Familiens Hus documentation of an early prevention for young mothers

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Jan Søndergaard
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Mødrehjælpen Mothers Aid organization A voluntary humanitarian organization / NGO We provide social, educational, financial and health related counselling for pregnant women, single parents and

1 Mødrehjælpen Mothers Aid organization A voluntary humanitarian organization / NGO We provide social, educational, financial and health related counselling for pregnant women, single parents and families with children. We are working for increased public and political understanding for the conditions of vulnerable and victimised families with children. We are professional and voluntary staff. We have 110 professional and 600 voluntary staff members. (37% of the resources are voluntary staff). 3 counselling centres, 2 Familycentres, 15 local divisions. Last year more than contacts.

2 We have the following programmes: General counselling telephone + face to face e.g. divorce, social or economic problems etc. Programmes for young mothers social and psychological problems, pregnancy, parenthood, network, education and employment. Counselling and treatment of women and children who have been exposed to domestic violence. Counselling about private economy. Lawyer divorce, custody, problems with the authorities etc. Counselling about pregnancy/abortion.

3 Principles in our programmes: Holistic we combine professions and coordinate the support to our clients. Preventative we make our clients independent and self-supporting. Results based we have developed a model for documenting programmes and measuring the impact.

index of labor market and education participation in 2010 (control group = 100) Familiens Hus documentation of an early prevention for young mothers Effects of our programme for young mothers The

4 index of labor market and education participation in 2010 (control group = 100) Familiens Hus documentation of an early prevention for young mothers Effects of our programme for young mothers The employment and educational-related effects of the project 'I Gang' by the participants' duration * Control group (index=100) Partitipations 'I Gang' * Note: *The difference thebetweeen 2,75-3,25 years (2007) 1,75-2,25 years (2008) 0,75-1,25 years (2009) control group and participations in Years of participating in "I Gang" (start year) 'I Gang' is statistically siginifant.

Background of Familiens Hus/The Family Centre In the effort to develop our organization and create more and better posibilities for especially young mothers in Denmark we discovered the Family

5 Background of Familiens Hus/The Family Centre In the effort to develop our organization and create more and better posibilities for especially young mothers in Denmark we discovered the Family Centres. We talked to nordic collegues and we studied the knowledge and experiences about the Family Centres. We went to Finland to the Family Center Conference to learn more. We wanted to import the idea to Denmark

6 What did we discover? That the centers have difficulties attracting the most vulnerable families a.o. because of the authoraty-role. That there is no/very few integrated education and employment-programmes in the centres. That there is significant differencies between the centres. That there is no available documentation of the methods and programmes in the centres. And very little knowledge about the impact of the Family Centres to the families.

7 We developed a Danish model for Family Centres: Partnership with NGO volunteers, participation, cohesion, integration, inclusion etc. No authoraty role trust and contact to vulnerable families. Social, health and education/employment programmes prevention and self support Documented and results based ensure quality and positive impacts and possibility to roll out programs.

Today we have Familiens Hus / The Family Centre Partnerships between Mødrehjælpen and two Danish municipalities Esbjerg and Høje Taastrup - no authority role.

8 Today we have Familiens Hus / The Family Centre Partnerships between Mødrehjælpen and two Danish municipalities Esbjerg and Høje Taastrup - no authority role. Based on our own documented programme for young mothers containing; pregnant groups - health care, midwife etc. mother-and-baby groups parental role, child care etc. Health programmes Network activities building strong and healthy networks education and employment programmes individual social and psychological counselling mentor programmes voluntary mentors volunteer activities Based on our own model for results based counselling and treatment.

9 Results based management in Mødrehjælpen and The Family Centre Inspired by performance management but developed in and adapted to a Danish context in terms of methods, culture etc. The aim is to document the programmes and the impacts of the programmes in order to create learning and improve the impacts for the clients. Clarify target groups, strategic aims and project design. Managing and organizing programmes, acitivities and ressources at all levels of the organisation. Support professional learning and development of groups and individuals.

