1. VACFSS: A Story of Success
Through Wise Practices
Presented by: Paul Hucul
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. 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. Path to a Successful Delegated
Urban Based Aboriginal Agency
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. The Seven Key Success
Factors
Steps to Success:
Aboriginal Best Practices
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
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. Value Driven Leadership
1. Humility
2. Integrity
3. Strength – Based Practice
4. Belonging
5. Respect
12. Characteristics of VACFSS
Leadership
• Value driven
• Emphasis on culture
• Flexibility
• Resilience
• Utilization of elder/knowledge
keeper model
• Love of VACFSS
14. Strategic Vision and Planning
The VACFSS vision:
“A balanced and harmonious
Aboriginal Community”
15. Six Strategic Priorities
1. Decrease the number of
Aboriginal children in continuing care
2. Develop a full range of child,
youth and family services
3. Develop and implement a culturally and
spiritually appropriate system of care
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
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. Management
• Appointed Managers who have life
experience, high qualifications, and who
bring wisdom, knowledge and integrity
• Development of efficacy
• Development of capacity
• “Investment in Excellence” – Pacific
Institute
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
23. Annual Performance
Evaluations
• CEO evaluated by board
• Managers evaluated by CEO/DOP
• Supervisors evaluated by managers
• Employees evaluated by supervisors
25. Collaboration, Partnership and
Good Relationships
• MCFD – strong working committees
• Vancouver Aboriginal community
• Aboriginal agencies within Vancouver
• Aboriginal communities throughout BC
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. 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. Future Challenges
• Sustain sufficient funding
• Recruitment and hiring of
Aboriginal employees
• Succession planning for
Aboriginal leadership
• Assuming Adoption delegation
29. Future Challenges (cont’d)
• Youth services
• Reducing the number of
children in continuing care
• Increasing demand for services
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