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SAFE RELATIONSHIPS, SAFE CHILDREN

APPENDICES FOR COMMUNITY IMPLEMENTATION TOOLKIT

Revised Draft Appendices v.03 13 January 2015

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Table of Contents

Appendix 1: Governance and Implementation Structure ... 3

Appendix 2: Learning Objectives of the SRSC Curriculum... 4

Appendix 3: Community Advisory Committee Terms of Reference ... 5

Appendix 4: Sample Work Plan and Timeline Template ... 7

Appendix 5: Communications Plan Example ... 10

Appendix 6: SRSC PowerPoint Presentation Template ... 12

Appendix 7a: Planning the Family Journey Mapping Exercise ... 13

Appendix 7b: Lessons Learned from Family Journey Mapping... 15

Appendix 8: Current Practice Survey ... 18

Appendix 9a: Kick-Off Day Invitation Example ... 19

Appendix 9b: Kick-Off Day Invitation List Ideas ... 20

Appendix 9c: Kick-Off Day Agenda Example ... 22

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Appendix 1: Governance and Implementation Structure Phase 2

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Appendix 2: Learning Objectives of the SRSC Curriculum

Developed but pending approval.

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Appendix 3: Community Advisory Committee Terms of Reference

The following is an example of a Terms of Reference (TOR) document that can be used as a template for a newly formed Safe Relationships, Safe Children Community Advisory Committee (CAC).

Committee Membership

Include committee members’ names, titles and the organization they are representing, once confirmed.

In addition, at the discretion of the Chair, resource persons may be invited to attend meetings to provide the committee with data, information, and/or materials to map existing services and identify gaps, as well as to make recommendations.

Purpose

The <insert name of community> Community Advisory Committee (CAC) is responsible for providing oversight and direction for the implementation of the Safe Relationships, Safe Children initiative in

<insert name of community>. The initiative focuses specifically on the first recommendation of the RCY report, Honouring Kaitlynne, Max and Cordon: Make Their Voices Heard Now. Recommendation One is that the Ministry of Health (MoH) work in partnership with the Ministry of Children and Family

Development (MCFD) to introduce protocols, policies and tools within health and child serving systems to ensure that all staff and professionals understand, identify and reduce risk factors for children and families affected by serious untreated parental mental illness, problematic substance use and/or domestic violence (MH, SU & IPV). The RCY report underscores the importance of approaches that are family-oriented and family-sensitive, while promoting the safety and well-being of children.

Committee’s Objectives

Develop and oversee the implementation of a local work plan in the community and design a community engagement strategy, which will include raising awareness about the initiative, encouraging collaboration across service line and assisting agencies and organizations to assess strengths and gaps in supporting families with needs related to MH, SU & IPV.

To identify and establish key and supporting partnerships in the community and to ensure that the local plans are aligned with the provincial strategy and action plan.

To monitor the community implementation to ensure that the objectives of the initiative are met, provide updates to regional leads on the status of implementation of the work plan and to make recommendations that may be put forward for the current and next phases of the project.

To proactively identify and inform the Provincial Implementation Advisory Committee and local and regional sponsors of any issues, concerns or potential impediments to implementation, and recommend solutions to mitigate delay and promote success of the implementation.

Community Leads

The Community Leads will be identified by the Regional Leads and will usually consist of a representative of a Health Authority and a representative from MCFD. Given the scope of work expected of the

Community Leads, the Regional Leads will make every attempt to ensure that the Community Leads have access to adequate supports and resources throughout the implementation process.

Establishing the CAC will be one of the responsibilities of the Community Leads. Other primary responsibilities of the Community Lead(s):

• Takes the lead on additional community engagement (such as presentations to other stakeholder groups)

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• Provides work plan and training plan information, and any requisite information for committee members.

• Schedules meeting dates, times and confirms locations of the meetings.

• Prepares agendas for committee meetings and circulates agendas to committee members in advance of meetings.

• Arranges for minutes to be taken at meetings and distributes them in timely fashion, producing documents, and generating correspondence as required.

• Liaises with the Regional Leads and Provincial Implementation Advisory Committee and others within the Provincial Implementation Structure as required or requested.

• Acts as a resource to the committee with respect to the planning and implementation of the project at the local level.

