Agenda Item No.: F.1.c.
Safety for Children in Poor Neighbourhoods (Ma’Mowe Capital Region).
Recommendation:
That the following report be received for
information.
Report Summary
This report provides an update on the
evolution and current status of the
Ma’Mowe Capital Region Child and Family
Services Authority.
Previous Council/Committee Action
At the April 2, 2001 meeting of Community
Services Committee, the following motion
was passed:
“That the Administration prepare a
report on the Ma’Mowe Capital Region
Child and Family Services Authority, its
evolution, current membership, current
status of its programs and plans and the
potential impact on the City of
Edmonton and report back to the next
Community Services Committee
meeting.”
Report
Evolution
 Ma’Mowe Capital Region Child and
Family Services Authority (CFSA) was
established in 1999 as a result of the
Child and Family Services Authority
Act, which was passed in 1998 and
created 18 Child and Family Service
Authorities in Alberta.
 The Province sets objectives, policies
and standards, monitors and allocates
funding to the Authorities.
 Ma’Mowe Capital Region CFSA
provides services to children and
families in the Greater Edmonton area
Routing:
Delegation:
Written By:
April 10, 2001
File: 2001CSCW35
Community Services Committee
Joyce Tustian, Kathy Barnhart.
Colleen Burton Ochocki
Community Services Department
(Page 1 of 3)


and includes St. Albert, Strathcona
County, Beaumont and Leduc.
Approximately 900 staff are employed
directly by the Ma’Mowe Capital Region
CFSA, in addition the Authority also
contracts with external service delivery
agencies.
Ten core services are provided by
Ma’Mowe Capital Region CFSA
including a 24 Hour Safety Unit and
Child Abuse Hotline, Child
Protection/Child Welfare and Child Care
Regulation and Monitoring programs
(Attachment 1). These services are
delivered through a combination of
centralized services and Neighbourhood
Centres for Children, Youth, and
Families (NCCYF). There are nine of
these neighbourhood centres located in
Edmonton (Attachment 2).
Current Membership
 The thirteen Board members of
Ma’Mowe Capital Region CFSA, of
whom fifty percent must be Aboriginal,
are appointed by the Minister of
Children’s Services for three-year terms
(Attachment 3). The Minister is now in
the process of recruiting new Board
members to assume the roles of one third
of the current membership whose terms
will expire in July, 2001.
 Steve Brown is the Chief Executive
Officer for Ma’Mowe Capital Region
CFSA. He is responsible for carrying
out the board’s policies and managing
the day-to-day operations of the
Authority.
F
1
c
Safety for Children in Poor Neighbourhoods (Ma’Mowe Capital Region)

Public meetings of the Board are held
every two months at a different location
in the region. Community matters are
discussed by the Board and the
community members can ask questions
of the Board.
Current Status of Programs and Plans
 Ma’Mowe Capital Region CFSA has a
three-year Business Plan (2000/2003).
This Business Plan identifies three
primary service delivery areas: Child and
Family Services, Child Care Services,
and Services to Children with
Disabilities.
 The Service Delivery Framework for the
Child and Family Services area details
how Ma’Mowe Capital Region CFSA
will provide a more effective, responsive
service delivery system in which the
NCCYF’s are the community based
“hubs” for all services offered by the
Authority. The key services provided
will be: information services, referral
and linkage services, services to prevent
and respond to abuse, and family
services. Community Advisory
Committees are being established to link
with the NCCYF’s. These volunteer
committees will be neighbourhood based
and established for the purpose of
supporting Ma’Mowe Capital Region
staff to provide local child and family
services.
 Ongoing updates concerning program
statistics, financial information, and
other relevant topics are provided to the
public and the Board by the CEO on a
regular basis. The March 2001, edition
states that a “forecast expenditure is now


at $164.3 million. This is up $0.5
million from the last forecast. A key
driver in increasing the forecast has been
the significant growth in Child Welfare
caseloads in January (13.1% year over
year)”. (Attachment 4)
The day care subsidy program is also
reporting an increase in caseloads with
over 50% of the children in licensed day
care centres currently in receipt of
subsidy.
Effective April 1, 2001, the Ministry of
Children’s Services has assumed
responsibility for the Child Financial
Support Program, formerly the Children
in Need Program, from Human
Resources and Employment. This
program, which helps children whose
parents or guardians cannot or will not
support them, will now be administered
through the Regional Authorities,
including Ma’Mowe Capital Region
CFSA.
Potential Impact on the City of Edmonton
 The City of Edmonton works with
Ma’Mowe Capital Region CFSA on the
Linkages Advisory Committee, the Safer
Cities Initiatives Advisory Committee
and the Edmonton Partnership Linkages
Group. Networking and collaborative
projects take place at the community and
service delivery level. Examples of joint
work include the Common Table
approach to funding youth in Mill
Woods and the Student Health Initiative
Program.
 The Community Services Integrated
Services Strategy provides direction for
Community Services to work together
(Page 2 of 3)
Safety for Children in Poor Neighbourhoods (Ma’Mowe Capital Region)




with Ma’Mowe Capital Region CFSA to
continue to improve relationships and
look for opportunities to partner on local
initiatives.
The Minister of Children’s Services
recently announced an expectation that
Child and Family Service Authorities
work in collaboration with FCSS
programs to distribute additional federal
dollars to be received under the Early
Childhood Development Initiative. This
additional funding could have a positive
impact on early childhood programs
within the City of Edmonton although
details of the disbursement have not
been finalized.
The identified increase in the Child
Welfare caseloads has caused budget
concerns for Ma’Mowe Capital Region
CFSA and could result in delays or a
reduction in services for children and
families, particularly in the area of
prevention and Early Intervention.
An increase in the number of parents
receiving Day Care Subsidy has financial
implications for the Out-of-School Care
program as those children often move
from the preschool to school age child
care.
As Neighbourhood Centres for Children,
Youth and Families are established
throughout the region, citizens might
have difficulty differentiating between
programs being offered by Ma’Mowe
Capital Region CFSA and the City of
Edmonton and will expect a “one stop
shopping” model. Increased
expectations by children and families for
services offered within the City of

