MD Strategic Plan 2018 2023

Strategic Plan 2018 -‐ 2023

Table of Contents
1. Situation Assessment ................................................................................................... 2
Background: ..................................................................................................................... 2
Market Analysis: ............................................................................................................... 2
Provincial and National Affiliation bodies ..................................................................... 2
Key Trends (See Executive Summary Appendix 1 for full document) .......................... 2
Competitive Analysis: ....................................................................................................... 6
SWOT Analysis: ............................................................................................................... 6
Strengths: ..................................................................................................................... 6
Weaknesses: ................................................................................................................ 7
Opportunities: ............................................................................................................... 7
Threats: ........................................................................................................................ 7
Strategic Issues: .............................................................................................................. 8
2: Strategic Direction ........................................................................................................... 8
Core Values: .................................................................................................................... 8
Vision Statement: ............................................................................................................. 8
Mission Statement: .......................................................................................................... 8
Goals: ............................................................................................................................... 9
Organizational Outcomes and Key Performance Indicators: ........................................... 9
STRATEGIC DIRECTION SUMMARY 2018 – 2023 ......................................................... 10
Business Plan .................................................................................................................... 11
Appendix 1: ........................................................................................................................ 13
Executive Summary: Collaborative Interdisciplinary Practice for Separating and Divorcing
Families. ............................................................................................................................ 13
Modern Divorce July 12, 2018 1

Strategic Plan 2018-2023
1. Situation Assessment
Background:
Modern Divorce is a well-established separation and divorce private mediation practice

serving the Calgary and area region. Currently, the organization consists of one
professional trained in conflict resolution and mediation and the services offered within
Modern Divorce includes separation and divorce mediation and drafting separation and
divorce agreements. Clients are referred to local professionals for legal, financial, high
conflict coaching, and additional services. The owner/operator of Modern Divorce also sits
on the board of Alberta Family Mediation Society.
The Calgary landscape has shifted with emerging practices offering a multidisciplinary or
multi-service approach. Modern Divorce has aspirations of redesigning the business
model to provide additional services, co-working with additional divorce professionals, and
mentoring emerging mediators.
Market Analysis:
Provincial and National Affiliation bodies
• Alberta Family Mediation Society1
o Registration body for Alberta practicing mediators
o Continuing competency requirements and parent coordinators
• Family Mediation Canada2
o Offers three membership streams
o Recognized internationally
• Alternative Dispute Resolution Institute of Alberta (ADRIA)3
o Professional membership body for mediators and arbitrators in Alberta
o Provides training and designations for mediators and arbitrators
Key Trends (See Executive Summary Appendix 1 for full document)
Separation and divorce are complex experiences informed by legal, mental health, dispute
resolution, and cultural dimensions. Divorce requires individuals and families to make
adjustments in the legal, spousal, parental, economic, social and emotional domains.
Necessary skills to support a separating family include knowledge of family law,
understanding the impact of family conflict on adults and children, knowledge of child
development, domestic violence, child abuse and neglect, and cultural awareness.
The impact of divorce on children is a widely researched topic. While different studies
reported varied findings with respect to the extent and duration the impact of divorce may
have on a child, the consistent theme highlighted that divorce increases the risk for
adjustment problems in children and adolescents. Factors that implicated the resiliency of
children and adolescents were all related to the functioning of the family relationships post-
divorce including economic stability, mild parental conflict, an authoritative relationship
1
https://afms.ca/become-a-member/
2
http://www.fmc.ca/family-mediation-canada
3
https://www.adralberta.com/Membership
with at least one parent, parental psychological well-being, and a good relationship with
the non-custodial parent.
Following economic stability, researchers consistently identified low parental conflict as the
strongest protective factor against childhood maladjustment including behavioural,
emotional, psychological, and academic difficulties for children of divorce. Findings further
demonstrated the degree of hostility experienced in the divorce process and levels of
satisfaction with financial support was correlated with the degree of conflict in the post-
divorce relationship. Divorce education programs moderately contributed to reduced
conflict and improvements in co-parenting.
Cooperative co-parental relationships characterized by joint planning, flexibility, sufficient

