Transcript Slide 1

Children and Youth Services
Outcomes Based Services
(OBS)
Phase I
Region 3 – Calgary and
Area
Outcomes Forum - May 28, 2009
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Presentation Outline
1. Calgary and Area CFSA – Building the
Foundation
2. OBS Initiative – Building Momentum
3. Phase 1 – Calgary and Area
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Forest Lawn & Area MST
Request for Proposal Process
Woods Homes
4. Phase 1 Activities – Provincial and Regional
5. Challenges and Opportunities
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Calgary and Area CFSA
Building the Foundation
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Who are we?
 Key stats
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Staff
Sites
Client Volume
Child Protection
 Family Enhancement
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Understanding our outcomes-measuring and tracking
Current Continuum of Contracted Agencies
Number of Agencies
 Services purchased
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Service Transformation
 Regional/Provincial Process
 How long has it been going on
 Creation of Guiding Principles
 Learning Labs
 Staff and agency engagement
 Identification of potential pilot sites/services
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Readiness for Outcomes
Based Services
Focus Established five regional outcomes (based on Child and Youth Enhancement Act):
1.Supporting vulnerable children and youth to live successfully in the community.
2.Children and youth in temporary care will be reunited quickly with their family.
3.Children and youth in permanent care will be placed in permanent homes as quickly as
possible.
4.Youth will be transitioned to adulthood successfully.
5.Aboriginal children and youth will live in culturally appropriate placements.
Leadership Established
foundation for change:
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Guiding principles
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Investment in new
programs and agency
relationships
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Formalized organizational
roles and responsibilities
Experience Researched and
introduced innovative programs
(learning labs):
Multiple Risk Youth Hub
High Fidelity Wrap Around
Capital Hill Group Home
Reached +180 children, youth
and their families
CFSA Staff & Agency
Engagement Committed to
ensure stakeholder input and
participation:
CFSA agency survey 2006
7 contracted agencies
involved in learning labs
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Outcome Based Services
Building Momentum
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TransformationJames McGregor Burns
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o
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o
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o
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Changeto substitute one thing for another
To give and take
To exchange places
TransformationMetamorphosis in form or structure
Quantitative & Qualitative Change
Process replacing new culture & value
systems to take the place of the old
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Outcome Based Services
 The Outcomes Based Services:
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create a system that has capacity to focus on &
measure achievement of agreed upon outcomes both
case work and resource allocation decisions.
Build on the Casework Practice Model,
Assessment, Collaboration and Engagement,
OBS will support system wide transformation of our
services a comprehensive assessment will direct the
case plan and contracted services to achieve desired
child and family ‘outcomes’.
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Outcome Based ServicesProvincial & Regional Integration
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Established Provincial OBS scope
Established project governance
Solidified best practice research
Engagement – agency and staff (e.g. this
Forum)
 Moving towards a consolidated approach
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Evaluation
Data Analysis
Technical - Contracting
Practice Shifts
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OBS Phase 1 – Calgary
and Area
Who and How
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OBS Phase 1 –
Forest Lawn and Area MST
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Lead delivery site and lead agency concept- build partnerships-relationship, joint practice,
responsibility and accountability, with a focus
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Why geographical location approach? contained area, aligned with other services in the areahealth/education/city/ police/diversity serving community agencies-community focusattempt to provide services in the community and transitions families to those services
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Selection of Community site process- competitive process, manager and team leader high
level of commitment to the philosophy of outcome based services- evidence based
practice- regional goals- Site has services ranging from investigations to adoptions- leads
to a strong focus on Permanency.
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Key stats and demographics- Forest Lawn and Area - average 12-14 new cases/month- 70/30
split in/out of care-high needs area-diverse population-multilingual/immigrants/refugee
pop.- young children-
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well serviced area- community resources
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Fit with lead agency model- Woods Homes- long history, relationship of trust- staff familiar
with agency and their philosophy-
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Practice Changes
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Team Approach with CFSA, family and Agency staff- it is a shift in the partnership and
collaboration, with agency assuming an increased level of particpation/responsibility
and accountability. Our staff needs to learn as opposed to told, to work in
collaboration with the agency- roles and responsibilties shift but don’t know exactly
how it will look yet.
One case plan- developed jointly with CFSA, agency family, youth and children (when
appropriate), significant others- professional & family identified- involvement in case plan
development and review - achieves two things first it clarifies and simplifies for the
family the often confusing system issues that we involve them in; it provides and
opportunity for
No change in case plan without family, youth, child’s (when appropriate), CFSA case worker
or agency staff involvement and agreement So far we have been using the case work
practice model as our framework and foundation for building a casework process.
Many of these elements are contained in the CWPMDispute resolution process - there will be disagreement and we need a respectful,
transparent way of resolving issues based on our values and principles.
Focused on 5 Regional Outcomes - these give us a framework to work within- keeping
kids at home, returning as soon as possible, achieving permanency, and culturally
appropriate services.