Edmonton, but not provided throughout
the region, are also a possibility.
Ongoing updates and information about
Ma’Mowe Capital Region CFSA are
available on the Internet at
www.acs.gov.ab.ca/mamowe.html.
Background Information Attached
1. Core Programs Delivered by Ma’Mowe
Capital Region Child and Family
Services Authority
2. Neighbourhood Centres for Children,
Youth and Families that are located in
Edmonton
3. List of Board Members of Ma’Mowe
Capital Region CFSA Board
4. Ma Mowe Capital Region Child and
Family Services CEO Board Report:
March 2001
Background Information Available on
Request
1. Ma Mowe Capital Region Child and
Family Services Authority Business Plan
2000/2003 Revised-October 2000
2. Proposed Service Delivery Framework,
Consultation Draft-June 5, 2000 (Child
and Family Services Stream)
3. Ma Mowe Capital Region Child and
Family Services Authority Annual
Report 1999/2000
(Page 3 of 3)
Attachment 1
Core Programs Delivered by Ma’Mowe Capital Region Child and Family Services
Authority

24 Hour Safety Unit and Child Abuse
Hotline

Child Welfare Services

Adoptions

Foster Care

Child Care Programs

Intervention for Children Involved in
Prostitution

Family Violence Prevention Centre and
Family Violence Shelters

Handicapped Children’s Services

Prevention and Early Intervention
Services

Community Behavioural Services
Attachment 1 - Page 1 of 1
Attachment 2
Neighbourhood Centres for Children, Youth and Families that are located in Edmonton
1. North Central Area
9720 135 Avenue
Edmonton, Alberta T5E 4E2
422-3237
Manager: Kathi Campbell
5. Central
401 10130 103 Street
Edmonton, Alberta T5J 3N4
422-9284
Manager: Theresa Houle
2. North East Area
598 Hermitage Road
Edmonton, Alberta T5A 4N2
422-2112
Manager: Sharon Long
6. East
3341 118 Avenue
Edmonton, Alberta T5W 4X1
427-6440
Manager: Marty Ouellette
7. South East
214 3017 66 Street
Edmonton, Alberta T6K 4B2
422-4060
Manager: Randy Baker
3. West Central
2nd floor, 12308 111 Avenue
Edmonton, Alberta T5M 2N4
427-1511
Manager: BJ Paddy
8. North West
208 12222 137 Avenue
Edmonton, Alberta T5L 4X5
415-1816
Manager: Larry Gazzola
4. South West
105 8944 182 Street
Edmonton, Alberta T5T 2E3
427-9040
401 10454 82 Avenue
Edmonton, Alberta T6E 2A2
427-9100
Manager of the South West Offices: Jane
Molstad
Attachment 2 - Page 1 of 1
Attachment 3
List of Board Members of Ma’Mowe Capital Region CFSA Board
Garry Gairdner (Co-chair)
 President of the Alberta Entrepreneur and Metis SELF Corporation
 Past president of the Aboriginal Business and Professional Association of Alberta
 Chair and director for many organizations including Apeetogosan Development and
Strathcona Investments
Morley Handford (Co-chair)
 Recently retired from Imperial Oil Limited (Vice President) and Senior Vice-President of
Sherritt Incorporated
 Former Chair of the Royal Alexandra Hospital Foundation as well as the Alberta Capital
Region United way Campaign
 Director of United Way Canada and Chair of the Canadian 4-H Council
Heather Jacobs
 Two decades of experience assisting Aboriginal community members achieve academic
success
 Member of numerous boards and active in the area of community development
Peggy Roberts
 Senior Advisor to CMHC in Alberta
 Former Executive Director of the Native Friendship Centre in Slave Lake
 Former Provincial Executive Secretary of the Voice of Alberta Native Women and member
of the Native People’s Education Committee
 Worked in the Provincial Native Secretariat for 10 years
Don Logan
 Involved with Aboriginal Employment and Economic Development for the past 25 years
 Director of Grant MacEwan Community College Foundation and Canada World Youth
 Past president of Native Employment Services
Pat Daly
 An Aboriginal Care Worker involved with various children’s activities
 Involved with several school organizations and children’s sports clubs involving the needs of
the disabled community
Attachment 3 - Page 1 of 2
Attachment 3
List of Board Members of Ma’Mowe Capital Region CFSA Board
Dianne Kieren
 Former Chair of the Department of Family Studies at the University of Alberta
 Former member of the Women’s Program Health Council for Capital Health Authority,
Alberta Family Planning Association Board and the Glenrose Rehabilitation Hospital Board
Francie Harle
 Director of External Relations for NAIT
 Twenty-five years experience in different levels of government
Shashi Kalia
 20 years experience in Child and Family Services
 Founding member and President of St. Paul and District Child Abuse Prevention Society;
former co-chair of St. Paul Regional Psychiatric Services Committee and vice-chair of the
Victims Services Unit
 Former member of Mannawanis Native Friendship Centre, current member of various ethnic
community boards serving new immigrants
Ken Miller
 Retired Pediatrician; involved with Edmonton Committee on Child Abuse and Neglect
 Assisted in the establishment of the Child and Adolescent Protection Centre at the Stollery
Children’s Health Centre
Fred Dumont
 Former Mayor of High Prairie
 Has served as a school trustee, principal, superintendent, College President, and Chair of the
Regional Hospital Board
Doris Badir
 Professor Emeritus from the University of Alberta
 Co-chair of the Steering Committee that formed the basis for Ma Mowe Capital Region Child
and Family Services Authority
 Chaired the Study of Children and Risk in Edmonton
Ted Parker
 Certified Management Accountant
 Involved with West Edmonton Capital Health Advisory Board, Parent Teacher’s Association,
and the Crohn’s and Colitis Foundation
Attachment 3 - Page 2 of 2
Attachment 4
Ma’Mowe Capital Region Child and Family Services CEO Board Report: March 2001
C E O B O AR D R EP O R T
M AR C H 2 0 0 1
Attachment 4 - Page 1 of 24
Attachment 4
Ma’Mowe Capital Region Child and Family Services CEO Board Report: March 2001