communication and coordination of schedules and activities support continued resilience
of children and promote healthy development and overall functioning. Therefore it is
imperative to support families in achieving the highest possible level of post-divorce
functioning. Mitigating factors included the involvement of various disciplines to support
the family members in establishing stability and adjusting to emotional, financial, and
relational changes. Interdisciplinary practice groups create a rich pool of resources upon
which can be drawn the expertise and process options to help a family resolve the legal,
emotional, psychological, and financial difficulties of the separation or divorce.
Mediation enjoys a solid base of research supporting its contribution to containing parental
conflict. Outcomes of research clearly point to the benefit of adopting a systems approach
to address the multifaceted needs of a divorcing family. Interventions will likely have a
greater impact on children if they seek to contain parental conflict, promote healthy
relationships, enhance economic stability, and when appropriate, include the voice of the
child to develop individualized decisions.
With respect to the second question identified in the purpose of this research study, which
addresses the legal aspect, the research consistently pointed to the role of collaborative
law. Collaborative practice within a collaborative law framework emerged in the 1990’s as
a response by legal, financial, and mental health professionals to mitigate concerns
regarding the traditional divorce process. This model is unique in that separating parties
sign a confidentiality agreement and complete a participant agreement, whereby they
agree to not to go to court, and if they choose to, then the collaborative law professionals
do not proceed with their case. Each party has their own lawyer, financial advisor, and
mental health or divorce coach, and they share a child specialist who acts as the voice of
the child to foster child-focused resolutions. The entrance point is through the lawyer who
typically is the key influencer in the collaborative law office or network.
Outside of a collaborative law model, the consistent barrier to interdisciplinary practice

appeared to be the sharing of information, statutes regarding mandatory reporting, and
legal independence. Each profession has a code of ethics and best practice standards to
uphold with their governing body. In addition, they contribute a unique educational or
professional lens to the situation. Lawyers may not be trained in assessing child abuse or
domestic violence, whereas other disciplines may be more skilled in this domain.
Conflicting expectations or requirements may emerge, such as lawyer/client privilege and
a social worker’s duty to report in cases of child abuse or domestic violence.

Additionally, lawyers often advocate for the client’s best wishes while other disciplines are
trained to advocate for the client’s best interests. This can result in contrasting advice
provided to a family. Interdisciplinary or collaborative law models typically discuss with
clients expectations regarding information sharing and obtain a waiver of confidentiality.
When disciplines consult with each other regarding a case, identifying information is
withheld unless a confidentiality waiver is in place. The requirement for a family lawyer to
remain independent and uphold lawyer/client privilege proves challenging to fully integrate
disciplines and practice in alignment with full interdisciplinary collaboration. Furthermore,
regardless of whether a confidentiality waiver is in place, disciplines must remain mindful
of what information is shared due to differences in professional reporting requirements.
Many family lawyers are embracing collaborative law as both lawyers and clients, those
most affected by and knowledgeable about legal conflict, recognize the current systems
limitations. Collaborative practice allows lawyers to participate as healers of conflict.
Despite the challenges, creating an environment of interdisciplinary collaboration may
foster overall wellbeing by combining the strengths of each discipline.
Internationally, some interdisciplinary dispute resolution models have emerged. Both

