financing deinstitutionalisation

1. financing deinstitutionalisation By Julia Down Hope and Homes for Children BiH

2. HOPE AND HOMES FOR CHILDREN BIH • Background • HHC in BiH since 1994 • Initially worked to improve conditions in institutions - but limited success • Moved focus to developing family-based services - but this did not automatically reduce number of children in institutions • Now concentrating on directly transforming institutions

3. Sarajevo SITUATION IN BIH • Population 3.8 mill • Divided into FBiH and RS • 3000 children without parental care • Around 1100 children in 17 institutions

4. NATIONAL STRATEGY • POLICY ON PROTECTION OF CHILDREN WITHOUT PARENTAL CARE AND FAMILIES AT RISK IN BOSNIA AND HERZEGOVINA2006-2016 • Developed by government with active support of UNICEF, SCUK, HHC and others • Officially adopted in FBiH in January 2008

5. NATIONAL STRATEGY • Outlines detailed and practical plan for reforming legislation, building capacity of CSWs, developing family-based alternatives to institutional care and transformation of institutions • Every institution to be transformed within 10 years • Model of transformation outlined in detail in thestrategy - conforms to the model developed by HHC • Strategy calls for pilot project to test the model in the BiH context

6. ZENICA PROJECT • BACKGROUND • HHC as lead organisation in implementing pilot project • Negotiations with local authorities led to agreement to transform institution in city of Zenica • DC Most institution with capacity for 60 children aged 0-18+

7. TRANSFORMATION OF DC MOST • Main partner Zenica city municipality as founder of institution • HHC assessed every child and their families • Recommended a family-based placement for each child based on individual needs • Analysed average number of new children entering the institution every year in order to predict demand for new services

8. SERVICES TO REPLACE THE INSTITUTION • Prevention • Reintegration • Fostering • Local adoption • Young adult support • Small family home

9. HHC providing capital investment, some transitional costs, training, management and monitoring of project • Staff of institution have priority in applying for jobs in new services • 18-month project to transform the institution Jan 2007 – June 2008

10. TRANSFORMATION OF DC MOST

11. 4 FINANCIAL ANALYSIS ZENICA • BiH has very decentralised political system • Institutions for children are managed and financed at local level • This works differently in different locations Federation of BiH Republika Srpska

12. Children placed by CSW in municipality from where they come CSW pays institution monthly rate per child The institution has no other formal source of income USORA DOBOJ-JUG TEŠANJ MAGLAJ ŽEP ČE ZAVIDOVI ĆI VARE Š OLOVO KAKANJ BREZA VISOKO DC Most – financed on “per head” basis

13. RUNNING COSTS OF DC MOST

14. HOW MUCH DOES DC MOST COST THE STATE?

15. RUNNING COSTS OF NEW SYSTEM • The new system comprises the following services • Prevention • Reintegration • Young Adult Support • Fostering • Small Family Home • ALL NEW SERVICES ARE SUPPORTED BY • MOBILE TEAM • 2 Social workers • 1 Psychologist

17. SUMMARY • The new system of services provides better outcomes for children • The new system of services is cheaper and more cost effectice. • The new system serves more than twice as many beneficiaries annually.

18. ADDITIONAL COSTS • Capital investment provided by HHC • Purchase, renovation, furnishing and equipping of small family home – 120 000 euros • Purchase of vehicle for mobile team – 5000 euros • Transitional costs provided by Zenica municipality • Covering income lost to DC Most due to decrease in number of children – 16 500 euros

19. CHALLENGE • New system cheaper overall and cost effective BUT • Cost bearers changed without formal budget reallocation • Running costs used to be spread between as many as 20 municipal CSWs at any one time – Zenica municipality incurred no direct costs

20. CHALLENGE • Running costs of new system are covered by: 1. Municipal CSWs • Allowances for foster carers • Cost of food and clothing for children placed in small family home 2. Zenica municipality • Staff salaries and amenities for small family home 3. Zenica municipality/Zenica-Doboj Canton • Salaries and other costs of mobile team • Direct material support to beneficiaries

21. GORAZDE PROJECT • Gorazde canton has no institutions but places children in institutions elsewhere in BiH • HHC together with local authorities planning to develop family-based services within the canton for current and future children without parental care and children at risk of separation • Services will include prevention, reintegration, fostering, young adult support, small emergency reception centre • Services will be supported by a mobile team of 2 professionals

22. GORAZDE PROJECT FINANCIAL ANALYSISRunning costs of current system

23. GORAZDE PROJECT FINANCIAL ANALYSISRunning costs of new services

24. GORAZDE PROJECT FINANCIAL ANALYSISComparison of running costs of current system and running costs of proposed new system HHC INVESTMENT IN SETTING UP SERVICES 450 000 KM = 230 000 € ….........................................................................

25. CONCLUSION • Two very different DI projects within BiH context – demonstrates that there is no blueprint that can be applied in every situation but each location requires its own unique DI process • DI projects in Zenica and Gorazde demonstrate that DI not only provides greatly improved outcomes for children but also that it is financially viable in the BiH context