• Acts as co-chairs of the CAC.

Committee Co-Chairs

The Committee Co-Chairs play a pivotal role in the work of the CAC. The Co-Chairs of the CAC share the following responsibilities:

• Preside over the regular and special meetings of the CAC by facilitating discussion and decision- making processes.

• Create ad-hoc committees that will facilitate implementation within the community.

• Extend invitations to other stakeholders - to attend meetings to provide the committee with data, information, and/or materials to map existing services, identify gaps, and make recommendations.

Responsibilities of the Community Advisory Committee

The role of individual members of the CAC is to share information, participate in and/or lead working groups, provide input to the development of the work and training plans, to encourage information- sharing within their organization and the systems they interact with; and to provide feedback on the initiative. Individual members will also act as a liaison between his/her agency and the advisory committee.

The responsibilities of the committee as a whole are to:

• Develop and oversee the implementation of a local work plan in the community and design a community engagement strategy, which will include raising awareness about the initiative, encouraging collaboration across service line and assisting agencies and organizations to assess strengths and gaps in supporting families with needs related to MH, SU & IPV.

• To identify and establish key and supporting partnerships in the community and to ensure that the local plans are aligned with the provincial strategy and action plan.

• To monitor the community implementation to ensure that the objectives of the initiative are met, provide updates to regional leads on the status of implementation of the work plan and to make recommendations that may be put forward for the current and next phases of the project.

• To proactively identify and inform the Provincial Implementation Advisory Committee and local and regional sponsors of any issues, concerns or potential impediments to implementation, and recommend solutions to mitigate delay and promote success of the implementation.

Meetings

Regular meetings to be held every 2-3 weeks for the duration of the implementation. The chair may call for additional meetings as required.

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Appendix 4: Sample Work Plan and Timeline Template

Richmond Pilot Site Project Milestones

Richmond Pilot Site (January to August 2013) 2013Jan 2013 Feb 2013 Mar 2013 Apr 2013 May 2013 June 2013 July 2013 Aug

1.1 1.2 1.3

Hire Richmond Site Project Manager Revise Project Charter

Organize Planning Day (Jan 23) 2.1

2.2 2.3

2.4

Draft Terms of Reference for the Advisory Committee Bring together Advisory Committee

Hold first meeting of the Advisory Committee to organize Family Journey Mapping and Community Kick-off Event in March 2013

Connect with Caryl Harper to initiate and plan Family Journey Mapping

3.1 3.2 3.3

Consultations with Provincial Advisory Committee and key community members

Develop a Presentation PowerPoint

Develop Communication & Engagement Plan 3.3.1

3.3.2 3.3.3

Plan a community kick-off event to be held in March 2013

Make presentations to key community groups, staff, and FPs

Meet with service providers- ER,MHES, PEU, MH In- patient Serv (2 West), MH Outpatient Serv, Adult MH&A (Acute and Community), Transitions, Infant/Child/Youth Serv, CHIMO and other Community Serv

3.4 Plan Family Journey Mapping details 4.1

4.2

Conduct Family Journey Mapping – Family 1 (in 3 dimensions - Parental Mental Health, Domestic Violence, Child Protection & Family Support)

Plan program and hold community kick-off event 5.1

5.2

Conduct Family Journey Mapping –

Families 2, 3 & 4 (3-dimensional) to inform practice and training needs and identify gaps

Conduct Family Forums (include family members with lived experience) and meetings with reference groups &

community partners (include all key stakeholders), get feedback on gaps and quality improvement opportunities 6.1

6.2

Implement Multi-disciplinary Training- Consult Prov Project Manager regarding training needs and developing protocols

Make recommendations, develop integrated service models for collaborative practice

7.1 7.2

Begin evaluation process for Richmond Pilot deliverables and outcomes

Implement best practice toolkits and policies based on evaluation findings

The following is an example of a Plan and Timeline template that can be used by a newly formed

Community Advisory Committee (CAC). The Template was developed by the Richmond and Vernon pilot sites. (Note: During Phases 1 & 2, committees were referred to as “Local Pilot Advisory Committees, or LPACs).