Australia and the UK seem to be leaders in the implementation of a collaborative and
accessible system. These two countries have national non-profit family mediation
programs with multiple sites across each country. Australia service delivery model
provides family and relationships services including, but not limited to counseling, dispute
resolution, collaborative parenting plans, family violence prevention, and education
services. In the UK, services offered include dispute resolution, child support services,
collaborative law, adult and family counseling, in addition to other mediation foci.
Furthermore, separation and divorce agreements established in mediation are acceptable
to both lawyers and the courts where they can be made legally binding.
In Alberta, efforts to reform the Family Justice system have been undertaken in
collaboration with the government, Courts, academics, and various professionals in
response to the resource limitations of the Courts and the financial and emotional toll on
divorcing families. Outcomes of these community consultations highlighted the need for
increased awareness and collaboration of services for families. Recently, in Alberta, a
new Navigator position was hired by Alberta Resolution Services to support families to
obtain appropriate dispute resolution and professional services. There continues to be a
push for family law reformation whereby the legal profession is not the primary or initial
profession secured by divorcing couples. Instead, there would be greater interdisciplinary
collaboration and use of alternative dispute resolution services. In response to family law
reforms in British Columbia, provincial dispute resolution services relocated out of the
Courts into community based settings. Consequently, referrals from the Courts to the
provincial mediation program declined. Currently, the alternative dispute resolution
services is in the process of moving back into the Courts to increase awareness and
utilization of the program.
Recommendations:
As previously noted, outcomes of research clearly point to the benefit of adopting a
systems approach to address the multifaceted needs of a divorcing family.
1. An interdisciplinary team should be carefully selected to operate under a shared vision

and set of values, and to combine strengths within complimentary professions to support

and enhance overall family functioning post divorce. In addition to mediators, research
consistently indicates the role of financial advisors, lawyers, mental health clinicians,
coaches, and child specialists to inform effective resolutions and support post-divorce
functioning.
2. A central intake would enhance the assessment of needs and determine the appropriate
professionals to address and support the presenting issues, within the interdisciplinary
practice. An Intake Coordinator can obtain appropriate confidentiality waivers and triage
files. This will foster a streamlined and comprehensive approach where both the family
and professionals time are best used and issues are prioritized and most skillfully
addressed.
3. Noting the containment of parental conflict as important in a child or adolescent’s

resiliency, it would be ideal if the separating parties addressed the impact of the loss of the
relationship and were provided support for emotional and psychological issues, prior to
engaging in the dispute resolution. Noting variance within the degree of conflict exists,
high conflict coaching and parent coordination may also support a family’s pre and post-
divorce transition.
4. Integration of the legal profession seems most realistically integrated through a

collaborative lawyer or failing that, through a family lawyer who provides private practice in
a shared space and is willing to provide independent legal advice and prepare court
documents. This emulates a one-stop shop service delivery while attending to the ethical
and practice requirements of the legal profession.
5. Allow for a flexible and adaptable model responsive to changing family justice, cultural,
and economic trends.

Competitive Analysis:
An online review of Calgary and area mediation / multi-disciplinary divorce practices was
conducted. Of these establishments, it was difficult to conclude if more than one
professional worked at the establishment, or if the individual possibly had numerous
certifications and could provide a variety of separation / divorce related services.
Competitive'Analysis'7'Interdisciplinary'Services
Name
Collaborative+Divorce+Alberta+
Association
x x x x x
x x x x x
Empower+You
x x x x x
Fairway+Divorce+Solutions
Fresh+Start+Divorce
x x x x
KidsFirst+Resolution
x x x x
Leap+Divorce+Solutions
x x x x x
Peace+Makers+for+Families
x x x x
Positive+Choices+Counseling
x x x x x
Resolve+Legal+Group
x x x
WinGWin+Divorce+Resolution
x x x
Divorce+Filing
Coordination
Legal+Advice
Arbitration
Counseling
Mediation
Paralegal+
Financial+
Coaching
Conflict+
Support
Parent+
Advice
Other
Service'Provided:
Other:'supervised'visitation'services,'workshops,'client'support'services,'parenting'assessment
SWOT Analysis:
Strengths:
The following are existing strengths which will support Modern Divorce in leveraging
opportunities for growth as it seeks to grow in providing additional services and as a
mentor.
• Specialty services including high conflict, mandated courses, drafting agreements

• Self care and having fun
• Facilitating face to face meetings with clients
• IT: knowledge of, website, and IT resources
• Skill in providing divorce mediation
• Disarming people
• Established professional network
• Experience and knowledge of the court and legal system