TABLE OF CONENTS
I. CEO EXECUTIVE BRIEFING ___________________________________________ 3
II. OPERATIONAL REVIEW _____________________________________________ 4
1. Service Delivery Review: Operational Data/Analysis ___________________________ 4
1.1 Core Management and Administration _____________________________________________ 4
1.2 Human Resource Unit: _________________________________________________________ 6
2. Regional Program Supports ______________________________________________ 7
2.1 Planning, Support and Evaluation Services _________________________________________ 7
2.2 Service and Placement Co-ordination Unit _________________________________________ 7
2.3 Aboriginal Pillar Support Services ________________________________________________ 8
2. 4 Child and Family Placement Outreach Services ___________________________________ 10
3. Regional District Offices/Neighbourhood Centres ___________________________ 11
4. Services to Children and Youth with Permanent Guardianship Status __________ 12
5. Regional Program Services ______________________________________________ 14
5.1 Child Care Services __________________________________________________________
5.2 Services to Children with Disabilities _____________________________________________
5.3 Prevention of Family Violence, Community Development and Early Intervention Services ____
5.4 Crisis and Screening Unit ______________________________________________________
5.5 Family Support and Intervention Services _________________________________________
5.6 Authority Foster Care and Adoption and Approved Adoption Homes ____________________
5.7 Foster Care and Adoption Sector Group __________________________________________
5.8 Group Care Services _________________________________________________________
14
15
16
17
17
18
20
21
6. Service Delivery Framework Project Management Update ____________________ 23
Attachment 4 - Page 2 of 24
Attachment 4
Ma’Mowe Capital Region Child and Family Services CEO Board Report: March 2001
I. CEO EXECUTIVE BRIEFING
I want to highlight three key areas: (1) Year-end financial report (2) Work to complete the
Business Plan and Operations Plan for 2001/2002 (3) Critical Issues
Year End Financial Report
A key focus over the past quarter has been managing year-end expenditures. Forecast
expenditure is now at 164.3 million. This is up $0.5 million from the last forecast. A key
driver in increasing the forecast has been the significant growth in Child Welfare
caseloads in January (13.1% year over year). This has led to an increase in fee for
service placements for the last quarter.
Work to complete the Business Plan 2001/02
Work was completed on the Business Plan. The Operational Plan and supporting
documents are close to completion and will be available to the Board at the meeting.
Some further adjustments to our proposed strategies have been made since the last
meeting based on new data (a draft report comparing expenditures across CFSAs) and
further review by the management team. I will present these to the Board at the
Committee of the Whole. A key issue that we feel should be discussed by the Board is
their governance role in the implementation of the Business Plan during the first quarter
of the year and then post summer.
Issue/Problem Management
Over the past three months we have been looking at options of how best to allocate
funds directed by Treasury to increasing salaries for agency staff within our total budget
framework. We have had some concerns as to whether the region was fairly allocated
funds when compared to other CFSAs. We have asked for clarification of this issue from
the Department. Pending the resolution of this concern we have developed a strategy to
ensure that agencies remain competitive with the rest of the province. I will brief the
Board in detail on this strategy at the Committee of the Whole.
Attachment 4 - Page 3 of 24
Attachment 4
Ma’Mowe Capital Region Child and Family Services CEO Board Report: March 2001
II. OPERATIONAL REVIEW
1. Service Delivery Review: Operational Data/Analysis
1.1 Core Management and Administration
Office of the CEO
Review:
The dominant focus of the past three months has been year end and business
planning. In addition there are a number of projects that I have been actively working
on – restructuring MIST; developing Performance Management training for
Managers and Supervisors; Funding Formula Review; improving Regional
Integration Activities. I can talk to any of these projects at the Board Meeting. I have
been involved in a number of other meetings:
-
-
Meeting with staff teams at NCCYFs ( Sherwood Park 31/1; St Albert 8/3;
Central 12/3; SW 28/3)
St Albert Partnership Linkages Group 1/2
North Central CAC 8/2
Meeting with Minister re. Gateway Concerns 12/2
CEO Forum 12-13/2
Edmonton Partnership Linkages Group 15/2; 9/3 –we are exploring a pilot
project based on a model from Saskatchewan on strengthening integration
activities amongst partners.
AASCF 20/2
Implementing the initiative to review regional child welfare growth 23/2
Joint Agency-Authority Regional Management Meeting 23/2
Several Inner city School Principals 26/2
Justice Trusler 26/2
Denis Bell PDD 28/2
MIST 5/3
DM 7/3
Standards Review Meeting 8/3
Funders Forum 9/3
Healthy Families 13/3
Funding Allocation Committee 14/3
BP Review 19/3
Operations Committee 20/3
Auditor 21/3
Aboriginal Advisory Committee 21/3
Finance and Audit Committee 21/3
Attachment 4 - Page 4 of 24
Attachment 4
Ma’Mowe Capital Region Child and Family Services CEO Board Report: March 2001
-
Joint Senior Management Meeting Department/CFSA 22/3
Office of the CEO and Board
The EA and the Information Officer dealt with the following number of calls:
February 16 – March 15, 2001
Community
MLA
Ministry
468
9
148
Out of
Region
81