10 The model for results based management contains 3 main elements: 1. Theory of change clarifies the connection between resources, activities and effects and creates a common frame and measurable indicators. Basis for creating manuals of methods of the programme. 2. System of indicators measuring the effects through systematic measuring and continuous follow-up based on validated scales, e.g. parental role, education readiness, network, wellbeing etc. Supported by a data-system to analyze and visualize data. 1. Datamodel secures continuous monitoring and evaluation as a basis for learning at all levels of the organization.

11 1. Theory of change - developed ind workshops

12 1. Documentation manuals

13 2. System of indikators

14 3. Data flow client level follow the results of the client in order to identify problems, adapt methods etc.

15 3. Data flow team level follow the results of the team in order to identify problems and learnings.

16 3. Data flow managerial level follow the results of the teams and phases in order to evaluate strategic aims, consider method development etc.

17 3. Illustration of the data-model Datamodel Forandringsteori Præcisering af strategiske mål. Sammenhæng mellem input, output og outcomes. Indikatorsystem Opstilling af målbare indikatorer for input, output og outcomes. Udvælgelse af måleredskaber. Bestyrelse Dataudtræk på projektniveau til kvartalvise bestyrelsesmøder: Bestyrelsen informeres om projekter, målopnåelse og metodeudvikling, således at det kan danne basis for strategiske mål og prioriteringer. * Årsrapporter på projektniveau * Kvartalvis status på projektets overordnede målopnåelse. Chefgruppe Dataudtræk på projektniveau til månedlige bestyrelsesmøder: Rådgivningschefer samler op på resultater for at sikre gensidig læring, metodeudvikling og koordinering af projekter ift.mhjs mål. * Årsrapporter på projektniveau * Kvartalvis status på projektets overordnede målopnåelse, evt. suppleret med målopnåelse for faser. Styregruppe Dataudtræk på afdelingsniveau til kvartalvise styregruppemøder: Rådgivningschefer og projektledere samler op på afdelingernes fremdrift, således at der skabes rum for refleksion, læring og løbende justering. * Årsrapport på projekt- og afdelingsniveau * Kvartalvis status på projektets og afdelingernes progression på de enkelte faser. Team Dataudtræk på teamniveau til ugentlige teammøder og månedlige PP-møder. Medarbejdere fremlægger data for klienter, der overskrider tærskler til teammøder, og rådgivningschef og projektleder samler op på resultater ved månedlige møder for at sikre kontinuerlig opfølgning på teamets resultater og videreformidling af læring. * Månedlig status på teamets progression på de enkelte faser. * Månedlig klientstatistisk Medarbejder Dataudtræk på gruppe- og brugerniveau til opfølgning på medarbejderniveau. Gruppeteams og medarbejdere bruger data i den faglige vurdering af klienten og som redskab i indsatsen gennem systematisk opsamling på nedslag, løbende opsamling på resultater og strukturering af rådgivningsforløb. * Integrerede journal og resultatlister med realtime data.

18 Learnings from the results based model It requires cultural change e.g. a new/different perspective on quality. It requires management systems that ensures implementation and involvement at all organizational levels. It requires continuous involvement of the professionals in developing aims, indicators, manuals etc. to secure context and accept. The model has to be flexible enough to be adapted to various kinds of programmes, in terms of intensitivity, volume, professionalism etc. When the method is implemented in the organization and integrated in rutines, it becomes easier. Documentation makes it possible to implement programmes in new projects, partnerships etc. e.g. The Family Centre but context matters.

19 Recommendations to decisionmakers! There is a risk, that we develop hundreds of different models of documentation, quality/results management etc. which would make it impossible to benchmark and learn from each other! It calls for a central unit (national) which can; Ensure knowledge and a common language and standards for documentation, quality, impacts, effects etc. Facilitate implementation of models for documentation and quality/results management adapted to different organizations and contexts. And in this way create basis for useful benchmarking and learning between organizations and sectors, public and private/ngo

20 Thank you!

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