Dear Mr. Young:
Further to your letter of February 14, 2002, thank you for allowing us the opportunity to provide input regarding organizational structures and related responsibilities, which may best meet the needs of foster parents at all levels. Due to the short turnaround allowed for input, some areas of the province where unfortunately not able to take part in this process. We have taken all information accumulated and incorporated it into one document for ease in communication.

This document has not been seen by the full Board of Directors. It is in "draft form, and will go before the full BCFFPA Board on March 16 for their review, with the possibility it will make up part of the Core Review of the organization. (see attached supporting documents)

For over thirty years the BC Federation of Foster Parent Associations has been privileged to offer a variety of services to the fostering community, in particular training, information, advocacy and support. Federation staff and volunteers have worked closely with the Ministry on many important initiatives including contracts, standards and protocols. With the move to a regional governance model with five major regions and 17 service delivery areas, emphasis should be placed on the need for services to natural families, as well as the retention of existing experienced foster homes. We are pleased our productive and collaborative relationship will continue as the Ministry embarks on this new service delivery format.

MISSION STATEMENT
"The BCFFPA represents all foster parents who provide quality in-home foster care in British Columbia. We aim to accomplish this through the availability of services including advocacy, education, training and support"

We respectfully submit the following in response to the questions you posed in your letter of February 14.

1. Is the current structure/system of services for foster parents the most effective and efficient way to achieve our goals?

The current system and structure of services is not the most effective and efficient way to achieve the key challenges and goals within the context of the proposed regionalized responsibilities. The major barrier for our organization is the constraints generated in the myriad of duties and responsibilities assumed by a working Board of Directors. Many of the current services provided at the provincial level can be devolved to the regional level. The benefits of an advisory Board (copy attached), will be proposed to the Board of Directors in March. Upon their approval, this proposed change will go to the general membership, and would allow the Federation to allocate more resources to the Provincial Office, who would then in turn serve the function of day-to-day operations, research and development, and liaising with other provincial agencies. There would be a streamlining of bilateral communication to and from our regions by moving from fifteen regions to five, which would in turn lead to a more focused delivery of the many regional services we now provide the fostering community. Within the proposed structure each BCFFPA region could see area delegates electing one individual from each region to represent that region at the provincial table.

2. Within the context of five regional child and family authorities how should foster parent support services best structure themselves and their relationships?

We believe the reorganized Federation as proposed in the attachments is the best structure to deliver our support services to BC foster parents. This new model is leaner, more efficient, cost effective, and should substantially increase communication between the Ministry and the fostering community. While some of the current services, such as the BCFFPA insurance program, the coordinator program, and the support worker program would better be administered from the provincial level, areas such as training and education fall within both the provincial and regional governance model.

3. Where best are specific programs delivered or managed? Headquarters? Regions? Government? Non-government organizations?

This question poses a unique challenge to both Ministry and the Federation. Non-government organizations such as the Federation are more flexible and proactive in service delivery, particularly as regional needs can be identified and addressed quickly. With an already extensively developed provincial, regional and local presence, the Federation can assist in monitoring the standards required for comprehensive service delivery irrespective of regional governance. We have a history of successfully implementing provincially designed programs at the regional level. Examples include the Coordinator program, which facilitates regional responsibilities and needs within provincial guidelines. As well, our Support Worker Program provides a standardized approach to supporting foster parents accessing the current protocols.

Many programs are best delivered and managed at the Regional level rather than Headquarters due to the diverse needs within each region, while others are better delivered by non-government organizations. The issue of recruitment, approval and retention of foster homes may be better carried out by an organization such as the BCFFPA. Our experience and knowledge around issues related to recruitment and retention currently affecting the system helps us to readily understand the dynamics. The current system of recruitment and retention appears to be ineffective and cumbersome. Just as adoption services are being delivered by non-governmental agencies, recruitment and retention could follow suit.

4. What strategic relationships (both inside and outside of the fostering community) should be leveraged at a provincial, regional, or local level that would improve outcomes for children in care?

The BCFFPA is currently the only major social service Federation with an established local/regional/provincial infrastructure throughout British Columbia. The Federation represents a significant proportion of the MCFD contract stakeholders in the Province. Consequently we are in a position to serve as a provincial and regional information and referral source for anyone accessing social services. Community support services need to be utilized more frequently in an effort to assist both natural and foster families. These support services may include; policing agencies, schools, mental health, and youth justice. Further to that, designated assessment homes could be trained, and utilized in an effort to eliminate multiple placements when children are moved into care. As well, all members of the child's team, including natural families where possible, and foster parents need to be included equally in the planning process for children in care.