Total
706
In addition we had 10 case conferences /meeting with parents, Advocates and
Ministry.
Unscheduled drop in – 4
Attachment 4 - Page 5 of 24
Attachment 4
Ma’Mowe Capital Region Child and Family Services CEO Board Report: March 2001
1.2 Human Resource Unit:
Critical Issues and Developments
During April, a number of Training activities start up at Ma'mōwe. These activities
include:
- An increased number of Child Welfare trainees will commence over the spring,
many of them recent University and College graduates, in order to fill staff vacancies
in the Neighbourhood Centres.
- Training on the Performance Management Framework will begin April 3rd for Child
Welfare managers and supervisors and will continue for ten sessions throughout
April, May and June. The training will be led by Stephen Brown.
- Linda McFalls, from the Training Centre and members of the Outreach team will
continue to teach sessions on Tab 2, the first change to the Service Delivery model,
throughout April at the Neighbourhood Centres.
- Gail Perkins from the Training Centre is teaching a module on Child Welfare for the
Social Services Diploma program at Grant MacEwan College for several sessions
during April.
- Ma' mowe is co-sponsoring, with the Edmonton Police Service, a three day
workshop on Child Forensic Interviewing with world expert John Yuille at the
Mayfield Inn on April 23rd to 25th.
- Ma'mowe is also co-sponsoring a series of weekly information sessions on various
mental health topics with Alberta Mental Health and Grant MacEwan College running
weekly from April through June.
- Jack Jervis is serving on a provincial committee that will direct a team of consultants
through a review of the Provincial Training program that funds many of our child
Welfare trainees to determine whether the program is meeting the needs of the
Authorities.
Attachment 4 - Page 6 of 24
Attachment 4
Ma’Mowe Capital Region Child and Family Services CEO Board Report: March 2001
2. Regional Program Supports
2.1 Planning, Support and Evaluation Services
The following is a summary of the Unit’s activities over the month of March 2001.
Business Plan 2001/2004: Extensive work has continued in the redraft of the 2001/2004
Business Plan and the development of the Operational Plan for next year. We have also
been involved in planning for the implementation of a number of initiatives that will begin at
the outset of the year, including initiatives to reduce the number of children in care.
MIST: The Unit has assumed the lead role in revising policy under the Service Delivery
Framework and also in developing new policy. We will ensure that policy development and
review include cross-sector input.
Transition of Child in Need Program: The Child in Need program will be transferring to
Children’s Services from Human Resources and Employment on April 1, 2001. The
program will then be known as the Child Financial Support program. We have been
involved in transitioning this program by working with the broader Ministry on policy
development/clarification, determining a model for service delivery in the Region, coordinating a smooth transition for children and their caregivers, and recruiting staff.
Critical Human Resource Issues: No issues to report.
2.2 Service and Placement Co-ordination Unit
Service data: Not formatted for summary report.
Service Delivery: February has shown a higher use of Fee for Service placements due to
the increased demand for adolescent placements. The unit also worked actively on
following up on “unapproved “ drives and verifying invoices from Family Intervention
services providers who are not part of the “Linked Agency” process.
Human Resources: There is a temporary vacancy in the Foster Care Intake role as a
result of the departure of one staff on medical leave. The unit has been successful in filling
the vacancy by offering contracted agencies with the opportunity to assign their staff to the
Intake role on a temporary basis. This innovative approach is another way of strengthening
our currently partnerships with community agencies.
Financial: Close scrutiny of the Fee for services placement is an ongoing activity within the
unit and is especially evident as a result of the placement increases.
Attachment 4 - Page 7 of 24
Attachment 4
Ma’Mowe Capital Region Child and Family Services CEO Board Report: March 2001
2.3 Aboriginal Pillar Support Services
The Aboriginal Resource and Support Services focused on:
1. Treaty 8 First Nations of Alberta/ Ma’mōwe/ Ministry Meetings
Treaty 8 First Nations of Alberta/Ma’mōwe have met several times to establish formal
linkages with each other. On March 8, 2001 Treaty 8 and Ma’mōwe met to establish
short term and long term goals and a workplan. The workplan will include the
establishment of a unit, which would work specifically with children and families from
Treaty 8. The next meeting is May 4/01.
2. Bigstone Cree Nation/ Ma’môwe /Ministry Project
The Management Steering Committee met on February 28/01 to review the progress of
the Project. Ingrid Tenkate, Bigstone Permanency Planning Consultant, has met face to
face with all 30 Bigstone children. Reconnection where possible is a high priority for the
project. Six PGO’s are being reviewed to determine if they can be rescinded and placed
with their biological family. The next meeting is March 27/01.
3. Metis Nation/Metis Settlements/Ministry/ Ma’môwe Meetings
The Metis working group met on March 14/01 and have developed draft Terms of
Reference. The group have started to explore ways to more effectively identify Metis
children receiving services and developing a working definition of Metis. This will assist
staff and service providers to ensure Metis children are aware and connected to the
Metis culture. The next meeting will be on April 20/01.
4. Saddle Lake First Nations/ Ma’mōwe Meetings
Our Region meets quarterly with Saddle Lake First Nations to jointly review each child
welfare case from Saddle Lake. Ma’mōwe staff met on January 23/01 with Saddle Lake
to discuss Saddle Lake placement resources in Ma’mōwe Capital Region, meeting
structure/purpose. The next meeting is March 27/01.
5. Aboriginal Cross Cultural Training
Fred Anderson met with Blue Quills First Nations College on February 13/01 to develop
the interview process for the trainer position. Recruitment for a trainer is under way and
training to commence in April/May/01.
Attachment 4 - Page 8 of 24
Attachment 4
Ma’Mowe Capital Region Child and Family Services CEO Board Report: March 2001
6. Aboriginal Coalition
The Coalition meeting on February 1/01 was attended by over 40 people. At the next
meeting in March a Co chair will be selected. The next Coalition meeting is March
22/01.
7. Confederacy of Treaty Six First Nations
On March 15,2001 Vice Chief Wilson Bearhead and Norman Calliou and Fred Anderson
met to discuss the high number of Treaty Six children in care in our Region. Critical
issues identified were notification and ongoing consultation with First Nations.
8. Aboriginal Service Providers
The Aboriginal Service Providers Committee met on February 28/01. Critical issues
identified were cross-cultural training and have an individual working at the crisis unit
who is knowledgeable of the Aboriginal culture, values, and traditions. The next
meeting is April 25/02
9. Tribal Chief Child and Family Services Society
On March 4th and 5th/01 Ma’mōwe staff met with representatives from Tribal Chiefs and
discussed how communication and working relationships can be improved between
Ma’mōwe and Tribal Chief Child and Family Services East and West Society. The next
meeting is in May/2001.
10. First Nations Directors of Child Welfare (Alberta)
Ma’mōwe staff have met with First Nations Directors of Child Welfare Directors from
Treaty Six, Seven, and Eight in effort to develop a working relationship. Key issues
reviewed were case consultations, notification of First Nations of children coming into
care and verification of “on” and “off” reserve services.
11. Saskatchewan First Nations Child and Family Service Agencies
On March 1st and 2nd Ma’môwe met with Battleford Tribal Council Services Corp. Indian
Child and Family Services, (ICFS) La Ronge (ICFS) Yorkton Tribal Council Child and
Family Services, Qu’Appelle (ICFS) Kanawayihimitowin Child and Family Services Inc.,
Athabasca Denesuline Child and Family Services, Kanawayimik Child and Family
Services, Federation of Saskatchewan Indian Nations, Saskatchewan Social Services to
improve interprovincial case planning and how working relationships can be improved.
The next meeting is September/01.
Attachment 4 - Page 9 of 24
Attachment 4
Ma’Mowe Capital Region Child and Family Services CEO Board Report: March 2001
12.
Aboriginal Staff Meeting
The Manager continues to have meetings with Aboriginal staff. Staff are planning
activities to celebrate National Aboriginal Day in June/01. All staff will be invited to the
planned activities.
2. 4 Child and Family Placement Outreach Services
Child and Family Placement Outreach Support Services has continued to assist with the
implementation of Child and Family Services service delivery model. The Outreach
teams have attended and participated in the service delivery model training with staff
from the NCCYF’s and linked agencies and are actively involved with the MIST process.
In addition to assisting Child and Family Services with the implementation of service
delivery framework, Outreach staff continue to deliver services to families with children
who have special needs. Strong linkages have been developed with the Services to
Children with Disabilities program to ensure good intake and case transition processes
are facilitated with and for families.
We have continued to deliver our calendar workshops. Some of the workshops/training
programs that have been delivered include Women’s Anger Management, Making
Peace with the Past, Mastering Your Past, Parenting Programs, Taming the Tiger, What
is Autism, FAS and What is Asperger’s Syndrome. Many of these workshops have
been delivered through community agencies as well as NCCYF’s.
Attachment 4 - Page 10 of 24
Attachment 4
Ma’Mowe Capital Region Child and Family Services CEO Board Report: March 2001
3. Regional District Offices/Neighbourhood Centres

