1. Denmark Incredible Years service developments Rasmus Bruun, programme leader for the Incredible Years programmes in Denmark

2. 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

3. Topics 1.IY in Denmark 2.Fidelity – an organisational matter 3.Future perspectives

4. 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.

5. History 2005: Local experiment 2007-2012: National projects 2012-2015: National (ongoing) grant

6. 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

7. IY programs in Denmark

8. 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)

9. 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

10. 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.

11. © Fixsen & Blase, 2008 Performance Assessment (Fidelity) Coaching Training Selection Systems Intervention Facilitative Administration Decision Support Data System Staff Competence Organization Supports Intended Benefits Leadership AdaptiveTechnical Integrated & Compensatory Implementation Drivers

12. 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

13. 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

14. 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

15. Our IY-Dream

16. 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

17. 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

18. 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

19. Thank you for your time!