5. If we were to identify 3 or 4 strategic shifts that need to be made in the foster family care system in order to improve outcomes, what would they be?

We attach for your consideration three important strategic shifts in the foster family care system necessary to improve outcomes. These are Board Reorganization, a Standardized Framework of Service Delivery, and a Community Support Network.

The current working protocol which exists between the BC Federation of Foster Parent Associations and the Federation of Aboriginal Foster Parents will allow us to maintain a supportive working relationship as Aboriginal communities proceed in the delivery of services.

The above-identified strategic shifts are by no means limited to just those listed. Regions have submitted many strategic shifts, which are equally important and fit well under the above named categories. These shifts include:

• A move to delegate BCFFPA as a Foster Parent Recruitment and Resource Agency.
• Buyout programs for foster parents with long-term placements in order to enable these foster parents to adopt regardless of economic status. These buyouts may include provisions for long-term health and dental needs.
• Foster Parent Support lines that are regionally based.
• Contracting with BCFFPA to provide a continuum of family support services to children and natural families in order to enhance the benefit to the child. This would see foster parents involved in a therapeutic capacity in an effort to provide continuity in support service delivery.
• Development of support pods that could provide relief/respite for both foster parents and natural families as well as transportation services. Resources for these activities would be less costly as they could be based on an exchange of services rather than fee for services model.

The current system and structure under which the BCFFPA, foster parents, and MCFD are operating, needs to be strategically revamped. This in turn will not only help to meet the needs of the foster parents at all levels, but will also benefit the children in care. This new model will allow us to increase services to the fostering community, particularly in the area of education, and enhance the capacity of foster parents to care for the children in their care who have a diverse range of needs. Further to that, with a redistribution of resources, we may be in a position to develop and deliver other services as negotiated.

Yours truly,
BC Federation of Foster Parent Associations
Liza Carter
President

• MOVE FROM REACTIVE TO PROACTIVE
• To enhance retention of foster parents through:
  1. Provincial Support for Foster Parents
     1. Education
        1. Clearinghouse for standardized information - leads to consistency
           • 53 hour training
           • Foster Parent Standards
        2. Communication
           1. MCFD Policy
           2. Bilateral Information Flow
              • Newsletter
              • Web Page
              • E-mail
           3. Referral Services
     2. Analysis of Policy and Services - leads to empowerment
     3. Provincial Training Services
        1. Needs Assessment - ongoing basis
        2. Cultural Diversity
        3. Empowerment/Advocacy (P/R/L)
        4. Self care - relief/respite
        5. Train the trainer
        6. Support Worker Training
        7. Other training as needed
     4. Public Relations and Community Awareness (P/R/L)
     5. Insurance (P)
     6. Support Worker Services (P/R)
     7. Coordinator Services (P/R)
  2. Ongoing support of Regional Councils
     1. Education
        1. Facilitating improved communication between Ministry and Foster Parents
        2. Policy clarification
        3. Public Relations and Community Awareness
     2. Training
        1. Greater efficiency and effectiveness
        2. Train the trainer
     3. Policy and Services
        1. Regional Specifics
        2. Analysis
     4. Coordinator Program
        1. Liaison for community support network

3. COMMUNITY SUPPORT NETWORK

• MOVE FROM FOSTER PARENT EXCLUSIVE TO COMMUNITY BASED SUPPORT
• Assist in decreasing the number of children in care through:
  1. Mentoring - team foster parents with families
  2. Parent training
  3. Day Programs for Families
  4. Respite
  Outcome - Assists in lowering costs to taxpayers, while increasing stability for children and families

BCFFPA Regional Council responses to the Ministry's Key Questions regarding Service Delivery. These responses have been incorporated into the Provincial response, and were also forwarded to the ministry in their original form.

1. Is the current structure/system of services for foster parents the most effective and efficient way to achieve our goals?

Region G - Cariboo Central Interior

- We feel that the current structure/system of services for foster parents are not the most effective and efficient way to achieve our goals. We feel that by decreasing service wait lists for CICs and their families, utilizing integrated case management model and early assessments of children to identify their real needs are some of the changes that need to be made to the current system.