Facility related matters continued to be the focus of attention for 3 of the Neighbourhood
Centres during this past month. Plans are proceeding for staff from the Northeast
NCCYF to move into their new site in mid-March. This move will bring together staff
who are currently housed in 3 different locations. Renovations at the Alberta Avenue
satellite office are anticipated to be completed by April 17, 2001. The identification of an
alternate site for the Leduc NCCYF continues to be a priority for the Authority as well as
the local community. Infrastructure will not be in a position to make a decision on
funding for this project until the end of March.

The manager from our Strathcona NCCYF has been participating in discussions with
representatives from Elk Island Public and Separate School Boards on their co-location
project. The project is in the very early stages of development with the partners recently
sharing their respective visions on the proposed-shared site.

Managers from the Regional Office and two NCCYFs have been participating in
discussions with Capital Health and AADAC with respect to the future co-location sites
in Eastwood and Millwoods. These conversations have included the development of key
areas requiring clarification for the project (e.g. language) and the identification of
potential barriers to the project’s success. The tender package for the Eastwood
location has been publicized. Intensive work will continue on the various aspects of the
project over the next few months.

Activities related to the implementation of the Framework are underway. Leadership
Teams at the NCCYFs are working to manage the service transition. Training with
respect to the new policy has occurred in some NCCYFs. Staff are beginning to use the
new forms and provide feedback for revisions.