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Vernon Pilot Site Project Milestones

Vernon Pilot Site (January to August 2013) 2013 Jan 2013 Feb March 2013 April 2013 2013 May 2013 June 2013 July August 2013

1.1 Hire Vernon Site Project Manager 1.2 Organize Community Kick off Dec. 18/12 1.3 Organize Planning Day (Jan 23)

1.4 Revise Project Charter

1.5 Draft Terms of Reference for the Implementation Committee

1.6 Bring Together Implementation Committee

1.7 Hold First meeting of the Implementation Committee 1.8 Consult with community members

/IHA/MCFD/Hospital/agencies 1.9 Consult with local ICAT committee

2.1 Begin preparations for Family Journey Mapping 2.2 Connect with Caryl Harper to initiate and plan Family

Journey Mapping

2.3 Consultations with Implementation Committee/

Advisory re: work plan, training plan, FJM

2.4 Consultations and presentations with key community members , agencies, committees

2.5 Meet with families

2.6 Attend new Family Law Act workshop 2.7 Finalize draft of work plan

2.8 Work on draft of multi-disciplinary training plan 2.9 Begin draft of community chart of services for

vulnerable population/resource guide 2.10 Attend ICAT committee meetings

2.11 Meet with Hospital Social Workers, Tour Psychiatry and meet with mgmt. staff

3.1 Consultations with Advisory Committee and key community members

3.2 Meet with Implementation Committee 3.2.1 Meet with VAWIR Committee 3.2.2 community groups, staff,

3.2.3 Meet with service providers- ER, OKIB, Friendship Centre, Howard House, Transition House, NONA, School District Counsellors

3.3 Finalize Multi-disciplinary Training Plan 3.4 Submit Budget for training and ongoing project 3.5 Organize Workshop – Parents with Parental Mental

Illness/Substance Use – Roz.Walls for front line staff 3.6 Plan Family Journey Mapping details

3.7 Conduct Family Journey Mapping – Family with Parental Mental Health, Problematic Substance Use or Domestic Violence

3.8 Meet with Hospital re DV policies 3.9 Meet with CRT, ART

3.1 Begin delivery of multi-disciplinary training plan and evaluation

3.11 Consult with Office of Domestic Violence re;

information sharing, and training

4.1 Present results of Journey Mapping – Families ) to inform practice and training needs and identify gaps to community

4.2 Conduct Family Forums (include family members with lived experience) and meetings with reference groups &

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Project Milestones

Vernon Pilot Site (January to August 2013) 2013 Jan 2013 Feb March 2013 April 2013 2013 May 2013 June 2013 July August 2013

community partners (include all key stakeholders), get feedback on gaps and quality improvement

opportunities

4.3 Ongoing delivery and organizing of multi-disciplinary training plan

4.4 Meet with Implementation Committee

4.5 Meet with service providers gaps in services for men and offenders

4.6 Work with service providers regarding the trauma support for children, training, resources

4.7 Work with VAWIR committee re; resource guide on DV support;

4.8 On line resource services update

4.9 Distribution of resources and meetings with GP’s re local resources; DV

5.1 Implement Multi-disciplinary Training

5.2 Make recommendations, develop integrated service models for collaborative practice

5.3 organize and host community consultation 6.1 Begin evaluation process for Richmond Pilot

deliverables and outcomes

6.2 Implement best practice toolkits and policies based on evaluation findings

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Appendix 5: Communications Plan Example

The following is an example of a Communications Plan that might be used as a template for a newly formed Community Advisory Committee (CAC). The template was developed by the Richmond and Vernon pilot sites. (Note: During Phases 1 & 2, committees were referred to as “Local Pilot Advisory Committees, or LPACs).

Audience Communications Requirements

1. Provincial Project Manager

Written monthly report by Email, Verbal telephone/teleconference

2. Community a. Local Pilot Advisory

Committee (LPAC) Email – agendas, minutes, in person meetings, follow up phone calls as needed, Coincide with Committee meetings, as needed (every 2 weeks at outset)

- Safer- Relationship-Safer Children scan of existing identification and referral process –

b. Other Committees in Community related to SRSC (e.g. ICAT, Collaborative Practice Model, Resource Committee, Training Committee)

Email and in person meetings Weekly and as needed

c. Other Key Stakeholders in Community

(Family Law Council, Division of Family Practice, Mental Leadership

Committee, MCFD, Division of Family Practice, Inter- ministerial Committees)