Region JE - Peace Liard

- The BCFFPA is too bulky and the traveling involved for the board members who do not live in the lower mainland is expensive. The provincial office should be retained to be the liaison with MCFD, the provincial support to foster parents and keep up the current events that would affect us. Board meetings should happen less with teleconferencing and fax/e-mail being used more to keep in touch

Area F(East Kootenays)

- Our community manager is in charge of both foster parents and social workers and this causes conflicts of interest issues.

- There are too many resource social workers - foster parents are unsure of those workers roles as they change frequently

- Historically BCFFPA has been a source of support and training and current information and has worked well to provide needed services to foster parents. The BCFFPA upheaval is currently putting strain on volunteers to keep up with information

Region D - Surrey/White Rock

- Currently the provincial structure/system of services needs to change to focus solely on provincial issues and programs, such as the coordinator program, insurance program, membership, and protocols on a provincial basis, training videos for foster parents and all others with a provincial focus.

- Regionally we find the coordinator program to be a most beneficial program. Our coordinator also maintains education records of the foster parents and they are updated on a yearly basis.

- Community are included in our regional foster parent training opportunities. Community-based professionals do most of our training. Our regional workshops are much more in depth and focused than the two-hour sessions done at the colleges.

Region H - Northern Area

- There are currently 13 BCFFPA Regions in the Province with 4727 care providers (MCFD Jan 2002). The Ministry and the BCFFPA provide services to care givers that can be separated into the following categories:

- Selection and recruitment, approval of homes; training, support from resource workers; foster parent support workers; leveling of homes; foster parent support line; protocols; BCFFPA provincial organization with different levels of governance; coordinators within BCFFPA regions and foster home standards.

- The current structures that exist in the BCFFPA and MCFD need to be changed in context of the proposed regionalized responsibilities. The services currently provided can be devolved to the regional level of the BCFFPA, such as the coordinator program, the support worker program and governance.

- The provincial organization of the BCFFPA can remain as a coordinating body for networking. The number of board members can be reduced from 30+ to 13 to represent BCFFPA region. Each region would elect their rep to the provincial organization and meet centrally to network.

2. Within the context of five regional child and family authorities, how should foster parent support services best structure themselves and their relationships?

Region G - Cariboo Central Interior

- Use the outlined proposed BCFFPA Regional model. Identify support services through partnership meetins. Identify needs. Have foster homes that are specialized homes i.e. deal with ADHD, Conduct Disorder, Nutrition, ODD, OCD, FAS etc. Along with those homes, have trained and qualified respite and relief for specialized care homes.

Region JE - Peace Liard

- We have to be realigned to MCFD. If our regional meetings were reduced to 5 areas of the province, even with local reps attending these, the cost savings would be great.

Area F(East Kootenays)

- We need local supports due to distance and road conditions and also due to cultural differences of regions.

- BCFFPA requires local, regional and provincial input to best address needs and supports to foster parents.

- The ministry, as the employer of foster parents, should not be the support provider, as this causes conflicts.

Region D - Surrey/White Rock

- We would need to continue the programs and services already in place. No one can relate to fostering better than foster parents. This is the best source of support. We would need to liaison with our community better than we are at the present time.

Region H - Northern Area

- Governance and programs need to be delivered to the Regional level for both organizations, MCFD and the BCFFPA.

- Partnerships need to be created that respect the abilities, skills and knowledge of the fostering community. Regional Councils need to take on governance responsibilities for foster parent services that currently reside within the BCFFPA provincial organization such as the Support worker program and the coordinator program.

3. Where best are specific programs delivered or managed? Headquarters? Region? Government? Non-government organizations?

Region G - Cariboo Central Interior

- Specific programs are best delivered or managed at the "grass roots" level. If using non-government agencies there needs to be a regulatory body to oversee service delivery.

Region JE - Peace Liard

- Headquarters for payroll, but services need to be managed regionally. Each region will have specific needs that may not match the rest of the province. Each region also has diverse supports available. The Support and Advocacy Program, and the Coordinator program are best left with the BCFFPA as they have the understanding needed to supervise and guide them.

Area F(East Kootenays)

- Locally, so that they understand local issues. By non-government or arm length contracts so as not to conflict.