• Connecting with people and managing relationships
• Asking insightful questions
• Julie our scheduler
Weaknesses:
The most significant impediments, which will require additional time and attention, include:
• Passion: lack of commitment, lost faith in system, development and follow through
with goals
• Setting boundaries with difficult clients = non-billable time
• Limited availability for work = limited cashflow
• Attention to detail
• Responding to communication
• Knowledge of local competition
• Office space - environment and facility
• Legal expertise
• Business knowledge / strategic planning
• Referral network
Opportunities:
Key existing opportunities include:
• Increased office vacancies and reduced lease costs

• Navigating families / couples through the system
• Growing need for elder mediation
• Collaborative practice and co-working trends
• Retiring professionals and mentorship of new
• Child consultant designations
• Developing a referral network and/or team
• Number of people seeking child related courses
• Changing the culture on divorce and reducing stigma
• Leveraging social media marketing
Threats:
The known barriers to growth as a practice include:

• Economic recession - impacts affordability and customer perception of cost
• Physical / psychological safety from high conflict exes
• Lack of legal support for drafting documents - resistance to change within the legal
profession
• Competition such as Fairway Divorce Solutions and Positive Choices Counseling

Strategic Issues:
The following identified issues drive the need for action
• Interventions will likely have a greater impact on children if they seek to contain
parental conflict, promote healthy relationships, enhance economic stability, and
when appropriate, include the voice of the child to develop individualized decisions.
• Interdisciplinary practice groups create a rich pool of resources upon which can be
drawn the expertise and process options to help a family resolve the legal,
emotional, psychological, and financial difficulties of the separation or divorce.
• Collaborative practice allows lawyers to participate as healers of conflict. Despite
the challenges, creating an environment of interdisciplinary collaboration may
foster overall wellbeing by combining the strengths of each discipline.
2: Strategic Direction
Core Values:
These values will provide the foundation for all future planning and decision making for
Modern Divorce. They will set the tone for who we are and how we do business.
1. Future-Focused – Supporting clients and the organization in moving forward.

2. Innovation – Adapt to change and promote systemic reform.
3. Collaboration – Cultivate relationships to provide a holistic approach to services.
4. Integrity – Be honest, be ethical, and accept responsibility.
5. Efficiency – Customize service delivery to assist clients in achieving timely resolution
and their best way forward.
Vision Statement:
Modern Divorce aspires that:
“All families find their own best way forward.”
Mission Statement:
Modern Divorce’s core purpose and identity is to:
“Help find the good through divorce.”

Goals:
Within the next five years, Modern Divorce ideally will achieve the following goals:
• Build and maintain relationships with professionals,

agencies, and referral sources.
Marketing & Branding • Engage potential clients and professionals thru a
comprehensive online communication strategy.
• Create and maintain a viable business strategy.

• Attract talent, develop new talent, and design programs
Create Value responsive to changing trends.
• Educate clients on divorce processes so they can

navigate their divorce effectively.
Change Culture • Continue to reduce the stigma of divorce and assist
people to find the good in transition.
• Capture the essence of fun while fostering work life

Vibrant Workplace balance and autonomy
Organizational Outcomes and Key Performance Indicators:

Over the next five years, Modern Divorce will know it has reached its strategic goals by the
following outcomes:
Online Organizational Financial

Presence Growth Sustainability
• Year over year • Number of • Year over year

online website associates balanced
traffic • Year over year financial budget
• Year over year mentorship • Billable hours
number of hours trends over time
social media • Number of
followers (FB, presentations
LinkedIn) and programs

STRATEGIC DIRECTION SUMMARY 2018 – 2023
Core Values:
Future-‐
Innova?on Collabora?on Integrity Efficiency
Focused
Vision: Modern Divorce aspires that

“All families find their own best way forward.”
Mission: Modern Divorce’s core purpose and identity is to

“Help find the good through divorce.”
Strategic Provide services

Issues which will likely have
a greater impact on
children including
Strategic Goals Organizational Objectives
conflict managment,
rela?onship
development,
financial advice, and
when appropriate,
include the voice of
the child .

Create a
mul?disciplinary
prac?ce group
whose expter?se
help a family resolve
the legal, emo?onal,
psychological, and
financial difficul?es.