Phone Calls to set up, advised meeting with Stakeholder Lead to prep, 1 hour presentation – Power Point and discussion, as Needed

Safer- Relationship-Safer Children scan of existing identification and referral process

d. Participants of the

Community Kick-Off Event Invitation email

Agenda confirmation email

Meeting with presentations and small group activities (At project launch in each pilot community)

Summary of themes from day, PowerPoint’s from Kick Off (1 week post Kick Off date>>)

3. Families

Families involved in Family

Journey Mapping Phone Calls one week in advance of session and day of reminder. In person during session. Follow up two weeks after session to debrief validate

Family Focus Groups Phone Calls arrange session, one to two weeks in advance. In person during session, with information from Family Journey Mapping to

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validate Clinical Practice Council or

Sustainment Committee (this will initially the Advisory Committee which will be modified to address identified community needs, to ensure collaborative community practice continues. May be expanded to include front line staff in each agency/program who are champions of Family Centred/Collaborative Practice

In person Agenda/Minutes

Practice Support Resources (Monthly and as needed)

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Appendix 6: SRSC PowerPoint Presentation Template

The following is an example of a Project PowerPoint Presentation that can be used by the Community Advisory Committee (CAC) to engage community stakeholders.

Currently being finalized.

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Appendix 7a: Planning the Family Journey Mapping Exercise

The following guidance is based on the pilot experiences of Richmond and Vernon. Conducting a Family Journey Mapping exercise can provide much needed information on both the pitfalls and the strengths of a community’s service delivery systems. The following considerations are offered to inform the approach to planning the FJM exercise.

Supporting the Family’s Participation:

• Set out the time frame of the session (plan for each session to last about 3 hours) and organize the session at a time that is convenient for the family (a time that is later in the evening or on a weekend will likely be preferred by the family)

• Be flexible as the family may not be able to commit to a specific day/time until the day of the planned session

• Offer transportation to and from sessions, or to reimburse travel expenses

• Reimburse child care costs to allow the parent(s) to participate , or if older children in the home reimburse the cost of dinner (Pizza Night while Mom or Dad are away)

• Ask the parent who they would like to bring to provide support as they participate in the journey mapping (and note that it is often the clinician that they are engaged with)

• Inform the parent on how the FJM information that is presented will be used and discuss any issues or concerns s/he may have (e.g. related to confidentiality, etc.)

Preparing for the FJM Session:

In preparing for your FJM session, you will want to identify session resource people to fulfill the functions of a Graphic Recorder and Process Planning Team recorders. Your Health Authority may be able to provide support of the Process Planning Team through their Lean Team programs. The Community Project Manager should facilitate the session, however, a clinician/facilitator or other resource from the community can be engaged to facilitate if the Community Project Manager is not comfortable in the role (see below for important qualities for a Facilitator in this project).

In advance of the FJM session, meet with the clinician/physician/social worker selected by the client as their support person to:

• Set out the parameters of the FJM mapping session

• Clarify the purpose of the FJM and confirm that the exercise is for the client to present the steps through the service system and what they found to be helpful and/or not helpful, and where service /systems improvements were needed (i.e. what we can do better)

• Confirm that it is the family’s decision on how and what they will share – advise family that you are looking for quality improvement of the system and what worked and what didn’t work for them. It will not be necessary for them to provide comprehensive personal details, and that these decisions should be based on what is comfortable for the family member. No advance preparation is needed or expected

• Describe the role of the support person - to provide support to the family and to be available to debrief with the family after the session. The support person will also be able to help recall and prompt for details

• Ensure that the space where the presentation will be held is inviting and private, and have refreshments, tissues, paper and pens available

Facilitating the Session:

The Facilitator of the session should be knowledgeable about mental health, domestic violence and substance use service systems and stigma and concerns facing families in navigating the services and be open to exploring if family invites exploration.

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• Try to complete the journey mapping in one sitting – with an opportunity to review the maps and to clarify information. Allow for a break at the end of the presentation and before you begin the review and clarification.