- Example - BCFFPA, coordinators, foster parent support program. This should be about the foster parents needs, not the ministry's

Region D - Surrey/White Rock

- Regionally. Each area or region is a little different from the next. This way services and programs can be tailor made to suit the needs of that area. Some government funding will need to be in place

Region H - Northern Area

- Programs are best delivered and managed at the Regional level rather than Headquarters and some in non-governmental organizations rather than by government. For example, the issue of recruitment, approval and retention of foster homes should be done by the BCFFPA rather than MCFD. A non-governmental organization such as the BCFFPA has the experience and knowledge around these recruitment and retention issues currently affecting the system and can understand the dynamics. MCFD does this now but not effectively. Just as Adoptions is being done by non-governmental agencies, resources can be done this way also.

4. What strategic relationships (both inside and outside of the fostering community) should be leveraged at a provincial, regional, or local level that would improve outcomes for children in care?

Region G - Thompson Cariboo

- Community support services need to be on-board including RCMP, schools, mental health support for youth, youth justice (expedite the court process) Also, designated assessment homes would cut down on children being moved from home to home until a best fit is made.

Region JE - Peace Liard

- Locally, foster parents have to become a real part of the team. Their capacity to advocate and to help make life-changing decisions depends on having access to all of the information available. They need to be able to participate in any and all meetings and discussions regarding the children in their care. Partnership meetings need to become more than information exchanges or meet the new social worker events. They could become a real tool for joint decision-making. Regionally, representatives from the fostering community need to become part of the decision-making process - where to best use the resources available to meet the needs of the community. Provincially, there needs to be more open communication. Last minutes policy changes by MCFD need to be changed to jointly researched decisions with input from BCFFPA and agreed to by both parties for the benefit of all - MCFD, and the fostering community.

Area F(East Kootenays)

- Relationship where foster parents and natural parents can access programs without ministry input or involvement

- Multidisciplinary board (team) decisions, not one workers opinion deciding a child's future, as this varies too much from on worker to another

Region D - Surrey/White Rock

- We need to maintain relationships at all three of these levels, which in return allows us to provide the best services to CIC's, Foster parents and the community. CIC's and natural families must have access to community-based programs. The highest chance of success is to keep them within their own communities. Also regionally the role of support

- and advocacy workers needs to be maintained. This is a very valuable service that we provide to our foster parents. One that is very beneficial at a regional level.

Region H - Northern Area

- The relationship between MCFD and the regional council of the BCFFPA needs to be strengthened through partnership meetings that respect the skills, knowledge and experience that the foster parents bring to the table. Volunteerism needs to be replaced by professionalism in the MCFD vocabulary when dealing with approved caregivers and foster parents need to be included without question in the integrated services provided to children and families.

5. If we were to identify 3 or 4 strategic shifts that need to be made in the foster family care system in order to improve outcomes, what would they be?

Region G - Thompson Cariboo

- The intake system can be streamlined with the assessment home process. A child is placed in an assessment home and their specific needs are identified and a best fit home is found, and then they are given their placement in that home.

- Resources worker placement are often times based on which foster parents get along best with them. There needs to be a non-prejudiced system where the "sweetheart" deals are removed, with fairness for all.

- There needs to be a team approach, which allows the foster parent to be part of the process. A panel including foster parents could develop a criteria for matching kids with foster homes.

- The balance of power is inadequate between MCFD, social workers, and foster parents. We need a correction in the system. The protocol system is too threatening for some foster parents, and they are too weary of "biting the hand that feeds you".

- There needs to be input sought from foster parents on planning and changes, prior to decisions being made.

Region JE - Peace Liard

- Don't allow children to languish in care for such long periods of time. If they cannot return home, have them placed in adoptive families, while making it more expedite to adopt, and offering a guaranteed subsidy to encourage more adoptions of sibling groups.

- Develop residential treatment homes in each region so that high needs children can stay within their communities for respite, relief and assessments.

- Bring professionals into the communities, instead of the current system where clients are taken out of the region individually at great cost to the child, family and monetary resources

- Encourage education of foster parents, both joint with MCFD, and to upgrade needed skills. All level homes should be required to complete so many hours in order to maintain their level. This would ensure that these homes, while developing their skills, would be able to cope with the more demanding behaviors that the children are demonstrating. This would result in fewer changes of placement, and so benefit the children

Area F(East Kootenays)

- Community based placement committee including a foster parents on the panel as well as MCFD and Mental Health and 2 or 3 outside people

- Fund the people on the committee, as it will be time consuming

- Have a tracking system in place

- The committee would be in charge of a plan of care to be done within 3 months of placement. Review of placement and plan of care every 6 months by the placement committee.