Develop a model
which allows lawyers
to par?cpate as
healers of conflict, Organizational Outcomes and Key Performance Indicators
such as a
collabora?ve lawyer.

Business Plan
2018-2019
Program: Operations
Director Responsible: Susan Deduluk
Strategic Pillar: Marketing and Branding

Objectives:
• Build and maintain relationships with professionals, agencies, and referral sources.
• Engage potential clients and professionals thru a comprehensive online
communication strategy
Action Completion Date

1. Set meetings and presentations with psychologists, accountants,
educators, and police officers.
2. Design and launch an updated website.
3. Activate Modern Divorce social media and post/pubish engaging
articles and touch points.
4. Open an Instagram and LinkedIn account to broaden network and
reach.
4. Evaluate need to complete a Google optimization.
Strategic Pillar: Create Value

Objective:
• Create and maintain a viable business strategy.
• Attract talent, develop new talent, and design programs responsive to changing
trends.

1. Consult an accountant to determine most viable business
structure (separate corporations and umbrella corporation etc)
2 Evaluate current fee structure and decide percentage of pro-bono
and billable hours to provide.
3. Establish a mentorship associate program and subsequent fee
structure for mentee associates.
4. Update lease structure for new workplace.
5. Advertise through ADRIA and LESA to recruit new associates.

Strategic Pillar: Change Culture
Objective:
• Educate clients on divorce processes so they can navigate their divorce effectively.
• Continue to reduce the stigma of divorce and assist people to find the good in
transition.

1. Develop a webpage outlining how to divorce effectively
regardless of current stage in the process.
2 Create 30 second FB videos helping people navigate the divorce
processes
Strategic Pillar: Vibrant Workplace

Objective:
• Capture the essence of fun while fostering work life balance and autonomy

1. Secure an office environment that embodies growth and supports
growth with windows and splashes of colour.
2 Provide beverages, confidential offices, and accessible parking as
part of the new space.
3. Retain centralized administration with a shared waiting room.

Appendix 1: Executive Summary: Collaborative Interdisciplinary Practice for Separating
and Divorcing Families.

Background information:
Separation and divorce processes have become increasingly adversarial and litigious in nature. As
a result, the financial and emotional toll is often devastating for members of the separating family.
Mediation is a dispute resolution process which aims to support separating families in redefining
their relationships, establishing co-‐parenting plans and dividing, assets tailored to the unique
needs and family situation, while preserving both relationships and assets. Some mediators draft
separation documents; however, couples do require the support of a lawyer to prepare and file
court forms and to obtain independent legal advice. Therefore, the role of a lawyer remains
necessary to the divorce process.

In the Alberta context, when couples seek separation, information on available options and
navigating the family justice system is not readily available. The common response is for each
party in the separating couple to retain their own lawyer. Depending on the outcomes of initial
interactions and unique familial needs, the separating parties often require additional professional
support including finance, psychology, child specialists, and other divorce professionals. This
additional support is obtained by a party’s independent research or accepting referrals provided
by their lawyer or personal network. Alberta Resolution and Court Administration Services is a
provincial program, which provides legal information and education in addition to limited
mediation services for financially eligible couples. Currently, mediation is an alternative to the
traditional divorce process and offered, most often, in independent private practice settings.
Interdisciplinary mediation models are beginning to emerge in the Calgary area.

Purpose of the Research Study:
Modern Divorce identified a gap in divorce service delivery, noting families struggle to effectively
navigate the separation and divorce process and often encounter barriers to obtain appropriate
support to facilitate an effective transition to repurposed or redefined relationships. The question
they seek to answer addresses both the viability and suitability for creating an interdisciplinary
one-‐stop shop separation and divorce service for families.