• Check-in with the recorders to determine if they need more information or have additional questions or require clarification on any points ensure all questions get answered before you conclude the session

• Acknowledge and honour the time and contribution of the presenter doing the FJM exercise by providing a gift card or equivalent token of appreciation

• Document the overall themes that emerged in each FJM presentation After the Session:

In the days following the FJM exercise:

• Follow-up with the clinician to address any questions or issues that may have surfaced and to validate the themes that emerged and after all themes from all sessions are compiled, schedule a date and time to reconvene with the family to validate the information

• Plan to engage and meet with other families in the form of Focus Groups to present the themes from the FJM session, to determine if there are other relevant points to be reflected. For example, it would be helpful to present themes to consumer groups in the community, family advisory groups or other consumer support groups).

• Individuals who have made a difference for families may be named, and it would be good to acknowledge them for the difference they made for families. We did this through phone calls and emails thanking them for the difference they made to a family and that their work is important.

While MCFD is an important part of the process, the family may not always see the ministry social worker as a source of support, particularly if children have been in care. If MCFD staff are not involved in any journey mapping with clients, consider doing one or two additional mapping sessions where a clinician from the community is paired with an MCFD worker and the two, together, present the journey of a family that both are familiar with and where their respective services have been involved.

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Appendix 7b: Lessons Learned from Family Journey Mapping Emerging Themes from Richmond and Vernon

Upon completion of the Richmond and Vernon Family Journey Mapping Exercises, the LEAN Team members and facilitators from each pilot site met and recorded lessons learned and emerging themes.

Lessons Learned about the Process:

• Upon completion of the Richmond and Vernon mapping, the LEAN Team members and facilitators from each Pilot site met to discuss the process, with the following themes identified:

• Family Mapping will be one step to include in engaging family voice in the process, and should be an initial step.

• Themes from the family mapping should then be validated with a broader audience of families.

The voices heard from in family mapping, will most likely be our more successful families who have moved through the system, and we need to ensure we capture the feedback from families which may have a less successful journey.

• Be prepared to organize sessions at times convenient to family, later in the evening or on weekends to accommodate those working

• Be prepared to be flexible, families may not be able to commit to a day/time until the day of the planned session

• Offer transportation to and from session, and re-imbursement for child care, and gift card to honour the time they spend with us

• Have refreshments available, and tissue etc.

• Family should advise who they would like available to support them, this will most likely be a clinician they are engaged with

• MCFD voice is important, but may not be chosen by family as a support. If an MCFD staff is not chosen to support a family, consider doing one or two additional mapping sessions with only a clinician from the community and an MCFD worker together to discuss journey of a client the clinician is familiar with

• In advance work with the chosen clinician to set out parameters for the session – remind the purpose is quality improvement, we want to know what was helpful, not helpful and what we can do better

o Set out time frame for session – 3 hours was sufficient, and was helpful for families to gauge how/what they would share

o Families to share in a way most comfortable for them, and do not need to prepare in advance unless helpful to them

o Clinician available to provide support and debrief after the session as needed o Having combination of maps:

Having graphic recorder capture client journey chronologically

Colour-coding of the service providers on process map:

• What worked well

• What did not work well (issues)

• Ideas for improvement

• Impact on children

• Attempt to get through story at first sitting, then take a break and then come back to review maps and clarify

• Validate overall themes at a later date with families and clinicians

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• Concerns were raised we may have only captured the ‘success stories’? Is the client sample / patient journey maps representative of the client population? What ‘type’ of client are we representing/ what are the criteria?

Common themes (issues) in client journeys

• All clients exhibited amazing resilience, persistence and creativity in order to be able to successfully access services and cope with difficult journey

• All clients were driven by commitment to children

• Clients became more knowledgeable over time as they dealt with obstacles in system, and wished to share their advice re: success with others (wished they had known years ago what they now know about services available)

• Contrasting with this commitment was a lack of developmental approach / Lack of child- centered/family approach

• Parents’ / individual rights take precedence over child, especially when justice system is involved.

• Children consistently ‘invisible’ to the system.

• No mechanism to check in with families at various stages of child development (i.e. family planning, school-aged, adolescent to adult) - ie. Family planning absent prior to birth for parents with known MH issues and ongoing treatment (Richmond acute MH)

• Need for education and support for involved extended family members.

