for the child and family
◦ 87% vs.40 % children stayed in their community school – Edmonton/North Central Office
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Engage families early
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Collaborative practice
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Collaborative and intentional single service plan and
service team meetings
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Evidence based approaches that supports shared
practice
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Child centred, family focused, strengths based
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Use of valid and reliable tools
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On-going support to the family
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Community involvement/engagement
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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:
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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
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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
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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
Safety
CFSA
Permanence
Family
Well-Being
Agency
Safety
CFSA
There is a natural (dual) tension between a
focus on Safety vs. Well-being
Well-Being
Agency
Families focus upon Permanence almost
immediately
Focus on Outcomes Involves: not just dual tension between CFSA and Agency
but tri-partite tension between CFSA, Agency and Family
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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
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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?
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Motivational Interviewing/ Narrative and Solution-Focused Therapies
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Relationship/Engagement
Asset/ strength based
Evidence based
Community based
Region 6 - Developed a Shared Practice Framework
Regions 1 & 4 are using Signs of Safety –Safety Plans vs. Service Plans
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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
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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) :
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The plan is developed collaboratively by the delegated worker, agency worker, family and
other stakeholders (foster parents, community partners, school etc.)
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Goals are clearly defined, attainable and relevant
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Goals include time frames
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Indicators of success are measurable
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The plan is written in the language of the family
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Happens collaboratively between the family, the caregiver, the agency and the
casework
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Is focused on outcomes
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Includes a multi-disciplinary approach
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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
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Clearly defined activities linked to service plan
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Outcomes and measurements of success need to be clearly defined
The delegated caseworker retains final decision making over case management.
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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!!!!
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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?
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Critical thinking is essential and the role of supervisor is of utmost importance
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Solid data collection processes are required across the systems, with agreement on indicators
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Practice is changing – ‘spill-over’ is happening into other units/staff groups
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Agencies say they have a greater voice in planning how services are delivered:
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Greater clarity regarding roles and purpose of an intervention
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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
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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
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Arranged in the 4 National Outcomes Child Welfare
Matrix domains: Safety, Well-being, Permanence
and Family and Community Support
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The measures are broken down by ministry and
agency measures that are intended to be
complementary in nature
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Formalized analysis and reporting cycles/processes
established to effectively capture and report on the
achievement of the specific outcomes identified
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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 possible
Youth will be transitioned to adulthood successfully
Family and Community Support
Aboriginal children will experience culturally appropriate supports and environments
Parents will have the capacity and supports to successfully raise their children
Child Well Being
The developmental needs of children will be supported
Children will be successful in school
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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
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Interventions, Experiences & Services
Children in Permanent Care will be
Placed in permanent homes more quickly
Child At Home
No Legal Status
Experience A
Preservation
Not In Care
Experience B
Reunification
Temp Care
Experience C
Legal Permanency
Permanent Care
Screening
SAR A & B
“Investigation”
Not In Care
Agreement
Not (FE)
In Care
Order
In Care
Temp. (CP)
In Care
Perm.
Statistics
Statistics
Statistics
Statistics
Objective:
Diversion
Objective:
A1 – Family Preservation
Objective:
B1 – Family Reunification
Objective:
C1 – Legal Permanency
NM
NM
M
Objective:
C2 – Transition to Adulthood
NM
M
M
Youth transitioned to Adulthood
successfully
Case Closed
(No In Care Legal)
M
Case Closed
(No PGO)
SFA
Did Not Open
(No Legal)
Primarily Age Based
M
Proxy
(CP)
Adopt / PrivGuard
(PGO/PGA)
SFP
Children in Temporary Care will
be re-united quickly with family
Supporting vulnerable children
to live successfully in community
Aboriginal children will live in
culturally appropriate homes
NM
Aboriginal
Provider
M
Non-Aboriginal
Provider
Family /
Independent
NM
(Parents, Ind,
etc.)
Milestone:
Aboriginal Placements & Services
Recurrence
Permanency
Based
M
NM
Home
Based
(Foster /
Kinship,
etc.)
M
Facility
Based
(Residential,
Group, etc.)
(Adoption, Private
Guard.
Milestone:
Placement Mix & Step Down Placements
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From units of service to provision of outcomes
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Single contract – provision of all services
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Currently using a case rate model
Future rates/ contracts are being developed
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Agencies have flexibility around costs
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“Exceptional” Cases - not included
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There are still many unanswered questions
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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.
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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
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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
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Develop and integrate outcome measures into the initiative
◦ The Framework has been developed and is being refined
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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
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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
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Clarification of roles – needs to be revisited (often)
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Collaboration - new relationships are being created-partnerships/mergers/alliances
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Community Engagement - create allies/ work with the community to strengthen families;
schools are “community hubs”; engagement of prevention and early intervention
programs, churches
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Funding model is not “set in stone”, is evolving and discussions are underway
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Impact of Change – managing change on a wide scale
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Information sharing - how often, lines of authority, regular times to meet
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ISIS – difficult to input –”client’s voice’
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Lead agency – how many lead agencies? What about the other agencies
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Legacy files and children requiring intensive services (2-3-4 staff/1 client)
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Measuring Outcomes and Evaluation - both qualitative & quantitative approaches
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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
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Single service plan -some regions are still working with multiple service plans
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Staffing Issues – need for different staff skill sets; training and re-training of old staff,
turnover/retention
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Understanding OBSD - implications, opportunities and challenges
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Use of Language - we use “old” words but the meaning is not commonly understood or
has shifted (i.e. collaboration/ permanence) - need new words
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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
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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
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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
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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
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Communities of Practice - forums for supervisors
◦ Create spaces for dialogue about the issues; opportunities to share
experiences
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A Practice Framework outlines core values, principles and beliefs to support
leading practice approaches to working with children and families
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“Think Tanks” with over 200 people - Ministry/ CFSA/ DFNA/ Agency/ academics/
researchers contributed to the discussions (May, June 2012)
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Purpose is to identify principles associated with leading practice to inform the
development of a child intervention practice framework
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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
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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
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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.
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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
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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
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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
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Sandra Maygard: [email protected]
780-451-0898
Kim Spicer:
[email protected]
780-643-9429
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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-aboriginalcommunity
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
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