The literature review was undertaken to answer two primary questions:
1. Is there research to support a child-‐focused interdisciplinary practice framework?
2. How can family lawyers be integrated as a discipline into an interdisciplinary practice
framework while also maintaining its independent nature as ethically required?
Method of Data Gathering and Analysis:

Literature was sourced using two primary databases including University of Calgary and Alberta
Health Services. The search criteria included the following keywords: interdisciplinary
collaboration, divorce, divorce mediation, family law, family mediation, child-‐focused,
collaborative practice, and legal ethics. A total of 18 published journal articles or peer-‐reviewed
articles were selected for the literature review.

In addition to the articles, an online review of international mediation practice was also

undertaken with a focus on UK and Australian work, in addition to reviewing the Alberta provincial
Family Resolution Services. Further to this, three key informant interviews were conducted to
inform local context and industry trends.

Overview of Findings:

Separation and divorce are complex experiences informed by legal, mental health, dispute
resolution, and cultural dimensions. Divorce requires individuals and families to make
adjustments in the legal, spousal, parental, economic, social and emotional domains. Necessary
skills to support a separating family include knowledge of family law, understanding the impact of
family conflict on adults and children, knowledge of child development, domestic violence, child
abuse and neglect, and cultural awareness.

The impact of divorce on children is a widely researched topic. While different studies reported
varied findings with respect to the extent and duration the impact of divorce may have on a child,
the consistent theme highlighted that divorce increases the risk for adjustment problems in
children and adolescents. Factors that implicated the resiliency of children and adolescents were
all related to the functioning of the family relationships post-‐divorce including economic stability,
mild parental conflict, an authoritative relationship with at least one parent, parental
psychological well-‐being, and a good relationship with the non-‐custodial parent.

Following economic stability, researchers consistently identified low parental conflict as the
strongest protective factor against childhood maladjustment including behavioural, emotional,
psychological, and academic difficulties for children of divorce. Findings further demonstrated the
degree of hostility experienced in the divorce process and levels of satisfaction with financial
support was correlated with the degree of conflict in the post-‐divorce relationship. Divorce
education programs moderately contributed to reduced conflict and improvements in co-‐
parenting.

Cooperative co-‐parental relationships characterized by joint planning, flexibility, sufficient
communication and coordination of schedules and activities support continued resilience of
children and promote healthy development and overall functioning. Therefore it is imperative to
support families in achieving the highest possible level of post-‐divorce functioning. Mitigating
factors included the involvement of various disciplines to support the family members in
establishing stability and adjusting to emotional, financial, and relational changes.
Interdisciplinary practice groups create a rich pool of resources upon which can be drawn the
expertise and process options to help a family resolve the legal, emotional, psychological, and
financial difficulties of the separation or divorce.

Mediation enjoys a solid base of research supporting its contribution to containing parental
conflict. Outcomes of research clearly point to the benefit of adopting a systems approach to
address the multifaceted needs of a divorcing family. Interventions will likely have a greater
impact on children if they seek to contain parental conflict, promote healthy relationships,
enhance economic stability, and when appropriate, include the voice of the child to develop
individualized decisions.


With respect to the second question identified in the purpose of this research study, which
addresses the legal aspect, the research consistently pointed to the role of collaborative law.
Collaborative practice within a collaborative law framework emerged in the 1990’s as a response
by legal, financial, and mental health professionals to mitigate concerns regarding the traditional
divorce process. This model is unique in that separating parties sign a confidentiality agreement
and complete a participant agreement, whereby they agree to not to go to court, and if they
choose to, then the collaborative law professionals do not proceed with their case. Each party has
their own lawyer, financial advisor, and mental health or divorce coach, and they share a child
specialist who acts as the voice of the child to foster child-‐focused resolutions. The entrance point
is through the lawyer who typically is the key influencer in the collaborative law office or network.

Outside of a collaborative law model, the consistent barrier to interdisciplinary practice appeared
to be the sharing of information, statutes regarding mandatory reporting, and legal independence.
Each profession has a code of ethics and best practice standards to uphold with their governing
body. In addition, they contribute a unique educational or professional lens to the situation.
Lawyers may not be trained in assessing child abuse or domestic violence, whereas other
disciplines may be more skilled in this domain. Conflicting expectations or requirements may
emerge, such as lawyer/client privilege and a social worker’s duty to report in cases of child abuse
or domestic violence.

