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Denmark Incredible Years service developments
Rasmus Bruun, programme leader for the Incredible Years programmes in Denmark
Who is Rasmus Bruun?
• Programme leader for The Incredible Years programmes in Denmark
• The National Board of Social Services
• An independent subdivision of The Ministry of Social Affairs and Integration
– Head of Section in the Child & Youth Services
– An administrative and organisational position
• Educational background:
– Cand. Mag. in History and Cultural Studies from The University of Southern Denmark
Topics
1. IY in Denmark
2. Fidelity – an organisational matter
3. Future perspectives
The Danish system
• The area of social matters is widely governed through legislation made by the Danish Parliament
• The local authorities have the primary responsibility for social services.
• The number of local authorities are 98.
History
• 2005: Local experiment
• 2007-2012: National projects
• 2012-2015: National (ongoing) grant
Why using IY in Denmark?
• The drive
– Local authorities and later The National Board of Social Services
• The main argument
– To offer a social practice with a documented positive effect for children and their families in the social services
• The assumption
– IY as a well documented evidence based program will work in Denmark as it has in other international settings
• The main focus
– Organising and implementing the IY-programs in the social services delivered in the local authorities
IY programs in Denmark
IY in Denmark - status
• Organisations working with IY
– 17 local authorities
– 1 private organisation (ADHD Center)
• IY Group leaders
– Ca. 200 group leaders
– Ca. 50 are certified
• IY experts
– 2 mentors
– 3 peer coaches
– 8 peer coaches in line
• Evaluation/research in Danmark
– Contribution analysis (Rambøll Management)
– ADHD pilotstudy (Aarhus University)
Does it work?
• Effect evaluation:
– An evaluation on IY’s effect in the social services in Denmark indicates the same results as seen in larger international studies
• Implementation demonstrations:
– IY can work in a Danish organisational context
The importance of fidelity
• High fidelity is essential if the good results from the research is to reach the citizens receiving an IY-programme in the social services.
© Fixsen & Blase, 2008
Performance Assessment (Fidelity)
Coaching
Training
Selection
Systems Intervention
Facilitative Administration
Decision Support Data System
Staf
f C
ompe
tenc
e
Organization
SupportsIntended Benefits
Leadership AdaptiveTechnical
Integrated & Compensatory
ImplementationDrivers
Fidelity – an organisational matter
• It is important to give a lot of attention to the local IY-organisations
• Carolyn Webster-Stratton has developed good implementation recommendations
• Still the IY fidelity system is stronger on the components related to the group leaders deliverance of the program than the components related to the organisational level
• Local/national responsibility
Initiatives for securing local organisational support
• Organisational readiness procedure
• Written agreement with organisations
– Minimum number of group leaders
– Minimum time for group leaders
– Minimum attendance in education
– Physical settings
– Visitation to groups
– At least two groups pr. group leader
• Technical support systems (intranet, data system)
• Economic and administrative support for certification
• Support to optimizing organisational systems
• The reflexive quality process
Future perspectives
• From:
– A fragmented structure of grants and a fragmented strategy of implementation
• To:
– An ongoing grant and a long term strategy of implementation and dissemination
– Disseminate the deliverance of IY programs to a scale of social importance
Our IY-Dream
Experience
• Positive
– High percentage rate of certified group leaders
– Evaluation on IY’s effect in the social services in Denmark indicates the same results as seen in larger international studies
• Needs:
– ”National or Regional” organisation, which continuous provide educational activities plus supports and control local organisations
– Necessary to build up national/regional/local IY expert capacity
To do and keep doing
– Staff competence:• Continuously delivering training and coaching• Demand a minimum of educational activity• Extend numbers of IY experts
– Local Peer Coach model– Organisation support:
• Improve support to optimizing organisational systems• Improve organisational readiness procedure• Datasystem• Videosystem• Homepage + Intranet
– Leadership:• Workshops for leaders and administrative staff
– Performance Assessment• Quality model
Points learned
• Obtaining fidelity in the social services is an organisational matter
• Obtaining and sustaining fidelity takes a lasting investment in both staff and organisational support
Thank you for your time!