• Need for further education on mental health and substance abuse disorders And resources for all service providers (including child psychiatry and understanding the impact of parental mental illness, substance use and domestic violence on children. – this is stemming from Carolyn Steinberg’s experience in the Early Childhood Mental Health Program when residents come through her program and their lack of awareness of these issues

• Significant opportunity to draw on best-practices

• General approach to service provision seems to be reactive / crisis-based rather than proactive and preventative.

• Silos of responses from various types of service providers (RCMP, Acute MH, Community MH, MCFD, MSD, community organizations often not working in concert)

• Great variation in quality of service provided depending on individual. One client reporting excellent care through a service provider and another client reporting a very negative experience of the same service provider

• Communication among service providers and between service provider and client:

• Consent /release forms used with great success to provide continuity of care and provide ability to advocate on behalf of clients

• Need for much better advertising re: community services available, what they are for:

Must be easier to access and in appropriate places (web, bus stop, library, grocery store)

A road map of services, or journeys: “first go here, then you can access these services…”

Cultural / language barriers make communication about difficult, sensitive MHA issues all the more challenging

• MH programs:

• Acute MH and community MH need to have better information about each other’s services, treatments, etc for better continuity of care

• GP – Acute – Community information flows must be better

• Richmond: Acute bias for treatment, no follow-up method once client is in community 16

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o Perceptions of MCFD and roles of MCFD as well as information about services that MCFD provides were inconsistent.

o Consistent case management / case management approach was critical to success

• Attachment to physician, social worker, advocate very important to successes (clients tired of re-telling same story over and over, or having service providers only aware of a fragment of their issues/needs)

• Greater flexibility in service provision is needed:

o Rules are sometimes in place, that are difficult to understand or present a barrier to service o Services not convenient / not available at optimal hours

Availability of child care and places for children to be/visit if parent is in hospital or treatment to maintain connection/attachment

Extended family consistently relied upon by professionals to provide support to client, with no support given to the families. We need to educate them about MH, Substance Use, Domestic Violence - how to be supportive and how to care for themselves

Families need education about how to speak to their children about mental health, substance use, domestic violence – how to explain what is happening for the parent, what is appropriate to discuss at what age

Online Resource to help navigate the system: what is available, where and when

Communication breakdowns created extra stress for the families. They may have had

information shared with them, or may not of, but didn’t understand what services they would receive or not receive. Not having anyone check in to see if they did understand created a great deal of stress.

When information is not shared proactively it can lead to a crisis. Crisis response services are quick and directive, but are delivered at a time when families are most challenged to engage – this can create a negative perception of programs/services/providers and a lack of or

unwillingness to consider follow up

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Appendix 8: Current Practice Survey

Currently under revision based on feedback from the SRSC Provincial Implementation Advisory Committee (Conference Call December 16, 2014)

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Appendix 9a: Kick-Off Day Invitation Example

PLEASE JOIN US

SAFE RELATIONSHIPS, SAFE CHILDREN

RICHMOND PILOT PROJECT “KICK OFF” FOR MOVING FORWARD ON THE IMPLEMENTATION OF RECOMMENDATION #1 OF THE REPRESENTATIVES FOR CHILDREN AND YOUTH’S REPORT “HONOURING

KAITLYNNE, MAX AND CORDON: MAKE THEIR VOICES HEARD NOW”

Date: April 15, 2013 Time: 8:30a.m.-4:30 p.m.

Where: Richmond City Hall Room 2.004 6911 Number 3 Road

Richmond, BC

Please RSVP to:

AGENDA TO FOLLOW

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Appendix 9b: Kick-Off Day Invitation List Ideas

(Richmond and Vernon Pilots)

Richmond Organizations Vernon Organizations

Bridge House, Mental Health, VCH-Richmond Mental Health/Substance Use – IHA

Advisory - Richmond School Board Ministry for Children and Family Development

Advisory - MCFD Child and Youth Mental health

Advisory - TASSA Public Health Nurses

Richmond RCMP Victim’s Services RCMP

Advisory - Richmond Addictions Services Probation – Ministry of Justice

Advisory - RCMP Family Court Mediation

Richmond Community Corrections First Nations Friendship Centre

Public Health, VCH Okanagan Indian Band

Advisory - VCH Ministry of Social Development

City of Richmond Transition House

SUCCESS Victim’s Assistance – RCMP

Advisory - Transitions Specialized Victim’s Assistance Advisory - Director Mental Health & Addictions,