Additionally, lawyers often advocate for the client’s best wishes while other disciplines are trained
to advocate for the client’s best interests. This can result in contrasting advice provided to a
family. Interdisciplinary or collaborative law models typically discuss with clients expectations
regarding information sharing and obtain a waiver of confidentiality. When disciplines consult
with each other regarding a case, identifying information is withheld unless a confidentiality
waiver is in place. The requirement for a family lawyer to remain independent and uphold
lawyer/client privilege proves challenging to fully integrate disciplines and practice in alignment
with full interdisciplinary collaboration. Furthermore, regardless of whether a confidentiality
waiver is in place, disciplines must remain mindful of what information is shared due to
differences in professional reporting requirements. Many family lawyers are embracing
collaborative law as both lawyers and clients, those most affected by and knowledgeable about
legal conflict, recognize the current systems limitations. Collaborative practice allows lawyers to
participate as healers of conflict. Despite the challenges, creating an environment of
interdisciplinary collaboration may foster overall wellbeing by combining the strengths of each
discipline.

Internationally, some interdisciplinary dispute resolution models have emerged. Both Australia
and the UK seem to be leaders in the implementation of a collaborative and accessible system.
These two countries have national non-‐profit family mediation programs with multiple sites across
each country. Australia service delivery model provides family and relationships services including,
but not limited to counseling, dispute resolution, collaborative parenting plans, family violence
prevention, and education services. In the UK, services offered include dispute resolution, child
support services, collaborative law, adult and family counseling, in addition to other mediation
foci. Furthermore, separation and divorce agreements established in mediation are acceptable to
both lawyers and the courts where they can be made legally binding.


In Alberta, efforts to reform the Family Justice system have been undertaken in collaboration with
the government, Courts, academics, and various professionals in response to the resource
limitations of the Courts and the financial and emotional toll on divorcing families. Outcomes of
these community consultations highlighted the need for increased awareness and collaboration of
services for families. Recently, in Alberta, a new Navigator position was hired by Alberta

Resolution Services to support families to obtain appropriate dispute resolution and professional
services. There continues to be a push for family law reformation whereby the legal profession is
not the primary or initial profession secured by divorcing couples. Instead, there would be greater
interdisciplinary collaboration and use of alternative dispute resolution services. In response to
family law reforms in British Columbia, provincial dispute resolution services relocated out of the
Courts into community based settings. Consequently, referrals from the Courts to the provincial
mediation program declined. Currently, the alternative dispute resolution services is in the
process of moving back into the Courts to increase awareness and utilization of the program.

Recommendations:
As previously noted, outcomes of research clearly point to the benefit of adopting a systems
approach to address the multifaceted needs of a divorcing family.

1. An interdisciplinary team should be carefully selected to operate under a shared vision and set
of values, and to combine strengths within complimentary professions to support and enhance
overall family functioning post divorce. In addition to mediators, research consistently indicates
the role of financial advisors, lawyers, mental health clinicians, coaches, and child specialists to
inform effective resolutions and support post-‐divorce functioning.

2. A central intake would enhance the assessment of needs and determine the appropriate
professionals to address and support the presenting issues, within the interdisciplinary practice.
An Intake Coordinator can obtain appropriate confidentiality waivers and triage files. This will
foster a streamlined and comprehensive approach where both the family and professionals time
are best used and issues are prioritized and most skillfully addressed.

3. Noting the containment of parental conflict as important in a child or adolescent’s resiliency, it
would be ideal if the separating parties addressed the impact of the loss of the relationship and
were provided support for emotional and psychological issues, prior to engaging in the dispute
resolution. Noting variance within the degree of conflict exists, high conflict coaching and parent
coordination may also support a family’s pre and post-‐divorce transition.

4. Integration of the legal profession seems most realistically integrated through a collaborative
lawyer or failing that, through a family lawyer who provides private practice in a shared space and
is willing to provide independent legal advice and prepare court documents. This emulates a one-‐
stop shop service delivery while attending to the ethical and practice requirements of the legal
profession.

