Rs presentation japscan rev

25 November 2016

Sir Roger Singleton Managing Director of Lumos and

previously Chief Executive of Barnardo’s

Toward a Society Where Children are Raised at Home

Outline:

• The influences for change

• Reuniting children and finding foster and adoptive homes

• Issues and resistances and how they were managed

• Elements in a good DI programme

• Lessons learned

Influences which led to change

• Child development research

• The emergency of psychology and social work as professions

• Barnardo’s research findings

• Changing attitudes to illegitimacy

• More contraception

• Improved welfare benefits for single mothers

• Increasing costs

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Video

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Reuniting children and finding foster and adoptive homes

Percentage of children in each type of placement 2 years after transfer

Living with own families 42%

Adopted 28%

Foster home 15% (initially 29%)

Barnardo residential care 10%

Other placement 5%

Issues and resistances and how they were managed

• Internal resistance

• Concern for children’s safety

• Staff objections

• Resistance of some professionals

• Attachment to buildings

• Funding difficulties

Elements of a good DI programme

• Strategic planning

• Assessment and planning for individual children

• Incorporating views of children and young people

• Development of support services and planning for the closure of institutions

• Planning the transfer of resources

• Proper monitoring and evaluation

Assessment, planning and preparation of individual children

Moves for children can be highly traumatic. A holistic assessment and plan for each individual child is needed to make sure the child is moving to the most suitable placement and the experience of change is a positive one for the child. Each child should have an individual care and placement plan.

What sort of services are required?Universal health, education and social services

Target services at vulnerable children and families

Locate services at key points (e.g. maternity hospitals)

Prevention/reunification

Emergency protection

Family care - fostering and adoption

Small, specialised residential care for extremely small minority of children

Leaving Care services

Post-care support services

Planning the transfer of resources

De-institutionalisation involves transferring resources from large centralised institutions to a wide range of services: a complex financial process requiring detailed planning.

Institutions have three types of resources that should be reinvested in community services:

Financial (annual budget and donations)

Human (institution personnel)

Material (buildings, land, vehicles, equipment)

Resources in institutions should be ring-fenced

Personnel

Budgets

Material resources

¥

A range of community based services is needed to replace institutions

Most are cheaper Some are more expensive

Monitoring and evaluation In order to ensure that the process of reform is effective and is achieving what was intended, monitoring and evaluation must be built into the entire deinstitutionalisation process from the start.

This requires checking what is happening at periodic intervals and whether programme objectives have been achieved and are being sustained. This includes the period after the transition is complete.

The most important indicators of success are: changes in the health, development and life chances of children; effective use of finances; sustainability of the services.

Lessons learned • Stopping admissions

• Avoid piecemeal implementation

• Ensure big institutions are not replaced with not-so-big ones

• Tackle professional resistance earlier

• Develop appropriate financial models

• Stress the positives for everyone

Thank y u

Sir Roger [email protected]

+44 (0)20 7253 6464