NOM- safety, permanency, wellbeing, parent capacity and community connections
indicators measured and reported on - staff have really appreciated this model of
service accountability and measurement - it makes sense to them- they have lots of
questions about the how we will measure and make it work on an individual client
level, there has been lots of good discussion about these and they are becomeing
part of our language.
they want to complete the loop and improve their practice with what they learn. 14
OBS Phase I – Request for
Proposal Process and Outcome
 Lead Agency concept
 Engagement of Forest Lawn leadership team
 Interview and Discussion processes
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Screening of Proposals
Initial Interview Process
Interview 2 Process
Services Without Boundaries
Key Learnings
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OBS Phase 1 – Woods Homes
 Wood’s Homes is a nationally accredited multi-service
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organization providing a wide variety of services to children,
youth and families with presenting concerns that include child
maltreatment issues, serious behavioural issues, mental health
issues and school problems.
Woods Homes has an annual budget of $22M and a staff
compliment of 300. We operate programs in Calgary, Canmore,
Lethbridge, Strathmore, Fort McMurray and Fort Smith.
We serve children and youth from birth to age 24
We have developed a flexible continuum that includes crisis
services, community based family supports, residential, foster
care and school based services.
Woods Homes is funded by a diverse mix of contracts and fee
for service arrangements from delegated authorities and
government sources, school boards and community donations.
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OBS Phase 1 – Woods Homes: Our
Interest in this Opportunity
 We recognize the fragility of the system and welcome the
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opportunity to contribute to the change process.
Our values align with the intent of an outcomes driven service
delivery system in improving results for vulnerable families
We have been developing services focused on improving
accessibility, integrating services across systems and
addressing service gaps
We have developed an outcomes focus including a credible
research department and affiliations with post secondary
institutions
Our financial capacity includes significant experience managing
complex financial arrangements
Our practice includes attention to developing, maintaining and
evaluating partnerships
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OBS Phase 1 – Woods Homes:
Possibilities for Change: Practice
 More timely response and access to support services
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for families
Improved opportunities for family engagement
More effective team based decision making,
communication and case planning
Shared commitment to developing continuity of care
and determining meaningful results
Practice will be informed by results measured over
time
Out of home services will become specialized
interventions rather than simply placements
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OBS Phase 1 – Woods Homes:
Possibilities for Change: Cost Savings
 Creative tension within the fiscal model will drive
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innovation with a focus on real time
Average expenditure per child will be impacted by
greater coordination of services and fewer services
per case
Role flexibility will reduce the need for specialized
services
Concentration on the initial crisis and “front end
services” can reduce out of home placement
Outcomes will drive practice and funding priorities.
Inefficiencies will be come more obvious sooner and
action to change practice will be more responsive.
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OBS Phase 1 – Calgary
and Area
Joint Planning Activities
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Key Activities
 Provincial
 Provincial Regional Leadership Team
 Status reporting
 Consultation re: Phase I scope and approach
 Evaluation team outputs
 Technical team outputs
 Regional
 Negotiation activity for both administrative and service
delivery contracts
 All agency engagement
 Exploring practice shifts with Forest Lawn & Area and
Woods Homes front line workers
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Joint Planning Underway
 Alignment of service delivery
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Casework practice model (CWPM)
Exploration of practice shifts to deliver on specific outcomes
 Development of service provider network
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Current community capacity
Establish relationships
 Determine system and structure needs
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Staffing
Information technology
Physical space
Process manual
 Engagement
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CFSA staff- Forest Lawn and Area and other MST staff
Woods Homes staff
All agencies
 Implementation support
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Implementation
 Proposed go-live family support services-
July 2009
 Out of home placements- October 2009
 Provision of project support- CFSA and
Agency Staff
 Key collaboration activities
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Woods Homes/Forest Lawn Staff
OBS – various CFSA and Agency teams
 Evaluation
 Compare to other MST in Calgary
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OBS Phase 1 – Calgary
and Area
Challenges and Opportunities
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Challenges
 Calgary and Area
 Keeping up the momentum
 Maintaining the focus of
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transformation vs. change
Establishing Provincial
Requirements
Regional readinessProvincial staging in process
Competitive processensuring engagement not
alienation
Staff engagement- relevancy
& addressing workers needs
Collective responsibilitymove from “n of one”
Woods Homes
 Change process is
demanding with considerable
time and communication
pressures
 Pace is daunting
 Competitive process related
to the tender and the
collaboration needed to
succeed at the next steps
 Understanding and managing
the risk issues, financial and
otherwise as we go forward
 Expectations of this initiative
are huge!!
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Opportunities
 Calgary and Area
 Improved outcomes & wellbeing
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for children, youth & families
Transition to new practice with
families
Full implementation of Family
Enhancement Act & Casework
Practice Model
Evidence of intervention
outcomes
Clarifying Business
Relationship with agencies &
CFSA
Clarifying Strategic
Relationships with agencies &
CFSA
Reducing administrivia
Woods Homes
 Participation in a transformation
change process that will focus on
measuring and improving results
for families and vulnerable
children while improving our
understanding of what works
 Shared ownership of a system of
care and commitment to
continuous quality improvement
 The development of flexible
collaborative practice and
partnerships across agencies
and systems
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Thank you!
Ruth Copot
Pat Gilbert
Jon Reeves
Susan Gardiner
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