VCH-Richmond Mental Illness Family Support Centre – BCSS

Advisory - CMHA Canadian Mental Health Association

Victim Services & Crime Prevention Ministry of

Justice Whitevalley Community Resource Centre

SUCCESS Family Resource Centre for the North Okanagan

CHIMO North Okanagan Youth and Family Services

Advisory - MCFD School District #22 – Counsellors; Director of

Support Services; Drug and Alcohol Counsellor

Advisory - VCH Vernon Jubilee Hospital – Social Workers; ER

management; Psychiatry management

Advisory - Touchstone Forensic Psychiatry

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Richmond RCMP – SCU Specialized Victims Team Okanagan Boys and Girls Clubs Advisory - Social Work Practice Lead, VCH-

Richmond

Advisory - CHIMO

Advisory - Family Services of Greater Vancouver Advisory – Richmond Family Place

Richmond City

Richmond School Program Ann Vogel Clinic

VCH – OT Richmond

Richmond Emergency Department Head of Division of Family Practice Children First Richmond

Force - Richmond Turning Point St. Alban’s Church

Women’s Resource Centre Victim Support FSGV Victim Support FSGV Richmond Crown

Ministry of Social Development – housing outreach taskforce

City of Richmond City of Richmond

Richmond Multicultural Community Services Richmond School Board

Acute Home Based Treatment Acute Home Based Treatment RCMP

Office of Domestic Violence

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Appendix 9c: Kick-Off Day Agenda Example

PILOT PROJECT COMMUNITY Kick-Off PLANNING DAY Safe Relationships, Safe Children

Date: Monday, April 15, 2013, 8:30 am - 4:30 pm Location: Richmond City Hall, Room M2.004 8:30 a.m. REGISTRATION

8:45 a.m. Opening and Introduction -

Welcoming and Blessing from the Musqueam Nation -, Elder, Musqueam Band

9:00 a.m. Office of Domestic Violence - Corey Heavenor

9:20-10:00 a.m. Brief Review of Project and review of Family Mapping Themes – (high level overview of findings)

Brief Review from the Literature - Screening and Training - Small Group Discussion:

What are the current points and how does of screen for risk in families currently occur in your organization

What training around domestic violence, mental health, addictions, child protection and a family lens currently occur in your organization

Family Mapping themes: how it informs us to identify families at risk, and what can be a community response

10:00–10:45 a.m. Collaborative Practice – Supporting Families - Presentation and Discussion (15 minute presentation, followed by 30 minute discussion)

10:45-11:00 a.m. BREAK 11:00 a.m.–

12:30p.m. Vernon ICAT (Integrated Case Assessment Team) - Presentation and Discussion (30 minute presentation, followed by 60 minute discussion)

12:30–1:15p.m. BUFFET LUNCH

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1:15–1:45 p.m. Presentation from the Literature - Family Centered Lens

Change Implementation towards a family lens in resource limited environments

How frontline workers can balance empowering and engaging the parent with keeping the safety of children paramount

1:45–2:30 p.m. Collaboration (1st small group discussion) -what is your role with families

-what is the limitations of your roll

-how do you see yourself working with others 2:30–2:45 p.m. Small Group Report Back to Larger Group

2:45–3:00 p.m. BREAK

3:00–3:45 p.m. Front-Line Ethical Balance (2nd small group discussion)

-What do you do in your work that empowers parents and keeps the safety of the children paramount

- where do children become invisible in your work - how do you ensure the parent as a protective factor

3:45–4:00 p.m. Small Group Report Back to Larger Group

4:00– 4:30p.m. Concluding Remarks - Provincial Project Manager, SAFE RELATIONSHIPS – SAFE CHILDREN

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There are two different designs of insulin cartridge, so not all cartridges can be used in all insulin pens.. If you use cartridges you need to know which pen is right and safe

¾ Provide services designed to address the distinct mental health needs of young children and their families, who are affected by maltreatment, substance abuse and domestic

i ze strany samotných zaměstnanců. Důvodem mohou být interpersonální problémy, příliš stresu z pracovní náplně, který můţe pracovníka ve výkonu brzdit.