Recruitment of staff continues to be a significant pressure point for a number of the
sites. Central NCCYF has the highest number of vacancies in the CFSA. We are
currently attempting to identify a plan to respond to their unique needs as well as the
other NCCYFs.
Attachment 4 - Page 11 of 24
Attachment 4
Ma’Mowe Capital Region Child and Family Services CEO Board Report: March 2001
4. Services to Children and Youth with Permanent Guardianship
Status
Service Data:
In the month of February a total of 33 new PGO file were transferred to the following offices:
CFRO/Adoption – 30; St. Albert – 1; out of region – 2
Another 45 new PGO files are ready for transfer to the following offices: CFRO/Adoption –
38; Sherwood Park – 1; St. Albert – 2; Leduc – 1; out of region – 3
Of the 38 files to be transferred to CFRO 10 are Treaty Status children under 12 while 3 are
Treaty Status children over 12.
Service Delivery:
Great Kids Award – David S. a 17 year old Permanent Guardianship Status received the
Great Kids Award. He was one of 17 youth who received the award from Premier Klein and
Minister Evans for demonstrating remarkable kindness and unselfish service to others.
David’s social worker Audrey Stuckey nominated him for this award.
Reactive Attachment Disorder Group – In partnership with CASA, CFRO and the Foster
Care Office, a ten week program with follow up is being offered to children with Reactive
Attachment Disorder and their caregivers. Two social workers are involved in co-facilitating
this group with CASA therapist.
Youth in Care Groups – The Youth in Care Groups offer a unique opportunity for young
people under PGO status to meet weekly to discuss issues of priority to them. They will
also enjoy a three day camp out. Currently two groups are running with 12 –14 young
people per group. The groups are co-facilitated with Big Sisters & Big Brothers and two
CFRO staff.
Employment/Training Opportunity for Hard to Serve Youth – CFRO is involved in referring to
a special training/employment Call Centre which is in partnership with local businesses and
other service providers. This 6 month employment/training program targets youth 18 years
and up who have physical and mental disabilities, FAS/FAE and mental health issues. At
the end of the program the young person would be eligible for full time employment at the
Call Centre. This opportunity is open to any young person 18 years and up with special
employment needs.
HR&E, Youth Connections and Ma’mōwe – In partnership with HR&E, Youth Connections
and Ma’mōwe a service is being developed for youth 16 years of age and up regarding
transitional planning in the area of education, training and employment. Youth who are in
Attachment 4 - Page 12 of 24
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Ma’Mowe Capital Region Child and Family Services CEO Board Report: March 2001
Supported Independent Living and Independent Living situation will be the target group for
this initiate. Youth will be assisted to determine which career path they wish to follow and
explore options.
Permanency Planning Project – Southeast NCCYF and two units at CFRO are involved in a
project, which would involve PGO workers working with the NCCYF prior to PGO. This
would assist in planning for a child/youth prior to PGO and exploring placement options. The
PGO worker would be assisted to a child prior to PGO and the relationship with the child
and significant people in the child’s life would start prior to the PGO. The project will be
evaluated at the end of August.
Human Resources
During the month of February Adoption workers and their workload became part of the
NCCYFs in the three suburban offices and CFRO.
BJ Paddy became the new manager at CFRO to assist in the ongoing development of
services to Aboriginal children/youth and families.
Vacancies in the PGO/Adoption programs are as follows: CFRO has three; St. Albert has .5
and Leduc has one vacant position.
Attachment 4 - Page 13 of 24
Attachment 4
Ma’Mowe Capital Region Child and Family Services CEO Board Report: March 2001
5. Regional Program Services
5.1 Child Care Services
Service Data:
Sept
Oct
Nov
Dec
Jan
Feb
# of Family Day Home children
2155
2140
2244
2152
2225
2244
# of Family Day Home providers
697
689
727
683
693
688
# of ECO placements
63
69
49
48
55
52
# of ECO providers
15
11
10
9
11
12
# of ECO day care sites
26
19
22
20
25
17
# of licensed day care centres
255
255
253
253
253
253
# of day care complaints
22
19
10
13
20
14
# of licensed out-of-school cares
221
222
222
222
222
222
# of licensed nursery schools
163
164
163
162
162
162
# of children's social care facilities
86
87
86
86
85
87
# of licensed foster homes
60
61
61
64
64
63
# of licensed adult facilities
189
189
191
190
191
192
Service Delivery:
A number of issues have been recently highlighted by Subsidy Assessors. These include
increased caseloads, higher volume of calls from families and day care centres/family day
home agencies, an increase in the number of families receiving partial subsidies and a
decrease in the number of families who receive SFI benefits in addition to child care subsidy. It
is also noted that the percentage of children attending day care centres whose families receive
subsidy benefits has increased to over 50%. The percentage of families receiving subsidy
benefits in family day homes has remained relatively unchanged at 35%. Subsidy applications
may now be witnessed at all NCCYFs. Training sessions for day care centres and family day
Attachment 4 - Page 14 of 24
Attachment 4
Ma’Mowe Capital Region Child and Family Services CEO Board Report: March 2001
home agencies in the application witness process commenced in February with a view to
completion of all participating facilities by August 2001. Family day home agencies have met
with the contract specialist to finalize the 2001-02 contracts.
Agencies are working
collaboratively to achieve goals that have been set within the four key strategies.
Human Resources:
A vacancy has been created in the Licensing supervisor role with the transfer to the Ministry of
one of our staff. A decision was made not to fill this vacancy pending the return of another
Licensing Supervisor who is on medical leave. Additional administrative staff vacancies have
resulted in the reallocation of existing staff resources.
Financial:
Nothing significant to report.
5.2 Services to Children with Disabilities
Service Data:
The unit is presently managing a caseload of 1968 children which represents a slight decrease
(12 children) from the previous month. Rosecrest presently has 12 long term children and we
are serving additional 4 children in 3 month relief spaces. In February Rosecrest also provided
the equivalent of 101 relief days to 18 other children. Hardisty Relief Home provided 72 relief
days to 27 children during the same month.
Service Delivery:
The unit continues its work on the Service Delivery Framework and will be scheduling a followup meeting with families to discuss policy development and recommended changes which will
be forwarded to the Ministry. The sector and stakeholders have been addressing the shortage
of relief resources available to families and discussing strategies to assist families in accessing
the support they require.
Human Resources:
The unit is presently recruiting to two vacant social work positions and hopes to have them filled
by the end of April 2001.
Financial:
Nothing significant to report.
Attachment 4 - Page 15 of 24
Attachment 4
Ma’Mowe Capital Region Child and Family Services CEO Board Report: March 2001
5.3 Prevention of Family Violence, Community Development
and Early Intervention Services
Service Data:
Family Violence Prevention data for Jan.1, 2001
Shelter
Lurana
A Safe Place
WIN I&II
WINGS
Totals
