VACFSS: A Story of Success Through Wise Practices

398 views

Published on

By Paul Hucul

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
398
On SlideShare
0
From Embeds
0
Number of Embeds
12
Actions
Shares
0
Downloads
6
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • Children in Care (CIC) 476Continuing Care (CCO) 340CIC 136Aboriginal Employees 55 %
  • 2000 24 Funded Positions2007 to 2008 Staff increase from 81to 14039 MCFD Social Workers were seconded to VACFSS in 2008.Presently on 4 remainIn 2003 3 million budget; 2011/2012 33 million budgetLast 10 years FTE increased from 45 to 142 (316%)2003 34 Social Workers 2012 104 Social Workers
  • Developed in 2005
  • Quick Facts155 Employees at VACFSSVACFSS incorporated in 19922002 – 2007 implementation of Guardianship and Resources Programs2008 Child Protection Delegation2007 – 2008 Staffing increase from 70 to 140
  • VACFSS: A Story of Success Through Wise Practices

    1. 1. VACFSS: A Story of Success Through Wise Practices Presented by: Paul Hucul
    2. 2. Background • VACFSS incorporated in 1992 • Largest urban Child Welfare Agency in Canada• Serves Aboriginal children and families in the City of Vancouver (COV) • 11,140 Aboriginals reside in the COV* • 1981 registered bands in BC* *2006 census
    3. 3. Snapshot of VACFSS • 154 employees• Delegated at Child Protection Level • 33 million dollar budget • 476 Children in Care • 200 Foster Parent Homes • Unionized Environment (BCGEU)
    4. 4. Path to a Successful DelegatedUrban Based Aboriginal Agency
    5. 5. Specific Challenges• Change management – cataclysmic change • Family Support Model to a legislated Model of Child Welfare • Enormous staffing growth • Funding negotiations • Incorporating Aboriginal Best Practice • Diverse urban cultural environment • Development of cultural competency
    6. 6. The Seven Key Success Factors Steps to Success: Aboriginal Best Practices
    7. 7. Step 1:Identity andCulture
    8. 8. Identity and Culture• Cultural competency as the pathway • Recognition of Aboriginal diversity • Aboriginal World View Model • Traditional teachers, elders and knowledge keepers • Systematically integrated culture • Ground culture in events
    9. 9. Step 2: Leadership (Siiyamints)
    10. 10. Leadership (Siiyamints) • Development of strong Aboriginal leadership • Cloaked in the bestowed name “Siiyamints” • Guided by the Chieftain Stick spirit• Development of specific characteristics of successful leadership
    11. 11. Value Driven Leadership 1. Humility 2. Integrity 3. Strength – Based Practice 4. Belonging 5. Respect
    12. 12. Characteristics of VACFSS Leadership • Value driven • Emphasis on culture • Flexibility • Resilience • Utilization of elder/knowledge keeper model • Love of VACFSS
    13. 13. Step 3: Strategic Visionand Planning (2005 – present)
    14. 14. Strategic Vision and Planning The VACFSS vision: “A balanced and harmonious Aboriginal Community”
    15. 15. Six Strategic Priorities 1. Decrease the number of Aboriginal children in continuing care 2. Develop a full range of child, youth and family services3. Develop and implement a culturally and spiritually appropriate system of care
    16. 16. Six Strategic Priorities cont’d 4. Ensure strong governance of the organization 5. Develop and implement effective communication strategies 6. Develop and implement strategic and risk management strategies
    17. 17. Step 4: Governance and Management
    18. 18. Governance• Establishment of strong board with quality and talented directors having long tenure • Utilized the Carver Model of Governance and presently the Complimentary Model • Have own governance policy • All Board have been provided training by expert advisors
    19. 19. Management • Appointed Managers who have lifeexperience, high qualifications, and who bring wisdom, knowledge and integrity • Development of efficacy • Development of capacity • “Investment in Excellence” – Pacific Institute
    20. 20. Step 5: Accountability and Stewardship
    21. 21. Accountability and Stewardship • Internal audits • Financial audits • External Operational and Practice audits • BOD/Management planning sessions • Strong Policy and Procedures gave a framework to accountability
    22. 22. Step 6: Performance Evaluations
    23. 23. Annual Performance Evaluations • CEO evaluated by board • Managers evaluated by CEO/DOP • Supervisors evaluated by managers• Employees evaluated by supervisors
    24. 24. Step 7: Collaboration, Partnership and Good Relationships
    25. 25. Collaboration, Partnership and Good Relationships • MCFD – strong working committees • Vancouver Aboriginal community • Aboriginal agencies within Vancouver• Aboriginal communities throughout BC
    26. 26. Specific Key Practices: VACFSS Management • Established strong business plan • Developed strong financial infrastructure • Developed strong recruitment and hiring practices• Re-engineered organizational structure to facilitate culture • Deliver extensive organizational training • Developed a model for a welcoming work environment
    27. 27. Key Characteristics of the Collective Spirit • Value driven • Belief in Aboriginal self determination • Indomitable spirit• Love of Aboriginal children and families • Love of VACFSS • Love of Culture
    28. 28. Future Challenges • Sustain sufficient funding • Recruitment and hiring of Aboriginal employees • Succession planning for Aboriginal leadership • Assuming Adoption delegation
    29. 29. Future Challenges (cont’d) • Youth services • Reducing the number of children in continuing care • Increasing demand for services
    30. 30. “Fortune Favours the prepared mind”

    ×