- Revamp the level system to better reflect the level of the child as well as the level of care given by the home.

- Assess the families abilities first to better see what services are needed and the child's needs second.

Region D - Surrey/White Rock

- We need more individual support in the foster home to maintain the placement rather than move the child, which causes less turmoil to the child and the home.

- Social worker standards -foster parents acknowledged and respected as part of the child's care team. Foster parents know the children best.

- To make it mandatory that foster parents attend two or three workshops in a year, which is sponsored by the local foster parent association, instead of the fifty-three hours of training, which is not cost affective. The training should be brought back to the regional level. Also make it mandatory that foster parents must attend five local or support meetings by the foster parent association. This is much more cost effective than having the support provided through agencies. With attendance to these meetings the foster parents meet others of like mind and establish a personnel support network for themselves as well as relief and respite contacts.

- Foster parents are continually updated with information, which is needed for them to be effective as foster parents.

Region H - Northern Area

- There are many strategic shifts that were identified. Discussion was not limited to 3 or 4. As the discussion flowed, the strategic shifts were found to have merit as a response:

- Resourcing becomes the responsibility of the BCFFPA and any requirements around the delegating are included. An example is the Adoption Agencies. Resoursing that is done by an organization that is experienced in that field from the service delivery prospective.

- Buyout programs are established for foster parents with long-term children in their care that could allow foster parents to adopt and receive a negotiated block amount for the care of the child over the period of the adoption including continued health and dental benefits. This would alleviate the uncertainty; anxiety and acting out behavior

- children live with in long-term foster homes wondering who might adopt them when they have established a meaningful relationship with their foster parent.

- Shifting the provincial BCFFPA structure to a smaller number of directors to reflect actual BCFFPA regions with the reps. To the provincial body elected within the region. This would eliminate duplication, improve efficiency and cultivate better communication between regions.

- Development of family care resources separate from child protection and family services by contracting out to the BCFFPA as mentioned above. This separation would not be conflicting and would allow concentration on resourcing rather than bringing in elements of child protection.

- Development of a northern support line. This could result in greater usage by northern foster parents. Currently, usage is concentrated in the Lower Mainland.

- Contracting BCFFPA to provide a continuum of family support services to children and their families so that families can work with the caregiver. Have foster parents involved in a therapeutic way with natural family to provide continuity in support services delivery.

- Development of an SOS Village model that could provide respite for foster parents and for natural family as well as swap transportation services.

The following is a breakdown, from Region G - Thompson Cariboo, of how the organization might look
Provincial Executive Director

• Paid position within the BCFFPA
• Liaise information between MCFD and 5 Regional Directors
• Takes directive from 5 Regional Directors

• They sit as the governing bodies for Provincial BCFFPA regarding policy and procedures, WCB, membership, legislation changes that affect foster parents
• Elected volunteers
• Sits as part of the Regional Board

• Paid employee of the BCFFPA
• Responsible for receiving funding from Victoria and funneling it to the Area Boards
• Responsible for hiring/firing or coordinators. Payroll and personnel

• 10-15 coordinators per region
• Report to Regional Supervisors
• Paid positions
• Responsible for performing all current duties in addition to manning foster parent phone line on rotating basis

• Consisting of: Regional Director, President, Vice President, Secretary (including policy and procedure), and Treasurer
• The following Regional duties would be shared amongst the 5 board members; membership, p.r. status, child care, cls, education and newsletter

• Consisting of: President, Vice President, Secretary (including policy and procedures) Treasurer and Area Rep to Regional Board
• The following Area duties would be shared amongst the 5 board members: Membership, p.r. status, child care, cls, education and newsletter.

Restructuring would result in:

• Better communication as the source is "closer to home"
• More of an involvement/commitment from foster parents
• Cost reduction at each level of business
• Boards become larger at the bottom end, rather than the top end; a return to more "grass roots: involvement
• Lessen cost for board meetings
  • Current annual cost of provincial board meetings are $250,000 per year
  • New projected annual costs with restructuring is approximately $70,000
• More work being done at "grass roots" level of business
• Shift in Responsibilities
  Local/Area/Regional boards are now responsible for their own areas, rather than Provincial making decisions that affect all areas
• Budget reduction
  Reduced cost to run "Provincial" meeting as only 5 Regional Directors plus Provincial Executive Director in attendance
• "Turn around" time