# of Women
Accommodated
25
18
17
# of Children
Accommodated
25
21
27
# of persons not
Accommodated
93
39
86
# of Crisis Calls
60
73
218
736
251
155
330
Service Delivery:
Community Advisory Committee (CAC) application forms, information packages and posters
have been, and will continue to be widely distributed. The amended CAC Policies and
Guidelines have been completed and are in the process of being ratified by the Board.
Meetings have occurred between the City of Edmonton managers and NCCYF managers to
explore our ongoing working relationship. In addition a focus group was held in conjunction
with Grant McEwan College to discuss and plan training opportunities for Community
Development liaison workers. Within the Early Intervention area the Youth Mentoring Project is
requesting funding to do a study on how to provide a sustainable model within the region. The
planned completion of the project is June 2001.
Human Resources:
Heather Richards, the former executive director of Strathcona Shelter Society has joined the
Unit as a full-time Family Violence Prevention Program and Contract Consultant. A vacancy at
the Administrative Support level was created with the transfer of a staff to a Children’s Service
Ministry position. An individual has been hired into a temporary position to assist with the
administrative functions until recruitment to the vacancy can occur. A replacement for the Boys
and Girls Club Community Development Liaison Worker has been recently hired.
Financial:
Discussions are occurring with the Children’s Services Ministry regarding the administration of
additional Early Intervention funds for “Home Visitation” programs.
Attachment 4 - Page 16 of 24
Attachment 4
Ma’Mowe Capital Region Child and Family Services CEO Board Report: March 2001
5.4 Crisis and Screening Unit
Service Data:
February 2001 showed a 10% decrease in the total number of screening reports. Of the 588
reports completed 344 were sent to Ma’mōwe NCCYFs, 109 were forwarded to other
Authorities for follow-up and the remaining 135 were closed following the completion of the
Intake process. Approximately 24% of the cases, which is a slight increase from the previous
month, were assessed as requiring an urgent response.
Service Delivery:
The unit has continued its efforts to support the transition to “Linked Agencies” within the Family
Intervention services. This has been most evident through the number of Agency staff who
have spent a shift at the unit observing the work activity and service demands experienced after
hours. In addition the Unit Supervisors have participated in meetings with the Crisis Service
providers, After Hour Agency contacts and representatives from the Family Intervention Sector
to share information on service delivery. The unit is working closely with the Protective Safe
House and other P-ChIP resources to support the development of policy and practice for the
upcoming proclamation of the P-ChIP legislation.
Human Resources:
Nothing significant to report.
Financial:
A final draft of the Shared Services Agreement with HRE has been submitted to the Ministry for
approval. No other significant financial information to report.
5.5 Family Support and Intervention Services
Service Data:
January Service Hour Reports were prepared and shared with the Leadership Teams for
review. Early indications are that service hours for Family Support and Family Aide workers are
being used at a rate that exceeds the original hours allocated at some NCCYFs. As the
February Service Hour reports are being compiled further analysis and possible adjustments
will occur.
Service Delivery:
As noted in the Crisis Unit update a meeting was held with on-call co-ordinators from Linked
Agencies to discuss requirements for after-hours services. Clarification regarding the Linked
Agencies responsibility to provide services to assist with children transitioning home was
provided at the last Family Intervention Sector meeting. The sector also received a
presentation by Steve Brown of the Joint Plan of Action on Implementation of the Service
Delivery Framework.
Attachment 4 - Page 17 of 24
Attachment 4
Ma’Mowe Capital Region Child and Family Services CEO Board Report: March 2001
Human Resources:
Staffing levels for Linked Agencies will be evaluated by April 2001 with adjustments to contracts
being subsequently negotiated.
Financial:
Service hour usage is being closely monitored through the FISH Reports. As noted above
adjustments to contracts may be required if actual usage varies significantly from estimated
hours.
5.6 Authority Foster Care and Adoption and Approved
Adoption Homes
In urban Edmonton, all foster care, foster to adopt and adoptions are channeled through one
intake worker. We have a contract with the Edmonton and District Foster Family Association to
recruit families and once they are recruited the families application is processed through intake.
Here is a chart outlining the new intakes for November 2000 to February 28, 2001
Application for February 2001 for Urban Edmonton:
Foster Care
Specified Homes
Adoption
Fost-Adopt
Wendesday’s Child
TOTAL
Existing
Applications
31
4
33
15
Applications
Received
1
2
6
0
Tot
al
32
6
39
15
83
9
92
Total applications for all programs for all 4 months: 38
The process for families is that they submit their applications which include criminal record
checks, and references to intake. Once all documents are received, the family attends
preparation training. After training is completed they move into the home assessment phase.
Once approved they move onto a caseload either foster care, adoption or fost-adopt.
There are currently 92 existing applications being processed. There are 27 families presently
enrolled in or taking parent preparation training. 27 families are in the process of returning the
necessary documents; 18 families are in the process of having their home assessments
completed. 3 home assessment approvals occurred this month, all three in Foster Care. There
were also 6 applications withdrawn this month; one foster care family; two adoption families and
3 fost/adop families. Systems are in place to assure that families move through these phases in
a timely manner.
There are 556 approved foster care beds in the Region. 254 beds are at the Advanced level.
Attachment 4 - Page 18 of 24
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Ma’Mowe Capital Region Child and Family Services CEO Board Report: March 2001
General Foster Care
Fost Adopt Beds
Classification
# of
homes
# of
Approved
Beds
# of
Bed
on
Hold
# of
Vacant
Beds
# of beds
over
Maximum
#s
# of
homes
# of
Approved
Beds
# of Bed
on Hold
# of
Vacant
Beds
Accepted
Approved
Qualified
Advanced
TOTALS
44
30
71
131
276
48
51
172
246
517
6
5
5
7
23
13
7
16
15
51
1
4
6
72
83
13
9
3
4
29
15
10
6
8
39
3
5
0
0
8
3
2
1
1
7
There are currently 16 approved specified homes beds in the region.
Classification
# of homes
Accepted
Approved
Qualified
Advanced
TOTALS
12
0
0
1
13
Specified Foster Homes
# of
# of Bed on
Approved
Hold
Beds
15
1
0
0
0
0
1
0
16
1
# of Vacant
Beds
0
0
0
0
0
Adoption Homes: Statistics for February 2001
Adoptive families waiting for placements
Adoption applications placed “on hold”
VTA placements made within Region in February
VTA placements made into other Region in February
Children referred for adoption matching in February 2001
Adoptions Granted in February
Attachment 4 - Page 19 of 24
47
15
1
0
3
4
Attachment 4
Ma’Mowe Capital Region Child and Family Services CEO Board Report: March 2001
5.7 Foster Care and Adoption Sector Group
The Foster Care and Adoption Sector continues to move ahead on their 4 critical goals
as mentioned in the previous Board Report.
The primary goal is to establish a Charter of Care for Foster Care. As a sector we are