5. Allow for a flexible and adaptable model responsive to changing family justice, cultural, and
economic trends.


References:
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60:5, 511-‐524.
Amato, P. R. (2010). Research on divorce: Continuing trends and new developments. Journal of
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Anderson, A., Barenberg, L, and Tremblay, P. R. (2007). Professional ethics in interdisciplinary
collaboratives: Zeal, paternalism, and mandated reporting. Clinical Law Review. Vol 13, 658 –
718.
Bayne-‐Smith, M., Mizrahi, T., and Garcia, M. (2008). Interdisciplinary community collaboration:
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Brustin, S. L. (2002). Legal services provisions through multidisciplinary practice – encouraging
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Cochran, R F. Jr. (2009). Legal ethics and collaborative practice ethics. Hofstra Law Review, 38,
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Emery, R. E, Sbarra, D., and Grover, T. (2005). Divorce mediation: Research and reflections. Family
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Fackrell, T. A., Hawkins, A. J., and Kay, N. M. (2011). A special focus on court-‐affiliated parent
education programs. Family Court Review, 49:1, 107-‐119.
Gamache, S. (2005). Collaborative practice: A new opportunity to address children’s best interest
in divorce. Louisiana Law Review, Vol 65, 1455-‐1485.
Hoffman, D. A. and Woman, R. N. (2004). Multidisciplinary practice: three dimensional client
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Strategic Plan 2018 -­‐ 2023

Modern Divorce July 12, 2018 1

Modern Divorce is a well-established separation and divorce private mediation practice

Key Trends (See Executive Summary Appendix 1 for full document)

Cooperative co-parental relationships characterized by joint planning, flexibility, sufficient

Outside of a collaborative law model, the consistent barrier to interdisciplinary practice

Modern Divorce July 12, 2018 3

Internationally, some interdisciplinary dispute resolution models have emerged. Both

1. An interdisciplinary team should be carefully selected to operate under a shared vision

Modern Divorce July 12, 2018 4

3. Noting the containment of parental conflict as important in a child or adolescent’s

4. Integration of the legal profession seems most realistically integrated through a

Modern Divorce July 12, 2018 5

• Specialty services including high conflict, mandated courses, drafting agreements

Modern Divorce July 12, 2018 6

Key existing opportunities include:

• Increased office vacancies and reduced lease costs

The known barriers to growth as a practice include:

Modern Divorce July 12, 2018 7

The following identified issues drive the need for action

1. Future-Focused – Supporting clients and the organization in moving forward.

Modern Divorce aspires that:

“All families find their own best way forward.”

Modern Divorce’s core purpose and identity is to:

“Help find the good through divorce.”

Modern Divorce July 12, 2018 8

• Build and maintain relationships with professionals,

• Create and maintain a viable business strategy.

• Educate clients on divorce processes so they can

• Capture the essence of fun while fostering work life

Organizational Outcomes and Key Performance Indicators:

Online Organizational Financial

• Year over year • Number of • Year over year

Modern Divorce July 12, 2018 9

Vision: Modern Divorce aspires that

Mission: Modern Divorce’s core purpose and identity is to

Strategic Provide services

Modern Divorce July 12, 2018 10

Strategic Pillar: Marketing and Branding

Action Completion Date

Strategic Pillar: Create Value

Action Completion Date

Modern Divorce July 12, 2018 11

Action Completion Date

Strategic Pillar: Vibrant Workplace

Action Completion Date

Modern Divorce July 12, 2018 12

Method of Data Gathering and Analysis:

Modern Divorce July 12, 2018 13

Modern Divorce July 12, 2018 14

Modern Divorce July 12, 2018 15

Modern Divorce July 12, 2018 16

Modern Divorce July 12, 2018 17

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Strategic Plan 2018 -‐ 2023

• Build and maintain relationships with professionals,

• Create and maintain a viable business strategy.

• Educate clients on divorce processes so they can

• Capture the essence of fun while fostering work life

• Year over year • Number of • Year over year