planning to hire a consultant to move forward on this important goal. It is imperative that
we integrate information obtained through the Foster Care Sector Service Review
recommendations, (i.e., feedback from foster parents, service providers, Child and
Family Service Authority staff and youth) into the Charter of Care for Foster Care.
Progress is being made in defining drives, and supported visits vs. supervised visits.
The Sector’s plan is to consult with MIST on this topic. The Foster Care and Adoption
Sector has commenced involvement with MIST by serving on various task groups.
Many agency foster care providers have forged ahead with Aboriginal cross-cultural
training to meet A.A.S.C.F. standards. There are budget implications to maintain this
direction and agencies are requesting a review be authorized to determine the most
cost-effective way of meeting this training standard.
Attachment 4 - Page 20 of 24
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Ma’Mowe Capital Region Child and Family Services CEO Board Report: March 2001
5.8 Group Care Services
5.8.1 Group Care Sector
Service Data:
Not formatted for summary report.
Service Delivery:
The Group Care Sector continues to meet monthly to address a number of key issues.
The sector has made a decision to remain actively involved in the Task Teams set up by
MIST to ensure that the interests of the sector are being served. Agencies will share
information as it pertains to these monthly meetings at the Sector meetings. This was
found to be a very useful and excellent way to ensure that unlinked agencies are full
partners in the implementation of the new Service Delivery Model. The sector has
reviewed and agreed to a revised “clothing” document. There was concern raised that
there is increased agency administrative requirements expected by the Authority. The
sector has suggested solutions that include sharing new developments with each other
and improving mechanisms that agencies can use to support one another. A general
discussion was held regarding evaluating the Sector Committee process. It was
decided to maintain the sector meetings but to re-work the process to specify goals
developed and decisions made. Discussions around “Supported Home Visits” and
“Crisis One to One” services are planned for future sector meetings.
Human Resources: Nothing to report.
Financial: Nothing to report.
Attachment 4 - Page 21 of 24
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Ma’Mowe Capital Region Child and Family Services CEO Board Report: March 2001
5.8.2
Yellowhead Youth Centre
Infrastructure has been very active at YYC during the past
month. Many of the structure repairs required have been
worked on. Repairs to Waterton House commenced which
necessitated moving the ten children to Sundance. The staff of
YYC and Infrastructure worked hard to ensure the temporary
site would be comfortable and functional for the children.
YYC will be going through a certification and accreditation process in March/01. The
staff have put a lot of effort into ensuring the Peer Review Team will have access to
material processes and practices that are assessed through the process.
We are attempting to establish a process that will encourage and assist staff in
becoming certified with the Child Care Counsellor Association. We will link with the
Association and Grant McEwan College to assist us in this endeavour.
A Child Care Counsellor Advisory Committee has been established. The focus of the
Advisory Committee will be to ensure front line staff have a forum to raise issues and
participate in Centre planning. The first meeting was held in February 2001 and the
staff in attendance demonstrated a great deal of enthusiasm, motivation and optimism
for changes that may enhance services to children placed at YYC.
YYC is in the process of setting up its’ seventh unit to accommodate regional needs for
institutional beds. This includes a hiring drive as well as setting up the physical site for
the unit. This will be completed in the first week of April.
Attachment 4 - Page 22 of 24
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Ma’Mowe Capital Region Child and Family Services CEO Board Report: March 2001
6. Service Delivery Framework Project Management Update
In response to what we all have learned, Steve Brown, CEO, and the Operational
Managers, Donna Mah, Bryan Kelly, Richard Ouellet, and Aaron Neumeyer joined Shauna
Seneca and Maureen Collins on the MIST Steering Committee. We agreed it was critical, at
this stage in moving the implementation process forward, to ensure a strong, visible link
between the Ma’mowe leadership and the MIST Project. Leanne Reeb, Manager, Planning,
Support and Evaluation, Linda McFalls, Supervisor, Training Centre, and Donna Jameison,
Supervisor, Outreach Support will remain linked to MIST, as Leanne’s Unit will be
responsible for policy development, and Linda and Donna for orientation and training. MIST
will also maintain close links with Jack Jervis, Manager Human Resources, and Aaron
Neumeyer, Chief Financial Officer, to ensure compliance with workload standards and the
budget.
The policy that was implemented in January, 2001 had been sent to the Best Practices Unit
at Headquarters, along with a request for a legal opinion. They subsequently forwarded it to
Family Law who has not yet had an opportunity to examine it. MIST has offered to provide
Family Law an orientation to the Service Delivery Framework and hopes to be asked to do
so very soon.
The current set of Task Teams has concluded and further ones are in the process of being
arranged. The Teams have provided valuable input with respect to policy and procedures
up to the end of the second year of involvement (Long Term Support and Maintenance
Phase >1 year), as well as Training, and Linkages. Upcoming Task Teams will work on
policies and processes relating to 1) children/youth/adults/families receiving services
through Child Welfare or Family Services (Preventive Support Services) beyond two years;
2) Services to Look After Children and Youth – Children and youth under PGO status,
Adoption, Support and Custody Agreements with Child, and Care and Maintenance
Agreements; 3) Preventive Support Services; and 4) Closure, Transition and Follow-up.
There has been a broad range of participants from the Sectors and Service Streams on
these Teams and their enthusiasm and ideas have been invaluable. It has been exciting to
see new levels of collaboration, and partnerships emerging. MIST has received consistently
positive feedback about our weekly Questions and Answers forum, and we receive weekly
requests from various people/agencies to be included on our Q&A e-mail list.
MIST representatives from the Training Centre and Outreach Support Services have begun
to initiate contact with the Leadership Teams to assist in the development and
implementation of Orientation/Action Plans for training the frontline staff at the NCCYFs and
Linked Family Service Agencies. These plans will reflect the unique needs of each
worksite, and will include a process for ongoing training on future new policies/processes
prior to their implementation, and skill set development. Initial emphasis will be placed upon
orientation and training on the value base and philosophy of the Service Delivery
Framework, as this is the foundation upon which everything else is built. MIST also provided
an orientation on the Service Delivery Framework and the new policies (Tab 2) to the
Authority Administrative Support Staff .
Attachment 4 - Page 23 of 24
Attachment 4
Ma’Mowe Capital Region Child and Family Services CEO Board Report: March 2001
MIST continues to respond to requests for orientation to the Service Delivery Framework
and the new policies in Tab 2.
Attachment 4 - Page 24 of 24